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Page 1
2025
Laporan Tahunan
Annual Report
PT ELNUSA Tbk
Capitalizing on
Opportunities
Memanfaatkan Peluang
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Page 3
Capitalizing on
Opportunities
Memanfaatkan Peluang
Elnusa memperkuat pijakannya di kancah energi nasional dan
global dengan mengoptimalkan setiap peluang pertumbuhan secara
strategis. Melalui diversifikasi layanan dan penguatan kemitraan, yang
didukung oleh modernisasi teknologi serta digitalisasi proses, kami
memastikan keunggulan operasional dan ketahanan organisasi yang
lebih solid.
Langkah proaktif ini memposisikan Elnusa untuk selalu selangkah di
depan dalam mengantisipasi dinamika industri. Berlandaskan inovasi
yang berkelanjutan, Elnusa berdedikasi untuk terus menciptakan nilai
tambah dan menjadi pionir dalam mewujudkan ekosistem layanan
energi global yang lebih tangguh.
Elnusa strengthens its foothold in the national and global energy
landscape by strategically optimizing every growth opportunity.
Through service diversification and the strengthening of partnerships,
supported by technology modernization and process digitalization,
we ensure operational excellence and a more robust organizational
resilience.
This proactive approach positions Elnusa to stay one step ahead in
anticipating industry dynamics. Grounded in continuous innovation,
Elnusa is committed to consistently creating added value and to
becoming a pioneer in advancing a more resilient global energy
services ecosystem.
Page 4
KESINAMBUNGAN TEMA
THEME CONTINUITY
2025 Performance Highlights
Kilas Kinerja 2025
2024
Mempercepat Keunggulan
Accelerating Excellence
1
Dalam menghadapi kompleksitas yang semakin
meningkat di dunia bisnis, Perusahaan berkomitmen
untuk terus meningkatkan keunggulan dengan
mengembangkan talenta terbaik, memperkuat
kolaborasi, dan membangun budaya inovasi yang
berkelanjutan. Standar kinerja yang tinggi, dipadukan
dengan kemajuan teknologi digitalisasi yang pesat,
Laporan Management
Management Report
memungkinkan Perusahaan untuk memberikan layanan
energi yang optimal melalui solusi total.
The Company faces the increasingly complex business
world by delivering on its commitment to improving
excellence, which entails developing the best talents,
2
strengthening collaboration, and building a sustainable
innovation culture. High-performance standards and
rapid digitalization technology advances enable the
Company to provide optimal energy services through
total solutions.
Profil Perusahaan
Company Profile
2023
Tahapan Baru Mencapai
Keunggulan
3
New Journey for Excellence
Tahun 2023, usia PT Elnusa Tbk genap 54 tahun.
Perusahaan semakin mengukuhkan posisi sebagai
perusahaan dengan keunggulan yang memiliki
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
resiliensi dan penuh inovasi. Semua ini terbukti mampu
memperkuat fundamental bisnis Elnusa ada di jalur yang
tepat untuk menuju “Perusahaan Jasa Energi Terkemuka
yang Memberikan Solusi Total”.
In 2023, PT Elnusa Tbk will be 54 years old. The
Company has further strengthened its position as a
company with excellence, resilience and innovation.
All of this has proven to be able to strengthen Elnusa’s
business fundamentals on the right track to become a
“Leading Energy Services Company that Provides Total
4
Solutions”.
2025 Annual Report PT Elnusa Tbk
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2022
Ketahanan Dalam Memperkuat
Bisnis Inti Untuk Pertumbuhan
Yang Berkelanjutan
New Journey for Excellence
Merayakan usia ke-53, Perusahaan berhasil
5
menghadapi tantangan di tengah ketidakpastian akibat
gejolak global sepanjang 2022. Untuk memperkuat
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
ketahanan keuangan dan menjaga keberlanjutan bisnis,
Elnusa fokus memperkuat bisnis inti melalui kebijakan
strategis dalam pengelolaan biaya yang optimal,
serta menangkap peluang pengembangan bisnis di
sektor migas dan non-migas. Elnusa juga berkomitmen
menerapkan prinsip tata kelola yang baik (GCG) dalam
seluruh proses operasional dan bisnis.
Celebrating its 53rd anniversary, the Company
successfully navigated challenges amid uncertainty
due to global turmoil throughout 2022. To strengthen
financial resilience and sustain its business, Elnusa
6
focuses on reinforcing its core business through strategic
cost management and by capturing development
Sustainability Reference
Rujukan Keberlanjutan
opportunities in both oil and gas and non-oil and gas
sectors. Elnusa also remains committed to implementing
good corporate governance (GCG) principles across all
operational and business processes.
2021
Bersama Membangun 7
Keunggulan
Financial Report
Laporan Keuangan
Unite Toward Excellence
Di tengah tantangan triple shock, semangat pantang
menyerah dengan terus maju bersama. Menyatukan
Tekad & Tujuan untuk Satu Elnusa. Dengan penerapan
nilai AKHLAK sebagai fondasi utama & untuk mencapai
kinerja terbaik menjadi perusahaan yang unggul.
In the middle of the triple shock challenges, spirit to
never give up by moving forward together. Unifying
Determination and Purpose for One Elnusa. With the
implementation of the AKHLAK value as the main
foundation and to achieve the best performance to be
superior company.
2025 Annual Report PT Elnusa Tbk
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Daftar Isi Kronologi Penerbitan Dan Pencatatan Saham
Chronology of Share Issuance and Listing
Informasi Pemegang Saham
120
121
Table of Contens Shareholder Information
Struktur Grup Dan Entitas Anak Serta Entitas Asosiasi 126
Group Structure and Subsidiaries and Associates
Daftar Entitas Anak, Entitas Asosiasi, Dan Ventura Bersama 127
Penjelasan Tema 3 List of Subsidiaries, Associates, and Joint Ventures
Theme Explanation Informasi Tentang Penerbitan Dan Pencatatan Efek Lainnya 140
Kesinambungan Tema 4 Information on Issuance and Listing of Other Securities
Theme Continuity Lembaga Dan Profesi Penunjang Pasar Modal 140
Daftar Isi 6 Capital Market Supporting Institutions and Professionals
Table of Contents Informasi Pada Situs Web Perusahaan 142
Sekilas Elnusa 9 Information on the Company's Website
Elnusa at a Glance
Model Bisnis Dan Rantai Nilai: Penciptaan Nilai Jangka Panjang Bab 4 Analisis dan Pembahasan Manajemen 145
10
Elnusa Chapter 4 Management Discussion and Analysis
Business Model and Value Chain: Elnusa's Long-Term Value Creation
Tinjauan Umum Perekonomian dan Industri 146
Economic and Industry Overview
Bab 1 Kilas Kinerja 2025 14
Kebijakan Strategis dan Penyelesaian Permasalahan Tahun 2025 154
Chapter 1 2025 Performance Highlights
Strategic Policies and Problem Resolution in 2025
Ikhtisar Data Keuangan Penting 15
Tinjauan Operasi Per Segmen Usaha 155
Key Financial Highlights
Operational Review by Business Segment
Ikhtisar Bisnis Dan Operasional 22
Jasa Hulu Migas Terintegrasi 161
Business and Operational Highlights
Integrated Upstream Oil and Gas Services
Ikhtisar Saham 24
Penjualan Barang dan Jasa Distribusi dan Logistik Energi 176
Share Highlights
Sales of Goods and Energy Distribution and Logistics Services
Aksi Korporasi 27
Jasa Penunjang Migas 184
Corporate Actions
Oil and Gas Supporting Services
Informasi tentang Penghentian Sementara Perdagangan Saham 27
Aspek Pemasaran 197
Information on Temporary Suspension of Share Trading
Marketing Aspects
Informasi Tentang Obligasi, Sukuk, Atau Obligasi Konversi 28
Informasi tentang Pelaksanaan Proyek Strategis Nasional atau
Information on Bonds, Sukuk, or Convertible Bonds 200
Penugasan Lain
Penghargaan Dan Sertifikasi 29 Information on National Strategic Projects or Other Assignments
Awards and Certifications Teknologi 201
Peristiwa Penting 35 Technology
Significant Events Penelitian dan Pengembangan (R&D) 202
Research and Development (R&D)
Bab 2 Laporan Manajemen 43 Analisis Kinerja Keuangan 202
Chapter 2 Management Report Financial Performance Analysis
Laporan Dewan Komisaris 44 Posisi Keuangan Konsolidasian 203
Board of Commissioners Report Consolidated Financial Position
Laporan Direksi 52 Laba (Rugi) dan Penghasilan Komprehensif Lain Konsolidasian 213
Board of Directors Report Consolidated Profit (Loss) and Other Comprehensive Income
Arus Kas Konsolidasian 219
Bab 3 Profil Perusahaan 67 Consolidated Cash Flows
Chapter 3 Company Profile Kemampuan Membayar Utang 223
Identitas Dan Informasi Umum Perusahaan 68 Debt Payment Capability
Company Identity and General Information Tingkat Kolektibilitas Piutang 224
Riwayat Singkat Elnusa 70 Receivables Collectibility Rate
Brief History of Elnusa Struktur Modal dan Kebijakan Manajemen atas Struktur Modal 225
Jejak Langkah 72 Capital Structure and Management Policy on Capital Structure
Milestones Investasi Barang Modal 227
Visi, Misi, Dan Budaya Perusahaan 74 Capital Expenditure
Vision, Mission, and Corporate Culture Informasi dan Fakta Material yang Terjadi Setelah Tanggal Laporan
228
Bidang Usaha Serta Produk Dan Jasa 81 Akuntan
Lines of Business and Products and Services Material Information and Facts After the Accountant's Report Date
Jaringan Bisnis Dan Wilayah Operasi 88 Dampak Mata Uang Asing Terhadap Kinerja Perusahaan 229
Business Network and Operational Area Impact of Foreign Exchange on Company Performance
Keanggotaan Dalam Asosiasi 96 Pencapaian Target Tahun 2025 229
Membership in Associations Achievement of 2025 Targets
Struktur Organisasi 97 Tingkat Kesehatan Perusahaan 234
Organizational Structure Company Soundness Level
Susunan Dan Profil Dewan Komisaris 98 Kebijakan dan Pembagian Dividen 235
Composition and Profile of the Board of Commissioners Dividend Policy and Distribution
Susunan Dan Profil Direksi 103 Kontribusi Kepada Negara 237
Composition and Profile of the Board of Directors Contribution to the State
Pejabat Eksekutif 109 Realisasi Penggunaan Dana Hasil Penawaran Umum 238
Executive Officers Realization of Public Offering Proceeds
Demografi Sumber Daya Manusia 114 Informasi tentang Penggunaan Tambahan Penyertaan Modal
238
Human Resources Demographics Negara (PMN)
Information on Additional State Capital Injection (PMN)
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Informasi Material Mengenai Investasi, Ekspansi, Divestasi, Pengungkapan Transaksi dan Kepemilikan Saham Perusahaan oleh
342
Penggabungan Usaha, Akuisisi, dan/atau Restrukturisasi Utang/ Dewan Komisaris dan Direksi
239
Modal, Transaksi Material, Transaksi Afiliasi, dan Transaksi yang Disclosure of Share Transactions and Ownership by the Board of
Mengandung Benturan Kepentingan Commissioners and Board of Directors
Material Information on Investments, Expansions, Divestitures, Organ Pendukung Dewan Komisaris 343
Business Mergers, Acquisitions, and/or Debt/Capital Restructuring, Supporting Bodies of the Board of Commissioners
Material Transactions, Affiliated Transactions, and Transactions
Involving Conflicts of Interest Komite Audit 344
Perubahan Peraturan Perundang-undangan yang Berdampak Audit Committee
240
Terhadap Perusahaan Komite Nominasi, Remunerasi dan Good Corporate Governance 357
Changes in Laws and Regulations Affecting the Company Nomination, Remuneration, and GCG Committee
Perubahan Kebijakan Akuntansi 240 Komite Pemantau Risiko dan Investasi 368
Changes in Accounting Policies Risk and Investment Monitoring Committee
Prospek Usaha Tahun 2026 241 Informasi tentang Komite Pendukung Dewan Komisaris Lainnya 378
Business Prospects for 2026 Information on Other Supporting Committees of the Board of
Proyeksi Kinerja Tahun 2026 242 Commissioners
2026 Performance Projections Organ Pendukung Direksi 378
Peta Jalan Usaha: Rencana Pengembangan Jangka Panjang 244 Supporting Bodies of the Board of Directors
Business Roadmap: Long-Term Development Plan Sekretaris Perusahaan 379
Corporate Secretary
Bab 5 Tata Kelola Perusahaan yang Baik 246 Legal Counsel 392
Chapter 5 Good Corporate Governance Legal Counsel
Perkembangan Penerapan Tata Kelola Perusahaan yang Baik di HSSE 394
248
Lingkup Elnusa HSSE
Development of GCG Implementation within Elnusa Komite ESG 397
Prinsip Dasar, Komitmen, dan Perkembangan Penerapan Tata ESG Committee
248
Kelola Perusahaan yang Baik Audit Internal 404
Basic Principles, Commitment, and Development of GCG Internal Audit
Implementation
Struktur dan Proses Tata Kelola 255 Audit Eksternal/Akuntan Publik 415
Governance Structure and Process External Audit/Public Accountant
Penilaian atau Evaluasi atas Penerapan Tata Kelola Perusahaan Sistem Pengendalian Internal 420
259 Internal Control System
yang Baik
Assessment or Evaluation of GCG Implementation Manajemen Risiko 425
Pemegang Saham dan Rapat Umum Pemegang Saham (RUPS) 262 Risk Management
Shareholders and General Meeting of Shareholders (GMS) Tata Kelola Teknologi Informasi 451
Dewan Komisaris 285 Information Technology Governance
Board of Commissioners Perkara Penting 456
Direksi 302 Significant Legal Cases
Board of Directors Kode Etik 459
Transparansi Informasi tentang Dewan Komisaris dan Direksi 315 Code of Ethics
Transparency of Information on the Board of Commissioners and Kebijakan Insider Trading 464
Board of Directors Insider Trading Policy
Kebijakan terkait Hubungan Kerja antara Dewan Komisaris dan Sistem Manajemen Anti Penyuapan 466
315
Direksi
Anti-Bribery Management System
Policy on Working Relationship between Board of Commissioners
and Board of Directors Kebijakan Anti Korupsi 468
Rapat Dewan Komisaris dan Direksi 316 Anti-Corruption Policy
Meetings of the Board of Commissioners and Board of Directors Pengelolaan Benturan Kepentingan 469
Rencana Pelaksanaan Rapat Dewan Komisaris Dan Direksi Tahun Conflict of Interest Management
326
2026 Sistem Pelaporan Pelanggaran, atau Whistleblowing System (WBS) 470
Plan For The Implementation Of Board Of Commissioners And Board Violation Reporting System, or Whistleblowing System (WBS)
Of Directors Meetings In 2026 Kebijakan Pengadaan Barang dan Jasa 475
Pelatihan dan Pengembangan Kompetensi Dewan Komisaris dan
327 Procurement Policy for Goods and Services
Direksi
Kepatuhan Terhadap Pedoman Tata Kelola Perusahaan Terbuka,
Training and Competency Development for Board of Commissioners 481
and Board of Directors Peraturan OJK No. 32/SEOJK.04/2015
Compliance with the Guidelines for Public Company Governance,
Nominasi Dewan Komisaris dan Direksi 328 OJK Regulation No. 32/SEOJK.04/2015
Nomination of the Board of Commissioners and Board of Directors
Kesesuaian Penerapan Tata Kelola Perusahaan Terhadap Asean
Keberagaman Komposisi Dewan Komisaris dan Direksi 329 494
Corporate Governance Scorecard (ACGS)
Diversity in the Composition of the Board of Commissioners and Compliance of GCG Implementation with the ASEAN Corporate
Board of Directors Governance Scorecard (ACGS)
Pengungkapan Hubungan Afiliasi antara Direksi, Dewan Komisaris,
330
dan Pemegang Saham Utama/Pengendali Bab 6 Rujukan Keberlanjutan 511
Disclosure of Affiliated Relationships between the Board of Directors, Chapter 6 Sustainability Reference
Board of Commissioners, and Major/Controlling Shareholders
Rujukan Keberlanjutan 513
Pengungkapan Rangkap Jabatan Dewan Komisaris dan Direksi 331
Disclosure of Concurrent Positions of the Board of Commissioners Sustainability Reference
and Board of Directors
Penilaian Kinerja Dewan Komisaris dan Direksi 333 Bab 7 Laporan Keuangan 514
Performance Assessment of the Board of Commissioners and Board Chapter 7 Financial Report
of Directors
Remunerasi Dewan Komisaris dan Direksi 337
Remuneration of the Board of Commissioners and Board of Directors
Informasi tentang Kompensasi Jangka Panjang Berbasis Kinerja
serta Program Kepemilikan Saham oleh Manajemen dan/atau 341
Karyawan (MSOP/ESOP)
Information on Long-Term Performance-Based Compensation and
Share Ownership Programs (MSOP/ESOP)
Page 8
8
Analisis dan Pembahasan Manajemen Profil Perusahaan Laporan Management Kilas Kinerja 2025
4 Management Discussion and Analysis 3 Company Profile 2 Management Report 1 2025 Performance Highlights
2025 Annual Report
PT Elnusa Tbk
Page 9
2025 Sekilas Elnusa
Elnusa at a Glance
PROFIL PERUSAHAAN
Company Profile
ELSA
1969
Kode Saham
Ticker Symbol 1.939
BEI 2008
Tahun Pendirian Karyawan
5
Tercatat di Bursa Efek Indonesia
Year of Establishment Listed on Indonesia Stock Exchange Employees
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
UNIT BISNIS ENTITAS ANAK
Business Unit Subsidiaries
Jasa Hulu Migas Jasa Hulu Migas
Jasa Penunjang Migas
Terintegrasi Terintegrasi
Oil & Gas Support Services
Upstream Integrated Oil & Gas Services Upstream Integrated Oil & Gas Services
1. PT Elnusa Geosains Indonesia
1. Geoscience & Reservoir Services 2. PT Elnusa Oilfield Services
1. PT Elnusa Fabrikasi Konstruksi (EFK)
2. Drilling & Workover Services Penjualan Barang dan Jasa 2. PT Elnusa Trans Samudera (ETSA)
3. Well Intervention Services Distribusi dan Logistik Energi 3. PT Sigma Cipta Utama (SCU)
6
4. EPC & OM Services Sales of Goods and Energy Distribution
and Logistics Services 4. PT Patra Nusa Data (PND)
Sustainability Reference
Rujukan Keberlanjutan
1. PT Elnusa Petrofin (EPN)
INFORMASI KEUANGAN 2025 (Dalam Miliar Rupiah)
2025 Financial Information (in Billion Rupiah)
14.498 718 10.961 7
Financial Report
Laporan Keuangan
Pendapatan Laba Bersih Aset
Revenue Net Profit Assets
Pertamina
51,1% Hulu Energi
42,7% Public
6,2% Haiyanto
5.314 3.635
Kepemilikan
Ekuitas Kapitalisasi Pasar
Ownership
Equity Market Capitalization
2025 Annual Report PT Elnusa Tbk
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Page 10
MODEL BISNIS DAN RANTAI NILAI:
2025 Performance Highlights
PENCIPTAAN NILAI JANGKA PANJANG ELNUSA
BUSINESS MODEL AND VALUE CHAIN: ELNUSA’S LONG-TERM VALUE CREATION
Kilas Kinerja 2025
Operasi dan Bisnis Kami
1
Sumber Daya Kami Our Operations and Business
Reputable Energy Services Company
Our Resources
by Providing Total Solutions
Brand & Perjalanan Brand & Long Journey
Panjang
Our more than 56 years of
Laporan Management
Pengalaman kami lebih dari experience as an integrated UPSTREAM MIDST
Management Report
56 tahun menjadi integrated energy services company
energy services company have become the foundation
menjadi fondasi kami dalam for strengthening our
mengembangkan operasional operations and developing
yang kuat dan model bisnis an increasingly resilient
yang semakin resilient dalam business model in navigating
menghadapi siklus industri the cycles of the energy
energi. industry.
2
Ekosistem Pertamina Grup Pertamina Group Ecosystem Cementing Drilling Services
Dengan dukungan ekosistem With the support of the
Pertamina Grup, Elnusa Pertamina Group ecosystem, Engineering,
menyandang predict enabler Elnusa serves as leading Construction
bisnis energi terkemuka di enabler of the energy business
Indonesia. in Indonesia. Vibroseis Coiled Tubing
Profil Perusahaan
Company Profile
Sumber Daya Resources
Bisnis kami bergantung Our business relies on the
pada penggunaan Sumber use of natural resources,
Seismic Workover
Daya Alam di antaranya including water and crude Survey Services
3
air dan minyak bumi untuk oil, to support the operation
menjalankan operasional of our assets.
asset kami.
Pekerja Employees
Xmas Tree EOR
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Seluruh pekerja kami dibekali All of our employees are
solusi bagi konsumen, serta equipped to deliver solutions
kesadaran K3 dan integritas for customers, as well as
untuk menolak praktik with OHS awareness and
kecurangan. integrity to reject any form of
fraudulent practices. Operation &
Wireline Logging
Teknologi & Inovasi Technology & Innovation SUPPORT
Kami memiliki beragam We possess a range of
teknologi dan inovasi untuk technologies and innovations
memecahkan permasalahan to solve client challenges
klien serta mendukung and support energy business
4
layanan bisnis energi. services.
Barge Vessel Warehousing
2025 Annual Report PT Elnusa Tbk
10
Page 11
“Bergerak di sektor Oil & Gas Services, Elnusa menghadirkan layanan integrated energy
services company dan menjadi enabler kuat bagi terbentuknya ekosistem bisnis energi terpadu.”
“Operating in the Oil & Gas Services sector, Elnusa delivers servi ces as an integrated energy services
company and serves as a strong enabler for the development of an integrated energy business ecosystem.”
Nilai yang Kami Berikan
5
Value We Deliver
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Pelanggan & Industri Energi Customers & Energy
Industry
Melalui layanan yang
diberikan, kami memberikan Through the services we
dukungan ekosistem energi provide, we support an
TREAM DOWNSTREAM yang terpadu. integrated energy ecosystem.
Terminal
Storage Pekerja Employees
Perusahaan berkomitmen Company is committed to
Loco untuk menciptakan lingkungan create a positive workplace
kerja yang positif, di mana where everyone feels
Sea Land setiap individu merasa respected and valued, and
Transport Transport dihargai dan diakui, serta provide equal opportunity for
6
memberikan kesempatan yang growth.
Franco setara bagi seluruh karyawan
untuk berkembang.
Sustainability Reference
Rujukan Keberlanjutan
Procurement,
Pemegang Saham Shareholders
VHS
Kami mewujudkan komitmen We fulfill our commitment
memberikan nilai tambah to delivering added value
melalui imbal hasil yang through satisfactory returns.
cukup baik.
Komunitas Communities
Fuel & Petrochemical Services Kami terus mewujudkan We continue to uphold
komitmen tanggung jawab our commitment to social
sosial melalui program responsibility through
pembangunan masyarakat
berkelanjutan, seperti
sustainable community
development programs, such
7
Financial Report
Laporan Keuangan
Desa Sumengko, Kalitidu, as Desa Sumengko, Kalitidu,
Chemical Services Fuel & Lubricant
Trading
Bojonegoro. Bojonegoro.
Bumi & Lingkungan Earth & Environment
Penurunan emisi Elnusa 2025 Elnusa achieved an emission
Maintenance
mencapai 3,07 KTon CO2eq reduction of 3.07 Ktons
Fleet Management dari target korporasi 2,70 CO2eq in 2025, exceeding
Kton CO2eq pada tahun the corporate target of
2025. Diantaranya kami 2.70 Ktons CO2eq for the
melakukan pengembangan same year. Among these
inisiatif penguatan peran are initiatives focused on
masyarakat, konservasi strengthening community
terumbu karang, plastic bottle engagement, coral reef
waste utilization dan lain-lain. conservation, plastic bottle
waste utilization, and other
sustainability programs.
Data Storage Fabrication
Management ICT
2025 Annual Report PT Elnusa Tbk
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Analisis dan Pembahasan Manajemen Profil Perusahaan Laporan Management Kilas Kinerja 2025
4 Management Discussion and Analysis 3 Company Profile 2 Management Report 1 2025 Performance Highlights
2025 Annual Report
PT Elnusa Tbk
Kilas Kinerja 2025
01
2025 PERFORMANCE HIGHLIGHTS
Page 13
13
5 6 7
Tata Kelola Perusahaan yang Baik Rujukan Keberlanjutan
Good Corporate Governance Laporan Keuangan
Sustainability Reference Financial Report
PT Elnusa Tbk
2025 Annual Report
Page 14
14
Analisis dan Pembahasan Manajemen Profil Perusahaan Laporan Management Kilas Kinerja 2025
4 Management Discussion and Analysis 3 Company Profile 2 Management Report 1 2025 Performance Highlights
2025
Kilas
2025 Annual Report
HIGHLIGHTS
PERFORMANCE
PT Elnusa Tbk
Kinerja
Page 15
IKHTISAR DATA KEUANGAN PENTING
KEY FINANCIAL HIGHLIGHTS
Laba (Rugi) dan Penghasilan Komprehensif Lain Konsolidasian
Consolidated Profit (Loss) and Other Comprehensive Income
Dalam jutaan Rupiah, kecuali
2025 YoY CAGR
dinyatakan lain
2024 2023 2022 2021 2024-2025 2021-2025
in million Rupiah, unless otherwise
(%) (%)
stated
Pendapatan
Revenue
Penjualan Barang dan Jasa
5
Distribusi dan Logistik Energi
Sales of goods and energy 8.683.232 6.781.794 6.694.064 7.222.581 4.272.299 28,04 13,53
distribution and logistics
services
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Jasa Hulu Migas Terintegrasi
Integrated Upstream Oil and 4.139.910 5.063.401 4.225.808 3.986.489 2.943.091 (18,24) 6,87
Gas Services
Jasa Penunjang Migas
1.674.997 1.547.818 1.644.519 1.096.620 921.173 8,22 8,00
Oil and Gas Support Services
Jumlah Pendapatan
14.498.139 13.393.013 12.564.391 12.305.690 8.136.563 8,25 12,25
Total Revenue
Beban Pokok Pendapatan
(13.051.005) (12.068.115) (11.394.689) (11.393.357) (7.491.069) 8,14 11,74
Cost of Revenue
Laba Bruto
1.447.134 1.324.898 1.169.702 912.333 645.494 9,23 17,52
Gross Profit
Beban Usaha
(603.736) (519.484) (500.050) (414.318) (330.266) 16,22 12,82
Operating Expenses
Laba Operasi
843.398 805.414 669.652 498.015 315.228 4,72 21,75
Profit of Operation
Pendapatan/(Beban) Keuangan
30.593 73.963 (40.153) (113.716) (94.371) (58,64) (179,83)
Finance Income/(Expenses)
6
Pendapatan/Beban Lain-lain
– Neto 38.764 27.452 17.112 102.588 9.895 41,21 31,40
Other Income/(Expenses)- Net
Sustainability Reference
Rujukan Keberlanjutan
Laba Sebelum Pajak Final dan
Pajak Penghasilan
912.755 906.829 646.611 486.887 230.752 0,65 31,66
Profit Before Final Tax and Income
Tax
Beban Pajak Final
(24.377) (25.755) (28.743) (29.726) (28.032) (5,35) (2,76)
Final tax expense
Laba Sebelum Pajak Penghasilan
888.378 881.074 617.868 457.161 202.720 0,83 34,38
Profit before income tax
Beban Pajak Penghasilan
(169.966) (167.402) (114.737) (79.103) (93.868) 1,53 12,61
Income tax expense
Laba (Rugi) Tahun Berjalan
718.412 713.672 503.131 378.058 108.852 0,66 45,85
Profit (Loss) for the year
Penghasilan/(Rugi) Komprehensif
Lain Tahun Berjalan Setelah Pajak
(22.280) (25.046) (15.242) 15.409 3.072 (11,04) (248,63)
Other Comprehensif Income/
(Loss) of the Year after tax
Laba Komprehensif Tahun
Berjalan
7
696.132 688.626 487.889 393.467 111.924 1,09 44,13
Comprehensive Income for the
Financial Report
Laporan Keuangan
year
Laba Tahun Berjalan yang Dapat
Diatribusikan kepada:
Profit for the year attributable to:
Pemilik Entitas Induk
718.406 713.668 503.129 378.065 108.740 0,66 45,88
Owners of the parent entity
Kepentingan Non
Pengendali 6 4 2 (7) 112 50,00 (44,31)
Non-controlling interests
718.412 713.672 503.131 378.058 108.852 0,66 45,85
Laba (Rugi) Komprehensif yang
Dapat Diatribusikan kepada:
Comprehensive Income (Loss)
Attributable to:
Pemilik Entitas Induk
696.126 688.622 487.887 393.474 111.812 1,09 44,16
Owners of the parent entity
Kepentingan Non
Pengendali 6 4 2 7 112 50,00 (44,31)
Non-controlling interests
696.132 688.626 487.889 393.467 111.924 1,09 44,13
Laba (Rugi) Bersih per Saham
Dasar (Nilai Penuh)
98,43 97,78 68,94 51,80 14,90 0,66 45,68
Net Earning (Loss) per share (Full
Amount)
EBITDA 1.585.954 1.454.585 1.281.770 1.146.434 984.669 5,34 9,25
2025 Annual Report PT Elnusa Tbk
15
Page 16
2025 Performance Highlights
Pendapatan Laba Bruto
(Rp-juta) (Rp-juta)
Kilas Kinerja 2025
Revenue Gross Profit
(in million Rupiah) (in million Rupiah)
14.498.139 1.447.134
13.393.013 1.324.898
12.305.690 12.564.391
1.169.702
912.333
8.136.563
645.494
1
2021 2022 2023 2024 2025 2021 2022 2023 2024 2025
Laporan Management
Management Report
Laba Tahun Berjalan Laba Bersih Tahun Berjalan
yang Dapat Diatribusikan kepada (Rp-juta)
Pemilik Entitas Induk Profit for the year
(Rp-juta) (in million Rupiah)
Profit For The Year
Attributable to Owners of the Parent Entity
2
(in million Rupiah)
713.668 718.406 713.672 718.412
503.129 503.131
378.065 378.058
108.740 108.852
Profil Perusahaan
Company Profile
2021 2022 2023 2024 2025 2021 2022 2023 2024 2025
3
Laba Komprehensif Tahun Berjalan Laba Bersih Per Saham
yang Dapat Diatribusikan kepada (Rp-juta)
Pemilik Entitas Induk Net Earning per share
(Rp-juta) (in million Rupiah)
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Comprehensive Income for The Year
Attributable to Owners of the Parent Entity
(in million Rupiah)
97,78 98,43
688.622 696.126
487.887 68,94
393.474 51,80
111.812 14,90
2021 2022 2023 2024 2025 2021 2022 2023 2024 2025
4
2025 Annual Report PT Elnusa Tbk
16
Page 17
Posisi Keuangan Konsolidasian
Consolidated Financial Position
Dalam jutaan Rupiah, kecuali
2025 YoY CAGR
dinyatakan lain
2024 2023 2022 2021 2024-2025 2021-2025
in million Rupiah, unless otherwise
(%) (%)
stated
Aset
Assets
Aset Lancar
Current Assets
Kas dan Setara Kas
2.698.503 2.949.057 2.077.725 1.656.975 1.144.769 (8,50) 18,71
Cash and Cash Equivalent
5
Persediaan – Neto
461.645 515.267 452.691 429.814 322.656 (10,41) 7,43
Inventories - net
Aset Lancar Lainnya
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
4.660.704 3.598.132 3.575.885 3.200.227 2.979.359 29,53 9,36
Other Current Assets
Jumlah Aset Lancar
7.820.852 7.062.456 6.106.301 5.287.016 4.446.784 10,74 11,95
Total Current Assets
Aset Tidak Lancar
Non Current Assets
Investasi pada Saham - Neto
(Ventura Bersama)
7.327 38.578 38.375 30.779 22.366 (81,01) (20,00)
Investments in shares – net
(Joint Venture)
Aset Tetap dan Properti
Investasi – Neto
2.169.074 1.985.020 1.940.150 1.765.819 1.862.656 9,27 2,92
Fixed assets and Investment
properties - Net
Aset Tidak Lancar Lainnya
963.787 1.542.246 1.516.656 1.752.475 887.759 (37,51) 1,66
Other Non Current Assets
Jumlah Aset Tidak Lancar
3.140.188 3.565.844 3.495.181 3.549.073 2.788.073 (11,94) 2,41
6
Total Non Current Assets
Jumlah Aset
10.961.040 10.628.300 9.601.482 8.836.089 7.234.857 3,13 8,66
Total Assets
Sustainability Reference
Rujukan Keberlanjutan
Liabilitas dan Ekuitas
Liabilities and Equity
Liabilitas
Liabilities
Jumlah Liabilitas Jangka
Pendek 5.266.159 5.411.187 4.234.123 3.561.178 2.561.234 (2,68)
15,51
Current Liabilities
Jumlah Liabilitas Jangka
Panjang 380.719 313.639 951.291 1.151.700 895.489 21,39 (15,72)
Non-current Liabilities
Jumlah Liabilitas
5.646.878 5.724.826 5.185.414 4.718.878 3.456.723 (1,36) 10,31
Total Liabilities
Ekuitas
Equity
Ekuitas yang Dapat
7
Diatribusikan kepada Pemilik
Financial Report
Laporan Keuangan
Entitas Induk 5.312.564 4.901.882 4.414.480 4.115.625 3.776.525 8,38 7,06
Equity Attributable to Owners
of the parent entity
Ekuitas yang Dapat
Diatribusikan kepada
Kepentingan Non-
1.598 1.592 1.588 1.586 1.609 0,38 (0,14)
pengendali
Equity Attributable to Non-
controlling interests
Jumlah Ekuitas
5.314.162 4.903.474 4.416.068 4.117.211 3.778.134 8,38 7,06
Total Equity
Informasi Lainnya
Other Information
Utang Berbunga*
649.871 1.157.002 1.243.217 1.404.971 1.131.963 (43,83) (10,50)
Interest Bearing Debt*
Modal Kerja-Neto
2.554.693 1.651.269 1.872.178 1.725.838 1.885.550 54,71 6,26
Working Capital–Net
*) Asumsi yang digunakan dalam perhitungan nilai utang berbunga telah disesuaikan dengan praktik umum, yaitu dengan memasukkan komponen sukuk dan sewa ke dalam
utang berbunga.
*) The assumptions used in the calculation of interest-bearing debt have been adjusted in accordance with common practice, by including sukuk and lease components as part of
interest-bearing debt.
2025 Annual Report PT Elnusa Tbk
17
Page 18
2025 Performance Highlights
Kilas Kinerja 2025
1
Laporan Management
Management Report
2
Jumlah Aset Jumlah Liabilitas
(Rp-juta) (Rp-juta)
Total Assets Total Liabilities
Profil Perusahaan
Company Profile
(in million Rupiah) (in million Rupiah)
10.628.300 10.961.040 5.724.826 5.646.878
9.601.482 5.185.414
8.836.089 4.718.878
7.234.857
3
3.456.723
2021 2022 2023 2024 2025 2021 2022 2023 2024 2025
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Jumlah Ekuitas Kas dan Setara Kas pada Akhir Tahun
(Rp-juta) (Rp-juta)
Total Equity Cash and cash equivalents at
(in million Rupiah) the end of the year
(in million Rupiah)
5.314.162 2.949.057
4.903.474 2.698.503
4.416.068
4.117.211
3.778.134 2.077.725
1.656.975
1.144.769
4
2021 2022 2023 2024 2025 2021 2022 2023 2024 2025
2025 Annual Report PT Elnusa Tbk
18
Page 19
5 Good Corporate Governance
Tata Kelola Perusahaan yang Baik
6
Sustainability Reference
Rujukan Keberlanjutan
Arus Kas Konsolidasian
Consolidated Statements of Cash Flow
Dalam jutaan Rupiah, kecuali
7
CAGR
Financial Report
Laporan Keuangan
dinyatakan lain 2025 YoY 2024-2025
2024 2023 2022 2021 2021-2025
in million Rupiah, unless otherwise (%)
(%)
stated
Arus Kas dari Aktivitas Operasi
1.691.120 1.747.142 1.389.990 1.461.281 1.104.623 (3,21) 8,89
Cash flow from operating activities
Arus Kas dari Aktivitas Investasi
Cash flow from investment (477.660) (487.739) (387.541) (361.321)
(439.340) (8,02) 3,99
activities
Arus Kas dari Aktivitas
Pendanaan (406.037) (477.631) (587.419) (833.108)
(1.513.477) 272,74 12,68
Cash flow from financing activities
Dampak Perubahan Selisih Kurs
Terhadap Kas dan Setara Kas
11.143 7.887 (3.870) 25.885 2.708 41,28 32,70
Effect of exchange rate changes
on cash and cash equivalents
Kenaikan (Penurunan) Neto Kas
dan Setara Kas
(250.554) 871.332 420.750 512.206 (87.098) (128,76) 23,53
Net Increase (Decrease) in cash
and cash equivalents
Kas dan Setara Kas pada Awal
Tahun
2.949.057 2.077.725 1.656.975 1.144.769 1.231.867 41,94 19,08
Cash and cash equivalents at the
beginning of the year
Kas dan Setara Kas pada Akhir
Tahun
2.698.503 2.949.057 2.077.725 1.656.975 1.144.769 (8,50) 18,71
Cash and cash equivalents at the
end of the year
2025 Annual Report PT Elnusa Tbk
19
Page 20
Rasio-rasio Keuangan
Financial Ratios
YoY atau Selisih
2024-2025
Perihal Satuan 2025 (%)
2024 2023 2022 2021
2025 Performance Highlights
Subject Unit YoY or Difference
2024-2025
(%)
Rasio Profitabilitas
Kilas Kinerja 2025
Profitability Ratio
Margin Laba Bruto
% 9,98 9,89 9,31 7,41 7,93 0,91
Gross Profit Margin
Margin Laba Operasi
% 5,82 6,01 5,33 4,05 3,87 (3,16)
Operating Profit Margin
Margin Laba Bersih*
% 4,96 5,33 4,00 3,07 1,34 (6,94)
Net Profit Margin*
1
Margin Laba Bersih Tanpa Laba
(Rugi) Penjualan Aset Tetap**
% 4,95 5,33 4,00 3,06 1,36 (7,13)
Net Profit Margin Excluded Gain
(Loss) Sale of Fixed Assets**
Margin EBITDA
% 10,94 10,86 10,20 9,32 12,10 0,74
EBITDA Margin
Imbal Hasil Aset
% 6,55 6,71 5,24 4,28 1,50 (2,38)
Return on Assets
Imbal Hasil Ekuitas
% 13,52 14,55 11,39 9,18 2,88 (7,08)
Return on Equity
Laporan Management
Management Report
Rasio Aktivitas/Efisiensi
Activity/Efficiency Ratio
Perputaran Total Aset
% 132,26 126,01 130,86 139,27 112,46 4,96
Total Asset Turnover
EBITDA terhadap Beban
Keuangan % 16,37 11,67 11,12 8,00 8,11 40,27
EBITDA to Finance Expenses
Kas Neto dari Aktivitas Operasi
2
terhadap Laba Bersih
% 2,35 2,45 2,76 3,87 10,15 (4,08)
Net Cash from Operating Activities
to Net Income
Kas Neto dari Aktivitas Operasi
terhadap Kas dan Setara Kas
Akhir Tahun
% 0,63 0,59 0,67 0,88 0,96 6,78
Net Cash from Operating Activities
to Cash and Cash Equivalents at
Year End
Kas dan Setara Kas pada Akhir
Tahun terhadap Utang Berbunga
Profil Perusahaan
Cash and Cash Equivalents at the % 14,16 9,37 12,13 12,92 3,44 51,12
Company Profile
End of the Year to Interest-Bearing
Debt
Laba Bersih terhadap Jumlah
Karyawan % 370,51 379,81 276,29 206,70 53,57 (2,45)
Net Profit to Number of Employees
Rasio Likuiditas
3
Liquidity Ratio
Rasio Lancar
kali 1,49 1,31 1,44 1,50 1,74 13,74
Current Ratio
Rasio Kas
kali 0,51 0,54 0,49 0,47 0,45 (5,56)
Cash Ratio
Rasio Solvabilitas
Solvency Ratio
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Liabilitas terhadap Ekuitas
kali 1,06 1,17 1,17 1,15 0,91 (9,40)
Liabilities to Equity
Liabilitas terhadap Aset
kali 0,52 0,54 0,54 0,53 0,48 (3,70)
Liabilities to Assets
Rasio Permodalan
Capital Ratio
Debt Services Coverage Rasio
kali 1,44 3,95 3,60 3,37 1,81 (63,54)
(DSCR)
Utang Berbunga terhadap Ekuitas
kali 0,12 0,24 0,28 0,34 0,30 (50,00)
Interest-Bearing Debt to Equity
Utang Berbunga terhadap Aset
kali 0,06 0,11 0,13 0,16 0,16 (45,54)
Interest-Bearing Debt to Assets
Utang Berbunga terhadap EBITDA
kali 0,41 0,80 0,97 1,23 1,15 (48,48)
Interest-Bearing Debt to EBITDA
4
Beberapa data rasio historikal tahun 2021–2023 telah disesuaikan untuk tujuan komparabilitas dan konsistensi penyajian dengan basis perhitungan tahun 2024–2025.
Certain historical ratio data for 2021–2023 have been adjusted for comparability purposes and consistency of presentation with the calculation basis used for 2024–2025.
*) Perhitungan margin laba bersih yang tercantum dalam laporan ini menggunakan Laba Tahun yang Berjalan yang Dapat Diatribusikan kepada Pemilik Entitas Induk.
**) Perhitungan Margin Laba Bersih Tanpa Laba (Rugi) Penjualan Aset Tetap yang tercantum dalam laporan ini menggunakan Laba Tahun Berjalan yang dapat Diatribusikan
kepada Pemilik Entitas Induk-Tanpa Laba (Rugi) Penjualan Aset Tetap.
*) The net profit margin calculation presented in this report uses Profit for the Year Attributable to Owners of the Parent Entity.
**) The Net Profit Margin Excluding Gain (Loss) on Sale of Fixed Assets calculation presented in this report uses Profit for the Year Attributable to Owners of the Parent Entity—
Excluding Gain (Loss) on Sale of Fixed Assets.
2025 Annual Report PT Elnusa Tbk
20
Page 21
Margin Laba Bruto Perputaran Total Aset
5
(%) (%)
Gross Profit Margin Total Asset Turnover
(%)
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
(%)
9,89 9,98 139,27 134,31
9,31 130,86 126,01
7,93 112,46
7,41
2021 2022 2023 2024 2025 2021 2022 2023 2024 2025
6
Sustainability Reference
Rujukan Keberlanjutan
Rasio Lancar Debt Services Coverage Ratio (DSCR)
(kali) (kali)
Current Ratio Debt Services Coverage Ratio (DSCR)
(times) (times)
3,95
3,60
1,74 3,37
1,50 1,44 1,49
1,31
1,81 7
1,44
Financial Report
Laporan Keuangan
2021 2022 2023 2024 2025 2021 2022 2023 2024 2025
2025 Annual Report PT Elnusa Tbk
21
Page 22
IKHTISAR BISNIS DAN OPERASIONAL
BUSINESS AND OPERATIONAL HIGHLIGHTS
2025 Performance Highlights
Kinerja Operasi Segmen Penjualan Barang dan Jasa Distribusi dan Logistik Energi
Operational Performance of the Sales of Goods and Energy Distribution and Logistics Services Segment
Kilas Kinerja 2025
YoY CAGR
Perihal Satuan
2025 2024 2023 2022 2021 2024-2025 2021-2025
Subject Unit
(%) (%)
Volume Throughput
1
Transportasi
KL 27.115.154 21.346.648 20.270.506 19.963.675 17.368.987 27,02 9,3211,78
Transportation Throughput
Volume
Volume Transportasi Non
Drum,
BBM
Pile, 656.233 776.938 618.074 - - (15,54) -N/a ¯
Non-Fuel Transportation
Kg
Volume
Ton 520.820 16.769 18.475 - - 3.005,85 N/a- ¯
Volume Penyaluran BBM–
Depo
Laporan Management
KL 4.335.066 4.510.919 4.092.342 3.614.402 3.666.952 (3,90) 3,404,27
Management Report
Fuel Distribution Volume –
Depots
Volume Ritel Bahan Bakar
SPBU
KL 10.077 11.031 7.184 10.926 9.908 (8,65) 0,340,42
Fuel Retail Volume at Gas
Stations
Volume Ritel Bahan Bakar
SPBESPPBE
Ton 45.815 49.763 47.937 43.141 37.807 (7,93) 3,924,92
Fuel Retail Volume at SPBE/
SPPBE
2
Volume Depo LPG Amurang
LPG Depot Volume – Ton 82.518 76.609 77.416 74.020 83.173 7,71 (0,2016)
Amurang
Volume BBM Inmar
KL 186.480 135.697 161.481 217.267 193.148 37,42 (0,8770)
Inmar Fuel Volume
Trading Specialty & Mud
Chemical
Drum 281.128 227.276 236.650 226.598 356.614 23,69
Trading of Specialty & Mud (5,774,65)
Chemicals
Trading Pelumas
KL 4.459 4.100 2.794 3.673 3.129 8,76 7,349,26
Profil Perusahaan
Lubricant Trading
Company Profile
Kinerja Operasi Segmen Jasa Hulu Migas Terintegrasi
Operational Performance of Integrated Upstream Oil and Gas Services Segment
3
Perihal Satuan YoY 2024-2025 CAGR 2021-2025
2025 2024 2023 2022 2021
Subject Unit (%) (%)
Seismic Data Capacity
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Seismic Data
crew 3 4 4 4 5 (25,00) (11,999,71)
Acquisition Land
Seismic Data
crew 1 1 1 1 1 - -
Acquisition TZ
Seismic Data
crew - 1 1 1 1 - -
Acquisition Marine
Seismic Data Acquisition
2D Data Collection km 13 389 - 1.478 9.741 (96,66) (80,8973,39)
3D Data Collection kmsq 597 2.765 767 335 2.230 (78,41) (28,073,17)
4
2D Data Processing km 3.000 1.867 2.178 7.314 9.273 60,69 (24,580,20)
3D Data Processing kmsq 2.070 2.487 1.054 1.859 1.563 (16,77) 7,285,78
2025 Annual Report PT Elnusa Tbk
22
Page 23
Kinerja Operasi Segmen Jasa Penunjang Migas
Operational Performance of Oil and Gas Support Services Segment
2025 CAGR 2021-2025
Perihal Satuan YoY 2024-2025
2024 2023 2022 2021
Subject Unit (%) (%)
Warehouse Alih Media Data
Warehouse Data Media Transfer
5
Scanning Page 2.369.838 950.208 710.083 2.952.653 5.200.000 149,40 (14,54)
Remastering Tape
Reel 3.347 14.390 3.300 922 12.300 (76,74) (22,92)
Magnetic
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Remastering Catridge CTR 6.380 15.759 6.575 1.522 988 (59,52) 45,22
Digitalisasi Log
Meter 2.140 - 28.380 32.844 - - - - -
Log Digitization
Radiography Sheet 13.500 32.770 6.450 6.000 6.100 (58,80) 17,22
Layanan Information Communication Technology
Information Communication Technology Services
Radio
Unit 2.133 1.696 1.612 3.168 3.098 25,77 (7,19)
Telecommunication
Vessel Tracking
Vessel 302 370 59 95 95 (18,38) 26,02
Management System
GPS Unit 660 627 572 530 505 5,26 5,50
Well Monitoring Unit 43 48 50 91 91 (10,42) (13,92)
Produksi Jasa Ulir
Threading Service Production
6
Threading OCTG MT 3.756 9.157 8.268 3.648 4.828 (58,98) (4,90)
Trade OCTG MT 3 - 131 - 558 - ¯ (64,84)
Sustainability Reference
Rujukan Keberlanjutan
Trade & Threading
MT 4.006 5.929 3.785 4.802 2.574 (32,43) 9,25
OCTG
Thread & GRE/PE
MT - 1174 163 267 24 - ¯ - ¯
Lining OCTG
Thread & Welding MT - - - 431 1771 - ¯ - ¯
Data Collecting (kumulatif)
Data Collecting (cumulative)
Seismic 2D (Post
Line 63.021 61.924 60.876 56.999 44.263 1,77 7,32
Stack)
Seismic 2D (Field
Line 25.221 25.527 24.125 23.299 20.611 (1,20) 4,12
Data)
Seismic 3D Area 242 228 214 172 111 6,14 16,87
Well Well 39.190 33.910 28.774 23.168 14.085 15,57 22,71
Data Remastering (kumulatif)
Remastering Data (cumulative)
7
Financial Report
Laporan Keuangan
Seismic Vektorisasi Sheet - - 57.905 57.905 57.905 - ¯ - ¯
Master Log Well - - 2.914 2.882 2.882 - ¯ - ¯
GGR Report 15.192 10.437 12.968 12.788 12.297 45,56 4,32
Map Sheet 232 155 38.324 38.090 37.940 49,68 (63,92)
Supporting Document Sheet 8.881 16.787 3.640 3.329 2.002 (47,10) 34,714
2025 Annual Report PT Elnusa Tbk
23
Page 24
2025 Performance Highlights
Kilas Kinerja 2025
1
IKHTISAR
Laporan Management
Management Report
SAHAM
SHARE HIGHLIGHTS
2
PT Elnusa Tbk resmi terdaftar di Bursa Efek Indonesia (BEI) pada
tanggal 6 Februari 2008.
Kode Saham: ELSA PT Elnusa Tbk was officially listed on the Indonesia Stock Exchange (IDX) on
Stock Code: ELSA February 6, 2008.
Profil Perusahaan
Company Profile
Kinerja Saham ELSA ELSA Share Performance
Sepanjang tahun 2025, saham ELSA mencatatkan tren Throughout 2025, ELSA’s share performance recorded a
pertumbuhan yang significan, baik dari aspek harga significant growth trend, both in terms of share price and
saham maupun kapitalisasi pasar. Performa saham market capitalization. The share price moved positively,
3
ELSA bergerak positif dengan peningkatan dari Rp432 increasing from Rp432 to Rp498, representing a
menjadi Rp498, atau tumbuh signifikan sebesar 15,28%. significant growth of 15.28%. This growth was in line
Pertumbuhan ini selaras dengan kenaikan kapitalisasi with the increase in market capitalization, which rose
pasar yang meningkat dari Rp3,15 triliun menjadi from Rp3.15 trillion to Rp3.63 trillion.
Rp3,63 triliun.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tren penguatan ini terus berlanjut hingga memasuki This strengthening trend continued into the current period
periode berjalan tahun 2025, di mana harga saham of 2025, during which ELSA’s share price at one point
ELSA sempat menyentuh level tertinggi di posisi reached a high of Rp575. This achievement reflects
Rp575. Capaian ini merupakan cerminan nyata dari strong market optimism and confidence in the Company’s
tingginya optimisme dan kepercayaan pasar terhadap fundamentals and business prospects, which continue to
fundamental serta prospek bisnis Perusahaan yang terus grow despite the fluctuating capital market environment.
berkembang, meskipun berada di tengah dinamika pasar Overall, ELSA’s solid performance over the past two
modal yang fluktuatif. Secara keseluruhan, performa years demonstrates sustained growth momentum, further
solid ELSA dalam dua tahun terakhir menunjukkan reinforcing the attractiveness of the Company’s shares
momentum pertumbuhan yang berkelanjutan, sekaligus to the investment community.
mempertegas daya tarik saham Perusahaan bagi
4
komunitas investasi.
Rincian data dan informasi mengenai pergerakan saham Detailed data and information on the movement of
ELSA dipaparkan sebagai berikut: ELSA’s shares are presented as follows:
2025 Annual Report PT Elnusa Tbk
24
Page 25
5 Good Corporate Governance
Tata Kelola Perusahaan yang Baik
6
Sustainability Reference
Rujukan Keberlanjutan
Informasi Penting Saham ELSA Periode 2021 s.d 2025
Key Information on ELSA Shares 2021–2025
2025
2024 2023 2022 2021
Harga Pembukaan (Rp/saham)
7
432 388 312 276 350
Financial Report
Laporan Keuangan
Opening Price (Rp/share)
Harga Tertinggi (Rp/saham)
575 545 460 400 525
Highest Price (Rp/share)
Harga Terendah (Rp/saham)
360 374 312 250 240
Lowest Price (Rp/share)
Harga Penutupan (Rp/saham)
498 432 388 312 276
Closing Price (Rp/share)
Nilai Buku per Saham (Rp)
728 672 605 564 518
Book Value per Share (Rp)
Price to Book Value (X) 1,01 0,64 0,64 0,55 0,53
Price to Earning Ratio (X) 7,47 4,42 5,63 6,02 18,52
Jumlah Saham Beredar (saham)
7.298.500.000
Number of Shares Outstanding (shares)
Bursa Efek Perdagangan Saham Bursa Efek Indonesia
Stock Exchange for Share Trading Indonesia Stock Exchange
2025 Annual Report PT Elnusa Tbk
25
Page 26
2025 Performance Highlights
Kilas Kinerja 2025
Kinerja Saham ELSA Periode 2021 s.d 2025
1
ELSA Stock Performance 2021-2025
Harga Saham Jumlah Saham
(Rp/lembar saham) Volume
Beredar Kapitalisasi Pasar
Share Price Perdagangan
Periode (Lembar) (Rp)
(Rp/share) (Saham)
Period Number of Shares Market Capitalization
Trading Volume
Outstanding (Rp)
Pembukaan Tertinggi Terendah Penutupan (Shares)
(Shares)
Opening Highest Lowest Closing
2025
Laporan Management
Kuartal 1
Management Report
432 458 370 422 7.298.500.000 12.696.993 3.079.967.000.000
Quarter 1
Kuartal 2
380 550 360 468 7.298.500.000 59.845.151 3.415.698.000.000
Quarter 2
Kuartal 3
468 535 460 494 7.298.500.000 25.762.886 3.605.459.000.000
Quarter 3
Kuartal 4
494 575 476 498 7.298.500.000 31.974.516 3.634.653.000.000
Quarter 4
2024
2
Kuartal 1
388 422 374 386 7.298.500.000 25.430.969 2.817.221.000.000
Quarter 1
Kuartal 2
388 464 380 444 7.298.500.000 37.995.113 3.240.534.000.000
Quarter 2
Kuartal 3
444 545 430 474 7.298.500.000 43.990.394 3.459.489.000.000
Quarter 3
Kuartal 4
476 535 424 432 7.298.500.000 43.160.565 3.152.952.000.000
Quarter 4
2023
Profil Perusahaan
Kuartal 1
Company Profile
312 340 286 312 7.298.500.000 27.170.910 2.277.132.000.000
Quarter 1
Kuartal 2
322 348 304 334 7.298.500.000 34.555.431 2.437.699.000.000
Quarter 2
Kuartal 3
334 438 334 418 7.298.500.000 48.855.626 3.050.773.000.000
Quarter 3
Kuartal 4
418 460 370 388 7.298.500.000 29.644.743 2.831.818.000.000
Quarter 4
3
2022
Kuartal 1
276 360 250 294 7.298.500.000 82.492.544 2.145.759.000.000
Quarter 1
Kuartal 2
296 340 274 302 7.298.500.000 56.520.591 2.204.147.000.000
Quarter 2
Kuartal 3
300 366 280 308 7.298.500.000 64.146.552 2.247.938.000.000
Quarter 3
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Kuartal 4
308 400 306 312 7.298.500.000 84.145.609 2.277.132.000.000
Quarter 4
2021
Kuartal 1
350 525 332 344 7.298.500.000 241.924.744 2.510.684.000.000
Quarter 1
Kuartal 2
346 358 266 266 7.298.500.000 44.880.998 1.941.401.000.000
Quarter 2
Kuartal 3
306 314 240 306 7.298.500.000 58.811.904 2.233.341.000.000
Quarter 3
Kuartal 4
306 342 266 276 7.298.500.000 42.118.625 2.014.386.000.000
Quarter 4
4
2025 Annual Report PT Elnusa Tbk
26
Page 27
Grafik Pergerakan Harga Penutupan dan Volume Perdagangan Saham ELSA Tahun 2021-2025
ELSA Stock Performance 2021-2025
5 Good Corporate Governance
Tata Kelola Perusahaan yang Baik
6
Sustainability Reference
Rujukan Keberlanjutan
Volume Perdagangan (juta lembar) Harga Penutupan (Rp)
Trading Volume (million shares) Closing Price (Rp)
Aksi Korporasi Corporate Actions
Dalam dua tahun terakhir, termasuk pada tahun In the past two years, including the 2025 fiscal year, the 7
buku 2025, Perusahaan tidak melakukan aksi Company conducted no corporate actions affecting the
Financial Report
Laporan Keuangan
korporasi yang memengaruhi jumlah saham number of outstanding shares, such as stock splits, reverse
beredar, seperti pemecahan saham (stock split), stock splits, bonus shares, or reductions in par value.
penggabungan saham (reverse stock), pembagian
saham bonus, maupun penurunan nilai nominal saham.
Informasi tentang Penghentian Sementara Information on Temporary Suspension of
Perdagangan Saham Share Trading
Hingga akhir tahun 2025, Perusahaan tidak As of the end of 2025, the Company has never
pernah dikenakan sanksi saham, baik berupa been subject to stock-related sanctions, including
penghentian sementara perdagangan saham temporary suspension of share trading (suspension)
(suspension) maupun penghapusan pencatatan or delisting from the Indonesia Stock Exchange.
saham (delisting) di Bursa Saham Indonesia.
2025 Annual Report PT Elnusa Tbk
27
Page 28
2025 Performance Highlights
Kilas Kinerja 2025
1
Laporan Management
Management Report
2
INFORMASI TENTANG OBLIGASI, SUKUK, ATAU OBLIGASI
KONVERSI
Profil Perusahaan
Company Profile
INFORMATION ON BONDS, SUKUK, OR CONVERTIBLE BONDS
Sepanjang tahun 2025, Perusahaan tidak melakukan Throughout 2025, the Company did not issue any
penerbitan obligasi, sukuk, maupun obligasi bonds, sukuk, or convertible bonds. Previously, in August
konversi. Adapun sebelumnya, pada Agustus 2020, the Company issued Phase I of Shelf Sukuk Ijarah
3
2020, Perusahaan telah menerbitkan Sukuk Ijarah I amounting to IDR 700 billion with a tenure of 5 (five)
Berkelanjutan I Tahap I senilai Rp700 miliar dengan years, the proceeds of which were fully realized in
jangka waktu 5 (lima) tahun, yang seluruh dananya 2021. The Shelf Public Offering Program I Phase I of
telah direalisasikan pada tahun 2021. Program 2020 was subsequently terminated on 23 July 2023.
Penawaran Umum Berkelanjutan I Tahap I Tahun 2020
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
tersebut selanjutnya dihentikan pada 23 Juli 2023.
Pada pertengahan tahun 2025, Perusahaan In mid-2025, the Company repaid the principal of
melakukan pelunasan atas pokok Sukuk Ijarah the Sustainable Ijarah Sukuk I Phase I Year 2020,
Berkelanjutan I Tahap Kesatu Tahun 2020 yang which matured on August 11, 2025, amounting to
jatuh tempo pada tanggal 11 Agustus 2025 sebesar Rp700 billion, along with returns of Rp15.75 billion.
Rp700 miliar dan imbal hasil sebesar Rp15,75 miliar The payment was fully made using the Company’s
yang dibayarkan sepenuhnya menggunakan dana internal funds and without issuing new debt
internal Perusahaan dan tanpa menerbitkan surat securities.. This step reflects the Company’s ability
hutang baru. Langkah ini mencerminkan kemampuan to maintain a healthy capital structure, controlled
Perusahaan dalam menjaga struktur modal yang financial risk, and sustainable financial management
sehat, risiko keuangan yang terkendali serta to support good corporate governance (GCG).
4
pengelolaan keuangan yang berkelanjutan untuk
mendukung tata kelola Perusahaan yang baik (GCG).
2025 Annual Report PT Elnusa Tbk
28
Page 29
PENGHARGAAN DAN SERTIFIKASI ELNUSA
ELNUSA AWARDS AND CERTIFICATIONS
Penghargaan Tahun 2025
Awards Received in 2025
Pemberi
Deskripsi Penghargaan Acara/Kegiatan Tanggal
No. Penghargaan
Description Event/Activity Date
Awarded by
1 Indonesia Best CFO Awards 2025 Warta Ekonomi Indonesia Best 25 Februari|
Future - Ready CFO: Leading Strategic Financial Leadership CFO Awards February
2025 2025
Indonesia Best CFO Awards 2025
Future - Ready CFO: Leading Strategic Financial Leadership
5
2 Indonesia Best Companies in HSE Implementation 2025 Kategori SWA Media Indonesia Best 19 Maret |
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
“Excellent”. Group Companies March 2025
in HSE
PT Elnusa Petrofin meraih penghargaan Indonesia Best Companies in HSSE Implementation
Implementation 2025 dengan predikat Excellent dari SWA. Penghargaan ini 2025
menjadi pengakuan atas komitmen perusahaan dalam menerapkan standar
Health, Safety, Security, and Environment (HSSE) secara konsisten guna
mendukung operasional yang aman, andal, dan berkelanjutan.
Indonesia Best Companies in HSE Implementation 2025 Category
“Excellent”
PT Elnusa Petrofin received the Indonesia Best Companies in HSSE Implementation
2025 award with the “Excellent” predicate from SWA. This award recognizes
the Company’s commitment to consistently implementing Health, Safety, Security,
and Environment (HSSE) standards to support safe, reliable, and sustainable
operations.
6
3 Employee Experience Award 2025 Human Employee 17 April
Resources Online Experience 2025
Sustainability Reference
Rujukan Keberlanjutan
Elnusa berhasil meraih sejumlah penghargaan pada ajang Employee Award 2025
Experience Award 2025. Penghargaan ini merupakan bentuk apresiasi atas
konsistensi perusahaan dalam membangun fondasi sumber daya manusia yang
berorientasi pada masa depan dan tangguh. Pencapaian ini juga mencerminkan
upaya berkelanjutan Elnusa dalam mengintegrasikan nilai-nilai sumber daya
manusia ke dalam strategi bisnis, sebagai bagian dari transformasi yang lebih
luas untuk menjadi organisasi yang lebih adaptif dan berkelanjutan.
• Silver Award – Best Talent Assessment and Selection Process, atas
konsistensi perusahaan dalam mengembangkan proses asesmen dan
seleksi talenta yang mendukung penguatan fondasi sumber daya
manusia.
• Silver Award – Best Reward and Recognition Programme, atas
implementasi program penghargaan dan apresiasi karyawan yang
mendorong kinerja serta keterlibatan karyawan secara berkelanjutan.
• Bronze Award – Best In-House Certification Programme, atas
pengembangan program sertifikasi internal yang mendukung
7
peningkatan kompetensi dan profesionalisme sumber daya manusia.
Financial Report
Laporan Keuangan
Employee Experience Award 2025
Elnusa received several awards at the Employee Experience Award 2025 as
recognition of the Company’s consistency in building a future-oriented and
resilient human capital foundation. This achievement also reflects Elnusa’s
ongoing efforts to integrate human capital values into its business strategy as part
of a broader transformation toward becoming a more adaptive and sustainable
organization.
• Silver Award – Best Talent Assessment and Selection Process, in
recognition of the Company’s consistent efforts in developing talent
assessment and selection processes that strengthen its human capital
foundation.
• Silver Award – Best Reward and Recognition Programme, for
implementing employee reward and recognition programs that
encourage sustained performance and employee engagement.
• Bronze Award – Best In-House Certification Programme, for developing
internal certification programs that support the enhancement of human
capital competence and professionalism.
2025 Annual Report PT Elnusa Tbk
29
Page 30
4 Zero Lost Time Injury PT Pertamina Zero Lost Ttime 17 April
Hulu Rokan Zona Injury 2025
PT Elnusa Fabrikasi Konstruksi menerima Certificate of Appreciation atas 4 Riau
komitmen dan kontribusinya dalam mendukung kampanye Zero Lost Time
Injury (Zero LTI) pada pelaksanaan proyek Regional 1 Zona 4 tahun 2024
yang diinisiasi oleh SKK Migas bersama Pertamina Hulu Rokan. Penghargaan
ini menegaskan dedikasi perusahaan dalam menjaga standar keselamatan
2025 Performance Highlights
kerja dan menciptakan lingkungan operasional yang aman serta sehat.
Zero Lost Ttime Injury
Kilas Kinerja 2025
PT Elnusa Fabrikasi Konstruksi received a Certificate of Appreciation for its
commitment and contribution in supporting the Zero Lost Time Injury (Zero LTI)
campaign during the implementation of the Regional 1 Zone 4 project in 2024,
initiated by SKK Migas in collaboration with Pertamina Hulu Rokan. This award
affirms the Company’s dedication to maintaining occupational safety standards
and creating a safe and healthy operational environment.
5 7th Indonesia 50 Best CSR Awards 2025 Program Desa Energi The Iconomics 7th Indonesia 29 April
1
Berdikari (DEB) Elnusa Sumengko 50 Best CSR 2025
Awards 2025
Elnusa menerima penghargaan bergengsi "7th Anniversary Indonesia
Best CSR Awards 2025" untuk program Desa Energi Berdikari (DEB) yang
dilaksanakan di Desa Sumengko. Acara penghargaan ini mengusung
tema "Developing Brand Companies with Government's CSR Goals", yang
bertujuan untuk memperkuat posisi merek perusahaan melalui penyelarasan
PT ELNUSA TBK
dengan tujuan CSR dan keberlanjutan pemerintah.
As the Winner of
7th Indonesia 50 BEST CSR Awards 2025
7th Indonesia 50 Best CSR Awards 2025 Program Desa Energi
Program Desa Energi Berdikari (DEB) Elnusa Sumengko
Laporan Management
Kementerian Perhubungan, April 29th, 2025
Berdikari (DEB) Elnusa Sumengko
Management Report
Elnusa received the prestigious "7th Anniversary Indonesia Best CSR Awards
2025" for the Desa Energi Berdikari (DEB) program implemented in Sumengko
Village. The award event carried the theme "Developing Brand Companies
with Government's CSR Goals", which aims to strengthen corporate brand
positioning through alignment with the government’s CSR and sustainability
objectives.
6 The Best Human Capital 2025 Warta Ekonomi The Best Human 30 April
2
Capital 2025 2025
Elnusa meraih predikat bergengsi sebagai The Best Human Capital 2025
untuk kategori Advancing Energy Sector Talent through Strategic Education
and Training Partnership. IHCA 2025 mengusung tema "Empowering Talent
and Innovation to Navigate the Workforce in AI Transformation," yang
merupakan penghargaan bagi perusahaan-perusahaan yang telah berhasil
mengembangkan strategi sumber daya manusia yang inovatif, adaptif, dan
berkelanjutan
The Best Human Capital 2025
Elnusa received the prestigious title of The Best Human Capital 2025 in the
Profil Perusahaan
Company Profile
category “Advancing Energy Sector Talent through Strategic Education and
Training Partnership.” IHCA 2025 carried the theme “Empowering Talent
and Innovation to Navigate the Workforce in AI Transformation,” recognizing
companies that have successfully developed innovative, adaptive, and
sustainable human capital strategies.
7 BUMN Track - TJSL & CSR Award 2025 BUMN Track TJSL & CSR 25 Juni |
Award 2025 June 2025
3
Elnusa berhasil meraih dua penghargaan dalam ajang BUMN Track - TJSL &
CSR Award 2025.
• Penghargaan Platinum kategori Ekonomi diberikan atas keberhasilan
Elnusa dalam mendorong kemandirian ekonomi masyarakat melalui
program unggulan “Desa Energi Berdikari” di Desa Sumengko,
Bojonegoro. Program ini mengedepankan pengembangan produk
minuman herbal lokal yang dinamakan “Cenayu” bersama kader PKK,
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
yang telah menciptakan nilai tambah berbasis potensi lokal serta
memperluas akses ekonomi masyarakat desa.
• Penghargaan Gold kategori Lingkungan diraih atas inisiatif Elnusa
dalam implementasi program ramah lingkungan, termasuk pemanfaatan
Reverse Vending Machine (RVM) yang mendorong partisipasi aktif
masyarakat dan perwira Elnusa dalam memilah sampah serta
mengurangi jejak karbon.
BUMN Track - TJSL & CSR Award 2025
Elnusa received two awards at the BUMN Track – TJSL & CSR Award 2025.
• Platinum Award in the Economic category, granted for Elnusa’s success
in promoting community economic independence through the flagship
program “Desa Energi Berdikari” in Sumengko Village, Bojonegoro.
The program focuses on developing a local herbal beverage product
called “Cenayu” together with PKK cadres, creating added value based
4
on local potential while expanding economic opportunities for rural
communities.
• Gold Award in the Environmental category, awarded for Elnusa’s
initiatives in implementing environmentally friendly programs, including
the use of Reverse Vending Machines (RVM) that encourage active
participation from the community and Elnusa personnel in waste sorting
and reducing carbon footprints.
2025 Annual Report PT Elnusa Tbk
30
Page 31
8 Nusantara CSR Award 2025 La Tofi School Nusantara CSR 2 Juli | July
of Social Award 2025 2025
PT Elnusa Petrofin menerima penghargaan atas kontribusinya dalam Responsibility
mendukung efisiensi operasional dan peningkatan kinerja distribusi
energi nasional. Apresiasi ini mencerminkan komitmen perusahaan dalam
menghadirkan layanan yang andal, inovatif, dan berorientasi pada
keberlanjutan di sektor energi Indonesia.
Nusantara CSR Award 2025
PT Elnusa Petrofin received an award for its contribution in supporting
operational efficiency and improving the performance of national energy
distribution. This recognition reflects the Company’s commitment to delivering
reliable, innovative, and sustainability-oriented services in Indonesia’s energy
sector.
9 HR Excellence Award 2025 SWA Media HR Excellence 10 Juli | July
Group Award 2025 2025
Sebagai wujud komitmen dalam mengembangkan budaya perusahaan yang
inovatif serta meningkatkan engagement karyawan, Elnusa meraih predikat
5
“Very Good” dalam tiga kategori pada ajang Indonesia Best Employee
Engagement 2025 yang diselenggarakan oleh Majalah SWA & Business
Digest pada 10 Juli 2025 di Jakarta.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
• Kategori Wellbeing Management, sebagai apresiasi atas langkah
nyata Elnusa dalam menciptakan lingkungan kerja yang mendukung
kesejahteraan karyawan secara menyeluruh.buktikan langkah
nyatanya dalam kembangkan budaya perusahaan yang inovatif Elnusa
meraih predikat "Very Good" pada ajang Indonesia Best Employee
Engagement 2025 yang diselenggarakan oleh Majalah SWA &
Business Digest pada 10 Juli 2025 di Jakarta
• Kategori Reward Management & Talent Retention Strategy, atas
implementasi strategi penghargaan dan retensi talenta yang efektif
dalam menjaga keterlibatan serta loyalitas karyawan.
• Kategori Learning & Development, atas komitmen perusahaan dalam
mengembangkan kompetensi dan kapabilitas karyawan melalui
berbagai program pembelajaran berkelanjutan.
HR Excellence Award 2025
As part of its commitment to fostering an innovative corporate culture and
strengthening employee engagement, Elnusa received the “Very Good”
predicate in three categories at the Indonesia Best Employee Engagement
6
2025 event organized by SWA Magazine & Business Digest in Jakarta on July
10, 2025.
Sustainability Reference
Rujukan Keberlanjutan
• Wellbeing Management Category, recognizing Elnusa’s concrete
initiatives in creating a work environment that supports employees’ overall
wellbeing.
• Reward Management & Talent Retention Strategy Category, for
implementing effective reward and talent retention strategies to maintain
employee engagement and loyalty.
• Learning & Development Category, recognizing the Company’s
commitment to developing employee competencies and capabilities
through various continuous learning programs.
10 Anugerah Humas Indonesia Anugerah Humas Anugerah 30
Indonesia Humas Indonesia September
• Elnusa meraih Bronze Winner dalam kategori Program Kehumasan 2025
Pemerintah (Government Public Relations/GPR) melalui program Elnusa
Journalistic Award (EJA). Program ini merupakan ajang penghargaan
tahunan bagi insan media yang bertujuan memperkuat sinergi dengan
jurnalis melalui apresiasi karya jurnalistik berkualitas
• Elnusa juga meraih Bronze Winner dalam kategori Kartini
Humas Indonesia, yang diberikan atas kiprah dan dedikasi insan
7
komunikasinya. Penghargaan ini secara khusus diraih oleh Jayanty
Financial Report
Laporan Keuangan
Oktavia Maulina, selaku Manager Corporate Communications
Elnusa, atas kontribusinya dalam mengembangkan strategi komunikasi
perusahaan yang berdampak dan berkelanjutan.
• Melalui PT Elnusa Petrofin berhasil meraih Silver Winner pada kategori
Program Kehumasan Pemerintah Subkategori Korporasi Negara berkat
program komunikasi strategis “Menghantarkan Energi Kebersamaan”.
Program ini menyoroti kisah dedikasi Awak Mobil Tangki (AMT) yang
tetap berkomitmen mendistribusikan energi ke seluruh penjuru negeri
saat momentum Ramadan dan Idulfitri, ketika kebutuhan energi nasional
berada di titik puncak.
Anugerah Humas Indonesia
• Elnusa received the Bronze Winner in the Government Public Relations
(GPR) Program category through the Elnusa Journalistic Award (EJA).
The program is an annual award event for media professionals aimed at
strengthening synergy with journalists through appreciation of high-quality
journalistic works.
• Elnusa also received the Bronze Winner in the Kartini Humas Indonesia
category, awarded in recognition of the contribution and dedication of
its communications professional. The award was specifically presented
to Jayanty Oktavia Maulina, Manager of Corporate Communications
at Elnusa, for her contribution to developing impactful and sustainable
corporate communication strategies.
• Through PT Elnusa Petrofin, the Company also received the Silver Winner
in the Government Public Relations Program category – State-Owned
Corporation subcategory for its strategic communication program
“Menghantarkan Energi Kebersamaan.” The program highlights the
dedication of Tank Truck Operators (Awak Mobil Tangki/AMT) who
remain committed to distributing energy across the country during
Ramadan and Eid al-Fitr, when national energy demand reaches its
peak. 2025 Annual Report PT Elnusa Tbk
31
Page 32
11 Supplier Engagement Day PHR 2025 PT Pertamina Supplier 7 Oktober
Hulu Rokan Engagement | October
Elnusa PT Elnusa Tbk meraih penghargaan sebagai Mitra Kerja Terbaik Day PHR 2025 2025
kategori Usaha Besar Pengadaan Jasa. Pengakuan ini mencerminkan kinerja
perusahaan yang konsisten dalam menghadirkan layanan berkualitas,
2025 Performance Highlights
kolaborasi yang solid dengan mitra kerja, serta kontribusi nyata dalam
mendukung efisiensi dan keberhasilan proyek di sektor energi.
Supplier Engagement Day PHR 2025
Kilas Kinerja 2025
Elnusa received the Best Partner award in the Large Enterprise category
for Service Procurement. This recognition reflects the Company’s consistent
performance in delivering high-quality services, maintaining strong
collaboration with business partners, and making tangible contributions to
supporting efficiency and project success in the energy sector..
12 Akreditasi Arsip Nasional Republik Indonesia Arsip Nasional Akreditasi 20 Oktober
Republik Arsip Nasional | October
1
Elnusa kembali menunjukkan komitmennya dalam mendukung tata kelola data Indonesia (ANRI) Republik 2025
nasional melalui anak usahanya, PT Sigma Cipta Utama (SCU), yang berhasil Indonesia
meraih Akreditasi A (Sangat Baik) dari Arsip Nasional Republik Indonesia National (ANRI)
(ANRI) untuk Jasa Alih Media Arsip. Archives of the
Republic of National
National Archives of the Republic of Indonesia Accreditation Indonesia (ANRI) Archives of
the Republic
Elnusa reaffirmed its commitment to supporting national data governance of Indonesia
through its subsidiary, PT Sigma Cipta Utama (SCU), which successfully (ANRI)
obtained an A (Excellent) accreditation from the National Archives of the Accreditation
Republic of Indonesia (ANRI) for Archive Media Conversion Services.
Laporan Management
Management Report
Awarded by: National Archives of the Republic of Indonesia (ANRI).
13 Media Relations Award Serikat Media Relations 21 Oktober
Perusahaan Pers Award | October
Elnusa meraih penghargaan Media Relations Award 2025 kategori Bronze 2025
Winner yang diselenggarakan oleh Serikat Perusahaan Pers. Penghargaan ini
menjadi pengakuan atas komitmen perusahaan dalam membangun hubungan
yang transparan, kolaboratif, dan berkelanjutan dengan media sebagai mitra
strategis komunikasi korporasi.
2
Media Relations Award
Elnusa received the Media Relations Award 2025 as a Bronze Winner,
organized by the Indonesian Press Companies Association. This award
recognizes the Company’s commitment to building transparent, collaborative,
and sustainable relationships with the media as strategic partners in corporate
communication.
14 HSSE Performance Contractor 2025 Pertamina EP HSSE 27 Oktober
Regional 2 Performance | October
Profil Perusahaan
Company Profile
PT Elnusa Tbk meraih penghargaan Best HSSE Performance 2025 untuk Zona Contractor 2025 2025
7 Regional 2 sebagai bentuk pengakuan atas konsistensi perusahaan dalam
menerapkan standar Health, Safety, Security, and Environment (HSSE).
HSSE Performance Contractor 2025
PT Elnusa Tbk received the Best HSSE Performance 2025 award for Zone 7
Regional 2 in recognition of the Company’s consistency in implementing Health,
3
Safety, Security, and Environment (HSSE) standards.
15 International Association of Business Communication (IABC) International IABC Indonesia 14
Indonesia Awards 2025 Association Awards 2025 November
of Business 2025
PT Elnusa Petrofin meraih Top 10 sekaligus Awards of Excellence pada ajang Communication
Impactful Public Relations Awards (IMPRA) 2025 kategori Best Digital Public (IABC) Indonesia
Relations Program yang diselenggarakan oleh International Association Awards 2025
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
of Business Communicators Indonesia. Penghargaan ini menegaskan
keberhasilan strategi komunikasi digital perusahaan dalam membangun
reputasi, meningkatkan engagement publik, serta menghadirkan komunikasi
korporasi yang adaptif dan berdampak.
International Association of Business Communication (IABC)
Indonesia Awards 2025
PT Elnusa Petrofin was recognized among the Top 10 and received the Awards
of Excellence at the Impactful Public Relations Awards (IMPRA) 2025 in the
Best Digital Public Relations Program category, organized by the International
Association of Business Communicators Indonesia. This award highlights the
success of the Company’s digital communication strategy in building reputation,
increasing public engagement, and delivering adaptive and impactful
corporate communications.
4
2025 Annual Report PT Elnusa Tbk
32
Page 33
16 Award of Apprectiation for Excellence Decarbonization PT Pertamina Award of 27
Hulu Energi Appreciation November
PT Elnusa Tbk menerima penghargaan Award of Appreciation for Excellence (Pertamina for Excellence 2025
Decarbonization sebagai pengakuan atas komitmen dan langkah nyata Subholding) Decarbonization
perusahaan dalam mendukung pengurangan emisi serta penerapan praktik
operasional yang lebih ramah lingkungan.
Award of Apprectiation for Excellence Decarbonization
PT Elnusa Tbk received the Award of Appreciation for Excellence in
Decarbonization in recognition of the Company’s commitment and
concrete initiatives in supporting emission reduction and implementing more
environmentally friendly operational practices.
17 HSSE Achievement Award Pertamina Gas HSSE 2 Desember
Achievement | December
Elnusa meraih HSSE Achievement Award kategori EPC Contractors yang Award 2025
diselenggarakan oleh Pertamina Gas. Penghargaan ini menjadi pengakuan
5
atas konsistensi perusahaan dalam menerapkan standar Health, Safety,
Security, and Environment (HSSE), sekaligus mencerminkan komitmen kuat
dalam menjalankan proyek yang aman, andal, dan berkelanjutan di sektor
energi.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
HSSE Achievement Award
Elnusa received the HSSE Achievement Award in the EPC Contractors
category organized by Pertamina Gas. This award recognizes the Company’s
consistency in implementing Health, Safety, Security, and Environment (HSSE)
standards and reflects its strong commitment to executing safe, reliable, and
sustainable projects in the energy sector.
18 BUMN Branding & Marketing Award (BBMA) BUMN Branding BUMN Branding 3 Desember
& Marketing & Marketing | December
Elnusa meraih Gold Award pada Kategori Best ESG Branding serta Award (BBMA) Award (BBMA) 2025
penghargaan Best CMO Kategori Business Innovation & Portfolio Growth
dalam ajang BUMN Branding and Marketing Award (BBMA). Penghargaan
ini menjadi pengakuan atas keberhasilan perusahaan dalam memperkuat citra
keberlanjutan melalui strategi ESG yang konsisten, sekaligus menunjukkan
peran kepemimpinan pemasaran dalam mendorong inovasi bisnis dan
pertumbuhan portofolio perusahaan.
6
BUMN Branding & Marketing Award (BBMA)
Elnusa received the Gold Award in the Best ESG Branding category and the
Sustainability Reference
Rujukan Keberlanjutan
Best CMO award in the Business Innovation & Portfolio Growth category at the
BUMN Branding & Marketing Award (BBMA). This recognition highlights the
Company’s success in strengthening its sustainability image through a consistent
ESG strategy, while also demonstrating the role of marketing leadership in
driving business innovation and portfolio growth.
19 Living Core Values (LCV) Award Pertamina LCV Award 10 Desember
| December
Elnusa meraih penghargaan Best Engagement Team pada ajang LCV Award 2025
yang diselenggarakan oleh Pertamina. Penghargaan ini mencerminkan
keberhasilan tim perusahaan dalam membangun kolaborasi yang kuat,
komunikasi yang efektif, serta keterlibatan aktif dengan para pemangku
kepentingan untuk mendukung kinerja operasional dan pencapaian target
bersama.
Living Core Values (LCV) Award
Elnusa received the Best Engagement Team award at the Living Core Values
(LCV) Award organized by Pertamina. This award reflects the Company team’s
7
success in building strong collaboration, effective communication, and active
Financial Report
Laporan Keuangan
engagement with stakeholders to support operational performance and the
achievement of shared targets.
20 Indeks Integritas Bisnis Lestari (INSTAR) 2025 Tempo Indeks Integritas 12 Desember
Bisnis Lestari | December
PT Elnusa Tbk (Elnusa) kembali menegaskan komitmennya dalam membangun (INSTAR) 2025 2025
bisnis jasa energi yang berkelanjutan dan berintegritas melalui pencapaian
Lencana Committed pada ajang Indeks Integritas Bisnis Lestari (INSTAR)
2025. Capaian ini menjadi sinyal kuat atas konsistensi Elnusa dalam
mengintegrasikan prinsip Environmental, Social, and Governance (ESG)
ke dalam strategi bisnis, tata kelola, serta pengambilan keputusan jangka
panjang
Sustainable Business Integrity Index (INSTAR) 2025
PT Elnusa Tbk (Elnusa) reaffirmed its commitment to building a sustainable and
integrity-driven energy services business by receiving the Committed Badge at
the Indeks Integritas Bisnis Lestari (INSTAR) 2025. This achievement signals the
Company’s consistency in integrating Environmental, Social, and Governance
(ESG) principles into its business strategy, governance practices, and long-term
corporate decision-making.
2025 Annual Report PT Elnusa Tbk
33
Page 34
21 Indonesia Top Good Corporate Governance (GCG) Awards 2025 The Iconomics Indonesia Top 17 Desember
Good Corporate | December
Elnusa meraih Indonesia Top Good Corporate Governance (GCG) Awards Governance 2025
2025 Performance Highlights
2025. Penghargaan ini mencerminkan perjalanan berkelanjutan perusahaan (GCG) Awards
dalam membangun sistem, kebijakan, dan praktik tata kelola yang disiplin, 2025
relevan, serta adaptif terhadap perubahan lingkungan usaha dan regulasi.
Kilas Kinerja 2025
Indeks Integritas Bisnis Lestari (INSTAR) 2025
Elnusa received the Indonesia Top Good Corporate Governance (GCG)
Awards 2025. This recognition reflects the Company’s continuous journey
in building governance systems, policies, and practices that are disciplined,
relevant, and adaptive to changes in the business environment and regulatory
landscape.
22 Indonesia Best Corporate Secretary Awards 2025 The Iconomics Indonesia Best 17 Desember
1
Corporate | December
Elnusa juga dianugerahi Indonesia Best Corporate Secretary Awards 2025. Secretary Awards 2025
Penghargaan ini menegaskan peran Fungsi Corporate Secretary sebagai 2025
penghubung strategis antara perusahaan, investor, regulator, dan pemangku
kepentingan lainnya, khususnya dalam memastikan keterbukaan informasi,
kualitas komunikasi korporasi, serta keselarasan antara strategi bisnis dan
ekspektasi pasar.
Indonesia Best Corporate Secretary Awards 2025
Laporan Management
Elnusa was also honored with the Indonesia Best Corporate Secretary Awards
Management Report
2025. This award underscores the role of the Corporate Secretary Function
as a strategic liaison between the Company, investors, regulators, and
other stakeholders, particularly in ensuring information transparency, quality
corporate communication, and alignment between business strategies and
market expectations.
Sertifikasi Tahun 2025
2
Awards Received in 2025
Lembaga yang
Menertbitkan
Nama Sertifikasi Deskripsi Singkat Masa Berlaku
No. Sertifikasi
Certification Name Brief Description Validity Period
Issuing
Certification Body
1 ISO 9001:2015 Sistem Manajemen Mutu (SMM) SGS Indonesia 27 Juni 2024-1 Maret 2027
Profil Perusahaan
Certificate ID03/00246
Quality Management System June 27, 2024 – March 1, 2027
The management system of
Company Profile
PT Elnusa, Tbk.
Head Office: Graha Elnusa, Jl. T.B. Simatupang Kav. 1B, Cilandak, Jakarta, 12560, Indonesia
has been assessed and certified as meeting the requirements of
ISO 9001:2015
(QMS)
For the following activities
• Geophysical Data Acquisition Services/ Oil and Gas Seismic Survey: Seismic Data Acquisition (Land,
Marine, and Transition Zone/ TZ), Non Seismic Data Acquisition, Seismic Data Processing, Geology,
Geophysics & Reservoir.
• Oil and Gas Field Drilling, and Maintenance Services: Drilling Services, Hydraulic Workover & Snubbing
Services, Coiled Tubbing Services, Electric Wireline Logging Services, Well Testing Services, Cementing &
Pumping Services, Drilling Fluid Services, Surface Testing & Drill Steam Testing Services, Mud Logging &
H2S Services.
• Engineering, Procurement, & Construction, Operation & Maintenance, Enhance Oil Recovery (EOR),
Well Plug & Abandonment, Artificial Lift
• Warehouse & Property Management: Work barge, Accommodation Work Barge, Seismic Survey Vessel,
Sea Truck, Dredging Barge, SPM
This certificate is valid from 22 March 2024 until 01 March 2027 and remains valid subject to satisfactory surveillance
audits.
Issue 16. Certified since 12 August 1997
Last certificate expiry date 01 March 2024
Recertification audit date 24 November 2023
Authorised by
Jonathan Hall
Global Head - Certification
Services
SGS United Kingdom Ltd
Rossmore Business Park, Ellesmere Port, Cheshire, CH65 3EN, UK
t +44 (0)151 350-6666 - www.sgs.com
This document is an authentic electronic certificate for Client’ business purposes use only. Printed version of the electronic certificate are permitted and will be considered as a copy.
This document is issued by the Company subject to SGS General Conditions of certification services available on Terms and Conditions | SGS. Attention is drawn to the limitation of
liability, indemnification and jurisdictional clauses contained therein. This document is copyright protected and any unauthorized alteration, forgery or falsification of the content or
appearance of this document is unlawful.
Page 1 / 1
2 ISO 14001:2015 Sistem Manajemen Lingkungan SGS Indonesia 27 Juni 2024-18 Februari 2027
3
Certificate ID21/05573
The management system of
PT Elnusa, Tbk.
Head Office: Graha Elnusa, Jl. T.B. Simatupang Kav. 1B, Cilandak, Jakarta, 12560, Indonesia
has been assessed and certified as meeting the requirements of
ISO 14001:2015
For the following activities
• Geophysical Data Acquisition Services/ Oil and Gas Seismic Survey: Seismic Data Acquisition (Land,
Marine, and Transition Zone/ TZ), Non Seismic Data Acquisition, Seismic Data Processing, Geology,
(SML) June 27, 2024 - February 18,
Environmental Management 2027
Geophysics & Reservoir.
• Oil and Gas Field Drilling, and Maintenance Services: Drilling Services, Hydraulic Workover & Snubbing
Services, Coiled Tubbing Services, Electric Wireline Logging Services, Well Testing Services, Cementing &
Pumping Services, Drilling Fluid Services, Surface Testing & Drill Steam Testing Services, Mud Logging &
H2S Services.
• Engineering, Procurement, & Construction, Operation & Maintenance, Enhance Oil Recovery (EOR),
Well Plug & Abandonment, Artificial Lift
• Warehouse & Property Management: Work barge, Accommodation Work Barge, Seismic Survey Vessel,
System (EMS)
Sea Truck, Dredging Barge, SPM
This certificate is valid from 26 March 2024 until 18 February 2027 and remains valid subject to satisfactory surveillance
audits.
Issue 4. Certified since 22 August 2015
Last certificate expiry date 18 February 2024
Recertification audit date 24 November 2023
Authorised by
Jonathan Hall
Global Head - Certification
Services
SGS United Kingdom Ltd
Rossmore Business Park, Ellesmere Port, Cheshire, CH65 3EN, UK
t +44 (0)151 350-6666 - www.sgs.com
This document is an authentic electronic certificate for Client’ business purposes use only. Printed version of the electronic certificate are permitted and will be considered as copy.
This document is issued by the Company subject to SGS General Conditions of certification services available on Terms and Conditions | SGS. Attention is drawn to the limitation of
liability, indemnification and jurisdictional clauses contained therein. This document is copyright protected and any unauthorized alteration, forgery or falsification of the content or
appearance of this document is unlawful.
Page 1 / 1
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
3 Certificate ID21/05651
The management system of
PT Elnusa, Tbk.
ISO 45001:2018 Sistem Manajemen Kesehatan SGS Indonesia 8 April 2024-26 Maret 2027
Head Office: Graha Elnusa, Jl. T.B. Simatupang Kav. 1B, Cilandak, Jakarta, 12560, Indonesia
has been assessed and certified as meeting the requirements of
ISO 45001:2018
For the following activities
dan Keselamatan Kerja (SMK3) April 8, 2024 - March 26, 2027
Occupational Health and Safety
• Geoscience Reservoir Services (GRS): Geodata Acquisition Land & Processing (Non Seismic Services & Geology, Geophysics
Reservoir, Seismic Data Processing, Geodata Acquisition Land), Geodata Acquisition Marine & Transition Zone (Marine Seismic,
Transition Zone & Shallow Water, Marine Site Survey)
• Oil Field Services (OFS): Hydraulic Workover Services (Hydraulic Workover Unit Drilling, Snubbing, Fishing and Milling), Drilling
Rig Services, Wireline Services (Electric Wireline Logging, Slickline), Pressure Pumping Services (Cementing, Coiled Tubing Unit,
Pumping), Well Testing Services
• Engineering, Procurement, Construction - Operation & Maintenance Services (EPCOM): Engineering, Procurement, Construction
(EPC), Operation & Maintenance (OM)
• Warehouse & Property Management
This certificate is valid from 26 March 2024 until 26 March 2027 and remains valid subject to satisfactory surveillance audits.
Issue 3. Certified since 26 March 2021
Management System (OHSMS)
Authorised by
Jonathan Hall
Global Head - Certification Services
SGS United Kingdom Ltd
Rossmore Business Park, Ellesmere Port, Cheshire, CH65 3EN, UK
t +44 (0)151 350-6666 - www.sgs.com
This document is an authentic electronic certificate for Client’ business purposes use only. Printed version of the electronic certificate are permitted and will be considered as copy.
This document is issued by the Company subject to SGS General Conditions of certification services available on Terms and Conditions | SGS. Attention is drawn to the limitation of
liability, indemnification and jurisdictional clauses contained therein. This document is copyright protected and any unauthorized alteration, forgery or falsification of the content or
appearance of this document is unlawful.
Page 1 / 1
4 ISO 55001:2014 Sistem Manajemen Aset (SMA) SGS Indonesia 19 April 2024-8 Januari 2027
Asset Management System (AMS) April 19, 2024 - January 8, 2027
4
5 ISO 37001:2016 Sistem Manajemen Anti SGS Indonesia 13 September 2023-12 Agustus
Penyuapan (SMAP) 2026
Anti-Bribery Management System September 13, 2023 - August
(ABMS) 12, 2026
2025 Annual Report PT Elnusa Tbk
34
Page 35
PERISTIWA PENTING
SIGNIFICANT EVENTS
Elnusa menandatangani Memorandum of Understanding (MoU)
dengan PT Pertamina (Persero) terkait pengembangan riset dan
teknologi software pengolahan data seismik bernama CLIRTON
yang berlangsung di Graha Elnusa, Kerja sama ini bertujuan untuk
mengembangkan software pengolahan data seismik yang dirancang
untuk mendukung proyek akuisisi data seismik di lapangan. Dalam
pengaplikasiannya, Elnusa berkomitmen untuk mengimplementasikan
teknologi ini secara nyata, khususnya pada proyek pengolahan data
5
seismik 2D, dengan harapan dapat dikembangkan lebih lanjut untuk
mendukung pengolahan data 3D.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
14 Januari | January 2025 Elnusa signed a Memorandum of Understanding (MoU) with PT
Pertamina (Persero) regarding the development of research and
technology for seismic data processing software named CLIRTON
at Graha Elnusa. This collaboration aims to develop seismic data
processing software designed to support field seismic data acquisition
projects. In its implementation, Elnusa is committed to applying this
technology in real projects, particularly for 2D seismic data processing,
with the expectation that it can be further developed to support 3D
data processing.
6
Sustainability Reference
Rujukan Keberlanjutan
Elnusa menyelenggarakan Townhall Meeting 2025 bertajuk
"Capitalizing on Opportunities” di Graha Elnusa dan disiarkan secara
daring untuk karyawan di seluruh Indonesia. Dalam acara memberikan
pandangan strategis tentang target dan peluang pertumbuhan
perusahaan di tahun 2025.
Elnusa held the 2025 Townhall Meeting titled “Capitalizing on
Opportunities” at Graha Elnusa and broadcast it online for employees
across Indonesia. The event presented strategic perspectives on the
Company’s targets and growth opportunities for 2025
23 Januari | January 2025
7
Financial Report
Laporan Keuangan
Elnusa kembali menegaskan komitmennya dalam membangun
komunikasi vang transparan dan strategis dengan media melalui acara
Media Engagement 2025. Acara ini menjadi wadah bagi Elnusa untuk
berbagi wawasan mengenai kinerja operasional, inovasi bisnis, serta
rencana pengembangan ke depan kepada para jurnalis dari berbagai
media nasional.
Elnusa reaffirmed its commitment to building transparent and strategic
communication with the media through the Media Engagement 2025
event. The event served as a platform for Elnusa to share insights on
14 Maret | March 2025 operational performance, business innovations, and future development
plans with journalists from various national media outlets.
2025 Annual Report PT Elnusa Tbk
35
Page 36
2025 Performance Highlights
Kilas Kinerja 2025
Elnusa meresmikan Stasiun Pengisian Kendaraan Listrik Umum (SPKLU)
di Graha Elnusa sebagai bagian dari implementasi Elnusa Roadmap
ESG 2025–2030. Peresmian ini menjadi wujud nyata komitmen Elnusa
dalam menghadirkan energi bersih (clean energy) dan mengakselerasi
1
tumbuhnya ekosistem kendaraan listrik di Indonesia, sejalan dengan
dukungan terhadap program keberlanjutan lingkungan.
Elnusa inaugurated a Public Electric Vehicle Charging Station (SPKLU)
at Graha Elnusa as part of the implementation of the Elnusa ESG
Roadmap 2025–2030. This inauguration reflects Elnusa’s commitment
27 Maret | March 2025 to providing clean energy and accelerating the growth of the electric
Laporan Management
vehicle ecosystem in Indonesia, in line with environmental sustainability
Management Report
initiatives
2
Elnusa dan Pelita Air secara resmi menjalin kemitraan strategis
melalui penandatanganan Nota Kesepahaman (MoU) mengenai
penyediaan layanan tiket penerbangan bagi kebutuhan korporasi.
Penandatanganan yang dilaksanakan di Graha Elnusa, Jakarta ini
dilakukan sebagai bagian dari langkah memperkuat sinergi antar
entitas strategis di bawah ekosistem Pertamina Grup.
Profil Perusahaan
Elnusa and Pelita Air officially established a strategic partnership
Company Profile
through the signing of a Memorandum of Understanding (MoU)
regarding the provision of airline ticket services for corporate needs.
16 April 2025 The signing ceremony took place at Graha Elnusa, Jakarta, as part
of efforts to strengthen synergy among strategic entities within the
Pertamina Group ecosystem.
3
Elnusa atas nama anak usahanya PT Elnusa Trans Samudera (ETSA)
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
menggelar Perjanjian Kerja sama antara ETSA dan Keyfield Offshore,
sebagai langkah konkret sebagai langkah konkret memperluas jaringan
bisnis sekaligus memperkuat posisi di industri maritim migas nasional.
Elnusa, on behalf of its subsidiary PT Elnusa Trans Samudera (ETSA),
signed a Cooperation Agreement with Keyfield Offshore as a concrete
step to expand its business network and strengthen its position in the
national oil and gas maritime industry.
14 Mei | May 2025
4
2025 Annual Report PT Elnusa Tbk
36
Page 37
Elnusa menggelar Rapat Umum Pemegang SahamTahun Buku 2024
bertempat di Ruang Udaya Graha Elnusa, Jakarta.
Elnusa held the Annual General Meeting of Shareholders for fiscal
5
year 2024 at the Udaya Room, Graha Elnusa, Jakarta.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
22 Mei | May 2025
Elnusa melaksanakan aksi Penanaman 1000 pohon secara serentak
diberbagai wilayah operasional Elnusa Grup.Kegiatan ini merupakan
bagian dari komitmen berkelanjutan Elnusa dalam mendukung
6
pelestarian lingkungan dan menurunkan emisi karbon.
Sustainability Reference
Rujukan Keberlanjutan
Elnusa conducted a simultaneous tree-planting initiative of 1,000 trees
across various operational areas of the Elnusa Group. This activity
forms part of the Company’s ongoing commitment to environmental
conservation and reducing carbon emissions.
5 Juni | June 2025
Elnusa kembali menggelar acara tahuan Vendor Annual Meeting
7
(VAM) 2025, acara ini bertujuan untuk menjalin hubungan dengan
Financial Report
Laporan Keuangan
mitra kerja sekaligus update peraturan agar dapat menjalankan
kemitraan dengan baik dan sesuai prosedur.
Elnusa once again held the annual Vendor Annual Meeting (VAM)
2025. The event aimed to strengthen relationships with business partners
while providing updates on regulations to ensure partnerships are
carried out effectively and in accordance with applicable procedures.
10 Juli | July 2025
2025 Annual Report PT Elnusa Tbk
37
Page 38
2025 Performance Highlights
Elnusa Menggelar Jounalistic Award 2025 sebagai rangkaian HUT
ke-56 Elnusa yang menghadirkan Dewan Juri Eksternal.
Kilas Kinerja 2025
Elnusa held the Journalistic Award 2025 as part of the Company’s
56th anniversary celebration, featuring an external panel of judges.
1
1 Agustus | August 2025
Laporan Management
Management Report
Elnusa menggelar penandatanganan perpanjangan dan perubahan
perjanjian kredit dengan PT Bank Negara Indonesia (Persero)
Tbk dengan Total Fasilitas sebesar USD 70 Juta.
2
Elnusa signed an agreement for the extension and amendment of a
credit facility with PT Bank Negara Indonesia (Persero) Tbk with a total
facility value of USD 70 million.
15 Agustus | August 2025
Profil Perusahaan
Company Profile
3
Elnusa Luncurkan PERTASTREAM, alat inspeksi pipa ultrasonik pertama
buatan Indonesia wujud nyata sinergi BUMN untuk kemandirian
Teknologi Energi, acara ini berlansung di Werehouse EFK yang
bertempat di Cilegon.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Elnusa launched PERTASTREAM, the first ultrasonic pipeline inspection
tool developed in Indonesia, representing a tangible form of SOE
synergy to support the independence of national energy technology.
The event took place at the EFK Warehouse located in Cilegon.
19 Agustus | August 2025
4
2025 Annual Report PT Elnusa Tbk
38
Page 39
Elnusa merayakan ulang tahunnya yang ke 56 dengan menggelar
doa bersama dan syukuran di Ruang Udaya Graha Elnusa. Acara
ini berlangsung khidmat dan penuh makna dengan mengusung tema
Leading Forward, Energizing Impact. Tema ini bukan sekedar selogan
melaikan cerminan arah strategis perusahaan berkelanjutan dan
berdampak positif bagi bangsa.
Elnusa celebrated its 56th anniversary by holding a joint prayer and
thanksgiving event at the Udaya Room, Graha Elnusa. The event
5
carried the theme “Leading Forward, Energizing Impact,” reflecting the
Company’s strategic direction toward sustainable growth and positive
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
9 September 2025 impact for the nation.
Elnusa menggelar Elnusa Sustainability and Excellence Day 2025 di
Ruang Udaya Graha Elnusa dengan rangkaian acara seperti sharing
session Environment, Social & Governance (ESG): Dari Energi untuk
Negeri, awarding Elnusa Excellence Employee, peluncuran situs web
dan dashboard ESG serta Learning Management System, pemberian
Beasiswa Anak Pekerja, serta penganugerahan Elnusa Journalistic
6
2025. Pada acara tersebut turut hadir Didi Kasim, Pemimpin Redaktur
National Geographic Indonesia.
Sustainability Reference
Rujukan Keberlanjutan
Elnusa held the Elnusa Sustainability and Excellence Day 2025 at
the Udaya Room, Graha Elnusa. The event featured various activities,
24 September 2025
including an ESG sharing session titled “From Energy for the Nation,”
the Elnusa Excellence Employee Awarding, the launch of the ESG
website and dashboard as well as the Learning Management System,
the granting of Employee Children Scholarships, and the presentation
of the Elnusa Journalistic Award 2025. The event was also attended by
Didi Kasim, Editor-in-Chief of National Geographic Indonesia.
7
Financial Report
Laporan Keuangan
Elnusa menggelar Forum Continuous Improvement Program (CIP)
2025 yang di ikuti oleh 105 gugus pada tanggal 29 September - 2
Oktober 2025. Dengan mencatatkan capaian membanggakan total
value creation Rp197,7 miliar, terdiri dari Rp102 miliar revenue growth,
Rp43 miliar cost saving, serta Rp52,7 miliar cost avoidance.
Elnusa held the Forum Continuous Improvement Program (CIP) 2025,
recording a significant achievement with total value creation of Rp197.7
billion, consisting of Rp102 billion in revenue growth, Rp43 billion in
cost savings, and Rp52.7 billion in cost avoidance.
2 Oktober | October 2025
2025 Annual Report PT Elnusa Tbk
39
Page 40
2025 Performance Highlights
ELNUSA menegaskan komitmen HSSE sebagai fondasi keberlanjutan
dan daya saing melalui forum ENCORE 2025 bertema “Leading
Forward for HSSE Excellence, by Energizing Sustainable Collaboration.
Kilas Kinerja 2025
”Elnusa mendorong kolaborasi erat dengan mitra kerja melalui
penguatan CSMS, Human Performance, dan SMAP guna menciptakan
operasi yang aman, efisien, dan berintegritas. Sebagai perusahaan
jasa energi terintegrasi, Elnusa menghadirkan solusi hulu hingga
hilir untuk mendukung ketahanan energi nasional dan pertumbuhan
1
berkelanjutan industri migas Indonesia.
6 November 2025 Elnusa reaffirmed its commitment to HSSE as a foundation for
sustainability and competitiveness through the ENCORE 2025
forum themed “Leading Forward for HSSE Excellence, by Energizing
Sustainable Collaboration.” Through this forum, Elnusa encouraged
closer collaboration with business partners by strengthening CSMS,
Laporan Management
Human Performance, and SMAP to create safe, efficient, and integrity-
Management Report
driven operations. As an integrated energy services company, Elnusa
continues to deliver upstream-to-downstream solutions to support
national energy security and sustainable growth in Indonesia’s oil and
gas industry.
2
Elnusa memperkuat dukungan perbankan bagi kelancaran aktivitas
bisnis melalui penandatanganan Addendum VIII (Kedelapan) Perjanjian
Pemberian Fasilitas Non Cash Loan (NCL) bersama PT Bank Mandiri
(Persero) Tbk. Penandatanganan yang dilaksanakan pada Senin, 8
Profil Perusahaan
Desember 2025 di Graha Elnusa ini merupakan langkah strategis
Company Profile
untuk memastikan dukungan transaksi keuangan korporasi yang andal,
terukur, dan sejalan dengan strategi berkelanjutan korporasi.
Elnusa strengthened banking support for the smooth execution of its
business activities through the signing of Addendum VIII to the Non-
3
8 Desember | December 2025 Cash Loan (NCL) Facility Agreement with PT Bank Mandiri (Persero)
Tbk. The signing ceremony, which took place on Monday, December
8, 2025, at Graha Elnusa, is a strategic step to ensure reliable and
measurable corporate financial transaction support that is in line with
the corporation's sustainable strategy.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
PT Elnusa Tbk, anak usaha PT Pertamina Hulu Energi yang tergabung
dalam Subholding Upstream Pertamina, turut ambil bagian dalam
rangkaian kunjungan resmi Wakil Menteri Perminyakan Republik
Irak beserta delegasi ke Indonesia yang berlangsung pada 15-17
Desember 2025.
4
PT Elnusa Tbk, a subsidiary of PT Pertamina Hulu Energi within the
Pertamina Upstream Subholding, participated in the official visit of
the Deputy Minister of Oil of the Republic of Iraq and delegation to
Indonesia, which took place from December 15–17, 2025
16 Desember | December 2025
2025 Annual Report PT Elnusa Tbk
40
Page 41
41
5 6 7
Tata Kelola Perusahaan yang Baik Rujukan Keberlanjutan
Good Corporate Governance Laporan Keuangan
Sustainability Reference Financial Report
PT Elnusa Tbk
2025 Annual Report
Page 42
42
Analisis dan Pembahasan Manajemen Profil Perusahaan Laporan Management Kilas Kinerja 2025
4 Management Discussion and Analysis 3 Company Profile 2 Management Report 1 2025 Performance Highlights
2025 Annual Report
PT Elnusa Tbk
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43
5 6 7
Tata Kelola Perusahaan yang Baik Rujukan Keberlanjutan
Good Corporate Governance Laporan Keuangan
Sustainability Reference Financial Report
LAPORAN MANAJEMEN
MANAGEMENT REPORT
PT Elnusa Tbk
2025 Annual Report
Page 44
LAPORAN DEWAN KOMISARIS
2025 Performance Highlights
BOARD OF COMMISSIONERS REPORT
Kilas Kinerja 2025
"
Pencapaian solid tahun 2025
adalah bukti ketangguhan
1
Perusahaan dalam menavigasi
tantangan industri migas global.
Kami melihat bahwa penguatan
kapabilitas operasional yang
dibarengi dengan integritas tata
Laporan Management
Management Report
kelola telah menjadi fondasi
kokoh bagi Perusahaan untuk
menangkap peluang masa
depan secara berkelanjutan,
2
sekaligus memperkuat posisi
Elnusa sebagai pemain utama
di sektor jasa energi.
“The strong performance
achieved in 2025 is a
Profil Perusahaan
Company Profile
testament to the Company’s
resilience in navigating
challenges in the global oil
and gas industry. We observe
3
that strengthening operational
capabilities, coupled with
governance integrity, has
become a solid foundation for
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
the Company to capture future
opportunities in a sustainable
manner, while also reinforcing
Elnusa’s position as a key
player in the energy services
sector.”
4
Purwadi Arianto
Komisaris Utama
President Commissioner
2025 Annual Report PT Elnusa Tbk
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Pemegang Saham dan Pemangku Kepentingan yang Esteemed Shareholders and Stakeholders,
Terhormat,
Puji syukur kami panjatkan kepada Tuhan Yang We extend our gratitude to God Almighty for Elnusa’s
Maha Esa atas pencapaian Elnusa sepanjang tahun achievements throughout the year. Despite the various
ini. Terlepas dari berbagai tantangan industri yang industry challenges faced, the Company has managed
dihadapi, Perusahaan berhasil menjaga kinerja to maintain solid performance. To begin this report,
dengan baik. Mengawali laporan ini, izinkan saya allow me, on behalf of the Board of Commissioners, to
mewakili Dewan Komisaris untuk menyampaikan present the 2025 supervisory report on the management
laporan pengawasan tahun 2025 atas pengelolaan of the Company by the Board of Directors.
Perusahaan oleh Direksi.
5
Dinamika Industri 2025 dan Implementasi Industry Dynamics in 2025 and Strategic
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Strategis Implementation
Kondisi Ekonomi Global dan Tantangan Industri Global Economic Conditions and Industry
Challenges
Ekonomi global tahun 2025 mengalami perlambatan The global economy in 2025 experienced a slowdown
pertumbuhan dari 3,3% menjadi 3,2%. Situasi ini in growth from 3.3% to 3.2%. This situation was further
diperburuk oleh meningkatnya tensi geopolitik, exacerbated by rising geopolitical tensions, particularly
khususnya eskalasi perang dagang Amerika Serikat- the escalation of the United States–China trade
Tiongkok yang memicu pembatasan ekspor komoditas war, which triggered export restrictions on strategic
strategis dan mineral kritis. Dinamika tersebut commodities and critical minerals. These dynamics
berdampak ketidakpastian rantai pasok global dan have contributed to uncertainty in global supply chains
stabilitas pasar energi. and energy market stability.
6
Dari aspek lingkungan, peningkatan risiko iklim dan From an environmental perspective, the increasing
cuaca ekstrem secara nyata menantang keandalan risks of climate change and extreme weather events
Sustainability Reference
Rujukan Keberlanjutan
logistik serta kontinuitas operasional migas. Kondisi ini have significantly challenged logistics reliability and
menuntut industri untuk mengintegrasikan mitigasi risiko the continuity of oil and gas operations. This condition
operasional dengan agenda keberlanjutan. Sementara requires the industry to integrate operational risk
itu, akselerasi transformasi digital menjadi instrumen mitigation with the sustainability agenda. Meanwhile,
wajib bagi sektor migas untuk menjaga efisiensi dan the acceleration of digital transformation has become
daya saing di tengah tekanan pasar. a mandatory instrument for the oil and gas sector to
maintain efficiency and competitiveness amid market
pressures.
Ketahanan Ekonomi Domestik Domestic Economic Resilience
Berbeda dengan tren global, ekonomi Indonesia In contrast to global trends, Indonesia’s economy
tumbuh positif sebesar 5,11% pada 2025 (naik dari grew positively by 5.11% in 2025 (up from 5.03% 7
5,03% pada 2024). Stabilitas makroekonomi nasional in 2024). National macroeconomic stability has
Financial Report
Laporan Keuangan
memberikan kepastian biaya operasional dan menjaga provided certainty in operational costs and supported
keberlanjutan permintaan jasa energi pada sektor hulu the sustainability of demand for energy services in
maupun hilir. Namun, Perusahaan tetap mengadopsi both upstream and downstream sectors. However, the
strategi antisipatif terhadap risiko volatilitas harga Company continues to adopt anticipatory strategies
minyak mentah dan melakukan diversifikasi rantai against the risk of crude oil price volatility and
pasok guna memitigasi dampak geopolitik global. diversifies its supply chain to mitigate the impact of
global geopolitical developments.
Arah Kebijakan Energi Nasional National Energy Policy Direction
Sektor migas tetap menjadi pilar strategis dalam The oil and gas sector remains a strategic pillar
rencana kerja Pemerintahan Presiden Prabowo in the work plan of President Prabowo Subianto’s
Subianto. Berdasarkan APBN 2025, fokus kebijakan administration. Based on the 2025 State Budget
energi nasional meliputi: (APBN), the national energy policy focuses include:
• Production Targets: Setting oil lifting targets at 605
• Target Output: Penetapan target lifting minyak thousand barrels of oil per day (BOPD) and natural
sebesar 605 ribu BOPD dan gas bumi sebesar gas at 1.005 million barrels of oil equivalent per
1,005 juta BOEPD. day (BOEPD).
2025 Annual Report PT Elnusa Tbk
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• Optimalisasi Aset: Revitalisasi sumur tidak aktif • Asset Optimization: Revitalization of idle
(idle wells) dan penerapan teknologi Enhanced wells and the implementation of Enhanced
2025 Performance Highlights
Oil Recovery (EOR) untuk memaksimalkan Oil Recovery (EOR) technology to maximize
cadangan lapangan eksisting. reserves from existing fields.
• Ketahanan Energi: Percepatan Proyek Strategis • Energy Security: Acceleration of National
Kilas Kinerja 2025
Nasional (PSN) dan hilirisasi gas bumi untuk Strategic Projects (PSN) and downstream gas
mengurangi ketergantungan impor. development to reduce import dependency.
Respons Strategis dan Peran Direksi Strategic Response and the Role of the Board
of Directors
1
Dewan Komisaris menilai Direksi telah mengambil The Board of Commissioners assesses that the Board of
langkah yang tepat dalam menyeimbangkan agenda Directors has taken appropriate measures in balancing
ketahanan energi dengan keberlanjutan. Penempatan the energy security agenda with sustainability
gas bumi sebagai energi transisi, yang didukung oleh considerations. The positioning of natural gas as a
efisiensi operasional dan adopsi teknologi tepat guna, transition energy, supported by operational efficiency
menjadi faktor kunci yang memperkuat posisi kompetitif and the adoption of fit-for-purpose technology, has
Perusahaan. Kami memandang bahwa penguatan become a key factor strengthening the Company’s
Laporan Management
Management Report
inovasi teknologi dan disiplin manajemen risiko yang competitive position. We view that the enhancement
diterapkan Direksi merupakan respons efektif dalam of technological innovation and the discipline in risk
menghadapi volatilitas industri sepanjang tahun 2025. management implemented by the Board of Directors
represent an effective response to industry volatility
throughout 2025.
2
Penilaian Kinerja Direksi dan Pengawasan Performance Assessment of the Board of
Dewan Komisaris Directors and Supervisory Role of the Board
of Commissioners
Dewan Komisaris melakukan penilaian kinerja Direksi The Board of Commissioners evaluates the performance
melalui mekanisme Key Performance Indicator (KPI) of the Board of Directors through a measurable Key
yang terukur, mencakup sasaran kolegial maupun Performance Indicator (KPI) mechanism, covering
individual sebagaimana ditetapkan dalam RKAP, serta both collective and individual targets as set out
selaras dengan standardisasi Subholding Upstream in the Company Work and Budget Plan (RKAP),
Profil Perusahaan
Company Profile
Pertamina. Kami mencatat bahwa di sepanjang and aligned with the standardization of Pertamina
tahun 2025, seluruh indikator kinerja Direksi berhasil Upstream Subholding. We note that throughout 2025,
melampaui target yang telah ditetapkan. all performance indicators of the Board of Directors
successfully exceeded the established targets.
3
Fungsi pengawasan dijalankan secara intensif melalui The supervisory function was carried out intensively
evaluasi berkala atas realisasi strategis Perusahaan. through periodic evaluations of the Company’s
Komitmen ini tercermin dari pelaksanaan 25 kali strategic execution. This commitment is reflected in the
rapat gabungan dengan tingkat kehadiran 99%, holding of 25 joint meetings with a 99% attendance
guna memastikan pengelolaan Perusahaan berjalan rate, ensuring that the Company’s management is
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
akuntabel dan selaras dengan kepentingan pemegang conducted in an accountable manner and aligned with
saham. shareholder interests.
Dewan Komisaris menilai implementasi strategi The Board of Commissioners assesses that the
transformasi melalui tiga pilar utama yaitu Efisiensi implementation of the transformation strategy through
Operasional, Inovasi Digital, dan Orientasi Pasar, three main pillars, namely Operational Efficiency,
telah berjalan efektif dalam meningkatkan daya saing Digital Innovation, and Market Orientation, has been
Perusahaan. Kami memberikan apresiasi khusus atas effectively executed in enhancing the Company’s
ekspansi strategis Elnusa di pasar regional, yang competitiveness. We extend particular appreciation for
dibuktikan melalui: Elnusa’s strategic expansion into regional markets, as
demonstrated through:
4
• Penyediaan layanan OCTG di Aljazair. • Provision of OCTG services in Algeria.
• Penyelesaian proyek survei seismik 2D dan 3D di • Completion of 2D and 3D seismic survey projects in
Thailand. Thailand.
2025 Annual Report PT Elnusa Tbk
46
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Pencapaian ini mencerminkan penguatan kapabilitas These achievements reflect the strengthening of Elnusa’s
teknis dan kesiapan Elnusa sebagai pemain jasa energi technical capabilities and its readiness as an energy
di level internasional. services player at the international level.
Sorotan Capaian Kinerja 2025 Highlights of 2025 Performance Achievements
Dewan Komisaris mengonfirmasi bahwa realisasi The Board of Commissioners confirms that Elnusa’s
kinerja Elnusa sepanjang tahun 2025 sejalan dengan performance realization throughout 2025 is in line
arahan strategis kami, dengan sorotan utama sebagai with our strategic direction, with the main highlights as
berikut: follows:
• Aspek Keuangan: Pendapatan mencapai Rp14,5 • Financial Aspect: Revenue reached Rp 14.5 trillion
triliun (117% dari RKAP), dengan laba bersih (117% of the Company Work and Budget Plan/
5
Rp718 miliar (131% dari RKAP) dan NPM sebesar RKAP), with net profit of Rp718 billion (131% of
5,0%. Struktur permodalan menguat dengan RKAP) and a net profit margin (NPM) of 5.0%. The
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
ekuitas mencapai Rp5,3 triliun (naik 8%) dan arus capital structure strengthened, with equity reaching
kas operasional yang terjaga di angka Rp2,7 Rp5.3 trillion (an increase of 8%), and operating
triliun. cash flow maintained at Rp2.7 trillion.
• Aspek Operasional & HSSE: Perusahaan • Operational & HSSE Aspect: The Company
mempertahankan Zero Major Accident dengan maintained Zero Major Accident performance with
Total Recordable Incident Rate (TRIR) sebesar 0,09, a Total Recordable Incident Rate (TRIR) of 0.09,
jauh di bawah ambang batas yang ditetapkan significantly below the established threshold of
(0,20). 0.20.
• Aspek Pemasaran: Efektivitas strategi komersial • Marketing Aspect: The effectiveness of commercial
dibuktikan dengan perolehan contract on hand strategy was demonstrated by contract on hand
yang mencapai 120% dari target. achievement reaching 120% of the target.
• Manajemen Risiko: Mencapai level "Memuaskan" • Risk Management: Achieved a “Satisfactory” level
dan akselerasi kesiapan sertifikasi ISO 22301:2019 and accelerated readiness for ISO 22301:2019
6
terkait Business Continuity Management System certification related to the Business Continuity
(BCMS). Management System (BCMS).
Sustainability Reference
Rujukan Keberlanjutan
Catatan Strategis dan Arahan Masa Depan Strategic Notes and Future Direction
Di tengah pencapaian positif tahun 2025, Dewan Amid the positive achievements in 2025, the Board
Komisaris memberikan catatan evaluatif terhadap of Commissioners provides an evaluative note on the
sektor bisnis hulu yang kontribusi pendapatannya upstream business segment, whose revenue contribution
terkoreksi menjadi 28% (dari 38% pada tahun 2024). declined to 28% (from 38% in 2024). We observe that
Kami mencermati bahwa profitabilitas di sektor hulu profitability in the upstream segment remains relatively
masih relatif lebih rendah dibandingkan lini bisnis lower compared to the Distribution, Logistics, and
Distribusi, Logistik, serta Supporting. Supporting business lines.
Sebagai langkah perbaikan dan sejalan dengan As a corrective measure and in alignment with the
tema besar tahun 2026, “Rediscover Technology and major theme for 2026, “Rediscover Technology and 7
Innovation Edge”, Dewan Komisaris mengarahkan Innovation Edge,” the Board of Commissioners directs
Financial Report
Laporan Keuangan
Manajemen untuk memprioritaskan poin-poin berikut: Management to prioritize the following:
• HSSE & Prudensialitas Bisnis, Menjadikan • HSSE & Business Prudence: Position occupational
keselamatan kerja prioritas tertinggi. Manajemen safety as the highest priority. Management is
harus terus memperkuat budaya keselamatan expected to continuously strengthen the safety
kerja, memantapkan fungsi legal, dan menajamkan culture, reinforce the legal function, and sharpen
analisis manajemen risiko sebelum mengeksekusi risk management analysis prior to executing new
proyek-proyek baru guna memastikan setiap projects, ensuring that every expansion step remains
langkah ekspansi tetap berada dalam koridor tata within a sound governance framework.
kelola yang aman.
• Optimalisasi Portofolio Hulu melalui Teknologi • Upstream Portfolio Optimization through Fit-for-
Tepat Guna, Lakukan evaluasi mendalam guna Purpose Technology: Conduct in-depth evaluations
meningkatkan Net Profit Margin (NPM) di to improve Net Profit Margin (NPM) in the
sektor hulu melalui manajemen proyek yang upstream sector through comprehensive project
komprehensif. Kukuhkan kembali kekuatan management. Reaffirm technological strength by
teknologi dengan memperkuat sinergi bersama strengthening synergy with Pertamina Technology
Pertamina Technology Innovation & Implementation Innovation & Implementation and Hulu Upstream
2025 Annual Report PT Elnusa Tbk
47
Page 48
serta Hulu Upstream Innovation. Fokus pada Innovation. Focus on applied technologies capable of
teknologi terapan yang mampu menyelesaikan addressing specific field issues to enhance upstream
2025 Performance Highlights
kendala spesifik di lapangan (field issues) untuk asset productivity.
meningkatkan produktivitas aset hulu.
• Inovasi & Sinergi Ekosistem, Mendorong akselerasi • Innovation & Ecosystem Synergy: Accelerate
Kilas Kinerja 2025
inovasi yang aplikatif di seluruh unit bisnis dan applicable innovation across all business units
Anak Perusahaan untuk menyelesaikan kendala and subsidiaries to effectively resolve operational
operasional secara efektif. Bangun innovasi di atas challenges. Build innovation on the foundation of
landasan sinergi, di mana setiap pihak membawa synergy, where each party contributes its unique
keunggulan uniknya untuk saling memperkuat. strengths to reinforce one another. Elnusa is expected
Elnusa harus menjadi penggerak "One Energy to act as a driver of the “One Energy Ecosystem,”
1
Ecosystem", di mana setiap elemen saling where all elements mutually strengthen each other in
memperkuat dalam satu harmoni. harmony.
• Cost Leadership & Produktivitas, Menempatkan • Cost Leadership & Productivity: Position efficiency
efisiensi dan efektifitas sebagai strategi inti dan and effectiveness as core strategies, with innovation
inovasi sebagai napas operasional. Ubah setiap as the lifeblood of operations. Transform every
tantangan menjadi nilai berkelanjutan (sustainable challenge into sustainable value through excellence
value) melalui keunggulan produktivitas. in productivity.
Laporan Management
Management Report
Dewan Komisaris memberikan catatan atas kinerja Board of Commissioners provides notes on the revenue
kontribusi pendapatan dari sektor bisnis hulu. Pada contribution performance from the upstream business
tahun 2025, kontribusi pendapatan dari bisnis hulu sector. In 2025, revenue contribution from the upstream
sedikit terkoreksi dibandingkan tahun 2024. Hal ini business slightly declined compared to 2024. This is
2
diharapkan menjadi evaluasi dalam menerapkan expected to serve as an evaluation point in implementing
strategi portofolio dan optimalisasi kinerja bisnis hulu, portfolio strategies and optimizing upstream business
dengah harapan ke depan dapat menjadi lebih baik performance, with the expectation that in the future it
dan berkembang. will improve and continue to grow.
Pandangan atas Perkembangan Tata Kelola Views on Corporate Governance Development
Perusahaan
Bagi Elnusa, Good Corporate Governance (GCG) For Elnusa, Good Corporate Governance (GCG) is a
Profil Perusahaan
Company Profile
adalah prioritas fundamental dalam seluruh langkah fundamental priority in all operational activities. The
operasional. Dewan Komisaris menilai Perusahaan Board of Commissioners assesses that the Company has
telah berhasil mengintegrasikan regulasi ke dalam successfully integrated regulations into its organizational
sistem organisasi dan proses bisnis secara komprehensif. system and business processes in a comprehensive
manner.
3
Implementasi mekanisme two-tier board berjalan efektif, The implementation of the two-tier board mechanism
memastikan fungsi pengawasan dan pengelolaan has been effective, ensuring that supervisory and
saling menyeimbangkan melalui prinsip independensi management functions are well-balanced through the
serta akuntabilitas. Dukungan dari Komite Audit, principles of independence and accountability. Support
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Komite Nominasi, Remunerasi & GCG, serta Komite from the Audit Committee, Nomination, Remuneration
Pemantau Risiko & Investasi telah memastikan fungsi & GCG Committee, and Risk & Investment Monitoring
pengawasan kami berjalan secara optimal. Committee has ensured that the supervisory function is
carried out optimally.
Tahun 2025 mencatatkan penguatan tata kelola The year 2025 recorded a significant strengthening of
yang signifikan, yang dibuktikan melalui peningkatan governance, as reflected in the upgrade of the Pefindo
Corporate Rating Pefindo menjadi idAA+ (stable). Corporate Rating to idAA+ (stable). This external
Pengakuan eksternal ini mencerminkan fundamental recognition reflects strong financial fundamentals and
keuangan yang kokoh dan kedisiplinan GCG yang consistent GCG discipline. In addition, the effectiveness
konsisten. Selain itu, efektivitas manajemen risiko of risk management and internal control has reached
dan pengendalian internal telah mencapai level a “satisfactory” level, supported by the acceleration
4
“memuaskan”, yang diperkuat dengan akselerasi of ISO 22301:2019 certification readiness (Business
kesiapan sertifikasi ISO 22301:2019 (Business Continuity Management System).
Continuity Management System).
2025 Annual Report PT Elnusa Tbk
48
Page 49
Akselerasi digitalisasi menjadi instrumen utama Digitalization acceleration has become a key
dalam meningkatkan transparansi proses bisnis. instrument in enhancing business process transparency.
Langkah ini mencakup penguatan keamanan siber, These initiatives include strengthening cybersecurity,
perluasan sistem ke seluruh anak usaha, hingga inisiasi expanding systems across subsidiaries, and initiating the
penerapan Artificial Intelligence (AI) untuk mendukung implementation of Artificial Intelligence (AI) to support
efisiensi organisasi. Lebih dari sekadar kepatuhan, kami organizational efficiency. Beyond compliance, the
menekankan pentingnya internalisasi nilai-nilai budaya Company emphasizes the importance of internalizing
sebagai kunci pembentuk perilaku beretika. Dewan cultural values as a key driver of ethical behavior. The
Komisaris berkomitmen menjadi role model dalam Board of Commissioners is committed to serving as a role
menjunjung tinggi prinsip GCG bagi seluruh pemangku model in upholding GCG principles for all stakeholders
kepentingan di sepanjang rantai nilai Elnusa. across Elnusa’s value chain.
5
Susunan Dewan Komisaris Board of Commissioners Composition
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Berdasarkan hasil RUPS Luar Biasa tanggal 25 Agustus Based on the Extraordinary General Meeting of
2025, para Pemegang Saham memutuskan untuk Shareholders (EGMS) held on August 25, 2025, the
memberhentikan dengan hormat seluruh Komisaris Shareholders resolved to respectfully dismiss all serving
yang menjabat, yaitu Eko Ariantoro, Nur Endro Commissioners, namely Eko Ariantoro, Nur Endro
Buwono, Denie S. Tampubolon, dan Ariana Soemanto. Buwono, Denie S. Tampubolon, and Ariana Soemanto.
Pada kesempatan yang sama, para Pemegang Saham At the same time, the Shareholders also appointed the
juga memutuskan untuk mengangkat nama-nama di following individuals to serve on the Elnusa Board of
bawah untuk menjabat dalam jajaran Dewan Komisaris Commissioners. Accordingly, the composition of the
Elnusa. Dengan demikian, susunan Dewan Komisaris Board of Commissioners as of December 31, 2025, is
per 31 Desember 2025 adalah sebagai berikut: as follows:
• Komisaris Utama: Purwadi Arianto • President Commissioner: Purwadi Arianto
• Komisaris: Vitri Cahyaningsih Mallarangeng • Commissioner: Vitri Cahyaningsih Mallarangeng
6
• Komisaris Independen: Abdul Hakim • Independent Commissioner: Abdul Hakim
• Komisaris Independen: Farazandi Fidinansyah • Independent Commissioner: Farazandi Fidinansyah
Sustainability Reference
Rujukan Keberlanjutan
Tidak terdapat perubahan susunan Dewan Komisaris There were no changes in the composition of the Board
dalam periode sejak tutup tahun buku hingga of Commissioners for the period from the end of the
dipublikasikannya Laporan Tahunan ini. financial year until the publication of this Annual Report.
Prospek Usaha dan Strategi Masa Depan Prospects and Future Strategy
Dewan Komisaris memandang industri energi tahun The Board of Commissioners views the energy industry
2026 sangat prospektif, didorong oleh akselerasi in 2026 as highly promising, driven by the acceleration
pengembangan Migas Non-Konvensional (MNK) of Unconventional Oil and Gas (MNK) development
dan penemuan lapangan raksasa (giant fields). Fokus and the discovery of giant fields. The industry’s growing
industri yang kini bergeser ke wilayah frontiers menuntut focus on frontier areas requires high-precision seismic
akurasi data seismik serta teknologi pengeboran data and advanced drilling technologies. Elnusa must 7
tingkat tinggi. Elnusa perlu memastikan kesiapan ensure readiness of relevant technologies to serve as a
Financial Report
Laporan Keuangan
teknologi yang relevan untuk menjadi mitra strategis strategic partner to the Government and Pertamina in
Pemerintah dan Pertamina dalam mengeksekusi proyek executing large-scale projects and MNK exploration,
skala besar serta eksplorasi MNK guna memitigasi while mitigating operational risks in complex technical
risiko operasional pada medan teknis yang kompleks. environments.
Untuk memperkokoh posisi sebagai penyedia To strengthen its position as an integrated energy
solusi energi terintegrasi, Elnusa diarahkan untuk solutions provider, Elnusa is directed to enhance its
meningkatkan peran strategis melalui optimalisasi strategic role by optimizing existing service capabilities,
kapabilitas layanan yang dimiliki saat ini, meliputi: including:
• Eksplorasi Seismik: Mempertahankan • Seismic Exploration: Maintaining market leadership
kepemimpinan pasar dalam pemetaan cadangan in national oil and gas reserve mapping.
migas nasional.
• Investasi Teknologi Terapan: Menyiapkan • Applied Technology Investment: Developing
perangkat teknologi mutakhir yang spesifik untuk advanced, fit-for-purpose technologies to address
menjawab tantangan pengeboran lapangan challenges in giant field development, frontier
raksasa, wilayah frontiers, MNK, hingga akselerasi areas, MNK, and the acceleration of Enhanced
EOR. Oil Recovery (EOR).
2025 Annual Report PT Elnusa Tbk
49
Page 50
• Logistik Energi: Mengoptimalkan distribusi BBM • Energy Logistics: Optimizing fuel and gas
dan Gas seiring dengan pertumbuhan ekonomi distribution in line with domestic economic growth.
2025 Performance Highlights
domestik.
• Sinergi Ekosistem: Mengintegrasikan seluruh • Ecosystem Synergy: Integrating the full strength of
kekuatan anak usaha untuk menciptakan layanan its subsidiaries to deliver adaptive and competitive
Kilas Kinerja 2025
jasa pendukung migas yang adaptif dan kompetitif. oil and gas supporting services.
Sejalan dengan implementasi Permen No. 14 Tahun In line with the implementation of Ministerial Regulation
2025, peluang pengelolaan lapangan kecil dan No. 14 of 2025, opportunities in managing small and
marginal melalui skema Kerja Sama Operasi (KSO/T) marginal fields through Joint Operating Cooperation
menjadi prioritas strategis. Sebagai perusahaan jasa schemes (KSO/T) have become a strategic priority.
1
energi dengan kapabilitas teknis yang mumpuni, As an energy services company with strong technical
Elnusa diarahkan untuk melakukan studi mendalam capabilities, Elnusa is directed to conduct in-depth
atas rencana partisipasi yang diharapkan Pemerintah studies on potential participation plans as expected
dan Pertamina. Peran ini tidak hanya terbatas pada by the Government and Pertamina. This role extends
penyediaan jasa servis, tetapi juga memberikan solusi beyond service provision to delivering technological
teknologi dan operasional yang berdampak langsung and operational solutions that directly contribute to
pada peningkatan produksi nasional. national production growth.
Laporan Management
Management Report
Dewan Komisaris mendukung penuh langkah Direksi The Board of Commissioners fully supports the Board of
dalam melakukan ekspansi pasar strategis, baik Directors in pursuing strategic market expansion, both
di dalam maupun luar negeri, serta investasi pada domestically and internationally, as well as investments
teknologi yang relevan dan mutakhir. Kami optimis in relevant and advanced technologies. We are
bahwa strategi ini akan memperkuat posisi Elnusa optimistic that these strategies will further strengthen
2
sebagai penyedia solusi energi terkemuka yang siap Elnusa’s position as a leading energy solutions provider,
menghadapi dinamika masa depan. well prepared to navigate future industry dynamics.
Penutup Closing
Dewan Komisaris menyampaikan apresiasi atas seluruh The Board of Commissioners extends its appreciation
capaian strategis yang berhasil diraih Elnusa sepanjang for all the strategic achievements successfully delivered
tahun 2025. Setiap catatan evaluasi yang kami by Elnusa throughout 2025. Every evaluative note
berikan merupakan modal penting untuk perbaikan we have provided serves as an important foundation
Profil Perusahaan
Company Profile
berkelanjutan demi meningkatkan kinerja dan nilai for continuous improvement, aimed at enhancing the
jangka panjang Perusahaan. Company’s performance and long-term value creation.
Kami juga menyampaikan terima kasih yang tulus We also express our sincere gratitude to regulators,
kepada regulator, seluruh pemegang saham, serta all shareholders, and stakeholders for their continued
3
pemangku kepentingan atas dukungan dan kontribusi support and contributions in enabling Elnusa to build
berkelanjutan dalam mewujudkan penciptaan nilai resilient value creation for the future.
yang tangguh bagi Elnusa di masa depan.
Jakarta, 28 April 2026
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Jakarta,April 28, 2026
Atas nama Dewan Komisaris Elnusa,
On behalf of the Board of Commissioners of Elnusa
Purwadi Arianto
Komisaris Utama
4
President Commissioner
2025 Annual Report PT Elnusa Tbk
50
Page 51
51
5 6 7
Tata Kelola Perusahaan yang Baik Rujukan Keberlanjutan
Good Corporate Governance Laporan Keuangan
Sustainability Reference Financial Report
PT Elnusa Tbk
2025 Annual Report
Page 52
LAPORAN DIREKSI
2025 Performance Highlights
BOARD OF DIRECTORS REPORT
Kilas Kinerja 2025
" Elnusa terus
1
meningkatkan
kemampuan operasi dan
inovasi seiring dengan
meningkatnya kebutuhan
Laporan Management
Management Report
penyediaan energi
Indonesia baik di hulu
migas hingga distribusi
2
produk migas.
Elnusa continues to enhance
its operational capabilities
and innovation in line with
Profil Perusahaan
Company Profile
the growing demand for
energy supply in Indonesia,
spanning from upstream
oil and gas activities to the
3
distribution of oil and gas
products.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Litta Indriya Ariesca
4
Direktur Utama
President Director
2025 Annual Report PT Elnusa Tbk
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Page 53
Para Pemegang Saham dan Pemangku Kepentingan Esteemed Shareholders and Stakeholders,
yang terhormat,
Puji syukur kami panjatkan kepada Tuhan Yang Maha We express our gratitude to God Almighty for Elnusa’s
Esa atas perjalanan Elnusa dalam menghadapi dinamika journey in navigating the dynamics of 2025. On this
tahun 2025. Pada kesempatan ini, saya mewakili Direksi occasion, on behalf of the Board of Directors, I hereby
menyampaikan laporan pertanggungjawaban atas present the accountability report on the Company’s
pengelolaan Perusahaan sepanjang tahun 2025. management throughout 2025.
5
Strategi Pertumbuhan di Tengah Dinamika Growth Strategy Amid the 2025 Dynamics
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Situasi 2025 dan Peran Direksi dalam and the Role of the Board of Directors in
Implementasi Implementation
Sepanjang 2025, industri migas menghadapi tantangan Throughout 2025, the oil and gas industry faced global
global berupa ketidakpastian geopolitik, fluktuasi challenges in the form of geopolitical uncertainty,
harga minyak, serta akselerasi dekarbonisasi. Di fluctuating oil prices, and the acceleration of
tingkat nasional, Pemerintah fokus pada penguatan decarbonization. At the national level, the Government
ketahanan energi melalui peningkatan lifting migas focused on strengthening energy resilience through
dan pengembangan gas bumi sebagai energi transisi. increased oil and gas lifting as well as the development
Dinamika ini menuntut Elnusa untuk adaptif terhadap of natural gas as a transition energy source. These
tekanan margin sekaligus jeli menangkap peluang pada dynamics required Elnusa to remain adaptive to margin
aktivitas eksplorasi dan optimalisasi lapangan mature pressures while being agile in capturing opportunities
melalui layanan berbasis teknologi. in exploration activities and the optimization of mature
fields through technology-based services.
6
Menghadapi kondisi tersebut, Elnusa konsisten In response to these conditions, Elnusa consistently
Sustainability Reference
Rujukan Keberlanjutan
menjalankan transformasi berkelanjutan melalui tiga implements continuous transformation through three
pilar utama: Efisiensi Operasional, Inovasi Digital, dan main pillars: Operational Efficiency, Digital Innovation,
Orientasi Pasar. Strategi ini merupakan penguatan and Market Orientation. This strategy builds upon
inisiatif tahun sebelumnya untuk meningkatkan daya previous initiatives to enhance competitiveness, business
saing, ketahanan bisnis, serta penciptaan nilai jangka resilience, and the creation of strong long-term value.
panjang yang tangguh.
Strategi Transformasi Berkelanjutan Elnusa Tahun 2025 7
Elnusa Sustainable Transformation Strategy in 2025
Financial Report
Laporan Keuangan
Efisiensi Orientasi
Operasional Inovasi Digital Pasar
Operational Digital Innovation Market
Efficiency Orientation
2025 Annual Report PT Elnusa Tbk
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Pilar Efisiensi Operasional difokuskan pada The Operational Efficiency pillar is focused on
optimalisasi sinergi lintas infrastruktur, jaringan, optimizing cross-infrastructure, network, and inter-entity
dan kapabilitas antar entitas guna menciptakan capabilities to create comprehensive efficiency. The
efisiensi yang menyeluruh. Perusahaan melakukan Company has refined its business processes to enhance
2025 Performance Highlights
penyempurnaan proses bisnis untuk meningkatkan operational speed, effectiveness, and accountability,
kecepatan, efektivitas, dan akuntabilitas operasional, while strengthening human capital through improved
Kilas Kinerja 2025
serta memperkuat kualitas SDM melalui peningkatan digital capabilities, HSSE implementation, and a
kapabilitas digital, implementasi HSSE, dan budaya collaborative work culture. Throughout 2025, various
kerja kolaboratif. Sepanjang 2025, berbagai inisiatif initiatives have been realized, including business
telah direalisasikan, termasuk perbaikan proses bisnis process improvements and organizational structure
dan penyesuaian struktur organisasi untuk mendukung adjustments to support the achievement of operational
pencapaian operational excellence. excellence.
1
Pilar Inovasi Digital diarahkan pada percepatan The Digital Innovation pillar is directed toward
digitalisasi proses bisnis melalui adopsi teknologi accelerating the digitalization of business processes
seperti digital twin, Internet of Things (IoT), dan Artificial through the adoption of technologies such as digital
Intelligence (AI) di sektor hulu maupun distribusi. twin, Internet of Things (IoT), and Artificial Intelligence
Implementasi teknologi ini meningkatkan akurasi, (AI) across both upstream and distribution sectors.
mengurangi duplikasi proses, serta mempercepat The implementation of these technologies improves
layanan kepada pelanggan. Perusahaan juga accuracy, reduces process duplication, and accelerates
Laporan Management
Management Report
mengembangkan dashboard real-time dan digital tools service delivery to customers. The Company has
untuk meningkatkan transparansi serta mendukung also developed real-time dashboards and digital
monitoring operasional dan predictive maintenance. tools to enhance transparency, as well as to support
operational monitoring and predictive maintenance.
Pilar Orientasi Pasar difokuskan pada perluasan The Market Orientation pillar is focused on expanding
portofolio bisnis di luar captive market, termasuk the business portfolio beyond captive markets, including
2
penetrasi ke sektor transisi energi seperti pembangkit penetration into energy transition sectors such as power
listrik, energi terbarukan, dan layanan berbasis generation, renewable energy, and environmentally
lingkungan. Prinsip Environmental, Social & based services. Environmental, Social & Governance
Governance (ESG) serta green services diintegrasikan (ESG) principles and green services are integrated
dalam pengembangan layanan sebagai bagian dari into service development as part of the Company’s
komitmen keberlanjutan Perusahaan. sustainability commitment.
Profil Perusahaan
Company Profile
Melalui kesinambungan strategi yang konsisten dan Through the continuity of a consistent strategy and
implementasi yang sistematis berbasis indikator kinerja, systematic implementation based on performance
kami meyakini berbagai langkah strategis ini akan indicators, we believe that these strategic measures
menopang kinerja Perusahaan dalam jangka menengah will support the Company’s performance in the
melalui peningkatan efisiensi, penguatan daya saing, medium term through improved efficiency, strengthened
diversifikasi sumber pendapatan, serta integrasi aspek competitiveness, revenue source diversification, and the
3
keberlanjutan di seluruh lini bisnis. integration of sustainability aspects across all business
lines.
Sebagai Direksi, kami menjalankan peran strategis As the Board of Directors, we play a strategic role
dalam menetapkan arah kebijakan, memastikan in setting policy direction, ensuring implementation
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
implementasi di seluruh unit kerja, serta memantau dan across all working units, and continuously monitoring
mengevaluasi pencapaian kinerja secara berkelanjutan. and evaluating performance achievement. The clear
Pembagian tugas yang jelas serta penetapan Key division of responsibilities and the establishment
Performance Indicators (KPI) oleh Dewan Komisaris of Key Performance Indicators (KPIs) by the Board
dan Pemegang Saham menjadi landasan dalam of Commissioners and Shareholders serve as the
menciptakan organisasi yang sistematis dan akuntabel. foundation for creating a systematic and accountable
organization.
Dalam pengambilan keputusan, Direksi In decision-making, the Board of Directors prioritizes the
mengedepankan pemanfaatan data operasional dan use of operational data and a risk-based approach to
pendekatan berbasis risiko untuk memastikan setiap ensure that every decision is made with comprehensive
keputusan memiliki pertimbangan yang komprehensif. consideration. All initiatives are supported by
4
Seluruh inisiatif didukung perangkat kebijakan yang structured policy instruments and internal coordination
terstruktur serta mekanisme koordinasi internal Direksi mechanisms within the Board of Directors, as well as
dan sinergi dengan Dewan Komisaris, untuk memastikan synergy with the Board of Commissioners, to ensure
keselarasan antara pelaksanaan strategi dan fungsi alignment between strategy execution and supervisory
pengawasan. functions.
2025 Annual Report PT Elnusa Tbk
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Pencapaian Target 2025 Achievement of 2025 Targets
Pencapaian target tahun 2025 memiliki keterkaitan The achievement of the 2025 targets is closely linked
yang kuat dengan strategi dan kebijakan strategis yang to the strategies and strategic policies implemented.
ditempuh. Efisiensi operasional mendorong peningkatan Operational efficiency has driven improved margins
margin dan produktivitas, inovasi digital memperkuat and productivity, digital innovation has strengthened
daya saing dan kualitas layanan, sementara orientasi competitiveness and service quality, while market
pasar membuka peluang pertumbuhan baru. Dengan orientation has opened new growth opportunities.
demikian, strategi yang dijalankan tidak hanya Accordingly, the strategies implemented not only
mendukung pencapaian target tahunan, tetapi juga support the achievement of annual targets but also
memperkokoh fondasi kinerja Perusahaan untuk strengthen the Company’s performance foundation for
5
periode mendatang. the coming periods.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Pada strategi pilar efisiensi operasional, Under the operational efficiency pillar, the
Perusahaan berhasil membukukan kinerja yang cukup Company recorded solid performance. Consolidated
baik. Pendapatan usaha konsolidasian mencapai operating revenue reached Rp14.50 trillion, equivalent
Rp14,50 triliun, setara 117,53% dari Rencana Kerja to 117.53% of the 2025 Work and Budget Plan
Anggaran Perusahaan (”RKAP”) 2025, terutama (RKAP), primarily driven by the performance of the
didorong oleh kinerja segmen Penjualan Barang Sales of Goods and Energy Distribution and Logistics
dan Jasa Distribusi & Logistik Energi yang dicatatkan Services segment, recorded by its subsidiary PT Elnusa
entitas anak, PT Elnusa Petrofin (“EPN”), serta Jasa Petrofin (EPN), as well as Supporting Services from PT
Penunjang dari PT Elnusa Fabrikasi Konstruksi (“EFK”). Elnusa Fabrikasi Konstruksi (EFK). EPN demonstrated
Kinerja EPN menunjukkan pertumbuhan kuat dengan strong growth with a 27.02% increase in fuel oil
kenaikan volume throughput Bahan Bakar Minyak (BBM) throughput volume to 27.1 million kiloliters.
(”BBM”) sebesar 27,02% menjadi 27,1 juta kilo liter. Meanwhile, EFK delivered solid performance through
Sementara itu, EFK mencatatkan kinerja solid melalui its Oil Country Tubular Goods (OCTG) and Glass
6
bisnis Oil Country Tubular Goods (”OCTG”) dan Glass Reinforced Epoxy (GRE)/Polyethylene (PE) Lining
Reinforced Epoxy (”GRE”)/Polyethylene (”PE”) Lining businesses, achieving 115.00% of target realization,
Sustainability Reference
Rujukan Keberlanjutan
dengan realisasi 115,00% dari target, keberhasilan successful preparation of 70 Put On Production (PoP)
penyiapan 70 sumur Put On Production (PoP) di PT wells at PT Pertamina Hulu Rokan (PHR), completion of
Pertamina Hulu Rokan (”PHR”), penyelesaian berbagai various synergy and EPC projects, as well as achieving
proyek sinergi dan EPC, serta pencapaian Zero LTI Zero Lost Time Incident (LTI) and Zero Fatality. In
(Lost Time Incident) & Zero Fatality. Selain penguatan addition to domestic strengthening, EFK also marked a
domestik, EFK juga menorehkan langkah strategis strategic milestone through procurement collaboration
melalui kerja sama pengadaan di Algeria, menandai in Algeria, signaling Elnusa Group’s readiness for
kesiapan Elnusa Grup dalam ekspansi internasional international expansion and sustainable value creation.
dan penciptaan nilai berkelanjutan.
Realisasi laba bersih konsolidasian mencapai Consolidated net profit realization reached Rp718.41
Rp718,41 miliar, setara 136,89% dari RKAP 2025, billion, equivalent to 136.89% of the 2025 RKAP, 7
dengan margin laba bersih sebesar 4,96% atau with a net profit margin of 4.96% or 116.59% of the
Financial Report
Laporan Keuangan
116,59% dari target, yang mencerminkan peningkatan target, reflecting sustained profitability improvement.
profitabilitas secara berkelanjutan. Kinerja ini turut This performance was also supported by the successful
didukung keberhasilan implementasi program implementation of the Optimization Upstream
Optimization Upstream (“OPTIMUS”) yang hingga (“OPTIMUS”) program, which as of December 2025
Desember 2025 merealisasikan USD9,9 juta, setara achieved USD 9.9 million, equivalent to 157.00% of
157,00% dari target Subholding Upstream, sehingga the Subholding Upstream target, further strengthening
semakin memperkuat kinerja dan profitabilitas the Company’s performance and profitability. The
Perusahaan. Perusahaan secara disiplin menjaga Company has prudently maintained its capital structure
struktur permodalan melalui pengendalian utang through controlled interest-bearing debt and compliance
berbunga serta kepatuhan terhadap ketentuan with bank loan covenants. A conservative policy has
perjanjian pinjaman bank. Kebijakan kehati-hatian been applied by setting a maximum debt-to-equity ratio
diterapkan dengan menetapkan rasio utang terhadap of 3 times and a minimum debt service coverage ratio
ekuitas maksimal 3 kali dan rasio pengembalian utang of 1.1 times. At the end of 2025, the debt-to-equity
minimal 1,1 kali. Pada akhir 2025, rasio utang terhadap ratio was recorded at 1.06 times, improving from 1.17
ekuitas tercatat sebesar 1,06 kali, membaik dari 1,17 times in the previous year, reflecting the success of
kali pada tahun sebelumnya, yang menunjukkan capital structure optimization to support sustainable
keberhasilan optimalisasi struktur permodalan untuk growth. Meanwhile, the Debt Service Coverage Ratio
mendukung pertumbuhan berkelanjutan. Sementara itu, (DSCR) stood at 1.44 times, indicating the Company’s
2025 Annual Report PT Elnusa Tbk
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Debt Service Coverage Ratio (DSCR) tercatat sebesar strong ability to meet its debt obligations, supported by
1,44 kali, mencerminkan kemampuan Perusahaan solid operational performance.
dalam memenuhi kewajiban pembayaran utang secara
2025 Performance Highlights
terjaga dan didukung oleh kinerja operasional yang
solid.
Kilas Kinerja 2025
Dari sisi keberlanjutan penurunan emisi Perusahaan From a sustainability perspective, the Company’s
diproyeksikan mencapai 3,07 Kton CO2eq atau emission reduction is projected to reach 3.07 Kton
113,00% dari target korporasi 2,70 Kton CO2eq CO2eq or 113.00% of the corporate target of 2.70
pada tahun 2025, yang sekaligus menjadi KPI Direktur Kton CO2eq in 2025, which also serves as a KPI of
Utama, mencerminkan komitmen kuat Perusahaan the President Director, reflecting the Company’s strong
terhadap keselamatan dan keberlanjutan. commitment to safety and sustainability.
1
Pada strategi pilar orientasi pasar, Perusahaan Within the Market Orientation pillar strategy,
berhasil memperkuat ekspansi usaha sekaligus the Company successfully strengthened business
mengamankan pipeline revenue untuk tahun 2025 dan expansion while securing its revenue pipeline for 2025
tahun-tahun berikutnya. Capaian ini didorong oleh and subsequent years. This achievement was driven
penguatan proses bisnis melalui kolaborasi dengan by the enhancement of business processes through
perguruan tinggi, penetrasi segmen baru melalui collaboration with universities, penetration into new
Laporan Management
Management Report
berbagai proyek Kementerian Energi dan Sumber Daya segments through various projects of the Ministry of
Mineral (”ESDM”) RI termasuk kegiatan processing Energy and Mineral Resources (ESDM) of the Republic
serta akuisisi data Full Tensor Gravity Gradiometry of Indonesia, including processing activities and
(”FTG”) dan magnetik di wilayah Lariang dan acquisition of Full Tensor Gravity Gradiometry (FTG)
Enrekang, serta perolehan proyek strategis seperti EPC and magnetic data in the Lariang and Enrekang areas,
Pembangunan Terminal Bahan Bakar minyak (”TBBM”) as well as the acquisition of strategic projects such as
2
Palaran, Front-End Engineering Design (”FEED”) Arun EPC construction of the Palaran Fuel Terminal (TBBM),
Liquefied Natural Gas (”LNG”) Hub Expansion & Front-End Engineering Design (FEED) for Arun Liquefied
Master Plan, dan sejumlah proyek Man Power Supply Natural Gas (LNG) Hub Expansion & Master Plan, and
(”MPS”) di Kilang. several Man Power Supply (MPS) projects in refineries.
Pada strategi pilar inovasi digital, Perusahaan Within the Digital Innovation pillar strategy, the
secara konsisten mendorong inovasi berkelanjutan Company consistently drives continuous innovation
untuk mendukung program Pemerintah di sektor to support the Government’s energy sector programs
Profil Perusahaan
Company Profile
energi dengan pengembangan produk, antara lain through product development, including the
implementasi Pertasolven, Inovasi In-Line Inspection (ILI) implementation of Pertasolven, In-Line Inspection (ILI)
Ultrasonic Testing Pertastream, Hydraulic Fracturing, Ultrasonic Testing Pertastream innovation, Hydraulic
optimalisasi Fluida Pemboran, penguatan teknologi Fracturing, drilling fluid optimization, strengthening
Well Evaluation & Well Services, inovasi stimulasi Well Evaluation & Well Services technology,
3
Chronoflux, teknologi Microcracking, peningkatan Chronoflux stimulation innovation, Microcracking
produksi dengan Dual Completion, dan inovasi Green technology, production enhancement through Dual
Energy. Completion, and Green Energy innovation.
Kendala dan Tantangan serta Upaya Solutif Challenges and the Mitigation Measures
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
yang Dilakukan Implemented
Di tengah volatilitas harga komoditas dan ketidakpastian Amid commodity price volatility and global economic
ekonomi global sepanjang 2025, Elnusa menghadapi uncertainty throughout 2025, Elnusa faced fluctuations
fluktuasi harga minyak, tekanan margin operasional, in oil prices, pressure on operational margins, and
serta persaingan industri yang semakin ketat. Menyikapi increasingly intense industry competition. In response to
dinamika tersebut, kami secara konsisten menjalankan these dynamics, the Company consistently implemented
tiga pilar strategi dengan penguatan manajemen risiko its three strategic pillars, supported by strengthened
dan struktur keuangan yang sehat sebagai fondasi risk management and a sound financial structure as
utama untuk menjaga daya saing dan memastikan the main foundation to maintain competitiveness and
pertumbuhan jangka panjang yang berkelanjutan. ensure sustainable long-term growth.
Pilar Efisiensi Operasional: Penguatan Sinergi Operational Efficiency Pillar: Strengthening
4
dan Kapabilitas Organisasi Synergy and Organizational Capability
Perusahaan menghadapi tantangan dalam The Company encountered challenges in optimizing
mengoptimalkan sinergi antar entitas serta synergy among entities and streamlining the
2025 Annual Report PT Elnusa Tbk
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menyederhanakan struktur organisasi agar lebih organizational structure to become more adaptive.
adaptif. Harmonisasi proses dan integrasi fungsi Process harmonization and function integration were
terus dilakukan untuk meminimalkan tumpang continuously carried out to minimize operational
tindih operasional dan meningkatkan efektivitas redundancies and improve the effectiveness of asset
pemanfaatan aset dan sumber daya. Transformasi and resource utilization. Organizational transformation
organisasi juga diiringi penguatan budaya berbasis was also accompanied by the strengthening of
kinerja dan sistem pengukuran yang berorientasi pada a performance-based culture and value-oriented
penciptaan nilai. Pada aspek sumber daya manusia, measurement systems. From a human capital
peningkatan kompetensi difokuskan pada bidang perspective, competency development was focused
digital, manajemen proyek, kepemimpinan HSSE, on digital capabilities, project management, HSSE
serta pengembangan energi baru, didukung budaya leadership, and new energy development, supported by
kolaboratif dan mobilitas talenta lintas entitas. a collaborative culture and cross-entity talent mobility.
5
Pilar Inovasi Digital: Integrasi Sistem dan Digital Innovation Pillar: System Integration and
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Pemanfaatan Teknologi. Transformasi digital menjadi Technology Utilization. Digital transformation serves
fondasi penting dalam meningkatkan efisiensi dan as an important foundation for improving service
transparansi layanan. Tantangan utama mencakup efficiency and transparency. Key challenges include
integrasi sistem, peningkatan kualitas data, serta system integration, data quality enhancement, and the
kesiapan infrastruktur teknologi untuk mendukung readiness of technology infrastructure to support data-
analitik berbasis data. Investasi pada teknologi digital, driven analytics. Investments in digital technologies,
termasuk IoT, digital twin, serta Artificial Intelligence including IoT, digital twin, as well as Artificial
dan Machine Learning, dikelola secara selektif agar Intelligence and Machine Learning, are managed
selaras dengan kebutuhan bisnis dan penciptaan nilai selectively to ensure alignment with business needs and
jangka panjang, disertai peningkatan literasi digital di long-term value creation, accompanied by efforts to
seluruh organisasi. enhance digital literacy across the organization.
Pilar Orientasi Pasar: Diversifikasi Layanan dan Market Orientation Pillar: Service Diversification
6
Penguatan Daya Saing Perusahaan terus memperluas and Competitiveness Strengthening. The Company
portofolio layanan dengan mengurangi ketergantungan continues to expand its service portfolio by reducing
Sustainability Reference
Rujukan Keberlanjutan
pada captive market serta meningkatkan penetrasi dependence on the captive market and increasing
pasar eksternal. Diversifikasi ke sektor energi penetration into external markets. Diversification
terbarukan, carbon services, dan layanan berbasis into renewable energy sectors, carbon services,
lingkungan dilakukan melalui penguatan kapabilitas and environmentally based services is carried out
teknis dan kompetensi ESG. through strengthening technical capabilities and ESG
competencies.
Di tengah persaingan yang semakin intens, Perusahaan Amid increasingly intense competition, the Company
menegaskan posisi strategis dalam ekosistem reinforces its strategic position within the Pertamina
Pertamina Grup sekaligus memperkuat peran sebagai Group ecosystem while strengthening its role as a
value creator melalui pengembangan model bisnis value creator through the development of a business
yang berorientasi pada penciptaan nilai tambah bagi model oriented toward generating added value for all 7
seluruh pemangku kepentingan. stakeholders.
Financial Report
Laporan Keuangan
Tata Kelola Perusahaan sebagai Jangkar Corporate Governance as the Anchor
yang Dilakukan
Penciptaan nilai jangka panjang Elnusa bertumpu pada Elnusa’s long-term value creation is anchored in ethical
praktik bisnis beretika dan penerapan Good Corporate business practices and the implementation of strong
Governance (GCG) yang kuat sebagai bagian dari Good Corporate Governance (GCG) as part of the
Pertamina Grup. Kami tidak hanya memenuhi ketentuan Pertamina Group. The Company not only complies with
regulasi, tetapi juga mengadopsi standar internasional, regulatory requirements but also adopts international
termasuk peta jalan OJK dan ASEAN Corporate standards, including the OJK roadmap and the
Governance Scorecard (ACGS) yang mengacu pada ASEAN Corporate Governance Scorecard (ACGS),
prinsip OECD. Upaya ini tercermin pada capaian skor which is aligned with OECD principles. These efforts
GCG tahun buku 2025 sebesar 96,66 (Very Good), are reflected in the 2025 financial year GCG score
yang menunjukkan bahwa tata kelola Perusahaan of 96.66 (Very Good), indicating that the Company’s
telah memenuhi standar global. governance practices meet global standards.
2025 Annual Report PT Elnusa Tbk
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Dalam aspek tata kelola, manajemen risiko, dan In governance, risk management, and internal
pengendalian internal, Perusahaan terus memperkuat control aspects, the Company continues to strengthen
2025 Performance Highlights
ketahanan organisasi melalui mitigasi risiko yang organizational resilience through proactive and
proaktif dan terukur. Langkah tersebut dilakukan melalui measurable risk mitigation. These efforts are carried
peningkatan kesiapan Business Continuity Management out through enhancing the readiness of the Business
Kilas Kinerja 2025
System (BCMS), penyempurnaan kerangka Enterprise Continuity Management System (BCMS), refining the
Risk Management (ERM), serta penguatan efektivitas Enterprise Risk Management (ERM) framework, and
pengendalian internal di seluruh lini bisnis. strengthening the effectiveness of internal controls
across all business lines.
Integritas tetap menjadi fondasi utama dalam setiap Integrity remains the core foundation of every Elnusa
1
aktivitas Perwira Elnusa. Nilai ini terus diperkuat employee’s activities. This value continues to be
dalam budaya kerja untuk memastikan proses bisnis reinforced within the corporate culture to ensure
yang sehat, transparan, dan berkelanjutan, sekaligus healthy, transparent, and sustainable business
memberikan kontribusi positif bagi Perusahaan dan processes, while also delivering positive contributions
masyarakat. to the Company and society.
Mengintegrasikan Keberlanjutan Integrating Sustainability
Laporan Management
Management Report
Sebagai perusahaan jasa energi terintegrasi yang As an integrated energy services company listed on
tercatat di Bursa Efek Indonesia, Perusahaan the Indonesia Stock Exchange, the Company develops
membangun strategi keberlanjutan secara bertahap, its sustainability strategy in a gradual, measurable
terukur, dan selaras dengan arah kebijakan entitas manner and in alignment with the policies of its parent
induk, Pertamina Grup, serta agenda transisi energi entity, the Pertamina Group, as well as the national
nasional. Strategi ini dirancang untuk memastikan energy transition agenda. This strategy is designed to
2
pertumbuhan bisnis tetap sejalan dengan prinsip ESG ensure that business growth remains aligned with ESG
dan penciptaan nilai jangka panjang bagi pemegang principles and long-term value creation for shareholders
saham serta seluruh pemangku kepentingan. and all stakeholders.
Di samping itu, Perusahaan berupaya mengelola In addition, the Company strives to manage ESG risks as
risiko ESG sebagai bagian dari pengelolaan dampak, part of impact management, both potential and actual,
baik potensial maupun aktual, yang pada akhirnya which ultimately delivers added value to the Company.
memberikan nilai tambah bagi Perusahaan. Salah satu One of the most critical aspects is Occupational
Profil Perusahaan
Company Profile
yang terpenting adalah Kesehatan dan Keselamatan Health and Safety (OHS), alongside other risks that
Kerja (K3), selain risiko lainnya yang juga memiliki also have significant impacts on the Company. HSSE
dampak signifikan bagi Perusahaan. Pengelolaan K3 management is a key enabler of operational excellence
menjadi kunci penting untuk mewujudkan operational and is integrated into the Company’s KPIs. Failure in
excellence, yang kemudian terintegrasikan dalam KPI HSSE management may result in additional unplanned
3
Perusahaan. Kegagalan pengelolaan HSSE dapat recovery costs and could even lead to reputational
berdampak pada beban dan biaya recovery di luar damage.
beban yang telah direncanakan, dan bahkan dapat
berujung pada jatuhnya reputasi Perusahaan.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Transisi energi dan perubahan iklim turut menjadi Energy transition and climate change are also key
perhatian kami dalam mewujudkan ketangguhan considerations in strengthening business resilience.
bisnis. Perusahaan berupaya merespon tekanan global The Company is responding to global pressures on
terhadap dekarbonisasi dan pembiayaan berbasis decarbonization and ESG-based financing, which
ESG yang memengaruhi model bisnis jasa migas. Hal are influencing the oil and gas services business
ini terlihat dari semakin selektifnya lembaga keuangan model. This is reflected in the increasingly selective
global dalam memberikan pendanaan terhadap proyek approach of global financial institutions in funding
berintensitas karbon tinggi. Di samping itu, pasar juga high-carbon intensity projects. At the same time, the
memberikan respon yang cukup positif terhadap solusi market is responding positively to more efficient and
energi yang lebih efisien dan ramah lingkungan. Di environmentally friendly energy solutions. Amid these
tengah dinamika tersebut, Perusahaan berupaya terus dynamics, the Company continues to prepare strategic
mempersiapkan langkah strategis melalui perumusan measures through the formulation of appropriate
4
rencana aksi yang tepat guna memitigasi dampak action plans to mitigate potential negative impacts on
negatif dinamika tersebut terhadap kinerja operasional operational and business performance.
dan bisnis Perusahaan.
2025 Annual Report PT Elnusa Tbk
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Page 59
Secara khusus, kami menyusun Laporan Keberlanjutan Specifically, the Sustainability Report is prepared as
sebagai dokumen yang tidak terpisahkan dari Laporan an integral part of this Annual Report. Through the
Tahunan ini. Melalui Laporan Keberlanjutan, kami Sustainability Report, the Company seeks to provide
berupaya memberikan gambaran yang nyata tentang a clear representation of sustainability that is fully
keberlanjutan yang terintegrasikan dalam bisnis integrated into its overall business activities.
Perusahaan secara keseluruhan.
Susunan Direksi Composition of the Board of Directors
Berdasarkan hasil RUPS Luar Biasa tanggal 25 Agustus Based on the resolutions of the Extraordinary General
2025, para Pemegang Saham memutuskan untuk Meeting of Shareholders (EGMS) held on August
memberhentikan dengan hormat Bachtiar Soeria 25, 2025, the Shareholders resolved to respectfully
5
Atmadja, Endro Hartanto, dan Stanley Iriawan dari dismiss Bachtiar Soeria Atmadja, Endro Hartanto,
posisinya sebagai Direktur Utama, Direktur Operasi, and Stanley Iriawan from their positions as President
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
dan Direktur Keuangan. Pada kesempatan yang Director, Director of Operations, and Director of
sama, para Pemegang Saham juga memutuskan untuk Finance, respectively. At the same meeting, the
mengangkat Litta Indriya Ariesca sebagai Direktur Shareholders also resolved to appoint Litta Indriya
Utama, Andri Haribowo sebagai Direktur Operasi, dan Ariesca as President Director, Andri Haribowo as
Nelwin Aldriansyah untuk menjabat sebagai Direktur Director of Operations, and Nelwin Aldriansyah as
Keuangan. Director of Finance.
Dengan demikian, susunan Direksi per 31 Desember Accordingly, the composition of the Board of Directors
2025 adalah sebagai berikut: as of December 31, 2025 is as follows:
• Direktur Utama: Litta Indriya Ariesca • President Director: Litta Indriya Ariesca
• Direktur Keuangan: Nelwin Aldriansyah • Director of Finance: Nelwin Aldriansyah
• Direktur Operasi: Andri Haribowo • Director of Operations: Andri Haribowo
6
• Direktur Pengembangan Usaha: Arief Prasetyo • Director of Business Development: Arief Prasetyo
Handoyo Handoyo
Sustainability Reference
Rujukan Keberlanjutan
• Direktur SDM & Umum: Hera Handayani • Director of Human Capital & General Affairs:
Hera Handayani
Tidak terdapat perubahan susunan Direksi dalam There were no changes to the composition of the
periode sejak tutup tahun buku hingga dipublikasikannya Board of Directors in the period from the end of the
Laporan Tahunan ini. financial year up to the publication of this Annual
Report.
Prospek dan Strategi ke Depan Prospects and Future Strategy
Memasuki tahun 2026, prospek Elnusa selaras dengan Entering 2026, Elnusa’s prospects are aligned
target Pemerintah Indonesia dalam memacu produksi with the Indonesian Government’s target to boost
migas nasional menuju 1 juta BOPD dan 12 BSCFPD. national oil and gas production to 1 million BOPD 7
Sejalan dengan tema “Rediscover Technology and and 12 BSCFPD. In line with the theme “Rediscover
Financial Report
Laporan Keuangan
Innovation Edge”, Perusahaan memfokuskan kembali Technology and Innovation Edge,” the Company
kekuatannya pada penguasaan teknologi sebagai refocuses its strengths on technology mastery as its
keunggulan kompetitif utama. Di tengah tekanan core competitive advantage. Amid rising exploration
biaya eksplorasi dan tantangan struktural rantai pasok costs and structural challenges in the global supply
global, Elnusa bertransformasi menjadi mitra strategis chain, Elnusa is transforming into a strategic partner
yang mampu memberikan solusi teknis yang akurat, capable of delivering precise, effective, and value-
efektif, dan berorientasi pada nilai tambah. oriented technical solutions.
Elnusa memperluas peran strategisnya dengan Elnusa is expanding its strategic role by entering
memasuki pengelolaan lapangan marginal dan marginal field management and idle well
revitalisasi sumur idle melalui skema KSO(T) sesuai revitalization through KSO(T) schemes in accordance
Permen No. 14 Tahun 2025. Dalam peran sebagai with Ministerial Regulation No. 14 of 2025. In its
pengelola (operator) ini, Elnusa menerapkan model role as an operator, the Company applies an agile
operasional yang lincah dan efisien untuk mengonversi and efficient operational model to convert marginal
aset marginal menjadi kontributor produksi. Fokus utama assets into production contributors. The main focus
2025 Annual Report PT Elnusa Tbk
59
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2025 Performance Highlights
Kilas Kinerja 2025
dalam strategi ini adalah implementasi teknologi tepat of this strategy is the implementation of fit-for-purpose
guna yang mampu menyelesaikan kendala spesifik di technologies that can address specific field issues
lapangan (field issues) secara cepat dan ekonomis. quickly and cost-effectively.
Dalam mendukung percepatan proyek strategis To support the acceleration of national strategic projects
1
nasional seperti pengembangan MNK, eksplorasi such as MNK development, giant field exploration,
lapangan raksasa, EOR, serta wilayah frontiers, Elnusa Enhanced Oil Recovery (EOR), and frontier areas,
berkomitmen melakukan investasi pada peralatan dan Elnusa is committed to investing in advanced equipment
teknologi mutakhir. Hal ini mencakup: and technologies. This includes:
• Bekerja sama secara intensif dengan Pertamina • Intensive collaboration with Pertamina TI&I
TI&I serta Upstream Innovation untuk menerapkan and Upstream Innovation to implement modern
Laporan Management
Management Report
teknologi modern yang mampu memitigasi risiko technologies that mitigate operational risks in
operasional di medan teknis yang kompleks, dan complex technical environments, as well as other
hal lainnya yang dibutuhkan di dalam industri solutions required in the oil and gas industry.
migas.
• Memperkuat layanan hulu terintegrasi dengan • Strengthening integrated upstream services
dukungan aset digital dan mekanikal terbaru guna supported by the latest digital and mechanical
2
memastikan keandalan operasional pada proyek assets to ensure operational reliability in large-
eksplorasi dan produksi skala besar. scale exploration and production projects.
Sebagai perusahaan jasa, Elnusa tetap konsisten As a service company, Elnusa remains consistent in
menjalankan strategi Cost Leadership melalui implementing a Cost Leadership strategy through
optimalisasi struktur biaya dan manajemen modal kerja optimization of cost structures and disciplined working
yang disiplin. Teknologi diposisikan sebagai enabler capital management. Technology is positioned as an
efisiensi melalui: enabler of efficiency through:
Profil Perusahaan
Company Profile
• Digitalisasi & Otomatisasi: Implementasi sistem • Digitalization & Automation: Implementation of
pemantauan berbasis data dan predictive data-based monitoring systems and predictive
maintenance untuk menurunkan downtime maintenance to reduce downtime of key equipment.
peralatan utama.
3
• Utilisasi Aset: Memaksimalkan produktivitas • Asset Utilization: Maximizing productivity across
seluruh lini bisnis guna memperkuat recurring all business lines to strengthen recurring income
income dan margin laba secara berkelanjutan. and sustainable profit margins.
Sinergi dalam ekosistem Pertamina diperkuat untuk Synergy within the Pertamina ecosystem is strengthened
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
membangun "One Energy Ecosystem" yang harmonis, to build a “One Energy Ecosystem,” where cross-
di mana kolaborasi lintas fungsi mendorong efisiensi functional collaboration drives large-scale efficiencies
skala besar (economies of scale). Seluruh proses bisnis (economies of scale). All business processes are carried
dijalankan dengan kepatuhan ketat terhadap prinsip out with strict adherence to GCG principles, ensuring
GCG, memastikan transparansi dan akuntabilitas transparency and accountability in every operational
dalam setiap aktivitas operasional. activity.
Elnusa menyelaraskan pertumbuhan kinerja dengan Elnusa aligns its performance growth with ESG
prinsip ESG melalui efisiensi energi dan reduksi emisi. principles through energy efficiency and emission
Dengan mengukuhkan kembali kepemimpinan di bidang reduction. By reaffirming its leadership in technology
teknologi dan inovasi, Perusahaan optimis menjaga and innovation, the Company remains optimistic in
pertumbuhan yang tangguh sebagai penggerak utama sustaining resilient growth as a key driver in supporting
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dalam menjaga ketahanan energi nasional. national energy security.
2025 Annual Report PT Elnusa Tbk
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Apresiasi Appreciation
Kami mengapresiasi Dewan Komisaris atas We express our appreciation to the Board of
pengawasan dan arahan strategis yang memperkuat Commissioners for their oversight and strategic
pertumbuhan fundamental Elnusa. Penghargaan juga guidance, which has strengthened Elnusa’s
disampaikan kepada Pertamina Grup, regulator, fundamental growth. We also extend our appreciation
5
mitra kerja, dan seluruh pemangku kepentingan atas to Pertamina Group, regulators, business partners,
kolaborasi produktif sepanjang 2025. Apresiasi and all stakeholders for the productive collaboration
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
tertinggi diberikan kepada seluruh Perwira Elnusa atas throughout 2025. Our highest appreciation is conveyed
dedikasi dan ketangguhannya dalam menghadapi to all Elnusa employees for their dedication and
dinamika industri. Kami meyakini sinergi ini menjadi resilience in navigating industry dynamics. We believe
kunci dalam menciptakan nilai jangka panjang yang that this synergy will serve as a key driver in creating
berkelanjutan. sustainable long-term value.
Jakarta, 28 April 2026
Jakarta,April 28, 2026
6
Atas nama Direksi dan seluruh Perwira Elnusa,
Sustainability Reference
Rujukan Keberlanjutan
On behalf of the Board of Directors and all Elnusa personnel,
Litta Indriya Ariesca
Direktur Utama
President Director
7
Financial Report
Laporan Keuangan
2025 Annual Report PT Elnusa Tbk
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2025 Performance Highlights
DEWAN KOMISARIS
BOARD OF COMMISSIONERS
Kilas Kinerja 2025
1
Laporan Management
Management Report
2
Profil Perusahaan
Company Profile
3
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Vitri Cahyaningsih Purwadi Arianto
Mallarangeng Komisaris Utama
Komisaris President Commissioner
4
Commissioner
Farazandi Fidinansyah Abdul Hakim
Komisaris Independen Komisaris Independen
Independent Commissioner Independent Commissioner
2025 Annual Report PT Elnusa Tbk
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DIREKSI
BOARD OF DIRECTORS
5 Good Corporate Governance
Tata Kelola Perusahaan yang Baik
6
Sustainability Reference
7
Financial Report
Laporan Keuangan Rujukan Keberlanjutan
Andri Haribowo Litta Indriya Ariesca Arief Prasetyo Handoyo
Direktur Operasi Direktur Utama Direktur Pengembangan Usaha
Director of Operations President Director Director of Business Development
Nelwin Aldriansyah Hera Handayani
Direktur Keuangan Direktur SDM dan Umum
Director of Finance Director of Human Capital and General Affairs
2025 Annual Report PT Elnusa Tbk
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SURAT PERNYATAAN ANGGOTA DEWAN KOMISARIS TENTANG
TANGGUNG JAWAB ATAS LAPORAN TAHUNAN 2025 PT ELNUSA TBK
2025 Performance Highlights
Statement of Members of the Board of Commissioners
Kilas Kinerja 2025
of Responsibility for the 2025 Annual Report of PT Elnusa Tbk
1
Kami yang bertanda tangan di bawah ini menyatakan We the undersigned hereby declare that all the
bahwa semua informasi dalam Laporan Tahunan information contained within the 2025 Annual Report
PT Elnusa Tbk tahun 2025 telah dimuat secara lengkap of PT Elnusa Tbk has been presented completely. We
dan bertanggung jawab penuh atas kebenaran are fully responsible for the truthfulness of the content
Laporan Tahunan Perusahaan. of the Annual Report.
Laporan Management
Management Report
Demikian pernyataan ini dibuat dengan sebenarnya. This statement has been made truthfully.
Jakarta, 28 April 2026
2
Purwadi Arianto
Komisaris Utama
President Commissioner
Profil Perusahaan
Company Profile
3
Abdul Hakim
Vitri Cahyaningsih Mallarangeng
Komisaris Independen
Komisaris
Independent Commissioner
Commissioner
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Farazandi Fidinansyah
Komisaris Independen
Independent Commissioner
4
2025 Annual Report PT Elnusa Tbk
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SURAT PERNYATAAN ANGGOTA DIREKSI TENTANG TANGGUNG JAWAB
ATAS LAPORAN TAHUNAN 2025 PT ELNUSA TBK
Statement of Members of the Board of Directors
of Responsibility for the 2025 Annual Report of PT Elnusa Tbk
5
Kami yang bertanda tangan di bawah ini menyatakan We the undersigned hereby declare that all the
bahwa semua informasi dalam Laporan Tahunan information contained within the 2025 Annual Report
PT Elnusa Tbk tahun 2025 telah dimuat secara lengkap of PT Elnusa Tbk has been presented completely. We
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
dan bertanggung jawab penuh atas kebenaran are fully responsible for the truthfulness of the content
Laporan Tahunan Perusahaan. of the Annual Report.
Demikian pernyataan ini dibuat dengan sebenarnya. This statement has been made truthfully.
Jakarta, 28 April 2026
6
Sustainability Reference
Rujukan Keberlanjutan
Litta Indriya Ariesca
Direktur Utama
President Director
Nelwin Aldriansyah Andri Haribowo
Direktur Keuangan Direktur Operasi
Director of Finance Director of Operations 7
Financial Report
Laporan Keuangan
Arief Prasetyo Handoyo Hera Handayani
Direktur Pengembangan Usaha Direktur SDM dan Umum
Director of Business Development Director of Human Capital and General Affairs
2025 Annual Report PT Elnusa Tbk
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66
Analisis dan Pembahasan Manajemen Profil Perusahaan Laporan Management Kilas Kinerja 2025
4 Management Discussion and Analysis 3 Company Profile 2 Management Report 1 2025 Performance Highlights
2025 Annual Report
PT Elnusa Tbk
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67
5 6 7
Tata Kelola Perusahaan yang Baik Rujukan Keberlanjutan
Good Corporate Governance Laporan Keuangan
Sustainability Reference Financial Report
PROFIL PERUSAHAAN
COMPANY PROFILE
PT Elnusa Tbk
2025 Annual Report
Page 68
PROFIL
2025 Performance Highlights
Kilas Kinerja 2025
PERUSAHAAN
1
COMPANY
PROFILE
Laporan Management
2Management Report
IDENTITAS DAN INFORMASI UMUM PERUSAHAAN
COMPANY IDENTITY AND GENERAL INFORMATION
Profil Perusahaan
Company Profile
Nama Perusahaan : PT Elnusa Tbk
Company Name
Tanggal Pendirian : 25 Januari 1969
Date of Establishment
3
January 25, 1969
Tanggal Peresmian : 9 September 1969
Date of Inauguration September 9, 1969
Lama Berdiri : 56 tahun
Analisis dan Pembahasan Manajemen
Company Age
Management Discussion and Analysis
56 years
Dasar Hukum : Akta Pendirian No. 18 tanggal 25 Januari 1969 yang dibuat di hadapan Tan
Pendirian Thong Kie, Notaris, di Jakarta, sebagaimana diubah melalui Akta No. 10
Legal Basis of tanggal 13 Februari 1969 pada notaris yang sama. Akta ini telah mendapat
Establishment pengesahan dari Menteri Kehakiman Republik Indonesia melalui Surat
Keputusan No. J.A.5/18/24 tanggal 19 Februari 1969, serta telah diumumkan
dalam Berita Negara Republik Indonesia No. 35, Tambahan No. 58 tanggal
2 Mei 1969.
The Deed of Establishment No. 18, dated January 25, 1969, made in the presence
of Tan Thong Kie, Notary, in Jakarta, and it was amended by Deed No. 10, dated
February 13, 1969, also from the same notary. This deed of establishment has
4
been approved by the Minister of Justice of the Republic of Indonesia through
Decree No. J.A.5/18/24 dated February 19, 1969, and has been announced in
the State Gazette of the Republic of Indonesia No. 35, Supplement No. 58 dated
May 2, 1969.
2025 Annual Report PT Elnusa Tbk
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Status Perusahaan : Perusahaan Terbuka (Tbk)
Status of the Company Public Company (Tbk)
Maksud dan Tujuan : Berusaha dalam bidang Jasa (akivitas profesional; informasi dan komunikasi; real
Pendirian estat; akivitas ketenagakerjaan, dan usaha penunjang lainnya); perdagangan
Purpose and besar dan eceran; pertambangan dan penggalian; pembangunan (konstruksi);
Objectives of perindustrian; dan pengelolaan air; dan pengelolaan air limbah.
Establishment To engage in the service sector (professional activities; information and communication;
real estate; employment activities, and other supporting businesses); wholesale
and retail trade; mining and quarrying; construction; industrial activities; water
management; and wastewater management.
5
Kepemilikan Saham : • PT Pertamina Hulu Energi (PHE) = 51,1%
Share Ownership • Haiyanto = 6,2%
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
• Publik masing-masing < 5% = 42,7%
• PT Pertamina Hulu Energi = 51.1%
• Haiyanto = 6.2%
• Public (each < 5%) = 42.7%
Modal Dasar : Rp2.250.000.000.000,-
Authorized Capital
Modal Ditempatkan : Rp729.850.000.000,-
dan Disetor Penuh
Issued and Paid-up
Capital
6
Pencatatan Saham di : Bursa Efek Indonesia (d/h Bursa Efek Jakarta dan Bursa Efek Surabaya), 6
BursaSaham Februari 2008
Sustainability Reference
Rujukan Keberlanjutan
Stock Listing on the Indonesia Stock Exchange (formerly Jakarta Stock Exchange and Surabaya Stock
Exchange Exchange), February 6, 2008
Kode Saham : ELSA
Stock Code
Jumlah Karyawan : 1.939 orang
Number of Employees 1,939 persons
Alamat : Graha Elnusa, Lantai 16
Address Jl. TB Simatupang Kav. 1B Jakarta 12560, Indonesia
Telp : (+62)21 7883 0850
Phone
7
Financial Report
Laporan Keuangan
Faks : (+62)21 7883 0907
Fax
Surel : corporate@elnusa.co.id
Email marketing@elnusa.co.id
Media Sosial : Linkedin: PT Elnusa Tbk
Social Media Instagram: @elnusaofficial
Youtube: Elnusa
X: elnusa_official
TikTok: @elnusaofficial
Kontak Lanjut : Rustam Aji
Contact Sekretaris Perusahaan/Corporate Secretary
Graha Elnusa Lt. 16 Jl. TB Simatupang Kav. 1B Jakarta 12560, Indonesia
T/F: (+62)21 7883 0850/(+62)21 7883 0907
E: corporate@elnusa.co.id
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2025 Performance Highlights
Kilas Kinerja 2025
1
Riwayat
Laporan Management
Management Report
Singkat
Elnusa
2
Brief History Of Elnusa
Profil Perusahaan
Company Profile
Sejarah Singkat Perkembangan Perusahaan Brief History of the Company’s Development
PT Elnusa Tbk , disebut juga “Elnusa” atau PT Elnusa Tbk, hereinafter referred to as “Elnusa”
“Perusahaan”, berdiri dengan nama PT Elektronika or the “Company,” was established under the
Nusantara berdasarkan Akta Notaris No. 18 name PT Elektronika Nusantara based on Notarial
tanggal 25 Januari 1969 dari Tan Thong Kie, S.H., Deed No. 18 dated January 25, 1969, drawn
3
sebagaimana diubah melalui Akta Notaris No. 10 up before Tan Thong Kie, S.H., as subsequently
tanggal 13 Februari 1969 dari notaris yang sama. amended by Notarial Deed No. 10 dated
February 13, 1969, made before the same notary.
Pemegang saham utama/mayoritas Elnusa adalah The main/majority shareholder of Elnusa is PT Pertamina
PT Pertamina Hulu Energi, dengan PT Pertamina Hulu Energi, with PT Pertamina (Persero) as the parent
(Persero) sebagai entitas induk. Perusahaan memulai entity. The Company began its business journey as a
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
perjalanan bisnisnya sebagai pendukung operasi PT supporting partner for the operations of PT Pertamina
Pertamina (Persero), terutama dalam memberikan (Persero), particularly in providing services including
pelayanan termasuk pemeliharaan dan perbaikan di maintenance and repair of electronic communication
bidang peralatan komunikasi elektronik, peralatan equipment, navigation equipment, and radar systems
navigasi dan sistem radar yang digunakan oleh used by Pertamina-owned vessels as well as foreign oil
kapal milik Pertamina maupun kapal minyak asing tankers that had cooperation agreements with State-
yang memiliki perjanjian kerja sama dengan Badan Owned Enterprises (BUMN) in the oil and gas sector.
Usaha Milik Negara (BUMN) di bidang migas.
Pada tahun 1984, Perusahaan melakukan perubahan In 1984, the Company changed its name to PT
nama menjadi PT Elnusa berdasarkan Akta Notaris Elnusa based on Notarial Deed No. 23 dated June
No. 23 tanggal 8 Juni 1984 yang dibuat di hadapan 8, 1984, drawn up before Sinta Susikto, Notary,
Sinta Susikto, Notaris, di Jakarta. Kemudian, pada in Jakarta. Subsequently, in 2008, Elnusa was
4
tahun 2008, Elnusa secara resmi terdatar di Bursa Efek officially listed on the Indonesia Stock Exchange
Indonesia dengan kode saham ELSA pada 6 Februari under the stock code ELSA on February 6, 2008,
2008 dan resmi menggunakan nama PT Elnusa Tbk. and formally adopted the name PT Elnusa Tbk.
2025 Annual Report PT Elnusa Tbk
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5 Good Corporate Governance
Tata Kelola Perusahaan yang Baik
6
Sustainability Reference
Rujukan Keberlanjutan
Setelah melalui perjalanan panjang yang dimulai After a long journey that began as a marine
sebagai perusahaan jasa elektronika perkapalan, electronics service company, Elnusa has now
saat ini Elnusa telah bertransformasi menjadi penyedia transformed into one of the leading energy service
jasa energi terkemuka di Indonesia yang siap menjadi providers in Indonesia, ready to become a trusted
mitra terpercaya bagi klien nasional dan internasional. partner for both national and international clients.
Informasi tentang Perubahan Nama dan Status Perusahaan
Information on Changes in the Company’s Name and Status
7
Financial Report
Laporan Keuangan
1969 PT Elektronika
Nusantara
1984 PT Elnusa 2008 PT Elnusa Tbk
Akta Pendirian No. 18 tanggal
25 Januari 1969 yang dibuat di Akta Perubahan No. 18 tanggal Akta Perubahan No. 115
hadapan Tan Thong Kie, Notaris, 8 Juni 1984 yang dibuat di tanggal 15 Mei 2008 yang
di Jakarta, yang diubah melalui hadapan Sinta Susikto, Notaris dibuat di hadapan Sutjipto,
Akta No. 10 tanggal 13 Februari di Jakarta Notaris di Jakarta
1969 pada notaris yang sama
Deed of Amendment No. 18 Deed of Amendment No. 115
Deed of Establishment No. 18 dated June 8, 1984, drawn up dated May 15, 2028, drawn
dated January 25, 1969, drawn before Sinta Susikto, Notary, in up before Aryanti Artisari,
up before Tan Thong Kie, Notary, Jakarta. Notary, in Jakarta.
in Jakarta, as amended by Deed
No. 10 dated February 13, 1969
before the same notary.
2025 Annual Report PT Elnusa Tbk
71
Page 72
1969 Jejak
Langkah
Didirikan dengan
nama PT Elektronika
Nusantara yang
bergerak di bidang
elektronika pelayaran
Milestones 2014
sebagai marine
elektronika services.
Established under the
name PT Elektronika
Penetapan Year
of Development, 2017
memperkuat
Nusantara, operating Green AWB
tatanan operasional
in the marine electronics Innovation
organisasi dan
sector as a marine Menginisiasi
fungsi pengendalian
electronics services pemanfaatan energi
internal serta
provider. terbarukan sebagai
melakukan evaluasi
sumber energi
dan mendeinisikan
parsial pada kapal
1972 ulang produk/jasa.
pendukung migas
2008
untuk meningkatkan
Designated as the
Membentuk Divisi efisiensi energi.
Year of Development,
Seismic Data Melakukan penawaran strengthening the
2004
Processing sebagai umum saham perdana
Green AWB
organizational
cikal bakal PT Elnusa dan menjadi perusahaan
Innovation
operational structure
Geosains Services. publik.
Initiated the utilization
Mendirikan PT Elnusa and internal control
of renewable energy as
Drillling Services. functions, as well
Established the Seismic a partial energy source
Conducted an Initial as evaluating
Data Processing for oil and gas support
Established PT Elnusa Public Offering (IPO) and redefining
Division as the vessels to improve
Drilling Services. and became a public products/services.
forerunner of PT Elnusa energy efficiency.
company.
Geosains Services.
1984 2007 2013 2016 2018
Pembentukan PT Menetapkan fokus Mengubah visi Fleet Management Eco Drilling Fluid
Elnusa Workover usaha. menjadi Energy Solution Solution
Services. Services Company Menghadirkan sistem Mengembangkan
Determined its core pemantauan distribusi lumpur pengeboran
Established PT Elnusa business focus. Changed its vision to energi yang efisien berbasis air yang lebih
Workover Services. become an Energy untuk meningkatkan ramah lingkungan dan
Melakukan Services Company. keandalan dan mampu menekan biaya
restrukturisasi bisnis pengendalian operasi pengeboran.
1996 dan portofolio (merger)
serta menjadi operating
Perubahan logo dan
Corporate Identity.
operasional.
Seismic Vessel
Menjadi investment holding. Fleet Management Menghadirkan armada
holding dengan lebih Implemented Solution seismic offshore modern
dari 10 portofolio. Conducted business changes to its logo Provided an energy untuk mendukung
and portfolio and Corporate distribution monitoring eksplorasi dan
Transformed into an restructuring (merger) Identity. system to enhance penemuan lapangan
investment holding with and became an reliability and migas baru.
more than 10 (ten) operating holding. operational control
portfolio companies. efficiency. Eco Drilling Fluid
Solution
Developed water-based
drilling fluids that are
more environmentally
friendly and help reduce
drilling operating costs.
Seismic Vessel
Introduced a modern
offshore seismic fleet to
support exploration and
the discovery of new oil
and gas fields.
Page 73
2019
Membuktikan kemampuannya
turut membangun kapasitas
2021
Bergabung dalam Subholding
nasional sebagai perusahaan Upstream kelompok usaha PT
jasa energi yang mengusung
total solution di usianya yang
Pertamina (Persero) sebagai
Holding BUMN Migas.
2022
telah menginjak 50 tahun.
OCTG Solutions
Integrated Chemical Services Menghadirkan solusi
Cementing Solution Menghadirkan layanan chemical OCTG terintegrasi
Memperkuat kompetensi terintegrasi dari sourcing, R&D melalui penyediaan pipa
nasional melalui formulasi produk tailor-made, blending, berstandar API 5CT serta
slurry cementing mandiri yang quality assurance, logistik, inovasi GRE dan PE lining
andal untuk pengeboran lepas hingga aplikasi lapangan untuk untuk meningkatkan
pantai. meningkatkan efisiensi dan ketahanan korosi dan
keandalan operasi. umur pakai pipa.
Demonstrated its capability
in contributing to national Joined the Upstream Subholding OCTG Solutions
capacity building as an energy of PT Pertamina (Persero) Group Provided integrated
services company offering total as the SOE Oil and Gas Holding. OCTG solutions through
solutions, marking its 50 years
the supply of API 5CT
of operation. Integrated Chemical Services standard pipes, along
Delivered integrated chemical with GRE and PE lining
Cementing Solution services covering sourcing, innovations to enhance
Strengthened national
2025
tailored product R&D, blending, corrosion resistance and
capabilities through the quality assurance, logistics, and pipe lifespan..
development of reliable field application to improve
in-house cementing slurry operational efficiency and Melalui tema 'Capitalizing on
formulations for offshore reliability. Opportunities: Building a Stronger
drilling.
Presence and Resilience', Elnusa
mengakselerasi ekspansi pasar
dan investasi aset strategis untuk
memperkuat layanan terintegrasi.
Pertumbuhan tangguh ini didukung
oleh optimalisasi biaya, penguatan
permodalan, serta implementasi
Roadmap ESG sebagai fondasi
keberlanjutan bisnis
Through the theme “Capitalizing on
2024
Opportunities: Building a Stronger
2020 2023 Presence and Resilience,” Elnusa
accelerates market expansion
Marine Vessel Dredging Hydraulic Drilling Di usia 55 tahun, Elnusa and strategic asset investments to
Solution Solution mengakselerasi keunggulan
strengthen integrated services. This
Mengembangkan Mengoptimalkan operasional demi mewujudkan
visi 'Solusi Total' di industri resilient growth is supported by cost
armada pengerukan workover unit menjadi
energi. Tahun 2024 menjadi optimization, capital strengthening,
untuk mendukung solusi pengeboran di
persiapan drilling, area rawa (swamp) momentum krusial melalui and the implementation of the ESG
pelabuhan, serta proyek dengan biaya yang lebih transformasi SDM, inovasi Roadmap as the foundation for
konstruksi dan tambang efisien. layanan, dan peluncuran sustainable business growth.
lepas pantai. Roadmap ESG.
Hydraulic Drilling
Marine Vessel Dredging Solution At 55 years old, Elnusa
Solution Optimized workover accelerates operational
Developed a dredging units to provide a more excellence to realize its ‘Total
fleet to support drilling cost-effective drilling Solutions’ vision in the energy
preparation, ports, as well solution in swamp areas.. industry. 2024 marks a crucial
as offshore construction momentum through human
and mining projects. capital transformation, service
innovation, and the launch of
the ESG Roadmap.
Page 74
Visi, Misi, dan
Budaya
2025 Performance Highlights
Perusahaan
Kilas Kinerja 2025
VISION, MISSION, AND CORPORATE CULTURE
VISI VISION
1
Perusahaan Jasa Energi
Terkemuka yang Memberikan
Laporan Management
Solusi Total
Management Report
Reputable Energy Services Company by
Providing Total Solutions
2
Terkemuka Perusahaan Jasa Energi Memberikan Solusi Total
Reputable Providing Total Solution Providing Total Solutio
Bereputasi baik berarti perusahaan yang Untuk menciptakan bisnis yang Elnusa akan memberikan solusi atau sistem
menjadi pilihan utama dan terpercaya berkelanjutan (dengan menyeimbangkan yang komprehensif untuk memecahkan
untuk mendominasi pasar. portofolio dari dinamika bisnis yang masalah yang disesuaikan dengan kebutuhan
Profil Perusahaan
Company Profile
berbeda) dan mencapai ingkat pelanggan dan dinamika pasar.
Reputable means the Company is the pertumbuhan yang lebih tinggi.
first choice and a trusted one that can To create a sustainable business (by
dominate the market. balancing a portfolio of different business
Elnusa will provide a comprehensive
dynamics) and achieve higher growth rates.
solution or system to solve problems
tailored to customer needs and market
dynamics.
3
MISI MISSION
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
1. Meningkatkan bisnis yang berkelanjutan dan menguntungkan dalam industri energi dalam negeri
dan internasional untuk memenuhi harapan pemegang saham.
2. Memenuhi dan menjaga kepuasan pelanggan dengan memberikan solusi total melalui sinergi,
operasional excellence, HSSE, dan prinsip-prinsip GCG.
3. Meningkatkan kesejahteraan dan kesempatan untuk berkembang bagi karyawan.
4. Membangun hubungan yang harmonis dan saling menguntungkan dengan pemerintah, mitra, dan
masyarakat.
4
1. Improving business sustainability and profitability in local and international energy industries to
meet shareholders’ Expectations
2. Fulfilling and maintaining customer satisfaction by providing Total Solution through synergy,
operational excellence, HSSE, and GCG principles
3. Improving employees’ welfare and growth opportunities.
4. Establishing harmonious and mutually beneficial relationships with governments, partners, and
communities.
2025 Annual Report PT Elnusa Tbk
74
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Page 75
Budaya dan Nilai-nilai Utama Perusahaan
Corporate Culture and Core Values
Perusahaan memiliki budaya dan tata nilai perusahaan yang menjadi fondasi utama
dalam menjalankan seluruh aktivitas bisnis. Budaya Perusahaan tersebut wajib
dipahami, dipatuhi, dan diterapkan secara konsisten oleh seluruh Perwira Elnusa
sebagai pedoman dalam pelaksanaan pekerjaan sehari-hari. Budaya dan tata nilai
5
perusahaan berperan strategis dalam pengelolaan Sumber Daya Manusia (SDM)
guna mendukung pencapaian visi, misi, serta target kinerja Perusahaan secara
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
berkelanjutan.
The Company upholds corporate culture and values that serve as the primary
foundation in carrying out all business activities. These corporate values must be
understood, complied with, and consistently implemented by all Elnusa Personnel
as guidance in performing their daily duties. The corporate culture and values
play a strategic role in human capital management to support the achievement of
the Company’s vision, mission, and performance targets in a sustainable manner.
Sosialisasi dan Internalisasi Tata Nilai AKHLAK
Program internalisasi Tata Nilai AKHLAK terus dijalankan secara rutin di Elnusa
6
Group sejak tahun 2021 dan terus berlanjut hingga tahun 2025. Pelaksanaan
program tersebut mengacu pada dimensi program Living Core Values yang
Sustainability Reference
Rujukan Keberlanjutan
ditetapkan oleh PT Pertamina (Persero), sesuai dengan Surat Keputusan Direktur
Utama PT Pertamina (Persero) No. Kpts-01/C00000/2022-S0 tentang pengelolaan
Program Living Core Values (LCV) di Lingkungan Pertamina Group.
Pelaksanaan Program Living Core Values mengacu pada pendekatan Plan–Do–
Check–Action (PDCA) sebagai kerangka penguatan budaya. Melalui siklus PDCA
tersebut, Program Living Core Values memastikan bahwa budaya Pperusahaan tidak
berhenti pada sosialisasi dan internalisasi, tetapi terus diperkuat secara sistemik
dan berkelanjutan. Program ini juga terintegrasi dengan sistem manajemen kinerja,
kepemimpinan, serta tata kelola perusahaan.
Socialization and Internalization of AKHLAK Core Values
7
Financial Report
Laporan Keuangan
The internalization program of the AKHLAK Core Values has been consistently
implemented across the Elnusa Group since 2021 and continued throughout 2025.
The implementation of this program refers to the Living Core Values framework
established by PT Pertamina (Persero), in accordance with the Decree of the President
Director of PT Pertamina (Persero) No. Kpts-01/C00000/2022-S0 concerning the
management of the Living Core Values (LCV) Program within the Pertamina Group.
The implementation of the Living Core Values Program adopts the Plan–Do–
Check–Action (PDCA) approach as a framework for strengthening corporate
culture. Through this PDCA cycle, the Living Core Values Program ensures that the
Company’s culture does not stop at the stage of socialization and internalization
but continues to be strengthened systematically and sustainably. The program is
also integrated with performance management systems, leadership development,
and corporate governance practices.
2025 Annual Report PT Elnusa Tbk
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Page 76
2025 Performance Highlights
Kilas Kinerja 2025
1
2Laporan Management
Management Report
AMANAH Memegang teguh kepercayaan yang telah
diberikan.
Profil Perusahaan
TRUSTWORTHY
Company Profile
Commitment to uphold the trust given.
KOMPETEN Terus belajar dan mengembangkan kapabilitas.
COMPETENT Constant commitment to continuous learning and
3
capability development.
HARMONIS Saling peduli dan menghargai perbedaan.
HARMONY Commitment to mutual care and respect for
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
differences.development.
Berdedikasi dan mengutamakan kepentingan
LOYAL bangsa dan negara.
LOYAL Constant dedication and priority for the interests of
the nation and state.
Terus berinovasi dan antusias dalam
ADAPTIF menggerakan ataupun menghadapi perubahan.
ADAPTIVE Commitment to continuous innovation and
enthusiasm in driving or facing changes.
4
KOLABORATIF Membangun kerja sama yang sinergis.
COLLABORATIVE Constant spirit embodiment to fostering synergistic
cooperation.
2025 Annual Report PT Elnusa Tbk
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5 Good Corporate Governance
Tata Kelola Perusahaan yang Baik
6
Sustainability Reference
Rujukan Keberlanjutan
Inisitaif & program dilakukan dalam penguatan budaya Initiatives and programs implemented to strengthen
antara lain: corporate culture include the following:
1. Program-program Agent of Change 1. Agent of Change Programs
Agent of Change (AoC) Perusahaan sebagai Agent of Change (AoC) within the Company, as
pengelola kegiatan budaya di Perusahaan, the managers of cultural initiatives, participate in
berpartisipasi dan menjalankan program-program and implement various cultural programs, including:
budaya, antara lain:
a. Rekrutmen Agent of Change (AoC) yang a. Recruitment of AoC conducted at the 7
dilakukan di awal tahun 2025. beginning of 2025.
Financial Report
Laporan Keuangan
b. Closing Agent of Change 2024 & Kick Off b. Closing of Agent of Change 2024 and Kick
Agent of Change 2025 yang dilaksanakan Off Agent of Change 2025 held on February
pada 05 Februari 2025. 5, 2025.
c. Program-program upskilling Agent of Change c. AoC upskilling programs conducted
(AoC) yang dilaksanakan secara berkala periodically throughout 2025.
sepanjang tahun 2025.
d. Pendampingan penyusunan Living Core d. Assistance in the preparation of Living
Values bersama koordinator AoC masing- Core Values initiatives together with AoC
masing fungsi. coordinators from each function.
e. Pertemuan konsolidasi dan koordinasi AoC e. Consolidation and coordination meetings
yang rutin dilaksanakan sebulan sekali of AoC held regularly once a month and
dihadiri oleh perwakilan dan koordinator attended by AoC representatives and
AoC seluruh Elnusa Group. coordinators across the Elnusa Group.
2. Culture Summit dan Culture Amplifier 2025 2. Culture Summit and Culture Amplifier 2025
Elnusa berpartisipasi aktif dalam acara “Culture Elnusa actively participated in the “Culture Summit
Summit dan Culture Amplifier” tahun 2025 yang and Culture Amplifier” event in 2025 organized by
diselenggarkaan oleh Subholding Upstream. the Pertamina Upstream Subholding.
2025 Annual Report PT Elnusa Tbk
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3. Sosialisasi Tata Nilai AKHLAK 3. Socialization of AKHLAK Core Values
Sosialisasi Tata Nilai AKHLAK dilakukan hampir The socialization of AKHLAK Core Values was
di seluruh fungsi, entitas Anak Perusahaan, dan carried out across nearly all functions, subsidiary
2025 Performance Highlights
lokasi proyek Perusahaan. Sosialisasi dilaksanakan entities, and project locations of the Company.
baik dalam agenda resmi sosialisasi maupun Socialization activities were conducted both through
penyampaian pada Fungsi Corporate Secretary formal sessions and other communication channels.
Kilas Kinerja 2025
juga berperan dalam sosialisasi AKHLAK, khususnya The Corporate Secretary function also played a role
dalam pembuatan puluhan video AKHLAK & in promoting AKHLAK values, particularly through
Safety Moment, yang kemudian disampaikan pada the production of dozens of AKHLAK and Safety
pembukaan acara-acara pertemuan, meeting, Moment videos. These materials were presented at
rapat Direksi, rapat koordinasi, dan event-event the opening of meetings, Board of Directors meetings,
Perusahaan, seperti town hall meeting, vendor coordination meetings, and corporate events such
1
annual meeting, Hari Anti Korupsi Sedunia as town hall meetings, vendor annual meetings, and
(HAKORDIA) dan lain-lain. International Anti-Corruption Day (HAKORDIA).
4. Learning and System 4. Learning and System
Untuk meningkatkan pemahaman Tata Nilai To enhance employees’ understanding of the
AKHL AK pada setiap pekerja, Perusahaan AKHLAK Core Values, the Company implemented
mengimplementasikan beberapa modul pelatihan several training modules and systems related to
Laporan Management
Management Report
dan sistem mengenai Tata Nilai AKHLAK, antara AKHLAK values, including:
lain:
a. Mandatory AKHLAK Course menggunakan a. Mandatory AKHLAK Course delivered through
modul learning management system yang a learning management system managed by
dikelola oleh Pertamina Corporate University. Pertamina Corporate University.
b. Modul AKHLAK pada induction online untuk b. AKHLAK modules in online induction programs
2
pekerja baru maupun untuk refreshment. for new employees as well as for refresher
purposes.
c. Modul Code of Conduct pada Compliance c. Code of Conduct modules within the Compliance
Online System (COMPOLS), yang di dalamnya Online System (COMPOLS), which include a
terdapat klausul komitmen menjalankan Tata commitment clause to implement the AKHLAK
Nilai AKHLAK. Core Values.
d. Partisipasi leader Elnusa dalam program d. Participation of Elnusa leaders in leadership
pengembangan leadership dan Budaya LVT and cultural development programs such as LVT
Profil Perusahaan
Company Profile
Serum 135 dan Exponent Serum 135. Serum 135 and Exponent Serum 135.
5. Assessment Living Core Values AKHLAK 5. Assessment of Living Core Values AKHLAK
Program Living Core Values (LCV) AKHLAK The Living Core Values (LCV) AKHLAK program was
dilakuksakan sepanjang periode 1 Oktober 2024 implemented during the period from October 1,
3
hingga 30 September 2025 sesuai dengan arahan 2024 to September 30, 2025 in accordance with
Pertamina. Program LCV AKHLAK diikuti oleh 18 Pertamina’s directive. The program was participated
leader level BOD-1 dan Direktur Anak Perusahaan. in by 18 leaders at the BOD-1 level and Directors
of Subsidiaries.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Dalam asesmen LCV AKHLAK tahun 2025, Elnusa In the 2025 AKHLAK LCV assessment, the Elnusa
Group memperoleh rata-rata skor 455,9, yang Group achieved an average score of 455.9,
berarti mengalami peningkatan skor sebesar 22% representing an increase of 22% compared to
dibanding tahun sebelumnya. Hal ini juga berarti the previous year. This result also indicates that
”AKHLAK Maturity Level” Perusahaan berada pada the Company’s “AKHLAK Maturity Level” is at
level “Commitment”. Setiap pimpinan di Perusahaan the “Commitment” level. Each leader within the
menjalankan program living core values periode Company implemented Living Core Values programs
2025 yang dikategorikan sebagai berikut: during the 2025 period categorized as follows:
a. One Hour Meeting: Program membangun a. One Hour Meeting: a program aimed at building
budaya meeting yang efektif dan efisien an effective and efficient meeting culture.
b. One Action: Program budaya untuk memberikan b. One Action: a cultural program to deliver the
kualitas terbaik dalam setiap aspek pekerjaan best quality in every aspect of work.
4
c. One Collab: Program budaya unggulan yang c. One Collab: a flagship cultural program
dapat meningkatkan kinerja fungsi melalui designed to improve functional performance
kolaborasi dan sinergi antar fungsi/Direktorat/ through collaboration and synergy among
Entitas Bisnis. functions, directorates, and business entities.
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Adapun kegiatan-kegiatan budaya berkaitan Cultural activities related to the LCV program
dengan program LCV, antara lain: include:
a. Penyusunan project charter budaya seiap fungsi a. Preparation of cultural project charters for each
dan entitas Anak Perusahaan. function and subsidiary entity.
b. Pengelolaan program budaya sesuai dengan b. Management of cultural programs in
project charter. accordance with the project charter.
c. Pengelolaan komunikasi dan sosialisasi Tata c. Management of communication and
Nilai AKHLAK di lingkungan pekerjaan. socialization of AKHLAK Core Values in the
workplace.
d. Pengumpulan evidence LCV dan program d. Collection of evidence related to the LCV and
5
internalisasi AKHLAK. AKHLAK internalization programs.
e. Survei Implementasi Tata Nilai AKHLAK. e. Survey on the implementation of AKHLAK Core
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Values.
LOGO DAN IDENTITAS PERUSAHAAN
CORPORATE LOGO AND IDENTITY
Identitas Perusahaan Company Identity
Logo ELNUSA mengalami perubahan pada tahun The ELNUSA logo was revised in 2013 to support the
2013 dalam rangka menunjang business repositioning, Company’s business repositioning, in line with Elnusa’s
sejalan dengan visi-misi baru Elnusa menjadi Energy new vision and mission to become an Energy Services
6
Services dan memberikan penekanan sekaligus positive company. The change was also intended to emphasize
image kepada seluruh pemegang saham terhadap and convey a positive image to all shareholders
Sustainability Reference
Rujukan Keberlanjutan
perubahan budaya Elnusa. Perubahan logo tersebut regarding the transformation of Elnusa’s corporate
efektif berlaku sejak tanggal 9 September 2013 atau culture. The new logo officially came into effect on
bertepatan dengan Hari Ulang Tahun ke-44 Elnusa. September 9, 2013, coinciding with Elnusa’s 44th
anniversary.
Makna Logo Perusahaan Meaning of the Company Logo
Gagasan dasar logogram adalah “Circular Energy” The fundamental concept of the logogram is “Circular
yang divisualisasikan membentuk huruf “e” sebagai huruf Energy,” which is visually represented in the shape of
awal nama (Elnusa) dan ruang lingkup bisnis (Energi). the letter “e,” symbolizing both the first letter of the
Company’s name (Elnusa) and the scope of its business
in the energy sector. 7
Financial Report
Laporan Keuangan
2025 Annual Report PT Elnusa Tbk
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Page 80
2025 Performance Highlights
Kilas Kinerja 2025
1
Makna Struktur Struktur bentuk logo bulat, bermakna dinamis dan sempurna, Elnusa sebagai perusahaan
Logogram jasa, memiliki semangat dan kekuatan besar yang secara dinamis berperilaku responsif,
Meaning of the adaptif, dan inovatif untuk memenuhi kebutuhan dan kepuasan pelanggan. Kesempurnaan
Logogram Structure adalah komitmen dan integritas Elnusa untuk membangun negeri melalui bisnis energy
services.
Laporan Management
Management Report
The circular structure of the logo represents dynamism and completeness. As a service
company, Elnusa possesses strong spirit and capability that dynamically demonstrate
responsiveness, adaptability, and innovation in meeting customer needs and satisfaction. This
sense of completeness reflects Elnusa’s commitment and integrity in contributing to national
development through its energy services business.
2
Konfigurasi gradasi ketebalan garis menciptakan impresi kecepatan berputar yang
mengartikulasikan: continuous improvement, dalam penguasaan teknologi, peningkatan
mutu sumber daya insani, yang menghasilkan profesionalisme yang terpercaya guna
mengakselerasi pertumbuhan bisnis dan pengembangan usaha.
The gradient configuration in the thickness of the lines creates the impression of rotational
Profil Perusahaan
speed, articulating the concept of continuous improvement in technology mastery and the
Company Profile
enhancement of human capital quality. These elements foster trusted professionalism that
accelerates business growth and development.
Makna Logotype Tulisan ‘elnusa’ sebagai ‘logotype Elnusa’ menggunakan huruf Fruiger SAIN Bd v.1, memberi
Meaning of the kesan ramah (lowercase/huruf kecil) dan tegas (bold/tebal).
3
Logotype
The word “elnusa” as the Elnusa logotype uses the Frutiger SAIN Bd v.1 typeface, conveying
a friendly impression through the use of lowercase letters while maintaining firmness through
its bold style.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Makna Struktur Komposisi warna yang terdiri dari biru, merah, dan hijau merupakan cerminan karakteristik
Logogram dan nilai Elnusa.
Meaning of the • Hijau: CLEAN, humanis dan ramah lingkungan.
Logogram Structure • Merah: RESPECTFUL dan semangat.
• Biru: SYNERGY, teknologi, dan modern.
The color composition consisting of blue, red, and green reflects the characteristics and values
of Elnusa.
• Green: Clean, humanistic, and environmentally friendly.
• Red: Respectful and full of spirit.
• Blue: Synergy, technology, and modernity.
4
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Bidang Usaha serta Produk dan Jasa LINE OF BUSINESS AND PRODUCTS AND SERVICES Kegiatan Usaha Berdasarkan Anggaran Business Activities Based on the Latest Dasar Terakhir Articles of Association Berdasarkan Anggaran Dasar yang terakhir diubah Based on the Articles of Association last amended melalui Akta No. 8 tanggal 17 Oktober 2022 yang through Deed No. 8 dated October 17, 2022, drawn dibuat di hadapan Aulia Taufani, S.H., Notaris up before Aulia Taufani, S.H., Notary in Jakarta, Article di Jakarta, Pasal 3 Anggaran Dasar Perusahaan 3 of the Company’s Articles of Association states that the menyebutkan bahwa maksud dan tujuan Perusahaan purpose and objectives of the Company are to engage adalah berusaha dalam bidang Jasa (Akivitas in the services sector (Professional, Scientific and Profesional; Ilmiah dan Teknis; Informasi dan Technical Activities; Information and Communication; Komunikasi; Real Estat; Akivitas Penyewaan dan Sewa Real Estate; Rental and Leasing Activities without Option Guna Usaha tanpa Hak Opsi, Ketenagakerjaan dan Rights; Employment Activities and Other Supporting Usaha Penunjang Lainnya); Perdagangan Besar dan Businesses); Wholesale and Retail Trade; Repair and Eceran; Reparasi dan Perawatan Mobil dan Sepeda Maintenance of Cars and Motorcycles; Mining and Motor; Pertambangan dan Penggalian; Pembangun Quarrying; Construction; Manufacturing; Electricity, (Konstruksi); Industri Pengolahan; Pengadaan Listrik, Gas, Steam/Hot Water and Air Conditioning Supply; Gas, Uap/Air Panas dan Udara Dingin; Treatment Air, Water Treatment; Wastewater Treatment; Waste Treatment Air Limbah, Treatment dan Pemulihan Material Material Treatment and Recovery; and Remediation Sampah dan Akivitas Remediasi. Activities. Untuk mencapai maksud dan tujuan tersebut di atas, To achieve the above purposes and objectives, the Perusahaan dapat melaksanakan kegiatan usaha Company may carry out the following business activities. sebagai berikut ini.
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Kegiatan Usaha Status
Business Activities Status
2025 Performance Highlights
Kegiatan Usaha Utama
Kilas Kinerja 2025
Main Business Activities
Akivitas profesional; ilmiah dan teknis
Aktivitas keinsinyuran dan konsultasi teknis yang berhubungan dengan itu.
• Aktivitas konsultasi management industry.
1
Professional, scientific and technical activities:
• Engineering activities and related technical consultancy.
• Industrial management consulting activities.
Informasi dan komunikasi:
• Aktivitas pengolahan data.
• Aktivitas penyediaan identitas digital.
• Aktivitas penyediaan sertifikat elektronik dan layanan yang menggunakan sertifikat elektronik.
Laporan Management
• Aktivitas konsultasi dan perancangan Internet of Things (IOT).
Management Report
• Aktivitas konsultasi komputer dan manajemen fasilitas komputer lainnya.
• Aktivitas teknologi informasi dan jasa komputer lainnya.
Information and communication:
• Data processing activities.
• Digital identity provision activities.
• Electronic certificate provision activities and services utilizing electronic certificates.
• Internet of Things (IoT) consulting and design activities.
2
• Computer consultancy and other computer facilities management activities.
• Other information technology and computer services activities.
Real estat; akivitas penyewaan dan sewa guna usaha tanpa hak opsi, ketenagakerjaan, agen perjalanan dan
usaha penunjang lainnya), antara lain:
• Aktivitas konsultasi manajemen lainnya.
• Aktivitas penyeleksian dan penempatan tenaga kerja.
• Real estat yang dimiliki sendiri atau disewa.
Profil Perusahaan
Company Profile
• Penyewaan venue penyelenggaraan akivitas MICE dan event khusus.
• Aktivitas penyeleksian dan penempatan tenaga kerja dalam negeri.
• Aktivitas penyeleksian dan penempatan tenaga kerja luar negeri.
• Aktivitas penyedia gabungan jasa penunjang fasilitas.
Real estate; rental and leasing activities without option rights; employment; travel agency; and other supporting
3
activities, including:
• Other management consultancy activities.
• Labor selection and placement activities.
• Real estate owned or leased.
• Venue rental for MICE and special event activities.
• Domestic labor selection and placement activities.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
• Overseas labor selection and placement activities.
• Combined facilities support services activities.
Menjalankan usaha dalam perdagangan besar dan eceran; reparasi dan perawatan mobil dan sepeda motor
antara lain:
• Perdagangan besar bahan bakar padat, cair, dan gas dan produk yang berhubungan dengan itu.
• Perdagangan besar atau balas jasa (fee) atau kontrak .
• Perdagangan besar peralatan telekomunikasi.
Engaging in wholesale and retail trade; repair and maintenance of cars and motorcycles, including:
• Wholesale trade of solid, liquid, and gaseous fuels and related products.
• Wholesale trade on a fee or contract basis.
• Wholesale trade of telecommunications equipment.
4
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Menjalankan usaha dalam bidang pertambangan dan penggalian antara lain:
• Akivitas penunjang pertambangan minyak bumi dan gas alam.
• Akivitas penunjang pertambangan dan penggalian lainnya.
Engaging in mining and quarrying activities (KBLI …), including:
• Support activities for oil and natural gas mining.
• Other support activities for mining and quarrying.
Menjalankan usaha dalam bidang pembangunan (konstruksi), antara lain:
• Konstruksi bangunan sipil minyak dan gas bumi.
• Konstruksi bangunan sipil pertambangan.
• Konstruksi bangunan sipil panas bumi.
5
• Instalasi minyak dan gas.
• Konstruksi sentral telekomunikasi.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Engaging in construction activities, including:
• Oil and gas civil construction.
• Mining civil construction.
• Geothermal civil construction.
• Oil and gas installation works.
• Telecommunications central facility construction.
Menjalankan usaha dalam bidang perindustrian, antara lain:
• Industri mesin penambangan, penggalian, dan konstruksi.
• Industri bahan bakar dari pemurnian dan pengilangan minyak bumi.
• Industri produk dari hasil kilang minyak bumi.
• Pembangkitan tenaga listrik (termasuk juga energi alternatif).
• Industri kapal dan perahu.
Engaging in industrial activities, including:
• Manufacturing of mining, quarrying, and construction machinery.
6
• Manufacture of fuels from petroleum refining and processing.
• Manufacture of products derived from petroleum refineries.
Sustainability Reference
Rujukan Keberlanjutan
• Electric power generation (including alternative energy).
• Manufacture of ships and boats.
Menjalankan usaha dalam bidang industri pengolahan:
• Industri bahan bakar dari pemurnian dan pengilangan minyak bumi.
• Industri produk dari hasil kilang minyak bumi.
• Industri kapal dan perahu.
Engaging in manufacturing activities, including:
• Manufacture of fuels from petroleum refining and processing.
• Manufacture of products derived from petroleum refineries.
• Manufacture of ships and boats.
Pengadaan listrik, gas, uap/air panas dan udara dingin:
7
Financial Report
Laporan Keuangan
• Pembangkitan tenaga listrik.
• Pembangkit, transmisi, distribusi dan penjualan tenaga listrik dalam suatu kesatuan usaha.
• Pembangkit, distribusi, dan penjualan tenaga listrik dalam satu kesatuan usaha.
• Pengoperasian instalasi penyediaan tenaga listrik.
Electricity, gas, steam/hot water, and air conditioning supply:
• Electric power generation.
• Generation, transmission, distribution, and sale of electricity within an integrated business entity.
• Generation, distribution, and sale of electricity within an integrated business entity.
• Operation of electricity supply installations.
Kegiatan Usaha Penunjang
Supporting Business Activities
Industri pengolahan: industri mesin penambangan, penggalian dan konstruksi
Manufacturing industry: manufacturing of mining, quarrying, and construction machinery.
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Kegiatan Usaha Status
Business Activities Status
2025 Performance Highlights
Industri treatment air, treatment air limbah, treatment dan pemulihan material sampah dan aktivitas remediasi:
• Akivitas penunjang treatment air.
Kilas Kinerja 2025
• Treatment dan pembuangan air limbah tidak berbahaya.
• Treatment dan pembuangan air limbah berbahaya.
Water treatment, wastewater treatment, waste material treatment and recovery, and remediation activities:
• Support activities for water treatment.
• Treatment and disposal of non-hazardous wastewater.
• Treatment and disposal of hazardous wastewater.
1
Perdagangan besar dan eceran; reparasi dan perawatan mobil dan sepeda motor: perdagangan eceran bahan
bakar minyak, Bahan Bakar Gas (BBG), dan Liquefied Petroleum Gas (LPG) di sarana pengisian bahan bakar
transportasi darat, laut, dan udara.
Wholesale and retail trade; repair and maintenance of cars and motorcycles: retail trade of fuel oil, Gas Fuel
(BBG), and Liquefied Petroleum Gas (LPG) at fueling stations for land, sea, and air transportation.
Laporan Management
Management Report
= telah dilakukan | x = belum dilakukan
= conducted | x = not conducted
2
3
4Profil Perusahaan
Company Profile
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
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Kegiatan Usaha Berdasarkan Segmen Usaha Business Activities Based on Business
Segments
Elnusa menjalankan kegiatan usaha sebagaimana Elnusa reports its business segments in accordance
tertuang dalam Pernyataan Standar Akuntansi Keuangan with the Statement of Financial Accounting Standards
(PSAK) 108 tentang “Segmen Operasi.” Berdasarkan (PSAK) 108 concerning “Operating Segments.”
PSAK tersebut, segmen usaha Elnusa dikelompokkan Based on this standard, Elnusa’s business segments
menurut kegiatan usaha, yaitu, Jasa Hulu Migas, Jasa are grouped according to business activities, namely
Distribusi & Logisik Energi, dan Jasa Penunjang Migas. Upstream Oil and Gas Services, Energy Distribution &
Logistics Services, and Oil and Gas Supporting Services.
5 Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Jasa Hulu Migas Terintegrasi Penjualan Barang dan Jasa Jasa Penunjang Migas
Integrated Upstream Oil and Distribusi dan Logistik Energi Oil and Gas Supporting Services
Gas Services Sales of goods and energy
distribution and logistics services
Menyediakan jasa pengukuran data Menyediakan jasa penyimpanan, Menyediakan jasa penguliran,
geofisika/seismik, jasa pemboran migas, perdagangan, pendistribusian, serta perdagangan pipa Oil Country Tubular
jasa oilfield dan jasa Operation & pemasaran produk minyak dan gas di Goods (OCTG) dan fabrikasi, pembuatan
Maintenance (O&M) dan Engineering, Indonesia. ulir (threading) untuk pemboran migas, jasa
Procurement, & Construction (EPC). pengelolaan data dan informasi energi
dan sumber daya mineral (khususnya
Providing geophysical/seismic data eksplorasi dan eksploitasi minyak dan
acquisition services, oil and gas drilling Providing storage, trading, distribution, and gas bumi), jasa pengelolaan data migas,
services, oilfield services, as well as marketing services for oil and gas products jasa pembangunan sistem teknologi
6
Operation & Maintenance (O&M) in Indonesia. informasi terpadu, jasa telekomunikasi, jasa
and Engineering, Procurement, and penyediaan jaringan, telekomunikasi satelit,
Construction (EPC) services. dan sistem komunikasi VerySmall-Aperture
Sustainability Reference
Rujukan Keberlanjutan
Terminal (VSAT).
Providing pipe threading services, trading
of Oil Country Tubular Goods (OCTG)
pipes and fabrication, threading services
for oil and gas drilling, energy and
mineral resources data and information
management services (particularly for oil
and gas exploration and exploitation),
oil and gas data management services,
integrated information technology system
development services, telecommunications
services, network provision services, satellite
telecommunications services, and Very Small
Aperture Terminal (VSAT) communication
systems.
7
Financial Report
Laporan Keuangan
Produk dan Jasa yang Dihasilkan Products and Services
Berdasarkan maksud dan tujuan serta kegiatan Based on its purpose, objectives, and business
usaha yang dilakukan, Elnusa mengembangkan activities, Elnusa develops products and services
produk dan jasa melalui 3 (tiga) segmen usaha, through 3 business segments, which are also carried
yang juga dijalankan oleh kelompok usaha, out by the Group. The details are described below.
dengan penjelasan dapat dilihat di bawah ini.
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JASA HULU MIGAS TERINTEGRASI
Integrated Upstream Oil and Gas Services
2025 Performance Highlights
AKTIVITAS POKOK AKTIVITAS BISNIS DIVISI/ENTITAS ANAK
MAIN ACTIVITIES BUSINESS ACTIVITIES DIVISION/SUBSIDIARY
Kilas Kinerja 2025
Jasa Akuisisi Data Geoisika/Survei 1. Seismic Data Acquistiion (Land, Marine > • Perusahaan: Divisi Upstream Services
Seismik Migas and Transition Zone/TZ) (Jasa Geoscience & Reservoir)
2. Non-Seismic Data Acquisition • Entitas Anak: PT Elnusa Geosains
Oil and Gas Geophysical Data 3. Seismic Data Processing Indonesia (EGI)
Acquisition/Seismic Survey Services 4. Geology, Geophysics & Reservoir
• The Company: Upstream Services
Division (Geoscience & Reservoir
1
Services)
• Subsidiary: PT Elnusa Geosains
Indonesia (EGI)
Jasa Pengeboran dan Pemeliharaan 1. Drilling Services > • Perusahaan: Divisi Upstream Services
Lapangan Migas 2. Hydraulic Workover & Snubbing Services (Jasa Oilfield Services)
3. Coiled Tubbing Services • Entitas Anak: PT Elnusa Oiflield
Oil and Gas Drilling and Field 4. Electric Wireline Logging Services Services (EOS)
Maintenance Services 5. Well Testing Services
6. Cementing & Pumping Services
7. Drilling Fluid Services • The Company: Upstream Services (Oil
8. Surface Tesing & Drill Steam Testing Services) Division
Laporan Management
Services
Management Report
• Subsidiary: PT Elnusa Oilfield Services
9. Mud Logging & H2S Services (EOS)
10. Enhance Oil Recovery
11. Well Plug & Abandonment
12. Artificial Lift
Jasa Operation & Maintenance 1. Engineering, Procurement, & Construction > Perusahaan: Divisi Engineering, Production
(O&M) dan Engineering, 2. Operation & Maintenance and Construcion Operation & Maintenance
Procurement, & Construcion (EPC) (EPCOM)
2
Operation & Maintenance (O&M) The Company: Engineering, Production
and Engineering, Procurement, & and Construction Operation &
Construction (EPC) Services Maintenance (EPCOM) Division
PENJUALAN BARANG DAN JASA DISTRIBUSI DAN LOGISTIK ENERGI
Sales of goods and energy distribution and logistics services
Profil Perusahaan
Company Profile
AKTIVITAS POKOK AKTIVITAS BISNIS DIVISI/ENTITAS ANAK
MAIN ACTIVITIES BUSINESS ACTIVITIES DIVISION/SUBSIDIARY
3
Jasa penyimpanan BBM, 1. Manajemen depot BBM milik swasta, mulai > Entitas Anak: PT Elnusa Petrofin (EPN)
pendistribusian BBM, dari kegiatan administrasi pembelian BBM,
perdagangan BBM industry & pengangkutan BBM, penyimpanan BBM dan Subsidiary: PT Elnusa Petrofin (EPN)
marine, perdagangan chemicals, penyaluran BBM di lokasi pelanggan. EPN juga
perdagangan pelumas & aspal, memiliki depot BBM sendiri dengan kapasitas
serta pengelolaan SPBU & SPBE. 4.400 KL di Plumpang-Semper, Jakarta Utara
untuk menyimpan Pertadex Pertamina.
2. Manajemen distribusi BBM, distribusi BBM dari
Analisis dan Pembahasan Manajemen
Fuel storage services, fuel
Management Discussion and Analysis
distribution services, trading depot Pertamina ke SPBU, Agen Premium Minyak
of industrial and marine fuels, Solar (APMS) dan stasiun pengisian bahan bakar
chemical trading, lubricant and bunker (SPBB).
asphalt trading, as well as the 3. Pengelolaan SPBU dan SPBE.
management of fuel filling stations 4. Perdagangan Bahan Kimia.
(SPBU) and LPG filling stations 5. Perdagangan BBM Industri-Marine.
(SPBE). 6. Perdagangan Pelumas dan Aspal.
1. Management of privately owned fuel depots,
including the administration of fuel purchases, fuel
transportation, fuel storage, and fuel distribution
at customer locations. EPN also operates its
own fuel depot with a capacity of 4,400 KL in
Plumpang-Semper, North Jakarta, for the storage
of Pertamina’s Pertadex.
2. Fuel distribution management, covering the
4
distribution of fuel from Pertamina depots to fuel
stations (SPBU), Diesel Fuel Premium Agents
(APMS), and bunker fuel filling stations (SPBB).
3. Management of SPBU and SPBE.
4. Chemical trading.
5. Industrial and marine fuel trading.
6. Lubricant and asphalt trading.
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JASA PENUNJANG MIGAS
Oil and Gas Supporting Services
AKTIVITAS POKOK AKTIVITAS BISNIS DIVISI/ENTITAS ANAK
MAIN ACTIVITIES BUSINESS ACTIVITIES DIVISION/SUBSIDIARY
Jasa fabrikasi, penguliran 1. Pengolahan bahan mentah dan bahan baku. > Entitas Anak: PT Elnusa Fabrikasi
dan perdagangan pipa Oil 2. Pembuatan serta perbaikan alat-alat perminyakan. Konstruksi (EFK)
Country Tubular Goods 3. Perdagangan umum, termasuk ekspor, impor, regional dan lokal.
(OCTG), proyek EPC, dan 4. Penyediaan jasa untuk bidang minyak dan gas bumi, yaitu OCTG dan Subsidiary: PT Elnusa Fabrikasi
Maintenance Services. penguliran pipa. Berperan sebagai agen dari perusahaan dari dalam Konstruksi (EFK)
maupun luar negeri.
Fabrication, pipe threading, 5. Jasa pemeliharaan mesin dan peralatan migas.
and trading of Oil Country 6. Layanan jasa desain, engineering, pengawasan, dan pelaksanaan
Tubular Goods (OCTG), EPC konstruksi.
5
projects, and maintenance
services. 1. Processing of raw materials and inputs.
2. Manufacturing and repair of oilfield equipment.
3. General trading, including export, import, regional, and local trade.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
4. Provision of services for the oil and gas sector, including OCTG and
pipe threading, as well as acting as an agent for both domestic and
international companies.
5. Maintenance services for oil and gas machinery and equipment.
6. Design, engineering, supervision, and construction execution services.
Jasa Pengelolaan Data Migas 1. Pengelolaan data migas (fisik dan digital) nasional untuk menarik > Entitas Anak: PT Patra Nusa Data
meliputi, Data Fisik (Report/ investasi migas nasional. (PND)
Paper, Media Simpan Data, 2. Bisnis Farm in Farm Out.
Fluida, Batuan) dan Data 3. Bisnis pengelolaan data migas korporat (Corporate Data Repository). Subsidiary: PT Patra Nusa Data (PND)
Digital, Jasa Alih Media, Jasa 4. Bisnis pengelolaan data non migas
Remastering, Jasa Prospect 5. Pembangunan System Digital Oilfield Management.
Evaluation, Jasa Aplikasi IT 6. Pembangunan, pengembangan dan pengelolaan Advance well data
Data Management, Bisnis management (Online Welldata monitoring).
Desain & Implementasi Data 7. Desain dan implementasi data governance.
Governance, Data 8. Bisnis data warehouse digital dan Corporate Dashboard System.
Warehouse Digital, Advance
Well Data Management
1. Management of national oil and gas data (physical and digital) to
attract investment in the national oil and gas sector.
Oil and Gas Data Management 2. Farm-in and Farm-out business activities.
Services, including Physical 3. Corporate oil and gas data management services (Corporate Data
6
Data (reports/papers, Repository).
data storage media, fluids, 4. Non-oil and gas data management services.
rocks) and Digital Data, 5. Development of Digital Oilfield Management Systems.
Sustainability Reference
Rujukan Keberlanjutan
Media Conversion Services, 6. Development, enhancement, and management of Advance Well Data
Remastering Services, Prospect Management systems (online well data monitoring).
Evaluation Services, IT Data 7. Data governance design and implementation.
Management Applications, 8. Digital data warehouse and Corporate Dashboard System services.
Data Governance Design &
Implementation, Digital Data
Warehouse, and Advance Well
Data Management.
Jasa penyimpanan data fisik, 1. Penyimpanan dan pengelolaan berbagai jenis dokumen melipui > Entitas Anak: PT Sigma Cipta Utama
pengelolaan data elektronik & Magnetic Tape Storage, Document Hardcopy Storage, Geological (SCU)
sistem informasi, penyimpanan Sample Storage, General Warehousing, Geological Sample
contoh batuan migas, Maintenance Services, Data Assesment, Data Storage & Library Subsidiary: PT Sigma Cipta Utama
telekomunikasi radio, jasa Servicing, Magnetic Media Transferring, dan Hardcopy Scanning. (SCU)
aplikasi sistem IT. 2. Information & Communication Technology (ICT), meliputi Data Center
& Disaster Recovery Services, IT Solution, IT Service Management
Physical data storage services, (ITSM), Knowledge Management System (KMS), Radio (Trunking
electronic data and information and Conventional) Telecommunicaion Solution, Equipment Monitoring
system management, oil and
gas rock sample storage, radio
telecommunications, and IT
Control, Vessel Tracking Monitoring System, dan GPS Tracking.
3. Pembuatan duplikat data master dalam berbagai media dan
mengubah format data.
7
Financial Report
Laporan Keuangan
system application services. 4. Proses perlindungan data untuk kepentingan backup dan recovery
data elektronik.
1. Storage and management of various types of documents including
Magnetic Tape Storage, Document Hardcopy Storage, Geological
Sample Storage, General Warehousing, Geological Sample
Maintenance Services, Data Assessment, Data Storage & Library
Servicing, Magnetic Media Transferring, and Hardcopy Scanning.
2. Information & Communication Technology (ICT) services, including
Data Center & Disaster Recovery Services, IT Solutions, IT Service
Management (ITSM), Knowledge Management System (KMS), Radio
Telecommunications Solutions (trunking and conventional), Equipment
Monitoring Control, Vessel Tracking Monitoring Systems, and GPS
Tracking.
3. Duplication of master data in various media formats and conversion
of data formats.
4. Data protection processes for backup and recovery of electronic data.
Jasa pendukung layanan 1. Jasa penyewaan kapal untuk keperluan operasional lapangan minyak, > Entitas Anak: PT Elnusa Trans
marine migas seperti penyewaan tug boat, crew boat, AWB dan, multipurpose Samudera (ETSA)
barges.
Oil and Gas Marine Support 2. Jasa penyewaan kapal untuk keperluan seismik survei. Subsidiary: PT Elnusa Trans Samudera
Services 3. Jasa penyewaan kapal untuk keperluan operasional bisnis lain selain (ETSA)
migas.
1. Vessel charter services for oilfield operational needs, such as tug boats,
crew boats, AWB, and multipurpose barges.
2. Vessel charter services for seismic survey activities.
3. Vessel charter services for operational needs of other business sectors
outside oil and gas.
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Jaringan Bisnis Dan
Wilayah Operasi
2025 Performance Highlights
BUSINESS NETWORK AND OPERATIONAL AREA
Kilas Kinerja 2025
WILAYAH OPERASI JASA HULU MIGAS TERINTEGRASI
Integrated Upstream Oil and Gas Services Operation Areas
1
Aceh
Sumatera Utara
Laporan Management
North Sumatra
Management Report
Kalimantan Tim
East Borneo
Riau
Jambi
Sumatera Barat
2
West Sumatra Kalimantan Tengah
Central Borneo
Kalimantan Selatan
South Borneo
Sumatera Selatan
South Sumatra
Profil Perusahaan
Company Profile
DKI
Jakarta
Jawa Barat Jawa Tengah
West Java Central Java
Jawa Timur
East Java
3
Nusa Tenggara Timu
East Nusa Tenggar
Wilayah I Area Klien I Client
1. Kalimantan Timur • PT Pertamina EP
2. Sulawesi Tengah • NYT
3. Papua Barat • PT Vico Indonesia
Analisis dan Pembahasan Manajemen
• Total E&P Indonesia
Management Discussion and Analysis
• Total E&P Indonesie
• PHSS
PRODUCTION, OPERATION, • PHKT
& MAINTENANCES SERVICES • Pertamina Hulu Mahakam
• BP Berau
• Petrogas
Wilayah I Area Klien I Client Wilayah I Area Klien I Client
1. Sumatera Selatan • Pertamina Geothermal Energy 1. DKI Jakarta • PT Pertamina Hulu Energi
2. Sumatera Utara • Pertamina Eksplorasi Sumatera 2. Jawa Tengah • PT Pertamina EP
3. Sumatera Barat • Kilang Pertamina Internasional 3. Jawa Barat • Pertamina Petrochina East Java
4. Aceh • Hexindo/Mandala Energy 4. Jawa Timur • PGE Saka Energy
4
5. Jambi • PT Pertamina EP • PT Pertamina Gas
6. Riau • Hexindo • PT Pertamina Hulu Mahakam
• Star Energy • PT Pertamina Geothermal Energy
• Ramba Energy • PT Tawun Gegunung Energi
• Pertagas • Prima Energi
• Perta Arun Gas
2025 Annual Report PT Elnusa Tbk
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5 Good Corporate Governance
Tata Kelola Perusahaan yang Baik
ur
Sulawesi Tengah
Central Sulawesi
6
Papua Barat
West Papua
Sustainability Reference
Rujukan Keberlanjutan
ur
ra
GEOSCIENCE 7
& RESERVOIR SERVICES
Financial Report
Laporan Keuangan
Wilayah I Area Klien I Client Wilayah I Area Klien I Client
1. Sumatera Selatan • PT Pertamina EP 1. DKI Jakarta • PT Pertamina EP
2. Aceh • Mandala Energy 2. Jawa Tengah • PT Pertamina Hulu Energi
3. Jambi 3. Jawa Barat • PT Patra Nusa Data
4. Jawa Timur • Saka Indonesia
• Premier Oil
Wilayah I Area Klien I Client • Kementerian Energi dan
Sumber Daya Mineral
1. Kalimantan Tengah • PT Pertamina EP • Conoco Phillips
2. Papua Barat • Conoco Phillips • Mandala Energy
3. Nusa Tenggara Timur • PT Daya Mas Nage Geothermal • Repsol
4. Kalimantan Selatan • PT Wahana Baratama Mining • Pratama Widya
• Wijaya Karya
• PT Medco Cahaya Geothermal
• Geo Dipa
• Petronas Carigali
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WILAYAH OPERASI PENJUALAN BARANG DAN JASA
DISTRIBUSI DAN LOGISTIK ENERGI
Sales of goods and energy distribution and logistics services Operation Areas
2025 Performance Highlights
Kilas Kinerja 2025
Wilayah Operasi Penjualan Barang dan Jasa Distribusi dan Logistik Energi
Aceh Operational Area of Sales of Goods and Services Energy Distribution and Logistics
1
Sumatera Utara
North Sumatra
Riau
Kalimantan Timur
East Borneo
Laporan Management
Management Report
Kalimantan Barat
West Borneo
Sumatera Barat
Jambi Bangka
West Sumatra
Belitung
Kalimantan Tengah
Central Borneo
Kalimantan Selatan
Bengkulu South Borneo
Sumatera Selatan
2
South Sumatra
Lampung Sulawesi Se
South Sula
DKI Jakarta
Jawa Barat Jawa Tengah
West Java Central Java
Jawa Timur
East Java
Profil Perusahaan
Bali
Company Profile
Nusa Tenggara Barat
West Nusa Tenggara
3
TRANSPORTASI BBM PENGELOLAAN DEPOT
Fuel Fleet Management Depot Management
1. SUMATERA 1. Aceh 1. SUMATERA 1. Aceh
2. Sumatera Utara 2. Jambi
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
3. Riau 3. Sumatera Selatan
4. Jambi
2. JAWA 1. Jawa Timur
5. Bangka Belitung
6. Sumatera Selatan 2. DKI Jakarta
7. Bengkulu 3. SULAWESI 1. Gorontalo
8. Sumatera Barat 2. Luwuk
2. SULAWESI 1. Sulawesi Utara
2. Sulawesi Tengah
3. Sulawesi Tenggara
4. Sulawesi Selatan
5. Gorontalo PENGELOLAAN DPPU
3. KALIMANTAN 1. Kalimantan Barat DPPU Management
2. Kalimantan Timur
3. Kalimantan Selatan
4. BALI 1. Bali 1. SUMATERA 1. Sumatera Utara
4
5. NUSA TENGGARA 1. Nusa Tenggara Barat 2. Lampung
2. Nusa Tenggara Timur 2. JAWA 1. Jawa Timur
6. PAPUA & MALUKU 1. Papua
2. DKI Jakarta
2. Maluku
3. SULAWESI 1. Gorontalo
2. Luwuk
2025 Annual Report PT Elnusa Tbk
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5 Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Sulawesi Utara
North Sulawesi
Gorontalo
Sulawesi Tengah
Central Sulawesi
Maluku
Papua
Sulawesi Tenggara
Southeast Sulawesi
elatan
6
awesi
Sustainability Reference
Rujukan Keberlanjutan
Nusa Tenggara Timur
East Nusa Tenggara
7
Financial Report
Laporan Keuangan
PERDAGANGAN BBM INMAR
PERDAGANGAN CHEMICAL
Inmar Trading
Chemical Trading
1. SUMATERA 1. Sumatera Utara 1. SUMATERA 1. Sumatera
2. JAWA 1. DKI Jakarta & Jawa
2. Sumatera Selatan
3. KALIMANTAN 1. Kalimantan Tengah
3. Kepulauan Riau
2. Kalimantan Timur
4. Sumatera Bagian Tengah
3. Kalimantan Barat
2. JAWA 1. Jawa Barat
4. Kalimantan Selatan
2. Jawa Tengah 4. BALI & NUSA TENGGARA 1. Bali
3. Jawa Timur 2. Nusa Tenggara
3. KALIMANTAN 1. Kalimantan Timur 5. SULAWESI 1. Sulawesi
2. Kalimantan Selatan
2025 Annual Report PT Elnusa Tbk
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WILAYAH OPERASI JASA PENUNJANG MIGAS
Oil and Gas Supporting Services Operation Area
2025 Performance Highlights
Kilas Kinerja 2025
Aceh
Kalimantan Utara
North Borneo
1
Sumatera Utara
North Sumatra
Kalimantan Timu
East Borneo
Kepulauan Riau
Riau Islands
Laporan Management
Management Report
Jambi
Bangka Belitung
Bengkulu Kalimantan Selatan
South Borneo
Sumatera Selatan
South Sumatra
Sulaw
Lampung
2
South
DKI Jakarta
Banten
Jawa Tengah
Jawa Barat Central Java
West Java
Jawa Timur
East Java
Denpasar
Profil Perusahaan
Company Profile
Nusa Tenggara Barat
West Nusa Tenggara
Data Management
3
GEO IT BUSINESS GEODATA BUSINESS
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
1. Jambi SUMATERA
2. Sumatera Selatan SULAWESI
1. Aceh
3. DKI Jakarta 1. Sulawesi Selatan
2. Sumatera Utara
3. Kepulauan Riau
4. Sumatera Selatan NUSA TENGGARA
5. Lampung 1. Nusa Tenggara Barat
6. Sumatera Barat 2. Nusa Tenggara Timur
KALIMANTAN PAPUA & MALUKU
1. Kalimantan Utara 1. Papua
2. Kalimantan Timur 2. Maluku
3. Kalimantan Selatan
JAWA & BALI
1. Jawa Barat
2. Jawa Tengah
4
3. Jawa Timur
4. Bali
5. Banten
2025 Annual Report PT Elnusa Tbk
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5
ur
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Papua Barat
West Papua
Sulawesi Tengah
Central Sulawesi
Maluku
Jayapura
Sulawesi Tenggara
Southeast Sulawesi
wesi Selatan
h Sulawesi
6
Sustainability Reference
Rujukan Keberlanjutan
Nusa Tenggara Timur
East Nusa Tenggara
Kupang
Physical & Digital Data Management Business
7
Financial Report
Laporan Keuangan
DIGITAL DATA MANAGEMENT PHYSICAL DATA MANAGEMENT
SUMATERA KALIMANTAN SUMATERA SUMATERA
1. Sumatera Utara 1. Kalimantan Timur 1. Aceh 1. Aceh
2. Kepulauan Riau 2. Sumatera Selatan 2. Sumatera Selatan
3. Bangka Belitung SULAWESI 3. Riau
4. Bengkulu 1. Sulawesi Tenggara 4. Sumatera Utara JAWA
5. Sumatera Selatan 5. Jambi 1. Jawa Barat
PAPUA & MALUKU 2. Jawa Timur
JAWA 1. Papua Barat JAWA
1. DKI Jakarta 2. Maluku 1. DKI Jakarta KALIMANTAN, SULAWESI &
2. Banten 2. Banten MALUKU
3. Jawa Barat 3. Jawa Barat 1. Kalimantan Timur
4. Jawa Tengah 4. Jawa Tengah 2. Kalimantan Barat
5. Jawa Timur 5. Jawa Timur 3. Sulawesi Tengah
4. Sulawesi Tenggara
BALI & NUSA TENGGARA KALIMANTAN 5. Maluku Utara
1. Bali 1. Kalimantan Timur
2. Nusa Tenggara Barat 2. Kalimantan Selatan
2025 Annual Report PT Elnusa Tbk
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Page 94
EKSPANSI ELNUSA DI PASAR INTERNASIONAL
Elnusa’s Overseas Expansion
2025 Performance Highlights
Kilas Kinerja 2025
1
Libya
Laporan Management
Algeria
Management Report
Vietnam
India Myanmar
Philippines
Thailand
Malaysia Brunei
2 Profil Perusahaan
Company Profile
India Myanmar Thailand Vietnam Malaysia Brunei Philippines
3
Geoscience & Reservoir Services
Services Geoscience & Reservoir Services
Elnusa Trans Samudera Workover Services Workover Services Geoscience & Reservoir Serv
Geoscience & Reservoir Services
Geoscience & Reservoir Services
Algeria Geoscience & Reservoir Services and Elnusa Fabrikasi Konstruksi
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Brunei Geoscience & Reservoir Services
India Geoscience & Reservoir Services
Libya Geoscience & Reservoir Services
Malaysia Workover Services
Philippines Geoscience & Reservoir Services
Thailand Elnusa Trans Samudera
Myanmar Geoscience & Reservoir Services
Vietnam Workover Services and Geoscience & Reservoir Services
4
2025 Annual Report PT Elnusa Tbk
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Page 95
JARINGAN KANTOR
Kantor Cabang atau Kantor Perwakilan
OFFICE NETWORK Branch Office or Representative Office
PT Elnusa Tbk Balikpapan Representative Office
1. Kantor Pusat : Graha Elnusa 16th Floor 1. Kantor : Jl. Mulawarman No. 91, Batakan
Head Office Jl. TB Simatupang Kav. 1B Office Balikpapan 76116, Indonesia
Jakarta 12560, Indonesia
Telepon : +62 542-770 139; 770 169
Telepon : +62 21-7883 0850 (Hunting) Telephone
Telephone
Faksimile : +62 542-770 230
Faksimile : +62 21-7883 0907 Facsimile
Facsimile
Surel : corporate@elnusa.co.id; Cirebon Representative Office
Email markeing@elnusa.co.id
2 Kantor : Komplek Pertamina Klayan Cirebon, Jl
5
Situs Web : www.elnusa.co.id Office Mangga No B34, Kelurahan Jati Mulya
Website Kecamatan Gunung Jati Kabupaten
Cirebon, Jawa Barat
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Telepon : +62 231-246 157
Telephone
Lini Bisnis
Faksimile : +62 231-207 258
Line of Business Facsimile
Upstream Services Geoscience & Reservoir Services Production & Operation PT Sigma Cipta Utama
Services
3 Kantor Pusat : Taman Tekno BSD
1 Kantor Pusat : Graha Elnusa 15th Floor Head Office Tekno I Blok B5-B7 Sektor XI
Head Office Jl. TB Simatupang Kav. 1B Tangerang 15314, Indonesia
Jakarta 12560, Indonesia
Telepon : +62 21-7587 1955
Telepon : +62 21-7883 0850 (Hunting) Telephone
Telephone
Faksimile : +62 21-7587 1933; 7587 1755
Faksimile : +62 21-7883 1072 Facsimile
Facsimile
Kantor : Graha Elnusa 2th Floor
Engineering, Procurement & Construcion Services Office Jl. TB Simatupang Kav. 1B
Jakarta 12560, Indonesia
2 Kantor Pusat : Graha Elnusa 2th Floor Telepon : +62 21-7883 0856 (Hunting)
Head Office Jl. TB Simatupang Kav. 1B Telephone
Jakarta 12560, Indonesia
Faksimile : +62 21-7883 0857
6
Telepon : +62 21-7883 0850 (Hunting) Facsimile
Telephone
Surel : marketing-scu@elnusa.co.id
Faksimile : +62 21-7883 1072 Email
Sustainability Reference
Rujukan Keberlanjutan
Facsimile www.scu.co.id
Situs Web :
Website
Alamat Entitas Anak Perusahaan PT Patra Nusa Data
Subsidiary Address 4 Kantor Pusat : Taman Tekno BSD XI Blok G2/1
Head Office Tangerang 15314, Indonesia
PT Elnusa Geosains Indonesia
Telepon : +62 21-7588 2510
1. Kantor Pusat : Graha Elnusa 13th Floor Telephone
Head Office Jl. TB Simatupang Kav. 1B Faksimile : +62 21-7588 2511
Jakarta 12560, Indonesia Facsimile
Telepon : +62 21-7883 0850 (Hunting) Kantor : Graha Elnusa 2th Floor
Telephone Office Jl. TB Simatupang Kav. 1B
Faksimile : +62 21-7883 1072 Jakarta 12560, Indonesia
Facsimile Telepon : +62 21-7816 770
Telephone
2 Kantor Pusat
PT Elnusa Oilfield Services
: Graha Elnusa 11th Floor
Faksimile
Facsimile
: +62 21-7816 775 7
Head Office Jl. TB Simatupang Kav. 1B Surel :
Financial Report
Laporan Keuangan
marketing@patranusa.com;
Jakarta 12560, Indonesia Email pnd@patranusa.com
Telepon : +62 21-7883 0850 (Hunting) Situs Web : www.patranusa.co.id
Telephone Website
Faksimile : +62 21-7883 5507
Facsimile PT Elnusa Trans Samudera
PT Elnusa Fabrikasi Konstruksi 5 Kantor Pusat : Gedung Elnusa Trans Samudera
Head Office Jl. TB Simatupang Kav. 1B
3 Kantor Pusat : Graha Elnusa 2th Floor Jakarta 12560, Indonesia
Head Office Jl. TB Simatupang Kav. 1B
Jakarta 12560, Indonesia Telepon : +62 21-7884 6667
Telephone
Telepon : +62 21-7884 5519
Faksimile : +62 21-7884 6669
Telephone
Facsimile
Faksimile : +62 21-7884 5528 info-etsa@elnusa.co.id
Surel :
Facsimile
Email
Situs Web : www.elnusa-konstruksi.co.id
Situs Web : www.etsa.co.id
Website
Website
PT Elnusa Petrofin
Venture Bersama/Kerja Sama Operasi (KSO)
4 Kantor Pusat : Graha Elnusa 14th Floor
Head Office Jl. TB Simatupang Kav. 1B Joint Venture/Joint Operation (KSO)
Jakarta 12560, Indonesia
KSO Elnusa-Raga
Telepon : +62 21-7883 0860 (Hunting) KSO Elnusa-Waskita
Telephone
1 Kantor Pusat : Graha Elnusa 2nd floor
Faksimile : +62 21-7883 0853 Head Office Jl. TB Simatupang Kav. 1B
Facsimile Jakarta 12560, Indonesia
Situs Web : www.elnusapetrofin.co.id
Telepon : +62 21-7883 0850 (Hunting)
Website Telephone
2025 Annual Report PT Elnusa Tbk
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Page 96
KEANGGOTAAN DALAM ASOSIASI
MEMBERSHIP IN ASSOCIATIONS
2025 Performance Highlights
Nama Asosiasi Status Keanggotaan Elnusa Lingkup
Kilas Kinerja 2025
Name of Association Elnusa Membership Status Scope
Gabungan Perusahaan Nasional Rancangbangun Aktif (Anggota) Nasional
Indonesia (GAPENRI) Active (Member) National
Indonesian National Association of Design and
Construction Companies (GAPENRI)
Asosiasi Pemboran Minyak, Gas dan Panas Bumi Aktif (Anggota) Nasional
1
Indonesia (APMI) Active (Member) National
Indonesian Oil, Gas and Geothermal Drilling Association
(APMI)
Asosiasi Perusahaan Jasa Pemborongan Non Konstruksi Aktif (Anggota) Nasional
(APJANSI) Active (Member) National
Non-Construction Contracting Service Companies
Association (APJANSI)
Asosiasi Perusahaan Teknik Mekanikal Elektrikal (APTEK) Aktif (Anggota) Nasional
Laporan Management
Mechanical Electrical Engineering Companies Association Active (Member) National
Management Report
(APTEK)
Asosiasi Perusahaan dan Konsultan Telematika Indonesia Aktif (Anggota) Nasional
(ASPEKTI) Active (Member) National
Indonesian Telematics Companies and Consultants
Association (ASPEKTI)
Asosiasi Rekanan Pengadaan Barang dan Distributor Aktif (Anggota) Nasional
Indonesia (ARDIN) Provinsi DKI Jakarta
2
Active (Member) National
Indonesian Procurement Partners and Distributors
Association (ARDIN) of DKI Jakarta Province
Asosiasi Perusahaan Survei Pemetaan dan Informasi Aktif (Anggota) Nasional
Geospasial (APSPIG) Active (Member) National
Association of Survey, Mapping, and Geospatial
Information Companies (APSPIG)
Asosiasi Kontraktor Terintegrasi Indonesia (AKTI) Aktif (Anggota) Nasional
Indonesian Integrated Contractors Association (AKTI) Active (Member) National
Profil Perusahaan
Company Profile
Gabungan Pelaksana Konstruksi Nasional Indonesia Aktif (Anggota) Nasional
(GAPENSI) Active (Member) National
Indonesian National Construction Contractors Association
(GAPENSI)
Asosiasi Pelaksana Konstruksi Nasional (ASPEKNAS) Aktif (Anggota) Nasional
National Construction Implementers Association Active (Member) National
3
(ASPEKNAS)
Kamar Dagang dan Industri (KADIN) Aktif (Anggota) Nasional
Indonesian Chamber of Commerce and Industry (KADIN) Active (Member) National
PEPSINDO Aktif (Anggota) Nasional
Active (Member) National
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Asosiasi Emiten Indonesia (AEI) Aktif (Anggota) Nasional
Indonesian Public Listed Companies Association Active (Member) National
Ikatan Alumni Teknik Minyak Indonesia (IATMI) Aktif (Anggota) Nasional
Indonesian Petroleum Engineering Alumni Association Active (Member) National
(IATMI)
Ikatan Ahli Fasilitas Produksi Minyak dan Gas Bumi Aktif (Anggota) Nasional
Indonesia (IAFMI) Active (Member) National
Indonesian Association of Oil and Gas Production Facility
Experts (IAFMI)
Himpunan Ahli Geofisika Indonesia (HAGI) Aktif (Anggota) Nasional
Indonesian Association of Geophysicists (HAGI) Active (Member) National
4
Asosiasi Produk & Jasa Pigging Aktif (Anggota) Internasional
Pigging Products & Services Association Active (Member International
2025 Annual Report PT Elnusa Tbk
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Page 97
STRUKTUR ORGANISASI
ORGANIZATIONAL STRUCTURE
Struktur organisasi Perusahaan telah ditetapkan The Company’s organizational structure has
melalui Surat No.648/EN/KPTS/000D/2022. been established through Letter No. 648/EN/
KPTS/000D/2022.
Rapat Umum
Pemegang
DIREKTUR Saham
UTAMA
(RUPS)
PRESIDENT DIRECTOR
5
General Meeting of
Shareholders
JULFI HADI
(GMS)
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
DIREKTUR UTAMA
PRESIDENT DIRECTOR
Litta Indriya Ariesca
CORPORATE SECRETARY VP HSSE
Rustam Aji Ramon Arias Pili
CHIEF AUDIT
EXECUTIVE VP LEGAL COUNSEL
6
Muhroji M. Ibnu Wardhana
Sustainability Reference
Rujukan Keberlanjutan
DIREKTUR DIREKTUR SDM & UMUM
DIREKTUR OPERASI PENGEMBANGAN USAHA DIREKTUR KEUANGAN DIRECTOR OF HUMAN
DIRECTOR OF DIRECTOR OF DIRECTOR OF FINANCE CAPITAL & GENERAL
OPERATIONS BUSINESS DEVELOPMENT AFFAIR
AHMAD YANI EDWIL SUZANDI EDWIL SUZANDI
Andri Haribowo Arief Prasetyo Handoyo Nelwin Aldriansyah Hera Handayani
VICE PRESIDENT
UPSTREAM SERVICES
VICE PRESIDENT BUSINESS
DEVELOPMENT &
VICE PRESIDENT
CONTROLLER
VICE PRESIDENT
HUMAN CAPITAL
7
MARKETING
Financial Report
Laporan Keuangan
Lulut Sugianto Novrizal Reizky Rahadian Lendra Agung Wahidin
VICE PRESIDENT VICE PRESIDENT STRATEGIC VICE PRESIDENT VICE PRESIDENT
EPC & OM SERVICES PLANNING & CORPORATE FINANCE & TREASURY SUPPLY CHAIN
MANAGEMENT MANAGEMENT
Bayu Trianto Rifqi Budi Prasetyo Hanny Retno Hapsari Teguh Indra Dwiyono
VICE PRESIDENT SENIOR MANAGER VICE PRESIDENT
ASSET RELIABILITY & ENTERPRISE RISK PROPERTY MANAGEMENT &
PRODUCTIVITY MANAGEMENT GENERAL SERVICES
Nur Kholis Mira Puspitawati Ina Marvitasari
2025 Annual Report PT Elnusa Tbk
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Page 98
2025 Performance Highlights
Kilas Kinerja 2025
1
2Laporan Management
Management Report
SUSUNAN DAN PROFIL DEWAN KOMISARIS
COMPOSITION AND PROFILE OF THE BOARD OF COMMISSIONERS
Profil Perusahaan
Company Profile
Kronologi Perubahan Susunan Dewan Komisaris di Sepanjang Tahun 2025
Chronology of Changes in the Composition of the Board of Commissioners in 2025
Periode 25 Agustus s.d 31 Desember
Periode 1 Januari s.d 25 Agustus 2025 Keterangan
2025
January 1 to August 25, 2025 Remarks
3
August 25 to December 31, 2025
Eko Ariantoro
(Komisaris Utama merangkap Komisaris Tidak lagi menjabat
Independen) berdasarkan keputusan RUPS
(President Commissioner concurrently serving Luar Biasa tanggal 25 Agustus
as Independent Commissioner) 2025.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Nur Endro Buwono (Komisaris) No longer served based on the
(Commissioner) resolution of the Extraordinary
General Meeting of
Denie S. Tampubolon (Komisaris Independen) Shareholders dated August 25,
(Independent Commissioner) 2025.
Ariana Soemanto (Komisaris)
(Commissioner)
Purwadi Arianto (Komisaris Utama)
(President Commissioner)
Pengangkatan berdasarkan
Vitri Cahyaningsih Mallarangeng keputusan RUPS Luar Biasa
(Komisaris) tanggal 25 Agustus 2025.
(Commissioner) Appointed based on the
4
Abdul Hakim (Komisaris Independen) resolution of the Extraordinary
(Independent Commissioner) General Meeting of
Shareholders dated August 25,
Farazandi Fidinansyah (Komisaris 2025.
Independen)
(Independent Commissioner)
2025 Annual Report PT Elnusa Tbk
98
Page 99
Purwadi Arianto
Komisaris Utama
Periode Jabatan: 25 Agustus 2025 s.d. RUPS Tahunan yang diselenggarakan di tahun 2028, Periode Pertama
President Commissioner
Term of Office: August 25, 2025, until the Annual GMS held in 2028, First Term
5
Warga negara Indonesia berusia 59 tahun, An Indonesian citizen, 59 years of age,
berdomisili di DKI Jakarta, Indonesia. Saat domiciled in DKI Jakarta, Indonesia. He
ini beliau menjabat sebagai Komisaris currently serves as President Commissioner
Utama berdasarkan keputusan RUPS Luar based on the resolution of the Extraordinary
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Biasa tanggal 25 Agustus 2025 yang General Meeting of Shareholders held on
diperkuat melalui Akta No. 35 tanggal 25 August 25, 2025, as stipulated in Deed No.
Agustus 2025 yang dibuat di hadapan Aulia 35 dated August 25, 2025, drawn up before
Taufani, S.H., notaris di Jakarta, dengan Aulia Taufani, S.H., a notary in Jakarta, with
masa jabatan hingga RUPS Tahunan yang a term of office until the Annual General
akan diselenggarakan pada tahun 2028. Meeting of Shareholders to be held in 2028.
Penunjukan ini merupakan periode pertama This appointment marks his first term, and he
bagi beliau, dan sebelumnya beliau tidak has not previously served as a member of the
pernah menjabat sebagai anggota Dewan Company’s Board of Commissioners.
Komisaris Perusahaan.
Karier profesional beliau dibangun melalui His professional career was built through
pengabdian panjang di institusi Kepolisian. extensive service in the Indonesian National
Beliau pernah menjabat sebagai Direktur Police. He previously served as Director of
Tindak Pidana Tertentu Badan Reserse Specific Crimes at the Criminal Investigation
Kriminal Polri (Bareskrim Polri) sekaligus Agency of the Indonesian National Police
Wakil Kepala Kepolisian Daerah Metro (Bareskrim Polri) concurrently with his role
Jaya tahun 2016–2017, Wakil Kepala as Deputy Chief of Metro Jaya Regional
6
Kepolisian Daerah Metropolitan Jakarta Police from 2016 to 2017, Deputy Chief
Raya tahun 2017–2018, Kepala Kepolisian of the Greater Jakarta Metropolitan Police
Daerah Lampung tahun 2018–2021, from 2017 to 2018, Chief of Lampung
Sustainability Reference
Rujukan Keberlanjutan
Sekretaris Utama Lembaga Ketahanan Regional Police from 2018 to 2021, Principal
Nasional Republik Indonesia (Lemhannas RI) Secretary of the National Resilience Institute
tahun 2021–2023, serta Kepala Lembaga of the Republic of Indonesia (Lemhannas
Pendidikan dan Pelatihan Polri (Kalemdiklat RI) from 2021 to 2023, and Head of the
Polri) tahun 2023–2024 sebelum akhirnya Indonesian National Police Education and
diangkat sebagai Komisaris Utama Elnusa. Training Institute (Kalemdiklat Polri) from
2023 to 2024, prior to his appointment as
President Commissioner of Elnusa.
Beliau merupakan lulusan Akademi Kepolisian He graduated from the Indonesian National
Republik Indonesia (Akpol) tahun 1988, Police Academy (Akpol) in 1988, the Police
Perguruan Tinggi Ilmu Kepolisian (PTIK) tahun Science College (PTIK) in 1995, and obtained
1995, serta memperoleh gelar Magister a Master’s degree in Police Science from the
Kajian Ilmu Kepolisian dari Universitas University of Indonesia (UI) in 2000. He also
Indonesia (UI) tahun 2000. Selain itu, beliau completed the Police Staff and Leadership
juga menempuh pendidikan Sekolah Staf
dan Pimpinan Polri (Sespimpol) tahun 2003,
School (Sespimpol) in 2003, the Advanced
Police Staff and Leadership School (Sespimti)
7
Sekolah Staf dan Pimpinan Tingkat Tinggi in 2012, and the National Resilience Institute
Financial Report
Laporan Keuangan
Polri (Sespimti) tahun 2012, serta Program of the Republic of Indonesia (Lemhannas RI)
Pendidikan Lembaga Ketahanan Nasional Program in 2021. In addition, he holds a
Republik Indonesia (Lemhannas RI) tahun Certified Risk Professional (CRP) certification
2021, dan memiliki sertifikasi Certified Risk from the Capital Market Professional
Professional (CRP) dari Lembaga Sertifikasi Certification Institute (LSPPM), obtained in
Profesi Pasar Modal (LSPPM) pada tahun 2025.
2025.
Saat ini beliau tidak memiliki rangkap jabatan He currently does not hold concurrent
di dalam Perusahaan. Di luar Perusahaan, positions within the Company. Outside the
beliau juga menjabat sebagai Wakil Company, he serves as Deputy Minister
Menteri pada Kementerian Pendayagunaan at the Ministry of Administrative and
Aparatur Negara dan Reformasi Birokrasi Bureaucratic Reform since 2024. He has no
sejak 2024 hingga sekarang. Beliau tidak affiliation with other members of the Board
memiliki hubungan afiliasi dengan Dewan of Commissioners, the Board of Directors,
Komisaris, Direksi lainnya, maupun dengan or with the Major/Controlling Shareholder.
Pemegang Saham Utama dan Pengendali. However, he is affiliated with the Government
Namun demikian, beliau memiliki hubungan of the Republic of Indonesia as the ultimate
afiliasi dengan Pemerintah Negara Republik beneficial owner of the Company through his
Indonesia selaku entitas pemilik manfaat akhir position at the Ministry of Administrative and
Perusahaan melalui jabatan yang diembannya Bureaucratic Reform. He does not hold any
pada Kementerian Pendayagunaan Aparatur shares in the Company.
Negara dan Reformasi Birokrasi. Beliau tidak
memiliki kepemilikan saham di Perusahaan
2025 Annual Report PT Elnusa Tbk
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Page 100
2025 Performance Highlights
Vitri Cahyaningsih
Mallarangeng
Kilas Kinerja 2025
Komisaris
Periode Jabatan: 25 Agustus 2025 s.d. RUPS Tahunan yang diselenggarakan di tahun 2028, Periode Pertama
Commissioner
Term of Office: August 25, 2025, until the Annual GMS to be held in 2028, First Term
1
Warga negara Indonesia berusia 61 tahun An Indonesian citizen, 61 years of age,
yang berdomisili di DKI Jakarta, Indonesia. domiciled in DKI Jakarta, Indonesia. She
Beliau menjabat sebagai Komisaris serves as Commissioner based on the
berdasarkan keputusan RUPS Luar Biasa resolution of the Extraordinary General
tanggal 25 Agustus 2025 yang diperkuat Meeting of Shareholders held on August 25,
melalui Akta No. 35 tanggal 25 Agustus 2025, as stipulated in Deed No. 35 dated
2025 yang dibuat di hadapan Aulia August 25, 2025, drawn up before Aulia
Taufani, S.H., notaris di Jakarta, dengan Taufani, S.H., a notary in Jakarta, with a term
masa jabatan hingga RUPS Tahunan yang of office until the Annual General Meeting
Laporan Management
Management Report
akan diselenggarakan pada tahun 2028. of Shareholders to be held in 2028. This
Penunjukan ini merupakan periode pertama appointment marks her first term, and she
bagi beliau, dan sebelumnya beliau tidak has not previously served as a member of the
pernah menjabat dalam jajaran Dewan Company’s Board of Commissioners.
Komisaris Perusahaan.
Beliau merupakan konsultan dengan She is a consultant with more than three
pengalaman lebih dari tiga dekade di decades of experience in Corporate Social
bidang Corporate Social Responsibility Responsibility (CSR), Micro, Small, and
2
(CSR), pengembangan Usaha Mikro, Kecil, Medium Enterprises (MSME) development,
dan Menengah (UMKM), media, serta media, and management. She currently
manajemen. Saat ini beliau menjabat sebagai serves as an Independent MSME Consultant
Konsultan Independen UMKM (2017– (2017–present). Previously, she served as
sekarang). Sebelumnya, beliau pernah Financial Consultant at Petronas Petroleum
menjabat sebagai Konsultan Keuangan di Indonesia (2013–2017), CSR Consultant
Petronas Petroleum Indonesia (2013–2017), at PT Tempo Scan (2009–2013), Editor-in-
Konsultan CSR di PT Tempo Scan (2009– Chief of Kriya Magazine at the National
2013), Pemimpin Redaksi Majalah Kriya Crafts Council (2006–2013), and
Dewan Kerajinan Nasional (2006–2013), Management Consultant for the Japan Bank
Profil Perusahaan
Company Profile
serta Konsultan Manajemen untuk Japan for International Cooperation (JBIC) and
Bank for International Cooperation (JBIC) the National Development Planning Agency
dan Bappenas (2004–2009). Beliau juga (Bappenas) (2004–2009). She also held
pernah berkarier sebagai Dosen di Universitas positions as Lecturer at Universitas Nasional
Nasional (2001–2004), Marketing Manager (2001–2004), Marketing Manager at Bank
di Bank Nusa (1999–2001), dan Guest Nusa (1999–2001), and Guest Relations
Relation Manager di Hotel Sahid Makasar Manager at Hotel Sahid Makassar (1996–
3
(1996–1998). 1998).
Beliau meraih gelar Doktor Manajemen dari She earned a Doctorate (PhD) in Management
Universitas Indonesia (2012), Master of from the University of Indonesia (2012),
Science in Home Economics dari Northern a Master of Science in Home Economics
Illinois University, Amerika Serikat (1995), from Northern Illinois University, United
Sarjana Ilmu Komunikasi dari Universitas States (1995), and a Bachelor’s degree in
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Gadjah Mada, Yogyakarta (1989), serta Communication Science from Universitas
memiliki sertifikasi Certified Risk Professional Gadjah Mada, Yogyakarta (1989). She
(CRP) dari Lembaga Sertifikasi Profesi Pasar also holds a Certified Risk Professional
Modal (LSPPM) (2025). (CRP) certification from the Capital Market
Professional Certification Institute (LSPPM)
obtained in 2025.
Memiliki rangkap jabatan sebagai Ketua She concurrently serves as Chair of the
Komite Pemantau Risiko dan Investasi Elnusa Risk Monitoring and Investment Committee
(2025-sekarang). Di luar Perusahaan, beliau of Elnusa (2025–present). Outside the
juga merupakan Konsultan Independen Company, she also serves as an Independent
UMKM (2017-sekarang). Beliau tidak MSME Consultant (2017–present). She has
memiliki hubungan afiliasi dengan Dewan no affiliation with other members of the Board
Komisaris lainnya, Direksi, Pemegang Saham of Commissioners, the Board of Directors,
Utama dan Pengendali, maupun dengan the Major/Controlling Shareholder, or the
4
Pemerintah Republik Indonesia selaku entitas Government of the Republic of Indonesia as
pemilik manfaat akhir, serta tidak memiliki the ultimate beneficial owner, and she does
kepemilikan saham di Perusahaan. not hold any shares in the Company.
2025 Annual Report PT Elnusa Tbk
100
Page 101
Abdul Hakim
Komisaris Independen*
Periode Jabatan: 25 Agustus 2025 s.d. RUPS Tahunan yang diselenggarakan di tahun 2028, Periode Pertama
Independent Commissioner*
Term of Office: August 25, 2025, until the Annual GMS to be held in 2028, First Term
5
Warga negara Indonesia berusia 44 tahun An Indonesian citizen, 44 years of age,
dan berdomisili di Jawa Barat, Indonesia. domiciled in West Java, Indonesia. He serves
Beliau menjabat sebagai Komisaris as Independent Commissioner based on
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Independen berdasarkan keputusan RUPS the resolution of the Extraordinary General
Luar Biasa tanggal 25 Agustus 2025 yang Meeting of Shareholders held on August 25,
diperkuat melalui Akta No. 35 tanggal 25 2025, as stipulated in Deed No. 35 dated
Agustus 2025 yang dibuat di hadapan Aulia August 25, 2025, drawn up before Aulia
Taufani, S.H., notaris di Jakarta, dengan Taufani, S.H., a notary in Jakarta, with a term
masa jabatan hingga RUPS Tahunan yang of office until the Annual General Meeting
akan diselenggarakan pada tahun 2028. of Shareholders to be held in 2028. This
Jabatan ini merupakan periode pertama, dan appointment marks his first term, and he has
sebelumnya beliau tidak pernah menjabat not previously served as a member of the
dalam jajaran Dewan Komisaris Perusahaan. Company’s Board of Commissioners.
Beliau merupakan peneliti politik dan pakar He is a political researcher and survey
survei dengan pengalaman signifikan di expert with significant experience in media
bidang media serta riset opini publik dan and public opinion research, and is the
merupakan pendiri Skala Survei Indonesia founder of Skala Survei Indonesia (SSI)
(SSI) pada tahun 2012. Sebelumnya beliau (2012–present). He also serves as Chair of
pernah menjabat sebagai Ketua Asosiasi the Indonesian Public Perception Research
6
Peneliti Persepsi Publik Indonesia (ASPEPPI) Association (ASPEPPI) (2022–present).
tahun 2022–sekarang, Direktur Riset Previously, he served as Research Director
Developing Countries Studies Centre (DCSC) at the Developing Countries Studies Centre
Sustainability Reference
Rujukan Keberlanjutan
tahun 2012–2015, Peneliti di Indo Barometer (DCSC) (2012–2015), Researcher at Indo
tahun 2008–2012, dan Managing Editor Barometer (2008–2012), Managing Editor
Majalah News Demokrat tahun 2005–2006, of News Demokrat Magazine (2005–2006),
serta Jurnalis Majalah Trust tahun 2003. and Journalist at Trust Magazine (2003).
Beliau meraih gelar Magister Ilmu Politik dari He obtained a Master’s degree in Political
Universitas Nasional, Jakarta tahun 2013, Science from Universitas Nasional, Jakarta
dan Sarjana Ilmu Politik dari Institut Ilmu (2013), and a Bachelor’s degree in Political
Sosial dan Ilmu Politik (IISIP) Jakarta tahun Science from the Institute of Social and
2005, serta tidak memiliki sertifikasi profesi. Political Sciences (IISIP) Jakarta (2005). He
does not hold any professional certifications.
Memiliki rangkap jabatan di Elnusa sebagai
Ketua Komite Nominasi, Remunerasi, dan He concurrently serves within Elnusa as
GCG (2025-sekarang). Di luar Perusahaan Chair of the Nomination, Remuneration, and
juga menjabat sebagai Ketua Asosiasi
Peneliti Persepsi Publik Indonesia (ASPEPPI)
GCG Committee (2025–present). Outside
the Company, he also serves as Chair of
7
(2022-sekarang). Beliau tidak memiliki the Indonesian Public Perception Research
Financial Report
Laporan Keuangan
hubungan afiliasi dengan Dewan Komisaris Association (ASPEPPI) (2022–present). He has
lainnya, Direksi, Pemegang Saham Utama no affiliation with other members of the Board
dan Pengendali, maupun dengan Pemerintah of Commissioners, the Board of Directors,
Republik Indonesia selaku entitas pemilik the Major/Controlling Shareholder, or the
manfaat akhir, serta tidak memiliki kepemilikan Government of the Republic of Indonesia as
saham di Perusahaan. the ultimate beneficial owner, and he does
not hold any shares in the Company.
*) Pernyataan independensi Abdul Hakim selaku Komisaris Independen dapat dilihat pada bab Tata Kelola
Perusahaan yang Baik dalam Laporan Tahunan ini.
*) The independence statement of Abdul Hakim as Independent Commissioner can be found in the Good
Corporate Governance section of this Annual Report.
2025 Annual Report PT Elnusa Tbk
101
Page 102
2025 Performance Highlights
Farazandi
Fidinansyah
Kilas Kinerja 2025
Komisaris Independen*
Periode Jabatan: 25 Agustus 2025 s.d. RUPS Tahunan yang diselenggarakan di tahun 2028, Periode Pertama
Independent Commissioner*
Term of Office: August 25, 2025, until the Annual GMS to be held in 2028, First Term
1
Warga negara Indonesia berusia 36 tahun An Indonesian citizen, 36 years of age,
yang berdomisili di DKI Jakarta, Indonesia. domiciled in DKI Jakarta, Indonesia. He
Beliau menjabat sebagai Komisaris serves as Independent Commissioner based
Independen berdasarkan keputusan RUPS on the resolution of the Extraordinary
Luar Biasa tanggal 25 Agustus 2025 yang General Meeting of Shareholders held on
diperkuat melalui Akta No. 35 tanggal August 25, 2025, as stipulated in Deed No.
25 Agustus 2025 yang dibuat di hadapan 35 dated August 25, 2025, drawn up before
Aulia Taufani, S.H., notaris di Jakarta, Aulia Taufani, S.H., a notary in Jakarta, with
dengan masa jabatan hingga RUPS Tahunan
Laporan Management
a term of office until the Annual General
Management Report
yang akan diselenggarakan pada tahun Meeting of Shareholders to be held in 2028.
2028. Penunjukan ini merupakan periode This appointment marks his first term, and he
pertama bagi beliau, dan sebelumnya beliau has not previously served as a member of the
tidak pernah menjabat dalam jajaran Dewan Company’s Board of Commissioners.
Komisaris Perusahaan.
Beliau memiliki latar belakang di bidang He has a background in business, politics,
bisnis, politik, dan akademisi. Saat ini and academic. He currently serves as
menjabat sebagai Komisaris PT Merah
2
Commissioner of PT Merah Putih Mahardika
Putih Mahardika sejak tahun 2025 dan (2025–present) and Commissioner of
Komisaris PT Catur Pilar Kreasi sejak tahun PT Catur Pilar Kreasi (2017–present).
2017. Sebelumnya pernah menjabat Previously, he served as a Member of the
sebagai Anggota DPRD DKI Jakarta untuk Regional House of Representatives (DPRD)
periode tahun 2019–2024, Dosen Inovasi of DKI Jakarta (2019–2024), Lecturer in
Bisnis dan Event Management Universitas Business Innovation and Event Management
Prasetiya Mulya tahun 2015–2019, Direktur at Universitas Prasetiya Mulya (2015–2019),
PT Cakra Muda Adinata tahun 2010–2019, Director of PT Cakra Muda Adinata (2010–
serta Asisten Promosi Indonesia Investment 2019), and Assistant for Promotion at the
Profil Perusahaan
Promotion Centre Badan Koordinasi Indonesia Investment Promotion Centre,
Company Profile
Penanaman Modal (BKPM) di London tahun Investment Coordinating Board (BKPM) in
2013. London (2013).
Beliau memiliki gelar Magister Manajemen He holds a Master’s degree in Event
Event dari Coventry University, Inggris tahun Management from Coventry University, United
2013 dan Sarjana Ekonomi dari Universitas Kingdom (2013) and a Bachelor’s degree
3
Prasetiya Mulya Business School, Jakarta in Economics from Universitas Prasetiya
tahun 2011, serta memiliki sertifikasi Certified Mulya Business School, Jakarta (2011).
Risk Professional (CRP) dari Lembaga He also holds a Certified Risk Professional
Sertifikasi Profesi Pasar Modal (LSPPM) tahun (CRP) certification from the Capital Market
2025. Professional Certification Institute (LSPPM)
obtained in 2025.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Di dalam Perusahaan, saat ini beliau memiliki Within the Company, he concurrently
rangkap jabatan sebagai Ketua Komite Audit serves as Chair of the Audit Committee
serta sebagai Anggota Komite Pemantau and as a Member of the Risk Monitoring
Risiko dan Investasi sejak tahun 2025. Di luar and Investment Committee since 2025.
Perusahaan, beliau juga menjabat sebagai Outside the Company, he also serves as
Komisaris PT Merah Putih Mahardika sejak Commissioner of PT Merah Putih Mahardika
tahun 2025 dan Komisaris PT Catur Pilar (2025–present) and Commissioner of PT
Kreasi sejak tahun 2017. Beliau tidak memiliki Catur Pilar Kreasi (2017–present). He has no
hubungan afiliasi dengan Dewan Komisaris affiliation with other members of the Board
lainnya, Direksi, Pemegang Saham Utama of Commissioners, the Board of Directors,
dan Pengendali, maupun dengan Pemerintah the Major/Controlling Shareholder, or the
Republik Indonesia selaku entitas pemilik Government of the Republic of Indonesia as
manfaat akhir. Selain itu, beliau juga tidak the ultimate beneficial owner. He also does
memiliki kepemilikan saham di Perusahaan. not hold any shares in the Company.
4
*) Pernyataan independensi Farazandi Fidinansyah selaku Komisaris Independen dapat dilihat pada bab Tata Kelola
Perusahaan yang Baik dalam Laporan Tahunan ini.
*) The independence statement of Farazandi Fidinansyah as Independent Commissioner can be found in the Good
Corporate Governance section of this Annual Report.
2025 Annual Report PT Elnusa Tbk
102
Page 103
5 Good Corporate Governance
Tata Kelola Perusahaan yang Baik
6
SUSUNAN DAN PROFIL DIREKSI
Sustainability Reference
Rujukan Keberlanjutan
COMPOSITION AND PROFILE OF THE BOARD OF DIRECTORS
Kronologi Perubahan Susunan Direksi di Sepanjang Tahun 2025
Chronology of Changes in the Composition of the Board of Directors in 2025
Periode 25 Agustus s.d 31 Desember
Periode 1 Januari s.d 25 Agustus 2025 Keterangan
2025
January 1 to August 25, 2025 Remarks
August 25 to December 31, 2025
Bachtiar Soeria Atmadja (Direktur Utama) Tidak lagi menjabat
(President Director) berdasarkan keputusan RUPS
Luar Biasa tanggal 25 Agustus
7
Endro Hartanto (Direktur Operasi)
2025.
Financial Report
Laporan Keuangan
(Director of Operations)
No longer served based on the
Stanley Iriawan (Direktur Keuangan) resolution of the Extraordinary
(Director of Finance) GMS dated August 25, 2025.
Arief Prasetyo Handoyo (Direktur Arief Prasetyo Handoyo (Direktur
Pengembangan Usaha) Pengembangan Usaha)
(Director of Business Development) (Director of Business Development)
Hera Handayani (Direktur SDM & Umum) Hera Handayani (Direktur SDM & Umum) Pe n g a n gka t an
(Director Of Human Capital & General Affairs) (Director Of Human Capital & General be rd a s ar kan ke put us an
Affairs) RU PS Luar B i a s a t an g g a l
2 5 A gus t us 2 0 2 5 .
Litta Indriya Ariesca (Direktur Utama)
Appointed based on the
(President Director)
resolution of the Extraordinary
Andri Haribowo (Direktur Operasi) GMS dated August 25, 2025.
(Director of Operations)
Nelwin Aldriansyah (Direktur Keuangan)
(Director of Finance)
2025 Annual Report PT Elnusa Tbk
103
Page 104
2025 Performance Highlights
Litta Indriya Ariesca
Kilas Kinerja 2025
Direktur Utama
Periode Jabatan: 25 Agustus 2025 s.d. RUPS Tahunan yang diselenggarakan di tahun 2028, Periode Pertama
President Director
Term of Office: August 25, 2025, until the Annual GMS to be held in 2028, First Term
Warga negara Indonesia berusia 54 tahun An Indonesian citizen, 54 years of age,
1
yang berdomisili di Jakarta Selatan, DKI domiciled in South Jakarta, DKI Jakarta,
Jakarta, Indonesia. Saat ini menjabat sebagai Indonesia. She currently serves as
Direktur Utama berdasarkan keputusan RUPS President Director based on the resolution
Luar Biasa tanggal 25 Agustus 2025 yang of the Extraordinary General Meeting of
diperkuat melalui Akta No. 35 tanggal Shareholders held on August 25, 2025, as
25 Agustus 2025 yang dibuat di hadapan stipulated in Deed No. 35 dated August 25,
Aulia Taufani, S.H., notaris di Jakarta, untuk 2025, drawn up before Aulia Taufani, S.H.,
masa jabatan hingga RUPS Tahunan yang a notary in Jakarta, with a term of office until
diselenggarakan di tahun 2028. Jabatan ini the Annual General Meeting of Shareholders
Laporan Management
merupakan periode pertama, sebelumnya to be held in 2028. This appointment marks
Management Report
beliau tidak pernah menjabat dalam jajaran her first term, and she has not previously
Direksi Perusahaan. served as a member of the Company’s Board
of Directors.
Beliau profesional senior dengan She is a senior professional with over 28
pengalaman lebih dari 28 tahun di bidang years of experience in strategy, business
strategi, pengembangan bisnis, dan development, and investment within national
investasi baik di organisasi nasional maupun and multinational organizations, primarily in
2
multinasional, khususnya di sektor energi. the energy sector. Prior to her current role,
Sebelum menduduki perannya saat ini, beliau she held several Vice President positions
menjabat di berbagai posisi Vice President di at PT Pertamina (Persero) from 2022 to
PT Pertamina (Persero) dari tahun 2022 hingga 2025, including Project Director 1, Business
2025, termasuk sebagai Project Director 1, Development International Market, and
Business Development International Market, Portfolio Co. Business Development Portfolio.
dan Portfolio Co. Business Development Her extensive career includes serving as
Portfolio. Perjalanan kariernya yang ekstensif Director of Marketing and Operations at PT
mencakup posisi sebagai Direktur Pemasaran Patra Jasa from 2020–2022 and various
dan Operasi di PT Patra Jasa tahun 2020– strategic roles at PT Pertamina (Persero)
Profil Perusahaan
Company Profile
2022 serta berbagai peran strategis di PT between 2012 and 2019. From 1996 to
Pertamina (Persero) antara tahun 2012 dan 2012, she gained multinational experience as
2019. Dari tahun 1996 hingga 2012, beliau Senior Manager Investment Strategist at Sinar
memperluas pengalaman multinasionalnya Mas Group, ASEAN Business Development
sebagai Senior Manager Investment Strategist Manager at DuPont Indonesia & Singapore,
di Sinar Mas Group, ASEAN Business Project Management at Summarecon Agung,
Development Manager di DuPont Indonesia and began her career as a Business Analyst
3
& Singapura, Project Management di at Addisson Griffitts Consultant in London,
Summarecon Agung, dan memulai kariernya United Kingdom.
sebagai Business Analyst di Addisson Griffitts
Consultant di London, UK.
Beliau merupakan lulusan Pasca Sarjana She holds a postgraduate degree in
Manajemen dan Investasi dari University of Management and Investment from the
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Manchester, Manchester, Inggris tahun 1997 University of Manchester, United Kingdom
dan Sarjana Teknik Arsitektur dari Universitas (1997), and a Bachelor’s degree in
Trisakti, Jakarta tahun 1995, serta memiliki Architecture from Universitas Trisakti, Jakarta
sertifikasi Certified Risk Professional (CRP) (1995). She also holds a Certified Risk
dari Indonesia Risk & Business Advisory Professional (CRP) certification from Indonesia
(IRBA) pada tahun 2025. Risk & Business Advisory (IRBA), obtained in
2025.
Saat ini beliau tidak memiliki rangkap jabatan She currently does not hold any concurrent
baik di dalam maupun di luar Perusahaan, positions either within or outside the
tidak memiliki hubungan afiliasi dengan Company. She has no affiliation with the
Dewan Komisaris, Direksi lainnya, Pemegang Board of Commissioners, other members
Saham Utama dan Pengendali, maupun of the Board of Directors, the Major/
dengan Pemerintah Republik Indonesia selaku Controlling Shareholder, or the Government
entitas pemilik manfaat akhir, serta tidak of the Republic of Indonesia as the ultimate
4
memiliki kepemilikan saham di Perusahaan. beneficial owner, and she does not hold any
shares in the Company.
2025 Annual Report PT Elnusa Tbk
104
Page 105
Nelwin
Aldriansyah
Direktur Keuangan
Periode Jabatan: 25 Agustus 2025 s.d. RUPS Tahunan yang diselenggarakan di tahun 2028, Periode Pertama
Director of Finance
Term of Office: August 25, 2025, until the Annual General Meeting of Shareholders held in 2028, First Term
Warga negara Indonesia berusia 56 tahun An Indonesian citizen, 56 years of age as
5
per 31 Desember 2025 yang berdomisili of December 31, 2025, domiciled in South
di Jakarta Selatan, DKI Jakarta, Indonesia. Jakarta, DKI Jakarta, Indonesia. He currently
Saat ini menjabat sebagai Direktur Keuangan serves as Director of Finance based on the
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
berdasarkan keputusan RUPS Luar Biasa resolution of the Extraordinary General
tanggal 25 Agustus 2025 yang diperkuat Meeting of Shareholders held on August 25,
melalui Akta No. 35 tanggal 25 Agustus 2025, as stipulated in Deed No. 35 dated
2025 yang dibuat di hadapan Aulia Taufani, August 25, 2025, drawn up before Aulia
S.H., Notaris di Jakarta, untuk masa jabatan Taufani, S.H., a Notary in Jakarta, with
hingga RUPS Tahunan yang diselenggarakan a term of office until the Annual General
di tahun 2028. Jabatan ini merupakan Meeting of Shareholders to be held in 2028.
periode pertama, sebelumnya beliau tidak This appointment marks his first term, and he
pernah menjabat dalam jajaran Direksi has not previously served as a member of the
Perusahaan. Company’s Board of Directors.
Beliau adalah eksekutif keuangan He is a seasoned finance executive with
berpengalaman dengan rekam jejak luas di extensive experience in corporate finance and
bidang keuangan perusahaan dan perbankan investment banking. Prior to his appointment
investasi. Sebelum menjabat sebagai as Director of Finance of Elnusa, he held
Direktur Keuangan Elnusa, beliau menjabat several Finance Director positions within the
di beberapa posisi Direktur Keuangan di Pertamina Group, namely as Finance Director
6
Pertamina Grup, yaitu Direktur Keuangan of PT Pertamina Geothermal Energy Tbk and
PT Pertamina Geothermal Energy Tbk dan PT Pertamina Power Indonesia from 2021 to
PT Pertamina Power Indonesia dari tahun 2025. Previously, from 2010 to 2021, he
Sustainability Reference
Rujukan Keberlanjutan
2021 – 2025. Sebelumnya, pada tahun served as Director of Merger & Acquisition
2010 - 2021 menjabat sebagai Direktur at PT CIMB Securities Indonesia, Director
Merger & Acquisition PT CIMB Securities of Corporate Finance at PT CIMB Securities
Indonesia, Direktur Corporate Finance PT Indonesia, and Director of Investment Banking
CIMB Securities Indonesia dan Direktur at PT Bahana Sekuritas. He also held the
Investment Banking PT Bahana Sekuritas. position of Director of Debt Capital Market
Beliau juga pernah memegang posisi at PT ANZ-Panin Bank in 2010 and Director
Direktur Debt Capital Market PT ANZ-Panin of Investment Banking at PT Woori Korindo
Bank tahun 2010 dan Direktur Investment Securities from 2009 to 2010, and began his
Banking PT Woori Korindo Securities pada career in investment banking as VP Investment
tahun 2009–2010, serta mengawali karier Banking at PT Bahana Securities from 2001
di bidang perbankan investasi sebagai VP to 2009.
Investment Banking PT Bahana Securities dari
tahun 2001–2009.
Beliau meraih gelar Master of Business He holds a Master of Business Administration 7
Administration dari University of Strathclyde, (MBA) from the University of Strathclyde,
Financial Report
Laporan Keuangan
Glasgow, Inggris pada tahun 1997 dan Glasgow, United Kingdom (1997), and
Sarjana Ekonomi dari Universitas Indonesia a Bachelor’s degree in Economics from
tahun 1994, serta memiliki sertifikasi Certified Universitas Indonesia (1994). He also holds
Risk Professional dari Indonesia Risk & a Certified Risk Professional certification from
Business Advisory (IRBA) pada tahun 2024. Indonesia Risk & Business Advisory (IRBA),
obtained in 2024.
Saat ini beliau tidak memiliki rangkap
jabatan baik di dalam maupun di luar He currently does not hold any concurrent
Perusahaan. Beliau juga tidak memiliki positions either within or outside the
hubungan afiliasi dengan Dewan Komisaris, Company. He has no affiliation with the
Direksi lainnya, Pemegang Saham Utama Board of Commissioners, other members
dan Pengendali, maupun dengan Pemerintah of the Board of Directors, the Major/
Republik Indonesia selaku entitas pemilik Controlling Shareholder, or the Government
manfaat akhir. Selain itu, beliau memiliki of the Republic of Indonesia as the ultimate
kepemilikan saham di Perusahaan sebanyak beneficial owner. In addition, he holds
10.000 lembar saham atau setara dengan 10,000 shares in the Company, representing
0,000137% dari total saham yang diterbitkan approximately 0.000137% of the total issued
oleh Perusahaan. shares.
2025 Annual Report PT Elnusa Tbk
105
Page 106
Andri
2025 Performance Highlights
Haribowo
Kilas Kinerja 2025
Direktur Operasi
Periode Jabatan: 25 Agustus 2025 s.d. RUPS Tahunan yang diselenggarakan di tahun 2028, Periode Pertama
Director of Operations
Term of Office: August 25, 2025, until the Annual GMS to be held in 2028, First Term
An Indonesian citizen, 54 years of age,
1
Warga negara Indonesia berusia 54 tahun
yang berdomisili di Tangerang Selatan, domiciled in South Tangerang, Banten,
Banten, Indonesia. Saat ini beliau menjabat Indonesia. He currently serves as Director
sebagai Direktur Operasi berdasarkan of Operations based on the resolution
keputusan RUPS Luar Biasa tanggal 25 of the Extraordinary General Meeting of
Agustus 2025 yang diperkuat melalui Akta Shareholders held on August 25, 2025, as
No. 35 tanggal 25 Agustus 2025 yang stipulated in Deed No. 35 dated August 25,
dibuat di hadapan Aulia Taufani, S.H., notaris 2025, drawn up before Aulia Taufani, S.H.,
di Jakarta, dengan masa jabatan hingga a notary in Jakarta, with a term of office until
RUPS Tahunan yang akan diselenggarakan the Annual General Meeting of Shareholders
Laporan Management
to be held in 2028. This appointment marks
Management Report
pada tahun 2028. Penunjukan ini merupakan
periode pertama bagi beliau dan sebelumnya his first term, and he has not previously served
beliau tidak pernah menjabat dalam jajaran as a member of the Board of Directors of PT
Direksi Perusahaan. Elnusa Tbk.
Beliau adalah seorang pemimpin visioner He is a visionary leader in the upstream oil
dalam industri hulu dengan pengalaman and gas industry with extensive experience in
dalam mendorong peningkatan produktivitas, driving productivity improvement, operational
kinerja, kepatuhan, kesehatan dan performance, compliance, health and safety,
2
keselamatan, serta profitabilitas. Sebelum as well as profitability. Prior to his appointment
menjabat sebagai Direktur Operasi Elnusa, as Director of Operations of Elnusa, he
beliau menjabat sebagai VP Subsurface served as VP Subsurface Development &
Development & Resources Evaluation PT Resources Evaluation at PT Pertamina Hulu
Pertamina Hulu Energi tahun 2023–2025, Energi from 2023 to 2025. Previously, he
setelah sebelumnya menjabat sebagai held the positions of General Manager Zone
General Manager Zona 7 PT Pertamina EP 7 at PT Pertamina EP from 2021 to 2023,
tahun 2021 - 2023, General Manager Asset as well as General Manager Asset 5 at PT
5 PT Pertamina EP dan General Manager Pertamina EP and General Manager Zone 9
Zona 9 PT Pertamina Hulu Indonesia tahun at PT Pertamina Hulu Indonesia from 2019
Profil Perusahaan
Company Profile
2019 - 2021. Beliau juga menjabat sebagai to 2021. He also served as Manager Field
Manager Field Poleng dan Sr. Manager Field Poleng and Senior Manager Field Jatibarang
Jatibarang tahun 2018 - 2019. Sebelumnya, from 2018 to 2019. Earlier in his career, he
beliau pernah menjabat sebagai Manager held the roles of Manager Field Sanga-Sanga
Field Sanga-Sanga dan Manager Field and Manager Field Tanjung from 2014 to
Tanjung tahun 2014 - 2018, serta mengawali 2018, and began his career as Reservoir
karier sebagai Reservoir Manager Asset 4 PT Manager Asset 4 at PT Pertamina EP from
3
Pertamina EP tahun 2012–2014. 2012 to 2014.
Beliau meraih gelar Magister Teknik Geofisika He holds a Master’s degree in Applied
Terapan dari Institut Teknologi Bandung Geophysical Engineering from Institut
pada tahun 2003 dan Sarjana Teknik Teknologi Bandung (2003) and a Bachelor’s
Perminyakan di UPN Veteran Yogyakarta degree in Petroleum Engineering from UPN
tahun 1996, serta memiliki sertifikasi Veteran Yogyakarta (1996). He also holds
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Enterprise Risk Management & Certified certifications in Enterprise Risk Management
Risk Professional (CRP) dari Indonesia Risk & and Certified Risk Professional (CRP) from
Business Advisory Services pada tahun 2024. Indonesia Risk & Business Advisory Services,
obtained in 2024.
Saat ini beliau tidak memiliki rangkap jabatan He currently does not hold any concurrent
baik di dalam maupun di luar Perusahaan. positions either within or outside the
Beliau juga tidak memiliki hubungan afiliasi Company. He has no affiliation with the
dengan Dewan Komisaris, Direksi lainnya, Board of Commissioners, other members
Pemegang Saham Utama dan Pengendali, of the Board of Directors, the Major/
maupun dengan Pemerintah Republik Controlling Shareholder, or the Government
Indonesia selaku entitas pemilik manfaat of the Republic of Indonesia as the ultimate
akhir. Selain itu, beliau tidak memiliki beneficial owner. In addition, he does not
kepemilikan saham di Perusahaan. hold any shares in the Company.
4
2025 Annual Report PT Elnusa Tbk
106
Page 107
Arief Prasetyo
Handoyo
Direktur Pengembangan Usaha
Periode Jabatan: 17 Januari 2024 s.d. RUPS Tahunan yang diselenggarakan di tahun 2026, Periode Pertama
Director of Business Development
Term of Office: January 17, 2024, until the Annual GMS to be held in 2026, First Term
Warga negara Indonesia berusia 53 tahun An Indonesian citizen, 53 years of age,
5
yang berdomisili di Jakarta Selatan, DKI domiciled in South Jakarta, DKI Jakarta,
Jakarta, Indonesia. Beliau menjabat sebagai Indonesia. He currently serves as Director of
Direktur Pengembangan Usaha berdasarkan Business Development based on the resolution
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
keputusan RUPS Luar Biasa tanggal 17 of the Extraordinary General Meeting of
Januari 2024 yang diperkuat melalui Akta Shareholders held on January 17, 2024, as
No. 33 tanggal 17 Januari 2024 yang dibuat stipulated in Deed No. 33 dated January 17,
di hadapan Aulia Taufani, S.H., notaris di 2024, drawn up before Aulia Taufani, S.H.,
Jakarta, dengan masa jabatan hingga RUPS a notary in Jakarta, with a term of office until
Tahunan yang akan diselenggarakan pada the Annual General Meeting of Shareholders
tahun 2026. Penunjukan ini merupakan to be held in 2027. This appointment marks
periode pertama bagi beliau dan sebelumnya his first term, and he has not previously served
beliau tidak pernah menjabat dalam jajaran as a member of the Company’s Board of
Direksi Perusahaan. Directors.
Beliau merupakan profesional berpengalaman He is an experienced professional in the
di industri hulu migas dengan rekam jejak upstream oil and gas industry with a track
dalam pengelolaan operasi eksploitasi, record in production operations management,
pengembangan lapangan, serta inovasi field development, and technology innovation
teknologi di sektor energi. Sebelum menjabat in the energy sector. Prior to his appointment
sebagai Direktur Pengembangan Usaha as Director of Business Development of Elnusa,
6
Elnusa, beliau menjabat beberapa posisi he held several strategic positions within the
strategis di Pertamina Grup, yaitu sebagai Pertamina Group, including Vice President
VP Development & Drilling PT Pertamina Hulu Development & Drilling at PT Pertamina Hulu
Sustainability Reference
Rujukan Keberlanjutan
Indonesia , setelah sebelumnya menjabat Indonesia. Previously, he served as Asset 1
sebagai Asset 1 Exploitation Senior Manager Exploitation Senior Manager at PT Pertamina
PT Pertamina EP pada tahun 2019–2024, EP (2019–2024), Prabumulih & Limau
Prabumulih & Limau Exploitation Manager PT Exploitation Manager, Tambun & Subang
Pertamina EP, Tambun & Subang Exploitation Exploitation Manager, and Asset 3 G&G
Manager PT Pertamina EP, serta Asset 3 G&G Manager at PT Pertamina EP (2015–2019).
Manager PT Pertamina EP pada periode He also served as Senior G&G Engineer at
2015–2019. Beliau juga pernah menjabat PT Pertamina EP and began his career as
sebagai Senior G&G Engineer PT Pertamina a Geology & Geophysics Specialist at PT
EP dan mengawali karier sebagai Ahli Pertamina EP from 2011 to 2015.
Geologi & Geofisika PT Pertamina EP sejak
tahun 2011 hingga 2015.
Beliau meraih gelar Magister Bisnis He holds a Master’s degree in Business
Administration from Institut Teknologi
Administrasi dari Institut Teknologi Bandung
tahun 2006 dan Sarjana Teknik Geologi Bandung (2006) and a Bachelor’s degree
in Geological Engineering from Universitas
7
Umum dari Universitas Gadjah Mada,
Financial Report
Laporan Keuangan
Yogyakarta pada tahun 1998, serta memiliki Gadjah Mada, Yogyakarta (1998). He
sertifikasi Enterprise Risk Management also holds Enterprise Risk Management and
& Certified Risk Professional (CRP) dari Certified Risk Professional (CRP) certifications
Indonesia Risk & Business Advisory Services from Indonesia Risk & Business Advisory
pada 2024. Services, obtained in 2024.
Beliau tidak memiliki rangkap jabatan di He does not hold any concurrent positions
dalam Perusahaan. Di luar Perusahaan, within the Company. Outside the Company,
beliau juga menjabat sebagai Komisaris pada he also serves as Commissioner of a
entitas anak PT Elnusa Tbk, yaitu PT Sigma subsidiary of PT Elnusa Tbk, namely PT
Cipta Utama sejak tahun 2024. Beliau tidak Sigma Cipta Utama, since 2024. He has no
memiliki hubungan afiliasi dengan Dewan affiliation with the Board of Commissioners,
Komisaris, Direksi lainnya, Pemegang Saham other members of the Board of Directors,
Utama dan Pengendali, maupun dengan the Major/Controlling Shareholder, or the
Pemerintah Republik Indonesia selaku entitas Government of the Republic of Indonesia as
pemilik manfaat akhir. Selain itu, beliau tidak the ultimate beneficial owner. In addition, he
memiliki kepemilikan saham di Perusahaan. does not hold any shares in the Company.
2025 Annual Report PT Elnusa Tbk
107
Page 108
Hera
Handayani
2025 Performance Highlights
Direktur SDM & Umum
Periode Jabatan: 6 Juni 2023 s.d. RUPS Tahunan yang diselenggarakan di tahun 2026, Periode Pertama
Kilas Kinerja 2025
Director Of Human Capital & General Affairs
Term of Office: June 6, 2023, until the Annual GMS to be held in 2026, First Term
Warga negara Indonesia berusia 50 tahun An Indonesian citizen, 50 years of age,
yang berdomisili di Jakarta Selatan, DKI domiciled in South Jakarta, DKI Jakarta,
Jakarta, Indonesia. Saat ini menjabat Indonesia. She currently serves as Director
1
sebagai Direktur SDM & Umum berdasarkan of Human Resources & General Services
keputusan RUPS Luar Biasa tanggal 6 Juni based on the resolution of the Extraordinary
2023 yang diperkuat melalui Akta No. 8 General Meeting of Shareholders held on
tanggal 6 Juni 2023 yang dibuat di hadapan June 6, 2023, as stipulated in Deed No. 8
Aulia Taufani, S.H., notaris di Jakarta, dated June 6, 2023, drawn up before Aulia
dengan masa jabatan hingga RUPS Tahunan Taufani, S.H., a notary in Jakarta, with a term
yang akan diselenggarakan pada tahun of office until the Annual General Meeting
2026. Penunjukan ini merupakan periode of Shareholders to be held in 2026. This
pertama bagi beliau dan sebelumnya beliau appointment marks her first term, and she
tidak pernah menjabat dalam jajaran Direksi has not previously served as a member of the
Laporan Management
Management Report
Perusahaan. Company’s Board of Directors.
Beliau merupakan pemimpin di bidang sumber She is a leader in human resources and
daya manusia dan pengembangan organisasi organizational development with extensive
dengan pengalaman luas dalam membangun experience in building internationally
talenta bertaraf internasional serta budaya competitive talent and fostering a
kerja yang mendukung keunggulan kompetitif. performance-driven corporate culture. Prior
Sebelum menjabat sebagai Direktur SDM to her appointment as Director of Human
dan Umum Elnusa, beliau menduduki Resources & General Services of Elnusa, she
2
beberapa posisi strategis di Elnusa, yaitu Vice held several strategic positions within Elnusa,
President of Engineering Centre & Quality including Vice President of Engineering
Management (Pjs), Vice President Business Centre & Quality Management (Acting), Vice
Development dan Vice President Business President Business Development, and Vice
Development & Marketing dari tahun 2019 President Business Development & Marketing
- 2022, serta Senior Manager of Quality from 2019 to 2022, as well as Senior
Management dari tahun 2018–2019. Manager of Quality Management from
Beliau bergabung di Elnusa pada tahun 2018 to 2019. She joined Elnusa in 2014
2014 sebagai Project Management Officer. as Project Management Officer. She also
Profil Perusahaan
Beliau juga memiliki pengalaman profesional has professional experience as Director of
Company Profile
sebagai Direktur PT Quant Capital Investama PT Quant Capital Investama (2009–2014),
tahun 2009–2014, Direktur LETMI ITB Director of LETMI ITB Bandung (2007–2010),
Bandung tahun 2007–2010, serta Pengajar and Lecturer in the Master of Management
Program Magister Manajemen Universitas Program at Universitas Indonesia (2006–
Indonesia tahun 2006–2010. Pada fase awal 2010). Earlier in her career, she served as
kariernya, beliau menjabat sebagai Business Business Development Manager at Ernst &
Development Manager di Ernst & Young Young (2003–2004), Asia Pacific Knowledge
3
tahun 2003–2004, setelah sebelumnya Manager – Oil & Gas at Arthur Andersen
menjabat sebagai Asia Pacific Knowledge Business Consulting (2001–2003), and
Manager – Oil & Gas tahun 2001–2003 di began her career as a Consultant at Arthur
Arthur Andersen Business Consulting, serta Andersen Business Consulting (1998–2001).
memulai karier sebagai Consultant di Arthur
Andersen Business Consulting tahun 1998–
2001.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Beliau meraih gelar Magister Manajemen She holds a Master’s degree in Management
dengan konsentrasi Risk Management dari with a concentration in Risk Management
Universitas Indonesia pada tahun 2005 dan from Universitas Indonesia (2005) and a
Sarjana Teknik Industri dari Institut Teknologi Bachelor’s degree in Industrial Engineering
Bandung tahun 1998, serta memiliki sertifikasi from Institut Teknologi Bandung (1998). She
Enterprise Risk Management & Certified Risk also holds Enterprise Risk Management and
Professional (CRP) dari Indonesia Risk & Certified Risk Professional (CRP) certifications
Business Advisory Services pada tahun 2024. from Indonesia Risk & Business Advisory
Services, obtained in 2024.
Memiliki rangkap jabatan sebagai Komisaris
pada entitas anak Elnusa, yaitu PT Elnusa She concurrently serves as Commissioner
Trans Samudera sejak tahun 2025, dan of a subsidiary of Elnusa, namely PT Elnusa
tidak memiliki rangkap jabatan di dalam Trans Samudera, since 2025, and does not
Perusahaan. Beliau tidak memiliki hubungan hold any concurrent positions within the
4
afiliasi dengan Dewan Komisaris, Direksi Company. She has no affiliation with the
lainnya, Pemegang Saham Utama dan Board of Commissioners, other members
Pengendali, maupun dengan Pemerintah of the Board of Directors, the Major/
Republik Indonesia selaku entitas pemilik Controlling Shareholder, or the Government
manfaat akhir, serta tidak memiliki kepemilikan of the Republic of Indonesia as the ultimate
saham di Perusahaan. beneficial owner, and she does not hold any
shares in the Company.
2025 Annual Report PT Elnusa Tbk
108
Page 109
PEJABAT EKSEKUTIF
EXECUTIVE OFFICERS
Rustam Aji
Corporate Secretary
Usia : 45 Tahun
Age 45 Years
Pendidikan : MBA, Master of Business Administration, National
Education University of Singapore, 2015
5
Dasar Pengangkatan : SKMJ No. 00309/K20300/2025-S8
Basis of Appointment
Menjabat Sejak : 1 September 2025
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Appointed since September 1, 2025
Pengalaman Kerja : Sebelum menempati posisi sebagai Corporate
Work experience Secretary, beliau menjabat sebagai BOD Office
Manager PT Pertamina (Persero) (2022-2025)
Prior to serving as Corporate Secretary, he held the
position of BOD Office Manager at PT Pertamina
(Persero) (2022–2025).
Muhroji
Chief Audit Executive
Usia : 55 Tahun
Age 55 Years
Pendidikan : S.E, Ekonomi Akuntansi, Universitas Brawijaya Malang,
6
Education 1995
Bachelor of Economics (S.E.), Accounting, Universitas
Sustainability Reference
Rujukan Keberlanjutan
Brawijaya, Malang (1995)
Dasar Pengangkatan : SKMJ No. 00246/K20500/2025-S8
Basis of Appointment
Menjabat Sejak : 1 Maret 2025
Appointed since March 1, 2025
Pengalaman Kerja : Sebelum menempati posisi sebagai Chief Audit Executive,
Work experience beliau menjabat sebagai Manager Internal Audit
PT Pertamina EP (2021-2025)
Prior to assuming the position of Chief Audit Executive, he
served as Manager of Internal Audit at PT Pertamina EP
(2021–2025).
Ramon Arias Pili
7
VP HSSE
Financial Report
Laporan Keuangan
Usia : 48 Tahun
Age 48 Years
Pendidikan : S.E, Ekonomi Studi Pembangunan, Universitas
Education Indonesia, 2001
Bachelor of Economics (S.E.), Development
Economics, Universitas Indonesia, Jakarta (2001)
Dasar Pengangkatan : SK No. 648/EN/KPTS/000D/2022
Basis of Appointment
Menjabat Sejak : 1 November 2019
Appointed since November 1, 2019
Pengalaman Kerja : Sebelum menempati posisi sebagai
Work experience VP of HSSE, beliau menjabat sebagai
VP of Supply Chain Management (2015-2019)
Prior to serving as VP of HSSE, he held the position of
VP of Supply Chain Management (2015–2019)
2025 Annual Report PT Elnusa Tbk
109
Page 110
2025 Performance Highlights
Lulut Sugianto
VP Upstream Services
Kilas Kinerja 2025
Usia : 47 Tahun
Age 47 Years
Pendidikan : S.T, Teknik Industri, Universitas Balikpapan, 2004
Education Bachelor of Engineering (S.T.), Industrial Engineering,
Universitas Balikpapan (2004)
Dasar Pengangkatan : SK No. 648/EN/KPTS/000D/2022
1
Basis of Appointment
Menjabat Sejak : 1 Juli 2022
Appointed since July 1, 2022
Pengalaman Kerja : Sebelum menempati posisi sebagai VP Upstream Services,
Work experience beliau menjabat sebagai SM of Asset Reliability & Prod.
POMS (2017-2022)
Prior to serving as VP of Upstream Services, he held the
position of Senior Manager of Asset Reliability & Production
Laporan Management
POMS (2017–2022).
Management Report
Bayu Trianto
2
VP EPC & OM Services
Usia : 39 Tahun
Age 39 years
Pendidikan : MBA, Master of Business Administration, Universitas Gadjah
Education Mada Yogyakarta, 2015
Dasar Pengangkatan : SK No. 648/EN/KPTS/000D/2022
Basis of Appointment
Profil Perusahaan
Company Profile
Menjabat Sejak : 22 November 2024
Appointed since November 22, 2024
Pengalaman Kerja : Sebelum menempati posisi sebagai VP of EPC & OM Services,
Work experience beliau menjabat sebagai GM Sales EPC & OM Services
(2022-2024)
Prior to serving as VP of EPC & O&M Services, he held the
3
position of GM of Sales for EPC & O&M Services (2022–
2024).
Nur Kholis
VP Asset Realibility & Productivity
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Usia : 52 Tahun
Age 52 years
Pendidikan : M.M, Magister Management, Universitas Bina Nusantara
Education Jakarta, 2009
M.M., Master of Management, Universitas Bina Nusantara,
Jakarta, 2009
Dasar Pengangkatan : SK No. 001/EN/KPTS/000D/2024
Basis of Appointment
Menjabat Sejak : 8 Januari 2024
Appointed since January 8, 2024
Pengalaman Kerja : Sebelum menempati posisi sebagai VP of Asset Realibility
4
Work experience & Producivity, beliau menjabat sebagai Direktur Operasi &
Markeing EPN (2018-2024)
Prior to serving as VP of Asset Reliability & Productivity, he
held the position of Director of Operations & Marketing at
EPN (2018–2024).
2025 Annual Report PT Elnusa Tbk
110
Page 111
Reizky Rahadian Lendra
VP Controller
Usia : 45 Tahun
Age 45 Years
Pendidikan : S.Sos., Administrasi Fiskal, Universitas Indonesia,
Education 2006 dan S.E Akuntansi Universitas Indonesia, 2008
Bachelor of Fiscal Administration (S.Sos), Universitas
Indonesia, Jakarta 2006 and Bachelor of Economics (S.E.),
Accounting, Universitas Indonesia, 2008
5
Dasar Pengangkatan : SK No. 648/EN/KPTS/000D/2022
Basis of Appointment
Menjabat Sejak : 18 October 2022
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Appointed since October 18, 2022
Pengalaman Kerja : Sebelum menempati posisi sebagai VP of Controller, beliau
Work experience menjabat sebagai SM of Financial Business Controller
(2021-2022)
Prior to serving as VP of Controller, he held the position of
Senior Manager of Financial Business Controller (2021–
2022).
Hanny Retno Hapsari
VP Finance & Treasury
Usia : 48 Tahun
6
Age 48 years
Pendidikan : Magister Management, Universitas Prasetya Mulya, 2005
Sustainability Reference
Rujukan Keberlanjutan
Education Master of Management, Prasetiya Mulya University, 2005
Dasar Pengangkatan : SK No. 136/EN/KPTS/000D/2023
Basis of Appointment
Menjabat Sejak : 7 Agustus 2023
Appointed since August 7, 2023
Pengalaman Kerja : Sebelum menempati posisi sebagai VP of Treasury & Financing
Work experience beliau menjabat sebagai Direktur Keuangan dan Administrasi
EPN (2021-2023)
Prior to serving as VP of Finance and Administration, she held
the position of Director of Human Capital & General Affairs at
EPN (2021–2023).
7
Financial Report
Laporan Keuangan
Rifqi Budi Prasetyo
VP Strategic Planning & Corporate Management
Usia : 44 Tahun
Age 44 years
Pendidikan : Magister Management, Telkom University, 2024
Education Master of Management, Telkom University, 2024
Dasar Pengangkatan : SK No. 079/EN/KPTS/000D/2024
Basis of Appointment
Menjabat Sejak : 1 Juni 2024
Appointed since June 2, 2024
Pengalaman Kerja : Sebelum menempati posisi sebagai VP of Strategic Planning &
Work experience Corporate Management, beliau menjabat sebagai Corporate
Secretary PT Pertamina Lubricant (2022-2024)
Prior to serving as VP of Strategic Planning & Corporate
Management, he held the position of Corporate Secretary of PT
Pertamina Lubricants (2022–2024).
2025 Annual Report PT Elnusa Tbk
111
Page 112
2025 Performance Highlights
Mira Puspitawati
Senior Manager Enterprise Risk Management
Kilas Kinerja 2025
Usia : 45 Tahun
Age 45 Years
Pendidikan : S.E, Ekonomi Manajemen, Universitas Indonesia, 2002
Education Bachelor of Economics (S.E.), Management, Universitas
Indonesia, Jakarta (2002)
Dasar Pengangkatan : SK No. 648/EN/KPTS/000D/2022
1
Basis of Appointment
Menjabat Sejak : 1 Mei 2021
Appointed since May 1, 2021
Pengalaman Kerja : Sebelum menempati posisi sebagai Senior Manager of
Work experience Enterprise Risk Management, beliau menjabat sebagai Senior
Manager of Financing (2019-2021)
Prior to serving as Senior Manager of Enterprise Risk
Laporan Management
Management, she held the position of Senior Manager of
Management Report
Financing (2019–2021).
Agung Wahidin
VP Human Capital
Usia : 50 Tahun
2
Age 50 years
Pendidikan : MBA, Master of Business Administraion, IPMI Business School
Education Jakarta, 2021
MBA, Master of Business Administration, IPMI Business School,
Jakarta, 2021
Dasar Pengangkatan : SK No. 648/EN/KPTS/000D/2022
Basis of Appointment
Menjabat Sejak : 6 Juli 2020
Profil Perusahaan
Company Profile
Appointed since July 6, 2020
Pengalaman Kerja : Sebelum menempati posisi sebagai VP Of Human Capital,
Work experience beliau menjabat sebagai SM of Human Capital Business
Partner (2016-2020)
Prior to serving as VP of Human Capital, he held the position
of Senior Manager of Human Capital Business Partner (2016–
3
2020).
Ina Marvitasari
VP Property Management & General Services
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Usia : 51 Tahun
Age 51 years
Pendidikan : M.M., Magister Management, Universitas Gadjah Mada,
Education Yogyakarta, 2008
M.M., Master of Management, Universitas Gadjah Mada,
Yogyakarta, 2008
Dasar Pengangkatan : SK No. 038/EN/KPTS/000D/2024
Basis of Appointment
Menjabat Sejak : 1 Maret 2024
Appointed since March 1, 2024
Pengalaman Kerja : Sebelum menempati posisi sebagai VP Property Management
Work experience & General Services, beliau menjabat sebagai Senior
4
Manager Human Capital Management (2020-2024)
Prior to serving as VP of Property Management & General
Services, she held the position of Senior Manager of Human
Capital Management (2020–2024).
v
2025 Annual Report PT Elnusa Tbk
112
Page 113
Novrizal
VP Business Development & Marketing
Usia : 45 Tahun
Age 45 years
Pendidikan : S.Kom, Teknik Informatika, Sekolah Tinggi Teknik Ilmu Komputer
Education (Meridian) Jakarta, 2007
Bachelor of Computer Science (S.Kom), Informatics Engineering,
Sekolah Tinggi Teknik Ilmu Komputer (Meridian), Jakarta
(2007)
Dasar Pengangkatan : SK No. 004/EN/KPTS/000D/2024
Basis of Appointment
Menjabat Sejak : 2 Januari 2024
5
Appointed since January 2, 2024
Pengalaman Kerja : Sebelum menempati posisi sebagai VP Business Development
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Work experience & Markeing, beliau menjabat sebagai General Manager
Marketing (2022-2023)
Prior to serving as VP of Business Development & Marketing,
he held the position of General Manager of Marketing (2022–
2023).
Teguh Indra Dwiyono
VP Supply Chain Management
Usia : 47 tahun
Age 47 years
Pendidikan : M.T, Teknik Industri, Universitas Indonesia Jakarta, 2016
6
Education Master of Engineering (M.T.), Industrial Engineering,
Universitas Indonesia, Jakarta (2016)
Sustainability Reference
Rujukan Keberlanjutan
Dasar Pengangkatan : SK No. 049/EN/DKP/005D/2025
Basis of Appointment
Menjabat Sejak : 30 April 2025
Appointed since April 30, 2025
Pengalaman Kerja : Sebelum menempati posisi sebagai VP Supply Chain
Work experience Management, beliau menjabat sebagai Senior Manager
Procurement (2022-2025)
Prior to serving as VP of Supply Chain Management, he held
the position of Senior Manager of Procurement (2022–2025).
7
Financial Report
Laporan Keuangan
Mohammad Ibnu Wardhana
VP Legal Counsel
Usia : 48 tahun
Age 48 Years
Pendidikan : Magister Hukum, Vrije Universiteit, Amsterdam (2001)
Education Master of Law (LL.M) Vrije Universiteit, Amsterdam(2001)
Dasar Pengangkatan : SKMJ No. 00007/PEP51000/2025-S8
Basis of Appointment
Menjabat Sejak : 01 Januari 2025
Appointed since January 1, 2025
Pengalaman Kerja : Sebelum menempati posisi sebagai VP Legal Counsel, beliau
Work experience menjabat sebagai Senior Manager Legal Counsel PT Pertamina
EP (2021-2025)
Prior to serving as VP of Legal Counsel, he held the position of
Senior Manager of Legal Counsel at PT Pertamina EP (2021–
2025).
2025 Annual Report PT Elnusa Tbk
113
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DEMOGRAFI SUMBER DAYA MANUSIA
HUMAN RESOURCES DEMOGRAPHICS
2025 Performance Highlights
Di akhir tahun 2025, jumlah karyawan Elnusa As of end of 2025, the number of Elnusa employees
Kilas Kinerja 2025
mencapai 1.939 orang, di mana jumlah tersebut reached 1,939 people, representing an increase
mengalami kenaikan sebesar 3,19% atau setara of 3.19% or 60 employees compared to the total
60 orang jika dibandingkan dengan jumlah karyawan workforce of 1,879 employees at the end of 2024.
di akhir tahun 2024 sebanyak 1.879 orang.
1
Perkembangan Jumlah Karyawan Elnusa
Laporan Management
Elnusa Employee Development
Management Report
2021-2025
orang | persons
2.032 1.829 1.821 1.879 1.939
2Profil Perusahaan
Company Profile
2021 2022 2023 2024 2025
3
Jumlah dan Komposisi Karyawan Berdasarkan Jenis Kelamin
Number and Composition of Employees by Gender
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Kenaikan (Penurunan)
2025 2024-2025
2024 2023 Increase (Decrease)
2024-2025
Jenis Kelamin
Jumlah Komposisi Jumlah Komposisi Jumlah Komposisi Selisih
Gender Persentase
(orang) (%) (orang) (%) (orang) (%) (orang)
(%)
Total Composition Total Composition Total Composition Difference
Percentage (%)
(persons) (%) (persons) (%) (persons) (%) (persons)
(1) (2) (3=1-2) (3/2)
Laki-laki 1.640 84,58 1.603 85,31 1.563 85,83 37 2,31
Male
Perempuan 299 15,42 276 14,69 258 14,17 23 8,33
Female
Jumlah 1.939 100,00 1.879 100,00 1.821 100,00 60 3,19
Total
4
2025 Annual Report PT Elnusa Tbk
114
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Perempuan Perempuan Perempuan
14.17% 14.70% 15.42%
2023 2024 2025
5 Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Laki-laki
84.58%
Laki-laki Laki-laki
85.83% 85.30%
Jumlah dan Komposisi Karyawan Berdasarkan Level Jabatan
Number and Composition of Employees by Position Level
6
Kenaikan (Penurunan)
2025 2024-2025
2024 2023 Increase (Decrease)
Sustainability Reference
Rujukan Keberlanjutan
2024-2025
Level Jabatan
Jumlah Komposisi Jumlah Komposisi Jumlah Komposisi Selisih Persentase
Position Level
(orang) (%) (orang) (%) (orang) (%) (orang) (%)
L P L P L P
Total Composition Total Composition Total Composition Difference Percentage
(persons) (%) (persons) (%) (persons) (%) (persons) (%)
(1) (2) (3=1-2) (3/2)
Direktur 3 2 5 0,26 4 1 5 0,27 3 1 4 0,22 - -
Director
Direktur Anak 6 1 7 0,36 5 1 6 0,32 5 1 6 0,33 1 16,67
Perusahaan
Subsidiary Director
Vice President & 12 2 14 0,72 9 3 12 0,64 12 1 13 0,71 2 16,67
Fungsional Setara
Vice President &
Equivalent Functional
Position
Senior Manager &
Fungsional Setara
40 7 47 2,42 43 7 50 2,66 45 5 50 2,75 (3)
7
(6,00)
Financial Report
Laporan Keuangan
Senior Manager &
Equivalent Functional
Position
Manajer & Fungsional 124 29 153 7,89 133 31 164 8,73 156 24 180 9,88 (11) (6,71)
Setara
Manager & Equivalent
Functional Position
Junior Manager & 279 27 306 15,78 310 35 345 18,36 297 61 358 19,66 (39) (11,30)
Fungsional Setara
Junior Manager &
Functional Equivalent
Supervisor 504 98 602 31,05 466 78 544 28,95 392 23 415 22,79 49 9,01
Staf 672 133 805 41,52 633 120 753 40,07 653 142 795 43,66 61 8,10
Staff
Jumlah 1.640 299 1.939 100,00 1.603 276 1.879 100,00 1.563 258 1.821 100,00 60 3,19
Total
L = Laki-laki | P = Perempuan dalam satuan orang
L = Male | P = Female in person
2025 Annual Report PT Elnusa Tbk
115
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Jumlah dan Komposisi Karyawan Berdasarkan Rentang Usia
Number and Composition of Employees by Age Range
Kenaikan (Penurunan)
2025 2024-2025
2024 2023 Increase (Decrease) 2024-
2025
Level Jabatan
Jumlah Komposisi Jumlah Komposisi Jumlah Komposisi Selisih Persentase
Position Level
(orang) (%) (orang) (%) (orang) (%) (orang) (%)
L P L P L P
Total Composition Total Composition Total Composition Difference Percentage
(persons) (%) (persons) (%) (persons) (%) (persons) (%)
(1) (2) (3=1-2) (3/2)
≥56 tahun -
8 - 8 0,41 8 - 8 0,43 10 1 11 0,60 - -
≥56 years
51–55 tahun
51–55 212 24 236 12,17 205 16 221 11,76 205 13 218 11,97 15 6,79
years
46–50 tahun
46–50 254 16 270 13,92 243 21 263 14,00 249 23 272 14,94 6 2,27
years
41–45 tahun
41–45 354 37 391 20,17 352 31 383 20,38 316 21 337 18,51 9 2,35
years
36–40 tahun
36–40 311 64 375 19,34 313 63 379 20,17 337 60 397 21,80 (2) (0,53)
years
31–35 tahun
31–35 265 72 337 17,38 274 67 339 18,04 268 62 330 18,21 (4) (1,17)
years
26–30 tahun
26–30 200 65 265 13,67 184 59 243 12,93 164 67 231 12,69 22 9,05
years
21–25 tahun
21–25 36 21 57 2,94 24 19 43 2,29 14 11 25 1,37 14 32,56
years
≤20 tahun -
- - - - - - - - - - - - - -
≤20 years
Jumlah
1.640 299 1.939 100,00 1.603 276 1.879 100,00 1.563 258 1.821 100,00 60 3,19
Total
L = Laki-laki | P = Perempuan dalam satuan orang
L = Male | P = Female in person
2.94% 0,41%
21-25 Tahun ≥ 56 Tahun
21-25 Years ≥ 56 Years 12,17%
51-55 Tahun
13,67% 51-55 Years
26-30 Tahun
26-30 Years
13,92%
17,38%
46-50 Tahun
31-35 Tahun 46-50 Years
31-35 Years
2025
20,17%
41-45 Tahun
19,34% 41-45 Years
36-40 Tahun
36-40 Years
2.29% 0,43% 1,37% 0,60%
21-25 Tahun ≥ 56 Tahun 21-25 Tahun ≥ 56 Tahun
21-25 Years ≥ 56 Years 11,76%
21-25 Years ≥ 56 Years 11,97%
12,93% 51-55 Tahun 12,67% 51-55 Tahun
26-30 Tahun 51-55 Years 26-30 Tahun 51-55 Years
26-30 Years 26-30 Years
14,94%
18,15% 14,05% 18,21% 46-50 Tahun
31-35 Tahun 46-50 Tahun 31-35 Tahun 46-50 Years
31-35 Years 46-50 Years 31-35 Years
2024
2023
20,38% 18,51%
41-45 Tahun 21,80% 41-45 Tahun
20,01%
41-45 Years 31-35 Tahun 41-45 Years
36-40 Tahun
31-35 Years
36-40 Years
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Jumlah dan Komposisi Karyawan Berdasarkan Jenjang Pendidikan
Number and Composition of Employees by Education Level
Kenaikan (Penurunan)
2025 2024-2025
2024 2023 Increase (Decrease) 2024-
2025
Level Jabatan
Jumlah Komposisi Jumlah Komposisi Jumlah Komposisi Selisih Persentase
Position Level
(orang) (%) (orang) (%) (orang) (%) (orang) (%)
L P L P L P
Total Composition Total Composition Total Composition Difference Percentage
(persons) (%) (persons) (%) (persons) (%) (persons) (%)
(1) (2) (3=1-2) (3/2)
Strata 2 & Strata 3
Master's Degree & 95 38 133 6,86 91 37 128 6,81 91 36 127 6,97 5 3,91
Doctoral Degree
Strata 1 (S1)
1.036 236 1.272 65,60 1.010 212 1.221 64,98 948 193 1.141 62,66 51 4,17
Bachelor's Degree
Diploma 167 19 186 9,59 153 20 176 9,37 150 22 172 9,45 12 6,94
<SMA
342 6 348 17,95 349 7 354 18,84 374 7 381 20,92 (8) (2,25)
<High School
Jumlah
1.640 299 1.939 100,00 1.603 276 1.879 100,00 1.563 258 1.821 100,00 60 3,19
Total
L = Laki-laki | P = Perempuan dalam satuan orang
L = Male | P = Female in person
S1;
65,60%
Diploma; 2025
9,59%
< SMA;
<High School;
17,95%
S2&S3;
6,86%
S1; S1;
64,98%
62,66%
Diploma;
9,54% 2023
Diploma; 2024
9,37%
< SMA;
< SMA;
<High School;
<High School;
20,92%
S2&S3; 18,84%
6,97% S2&S3;
6,81%
117
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Jumlah dan Komposisi Karyawan Berdasarkan Status Kepegawaian
2025 Performance Highlights
Number and Composition of Employees by Employment Status
Kenaikan (Penurunan)
Kilas Kinerja 2025
2024-2025
2025 2024 2023
Increase (Decrease) 2024-
Level 2025
Jabatan
Jumlah Komposisi Jumlah Komposisi Jumlah Komposisi Selisih Persentase
Position
(orang) (%) (orang) (%) (orang) (%) (orang) (%)
Level L P L P L P
Total Composition Total Composition Total Composition Difference Percentage
(persons) (%) (persons) (%) (persons) (%) (persons) (%)
(1) (2) (3=1-2) (3/2)
Direksi
1
Board of 3 2 5 0,26 4 1 5 0,27 3 1 4 0,22 - - ¯
Directors
Direksi
Entitas Anak
6 1 7 0,36 5 1 6 0,32 5 1 6 0,33 1 16,67
Subsidiary
Directors
Tetap
1.198 199 1.397 72,05 1.201 185 1.386 73,76 1.210 176 1.386 76,11 11 0,79
Permanent
Kontrak
433 97 530 27,33 393 89 482 25,65 345 80 425 23,34 48 9,96
Contract
Laporan Management
Jumlah
Management Report
1.640 299 1.939 100,00 1.603 276 1.879 100,00 1.563 258 1.821 100,00 60 3,19
Total
L = Laki-laki | P = Perempuan dalam satuan orang
L = Male | P = Female in person
2
Tetap
Permanent
72,05%
2025
Profil Perusahaan
Company Profile
Kontrak
Contract
27,33%
Direksi
Direksi Entitas Anak Board of Directors
Subsidiary Directors
3
0,26%
0,36%
Tetap
Permanent
73,76%
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tetap
Permanent
76,11%
2023 2024
Kontrak
Kontrak Contract
Contract 25,65%
23,34%
Direksi Direksi
Direksi Entitas Anak Board of Directors Direksi Entitas Anak Board of Directors
Subsidiary Directors 0,22% Subsidiary Directors 0,27%
4
0,33% 0,32%
2025 Annual Report PT Elnusa Tbk
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"Pengembangan sumber daya manusia
yang selaras dengan kebutuhan bisnis
menjadi langkah strategis dalam
mendukung pertumbuhan yang
berkelanjutan"
"Human capital development aligned with business needs
5
is a strategic initiative in supporting sustainable growth"
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
6
Sustainability Reference
7
Financial Report
Laporan Keuangan Rujukan Keberlanjutan
2025 Annual Report PT Elnusa Tbk
119
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KRONOLOGI PENCATATAN SAHAM
CHRONOLOGY OF SHARE LISTING
2025 Performance Highlights
Modal
Nilai
Modal Ditempatkan
Nominal Jumlah Saham
Dasar dan Disetor
Saham yang Dikeluarkan
Aksi Korporasi Tanggal Peristiwa (Rp-miliar) Penuh
(Rp/saham) (saham)
Kilas Kinerja 2025
Corporate Action Date of Event Authorized (Rp-miliar)
Par Value per Number of Shares
Capital Issued and Fully
Share (Rp/ Issued (shares)
(Rp billion) Paid-up Capital
share)
(Rp billion)
Sebelum Aksi Korporasi 3 Juli 2000
750 583,85 500 1.167.700.000
Before Corporate Action July 3, 200
1
Peningkatan Modal Dasar 9 Oktober 2007
2.250 583,85 500 5.838.500.000
Increase in Authorized Capital October 9, 2007
Pemecahan Nilai Nominal Saham 1:5 9 Oktober 2007
2250 583,85 500 5.838.500.000
Stock Split with a Ratio of 1:5 October 9, 2007
Penawaran Umum Perdana Sebanyak
20% dari Modal Dasar atau
1.460.0000.0000 9-31 Januari 2008
Lembar Saham January 9–31, 2.250 729,85 100 7.298.500.000
Initial Public Offering of 20% of the 2008
Laporan Management
Authorized Capital or 1,460,000,000
Management Report
Shares
Mencatatkan Saham yang Beredar
Sebanyak 7.298.500.000 Saham di
BEI dengan Kode Perdagangan “ELSA”
6 Februari 2008
Listing of 7,298,500,000 Outstanding 2250 729,85 100 7.298.500.000
February 6, 2008
Shares on the Indonesia Stock
Exchange under the Trading Code
“ELSA”
2
Pembelian Kembali 99.738.000 13 Oktober 2008,
Lembar Saham dan Mencatatkannya 12 Januari 2009
sebagai Saham Treasury October 13, 2008; 2250 729,85 100 7.298.500.000
Repurchase of 99,738,000 Shares and January 12, 2009
Recording Them as Treasury Shares
Menerbitkan Keterbukaan Informasi
untuk Melakukan Penjualan Kembali
atas Saham Treasury melalui BEI,
Efektif 2 Januari 2012 16 Desember 2011
2250 729,85 100 7.298.500.000
Issuance of Information Disclosure on December 16, 2011
Profil Perusahaan
Company Profile
the Resale of Treasury Shares through
the Indonesia Stock Exchange, Effective
January 2, 2012
Menerbitkan Keterbukaan Informasi,
Perusahaan Telah Melakukan
Pengalihan / Penjualan atas Seluruh
28 Juni 2013
Saham Hasil Pembelian Kembali 2250 729,85 100 7.298.500.000
3
June 28, 2013
Issuance of Information Disclosure that
the Company Has Transferred/Sold All
Repurchased Shares
Sebelum melakukan Penawaran Umum Perdana Prior to conducting its Initial Public Offering (IPO), the
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Saham, jumlah saham Per usahaan adalah Company had a total of 5,838,500,000 shares. On
5.838.500.000 lembar. Pada tanggal 9 Oktober October 9, 2007, the Company increased its authorized
2007, Perusahaan meningkatkan modal dasar dan capital and conducted a stock split with a ratio of 1:5,
pemecahan nilai nominal saham 1:5, dari jumlah from the total number of shares before the corporate
saham Perusahaan sebelum melakukan aksi korporasi action, which amounted to 1,167,700,000 shares.
yang sebesar 1.167.700.000 lembar saham.
Pada tanggal 25 Januari 2008, Badan Pengawas On January 25, 2008, the Capital Market and
Pasar Modal dan Lembaga Keuangan (“Bapepam-LK”) Financial Institution Supervisory Agency (Bapepam-LK)
menerbitkan Surat Pemberitahuan Efekif Pernyataan issued the Effective Statement Letter for the Company’s
Pendataran sehubungan dengan Penawaran Registration Statement in relation to its Initial Public
Umum Saham Perdana Perusahaan sebanyak Offering of 1,460,000,000 shares. Starting from
4
1.460.000.000 saham. Mulai tanggal 6 Februari February 6, 2008, the Company’s shares have been
2008, saham Perusahaan diperdagangkan di Bursa traded on the Indonesia Stock Exchange (IDX) with an
Efek Indonesia (BEI) dengan harga penawaran initial offering price of Rp400 (full amount) per share.
perdana sebesar Rp400 (nilai penuh) per saham.
2025 Annual Report PT Elnusa Tbk
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INFORMASI PEMEGANG SAHAM
SHAREHOLDER INFORMATION
Komposisi Kepemilikan Saham
Share Ownership Composition
42.7%
Publik Masing-masing <5%
Public each <5%
5
6,2%
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Haiyanto
51,1%
PT Pertamina Hulu Energi
Komposisi Pemegang Saham Elnusa
per 31 Desember 2024 dan 31 Desember 2025
Elnusa Shareholder Composition
as of December 31, 2024, and December 31, 2025
6
31 Desember 2025
December 31, 2025 31 Desember 2024
Sustainability Reference
Rujukan Keberlanjutan
December 31, 2024
Komposisi Pemegang Kepemilikan Kepemilikan
Jumlah Saham
Saham Nilai Saham Nilai Saham
(saham)
Shareholder Composition (Rp) (%) Jumlah Saham (Rp) (%)
Number of
Value Share (saham) Value Share
Shares
(Rp) Ownership (Rp) Ownership
(shares)
(%) (%)
Kepemilikan saham 5%
atau lebih
Share Ownership of 5%
or More
• PT Pertamina Hulu
Energi 3.729.781.000 372.978.100.000 51,10 3.729.781.000 372.978.100.000 51,10
• Haiyanto
• PT Panin Sekuritas Tbk
454.538.400
-
45.453.840.000
-
6,23
- 455.104.000
-
45.510.400.000
-
6,24
-
7
Financial Report
Laporan Keuangan
Subjumlah Kepemilikan
Saham >5%
Subtotal Share Ownership
>5% 4.184.319.400 418.431.940.000 57,33 4.184.885.000 418.488.500.000 57,34
Kepemilikan di bawah 5%
Share Ownership Below
5%
Publik, masing-masing <5%
Public, each <5%
• Pekerja Elnusa
Elnusa Employees 4.750.000 475.000.000 0,07 4.805.000 480.500.000 0,07
• Publik
Public 3.109.430.600 310.943.060.000 42,60 3.108.810.000 310.881.000.000 42,60
Subjumlah Kepemilikan
Saham Publik, masing-
masing <5%
Subtotal Public Share
Ownership, each <5% 3.114.180.600 311.418.060.000 42,67 3.113.615.000 311.361.500.000 42,66
Jumlah Saham
Total Shares 7.298.500.000 729.850.000.000 100,00 7.298.500.000 729.850.000.000 100,00
2025 Annual Report PT Elnusa Tbk
121
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Kepemilikan Saham Elnusa oleh Manajemen Kunci
Elnusa Share Ownership by Key Management
2025 Performance Highlights
Kepemilikan Saham Elnusa oleh Manajemen Kunci, Baik Langsung
Kilas Kinerja 2025
Maupun Tidak Langsung
(per 31 Desember di Setiap Periode)
Elnusa Share Ownership by Key Management, Both Direct and Indirect
(as of December 31 of Each Period)
Kepemilikan Saham Elnusa Secara Langsung Kepemilikan Saham Elnusa Secara Tidak Langsung
1
Direct Ownership of Elnusa Shares Indirect Ownership of Elnusa Shares
2025 2024 2025 2024
Dewan Komisaris dan
Direksi Jumlah Persentase Jumlah Persentase Jumlah Persentase Jumlah Persentase
Board of Commissioners and Saham Kepemilikan Saham Kepemilikan Saham Kepemilikan Saham Kepemilikan
Board of Directors (lembar) (%) (lembar) (%) (lembar) (%) (lembar) (%)
Number Percentage of Number of Percentage of Number Percentage of Number of Percentage of
of Shares Ownership Shares Ownership of Shares Ownership Shares Ownership
(shares) (%) (shares) (%) (shares) (%) (shares) (%)
Dewan Komisaris
Laporan Management
Board of Commissioners
Management Report
Purwadi Arianto (Komisaris Nihil Nihil
Utama)
(President Commissioner) - -
Vitri Cahyaningsih Nihil Nihil
Mallarangeng (Komisaris)
(Commissioner) - Belum menjabat - Belum menjabat
Not yet in office Not yet in office
Abdul Hakim (Komisaris Nihil Nihil
Independen)
2
(Independent Commissioner) - -
Farazandi Fidinansyah Nihil Nihil
(Komisaris Independen)
(Independent Commissioner) - -
Direksi
Board of Directors
Litta Indriya Ariesca (Direktur Nihil - Belum menjabat Nihil Belum menjabat
Utama) Not yet in office Not yet in office
(President Director) -
Profil Perusahaan
Company Profile
Arief Prasetyo Handoyo Nihil Nihil Nihil Nihil
(Direktur Pengembangan
Usaha)
(Director of Business
Development) - - -
Hera Handayani (Direktur Nihil Nihil Nihil - Nihil
SDM & Umum)
(Director Of Human Capital &
3
General Affairs) - -
Andri Haribowo (Direktur Nihil Nihil
Operasi)
(Director of Operations) - Belum menjabat - Belum menjabat
Not yet in office Not yet in office
Nelwin Aldriansyah (Direktur 10.000 0,0013% Nihil
Keuangan)
(Director of Finance) -
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Jumlah 10.000 0,0013% Nihil Nihil Nihil -
Total -
Kepatuhan pelaporan transaksi saham Elnusa Compliance with the reporting of Elnusa share
oleh Dewan Komisaris dan Direksi di sepanjang transactions by the Board of Commissioners
tahun 2025 terkait pemenuhan Peraturan OJK and the Board of Directors throughout 2025
No. 11/POJK.04/2017 tentang Laporan Kepemilikan in relation to the fulfillment of OJK Regulation
atau Setiap Perubahan Kepemilikan Saham Perusahaan No. 11/POJK.04/2017 concerning the Report on
Terbuka dapat dilihat pada bab Tata Kelola Share Ownership or Any Changes in Share Ownership
Perusahaan yang Baik dalam Laporan Tahunan ini. of a Public Company can be found in the Good
Corporate Governance section of this Annual Report.
4
2025 Annual Report PT Elnusa Tbk
122
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Komposisi Kepemilikan Saham Elnusa Berdasarkan Status Klasifikasi
Composition of Elnusa Share Ownership by Classification Status
Rincian Komposisi Pemegang Saham Elnusa Berdasarkan Status
per 31 Desember 2024 dan 31 Desember 2025
Summary of Elnusa Shareholder Composition by Status
as of December 31, 2024 and December 31, 2025
31 Desember 2025
December 31, 2025 31 Desember 2024
December 31, 2024
5
Persentase
Persentase
Status Pemegang Saham Kepemilikan Jumlah Saham
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Jumlah Jumlah Saham Jumlah Kepemilikan
Shareholder Status (%) (saham)
Pemilik (saham) Pemilik (%)
Percentage Number of
Number of Number of Shares Number of Percentage of
of Shares
Shareholders (shares) Shareholders Ownership
Ownership (shares)
(%)
(%)
Pemodal Domestik
Domestic Investors
Ritel Domestik
Domestic Retail
Perorangan
Individual 37.245 1.870.920.629 25,63 40.040 1.798.326.726 24,66
Institusi Domestik
Domestic Institutions
• Perseroan Terbatas
6
Limited Liability
Companies 71 3.975.869.238 54,47 83 4.243.560.253 58,14
• Yayasan
Sustainability Reference
Rujukan Keberlanjutan
Foundations 3 4.500.500 0,06 1 300 0,00
• Asuransi
Insurance 21 124.463.506 1,71 27 111.520.800 1,53
• Dana Pensiun
Pension Funds 4 1.909.800 0,03 12 17.757.900 0,24
• Koperasi
Cooperative 3 3.194.300 0,04 2 1.036.000 0,01
• Lembaga Pemerintah
Government Institutions 1 22 0,00 1 22 0,00
• Reksadana
Mutual Funds 32 136.196.384 1,87 37 136.573.653 1,87
• Bank - - - 1 2.066.000 0,02
Sub-Jumlah Institusi Domestik
7
Subtotal of Domestic
Financial Report
Laporan Keuangan
Institutions 135 4.246.133.750 58,18 164 4.512.514.928 61,81
Jumlah Pemodal Domestik
Total Domestic Investors 37.380 6.117.054.379 83,81 40.204 6.310.841.654 86,47
Pemodal Asing
Foreign Investors
Ritel Asing/Perorangan
Foreign Retail/Individual 33 1.932.200 0,03 41 7.353.800 0,10
Institusi Asing/Badan Usaha
Foreign Institutions/Business
Entities 121 1.179.513.421 16,16 133 980.304.546 13,43
Jumlah Pemodal Asing
Total Foreign Investors 154 1.181.445.621 16,19 174 987.658.346 13,53
Jumlah
Total 37.534 7.298.500.000 100,00 40.378 7.298.500.000 100,00
2025 Annual Report PT Elnusa Tbk
123
Page 124
2025 Performance Highlights
Tren Kepemilikan Saham Elnusa Berdasarkan Status Periode 2021-2025
Kilas Kinerja 2025
Trend of Elnusa Share Ownership by Status 2021–2025
2021-2025
per 31 Desember di setiap tahunnya
as of December 31 of each year
61.9%
1
57.9% 58.2% 58.2%
56.8%
38.8%
33.3%
30.5%
24.6% 25.6%
16.2%
13.4%
Laporan Management
11.2%
Management Report
8.7%
4.2%
0.10% 0.10% 0.10% 0.10% 0.03%
2021 2022 2023 2024 2025
Ritel Domestik Institusi Domestik Ritel Asing Institusi Asing
Domestic Retail Domestic Institutional Foreign Retail Foreign Institutional
2
Jumlah Pemegang Saham dengan Kepemilikan <5% Tahun 2025
Number of Shareholders with Ownership <5% in 2025
Profil Perusahaan
Company Profile
42,831
39,989 39,914 40,351
39,794 39,794
39,105 38,663
38,483 38,143
37,583 37,532
3Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Jan Feb Mar Apr Mei Jun Jul Agt Sep Okt Nov Des
4
2025 Annual Report PT Elnusa Tbk
124
Page 125
Kapitalisasi Pasar Elnusa Berdasarkan Status
Elnusa Market Capitalization by Status
2021-2025
(Rp miliar)
(Rp billion)
5
3.635
3.153
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
2.832
2.277
2.014
6
2021 2022 2023 2024 2025
Sustainability Reference
Rujukan Keberlanjutan
Informasi mengenai Pemegang Saham Information on the Major and Controlling
Utama dan Pengendali Sampai Kepada Shareholders up to the Individual Beneficial
Entitas Pemilik Individu Owner 7
Financial Report
Laporan Keuangan
Seperti yang telah dijelaskan sebelumnya, per As previously explained, as of December 31, 2025, PT
31 Desember 2025 PT Pertamina Hulu Energi atau “PHE” Pertamina Hulu Energi (“PHE”) holds 3,729,781,000
memiliki saham Elnusa sebanyak 3.729.781.000 saham shares of Elnusa, representing 51.10% of the total issued
atau 51,10% dari jumlah keseluruhan saham yang shares of Elnusa. PHE is a business entity established
dikeluarkan Elnusa. PHE merupakan entitas usaha yang and owned by PT Pertamina (Persero), which serves as
dibentuk dan dimiliki oleh PT Pertamina (Persero) yang the Upstream Subholding within the State-Owned Oil
berperan sebagai Subholding Upstream dalam Holding and Gas Holding. The shares of PT Pertamina (Persero)
BUMN Migas. Saham PT Pertamina (Persero) dimiliki are owned by the Government of the Republic of
oleh Negara Republik Indonesia, dan PT Daya Anagata Indonesia and PT Daya Anagata Nusantara, which
Nusantara yang dimiliki Badan Pengelola Investasi is owned by the Danantara Investment Management
(BPI) Danantara yang juga dimiliki Negara Republik Agency (BPI Danantara), which in turn is also owned
Indonesia. Dengan demikian, Negara Republik Indonesia by the Government of the Republic of Indonesia.
bertindak sebagai entitas pemilik manfaat akhir Elnusa. Therefore, the Government of the Republic of Indonesia
acts as the ultimate beneficial owner of Elnusa.
2025 Annual Report PT Elnusa Tbk
125
Page 126
2025 Performance Highlights
Kilas Kinerja 2025
STRUKTUR GRUP DAN ENTITAS ANAK SERTA ENTITAS ASOSIASI
GROUP STRUCTURE AND SUBSIDIARIES AND ASSOCIATED ENTITIES
1
Negara Republik Indonesia
Republic of Indonesia
↓
Badan Pengelola BUMN DAM
PT Danantara Asset Management
Laporan Management
↓
Management Report
Saham Seri A 1,00% Saham Seri B 99,00%
↓
Holding BUMN Migas
2
PT Pertamina (Persero)
↓
99,99977%
PT Pertamina Patra Niaga
↓
99,9968%
0,07%
PT Pertamina Pedeve Indonesia
Profil Perusahaan
Company Profile
↓
0,0032%
PHE Subholding Upstream Publik
Haiyanto (masing-masing<5%)
PT Pertamina Hulu Energi Public (each <5%)
3
↓ ↓
↓
51,10% 6,23% 42,67%
Elnusa
PT Elnusa Tbk
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
↓ ↓ ↓ ↓ ↓ ↓ ↓ ↓
99,99% 99,99% 99,93% 99,98% 99,50% 99,99% 99,58% 100,00%
PT Elnusa PT Elnusa PT Elnusa PT Patra PT Sigma PT Elnusa
Oilfield Geosains PT Elnusa Petrofin Fabrikasi Nusa Cipta Trans KSO Elnusa - RAGA
Services Indonesia Konstruksi Data Utama Samudera
↓ ↓
99,90% 99,67%
PT Petrofin
PT Elnusa
Energi
Daya Kreatif
Nusantara
4
2025 Annual Report PT Elnusa Tbk
126
Page 127
DAFTAR ENTITAS ANAK, ENTITAS ASOSIASI, DAN VENTURA BERSAMA
GROUP STRUCTURE AND SUBSIDIARIES AND ASSOCIATED ENTITIES
Tahun
Penyertaan
Tahun Kepemilikan oleh
Nama Modal oleh
Tahun Beroperasi Elnusa Status
Entitas Bidang Elnusa Jumlah Aset
Domisili Berdiri Komersial (%) Operasi
Anak Usaha Year of (Rp-miliar)
Domicile Year of Year of Ownership by Operating
Name of Line of Business Equity Total Assets (Rp billion)
Establishment Commercial Elnusa Status
subsidiaries Participation
Operation (%)
by
Elnusa
2025 2024 2025 2024
Entitas Anak Kepemilikan Langsung
Directly Owned Subsidiaries
5
PT Elnusa Jasa Pengeboran Jakarta 2014 - 2014 99,99 99,99 53.179 50.276 Belum
Oilfield dan Pemeliharaan Beroperasi
Services Lapangan Migas Pre-
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Oil and Gas Drilling operating
and Field Maintenance
Services
PT Elnusa Jasa Akuisisi Data Jakarta 2014 - 2014 99,99 99,99 13.038 12.880 Belum
Geosains Geoisika/Survei Beroperasi
Indonesia Seismik Migas Pre-
Oil and Gas operating
Geophysical Data
Acquisition / Seismic
Survey Services
PT Elnusa Jasa penyimpanan Jakarta 1996 1996 1996 99,93 99,93 5.022.562 4.035.700 Beroperasi
Petrofin BBM, pendistribusian Operating
BBM, perdagangan
BBM Industri &
Marine, perdagangan
chemicals,
perdagangan pelumas
& aspal, serta
pengelolaan SPBU
& SPBE
Fuel storage services,
6
fuel distribution
services, trading of
industrial & marine
Sustainability Reference
Rujukan Keberlanjutan
fuels, chemical trading,
lubricant & asphalt
trading, as well as the
management of SPBU
and SPBE
PT Elnusa Jasa fabrikasi, Jakarta 1983 1983 1983 99,98 99,98 381.957 430.884 Beroperasi
Fabrikasi penguliran dan Operating
Konstruksi perdagangan pipa
Oil Country Tubular
Goods (OCTG), proyek
EPC, dan Maintenance
Services
Fabrication, pipe
threading, and trading
of Oil Country Tubular
Goods (OCTG),
EPC projects, and
PT Patra
maintenance services
Jasa pengelolaan Jakarta 1997 1998 1997 99,50 99,50 146.539 146.112 Beroperasi
7
Nusa Data data migas, dan Operating
Financial Report
Laporan Keuangan
penyimpanan data fisik
migas, jasa aplikasi
IT data management,
bisnis desain &
implementasi data
governance, data
warehouse digital, dan
advance well data
Manajemen
Oil and gas data
management services,
oil and gas physical
data storage services,
IT data management
application
services, data
governance design
& implementation
services, digital data
warehouse, and
advance well data
management
2025 Annual Report PT Elnusa Tbk
127
Page 128
2025 Performance Highlights
Kilas Kinerja 2025
Tahun
Penyertaan
Tahun Kepemilikan oleh
Nama Modal oleh
Tahun Beroperasi Elnusa Status
Entitas Bidang Elnusa Jumlah Aset
Domisili Berdiri Komersial (%) Operasi
Anak Usaha Year of (Rp-miliar)
Domicile Year of Year of Ownership by Operating
Name of Line of Business Equity Total Assets (Rp billion)
Establishment Commercial Elnusa Status
subsidiaries Participation
Operation (%)
by
Elnusa
1
2025 2024 2025 2024
PT Sigma Jasa penyimpanan Jakarta 1980 1980 1980 99,99 99,99 410.866 385.642 Beroperasi
Cipta data isik, pengelolaan Operating
Utama data elektronik &
sistem informasi,
penyimpanan contoh
batuan migas,
telekomunikasi radio,
jasa aplikasi sistem IT
Physical data storage
Laporan Management
services, electronic
Management Report
data and information
system management,
oil and gas rock
sample storage, radio
telecommunications
services, and IT system
application services
PT Elnusa Jasa pendukung Jakarta 2014 2014 2014 99,58 99,58 607.541 605.523 Beroperasi
Trans layanan marine migas Operating
Samudera Oil and gas marine
2
support services
Entitas Anak Kepemilikan Tidak Langsung (melalui PT Elnusa Petroin)
Indirect Subsidiaries (through PT Elnusa Petrofin)
PT Elnusa Jasa konsultasi Jakarta 2015 - 2015 99,90 99,90 10.005 10.001 Belum
Daya Kreatif bidang manajemen Beroperasi
sumber daya manusia Pre-
konsultasi bidang operating
listrik, & perdagangan
Consulting services
in human resource
management, electricity
Profil Perusahaan
Company Profile
consulting services, and
trading.
PT Petrofin Jasa pengurusan Jakarta 2019 2025 2024 99,67 99,67 5.206 301 Beroperasi
Energi transportasi, mencakup Operating
Nusantara usaha pengiriman dan/
atau pengepakan
barang dalam
volume besar, melalui
3
angkutan kereta
api, angkutan darat,
angkutan laut maupun
angkutan udara
Transportation
management services,
including the shipment
and/or packaging of
large-volume goods via
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
railway, land, sea, and
air transport.
Ventura
Bersama
Joint Venture
KSO Elnusa Jasa pemeliharaan Jakarta 2016 2016 2016 100,00 100,00 16.327 70.795 Beroperasi
- RAGA mekanik Operating
Mitra Kerja Sama: PT
Raga Perkasa Ekaguna
Mechanical
Maintenance Services
Partner: PT Raga
Perkasa Ekaguna
4
2025 Annual Report PT Elnusa Tbk
128
Page 129
PT ELNUSA OILFIELD SERVICES (“EOS”)
Entitas Anak
Subsidiary
PT Elnusa Oilfield Ser vices (EOS) didirikan PT Elnusa Oilfield Services (EOS) was established
pada tahun 2014, dengan bidang usaha Jasa in 2014 and operates in the oil and gas
Pengeboran dan Pemeliharaan Lapangan Migas. drilling and field maintenance services sector.
5
Kepemilikan Saham EOS
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
EOS Share Ownership
Alamat EOS | EOS Address
Graha Elnusa 11th Floor
Jl. TB Simatupang Kav. 1B
Jakarta 12560, Indonesia
99,99% Telp: +62 21-7883 0850 (hunting)
Elnusa Faks: +62 21-7883 5507
Manajemen Kunci EOS
EOS Key Management
Dewan Komisaris
Board of Commissioners
6
Endro Hartanto
Sustainability Reference
Rujukan Keberlanjutan
Direksi | Board of Directors:
Dian Sri Santoso
0,01%
PT Elnusa Fabrikasi Konstruksi
Kinerja Keuangan EOS Periode 2024-2025
EOS Financial Performance 2024-2025
Kenaikan (Penurunan) 2024-2025
7
2025 Increase (Decrease) 2024-2025
Financial Report
Laporan Keuangan
(Rp-juta) 2024
Pos Akun Selisih Persentase
(Rp million) (Rp-juta)
Account (Rp-juta) (%)
(Rp million)
Difference (Rp- Percentage
million) (%)
Pendapatan
4.046 4.046 - -
Revenue
Beban Usaha
1.254 1.303 (49) (3,76)
Operating Expenses
Laba Bersih
2.792 2.743 49 1.79
Net Profit
Aset
53.179 50.276 2.903 5,77
Assets
Liabilitas
135 25 110 440,00
Liabilities
Ekuitas
53.044 50.251 2.793 5,56
Equity
2025 Annual Report PT Elnusa Tbk
129
Page 130
PT ELNUSA GEOSAINS INDONESIA (“EGI”)
2025 Performance Highlights
Entitas Anak
Subsidiary
Kilas Kinerja 2025
PT Elnusa Geosains Indonesia (EGI) didirikan PT Elnusa Geosains Indonesia (EGI) was established
pada tahun 2014, dengan bidang usaha atas in 2014 and operates in the oil and gas geophysical
Jasa Akuisisi Data Geofisika/Survei Seismik Migas. data acquisition and seismic survey services sector.
1
Kepemilikan Saham EGI
EGI Share Ownership
Alamat EGI | EGI Address
Graha Elnusa 13th Floor
Laporan Management
Jl. TB Simatupang Kav. 1B
Management Report
99,99% Jakarta 12560, Indonesia
Telp: +62 21-7883 0850 (hunting)
Elnusa Faks: +62 21-7883 1072
Manajemen Kunci EGI
EGI Key Management
2
Dewan Komisaris
Board of Commissioners
Endro Hartanto
Direksi
Board of Directors
Muhlis Yadi
0,01%
Profil Perusahaan
Company Profile
PT Elnusa Fabrikasi Konstruksi
Kinerja Keuangan EGI Periode 2024-2025
EGI Financial Performance 2024-2025
3
Kenaikan (Penurunan) 2024-2025
2025 Increase (Decrease) 2024-2025
(Rp-juta) 2024
Pos Akun Selisih Persentase
(Rp-juta)
Analisis dan Pembahasan Manajemen
(Rp million)
Management Discussion and Analysis
Account (Rp-juta) (%)
(Rp million)
Difference (Rp- Percentage
million) (%)
Pendapatan
- - - -
Revenue
Beban Usaha
- - - -
Operating Expenses
Laba Bersih
158 194 (36) (18,56)
Net Profit
Aset
13.038 12.880 158 1,23
Assets
Liabilitas -
4
- - - -
Liabilities
Ekuitas
13.038 12.880 158 1,23
Equity
2025 Annual Report PT Elnusa Tbk
130
Page 131
PT ELNUSA PETROFIN (“EPN”)
Entitas Anak
Subsidiary
PT Elnusa Petrofin (EPN) didirikan berdasarkan Akta PT Elnusa Petrofin (EPN) was established based on
Notaris Ny. Pudji Redjeki Irawati, S.H., No. 57 Notarial Deed No. 57 dated July 5, 1996, drawn up
tanggal 5 Juli 1996. Akta pendirian ini disahkan oleh by Notary Ny. Pudji Redjeki Irawati, S.H. The deed of
Menteri Kehakiman Republik Indonesia berdasarkan establishment was approved by the Minister of Justice of
5
Surat Keputusan No. C2-4.559.HT.01.01.TH.97 the Republic of Indonesia through Decree No. C2-4.559.
tanggal 3 Juni 1997. Anggaran Dasar Perusahaan HT.01.01.TH.97 dated June 3, 1997. The Company’s
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
telah mengalami beberapa kali perubahan, terakhir Articles of Association have been amended several
berdasarkan Akta Notaris No. 11 tanggal 29 Desember times, most recently based on Notarial Deed No. 11
2022 oleh Notaris NikenWahyuningrum,SH.,Mkn. Akta dated December 29, 2022, drawn up by Notary Niken
tersebut telah diberitahukan kepada Menteri Hukum dan Wahyuningrum, S.H., M.Kn. The deed has been notified
Hak Asasi Manusia Republik Indonesia dan memperoleh to the Minister of Law and Human Rights of the Republic
surat penerimaan pemberitahuan No. AHUAH. 01.09- of Indonesia and obtained a receipt of notification letter
0028671 tahun 2023 tanggal 21 Januari 2023. No. AHU-AH.01.09-0028671 of 2023 dated January
21, 2023.
Saat ini, Perusahaan melakukan aktivitas usaha Currently, the Company conducts business activities that
yang meliputi jasa pendistribusian Bahan Bakar include fuel oil (BBM) distribution services and fuel tank
Minyak (BBM) dan pengelolaan truk tangki BBM, truck management, depot management services (special
jasa pengelolaan Depo (layanan khusus dan KSO services and Infrastructure KSO), trading of Industrial
6
Infrastruktur), perdagangan Bahan Bakar Minyak and Marine Fuel (BBM Inmar), lubricants and chemicals,
Industri & Marine (BBM Inmar), pelumas dan bahan as well as the management of public fuel filling
Sustainability Reference
Rujukan Keberlanjutan
kimia serta pengelolaan stasiun pengisian bahan bakar stations (SPBU) and LPG bulk filling stations (SPBE).
umum (SPBU) dan stasiun pengisian bulk elpiji (SPBE).
Kepemilikan Saham EPN Alamat EPN | EPN Address
EPN Share Ownership Graha Elnusa 14th Floor
Jl. TB Simatupang Kav. 1B
Jakarta 12560, Indonesia
Telp: +62 21-7883 0860 (hunting)
Faks: +62 21-7883 0853
99,93% Surel: marketing-epn@elnusa.co.id;
epn.corporate@elnusa.co.id
7
Financial Report
Laporan Keuangan
Elnusa Web: www.elnusapetroin.co.id
Manajemen Kunci EPN
EPN Key Management
Dewan Komisaris | Board of Commissioners:
Yovita Octaviani (Komisaris Utama)
(President Commissioner)
Stanley Iriawan (Komisaris)
(Commissioner)
Direksi | Board of Directors:
Doni Indrawan (Direktur Utama)
(President Director)
PT Sigma Cipta Utama Yogi Firdaus (Direktur Adm & Keuangan)
0,07% (Director of Administration & Finance)
Ferdiansyah (Direktur Operasi & Marketing)
(Director of Operations & Marketing)
2025 Annual Report PT Elnusa Tbk
131
Page 132
2025 Performance Highlights
Kinerja Keuangan PT ELNUSA PETROFIN
PT ELNUSA PETROFIN Financial Performance 2024-2025
Kilas Kinerja 2025
Kenaikan (Penurunan) 2024-2025
2025 Increase (Decrease) 2024-2025
(Rp-juta) 2024
Pos Akun Selisih Persentase
(Rp-million) (Rp-juta)
Account (Rp-juta) (%)
(Rp-million)
1
Difference Percentage
(Rp-million) (%)
Pendapatan
8.948.069 7.089.362 1.858.707 26,22
Revenue
Beban Usaha
8.410.773 6.583.446 1.827.327 27,98
Operating Expenses
Laba Bersih
446.741 389.216 57.525 14,78
Net Profit
Laporan Management
Management Report
Aset
5.022.562 4.035.700 986.862 24,45
Assets
Liabilitas
3.119.623 2.385.006 734.617 30,80
Liabilities
Ekuitas
1.902.939 1.650.694 252.245 15,28
Equity
2
PT ELNUSA FABRIKASI KONSTRUKSI (“EFK”)
Entitas Anak
Profil Perusahaan
Subsidiary
Company Profile
PT Elnusa Fabrikasi Konstruksi (EFK) didirikan berdasarkan PT Elnusa Fabrikasi Konstruksi (EFK) was established
3
Akta No.15 oleh Notaris Sinta Susikto, SH tanggal 7 based on Notarial Deed No. 15 dated May 7,
Mei 1982. Pendirian EFK telah memperoleh pengesahan 1982, drawn up by Notary Sinta Susikto, S.H. The
dari Menteri Kehakiman Republik Indonesia melalui establishment of EFK was approved by the Minister
Surat Keputusan No. C2-5406HT.01.01TH’83 Tanggal of Justice of the Republic of Indonesia through Decree
6 Agustus 1983. Anggaran Dasar Perusahaan terakhir No. C2-5406HT.01.01TH’83 dated August 6, 1983.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
berdasarkan Akta No. 43 oleh Notaris Aulia Taufani The latest amendment to the Company’s Articles of
SH. Tanggal 26 Juni 2018 terkait peningkatan modal Association was made based on Notarial Deed No.
ditempatkan dan disetor Perusahaan. Perubahan ini 43 dated June 26, 2018, drawn up by Notary Aulia
telah diterima oleh Kementerian Hukum dan Hak Asasi Taufani, S.H., concerning the increase in the Company’s
Manusia Republik Indonesia melalui Surat Penerimaan issued and paid-up capital. The amendment was
Pemberitahuan Perubahan Anggaran Dasar Perusahaan received by the Ministry of Law and Human Rights of the
No. AHU-AH.01.10-0006497 tanggal 29 Juni 2018. Republic of Indonesia through the Receipt of Notification
of Amendment to the Company’s Articles of Association
No. AHU-AH.01.10-0006497 dated June 29, 2018.
4
2025 Annual Report PT Elnusa Tbk
132
Page 133
Saat ini Perusahaan bergerak dalam bidang jasa Cur rently, the Com pany eng ag es in pipe
penguliran pipa, penjualan pipa, pembuatan threading services, pipe sales, the manufacturing
connector, coupling, dan peralatan lainnya yang of connectors, couplings, and other equipment
digunakan untuk pengeboran minyak dan gas bumi. used in oil and g as dr illing operations.
Kepemilikan Saham EFK
5
EFK Share Ownership
Alamat EFK | EFK Address
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Graha Elnusa 2th Floor
Jl. TB Simatupang Kav. 1B
99,98% Jakarta 12560, Indonesia
Telp: +62 21-7884 5519
Elnusa Faks: +62 21-7883 5528
Manajemen Kunci EFK
EFK Key Management
Dewan Komisaris
Board of Commissioners
Nur Kholis
Direksi
Board of Directors
6
Ari Wijaya
Sustainability Reference
Rujukan Keberlanjutan
Pribadi/Perorangan
0,02%
Kinerja Keuangan EFK Periode 2024-2025
EFK Financial Performance 2024-2025
Kenaikan (Penurunan) 2024-2025
2025
2024 Increase (Decrease) 2024-2025
Pos Akun (Rp-juta)
Account (Rp-million) (Rp-juta)
(Rp-million)
Selisih
(Rp-juta)
Difference (Rp-million)
Persentase
(%)
Percentage (%)
7
Financial Report
Laporan Keuangan
Pendapatan
758.260 664.993 93.267 14,0
Revenue
Beban Usaha
695.051 606.196 88.855 14,66
Operating Expenses
Laba Bersih
26.214 17.405 8.809 50,61
Net Profit
Aset
381.957 430.884 (48.927) (11,36)
Assets
Liabilitas
303.891 378.791 (74.900) (19,77)
Liabilities
Ekuitas
78.066 52.093 25.973 49,86
Equity
2025 Annual Report PT Elnusa Tbk
133
Page 134
PT Patra Nusa Data (“PND”)
Entitas Anak
Subsidiary
2025 Performance Highlights
PT Patra Nusa Data (PND) didirikan pada tanggal PT Patra Nusa Data (PND) was established on
Kilas Kinerja 2025
4 November 1997 berdasarkan Akta Pendirian No. 5 November 4, 1997 based on Deed of Establishment
dari Notaris Pudji Redjeki Irawati,S.H., yang kemudian No. 5 drawn up by Notary Pudji Redjeki Irawati, S.H.,
diubah dan diperbaiki dengan Akta Notaris No. 15 which was subsequently amended and revised through
tanggal 12 Mei 1999 dari notaris yang sama. Perubahan Notarial Deed No. 15 dated May 12, 1999 by the
akta pendirian Perusahaan tersebut telah mendapat same notary. The amendment to the Company’s deed
pengesahan dari Menteri Kehakiman Republik Indonesia of establishment was approved by the Minister of
1
melalui Surat Keputusan No. C-15964 HT.01.01.Th.99 Justice of the Republic of Indonesia through Decree No.
tanggal 3 September 1999 dan telah diumumkan C-15964 HT.01.01.Th.99 dated September 3, 1999
dalam Berita Negara Republik Indonesia No. 96 and was published in the State Gazette of the Republic
dan Tambahan Lembaran Negara No. 8044 tanggal of Indonesia No. 96 and Supplement to the State
30 November 1999. Anggaran Dasar Perusahaan Gazette No. 8044 dated November 30, 1999. The
telah mengalami beberapa kali perubahan. Perubahan Company’s Articles of Association have been amended
Anggaran Dasar terakhir berdasarkan keputusan several times. The latest amendment to the Articles of
Laporan Management
Management Report
pemegang saham yang dinyatakan dalam Akta Association was based on the shareholders’ resolution
Notaris Nuzulla Khairani, S.H., M.Kn. No. 09 tanggal as stated in Notarial Deed No. 09 dated July 9, 2022
9 Juli 2022 mengenai perubahan Direksi. Perubahan drawn up by Notary Nuzulla Khairani, S.H., M.Kn.,
Anggaran Dasar ini telah disetujui oleh Menteri Hukum concerning changes to the Board of Directors. The
dan Hak Asasi Manusia berdasarkan Surat Keputusan amendment to the Articles of Association was approved
No. AHU.AH.01.09-0031789 tanggal 12 Juli 2022. by the Minister of Law and Human Rights through Decree
2
No. AHU.AH.01.09-0031789 dated July 12, 2022.
Ruang lingkup kegiatan Perusahaan meliputi usaha The scope of the Company’s business activities
dalam bidang jasa perolehan dan pengelolaan includes services in the acquisition and management
data minyak dan gas bumi yang mencakup studi of oil and gas data, covering planning and feasibility
perencanaan dan kelayakan, pembuatan sistem studies, development of information systems and
informasi dan proses pengelolaan data, konsultasi data management processes, data management
pengelolaan data serta mendapatkan data consulting, and the acquisition of spatial data through
Profil Perusahaan
Company Profile
spatial melalui kegiatan foto udara/citra satelit. aerial photography/satellite imagery activities.
Kepemilikan Saham PND
PND Share Ownership
3
Alamat PND | PND Address
Graha Elnusa 2th Floor
Jl. TB Simatupang Kav. 1B
Jakarta 12560, Indonesia
99,50% Telp: +62 21-7816 770
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Faks: +62 21-7816 775
Elnusa Surel: marketing@patranusa.com
pnd@patranusa.com
Web: www.patranusa.co.id
Manajemen Kunci PND
PND Key Management
Dewan Komisaris
Board of Commissioners
Arief Prasetyo Handoyo
Direksi
Board of Directors
Adi Yatama Adi Guna
4
PT Elnusa Trans Samudera
0,50%
2025 Annual Report PT Elnusa Tbk
134
Page 135
Kinerja Keuangan PND Periode 2024-2025
PND Financial Performance 2024-2025
Kenaikan (Penurunan) 2024-2025
2025 Increase (Decrease) 2024-2025
(Rp-juta) 2024
Pos Akun Selisih Persentase
(Rp-juta)
5
Account (Rp million)
(Rp million) (Rp-juta) (%)
Difference (Rp- Percentage
million) (%)
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Pendapatan
15.256 13.808 1.448 10,49
Revenue
Beban Usaha
12.645 12.976 (331) (2,55)
Operating Expenses
Laba Bersih
6.886 4.674 2.212 47,32
Net Profit
Aset
146.539 146.112 427 0,29
Assets
Liabilitas
14.222 14.791 (569) (3,85)
Liabilities
Ekuitas
132.317 131.321 996 (0,76)
Equity
6
Sustainability Reference
Rujukan Keberlanjutan
PT Sigma Cipta Utama (“SCU”)
Entitas Anak
Subsidiary
PT Sigma Cipta Utama (SCU) telah didirikan sejak 8 PT Sigma Cipta Utama (SCU) was established on
April 1980. Bisnis SCU dimulai dengan manajemen April 8, 1980. SCU’s business initially began with
data di industri minyak dan gas. Konsisten dengan data management in the oil and gas industry. In line
kebijakan Elnusa, SCU ditunjuk sebagai satu- with Elnusa’s policy, SCU has been designated as 7
satunya entitas anak yang bertanggung jawab atas the sole subsidiary responsible for data management
Financial Report
Laporan Keuangan
manajemen data di Elnusa Group. Sejak November within the Elnusa Group. Since November 2007,
2007, PT Elnusa Telematika (berdiri sejak 1984) yang PT Elnusa Telematika (established in 1984), which
berpengalaman dalam bidang telematika dan PT Elnusa has expertise in telematics, and PT Elnusa Rentrakom
Rentrakom (berdiri sejak 1997) yang berpengalaman (established in 1997), which has expertise in
dalam bidang telekomunikasi bergabung dengan telecommunications, have merged with SCU to
SCU untuk memperkuat dan melengkapi kompetensi strengthen and complement competencies and business
dan bisnis di bidang jasa manajemen data dan ICT. operations in data management services and ICT.
2025 Annual Report PT Elnusa Tbk
135
Page 136
2025 Performance Highlights
Kilas Kinerja 2025
Kepemilikan Saham SCU
SCU Share Ownership
1
Alamat SCU | SCU Address
Graha Elnusa 2th Floor
Jl. TB Simatupang Kav. 1B
Jakarta 12560, Indonesia
99,99% Telp: +62 21-7883 0856 (hunting)
Faks: +62 21-7883 0857
Elnusa Surel: marketing-scu@elnusa.co.id
Web: www.scu.co.id
Laporan Management
Management Report
Manajemen Kunci SCU
SCU Key Management
Dewan Komisaris
Board of Commissioners
Arief Prasetyo Handoyo
Direksi
2
Board of Directors
Didik Purwanto
PT Elnusa Trans Samudra
0,01%
Kinerja Keuangan SCU Periode 2024-2025
Profil Perusahaan
Company Profile
SCU Financial Performance 2024-2025
Kenaikan (Penurunan) 2024-2025
2025 Increase (Decrease) 2024-2025
(Rp-juta) 2024
3
Pos Akun Selisih Persentase
(Rp million) (Rp-juta)
Account (Rp-juta) (%)
(Rp million)
Difference Percentage
(Rp-million) (%)
Pendapatan
500.546 453.852 46.694 10,29
Revenue
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Beban Usaha
458.171 417.431 40.740 9,76
Operating Expenses
Laba Bersih
31.860 25.375 6.485 25,56
Net Profit
Aset
410.866 385.642 25.224 6,54
Assets
Liabilitas
172.909 165.926 6.983 4,21
Liabilities
Ekuitas
237.957 219.716 18.241 8,30
Equity
4
2025 Annual Report PT Elnusa Tbk
136
Page 137
PT Elnusa Trans Samudera (“ETSA”)
Entitas Anak
Subsidiary
5
PT Elnusa Trans Samudera (ETSA) didirikan berdasarkan PT Elnusa Trans Samudera (ETSA) was established based
Akta No. 01 oleh notaris Ariani L. Rachim, S.H. on Notarial Deed No. 01 dated November 8, 2013,
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
tanggal 8 November 2013 dan telah memperoleh drawn up by Notary Ariani L. Rachim, S.H., and was
pengesahan dari Menteri Kehakiman Republik approved by the Minister of Justice of the Republic of
Indonesia melalui Surat Keputusan No. AHU-64876. Indonesia through Decree No. AHU-64876.AH.01.01
AH.01.01 Tahun 2013 tanggal 11 Desember 2013. of 2013 dated December 11, 2013. The Articles of
Anggaran dasar telah mengalami beberapa kali Association have been amended several times, most
perubahan, terakhir berdasarkan Akta Notaris Nuzulla recently based on Notarial Deed No. 9 dated September
Khairani, S.H., M.Kn No. 9 tanggal 23 September 23, 2022, drawn up by Notary Nuzulla Khairani, S.H.,
2022 mengenai perubahan pasal 3 Anggaran Dasar M.Kn., concerning the amendment to Article 3 of the
Perusahaan. Perubahan Anggaran Dasar tersebut Company’s Articles of Association. The amendment to
telah disetujui oleh Menteri Hukum dan Hak Asasi the Articles of Association was approved by the Minister
Manusia Republik Indonesia berdasarkan Surat of Law and Human Rights of the Republic of Indonesia
Keputusan No. AHU0070266.AH.01.02 Tahun 2022 through Decree No. AHU-0070266.AH.01.02 of 2022
tanggal 29 September 2022. Adapun perubahan dated September 29, 2022. The amendment covers
tersebut mencakup maksud dan tujuan Perusahaan. changes to the Company’s purposes and objectives.
6
Sustainability Reference
Rujukan Keberlanjutan
Kepemilikan Saham ETSA
ETSA Share Ownership
Alamat ETSA } ETSA Address
Gedung Elnusa Trans Samudera
Jl. TB Simatupang Kav. 1B
Jakarta 12560, Indonesia
99,58% Telp: +62 21-7884 6667
Faks: +62 21-7884 6669
Elnusa Surel: info-etsa@elnusa.co.id
Web: www.etsa.co.id
Manajemen Kunci ETSA
ETSA Key Management
7
Financial Report
Laporan Keuangan
Dewan Komisaris
Board of Commmissioners
Hera Handayani
Direksi
Board of Directors
Kurniawati Adjie
PT Elnusa Fabrikasi Konstruksi
0.42%
2025 Annual Report PT Elnusa Tbk
137
Page 138
Kinerja Keuangan ETSA Periode 2024-2025
ETSA Financial Performance 2024-2025
Kenaikan (Penurunan) 2024-2025
2025 Performance Highlights
2025 Increase (Decrease) 2024-2025
(Rp-juta) 2024
Pos Akun Selisih Persentase
(Rp million) (Rp-juta)
Account (Rp-juta) (%)
Kilas Kinerja 2025
(Rp million)
Difference (Rp- Percentage
million) (%)
Pendapatan
520.506 573.919 (53.413) (9,31)
Revenue
Beban Usaha
499.643 556.758 (57.115) (10,26)
Operating Expenses
1
Laba Bersih
25.587 11.867 13.720 115,61
Net Profit
Aset
607.541 603.523 4.018 0,67
Assets
Liabilitas
128.041 143.372 (15.331) (10,69)
Liabilities
Ekuitas
479.500 460.151 19.349 4,20
Laporan Management
Equity
Management Report
PT Elnusa Daya Kreatif (“EDK”)
Entitas Anak Tidak Langsung, melalui PT Elnusa Petrofin
Indirect Subsidiary, through PT Elnusa Petrofin
2
PT Elnusa Daya Kreatif (EDK) yang merupakan anak PT Elnusa Daya Kreatif (EDK), a subsidiary of PT
perusahaan dari PT Elnusa Petrofin telah didirikan sejak Elnusa Petrofin, was established on March 6, 2015,
6 Maret 2015, namun hingga saat ini belum beroperasi. however, it has not yet commenced operations to date.
Kepemilikan Saham EDK
EDK Share Ownership
Profil Perusahaan
Company Profile
99,90% Alamat EDK | EDK Address
Elnusa Petrofin Jl. TB Simatupang Kav. 1B
Jakarta 12560, Indonesia
3
Manajemen Kunci EDK
EDK Key Management
Dewan Komisaris | Board of Commissioners:
Ante Maulana
Direksi | Board of Directors: Amanan
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
PT Elnusa Fabrikasi Konstruksi
0,10%
PT Petrofin Energi Nusantara (“FINERA”)
Entitas Anak Tidak Langsung, melalui PT Elnusa Petrofin
Indirect Subsidiary, through PT Elnusa Petrofin
4
PT Petrofin Energi Nusantara yang merupakan anak PT Petrofin Energi Nusantara, which is a subsidiary of PT
perusahaan dari PT Elnusa Petrofin telah didirikan sejak Elnusa Petrofin, was established on October 24, 2019.
24 Oktober 2019. Bergerak di bidang jasa pengurusan Operates in freight forwarding services, including the
transportasi, mencakup usaha pengiriman dan atau shipping and/or packing of goods in large volumes.
pengepakan barang dalam volume besar.
2025 Annual Report PT Elnusa Tbk
138
Page 139
Kepemilikan Saham FINERA
FINE RA Share Ownership
99,67% Alamat FINERA | FINERA Address
Elnusa Petrofin Jl. TB Simatupang Kav. 1B
Jakarta 12560, Indonesia
Manajemen Kunci FINERA
FINERA Key Management
Dewan Komisaris | Board of Commissioners:
5
TM Muriansyah
Direksi | Board of Directors: Arwan Harinto
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Sigma Cipta Utama
0,33%
Kerja Sama Operasi (KSO) Elnusa-Raga
Ventura Bersama
Joint Venture
Elnusa melalui KSO Elnusa – RAGA telah berperan Through the Elnusa–RAGA Joint Operation
6
aktif medukung operasional Kilang LNG Tangguh milik (KSO Elnusa–RAGA), Elnusa has actively supported
BP Berau Ltd selama 8. KSO ELNUSA-RAGA melakukan the operations of the Tangguh LNG Refinery owned
Sustainability Reference
Rujukan Keberlanjutan
pekerjaan Mechanical Maintenance Services meliputi by BP Berau Ltd for 8 years. The KSO Elnusa–RAGA
Routine Maintenance untuk Train 1 dan Train 2, has carried out Mechanical Maintenance Services,
menyelesaikan pekerjaan Turn Around sebanyak 5 kali including routine maintenance for Train 1 and Train
Major Overhaul, serta mendukung startup Train 3 LNG 2, completed 5 major overhaul turnaround projects,
Tangguh. Selama periode tersebut Elnusa mencatatkan and supported the startup of Tangguh LNG Train 3.
zero LTI & zero fatality. Selain pencapaian tersebut During this period, Elnusa recorded zero LTI and zero
Elnusa juga melakukan Program pengembangan local fatalities. In addition to these achievements, Elnusa has
content Papuan di sekitar Kabupaten Teluk Bintuni also implemented a Papuan local content development
program in the Teluk Bintuni Regency area.
7
Financial Report
Laporan Keuangan
Partisipasi Modal KSO Elnusa-Raga
Equity Participation of the Elnusa–Raga KSO
Alamat KSO Elnusa-Raga
KSO Elnusa-Raga Address
Graha Elnusa 2th Floor
Jl. TB Simatupang Kav. 1B
100% Tel: +62 21-7883 0850 (hunting)
Elnusa
2025 Annual Report PT Elnusa Tbk
139
Page 140
INFORMASI TENTANG PENERBITAN DAN PENCATATAN
EFEK LAINNYA
2025 Performance Highlights
INFORMATION ON ISSUANCE AND LISTING OF OTHER SECURITIES
Kilas Kinerja 2025
Hingga akhir tahun 2025, Elnusa tidak menerbitkan As of the end of 2025, Elnusa did not issue any
surat utang dan efek lainnya dalam bentuk apapun. debt securities or other securities in any form.
LEMBAGA DAN PROFESI PENUNJANG PASAR MODAL
CAPITAL MARKET SUPPORTING INSTITUTIONS AND PROFESSIONS
1
AKUNTAN PUBLIK DAN KANTOR AKUNTAN PUBLIK
PUBLIC ACCOUNTANT AND PUBLIC ACCOUNTING FIRM
Kantor Akuntan Publik (KAP) Purwanto, Susanti & Surja
(Anggota Firma Ernst & young Global Limited)
Kantor Akuntan Publik (KAP) No Surat Tanda Terdaftar : STTD.KAP-17/PM.021/2025
:
Laporan Management
Public Accounting Firm (KAP) Public Accounting Firm (Kap) KAP Purwanto, Susanti & Surja
Management Report
(Member Firm of Ernst & Young Global Limited)
Registered Certificate No.: STTD.KAP-17/PM.021/2025
Budi Hartono
Akuntan Publik (AP)
: Registrasi: AP.1832
Public Accountant (AP)
Registration: AP.1832
• Jasa Audit: Audit Laporan Keuangan Konsolidasian PT Elnusa Tbk dan Anak
2
Perusahaan Tahun Buku 2025
• Jasa Non Audit: -
Jasa yang Diberikan
:
Services Provided
• Audit Services: Audit of the Consolidated Financial Statements of PT Elnusa Tbk
and Subsidiaries for Fiscal Year 2025
• Non-Audit Services: -
Periode Penugasan 31 Oktober 2025 s.d 30 Juni 2026
:
Assignment Period October 31, 2025 to June 30, 2026
Profil Perusahaan
Company Profile
Waktu Terbit Laporan 3 Maret 2026
:
Report Issuance Date March 3, 2026
: Indonesia Stock Exchange Building Tower II, Lantai 7,
Jl. Jend. Sudirman Kav. 52–53 akarta 12190, Indonesia
Alamat
Tel.: (021) 5289 5000
Address
Fax.: (021) 5289 4100
3
www.ey.com/ID/EN
Biaya • Jasa Audit: Rp3.623.000.000,00
:
Fee • Jasa Non Audit: Rp-
NOTARIS
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
NOTARY
Nama
: Aulia Taufani, S.H.
Name
: Menara Sudirman Lantai 18 ABD
Jl. Sudirman Kav. 60, Jakarta 12190
Alamat
Tel.: (021) 520 4778
Address
Fax.: (021) 520 4779
E-mail: ataufani@ataa.id
Telepon :
(021) 6301511
Telephone
Faksimile :
(021) 6337851
Facsimile
4
Jasa Penyusunan Akta Berita Acara dan Akta Pernyataan Keputusan RUPS
Jasa yang Diberikan Tahunan dan RUPS Luar Biasa
:
Services Provided Preparation of the Deed of Minutes and the Deed of Statement of Resolutions of
the Annual GMS and the Extraordinary GMS.
2025 Annual Report PT Elnusa Tbk
140
Page 141
KUSTODIAN
CUSTODIAN
Nama
: PT Kustodian Sentral Efek Indonesia (KSEI)
Name
Alamat : Gedung Bursa Efek Indonesia Tower 1, Lt. 5,
Address Jl. Jenderal Sudirman Kav. 52-53, Jakarta Selatan, 12190
Telepon : (021) 5299 1099
Telephone
Faksimile : (021) 5299 1199
Facsimile
5
Jasa yang Diberikan Jasa Kustodian Sentral
:
Services Provided Central Custodian Service
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
BIRO ADMINISTRASI EFEK
SECURITIES ADMINISTRATION BUREAU
Nama
: PT Datindo Entrycom
Name
Alamat : Hayam Wuruk St No.28, RT.14/RW.1, Kebon Kelapa, Gambir, Central Jakarta
Address City, Jakarta 10120
Telepon :
(021) 3508077
Telephone
Faksimile :
(021) 3508078
Facsimile
Jasa administrasi saham di Pasar Sekunder berupa pencatatan Daftar Pemegang
Saham (DPS) dan pencatatan atas perubahan pada DPS atas nama Perusahaan
6
Jasa yang Diberikan yang tercatat di Bursa Efek Indonesia.
:
Services Provided Share administration services in the Secondary Market in the form of maintaining
the Register of Shareholders (DPS) and recording any changes to the DPS on
Sustainability Reference
Rujukan Keberlanjutan
behalf of the Company listed on the Indonesia Stock Exchange.
LEMBAGA PEMERINGKAT
RATING AGENCY
Nama
: PT Pemeringkat Efek Indonesia (PEFINDO)
Name
Alamat : Equity Tower Lt. 30, Sudirman Central Business District, Lot. 9
Address Jl. Jend. Sudirman Kav. 52-53, Jakarta 12190, Indonesia
Telepon :
(021) 7278 2380
Telephone
Faksimile :
7
(021) 7278 2370
Financial Report
Laporan Keuangan
Facsimile
Jasa yang Diberikan Pemeringkatan Perusahaan periode Desember 2025
:
Services Provided Company Rating for the period of December 2025.
INFORMASI PERDAGANGAN DAN PENCATATAN SAHAM
TRADING INFORMATION AND STOCK LISTING
Nama Bursa Efek Indonesia
:
Name Indonesia Stock Exchange
Alamat : Gedung Bursa Efek Indonesia
Address Jl. Jenderal Sudirman Kav. 52-53, Jakarta, 12190
Telepon :
(021) 515 0515
Telephone
Faksimile :
(021) 515 0330
Facsimile
2025 Annual Report PT Elnusa Tbk
141
Page 142
INFORMASI PADA SITUS WEB PERUSAHAAN
INFORMATION ON THE COMPANY’S WEBSITE
2025 Performance Highlights
Kilas Kinerja 2025
1
2Laporan Management
Management Report
Elnusa memberikan kemudahan kepada para pemegang Elnusa provides convenience for shareholders and
Profil Perusahaan
Company Profile
saham dan pemangku kepentingan lainnya dalam other stakeholders in accessing data and information
mengakses data dan informasi berkaitan dengan related to the Company in an accurate, timely, and
Perusahaan secara akurat, tepat, dan transparan. transparent manner. The Company maintains an official
Perusahaan memiliki situs resmi yakni www. elnusa. co. id website, www.elnusa.co.id to enhance the reliability of
untuk meningkatkan keandalan dalam penyediaan integrated information provision, which can be accessed
3
informasi secara terintegrasi, yang dapat diakes dalam in both Indonesian and English.
bahasa Indonesia dan Inggris.
Situs Perusahaan dibuat untuk memenuhi informasi yang The Company’s website is designed to provide
wajib selaras dengan Peraturan Otoritas Jasa Keuangan information in compliance with Financial Services
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
(POJK) No. 8/POJK.4/2015 tentang Authority Regulation (POJK) No. 8/POJK.4/2015
Situs Emiten atau Perusahaan Publik yang telah concerning the Website of Issuers or Public Companies,
ditetapkan pada tanggal 25 Juni 2015, seperti: which was enacted on June 25, 2015, including:
1. Informasi Umum Emiten atau Perusahaan Publik. 1. General Information on the Issuer or Public
Company.
2. Informasi bagi Pemodal atau Investor. 2. Information for Capital Market Participants or
Investors.
3. Informasi Tata Kelola Perusahaan. 3. Corporate Governance Information.
4. Informasi Tanggung Jawab Sosial Perusahaan. 4. Corporate Social Responsibility Information.
Situs Elnusa menjadi portal digital resmi korporasi The Elnusa website serves as the Company’s official
yang dapat diakses secara terbuka, dengan tujuan digital corporate portal that can be accessed openly,
4
memberikan informasi yang komprehensif tentang with the aim of providing comprehensive information
Perusahaan kepada khalayak luas. Berikut disampaikan about the Company to the public. The following
kesesuaian situs web Elnusa dengan kebutuhan informasi outlines the compliance of Elnusa’s website with public
kepada publik, khususnya kepada pemegang saham, information needs, particularly for shareholders and
dan pemangku kepentingan. stakeholders.
2025 Annual Report PT Elnusa Tbk
142
Page 143
5 Good Corporate Governance
Tata Kelola Perusahaan yang Baik
6
Sustainability Reference
Rujukan Keberlanjutan
Tautan Uraian
Link Description
htps://www.elnusa.co.id/profil-perusahaan Struktur grup perusahaan dan informasi pemegang saham sampai dengan
pemilik akhir.
The structure of the corporate group and information on shareholders up to the
ultimate beneficial owner.
htps://www.elnusa.co.id/kebijakan-
perusahaan
Isi Kode Etik
The contents of the Code of Ethics.
7
Financial Report
Laporan Keuangan
htps://www.elnusa.co.id/rapat-umum- Informasi Rapat Umum Pemegang Saham (RUPS) paling kurang meliputi bahan
pemegang-saham mata acara yang dibahas dalam RUPS, ringkasan risalah RUPS, dan informasi
tanggal penting yaitu tanggal pengumuman RUPS, tanggal pemanggilan
RUPS, tanggal RUPS, tanggal ringkasan risalah RUPS diumumkan
Information on the General Meeting of Shareholders (GMS), at a minimum
including the agenda items discussed at the GMS, the summary of the GMS
minutes, and information on important dates, namely the date of the GMS
announcement, the date of the GMS invitation, the date of the GMS, and the
date the summary of the GMS minutes is announced.
htps://www.elnusa.co.id/laporan-keuangan Laporan keuangan tahunan (5 tahun terakhir)
Annual financial statements (for the past 5 (five) years).
htps://www.elnusa.co.id/dewan-komisaris Proil Dewan Komisaris dan Direksi
htps://www.elnusa.co.id/direksi Profiles of the Board of Commissioners and the Board of Directors.
htps://www.elnusa.co.id/kebijakan- Piagam/Charter Dewan Komisaris, Direksi, Komite-komite, dan Unit Audit
perusahaan Internal
Charters of the Board of Commissioners, the Board of Directors, the
Committees, and the Internal Audit Unit.
2025 Annual Report PT Elnusa Tbk
143
Page 144
144
Analisis dan Pembahasan Manajemen Profil Perusahaan Laporan Management Kilas Kinerja 2025
4 Management Discussion and Analysis 3 Company Profile 2 Management Report 1 2025 Performance Highlights
2025 Annual Report
PT Elnusa Tbk
Page 145
145
5 6 7
Tata Kelola Perusahaan yang Baik Rujukan Keberlanjutan
Good Corporate Governance Laporan Keuangan
Analisis dan Pembahasan Manajemen
Sustainability Reference Financial Report
Management Discussion and Analysis
04
PT Elnusa Tbk
2025 Annual Report
Page 146
Analisa dan
2025 Performance Highlights
Pembahasan
Kilas Kinerja 2025
Manajemen
1
Management
Discussion and
Analysis
Laporan Management
2Management Report
TINJAUAN UMUM PEREKONOMIAN DAN INDUSTRI
Profil Perusahaan
Company Profile
ECONOMIC AND INDUSTRY OVERVIEW
Tinjauan Umum Perekonomian Overview of the Economy
Perekonomian dunia tahun 2025 dipenuhi The global economy in 2025 was marked by heightened
3
ketidakpastian yang tinggi. Kondisi ini dipicu oleh uncertainty. This condition was driven by the escalating
meningkatnya intensitas perang dagang antara intensity of the trade war between the United States
Amerika Serikat dan Tiongkok, serta berlanjutnya tensi and China, as well as ongoing geopolitical tensions
geopolitik di Timur Tengah (konflik Israel-Palestina in the Middle East (the Israel–Palestine conflict and its
dan dampaknya terhadap jalur perdagangan Laut impact on Red Sea trade routes) and tensions between
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Merah) serta ketegangan antara Rusia dan Ukraina. Russia and Ukraine. Unlike trade wars that focus on tariff
Berbeda dengan perang dagang yang berfokus pada barriers, these geopolitical tensions have had a direct
hambatan tarif, tensi geopolitik ini memberikan dampak impact on the volatility of global energy and commodity
langsung pada volatilitas harga energi dan komoditas prices, which has become an operational burden for
global yang menjadi beban operasional bagi industri industries, including the Company. Meanwhile, the
Perusahaan. Sementara itu, kebijakan tarif proteksionis protectionist tariff policies imposed by the United States
terhadap barang impor yang diterapkan oleh Amerika on imported goods have led to a decline in global trade
Serikat mengakibatkan penurunan volume dan nilai volume and value. Disruptions in global supply chains
perdagangan global. Gangguan pada rantai pasok have created shortages of goods and raw materials,
dunia ini menciptakan keterbatasan pasokan barang increasing production costs and ultimately heightening
dan bahan baku sehingga meningkatkan biaya produksi, global economic uncertainty. This situation has directly
yang pada akhirnya meningkatkan ketidakpastian contributed to deteriorating consumer and producer
4
ekonomi global. Situasi ini berdampak langsung pada sentiment due to uncertainty over income and business
memburuknya sentimen konsumen dan produsen akibat continuity.
ketidakpastian pendapatan serta keberlangsungan
usaha.
2025 Annual Report PT Elnusa Tbk
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5 Good Corporate Governance
Tata Kelola Perusahaan yang Baik
6
Sustainability Reference
Rujukan Keberlanjutan
Situasi tersebut mengakibatkan stagnasi pertumbuhan These conditions resulted in stagnant global economic
ekonomi global pada tahun 2025 yang tertahan di level growth in 2025, remaining at 3.3%, the same level as
3,3%, sama dengan capaian tahun 2024 berdasarkan in 2024 based on data from the International Monetary
data International Monetary Fund (IMF). Angka ini Fund (IMF). This figure reflects a divergence in growth
mencerminkan adanya divergensi pola pertumbuhan patterns across countries; global economic performance
antarnegara; perekonomian dunia terbantu oleh was supported by moderate growth in developing
pertumbuhan moderat dari negara berkembang sebesar countries at 4.3%, while growth in advanced economies
4,3%, di saat pertumbuhan ekonomi negara maju justru slowed to 1.8%. On the other hand, global inflationary
mengalami perlambatan ke level 1,8%. Di sisi lain, pressures are projected to ease, with inflation declining 7
tekanan inflasi global diproyeksikan mulai melandai, di from 3.9% in 2024 to 3.2% in 2025.
Financial Report
Laporan Keuangan
mana inflasi bergerak turun dari 3,9% pada tahun 2024
menjadi sebesar 3,2% pada tahun 2025.
Ekonomi Indonesia 2025 menunjukan resilien yang kuat Indonesia’s economy in 2025 demonstrated strong
di tengah tingginya gejolak dan ketidakpastian global. resilience amid heightened global volatility and
Kinerja ekspor nonmigas meningkat dipengaruhi front- uncertainty. Non-oil and gas export performance
loading ekspor sebagai respons antisipasi eksportir increased, driven by export front-loading as exporters
terhadap kebijakan tarif AS. Kenaikan pertumbuhan anticipated U.S. tariff policies. Economic growth was
ekonomi juga ditopang oleh permintaan domestik, also supported by domestic demand, particularly private
khususnya investasi swasta dan realisasi sejumlah investment and the realization of several government
program prioritas Pemerintah, serta konsumsi rumah priority programs, as well as solid household
tangga yang tumbuh baik seiring dengan tingginya consumption in line with high community mobility.
mobilitas masyarakat. Secara keseluruhan, ekonomi Overall, Indonesia maintained resilient economic growth
Indonesia mampu menjaga momentum pertumbuhan momentum at 5.11% in 2025, higher than the 5.03%
yang resilien di level 5,11% pada tahun 2025 lebih growth recorded in 2024.
tinggi dibandingkan capaian tahun 2024 yang
mengalami pertumbuhan sebesar 5,03%.
2025 Annual Report PT Elnusa Tbk
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Page 148
Pertumbuhan Ekonomi
Economic Growth
2025 Performance Highlights
6
5.0% 5.1%
4.8% 4.5%
5
Kilas Kinerja 2025
4.5% 4.5%
4
3.2% 3.2%
3 2.8%
2.2%
2
1
1.3%
1.1%
1 0.8%
0.3%
0
Global Serikat Uni Eropa China Jepang Indonesia ASEAN-5
Amerika
Sumber: International Monetary Fund (IMF)
2024 2025
Laporan Management
Management Report
Di sisi nilai tukar, Rupiah mengalami tekanan dari In terms of the exchange rate, the Rupiah experienced
dampak memburuknya kondisi global. Tekanan nilai pressure due to the deterioration of global conditions.
tukar Rupiah sempat meningkat akibat kebijakan tarif The pressure on the Rupiah intensified as a result of tariff
oleh Amerika Serikat dan dinamika global lainnya. policies imposed by the United States and other global
2
Namun, secara keseluruhan, pergerakan Rupiah di tahun dynamics. However, overall, the Rupiah’s movement
2025 relatif stabil dibandingkan dengan kelompok mata in 2025 remained relatively stable compared to other
uang negara berkembang dan lebih kuat dibandingkan emerging market currencies and was stronger than
mata uang negara maju selain dolar AS. Stabilitas ini most developed market currencies, except for the US
ditopang konsistensi kebijakan stabilitas Bank Indonesia dollar. This stability was supported by Bank Indonesia’s
dan juga peningkatan konversi valuta asing ke rupiah. consistent stabilization policies as well as increased
foreign exchange conversion into Rupiah.
Pressure on the Rupiah rose again starting from the
Profil Perusahaan
Tekanan nilai tukar Rupiah kembali tinggi sejak akhir
Company Profile
Agustus 2025 dan membaik di akhir Desember 2025. end of August 2025 and improved toward the end
Nilai tukar Rupiah hingga akhir Desember tercatat of December 2025. As of the end of December, the
Rp16.699 per dolar AS, melemah 4,05% di posisi Rupiah exchange rate was recorded at Rp16,699
akhir di bandingkan Desember 2024 tercatat per US dollar, representing a depreciation of 4.05%
Rp16.024. compared to Rp16,024 per US dollar at the end of
3
December 2024.
Kurs Nilai Tukar Rupiah Terhadap Dolar AS (Rp/USD)
Rupiah Exchange Rate against the US Dollar (Rp/USD)
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
16.820
16.703 16.699
16.607
16.512
16.456 16.441
16.338
16.311 16.309
16.262 16.276
4
Jan-25 Feb-25 Mar-25A pr-25M ay-25 Jun-25 Jul-25A ug-25 Sep-25 Oct-25N ov-25 Dec-25
Sumber: Bank Indonesia
Source: Bank Indonesia
2025 Annual Report PT Elnusa Tbk
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Page 149
Sepanjang tahun 2025 angka inflasi menunjukan Throughout 2025, the inflation rate showed an
tren peningkatan di bandingkan tahun 2024, namun increasing trend compared to 2024, yet remained within
tetap terjaga dalam kisaran 2,5±1% dari target inflasi the target range of 2.5±1% set by Bank Indonesia.
Bank Indonesia. Inflasi Indeks Harga Konsumen (IHK) Consumer Price Index (CPI) inflation was recorded at
tercatat sebesar 2,92% (yoy) tahun 2025, lebih tinggi 2.92% (yoy) in 2025, higher than 1.57% in 2024.
di bandingkan tahun 2024 sebesar 1,57%. Inflasi Inflation remained under control, supported by the
terjaga seiring konsistensi kebijakan suku bunga dalam consistency of interest rate policies in anchoring inflation
menjangkar ekspektasi inflasi dalam sasaran, kapasitas expectations within the target range, ample economic
ekonomi yang masih besar, imported inflation yang capacity, and controlled imported inflation in line with
terkendali sejalan dengan kebijakan stabilisasi nilai Bank Indonesia’s Rupiah exchange rate stabilization
tukar Rupiah Bank Indonesia. policies.
5
Perkembangan Indeks Harga Konsumen 2025 (%)
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Consumer Price Index Development 2025 (%)
2,86 2,92
2,72
2,65
2,37 2,31
1,95
1,87
1,57 1,60
1,03
0,76
6
Sustainability Reference
Rujukan Keberlanjutan
-0,09
Dec-24 Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25
Tinjauan Umum Industri Overview of the Industry
Dengan ketidakpastian situasi geopolitik dan ekonomi Amid geopolitical and economic uncertainty throughout
sepanjang tahun 2025 menyebabkan pelaku usaha 2025, business actors tended to restrain spending, both
cenderung menahan pengeluaran, baik konsumsi in consumption and investment, leading to weakened 7
maupun investasi, sehingga menyebabkan permintaan global demand for goods and services. This condition
Financial Report
Laporan Keuangan
barang dan jasa global melemah. Kondisi ini dapat may directly impact the Company’s contractual
berdampak langsung pada perjanjian kontrak kerja agreements, as upstream oil and gas companies become
sama Perusahaan, di mana perusahaan hulu migas more cautious in allocating capital expenditures. In
menjadi lebih berhati-hati dalam mengalokasikan addition, disruptions in logistics supply chains pose
anggaran modal (Capital Expenditure). Selain itu, risks to operational continuity and may increase the
gangguan pasokan logistik berisiko menghambat Company’s operating costs.
kelancaran dan meningkatkan biaya operasional
Perusahaan.
Sejalan dengan kondisi perekonomian global dipenuhi In line with global economic conditions marked by
ketidakpastian yang tinggi dipicu oleh eskalasi tensi heightened uncertainty driven by escalating geopolitical
geopolitik serta kondisi oversupply yang terjadi pada tensions, as well as oversupply conditions in the second
paruh kedua tahun 2025, industri minyak dan gas bumi half of 2025, the global oil and gas industry was
global diwarnai oleh volatilitas harga yang signifikan. characterized by significant price volatility. Based on
Berdasarkan data U.S. Energy Information Administration data from the U.S. Energy Information Administration
(EIA), harga minyak dunia mengalami koreksi tahunan (EIA), global oil prices experienced an annual correction
sebesar hampir 17% per Desember 2025 di bandingkan of nearly 17% as of December 2025 compared to
tahun 2024. Harga minyak mentah jenis Brent ditutup 2024. Brent crude oil prices closed at $62.54 per
pada level $62,54 per barel, sementara West Texas barrel, while West Texas Intermediate (WTI) stood at
Intermediate (WTI) berada di posisi $57,97 per barel. $57.97 per barrel.
2025 Annual Report PT Elnusa Tbk
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2025 Performance Highlights
Kilas Kinerja 2025
Kondisi pasar global tersebut berdampak langsung
1
pada Indonesia Crude Price (ICP) yang tercatat sebesar
$61,10 per barel. Hal ini terjadi karena adanya
lonjakan produksi Amerika Serikat yang mencapai
13,6 juta barel per hari, serta peningkatan kuota
produksi anggota OPEC+ sebesar 2,9 juta barel per
hari. Di wilayah Asia Pasifik, pergerakan harga juga
dipengaruhi oleh kebijakan Tiongkok yang memperkuat
Laporan Management
Management Report
cadangan minyak strategisnya.
These global market conditions had a direct impact on
the Indonesia Crude Price (ICP), which was recorded at
$61.10 per barrel. This was driven by a surge in U.S.
production, reaching 13.6 million barrels per day, as
2
well as an increase in production quotas by OPEC+
members of 2.9 million barrels per day. In the Asia-
Pacific region, price movements were also influenced
by China’s policy to strengthen its strategic oil reserves.
Profil Perusahaan
Company Profile
Harga Minyak Dunia
Global Oil Prices
3
4Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Sumber: U.S. Energy Information Administration, Kementerian ESDM
Source: U.S. Energy Information Administration, Ministry of Energy and Mineral Resources
2025 Annual Report PT Elnusa Tbk
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5 Good Corporate Governance
Tata Kelola Perusahaan yang Baik
6
Sustainability Reference
Rujukan Keberlanjutan
Harga Spot Minyak Mentah Brent dan Perubahan Persediaan Global
Brent Crude Oil Spot Price and Global Inventory Changes
$100
forecast
$80
$60
Brent spot price
7
Financial Report
Laporan Keuangan
$40
$20
$0
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2025 2026 2027
4
implied stock build
3
2
1
0
implied stock draw
-1
Data source: U.S. Energy Information Administration, Short-Term Energy Outlook, January 2026
2025 Annual Report PT Elnusa Tbk
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Page 152
2025 Performance Highlights
Di dalam negeri upaya masif dilakukan untuk memenuhi Domestically, extensive efforts were undertaken to meet
kebutuhan konsumsi energi nasional yang terus the growing demand for national energy consumption
meningkat seiring matangnya pemulihan ekonomi. in line with the maturing economic recovery. In 2025,
Kilas Kinerja 2025
Pada tahun 2025 lifting minyak nasional berhasil national oil lifting exceeded the State Budget (APBN)
melampaui target APBN dengan capaian 605 MBOPD target, reaching 605 MBOPD compared to the target of
dari target APBN 600 MBOPD. Namun, lifting gas 600 MBOPD. However, gas lifting still faced challenges,
masih menghadapi tantangan dengan realisasi sebesar with realization recorded at 951.8 mmscfd, falling short
951,8 mmscfd, atau belum mencapai target APBN of the APBN target of 1,105 MMSCFD.
yang ditetapkan sebesar 1.105 MMSCFD.
1
Lifting Minyak Indonesia (MBOPD) Lifting Gas Indonesia (MMSCFD)
Indonesia Oil Lifting (MBOPD) Indonesia Gas Lifting (MMSCFD)
Laporan Management
Management Report
1150
640 635
1.105
1100
620
605 1050 10.33 1.028
2
600
600
1000
578
580 952
950
560
900
540 850
2024 2025 2024 2025
APBN Realisasi APBN Realisasi
Profil Perusahaan
Company Profile
Konsumsi BBM (Juta Kiloliter)
Fuel Consumption (Million Kiloliters)
3
30 31
31
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
21 19
17
11
1
-9
2024 2025
Pertalite Solar
4
Sumber : Realisasi Aktivitas Hulu Migas, Kementerian ESDM
Source: Upstream Oil and Gas Activity Realization, Ministry of Energy and Mineral Resources
2025 Annual Report PT Elnusa Tbk
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Page 153
Dari segi aktivitas hulu migas selama tahun 2025 In terms of upstream oil and gas activities, 2025 showed
menunjukkan adanya pergeseran dibandingkan a shift compared to the previous year. Exploration
tahun sebelumnya. Kegiatan eksplorasi mengalami activities declined, with 3D seismic realization recorded
penurunan, di mana realisasi Seismik 3D tercatat at 2,574.1 SqKm, down from 5,287.4 SqKm in 2024,
sebesar 2.574,1 SqKm turun dari 5.287,4 SqKm pada and 2D seismic at 419.84 Km, down from 3,118.6 Km
2024 dan Seismik 2D sebesar 419,84 Km turun dari in 2024. Similarly, the number of exploration wells
3.118,6 Km pada 2024. Demikian pula dengan jumlah drilled slightly decreased to 35 wells from 39 wells
pengeboran sumur eksplorasi sedikit menurun menjadi in the previous period. In contrast, the national oil
35 sumur dari 39 sumur pada periode sebelumnya. and gas industry demonstrated a stronger commitment
Sebaliknya, industri migas nasional menunjukkan to optimizing existing fields to maintain production
komitmen yang lebih besar pada optimalisasi lapangan resilience. This is reflected in the significant increase in
5
eksisting guna menjaga ketahanan produksi. Hal ini development drilling, which reached 980 wells in 2025,
tercermin dari peningkatan signifikan pada Pengeboran up from 899 wells in 2024.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Sumur Pengembangan yang mencapai 980 sumur
pada tahun 2025, naik dari 899 sumur di tahun 2024.
Realisasi Aktivitas Hulu Migas
Realization of Upstream Oil and Gas Activities
5.287
5.000
4.000
6
3.118
3.000
2.574
Sustainability Reference
Rujukan Keberlanjutan
2.000
899 980
1.000
419
39 35
0
2024 2025
Seismic 3D Pengeboran Sumur Pengembangan
3D Seismic Development Well Drilling
Sesimic 2D Pengeboran Sumur Eksplorasi
2D Seismic Exploration Well Drilling
7
Financial Report
Laporan Keuangan
Dinamika industri Migas di tahun 2025 dinilai The dynamics of the oil and gas industry in 2025 are
dapat memberikan peluang sekaligus tantangan. considered to present both opportunities and challenges.
Peluang pada sektor hulu migas, yang ditandai Opportunities in the upstream sector are reflected in
dengan peningkatan jumlah pengeboran sumur the increase in development drilling activities, which
pengembangan, yang menjadi katalis positif bagi serves as a positive catalyst for demand for the services
permintaan jasa yang dilayani oleh Perusahaan. provided by the Company. As the industry shifts its focus
Dengan fokus industri yang beralih pada pengeboran toward development drilling and workover activities to
pengembangan dan workover untuk menjaga produksi maintain national production, the Company can optimize
nasional, Perusahaan dapat mengoptimalkan its service portfolio to support the needs of production
portofolio layanannya guna mendukung kebutuhan sharing contractors (PSCs) throughout 2025. In addition,
para kontraktor kontrak kerja sama (KKKS) sepanjang the annual increase in fuel consumption presents
tahun 2025. Juga, peningkatan konsumsi BBM setiap opportunities for the Company in the downstream oil
tahunnya menjadi peluang Perusahaan pada sektor and gas sector. Overall, these opportunities provide
hilir migas. Seluruh peluang ini memberikan modal a positive foundation for the Company to enhance its
yang positif bagi Perusahaan untuk meningkatkan performance and business growth.
kinerja dan usahanya.
2025 Annual Report PT Elnusa Tbk
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2025 Performance Highlights
KEBIJAKAN STRATEGIS DAN PENYELESAIAN PERMASALAHAN
Kilas Kinerja 2025
TAHUN 2025
STRATEGIC POLICIES AND ISSUE RESOLUTION IN 2025
Inisiatif Strategis Tahun 2025 Strategic Initiatives in 2025
In addressing the challenges of 2025, the Company
1
Dalam rangka menghadapi tantangan tahun 2025,
maka Perusahaan menetapkan beberapa strategi yang established several strategies at the beginning of the
dicanangkan pada awal tahun dan telah dilakukan year, which have been implemented throughout 2025.
selama tahun 2025. Adapun strateginya adalah The strategies are as follows:
sebagai berikut:
ASPEK STRATEGI
Laporan Management
Management Report
ASPECT STRATEGIC
Operational Penguatan sinergi dalam meningkatkan market share di Pertamina Group
Strengthening synergy to increase market share within the Pertamina Group
Strategic Partnership dengan pemilik teknologi/OEM/partner guna percepat kapabilitas dan akses
2
pasar
Establishing strategic partnerships with technology owners/OEMs/partners to accelerate capability
building and market access
Long term Contract Commitment dengan pemberi kerja
Long-term contract commitments with clients/employers
Investasi yang selektif dan prudent
Profil Perusahaan
Company Profile
Selective and prudent investment
Financial Peningkatan Profitability Margin dan optimalisasi Cash Return
Enhancing profitability margins and optimizing cash returns
3
Peningkatan Rating Pefindo menjadi idAA+/Stable
Improving Pefindo rating to idAA+/Stable
Pembayaran Sukuk yang jatuh tempo di 2025
Settlement of Sukuk maturing in 2025
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Strategic Pengembangan bisnis baru yang masih berdekatan dengan bisnis utamanya (adjacent to the core),
penguatan bisnis saat ini (strengthen to the core) dan diversifikasi untuk pengembangan bisnis energi
baru yang masih perlu dimulai dengan tahap kajian dan evaluasi bisnis.
Development of new businesses adjacent to the core business, strengthening of existing core businesses,
and diversification for the development of new energy businesses, which will be initiated through study
and evaluation phases
Pengembangan kompetensi, kapabilitas dan budaya
Development of competencies, capabilities, and culture
4
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Page 155
Rincian Masalah yang Terjadi di Sepanjang Issues Encountered Throughout 2025 and Their
Tahun 2025 dan Solusinya Solutions
Sepanjang tahun 2025, Perusahaan menghadapi Throughout 2025, the Company faced several issues,
beberapa permasalahan yang muncul, di antaranya including the following:
sebagai berikut:
1. Belum optimalnya productivity rate asset 1. Asset productivity rates were not yet optimal, as
5
dikarenakan hampir 90% kontrak bersifat call out nearly 90% of contracts were on a call-out basis,
basis serta kurangnya penyerapan kontrak dimana along with limited contract absorption where
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
realisasi kontrak di bawah rencana kerja klien. contract realization fell below the client’s work
2. Penurunan success rate tender disebabkan plan.
persaingan harga dan keterbatasan aset yang 2. A decline in tender success rates due to price
dimiliki. competition and limited asset ownership.
Untuk menanggulangi permasalah tersebut, Perusahaan
melakukan beberapa upaya sebagai berikut: To address these issues, the Company undertook the
following measures:
1. Perusahaan lebih agresif untuk mencari pasar
baik di Pertamina Group maupun Non Pertamina, 1. The Company adopted a more aggressive
melakukan evaluasi cost competitiveness secara approach in exploring markets both within the
berkelanjutan serta melakukan review atas Pertamina Group and outside Pertamina, conducted
organisasi dan target Perusahaan. continuous evaluations of cost competitiveness, and
6
2. Perusahaan melakukan engagement dan koordinasi reviewed its organizational structure and targets.
lebih intens dengan klien, melakukan peningkatkan 2. The Company strengthened engagement and
Sustainability Reference
Rujukan Keberlanjutan
daya saing dengan investasi peralatan dan cost coordination with clients, enhanced competitiveness
optimization serta melakukan simulasi success rate through investment in equipment and cost
tender, pasar, market share untuk investasi. optimization, and conducted simulations of tender
success rates, market conditions, and market share
to support investment decisions.
TINJAUAN OPERASI PER SEGMEN USAHA
OPERATIONAL REVIEW BY BUSINESS SEGMENT
Pembahasan mengenai Tinjauan Operasi per Segmen The discussion on the Operational Review by Business
berikut merupakan pengelompokan kegiatan usaha Segment below reflects the classification of Elnusa’s 7
Elnusa yang merujuk pada Pernyataan Standar business activities in accordance with the Statement
Financial Report
Laporan Keuangan
Akuntansi Keuangan (PSAK) 108 tentang “Segmen of Financial Accounting Standards (PSAK) 108 on
Operasi”. Sesuai dengan standar tersebut, kegiatan “Operating Segments.” In line with this standard, the
usaha Perusahaan pada tahun buku 2025 terbagi Company’s business activities in fiscal year 2025 are
menjadi 3 (tiga) segmen usaha: Jasa Hulu Migas divided into 3 (three) business segments: Integrated
Terintegrasi, Penjualan Barang dan Jasa Distribusi & Upstream Oil and Gas Services, Sales of Goods and
Logistik Energi dan Jasa Penunjang Migas Energy Distribution and Logistics Services and Oil and
Gas Supporting Services.
2025 Annual Report PT Elnusa Tbk
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2025 Performance Highlights
Segmen Operasi Elnusa
Elnusa Operating Segments
Kilas Kinerja 2025
Jasa Hulu Migas Terintegrasi Penjualan Barang dan Jasa Jasa Penunjang Migas
Distribusi & Logistik Energi Oil and Gas Supporting Services
1
Integrated Upstream Oil and Gas Sales of Goods and Energy
Services Distribution and Logistics Services
Jasa hulu migas terintegrasi Penjualan Barang dan Jasa Jasa penunjang migas menyediakan
menyediakan jasa pengukuran distribusi dan logistik energi jasa penguliran (threading) dan
data geofisika (Seismik), jasa menyediakan jasa penyimpanan, perdagangan (trading) pipa Oil
Laporan Management
Pemboran Migas, jasa Oilfield perdagangan, pendistribusian dan Country Tubular Goods (OCTG)
Management Report
dan Engineering, Production pemasaran produk minyak dan gas serta fabrikasi, jasa pengelolaan
and Construction–Operation & di Indonesia. data dan informasi energi dan
Maintenance (EPC OM). sumber daya mineral (khususnya
The Sales of Goods and Energy eksplorasi dan eksploitasi minyak
The Integrated Upstream Oil and Distribution and Logistics Services dan gas bumi), jasa pengelolaan
Gas Services segment provides segment provides storage, trading, data migas, jasa pembangunan
2
geophysical data acquisition distribution, and marketing services sistem teknologi informasi
(seismic) services, oil and gas for oil and gas products in Indonesia. terpadu, jasa telekomunikasi,
drilling services, oilfield services, jasa penyediaan jaringan,
and Engineering, Procurement, telekomunikasi satelit dan sistem
Construction–Operation & komunikasi Very-Small-Aperture
Maintenance (EPC OM) services. Terminal (VSAT), jasa penyewaan
kapal untuk keperluan operasional
lapangan minyak, survei seismik
Profil Perusahaan
dan operasional bisnis selain migas.
Company Profile
The Oil and Gas Supporting
Services segment provides threading
and trading services for Oil Country
Tubular Goods (OCTG) pipes,
3
as well as fabrication services,
energy and mineral resources
data and information management
services (particularly for oil and
gas exploration and exploitation),
oil and gas data management
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
. services, integrated information
technology system development
services, telecommunications
services, network provision services,
satellite telecommunications and
Very Small Aperture Terminal
(VSAT) communication systems,
vessel chartering services for oilfield
operations, seismic surveys, and
non-oil and gas business operations.
4
2025 Annual Report PT Elnusa Tbk
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Page 157
Untuk dapat memberikan gambaran awal tentang To provide an initial overview of the size of each business
ukuran bisnis dari masing-masing segmen dan segment and its contribution to Elnusa’s consolidated
kontribusinya terhadap kinerja konsolidasi Elnusa, performance, the following presents an overview of the
berikut disampaikan gambaran tentang pendapatan, revenue, profit, and assets of each segment and their
laba, dan aset masing-masing segmen dan kontribusinya respective contributions to the Company.
bagi Perusahaan.
5
Jumlah dan Kontribusi Pendapatan Segmen Terhadap Pendapatan Konsolidasian
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Total and Contribution of Segment Revenue to Consolidated Revenue
Kenaikan (Penurunan)
2024-2025
2025 2024
Increase (Decrease)
Segmen 2024-2025
Segment Jumlah Kontribusi Jumlah Kontribusi Persentase
Nominal
(Rp-juta) (%) (Rp-juta) (%) (%)
(Rp-juta)
Total Contribution Total Contribution Percentage
(Rp-million)
(Rp-million) (%) (Rp-million) (%) (%)
Penjualan Barang dan
Jasa Distribusi dan Logistik
6
Energi
8.948.069 61,72 7.089.362 52,93 1.858.707 26,22
Sales of Goods and Energy
Sustainability Reference
Rujukan Keberlanjutan
Distribution and Logistics
Services
Jasa Hulu Migas
Terintegrasi
4.156.276 28,67 5.097.003 38,06 (940.727) (18,46)
Integrated Upstream Oil
and Gas Services
Jasa Penunjang Migas
Oil and Gas Supporting 1.888.511 13,02 1.800.517 13,44 87.994 4,89
Services
Eliminasi*
(494.717) (3,41) (593.869) (4,43) 99.152 (16,70)
Elimination*
Jumlah Pendapatan
Konsolidasian 14.498.139 100,00 13.393.013 100,00 1.105.126 8,25
7
Total Consolidated Revenue
Financial Report
Laporan Keuangan
*) Eliminasi adalah Jurnal Penyesuaian untuk menghapus transaksi antar Perusahaan (induk-anak) agar laporan keuangan
konsolidasi tidak tercatat ganda
Elimination refers to adjustment entries made to eliminate intercompany transactions (parent–subsidiary) to avoid double
counting in the consolidated financial statements.
2025 Annual Report PT Elnusa Tbk
157
Page 158
Jumlah dan Kontribusi Laba Tahun Berjalan Segmen Terhadap Laba Tahun Berjalan Konsolidasian
Total and Contribution of Segment Profitfor the Year to Consolidated Profit for the Year
2025 Performance Highlights
Kenaikan (Penurunan)
Kilas Kinerja 2025
2024-2025
2025 2024
Increase (Decrease)
Segmen 2024-2025
Segment Jumlah Kontribusi Jumlah Kontribusi Persentase
Nominal
(Rp-juta) (%) (Rp-juta) (%) (%)
(Rp-juta)
Total Contribution Total Contribution Percentage
(Rp-million)
(Rp-million) (%) (Rp-million) (%) (%)
1
Penjualan Barang dan
Jasa Distribusi dan Logistik
Energi
446.741 62,18 389.244 54,54 57.497 14,77
Sales of Goods and
Energy Distribution and
Logistics Services
Jasa Hulu Migas
Terintegrasi
Laporan Management
142.094 19,78 223.105 31,26 (81.011) (36,31)
Management Report
Integrated Upstream Oil
and Gas Services
Jasa Penunjang Migas
Oil and Gas Supporting 127.102 17,69 96.109 13,47 30.993 32,25
Services
Eliminasi*
2.475 0,35 5.214 0,73 (2.739) (52,53)
Elimination*
2
Jumlah Laba Tahun
Berjalan 718.412 100,00 713.672 100,00 4.740 0,66
Total Profit for The Year
*) Eliminasi adalah Jurnal Penyesuaian untuk menghapus transaksi antar Perusahaan (induk-anak) agar laporan keuangan
konsolidasi tidak tercatat ganda
Elimination refers to adjustment entries made to eliminate intercompany transactions (parent–subsidiary) to avoid double
counting in the consolidated financial statements.
Profil Perusahaan
Company Profile
Komposisi Pendapatan dan Laba Tahun Berjalan Segmen
(Sebelum Eliminasi)
Composition of Segment Revenue and Profit for the Year
(Before Elimination)
3
62,18%
54,54%
52,93%
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
38,06%
31,26%
61,72% 28,67%
19,78%
17,69%
13,44% 13,02% 13,47%
4
2024 2025 2024 2025
Penjualan Barang dan Jasa Distribusi dan Logistik Energi Jasa Hulu Migas Terintegrasi Jasa Penunjang Migas
Sales of Goods and Energy Distribution and Integrated Upstream Oil and Gas Oil and Gas Supporting Services
Logistics Services Services
2025 Annual Report PT Elnusa Tbk
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Page 159
Jumlah dan Kontribusi Aset Segmen Terhadap Aset Konsolidasian
Total and Contribution of Segment Assets to Consolidated Assets
Kenaikan (Penurunan)
2025 2024-2025
2024
Increase (Decrease)
Segmen 2024-2025
Segment Jumlah Kontribusi Jumlah Kontribusi Persentase
Nominal
(Rp-juta) (%) (Rp-juta) (%) (%)
(Rp-juta)
Total Contribution Total Contribution Percentage
(Rp-million)
(Rp-million) (%) (Rp-million) (%) (%)
5
Penjualan Barang dan
Jasa Distribusi dan Logistik
Energi
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
5.022.562 45,82 4.046.001 38,07 976.561 24,14
Sales of Goods and
Energy Distribution and
Logistics Services
Jasa Hulu Migas
Terintegrasi
7.550.655 68,89 7.991.605 75,19 (440.950) (5,52)
Integrated Upstream Oil
and Gas Services
Jasa Penunjang Migas
Oil and Gas Supporting 1.613.119 14,72 1.629.318 15,33 (16.199) (0,99)
Services
Eliminasi*
(3.225.296) (29,43) (3.038.624) (28,59) (186.672) 6,14
Elimination*
Jumlah Aset Konsolidasian
10.961.040 100,00 10.628.300 100,00 332.740 3,13
Total Consolidated Assets
6
Sustainability Reference
Rujukan Keberlanjutan
*) Eliminasi adalah Jurnal Penyesuaian untuk menghapus transaksi antar Perusahaan (induk-anak) agar laporan keuangan
konsolidasi tidak tercatat ganda
Elimination refers to adjustment entries made to eliminate intercompany transactions (parent–subsidiary) to avoid double
counting in the consolidated financial statements.
Komposisi Aset Segmen Terhadap Aset Konsolidasian
(Sebelum Eliminasi)
Composition of Segment Assets to Consolidated Assets
(Before Elimination)
14.72%
Jasa Penunjang
38.07% Migas
15.33%
Jasa Penunjang
Penjualan Barang
dan Jasa Distribusi
Oil and Gas
Supporting Services
7
Migas dan Logistik Energi;
Financial Report
Laporan Keuangan
Oil and Gas
Supporting Services Sales of Goods and
Energy Distribution and
Logistics Services
2024 2025
45.82%
68.89%
75.19% Jasa Hulu Migas Penjualan Barang
Terintegrasi dan Jasa Distribusi
Jasa Hulu Migas
dan Logistik Energi;
Terintegrasi Integrated Upstream Oil
and Gas Services Sales of Goods and
Integrated Upstream Oil Energy Distribution and
and Gas Services Logistics Services
Penjualan Barang dan Jasa Distribusi dan Logistik Energi Jasa Penunjang Migas
Jasa Hulu Migas Terintegrasi Sales of Goods and Energy Distribution and Logistics
Integrated Upstream Oil and Gas Services Oil and Gas Supporting Services
Services
2025 Annual Report PT Elnusa Tbk
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Page 160
Dari tabel dan bagan di atas, dapat dilihat bahwa From the table and chart above, it can be seen that
segmen Jasa Penunjang Bisnis memiliki aset yang cukup the Oil and Gas Supporting Services segment holds
2025 Performance Highlights
besar, yang kemudian mampu membentuk kontribusi a relatively large asset base, which in turn contributes
laba yang cukup besar bagi Perusahaan. Dari sisi significantly to the Company’s profit. In terms of revenue,
pendapatan, segmen Penjualan Barang dan Jasa the Sales of Goods and Energy Distribution and Logistics
Kilas Kinerja 2025
Distribusi dan Logistik Energi memberikan kontribusi Services segment provides a substantial contribution to
yang cukup besar bagi bisnis Perusahaan secara the Company’s overall business.
keseluruhan.
Bagan di bawah ini memberikan gambaran tentang The chart below illustrates the consolidation of segments
konsolidasi segmen yang dikontribusikan entitas anak contributed by subsidiaries within the Elnusa Group.
1
dalam Elnusa Group.
Konsolidasi Segmen dalam Elnusa Group
Segment Consolidation within the Elnusa Group
Laporan Management
2Management Report
Profil Perusahaan
Company Profile
Jasa Hulu Migas Terintegrasi Penjualan Barang dan Jasa Jasa Penunjang Migas
Distribusi dan Logistik Energi
Upstream Integrated Oil & Oil & Gas Support Services
Gas Services Sales of Goods and Energy
Distribution and Logistics
Services
3
1. Elnusa Holding ( Divisi 1. PT Elnusa Petrofin (EPN) 1. PT Elnusa Fabrikasi Konstruksi
Upstream Services & Divisi (EFK)
EPCOM ) 2. PT Elnusa Trans Samudera
2. PT Elnusa Geosains Indonesia (ETSA)
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
3. PT Elnusa Oilfield Services 3. PT Sigma Cipta Utama (SCU)
4. PT Patra Nusa Data (PND)
Rincian tentang kegiatan yang dilakukan, kinerja Details of the activities carried out, operational volume
volume kegiatan, hingga kinerja keuangan pada performance, and financial performance of each
masing-masing segmen diuraikan di bawah ini. segment are presented below.
4
2025 Annual Report PT Elnusa Tbk
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Page 161
5 Good Corporate Governance
Tata Kelola Perusahaan yang Baik
JASA HULU MIGAS TERINTEGRASI
INTEGRATED UPSTREAM OIL & GAS SERVICES
6
Sustainability Reference
7
Financial Report
Laporan Keuangan Rujukan Keberlanjutan
Operations and Business Activities of
Kegiatan Operasi dan Usaha Jasa Hulu
Integrated Upstream Oil and Gas Services
Migas Terintegrasi
Kegiatan pada segmen usaha hulu migas terintegrasi Activities in the integrated upstream oil and gas business
dilaksanakan oleh 2 (dua) divisi di Perusahaan, yaitu segment are carried out by 2 (two) divisions within
Divisi Upstream Services dan Divisi Engineering, the Company, namely the Upstream Services Division
Production and Construction-Operation & Maintenance and the Engineering, Production and Construction –
(EPC-OM). Divisi Upstream Services memiki 2 (dua) Operation & Maintenance (EPC-OM) Division. The
kelompok jasa penyelidikan dan pengolahan jasa Upstream Services Division consists of 2 (two) service
seismik atau Geoscience & Reservoir Services (GRS) groups: seismic survey and processing services or
dan jasa pemeliharaan dan pengelolaan lapangan Geoscience & Reservoir Services (GRS), and oilfield
migas atau Oil Field Services (OFS). maintenance and management services or Oil Field
Services (OFS).
Proses kegiatan usaha jasa pemeliharaan dan The business process for oilfield maintenance and
pengelolaan lapangan migas secara umum terbagi management services is generally divided into:
menjadi:
2025 Annual Report PT Elnusa Tbk
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Page 162
1. Jasa Intervensi Sumur (WLI) 1. Well Intervention Services (WLI)
2025 Performance Highlights
Jasa perawatan sumur yang sudah beroperasi, Well intervention services for operating wells, aimed
bertujuan untuk memonitor performa sumur dan at monitoring well performance and increasing
meningkatkan produktivitasnya (terutama yang productivity (especially for wells with declining
Kilas Kinerja 2025
sudah turun produktivitasnya). Hal itu dilakukan productivity). This is carried out by integrating
dengan memadukan jasa utama coiled & pumping key services such as coiled tubing and pumping
services, slickline services, welltest processing services, slickline services, well test processing
services, dan electric wireline logging. services, and electric wireline logging.
2. Jasa Pemboran & Jasa Kerja Ulang Sumur (DWO) 2. Drilling & Workover Services (DWO)
Jasa pemboran terintegrasi dari drilling services, Integrated drilling services consisting of drilling
1
drilling support services serta jasa perawatan services, drilling support services, and well
sumur yang sudah beroperasi yang bertujuan maintenance services aimed at improving the
meningkatkan produktivitas sumur yang ada. productivity of existing wells. This integration
Perpaduan ini menghasilkan solusi menyeluruh bagi provides comprehensive solutions for clients dealing
konsumen yang memiliki permasalahan dengan with aging wells as well as new well development.
sumur tua dan proses pembuatan sumur baru. Jasa This service line also includes a business line for
ini juga memiliki lini bisnis pengolahan gas sumur processing well gas into electricity.
Laporan Management
Management Report
menjadi tenaga listrik.
Konsep bisnis bidang Jasa pemeliharaan dan The business concept in oilfield maintenance and
pengelolaan lapangan migas memiliki product line management services has product lines consisting of:
yang terdiri dari:
2
Group Services Product Line
Drilling & Workover Services Drilling Services (DRS), Hydraulic Workover & Snubbing Group Services (HWS),
Drilling Support Services (DSS), Artificial Lift Services & Power (ALS & P), Well
Completion Services (WCS)
Well Intervention Services Coiled Tubing (CTU), Cementing & Pumping Services (CPS), Electric Wireline
Logging (EWL), Slickline Services (SLS), Welltesting & Procesing Services (WPS)
Profil Perusahaan
Company Profile
Pengembangan Kebijakan Strategis dan Strategic Policy Development and Operations
Kinerja Operasi dan Produksi and Production Performance
3
Jasa Pemboran & Jasa Kerja Ulang Sumur (DWO) Drilling & Workover Services (DWO)
DWO memberikan jasa layanan di bidang drilling, DWO provides services in drilling, workover,
workover services & supporting drilling, Saat ini, and drilling support services. Currently, the
Perusahaan fokus pada onshore drilling sesuai Company focuses on onshore drilling in line with
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
dengan kompetensi dan alat yang dimiliki, namun its competencies and available equipment, while
tetap melakukan penjajakan dan pengembangan continuing to explore and develop opportunities
potensi pada offshore drilling serta panas bumi in offshore drilling and geothermal sectors,
mengingat masih besarnya potensi pertumbuhan considering the significant growth potential in
pada sektor tersebut. these areas
Sementara pada jasa workover, Perusahaan In workover services, the Company provides oil
memberikan layanan di bidang kerja ulang sumur and gas well workover services, both offshore
minyak dan gas, baik offshore maupun onshore. and onshore. The services offered include
Jasa yang ditawarkan adalah hydraulic workover hydraulic workover services, artificial lift & power
services, artificial lift & power service, dan well services, and well completion. Meanwhile, for
completion.Sedangkan pada jasa supporting drilling support services, the Company offers mud
4
drilling, yang ditawarkan adalah mud engineering engineering services, mud logging, H2S services,
services, mud logging, H2S dan lainnya. and others.
2025 Annual Report PT Elnusa Tbk
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Page 163
Berikut ini adalah penjelasan masing-masing unit The following is an overview of each business unit
usaha dari jasa pemboran: within drilling services:
1. Drilling Rig: Jasa pelaksanaan aktivitas utama 1. Drilling Rig: Services for executing core drilling
pemboran. activities.
2. Hydraulic Workover Services: Jasa pekerjaan 2. Hydraulic Workover Services: Well workover
ulang sumur dengan Rig Snubbing untuk services using snubbing rigs to maintaining
tujuan menjaga performa sumur minyak dan oil and gas well performance to meet clients’
gas, sehingga berproduksi sesuai dengan production targets.
rencana kerja klien.
5
3. Drilling Fluid Service: Jasa layanan penyediaan 3. Drilling Fluid Services: Services for the
dan pengelolaan lumpur pengeboran (fluida) provision and management of drilling fluids
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
untuk mengoptimalkan proses pengeboran (mud) to optimize drilling operations.
4. Drilling Evaluation Services: Jasa pendukung 4. Drilling Evaluation Services: Supporting
kegiatan pemboran yang meliputi: services for drilling activities, including:
• Mud Logging: Jasa untuk mengetahui • Mud Logging: Services to monitor drilling
parameter pemboran, termasuk jasa parameters, including detection of H2S
untuk mendeteksi kandungan H2S di content around the well.
sekitar sumur.
• Hydrogen Sulphide Services (H2S): Jasa • Hydrogen Sulphide Services (H2S):
penyediaan keamanan pemboran dari Services to ensure safety from gas
gas dan kondisi berbahaya di area hazards and dangerous conditions in
operasi pemboran. drilling operation areas.
Peralatan yang digunakan dalam bisnis DWO The equipment used in the DWO business varies,
6
bervariasi, di antaranya hydraulic workover unit, including hydraulic workover units, drilling rigs, MLU,
drilling rig, MLU, H2S serta tangki peralatan mud H2S systems, and mud plant tanks. The utilization of
Sustainability Reference
Rujukan Keberlanjutan
plant. Utilisasi peralatan dibanding tahun sebelumnya equipment compared to the previous year is as follows:
dapat dijabarkan sebagai berikut:
2025 2024
Perihal
Subject Kapasitas Utilitas Kapasitas Utilitas
Capacity Utility Capacity Utility
Hydraulic Workover 11 Hydraulic Rig 92% 11 Hydraulic Rig 97%
Drilling Rig Services 1 Unit Drilling Rig 100% 1 Unit Drilling Rig 100%
Mud Logging Services 14 Unit Mud 100% 14 Unit Mud Logging 100% 7
Logging
Financial Report
Laporan Keuangan
H2S Remover Services 9 Unit H2S 100% 9 Unit H2S Remover 100%
Remover
Drilling Fluid Services 15 Liquid Mud 100% 15 Liquid Mud Plant 100%
Plant
Selama tahun 2025, Elnusa telah melaksanakan Throughout 2025, Elnusa carried out Drilling Rig
jasa Drilling Rig Services untuk 9 sumur di PHSS, Services for 9 wells at PHSS, 160 wells for Hydraulic
160 sumur untuk pekerjaan Hydraulic Workover, 25 Workover activities, 25 wells for Drilling Fluid Services,
sumur untuk pekerjaan Drilling Fluid Services, 144 144 wells for Mud Logging Services, and 49 wells for
sumur untuk Mud Logging Services dan 49 sumur untuk H2S Remover Services.
H2S Remover Services.
Di tahun 2025, Elnusa juga berhasil mendapatkan In 2025, Elnusa also received The Best Fast Moving
penghargaan The best fast moving rig dan The lowest Rig and The Lowest NPT Rig awards in the Drilling Rig
NPT rig pada bisnis unit Drilling Rig Services, serta Services business unit, as well as achieved 4,000,000
4.000.000 Safe Man Hours dalam kegiatan Well Safe Man Hours in Well Intervention activities at PHE
Intervention PHE OSES. OSES.
2025 Annual Report PT Elnusa Tbk
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Page 164
2025 Performance Highlights
Kilas Kinerja 2025
1
2Laporan Management
Management Report
Jasa Intervensi Sumur (WLI) Well Intervention Services (WLI)
Profil Perusahaan
Company Profile
Jasa WLI menawarkan jasa perawatan sumur WLI services provide oil and gas well maintenance
migas. Segmen jasa ini memiliki 3 (tiga) lini bisnis services. This segment consists of 3 (three) main
utama: wireline logging services, coiled & pumping business lines: electric wireline logging services,
services, dan welltesting & processing services. coiled & pumping services, and welltesting &
3
Sebaran wilayah operasinya dari Sumatra, Jawa processing services. Its operational coverage
hingga Kalimantan. spans across Sumatra, Java, and Kalimantan.
Kompetensi peralatan yang dimiliki pada jasa The equipment capabilities in this segment
tersebut mencakup untuk kebutuhan di area support both offshore and onshore operations.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
offshore dan onshore. Berikut penjelasan dari The following is an overview of each business
masing-masing bisnis yang mendukung WLI: supporting WLI:
1. Wireline Services yang terdiri dari: 1. Wireline Services, consisting of:
a. Electric Wireline Services: Jasa pelayanan a. Electric Wireline Services: Services for
perforasi, evaluasi atau logging perforation and logging of oil, gas, and
sumur migas dan panas bumi dengan geothermal wells using logging equipment.
menggunakan peralatan logging. Proses The perforation and logging process
perforasi dan evaluasi dilakukan dengan involves collecting well data to determine
cara mengambil data sumur yang well conditions as a basis for decision-
digunakan untuk mengetahui kondisi making regarding required well treatments.
dan keadaan sumur sebagai bahan
4
pengambil keputusan treatment sumur
yang perlu dikerjakan.
2025 Annual Report PT Elnusa Tbk
164
Page 165
5 Good Corporate Governance
Tata Kelola Perusahaan yang Baik
6
Sustainability Reference
Rujukan Keberlanjutan
b. Slickline Services: Jasa pelayanan b. Slickline Services: Well intervention
intervensi sumur dengan menggunakan services using slickline units and
peralatan Slikcline Unit dan peralatan supporting equipment to clean scale
bantu sumur yang digunakan untuk in oil and gas production wells.
membersihkan scale pada sumur produksi
minyak dan gas bumi.
2. Coiled & Pumping Services: Jasa pelayanan 2. Coiled & Pumping Services: Well intervention
intervensi sumur dengan menggunakan services using coiled tubing equipment
peralatan coiled tubing yang dibantu supported by pumping units to inject fluids 7
peralatan pompa-pompa yang dapat and chemicals to restore well conditions
Financial Report
Laporan Keuangan
memompa fluida dan chemical untuk in accordance with client programs.
mengembalikan kondisi sumur sesuai dengan
program klien.
3. Welltesting & Processing Services: Jasa 3. Well Testing & Processing Services: Services
pelayanan sumur produksi dengan for production wells using equipment to
menggunakan peralatan dan pemisahan separate oil and gas, enabling the collection
minyak bumi sehingga bisa mendapatkan of data on produced oil and gas. The oil
data kondisi minyak dan gas yang diproduksi and gas are evaluated and processed at the
oleh sumur. Minyak dan gas bumi tersebut surface to maintain and enhance production
dievaluasi serta dimanipulasi di atas tanah levels.
sehingga produksinya dapat dijaga dan
ditingkatkan.
Terkait dengan peralatan yang digunakan WLI serta Details of the equipment used in WLI and its utilization
tingkat utilisasinya untuk mendukung kegiatan operasi rates to support operational activities in 2025 compared
selama tahun 2025 dibandingkan dengan tahun to 2024 are presented in the table below.
2024, diuraikan melalui tabel di bawah ini.
2025 Annual Report PT Elnusa Tbk
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Page 166
2025 2024
Perihal
2025 Performance Highlights
Subject Kapasitas Utilitas Kapasitas Utilitas
Capacity Utility Capacity Utility
Coiled Tubing 5 Unit Coil Tubing 100% 5 Unit Coil Tubing 100%
Kilas Kinerja 2025
Cementing 5 Unit Cementing 100% 4 Unit Cementing 96%
Slickline 12 Portable Slick Line 86% 12 Portable Slick Line 85%
Testing Barge 9 Testing Barge 100% 9 Testing Barge 100%
Surface Testing 5 Surface Testing 100% 5 Surface Testing 100%
1
Drill Steam 6 Mobile Welltest 100% 6 Mobile Welltest 100%
Drill Steam 3 DST 100% 3 DST 100%
Wireline Logging Services 19 Unit Wireline 84% 19 Unit Wireline Logging 92%
Logging
Laporan Management
Management Report
Sepanjang tahun 2025, Perusahaan telah mengerjakan Throughout 2025, the Company completed 1,298
1.298 jobs wireline logging, 16.130 sumur well testing, wireline logging jobs, 16,130 well testing activities,
453 pekerjaan cementing dan 875 coiled tubing. 453 cementing jobs, and 875 coiled tubing operations.
Hal ini mencerminkan kapasitas operasional yang This reflects a high and reliable operational capacity.
tinggi dan andal.
2
Jasa Penyelidikan dan Pengolahan Data Seismik Seismic Survey and Data Processing Services
Jasa Penyelidikan dan Pengolahan Data Seismik Seismic survey and data processing services are
merupakan layanan yang terpadu dan terintegrasi integrated services in oil and gas exploration,
dalam eksplorasi sumur-sumur migas yang covering all stages required in geophysical
mencakup semua tahap yang dibutuhkan dalam (seismic) studies.
penelitian geofisika (seismic).
Profil Perusahaan
Company Profile
Proses dalam tahapan tersebut, dimulai dari The process includes data acquisition and field
pengumpulan data dan survei lapangan, surveys, processing of survey data, and data
pemrosesan data hasil survei, hingga interpretasi interpretation to support subsequent decisions in
data untuk pengambilan langkah selanjutnya oil and gas exploration. These services can also
dalam eksplorasi sumur-sumur migas. Namun, be tailored to meet specific client needs.
3
layanan tersebut juga dapat disesuaikan dengan
kebutuhan pelanggan jasa Perusahaan.
Para pelanggan memerlukan data geologi Clients require subsurface geological data to
bawah permukaan (sub-surface) untuk mengetahui determine the presence and potential volume of oil
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
keberadaan migas serta ukuran besarnya and gas reserves in the areas where they operate,
kandungan migas di perut bumi, di lokasi whether onshore, offshore (marine), or in transition
perusahaan-perusahaan tersebut beroperasi, yaitu zones between land and coastal areas.
di wilayah kerja masing-masing, baik di daratan,
lepas pantai (marine) maupun transisi antara
daratan dan pesisir pantai.
Rincian jasa yang diberikan dalam lini bisnis ini The services provided within this business line
adalah: include:
1. Geo Data Acquisition Land (GDL): 1. Geo Data Acquisition Land (GDL):
Seismic data acquisition for 2D and 3D land
4
Seismic Data Acquisition Land Survey 3D and
2D, dan Seismic Design, Navigation and Non surveys, as well as seismic design, navigation,
Seismic (Land Survey, Geodetic Control Point, and non-seismic services (land surveys,
Rig and Wellsite Positioning, Road and Pipeline geodetic control points, rig and wellsite
Routing, Magnetotelluric, Microgravity). positioning, road and pipeline routing,
magnetotelluric, and microgravity).
2025 Annual Report PT Elnusa Tbk
166
Page 167
2. Geo Data Acquisition TZ & Marine (GDM): 2. Geo Data Acquisition Transition Zone &
Seismic Data Acquisition Transition Zone Marine (GDM):
and Marine Survey, Seismic Design, Marine Seismic data acquisition for transition zone
Survey, Geodetic Control Point, Rig and and marine surveys, seismic design, marine
Wellsite Positioning, Road and Pipeline survey, geodetic control point, rig and wellsite
Routing, Magnetotelluric, Microgravity. positioning, road and pipeline routing,
magnetotelluric, and microgravity.
3. Geo Data Processing (GDP): Seismic Data 3. Geo Data Processing (GDP):
Processing 2D/3D (Land, Marine, TZ), Seismic data processing 2D and 3D (land,
quantify seismic amplitude information, marine, and TZ), including quantification
5
lithology, Petrophysical properties of reservoirs, of seismic amplitude information, lithology,
Geology Geophysics & Reservoir (Seismic petrophysical reservoir properties, geology,
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Interpretation and Geological Modelling, geophysics, and reservoir studies (seismic
2D/3D Depth Imaging, AVO, Petrophysics interpretation and geological modeling,
Analysis, Reservoir Simulation). 2D/3D depth imaging, AVO, petrophysical
analysis, and reservoir simulation).
Secara umum proses jasa ini digambarkan sebagai In general, the process of these services is illustrated
berikut: as follows:
STUDI GEOLOGI STUDI SEISMIK PROSES AKUISISI DATA PENGOLAHAN INTERPRESTASI
6
Geological Studies Seismic Studies Data Acquisition Process Processing Interpretation
Sustainability Reference
Rujukan Keberlanjutan
DESAIN SEISMIK
Seismic Design
OPERASIONAL
KAPAL
Vessel Operation
INTERPRESTASI
TOPOGRAFI &
STUDI GEOLOGI DESAIN SEISMIK PENGOLAHAN DATA SEISMIK & PROSES
NAVIGASI
GGR
Geological Studies Seismic Design Topography & Data Processing
Navigation Seismic Interpretation
& GGR Process
NON SEISMIK
Non Seismic
7
Financial Report
Laporan Keuangan
SEISMIK PASIF
Passive Seismic
STUDI & DESAIN GEOLOGI PERALATAN GEOFISIKA
Geological Studies & Design Geophysical Equipment
PERANGKAT LUNAK
Software
2025 Annual Report PT Elnusa Tbk
167
Page 168
Pada jasa akuisisi seismik darat, sepanjang tahun 2025 In land seismic acquisition services, throughout 2025
telah diselesaikan 1 proyek 2D Seismic Land dan 3 the Company completed 1 project of 2D Seismic Land
2025 Performance Highlights
proyek 3D Seismic Land, dengan lokasi proyek di Riau, and 3 projects of 3D Seismic Land, with project locations
Sumatera Selatan dan Kalimantan Selatan. Selain itu in Riau, South Sumatra, and South Kalimantan. In
terdapat 2 proyek yang baru dilaksanakan di akhir addition, there were 2 projects initiated at the end of
Kilas Kinerja 2025
tahun 2025 dan diestimasikan dapat selesai di tahun 2025 and are estimated to be completed in 2026,
2026 yaitu untuk pekerjaan akuisisi seismik transition namely a transition zone seismic acquisition project in
zone di Kepulauan Seribu dan akuisisi seismik darat 2D Kepulauan Seribu and 2D & 3D land seismic acquisition
& 3D di Toili, Sulawesi Tengah. in Toili, Central Sulawesi.
Di tahun 2025, Perusahaan juga melakukan penguatan In 2025, the Company also strengthened its seismic
1
bisnis seismik processing melalui kolaborasi dengan processing business through collaboration with
perguruan tinggi, yang bertujuan untuk melakukan universities, aimed at penetrating new market segments
penetrasi segmen baru melalui proyek-proyek through projects of the Ministry of Energy and Mineral
Kementerian Energi dan Sumber Daya Mineral (ESDM) Resources (ESDM), including processing activities as
termasuk kegiatan processing serta akuisisi data Full well as Full Tensor Gravity Gradiometry (FTG) and
Tensor Gravity Gradiometry (FTG) dan magnetik di magnetic data acquisition in the Lariang and Enrekang
wilayah Lariang dan Enrekang. areas.
Laporan Management
Management Report
Kapasitas dan Volume Produksi
Production Capacity and Volume
2
Kenaikan (Penurunan)
2024-2025
Increase (Decrease)
Perihal Satuan 2025 2024-2025
2024
Subject Unit Persentase
Jumlah (%)
Total Percentage
(%)
Profil Perusahaan
Company Profile
Seismic Data Capacity
Seismic Data Acquisition Land crew 3 4 (1) (25)
Seismic Data Acquisition TZ crew 1 1 - -
3
Seismic Data Acquisition Marine crew - 1 (1) (100)
Seismic Data Acquisition
2D Data Collection km 13 389 (376) (97)
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
3D Data Collection kmsq 597 2.765 (2.168) (78)
2D Data Processing km 3.000 1.867 1.133 61
3D Data Processing kmsq 2.070 2.487 (417) (17)
Pada tahun 2025, volume produksi seismik mengalami In 2025, seismic production volume decreased
penurunan dibandingkan tahun 2024, terutama compared to 2024, particularly in data acquisition
pada kegiatan akuisisi data yang disebabkan activities, due to adjustments in exploration programs
oleh penyesuaian program eksplorasi dan adanya and the rescheduling of several seismic contract projects
pergeseran waktu pengerjaan beberapa contract by clients (Production Sharing Contractors/PSCs).
4
project seismic dari pemberi kerja (KKKS).
2025 Annual Report PT Elnusa Tbk
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Komposisi Pendapatan Per Bisnis Jasa Penyelidikan dan Pengolahan Data Seismik
Revenue Composition by Business for Seismic Survey and Data Processing Services
GDM;
1,9%
GDL;
51,1%
5
GDP;
GDM; 29,7%
42,0% 2024 2025 GDL;
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
68,4%
GDP;
7,0%
GDM GDL GDP
Jasa Engineering Procurement & Construction and Engineering, Procurement & Construction and
Operation Maintenance (EPC-OM) Operation Maintenance (EPC-OM) Services
6
Perusahaan menyediakan jasa perawatan pada The Company provides maintenance services
Sustainability Reference
Rujukan Keberlanjutan
lapangan yang sudah berproduksi, antara lain for producing fields, including Operation &
dengan Operation & Maintenance (O&M) Maintenance (O&M) of existing pipeline networks,
terhadap jaringan pipa yang sudah ada atau as well as the construction of new pipelines and
bahkan membangun pipa-pipa baru dan their maintenance. Meanwhile, engineering,
merawatnya. Sedangkan untuk jasa engineering, procurement, and construction (EPC) services
procurement, and construction (EPC), berkaitan cover tanks, pipelines, and offshore and onshore
dengan tangki, pipeline, platform offshore dan platforms.
onshore.
Pada tahun 2025, pendapatan lini bisnis In 2025, revenue from the EPC-OM business
EPC-OM mencapai Rp772 miliar, turun 20% line reached Rp772 billion decreasing by 20%
dibandingkan tahun 2024 sebesar Rp966 miliar. compared to 2024, which stood at Rp966 billion. 7
Penurunan ini dipengaruhi oleh kondisi ekonomi The decline was influenced by economic conditions,
Financial Report
Laporan Keuangan
dimana terjadinya fluktuasi harga minyak, including oil price fluctuations, declining oil
penurunan cadangan minyak dan kurangnya reserves, and limited success in discovering new
keberhasilan dalam menemukan cadangan oil and gas reserves by exploration companies,
minyak dan gas baru bagi Perusahaan eksplorasi as well as regulatory changes affecting processes
serta perubahan kebijakan yang berdampak and requirements, resulting in constraints on
pada proses, persyaratan sehingga adanya participation in K3S project tenders. However,
keterbatasan untuk keikutsertaan dalam tender supported by strong service quality, experience,
proyek K3S. Namun dengan pelayanan unggul, and technical competencies, the Company was
pengalaman dan kompetensi teknis yang dimiliki, still able to secure new and competitive projects.
Perusahaan tetap mampu memperoleh proyek- Throughout 2025, the Company successfully
proyek baru dan kompetitif. Sepanjang tahun expanded its engineering market through an
2025, Perusahaan berhasil memperluas pasar Engineering Blanket contract with Pertamina Power
engineering melalui Engineering Blanket di Indonesia and secured 11 new EPC and Operation
Pertamina Power Indonesia serta memperoleh & Maintenance (O&M) contracts across various
11 kontrak baru EPC dan Operation & subholdings of the Pertamina Group.
Maintenance (”O&M”) di berbagai Subholding
Pertamina Group.
2025 Annual Report PT Elnusa Tbk
169
Page 170
Pendapatan Unit Bisnis EPC-OM Tahun 2023-2025
EPC-OM Business Unit Revenue 2023–2025
2025 Performance Highlights
Kilas Kinerja 2025
966
772
720
1Laporan Management
Management Report
2023 2024 2025
2
Kinerja Keuangan dan Profitabilitas Jasa Hulu Financial Performance and Profitability of
Migas Terintegrasi Integrated Upstream Oil and Gas Services
Rincian kinerja profitabilitas disampaikan melalui tabel Details of profitability performance are presented in the
di bawah ini. table below.
Profil Perusahaan
Company Profile
Kinerja Keuangan dan Profitabilitas Segmen Jasa Hulu Migas Terintegrasi
Financial Performance and Profitability of the Integrated Upstream Oil and Gas Services Segment
Kenaikan (Penurunan)
3
2024-2025
2025 Increase (Decrease)
(Rp-juta) 2024 2024-2025
Pos Akun
(Rp-million) (Rp-juta)
Account Persentase
(Rp-million) Nominal
(%)
(Rp-juta)
Percentage
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
(Rp-million)
(%)
Laporan Laba (Rugi)
Profit (Loss) Statement
Pendapatan
Revenue
Pendapatan Eksternal
4.139.910 5.063.401 (923.491) (18,24)
External Revenue
Pendapatan Antarsegmen
16.366 33.602 (17.236) (51,29)
Inter-segment Revenue
Jumlah Pendapatan
4.156.276 5.097.003 (940.728) (18,46)
Total Revenue
4
Beban Pokok Pendapatan
(3.665.661) (4.643.384) 977.723 (21,06)
Cost of Revenue
Laba Kotor
490.615 453.619 36.996 8,16
Gross Profit
2025 Annual Report PT Elnusa Tbk
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Page 171
Beban Penjualan
(4.610) (2.266) (2.344) 103,44
Selling Expenses
Beban Umum dan Administrasi
(343.504) (301.608) (41.896) 13,89
General and Administrative Expenses
Penghasilan Bunga
73.940 154.523 (80.583) (52,15)
Interest Income
Beban Keuangan
(49.735) (75.607) 25.872 (34,22)
Finance expenses
Lain-lain–Neto
27.769 45.556 (17.787) (39,04)
Others - Net
Laba Sebelum Pajak Final dan Pajak Penghasilan
194.475 274.217 (79.742) (29,07)
Profit Before Final Tax and Income Tax
Beban Pajak Final
5
(11.601) (13.973) 2.372 (16,98)
Final tax expense
Laba Sebelum Pajak Penghasilan
182.874 260.244 (77.370) (29,73)
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Profit before income tax
Beban pajak penghasilan
(40.780) (37.139) (3.641) 9,80
Income tax expense
Laba Tahun Berjalan
142.094 223.105 (81.011) (36,31)
Profit for the year
Penghasilan komprehensif lain
(22.281) (25.046) (2.765) (11,04)
Other Comprehensif Income
Total Laba Komprehensif Tahun Berjalan
119.813 198.059 (78.246) 39,51
Total Comprehensive Income for the year
Informasi-Informasi Lain
Other Information
Total Aset
7.550.655 7.991.605 (440.950) (5,52)
Total Assets
6
Total Liabilitas
2.208.338 3.000.643 (792.305) (26,40)
Total Liabilities
Sustainability Reference
Rujukan Keberlanjutan
Ekuitas-Neto
5.342.317 4.990.962 351.355 (7,04)
Equity – Net
Penyusutan dan Amortisasi
(271.967) (255.012) (16.955) 6,65
Depreciation and Amortization
Penambahan Aset Tetap
313.666 139.846 173.820 124,29
Additions of Fixed Assets
Profitabilitas
Profitability
Marjin Laba Bersih (%)
3,42 4,38 (0,96) (21,92)
Net Profit Margin (%)
Imbal Balik Aset (%)
Return on Assets (%)
1,88 2,79 (0,91) (32,62) 7
Financial Report
Laporan Keuangan
Pada tahun 2025, total pendapatan yang dibukukan In 2025, total revenue recorded from the integrated
oleh segmen usaha jasa hulu migas terintegrasi upstream oil and gas services segment reached Rp4.15
mencapai Rp4,15 triliun, turun 18% dibandingkan trillion, a decrease of 18% compared to 2024 at Rp5.10
tahun 2024 sebesar Rp5,10 triliun. Penurunan ini trillion. This decline was mainly driven by a decrease
dipengaruhi oleh penurunan terutama pada Jasa in seismic data acquisition and processing services due
Penyelidikan dan Pengolahan Data Seismik karena to the postponement of several seismic projects until
tertundanya pelaksanaan beberapa proyek Seismik the end of 2025. In addition, there was a decline in
sampai dengan akhir tahun 2025. Selain itu terdapat Engineering, Procurement & Construction and Operation
penurunan pada bisnis Jasa Engineering Procurement & & Maintenance services.
Construction and Operation Maintenance.
Sedangkan beban pokok pendapatan yang harus Meanwhile, the cost of revenue incurred by the Company
dikeluarkan oleh Perusahaan pada tahun buku during the financial year amounted to Rp3.66 trillion,
adalah Rp3,66 triliun, turun 21% dibandingkan tahun down 21% compared to the previous year at Rp4.64
sebelumnya sebesar Rp4,64 triliun seiring dengan trillion, in line with the decrease in revenue.
penurunan pendapatan.
2025 Annual Report PT Elnusa Tbk
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Hingga berakhirnya tahun buku 2025, laba tahun By the end of the 2025 financial year, profit for the
berjalan segmen usaha jasa hulu migas tercatat year from the upstream oil and gas services segment
2025 Performance Highlights
mencapai Rp142,1 miliar, turun 36% dibandingkan was recorded at Rp142.1 billion, a decline of 36%
tahun 2024 sebesar Rp223,10 miliar. Penurunan ini compared to 2024 at Rp223.10 billion. This decrease
selain dipengaruhi oleh penurunan pendapatan juga was influenced not only by the decline in revenue but
Kilas Kinerja 2025
di tahun 2024 terdapat pendapatan bunga dari also by the fact that in 2024 there was interest income
penerimaan pengembalian dana pokok deposito Bank from the receipt of principal repayment of a time deposit
Mega. at Bank Mega.
1
KEANDALAN ASET ELNUSA MELALUI ASET ENHANCING ELNUSA’S ASSET RELIABILITY
MANAJEMEN THROUGH ASSET MANAGEMENT
SISTEM MANAJEMEN ASET ASSET MANAGEMENT SYSTEM
Ruang Lingkup Aset Asset Scope
Laporan Management
Management Report
Detailed Scope Detailed Scope
Sistem Manajemen Aset mencakup seluruh aset The Asset Management System covers all operational
operasional dengan fasilitas operasi yang dibagi assets with operating facilities divided into 2 operational
menjadi 2 area operasional (EIR&WIR) yaitu workshop areas (EIR & WIR), namely workshops (BSD) and
(BSD), warehouse (Cakung, Mundu, Kalitidu, Duri dan warehouses (Cakung, Mundu, Kalitidu, Duri and
Balikpapan) untuk penyediaan layanan, antara Balikpapan) for providing services such as:
2
lain:
• Layanan Akuisisi Data Geofisika / Survei Seismik • Geophysical Data Acquisition Services / Oil and
Minyak dan Gas: Akuisisi Data Seismik (Darat, Gas Seismic Survey: Seismic Data Acquisition
Laut, dan Zona Transisi/TZ), Akuisisi Data Non- (Land, Marine, and Transition Zone/TZ), Non-
Seismik, Pemrosesan Data Seismik, Geologi, Seismic Data Acquisition, Seismic Data Processing,
Geofisika & Reservoir. Geology, Geophysics & Reservoir.
• Layanan Pengeboran dan Pemeliharaan Lapangan • Oil and Gas Field Drilling and Maintenance
Profil Perusahaan
Company Profile
Minyak dan Gas: Jasa Pengeboran, Hydraulic Services: Drilling Services, Hydraulic Workover
Workover & Snubbing Services, Coiled Tubing & Snubbing Services, Coiled Tubing Services,
Services, Electric Wireline Logging Services, Well Electric Wireline Logging Services, Well Testing
Testing Services, Cementing & Pumping Services, Services, Cementing & Pumping Services, Drilling
Drilling Fluid Services, Surface Testing & Drill Stem Fluid Services, Surface Testing & Drill Stem Testing
3
Testing Services, Mud Logging & H2S Services, Services, Mud Logging & H2S Services, Enhanced
Enhanced Oil Recovery (EOR), Well Plug & Oil Recovery (EOR), Well Plug & Abandonment,
Abandonment, Artificial Lift. Artificial Lift.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
DEFINISI SISTEM DAN RENCANA PERJALANAN SYSTEM DEFINITION AND MATURITY
TINGKAT KEMATANGAN JOURNEY PLAN
Elnusa telah melakukan penilaian tingkat kematangan Elnusa has been conducting maturity assessments using
menggunakan SAM+ dari Institute of Asset Management, SAM+ from the Institute of Asset Management, currently
dan saat ini berada pada tahap optimalisasi menuju Elnusa is within the range of optimizing an excellent
tingkat yang sangat baik (excellent). stage.
4
2025 Annual Report PT Elnusa Tbk
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Innocent Aware Developing Competent Excellent
Maturity Level 0 Maturity Level 1 Maturity Level 2 Maturity Level 3 Beyond
Organisasi belum Organisasi telah Organisasi telah Organisasi dapat Organisasi dapat Organisasi dapat
mengidentifikasi mengidentifikasi mengidentifikasi menunjukkan menunjukkan menunjukkan
kebutuhan atas kebutuhan atas cara untuk bahwa bahwa praktik bahwa telah
persyaratan ini persyaratan ini, secara sistematis persyaratan manajemen menerapkan
dan/atau tidak dan terdapat bukti dan konsisten yang relevan asetnya terus praktik terbaik
terdapat bukti adanya niat untuk memenuhi sebagaimana dioptimalkan (leading practices)
5
komitmen untuk mengembangkannya. persyaratan, diatur dalam secara sistematis serta mampu
menerapkannya. serta dapat ISO 55001 telah dan konsisten, memaksimalkan
menunjukkan dipenuhi secara selaras dengan nilai dari
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
The organisation The organisation has bahwa upaya sistematis dan tujuan organisasi pengelolaan
has not recognised identified the need for tersebut sedang konsisten. dan konteks asetnya, selaras
the need for this requirement, and dijalankan operasionalnya. dengan tujuan
this requirement there is evidence of dengan rencana organisasi
and/or there is intent to progress it. yang kredibel The organisation The organisation dan konteks
no evidence of dan didukung can demonstrate can demonstrate operasionalnya.
commitment to put sumber daya yang that it that it is
it in place. memadai. systematically systematically The organisation
and consistently and consistently can demonstrate
The organisation achieves relevant optimising its asset that it employs
has identified requirements set management the leading
the means of out in ISO 55001. practice, in practices, and
systematically line with the achieves maximum
and consistently organisation's value from the
achieving the objectives and management of its
requirements, and operating context. assets, in line with
6
can demonstrate the organisation's
that these are objectives and
being progressed operating context.
Sustainability Reference
Rujukan Keberlanjutan
with credible and
resourced plans in
place.
Catatan pada Skala Kematangan
Notes on Maturity Scale
1. Sebagaimana ditunjukkan oleh transisi warna, batasan pada skala kematangan tidak bersifat kaku.
As indicated by the color transitions, the boundaries of the maturity scale are not hard values
7
Financial Report
Laporan Keuangan
2. Kesesuaian dengan ISO 55001 berada pada tingkat kematangan di atas Level 3.
Catatan: Sebagaimana disebutkan pada poin 1 di atas, hal ini bukan merupakan nilai numerik “lulus” atau “tidak lulus” yang
absolut, melainkan berada dalam zona biru tua.
Conformance with ISO 55001 is within Maturity Level above 3.
NB: As stated in note 1 above, this is not an absolute ‘pass’ or ‘fail’ numerical value but lies within the dark blue zone.
3. Tidak terdapat batas atas untuk tingkat keunggulan (excellence).
There is no upper limit to excellence
INFORMATION SYSTEMS INFORMATION SYSTEMS
Asset Information Systems Asset Information Systems
Asset Information Systems serta penerapannya dalam Asset Information Systems and its application in business
proses bisnis dan pengambilan keputusan dianggap processes and decision-making are considered highly
sangat penting untuk mendukung analisis yang efisien, important to support efficient analysis, management,
pengelolaan, dan optimalisasi aset perusahaan demi and optimization of the Company’s assets in order to
memberikan manfaat bagi pelanggan dan para deliver value to customers and stakeholders.
pemangku kepentingan.
2025 Annual Report PT Elnusa Tbk
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Elnusa memanfaatkan berbagai sistem dan basis data Elnusa utilizes various systems and databases to support
untuk mendukung operasional Asset Management the operation of its Asset Management System (AMS)
2025 Performance Highlights
System (AMS) serta menyimpan informasi terkait and to store information related to the Company’s
basis aset perusahaan. Sistem-sistem Elnusa terus asset base. These systems continue to evolve through
berkembang melalui Asset Online dan CMMS sebagai Asset Online and CMMS as the main applications and
Kilas Kinerja 2025
aplikasi utama dan basis data utama dalam Sistem primary databases within Elnusa’s Asset Management
Manajemen Aset Elnusa. System.
TUJUAN MANAJEMEN ASET ASSET MANAGEMENT OBJECTIVE
1
Proses Perencanaan Manajemen Aset Management Planning Process
Sebagaimana dijelaskan dalam kerangka manajemen As described in the asset management framework, the
aset, organisasi mempertimbangkan beberapa aspek organization considered several aspects to formulate
dalam merumuskan tujuan manajemen aset berikut. the following asset management objectives.
Laporan Management
Management Report
Kebutuhan Pemangku Kepentingan
Konteks Organisasi
Melakukan analisis terhadap kebutuhan, Kinerja Aset yang Diharapkan
Melakukan analisis terhadap isu internal
persyaratan, dan ekspektasi pemangku Menetapkan parameter yang
2
dan eksternal yang terkait dengan AMS
kepentingan baik internal maupun diharapkan untuk sistem manajemen
menggunakan analisis SWOT & PESTLE
eksternal terhadap AMS aset dan sistem aset
Organization Context
Stakeholder Requirements Required asset performance
Analyze the internal and external issues
Conducting an analysis for both internal An expected set of parameter for asset
related to the AMS using the SWOT &
and external stakeholder needs, management system and asset system
PESTLE analysis
requirements and expectation for the AMS
Profil Perusahaan
Company Profile
Temuan Audit
3
Risiko Terkait AMS
Temuan dan peluang perbaikan yang
Risiko dan peluang yang terkait dengan
muncul selama proses audit
sistem manajemen aset
Audit findings
AMS-related risks
Finding and opportunity for
Risk and opportunity that related to the
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
improvement which occur during the
asset management system
audit
Untuk mencapai tujuan tersebut, organisasi menyusun To achieve the objective, the organization develop
beberapa rencana yang dibagi menjadi dua kategori, several plans that are divided into two categories, a
yaitu rencana bisnis jangka panjang selama lima tahun long-term business plan for five years (RJPP) and a short-
(RJPP) dan rencana jangka pendek selama satu tahun term plan for a year (RKAP). The organizational context,
(RKAP). Dalam proses penyusunannya, organisasi stakeholder requirements, required asset performance,
mempertimbangkan konteks organisasi, kebutuhan audit findings, and AMS-related risk are considered
pemangku kepentingan, kinerja aset yang diharapkan, during the process.
4
temuan audit, serta risiko yang terkait dengan AMS.
2025 Annual Report PT Elnusa Tbk
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Page 175
Aspek yang Dipertimbangkan Tujuan Manajemen Aset Rencana Manajemen Aset
Considered aspect Asset Management Objective Asset Management Plans
• Konteks Organisasi • Aspek yang dipertimbangkan • Inisiatif strategis dijabarkan ke
• Kebutuhan Pemangku Kepentingan tersebut dirumuskan menjadi tujuan dalam beberapa rencana yang
• Kinerja Aset yang Diharapkan manajemen aset yang akan dicapai lebih rinci dengan ukuran dan
• Risiko Terkait AMS dalam 5 tahun. target yang spesifik.
• Peluang Perbaikan
• The considered aspect are • The strategic initiatives are broken
• Organization context concluded into the asset down into several detail plans that
5
• Stakeholder requirements management objective that will set have specific measurements and
• Required asset performance to achieve in 5 years. targets
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
• AMS related Risk
• Opportunities For Improvement
Tujuan Objective
Optimasi Aset sebagai bagian dari Operational Asset Optimization as a part of Operational Excellence
Excellence merupakan upaya organisasi untuk is an effort of an organization to optimize the
mengoptimalkan kinerja, risiko, dan biaya dari aset performance, risks, and expenditures of their operational
operasionalnya. Hal ini dilakukan melalui peningkatan asset. Increasing internal capacity with reliable existing
kapasitas internal dengan memanfaatkan aset yang asset, selective investment, and collaboration. In Asset
andal, investasi yang selektif, serta kolaborasi. Dalam optimization, several objectives are defined below :
optimasi aset, beberapa tujuan yang ditetapkan
adalah sebagai berikut:
6
• Memperpanjang umur manfaat aset • Extending the usefull life of assets
• Mengurangi biaya sewa aset • Reducing the cost of renting assets
Sustainability Reference
Rujukan Keberlanjutan
• Menjaga kualitas aset yang unggul • Maintaining excellent asset quality
• Mengembangkan digitalisasi proses aset • Developing the digitization of asset processes
• Meminimalkan biaya aset yang tidak produktif • To minimize non-productive asset cost
• Menjaga prinsip kehati-hatian dalam investasi • Maintaining Prudent Investment
• Memastikan kepatuhan terhadap standar dan • Ensuring compliance with standards and
regulasi (compliance) serta Persetujuan Layak regulations, as well as the Operational Feasibility
Operasi (PLO) melalui audit berkala, penerapan Approval (PLO), through periodic audits, HSSE
HSSE, dan pemenuhan standar internal maupun implementation, and adherence to applicable
eksternal yang berlaku. internal and external standards.
Kinerja Aset Asset Performance
Manajemen aset dan kinerja aset suatu perusahaan The asset management and asset performance of a 7
diukur melalui tingkat availability, utilization, dan corporation are measured by the availability, utilization
Financial Report
Laporan Keuangan
productivity, sebagaimana ditunjukkan pada grafik & productivity rate, shown in the graphic below.
berikut.
91.43% 91.81% 92.05%
88.69% 91.94% 89.04%
2023 2024 2025
Availability Utilization
2025 Annual Report PT Elnusa Tbk
175
Page 176
PENJUALAN BARANG DAN JASA DISTRIBUSI DAN LOGISTIK ENERGI
SALES OF GOODS AND ENERGY DISTRIBUTION AND LOGISTIC SERVICES
2025 Performance Highlights
Kegiatan Operasi dan Usaha Penjualan Operations and Business Activities of Sales
Kilas Kinerja 2025
Barang dan Jasa Distribusi dan Logistik Energi of Goods and Energy Distribution and
Logistics Services
Elnusa menjalankan kegiatan bisnis hilir di bidang Elnusa conducts downstream business activities in energy
jasa distribusi logistik energi dikelola oleh entitas logistics distribution services through its subsidiary, PT
anak, yaitu PT Elnusa Petrofin (EPN). EPN bergerak di Elnusa Petrofin (EPN). EPN operates in fuel logistics
1
bidang jasa logistik dan distribusi BBM, terutama Jasa and distribution services, particularly fuel transportation
Transportasi BBM, Energy Storage Management (Fuel, services, Energy Storage Management (Fuel, Gas,
Gas, Aviation), Industry and Marine Fuel, Lubricant dan Aviation), Industry and Marine Fuel, as well as Lubricant
Chemical Integrated Service. Elnusa Petrofin merupakan and Chemical Integrated Services. Elnusa Petrofin serves
salah satu ujung tombak PT Pertamina (Persero) untuk as one of the key distribution arms of PT Pertamina
menyalurkan BBM PSO (Public Service Obligation) ke (Persero) in delivering subsidized fuel (Public Service
seluruh penjuru Nusantara. Obligation/PSO) across Indonesia.
Laporan Management
Management Report
Segmen usaha ini bertujuan untuk mendukung bisnis This business segment aims to support the Company’s
utama Perusahaan di bidang jasa hulu hilir migas. core business in upstream and downstream oil and gas
Fokus kegiatan operasinya mencakup: services. Its operational focus includes:
1. Pengelolaan angkutan Bahan Bakar Minyak 1. The management of fuel transportation from
(BBM) dari Terminal BBM Pertamina ke Stasiun Pertamina fuel terminals to gas stations (SPBU),
2
Pengisian Bahan Bakar Umum (SPBU) dan Agen Premium and Solar Oil Agents (APMS), and bunker
Premium Minyak Solar (APMS) serta Stasiun fuel stations (SPBB);
Pengisian Bahan Bakar Bunker (SPBB).
2. Pengelolaan Depo BBM milik swasta, mulai 2. The management of privately owned fuel depots,
dari kegiatan administrasi pembelian BBM, including fuel procurement administration,
pengangkutan BBM, penyimpanan BBM dan transportation, storage, and distribution to customer
penyaluran BBM di lokasi pelanggan. locations;
3. Pengelolaan Depo LPG Milik sendiri (Amurang). 3. The management of Company-owned LPG depots
Profil Perusahaan
Company Profile
(Amurang);
4. Penjualan BBM keekonomian (nonsubsidi) 4. The sale of non-subsidized fuel to industrial and
kepada pelanggan Industri & Marine. marine customers;
5. Penjualan specialty chemical dan commodity 5. The sale of specialty chemical and commodity
chemical untuk industri migas. chemical for the oil and gas industry;
3
6. Penjualan pelumas Pertamina kepada 6. The sale of Pertamina lubricants to private
pelanggan swasta. customers;
7. Pengelolaan operasional SPBU dan SPBE milik 7. The operational management of Company-owned
sendiri dan milik swasta dengan metode profit and privately owned gas stations (SPBU) and LPG
sharing, yang menjual produk BBM dan BBK filling stations (SPBE) under a profit-sharing scheme,
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
serta pengisian produk LPG bersubsidi produksi covering the sale of fuel and non-fuel products as
Pertamina. well as the distribution of subsidized LPG products
produced by Pertamina.
4
2025 Annual Report PT Elnusa Tbk
176
Page 177
Proses Kegiatan Usaha Jasa Hilir Migas
Downstream Oil and Gas Business Activities Process
5
KILANG MINYAK TRANSPORTASI INDUSTRI INDUSTRI & PENGAPALAN
Oil Refinery Industrial Transportation Industrial & Shipping
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
TRANSPORTASI MOBIL
DEPOT Pangkalan Mobil Tangki KONSUMEN
TANGKI
Depot Tank Car Base
Consumer
Tank Car Transportation
IMPOR
Import TRANSPORTASI PREMIUM MOBIL PRIBADI
& SOLAR SPBU
Private Car
Premium & Solar
Transportation
6
Sustainability Reference
Rujukan Keberlanjutan
KENDARAAN UMUM
Public Transportation
Proses Kegiatan Perdagangan Bahan Kimia
Chemical Trading Activity Process
7
Financial Report
Laporan Keuangan
KONSUMEN
BAHAN BAKU KIMIA PABRIK PRODUK KIMIA Perusahaan Migas
Raw Material Chemical Blending Plant Chemical Product Perusahaan Kilang Minyak
CONSUMER
Oil and Gas Company
Oil Refinery Company
2025 Annual Report PT Elnusa Tbk
177
Page 178
Pada tahun 2025, EPN terus melakukan perbaikan In 2025, EPN continued to implement continuous
berkelanjutan dan merealisasikan sejumlah strategi improvements and executed a number of development
2025 Performance Highlights
pengembangan agar semua unit bisnis dapat tumbuh. strategies to ensure growth across all business units.
Hasilnya, pertumbuhan terjadi pada hampir semua As a result, growth was achieved in nearly all business
unit bisnis, baik dari sisi operasional maupun finansial units, both operationally and financially, compared to
Kilas Kinerja 2025
dibandingkan dengan tahun lalu. the previous year.
Pengembangan Kebijakan Strategis dan Kinerja Strategic Policy Development and
Operasi dan Produksi Operational and Production Performance
1
Peningkatan di tahun 2025 berasal dari pertumbuhan The increase in 2025 was driven by growth in
volume proyek existing dan penambahan 42 kelola existing project volumes and the addition of 42 new
baru selama tahun 2025 antara lain yaitu 14 Project managed projects during the year. These included 14
Transportasi (2 Project Poltaplus, 4 Project Agen Transportation Projects (2 Poltaplus Projects, 4 APMS
Premium Minyak Solar (APMS), 4 Project Pola Tarif, Projects, 4 Tariff Scheme Projects, Aviation Transport
Project Angkutan aviasi, Project Fleet Management Project, Fleet Management System Project, Polri
System (FMS), Project Polri, Project Sewa Mobil Project, and MT Leasing Project), 8 Dislog Projects
Laporan Management
Management Report
Tanki (MT)), 8 Project Distibution and Logistic (3 fuel transportation projects for PLN Group, fuel
(3 Angkutan BBM PLN Group, Angkutan BBM PWP, transportation for PWP, fuel transportation for KPI Plaju,
Angkutan KPI Plaju, Angkutan Chemical Petronika, Petronika Chm transportation, isotank EP Cepu, and
Isotank EP Cepu, Angkutan material pertagas), 5 material transportation for Pertagas), 5 FPS Projects (4
Project Fuel Petrochemical Services (FPS) (4 Project Franco Projects and 1 VHS Project), and 15 Chemical
Franco, 1 Project Vendor Held Stock (VHS), 15 Project Projects (14 specialty projects and 1 EOR project). The
2
Chemical (14 Project specialty, 1 Project Enhanced Oil Company also actively supported government programs
Recovery (EOR)). Perusahaan juga turut berperan aktif in ensuring equitable LPG distribution, including through
mendukung program Pemerintah dalam penyebaran the management of SPBE facilities in the Bima and Nias
LPG secara merata antara lain dengan pengelolaan regions. By year-end, EPN managed 21 Joint Operation
SPBE di wilayah Bima & Nias. Sampai akhir tahun, & Infrastructure (JOI) projects (TBBM, TLPG, DPPU,
EPN tercatat mengelola 21 proyek Joint Operation & LTSA) and 4 fuel retail projects (1 SPBU and 3 SPBE).
Infrastructure /JOI (TBBM, TLPG, DPPU, LTSA) dan 4
proyek Ritel Bahan Bakar (1 SPBU, 3 SPBE).
Profil Perusahaan
Company Profile
Di sisi lain, unit bisnis Transportasi sebagai kontributor On the other hand, the Transportation business unit, as
utama bagi EPN masih terus mengembangkan the main contributor to EPN, continued to expand its
pengelolaan Transportasi melalui penambahan proyek transportation management through the addition of new
baru atau titik kelola, di antaranya APMS Udara MOR projects or operational points, including APMS Udara
3
VIII (Multimoda) di Timika serta beberapa proyek MOR VIII (Multimodal) in Timika and several non-fuel
Non BBM. Sehingga sampai akhir tahun 2025, total projects. As of the end of 2025, total fuel transportation
pengelolaan Transportasi BBM mencapai 53 unit kerja. management reached 53 operational units.
BBM Inmar di tahun 2025 berhasil meningkatkan In 2025, the Inmar fuel business successfully achieved
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
penjualan yang cukup signifikan melalui penyerapan di significant sales growth through increased absorption
Depot Pendingin selama periode berjalan serta adanya at storage depots during the period, as well as rising
kenaikan harga BBM yang memberikan dampak positif, fuel prices, which had a positive impact. This enabled
sehingga EPN dapat menawarkan harga jual yang EPN to offer more competitive selling prices and drive
lebih kompetitif dan mendorong penjualan. higher sales.
EPN juga memiliki Chemical Integrated Supply & EPN also operates a Chemical Integrated Supply &
Services yang menawarkan cakupan jasa, mulai Services business, offering a comprehensive range of
dari upstream sampai downstream industri migas. services from upstream to downstream in the oil and
Di antaranya, meliputi drilling fluid chemicals, gas industry. These include drilling fluid chemicals,
upstream & refinery specialty chemicals, Chemicals for upstream and refinery specialty chemicals, Chemicals for
Enhanced Oil Recovery (C-EOR), dan fuel additives for Enhanced Oil Recovery (C-EOR), and fuel additives for
4
downstream/ retail business. Pada tahun 2025, EPN downstream/retail businesses. In 2025, EPN expanded
mengembangkan pasar ke EOR melalui project CEOR into the EOR market through the CEOR RAMA project
RAMA, dan mendapatkan 14 project specialty. and secured 14 specialty projects.
2025 Annual Report PT Elnusa Tbk
178
Page 179
Dengan beragam pengembangan dan penambahan Through various developments and project additions
proyek yang dijalankan sepanjang tahun 2025, throughout 2025, EPN recorded revenue of Rp8.95
EPN berhasil membukukan pendapatan sebesar trillion and net profit of Rp446 billion (NPM 5.0%).
Rp8,95 triliun dan laba bersih Rp446 miliar (NPM This achievement exceeded the 2025 profit target and
5,0%). Pencapaian tersebut berhasil melampaui target reflected growth compared to the previous year.
profit tahun 2025 dan juga pertumbuhan dibandingkan
tahun lalu.
Dari sisi operasi, peningkatan penjualan terjadi pada Fuel depot and retail grew by 1% compared to the
hampir semua unit bisnis: Transportasi tumbuh 27%, previous year. This achievement was driven by increased
Depo dan Retail Bahan Bakar tumbuh 1% dibandingkan sales volume from existing projects and the addition of
5
tahun lalu. Pencapaian ini berasal dari peningkatan new projects throughout 2025. The business capacity of
volume penjualan proyek existing dan peambahan EPN is as follows:
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
proyek di sepanjang tahun 2025. Adapun kapasitas
usaha EPN sebagai berikut:
Kapasitas Usaha EPN
EPN Business Capacity
Produksi/Kapasitas
Unit Bisnis Production/Capacity
Business Unit
2025 2024
Transportasi
Transportation
6
Kelola mobil tangki BBM PSO dengan Pola All 1.821Unit 1.728 Unit
In Plus
Sustainability Reference
Rujukan Keberlanjutan
Management of PSO fuel tanker trucks under the 1,821 units 1,728 units
All In Plus scheme
Kelola angkutan BBMK sistem tarif (Rp/KL/KM) 53 unit 53 unit
Management of fuel transportation under tariff 53 units 53 units
system (Rp/KL/KM)
Menyewakan mobil tangki milik sendiri ke • 730 unit mobil tangki BBM • 773 unit mobil tangki BBM
Pertamina (sewa mobil tangki) • 19 unit mobil tangki LPG • 16 unit mobil tangki LPG
• 5 unit MT Avtur • 6 unit MT Avtur
• Angkutan Non BBM • Angkutan Non BBM
Leasing of company-owned tanker trucks to • 730 fuel tanker units • 773 fuel tanker units
Pertamina (tanker rental) • 9 LPG tanker units • 16 LPG tanker units
• 5 Avtur tanker units • 6 Avtur tanker units
• Non-fuel transportation • Non-fuel transportation 7
Financial Report
Laporan Keuangan
Distribusi BBM subsidi ke APMS • Jumlah transportir: 224 • Jumlah transportir: 221
• Jumlah APMS: 340 • Jumlah APMS: 508
Distribution of subsidized fuel to APMS • Number of transporters: 224 • Number of transporters: 221
• Number of APMS: 340 • Number of APMS: 508
Pengelolaan angkutan SPBB • Jumlah transportir: 17 • Jumlah transportir: 17
• Jumlah SPBB: 25 • Jumlah SPBB: 25
Management of SPBB transportation • Number of transporters: 17 • Number of transporters: 17
• Number of SPBB: 25 • Number of SPBB: 25
Kelola angkutan Industri Pama Persada - 8 unit
Management of industrial transportation for Pama 8 units
Persada
Pengelolaan angkutan Pertashop Jumlah titik : 2.080 Jumlah titik: 3.197
Management of Pertashop transportation 2,080 locations 3,197 locations
Angkutan Pola Tarif dengan Sistem Jumlah titk : 779 Jumlah Titik: 364
Tariff-based transportation system 779 locations 364 locations
2025 Annual Report PT Elnusa Tbk
179
Page 180
Produksi/Kapasitas
Unit Bisnis Production/Capacity
2025 Performance Highlights
Business Unit
2025 2024
Kilas Kinerja 2025
Angkutan Pola Tarif Avtur Jumlah transportir: 5 Jumlah transportir: 5
Avtur tariff-based transportation Number of transporters: 5 Number of transporters: 5
Depot
Fleet Safety Management System (FMS) Angkutan FMS BBM: 13 Jumlah titik: 13
BBM/K
Fleet Safety Management System (FMS) – Fuel 13 points 13 points
1
Transportation
Fleet Safety Management System (FMS) Angkutan FMS LPG: 20 Jumlah titik: 14
LPG
Fleet Safety Management System (FMS) – LPG 14 points
Transportation
Distribusi BBM subsidi ke APMS Multimoda Jumlah titik: 1 Jumlah titik: 1
Udara
Subsidized fuel distribution to APMS via air 1 point 1 point
Laporan Management
Management Report
multimodal
Kelola depo milik swasta dengan sistem Vendor Kelola VHS di depo: 24 klien Kelola VHS di depo: 27 klien
Held Stock (VHS)
Management of privately owned depots under Manage VHS in depot: 24 clients Manage VHS in depot: 27 clients
Vendor Held Stock (VHS) system
Ritel Bahan Bakar (RBB)
Retail Fuel Business (RBB)
2
Handling marine dengan sistem Franco Pelanggan: 31 klien Pelanggan: 27 klien
Marine handling under Franco system 31 clients 27 clients
Joint Operation & Infrastructure • Kelola 8 DPPU • Kelola 8 DPPU
• TBBM Tanjung Pandan • TBBM Tanjung Pandan
• TBBM Pulau Laut • TBBM Pulau Laut
• Depo LPG Amurang • Depo LPG Amurang
• TBBM Tembilahan • TBBM Tembilahan
• TBBM Labuan bajo
Joint Operation & Infrastructure • Management of 8 DPPU • Management of 8 DPPU
Profil Perusahaan
Company Profile
• TBBM Tanjung Pandan • TBBM Tanjung Pandan
• TBBM Pulau Laut • TBBM Pulau Laut
• LPG Depot Amurang • LPG Depot Amurang
• TBBM Tembilahan • TBBM Tembilahan
• TBBM Labuan Bajo
3
Trading Ritel Bahan Bakar (RBB)
Retail Fuel Trading (RBB)
Maintenance LTSA ATG IV, MOR V, MOR VI LTSA LTSA ATG MOR II, IV, MOR V,
BITUNG, LTSA WAYAME, LTSA ATG MOR VI LTSA BITUNG, LTSA
PARE PARE, LTSA Refueler Sulawesi WAYAME, LTSA ATG PARE PARE.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
ATG Normalisasi
Jasa pengelolaan SPBE/SPPBE • 1 SPBE • 2 SPBE
SPBE/SPPBE management services • 1 SPPBE • 1 SPPBE
Jasa pengelolaan SPBU 1 SPBU 1 SPBU
SPBU management services
Specialty Chemical Pelanggan: Pertamina Group dan Pelanggan: Pertamina Group dan
Swasta Swasta
Customers: Pertamina Group and Customers: Pertamina Group and
private sector private sector
4
2025 Annual Report PT Elnusa Tbk
180
Page 181
Realisasi Produksi
Product Realization
Kenaikan (Penurunan)
2024-2025
Increase (Decrease)
Perihal Satuan 2025 2024-2025
2024
Subject Unit Persentase
Jumlah (%)
Total Percentage
(%)
5
Volume Throughput Transportasi KL
27.115.154 21.346.648 5.768.506 27,02
Transportation Throughput Volume
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Volume Transportasi Non BBM Drum,
656.233 776.938 (120.705) (15,54)
Non-Fuel Transportation Volume Pile, Kg
Ton 520.820 16.769 504.051 3005,85
Volume Penyaluran BBM–Depo KL
4.335.066 4.510.919 (175.853) (3,90)
Fuel Distribution Volume – Depot
Volume Ritel Bahan Bakar SPBU KL
10.077 11.031 (954) (8,65)
Retail Fuel Volume – Fuel Stations (SPBU)
Volume Ritel Bahan Bakar SPBE/SPPBE Ton
Retail Fuel Volume – SPBE/SPPBE 45.815 49.763 (3.948) (7,93)
Volume Depo LPG Amurang Ton
82.518 76.609 5.909 7,71
LPG Depot Volume – Amurang
Volume BBM Inmar KL
186.480 135.697 50.783 37,42
Inmar Fuel Volume
6
Trading Specialty & Mud Chemical Drum 281.128 227.276 53.852 23,69
Trading Pelumas KL
4.459 4.100 359 8,76
Sustainability Reference
Rujukan Keberlanjutan
Lubricant Trading
Proyek baru EPN sepanjang tahun 2025, antara lain: New EPN Projects in 2025 include:
Unit Bisnis Proyek
Business Unit Project
Transportasi • 2 Project Poltaplus
• 4 Project APMS 7
• 4 Project Pola Tarif,
Financial Report
Laporan Keuangan
• Project Angkutan aviasi
• Project FMS
• Project Polri
• Project Sewa MT
Transportation • 2 Poltaplus Projects
• 4 APMS Projects
• 4 Tariff-Based Projects
• Aviation Transportation Project
• FMS Project
• Polri Project
• Tanker Rental Project
2025 Annual Report PT Elnusa Tbk
181
Page 182
Unit Bisnis Proyek
Business Unit Project
2025 Performance Highlights
Distribusi Logistik • 3 Angkutan BBM PLN Group
• Angkutan BBM PWP
• Angkutan KPI Plaju
Kilas Kinerja 2025
• Angkutan Chemical Petronika
• Isotank EP Cepu
• Angkutan material Pertagas
Logistics Distribution • 3 Fuel Transportation Projects for PLN Group
• PWP Fuel Transportation
• KPI Plaju Transportation
• Chm Petronika Transportation
1
• Isotank EP Cepu
• Pertagas Material Transportation
Fuel Petrochemical Services 4 Project Franco, 1 Project VHS
Chemical 14 Project specialty, 1 Project EOR
Laporan Management
Management Report
Kinerja Keuangan dan Profitabilitas Penjualan Financial Performance and Profitability of
Barang dan Jasa Distribusi dan Logistik Energi Sales of Goods and Energy Distribution and
Logistics Services
Rincian kinerja profitabilitas disampaikan melalui tabel Details of profitability performance are presented in
2
di bawah ini. the table below.
Kinerja Keuangan dan Profitabilitas Segmen Penjualan
Barang dan Jasa Distribusi dan Logistik Energi
Financial Performance and Profitability of the Sales of Goods and Energy Distribution
and Logistics Services Segment
Profil Perusahaan
Company Profile
Kenaikan (Penurunan)
2024-2025
Increase (Decrease)
2025 2024 2024-2025
Pos Akun (Rp-juta) (Rp-juta)
3
Account (Rp-million) (Rp-million) Persentase
Nominal
(%)
(Rp-juta)
Percentage
(Rp-million)
(%)
Laba (Rugi) dan Penghasilan Komprehensif
Analisis dan Pembahasan Manajemen
Profit (Loss) and Comprehensive Income
Management Discussion and Analysis
Pendapatan
Revenue
Pendapatan Eksternal
8.683.232 6.781.794 1.901.438 28,04
External Revenue
Pendapatan Antarsegmen
264.837 307.568 (42.731) (13,89)
Inter-segment Revenue
Jumlah Pendapatan
8.948.069 7.089.362 1.858.707 26,22
Total Revenue
Beban Pokok Pendapatan
(8.258.881) (6.453.027) (1.805.854) 27,98
Cost of Revenue
Laba Kotor
4
689.188 636.335 52.853 8,31
Gross Profit
Beban Penjualan
(1.774) (880) (894) 101,59
Selling Expenses
2025 Annual Report PT Elnusa Tbk
182
Page 183
Beban Umum dan Administrasi
(150.118) (129.539) (20.579) 15,89
General and Administrative Expenses
Penghasilan Bunga
33.860 24.328 9.532 39,18
Interest Income
Beban Keuangan
(37.027) (27.761) (9.266) 33,38
Finance expenses
Lain-lain–Neto
21.169 (3.353) 24.522 731,35
Others - Net
Laba Sebelum Pajak Final dan Pajak Penghasilan
555.298 499.130 56.168 11,25
Profit Before Final Tax and Income Tax
Beban Pajak Final
(1.915) (3.080) 1.165 (37,82)
Final tax expense
5
Laba Sebelum Pajak Penghasilan
553.383 496.050 57.333 11,56
Profit before income tax
Beban pajak penghasilan
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
(106.642) (106.806) 164 (0,15)
Income tax expense
Laba Tahun Berjalan
446.741 389.244 57.497 14,77
Profit for the year
Penghasilan komprehensif lain
33 (7.234) 7.267 (100,46)
Other Comprehensif Income
Total Laba Komprehensif Tahun Berjalan
446.774 382.010 64.764 16,95
Total Comprehensive Income for the year
Posisi Keuangan
Financial Position
Total Aset
5.022.562 4.046.001 976.561 24,14
Total Assets
Total Liabilitas
Total Liabilities (3.119.623) (2.385.006) (734.618) 30,80
6
Ekuitas-Neto
(1.902.938) (1.660.995) (241.943) 14,56
Equity – Net
Sustainability Reference
Rujukan Keberlanjutan
Penyusutan dan Amortisasi
(407.495) (320.470) (87.025) 27,16
Depreciation and Amortization
Penambahan Aset Tetap
174.434 165.479 8.955 5,41
Additions of Fixed Assets
Profitabilitas
Profitability
Marjin Laba Bersih (%)
4,99 5,49 (0,50) (9,11)
Net Profit Margin (%)
Imbal Balik Aset (%)
8,89 9,62 (0,73) (7,59)
Return on Assets (%)
Pada tahun 2025, total pendapatan yang dibukukan In 2025, total revenue recorded from the Sales of 7
oleh segmen usaha penjualan barang dan jasa distribusi Goods and Energy Distribution and Logistics Services
Financial Report
Laporan Keuangan
dan logistik mencapai Rp8,95 triliun atau tumbuh 26% segment reached Rp8.95 trillion, representing a 26%
dibandingkan tahun 2024 sebesar Rp7,09 triliun. Hal increase compared to 2024 at Rp7.09 trillion. This
ini berasal dari pertumbuhan revenue pada hampir growth was driven by revenue increases across nearly
semua Unit Bisnis Elnusa Petrofin, terutama berasal all business units of Elnusa Petrofin, particularly from
dari Trading BBM Inmar dan Transportasi. Peningkatan Inmar fuel trading and transportation. The increase in
penjualan terjadi berasal baik dari exisiting project, sales was generated from both existing projects, higher
peningkatan penjualan trading BBM dan penambahan fuel trading sales, and the addition of new projects
project baru (Transportasi BBM, Transportasi non BBM, (fuel transportation, non-fuel transportation, fuel
Fuel Petrochemical Service dan Chemical). petrochemical services, and chemicals).
Hingga berakhirnya tahun buku 2025, laba By the end of the 2025 financial year, profit for the year
tahun berjalan segmen usaha penjualan barang from the Sales of Goods and Energy Distribution and
dan jasa distribusi dan logistik tercatat mencapai Logistics Services segment reached Rp446.74 billion,
Rp446,74 Miliar atau tumbuh 17% dibandingkan reflecting a 17% increase compared to 2024 at
tahun 2024 sebesar Rp389,24 miliar. Dengan Net Rp389.24 billion. The net profit margin in 2025 was
profit margin tahun 2025 menjadi 4,9% atau sedikit recorded at 4.9%, slightly declining compared to the
menurun dibandingkan tahun lalu (5,5%). previous year (5.5%).
2025 Annual Report PT Elnusa Tbk
183
Page 184
JASA PENUNJANG MIGAS
OIL AND GAS SUPPORTING SERVICES
2025 Performance Highlights
Kegiatan Operasi dan Usaha Jasa Penunjang Operations and Business Activities of Oil
Kilas Kinerja 2025
Migas and Gas Supporting Services
Segmen jasa penunjang migas dikelola oleh 4 (empat) The oil and gas supporting services segment is managed
entitas Anak Perusahaan, yaitu PT Sigma Cipta Utama by 4 (four) subsidiary entities, namely PT Sigma Cipta
(SCU), PT Elnusa Fabrikasi dan Konstruksi (EFK), PT Utama (SCU), PT Elnusa Fabrikasi dan Konstruksi
Patra Nusa Data (PND), dan PT Elnusa Trans Samudera (EFK), PT Patra Nusa Data (PND), and PT Elnusa Trans
1
(ETSA). Rincian kinerja dari masing-masing entitas Samudera (ETSA). The performance details of each
tersebut diuraikan di bawah ini. entity are described below.
Pengembangan Kebijakan Strategis dan Kinerja Strategic Policy Development and Operations
Operasi dan Produksi and Production Performance
PT Sigma Cipta Utama (SCU) PT Sigma Cipta Utama (SCU)
Laporan Management
Management Report
Lini bisnis SCU adalah penyedia jasa bidang SCU’s business line focuses on providing data
pengelolaan data. Sebagai penunjang industri management services. As a supporting entity in
migas, Perusahaan memegang peranan the oil and gas industry, the Company plays
penting dalam pengelolaan dan pelestarian an important role in managing and preserving
hasil eksplorasi serta produksi sumur-sumur exploration and production data from oil and
2
perminyakan dan gas bumi. Data-data lama gas wells. Legacy data in the form of paper
dalam bentuk dokumen kertas dapat ditransfer documents can be converted into digital formats,
ke bentuk digital, sehingga dapat diolah enabling further processing and utilization.
kembali. Layanan ini sejalan dengan salah satu This service aligns with one of the Company’s
layanan Perusahaan, yaitu jasa pemindaian offerings, namely document scanning services.
dokumen. Perusahaan juga memiliki The Company also has the capability and
kemampuan dan fasilitas untuk melakukan facilities to perform maintenance, preservation,
pemeliharaan, pelestarian dan re-identifikasi and re-identification of geological samples.
Profil Perusahaan
Company Profile
geological sample.
Di bidang Teknologi Informasi dan Komunikasi In the Information and Communication
(Information Communication Technology/ICT) Technology (ICT) sector for the oil and gas
sektor industri migas, Perusahaan menawarkan
3
jasa tersebut untuk kegiatan eksplorasi industry, the Company provides services
dan eksploitasi migas. Tidak terbatas untuk to support exploration and exploitation
komunikasi personel, tetapi juga data dan activities. These services are not limited to
pelacakan (tracking) aset dan personal, serta personnel communication but also include data
Radio Frequency Identification (RFID). transmission, asset and personnel tracking, as
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
well as Radio Frequency Identification (RFID).
Di wilayah terpencil dan remote area, komunikasi
radio menjadi pilihan terbaik. Untuk kebutuhan In remote and isolated areas, radio
tersebut, Perusahaan juga memberikan jasa communication remains the most reliable
penyediaan dan pelayanan komunikasi dengan option. To address this need, the Company
frekuensi gelombang radio (Radio Trunking, offers communication services using radio
Broadband Communication, Wireless Data frequency systems (Radio Trunking, Broadband
Communication), jasa penyediaan perangkat IT Communication, Wireless Data Communication),
dan automation, sensor dan pelacak untuk aset as well as the provision of IT and automation
maupun personel, termasuk jasa membangun equipment, sensors, and tracking devices for
perangkat lunak terkait keperluan tersebut assets and personnel. This includes software
(Control Equipment Monitoring, Vessel Tracking development services for systems such as
4
Monitoring System, Fuel Monitoring, GPS Control Equipment Monitoring, Vessel Tracking
Tracking, Inventory dan Tagging dengan RFID). Monitoring Systems, Fuel Monitoring, GPS
Selain itu, SCU juga memberikan Jasa layanan Tracking, Inventory, and RFID-based tagging.
2025 Annual Report PT Elnusa Tbk
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Page 185
ICT lain, yang meliputi: Data Center & Disaster In addition, SCU provides other ICT services,
Recovery Services, IT Solution, IT Service including Data Center & Disaster Recovery
Management (ITSM), Well Monitoring, IoT Services, IT Solutions, IT Service Management
Solutions, Smart Meter dan sebagainya. (ITSM), Well Monitoring, IoT Solutions, Smart
Metering, and related services.
Proses Usaha ICT
ICT Business Process
5 Good Corporate Governance
Tata Kelola Perusahaan yang Baik
DEFINISI DESAIN SISTEM PEMROGRAMAN UJI KELAYAKAN DELIVERY PEMELIHARAAN
KEBUTUHAN Design System Programming Feasibility Test KEPADA Maintenance
PENGGUNA KONSUMEN
User Requirement Delivery to
Consumer
UMPAN BALIK
6
Feedback
Sustainability Reference
Rujukan Keberlanjutan
Proses Usaha Automation
Automation Business Process
Local Wellhead Control System Oil Field Drilling Monitoring System
Wireless
7
Financial Report
Laporan Keuangan
Telco
FPM-8151H Network
Industrial Stainless Monitor UNO 1150GH
DIN-rail PC with GPRS/3G Central
2 x LAN, 3 x COM Base Control
Station Room
UNO 1150GH
DIN-rail PC with
2 x LAN, 3 x COM
GPRS GPRS
Modem Modem
Total Automation System
Voltage Current
Regulator Sensor
2025 Annual Report PT Elnusa Tbk
185
Page 186
Pada tahun 2025, lini bisnis yang dikelola PT Sigma In 2025, the business lines managed by PT Sigma
Cipta Utama menghasilkan pendapatan sebesar Cipta Utama generated revenue of Rp500.5 billion,
2025 Performance Highlights
Rp500,5 miliar, meningkat 10% dibandingkan tahun representing an increase of 10% compared to 2024,
2024 yang sebesar Rp453,8 miliar. Pertumbuhan which amounted to Rp453.8 billion. This revenue growth
pendapatan ini sebagian besar dikontribusikan dari was largely driven by synergies within the Pertamina
Kilas Kinerja 2025
sinergi Pertamina Group. Group.
Secara proporsi, kenaikan pendapatan tersebut In terms of composition, the increase in revenue was
dikarenakan adanya kontribusi dari unit bisnis supported by contributions from the Information and
Information Communication Technology (ICT) di Communication Technology (ICT) business unit, which
mana pada tahun 2025 mencapai 66%, sementara accounted for 66% in 2025, compared to 60% in
1
pada tahun 2024 sebesar 60%. Kontribusi terbesar 2024. The largest contribution from this unit came from
pendapatan dari unit bisnis ini adalah jasa solusi information and communication management solutions
manajemen informasi dan komunikasi serta automation. and automation services.
Kontributor berikutnya berasal dari unit bisnis The next contributor was the Warehouse and Data
Warehouse dan Data manajemen dengan kontribusi Management business unit, with a contribution of
sebesar 34%, turun dari tahun sebelumnya sebesar 34%, declining from 40% in the previous year. The
Laporan Management
Management Report
40%. Penyumbang terbesar pencapaian tersebut main contributors to this performance were occupancy
berasal dari pendapatan okupansi pada jasa revenues from general asset warehousing services,
warehouse general asset, dan warehouse data fisik dan physical and digital data warehousing, as well as media
digital serta layanan alih media untuk industri migas. conversion services for the oil and gas industry.
2
Komposisi Pendapatan Per Bisnis Unit
Revenue Composition by Business Unit
Profil Perusahaan
Company Profile
Warehouse;
Warehouse; 34%
3
40%
2024 2025
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
ICT; ICT;
60% 66%
Warehaouse ICT
4
2025 Annual Report PT Elnusa Tbk
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Sementara okupansi produksi jasa layanan warehouse, Meanwhile, the occupancy performance of warehouse
kinerjanya disampaikan melalui tabel di bawah ini. service production is presented in the table below.
Kapasitas Okupansi
Pengelolaan Data Fisik Satuan Capacity Occupancy
Physical Data Management Unit
2025 2024 2025 2024
Tape Storage M2 216 216 216 216
Reel 230.300 223.300 185.675 209.300
5
Cartridge Room M2 427 427 427 427
Cartridge 453.906 453.906 365.009 350.556
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Document Storage M2 6.530 6.530 6.530 6.530
Box 494.659 484.190 473.707 469.603
Core Storage M2 1.797 1.797 1.797 1.797
Box 99.992 98.965 101.411 99.150
General Storage M3 61.696 38.174 58.870 38.174
M2 12.725 12.725 12.725 12.725
Volume penjualan jasa pengelolaan alih media The sales volume of media conversion (remastering)
(remastering) pada jasa layanan warehouse adalah services in warehouse services is presented as follows.
6
sebagai berikut.
Sustainability Reference
Rujukan Keberlanjutan
Kenaikan (Penurunan)
Volume Penjualan 2024-2025
Sales Volume Increase (Decrease)
Warehouse Alih Media Data Satuan 2024-2025
Warehouse Remastering Unit Persentase
Jumlah (%)
2025 2024
Total Percentage
(%)
Scanning Page 2.369.838 950.208 1.419.630 249,40
7
Remastering Tape Magnetic Reel 3.347 14.390 (11.043) (76,74)
Financial Report
Laporan Keuangan
Remastering Catridge CTR 6.380 15.759 (9.379) (59,52)
Digitalisasi Log Meter 2.140 - 2.140 -
Radiography Sheet 13.500 32.770 (19.270) (58,80)
2025 Annual Report PT Elnusa Tbk
187
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2025 Performance Highlights
Sedangkan untuk penjualan jasa layanan Information Meanwhile, sales of Information Communication
Communication Technology (ICT) disampaikan dalam Technology (ICT) services are presented in the following
tabel berikut. table.
Kilas Kinerja 2025
Kenaikan (Penurunan)
Volume Penjualan 2024-2025
Layanan Information Communication Sales Volume Increase (Decrease)
Technology 2024-2025
Satuan
Information Communication Technology
1
Unit Persentase
Services
Jumlah (%)
2025 2024
Total Percentage
(%)
Radio Telecommunication Unit 2.133 1.696 437 25,77
Vessel Tracking Management System Vessel 302 370 (68) (18,38)
Laporan Management
Management Report
GPS Unit 660 627 33 5,26
Well Monitoring Unit 43 48 (5) (10,42)
2
PT Elnusa Fabrikasi dan Konstruksi PT Elnusa Fabrikasi dan Konstruksi (EFK)
(EFK)
Didirikan di tahun 1982, PT Elnusa Fabrikasi Established in 1982, PT Elnusa Fabrikasi dan
Konstruksi (EFK) merupakan anak perusahaan Konstruksi (EFK) is a subsidiary of PT Elnusa Tbk
Profil Perusahaan
Company Profile
PT Elnusa Tbk yang merupakan bagian dari and part of the Pertamina Group. EFK focuses on
Pertamina Group. EFK fokus pada penyediaan providing Oil Country Tubular Goods (OCTG)
layanan pipa minyak (OCTG), layanan services, oil and gas equipment maintenance
pemeliharaan dan perbaikan peralatan minyak and repair services, as well as fabrication and
dan gas, dan layanan fabrikasi dan konstruksi. construction services.
3
Bidang usaha yang dikelola oleh EFK adalah The business lines managed by EFK include:
sebagai berikut:
1. Trading & Threading services (OCTG)- 1. Trading & Threading Services (OCTG) –
GRE/PE Lining Services (OCTG). GRE/PE Lining Services (OCTG)
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
2. Jasa Perbaikan Peralatan Migas 2. Oil and Gas Equipment Repair Services
(Maintenance Services). (Maintenance Services)
3. Fabrikasi dan Pengadaan Peralatan Migas 3. Fabrication and Procurement of Oil and
(Fabrication). Gas Equipment (Fabrication)
4. Onshore & Offshore Facility Construction 4. Onshore & Offshore Facility Construction
(EPC). (EPC)
4
2025 Annual Report PT Elnusa Tbk
188
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Proses Kegiatan Usaha Jasa OCTG
OCTG Service Business Process
5
BAHAN BAKU THREADING PENGIRIMAN
SHIPPING
RAW MATERIAL
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
RAW MATERIAL
6
Sustainability Reference
Rujukan Keberlanjutan
Pada tahun 2025, unit bisnis yang dikelola EFK In 2025, the business units managed by EFK recorded
mencatatkan pendapatan sebesar Rp758,3 miliar revenue of Rp758.3 billion, representing an increase
meningkat 14% dibandingkan pendapatan tahun of 14% compared to the previous year’s revenue
sebelumnya yang tercatat sebesar Rp664,7 miliar. EFK of Rp664.7 billion. EFK achieved a net profit of
berhasil meraih laba bersih sebesar Rp26,2 miliar, naik Rp26.2 billion,increased 51% from the previous year.
51% dari tahun sebelumnya.
Dari sisi operasi, layanan Oil Country Tubular Goods From an operational perspective, the Oil Country
(OCTG) membukukan catatan yang memuaskan dan Tubular Goods (OCTG) services delivered strong 7
menjadi kontributor pendapatan terbesar perusahaan performance and became the largest contributor to the
Financial Report
Laporan Keuangan
dengan mencatat nilai sebesar Rp496,1 miliar atau Company’s revenue, recording Rp496.1 billion or 65%
65% dari total pendapatan PT Elnusa Fabrikasi dan of PT Elnusa Fabrikasi dan Konstruksi’s total revenue
Konstruksi tahun 2025. Pendapatan terbesar diperoleh in 2025. The largest contribution came from Pertamina
dari Pertamina Hulu Rokan (PHR). Hulu Rokan (PHR).
Pada lini bisnis Maintenance Services, pendapatan In the Maintenance Services business line, revenue
mengalami kenaikan, disebabkan project di Pertamina increased, driven by projects at Pertamina Hulu Rokan
Hulu Rokan (PHR), di antaranya ada proyek Work Unit (PHR), including the Work Unit Rate Multidiscipline
Rate Multidiscipline (WUR MD), Water Treatment Plant, (WUR MD), Water Treatment Plant, and Surface Pump
dan Surface Pump Repair. Repair projects.
2025 Annual Report PT Elnusa Tbk
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Layanan Fabrikasi dan Konstruksi setelah melalui After undergoing a comprehensive evaluation over
masa evaluasi menyeluruh selama dua tahun kini telah the past two years, the Fabrication and Construction
2025 Performance Highlights
kembali beroperasi dengan aktif dan secara bertahap services have resumed active operations and are
melakukan peningkatan. Pada tahun 2025, layanan gradually improving. In 2025, this business line handled
tersebut mengerjakan proyek-proyek strategis, di several strategic projects, including:
Kilas Kinerja 2025
antaranya:
1. Proyek sinergi bersama EPN melalui Jasa 1. A collaborative project with EPN involving the
Karoseri Mobil Tangki 16 KL sebanyak 8 unit. provision of 8 units of 16-kiloliter tanker truck
bodies.
2. Proyek Blanket Order Construction di wilayah 2. A Blanket Order Construction project in the JTB
JTB Pertamina EP Cepu. Pertamina EP Cepu.
1
3. Proyek Fabrikasi Water Tank dan Mud Tank 3. Fabrication projects for Water Tanks and Mud
Elnusa. Tanks for Elnusa.
Dari sisi produksi jasa ulir, pencapaian kinerja operasi In terms of threading service production, the operational
pada tahun buku 2025 adalah sebagai berikut. performance achievements in fiscal year 2025 are as
follows:
Laporan Management
Management Report
Produksi Jasa Ulir
Threading Service Production
Kenaikan (Penurunan)
Volume Penjualan 2024-2025
Layanan Information Communication Sales Volume Increase (Decrease)
2
Technology 2024-2025
Satuan
Information Communication Technology
Unit Persentase
Services
Jumlah (%)
2025 2024
Total Percentage
(%)
Threading OCTG MT 3.756 9.157 (5.401) (58,98)
Profil Perusahaan
Company Profile
Trade OCTG MT 3 - 3 -
Trade & Threading OCTG MT 4.006 5.929 (1.923) (32,43)
Thread & GRE/PE Lining OCTG MT - 1.174 (1.174) -
3
Thread & Welding MT - - - -
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
PT Patra Nusa Data (PND) PT Patra Nusa Data (PND)
PND merupakan perusahaan yang bisnis PND is a company with core business of oil and
utamanya adalah manajemen data migas gas data management, with key competencies
dengan kompetensi utamanya dalam hal in managing subsurface oil and gas data,
mengelola data subsurface migas baik fisik both physical and digital. This is supported by
maupun digital dengan didukung kemampuan technical oil and gas data capabilities as well
data teknis migas serta teknologi informasi as information technology, strengthening the
yang memperkuat posisi Perusahaan dalam Company’s position as a key partner in oil and
bisnis migas sebagai mitra utama pengelolaan gas data management.
data migas.
4
Jasa yang disediakan PND secara garis besar The services provided by PND are broadly
dikelompokkan ke dalam 2 (dua) kategori, categorized into 2 (two) main groups:
yaitu:
2025 Annual Report PT Elnusa Tbk
190
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1. Jasa Data Management 1. Data Management Services
Mengelola data migas nasional dengan Managing national oil and gas data,
lingkup utama, yaitu mengumpulkan, covering the collection, management,
mengelola, menyimpan, dan storage, and dissemination of data
memasyarakatkan data terkait wilayah related to oil and gas working areas, both
kerja migas baik migas konvensional conventional and non-conventional (Coal
maupun non konvensional (Coal Bed Bed Methane (CBM) and shale gas).
Methane-CBM dan Shale Gas).
2. Jasa Information Management Solution 2. Information Management Solution Services
Meliputi layanan solusi IT Data manajemen Including IT-based data management
untuk data subsurface mulai Alih Media solutions for subsurface data, ranging from
5
(scan, digitasi, vektorisasi, re- drawing, media conversion (scanning, digitization,
re-mapping) dan Penataan Data Digital vectorization, re-drawing, re-mapping) to
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
dengan menggunakan perangkat lunak digital data structuring using core software
utama INAMETA Plus/Enterprise. such as INAMETA Plus/Enterprise.
Pada tahun 2025, lini bisnis yang dikelola In 2025, the business lines managed by
PT Patra Nusa Data menghasilkan pendapatan PT Patra Nusa Data generated revenue of
sebesar Rp15,2 miliar, mengalami kenaikan Rp15.2 billion, increasing compared to 2024,
dibandingkan tahun 2024 sebesar which amounted to Rp13.8 billion. This revenue
Rp13,8 miliar. Pendapatan ini sebagian besar was largely driven by synergies within the
dikontribusikan dari sinergi Pertamina Group, Pertamina Group, particularly through the
melalui implementasi SK 038. implementation of SK 038.
Realisasi Produksi
6
Production Realization
Sustainability Reference
Rujukan Keberlanjutan
Kenaikan (Penurunan)
Volume Penjualan 2024-2025
Sales Volume Increase (Decrease)
Jenis Pekerjaan Satuan 2024-2025
Type of Work Unit Persentase
Jumlah (%)
2025 2024
Total Percentage
(%)
Data Collecting (kumulatif)
Data Collecting (cumulative)
Seismic 2D (Post Stack) Line 63.021 61.924 1.097 1,77
Seismic 2D (Field Data) Line 25.221 25.217 4 (0,02)
7
Financial Report
Laporan Keuangan
Seismic 3D Area 242 228 14 6,14
Well Well 39.190 33.910 5.280 15,57
Data Remastering (kumulatif)
Data Remastering (cumulative)
Seismic Vektorisasi Sheet 57.905 57.905 - -
Master Log Well 2.914 2.914 - -
GGR Report 38.597 23.405 15.192 64,91
Map Sheet 38.771 38.479 292 0,76
Supporting Document Sheet 25.668 20.427 5.241 25,66
Catatan: Jumlah data yang disajikan adalah kumulatif dari tahun ke tahun.
Note: The data presented represents cumulative figures from year to year.
2025 Annual Report PT Elnusa Tbk
191
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Dari sisi pelayanan data kepada pelanggan, In terms of data services to customers, the comparison
perbandingan kinerja operasi tahun 2025 dan 2024 of operational performance in 2025 and 2024 for the
2025 Performance Highlights
untuk bisnis Data Management adalah sebagai berikut. Data Management business is as follows.
Kilas Kinerja 2025
Kenaikan (Penurunan)
Volume Penjualan 2024-2025
Sales Volume Increase (Decrease)
Jenis Data Satuan 2024-2025
Type of Data Unit
Persentase
Jumlah (%)
1
2025 2024
Total Percentage
(%)
3D Poststack Data Files 606 1.619 (1.013) (62,57) ¯
3D Angle Stack Data Files 13 - 13 -
2D Poststack Data Files 8.432 7.689 743 9,66
Laporan Management
Management Report
2D Angle Stack Data Files 24 - 24 -
Well Log Files 9.010 12.731 (3.721) (29,23)
Well Report Files 3.362 8.160 (4.798) (58,80)
2
Report Files 182 9.091 (8.909) (98,00)
2D Field Data Files 5.191 3.991 1.200 30,07
2D Navigation Files 429 449 (20) (4,45)
Velocity Files 8 31 (23) (74,19)
Profil Perusahaan
Company Profile
Inversi Files - - - -
Bundle All Data Files 192.204 20.952 171.252 817,35
3
Supp Doc Files 332 958 (626) (65,34)
Sample Well Bags 1.043 110 933 848,18
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Sementara itu, untuk volume produksi jasa Geo IT Meanwhile, the production volume of Geo IT services
tahun 2025 dan 2024 disajikan sebagai berikut. for 2025 and 2024 is presented as follows.
Kenaikan (Penurunan)
Volume Penjualan 2024-2025
Sales Volume Increase (Decrease)
Jenis Data Satuan 2024-2025
Type of Data Unit
Persentase
Jumlah (%)
2025 2024
Total Percentage
(%)
Technical Oil & Gas Data Management Proyek
4
1 1 - -
Services Project
Advance Well Data Management Proyek
1 1 - -
Solution Project
2025 Annual Report PT Elnusa Tbk
192
Page 193
PT Elnusa Trans Samudera (ETSA) PT Elnusa Trans Samudera (ETSA)
ETSA merupakan entitas Anak Perusahaan yang ETSA is a subsidiary established on November
didirikan pada 8 November 2013 dan fokus 8, 2013, focusing on the provision of marine
pada penyediaan jasa marine and offshore and offshore support vessel services. Since its
support vessel. Sejak pendiriannya, ETSA telah establishment, ETSA has successfully operated
berhasil mengoperasikan seluruh armada milik the entire fleet owned by PT Elnusa Tbk,
PT Elnusa Tbk yang terdiri dari Landing Craft consisting of Landing Craft Tank (LCT), Work
Tank (LCT), Work Barge, dan Accommodation Barge, and Accommodation Work Barge
Work Barge (AWB) serta berhasil membangun (AWB). The Company has also expanded its
armada baru pada tahun 2015, mengakuisisi fleet by building new vessels in 2015, acquiring
5
kapal seismik pada tahun 2016 dan AWB a seismic vessel in 2016, acquiring an offshore
Offshore pada tahun 2023, Reaktivasi ELSA 9 AWB in 2023, reactivating ELSA 9 in 2024, and
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
pada tahun 2024 dan pembangunan 3 Unit constructing 3 Hopper Barges (ELSA 11, 12,
Hopper Barge (ELSA 11,12,13) yang saat ini and 13), which are currently operating in the
beroperasi di wilayah kerja Kalimantan. Kalimantan working area.
Selain menambah kepemilikan aset, ETSA In addition to increasing asset ownership, ETSA
juga telah menambah pengoperasian armada has expanded its fleet operations through
melalui skema strategic partnership dengan strategic partnerships, beginning with the
memulai penyediaan utility vessel pada tahun provision of utility vessels in 2018. This was
2018. Kemudian, penyediaan small marine followed by the provision of small marine
services serta perolehan Izin Usaha Pengerukan services and the acquisition of a Dredging and
dan Reklamasi (IUPR), serta penyediaan jasa Reclamation Business License (IUPR), as well as
pengerukan (dredging) pada tahun 2019, dredging services in 2019. The Company further
ekspansi pada proyek refurbishment Single expanded through the refurbishment project of
6
Buoy Mooring (SBM) tahun 2020, penyediaan a Single Buoy Mooring (SBM) in 2020, the
Diving Support Vessel (DSV) pada tahun 2021 provision of Diving Support Vessels (DSV) in
Sustainability Reference
Rujukan Keberlanjutan
dan memulai penyediaan manpower services 2021, and the introduction of manpower services
pada tahun 2022. Pada tahun 2023, ETSA in 2022. In 2023, ETSA acquired an Offshore
mengakuisisi Offshore Accomodation Work Accommodation Work Barge and completed
Barge dan menyelesaikan proses modifikasi the modification process for a Dredging Barge.
untuk Dredging Barge. Selama tahun During 2024–2025, ETSA provided Support
2024-2025, ETSA melakukan penyediaan Vessels for seismic projects, including for a new
Support Vessel untuk proyek seismik termasuk client, COSL Thailand.
New Client COSL Thailand.
Pada tahun 2025, ETSA semakin bertumbuh. In 2025, ETSA continued to grow, with vessel
Pengoperasian kapal mencapai 79 unit kapal operations reaching 79 units. This growth was
yang ditempuh melalui penyediaan kapal- driven by the provision of vessels supporting 7
kapal pendukung proyek seismik, penambahan seismic projects, as well as the expansion of
Financial Report
Laporan Keuangan
penyediaan kapal small marine dan dredging. small marine and dredging services. Over
Dalam kurun waktu 5 (lima) tahun terakhir, the past 5 (five) years, the number of vessels
jumlah kapal yang dioperasikan ETSA tumbuh operated by ETSA has shown consistent growth.
secara konsisten.
2025 Annual Report PT Elnusa Tbk
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Page 194
Jumlah Operasi Kapal ETSA
Number of ETSA Vessel Operations
2025 Performance Highlights
79
Kilas Kinerja 2025
72
66
60
41
1
2021 2022 2023 2024 2025
Laporan Management
Management Report
Seiring dengan semakin bertambahnya portofolio In line with the expanding vessel portfolio, ETSA has
penyediaan kapal, secara keseluruhan ETSA mapped its overall competencies and capabilities in
memetakan kompetensi dan kapabilitasnya dalam vessel provision and services as follows.
penyediaan kapal dan jasa sebagai berikut.
2
Multipurpose Working
Kapal Pendukung Pipelaying &
Barges Operations
Cable Installation
Kapal Seismic Survey Support Vessel
Profil Perusahaan
Company Profile
Kapal dan Kapal dan Jasa SBM
Jasa Pekerjaan Salvage
3
Kapal dan Jasa Dredging
Kapal Pendukung ASR
Kapal Pendukung Geophysical &
DSV & SAT Diving Services Geotechnical Support Services
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Pada tahun 2025, ETSA berhasil membukukan In 2025, ETSA recorded revenue of Rp520.5 billion,
pendapatan sebesar Rp520,5 miliar, turun 9% representing a decrease of 9% compared to the previous
dibandingkan tahun sebelumnya yang sebesar year of Rp573.9 billion. This decline was primarily due
Rp573,9 miliar. Penurunan ini terutama disebabkan to the cancellation and postponement of several RKAP
pembatalan dan mundurnya beberapa project RKAP projects, suboptimal realization of dredging contracts,
dan belum optimalnya penyerapan kontrak dredging and the dredging barge ELSA 9 remaining on standby.
serta masih standby-nya dredging barge ELSA 9.
From an HSSE perspective, ETSA remains committed
4
Dari sisi HSSE, ETSA berkomitmen untuk tetap
mengedepankan aspek Quality, Health, Safety, to prioritizing Quality, Health, Safety, Security, and
Security, and Environment (QHSSE) pada setiap Environment (QHSSE) in all its activities by continuously
kegiatan yang dilakukan dengan terus berupaya striving to minimize incidents. These initiatives are
mengurangi terjadinya insiden. Inisiatif tersebut implemented through the application of policies,
direalisasikan melalui penerapan kebijakan, pedoman guidelines, and continuous enhancement of employee
2025 Annual Report PT Elnusa Tbk
194
Page 195
dan peningkatan kompetensi pekerja. ETSA juga competencies. ETSA has also obtained management
telah memiliki sertifikasi sistem manajemen, yaitu ISO system certifications, including ISO 9001, ISO 14001,
9001, ISO 14001, dan ISO 45001. Dengan segala and ISO 45001. As a result of these commitments, in
komitmen tersebut, pada tahun 2025, ETSA telah 2025 ETSA successfully maintained its Total Recordable
berhasil mempertahankan Total Recordable Incident Incident Rate (TRIR) at 0.
Rate (TRIR) tetap berada pada nilai 0.
Di samping upaya ETSA dalam meningkatkan portofolio In addition to efforts to strengthen its business portfolio
bisnisnya pada jasa hulu migas, sepanjang tahun 2025, in upstream oil and gas services, throughout 2025 ETSA
ETSA juga terus menjajaki potensi pengembangan also continued to explore new business development
bisnis baru dalam rangka melakukan diversifikasi bisnis opportunities to diversify into downstream oil and gas
5
ke jasa hilir migas maupun diversifikasi ke industri non services as well as non-oil and gas industries. These
oil & gas. Pengembangan bisnis baru tersebut tetap developments are carried out while considering ETSA’s
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
mempertimbangkan lingkup kapabilitas ETSA saat ini existing capabilities (adjacent to the core).
(adjacent to the core).
Kinerja Keuangan dan Profitabilitas Jasa Penunjang Migas
Financial Performance and Profitability of Oil and Gas Supporting Services
Kinerja Keuangan dan Profitabilitas Jasa Penunjang Migas
Financial Performance and Profitability of Oil and Gas Supporting Services
Kenaikan (Penurunan)
2024-2025
6
2025 Increase (Decrease)
(Rp-juta) 2024 2024-2025
Pos Akun
(Rp-million) (Rp-juta)
Sustainability Reference
Rujukan Keberlanjutan
Account Persentase
(Rp-million) Nominal
(%)
(Rp-juta)
Percentage
(Rp-million)
(%)
Laporan Laba (Rugi)
Profit (Loss) Statement
Pendapatan
Revenue
Pendapatan Eksternal
1.674.997 1.547.818 127.179 8,22
External Revenue
Pendapatan Antarsegmen
Inter-segment Revenue
213.514 252.699 (39.185) (15,51)
7
Jumlah Pendapatan
Financial Report
Laporan Keuangan
1.888.511 1.800.517 87.994 4,89
Total Revenue
Beban Pokok Pendapatan
(1.616.512) (1.563.863) (52.649) 3,37
Cost of Revenue
Laba Kotor
271.999 236.654 35.345 14,94
Gross Profit
Beban Penjualan
(1.053) (1.329) 276 (20,77)
Selling Expenses
Beban Umum dan Administrasi
(109.759) (90.034) (19.725) 21,91
General and Administrative Expenses
Penghasilan Bunga
23.009 22.285 724 3,25
Interest Income
Beban Keuangan
(14.869) (25.198) 10.329 (40,99)
Finance expenses
Lain-lain–Neto
(8.820) (14.110) 5.290 (37,49)
Others - Net
2025 Annual Report PT Elnusa Tbk
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Page 196
Kenaikan (Penurunan)
2025 Performance Highlights
2024-2025
2025 Increase (Decrease)
(Rp-juta) 2024 2024-2025
Pos Akun
(Rp-million) (Rp-juta)
Account
Kilas Kinerja 2025
(Rp-million) Persentase
Nominal
(%)
(Rp-juta)
Percentage
(Rp-million)
(%)
Laba Sebelum Pajak Final dan Pajak Penghasilan
160.507 128.268 32.239 25,13
Profit Before Final Tax and Income Tax
Beban Pajak Final
1
(10.861) (8.702) (2.159) 24,81
Final tax expense
Laba Sebelum Pajak Penghasilan
149.646 119.566 30.080 25,16
Profit before income tax
Beban pajak penghasilan
(22.544) (23.457) 913 (3,89)
Income tax expense
Laba Tahun Berjalan
127.102 96.109 30.993 32,25
Profit for the year
Laporan Management
Management Report
Penghasilan komprehensif lain
(2.487) (1.853) (634) 34,21
Other Comprehensif Income
Total Laba Komprehensif Tahun Berjalan
124.615 94.256 30.359 32,21
Total Comprehensive Income for the year
Informasi-Informasi Lain
Other Information
Total Aset
2
1.613.119 1.629.318 (16.199) (0,99)
Total Assets
Total Liabilitas
(619.195) (702.904) 83.709 (11,90)
Total Liabilities
Ekuitas-Neto
(993.925) (926.414) (67.511) 7,28
Equity – Net
Penyusutan dan Amortisasi
(77.269) (87.845) 10.576 (12,04)
Depreciation and Amortization
Profil Perusahaan
Company Profile
Penambahan Aset Tetap
67.055 109.590 (42.535) (38,81)
Additions of Fixed Assets
Profitabilitas
Profitability
Marjin Laba Bersih (%)
6,73 5,34 1,39 26,03
Net Profit Margin (%)
3
Imbal Balik Aset (%)
7,88 5,90 1,98 33,56
Return on Assets (%)
Pada tahun 2025, total pendapatan yang dibukukan In 2025, total revenue recorded by the oil and gas
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
oleh segmen usaha jasa penunjang migas mencapai supporting services segment reached Rp1.9 trillion,
Rp1,9 triliun, meningkat 4,9% dibandingkan tahun representing an increase of 4.9% compared to 2024,
2024 yang sebesar Rp1,80 triliun. Kenaikan ini terutama which stood at Rp1.80 trillion. This growth was primarily
didorong oleh peningkatan kinerja PT Elnusa Fabrikasi driven by improved performance of PT Elnusa Fabrikasi
Konstruksi (EFK) melalui bisnis Oil Country Tubular Konstruksi (EFK), particularly through its Oil Country
Goods (OCTG) dan Glass Reinforced Epoxy (GRE)/ Tubular Goods (OCTG) business and Glass Reinforced
Polyethylene (PE) Lining dengan keberhasilan penyiapan Epoxy (GRE)/Polyethylene (PE) Lining, supported by the
70 sumur Put On Production (PoP) di Pertamina Hulu successful preparation of 70 Put On Production (PoP)
Rokan serta penyelesaian proyek-proyek sinergi dan wells at Pertamina Hulu Rokan and the completion of
Engineering Procurement Construction (EPC). PT EFK synergy and Engineering, Procurement, and Construction
juga menorehkan langkah strategis melalui kerja sama (EPC) projects. PT EFK also achieved a strategic
pengadaan pipeline di Algeria, menandai kesiapan milestone through pipeline procurement cooperation
4
Elnusa Grup dalam ekspansi internasional dan in Algeria, marking the Elnusa Group’s readiness for
penciptaan nilai berkelanjutan. Selain itu pencapaian international expansion and sustainable value creation.
2025 Annual Report PT Elnusa Tbk
196
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juga berasal dari PT Sigma Cipta Utama (SCU) dengan In addition, contributions also came from PT Sigma Cipta
pertumbuhan pendapatan sebesar 10% yang sebagian Utama (SCU), which recorded revenue growth of 10%,
besar dikontribusikan dari sinergi Pertamina Group. largely driven by synergies within the Pertamina Group.
Hingga berakhirnya tahun buku 2025, laba By the end of fiscal year 2025, profit for the year of the
tahun berjalan segmen usaha jasa penunjang oil and gas supporting services segment reached Rp127
migas tercatat mencapai Rp127 miliar, meningkat billion, representing an increase of 32.25% compared
32,25% dibandingkan tahun 2024 yang sebesar to 2024, which amounted to Rp96.11 billion.
Rp96,11 miliar.
5
ASPEK PEMASARAN
MARKETING ASPECT
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Sepanjang tahun 2025, Perusahaan mengarahkan Throughout 2025, the Company directed its marketing
pemasaran pada penguatan layanan, peningkatan efforts toward strengthening services, enhancing the
kualitas penawaran, inovasi solusi yang tepat guna quality of offerings, developing practical and innovative
dan ketepatan eksekusi untuk menjawab kebutuhan solutions, and ensuring precise execution to meet the
industri energi yang dinamis. Dengan portofolio produk needs of the dynamic energy industry. With an integrated
dan jasa yang terintegrasi dari hulu hingga hilir, portfolio of products and services spanning upstream
Perusahaan menghadirkan total solution yang relevan to downstream, the Company delivers relevant total
melalui keandalan pelaksanaan pekerjaan, konsistensi solutions through reliable project execution, consistent
HSSE, serta tata kelola yang kuat. HSSE implementation, and strong governance.
Tahun 2025 masih diwarnai dinamika energi global The year 2025 was still marked by global energy
6
yang belum sepenuhnya stabil, dipengaruhi faktor dynamics that remained unstable, influenced by
geopolitik, volatilitas harga, serta percepatan transisi geopolitical factors, price volatility, and the acceleration
Sustainability Reference
Rujukan Keberlanjutan
energi sebagai respons atas isu perubahan iklim. of the energy transition in response to climate change
Situasi tersebut mendorong Perusahaan untuk lebih issues. This situation encouraged the Company to be
selektif mengejar peluang dan lebih ketat menjaga more selective in pursuing opportunities and more
produktivitas serta mutu pelaksanaan pekerjaan. disciplined in maintaining productivity and quality of
Hal ini tercermin dari pendapatan usaha konsolidasi execution. This is reflected in consolidated operating
yang melampaui target Perusahaan secara signifikan, revenue, which significantly exceeded the Company
didorong terutama oleh kinerja segmen Distribusi dan target, mainly driven by the performance of the Energy
Logistik Energi, disertai penambahan proyek baru dan Distribution and Logistics segment, supported by the
perluasan cakupan layanan. addition of new projects and the expansion of service
coverage.
Untuk menjaga pertumbuhan yang sehat dan To sustain healthy and sustainable growth, the 7
berkelanjutan, Perusahaan tidak hanya memperkuat Company not only strengthened its core markets but
Financial Report
Laporan Keuangan
pasar utama, tetapi juga mempercepat pengembangan also accelerated the development of new markets and
pasar dan produk guna mengamankan prospek products to secure revenue prospects for the current and
pendapatan tahun berjalan dan tahun berikutnya. upcoming years. These efforts included strengthening
Upaya tersebut antara lain dilakukan melalui the processing business through collaboration with
penguatan bisnis processing melalui kolaborasi universities, penetrating new segments through projects
dengan perguruan tinggi, penetrasi segmen baru under the Ministry of Energy and Mineral Resources
melalui proyek-proyek Kementerian ESDM termasuk (ESDM), including processing activities as well as Full
kegiatan processing serta akuisisi data Full Tensor Tensor Gravity Gradiometry (FTG) and magnetic data
Gravity Gradiometry (FTG) dan magnetik di wilayah acquisition in the Lariang and Enrekang areas, and
Lariang dan Enrekang, serta perolehan proyek securing strategic projects such as the EPC construction of
strategis seperti EPC Pembangunan Terminal Bahan the Palaran Fuel Terminal (TBBM), Front-End Engineering
Bakar Minyak (TBBM) Palaran, Front-End Engineering Design (FEED) for the Arun LNG Hub Expansion and
Design (FEED) Arun LNG Hub Expansion dan Master Master Plan, and several Man Power Supply (MPS)
Plan, dan sejumlah proyek Man Power Supply (MPS) projects in refineries. These initiatives expand the
di Kilang. Langkah-langkah tersebut memperluas Company’s role across the energy value chain, including
peran Perusahaan di sepanjang rantai nilai energi, infrastructure development and operational support.
termasuk pengembangan infrastruktur dan dukungan
operasional.
2025 Annual Report PT Elnusa Tbk
197
Page 198
Pada saat yang sama, Perusahaan secara konsisten At the same time, the Company consistently drives
2025 Performance Highlights
mendorong inovasi untuk menjawab kebutuhan innovation to address customer needs and support
pelanggan dan mendukung program Pemerintah di government programs in the energy sector. These
sektor energi. Inisiatif tersebut mencakup Pertasolven initiatives include the implementation of Pertasolven as a
Kilas Kinerja 2025
Implementation sebagai solusi deposit removal untuk deposit removal solution for High Pour Point Oil (HPPO)
minyak High Pour Point Oil (HPPO) melalui solvent through solvent treatment that effectively dissolves wax
treatment yang efektif melarutkan wax dan deposit, and deposits, which has also received recognition as
serta memperoleh pengakuan New Collaboration for “New Collaboration for New Potential” from Pertamina
New Potential dari Pertamina Hulu Rokan. Hulu Rokan.
1
Perusahaan juga memperkuat keandalan aset melalui The Company also strengthened asset reliability
In-Line Inspection (ILI) Ultrasonic Testing “Pertastream” through the In-Line Inspection (ILI) Ultrasonic Testing
Innovation hasil kolaborasi dalam negeri bersama “Pertastream” Innovation, a domestic collaboration with
Pertamina dan PT Pindad yang telah dibuktikan Pertamina and PT Pindad, which has been validated
melalui field test di Pertamina Hulu Mahakam untuk through field testing at Pertamina Hulu Mahakam to
memperkuat TKDN dan meningkatkan keandalan aset, enhance local content (TKDN) and improve asset
sekaligus mengembangkan solusi peningkatan dan reliability. At the same time, the Company developed
Laporan Management
Management Report
pemulihan produksi melalui program pengembangan production enhancement and recovery solutions through
migas non-konvensional (MNK), Chronoflux Stimulation unconventional oil and gas (MNK) development
Innovation, dan Microcracking Technology sesuai programs, Chronoflux Stimulation Innovation, and
tantangan reservoir dan kebutuhan operasi. Microcracking Technology, in line with reservoir
challenges and operational requirements.
2
Penguatan efisiensi dan keandalan operasi juga Operational efficiency and reliability were further
dilakukan melalui Drilling Fluid Optimization serta Well improved through Drilling Fluid Optimization, as well
Evaluation dan Well Services Technology Strengthening, as Well Evaluation and Well Services technology
disertai peningkatan kinerja produksi melalui Dual strengthening, accompanied by production performance
Completion Production Improvement. Sejalan dengan enhancement through Dual Completion Production
agenda transisi energi. Perusahaan mengembangkan Improvement. In line with the energy transition agenda,
Green Energy Innovation melalui produk Portable Well the Company also developed Green Energy Innovation
Test dan Flow2Max hasil kolaborasi dengan Pertamina through products such as Mobile Well Testing and
Profil Perusahaan
Company Profile
Geothermal Energy. Flow2Max, in collaboration with Pertamina Geothermal
Energy.
Strategi Pemasaran Marketing Strategy
3
Untuk menjaga daya saing sekaligus memastikan To maintain competitiveness while ensuring sustainable
pertumbuhan yang sehat, strategi pemasaran growth, the Company’s marketing strategy in 2025
Perusahaan pada 2025 dijalankan melalui tiga is implemented through three mutually reinforcing
pendekatan yang saling menguatkan, yaitu penguatan approaches: strengthening core markets, selectively
pasar utama, perluasan pasar secara selektif, dan expanding market reach, and developing capabilities
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
pengembangan kapabilitas untuk pertumbuhan jangka for long-term growth.
panjang.
Baseline Strategy Baseline Strategy
Perusahaan memprioritaskan penguatan The Company prioritizes strengthening its
pasar eksisting melalui optimalisasi sinergi di existing markets by optimizing synergies within
lingkungan Pertamina Group, peningkatan the Pertamina Group, improving productivity
produktivitas dan utilitas aset atau peralatan, and utilization of assets and equipment,
perbaikan proses internal, serta penguatan enhancing internal processes, and strengthening
aspek komersial dan pengelolaan kontrak commercial aspects and contract management to
agar lebih sehat dan berimbang. Keandalan ensure a healthier and more balanced structure.
4
eksekusi dan HSSE menjadi fondasi utama Execution reliability and HSSE serve as the main
untuk menjaga kepercayaan pelanggan. foundation to maintain customer trust.
2025 Annual Report PT Elnusa Tbk
198
Page 199
Growth Strategy Growth Strategy
Perusahaan memperluas pangsa pasar secara The Company expands its market share selectively
selektif dan prudent melalui penambahan and prudently through the addition of new
proyek baru, perluasan cakupan layanan, serta projects, expansion of service coverage, and
penguatan penawaran pada segmen-segmen strengthening of offerings in segments aligned with
yang relevan dengan kapabilitas utama the Company’s core competencies. This selectivity
Perusahaan. Selektivitas dilakukan dengan considers alignment with competencies, resource
mempertimbangkan kesesuaian kompetensi, readiness, risk profile, and clear value-added
kesiapan sumber daya, profil risiko, serta nilai for customers, while upholding governance,
tambah yang jelas bagi pelanggan, dengan compliance, and HSSE principles.
5
tetap menjunjung tata kelola, kepatuhan, dan
HSSE.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Sustainability Strategy Sustainability Strategy
Perusahaan membangun pertumbuhan The Company builds sustainable growth through
berkelanjutan melalui pengembangan capability development and innovation, including
kapabilitas dan inovasi, termasuk solusi solutions for well performance enhancement,
peningkatan kinerja sumur, keandalan dan asset reliability and integrity, as well as initiatives
integritas aset, serta inisiatif yang relevan aligned with the energy transition. Technology
dengan transisi energi. Kemitraan teknologi partnerships and service development are
dan pengembangan layanan dilakukan secara carried out in a measured manner to maintain the
terukur untuk menjaga relevansi kapabilitas dan relevance of the Company’s capabilities and its
daya saing jangka panjang. long-term competitiveness.
6
Pangsa Pasar Market Share
Sustainability Reference
Rujukan Keberlanjutan
Pada tahun 2025, Perusahaan melanjutkan penguatan In 2025, the Company continued to strengthen its
posisi di pasar utama pada segmen hulu migas, position in its core market within the upstream oil and
sekaligus memperluas cakupan secara selektif pada gas segment, while selectively expanding its reach into
segmen terkait di luar pasar utama. Di pasar utama, related segments beyond the core market. In its core
Perusahaan menjaga momentum melalui layanan market, the Company maintained momentum through
terintegrasi, mulai dari drilling dan well services, integrated services, ranging from drilling and well
dukungan pekerjaan geosains (seismic), hingga services, geoscience support (seismic), to supporting
layanan penunjang yang memperkuat keberhasilan services that enhance the success of customers’
operasi pelanggan. operations.
Di luar pasar utama, Perusahaan memperluas Beyond its core market, the Company expanded its 7
penetrasi ke berbagai entitas di lingkungan Pertamina penetration into various entities within the Pertamina
Financial Report
Laporan Keuangan
Group dan segmen terkait, termasuk proyek-proyek Group and related segments, including engineering
engineering, EPC, dukungan kilang, gas, serta inisiatif projects, EPC, refinery support, gas, and market
pengembangan pasar yang relevan dengan kebutuhan development initiatives aligned with national energy
energi nasional. Perusahaan juga aktif berpartisipasi needs. The Company also actively participated
dalam program-program sinergi dan kolaborasi, yang in synergy and collaboration programs, further
sekaligus memperkuat reputasi sebagai penyedia jasa strengthening its reputation as an adaptive and growth-
energi terintegrasi yang adaptif dan siap bertumbuh. oriented integrated energy services provider.
Melalui penguatan sinergi, inovasi, serta kedisiplinan Through strengthened synergies, continuous innovation,
dalam memilih peluang yang paling bernilai, and disciplined selection of high-value opportunities, the
Perusahaan menjaga pertumbuhan dengan tetap Company sustains its growth while prioritizing project
mengutamakan kualitas proyek dan kesiapan eksekusi, quality and execution readiness, thereby enhancing
sehingga dapat terus memperkuat daya saing di its competitiveness amid the evolving dynamics of the
tengah dinamika industri energi ke depan. energy industry.
2025 Annual Report PT Elnusa Tbk
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2025 Performance Highlights
Kilas Kinerja 2025
Perihal Satuan 2025
2024
Subject Unit
Investasi Hulu Migas Indonesia* USD-miliar
15,40 15,30
Indonesia Upstream Oil and Gas Investment* USD-billion
1
Pendapatan Elnusa Segmen Hulu Migas Terintegrasi
USD-miliar
Elnusa Revenue from Integrated Upstream Oil and Gas 0,252 0,313
USD-billion
Segment
Estimasi Pangsa Pasar
% 1,64 2,05
Estimated Market Share
Sumber data:
• Kementerian ESDM RI - Media Center - Arsip Berita - Capaian Positif Tahun 2025, Negara Hadir Penuhi Kebutuhan Energi
Laporan Management
Masyarakat.
Management Report
• Kementerian ESDM, Siaran Pers (9 Jan 2026): menyebut investasi subsektor migas 2025 USD18,0 miliar.
Source:
• Ministry of Energy and Mineral Resources (ESDM) of the Republic of Indonesia – Media Center – News Archive – “Positive
Achievements in 2025, The State is Present to Fulfill the Public’s Energy Needs.”
• Ministry of Energy and Mineral Resources (ESDM), Press Release (January 9, 2026): stating that oil and gas subsector investment
in 2025 reached USD 18.0 billion
2
INFORMASI TENTANG PELAKSANAAN PROYEK STRATEGIS
NASIONAL ATAU PENUGASAN LAIN
INFORMATION ON THE IMPLEMENTATION OF NATIONAL STRATEGIC
PROJECTS OR OTHER ASSIGNMENTS
Profil Perusahaan
Company Profile
Perusahaan tidak terlibat dalam pelaksanaan The Company is not involved in the implementation of
Proyek Strategis Nasional (PSN) atau menerima National Strategic Projects (PSN) nor has it received
penugasan khusus lainnya dari pemerintah. Fokus any other special assignments from the government. The
utama Perusahaan tetap pada pengembangan inti Company’s primary focus remains on the development
3
bisnis yang telah dirancang dalam rencana strategis of its core business as outlined in its strategic plan.
Perusahaan. Meski demikian, Perusahaan senantiasa Nevertheless, the Company continues to monitor
memantau perkembangan kebijakan pemerintah dan government policies and potential opportunities that
peluang yang mungkin muncul di masa mendatang may arise in the future to ensure readiness in supporting
untuk memastikan kesiapan dalam mendukung inisiatif relevant national initiatives.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
nasional yang relevan.
4
2025 Annual Report PT Elnusa Tbk
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TEKNOLOGI
TECHNOLOGY
Sepanjang tahun 2025, Perusahaan secara konsisten Throughout 2025, the Company consistently
5
menerapkan berbagai teknologi operasi dan bisnis implemented various operational and business
untuk mendukung peningkatan kinerja operasional, technologies to support improved operational
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
akurasi teknis, serta efisiensi biaya. Penerapan performance, technical accuracy, and cost efficiency.
teknologi tersebut meliputi kegiatan survei geospasial, These technologies included geospatial surveys,
seismik darat dan laut, pemetaan topografi, serta onshore and offshore seismic activities, topographic
studi geologi dan geotermal dengan memanfaatkan mapping, as well as geological and geothermal
peralatan berpresisi tinggi dan teknologi terkini. studies, utilizing high-precision equipment and
Penggunaan sistem seismik berbasis kabel maupun advanced technology. The use of both cable-based
node nirkabel memungkinkan peningkatan kualitas and wireless node seismic systems enabled enhanced
pencitraan struktur dan meningkatkan efisiensi tenaga structural imaging quality while improving workforce
kerja dan fleksibilitas pelaksanaan proyek. efficiency and project execution flexibility.
Pada aspek pengolahan data, Perusahaan In terms of data processing, the Company operated
mengoperasikan infrastruktur komputasi berkapasitas high-capacity computing infrastructure supported by
besar yang didukung perangkat lunak geofisika untuk geophysical software to process seismic data using
6
pemrosesan data seismik melalui metode Pre-Stack Pre-Stack Time Migration (PSTM) and Pre-Stack
Time Migration (PSTM) dan Pre-Stack Depth Migration Depth Migration (PSDM) methods. These methods
Sustainability Reference
Rujukan Keberlanjutan
(PSDM). Metode ini memberikan nilai tambah berupa provided added value in accelerating exploration
percepatan siklus eksplorasi, efisiensi pemanfaatan cycles, optimizing the use of computing resources, and
sumber daya komputasi, serta peningkatan presisi improving the precision of geological structure imaging,
pencitraan struktur geologi, sehingga berperan penting thereby playing an important role in mitigating drilling
dalam mitigasi risiko pengeboran dan optimalisasi risks and optimizing technical decision-making.
pengambilan keputusan teknis.
Selain itu, Perusahaan menerapkan teknologi In addition, the Company applied innovative well
completion, intervensi, dan stimulasi sumur yang completion, intervention, and stimulation technologies,
inovatif, antara lain Dual-Conduit Velocity String including Dual-Conduit Velocity String Completion,
Completion, Coiled Tubing Unit, layanan cementing, Coiled Tubing Unit, cementing services, and micro-crack
serta micro-crack stimulation. Penerapan teknologi stimulation. The implementation of these technologies 7
tersebut terbukti mendukung optimalisasi produksi, has proven effective in supporting production
Financial Report
Laporan Keuangan
percepatan monetisasi cadangan, peningkatan optimization, accelerating reserve monetization,
efisiensi pengurasan reservoir, serta penciptaan nilai improving reservoir depletion efficiency, and
ekonomi yang signifikan. Seluruh kegiatan operasional generating significant economic value. All operational
dilaksanakan dengan mengedepankan prinsip activities were carried out with a strong emphasis on
keselamatan kerja, keandalan teknis, dan keberlanjutan occupational safety, technical reliability, and business
usaha, sejalan dengan komitmen Perusahaan dalam sustainability, in line with the Company’s commitment
mendukung pertumbuhan jangka panjang dan daya to supporting long-term growth and competitiveness in
saing di industri energi. the energy industry.
2025 Annual Report PT Elnusa Tbk
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PENELITIAN DAN PENGEMBANGAN (R&D)
RESEARCH AND DEVELOPMENT (R&D)
2025 Performance Highlights
Riset dan Pengembangan (R&D) merupakan salah satu Research and Development (R&D) is one of the strategic
Kilas Kinerja 2025
pilar strategis dalam menjaga keberlangsungan dan pillars in maintaining the Company’s sustainability and
daya saing Perusahaan. Di tengah dinamika pasar competitiveness. Amid dynamic market conditions
dan perkembangan teknologi yang semakin pesat, and rapid technological advancements, R&D serves
R&D berfungsi sebagai sarana untuk memastikan as a means to ensure that the Company can adapt,
Perusahaan mampu beradaptasi, berinovasi, serta innovate, and deliver sustainable added value to all
memberikan nilai tambah yang berkelanjutan bagi stakeholders.
1
seluruh pemangku kepentingan.
Dalam pelaksanaan R&D, Perusahaan tidak hanya In carrying out R&D activities, the Company not only
mengandalkan sumber daya internal, tetapi juga relies on internal resources but also involves external
melibatkan pihak eksternal untuk memperkuat hasil parties to strengthen research outcomes and innovation.
penelitian dan inovasi. Kolaborasi antara sumber daya This collaboration between internal and external
internal dan eksternal ini memastikan bahwa kegiatan resources ensures that R&D activities are conducted
Laporan Management
Management Report
R&D dapat berjalan komprehensif, terarah, dan comprehensively, in a focused manner, and result in
menghasilkan inovasi yang dapat diimplementasikan innovations that can be effectively implemented.
secara efektif.
Pada tahun 2026, fungsi Business Development For 2026, the Business Development function has
telah menganggarkan alokasi biaya R&D yang allocated an R&D budget, which includes, among
2
terdiri diantaranya untuk manufaktur peralatan In-Line others, the manufacturing of In-Line Inspection
Inspection untuk pipa, Hydraulic Pumping Unit, dan equipment for pipelines, Hydraulic Pumping Unit, and
Caliper Pig. Caliper Pig.
ANALISIS KINERJA KEUANGAN
FINANCIAL PERFORMANCE ANALYSIS
Profil Perusahaan
Company Profile
Standar Penyajian Informasi dan Kesesuaian Presentation Standards and Compliance with
Terhadap Standar Akuntansi Keuangan Financial Accounting Standards
Tinjauan kinerja keuangan PT Elnusa Tbk The overview of the financial performance of PT Elnusa
3
(“Elnusa”, “Perusahaan”) dan entitas anaknya (secara Tbk (“Elnusa”, the “Company”) and its subsidiaries
kolektif disebut sebagai “Grup”) yang disampaikan (collectively referred to as the “Group”) presented in
dalam Laporan tahunan ini mengacu pada Laporan this Annual Report refers to the Financial Statements for
Keuangan untuk tahun yang berakhir pada 31 Desember the years ended December 31, 2025 and December
2025 dan 31 Desember 2024 yang telah diaudit oleh 31, 2024, which have been audited by the Public
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Kantor Akuntan Publik (KAP) Purwanto Susanti dan Accounting Firm (KAP) Purwanto Susanti and Surja,
Surja dengan opini laporan keuangan konsolidasian with an opinion that the Group’s consolidated financial
Grup menyajikan secara wajar, dalam semua hal yang statements present fairly, in all material respects,
material, posisi keuangan konsolidasian Grup tanggal the consolidated financial position of the Group as
31 Desember 2025, serta kinerja keuangan dan arus of December 31, 2025, as well as its consolidated
kas konsolidasiannya untuk tahun yang berakhir pada financial performance and cash flows for the year
tanggal tersebut, sesuai dengan Standar Akuntansi then ended, in accordance with Indonesian Financial
Keuangan di Indonesia. Accounting Standards.
4
2025 Annual Report PT Elnusa Tbk
202
Page 203
POSISI KEUANGAN KONSOLIDASIAN
CONSOLIDATED FINANCIAL POSITION
Posisi Keuangan Konsolidasian Tahun 2024-2025
Consolidated Financial Position 2024-2025
Kenaikan (Penurunan)
2024-2025
2025
2024 Increase (Decrease)
Pos Akun (Rp-juta)
(Rp-juta) 2024-2025
Account (Rp-million)
(Rp-million)
Nominal Persentase
(Rp-juta) (%)
(Rp-million) Percentage (%)
5
Aset
Assets
Jumlah Aset
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
10.961.040 10.628.300 332.740 3,13
Total Assets
Liabilitas dan Ekuitas
Liabilities and Equity
Liabilitas
Liabilities
Jumlah Liabilitas
5.646.878 5.724.826 (77.948) (1,36)
Total Liabilities
Ekuitas
Equity
Jumlah Ekuitas
5.314.162 4.903.474 410.688 8,38
Total Equity
Jumlah Liabilitas dan Ekuitas
10.961.040 10.628.300 332.740 3,13
Total Liabilities and Equity
6
ASET
Sustainability Reference
Rujukan Keberlanjutan
ASSETS
"Peningkatan aset Perusahaan menegaskan komitmen Manajemen dalam memperkuat
struktur keuangan dan mendukung pertumbuhan jangka panjang Perusahaan."
"The increase in the Company’s assets reflects Management’s commitment to
strengthening the financial structure and supporting the Company’s long-term growth."
Kinerja Aset Tahun 2024-2025 7
Asset Performance 2024-2025
Financial Report
Laporan Keuangan
Kenaikan (Penurunan)
2025 2024-2025
2024
Increase (Decrease)
Pos Akun 2024-2025
Account Jumlah Kontribusi Jumlah Kontribusi Persentase
Nominal
(Rp-juta) (%) (Rp-juta) (%) (%)
(Rp-juta)
Total Contribution Total Contribution Percentage
(Rp-million)
(Rp-million) (%) (Rp-million) (%) (%)
Aset Lancar
7.820.852 71,35 7.062.456 66,45 758.396 10,74
Current Assets
Aset Tidak Lancar
Non Current 3.140.188 28,65 3.565.844 33,55 (425.656) (11,94)
Assets
Jumlah Aset
10.961.040 100,00 10.628.300 100,00 332.740 3,13
Total Assets
2025 Annual Report PT Elnusa Tbk
203
Page 204
2025 Performance Highlights
Kilas Kinerja 2025
1
2Laporan Management
Management Report
Profil Perusahaan
Company Profile
Komposisi Aset
Asset Composition
3
Aset
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tidak Aset
Lancar; Tidak
33,55% Lancar;
28,65%
2024 2025
Aset
Lancar;
Aset 71,35%
Lancar;
66,45%
4
Aset Tidak Lancar Aset Lancar
Non Current Assets Current Assets
2025 Annual Report PT Elnusa Tbk
204
Page 205
Pada tahun buku 2025, Perusahaan membukukan In fiscal year 2025, the Company recorded total assets
Jumlah Aset mencapai Rp10,96 triliun, mengalami of Rp10.96 trillion, representing an increase of 3.13%
kenaikan 3,13% dibandingkan tahun 2024 sebesar compared to 2024 at Rp10.63 trillion. The composition
Rp10,63 triliun. Komposisi Aset Perusahaan sebagian of the Company’s assets was largely supported by
besar ditopang Aset Lancar yang menunjukkan current assets, which showed an increase as described
Kenaikan sebagaimana akan dijelaskan secara rinci di in detail below.
bawah ini.
5
Aset Lancar Perusahaan pada tahun 2025 tercatat The Company’s current assets in 2025 were recorded
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
mencapai Rp7,82 triliun, mengalami kenaikan10,74% at Rp7.82 trillion, representing an increase of 10.74%
dibandingkan tahun 2024 sebesar Rp7,06 triliun. compared to 2024 at Rp7.06 trillion. The increase
Kenaikan Aset Lancar terutama disebabkan kenaikan in current assets was mainly driven by higher trade
pada piutang usaha dan pajak dibayar di muka seiring receivables and prepaid taxes, in line with the
dengan peningkatan pendapatan Perusahaan di tahun Company’s revenue growth of 8.25% compared to
2025 yang tumbuh sebesar 8.25% dari tahun 2024. 2024.
ASET LANCAR
CURRENT ASSETS
6
Sustainability Reference
Rujukan Keberlanjutan
Kenaikan (Penurunan)
2024-2025
2025 Increase (Decrease)
2024
Pos Akun (Rp-juta) 2024-2025
(Rp-juta)
Account (Rp-million) Persentase
(Rp-million) Nominal
(%)
(Rp-juta)
Percentage
(Rp-million)
(%)
Kas dan setara kas
2.698.503 2.949.057 (250.554) (8,50)
Cash and cash equivalents
Piutang usaha – neto
3.632.332 3.154.215 478.117 15,15
Trade receivables - net
Aset keuangan lancar lainnya – neto
Other current financial assets - net
109.718 119.881 (10.163) (8,48) 7
Persediaan - neto
Financial Report
Laporan Keuangan
461.645 515.267 (53.622) (10,41)
Inventories - net
Uang muka - bagian lancar
50.661 122.817 (72.156) (58,75)
Advances - current portion
Pajak dibayar di muka - bagian lancar
833.475 150.712 682.763 453,02
Prepaid taxes - current portion
Biaya dibayar di muka dan asset lancar lainnya
34.518 50.507 (15.989) (31,66)
Prepaid expenses and other current assets
Jumlah Aset Lancar
7.820.852 7.062.456 758.396 10,74
Total Current Assets
2025 Annual Report PT Elnusa Tbk
205
Page 206
Kinerja Kas dan Setara Kas Tahun 2024-2025
Cash and Cash Equivalents Performance 2024-2025
2025 Performance Highlights
Kenaikan (Penurunan)
2024-2025
Increase (Decrease)
Kilas Kinerja 2025
2025 2024 2024-2025
Pos Akun
(Rp-juta) (Rp-juta)
Account Persentase
(Rp-million) (Rp-million) Nominal
(%)
(Rp-juta)
Percentage
(Rp-million)
(%)
Kas
357 550 (193) (35,09)
Cash on hand
1
Bank
Cash in banks
Rupiah 1.794.008 1.945.258 (151.250) (7,78)
Dolar Amerika Serikat
276.138 173.249 102.889 59,39
US Dollar
Jumlah Kas pada Bank
2.070.146 2.118.507 (48.361) (2,28)
Total Cash in Banks
Laporan Management
Call Deposit dan Deposito Berjangka
Management Report
Call deposits and time deposits
Rupiah 628.000 830.000 (202.000) (24,34)
Jumlah Call Deposit dan Deposito Berjangka
628.000 830.000 (202.000) (24,34)
Total call deposits and time deposits
Jumlah Kas dan Setara Kas
2.698.503 2.949.057 (250.554) (8,50)
Total Cash and Cash Equivalent
2
Jumlah Kas dan Setara Kas Perusahaan tahun 2025 The Company’s total cash and cash equivalents in
mencapai Rp2,70 triliun, mengalami penurunan 2025 amounted to Rp2.70 trillion, representing a
8,50% dibandingkan kas dan setara akhir tahun 2024 decrease of 8.50% compared to the year-end 2024
sebesar Rp2,95 triliun. Penurunan Kas dan Setara balance of Rp2.95 trillion. The decline in cash and
Kas terutama disebabkan adanya pelunasan Sukuk cash equivalents was mainly due to the repayment of
Ijarah Berkelanjutan I Tahap I Tahun 2020 sebesar Sustainable Ijarah Sukuk I Phase I Year 2020 amounting
Rp700 miliar beserta imbal hasil Rp15,75 miliar pada to Rp700 billion, along with returns of Rp15.75 billion
Profil Perusahaan
Company Profile
11 Agustus 2025 yang sepenuhnya menggunakan on August 11, 2025, which was fully funded using
dana internal tanpa penambahan utang baru. internal cash without incurring additional debt.
3
Piutang Usaha
Trade Receivables
Kinerja Piutang Usaha Tahun 2024-2025
Trade Receivables Performance 2024-2025
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Kenaikan (Penurunan)
2024-2025
Increase (Decrease)
2025 2024 2024-2025
Pos Akun
(Rp-juta) (Rp-juta)
Account Persentase
(Rp-million) (Rp-million) Nominal
(%)
(Rp-juta)
Percentage
(Rp-million)
(%)
Difakturkan
1.101.242 1.328.385 (227.143) (17,10)
Billed
Belum Difakturkan
2.739.161 2.028.236 710.925 35,05
Unbilled
Jumlah Piutang Usaha
4
3.840.403 3.356.621 483.782 14,41
Total Trade Receivables
Cadangan Kerugian Penurunan Nilai
(208.071) (202.406) (5.665) 2,80
Allowance for impairment
Jumlah Piutang Usaha-Neto
3.632.332 3.154.215 478.117 15,16
Total Trade Receivables - net
2025 Annual Report PT Elnusa Tbk
206
Page 207
Perusahaan membukukan Piutang Usaha-Neto The Company recorded net trade receivables of
tahun 2025 mencapai Rp3,6 triliun, mengalami Rp3.6 trillion in 2025, representing an increase of
kenaikan 15,16% dibandingkan tahun 2024 sebesar 15.16% compared to 2024 at Rp3.15 trillion. The
Rp3,15 triliun. Kenaikan Piutang Usaha-Neto seiring increase in net trade receivables was in line with business
dengan pertumbuhan pendapatan usaha yang revenue growth of 8.25% compared to the previous
mencapai 8,25% dari tahun lalu namun di sisi lain year. However, delays in the completion of several
adanya perlambatan penyelesaian beberapa kontrak contracts in the Sales of Goods and Energy Distribution
pada bisnis penjualan barang dan jasa distribusi dan and Logistics Services segment also contributed to a
logistik turut berperan terhadap perlambatan collection slower collection period for the Company.
period Perusahaan.
5
Persediaan Inventories
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Persediaan Perusahaan terdiri dari bahan baku, The Company’s inventories consist of raw materials,
barang kebutuhan proyek, dan barang dagangan. project supplies, and merchandise. In 2025, the
Di tahun 2025, Perusahaan mencatat nilai Persediaan Company recorded inventories amounting to Rp462
sebesar Rp462 miliar, mengalami penurunan 10,41% billion, representing a decrease of 10.41% or
atau setara Rp53,62 miliar dibandingkan tahun 2024 equivalent to Rp53.62 billion compared to 2024 at
sebesar Rp515,27 miliar. Penurunan persediaan ini di Rp515.27 billion. This decrease in inventories was
pengaruhi oleh peningkatan penjualan pada bisnis unit driven by increased sales in the Inmar fuel business unit
BBM Inmar dan bisnis unit Oil Country Tubular Goods and the Oil Country Tubular Goods (OCTG) business
(OCTG). unit.
ASET TIDAK LANCAR
NON CURRENT ASSETS
6
Aset Tidak Lancar
Non Current Assets
Sustainability Reference
Rujukan Keberlanjutan
Kenaikan (Penurunan)
2024-2025
2025 Increase (Decrease)
(Rp-juta) 2024 2024-2025
Pos Akun
(Rp-million) (Rp-juta)
Account Persentase
(Rp-million) Nominal
(%)
(Rp-juta)
Percentage
(Rp-million)
(%)
Aset Keuangan Tidak Lancar Lainnya
Other non-current financial assets - 198.310 229.602 (31.292) (13,63)
Investasi Pada Saham-Neto
Investments in shares - net 7.327 38.578 (31.251) (81,01)
7
Financial Report
Laporan Keuangan
Uang Muka-Bagian Tidak Lancar
Advances - non-current portion 39.498 11.716 27.782 237,13
Aset Tetap-Neto
Fixed assets - net 2.118.289 1.934.147 184.142 9,52
Aset Tak Berwujud-Neto
Intangible assets - net 12.758 20.359 (7.601) (37,33)
Properti Investasi-Neto
Investment properties - net 50.785 50.873 (88) (0,17)
Pajak Dibayar Di Muka-Bagian Tidak Lancar
Prepaid taxes - non-current portion 92.635 970.970 (878.335) (90,46)
Aset Hak Guna-Neto
Right-of-use assets - net 428.819 114.490 314.329 274,55
Aset Pajak Tangguhan-Neto
Deferred tax assets - net 164.287 146.672 17.615 12,01
Aset Lain-Lain
Other assets 27.480 48.437 (20.957) (43,27)
Jumlah Aset Tidak Lancar
Total Non-Current Assets 3.140.188 3.565.844 (425.656) (11,94)
2025 Annual Report PT Elnusa Tbk
207
Page 208
Aset Tetap
2025 Performance Highlights
Fixed Assets
Kenaikan (Penurunan)
Kilas Kinerja 2025
2024-2025
2025 Increase (Decrease)
2024
Pos Akun (Rp-juta) 2024-2025
(Rp-juta)
Account (Rp-million) Persentase
(Rp-million) Nominal
(%)
(Rp-juta)
Percentage
(Rp-million)
(%)
1
Tanah
316.858 316.740 118 0,04
Land
Bangunan, Prasarana, dan Instalasi
137.155 148.214 (11.059) (7,50)
Buildings, improvements, and installations
Mesin dan Peralatan
277.434 307.523 (30.089) (9,78)
Machinery and equipment
Perabotan dan Perlengkapan Kantor
22 (963) 985 102,30
Office furniture, fixtures and equipment
Laporan Management
Management Report
Alat Transportasi
439.412 355.850 83.562 23,48
Transportation equipment
Konstruksi Baja
601.108 537.862 63.246 11,76
Steel constructions
Aset dalam Penyelesaian
(Mesin dan Peralatan)
361.777 284.398 77.379 27,21
Construction in progress
2
(Machinery and Equipment)
Provisi Penurunan Nilai
(15.477) (15.477) - -
Provision for Impairment
Nilai Buku Neto
2.118.289 1.934.147 184.142 9,52
Net book value
Profil Perusahaan
Company Profile
Aset Tetap-Neto Perusahaan tahun 2025 mencapai The Company’s net fixed assets in 2025 amounted
Rp2,1 triliun, mengalami kenaikan 9,52% dibandingkan to Rp2.1 trillion, representing an increase of 9.52%
tahun sebelumnya sebesar Rp1,93 triliun. Kenaikan Aset compared to the previous year at Rp1.93 trillion. The
Tetap-Neto disebabkan realisasi investasi Mobil Tanki increase in net fixed assets was driven by the realization
sebanyak 116 unit serta investasi mesin dan peralatan of investment in 116 tank trucks, as well as investments
3
untuk menunjang bisnis hulu migas terintegrasi. in machinery and equipment to support the integrated
upstream oil and gas business.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
LIABILITAS
LIABILITIES
"Penurunan liabilitas sebesar 1,36% menjadi Rp5,65 triliun pada 2025 menegaskan komitmen
Perusahaan dalam menjaga keseimbangan pertumbuhan dan kesehatan struktur keuangan."
"The decrease in liabilities by 1.36% to Rp5.65 trillion in 2025 reflects the Company’s commitment to
4
maintaining a balance between growth and the soundness of its financial structure."
2025 Annual Report PT Elnusa Tbk
208
Page 209
Kinerja Liabilitas Tahun 2024-2025
Liability Performance 2024-2025
Kenaikan (Penurunan)
2025 2024-2025
2024
Increase (Decrease)
Pos Akun 2024-2025
Account Jumlah Kontribusi Jumlah Kontribusi Persentase
Nominal
(Rp-juta) (%) (Rp-juta) (%) (%)
(Rp-juta)
5
Total Contribution Total Contribution Percentage
(Rp-million)
(Rp-million) (%) (Rp-million) (%) (%)
Liabilitas Jangka
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Pendek
Current Liabilities 5.266.159 93,26 5.411.187 94,52 (145.028) (2,68)
Liabilitas Jangka
Panjang
380.719 6,74 313.639 5,48 67.080 21,39
Non Current
Liabilities
Jumlah Liabilitas
5.646.878 100,00 5.724.826 100,00 (77.948) (1,36)
Total Liabilities
Komposisi Liabilitas
Liabilities Composition
6
Liabilitas Jangka panjang;
Sustainability Reference
Rujukan Keberlanjutan
Liabilitas Jangka panjang;
5,48% 6,74%
2024 2025
7
Financial Report
Laporan Keuangan
Liabilitas Jangka Pendek; Liabilitas Jangka Pendek;
94,52% 93,26%
Liabilitas Jangka panjang Liabilitas Jangka panjang
Non Current Assets Current Liabilities
Pada tahun buku 2025, Perusahaan membukukan In fiscal year 2025, the Company recorded total
Jumlah Liabilitas mencapai Rp5,65 triliun, mengalami liabilities of Rp5.65 trillion, representing a decrease
penurunan 1,36% dibandingkan tahun 2024 sebesar of 1.36% compared to 2024 at Rp5.72 trillion.
Rp5,72 triliun. Penurunan Jumlah Liabilitas terutama The decline in total liabilities was mainly due to the
disebabkan pelunasan Sukuk Ijarah yang diterbitkan repayment of Ijarah Sukuk issued in 2020 and maturing
pada tahun 2020 dan jatuh tempo pada Agustus 2025 in August 2025 amounting to Rp699.42 billion.
sebesar Rp699,42 miliar.
2025 Annual Report PT Elnusa Tbk
209
Page 210
Liabilitas Jangka Pendek
Current Liabilities
2025 Performance Highlights
Kenaikan (Penurunan)
2024-2025
Kilas Kinerja 2025
2025 Increase (Decrease)
(Rp-juta) 2024
Pos Akun 2024-2025
(Rp-million) (Rp-juta)
Account Persentase
(Rp-million) Nominal
(%)
(Rp-juta)
Percentage
(Rp-million)
(%)
1
Pinjaman Bank Jangka Pendek 38.601 130.068 (91.467) (70,32)
Short-term bank loans
Utang Usaha 905.515 1.154.736 (249.221) (21,58)
Trade payables
Liabilitas Jangka Pendek Lainnya
175.912 79.565 96.347 121,09
Other current liabilities
Liabilitas Imbalan Kerja Jangka Pendek 342.965 284.091 58.874 20,72
Short-term employee benefit liabilities
Laporan Management
Management Report
Beban Akrual 3.311.647 2.839.889 471.758 16,61
Accrued expenses
Utang Pajak 48.484 62.616 (14.132) (22,57)
Taxes payable
Pendapatan ditangguhkan-Bagian Lancar 10.700 10.700 - -
Deferred income- current portion
Utang Sukuk - 699.418 (699.418) (100)
2
Sukuk payable
Utang Jangka Panjang yang Jatuh tempo dalam
waktu satu tahun:
Current maturities of long term debts
Utang Bank 30.948 31.000 (52) (0,17)
Bank loans
Liabilitas Sewa 401.387 119.104 282.283 237,01
Lease liabilities
Profil Perusahaan
Jumlah Liabilitas Jangka Pendek
Company Profile
5.266.159 5.411.187 (145.028) (2,68)
Total Current Liabilities
Liabilitas Jangka Pendek Perusahaan tahun 2025 The Company’s current liabilities in 2025 amounted
mencapai Rp5,26 triliun, mengalami penurunan to Rp5.26 trillion, representing a decrease of 2.68%
2,68% dibandingkan tahun 2024 yang sebesar compared to 2024 at Rp5.41 trillion. The decline in
3
Rp5,41 triliun. Penurunan Liabilitas Jangka Pendek current liabilities was mainly due to the repayment of
disebabkan pelunasan utang Sukuk sebesar Sukuk debt amounting to Rp699.42 billion that matured
Rp699,42 miliar yang jatuh tempo di tahun 2025 in 2025, as well as a decrease in trade payables of
serta penurunan utang usaha yang mecapai 21,58% 21.58% compared to the previous year.
dari tahun sebelumnya.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Liabilitas Jangka Panjang
Non Current Liabilities
Kenaikan (Penurunan)
2024-2025
2025 Increase (Decrease)
(Rp-juta) 2024 2024-2025
Pos Akun
(Rp-million) (Rp-juta)
Account Persentase
(Rp-million) Nominal
(%)
(Rp-juta)
Percentage
(Rp-million)
4
(%)
Pendapatan yang Ditangguhkan-Bagian Tidak
Lancar 26.750 37.450 (10.700) (28,57)
Deferred income -net of current portion
Utang Jangka Panjang-Setelah Dikurangi Bagian
yang Jatuh Tempo dalam Waktu Satu Tahun
Long term debts-net of currrent maturities
2025 Annual Report PT Elnusa Tbk
210
Page 211
Utang Bank
122.418 153.439 (31.021) (20,22)
Bank loans
Liabilitas Sewa
56.517 23.973 32.544 135,75
Lease liabilities
Liabilitas Pajak Tangguhan
7.212 3.521 3.691 104,83
Deferred tax liability
Liabilitas Imbalan Kerja
167.822 95.256 72.566 76,18
Employee benefits liability
Jumlah Liabilitas Jangka Panjang
380.719 313.639 67.080 21,39
Total Non Current Liabilities
5
Liabilitas Jangka Panjang Perusahaan tahun 2025 The Company’s non-current liabilities in 2025 were
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
tercatat sebesar Rp380,72 miliar, mengalami kenaikan recorded at Rp380.72 billion, representing an increase
21,39% dibandingkan tahun 2024 yang tercatat of 21.39% compared to 2024 at Rp313.64 billion. The
sebesar Rp313,64 miliar. Kenaikan Liabilitas Jangka increase in non-current liabilities was driven by higher
Panjang disebabkan adanya peningkatan asumsi actuarial assumptions used in calculating employee
aktuaria untuk perhitungan imbalan kerja pekerja dan benefits, as well as an increase in lease liabilities as a
peningkatan pada liabilitas sewa sebagai dampak dari result of the implementation of PSAK 116.
penerapan PSAK 116.
EKUITAS
EQUITY
"Kenaikan ekuitas sebesar 8,37% menjadi Rp5,31 triliun pada 2025 mencerminkan
6
keberhasilan Perusahaan dalam memperkuat struktur permodalan di tengah dinamika bisnis."
Sustainability Reference
Rujukan Keberlanjutan
"The increase in equity by 8.37% to Rp5.31 trillion in 2025 reflects the Company’s success in
strengthening its capital structure amid evolving business dynamics."
Kinerja Ekuitas Tahun 2024-2025
Equity Performance 2024-2025
Kenaikan (Penurunan)
2024-2025
2025 Increase (Decrease)
(Rp-juta) 2024 2024-2025
Pos Akun
(Rp-million) (Rp-juta)
Account
(Rp-million) Nominal
Persentase
(%)
7
(Rp-juta)
Percentage
Financial Report
Laporan Keuangan
(Rp-million)
(%)
Modal Saham Ditempatkan dan Disetor
Penuh 7.298.500.000 Saham 729.850 729.850 - -
Issued and Fully Paid Share Capital of
7,298,500,000 Shares
Tambahan Modal Disetor 435.691 435.691 - -
Additional paid-in capital
Saldo Laba 4.242.435 3.809.473 432.962 11,37
Retained earnings
Penghasilan Komprehensif Lain (95.412) (73.132) (22.280) 30,47
Other comprehensive income
Jumlah Ekuitas yang Diatribusikan kepada
Pemilik Entitas Induk 5.312.564 4.901.882 410.682 8,38
Equity attributable to owners of the parent
entity
Kepentingan Non-pengendali 1.598 1.592 6 0,38
Non-controlling interests
Jumlah Ekuitas
5.314.162 4.903.474 410.688 8,38
Total Equity
2025 Annual Report PT Elnusa Tbk
211
Page 212
2025 Performance Highlights
Perusahaan membukukan Jumlah Ekuitas tahun 2025 In fiscal year 2025, the Company recorded total equity
Kilas Kinerja 2025
sebesar Rp5,31 triliun, mengalami kenaikan 8,38% of Rp5.31 trillion, representing an increase of 8.38%
dibandingkan Jumlah Ekuitas tahun 2024 yang tercatat compared to total equity in 2024 at Rp4.90 trillion.
sebesar Rp4,90 triliun. Kenaikan Ekuitas terutama The increase in equity was mainly driven by higher net
disebabkan peningkatan laba bersih Perusahaan tahun profit in fiscal year 2025.
buku 2025.
1
Laporan Perubahan Ekuitas Konsolidasi
Consolidated Statement of Changes in Equity
Tambahan Saldo Saldo Penghasilan Kepentingan
Laporan Management
Modal Modal Laba Laba Tidak Komprehensif Non
Management Report
Saham Disetor Dicadangkan Dicadangkan Lain Pengendali
Perihal Jumlah Jumlah
Share Additional Appropriated Unappropriated Other Non-
Subject Total Total
Capital Paid-in Retained Retained Comprehensive Controlling
Capital Earnings Earnings Income Interests
Saldo Balance
per/31/12/2019
729.850 435.691 135.229 2.329.556 (55.288) 3.575.038 1.660 3.576.698
Balance as of
2
December 31, 2019
Saldo Balance
per/31/12/2020
729.850 435.691 145.971 2.479.251 (51.325) 3.739.438 1.508 3.740.946
Balance as of
December 31, 2020
Saldo Balance
per/31/12/2021
729.850 435.691 155.934 2.503.303 (48.253) 3.776.525 1.609 3.778.134
Balance as of
December 31, 2021
Profil Perusahaan
Company Profile
Saldo Balance
per/31/12/2022
729.850 435.691 158.109 2.824.819 (32.844) 4.115.625 1.586 4.117.211
Balance as of
December 31, 2022
Saldo Balance
per/31/12/2023
3
729.850 435.691 158.109 3.138.916 (48.086) 4.414.480 1.588 4.416.068
Balance as of
December 31, 2023
Saldo Balance
per/31/12/2024
729.850 435.691 158.109 3.651.364 (73.132) 4.901.882 1.592 4.903.474
Balance as of
December 31, 2024
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Saldo Balance
per/31/12/2025
729.850 435.691 158.109 4.084.326 (95.412) 5.312.564 1.598 5.314.162
Balance as of
December 31, 2025
4
2025 Annual Report PT Elnusa Tbk
212
Page 213
LABA (RUGI) DAN PENGHASILAN KOMPREHENSIF LAIN
KONSOLIDASIAN
CONSOLIDATED PROFIT (LOSS) AND OTHER COMPREHENSIVE INCOME
"Pertumbuhan laba yang stabil mencerminkan konsistensi kinerja operasional serta
efektivitas strategi bisnis yang Perusahaan jalankan."
"Stable profit growth reflects consistent operational performance and the effectiveness
of the Company’s business strategy."
5
Kinerja Laba (Rugi) dan Penghasilan Komprehensif Lain Tahun 2024-2025
Profit (Loss) and Other Comprehensive Income Performance 2024-2025
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Kenaikan (Penurunan)
2024-2025
2025 Increase (Decrease)
(Rp-juta) 2024 2024-2025
Pos Akun
(Rp-million) (Rp-juta)
Account Persentase
(Rp-million) Nominal
(%)
(Rp-juta)
Percentage
(Rp-million)
(%)
Pendapatan
14.498.139 13.393.013 1.105.126 8,25
Revenue
Beban Pokok Pendapatan
(13.051.005) (12.068.115) (982.890) 8,14
Cost of Revenue
Laba Bruto
1.447.134 1.324.898 122.236 9,23
6
Gross Profit
Beban Penjualan
(7.437) (4.475) (2.962) 66,19
Selling Expenses
Sustainability Reference
Rujukan Keberlanjutan
Beban Umum dan Administrasi
(596.299) (515.009) (81.290) 15,78
General and Administrative Expenses
Pendapatan (Beban) Keuangan
30.593 73.963 (43.370) (58,64)
Finance income (expenses)
Pendapatan Lain-lain-Neto
38.764 27.452 11.312 41,21
Other income- Net
Laba Sebelum Pajak Final dan Pajak Penghasilan
912.755 906.829 5.926 0,65
Profit Before Final Tax and Income Tax
Beban Pajak Final dan Pajak Penghasilan
(194.343) (193.157) (1.186) 0,61
Final tax expense and Income tax expense
Laba Tahun Berjalan
718.412 713.672 4.740 0,66
Profit for the year
Penghasilan Komprehensif Lain:
7
Other Comprehensif Income:
Financial Report
Laporan Keuangan
Pos-pos yang tidak akan direklasifikasi ke laba
rugi:
Items that will not be reclassified to profit or loss:
Pengukuran kembali program imbalan pasti
(28.554) (31.620) 3.066 (9,70)
Remeasurements of defined benefit plans
Pajak tangguhan terkait
6.274 6.574 (300) (4,56)
Related deferred tax
Penghasilan/(Rugi) Komprehensif Lain Tahun Berjalan
Setelah Pajak
(22.280) (25.046) 2.766 (11,04)
Other Comprehensive Income/(Loss) for the Year, Net
of Tax
Jumlah Laba komprehensif Tahun Berjalan
696.132 688.626 7.506 1,09
Total Comprehensive Income for the Year
Laba Tahun Berjalan yang Dapat Diatribusikan
Kepada:
Profit for the Year Attributable to:
Pemilik Entitas Induk
718.406 713.668 4.738 0,66
Owners of the parent entity
2025 Annual Report PT Elnusa Tbk
213
Page 214
Kepentingan Non-Pengendali
6 4 2 50,00
Non-controlling interests
Total
718.412 713.672 4.740 0,66
Total
Jumlah Laba Komprehensif Tahun Berjalan yang
2025 Performance Highlights
Dapat Diatribusikan Kepada:
Total Comprehensive Income for the Year Attributable
to:
Kilas Kinerja 2025
Pemilik Entitas Induk
696.126 688.622 7.504 1,09
Owners of the parent entity
Kepentingan Non-Pengendali
6 4 2 50,00
Non-controlling interests
Total
696.132 688.626 7.506 1,09
Total
1
Laba Per Saham Dasar (Nilai Penuh)
98,43 97,78 0,65 0,66
Basic Earnings per Share (Full Amount)
Pendapatan
Revenue
Kinerja Pendapatan Tahun 2024-2025
Laporan Management
Management Report
Revenue Performance 2024-2025
Kenaikan (Penurunan)
2025 2024-2025
2024
Increase (Decrease)
2024-2025
Pos Akun
2
Account Jumlah Kontribusi Jumlah Kontribusi Persentase
Nominal
(Rp-juta) (%) (Rp-juta) (%) (%)
(Rp-juta)
Total Contribution Total Contribution Percentage
(Rp-million)
(Rp-million) (%) (Rp-million) (%) (%)
Pihak Ketiga
Third party
Penjualan Barang dan Jasa
Distribusi dan Logistik Energi
Profil Perusahaan
Company Profile
Sales of Goods and Energy 2.304.207 15,89 1.489.552 11,12 814.655 54,69
Distribution and
Logistics Services
Jasa Hulu Migas
Terintegrasi
549.934 3,79 555.073 4,14 (5.139) (0,93)
Integrated Upstream Oil
3
and Gas Services
Jasa Penunjang Migas
Oil and Gas Supporting 271.540 1,88 334.327 2,50 (62.787) (18,78)
Services
Subjumlah
3.125.681 21,56 2.378.952 17,76 746.729 31,39
Subtotal
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Pihak Berelasi
Related Parties
Penjualan Barang dan Jasa
Distribusi dan Logistik Energi
Sales of Goods and Energy 6.379.025 44,00 5.292.242 39,52 1.086.783 20,54
Distribution and
Logistics Services
Jasa Hulu Migas
Terintegrasi
3.589.975 24,76 4.508.328 33,66 (918.353) (20,37)
Integrated Upstream Oil
and Gas Services
Jasa Penunjang Migas
Oil and Gas Supporting 1.403.458 9,68 1.213.491 9,06 189.967 15,65
4
Services
Subjumlah
11.372.458 78,44 11.014.061 82,24 358.397 3,25
Subtotal
Jumlah
14.498.139 100,00 13.393.013 100,00 1.105.126 8,25
Total
2025 Annual Report PT Elnusa Tbk
214
Page 215
Pendapatan yang dibukukan Perusahaan tahun 2025 The Company recorded revenue of Rp14.49 trillion in
sebesar Rp14,49 triliun, mengalami kenaikan 8,25% 2025, representing an increase of 8.25% compared
dibandingkan Pendapatan tahun sebelumnya sebesar to the previous year at Rp13.39 trillion. The growth
Rp13,39 triliun. Kenaikan terutama didorong oleh was mainly driven by the performance of the Sales
kinerja segmen Penjualan Barang dan Jasa Distribusi of Goods and Energy Distribution and Logistics
& Logistik Energi yaitu PT Elnusa Petrofin serta Jasa Services segment, namely PT Elnusa Petrofin, as well
Penunjang yaitu PT Elnusa Fabrikasi Konstruksi. as supporting services provided by PT Elnusa Fabrikasi
Konstruksi.
Peningkatan penjualan pada bisnis Trading BBM Inmar Sales growth in the Inmar fuel trading and transportation
dan Transportasi pada segmen Penjualan Barang dan businesses within the Sales of Goods and Energy
5
Jasa Distribusi & Logistic Energi meningkat cukup Distribution and Logistics Services segment increased
besar yang berasal baik dari exisiting project maupun significantly, driven by both existing projects and the
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
penambahan project baru yang diperoleh di tahun addition of new projects secured in 2025. In addition,
2025. Selain itu, di bisnis jasa penunjang mengalami the supporting services business also recorded growth,
peningkatan terutama pada bisnis Oil Country Tubular particularly in the Oil Country Tubular Goods (OCTG)
Goods (OCTG) dengan keberhasilan penyiapan segment, marked by the successful preparation of 70
70 sumur Put On Production (PoP) di Pertamina Hulu Put On Production (PoP) wells at Pertamina Hulu Rokan,
Rokan serta penyelesaian proyek-proyek sinergi dan as well as the completion of synergy and Engineering,
Engineering Procurement Construction (EPC). Procurement, and Construction (EPC) projects.
Beban Pokok Pendapatan
Cost of Revenue
6
Kinerja Beban Pokok Pendapatan Tahun 2024-2025
Cost of Revenue Performance 2024-2025
Sustainability Reference
Rujukan Keberlanjutan
Kenaikan (Penurunan)
2024-2025
Increase (Decrease)
2025 2024 2024-2025
Pos Akun
(Rp-juta) (Rp-juta)
Account Persentase
(Rp-million) (Rp-million) Nominal
(%)
(Rp-juta)
Percentage
(Rp-million)
(%)
Jasa Subkontraktor
3.668.824 3.434.639 234.185 6,82
Sub-contract services
Gaji , Upah dan kesejahteraan karyawan
Salaries, wages and employee benefits
2.336.405 2.083.588 252.817 12,13
7
Bahan Bakar
Financial Report
Laporan Keuangan
1.107.367 1.164.298 (56.931) (4,89)
Fuel
Penyusutan dan Amortisasi
736.127 646.960 89.167 13,78
Depreciation and amortization
Biaya Lainnya
5.202.282 4.738.630 463.652 9,78
Other fees
Jumlah Beban Pokok Pendapatan
13.051.005 12.068.115 982.890 8,14
Total Cost of Revenue
Perusahaan membukukan Beban Pokok Pendapatan The Company recorded cost of revenue of Rp13.05
tahun 2025 sebesar Rp13,05 miliar, mengalami trillion in 2025, representing an increase of 8.14%
kenaikan 8,14% dibandingkan tahun sebelumnya compared to the previous year at Rp12.07 trillion. The
sebesar Rp12,07 triliun. Kenaikan tersebut seiring increase was in line with the growth in revenue.
dengan kenaikan pendapatan.
2025 Annual Report PT Elnusa Tbk
215
Page 216
Beban Usaha
Operating Expenses
2025 Performance Highlights
Kinerja Beban Usaha Tahun 2024-2025
Operating Expenses Performance 2024-2025
Kilas Kinerja 2025
Kenaikan (Penurunan)
2024-2025
Increase (Decrease)
2025 2024 2024-2025
Pos Akun
(Rp-juta) (Rp-juta)
Account Persentase
(Rp-million) (Rp-million) Nominal
1
(%)
(Rp-juta)
Percentage
(Rp-million)
(%)
Beban Penjualan
7.437 4.475 2.962 66,19
Selling Expenses
Beban Umum dan Administrasi
596.299 515.009 81.290 15,78
General and Administrative Expenses
Jumlah Beban Usaha
Laporan Management
603.736 519.484 84.252 16,22
Management Report
Total Operating Expenses
Beban Usaha Perusahaan terdiri dari 2 (dua) komponen The Company’s operating expenses consist of 2 (two)
utama, yaitu Beban Penjualan dan Beban Umum dan main components, namely Selling Expenses and
2
Administrasi. Pada tahun 2025, Jumlah Beban Usaha General and Administrative Expenses. In 2025, total
Perusahaan tercatat mencapai Rp603,73 miliar, operating expenses amounted to Rp603.73 billion,
mengalami kenaikan 16,22% dibandingkan tahun representing an increase of 16.22% compared to 2024
2024 yang tercatat sebesar Rp519,48 miliar. Kenaikan at Rp519.48 billion. The increase was driven by the
disebabkan, adanya dampak dari perhitungan PSAK impact of PSAK 109 calculations and the recognition
109 dan pencatatan obsolate atas persediaan of inventory obsolescence.
Perusahaan.
Profil Perusahaan
Company Profile
Laba Sebelum Beban Bunga, Pajak, Depresiasi dan Amortisasi (EBITDA)
Earnings Before Interest, Taxes, Depreciation, and Amortization (EBITDA)
3
Kenaikan (Penurunan)
2024-2025
2025 Increase (Decrease)
(Rp-juta) 2024 2024-2025
Pos Akun
(Rp-million) (Rp-juta)
Account Persentase
(Rp-million) Nominal
(%)
(Rp-juta)
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Percentage
(Rp-million)
(%)
Laba Operasional
843.398 805.414 37.984 4,72
Operating Income
Beban Depresiasi
742.556 649.171 93.385 14,39
Depreciation Expense
EBITDA 1.585.954 1.454.585 131.369 9,03
Persentase Depresiasi terhadap
EBITDA (%) 46,82 44,63 2.19 4,91
Depreciation to EBITDA Ratio (%)
Persentase Laba Operasional terhadap
Pendapatan (%) 5,82 6,01 (0.19) (3,16)
4
Operating Income to Revenue Ratio (%)
Persentase EBITDA terhadap
Pendapatan (%) 10,94 10,86 (0.08) (0.74)
EBITDA to Revenue Ratio (%)
2025 Annual Report PT Elnusa Tbk
216
Page 217
Pada tahun 2025, EBITDA yang dicatat Perusahaan In 2025, the Company recorded EBITDA of
mencapai Rp1,53 triliun, mengalami kenaikan 5,34% Rp1.53 trillion, representing an increase of 5.34%
dibandingkan EBITDA tahun sebelumnya yang compared to the previous year at Rp1.45 trillion. The
mencapai Rp1,45 triliun. Kenaikan EBITDA terutama increase in EBITDA was mainly driven by improved
disebabkan adanya peningkatan kinerja operasional operational performance and higher depreciation
dan peningkatan beban depresiasi yang didorong oleh expenses resulting from increased Company
peningkatan investasi Perusahaan. investments.
Pendapatan/(Beban) Lain-Lain
Other Income/(Expenses)
5
Kinerja Pendapatan/(Beban) Lain-lain Tahun 2024-2025
Other Income/(Expense) Performance 2024-2025
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Kenaikan (Penurunan)
2024-2025
2025 Increase (Decrease)
(Rp-juta) 2024 2024-2025
Pos Akun
(Rp-million) (Rp-juta)
Account Persentase
(Rp-million) Nominal
(%)
(Rp-juta)
Percentage
(Rp-million)
(%)
Laba (Rugi) Penjualan Aset Tetap
673 (376) 1.049 278,99
Profit (Loss) on Sale of Fixed Assets
Penghasilan Bunga
127.480 198.558 (71.078) (35,80)
6
Interest Income
Beban Bunga
(96.887) (124.595) (27.708) (22,23)
Sustainability Reference
Rujukan Keberlanjutan
Interest expense
Laba (Rugi) Selisih Kurs
18.826 18.291 535 2,92
Foreign Exchange Gain (Loss)
Lain-lain – bersih
19.265 9.537 9.728 102,00
Others - net
Jumlah Pendapatan/(Beban) Lain-lain
69.357 101.415 (32.058) (31,61)
Total Other Income/(Expenses)
Pada tahun 2025 Perusahaan membukukan In 2025, the Company recorded Other Income/
Pendapatan/Beban Lain-lain secara kumulatif (Expenses) on a cumulative basis amounting to
sebesar Rp69,36 miliar, mengalami penurunan Rp69.36 billion, representing a decrease of 31.61% 7
31,61% dibandingkan tahun sebelumnya di mana compared to the previous year, when the Company
Financial Report
Laporan Keuangan
Perusahaan membukukan Pendapatan Lain-lain sebesar recorded Other Income of Rp101.42 billion. The
Rp101,42 miliar. Penurunan tersebut disebabkan decline was mainly due to lower deposit and current
penurunan sebagai dampak dari penurunan suku account interest rates, as well as the recognition of
bunga deposito dan giro serta di tahun 2024 terdapat interest income in 2024 from the settlement of a Bank
pendapatan bunga dari penyelesaian kasus Bank Mega case. In addition, there was a decrease in
Mega. Selain itu adanya penurunan beban bunga interest expenses as a result of lower short-term and
dampak dari penurunan utang bank jangka pendek long-term bank borrowings.
dan jangka panjang.
Laba Tahun Berjalan Profit for the Year
Pada tahun 2025 Perusahaan mencatat Laba Bersih In 2025, the Company recorded net profit of Rp718.41
sebesar Rp718,41 miliar mengalami kenaikan sebesar billion, representing an increase of 0.66% compared to
0,66% dibandingkan tahun sebelumnya sebesar the previous year at Rp713.67 billion. This increase led
Rp713,67 miliar. Peningkatan ini mendorong kenaikan to a rise in earnings per share (EPS) to Rp98.43 per
laba bersih per saham (EPS) menjadi Rp98,43 share from Rp97.78 per share in the previous year.
per saham dari Rp97,78 per saham pada tahun
sebelumnya.
2025 Annual Report PT Elnusa Tbk
217
Page 218
Penghasilan/(Rugi) Komprehensif Lain Tahun Other Comprehensive Income/(Loss) for the
Berjalan Setelah Pajak Year, Net of Tax
2025 Performance Highlights
Pada tahun 2025 Perusahaan membukukan Rugi In 2025, the Company recorded Other Comprehensive
Komprehensif Lain Tahun Berjalan Setelah Pajak Loss for the year, net of tax, amounting to Rp22.28
sebesar Rp22,28 miliar mengalami penurunan 11,04% billion, representing a decrease of 11.04% compared
Kilas Kinerja 2025
dibandingkan tahun sebelumnya di mana Perusahaan to the previous year at Rp25.05 billion.
membukukan Rugi Komprehensif Lain Tahun Berjalan
Setelah Pajak sebesar Rp25,05 miliar.
Jumlah Laba komprehensif Tahun Berjalan Total Comprehensive Income for the Year
1
Atas kinerja Penghasilan/Rugi Komprehensif Lain Based on the performance of Other Comprehensive
Tahun Berjalan Setelah Pajak di atas, di tahun 2025 Income/Loss for the year, net of tax, as described above,
Perusahaan mencatat Jumlah Laba komprehensif in 2025 the Company recorded total comprehensive
Tahun Berjalan sebesar Rp696,132 miliar, mengalami income for the year of Rp696.132 billion, representing
kenaikan 0,54% dibandingkan tahun sebelumnya an increase of 0.54% compared to the previous year at
sebesar Rp688,63 miliar. Kenaikan ini terutama Rp688.63 billion. The increase was mainly driven by
disebabkan penurunan pengukuran kembali program a decrease in remeasurement of defined benefit plans
Laporan Management
Management Report
imbalan pasti dan pajak tangguhan. and deferred tax.
Rasio-rasio Profitabilitas: Kemampuan Perusahaan dalam Menciptakan Nilai Tambah Melalui
Keuntungan
Profitability Ratios: A Company's Ability to Create Added Value Through Profits
2
Kinerja Rasio Profitabilitas dan Aktivitas/Efisiensi Tahun 2024-2025
Profitability and Activity/Efficiency Ratio Performance 2024-2025
Selisih
2025 2024-2025
Rasio (%) 2024 (%)
Ratios (%) Difference
2024-2025
Profil Perusahaan
Company Profile
(%)
Rasio Profitabilitas
Profitability Ratios
Margin Laba Bruto
9,98 9,89 0,09
Gross Profit Margin
3
Margin Laba Operasi
5,82 6,01 3,16
Operating Profit Margin
Margin Laba Bersih*
4,96 5,33 (0,37)
Net Profit Margin*
Margin Laba Bersih Tanpa Laba (Rugi) Penjualan Aset Tetap**
4,95 5,33 (0,38)
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Net Profit Margin Excluding Gain (Loss) on Disposal of Fixed Assets**
Margin EBITDA
10,94 10,86 0,08
EBITDA Margin
Imbal Hasil Aset
6,55 6,71 (0,16)
Return on Assets
Imbal Hasil Ekuitas
13,52 14,55 (1,03)
Return on Equity
Rasio Aktivitas/Efisiensi
Activity/Efficiency Ratios
Perputaran Total Aset
132,26 126,01 4,96
Total Asset Turnover
4
EBITDA terhadap Beban Keuangan
16,37 11,67 4,70
EBITDA to Finance Costs Ratio
*) Perhitungan margin laba bersih yang tercantum dalam laporan ini menggunakan Laba Tahun Berjalan yang Dapat Diatribusikan kepada Pemilik
Entitas Induk.
**) Perhitungan Margin Laba Bersih Tanpa Laba (Rugi) Penjualan Aset Tetap yang tercantum dalam laporan ini menggunakan Laba Tahun Berjalan
yang dapat Diatribusikan kepada Pemilik Entitas Induk-Tanpa Laba (Rugi) Penjualan Aset Tetap.
*) The calculation of the net profit margin presented in this report uses Profit for the Year Attributable to Owners of the Parent Entity.
**) The calculation of Net Profit Margin Excluding Gain (Loss) on Disposal of Fixed Assets presented in this report uses Profit for the Year Attributable to
Owners of the Parent Entity—excluding Gain (Loss) on Disposal of Fixed Assets.
2025 Annual Report PT Elnusa Tbk
218
Page 219
Kinerja Perusahaan berdasarkan margin profitabilitas The Company’s performance, as measured by
untuk mengukur kemampuan Perusahaan dalam profitability margins to assess its ability to generate
menghasilkan laba menunjukkan peningkatan baik profit, showed improvement both in nominal terms and
secara nominal maupun margin profitabilitas. Hal ini in profitability margins. This was driven by increased
di dorong dari peningkatan produktivitas pada segmen productivity in the upstream oil and gas services
jasa hulu migas serta meningkatnya aktivitas hulu segment, as well as higher upstream oil and gas
migas. activities.
ARUS KAS KONSOLIDASIAN
CONSOLIDATED CASH FLOW
5
Saldo kas dan setara kas pada akhir tahun 2025 The cash and cash equivalents balance at the end of
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
tercatat sebesar Rp2,6 triliun, mengalami penurunan 2025 was recorded at Rp2.6 trillion, representing a
8% dibandingkan tahun 2024 sebesar Rp2,9 triliun. decrease of 8% compared to 2024 at Rp2.9 trillion.
Disebabkan Perusahaan berhasil melunasi Sukuk Ijarah This was mainly due to the Company’s successful
Berkelanjutan I Tahap I Tahun 2020 menggunakan repayment of Sustainable Ijarah Sukuk I Phase I Year
kas internal. Sehingga Arus Kas Aktivitas Pendanaan 2020 using internal cash. As a result, cash flow from
meningkat sebesar 272% dibandingkan tahun lalu. financing activities increased by 272% compared to the
previous year.
Kinerja Arus Kas Tahun 2024-2025
Cash Flow Performance 2024-2025
Kenaikan (Penurunan)
6
2024-2025
2025 Increase (Decrease)
Sustainability Reference
Rujukan Keberlanjutan
(Rp-juta) 2024 2024-2025
Pos Akun
(Rp-million) (Rp-juta)
Account Persentase
(Rp-million) Nominal
(%)
(Rp-juta)
Percentage
(Rp-million)
(%)
Arus Kas dari Aktivitas Operasi
1.691.120 1.747.142 (56.022) (3,21)
Cash Flow from Operating Activities
Arus Kas dari Aktivitas Investasi
(439.340) (477.660) 38.320 (8,02)
Cash Flow from Investing Activities
Arus Kas dari Aktivitas Pendanaan
(1.513.477) (406.037) (1.107.440) 272,74
Cash Flow from Financing Activities
Dampak Perubahan Selisih Kurs Terhadap Setara Kas
Effect of exchange rate changes on cash and cash 11.143 7.887 3.256 41,28
7
Financial Report
Laporan Keuangan
equivalents
Kenaikan (Penurunan) neto kas dan setara kas
(250.554) 871.332 (1.121.886) (128,76)
Net increase (decrease) in cash and cash equivalents
Kas dan Setara Kas Pada Awal Tahun
2.949.057 2.077.725 871.332 41,94
Cash and Cash Equivalents at the Beginning of the Year
Kas dan Setara Kas Pada Akhir Tahun
2.698.503 2.949.057 (250.554) (8,50)
Cash and Cash Equivalents at the End of the Year
Pada tahun 2025, Saldo Kas dan Setara Kas In 2025, the Company’s year-end cash and cash
Akhir Tahun Perusahaan mencapai Rp2,69 triliun, equivalents balance amounted to Rp2.69 trillion,
mengalami penurunan 8,50% dibandingkan Saldo Kas representing a decrease of 8.50% compared to the
dan Setara Kas Akhir Tahun pada tahun 2024 sebesar year-end balance in 2024 at Rp2.94 trillion. The
Rp2,94 triliun. Penurunan kas karena Perusahaan telah decrease was mainly due to the Company’s repayment
melunasi Sukuk Ijarah Berkelanjutan I Tahap I Tahun of Sustainable Ijarah Sukuk I Phase I Year 2020 using
2020 menggunakan kas internal. internal cash.
2025 Annual Report PT Elnusa Tbk
219
Page 220
Arus Kas dari Aktivitas Operasi
Cash Flow from Operating Activities
2025 Performance Highlights
Kinerja Arus Kas dari Aktivitas Operasi Tahun 2024-2025
Cash Flow from Operating Activities Performance 2024-2025
Kilas Kinerja 2025
Kenaikan (Penurunan)
2024-2025
2025 Increase (Decrease)
2024
Pos Akun (Rp-juta) 2024-2025
(Rp-juta)
Account (Rp-million)
1
(Rp-million) Nominal Persentase
(Rp-juta) (%)
(Rp-million) Percentage (%)
Penerimaan dari Pelanggan
14.555.573 13.620.574 934.999 6,86
Receipts from customers
Pembayaran Kepada Pemasok dan
Kontraktor (11.385.451) (1.221.033) 12,01
(10.164.418)
Laporan Management
Payments to suppliers and contractors
Management Report
Pembayaran Untuk Karyawan
(2.070.117) (2.142.798) 72.681 (3,39)
Payments to employees
Kas yang Dihasilkan dari Operasi
1.100.005 1.313.358 (213.353) (16,24)
Cash generated from operations
Penerimaan Restitusi Pajak
2
834.590 478.580 356.010 74,39
Receipts of tax refunds
Penerimaan Pendapatan Keuangan
127.364 198.064 (70.700) (35,70)
Receipts of finance income
Pembayaran Kepada Pemerintah
(168.000) (141.525) (26.475) 18,71
Cash paid to government
Pembayaran Beban Administrasi Bank
Profil Perusahaan
(20.139) (21.415) 1.276 (5,96)
Company Profile
Payments of bank administration expenses
Pembayaran Pajak Penghasilan
(199.453) (195.481) (3.972) 2,03
Payments of income tax
Penerimaan Lainnya - Neto
16.753 115.561 (98.808) (85,50)
3
Other receipts - net
Kas Neto Diperoleh dari Aktivitas Operasi
1.691.120 1.747.142 (56.022) (3,21)
Net cash provided by operating activities
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Arus kas bersih dari aktivitas operasi Perusahaan Net cash flows from operating activities in 2025
pada tahun 2025 mencapai Rp1,69 triliun atau turun amounted to Rp1.69 trillion, representing a decrease
sebesar 3,21% dibandingkan tahun 2024 sebesar of 3.21% compared to 2024 at Rp1.74 trillion.
Rp1,74 triliun. Namun, jika arus kas bersih dari However, excluding interest income from time deposits
aktivitas operasi tahun 2024 dikeluarkan penerimaan related to the settlement of the Bank Mega case in
bunga deposito dari penyelesaian kasus Bank Mega, 2024, operating cash flow in 2025 increased by 5%
maka arus kas operasi tahun 2025 meningkat 5% dari compared to the previous year. Cash receipts from
tahun sebelumnya. Kenaikan penerimaan kas dari customers increased by 6.86% year-on-year, in line
pelanggan sebesar 6,86% dari tahun sebelumnya with the growth in revenue in 2025. In addition, the
seiringan dengan kenaikan pendapatan tahun 2025. Company received tax refunds for income tax (PPh)
Selain itu, Perusahaan mendapatkan penerimaan for fiscal years 2023–2025 and value-added tax
restitusi pajak PPH tahun 2023-2025 dan PPN tahun (VAT) for 2024–2025 amounting to Rp834 billion,
4
2024-2025 sebesar Rp834 miliar yang meningkat representing an increase of 74.39% compared to
74,39% dari tahun 2024 atau setara sebesar 2024, or equivalent to Rp356 billion. Other additional
Rp356 miliar. Tambahan penerimaan lainnya dari cash inflows were derived from interest income of
pendapatan bunga sebesar Rp127 miliar yang Rp127 billion, generated from the optimization of the
dihasilkan dari optimalisasi kas internal Perusahaan. Company’s internal cash.
2025 Annual Report PT Elnusa Tbk
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Arus Kas dari Aktivitas Investasi
Cash Flow from Operating Activities
Kinerja Arus Kas dari Aktivitas Investasi Tahun 2024-2025
Cash Flow from Investing Activities Performance 2024-2025
Kenaikan (Penurunan)
2024-2025
2025 Increase (Decrease)
(Rp-juta) 2024 2024-2025
Pos Akun
(Rp-million) (Rp-juta)
5
Account Persentase
(Rp-million) Nominal
(%)
(Rp-juta)
Percentage
(Rp-million)
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
(%)
Penerimaan dari Penjualan Aset Tetap
923 703 220 31,29
Proceeds from sale of fixed assets
Pembelian Aset Tetap
(442.891) (354.762) (88.129) 24,84
Purchases of fixed assets
Pembelian Barang Konsumsi Tahan Lama
(22.281) (49.710) 27.429 (55,18)
Purchase of Durable Goods
Pembelian Aset Tak Berwujud
(6.316) (20.089) 13.773 (68,56)
Purchase of Intangible Assets
Penerimaan Dividen Kas dari Perusahaan Asosiasi
31.225 15.345 15.880 103,49
Receipts of cash dividends from associates
Penempatan Deposito Berjangka
- (69.147) 69.147 -
Placement of time deposits
6
Kas Neto Digunakan untuk Aktivitas Investasi
(439.340) (477.660) 38.320 (8,02)
Net Cash Used in Investing Activities
Sustainability Reference
Rujukan Keberlanjutan
Di sisi lain, Arus kas bersih untuk aktivitas investasi On the other hand, the Company’s net cash used in
Perusahaan tahun 2025 sebesar Rp439,34 miliar, investing activities in 2025 amounted to Rp439.34
mengalami penurunan 8,02% dibandingkan tahun billion, representing a decrease of 8.02% compared
sebelumnya, dimana Perusahaan mencatat penggunaan to the previous year, in which the Company recorded
kas bersih untuk aktivitas investasi sebesar Rp477,66 net cash used in investing activities of Rp477.66
miliar. Penurunan tersebut disebabkan perlambatan billion. The decrease was mainly due to delays in the
pembangunan TLPG Kolaka dan Warehouse General construction of the TLPG Kolaka and the SCU General
Storage SCU. Storage Warehouse.
7
Sementara, realisasi pembelian barang modal untuk Meanwhile, the realization of capital expenditures for
Financial Report
Laporan Keuangan
pengembangan bisnis Perusahaan di sektor hulu dan business development in both upstream and downstream
hilir sebesar 50,2% antara lain untuk investasi 2 Coiled sectors accounted for 50.2%, including investments in
Tubing Units, U-Sit (Ultra Sonic Downhole Tools), Hopper 2 Coiled Tubing Units, U-Sit (Ultra Sonic Downhole
Barge, 2 Cementing Unit, Kelengkapan Laboratorium Tools), a Hopper Barge, 2 Cementing Units, Cementing
Cementing, dan Mobil Tanki Pola All In. Laboratory equipment, and all-in tank trucks.
Pembelian barang modal sebesar 49,8% digunakan The remaining 49.8% of capital expenditures was
untuk investasi yang bersifat rutin guna mempertahankan allocated for routine investments to maintain production
kapasitas produksi, mengganti peralatan yang sudah capacity, replace non-productive or fully depreciated
tidak produktif atau telah habis masa ekonomisnya, equipment, and for office building facility improvements.
dan sisanya digunakan untuk pembenahan fasilitas
gedung kantor.
2025 Annual Report PT Elnusa Tbk
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Arus Kas dari Aktivitas Pendanaan
Cash Flow from Financing Activities
2025 Performance Highlights
Kinerja Arus Kas dari Aktivitas Pendanaan Tahun 2024-2025
Kilas Kinerja 2025
Cash Flow from Financing Activities Performance 2024-2025
Kenaikan (Penurunan)
2024-2025
2025 Increase (Decrease)
(Rp-juta) 2024 2024-2025
Pos Akun
(Rp-juta)
1
Account (Rp-million)
(Rp-million) Persentase
Nominal
(%)
(Rp-juta)
Percentage
(Rp-million)
(%)
Penerimaan dari pinjaman bank
171.883 540.150 (368.267) (68,18)
Proceeds from bank loans
Pembayaran pinjaman bank
(294.711) (399.386) 104.675 (26,21)
Payment of bank loans
Laporan Management
Management Report
Pembayaran liabilitas sewa
(338.555) (258.490) (80.065) 30,97
Payment of lease liabilities
Pembayaran dividen kas
(285.444) (201.220) (84.224) 41,86
Payments of cash dividends
Pembayaran utang sukuk
(700.000) - (700.000) 100,00
Payments of sukuk payable
2
Pembayaran bunga pinjaman dan imbalan sukuk
(66.650) (87.091) 20.441 (23,47)
Payment of interest from expenses and sukuk
Kas Neto Digunakan untuk Aktivitas Pendanaan
(1.513.477) (406.037) (1.107.440) 272,74
Net cash used in financing activities
Profil Perusahaan
Company Profile
Sedangkan arus kas pada aktivitas pendanaan tahun Meanwhile, cash flows from financing activities in
2025, Perusahaan membukukan penggunaan kas 2025 reflected net cash outflows of Rp1.51 trillion,
bersih sebesar Rp1,51 triliun, mengalami kenaikan representing an increase of 272.74% compared to
272,74% dibandingkan tahun 2024, di mana tercatat 2024, when net cash outflows from financing activities
penggunaan kas bersih untuk aktivitas pendanaan amounted to Rp406.04 billion. The increase was mainly
3
mencapai Rp406,04 miliar. Kenaikan tersebut terutama due to the repayment of the principal of Sustainable
disebabkan adanya pelunasan atas pokok Sukuk Ijarah Ijarah Sukuk I Phase I Year 2020, which matured on
Berkelanjutan I Tahap Kesatu Tahun 2020 yang jatuh August 11, 2025, amounting to Rp700 billion, along
tempo pada tanggal 11 Agustus 2025 sebesar Rp700 with returns of Rp15.75 billion, fully paid using the
miliar dan imbal hasil sebesar Rp15,75 miliar yang Company’s internal funds.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
dibayarkan sepenuhnya menggunakan dana internal
Perusahaan.
Sepanjang tahun 2025, Perusahaan tidak melakukan Throughout 2025, the Company did not draw any
penarikan pinjaman jangka panjang, hanya melunasi new long-term borrowings and only repaid principal
kewajiban pokok dan bunga pinjaman jangka panjang and interest on long-term loans amounting to Rp90.1
sebesar Rp90,1 miliar diluar pelunasan Sukuk. billion, excluding the Sukuk repayment.
Perusahaan melakukan pembayaran deviden 2024 The Company also distributed dividends for 2024
sebesar 40% dari laba bersih tahun sebelumnya atau amounting to 40% of the previous year’s net profit,
setara dengan Rp285 miliar, mengalami kenaikan equivalent to Rp285 billion, representing an increase
41,9% dari tahun sebelumnya. of 41.9% compared to the previous year.
4
2025 Annual Report PT Elnusa Tbk
222
Page 223
KEMAMPUAN MEMBAYAR UTANG
DEBT REPAYMENT ABILITY
Kinerja Rasio Kemampuan Membayar Utang Tahun 2024-2025
Debt Repayment Ratio Performance 2024-2025
Kenaikan (Penurunan)
2024-2025
2025 Increase (Decrease)
5
(Rp-juta) 2024 2024-2025
Pos Akun
(Rp-million) (Rp-juta)
Account Persentase
(Rp-million) Nominal
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
(%)
(Rp-juta)
Percentage
(Rp-million)
(%)
Rasio Likuiditas
Liquidity Ratio
Rasio Kas
0,51 0,54 (0,03) (5,56)
Cash Ratio
Rasio Lancar
1,49 1,31 0,18 13,74
Current Ratio
Rasio Solvabilitas
Solvency Ratio
Rasio Liabilitas terhadap Ekuitas
1,06 1,17 (0,11) (9,40)
6
Liabilities to Equity Ratio
Rasio Liabilitas terhadap Aset
0,52 0,54 (0,02) (3,70)
Sustainability Reference
Rujukan Keberlanjutan
Liabilities to Assets Ratio
Dalam hal kemampuan membayar utang, Perusahaan In terms of debt repayment ability, the Company is
berkomitmen untuk senantiasa mengedepankan committed to consistently prioritizing the fulfillment of
pemenuhan atas hak- hak kreditur tercermin melalui creditors’ rights, as reflected in its timely payment of
konsistensi dalam melakukan pembayaran pinjaman loan principal and interest. The Company continues
dan bunga dengan tepat waktu. Perusahaan terus to manage liquidity prudently and closely monitors
mengelola likuiditas dengan cermat dan memantau the maturity schedule of both principal and interest
secara ketat jadwal jatuh tempo pembayaran pokok payments.
dan bunga pinjaman.
7
Kemampuan Perusahaan dalam memenuhi seluruh The Company’s ability to meet all obligations, both
Financial Report
Laporan Keuangan
kewajiban baik kewajiban jangka panjang maupun long-term and short-term, is measured through several
jangka pendek diukur melalui beberapa rasio, antara ratios, including liquidity ratios and solvency ratios.
lain rasio likuiditas dan rasio solvabilitas. Rasio Liquidity ratios are used to assess the Company’s ability
likuiditas digunakan untuk mengukur kemampuan to settle short-term liabilities, while solvency ratios are
melunasi kewajiban jangka pendek, sedangkan rasio used to evaluate its ability to meet all obligations.
solvabilitas digunakan untuk digunakan untuk mengukur
kemampuan memenuhi seluruh kewajiban.
Rasio likuiditas berdasarkan data rasio kas dan The liquidity ratios, based on the cash ratio and
rasio lancar yang relatif hampir sama dengan tahun current ratio, remained relatively stable compared
sebelumnya, hal ini dorong adanya peningkatan kas to the previous year. This stability was supported by
dan setara kas dengan melakukan perbaikan di sisi an increase in cash and cash equivalents, driven by
pendanaan serta penerapan selektif dalam pemilihan improvements in financing strategies as well as a more
realisasi investasi yang didasari dari kepastian market selective approach in executing investments, based on
dan tata waktu pelaksanaan pekerjaan. market certainty and project timelines.
2025 Annual Report PT Elnusa Tbk
223
Page 224
Rasio solvabilitas bertujuan untuk menunjukkan Solvency ratios aim to demonstrate the Company’s
kemampuan Perusahaan dalam membayar kewajiban- ability to meet its obligations, which can be
2025 Performance Highlights
kewajibannya, antara lain dapat diukur melalui rasio measured, among others, through the liability-to-equity
liabilitas terhadap ekuitas yang dihitungkan dengan ratio—calculated by comparing total liabilities to
cara membandingkan jumlah liabilitas dengan jumlah total equity—and the liability-to-asset ratio—calculated
Kilas Kinerja 2025
ekuitas, serta rasio liabilitas terhadap aset yang by comparing total liabilities to total assets. Overall,
dapat dihitung dengan cara membandingkan jumlah the Company’s ability to settle its long-term debt
liabilitas dengan jumlah aset. Secara keseluruhan, remains adequate, as its liabilities are still sufficiently
kemampuan Perusahaan untuk menyelesaikan utang covered by its assets.
jangka panjangnya masih cukup baik dilihat dari Utang
Perusahaan yang masih dapat ditutup dengan Aset
1
dari Perusahaan.
TINGKAT KOLEKTIBILITAS PIUTANG
RECEIVABLES COLLECTIBILITY
Laporan Management
Management Report
Kinerja Tingkat Kolektibilitas Piutang Tahun 2024-2025
Receivables Collectibility Performance 2024-2025
Kenaikan (Penurunan)
2024-2025
2025 Increase (Decrease)
2
(hari) 2024 2024-2025
Perihal
(days) (hari)
Subject Persentase
(days) Nominal
(%)
(hari)
Percentage
(days)
(%)
Kolektibilitas Piutang
Receivables Collectibility
Profil Perusahaan
Company Profile
Periode Rata-rata Tertagihnya Piutang Usaha
85,43 85,96 (0,53) (0,62)
Average Collection Period for Trade Receivables
Perputaran Persediaan
Inventory Turnover
Periode Rata-rata Perputaran Persediaan
16,68 14,04 2,64 18,80
Average Inventory Turnover Period
3
Perputaran Aset
Asset Turnover
Periode Rata-rata Perputaran Aset
132,27 126,01 6,26 4,97
Average Asset Turnover Period
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tingkat kolektibilitas piutang dipengaruhi oleh The collectibility level of receivables is influenced by
kemampuan Perusahaan dalam menagih. Pada akhir the Company’s ability to collect. At the end of 2025,
tahun 2025, periode kolektibilitas mencapai 85 hari the collection period reached 85 days compared to 86
dibandingkan tahun 2024 yang tercatat selama 86 days in 2024.
hari.
Perusahaan telah memiliki kebijakan untuk The Company has established policies to anticipate
mengantisipasi potensi adanya piutang yang tak potential uncollectible receivables by recognizing an
tertagih, yakni dengan membentuk pencadangan allowance for impairment.
penurunan nilai.
4
2025 Annual Report PT Elnusa Tbk
224
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STRUKTUR MODAL DAN KEBIJAKAN MANAJEMEN ATAS
STRUKTUR MODAL
CAPITAL STRUCTURE AND MANAGEMENT POLICY ON CAPITAL
STRUCTURE
Struktur Modal Capital Structure
Perusahaan melakukan pengelolaan permodalan The Company manages its capital to safeguard its
untuk melindungi kemampuan dalam mempertahankan ability to continue as a going concern through an
kelangsungan usaha melalui struktur permodalan optimal capital structure while minimizing the cost of
5
yang optimal dengan mengurangi biaya modal. capital. Capital consists of various equity components,
Modal terdiri dari sejumlah komponen ekuitas yang reflecting a balance between the use of internal funds
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
merupakan pertimbangan antara penggunaan modal and borrowings or debt.
sendiri dengan pinjaman atau utang Perusahaan.
Struktur modal Perusahaan lebih didominasi oleh The Company’s capital structure is more heavily
modal sendiri dibandingkan liabilitas, dengan rasio weighted toward equity than liabilities, with the interest-
interest bearing debt to equity dihitung terhadap total bearing debt to equity ratio calculated by comparing
seluruh utang (pinjaman bank) terhadap total ekuitas. total interest-bearing debt (bank loans) to total equity.
Sementara rasio interest bearing debt to EBITDA dihitung Meanwhile, the interest-bearing debt to EBITDA ratio
terhadap total EBITDA. Rasio liabilitas terhadap ekuitas is calculated based on total EBITDA. The liability-to-
dihitung berdasarkan total liabilitas dibandingkan equity ratio is determined by comparing total liabilities
dengan ekuitas neto. Rasio pengembalian utang to net equity. The debt service ratio is calculated
dihitung berdasarkan laba sebelum pajak, bunga, based on earnings before tax, interest, depreciation,
penyusutan, dan amortisasi dikurangi dividen terhadap and amortization minus dividends, divided by principal
6
pembayaran pokok pinjaman dan bunga, namun tidak and interest payments, excluding any accelerated
termasuk pelunasan yang dipercepat. repayments.
Sustainability Reference
Rujukan Keberlanjutan
Kebijakan Manajemen atas Struktur Modal Management Policy on Capital Structure
Perusahaan
Pengelolaan modal dimaksudkan untuk mempertahankan Capital management is intended to maintain business
kelangsungan usaha dan memberikan imbal hasil usaha continuity and deliver optimal returns to stakeholders
yang maksimal kepada para pemangku kepentingan by preserving an optimal capital structure. These efforts
dengan menjaga struktur modal yang optimal. Upaya involve balancing debt and equity to reduce the cost
tersebut meliputi utang dan ekuitas untuk mengurangi of capital. The Company has established a policy to
biaya modal. Perusahaan memiliki kebijakan untuk maintain a strong capital base as the foundation for
mempertahankan basis modal yang kuat sebagai dasar determining its capital structure management policy, 7
pemilihan kebijakan manajemen atas struktur modal taking into account business conditions, return on
Financial Report
Laporan Keuangan
dengan mempertimbangkan kondisi bisnis, tingkat capital, and dividend distribution. The Company
pengembalian modal serta dividen yang dibagikan. monitors its capital based on the liability-to-equity ratio
Perusahaan memonitor permodalan berdasarkan rasio within a range of 30%–70%.
jumlah liabilitas terhadap ekuitas pada kisaran 30%-
70%.
Dasar Pemilihan Kebijakan Manajemen atas Basis for Determining Capital Structure
Struktur Modal Management Policy
Kebijakan struktur modal Perusahaan juga mengikuti The Company’s capital structure policy also considers
rasio yang disyaratkan oleh kreditur. Kondisi industri ratios required by creditors. The conditions of the oil
migas juga menjadi pertimbangan Perusahaan dalam and gas industry are another key consideration in
menentukan kebijakan struktur modalnya. Kondisi determining the Company’s capital structure policy.
industri migas yang fluktuatif membuat manajemen Given the industry’s volatility, management prioritizes
lebih mengutamakan permodalan Perusahaan the use of equity financing, even though the Company
menggunakan ekuitas walaupun secara rasio keuangan remains in a strong net cash position from a financial
2025 Annual Report PT Elnusa Tbk
225
Page 226
Perusahaan masih sangat baik dalam posisi net cash. ratio perspective. This use of equity represents the
2025 Performance Highlights
Penggunaan ekuitas ini merupakan strategi Perusahaan Company’s strategy to reduce financial expenses and
untuk mengurangi beban keuangan dan memanfaatkan optimize liquidity.
likuiditas Perusahaan.
Kilas Kinerja 2025
As required by Law No. 40 of 2007 concerning Limited
Seperti disyaratkan oleh Undang-Undang Liability Companies, the Company allocates a statutory
No. 40 tahun 2007 tentang Perusahaan Terbatas, reserve that may not be distributed until it reaches 20%
Perusahaan mengalokasikan dana cadangan yang of the issued and fully paid share capital. These external
tidak boleh didistribusikan hingga 20% dari modal capital requirements are considered by the Company at
saham ditempatkan dan disetor penuh. Persyaratan the General Meeting of Shareholders. The Company
1
permodalan eksternal tersebut dipertimbangkan oleh and its subsidiaries are also required to maintain certain
Perusahaan dalam Rapat Umum Pemegang Saham. capital levels under bank loan agreements. In addition,
Perusahaan dan anak perusahaan disyaratkan the Company has policies and strategies to maintain a
untuk memelihara tingkat permodalan tertentu oleh maximum debt-to-equity ratio of 3 times and a minimum
perjanjian pinjaman bank. Perusahaan juga memiliki debt service ratio of 1.1 times.
kebijakan dan strategi untuk mempertahankan rasio
utang terhadap ekuitas maksimal sebesar 3 kali dan
Laporan Management
Management Report
rasio pengembalian utang minimal sebesar 1,1 kali.
The debt-to-equity ratio is calculated by comparing
Rasio utang terhadap ekuitas dihitung berdasarkan total liabilities to net equity. The calculation of the debt-
total liabilitas dibandingkan dengan ekuitas neto. to-equity ratio is as follows:
Perhitungan rasio utang terhadap ekuitas adalah
sebagai berikut:
2
Kinerja Rasio Utang Terhadap Ekuitas Tahun 2024-2025
Debt-to-Equity Ratio Performance 2024-2025
Kenaikan (Penurunan)
2024-2025
Increase (Decrease)
Profil Perusahaan
Company Profile
Perihal Satuan 2025 2024-2025
2024
Subject Unit Nominal Persentase
(hari) (%)
Nominal Percentage
(days) (%)
Liabilitas Rp-juta
3
5.646.878 5.724.826 (77.948) (1,36)
Liabilities Rp-million
Ekuitas Bersih Rp-juta
5.314.162 4.903.474 410.688 8,38
Net Equity Rp-million
Rasio Utang terhadap Ekuitas Kali
1,06 1,17 (0,11) (9,40)
Debt to Equity Ratio times
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Di samping itu, Perusahaan menggunakan beberapa In addition, the Company utilizes several ratios to
rasio yang dapat mengukur kemampuan permodalan measure its capital adequacy, particularly capital
Perusahaan, terutama permodalan yang dipenuhi dari sourced from interest-bearing debt.
utang berbasis bunga.
4
2025 Annual Report PT Elnusa Tbk
226
Page 227
Kinerja Rasio Permodalan Tahun 2024-2025
Capital Ratio Performance 2024-2025
Kenaikan (Penurunan)
2024-2025
2025 Increase (Decrease)
(kali) 2024 2024-2025
Rasio
(times) (kali)
Ratio Persentase
(times) Nominal
(%)
(kali)
Percentage
(times)
(%)
5
Debt Services Coverage Ratio (DSCR) 1,44 3,95 (2,51) (63,5)
Utang Berbunga terhadap Ekuitas
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
0,12 0,24 (0,11) (48,17)
Interest-Bearing Debt to Equity
Utang Berbunga terhadap Aset
0,06 0,11 (0,05) (45,54)
Interest-Bearing Debt to Assets
Utang Berbunga terhadap EBITDA
0,41 0,80 (0,39) (48,48)
Interest-Bearing Debt to EBITDA
INVESTASI BARANG MODAL
CAPITAL EXPENDITURES INVESTMENT
Ikatan yang Material untuk Investasi Barang Material Commitments for Capital
Modal Expenditures
6
Pada tahun 2025 tidak terdapat ikatan material untuk In 2025, there were no material commitments for
Sustainability Reference
Rujukan Keberlanjutan
investasi barang modal dalam rangka pendanaan capital expenditures in relation to capital funding. This
barang modal. Hal ini terutama disebabkan pinjaman was primarily due to the Company’s syndicated loan
sindikasi Perusahaan telah lunas sejak tahun 2022. having been fully repaid since 2022.
Realisasi Investasi Barang Modal
Realization of Capital Expenditures
Kenaikan (Penurunan)
2024-2025
2025
(Rp-juta) 2024
Increase (Decrease)
2024-2025
7
Investasi Barang Modal
(Rp-juta)
Financial Report
Laporan Keuangan
Capital Expenditures (Rp-million)
(Rp-million) Persentase
Nominal
(%)
(Rp-juta)
Percentage
(Rp-million)
(%)
Upstream 209.145 156.990 52.155 33,22
Upstream Services 209.145 155.537 53.608 34,47
Engineering, Procurement & Construction (EPC) - 1.453 (1.453) -
Distribution & Logistics 184.406 144.637 39.769 27,50
PT Elnusa Petrofin (EPN) 184.406 144.637 39.769 27,50
Support 72.206 115.429 (43.223) (37,45)
PT Sigma Cipta Utama (SCU) & PT Patra Nusa
15.802 71.615 (55.813) (77,93)
Data (PND)
PT Elnusa Trans Samudera (ETSA) 44.631 40.979 3.652 8,91
PT Elnusa Fabrikasi Konstruksi (EFK) 11.773 2.834 8.939 315,42
Shared Services 13.247 11.459 1.788 15,60
Konsolidasi
479.004 428.515 50.489 11,78
Consolidated
2025 Annual Report PT Elnusa Tbk
227
Page 228
Pengeluaran biaya Perusahaan untuk investasi barang The Company’s capital expenditure in 2025 amounted
modal tahun 2025 sebesar Rp479,00 miliar. Realisasi to Rp479.00 billion. This realization increased by
2025 Performance Highlights
investasi ini meningkat 11,78% dibandingkan tahun 11.78% compared to the previous year of Rp428.51
lalu sebesar Rp428,51 miliar. Pembelian barang modal billion. Of the total capital expenditure, 50.2% was
sebesar 50,2% digunakan untuk pengembangan bisnis allocated for business development, while 49.8% was
Kilas Kinerja 2025
Perusahaan, dan sebesar 49,8% digunakan untuk used for routine investments to maintain production
investasi yang bersifat rutin, guna mempertahankan capacity, replace non-productive or fully depreciated
kapasitas produksi, mengganti peralatan yang sudah equipment, and the remainder was used for office
tidak produktif atau telah habis masa ekonomisnya, facility improvements.
dan sisanya digunakan untuk pembenahan fasilitas
gedung kantor.
1
Pembelian barang modal untuk pengembangan Capital expenditures for business development were
bisnis Perusahaan sebagian besar digunakan untuk primarily allocated to both upstream and downstream
pengembangan bisnis hulu dan hilir, antara lain untuk business expansion, including investments in All-In
investasi mobil Tanki Pola All-In, U-Sit (Ultra Sonic Pattern Tank Trucks, U-Sit (Ultra Sonic Downhole
Downhole Tools), 2 Coiled Tubing Units, Kelengkapan Tools), 2 Coiled Tubing Units, Cementing Laboratory
Laboratorium Cementing, Hopper Barge, dan 2 Equipment, Hopper Barge, and 2 Cementing Units.
Laporan Management
Management Report
Cementing Units.
Sepanjang tahun 2025, beberapa investasi barang Throughout 2025, several significant capital
modal dengan nilai signifikan yang dilakukan expenditure investments undertaken by the Company
Perusahaan, antara lain: include:
2
Nilai Investasi
Investasi Barang Modal Tujuan
(Rp-juta)
Capital Expenditures Purpose
Investment Value
(Rp million)
Mobil Tanki Pola All In Penambahan kapasitas (Growth Investment)
168.632
All-In Pattern Tank Trucks Capacity Expansion (Growth Investment)
Penambahan kapasitas (Growth Investment)
U-Sit (Ultra Sonic Donwhole Tools) 32.198
Profil Perusahaan
Company Profile
Capacity Expansion (Growth Investment)
Penambahan kapasitas (Growth Investment)
2 Coiled Tubing Units Capacity Expansion (Growth Investment) 25.806
Kelengkapan Laboratorium Cementing Penambahan kapasitas (Growth Investment)
25.978
Cementing Laboratory Equipment Capacity Expansion (Growth Investment)
3
Penambahan kapasitas (Growth Investment)
Hopper Barge 24.276
Capacity Expansion (Growth Investment)
Penambahan kapasitas (Growth Investment)
2 Cementing Units 12.488
Capacity Expansion (Growth Investment)
Jumlah
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
289.378
Total
INFORMASI DAN FAKTA MATERIAL YANG TERJADI SETELAH
TANGGAL LAPORAN AKUNTAN
MATERIAL INFORMATION AND FACTS OCCURRING AFTER THE DATE OF
THE INDEPENDENT AUDITOR’S REPORT
Pada tanggal 29 Januari 2026, Perusahaan, EFK dan On January 29, 2026, the Company, EFK, and ETSA
ETSA menandatangani Perubahan Perjanjian Kredit signed an Amendment to the Credit Agreement with PT
4
dengan PT Bank UOB Indonesia terkait fasilitas Multi Bank UOB Indonesia related to a Multi Option Trade
Option Trade untuk keperluan modal kerja yang terdiri facility for working capital purposes, consisting of LC/
2025 Annual Report PT Elnusa Tbk
228
Page 229
dari LC/SKBDN, BEP-Buyer, Invoice Financing (“IF”), SKBDN, BEP-Buyer, Invoice Financing (“IF”), Bank
Bank Guarantee (“BG”), RCF, SBLC, Trust Receipt Guarantee (“BG”), RCF, SBLC, Trust Receipt (“TR”),
(“TR”), dan Clean Trust Receipt (“CTR”) dengan batas and Clean Trust Receipt (“CTR”), with a combined
maksimum gabungan sebesar USD20.000.000. maximum limit of USD20,000,000.
Fasilitas TR, CTR dan IF dikenakan bunga sebesar The TR, CTR, and IF facilities bear interest at SOFR
SOFR (Secured Overnight Financing Rate) ditambah (Secured Overnight Financing Rate) plus a certain
marjin tertentu per tahun untuk penarikan dalam Dolar margin per annum for US Dollar drawdowns and
AS dan JIBOR ditambah marjin tertentu per tahun untuk JIBOR plus a certain margin per annum for Rupiah
penarikan dalamRupiah. Fasilitas ini berjangka waktu drawdowns. The facility has a tenor until February 1,
sampai dengan tanggal 1 Februari 2027. 2027.
5
Pada 20 Februari 2026, Perusahaan menerima Surat On February 20, 2026, the Company received a
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Keputusan Pengembalian Pendahuluan Kelebihan Preliminary Tax Overpayment Refund Decision Letter
Pajak (SKPPKP) PPN periode Desember 2025 tanggal (SKPPKP) for VAT for the December 2025 period
sebesar Rp215.071. amounting to Rp215,071.
Pada 20 Februari 2026, EPN menerima Surat On February 20, 2026, EPN received a Preliminary
Keputusan Pengembalian Pendahuluan Kelebihan Tax Overpayment Refund Decision Letter (SKPPKP) for
Pajak (SKPPKP) PPN periode pajak Desember 2025 VAT for the December 2025 tax period amounting to
sebesar Rp283.557. Rp283,557.
DAMPAK MATA UANG ASING TERHADAP KINERJA PERUSAHAAN
IMPACT OF FOREIGN CURRENCY ON THE COMPANY’S PERFORMANCE
6
Mata uang fungsional Grup adalah Rupiah. Grup The Group’s functional currency is the Rupiah. The
Sustainability Reference
Rujukan Keberlanjutan
dapat menghadapi risiko nilai tukar mata uang asing Group may be exposed to foreign exchange risk arising
karena pinjaman, pendapatan, dan biaya beberapa from borrowings, revenues, and costs of certain major
pembelian utamanya dalam mata uang Dolar AS purchases denominated in U.S. Dollars or significantly
atau harganya secara signifikan dipengaruhi oleh influenced by changes in foreign currency benchmarks
perubahan tolok ukur harga dalam mata uang asing (primarily the U.S. Dollar). The Group does not have a
(terutama Dolar AS). Grup tidak mempunyai kebijakan formal hedging policy for foreign exchange rates.
lindung nilai yang formal untuk laju pertukaran mata
uang asing.
Bagaimanapun, terkait dengan hal-hal yang telah However, as discussed above, fluctuations in the Rupiah
didiskusikan pada paragraf di atas, fluktuasi dalam and U.S. Dollar exchange rates provide a natural
nilai tukar Rupiah dan Dolar AS menghasilkan lindung hedge for the Group’s foreign exchange exposure. 7
nilai natural untuk laju nilai tukar Grup.
Financial Report
Laporan Keuangan
PENCAPAIAN TARGET TAHUN 2025
ACHIEVEMENT OF 2025 TARGETS
Penentuan target serta proyeksi Pendapatan Usaha The determination of targets and revenue projections
menggunakan asumsi-asumsi internal dan data makro was based on internal assumptions and macroeconomic
yang digunakan pada penyusunan anggaran tahun data used in the preparation of the 2025 budget.
2025, pergerakan harga minyak dunia diperkirakan Global oil prices were projected to improve within the
akan mengalami perbaikan pada rentang harga range of USD80-USD84 per barrel. The Company also
USD80-USD84 per barel. Perusahaan juga took into account the expected increase in demand for
memperhitungkan adanya permintaan peningkatan higher service prices in the upstream oil and gas sector,
harga jual jasa hulu migas dan tarif transportasi BBM as well as continued adjustments in fuel transportation
berlanjut pada tahun 2025. tariffs in 2025.
2025 Annual Report PT Elnusa Tbk
229
Page 230
Pencapaian Target Operasi
Operational Target Achievement
2025 Performance Highlights
Pencapaian
Realisasi
Kilas Kinerja 2025
Target Tahun Pencapaian
Target 2025 2025 Realisasi
2025 Target Tahun
(Ribu KL) (Ribu KL) Target 2024 2024
(%) 2024
Perihal 2025 Target 2025 (Ribu KL) (Ribu KL)
2025 Target (%)
Subject (Thousand KL) Realization 2024 Target 2025
Achievement 2024 Target
(Thousand KL) (Thousand KL) Realization
(%) Achievement
(Thousand KL)
(%)
Transportasi
1
Transportation 20.398 27,115 133% 20.000 21.023 105%
Depo
Depot 4.203 4,418 105% 4.041 4.623 114%
BBM Inmar
Inmar Fuel 124 191 154% 172 140 81%
Laporan Management
Management Report
Di tahun 2025, realisasi bisnis unit transportasi adalah In 2025, the transportation business unit recorded a
27.115 ribu KL, lebih tinggi dari target RKAP 2025 dan realization of 27,115 thousand KL, exceeding both the
realisasi 2024 karena adanya peningkatan permintaan 2025 RKAP target and the 2024 realization, driven
dari pelanggan di beberapa wilayah (Bali, Siak, Panjang). by increased demand from customers in several regions
2
(Bali, Siak, and Panjang).
Untuk bisnis unit Depo realisasi 2025 sebesar 4.418 ribu For the depot business unit, the 2025 realization
KL, lebih tinggi dari target RKAP 2025 karena optimalisasi reached 4,418 thousand KL, exceeding the 2025
penyerapan pada Depot PPN dan Depot Mandiri EPN di RKAP target due to optimized utilization at PPN
Pendingin selama periode berjalan. Realisasi tersebut lebih Depot and EPN Mandiri Depot in Pendingin during
rendah dari realisasi 2024 karena adanya penurunan the period. However, this realization was lower than
volume dan berhentinya beberapa proyek Vendor Held the 2024 figure due to a decline in volume and the
Profil Perusahaan
Company Profile
Stock (VHS). discontinuation of several Vendor Held Stock (VHS)
projects.
Sedangkan untuk bisnis unit BBM Imar di tahun 2025, Meanwhile, for the Inmar fuel business unit in 2025,
realisasi bisnis unit BBM Inmar adalah 191 Ribu KL lebih the realization reached 191 thousand KL, exceeding
3
tinggi dari target RKAP 2025 dan realisasi 2024 karena both the 2025 RKAP target and the 2024 realization,
optimalisasi produksi blending Biosolar B35 dan B40 di driven by the optimization of Biosolar B35 and B40
Depot EPN. blending production at the EPN Depot.
Analisis dan Pembahasan Manajemen
4Management Discussion and Analysis
2025 Annual Report PT Elnusa Tbk
230
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Pencapaian Target Laba (Rugi) dan Penghasilan Komprehensif Lain
Achievement of Profit (Loss) and Other Comprehensive Income Targets
Pencapaian
Realisasi
Target Tahun Pencapaian
Target 2025 2025 Realisasi
2025 Target Tahun
(Rp-juta) (Rp-juta) Target 2024 2024
(%) 2024
Pos Akun 2025 Target 2025 (Rp-juta) (Rp-juta)
2025 Target (%)
Account (Rp-million) Realization 2024 Target 2025
Achievement 2024 Target
(Rp-million) (Rp-million) Realization
(%) Achievement
(Rp-million)
(%)
Pendapatan
5
Revenue
Penjualan
barang dan jasa
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
distribusi dan
logistik energy
Sales of Goods 7.380.042 8.948.069 121,25 6.173.178 7.089.362 114,8
and Energy
Distribution
and Logistics
Services
Jasa Hulu
Migas
Terintegrasi
Integrated 3.737.131 4.156.276 113,22 3.559.622 5.097.003 143,19
Upstream
Oil and Gas
Services
6
Jasa Penunjang
Migas
Oil and Gas 1.733.751 1.888.511 108,93 1.410.343 1.800.517 127,67
Sustainability Reference
Rujukan Keberlanjutan
Supporting
Services
Jumlah
Pendapatan 12.335.974 14.498.139 117,53 10.456.776 13.393.013 128,08
Total Revenue
Laba Bruto
1.195.665 1.447.134 121,03 1.011.282 906.829 89,67
Gross Profit
Laba (Rugi) Operasi
Operating Profit 714.040 843.398 118,12 623.211 805.414 129,24
(Loss)
Laba Rugi Lain-lain
(49.377) 69.357 140,46 (96.818) 101.415 104,75
Other Profit and Loss 7
Laba (Rugi) Tahun
Financial Report
Laporan Keuangan
Berjalan
524.822 718.412 136,89 412.274 713.672 173,11
Profit (Loss) for the
Year
Laba (Rugi)
Komprehensif Tahun
Berjalan 524.822 696.132 132,64 412.274 688.626 167,03
Comprehensive Profit
(Loss) for the Year
2025 Annual Report PT Elnusa Tbk
231
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Pencapaian pendapatan tahun 2025 di atas target Elnusa’s revenue achievement in 2025 exceeded the
2025 diseluruh unit bisnis Elnusa. Pencapaian ini 2025 target across all business units. This achievement
2025 Performance Highlights
terutama berasal dari peningkatan peningkatan was mainly driven by increased activities in the
aktivitas pada bisnis jasa hulu migas terintegrasi untuk integrated upstream oil and gas services segment,
pekerjaan wireline logging, coiled tubbing, cementing, including wireline logging, coiled tubing, cementing,
Kilas Kinerja 2025
welltesting, slickline dan jasa EPC & OM, peningkatan well testing, slickline, and EPC & O&M services. In
jumlah thruput pada bisnis jasa distribusi dan logistik addition, growth was supported by higher throughput
terutama optimalnya penjualan BBM Inmar, penjualan in the distribution and logistics services business,
BBM pada bisnis Transportasi serta pencapaian pada particularly from the optimization of Inmar fuel sales
bisnis OCTG pada segmen penunjang migas. and fuel sales in the transportation business, as well as
strong performance in the OCTG business within the oil
1
and gas supporting segment.
Pencapaian Target Posisi Keuangan
Achievement of Financial Position Target
Pencapaian
Laporan Management
Realisasi
Target Tahun Pencapaian
Management Report
Target 2025 2025 Realisasi
2025 Target Tahun
(Rp-juta) (Rp-juta) Target 2024 2024
(%) 2024
Pos Akun 2025 Target 2025 (Rp-juta) (Rp-juta)
2025 Target (%)
Account (Rp-million) Realization 2024 Target 2025
Achievement 2024 Target
(Rp-million) (Rp-million) Realization
(%) Achievement
(Rp-million)
(%)
Aset
2
Assets
Aset lancar
5.922.590 7.820.852 132,05 5.779.285 7.062.456 122,20
Current assets
Aset Tetap
1.953.577 2.118.289 108,43 1.790.588 1.934.147 108,02
Fixed assets
Aset lain-lain
3.886.104 1.021.899 26,30 1.518.754 1.631.697 107,44
Other assets
Profil Perusahaan
Jumlah Aset
Company Profile
11.762.271 10.961.040 93,19 9.088.627 10.628.300 116,94
Total Assets
Liabilitas dan Ekuitas
Liabilities and Equity
Liabilitas
Liabilities
3
Liabilitas Jangka
Pendek 4.646.675 5.266.159 113,33 2.715.277 5.411.187 199,29
Current Liabilities
Liabilitas Jangka
Panjang 591.491 380.719 64,37 1.662.163 313.639 18,87
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Non Current Liabilities
Jumlah Liabilitas
5.238.166 5.646.878 107,80 4.377.440 5.724.826 130,78
Tota Liabilities
Ekuitas
Equity
Jumlah Ekuitas
6.524.105 5.314.162 81,45 4.711.187 4.903.474 104,08
Total Equity
Jumlah Liabilitas dan
Ekuitas
11.762.271 10.961.040 93,19 9.088.627 10.628.300 116,94
Total Liabilities and
Equity
4
Penurunan aset dibandingkan target 2025 terutama The decrease in assets compared to the 2025 target
karena adanya penurunan aset tidak lancar lainnya was mainly due to a decline in other non-current
dikarenakan adanya pembayaran dividen KSO assets resulting from the payment of KSO WASKITA
WASKITA di bulan Mei 2025 sehingga mengurangi dividends in May 2025, which reduced the value of the
nilai investasinya. Sedangkan kenaikan liabilitas seiring investment. Meanwhile, the increase in liabilities was in
dengan kenaikan beban tahun berjalan. line with the rise in current-period expenses.
2025 Annual Report PT Elnusa Tbk
232
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Pencapaian Target Investasi
Achievement of Investment Targets
Pencapaian
Realisasi
Target Target Tahun Pencapaian
2025 Realisasi
2025 2025 Target Target Tahun
(Miliar) 2024
Perihal (Miliar) (%) 2024 2024
2025 2024
Subject 2025 Target 2025 Target 2024 Target 20254Target
Realization Realization
(Billion) Achievement (Billion) Achievement
(Billion) (Billion)
(%) (%))
Rencana Investasi 593,92 565,89 95 526,17 525,4 99,9
5
Pencapaian investasi tahun 2025 sebesar 95% dari The Company’s investment realization in 2025 reached
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
targetnya. Tidak tercapainya target tahun 2025 ini 95% of its target. The shortfall from the 2025 target was
disebabkan mundurnya pelaksanaan tender dan mainly due to delays in tender processes and several
beberapa proyek yang ditargetkan di awal tahun projects initially planned at the beginning of 2025.
2025. Realisasi investasi 2025 ini sebesar 50,2%
digunakan untuk pengembangan bisnis Perusahaan, Of the total 2025 investment realization, 50.2% was
sebesar 49,8% digunakan untuk investasi yang bersifat allocated for business development, while 49.8% was
rutin, guna mempertahankan kapasitas produksi, used for routine investments to maintain production
mengganti peralatan yang sudah tidak produktif atau capacity, replace non-productive or fully depreciated
telah habis masa ekonomisnya, dan sisanya digunakan equipment, and the remainder was allocated for office
untuk pembenahan fasilitas gedung kantor. building facility improvements.
Pembelian barang modal untuk pengembangan Capital expenditures for business development
bisnis Perusahaan sebagian besar digunakan untuk were primarily directed toward both upstream and
6
pengembangan bisnis hulu dan hilir, antara lain untuk downstream business expansion, including investments
investasi Mobil Tanki Pola All In, U-Sit (Ultra Sonic in all-in tank trucks, U-Sit (Ultra Sonic Downhole
Sustainability Reference
Rujukan Keberlanjutan
Downhole Tools), 2 Coiled Tubing Units, Kelengkapan Tools), 2 Coiled Tubing Units, Cementing Laboratory
Laboratorium Cementing, Hopper Barge, dan equipment, a Hopper Barge, and 2 Cementing Units.
2 Cementing Units.
Pencapaian Target Struktur Modal
Achievement of Capital Structure Target
Target Realisasi Pencapaian
2025 2025 Target Tahun Target Realisasi Pencapaian
Pos Akun
Target
2025
Realization
2025
2025
2025 Target
2024
Target
2024
Realization
Target Tahun
2024 7
Account (Rp-juta) (Rp-juta) Achievement 2024 2024 2024 Target
Financial Report
Laporan Keuangan
(Rp-million) (Rp-million) (%) (Rp-juta) (Rp-juta) Achievement
(Rp-million) (Rp-million) (%)
Rasio utang terhadap
ekuitas (kali) 0,80 1,06 132,35 0,93 1,17 125,81
Debt to equity ratio (times)
Debt Services Coverage
1,30 1,44 110,77 4,10 3,95 96,34
Ratio (DSCR)
Utang Berbunga terhadap
Ekuitas
0,12 0,12 98,59 0,40 0,24 59,24
Interest-Bearing Debt to
Equity
Utang Berbunga terhadap
Aset
0,07 0,06 86,17 0,21 0,11 52,72
Interest-Bearing Debt to
Assets
Utang Berbunga terhadap
EBITDA
0,57 0,41 71,64 1,57 0,8 50,66
Interest-Bearing Debt to
EBITDA
2025 Annual Report PT Elnusa Tbk
233
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Berdasarkan table di atas, kinerja Perusahaan lebih Based on the table above, the Company’s performance
baik dibandingkan tahun 2024 maupun target 2025, was better than both 2024 and the 2025 target. This is
2025 Performance Highlights
hal ini tercermin dari kenaikan DSCR, penurunan, Utang reflected in the increase in DSCR, as well as decreases
Berbunga terhadap Ekuitas, Utang Berbunga terhadap in Interest-Bearing Debt to Equity, Interest-Bearing Debt
Aset, dan Utang Berbunga terhadap EBITDA. Hal uni to Assets, and Interest-Bearing Debt to EBITDA. This
Kilas Kinerja 2025
menunjukkan peningkatan kemampuan membayar indicates an improved ability to service debt, reduced
hutang, penurunan ketergantungan pada utang reliance on interest-bearing debt, and a strengthened
berbunga dan perbaikan struktur modal Perusahaan.. capital structure of the Company.
1
TINGKAT KESEHATAN PERUSAHAAN
COMPANY SOUNDNESS LEVEL
Pencapaian KPI Perusahaan Achievement of the Company’s KPIs
Laporan Management
Management Report
Skor KPI Perusahaan berikut masih merupakan hasil The Company’s KPI score presented below is still
evaluasi internal yang mengacu pada Laporan based on internal evaluation referring to the audited
Keuangan Tahun 2025 Audited, dengan skor tercapai financial statements for fiscal year 2025, with an
109,10% Pencapaian ini sejalan dengan kinerja achieved score of 109.10% This achievement is in line
Perusahaan yang mengalami kenaikan terutama with the Company’s performance, which experienced
2
sebagai pengaruh dari upaya penerapan strategi an increase, mainly influenced by the implementation
optimalisasi operasional, efisiensi serta diversifikasi of strategies focused on operational optimization,
portofolio bisnis. efficiency, and business portfolio diversification.
Tingkat Kesehatan Perusahaan Company Soundness Level
Profil Perusahaan
Company Profile
Tingkat Kesehatan Perusahaan (TKP) tahun 2025, di The Company’s Soundness Level (TKP) in 2025 was
mana rating kesehatan perusahaan dilakukan oleh assessed by an independent institution, Pefindo,
lembaga independen, Pefindo, dengan peringkat resulting in a rating of idAA/stable.
idAA+/stable.
3
Peringkat idAA+ dari PT Pemeringkat Efek Indonesia The idAA+ rating from PT Pemeringkat Efek Indonesia
(PEFINDO) merupakan salah satu kategori peringkat (PEFINDO) is one of the high-grade credit rating
kredit tinggi (high grade) yang mencerminkan categories, reflecting a very strong capacity of a
kemampuan sangat kuat suatu perusahaan dalam company to meet its financial obligations.
memenuhi kewajiban keuangannya.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
• “id” menunjukkan bahwa peringkat berlaku untuk • “id” indicates that the rating applies to the
skala nasional Indonesia Indonesian national scale
• AA” menandakan kualitas kredit sangat kuat (very • “AA” signifies very strong credit quality (very
strong capacity) strong capacity)
• +” (plus) menunjukkan posisi lebih kuat dalam • “+” (plus) indicates a stronger position within
kategori AA, mendekati peringkat tertinggi (AAA) the AA category, approaching the highest rating
(AAA)
4
2025 Annual Report PT Elnusa Tbk
234
Page 235
KEBIJAKAN DAN PEMBAGIAN DIVIDEN
DIVIDEND POLICY AND DISTRIBUTION
Dasar Kebijakan Pembagian Dividen Basis for Dividend Distribution Policy
Perusahaan telah merencanakan dan berusaha The Company has planned and endeavored to distribute
membagikan dividen dalam bentuk uang tunai sekurang- dividends in cash at least once a year. The amount of
kurangnya sekali dalam setahun. Besaran dividen yang dividends distributed is linked to the Company’s profit
dibagikan dikaitkan dengan keuntungan Perusahaan for the relevant fiscal year, while taking into account
pada tahun buku yang bersangkutan, dengan tidak the Company’s soundness level and without prejudice
5
mengabaikan tingkat kesehatan Perusahaan dan tanpa to the rights of the Company’s General Meeting of
mengurangi hak dari Rapat Umum Pemegang Saham Shareholders to decide otherwise, in accordance with
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Perusahaan untuk menentukan lain, sesuai dengan the provisions of Article 21 of the Company’s Articles
ketentuan Anggaran Dasar Perusahaan Pasal 21. of Association.
Dengan mengindahkan ketentuan-ketentuan tersebut Subject to the above provisions, the Company seeks to
di atas, Perusahaan berusaha untuk mempertahankan maintain a dividend payout ratio of more than 20% of
rasio pembayaran dividen lebih dari 20% dari laba the Company’s consolidated net profit each year. The
bersih konsolidasi Perusahaan untuk setiap tahunnya. determination of the amount and payment of dividends
Penentuan jumlah dan pembayaran dividen tersebut will depend on the recommendation of the Company’s
akan bergantung pada rekomendasi dari Direksi Board of Directors; however, there is no assurance that
Perusahaan, namun tidak terdapat kepastian bahwa the Company will distribute dividends in the current
Perusahaan akan membayarkan dividen pada tahun year or in future years. The Board of Directors’ decision
ini ataupun pada tahun-tahun mendatang. Keputusan in providing dividend payment recommendations will
Direksi dalam memberikan rekomendasi pembayaran depend on:
6
dividen tergantung pada:
1. Rencana pengembangan Perusahaan dan 1. The Company’s development plans and capital
Sustainability Reference
Rujukan Keberlanjutan
belanja modal. expenditures.
2. Pertimbangan kebijakan pada sektor industri 2. Policy considerations within the relevant
yang sejenis. industry sector.
3. Kondisi arus kas dan kebutuhan modal kerja 3. The Company’s cash flow condition and
Perusahaan. working capital requirements.
4. Kebijakan struktur permodalan Perusahaan. 4. The Company’s capital structure policy.
5. Laba bersih Perusahaan. 5. The Company’s net profit.
Realisasi Pembagian Dividen Realization of Dividend Distribution
Berdasarkan Rapat Umum Pemegang Saham (RUPS) Based on the Annual General Meeting of Shareholders 7
Tahunan Tahun Buku 2024 yang dilakukan pada (AGMS) for fiscal year 2024 held on May 22, 2025,
Financial Report
Laporan Keuangan
22 Mei 2025, terkait penggunaan laba bersih regarding the appropriation of the Company’s net
Perusahaan tahun buku 2024, para pemegang saham profit for fiscal year 2024, the shareholders resolved
memutuskan untuk menetapkan penggunaan laba to determine the use of the Company’s net profit
bersih Perusahaan yang dapat diatribusikan kepada attributable to owners of the parent entity for fiscal
pemilik entitas induk untuk Tahun Buku 2024 sebesar year 2024 amounting to Rp713,668,308,458.00 as
Rp713.668.308.458,00 sebagai berikut: follows:
a. Sebesar Rp285.467.323.383,00 atau 40% dari a. An amount of Rp285,467,323,383.00 or 40%
Laba Bersih Perusahaan yang dapat diatribusikan of the Company’s net profit attributable to
kepeda pemilik entitas induk Tahun Buku 2024 owners of the parent entity for fiscal year 2024
ditetapkan sebagai Dividen Tunai untuk Tahun was designated as cash dividends for fiscal
Buku 2024. year 2024.
b. Sisanya sebesar Rp428.220.985.075,00 atau b. The remaining amount of Rp428,220,985,075.00
60% dari Laba Bersih Tahun Buku 2024 akan or 60% of the net profit for fiscal year 2024 was
menjadi Laba Ditahan atau Retained Earning allocated as retained earnings of the Company.
Perusahaan.
2025 Annual Report PT Elnusa Tbk
235
Page 236
Pembagian Dividen Tunai Tahun Buku 2024 telah The distribution of cash dividends for fiscal year 2024
dilakukan kepada Pemegang Saham pada tanggal was carried out to Shareholders on June 20, 2025, in
20 Juni 2025 sesuai dengan Peraturan Otoritas Jasa accordance with Financial Services Authority Regulation
Keuangan No. 15/POJK.04/2020 tentang Rencana No. 15/POJK.04/2020 concerning the Planning and
2025 Performance Highlights
dan Penyelenggaraan Rapat Umum Pemegang Saham Implementation of General Meetings of Shareholders
Perusahaan Terbuka. of Public Companies.
Kilas Kinerja 2025
Adapun informasi riwayat pembagian dividen dalam Information on the Company’s dividend distribution
5 (lima) tahun terakhir adalah sebagaimana terlampir history over the past 5 (five) years is presented in the
pada tabel di bawah ini. table below.
1
Pembagian dan Pembayaran Dividen Tahun Buku 2020-2024
Dividend Distribution and Payment for Fiscal Years 2020–2024
Tahun Buku
2024 2023 2022 2021 2020
Fiscal Year
Tahun Pembagian Dividen
Laporan Management
2025 2024 2023 2022 2021
Management Report
Dividend Distribution Year
Tanggal Pengumuman 23 Mei 2025 16 Mei 2024 7 Juni 2023 21 Juli 2022 21 Juli 2021
Announcement Date May 23, 2025 May 16, 2024 June 7, 2023 July 21, 2022 July 21, 2021
19 Agustus 20 Agustus
Tanggal Pembayaran 20 Juni 2025 14 Juni 2024 6 Juli 2023 2022 2021
Payment Date June 20, 2025 June 14, 2024 July 6, 2023 August 19, August 20,
2022 2021
2
Kebijakan Pembagian Dividen
20% 20% 20% 20% 20%
Dividend Distribution Policy
Dividen Kas yang Dibagikan Rp285.444 juta Rp201.220 juta Rp189.032 juta Rp54.370 juta Rp74.724 juta
Total Cash Dividends Rp285,467,444 Rp201,220 Rp189,032 Rp54,370 Rp74,724
Distributed million million million million million
Rp39,11/ Rp27,57/ Rp25,90/ Rp10,23/
Dividen per Lembar Saham Rp7,45/lembar
lembar lembar lembar lembar
Dividend per Share Rp7.45/share
Profil Perusahaan
Company Profile
Rp39.11/share Rp27.57/share Rp25.90/share Rp10.23/sheet
Rasio Pembagian Dividen
40% 40% 50% 50% 30%
Dividend Payout Ratio
3
Pembagian dan Pembayaran Dividen Tahun Buku 2020-2024
Dividend Distribution and Payment for Fiscal Years 2020–2024
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
285.444
201.220
189.032
74.724
54.370
4
.
2021 2022 2023 2024 2025
2025 Annual Report PT Elnusa Tbk
236
Page 237
KONTRIBUSI KEPADA NEGARA
CONTRIBUTION TO THE STATE
Kebijakan Pengelolaan dan Pembayaran Tax Management and Payment Policy
Pajak
Dalam aspek perpajakan, Perusahaan menjalankan In terms of taxation, the Company implements policies
kebijakan terhadap pengelolaan dan pembayaran governing tax management and payment based on
pajak berdasarkan ketepatan penghitungan dan the accuracy of calculations and the reliability of tax
tingkat akurasi data pajak sesuai dengan peraturan data, in compliance with the prevailing tax laws and
perundang-undangan perpajakan yang berlaku. regulations.
5 Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Realisasi Pembayaran Pajak Tax Payment Realization
Perusahaan telah melakukan pemenuhan terkait The Company has fulfilled its obligations in paying
kewajiban dalam membayar pajak yang merupakan taxes as part of its contribution to the state. In 2025,
salah satu bentuk kontribusi Perusahaan kepada the Company’s tax contribution amounted to IDR 1.96
negara. Pada tahun 2025, kontribusi Perusahaan trillion, representing a 5% increase compared to 2024,
dalam bentuk pajak tercatat sebesar Rp1,96 triliun, which stood at IDR 1.87 trillion.
mengalami peningkatan 5% dibandingkan dengan
tahun 2024 sebesar Rp1,87 triliun.
Kontribusi Perusahaan kepada Negara Berupa Pajak Tahun 2024-2025
Company Contributions to the State in the Form of Taxes 2024–2025
6
Kenaikan (Penurunan)
Sustainability Reference
Rujukan Keberlanjutan
2024-2025
2025 Increase (Decrease)
(Rp-juta) 2024 2024-2025
Perihal
(Rp-million) (Rp-juta)
Subject Pesentase
(Rp-million) Nominal
(%)
(Rp-juta)
Percentage
(Rp-million)
(%)
Pajak Penghasilan badan:
Corporate Income Tax:
Tahun berjalan
Current Year 173.248 163.663 9.585 6%
Tahun-tahun sebelumnya
Prior Years
7
Financial Report
Laporan Keuangan
PPH 4 (2)
Income Tax Article 4 (2) 13.054 10.664 2.389 22%
Pajak Final 15
Final Tax Article 15 12.806 11.408 1.398 12%
PPH 21
Income Tax Article 21 246.400 252.172 (5.772) (2%)
PPH 22
Income Tax Article 22 13.092 11.942 1.150 10%
PPH 23
Income Tax Article 23 789.57 65.109 13.848 21%
PPH 25 (Badan)
Income Tax Article 25 (Corporate) 14.365 6.706 7.659 114%
PPH 26
Income Tax Article 26 12.849 6.552 6.297 96%
Pajak Pertambahan Nilai
Value Added Tax 1.392.227 1.343.452 48.775 4%
Jumlah
Total 1.956.998 1.871.668 85.329 5%
2025 Annual Report PT Elnusa Tbk
237
Page 238
REALISASI PENGGUNAAN DANA HASIL PENAWARAN UMUM
2025 Performance Highlights
REALIZATION OF THE USE OF PUBLIC OFFERING PROCEEDS
Kilas Kinerja 2025
Pada tahun 2025, tidak ada realisasi terkait dengan In 2025, there was no realization of the use of public
penggunaan dana penawaran umum, mengingat offering proceeds, as all funds had been fully utilized
seluruhnya telah direalisasikan pada tahun 2021. in 2021.
Berikut disampaikan informasi mengenai realisasi The following presents information on the realization
1
penggunaan Dana Sukuk Ijarah Berkelanjutan Tahap I of the use of proceeds from the Company’s Continuing
Perusahaan tahun 2021. Sukuk Ijarah I Phase I issued in 2021.
Realisasi Penggunaan Dana Hasil Penawaran Umum
Realization of the Use of Public Offering Proceeds
Rencana Realisasi
Laporan Management
Management Report
Penggunaan Penggunaan
Nilai Realisasi Hasil Penawaran Umum Dana Dana
Realized Value of Public Offering Proceeds Planned Use Realization of
of Funds Use of Funds
Sisa Dana
Belanja Belanja Hasil
Modal Modal Penawaran
Jenis Umum
Penawaran Tanggal Biaya Investasi, Investasi,
Jumlah Refinancing, Refinancing, (Rp-juta)
Umum Efektif Penawaran
2
No Hasil Hasil dan Modal dan Modal Remaining
Type of Public Effective Date Umum dan
Penawaran Bersih Kerja Kerja Public
Offering PPN
Umum (Rp-juta) (Rp-juta) (Rp-juta) Offering
(Rp-juta)
(Rp-juta) Net Proceeds
Public Capital Capital
Total Public Proceeds (Rp million)
Offering Expenditure Expenditure,
Offering (Rp
Costs and Investment, Investment,
Proceeds million)
VAT Refinancing, Refinancing,
(Rp million)
(Rp million) and Working and Working
Capital Capital
(Rp million) (Rp million)
Profil Perusahaan
Company Profile
1 Sukuk Ijarah Tahap I 11 Agustus 700.000 1.210 698.790 698.790 698.790 -
2020
Sukuk Ijarah Phase I August 11,
2020
Jumlah 1.210 698.790 698.790 698.790 -
Total 700.000
3
INFORMASI TENTANG PENGGUNAAN TAMBAHAN PENYERTAAN
MODAL NEGARA (PMN)
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
INFORMATION ON THE USE OF ADDITIONAL STATE CAPITAL INJECTION
(PMN)
Hingga akhir tahun 2025, Perusahaan tidak As of the end of 2025, the Company did not record any
mencatatkan adanya penggunaan tambahan utilization of additional State Capital Injection (PMN).
Penanaman Modal Negara (PMN).
4
2025 Annual Report PT Elnusa Tbk
238
Page 239
INFORMASI MATERIAL MENGENAI INVESTASI, EKSPANSI,
DIVESTASI, PENGGABUNGAN USAHA, AKUISISI, DAN/ATAU
RESTRUKTURISASI UTANG/MODAL, TRANSAKSI MATERIAL,
TRANSAKSI AFILIASI, DAN TRANSAKSI YANG MENGANDUNG
BENTURAN KEPENTINGAN
MATERIAL INFORMATION ON INVESTMENTS, EXPANSION, DIVESTMENT,
BUSINESS MERGER, ACQUISITIONS, AND/OR DEBT/CAPITAL
RESTRUCTURING, MATERIAL TRANSACTIONS, AFFILIATED TRANSACTIONS,
AND TRANSACTIONS INVOLVING CONFLICTS OF INTEREST
Informasi Mengenai Transaksi Material, Information on Material Transactions,
Transaksi Afiliasi, dan Transaksi yang Affiliated Transactions, and Transactions
5
Mengandung Benturan Kepentingan Involving Conflicts of Interest
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Dalam melaksanakan Transaksi Material, Transaksi In carrying out Material Transactions, Affiliated
Afiliasi, dan Transaksi Benturan Kepentingan, Transactions, and Conflict of Interest Transactions,
Perusahaan berpedoman pada Peraturan Otoritas the Company refers to Financial Services Authority
Jasa Keuangan Nomor 42/POJK.04/2020 tentang Regulation No. 42/POJK.04/2020 concerning
Transaksi Afiliasi dan Transaksi Benturan Kepentingan Affiliated Transactions and Conflict of Interest
(“POJK No. 42/2020”) serta Peraturan Otoritas Transactions (“POJK No. 42/2020”) and Financial
Jasa Keuangan Nomor 17/POJK.04/2020 tentang Services Authority Regulation No. 17/POJK.04/2020
Transaksi Material dan Perubahan Kegiatan Usaha concerning Material Transactions and Changes in
(“POJK No. 17/2020”). Business Activities (“POJK No. 17/2020”).
Perusahaan selalu berupaya untuk memastikan bahwa The Company consistently strives to ensure that
Transaksi Material, Transaksi Afiliasi, dan Transaksi Material Transactions, Affiliated Transactions, and
Benturan Kepentingan dilaksanakan dengan mengacu Conflict of Interest Transactions are conducted with
6
pada prinsip kehati-hatian, dan dilaksanakan sesuai due care and in accordance with generally accepted
dengan ketentuan praktik bisnis yang berlaku umum, business practices, while adhering to the arm’s-length
Sustainability Reference
Rujukan Keberlanjutan
dengan memenuhi prinsip transaksi yang wajar principle. During 2025, the Company carried out the
(arms-length principle). Selama tahun 2025, Perusahaan following transaction:
melaksanakan transaksi sebagai berikut:
Pada tanggal 15 Agustus 2025, Perusahaan On August 15, 2025, the Company entered into a
menandatangani Perjanjian Kredit dengan Bank BNI di Credit Agreement with Bank BNI, involving an increase
mana terdapat peningkatan plafon fasilitas kredit yang in the credit facility limit received by the Company. The
diterima oleh Perusahaan. Adapun plafon fasilitas previous credit facility limit of USD 50,000,000.00
kredit sebelumnya USD 50,000,000.00 dengan tenor with a tenor of 12 months was increased to USD
selama 12 bulan meningkat menjadi sebesar USD 70,000,000.00 with a tenor of 24 months. This increase
70,000,000.00 dengan tenor 24 bulan. Peningkatan represents more than 20% of the Company’s equity.
plafon ini memiliki nominal lebih dari 20% dari Ekuitas 7
Perusahaan.
Financial Report
Laporan Keuangan
Sejak tahun 2012, Perusahaan telah bekerjasama Since 2012, the Company has collaborated with Bank
dengan Bank BNI terkait fasilitas Kredit Non Cash BNI in relation to Non-Cash Loan credit facilities.
Loan. Pada tahun 2025, kebutuhan pendanaan In 2025, the Company’s funding needs increased,
Perusahaan mengalami peningkatan, sehingga fasilitas resulting in an increase in the credit facility at Bank
kredit di Bank BNI meningkat. Skema fasilitas kredit BNI. The credit facility scheme, which was previously
yang sebelumnya hanya Non Cash Loan, berubah limited to Non-Cash Loans, became more flexible
menjadi fleksibel sehingga bisa digunakan untuk Non and can now be utilized for both Non-Cash Loans
Cash Loan dan Cash Loan. Peningkatan ini dibutuhkan and Cash Loans. This increase was required to enable
Perusahaan katena dapat mengakses dana dengan the Company to access funds quickly and flexibly to
cepat dan fleksibel untuk mendukung kebutuhan support its operational needs.
operasional Perusahaan.
Perusahaan merupakan salah satu anak perusahaan The Company is a subsidiary of PT Pertamina Hulu
dari PT Pertamina Hulu Energi, di mana PT Pertamina Energi, which in turn is a subsidiary of PT Pertamina
Hulu Energi merupakan anak perusahaan PT Pertamina (Persero). Therefore, the Company and Bank BNI
(Persero). Oleh karena itu, Perusahaan dengan Bank share the same Ultimate Beneficial Owner, namely the
BNI memiliki kesamaan Pemilik Manfaat Akhir, yaitu Republic of Indonesia.
Republik Indonesia.
2025 Annual Report PT Elnusa Tbk
239
Page 240
Pernyataan Dewan Komisaris dan Direksi Statement of the Board of Commissioners
Perusahaan and the Board of Directors
2025 Performance Highlights
1. Direksi Perusahaan menyatakan bahwa 1. The Board of Directors of the Company states
Peningkatan plafon fasilitas kredit telah melalui that the increase in the credit facility limit has
prosedur yang memadai untuk memastikan bahwa followed adequate procedures to ensure that the
Kilas Kinerja 2025
transaksi afiliasi dilaksanakan sesuai dengan affiliated transaction is conducted in accordance
peraturan perundangan-undangan serta praktik with applicable laws and regulations as well as
bisnis yang berlaku. prevailing business practices.
2. Direksi Perusahaan menyatakan bahwa 2. The Board of Directors of the Company states that
Peningkatan plafon fasilitas kredit dari Bank the increase in the credit facility limit from Bank
BNI merupakan transaksi afiliasi dan merupakan BNI constitutes an affiliated transaction and a
1
transaksi material sebagaimana dimaksud dalam material transaction as referred to in POJK No.
POJK No. 17/2020. 17/2020.
3. Direksi dan Dewan Komisaris Perusahaan 3. The Board of Directors and the Board of
menyatakan bahwa peningkatan plafon fasilitas Commissioners of the Company state that the
kredit dari Bank BNI merupakan transaksi afiliasi increase in the credit facility limit from Bank BNI
yang masuk ke dalam Pasal 6 POJK No. 42/2020 constitutes an affiliated transaction as referred to
dan tidak mengandung benturan kepetingan in Article 6 of POJK No. 42/2020 and does not
Laporan Management
Management Report
sebagaimana dimaksud dalam POJK No. involve any conflict of interest as defined in POJK
42/2020. No. 42/2020.
4. Direksi dan Dewan Komisaris Perusahaan, baik 4. The Board of Directors and the Board of
secara sendiri-sendiri maupun bersama-sama, Commissioners of the Company, both individually
bertanggung jawab sepenuhnya atas kebenaran and jointly, are fully responsible for the accuracy
dan kelengkapan informasi sebagaimana and completeness of the information as disclosed
2
diungkapkan dalam Keterbukaan Informasi in the Company’s Disclosure of Information,
Perusahaan dan semua informasi material and confirm that all material information has
telah diungkapkan dan informasi tersebut tidak been disclosed and that such information is not
menyesatkan. misleading.
PERUBAHAN PERATURAN PERUNDANG-UNDANGAN YANG
BERDAMPAK TERHADAP PERUSAHAAN
Profil Perusahaan
Company Profile
CHANGES IN LAWS AND REGULATIONS AFFECTING THE COMPANY
Selama tahun 2025, tidak terdapat perubahan Throughout 2025, there were no changes in laws
peraturan perundang-undangan yang berpengaruh and regulations that had a significant impact on the
3
signifikan terhadap Perseroan baik dari sisi keuangan Company, either financially or operationally, that
maupun operasional yang memberikan pengaruh affected the Company’s Financial Statements.
terhadap Laporan Keuangan Perseroan.
PERUBAHAN KEBIJAKAN AKUNTANSI
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
CHANGES IN ACCOUNTING POLICIES
Amandemen PSAK 221 Kekurangan Ketertukaran
Amendment to PSAK 221 – Lack of Exchangeability
Penjelasan atas Perubahan Kebijakan : Amandemen tersebut mengharuskan pengungkapan informasi yang
Akuntansi yang Diberlakukan memungkinkan pengguna laporan keuangan memahami dampak mata uang
yang tidak dapat dipertukarkan dengan mata uang lain yang memengaruhi,
atau diperkirakan akan memengaruhi, kinerja keuangan, posisi keuangan, dan
arus kas entitas. Amandemen berlaku untuk periode pelaporan tahunan yang
dimulai pada atau setelah 1 Januari 2025. Penerapan dini diperkenankan di
mana entitas diharuskan mengungkapkan fakta tersebut.
4
Explanation of Changes in Accounting The amendment requires disclosure of information that enables users of financial
Policies Implemented statements to understand the impact of currencies that cannot be exchanged
with other currencies, which affect or are expected to affect the entity’s financial
performance, financial position, and cash flows. The amendment is effective for
annual reporting periods beginning on or after January 1, 2025. Early adoption
is permitted, provided that the entity discloses such fact.
Dampak Terhadap Perusahaan : Amandemen ini tidak memberi dampak terhadap laporan keuangan Grup.
Impact on the Company This amendment has no impact on the Group’s financial statements.
2025 Annual Report PT Elnusa Tbk
240
Page 241
PSAK 117 Kontrak Asuransi
PSAK 117 – Insurance Contracts
Penjelasan atas Perubahan Kebijakan : Standar akuntansi baruyang komprehensif untuk kontrak asuransi yang
Akuntansi yang Diberlakukan mencakup pengakuan dan pengukuran, penyajian dan pengungkapan,
pada saat berlaku efektif PSAK 117 akan menggantikan PSAK 104: Kontrak
Asuransi. PSAK 104: Kontrak asuransi berlaku untuk semua jenis kontrak
asuransi, jiwa, nonjiwa,asuransi langsung dan reasuransi, terlepas dari entitas
yang menerbitkannya, serta untuk jaminan dan instrumen keuangan tertentu
dengan fitur partisipasi tidak mengikat, serta beberapa pengecualian ruang
lingkup akan berlaku.
Tujuan keseluruhan dari PSAK 117 adalah untuk menyediakan model akuntansi
untuk kontrak asuransi yang lebih bermanfaat dan konsisten untuk asuradur.
5
Explanation of Changes in Accounting A comprehensive new accounting standard for insurance contracts covering
Policies Implemented recognition and measurement, presentation, and disclosure. Upon its effective
date, PSAK 117 will replace PSAK 104: Insurance Contracts. PSAK 117
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
applies to all types of insurance contracts—life, non-life, direct insurance, and
reinsurance—regardless of the issuing entity, as well as to certain guarantees and
financial instruments with discretionary participation features, subject to specific
scope exceptions.
The overall objective of PSAK 117 is to provide a more useful and consistent
accounting model for insurance contracts for insurers.
Dampak Terhadap Perusahaan : Standar kebijakan ini tidak memiliki dampak pada pelaporan keuangan Grup
pada saat diadopsi untuk pertama kali.
Impact on the Company This standard has no impact on the Group’s financial reporting upon initial
adoption.
PROSPEK USAHA TAHUN 2026
6
2026 BUSINESS PROSPECTS
Sustainability Reference
Rujukan Keberlanjutan
Perekonomian global pada tahun 2026 diperkirakan The global economy in 2026 is expected to remain
masih menghadapi ketidakpastian, namun mulai uncertain but begin to show signs of stabilization,
menunjukkan stabilisasi dengan pertumbuhan di kisaran with growth projected in the range of 3.2%–3.4%,
3,2%-3,4%, relatif sejalan dengan tahun 2025 sebesar broadly in line with 2025 at 3.3%. This uncertainty is
3,3% . Ketidakpastian tersebut terutama dipengaruhi primarily driven by geopolitical dynamics, global trade
oleh dinamika geopolitik, fragmentasi perdagangan fragmentation, as well as interest rate directions and
global, serta arah suku bunga dan kondisi likuiditas global market liquidity conditions.
pasar global.
Di sisi domestik, ekonomi Indonesia diproyeksikan tetap On the domestic front, Indonesia’s economy is
tumbuh solid pada kisaran 5,0%–5,2%, didukung oleh projected to remain solid, growing in the range of 7
konsumsi domestik dan investasi, sehingga memberikan 5.0%–5.2%, supported by domestic consumption and
Financial Report
Laporan Keuangan
fondasi yang positif bagi keberlanjutan aktivitas usaha investment, thereby providing a positive foundation for
Perusahaan. the sustainability of the Company’s business activities.
Industri migas diperkirakan masih berada dalam kondisi The oil and gas industry is expected to remain in a
harga yang volatil namun relatif stabil pada level volatile yet relatively stable price environment at a
moderat, setelah mengalami koreksi pada tahun 2025. moderate level, following corrections in 2025. In
Di Indonesia, aktivitas hulu migas menunjukkan Indonesia, upstream oil and gas activities are shifting
pergeseran menuju optimalisasi produksi, yang toward production optimization, as reflected in the
tercermin dari peningkatan kegiatan pengeboran increase in development drilling activities to 980
sumur pengembangan menjadi 980 sumur pada tahun wells in 2025. This shift indicates a more sustained
2025. Pergeseran ini mengindikasikan kebutuhan jasa demand for services, particularly in drilling, workover,
yang lebih berkelanjutan, khususnya pada layanan well services, and intervention, which align with the
drilling, workover, well services & intervention, yang Company’s service portfolio in the upstream oil and
sejalan dengan portofolio layanan Perusahaan di sektor gas sector and provide opportunities for the Company
hulu migas, serta memberikan ruang bagi Perusahaan to strengthen its role as an integrated service provider
untuk memperkuat peran sebagai penyedia layanan within the national energy ecosystem.
terintegrasi dalam ekosistem energi nasional.
2025 Annual Report PT Elnusa Tbk
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Di sisi hilir, pertumbuhan konsumsi energi domestik On the downstream side, the growth in domestic
2025 Performance Highlights
memberikan peluang bagi bisnis distribusi dan logistik energy consumption presents opportunities for energy
energi, termasuk transportasi BBM, pengelolaan depo, distribution and logistics businesses, including fuel
serta layanan energi untuk sektor industri dan marine. transportation, depot management, and energy
Kilas Kinerja 2025
Segmen ini tetap menjadi kontributor utama terhadap services for industrial and marine sectors. This segment
pendapatan Perusahaan dan diperkirakan akan remains a key contributor to the Company’s revenue
berlanjut ke depan, didukung oleh peran Perusahaan and is expected to continue growing, supported by the
dalam mendukung kelancaran rantai pasok energi Company’s role in ensuring the smooth operation of the
nasional. national energy supply chain.
1
Selain itu, Perusahaan juga melihat peluang melalui In addition, the Company sees opportunities through
optimalisasi sinergi dalam Pertamina Group sebagai optimizing synergies within the Pertamina Group as an
anchor market, pengembangan pasar secara selektif, anchor market, selectively expanding market reach,
serta penjajakan peluang usaha pada sektor adjacent and exploring business opportunities in adjacent sectors
dan inisiatif terkait transisi energi secara bertahap, as well as gradual energy transition initiatives, in line
sejalan dengan tren peningkatan investasi energi with the increasing trend of global energy investments.
global.
Laporan Management
Management Report
Di sisi lain, Perusahaan tetap mencermati volatilitas On the other hand, the Company continues to monitor
harga minyak yang dapat mempengaruhi belanja oil price volatility that may affect customers’ capital
modal pelanggan, tingkat persaingan tender yang expenditures, intense tender competition, as well as
ketat, serta dinamika rantai pasok dan kebijakan energi supply chain dynamics and energy policies that could
yang berpotensi berdampak pada operasional usaha. impact business operations.
2
Dengan mempertimbangkan peluang dan tantangan Taking into account these opportunities and challenges,
tersebut, Perusahaan memandang prospek usaha tahun the Company views its business prospects for 2026
2026 tetap positif dan terjaga. Perusahaan akan terus as positive and resilient. The Company will continue
memperkuat core business, meningkatkan kualitas dan to strengthen its core business, enhance the quality
selektivitas peluang usaha, serta mengoptimalkan and selectivity of business opportunities, and optimize
sinergi dan peluang pasar secara adaptif guna synergies and market opportunities in an adaptive
mendukung kinerja yang berkelanjutan. manner to support sustainable performance.
Profil Perusahaan
Company Profile
PROYEKSI KINERJA TAHUN 2026
-COMPANY PERFORMANCE PROJECTION FOR 2026
3
Proyeksi Kinerja Perusahaan Tahun 2026
Company Performance Projection for 2026
Perihal Proyeksi Tahun 2026
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Subject 2026 Projection
Produksi
Production
Transportasi
Transportation (KL) 25.489
Depo
Depot (KL) 4.714
BBM Inmar
Inmar Fuel (KL) 128
4
Kinerja Keuangan (Rp-miliar)
Financial Performance (Rp-billion)
Pendapatan (Rp-miliar)
Revenue (Rp-billion) 13.559
2025 Annual Report PT Elnusa Tbk
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Laba Bersih Tahun Berjalan (Rp-miliar)
Profit for the Year (Rp-billion) 586,64
Laba Bersih Tahun Berjalan yang Diatribusikan kepada Pemilik Entitas Induk (Rp-miliar)
Profit for the Year Attributable to Owners of the Parent Entity (Rp-billion) 586,64
EBITDA (Rp-miliar)
EBITDA (Rp-billion) 1.461
Struktur Modal
Capital Structure
Rasio utang terhadap ekuitas (kali)
Debt to Equity Ratio (times) 0,93
5
Debt Services Coverage Ratio (DSCR)
Debt Service Coverage Ratio (DSCR) 0,89
Utang Berbunga terhadap Ekuitas
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Interest-Bearing Debt to Equity 0,13
Utang Berbunga terhadap Aset
Interest-Bearing Debt to Assets 0,07
Utang Berbunga terhadap EBITDA
Interest-Bearing Debt to EBITDA 0,58
Dividen
Dividend
Pembayaran Dividen di Tahun 2026 atas Hasil Usaha Tahun 2025 (%)
Dividend payment in 2026 for 2025 results (%) 40
Memasuki tahun 2026 dengan kondisi industri energi Entering 2026, the energy industry continues to operate
6
yang masih bergerak dalam ketidakseimbangan pasar in a state of market imbalance, with geopolitical
serta dinamika geopolitik dan perubahan kebijakan dynamics and changes in global energy policies that
Sustainability Reference
Rujukan Keberlanjutan
energi global yang sensitif terhadap pasar menjadi are highly sensitive to market conditions becoming key
perhatian utama dalam penyusunan strategi, sehingga considerations in formulating strategy. In response,
Perusahaan menyiapkan langkah yang lebih fokus dan the Company is preparing more focused and adaptive
adaptif untuk menjaga kekuatan operasional serta measures to maintain operational strength while
memaksimalkan peluang yang ada. maximizing available opportunities.
Dalam menyusun target 2026, Perusahaan mengikuti In setting its 2026 targets, the Company adheres to
Visi Korporat “Reputable Energy Services Company its Corporate Vision, “Reputable Energy Services
by Providing Total Solution” sebagai landasan dalam Company by Providing Total Solution,” as a foundation
menyelaraskan strategi dengan perubahan dinamika for aligning its strategy with evolving market dynamics,
pasar, sehingga Perusahaan tetap memiliki pijakan ensuring that the Company maintains a strong footing
yang kuat dalam menghadapi ketidakpastian industri. in navigating industry uncertainties. 7
Financial Report
Laporan Keuangan
Target aktivitas operasional hulu migas Indonesia tahun Operational activity targets for Indonesia’s upstream
2026 berada pada tingkat yang sedikit lebih rendah oil and gas sector in 2026 are expected to be slightly
dibandingkan realisasi tahun 2025, khususnya pada lower than the 2025 realization, particularly in areas
pekerjaan seperti exploration drilling, development such as exploration drilling, development drilling, and
drilling, dan well services. Kondisi ini perlu dicermati well services. This condition requires careful attention
karena dapat berpengaruh pada potensi perolehan as it may affect the Company’s potential to secure new
pekerjaan Perusahaan, terutama pada layanan yang projects, especially in services related to production
terkait dengan aktivitas produksi dan perawatan activities and well maintenance. On the other hand,
sumur. Di sisi lain, aktivitas eksplorasi seismik seismic exploration activities are showing developments
menunjukkan perkembangan yang perlu diperhatikan. that warrant close monitoring. Nevertheless, the
Namun Perusahaan tetap optimis terhadap pencapaian Company remains optimistic about achieving its 2026
target 2026. targets.
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PETA JALAN USAHA: RENCANA PENGEMBANGAN JANGKA PANJANG
BUSINESS ROADMAP: LONG-TERM DEVELOPMENT PLAN
2025 Performance Highlights
PT Elnusa Tbk memiliki tujuan strategis sejalan dengan PT Elnusa Tbk has established strategic objectives
Kilas Kinerja 2025
visi Perusahaan yang telah dituangkan dalam Rencana aligned with the Company’s vision as outlined in the
Jangka Panjang Perusahaan (RJPP) 2025-2029. Company’s Long-Term Plan (RJPP) 2025–2029.
1
Vision
Menjadi Perusahaan Jasa Energi terkemuka yang
Memberikan Solusi Total
Mission
Laporan Management
Management Report
Meningkatkan Memenuhi kepuasan Kesejahteraan dan peluang Menjalin hubungan yang
keberlanjutan bisnis dan pelanggan dengan pertumbuhan karyawan harmonis dan saling
profitabilitas menyediakan Solusi Total menguntungkan dengan
pihak pemerintah, mitra,
serta masyarakat
Objectives 1 Objectives 2 Objectives 3 Objectives 4 Objectives 5 Objectives 6 Objectives 7 Objectives 8
2
Investasi Menjalin Seleksi Cost Leadership Mempercepat Menjalin Peningkatan Melaksanakan
yang partnership pengembangan untuk digitalisasi guna partnership jangka retensi pekerja pengelolaan
selektif dan jangka panjang usaha baru menghasilkan mempercepat panjang risiko
prudent & Memperkuat optimal pricing proses internal & Memperkuat operasional
sinergi sinergi
Key Enablers
Profil Perusahaan
Company Profile
HSSE Excellence Social Responsibility
GCG Implementation Risk Management Financial Management Stakeholder Relations
3
Berdasarkan gambar di atas Perusahaan memiliki 8 Based on the figure above, the Company has established
tujuan strategis yang diturunkan dari visi dan misi yang 8 strategic objectives derived from its vision and mission
dirumuskan dalam RJPP periode 2025-2029 dengan as formulated in the RJPP for the 2025–2029 period,
detail sebagai berikut: with details as follows:
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
1. Objectives 1: Investasi Selektif dan Prudent 1. Objective 1: Selective and Prudent Investment
Dalam ekspansi bisnis, Perusahaan senantiasa In its business expansion, the Company
melakukan kajian komprehensif terhadap consistently conducts comprehensive
setiap peluang investasi. Hal ini dilakukan assessments of every investment opportunity.
guna memastikan alokasi modal yang tepat This is carried out to ensure proper capital
sasaran serta mampu memberikan imbal hasil allocation and to generate optimal returns for
(return) yang optimal bagi kinerja keuangan the Company’s financial performance.
Perusahaan.
2. Objectives 2: Partnership 2. Objective 2: Partnership
Untuk meningkatkan daya saing, Perusahaan To enhance competitiveness, the Company
membangun kemitraan strategis dengan builds strategic partnerships with global
penyedia teknologi global guna menghadirkan technology providers to deliver integrated
4
solusi terintegrasi, serta mengoptimalkan solutions, while optimizing synergies within the
sinergi dengan Pertamina Group demi menjaga Pertamina Group to maintain market dominance
dominasi dan keberlangsungan pasar. and sustainability.
2025 Annual Report PT Elnusa Tbk
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3. Objectives 3: Pengembangan Usaha yang 3. Objective 3: Selective Business Development
Selektif
Guna menjaga keberlangsungan bisnis jangka To ensure long-term business sustainability,
panjang, Perusahaan secara selektif melakukan the Company selectively pursues business
diversifikasi usaha yang berpotensi memberikan diversification with the potential to contribute
kontribusi pendapatan serta nilai tambah bagi to revenue generation and add value to future
profitabilitas di masa depan. profitability.
4. Objectives 4: Cost Leadership untuk Optimal 4. Objective 4: Cost Leadership for Optimal Pricing
Pricing
Guna memitigasi dampak ketidakpastian To mitigate the impact of geopolitical and
geopolitik dan ekonomi global, Perusahaan global economic uncertainties, the Company
5
menerapkan strategi cost leadership melalui implements a cost leadership strategy through
program efisiensi biaya (cost saving). Langkah cost efficiency programs. This initiative aims
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
ini tidak hanya bertujuan meningkatkan not only to improve profitability but also to
profitabilitas, tetapi juga memperkuat posisi strengthen the Company’s bargaining position
tawar Perusahaan dalam melakukan penetrasi in market penetration through optimal pricing.
pasar melalui penawaran harga yang optimal
(optimal pricing).
5. Objectives 5: Akselerasi Digitalisasi 5. Objective 5: Digitalization Acceleration
Perusahaan mempercepat implementasi The Company accelerates the implementation
teknologi digital dalam proses bisnis dan of digital technologies across business processes
operasional lapangan. Digitalisasi ini bertujuan and field operations. This digitalization aims to
untuk meningkatkan transparansi data, enhance data transparency, expedite decision-
mempercepat pengambilan keputusan, serta making, and optimize real-time asset monitoring
mengoptimalkan pemantauan aset secara real- to achieve maximum efficiency.
time guna mencapai efisiensi maksimal.
6
6. Objectives 6: Peningkatan Kompetensi dan 6. Objective 6: Enhancement of Workforce
Produktivitas Pekerja Competence and Productivity
Sustainability Reference
Rujukan Keberlanjutan
Guna menjawab tantangan teknis di industri To address technical challenges in the oil and gas
migas, Perusahaan secara kontinu meningkatkan industry, the Company continuously enhances
kapabilitas teknis dan manajerial tenaga kerja. the technical and managerial capabilities of
Peningkatan kompetensi ini diarahkan untuk its workforce. This competency development
mendorong produktivitas kerja yang lebih tinggi is directed toward improving productivity and
serta menjamin standar kualitas layanan yang ensuring superior service quality for customers.
unggul bagi pelanggan
7. Objectives 7: Peningkatan Retensi Pekerja 7. Objective 7: Employee Retention Improvement
Perusahaan berkomitmen menciptakan The Company is committed to creating a
lingkungan kerja yang kondusif dan kompetitif conducive and competitive work environment to
untuk mempertahankan talenta terbaik (key retain key talent. Through career development
talent). Melalui program pengembangan programs and effective reward systems, the 7
karier dan sistem penghargaan yang efektif, Company ensures the sustainability of a reliable
Financial Report
Laporan Keuangan
Perusahaan memastikan keberlanjutan sumber human capital base as a key asset in the service
daya manusia yang handal sebagai aset utama business.
bisnis jasa.
8. Objectives 8: Penguatan Pengelolaan Risiko 8. Objective 8: Strengthening Operational Risk
Operasional Management
Perusahaan memperketat pengawasan dan The Company enhances supervision and risk
manajemen risiko di setiap lini operasional. management across all operational lines. This
Hal ini dilakukan untuk memitigasi potensi is undertaken to mitigate potential operational
gangguan operasional dan memastikan seluruh disruptions and to ensure that all projects are
proyek berjalan aman, tepat waktu, dan sesuai executed safely, on time, and in accordance
spesifikasi. with specifications.
Di samping itu, Perusahaan mengembangkan key In addition, the Company develops key enablers through
enabler melalui GCG, HSSE, risk management, GCG, HSSE, risk management, financial management,
financial management, social responsibility, dan social responsibility, and stakeholder engagement to
hubungan dengan pemangku kepentingan guna support the achievement of its strategic objectives.
mendukung pencapaian tujuan strategis Perusahaan.
2025 Annual Report PT Elnusa Tbk
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Page 247
Page 248
2025 Performance Highlights
Kilas Kinerja 2025
TATA
1
KELOLA
PERUSAHAAN
Laporan Management
Management Report
YANG BAIK
2
Good Corporate
Governance
PERKEMBANGAN PENERAPAN TATA KELOLA PERUSAHAAN YANG BAIK
Profil Perusahaan
Company Profile
DI LINGKUP ELNUSA
DEVELOPMENT OF THE IMPLEMENTATION OF GOOD CORPORATE GOVERNANCE IN ELNUSA
PRINSIP DASAR, KOMITMEN, DAN PERKEMBANGAN PENERAPAN TATA
KELOLA PERUSAHAAN YANG BAIK
3
BASIC PRINCIPLES, COMMITMENT, AND DEVELOPMENT OF THE IMPLEMENTATION OF GOOD
CORPORATE GOVERNANCE
EInusa berkomitmen untuk menegakkan prinsip- Elnusa is committed to upholding the principles of Good
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
prinsip Tata Kelola Perusahaan yang Baik atau Good Corporate Governance (GCG), which is also currently
Corporate Governance (GCG) atau yang saat ini known as corporate governance. In strengthening the
juga dikenal sebagai governansi korporat. Dalam implementation of GCG, the Company also implements
menguatkan penerapan GCG, Perusahaan juga the AKHLAK culture and core values (Trustworthy,
mengimplementasikan budaya dan tata nilai AKHLAK Competent, Harmonious, Loyal, Adaptive, and
(Amanah, Kompeten, Harmonis, Loyal, Adaptif dan Collaborative) across all entities within the Company.
Kolaboratif) oleh seluruh entitas Perusahaan.
Perusahaan mengimplementasikan GCG tidak The Company implements GCG not only to fulfill
hanya untuk melaksanakan kepatuhan, namun, compliance requirements; rather, it has become a
sudah merupakan suatu keharusan dalam menjaga necessity in maintaining transparency and accountability
transparansi dan akuntabilitas kepada publik. to the public. The continuous development of GCG in line
4
Pengembangan GCG yang selaras dengan best with best practices and/or the consistent implementation
practices secara berkesinambungan dan/atau of GCG can provide adequate protection and fair
implementasi GCG secara konsisten dapat memberikan treatment to shareholders and other stakeholders, while
perlindungan yang memadai dan perlakuan yang
2025 Annual Report PT Elnusa Tbk
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5 Good Corporate Governance
Tata Kelola Perusahaan yang Baik
6
Sustainability Reference
Rujukan Keberlanjutan
adil kepada para pemegang saham dan pemangku also encouraging the Company to maximize the creation
kepentingan lainnya, serta mendorong Perusahaan of shareholder value.
untuk menciptakan shareholder value secara maksimal.
Penerapan GCG menjadi pilar bagi Perusahaan The implementation of GCG serves as a pillar for
untuk terus tumbuh dan berkembang secara the Company to continue growing and developing
berkelanjutan, meningkatkan keunggulan serta daya sustainably, enhancing excellence and competitiveness
saing dalam menjalankan kegiatan usaha secara in conducting business activities professionally while
profesional sekaligus menciptakan nilai tambah creating added value for the Company, shareholders, 7
bagi Perusahaan, pemegang saham dan seluruh and all stakeholders, in order to realize the Company’s
Financial Report
Laporan Keuangan
pemangku kepentingan, agar terwujudnya Visi dan Vision and Mission. The Company is also committed to
Misi Perusahaan. Perusahaan juga berkomitmen untuk consistently implementing its internal policies, complying
mengimplementasikan kebijakan internal Perusahaan with prevailing laws and regulations, and adhering to
secara konsisten, mematuhi perundang-undangan yang and enforcing the Company’s ethical standards in order
berlaku, mematuhi dan menjalankan standar etika to maximize the implementation of Good Corporate
Perusahaan agar memaksimalkan penerapan Tata Governance.
Kelola Perusahaan yang baik.
Prinsip Tata Kelola Perusahaan Yang Baik Principles of Good Corporate Governance
Penerapan prinsip-prinsip GCG di Elnusa dilaksanakan The implementation of GCG principles at Elnusa is
dengan mengacu pada 5 (lima) prinsip dasar carried out with reference to 5 (five) fundamental
yaitu: transparansi, akuntabilitas, responsibilitas, principles: transparency, accountability, responsibility,
independensi, dan kewajaran, sesuai dengan Pedoman independence, and fairness, in accordance with the
Umum Good Corporate Governance yang dikeluarkan General Guidelines for Good Corporate Governance
oleh Komite Nasional Kebijakan Governance (KNKG). issued by the National Committee on Governance Policy
(KNKG).
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Asas-asas Tata Kelola Perusahaan yang Baik
Principles of Good Corporate Governance
2025 Performance Highlights
Transparansi Akuntabilitas Pertanggungjawaban Kemandirian Kewajaran
Kilas Kinerja 2025
Transparency Accountability Responsibility Independence Fairness
Penjelasan atas prinsip-prinsip dasar tata kelola The explanation of the fundamental principles of
perusahaan beserta penerapannya secara umum di corporate governance and their general implementation
1
lingkup Elnusa sesuai pedoman GCG Elnusa adalah within Elnusa, in accordance with the Elnusa GCG
sebagai berikut: Guidelines, is as follows:
Keterbukaan
Transparency
Laporan Management
Management Report
Penjelasan Sesuai Pedoman GCG Elnusa Explanation in Accordance with the Elnusa GCG
Guidelines
Perusahaan menjamin pengungkapan informasi material The Company ensures the disclosure of material and
dan relevan mengenai kinerja, kondisi keuangan dan relevant information regarding performance, financial
informasi lainnya secara jelas, memadai dan tepat condition, and other information in a clear, adequate,
waktu serta mudah diakses oleh pemangku kepentingan and timely manner, and that such information is easily
2
sesuai dengan haknya. Prinsip ini tidak mengurangi accessible to stakeholders in accordance with their
kewajiban Perusahaan untuk melindungi informasi rights. This principle does not diminish the Company’s
rahasia Perusahaan sesuai dengan peraturan yang obligation to protect confidential Company information
berlaku. in accordance with applicable regulations.
Penerapan di Lingkup Elnusa Implementation within Elnusa
• Tersedianya situs web Perusahaan. • Availability of the Company’s website.
• Tersedianya Laporan Tahunan dan Laporan • Availability of the Annual Report and Sustainability
Profil Perusahaan
Company Profile
Keberlanjutan. Report.
• Tersedianya siaran pers. • Availability of press releases.
• Tersedianya berbagai pedoman dan kebijakan • Availability of various written guidelines and
secara tertulis dalam situs web Perusahaan policies on the Company’s website.
3
Akuntabilitas
Accountability
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Penjelasan Sesuai Pedoman GCG Elnusa Explanation in Accordance with the Elnusa GCG
Guidelines
Menjamin kejelasan fungsi, pelaksanaan, dan Ensuring clarity of the functions, implementation, and
pertanggungjawaban masing-masing Organ Perusahaan accountability of each Company Organ, enabling
yang memungkinkan pengelolaan Perusahaan the management of the Company to be carried out
terlaksana secara efektif. effectively.
Penerapan di Lingkup Elnusa Implementation within Elnusa
• Elnusa secara berkala menyelenggarakan • Elnusa periodically conducts performance
penilaian kinerja Dewan Komisaris, Komite Dewan assessments of the Board of Commissioners, the
Komisaris, serta Direksi. Committees of the Board of Commissioners, and the
Board of Directors.
4
• Melalui Rapat Umum Pemegang Saham • Through the Annual General Meeting of
Tahunan, Dewan Komisaris, dan Direksi Shareholders, the Board of Commissioners and
mempertanggungjawabkan kinerjanya kepada the Board of Directors are accountable to the
Pemegang Saham. Shareholders for their performance.
2025 Annual Report PT Elnusa Tbk
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Pertanggungjawaban
Responsibility
Penjelasan Sesuai Pedoman GCG Elnusa Explanation in Accordance with the Elnusa GCG
Guidelines
Menjamin kesesuaian dalam melaksanakan aktivitas Ensuring alignment in conducting business activities
bisnis berdasarkan prinsip korporasi yang sehat, based on sound corporate principles, fulfilling
pemenuhan kewajiban terhadap Pemerintah sesuai obligations to the Government in accordance with
peraturan perundang-undangan yang berlaku, bekerja applicable laws and regulations, cooperating actively
sama secara aktif untuk manfaat bersama dan berusaha for mutual benefit, and striving to provide tangible
5
untuk dapat memberikan kontribusi yang nyata kepada contributions to society.
masyarakat.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Penerapan di Lingkup Elnusa Implementation within Elnusa
• Penerapan Standar Etika Perusahaan. • Implementation of the Company’s Code of Ethics.
• Tersedianya berbagai bisnis proses secara update. • Availability of various updated business processes.
Kemandirian
Independence
Penjelasan Sesuai Pedoman GCG Elnusa Explanation in Accordance with the Elnusa GCG
Guidelines
Menjamin pengelolaan Perusahaan secara profesional Ensuring that the Company is managed professionally
tanpa benturan kepentingan dan pengaruh/tekanan without conflicts of interest and without influence or
dari pihak manapun yang tidak sesuai dengan peraturan pressure from any party that is not in accordance with
6
perundang-undangan yang berlaku dan prinsip-prinsip applicable laws and regulations and the principles of
tata Kelola Perusahaan. corporate governance.
Sustainability Reference
Rujukan Keberlanjutan
Penerapan di Lingkup Elnusa Implementation within Elnusa
Perusahaan melaksanakan kegiatan usaha secara The Company conducts its business activities
mandiri dan tidak mendapat intervensi dari Pemegang independently and does not receive intervention from
Saham Pengendali maupun pemangku kepentingan the Controlling Shareholder or other stakeholders.
lainnya.
Kewajaran
Fairness
Penjelasan Sesuai Pedoman GCG Elnusa Explanation in Accordance with the Elnusa GCG 7
Guidelines
Financial Report
Laporan Keuangan
Menjamin perlakuan yang adil dan setara dalam Ensuring fair and equal treatment in fulfilling the rights
memenuhi hal-hak stakeholders berdasarkan ketentuan of stakeholders in accordance with prevailing laws and
dan peraturan perundang-undangan yang berlaku regulations, without discrimination and without hidden
tanpa diskriminasi dan tanpa kepentingan tersembunyi. interests.
Penerapan di Lingkup Elnusa Implementation within Elnusa
• Pemanggilan RUPS dilakukan 28 hari sebelum • The notice of the General Meeting of Shareholders
pelaksanaan RUPS dengan menggunakan bahasa is issued 28 (twenty-eight) days prior to the
Indonesia dan bahasa Inggris. implementation of the Meeting, using both
Indonesian and English.
• Tersedianya akses yang memudahkan para • Availability of access that facilitates shareholders in
pemegang saham untuk memperoleh dokumen obtaining proxy documents.
proxy pemegang saham.
• Pembayaran dividen kepada seluruh Pemegang • Payment of dividends to all Shareholders.
Saham
2025 Annual Report PT Elnusa Tbk
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2025 Performance Highlights
Kilas Kinerja 2025
Tujuan Penerapan GCG Objectives of GCG Implementation
Sebagaimana yang tertuang dalam Pedoman Tata As stipulated in the Corporate Governance Guidelines,
Kelola Perusahaan, penerapan GCG Perusahaan the objectives of the Company’s GCG implementation
memiliki tujuan: are:
1
1. Memaksimalkan nilai Perusahaan dalam bentuk 1. To maximize the Company’s value through
peningkatan kinerja dan citra Perusahaan yang improved performance and a positive corporate
baik serta untuk mewujudkan keunggulan daya image, as well as to realize the Company’s
saing Perusahaan; competitive advantage;
2. Mewujudkan pengelolaan Perusahaan secara 2. To achieve professional, transparent, and
profesional, transparan, dan efisien serta efficient management of the Company,
memberdayakan fungsi dan meningkatkan while empowering functions and enhancing
Laporan Management
Management Report
koordinasi antar organ-organ Perusahaan; coordination among the Company’s organs;
3. Mengingatkan organ-organ Perusahaan di 3. To remind the Company’s organs that decisions
dalam membuat keputusan dan menjalankan and actions must be based on high ethical
tindakan harus dilandasi dengan nilai etika/ and moral values and compliance with the
moral yang tinggi dan kepatuhan terhadap Company’s regulations as well as applicable
peraturan Perusahaan Indonesia dan peraturan Indonesian laws and regulations;
2
perundang-undangan lainnya yang berlaku;
4. Memberikan kesadaran akan adanya 4. To raise awareness of the Company’s social
tanggung jawab sosial Perusahaan terhadap responsibility toward stakeholders;
stakeholders;
5. Mendorong pengelolaan sumber daya dan 5. To encourage more efficient and effective
risiko Perusahaan secara lebih efisien dan management of the Company’s resources and
efektif; risks;
6. Mengurangi potensi benturan kepentingan 6. To reduce the potential for conflicts of interest
Profil Perusahaan
Company Profile
organ Perusahaan dan pekerja dalam among the Company’s organs and employees
menjalankan bisnis; serta in conducting business; and
7. Menciptakan lingkungan usaha yang kondusif 7. To create a conducive business environment for
terhadap pencapaian visi dan misi serta tujuan achieving the Company’s vision, mission, and
Perusahaan. objectives.
3
Sosialisasi Prinsip-prinsip Tata Kelola Dissemination of Good Corporate Governance
Perusahaan yang Baik Kepada Pemangku Principles to Stakeholders
Kepentingan
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Sosialisasi prinsip GCG dan penerapannya kepada The dissemination of GCG principles and their
Pemangku Kepentingan dilakukan melalui sosialisasi implementation to stakeholders is carried out through
melalui forum-forum fraud awarenes maupun peringatan various initiatives, including fraud awareness forums,
Hari Antikorupsi Sedunia (Hakordia), video sosialisasi the commemoration of Anti-Corruption Day (Hakordia),
Code of Conduct, sosialisasi pengendalian gratifikasi Code of Conduct socialization videos, as well as
melalui teaser email dan broadcast melalui aplikasi gratification control awareness through teaser emails
chat Whatsapp Perusahaan. and broadcasts via the Company’s WhatsApp chat
application.
4
2025 Annual Report PT Elnusa Tbk
252
Page 253
Peta Jalan dan Rencana Pengembangan Tata Kelola Perusahaan yang Baik
Roadmap and Development Plan of the Implementation of Good Corporate Governance
5 Good Corporate Governance
Tata Kelola Perusahaan yang Baik
GCG GOVERNANCE
BAD GOVERNANCE GCG COMPLY GCG AS A CULTURE GCG CITIZENSHIP
COMPLY
Belum terpenuhinya Memenuhi ketentuan Terkelolanya Perusahaan menjadi
Tata Kelola dan peraturan operasional masyarakat/warga
Perusahaan yang Baik, (mandatory maupun Perusahaan yang baik energi industri yang
di mana kepentingan voluntary) dalam Tata melalui kontrol internal, Terciptanya seluruh etikal dan bertanggung
publik belum sebagai Kelola Perusahaan. pengendalian risiko, elemen GCG sebagai jawab melalui
prioritas utama. dan penerapan WBS. budaya Perusahaan. pendekatan CSR (5P).
Good Corporate Meeting the provisions Good corporate The creation of all The Company becomes
Governance has not and regulations operational elements of GCG as a an ethical and
been fulfilled, where (mandatory and management through corporate culture. responsible society/
the public interest is voluntary) in Corporate internal control, risk citizen of the energy
not yet a top priority. Governance. control and WBS industry through a CSR
implementation. approach (5P).
6
Parameter: Parameter: Parameter: Parameter: Parameter:
Sustainability Reference
Rujukan Keberlanjutan
• Dominasi Kekuasaan • GCG Structure • GCG Mechanism • Sustainability • ISO-26000
• Birokrasi yang rumit • Terpenuhinya • Beyond Compliance performance • Sustainable
• Bisnis proses yang kewajiban pelaporan • Award/penghargaan • Award/penghargaan Development Goals
tidak jelas kepatuhan • Memiliki • Behaviour Guidance • SR Award
• Kurangnya pedoman • Seluruh pedoman Whistleblowing • Share Price
internal sebagai internal telah sesuai System yang dikelola
acuan Tata Kelola dengan regulasi dengan baik
Perusahaan untuk Perusahaan
Terbuka
Parameter: Parameter: Parameter: Parameter: Parameter:
• Power Domination
• Complicated
• GCG Structure
• Compliance
• GCG Mechanism
• Beyond Compliance
• Sustainability
performance
• ISO-26000
• Sustainable
7
Financial Report
Laporan Keuangan
bureaucracy reporting obligations • Award • Award/penghargaan Development Goals
• Unclear business • All internal • Presence of • Behaviour Guidance • SR Award
processes guidelines are in well-managed • Share Price
• Lack of internal accordance with Whistleblowing
guidelines as regulations for Public System
a reference for Company
Corporate
Governance
POOR PRACTICES FOUNDATIONS EMERGING ESTABLISHED SUSTAINED
2025 Annual Report PT Elnusa Tbk
253
Page 254
Peta Jalan dan Perkembangan Penerapan Roadmap and Development of the
Tata Kelola Perusahaan yang Baik Implementation of Good Corporate
2025 Performance Highlights
Governance
Perusahaan memiliki dan menerapkan Pedoman The Company has established and implemented the
Kilas Kinerja 2025
Tata Kelola Perusahaan yang telah diperbaharui Corporate Governance Guidelines which was last
pada Februari 2024. Pedoman tersebut menjadi updated in February 2024. These guidelines serve as
landasan dalam pelaksanaan GCG di lingkungan the foundation for the implementation of GCG within
Elnusa serta dalam rangka menciptakan nilai tambah Elnusa and aim to create sustainable added value
yang berkelanjutan bagi para pemegang saham, for shareholders, the broader community, and various
masyarakat secara luas, dan berbagai pemangku other stakeholders (employees, consumers, regulators,
1
kepentingan lainnya (pegawai, konsumen, regulator, business partners, and others), both in the short term
mitra kerja, dan lain-lain) baik dalam jangka pendek and the long term.
maupun jangka panjang.
Tata Kelola yang dijalankan Perusahaan didasari The governance implemented by the Company is based
oleh prinsip-prinsip GCG: Transparansi, Akuntabilitas, on the principles of GCG: Transparency, Accountability,
Pertanggung jawaban, Kemandirian, Kewajaran. Responsibility, Independence, and Fairness. These
Laporan Management
Management Report
Prinsip ini merupakan komitmen kuat Perusahaan untuk principles reflect the Company’s strong commitment to
selalu menjaga dan meningkatkan nilai perusahaan consistently maintaining and enhancing corporate value,
(corporate value), mendorong pengelolaan Perusahaan as well as encouraging professional, transparent, and
yang profesional, transparan dan efisien sehingga efficient corporate management so that the Company’s
fundamental dan daya saing Perusahaan semakin kuat fundamentals and competitiveness continue to strengthen
dan terjaga dengan baik. and remain well maintained.
2
Perkembangan penerapan tata kelola perusahaan Developments in the implementation of corporate
selama tahun 2025 di antaranya mencakup: governance in 2025 include, among others:
1. Pembaruan Prosedur Hubungan dengan 1. Updates to the Procedures for Relations with the
Pemerintah dan Lembaga Pemerintah. Government and Government Institutions.
2. Pembaruan prosedur pembuatan GCG 2. Updates to the procedures for the preparation
Roadmap. of the GCG Roadmap.
3. Pembaruan prosedur pembuatan dan evaluasi 3. Updates to the procedures for the preparation
Profil Perusahaan
Company Profile
Code of Conduct. and evaluation of the Code of Conduct.
4. Pembaruan prosedur pengendalian gratifikasi 4. Updates to the procedures for controlling
dan souvenir. gratuities and souvenirs.
5. Sosialisasi terkait kebijakan GCG. 5. Dissemination related to GCG policies.
3
Kendati demikian, Perusahaan juga menyadari bahwa The Company also recognizes that the Indonesian
Pedoman Umum GCG Perusahaan Indonesia (PUGKI) Corporate Governance General Guidelines (PUGKI)
yang diterbitkan oleh Komite Nasional Korporat issued by the National Committee on Corporate
Governansi pada tahun 2021 merupakan acuan penting Governance in 2021 constitute an important reference
dalam meningkatkan kualitas tata kelola perusahaan. for improving the quality of corporate governance.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Pedoman ini menegaskan empat prinsip utama, yaitu These guidelines emphasize four main principles, namely
Etika, Transparansi, Akuntabilitas, dan Keberlanjutan, Ethics, Transparency, Accountability, and Sustainability,
yang menjadi landasan dalam membangun bisnis yang which serve as the foundation for building a business
berintegritas dan bertanggung jawab. with integrity and responsibility.
Saat ini, Perusahaan masih dalam tahap pengkajian Currently, the Company is still in the stage of conducting
mendalam untuk memastikan kesiapan dalam an in-depth assessment to ensure its readiness to
menerapkan PUGKI secara optimal. Evaluasi dilakukan implement PUGKI optimally. The evaluation is carried
dengan mempertimbangkan keselarasan pedoman ini out by considering the alignment of these guidelines
dengan kebijakan internal, regulasi yang berlaku, with internal policies, applicable regulations, as well
serta dampak penerapannya terhadap operasional as the impact of their implementation on the Company’s
Perusahaan. Perusahaan juga terus memantau operations. The Company also continues to monitor
4
perkembangan praktik terbaik di industri dalam rangka the development of industry best practices to ensure
memastikan bahwa penerapan prinsip-prinsip PUGKI that the implementation of PUGKI principles not only
tidak hanya memperkuat tata kelola, tetapi juga strengthens corporate governance but also provides
memberikan manfaat jangka panjang bagi seluruh long-term benefits for all stakeholders.
pemangku kepentingan.
2025 Annual Report PT Elnusa Tbk
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Page 255
STRUKTUR DAN PROSES TATA KELOLA
GOVERNANCE STRUCTURE AND PROCESS
Struktur Tata Kelola Perusahaan Corporate Governance Structure
Struktur GCG Perusahaan terdiri dari 3 (tiga) organ The Company’s GCG structure consists of 3 (three)
utama yaitu Rapat Umum Pemegang Saham (RUPS), main organs, namely the General Meeting of
Direksi, dan Dewan Komisaris. Seperti yang telah Shareholders (GMS), the Board of Directors, and the
5
diuraikan sebelumnya, sistem pengelolaan Perusahaan Board of Commissioners. As previously described, the
Terbatas menganut model 2 (dua) badan atau two management system of a Limited Liability Company
tier system, yaitu Dewan Komisaris dan Direksi dengan adopts a two-tier system, namely the Board of
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
kewenangan dan tanggung jawab yang jelas sesuai Commissioners and the Board of Directors, each having
fungsinya masing-masing sebagaimana diamanahkan clear authority and responsibilities in accordance with
dalam peraturan dan perundang-undangan serta their respective functions as mandated by laws and
Anggaran Dasar. regulations as well as the Articles of Association.
1. Rapat Umum Pemegang Saham, yang 1. The General Meeting of Shareholders, hereinafter
selanjutnya disebut RUPS adalah Organ referred to as the GMS, is the Company’s organ
Perusahaan yang mempunyai wewenang yang that holds authority not granted to the Board of
tidak diberikan kepada Direksi atau Dewan Directors or the Board of Commissioners within
Komisaris dalam batas yang ditentukan dalam the limits stipulated by law and/or the Articles of
undang-undang dan/atau Anggaran Dasar. Association.
2. Dewan Komisaris adalah Organ Perusahaan 2. The Board of Commissioners is the Company’s
yang bertugas melakukan pengawasan organ responsible for carrying out general and/or
6
secara umum dan/atau khusus sesuai dengan specific supervision in accordance with the Articles
Anggaran Dasar serta memberi nasihat kepada of Association and providing advice to the Board
Sustainability Reference
Rujukan Keberlanjutan
Direksi. of Directors.
3. Direksi adalah Organ Perusahaan yang 3. The Board of Directors is the Company’s organ that
berwenang dan bertanggung jawab penuh has full authority and responsibility for managing
atas pengurusan Perusahaan untuk kepentingan the Company for the interest of the Company, in
Perusahaan, sesuai dengan maksud dan tujuan accordance with the Company’s objectives and
Perusahaan serta mewakili Perusahaan, baik purposes, and represents the Company both inside
di dalam maupun di luar pengadilan sesuai and outside the court in accordance with the
dengan ketentuan Anggaran Dasar. provisions of the Articles of Association.
7
Financial Report
Laporan Keuangan
2025 Annual Report PT Elnusa Tbk
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Page 256
Struktur Tata Kelola Perusahaan Elnusa
Elnusa's Corporate Governance Structure
2025 Performance Highlights
Pemegang Saham dan Rapat Umum
Kilas Kinerja 2025
Pemegang Saham (RUPS)
Shareholders and the General Meeting of
Shareholders (GMS)
Komite Nominasi,
Remunerasi, dan Good
1
Corporate Governance
Nomination, Remuneration, Sekretaris Perusahaan
and Good Corporate Corporate Secretary
Governance Committee
Komite Pemantau Risiko dan Legal Counsel
Investasi Dewan Komisaris Direksi
Risk and Investment Board of Commissioners Board of Directors
Monitoring Committee
HSSE
Laporan Management
Komite Audit Audit Internal
Management Report
Audit Committee Internal Audit
Auditor Eksternal (Independen)
2
External Auditor (Independent)
: Organ Utama/ Main Organs
: Organ Pendukung Dewan Komisaris dan Direksi
Supporting Organs of the Board of Commissioners and Directors
: Organ Pendukung Eksternal/ External Supporting Organs
Profil Perusahaan
Company Profile
Struktur keorganisasian Perusahaan Terbatas mencakup The organizational structure of a Limited Liability
kepentingan pemegang saham yang dituangkan Company encompasses the interests of shareholders as
3
melalui Rapat Umum Pemegang Saham (RUPS); Direksi reflected through the General Meeting of Shareholders
dengan tugasnya untuk mengelola; serta Dewan (GMS); the Board of Directors with its responsibility to
Komisaris yang berfungsi melakukan pengawasan. manage the Company; and the Board of Commissioners
Sistem kepengurusan Perusahaan Terbatas menganut which functions to carry out oversight. The management
model 2 (dua) badan atau two tier system, yaitu system of a Limited Liability Company adopts a two-
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Dewan Komisaris dan Direksi dengan kewenangan dan tier system, namely the Board of Commissioners and
tanggung jawab yang jelas sesuai fungsinya masing- the Board of Directors, each having clear authority
masing sebagaimana diamanatkan dalam peraturan and responsibilities in accordance with their respective
dan perundang-undangan serta Anggaran Dasar. functions as mandated by prevailing laws and
regulations as well as the Articles of Association.
Perusahaan memiliki ketiga organ utama tersebut, baik The Company has these three main organs, namely the
RUPS, Dewan Komisaris dan Direksi. Dewan Komisaris GMS, the Board of Commissioners, and the Board of
dan Direksi memiliki tanggung jawab untuk memelihara Directors. The Board of Commissioners and the Board
kesinambungan usaha Perusahaan dalam jangka of Directors have the responsibility to maintain the
panjang. Oleh karena itu, Dewan Komisaris dan Direksi sustainability of the Company’s business in the long
harus memiliki kesamaan persepsi terhadap visi, misi, term. Therefore, the Board of Commissioners and the
4
dan nilai-nilai inti serta budaya Perusahaan. Board of Directors must share the same understanding
of the Company’s vision, mission, core values, and
corporate culture.
2025 Annual Report PT Elnusa Tbk
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Page 257
Struktur GCG Perusahaan juga mengikutsertakan The Company’s GCG structure also incorporates several
beberapa aspek penting yang berperan untuk important aspects that support the strengthening of
mendukung penguatan kontrol dan pengelolaan control and management of the Company, consisting
terhadap Perusahaan, terdiri dari organ pendukung of supporting organs including the Corporate Secretary
yang meliputi Sekretaris Perusahaan dan Unit Audit and the Internal Audit Unit under the Board of Directors,
Internal yang berada di bawah Direksi, serta Komite as well as the Audit Committee, the Nomination,
Audit, Komite Nominasi, Remunerasi dan Good Remuneration and Good Corporate Governance
Corporate Governance ("Komite NR dan GCG"), dan Committee (“NR and GCG Committee”), and the Risk
Komite Pemantau Risiko dan lnvestasi yang berada di and Investment Monitoring Committee under the Board
bawah Dewan Komisaris. Selain itu, terdapat proses of Commissioners. In addition, independent audits of
5
audit independen atas laporan keuangan dan laporan financial statements and other reports are conducted by
lainnya yang dilakukan oleh akuntan eksternal dalam external auditors to strengthen controls, particularly in
memperkuat kontrol khususnya terkait laporan kinerja relation to the Company’s performance reporting. This
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Perusahaan. Struktur tersebut telah sesuai dengan structure is in accordance with the applicable regulatory
ketentuan regulasi yang berlaku di Indonesia. provisions in Indonesia.
Proses dan Mekanisme Tata Kelola serta Perangkat Kebijakan
Governance Processes and Mechanisms as well as Policy Instruments
Hierarki Kebijakan dan Prosedur Operasional Perusahaan
Hierarchy of Company Operational Policies and Procedures
Prinsip-prinsip Tata Kelola
6
Principles of Governance
Sustainability Reference
Rujukan Keberlanjutan
Pedoman Tata Kelola Perusahaan
Corporate Governance Guidelines
Kebijakan dan Pedoman
Piagam Kode etik
Manajemen
Charter Code of Ethics
Management Policies and Guidelines
• Board Manual • SOP dan Instruksi Kerja • Pedoman Etika Perilaku
•
•
Piagam Komite Audit
Piagam Komite Nominasi,
•
•
Bisnis Proses
Manual Mutu
• Pedoman Pengendalian Gratifikasi
& Souvenir
7
Remunerasi dan Good Corporate • Pedoman Benturan Kepentingan
Financial Report
Laporan Keuangan
Governance • Standard Operating Procedures • Pedoman Whistleblowing Systems
• Piagam Komite Pemantau Risiko (SOP) and Work Instructions • Pedoman Kepemilikan dan
dan Investasi • Business Processes Transaksi bagi Orang Dalam
• Piagam Audit Internal • Quality Manual • Pedoman Perlindungan Hak
• Piagam Sekretaris Perusahaan Kreditur
• Kebijakan Anti Penyuapan
• Board Manual
• Audit Committee Charter • Code of Conduct Guidelines
• Nomination, Remuneration and • Gratuity and Souvenir Control
Good Corporate Governance Guidelines
Committee Charter • Conflict of Interest Guidelines
• Risk Monitoring and Investment • Whistleblowing System Guidelines
Committee Charter • Anti-Bribery and Corruption Policy
• Internal Audit Charter • Guidelines on Ownership and
• Corporate Secretary Charter Transactions for Insiders
• Creditor Rights Protection
Guidelines
• Anti-Bribery Policy
2025 Annual Report PT Elnusa Tbk
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Perusahaan memiliki softstructure GCG sebagai The Company has established a GCG soft structure
mekanisme penerapan prinsip GCG di lingkup entitas as a mechanism for implementing GCG principles
2025 Performance Highlights
usaha. Softstructure tersebut terdiri dari berbagai within its business entities. This soft structure consists of
peraturan dan kebijakan yang mengatur lingkup various regulations and policies that govern the scope
tanggung jawab organ GCG, dan hubungan kerja of responsibilities of GCG organs and the working
Kilas Kinerja 2025
antar-organ GCG; termasuk dengan pemangku relationships among GCG organs, including with both
kepentingan baik internal maupun eksternal. internal and external stakeholders.
Perusahaan telah menyusun, menerapkan dan The Company has developed, implemented, and
memperbarui softstructure GCG yang terdiri dari updated its GCG soft structure, which consists of policies
kebijakan dan prosedur operasional, meliputi antara and operational procedures, including among others:
1
lain:
Kebijakan dan Pedoman Penetapan
Policies and Guidelines Enactment
Anggaran Dasar Perusahaan Terakhir diubah berdasarkan Akta No. 8 tanggal 17 Oktober 2022 yang dibuat di hadapan
Articles of Association of the Company Aryanti Artisari S.H. M.Kn., Notaris di Jakarta.
Last amended based on Deed No. 8 dated October 17, 2022, drawn up before Aryanti
Artisari, S.H., M.Kn., Notary in Jakarta.
Laporan Management
Management Report
Pedoman Tata Kelola Perusahaan Disahkan oleh Komisaris Utama dan Direktur Utama pada Februari 2024.
(GCG Code) Approved by the President Commissioner and the President Director in February 2024.
Corporate Governance Guidelines (GCG Code)
Panduan Perilaku (Code of Conduct) Disahkan oleh Corporate Secretary pada tanggal 23 November 2022.
Code of Conduct Approved by the Corporate Secretary on November 23, 2022.
Board Manual (Buku Panduan Dewan Komisaris dan Disahkan oleh Dewan Komisaris dan Direksi pada tanggal 2 Januari 2018.
Direksi) Approved by the Board of Commissioners and the Board of Directors on January 2, 2018.
Board Manual (Guidelines for the Board of
2
Commissioners and the Board of Directors)
Piagam Komite Audit Disahkan oleh Dewan Komisaris pada tanggal 30 Desember 2025.
Audit Committee Charter Approved by the Board of Commissioners on December 30, 2025.
Piagam Komite Nominasi, Remunerasi dan Good Disahkan oleh Dewan Komisaris pada tanggal 30 Desember 2025
Corporate Governance (“Komite NR dan GCG”) Approved by the Board of Commissioners on December 30, 2025.
Nomination, Remuneration and Good Corporate
Governance Committee Charter (“NR and GCG
Committee”)
Piagam Komite Pemantau Risiko dan Investasi Disahkan oleh Dewan Komisaris pada tanggal 30 Desember 2025.
Profil Perusahaan
Company Profile
Risk and Investment Monitoring Committee Charter Approved by the Board of Commissioners on December 30, 2025.
Piagam Sekretaris Perusahaan Disahkan oleh Direksi pada tanggal 22 April 2019.
Corporate Secretary Charter Approved by the Board of Directors on April 22, 2019.
Piagam Internal Audit Disahkan oleh Komisaris Utama, Direktur Utama dan Chief Audit Executive pada tanggal 29
Internal Audit Charter September 2025.
3
Approved by the President Commissioner, the President Director, and the Chief Audit Executive
on September 29, 2025.
Prosedur Pengendalian Gratifikasi & Souvenir Disahkan oleh Corporate Secretary pada tanggal 11 November 2025.
Gratuity and Souvenir Control Procedures Approved by the Corporate Secretary on November 11, 2025.
Prosedur Pengelolaan Whistleblowing System Disahkan oleh Corporate Secretary pada tanggal 29 Juli 2024.
Whistleblowing System Management Procedures Approved by the Corporate Secretary on July 29, 2024.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Kebijakan Anti Penyuapan Disahkan oleh Direktur Utama pada 4 November 2025.
Anti-Bribery Policy Approved by the President Director on November 4, 2025.
Prosedur Kepemilikan dan Transaksi bagi Orang Dalam Disahkan oleh Corporate Secretary pada tanggal 11 Februari 2021.
Insider Ownership and Transaction Procedures Approved by the Corporate Secretary on February 11, 2021.
Pedoman Sistem Manajemen Elnusa Disahkan oleh Direksi pada tanggal 18 Desember 2023.
Elnusa Management System Guidelines Approved by the Board of Directors on December 18, 2023.
Pedoman Pengadaan Barang dan Jasa Disahkan oleh Direktur SDM dan Umum pada tanggal 14 Mei 2025.
Procurement of Goods and Services Guidelines Approved by the Director of Human Resources and General Affairs on 14 May 2025.
Kebijakan Sistem Manajemen Keberlangsungan Bisnis Disahkan oleh Direksi pada tanggal 05 November 2025.
Business Continuity Management System Policy- Approved by the Board of Directors on November 05, 2023.
4
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PENILAIAN ATAU EVALUASI ATAS PENERAPAN TATA KELOLA
PERUSAHAAN YANG BAIK
ASSESSMENT OR EVALUATION OF THE IMPLEMENTATION OF
GOOD CORPORATE GOVERNANCE
Penilaian Penerapan GCG sesuai Peraturan OJK Penilaian Penerapan GCG berbasis ASEAN
No. 21/POJK.04/2015 Corporate Governance Scorecard (“ACGS”)
5
Assessment of GCG Implementation in accordance Assessment of GCG Implementation based on the
with OJK Regulation No. 21/POJK.04/2015 ASEAN Corporate Governance Scorecard (“ACGS”)
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Sebagai perusahaan terbuka, Elnusa wajib untuk As a publicly listed company, Elnusa is required to
melakukan pengukuran terhadap penerapan GCG measure the implementation of GCG through an
yang dilakukan melalui penilaian (assessment), selaras assessment process, in line with OJK Regulation
dengan Peraturan OJK No. 21/POJK.04/2015 tentang No. 21/POJK.04/2015 concerning the Corporate
Pedoman Tata Kelola Perusahaan Terbuka. Perusahaan Governance Guidelines for Public Companies. The
melakukan penilaian penerapan GCG secara konsisten Company consistently conducts an annual assessment
setiap tahunnya untuk mengetahui tingkat kecukupan of GCG implementation to determine the adequacy of
penerapan GCG di lingkungan Perusahaan. Penilaian GCG practices within the Company. The assessment
yang dilakukan oleh Perusahaan menggunakan conducted by the Company refers to various applicable
6
berbagai acuan standar praktik terbaik (best practices) best practice standards. The Company also evaluates
yang berlaku. Perusahaan juga melakukan penilaian the implementation of GCG using best practice
Sustainability Reference
Rujukan Keberlanjutan
penerapan GCG dengan menggunakan standar standards applied both in Indonesia and internationally,
praktik terbaik yang berlaku di Indonesia maupun di namely the ASEAN Corporate Governance Scorecard
luar negeri, yaitu ASEAN Corporate Governance (“ACGS”).
Scorecard (“ACGS”).
Penilaian Penerapan GCG berbasis ASEAN Assessment of GCG Implementation based on
Corporate Governance Scorecard (“ACGS”) the ASEAN Corporate Governance Scorecard
(“ACGS”)
ACGS merupakan ukuran kepatuhan perusahaan- ACGS is a measure of the compliance of publicly 7
perusahaan terbuka di ASEAN terhadap penerapan listed companies in ASEAN with the implementation
Financial Report
Laporan Keuangan
tata kelola/governansi menurut praktik-praktik of governance practices based on exemplary practices
keteladanan berbasis standar-standar internasional, aligned with international standards, particularly
khususnya prinsip-prinsip corporate governance. ACGS corporate governance principles. ACGS aims to
bertujuan untuk meningkatkan daya saing perusahaan- enhance the competitiveness of ASEAN companies
perusahaan di ASEAN dalam menarik investor in attracting global investors and to build a more
global serta membangun ekosistem bisnis yang lebih reliable and sustainable business ecosystem. These
terpercaya dan berkelanjutan. Pedoman ini diterbitkan guidelines are issued by the Organisation for Economic
oleh The Organizaion for Economic Co-operation and Co-operation and Development (OECD).
Development (OECD).
Pelaksanaan asesmen penerapan GCG berbasis ACGS The assessment of GCG implementation based on the
untuk tahun buku 2025, dilakukan oleh Indonesian ACGS for the fiscal year 2025 was conducted by the
Institute for Corporate Directorship (IICD) . Adapun Indonesian Institute for Corporate Directorship (IICD).
hasil penilaian implementasi tata kelola untuk tahun The results of the governance implementation assessment
2025 adalah sebagai berikut. for 2025 are as follows.
2025 Annual Report PT Elnusa Tbk
259
Page 260
2025 Performance Highlights
Kilas Kinerja 2025
1
Laporan Management
Management Report
2
Profil Perusahaan
Company Profile
Kriteria dan Capaian Penilaian ASEAN CG Scorecard Elnusa
ASEAN CG Scorecard Assessment Criteria and Results for Elnusa
3
Bobot Penilaian Total Skor
Komponen Total Score
Assessment
Component
Weight 2025
A. Hak-hak dan Perlakuan Setara terhadap Pemegang Saham 20,00 18,57
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
A. Rights and Equitable Treatment of Shareholders
B. Keberlanjutan dan Ketangguhan 15,00 11,59
B. Sustainability and Resilience
C. Keterbukaan dan Transparansi 25,00 22,73
C. Disclosure and Transparency
D. Tanggung Jawab Dewan Komisaris 40,00 36,77
D. Responsibilities of the Board of Commissioners
E. Bonus 7,00
E. Bonus
F. Penalti 0
F. Penalty
4
Total Skor Tertimbang 100,00 96,66
Total Weighted Score
2025 Annual Report PT Elnusa Tbk
260
Page 261
5 Good Corporate Governance
Tata Kelola Perusahaan yang Baik
6
Sustainability Reference
Rujukan Keberlanjutan
Total nilai (overall score) praktik GCG yang diperoleh The total (overall) GCG practice score obtained
Perusahaan untuk tahun buku 2025 (ASEAN CG by the Company for fiscal year 2025 (ASEAN CG
Scorecard 2025) adalah sebesar 96,66 dengan Scorecard 2025) was 96.66 with a “Very Good” rating,
predikat “Very Good”, artinya implementasi tata indicating that the Company’s corporate governance
kelola korporasi perusahaan sudah memenuhi standar implementation has met international standards as
Internasional, sebagaimana yang di syaratkan dalam required under the ASEAN CG Scorecard.
ASEAN CG Scorecard .
Untuk dapat melihat kesesuaian penerapan GCG The alignment of GCG implementation based on the
berbasis ACGS dapat dilihat pada halaman 494. ACGS can be seen on page 494. 7
Financial Report
Laporan Keuangan
Penerapan Aspek dan Prinsip Tata Kelola Implementation of Corporate Governance
Perusahaan sesuai Ketentuan Otoritas Jasa Aspects and Principles in accordance with the
Keuangan (OJK) Regulations
Terdapat 5 (lima) aspek, 8 (delapan) prinsip, serta There are 5 (five) aspects, 8 (eight) principles, and
25 (dua puluh lima) rekomendasi Tata Kelola yang 25 (twenty-five) governance recommendations
disampaikan oleh OJK, sebagaimana yang tertuang issued by OJK, as stipulated in OJK Regulation
dalam POJK No. 21/POJK.04/2015 tentang No. 21/POJK.04/2015 concerning the
Penerapan Pedoman Tata Kelola Perusahaan Terbuka Implementation of Corporate Governance Guidelines
dan SEOJK No. 32/SEOJK.04/2015 tentang for Public Companies and OJK Circular Letter
Pedoman Tata Kelola Perusahaan Terbuka. Perusahaan No. 32/SEOJK.04/2015 concerning the Corporate
telah menerapkan aspek, prinsip, dan rekomendasi Governance Guidelines for Public Companies. The
tersebut berdasarkan pendekatan “comply or explain” Company has implemented these aspects, principles,
sebagaimana dapat dilihat pada halaman 481. and recommendations based on the “comply or explain”
approach, as can be seen on page 481.
2025 Annual Report PT Elnusa Tbk
261
Page 262
PEMEGANG SAHAM DAN RAPAT UMUM PEMEGANG
SAHAM (RUPS)
SHAREHOLDERS AND THE GENERAL MEETING OF
2025 Performance Highlights
SHAREHOLDERS (GMS)
Kilas Kinerja 2025
Rapat Umum Pemegang Saham (RUPS) adalah Organ The General Meeting of Shareholders (GMS) is the
Perusahaan yang mempunyai kewenangan tertinggi Company’s organ with the highest authority that is not
yang tidak dilimpahkan kepada Direksi maupun Dewan delegated to the Board of Directors or the Board of
Komisaris sebagaimana yang diatur dalam undang- Commissioners, as stipulated in the laws and regulations
undang dan/atau Anggaran Dasar. RUPS menjadi and/or the Articles of Association. The GMS serves as
1
sarana bagi para Pemegang Saham untuk menjalankan a forum for Shareholders to exercise their rights and
hak-haknya dan mengambil keputusan strategis make strategic decisions related to the interests of the
yang berkaitan dengan kepentingan Perusahaan Company and investments in the Company, with due
dan penanaman modal dalam Perusahaan, dengan regard to the provisions of the Articles of Association
memperhatikan ketentuan Anggaran Dasar dan and applicable laws and regulations.
peraturan perundang-undangan.
Laporan Management
Management Report
Pemegang Saham dan Informasi Tentang Shareholders and Information on the Main/
Pemegang Saham Utama/Pengendali Controlling Shareholders
Pemegang Saham adalah individu atau badan hukum Shareholders are individuals or legal entities that
yang secara sah sebagai pemilik saham Perusahaan. are legally recognized as owners of the Company’s
Sebagai pemilik modal Pemegang Saham memiliki hak shares. As providers of capital, Shareholders have
2
dan tanggung jawab serta kewajiban yang melekat rights, responsibilities, and obligations inherent in their
pada kepemilikan saham tersebut sesuai dengan share ownership in accordance with applicable laws
peraturan perundang-undangan dan Anggaran and regulations as well as the Company’s Articles of
Dasar Perusahaan. Struktur kepemilikan saham Elnusa Association. The share ownership structure of Elnusa
terdiri dari Pemegang Saham Utama/Pengendali dan consists of Main/Controlling Shareholders and Public
Pemegang Saham Publik. Shareholders.
Per 31 Desember 2025, Pemegang Saham Utama/ As of December 31, 2025, the Company’s Major/
Profil Perusahaan
Company Profile
Pengendali Perusahaan adalah PT Pertamina Hulu Controlling Shareholder is PT Pertamina Hulu Energi,
Energi yang memiliki saham Perusahaan sebesar which holds 51.10% of the Company’s shares, while the
51,10%, sedangkan sisanya sebesar 6,23% dimiliki remaining 6.23% is owned by Haiyanto, and 42.67%
oleh Haiyanto, dan sebesar 42,67% dimiliki oleh is owned by the public (each holding less than 5%)
masyarakat (masing-masing kurang dari 5%) yang juga through share trading on the Indonesia Stock Exchange.
3
melalui perdagangan saham di Bursa Efek Indonesia.
Entitas induk Perusahaan, PT Pertamina Hulu Energi, The Company’s parent entity, PT Pertamina Hulu Energi,
merupakan anak perusahaan dari PT Pertamina is a subsidiary of PT Pertamina (Persero), a state-owned
(Persero), BUMN yang seluruh sahamnya dimiliki oleh enterprise whose shares are wholly owned by the
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Negara Republik Indonesia. Dengan demikian, entitas Government of the Republic of Indonesia. Accordingly,
pemilik manfaat akhir Perusahaan adalah Negara the ultimate beneficial owner of the Company is the
Republik Indonesia. Government of the Republic of Indonesia.
Hak, Kewajiban, dan Wewenang Pemegang Rights, Obligations, and Authorities of
Saham Shareholders
1. Menerima dividen saham dengan syarat dan 1. To receive stock dividends in accordance with the
ketentuan sesuai dengan keputusan Rapat Umum terms and conditions as determined by the General
Pemegang Saham (RUPS). Meeting of Shareholders (GMS).
2. Ikut berpartisipasi dalam mengambil keputusan 2. To participate in decision-making at the GMS in
4
di dalam RUPS berdasarkan dengan syarat dan accordance with applicable regulations and the
ketentuan yang berlaku dan Tata Tertib RUPS. GMS rules of procedure.
3. Menerima informasi mengenai Tata Tertib RUPS 3. To obtain information regarding the GMS rules of
dan prosedur voting di dalam RUPS. procedure and voting procedures at the GMS.
2025 Annual Report PT Elnusa Tbk
262
Page 263
4. Meminta secara tertulis kepada Perusahaan agar 4. To submit a written request to the Company to
diselenggarakan RUPS apabila memegang saham convene a GMS, provided that they hold at least
minimum 10% (sepuluh per seratus). 10% (ten percent) of the shares.
5. Mengusulkan acara/agenda RUPS apabila 5. To propose items or agendas for the GMS,
memegang saham minimal 10% (sepuluh per provided that they hold at least 10% (ten percent)
seratus). of the shares.
-
Jenis-jenis RUPS Types of General Meeting of Shareholders
(GMS)
5
RUPS dan Pemegang Saham tidak berwenang The GMS and the Shareholders do not have the authority
melakukan intervensi terhadap pelaksanaan tugas, to intervene in the execution of the duties, functions, and
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
fungsi, dan kewenangan Dewan Komisaris dan Direksi. authorities of the Board of Commissioners and the Board
Ketentuan tersebut tidak mengurangi kewenangan of Directors. This provision does not reduce the authority
RUPS untuk menjalankan hak-haknya sesuai dengan of the GMS to exercise its rights in accordance with the
Anggaran Dasar Perusahaan dan peraturan perundang- Company’s Articles of Association and applicable laws
undangan, dengan tetap memperhatikan pembatasan and regulations, while still observing the limitations of
kewenangan RUPS sebagaimana diatur dalam Pasal the GMS authority as stipulated in Article 75 of Law of
75 Undang-Undang RI No. 40 Tahun 2007 tentang the Republic of Indonesia No. 40 of 2007 concerning
Perseroan Terbatas. Limited Liability Companies.
Dalam penerapan Tata Kelola Perusahaan yang In the implementation of Good Corporate Governance,
Baik, RUPS merupakan mekanisme utama dalam the GMS serves as the main mechanism for the
perlindungan dan pelaksanaan hak-hak Pemegang protection and exercise of Shareholders’ rights and
Saham serta berfungsi sebagai sarana pengambilan functions as a forum for making the Company’s strategic
6
keputusan strategis Perusahaan yang diselenggarakan decisions. The GMS is conducted in a transparent and
secara transparan dan akuntabel, dengan tetap accountable manner while upholding the principle of the
Sustainability Reference
Rujukan Keberlanjutan
menjunjung prinsip pembagian kewenangan antar organ division of authority among the Company’s organs. The
Perusahaan. Penyelenggaraan RUPS dilaksanakan implementation of the GMS is carried out in accordance
sesuai dengan Anggaran Dasar Perusahaan, Undang- with the Company’s Articles of Association, Law of the
Undang RI No. 40 Tahun 2007 tentang Perseroan Republic of Indonesia No. 40 of 2007 concerning
Terbatas, dan Peraturan OJK No. 15/POJK.04/2020 Limited Liability Companies, and OJK Regulation No.
tentang Rencana dan Penyelenggaraan Rapat Umum 15/POJK.04/2020 concerning the Planning and
Pemegang Saham Perusahaan Terbuka. Implementation of the General Meeting of Shareholders
of Public Companies
Jenis-jenis RUPS 7
Types of General Meeting of Shareholders (GMS)
Financial Report
Laporan Keuangan
RUPS Luar Biasa
yang dapat diselenggarakan sewaktu-waktu jika
RUPS Tahunan
dipandang perlu oleh Direksi, Dewan Komisaris atau
diselenggarakan untuk membahas laporan tahunan
Pemegang Saham untuk menetapkan hal-hal yang
dan laporan keuangan tahunan Perusahaan serta
tidak dilakukan dalam RUPS Tahunan.
dilaksanakan paling lambat 6 (enam) bulan setelah
berakhirnya tahun buku.
Extraordinary General Meeting of Shareholders
(EGMS)
Annual General Meeting of Shareholders (AGMS)
May be convened at any time if deemed
Held to discuss the Company’s annual report and annual
necessary by the Board of Directors, the Board of
financial statements and conducted no later than 6 (six)
Commissioners, or the Shareholders to determine
months after the end of the fiscal year.
matters that are not addressed in the Annual General
Meeting of Shareholders.
2025 Annual Report PT Elnusa Tbk
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Page 264
Ketentuan Penyelenggaraan RUPS Provisions on the Conduct of the GMS
2025 Performance Highlights
Sebagai perusahaan publik, penyelenggaraan As a public company, the conduct of the GMS within the
RUPS di lingkup Perusahaan, baik RUPS Tahunan Company, both the Annual GMS and the Extraordinary
maupun RUPS Luar Biasa, mengacu kepada Undang- GMS, refers to Law of the Republic of Indonesia No.
Kilas Kinerja 2025
Undang RI No. 40 Tahun 2007 tentang Perseroan 40 of 2007 concerning Limited Liability Companies,
Terbatas, Anggaran Dasar Perusahaan, dan Peraturan the Company’s Articles of Association, and OJK
OJK No. 15/POJK.04/2020 tentang Rencana Regulation No. 15/POJK.04/2020 concerning the
dan Penyelenggaraan Rapat Umum Pemegang Planning and Implementation of the General Meeting
Saham Perusahaan Terbuka, serta Peraturan OJK of Shareholders of Public Companies, as well as OJK
No. 16/POJK.04/2020 tentang Pelaksanaan Regulation No. 16/POJK.04/2020 concerning the
1
Rapat Umum Pemegang Saham Perusahaan Terbuka Electronic Implementation of the General Meeting of
secara Elektronik. RUPS memiliki wewenang tertinggi Shareholders of Public Companies. The GMS holds
dalam struktur Tata Kelola Perusahaan sekaligus the highest authority in the Company’s Corporate
merupakan forum utama bagi Pemegang Saham Governance structure and serves as the primary forum
untuk menggunakan hak dan wewenangnya terhadap for Shareholders to exercise their rights and authority
manajemen perusahaan over the management of the Company
Laporan Management
Management Report
Tahapan Penyelenggaraan RUPS Perusahaan
Stages of the Company’s General Meeting of Shareholders (GMS)
Pengumuman Penyelenggaraan RUPS Pemanggilan Penyelenggaraan RUPS
Pemberitahuan Rencana dilakukan melalui portal IDXnet, SPE Melalui portal IDXnet, SPE OJK, eASY.
Penyelenggaraan RUPS Kepada OJK, eASY.KSEI, dan Website Elnusa KSEI, dan Website Elnusa
2
Regulator --------------- ---------------
--------------- Paling lambat 14 hari sebelum Paling lambat 21 hari sebelum
Paling lambat 5 hari kerja sebelum Pemanggilan Penyelenggaraan RUPS, Pelaksanaan RUPS, tanpa
Pengumuman Penyelenggaraan RUPS, tanpa memperhitungkan tanggal memperhitungkan tanggal RUPS dan
tanpa memperhitungkan tanggal pemanggilan dan pengumuman. tanggal pemanggilan.
pengumuman.
Announcement of the GMS conducted Invitation to the GMS through the IDXnet
Notification of the GMS Plan to the through the IDXnet portal, SPE OJK, portal, SPE OJK, eASY.KSEI, and the
Regulator eASY.KSEI, and the Elnusa website Elnusa website
No later than 5 (five) working days No later than 14 (fourteen) days prior No later than 21 (twenty-one) days
Profil Perusahaan
Company Profile
prior to the announcement of the GMS, to the invitation of the GMS, excluding prior to the implementation of the GMS,
excluding the date of the announcement. the date of the announcement and the excluding the date of the GMS and the
invitation. date of the invitation.
3
Pengumuman Ringkasan Risalah RUPS
dilakukan melalui portal IDXnet, SPE
Penyampaian Risalah RUPS kepada OJK, eASY.KSEI, dan Website Elnusa
Regulator ---------------
--------------- Paling lambat 2 hari kerja setelah
Paling lambat 30 hari setelah pelaksanaan RUPS.
Analisis dan Pembahasan Manajemen
pelaksanaan RUPS Pelaksanaan RUPS
Management Discussion and Analysis
Announcement of the Summary of the Implementation of the GMS
Submission of the Minutes of the GMS to Minutes of the GMS conducted through
the regulator the IDXnet portal, SPE OJK, eASY.KSEI,
No later than 30 (thirty) days after the and the Elnusa website
implementation of the GMS.
No later than 2 (two) working days after
the implementation of the GMS.
Penyelenggaraan RUPS Tahun 2025 dan Implementation of the GMS in 2025 and Its
Tindak Lanjutnya oleh Manajemen Follow-Up by Management
Sepanjang tahun 2025 Perusahaan menyelenggarakan Throughout 2025, the Company held 2 (two) GMS,
4
2 (dua) kali RUPS, yaitu RUPS Tahunan Tahun Buku namely the Annual GMS for fiscal year 2024 on May
2024 pada tanggal 22 Mei 2025, dan RUPS Luar 22, 2025, and the Extraordinary GMS on August 25,
Biasa pada 25 Agustus 2025. 2025.
2025 Annual Report PT Elnusa Tbk
264
Page 265
Penyelenggaraan RUPS Tahunan Tahun Buku 2024
Implementation of Annual GMS for Fiscal Year 2024
Hari/Tanggal : Selasa, 22 Mei 2025
Day/Date: Tuesday, May 22, 2025
Waktu : Pukul 14.02 s.d 15.53 WIB
Time 14.02-15.53 WIB
Tempat : Graha Elnusa Lt. 1, Ruang Udaya
Venue Jl. TB Simatupang Kav. 1B, Jakarta Selatan 12560
Penghitung Suara Independen : • PT Datindo Entrycom selaku Biro Administrasi Efek
5
Independent Vote Counter • Aulia Taufani, SH., selaku Notaris
• PT Datindo Entrycom as the Securities Administration Bureau
• Aulia Taufani, SH., as Notary
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Tahapan pelaksanaan RUPS Tahunan tahun buku 2024 adalah sebagai berikut:
The stages of the implementation of the Annual General Meeting of Shareholders for fiscal year 2024 are as follows:
Pemberitahuan Rencana : Mengirimkan Pemberitahuan Mata Acara Rapat melalui situs web Bursa Efek Indonesia (BEI)
Penyelenggaraan RUPS dengan surat No. L9.000D.013C-2025.063 tanggal 21 Maret 2025.
Kepada OJK
Notification of the GMS Plan Submission of the Meeting Agenda Notification through the Indonesia Stock Exchange (IDX)
to OJK website with letter No. L9.000D.013C-2025.063 dated March 21, 2025.
Pengumuman : Pengumuman RUPS Tahunan tahun buku 2024 dilakukan melalui situs web Perusahaan di
Penyelenggaraan RUPS www.elnusa.co.id, situs web PT Bursa Efek Indonesia www.idx.co.id, dan melalui situs web
PT Kustodian Sentral Efek Indonesia www.easyksei.co.id, pada tanggal 8 April 2025, dalam
bahasa Indonesia dan bahasa Inggris.
Announcement of the GMS The announcement of the Annual General Meeting of Shareholders for fiscal year 2024 was
made through the Company’s website at www.elnusa.co.id, the website of the Indonesia
6
Stock Exchange www.idx.co.id, and the website of PT Kustodian Sentral Efek Indonesia www.
easyksei.co.id on April 8, 2025, in Indonesian and English.
Sustainability Reference
Rujukan Keberlanjutan
Pemanggilan : Pemanggilan RUPS Tahunan tahun buku 2024 dilakukan melalui situs web Perusahaan di
Penyelenggaraan RUPS www.elnusa.co.id, situs web PT Bursa Efek Indonesia www.idx.co.id, dan melalui situs web PT
Invitation to the GMS Kustodian Sentral Efek Indonesia www.easyksei.co.id, pada tanggal 23 April 2025, dalam
bahasa Indonesia dan bahasa Inggris.
The invitation to the Annual General Meeting of Shareholders for fiscal year 2024 was made
through the Company’s website at www.elnusa.co.id, the website of the Indonesia Stock
Exchange www.idx.co.id, and the website of PT Kustodian Sentral Efek Indonesia www.
easyksei.co.id on April 23, 2025, in Indonesian and English.
Penyelenggaraan RUPS : RUPS Tahunan tahun buku 2024 diselenggarakan pada 22 Mei 2025
Implementation of the GMS The Annual General Meeting of Shareholders for fiscal year 2024 was held on May 22, 2025.
7
Pengumuman Ringkasan : Risalah RUPS Tahunan tahun buku 2024 telah dirilis dan diumumkan melalui situs web
Financial Report
Laporan Keuangan
Risalah RUPS Perusahaan di www.elnusa.co.id, PT Bursa Efek Indonesia www.idx.co.id, dan PT Kustodian
Sentral Efek Indonesia www.easyksei.co.id, pada tanggal 23 Mei 2025.
Announcement of the The Minutes of the Annual General Meeting of Shareholders for fiscal year 2024 were published
Summary of the Minutes of and announced through the Company’s website at www.elnusa.co.id and the website of the
the GMS Indonesia Stock Exchange www.idx.co.id on May 23, 2025.
Penyampaian Risalah RUPS : Penyampaian Risalah RUPS Tahunan tahun buku 2024 kepada OJK pada tanggal 20 Juni
Kepada OJK 2025.
Submission of the Minutes of Submission of the Minutes of the Annual GMS for fiscal year 2024 to OJK on June 20, 2025.
the GMS to OJK
2025 Annual Report PT Elnusa Tbk
265
Page 266
Kehadiran Dewan Komisaris dan Direksi yang Menjabat pada RUPS Tahunan Tahun Buku 2024
Tanggal 22 Mei 2025
Attendance of the Board of Commissioners and the Board of Directors Serving at the Annual GMS
2025 Performance Highlights
for Fiscal Year 2024 on May 22, 2025
Kilas Kinerja 2025
Kehadiran dalam RUPS Tahunan
Tahun Buku 2024 Keterangan
Dewan Komisaris dan Direksi
Attendance at the Annual General Remarks
Board of Commissioners and Board of Directors
Meeting of Shareholders for Fiscal
Year 2024
Dewan Komisaris
Board of Commissioners
1
Eko Ariantoro (Komisaris Utama/Komisaris
Independen) Tingkat kehadiran Dewan Komisaris
(President Commissioner/Independent
yang menjabat sampai pada saat
Commissioner)
pelaksanaan RUPS: 100%
Denie S. Tampubolon (Komisaris Independen)
(Independent Commissioner) Attendance rate of the Board of
Nur Endro Buwono (Komisaris) Commissioners serving at the time of
the GMS: 100%
Laporan Management
(Commissioner)
Management Report
Ariana Soemanto (Komisaris)
(Commissioner)
Direksi
Board of Directors
Bachtiar Soeria Atmadja (Direktur Utama)
(President Director)
2
Stanley Iriawan (Direktur Keuangan)
(Director of Finance) Tingkat kehadiran Direksi yang
menjabat sampai pada saat
Endro Hartanto (Direktur Operasi) pelaksanaan RUPS: 100%
(Director of Operations)
Attendance rate of the Board of
Arief Prasetyo Handoyo (Direktur Directors serving at the time of the
Pengembangan Usaha) GMS: 100%
(Director of Business Development)
Hera Handayani (Direktur SDM & Umum)
Profil Perusahaan
(Director of Human Resources & General
Company Profile
Services)
RUPS Tahunan tahun buku 2024 telah dihadiri oleh The Annual General Meeting of Shareholders (AGMS)
para Pemegang Saham atau Kuasa Pemegang Saham for fiscal year 2024 was attended by the Company’s
3
Perusahaan yang sah berjumlah 4.754.208.234 shareholders or their authorized proxies representing a
saham atau sebesar 65,13953% dari jumlah saham total of 4,754,208,234 shares, or 65.13953% of the
dengan hak suara yang sah. total shares with valid voting rights.
Hasil Keputusan RUPS Tahunan tahun buku 2024 telah The resolutions of the AGMS for fiscal year 2024 were
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
dituangkan dalam Akta No. 95 tanggal 22 Mei 2025 documented in Deed No. 95 dated May 22, 2025,
yang dibuat di hadapan Aulia Taufani, SH, Notaris di drawn up before Aulia Taufani, SH, Notary in Jakarta.
Jakarta.
Adapun hasil keputusan RUPS Tahunan tahun buku The resolutions of the AGMS for fiscal year 2024,
2024 beserta pelaksanaannya dan tindak lanjutnya along with their implementation and follow-up by the
oleh Manajemen Perusahaan hingga akhir tahun Company’s Management up to the end of 2025, are
2025 adalah sebagai berikut: as follows:
4
2025 Annual Report PT Elnusa Tbk
266
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Mata Acara RUPS Tahunan Tahun Buku 2024 dan Keputusannya serta Tindak Lanjut atas Hasil Keputusan Rapat
Agenda of the Annual GMS for Fiscal Year 2024, Its Resolutions, and the Follow-Up to the Meeting Resolutions
Mata Acara 1:
Persetujuan Laporan Tahunan 2024 termasuk di dalamnya Laporan Pengawasan Dewan Komisaris dan Pengesahan Laporan
Keuangan Perusahaan yang berakhir pada tanggal 31 Desember 2024.
Jumlah Penanya:
1 orang
Hasil Penghitungan Suara:
5
Setuju = 4.626.844.042 saham atau mewakili 97,32102%
Abstain = 127.362.492 saham atau mewakili 2,67894%
Tidak Setuju = 1.700 saham atau mewakili 0,00004%
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Keputusan:
1. Menyetujui Laporan Tahunan untuk Perusahaan Tahun Buku 2024 serta mengesahkan Laporan Keuangan Perusahaan
untuk tahun buku yang berakhir 31 Desember 2024 beserta penjelasannya yang telah diaudit oleh Kantor Akuntan Publik
Purwantono, Sungkoro & Surja sebagaimana termuat dalam Laporan No. 00234/2.1032/AU.1/02/1832-1/1/III/2025
tanggal 19 Maret 2025 dengan pendapat “wajar dalam semua hal yang material”.
2. Memberikan pelunasan dan pembebasan sepenuhnya dari tanggung jawab (volledig acquit et de charge) kepada Direksi
atas tindakan pengurusan dan kepada Dewan Komisaris atas tindakan pengawasan yang telah dilakukan dalam Tahun Buku
yang berakhir 31 Desember 2024 sepanjang:
a. Tindakan tersebut tercermin dalam Laporan Tahunan Perusahaan (termasuk Laporan Keuangan) Tahun Buku yang
berakhir 31 Desember 2024.
b. Tindakan-tindakan tersebut bukan merupakan tindak pidana dan/atau perbuatan melawan hukum.
Tindak Lanjut atas Hasil Keputusan:
Hasil Keputusan tidak memerlukan tindak lanjut dan Keputusan mata acara ini telah dilembagakan dalam Akta RUPS Tahunan
No. 95 tanggal 22 Mei 2025
6
Agenda 1:
Approval of the 2024 Annual Report including the Supervisory Report of the Board of Commissioners and the Ratification of the
Company’s Financial Statements for the year ended December 31, 2024.
Sustainability Reference
Rujukan Keberlanjutan
Number of Questioners:
1 person
Voting Results:
Agree = 4,626,844,042 shares or representing 97.32102%
Abstain = 127,362,492 shares or representing 2.67894%
Disagree = 1,700 shares or representing 0.00004%
Resolution:
1. Approved the Annual Report of the Company for fiscal year 2024 and ratified the Company’s Financial Statements for the
fiscal year ended December 31, 2024, including the explanations thereof, which were audited by the Public Accounting Firm
Purwantono, Sungkoro & Surja as stated in Report No. 00234/2.1032/AU.1/02/1832-1/1/III/2025 dated March 19, 2025
with the opinion “fair in all material respects”.
2. Granted full release and discharge (volledig acquit et de charge) to the Board of Directors for the management actions and to
7
the Board of Commissioners for the supervisory actions carried out during the fiscal year ended December 31, 2024, provided
Financial Report
Laporan Keuangan
that:
a. Such actions were reflected in the Company’s Annual Report (including the Financial Statements) for the fiscal year ended
December 31, 2024.
b. Such actions did not constitute criminal acts and/or unlawful acts.
Follow-Up to the Resolution:
The resolution does not require further follow-up and the resolution of this agenda has been documented in the Deed of the Annual
General Meeting of Shareholders No. 95 dated May 22, 2025.
2025 Annual Report PT Elnusa Tbk
267
Page 268
2025 Performance Highlights
Kilas Kinerja 2025
Mata Acara RUPS Tahunan Tahun Buku 2024 dan Keputusannya serta Tindak Lanjut atas Hasil Keputusan Rapat
Agenda of the Annual GMS for Fiscal Year 2024, Its Resolutions, and the Follow-Up to the Meeting Resolutions
Mata Acara 2:
Penetapan Penggunaan Laba Bersih Perusahaan Tahun Buku 2024.
1
Jumlah Penanya:
Tidak ada
Hasil Penghitungan Suara:
Setuju = 4.689.817.971 saham atau mewakili 98,64562%
Abstain = 59.448.500 saham atau mewakili 1,25044%
Tidak Setuju = 4.941.763 saham atau mewakili 0,10395%
Laporan Management
Keputusan:
Management Report
1. Menyetujui menetapkan penggunaan laba bersih Perusahaan yang dapat diatribusikan kepada pemilik entitas induk untuk
Tahun Buku 2024 sebesar Rp713.668.308.458,00 sebagai berikut:
a. Sebesar Rp 285.467.323.383 atau 40% dari Laba Bersih Perusahaan yang dapat diatribusikan kepeda pemilik entitas
induk Tahun Buku 2024 ditetapkan sebagai Dividen Tunai untuk Tahun Buku 2024.
b. Sisanya sebesar Rp 428.200.985.075,00 atau 60% dari Laba Bersih Tahun Buku 2024 akan menjadi Laba Ditahan atau
Retained Earning Perusahaan.
2. Menyetujui memberi kuasa dan wewenang kepada Direksi untuk mengatur tata cara pembayaran dividen tunai tersebut.
2
Tindak Lanjut atas Hasil Keputusan:
Tata cara pembayaran Dividen Tunai Tahun Buku 2024 tercantum pada Ringkasan Hasil Keputusan RUPS Tahun Buku 2024 yang
dipublikasikan melalui situs web Perusahaan, situs web Bursa Efek Indonesia, dan situs web eASY.KSEI pada 23 Mei 2025.
Telah dilakukan pembagian Dividen Tunai Tahun Buku 2024 kepada Pemegang Saham pada tanggal 20 Juni 2025 sesuai dengan
Peraturan Otoritas Jasa Keuangan No. 15/POJK.04/2020 tentang Rencana dan Penyelenggaraan Rapat Umum Pemegang
Saham Perusahaan Terbuka.
Agenda 2:
Profil Perusahaan
Company Profile
Determination of the Use of the Company’s Net Profit for Fiscal Year 2024.
Number of Questioners:
None
Voting Results:
Agree = 4,689,817,971 shares or representing 98.64562%
3
Abstain = 59,448,500 shares or representing 1.25044%
Disagree = 4,941,763 shares or representing 0.10395%
Resolution:
1. Approved the determination of the use of the Company’s net profit attributable to the owners of the parent entity for fiscal year
2024 amounting to Rp713,668,308,458.00 as follows:
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
a. An amount of Rp285,467,323,383 or 40% of the Company’s net profit attributable to the owners of the parent entity for
fiscal year 2024 was determined as Cash Dividends for fiscal year 2024.
b. The remaining amount of Rp428,200,985,075.00 or 60% of the net profit for fiscal year 2024 became the Company’s
Retained Earnings.
2. Approved the granting of authority and power to the Board of Directors to determine the procedures for the payment of the
cash dividends.
Follow-Up to the Resolution:
The procedures for the payment of Cash Dividends for fiscal year 2024 were included in the Summary of the Resolutions of the GMS
for fiscal year 2024 which was published through the Company’s website, the Indonesia Stock Exchange website, and the eASY.
KSEI website on May 23, 2025.
The distribution of Cash Dividends for fiscal year 2024 to Shareholders was carried out on June 20, 2025 in accordance with OJK
Regulation No. 15/POJK.04/2020 concerning the Planning and Implementation of the General Meeting of Shareholders of Public
4
Companies.
2025 Annual Report PT Elnusa Tbk
268
Page 269
Mata Acara RUPS Tahunan Tahun Buku 2024 dan Keputusannya serta Tindak Lanjut atas Hasil Keputusan Rapat
Agenda of the Annual GMS for Fiscal Year 2024, Its Resolutions, and the Follow-Up to the Meeting Resolutions
Mata Acara 3:
Penetapan Tantiem tahun 2024 dan Remunerasi tahun 2025 bagi anggota Direksi dan Dewan Komisaris Perusahaan.
5
Jumlah Penanya:
Tidak ada
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Hasil Penghitungan Suara:
Setuju = 4.688.263.771 saham atau mewakili 98,61292%
Abstain = 61.057.200 saham atau mewakili 1,28428%
Tidak Setuju = 4.887.263 saham atau mewakili 0,10280%
Keputusan:
1. Memberikan kuasa dan wewenang kepada Dewan Komisaris Perusahaan dengan terlebih dahulu mendapatkan persetujuan
Pemegang Saham Pengendali Perusahaan, yaitu PT Pertamina Hulu Energi untuk menetapkan Tantiem bagi anggota Direksi
dan Dewan Komisaris Perusahaan untuk tahun buku 2024.
2. Memberikan kuasa dan wewenang kepada Dewan Komisaris Perusahaan, dengan terlebih dahulu mendapat persetujuan
Pemegang Saham Pengendali Perusahaan, yaitu PT Pertamina Hulu Energi untuk menetapkan besarnya gaji/honorarium,
tunjangan dan fasilitas bagi anggota Direksi dan Dewan Komisaris Perusahaan untuk tahun 2025.
Tindak Lanjut atas Hasil Keputusan:
Dewan Komisaris telah menyampaikan surat usulan pemberian tantiem dan remunerasi bagi Anggota Direksi dan Dewan Komisaris
PT Elnusa Tbk kepada PT Pertamina Hulu Energi selaku Pemegang Saham Pengendali melalui surat No. R-L8.014C-2025.008
6
tanggal 25 Maret 2025 perihal Usulan Pemberian Tantiem Tahun Buku 2024 dan Usulan Kenaikan Remunerasi Tahun Buku 2025
untuk Pengurus PT Elnusa Tbk.
Sustainability Reference
Rujukan Keberlanjutan
Agenda 3:
Determination of the 2024 Tantiem and the 2025 Remuneration for members of the Company’s Board of Directors and Board of
Commissioners.
Number of Questioners:
None
Voting Results:
Agree = 4,688,263,771 shares or representing 98.61292%
Abstain = 61,057,200 shares or representing 1.28428%
Disagree = 4,887,263 shares or representing 0.10280%
Resolution:
7
1. Granted authority and power to the Company’s Board of Commissioners, subject to prior approval from the Company’s Major/
Financial Report
Laporan Keuangan
Controlling Shareholder, namely PT Pertamina Hulu Energi, to determine the tantiem for members of the Company’s Board of
Directors and Board of Commissioners for fiscal year 2024.
2. Granted authority and power to the Company’s Board of Commissioners, subject to prior approval from the Company’s Major/
Controlling Shareholder, namely PT Pertamina Hulu Energi, to determine the amount of salary/honorarium, allowances, and
facilities for members of the Company’s Board of Directors and Board of Commissioners for 2025.
Follow-Up to the Resolution:
The Board of Commissioners has submitted a proposal letter regarding the provision of tantiem and remuneration for the Members of
the Board of Directors and the Board of Commissioners of PT Elnusa Tbk to PT Pertamina Hulu Energi as the Controlling Shareholder
through Letter No. R-L8.014C-2025.008 dated March 25, 2025 concerning the Proposed Tantiem for fiscal year 2024 and the
Proposed Increase in Remuneration for fiscal year 2025 for the Management of PT Elnusa Tbk.
2025 Annual Report PT Elnusa Tbk
269
Page 270
2025 Performance Highlights
Kilas Kinerja 2025
Mata Acara RUPS Tahunan Tahun Buku 2024 dan Keputusannya serta Tindak Lanjut atas Hasil Keputusan Rapat
Agenda of the Annual GMS for Fiscal Year 2024, Its Resolutions, and the Follow-Up to the Meeting Resolutions
Mata Acara 4:
Penunjukan Akuntan Publik dan/atau Kantor Akuntan Publik untuk melakukan audit Laporan Keuangan Tahunan Perseroan tahun
buku 2025.
1
Jumlah Penanya:
Tidak ada
Hasil Penghitungan Suara:
Setuju = 4.496.305.096 saham atau mewakili 94,57527%
Abstain = 198.023.938 saham atau mewakili 4,16523%
Tidak Setuju = 59.879.200 saham atau mewakili 1,25950%
Laporan Management
Management Report
Keputusan:
Menyetujui untuk memberikan wewenang dan kuasa kepada Dewan Komisaris Perusahaan untuk:
1. Menunjuk Akuntan Publik (“AP”) dan/atau Kantor Akuntan Publik (“KAP”) untuk:
a. Melakukan audit atas Laporan Keuangan Konsolidasian Perusahaan periode Tahun Buku 2025.
b. Melakukan audit atas Laporan Keuangan Konsolidasian Perusahaan periode lainnya pada tahun buku 2025 untuk
tujuan dan kepentingan Perusahaan.
Kriteria Penunjukkan AP dan/atau KAP:
2
• Terdaftar pada Otoritas Jasa Keuangan (OJK);
• Independen terhadap grup Perusahaan;
• Memiliki kompetensi & pengalaman dalam memberikan jasa audit Laporan Keuangan Perusahaan yang bergerak di
industri minyak dan gas bumi serta memahami kompleksitas usaha Perusahaan.
Dalam hal Perusahaan menunjuk kembali KAP yang sama dengan yang digunakan Perusahaan pada periode tahun buku
2024, maka Dewan Komisaris harus melakukan evaluasi dan menetapkan batas nilai minimum hasil survey evaluasi kinerja
KAP tersebut.
2. Melakukan evaluasi atas kinerja AP dan/atau KAP terpilih.
Profil Perusahaan
Company Profile
3. Menetapkan besaran imbalan jasa audit dan persyaratan penunjukan lainnya yang wajar bagi AP dan/atau KAP tersebut,
serta menunjuk AP dan/atau KAP pengganti dalam hal AP dan/atau KAP dimaksud karena sebab apapun tidak dapat
menyelesaikan audit Laporan Keuangan Konsolidasian Perusahaan untuk tahun buku 2025, termasuk menetapkan imbalan
jasa audit dan persyaratan lainnya bagi AP dan/atau KAP pengganti tersebut dengan kriteria sebagaimana yang tersebut
dalam poin nomor 1.
4. Memastikan bahwa seluruh proses tersebut di atas harus dikonsultasikan atau dikoordinasikan dengan PT Pertamina Hulu
3
Energi.
Tindak Lanjut atas Hasil Keputusan:
Berdasarkan rekomendasi Komite Audit, Dewan Komisaris telah mengeluarkan Surat Keputusan No. L8.014C-2025.026 tanggal
13 November 2025 perihal Hasil Pengadaan Kantor Akuntan Publik atas Jasa Audit Laporan Keuangan Konsolidasian PT Elnusa
Tbk dan Anak Perusahaan untuk Tahun yang Berakhir pada Tanggal 31 Desember 2025.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Mengacu pada surat tersebut Dewan Komisaris memutuskan menunjuk Kantor Akuntan Publik Purwanto, Susanti & Surja (firma
anggota Ernst & Young Global Limited) dengan Akuntan Publik Sdr. Budi Hartono untuk melakukan jasa audit Laporan Keuangan
Konsolidasian Perseroan dan Anak Perusahaan untuk tahun yang berakhir pada tanggal 31 Desember 2025 dengan imbal jasa
sebesar Rp 3.623.282.446 dengan ruang lingkup audit umum.
Direksi telah menyampaikan Laporan Hasil Penunjukan AP dan/atau KAP kepada OJK pada tanggal 14 November 2025.
4
2025 Annual Report PT Elnusa Tbk
270
Page 271
Mata Acara RUPS Tahunan Tahun Buku 2024 dan Keputusannya serta Tindak Lanjut atas Hasil Keputusan Rapat
Agenda of the Annual GMS for Fiscal Year 2024, Its Resolutions, and the Follow-Up to the Meeting Resolutions
Agenda 4:
Appointment of a Public Accountant and/or Public Accounting Firm to audit the Company’s Annual Financial Statements for fiscal
year 2025.
5
Number of Questioners:
None
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Voting Results:
Agree = 4,496,305,096 shares or representing 94.57527%
Abstain = 198,023,938 shares or representing 4.16523%
Disagree = 59,879,200 shares or representing 1.25950%
Resolution:
Approved to grant authority and power to the Company’s Board of Commissioners to:
1. Appoint a Public Accountant (“AP”) and/or Public Accounting Firm (“KAP”) to:
a. Conduct an audit of the Company’s Consolidated Financial Statements for fiscal year 2025.
b. Conduct an audit of the Company’s Consolidated Financial Statements for other periods in fiscal year 2025 for the
purposes and interests of the Company.
Criteria for the appointment of AP and/or KAP:
• Registered with the Financial Services Authority (OJK);
• Independent from the Company’s group;
6
• Possessing competence and experience in providing audit services for the financial statements of companies operating in
the oil and gas industry and understanding the complexity of the Company’s business.
In the event that the Company reappoints the same Public Accounting Firm used by the Company for fiscal year 2024, the
Sustainability Reference
Rujukan Keberlanjutan
Board of Commissioners must conduct an evaluation and determine the minimum value threshold for the results of the evaluation
survey of the KAP’s performance.
2. Conduct an evaluation of the performance of the selected AP and/or KAP.
3. Determine the amount of audit service fees and other reasonable appointment requirements for the AP and/or KAP, and
appoint a replacement AP and/or KAP in the event that the AP and/or KAP concerned, for any reason, cannot complete the
audit of the Company’s Consolidated Financial Statements for fiscal year 2025, including determining the audit service fees and
other requirements for the replacement AP and/or KAP in accordance with the criteria stated in point number 1.
4. Ensure that all the processes mentioned above are consulted or coordinated with PT Pertamina Hulu Energi.
Follow-Up to the Resolution:
Based on the recommendation of the Audit Committee, the Board of Commissioners issued Decision Letter No. L8.014C-2025.026
dated November 13, 2025 regarding the Result of the Procurement of Public Accounting Firm Services for the Audit of the
Consolidated Financial Statements of PT Elnusa Tbk and its Subsidiaries for the year ended December 31, 2025. 7
Financial Report
Laporan Keuangan
Referring to the letter, the Board of Commissioners decided to appoint the Public Accounting Firm Purwanto, Susanti & Surja
(a member firm of Ernst & Young Global Limited) with Public Accountant Mr. Budi Hartono to perform the audit services of the
Company’s and Subsidiaries’ Consolidated Financial Statements for the year ended December 31, 2025 with an audit fee of
Rp3,623,282,446 with a general audit scope.
The Board of Directors submitted the Report on the Result of the Appointment of the AP and/or KAP to OJK on
November 14, 2025.
2025 Annual Report PT Elnusa Tbk
271
Page 272
Penyelenggaraan RUPS Luar Biasa 25 Agustus 2025
Implementation of Extraordinary GMS dated August 25, 2025
2025 Performance Highlights
Hari/Tanggal : Senin,25 Agustus 2025
Day/Date: Monday, August 25, 2025
Waktu : Pukul 17.37 WIB s.d 18.16 WIB
Kilas Kinerja 2025
Time 17.37—18.16 WIB
Tempat : Graha Elnusa Lt. 1, Ruang Udaya
Venue Jl. TB Simatupang Kav. 1B, Jakarta Selatan 12560
Penghitung Suara Independen : • PT Datindo Entrycom selaku Biro Administrasi Efek
Independent Vote Counter • Aulia Taufani, SH., selaku Notaris
• PT Datindo Entrycom as the Securities Administration Bureau
1
• Aulia Taufani, SH., as Notary
Tahapan pelaksanaan RUPS adalah sebagai berikut:
The stages of the General Meeting of Shareholders (GMS) are as follows:
Pemberitahuan Rencana : Menyampaikan Pemberitahuan Mata Acara Rapat melalui situs web Bursa Efek
Penyelenggaraan RUPS Indonesia (BEI) dengan surat No. L9.000D.013C-2025.142, tanggal 10 Juli 2025.
Laporan Management
Management Report
Kepada OJK
Notification of the GMS Plan Submission of the Meeting Agenda Notification through the Indonesia Stock Exchange
to OJK (IDX) website with letter No. L9.000D.013C-2025.142 dated July 10, 2025.
Pengumuman : Pengumuman RUPS Luar Biasa dilakukan melalui situs web Perusahaan di
Penyelenggaraan RUPS www.elnusa.co.id, situs web PT Bursa Efek Indonesia www.idx.co.id, dan melalui situs
web PT Kustodian Sentral Efek Indonesia www.easyksei.co.id, pada tanggal 17 Juli
2025, dalam bahasa Indonesia dan bahasa Inggris.
2
Announcement of the GMS The announcement of the Extraordinary GMS was made through the Company’s website
at www.elnusa.co.id, the website of the Indonesia Stock Exchange www.idx.co.id, and
the website of PT Kustodian Sentral Efek Indonesia www.easyksei.co.id on July 17, 2025,
in Indonesian and English.
Pemanggilan : Pemanggilan RUPS Luar Biasa dilakukan melalui situs web Perusahaan di www.elnusa.
Penyelenggaraan RUPS co.id, situs web PT Bursa Efek Indonesia www.idx.co.id, dan melalui situs web PT
Kustodian Sentral Efek Indonesia www.easyksei.co.id, pada tanggal 1 Agustus 2025,
dalam bahasa Indonesia dan bahasa Inggris.
Profil Perusahaan
Company Profile
Invitation to the GMS The invitation to the Extraordinary GMS was made through the Company’s website at
www.elnusa.co.id, the website of the Indonesia Stock Exchange www.idx.co.id, and the
website of PT Kustodian Sentral Efek Indonesia www.easyksei.co.id on August 1, 2025,
in Indonesian and English.
Penyelenggaraan RUPS : RUPS diselenggarakan pada 25 Agustus 2025
3
Implementation of the GMS The GMS was held on August 25, 2025
Pengumuman Ringkasan : Risalah RUPS Luar Biasa telah dirilis dan diumumkan melalui situs web Perusahaan di
Risalah RUPS www.elnusa.co.id, PT Bursa Efek Indonesia www.idx.co.id, dan PT Kustodian Sentral
Efek Indonesia www.easyksei.co.id, pada tanggal 26 Agustus 2025.
Announcement of the The Minutes of the Extraordinary GMS were published and announced on the Company’s
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Summary of the Minutes of website at www.elnusa.co.id, the Indonesia Stock Exchange website at www.idx.co.id,
the GMS and the Indonesia Central Securities Depository at www.easyksei.co.id on August 26,
2025.
Penyampaian Risalah RUPS : Penyampaian Risalah RUPS kepada OJK pada tanggal 18 September 2025.
Kepada OJK
Submission of the Minutes of Submission of the Minutes of the GMS to OJK on September 18, 2025.
the GMS to OJK
4
2025 Annual Report PT Elnusa Tbk
272
Page 273
Kehadiran Dewan Komisaris dan Direksi yang menjabat pada RUPS Luar Biasa
Tanggal 25 Agustus 2025
Attendance of the Board of Commissioners and the Board of Directors Serving at the Extraordinary GMS
on August 25, 2025
Kehadiran dalam RUPS Tahunan
Tahun Buku 2024 Keterangan
Dewan Komisaris dan Direksi
Attendance at the Annual General Remarks
Board of Commissioners and Board of Directors
Meeting of Shareholders for Fiscal
Year 2024
Dewan Komisaris
Board of Commissioners
5
Eko Ariantoro (Komisaris Utama/Komisaris
Independen) Tingkat kehadiran Dewan Komisaris
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
(President Commissioner/Independent
yang menjabat sampai pada saat
Commissioner)
pelaksanaan RUPS: 100%
Denie S. Tampubolon (Komisaris Independen)
(Independent Commissioner) Attendance rate of the Board of
Nur Endro Buwono (Komisaris) Commissioners serving at the time of
(Commissioner) the GMS: 100%
Ariana Soemanto (Komisaris)
(Commissioner)
Direksi
Board of Directors
Bachtiar Soeria Atmadja (Direktur Utama)
(President Director)
Stanley Iriawan (Direktur Keuangan)
(Director of Finance) Tingkat kehadiran Direksi yang
menjabat sampai pada saat
Endro Hartanto (Direktur Operasi)
6
pelaksanaan RUPS: 100%
(Director of Operations)
Attendance rate of the Board of
Arief Prasetyo Handoyo (Direktur Directors serving at the time of the
Sustainability Reference
Rujukan Keberlanjutan
Pengembangan Usaha) GMS: 100%
(Director of Business Development)
Hera Handayani (Direktur SDM & Umum)
(Director of Human Resources & General
Services)
RUPS Luar Biasa telah dihadiri oleh para Pemegang The Extraordinary GMS was attended by the
Saham atau Kuasa Pemegang Saham Perusahaan Company’s shareholders or their duly authorized proxies
yang sah berjumlah 4.447.016.907 saham atau representing 4,447,016,907 shares, or 60.9305598%
sebesar 60,9305598% dari jumlah saham dengan hak of the total shares with valid voting rights. Resolutions
suara yang sah. Pengambilan keputusan untuk setiap for each agenda item of the meeting were adopted
mata acara rapat dilakukan dengan musyawarah based on deliberation for consensus. However, if any 7
untuk mufakat. Namun apabila Pemegang Saham atau shareholder or proxy did not agree or cast an abstention
Financial Report
Laporan Keuangan
Kuasa Pemegang Saham ada yang tidak menyetujui vote, the resolution was taken through an oral voting
atau memberikan suara abstain, maka keputusan process, including matters concerning individuals, by
diambil dengan cara pemungutan suara secara lisan, submitting voting cards or through the eASY.KSEI system.
termasuk mengenai diri orang, dengan menyerahkan
kartu suara atau melalui sistem eASY.KSEI.
Hasil Keputusan RUPS Luar Biasa telah dituangkan The resolutions of the EGMS were set forth in Deed
dalam Akta No. 35 tanggal 25 Agustus 2025 yang No. 35 dated August 25, 2025, drawn up before Aulia
dibuat di hadapan Aulia Taufani, SH, Notaris di Taufani, SH, a Notary in Jakarta.
Jakarta.
Adapun hasil keputusan RUPS Luar Biasa beserta The resolutions of the EGMS, along with their
pelaksanaannya dan tindak lanjutnya oleh Manajemen implementation and follow-up by the Company’s
Perusahaan hingga akhir tahun 2025 adalah sebagai Management through the end of fiscal year 2025, are
berikut: as follows:
2025 Annual Report PT Elnusa Tbk
273
Page 274
Mata Acara RUPS Luar Biasa dan Keputusannya serta Tindak Lanjut atas Hasil Keputusan Rapat
2025 Performance Highlights
Extraordinary GMS Agenda, Resolutions, and Follow-up to the Meeting Resolutions
Mata Acara:
Persetujuan Perubahan Susunan Pengurus Perusahaan
Kilas Kinerja 2025
Jumlah Penanya:
1 Orang
Hasil Penghitungan Suara:
Setuju = 3.764.099.091 saham atau mewakili 84,6432377%
Abstain = 5.900 saham atau mewakili 0,0001327%
1
Tidak Setuju = 682.911.916 saham atau mewakili 15,3566296%
Keputusan:
Menyetujui:
A. Memberhentikan dengan hormat anggota Direksi terhitung sejak penutupan Rapat Umum Pemegang Luar Biasa ini, dengan
ucapan terima kasih atas sumbangan tenaga dan pikiran yang diberikan selama menjabat sebagai anggota Direksi sebagai
berikut:
1. Bachtiar Soeria Atmadja selaku Direktur Utama, sehubungan arahan Kementerian BUMN RI, sebagaimana mengacu
Laporan Management
pada Berita Acara Konsultasi Perwakilan Pertamina dengan Kementerian BUMN RI No. BA-62/DSI.MBU.A/08/2025
Management Report
dan No. BA-05/K00000/2025-S8 tanggal 25 Agustus 2025 tentang Aspirasi Perubahan Pengurus Cucu Perusahaan/
Perusahaan Afiliasi Pertamina Group.
2. Endro Hartanto selaku Direktur Operasi, sehubungan arahan Kementerian BUMN RI, sebagaimana mengacu pada Berita
Acara Konsultasi Perwakilan Pertamina dengan Kementerian BUMN RI No. BA-62/DSI.MBU.A/08/2025 dan No. BA-
05/K00000/2025-S8 tanggal 25 Agustus 2025 tentang Aspirasi Perubahan Pengurus Cucu Perusahaan/Perusahaan
Afiliasi Pertamina Group.
3. Stanley Iriawan selaku Direktur Keuangan, sehubungan arahan Kementerian BUMN RI, sebagaimana mengacu pada
Berita Acara Konsultasi Perwakilan Pertamina dengan Kementerian BUMN RI No. BA-62/DSI.MBU.A/08/2025 dan No.
2
BA-05/K00000/2025-S8 tanggal 25 Agustus 2025 tentang Aspirasi Perubahan Pengurus Cucu Perusahaan/Perusahaan
Afiliasi Pertamina Group.
B. Memberhentikan dengan hormat anggota Dewan Komisaris terhitung sejak penutupan Rapat Umum Pemegang Luar Biasa ini,
dengan ucapan terima kasih atas sumbangan tenaga dan pikiran yang diberikan selama menjabat sebagai anggota Dewan
Komisaris, sebagai berikut:
1. Eko Ariantoro selaku Komisaris Utama, sehubungan dengan arahan Kementerian BUMN RI, sebagaimana mengacu pada
Berita Acara Konsultasi Perwakilan Pertamina dengan Kementerian BUMN RI No. BA-62/DSI.MBU.A/08/2025 dan No.
BA-05/K00000/2025-S8 tanggal 25 Agustus 2025 tentang Aspirasi Perubahan Pengurus Cucu Perusahaan/Perusahaan
Afiliasi Pertamina Group
Profil Perusahaan
Company Profile
2. Ariana Soemanto sebagai Komisaris, sehubungan dengan arahan Kementerian BUMN RI, sebagaimana mengacu pada
Berita Acara Konsultasi Perwakilan Pertamina dengan Kementerian BUMN RI No. BA-62/DSI.MBU.A/08/2025 dan No.
BA-05/K00000/2025-S8 tanggal 25 Agustus 2025 tentang Aspirasi Perubahan Pengurus Cucu Perusahaan/Perusahaan
Afiliasi Pertamina Group.
3. Nur Endro Buwono sebagai Komisaris, sehubungan dengan arahan Kementerian BUMN RI, sebagaimana mengacu pada
Berita Acara Konsultasi Perwakilan Pertamina dengan Kementerian BUMN RI No. BA-62/DSI.MBU.A/08/2025 dan No.
BA-05/K00000/2025-S8 tanggal 25 Agustus 2025 tentang Aspirasi Perubahan Pengurus Cucu Perusahaan/Perusahaan
3
Afiliasi Pertamina Group.
4. Denie S. Tampubolon sebagai Komisaris Independen, sehubungan dengan arahan Kementerian BUMN RI, sebagaimana
mengacu pada Berita Acara Konsultasi Perwakilan Pertamina dengan Kementerian BUMN RI No. BA-62/DSI.
MBU.A/08/2025 dan No. BA-05/K00000/2025-S8 tanggal 25 Agustus 2025 tentang Aspirasi Perubahan Pengurus
Cucu Perusahaan/Perusahaan Afiliasi Pertamina Group.
C. Menyetujui pengangkatan anggota Direksi Perusahaan terhitung efektif sejak tanggal penutupan Rapat Umum Pemegang
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Saham Luar Biasa ini sampai dengan penutupan RUPS Tahunan ke-3 (ketiga) dengan tidak mengurangi hak RUPS untuk
memberhentikan anggota Direksi tersebut sewaktu-waktu sebelum masa jabatannya berakhir, sebagai berikut:
1. Litta Indriya Ariesca sebagai Direktur Utama.
2. Andri Haribowo sebagai Direktur Operasi.
3. Nelwin Aldriansyah sebagai Direktur Keuangan .
D. Menyetujui pengangkatan anggota Dewan Komisaris Perusahaan terhitung efektif sejak tanggal penutupan Rapat Umum
Pemegang Saham Luar Biasa ini sampai dengan penutupan RUPS Tahunan ke-3 (ketiga) dengan tidak mengurangi hak RUPS
untuk memberhentikan anggota Dewan Komisaris tersebut sewaktu-waktu sebelum masa jabatannya berakhir, sebagai berikut:
1. Purwadi Arianto sebagai Komisaris Utama.
2. Vitri Cahyaningsih Mallarangeng sebagai Komisaris.
3. Abdul Hakim sebagai Komisaris Independen.
4. Farazandi Fidinansyah sebagai Komisaris Independen
4
2025 Annual Report PT Elnusa Tbk
274
Page 275
Mata Acara RUPS Luar Biasa dan Keputusannya serta Tindak Lanjut atas Hasil Keputusan Rapat
Extraordinary GMS Agenda, Resolutions, and Follow-up to the Meeting Resolutions
E. Menyetujui Perubahan Susunan Pengurus Perusahaan, sehingga susunan Direksi dan Dewan Komisaris Perusahaan menjadi
sebagai berikut:
Direksi
Litta Indriya Ariesca: Direktur Utama
Nelwin Aldriansyah: Direktur Keuangan
Andri Haribowo: Direktur Operasi
Arief Prasetyo Handoyo: Direktur Pengembangan Usaha
5
Hera Handayani: Direktur SDM & Umum
Dewan Komisaris
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Purwadi Arianto: Komisaris Utama
Vitri Cahyaningsih Mallarangeng: Komisaris
Abdul Hakim: Komisaris Independen
Farazandi Fidinansyah: Komisaris Independen
F. Bagi anggota Direksi dan/atau Dewan Komisaris Elnusa yang telah diangkat sebagaimana keputusan huruf D. dan huruf E. di
atas yang masih menjabat pada jabatan lain yang dilarang oleh peraturan perundang-undangan, ketentuan instansi/otoritas
terkait maupun ketentuan internal (termasuk Anggaran Dasar Perusahaan), maka yang bersangkutan harus mengundurkan diri
atau diberhentikan dari jabatan tersebut.
G. Memberikan kuasa dengan hak substitusi kepada seluruh anggota Direksi Perusahaan untuk menyatakan kembali seluruh
maupun sebagian keputusan Rapat ke dalam akta notaris dan selanjutnya memberitahukan susunan anggota Direksi dan/atau
Dewan Komisaris Perusahaan tersebut kepada Kementerian Hukum Republik Indonesia maupun instansi-instansi Pemerintah
lainnya, serta melakukan segala tindakan yang diperlukan sesuai dengan ketentuan peraturan perundang-undangan yang
berlaku.
Tindak Lanjut atas Hasil Keputusan:
Susunan Direksi dan Dewan Komisaris sebagaimana telah diputuskan dalam RUPS Luar Biasa ini telah disesuaikan segera setelah
6
RUPS ini ditutup.
Sustainability Reference
Rujukan Keberlanjutan
7
Financial Report
Laporan Keuangan
2025 Annual Report PT Elnusa Tbk
275
Page 276
Mata Acara RUPS Luar Biasa dan Keputusannya serta Tindak Lanjut atas Hasil Keputusan Rapat
Extraordinary GMS Agenda, Resolutions, and Follow-up to the Meeting Resolutions
2025 Performance Highlights
Agenda:
Approval of Changes in the Composition of the Company’s Management
Kilas Kinerja 2025
Number of Questioners:
1 (one) person
Voting Results:
Agree = 3,764,099,091 shares or representing 84.6432377%
Abstain = 5,900 shares or representing 0.0001327%
Disagree = 682,911,916 shares or representing 15.3566296%
1
Resolution:
Approved:
A. To honorably dismiss members of the Board of Directors effective as of the closing of this Extraordinary General Meeting
of Shareholders, with appreciation for their contributions and dedication during their tenure as members of the Board of
Directors, as follows:
1. Bachtiar Soeria Atmadja as President Director, in accordance with the direction of the Ministry of State-Owned Enterprises
of the Republic of Indonesia, as referred to in the Minutes of Consultation between Pertamina Representatives and the
Ministry of State-Owned Enterprises of the Republic of Indonesia No. BA-62/DSI.MBU.A/08/2025 and No. BA-05/
Laporan Management
Management Report
K00000/2025-S8 dated August 25, 2025 concerning the Aspiration for Changes in the Management of Pertamina
Group’s Sub-Subsidiaries/Affiliated Companies.
2. Endro Hartanto as Operations Director, in accordance with the direction of the Ministry of State-Owned Enterprises
of the Republic of Indonesia, as referred to in the Minutes of Consultation between Pertamina Representatives and the
Ministry of State-Owned Enterprises of the Republic of Indonesia No. BA-62/DSI.MBU.A/08/2025 and No. BA-05/
K00000/2025-S8 dated August 25, 2025 concerning the Aspiration for Changes in the Management of Pertamina
Group’s Sub-Subsidiaries/Affiliated Companies.
3. Stanley Iriawan as Finance Director, in accordance with the direction of the Ministry of State-Owned Enterprises of
2
the Republic of Indonesia, as referred to in the Minutes of Consultation between Pertamina Representatives and the
Ministry of State-Owned Enterprises of the Republic of Indonesia No. BA-62/DSI.MBU.A/08/2025 and No. BA-05/
K00000/2025-S8 dated August 25, 2025 concerning the Aspiration for Changes in the Management of Pertamina
Group’s Sub-Subsidiaries/Affiliated Companies.
B. To honorably dismiss members of the Board of Commissioners effective as of the closing of this Extraordinary General Meeting
of Shareholders, with appreciation for their contributions and dedication during their tenure as members of the Board of
Commissioners, as follows:
1. Eko Ariantoro as President Commissioner, in accordance with the direction of the Ministry of State-Owned Enterprises
of the Republic of Indonesia, as referred to in the Minutes of Consultation between Pertamina Representatives and the
Profil Perusahaan
Ministry of State-Owned Enterprises of the Republic of Indonesia No. BA-62/DSI.MBU.A/08/2025 and No. BA-05/
Company Profile
K00000/2025-S8 dated August 25, 2025 concerning the Aspiration for Changes in the Management of Pertamina
Group’s Sub-Subsidiaries/Affiliated Companies.
2. Ariana Soemanto as Commissioner, in accordance with the direction of the Ministry of State-Owned Enterprises of
the Republic of Indonesia, as referred to in the Minutes of Consultation between Pertamina Representatives and the
Ministry of State-Owned Enterprises of the Republic of Indonesia No. BA-62/DSI.MBU.A/08/2025 and No. BA-05/
K00000/2025-S8 dated August 25, 2025 concerning the Aspiration for Changes in the Management of Pertamina
3
Group’s Sub-Subsidiaries/Affiliated Companies.
3. Nur Endro Buwono as Commissioner, in accordance with the direction of the Ministry of State-Owned Enterprises of
the Republic of Indonesia, as referred to in the Minutes of Consultation between Pertamina Representatives and the
Ministry of State-Owned Enterprises of the Republic of Indonesia No. BA-62/DSI.MBU.A/08/2025 and No. BA-05/
K00000/2025-S8 dated August 25, 2025 concerning the Aspiration for Changes in the Management of Pertamina
Group’s Sub-Subsidiaries/Affiliated Companies.
4. Denie S. Tampubolon as Independent Commissioner, in accordance with the direction of the Ministry of State-Owned
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Enterprises of the Republic of Indonesia, as referred to in the Minutes of Consultation between Pertamina Representatives
and the Ministry of State-Owned Enterprises of the Republic of Indonesia No. BA-62/DSI.MBU.A/08/2025 and No. BA-
05/K00000/2025-S8 dated August 25, 2025 concerning the Aspiration for Changes in the Management of Pertamina
Group’s Sub-Subsidiaries/Affiliated Companies.
C. To approve the appointment of members of the Board of Directors effective as of the closing date of this Extraordinary General
Meeting of Shareholders until the closing of the 3rd (third) Annual General Meeting of Shareholders, without prejudice to the
rights of the GMS to dismiss the members of the Board of Directors at any time before the expiration of their term of office, as
follows:
1. Litta Indriya Ariesca as President Director.
2. Andri Haribowo as Director of Operations.
3. Nelwin Aldriansyah as Director of Finance.
D. To approve the appointment of members of the Company’s Board of Commissioners effective as of the closing date of this
Extraordinary General Meeting of Shareholders until the closing of the 3rd (third) Annual General Meeting of Shareholders,
without prejudice to the rights of the GMS to dismiss the members of the Board of Commissioners at any time before the
4
expiration of their term of office, as follows:
1. Purwadi Arianto as President Commissioner.
2. Vitri Cahyaningsih Mallarangeng as Commissioner.
3. Abdul Hakim as Independent Commissioner.
4. Farazandi Fidinansyah as Independent Commissioner.
2025 Annual Report PT Elnusa Tbk
276
Page 277
Mata Acara RUPS Luar Biasa dan Keputusannya serta Tindak Lanjut atas Hasil Keputusan Rapat
Extraordinary GMS Agenda, Resolutions, and Follow-up to the Meeting Resolutions
E. To approve the changes in the composition of the Company’s Management, so that the composition of the Board of Directors
and Board of Commissioners becomes as follows:
Board of Directors
Litta Indriya Ariesca: President Director
Nelwin Aldriansyah: Director of Finance
Andri Haribowo: Director of Operations
Arief Prasetyo Handoyo: Director of Business Development
Hera Handayani: Director of Human Capital & General Services
5
Board of Commissioners
Purwadi Arianto: President Commissioner
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Vitri Cahyaningsih Mallarangeng: Commissioner
Abdul Hakim: Independent Commissioner
Farazandi Fidinansyah: Independent Commissioner
F. For members of the Board of Directors and/or Board of Commissioners of Elnusa who have been appointed as referred to in
letters D and E above and who still hold other positions prohibited by prevailing laws and regulations, provisions of relevant
agencies/authorities, or internal provisions (including the Company’s Articles of Association), the relevant parties must resign
from or be dismissed from such positions.
G. To grant authority with substitution rights to all members of the Company’s Board of Directors to restate all or part of the
Meeting’s resolutions in a notarial deed and subsequently notify the composition of the Company’s Board of Directors and/or
Board of Commissioners to the Ministry of Law of the Republic of Indonesia and other government institutions, as well as to take
all necessary actions in accordance with the prevailing laws and regulations.
Follow-up to the Resolutions:
The composition of the Board of Directors and Board of Commissioners as resolved in this Extraordinary General Meeting of
Shareholders has been adjusted immediately after the closing of the Meeting.
6
Sustainability Reference
Rujukan Keberlanjutan
Hasil Keputusan RUPS Tahun 2024 dan Tindak Resolutions of the 2024 GMS and Their
Lanjutnya oleh Manajemen Follow-up by Management
Sepanjang tahun 2024 Perusahaan menyelenggarakan Throughout 2024, the Company held 2 (two) GMS,
2 (dua) kali RUPS, yaitu RUPS Luar Biasa pada namely the Extraordinary GMS on January 17, 2024,
17 Januari 2024, dan RUPS Tahunan Tahun Buku 2023 and the Annual GMS for fiscal year 2023 on May 15,
pada tanggal 15 Mei 2024. 2024.
Penyelenggaraan RUPS Luar Biasa 17 Januari 2024
Implementation of Extraordinary GMS dated January 17, 2024
Hari/Tanggal : Rabu, 17 Januari 2024
7
Day/Date: Wednesday, January 17, 2024
Financial Report
Laporan Keuangan
Waktu : Pukul 09.20 s.d 09.54 WIB
Time 09.20-09.54 WIB
Tempat : Graha Elnusa Lt. 1, Ruang Udaya
Venue Jl. TB Simatupang Kav. 1B, Jakarta Selatan 12560
Penghitung Suara Independen : • PT Datindo Entrycom selaku Biro Administrasi Efek
Independent Vote Counter • Aulia Taufani, SH., selaku Notaris
• PT Datindo Entrycom as the Securities Administration Bureau
• Aulia Taufani, SH., as Notary
Akta Hasil RUPS : Akta Berita Acara RUPS Luar Biasa No. 32 tanggal 17 Januari 2024 yang dibuat di
Deed of the GMS Resolutions hadapan Aulia Taufani, SH., Notaris di Jakarta.
Deed of Minutes of the Extraordinary GMS No. 32 dated January 17, 2024, drawn up
before Aulia Taufani, SH., Notary in Jakarta.
2025 Annual Report PT Elnusa Tbk
277
Page 278
Berikut disampaikan hasil keputusan RUPS Luar Biasa The following presents the resolutions of the
dan tindak lanjutnya oleh Manajemen Perusahaan Extraordinary GMS and their follow-up by the
2025 Performance Highlights
hingga akhir tahun 2025. Company’s Management through the end of 2025.
Kilas Kinerja 2025
Tindak Lanjut Hasil
Keputusan Rapat oleh
Hasil Keputusan RUPS Luar Biasa Tanggal 17 Januari 2024
Manajemen
Resolutions of the Extraordinary GMS dated January 17, 2024
Follow-up to the Meeting
Resolutions by the Company’s
Management
Mata Acara
1
Persetujuan Perubahan Susunan Pengurus Perusahaan
A. Memberhentikan dengan hormat anggota Direksi terhitung sejak penutupan RUPS Luar Susunan Dewan Komisaris
Biasa ini, dengan ucapan terima kasih atas sumbangan tenaga dan pikiran yang diberikan dan Direksi telah disesuaikan
selama menjabat sebagai anggota Direksi, sebagai berikut: dengan keputusan RUPS ini.
1. John Hisar Simamora selaku Direktur Utama, sehubungan arahan Kementerian BUMN
RI, sebagaimana mengacu pada Berita Acara Konsultasi Perwakilan Pertamina
dengan Kementerian BUMN RI No. BA-168/DSI.MBU.A/12/2023 dan No. BA-09/
K00000/2023-SS tanggal 15 Desember 2023 tentang Aspirasi Perubahan Pengurus
Laporan Management
Cucu Perusahaan/Perusahaan Afiliasi Pertamina Group.
Management Report
2. Bachtiar Soeria Atmadja selaku Direktur Keuangan, sehubungan dengan arahan
Kementerian BUMN RI, sebagaimana mengacu pada Berita Acara Konsultasi
Perwakilan Pertamina dengan Kementerian BUMN RI No. BA-168/DSI.
MBU.A/12/2023 dan No. BA-09/K00000/2023-S8 tanggal 15 Desember 2023
tentang Aspirasi Perubahan Pengurus Cucu Perusahaan/Perusahaan Afiliasi Pertamina
Group.
3. Charles Harianto Lumbantobing selaku Direktur Operasi, sehubungan dengan
2
arahan Kementerian BUMN RI, sebagaimana mengacu pada Berita Acara
Konsultasi Perwakilan Pertamina dengan Kementerian BUMN RI No. BA-5/DSI.
MBU.A/01/2024 dan No. BA-01/K00000/2024-S8 tanggal 9 Januari 2024
tentang Rapat Aspirasi Perubahan Pengurus Anak dan Cucu Perusahaan/Perusahaan
Afiliasi PT Pertamina (Persero).
B. Memberhentikan dengan hormat Ratih Esti Prihatini selaku Direktur Pengembangan Usaha,
terhitung sejak tanggal 14 November 2023, dengan ucapan terima kasih atas sumbangan
tenaga dan pikiran yang diberikan selama menjabat sebagai Direktur Pengembangan
Usaha, sebagaimana mengacu pada:
1. Surat Menteri BUMN RI No SR-557/MBU/11/2023 tanggal 10 November 2023
Profil Perusahaan
Company Profile
perihal Usulan Perubahan Pengurus PT Perusahaan Gas Negara Tbk; dan
2. Rapat Umum Pemegang Saham Luar Biasa PT Perusahaan Gas Negara Tbk tanggal
14 November 2023 yang mengangkat Ratih Esti Prihatini sebagai Direktur Sales dan
Operasi.
C. Memberhentikan dengan hormat anggota Dewan Komisaris terhitung sejak penutupan
RUPS Luar Biasa ini, dengan ucapan terima kasih atas sumbangan tenaga dan pikiran yang
3
diberikan selama menjabat sebagai anggota Dewan Komisaris, sebagai berikut:
1. Agus Prabowo selaku Komisaris Utama, sehubungan dengan arahan Kementerian
BUMN RI, sebagaimana mengacu pada Berita Acara Konsultasi Perwakilan Pertamina
dengan Kementerian BUMN RI No. BA-168/DSI.MBU.A/12/2023 dan No.BA-09/
K00000/2023-SS tanggal 15 Desember 2023 tentang Aspirasi Perubahan Pengurus
Cucu Perusahaan/ Perusahaan Afiliasi Pertamina Group.
2. Hernawan Bekti Sasongko selaku Komisaris lndependen sehubungan dengan
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
arahan Kementerian BUMN RI, sebagaimana mengacu pada Berita Acara
Konsultasi Perwakilan Pertamina dengan Kementerian BUMN RI No. BA-168/DSI.
MBU.A/12/2023 dan No. BA-09/K00000/2023-58 tanggal 15 Desember 2023
tentang Aspirasi Perubahan Pengurus Cucu Perusahaan/Perusahaan Afiliasi Pertamina
Group.
D. Menyetujui pengangkatan anggota Direksi Perusahaan terhitung efektif sejak tanggal
penutupan RUPS Luar Biasa ini sampai dengan penutupan RUPS Tahunan ke-3 (ketiga)
dengan tidak mengurangi hak RUPS untuk memberhentikan anggota Direksi tersebut
sewaktu-waktu sebelum masa jabatannya berakhir, sebagai berikut:
1. Bachtiar Soeria Atmadja sebagai Direktur Utama
2. Endro Hartanto sebagai Direktur Operasi
3. Stanley lriawan sebagai Direktur Keuangan.
E. Menyetujui pengangkatan anggota Dewan Komisaris Perusahaan terhitung efektif sejak
tanggal penutupan RUPS Luar Biasa ini sampai dengan penutupan RUPS Tahunan ke-3
4
(ketiga) dengan tidak mengurangi hak RUPS untuk memberhentikan anggota Dewan
Komisaris tersebut sewaktu-waktu sebelum masa jabatannya berakhir, sebagai berikut:
1. Nur Endro Buwono sebagai Komisaris Utama
2. Denie S. Tampubolon sebagai Komisaris lndependen
2025 Annual Report PT Elnusa Tbk
278
Page 279
Tindak Lanjut Hasil
Keputusan Rapat oleh
Hasil Keputusan RUPS Luar Biasa Tanggal 17 Januari 2024
Manajemen
Resolutions of the Extraordinary GMS dated January 17, 2024
Follow-up to the Meeting
Resolutions by the Company’s
Management
F. Menyetujui Perubahan Susunan Pengurus Perusahaan, sehingga susunan Direksi dan
Dewan Komisaris Perusahaan menjadi sebagai berikut:
Direksi:
Bachtiar Soeria Atmadja: Direktur Utama
5
Stanley lriawan: Direktur Keuangan
Endro Hartanto: Direktur Operasi
Arief Prasetyo Handoyo: Direktur Pengembangan Usaha
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Hera Handayani: Direktur SDM & Umum
Dewan Komisaris:
Nur Endro Buwono: Komisaris Utama
Wakhid Hasyim: Komisaris
Lusiaga Levi Susila: Komisaris lndependen
Denie S. Tampubolon: Komisaris lndependen
G. Memberikan kuasa dengan hak substitusi kepada seluruh anggota Direksi Perusahaan
untuk menyatakan kembali seluruh keputusan Rapat ke dalam akta notaris dan selanjutnya
memberitahukan susunan anggota Direksi dan/atau Dewan Komisaris Perusahaan tersebut
kepada Kementerian Hukum dan Hak Asasi Manusia Republik Indonesia maupun instansi-
instansi Pemerintah lainnya, serta melakukan segala tindakan yang diperlukan sesuai
dengan ketentuan peraturan perundang-undangan yang berlaku.
6
Sustainability Reference
7
Financial Report
Laporan Keuangan Rujukan Keberlanjutan
2025 Annual Report PT Elnusa Tbk
279
Page 280
Tindak Lanjut Hasil
Keputusan Rapat oleh
Hasil Keputusan RUPS Luar Biasa Tanggal 17 Januari 2024
Manajemen
2025 Performance Highlights
Resolutions of the Extraordinary GMS dated January 17, 2024
Follow-up to the Meeting
Resolutions by the Company’s
Management
Kilas Kinerja 2025
Agenda Item
Approval of Changes in the Composition of the Company’s Management
A. To honorably dismiss members of the Board of Directors effective as of the closing of this The composition of the Board
Extraordinary General Meeting of Shareholders, with appreciation for their contributions of Commissioners and the
and dedication during their tenure as members of the Board of Directors, as follows: Board of Directors has been
1. John Hisar Simamora as President Director, in accordance with the direction of the adjusted in accordance with the
Ministry of State-Owned Enterprises of the Republic of Indonesia, as referred to in the resolutions of this GMS
1
Minutes of Consultation between Pertamina Representatives and the Ministry of State-
Owned Enterprises of the Republic of Indonesia No. BA-168/DSI.MBU.A/12/2023
and No. BA-09/K00000/2023-SS dated December 15, 2023 concerning the
Aspiration for Changes in the Management of Pertamina Group’s Sub-Subsidiaries/
Affiliated Companies.
2. Bachtiar Soeria Atmadja as Director of Finance, in accordance with the direction of the
Ministry of State-Owned Enterprises of the Republic of Indonesia, as referred to in the
Minutes of Consultation between Pertamina Representatives and the Ministry of State-
Owned Enterprises of the Republic of Indonesia No. BA-168/DSI.MBU.A/12/2023
Laporan Management
Management Report
and No. BA-09/K00000/2023-S8 dated December 15, 2023 concerning the
Aspiration for Changes in the Management of Pertamina Group’s Sub-Subsidiaries/
Affiliated Companies.
3. Charles Harianto Lumbantobing as Director of Operations, in accordance with the
direction of the Ministry of State-Owned Enterprises of the Republic of Indonesia, as
referred to in the Minutes of Consultation between Pertamina Representatives and
the Ministry of State-Owned Enterprises of the Republic of Indonesia No. BA-5/
DSI.MBU.A/01/2024 and No. BA-01/K00000/2024-S8 dated January 9, 2024
2
concerning the Meeting on the Aspiration for Changes in the Management of
Subsidiaries and Sub-Subsidiaries/Affiliated Companies of PT Pertamina (Persero).
B. To honorably dismiss Ratih Esti Prihatini as Business Development Director effective
November 14, 2023, with appreciation for her contributions and dedication during her
tenure as Business Development Director, as referred to in:
1. Letter of the Minister of State-Owned Enterprises of the Republic of Indonesia No. SR-
557/MBU/11/2023 dated November 10, 2023 concerning the Proposal for Changes
in the Management of PT Perusahaan Gas Negara Tbk; and
2. The Extraordinary General Meeting of Shareholders of PT Perusahaan Gas Negara
Profil Perusahaan
Company Profile
Tbk dated November 14, 2023 which appointed Ratih Esti Prihatini as Director of
Sales and Operations.
C. To honorably dismiss members of the Board of Commissioners effective as of the closing of
this Extraordinary General Meeting of Shareholders, with appreciation for their contributions
and dedication during their tenure as members of the Board of Commissioners, as follows:
1. Agus Prabowo as President Commissioner, in accordance with the direction of the
Ministry of State-Owned Enterprises of the Republic of Indonesia, as referred to in the
3
Minutes of Consultation between Pertamina Representatives and the Ministry of State-
Owned Enterprises of the Republic of Indonesia No. BA-168/DSI.MBU.A/12/2023
and No. BA-09/K00000/2023-SS dated December 15, 2023 concerning the
Aspiration for Changes in the Management of Pertamina Group’s Sub-Subsidiaries/
Affiliated Companies.
2. Hernawan Bekti Sasongko as Independent Commissioner, in accordance with the
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
direction of the Ministry of State-Owned Enterprises of the Republic of Indonesia, as
referred to in the Minutes of Consultation between Pertamina Representatives and
the Ministry of State-Owned Enterprises of the Republic of Indonesia No. BA-168/
DSI.MBU.A/12/2023 and No. BA-09/K00000/2023-S8 dated December 15, 2023
concerning the Aspiration for Changes in the Management of Pertamina Group’s Sub-
Subsidiaries/Affiliated Companies.
D. To approve the appointment of members of the Company’s Board of Directors effective as of
the closing date of this Extraordinary General Meeting of Shareholders until the closing of
the 3rd (third) Annual General Meeting of Shareholders, without prejudice to the rights of
the GMS to dismiss the members of the Board of Directors at any time before the expiration
of their term of office, as follows:
1. Bachtiar Soeria Atmadja as President Director
2. Endro Hartanto as Director Operations
3. Stanley Iriawan as Director of Finance
4
2025 Annual Report PT Elnusa Tbk
280
Page 281
Tindak Lanjut Hasil
Keputusan Rapat oleh
Hasil Keputusan RUPS Luar Biasa Tanggal 17 Januari 2024
Manajemen
Resolutions of the Extraordinary GMS dated January 17, 2024
Follow-up to the Meeting
Resolutions by the Company’s
Management
E. To approve the appointment of members of the Company’s Board of Commissioners
effective as of the closing date of this Extraordinary General Meeting of Shareholders until
the closing of the 3rd (third) Annual General Meeting of Shareholders, without prejudice
to the rights of the GMS to dismiss the members of the Board of Commissioners at any time
before the expiration of their term of office, as follows:
1. Nur Endro Buwono as President Commissioner
2. Denie S. Tampubolon as Independent Commissioner
5
F. To approve the changes in the composition of the Company’s Management, so that the
composition of the Board of Directors and Board of Commissioners becomes as follows:
Board of Directors:
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Bachtiar Soeria Atmadja: President Director
Stanley Iriawan: Director of Finance
Endro Hartanto: Director of Operations
Arief Prasetyo Handoyo: Director of Business Development
Hera Handayani: Director of Human Capital & General Services
Board of Commissioners:
Nur Endro Buwono: President Commissioner
Wakhid Hasyim: Commissioner
Lusiaga Levi Susila: Independent Commissioner
Denie S. Tampubolon: Independent Commissioner
G. To grant authority with substitution rights to all members of the Company’s Board of
Directors to restate all the Meeting’s resolutions in a notarial deed and subsequently notify
the composition of the Company’s Board of Directors and/or Board of Commissioners to
the Ministry of Law and Human Rights of the Republic of Indonesia and other government
6
institutions, as well as to take all necessary actions in accordance with the prevailing laws
and regulations.
Sustainability Reference
Rujukan Keberlanjutan
Penyelenggaraan RUPS Tahunan Tahun Buku 2023 Tanggal 15 Mei 2024
Implementation of Annual GMS for fiscal year 2023 on May 15, 2024
Hari/Tanggal : Rabu, 15 Mei 2024
Day/Date: Wednesday, May 15, 2024
Waktu : Pukul 14.25 s.d 16.23 WIB
Time 14.25 – 16.23
Tempat : Ballroom 1 – Sheraton Grand Jakarta Gandaria City Hotel
Jl. Sultan Iskandar Muda, Kebayoran Lama
Venue
Jakarta Selatan 12240, DKI Jakarta 7
Penghitung Suara Independen : • PT Datindo Entrycom selaku Biro Administrasi Efek
Financial Report
Laporan Keuangan
Independent Vote Counter • Aulia Taufani, SH., selaku Notaris
• PT Datindo Entrycom as the Securities Administration Bureau
• Aulia Taufani, SH., as Notary
Akta Hasil RUPS : Akta Berita Acara RUPS Tahunan No. 16 tanggal 15 Mei 2024 yang dibuat di
Deed of the GMS Resolutions hadapan Aulia Taufani, SH., Notaris di Jakarta.
Deed of Minutes of the Annual GMS No. 16 dated May 15, 2024, drawn up before
Aulia Taufani, SH., Notary in Jakarta.
Berikut disampaikan hasil keputusan RUPS Tahunan The following presents the resolutions of the Annual
dan tindak lanjutnya oleh Manajemen Perusahaan GMS and their follow-up actions by the Company’s
hingga akhir tahun 2025. Management through the end of 2025.
2025 Annual Report PT Elnusa Tbk
281
Page 282
Tindak Lanjut Hasil Keputusan Rapat oleh
Hasil Keputusan RUPS Tahunan Tahun Buku 2023 Manajemen
Tanggal 15 Mei 2024 Follow-up to the Meeting Resolutions by the
2025 Performance Highlights
Resolutions of the Annual GMS for Fiscal Year 2023 on May 15, 2024 Company’s Management
Mata Acara 1
Persetujuan Laporan Tahunan 2023 termasuk Laporan Pengawasan Dewan Komisaris dan Pengesahan Laporan Keuangan Perusahaan yang berakhir
Kilas Kinerja 2025
pada tanggal 31 Desember 2023.
Agenda Item 1
Approval of the 2023 Annual Report, including the Supervisory Report of the Board of Commissioners, and ratification of the Company’s Financial
Statements for the year ended December 31, 2023.
1. Menyetujui Laporan Tahunan untuk Perusahaan Tahun Buku 2023 serta mengesahkan Keputusan mata acara 1 telah dilembagakan
Laporan Keuangan Perusahaan untuk tahun buku yang berakhir 31 Desember 2023 dalam akta RUPS ini. Laporan Tahunan
beserta penjelasannya yang telah diaudit oleh Kantor Akuntan Publik Purwantono, Perusahaan untuk Tahun Buku 2023 telah
Sungkoro & Surja sebagaimana termuat dalam Laporan No. 00100/2.1032/ dipublikasikan pada tanggal 16 April 2024,
1
A0.1/02/1726-1/1/1/2024 tanggal 28 Februari 2024 dengan pendapat "wajar dalam dan Laporan Keuangan Audit Perusahaan tahun
semua hal yang material". buku 2023 telah dipublikasikan pada tanggal 28
2. Memberikan pelunasan dan pembebasan sepenuhnya dari tanggung jawab (volledig Februari 2024.
acquit et de charge) kepada Direksi atas tindakan pengurusan dan kepada Dewan
Komisaris atas tindakan pengawasan yang telah dilakukan dalam Tahun Buku yang
berakhir 31 Desember 2023 sepanjang:
a. Tindakan tersebut tercermin dalam Laporan Tahunan Perusahaan (termasuk Laporan
Keuangan) Tahun Buku yang berakhir 31 Desember 2023.
b. Tindakan-tindakan tersebut bukan merupakan tindak pidana dan/atau perbuatan
melawan hukum.
Laporan Management
Management Report
1. Approved the Company’s Annual Report for Fiscal Year 2023 and ratified the Company’s The resolution for Agenda Item 1 has been
Financial Statements for the fiscal year ended December 31, 2023, along with the formalized in this GMS deed. The Company’s
explanations therein, which have been audited by Purwantono, Sungkoro & Surja Public Annual Report for Fiscal Year 2023 was published
Accounting Firm as stated in Report No. 00100/2.1032/A0.1/02/1726-1/1/1/2024 on April 16, 2024, and the Company’s audited
dated February 28, 2024, with an unmodified opinion. Financial Statements for Fiscal Year 2023 were
2. Granted full release and discharge (volledig acquit et de charge) to the Board of Directors published on February 28, 2024.
for their management actions and to the Board of Commissioners for their supervisory
actions carried out during the fiscal year ended December 31, 2023, provided that:
a. Such actions are reflected in the Company’s Annual Report (including the Financial
Statements) for the fiscal year ended December 31, 2023.
b. Such actions do not constitute criminal acts and/or violations of laws and regulations.
2
Mata Acara 2
Penetapan Penggunaan Laba Bersih Perusahaan Tahun Buku 2023
Agenda Item 2
Determination of the Appropriation of the Company’s Net Profit for Fiscal Year 2023
1. Menyetujui menetapkan penggunaan Laba Bersih Perusahaan yang dapat diatribusikan Tata cara pembayaran dividen tunai tahun
kepada pemilik entitas induk Tahun Buku 2023 sebesar Rp503.129.000.000 sebagai buku 2023 tercantum dalam Pengumuman
berikut: Hasil Keputusan RUPS Tahunan yang telah
a. Sebesar Rp201.251.600.000 atau 40% dari Laba Bersih Tahun Buku 2023 dipublikasikan melalui situs web PT Bursa Efek
Profil Perusahaan
Company Profile
ditetapkan sebagai Dividen Tunai untuk Tahun Buku 2023. Indonesia (IDXnet), situs web eASY.KSEI dan situs
b. Sisanya sebesar Rp301.877.400.000 atau 60% enam puluh persen) dari Laba web Perusahaan pada tanggal 16 Mei 2024.
Bersih Tahun Buku 2023 akan menjadi Laba Ditahan atau Retained Earning
Perusahaan. Pembayaran dividen tunai tahun buku 2023 telah
2. Menyetujui memberi kuasa dan wewenang kepada Direksi untuk mengatur tata cara direalisasikan pada tanggal 14 Juni 2024.
pembayaran dividen tunai tersebut.
The procedures for the distribution of cash
dividends for Fiscal Year 2023 are set out in the
1. Approved the appropriation of the Company’s Net Profit attributable to owners of the Announcement of the Resolutions of the Annual
3
parent entity for Fiscal Year 2023 amounting to Rp503,129,000,000, as follows: GMS, which was published on the websites of PT
a. An amount of Rp201,251,600,000 or 40% (forty percent) of the Net Profit for Fiscal Bursa Efek Indonesia (IDXnet), eASY.KSEI, and the
Year 2023 is designated as Cash Dividends for Fiscal Year 2023. Company’s website on May 16, 2024.
b. The remaining amount of Rp301,877,400,000 or 60% (sixty percent) of the Net
Profit for Fiscal Year 2023 shall be recorded as Retained Earnings of the Company. The payment of cash dividends for Fiscal Year
2023 was realized on June 14, 2024.
2. Approved granting authority and power to the Board of Directors to determine the
procedures for the distribution of such cash dividends.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Mata Acara 3
Penetapan Tantiem Tahun 2023 dan Remunerasi Tahun 2024 bagi Anggota Direksi dan Dewan Komisaris
Agenda Item 3
Determination of Tantiem for 2023 and Remuneration for 2024 for Members of the Board of Directors and the Board of Commissioners
1. Memberikan kuasa dan wewenang kepada Dewan Komisaris Perusahaan dengan terlebih Dewan Komisaris PT Elnusa Tbk telah
dahulu mendapatkan persetujuan Pemegang Saham Perusahaan, yaitu PT Pertamina Hulu menyampaikan surat usulan pemberian tantiem
Energi untuk menetapkan Tantiem bagi anggota Direksi dan Dewan Komisaris Perusahaan dan remunerasi bagi Pengurus PT Elnusa Tbk
untuk tahun buku 2023. kepada PT Pertamina Hulu Energi selaku
2. Memberikan kuasa dan wewenang kepada Dewan Komisaris Perusahaan dengan terlebih Pemegang Saham Pengendali melalui surat
dahulu mendapatkan persetujuan Pemegang Saham Perusahaan yaitu PT Pertamina Hulu Nomor R-L8.014C-2024.009 tanggal 13 Maret
Energi untuk menetapkan besaran gaji/honorarium, tunjangan dan fasilitas bagi anggota 2024 perihal Penyampaian Hasil Kinerja PT
Direksi dan Dewan Komisaris Perusahaan untuk Tahun Buku 2024. Elnusa Tbk ("Perseroan") dan Usulan Pemberian
Tantiem Tahun Buku 2023 serta Usulan Remunerasi
Tahun Buku 2024 untuk Pengurus Perseroan.
Kemudian Dewan Komisaris telah menerima
keputusan Pemegang Saham Pengendali
melalui surat Direktur Utama PT Pertamina
Hulu Energi Nomor 248/PHE00000/2024-S
4
tanggal 4 Oktober 2024 perihal Penyampaian
Penetapan Penghargaan atas Kinerja Tahunan
Tahun Buku 2023 dan Remunerasi Tahun 2024
Anggota Direksi dan Dewan Komisaris Perseroan.
Keputusan tersebut telah ditindaklanjuti.
2025 Annual Report PT Elnusa Tbk
282
Page 283
Tindak Lanjut Hasil Keputusan Rapat oleh
Hasil Keputusan RUPS Tahunan Tahun Buku 2023 Manajemen
Tanggal 15 Mei 2024 Follow-up to the Meeting Resolutions by the
Resolutions of the Annual GMS for Fiscal Year 2023 on May 15, 2024 Company’s Management
1. Granted authority and power to the Company’s Board of Commissioners, subject to prior The Board of Commissioners of PT Elnusa Tbk
approval from the Company’s Shareholder, namely PT Pertamina Hulu Energi, to determine submitted a proposal for tantiem and remuneration
the tantiem for members of the Board of Directors and the Board of Commissioners for for the Company’s Management to PT Pertamina
Fiscal Year 2023. Hulu Energi as the Controlling Shareholder through
Letter No. R-L8.014C-2024.009 dated March 13,
2. Granted authority and power to the Company’s Board of Commissioners, subject to prior 2024, regarding the submission of the Company’s
approval from the Company’s Shareholder, namely PT Pertamina Hulu Energi, to determine performance results and the proposal for tantiem
the salaries/honoraria, allowances, and facilities for members of the Board of Directors for the 2023 financial year, as well as the
and the Board of Commissioners for Fiscal Year 2024. proposed remuneration for the 2024 financial year
for the Company’s Management. Subsequently,
5
the Board of Commissioners received the decision
of the Controlling Shareholder through a letter
from the President Director of PT Pertamina Hulu
Energi No. 248/PHE00000/2024-S dated
October 4, 2024, regarding the determination
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
of annual performance incentives for the 2023
financial year and remuneration for 2024 for
members of the Board of Directors and the Board
of Commissioners of the Company. The decision
has been duly implemented
Mata Acara 4
Penunjukan Akuntan Publik dan/atau Kantor Akuntan Publik untuk melakukan audit Laporan Keuangan Tahunan Perusahaan tahun buku 2024.
Agenda Item 4
Appointment of a Public Accountant and/or Public Accounting Firm to audit the Company’s Annual Financial Statements for Fiscal Year 2024
Menyetujui memberikan kuasa dan melimpahkan kewenangan kepada Dewan Komisaris Dewan Komisaris telah mengeluarkan Surat
Perusahaan untuk menetapkan Akuntan Publik dan/atau Kantor Akuntan Publik (KAP) dalam Keputusan No. L8.014C-2024.030 tentang Hasil
rangka melakukan pemeriksaan atas Laporan Keuangan Perusahaan untuk tahun buku yang Pengadaan Kantor Akuntan Publik atas Jasa
berakhir pada tanggal 31 Desember 2024 berikut besaran nilai jasanya, termasuk untuk Audit Laporan Keuangan Konsolidasian Elnusa
menunjuk KAP pengganti bilamana karena sebab apapun juga berdasarkan ketentuan Pasar dan Anak Perusahaan untuk tahun yang berakhir
Modal di Indonesia apabila KAP yang ditunjuk tidak dapat melakukan tugasnya sesuai pada tanggal 31 Desember 2024.
ketentuan dan peraturan yang berlaku, dengan kriteria bahwa:
6
a. KAP yang ditunjuk Perusahaan dikonsultasikan/ dikoordinasikan terlebih dahulu dengan Mengacu pada surat tersebut, Dewan Komisaris
PT Pertamina Hulu Energi; memutuskan menunjuk Kantor Akuntan Publik
b. KAP tersebut terdaftar di Otoritas Jasa Keuangan (OJK); Purwanto, Sungkoro & Surja (firma anggota Ernst
Sustainability Reference
Rujukan Keberlanjutan
c. KAP tersebut masuk dalam data tabulasi KAP yang diterbitkan oleh Kementerian BUMN. & Young Global Limited) dengan Akuntan Publik
Sdr. lrwan Haswir untuk melakukan jasa audit
Laporan Keuangan Konsolidasian Perusahaan
dan Anak Perusahaan untuk tahun yang berakhir
pada tanggal 31 Desember 2024 dengan
imbalan jasa sebesar Rp3.264.415.000 (sudah
termasuk PPh, namun belum termasuk PPN)
dengan ruang lingkup audit umum.
Direksi telah menyampaikan Laporan Hasil
Penunjukan AP dan/atau KAP kepada OJK pada
tanggal 5 November 2024. Perusahaan telah
menyampaikan Laporan Perubahan Akuntan
Publik kepada OJK, yang semula Sdr. lrwan
Haswir menjadi Sdr. Budi Hartono.
The Board of Commissioners has issued Decision
Letter No. L8.014C-2024.030 regarding the
Approved granting authority and delegating power to the Company’s Board of Commissioners procurement results of a Public Accounting Firm
to appoint a Public Accountant and/or Public Accounting Firm (KAP) to audit the Company’s
Financial Statements for the fiscal year ended December 31, 2024, including determining the
for audit services of Elnusa’s consolidated financial
statements and its subsidiaries for the year ended
7
audit fees, as well as to appoint a replacement KAP if, for any reason, the appointed KAP December 31, 2024.
Financial Report
Laporan Keuangan
is unable to perform its duties in accordance with the prevailing laws and regulations in the
Indonesian capital market, with the following criteria: Referring to the letter, the Board of Commissioners
a. The appointed KAP shall first be consulted/coordinated with PT Pertamina Hulu Energi; resolved to appoint Purwantono, Sungkoro &
b. The KAP must be registered with the Financial Services Authority (OJK); Surja Public Accounting Firm (a member firm
c. The KAP must be included in the tabulation list of Public Accounting Firms issued by the of Ernst & Young Global Limited), with Public
Ministry of State-Owned Enterprises. Accountant Mr. Irwan Haswir, to provide audit
services for the consolidated financial statements
of the Company and its subsidiaries for the year
ended December 31, 2024, with a professional
fee of Rp3,264,415,000 (inclusive of withholding
tax but exclusive of VAT), with a general audit
scope.
The Board of Directors has submitted the report on
the appointment of the Public Accountant and/or
Public Accounting Firm to the OJK on November
5, 2024. The Company has also submitted a
report on the change of Public Accountant to the
OJK, from Mr. Irwan Haswir to Mr. Budi Hartono.
2025 Annual Report PT Elnusa Tbk
283
Page 284
Tindak Lanjut Hasil Keputusan Rapat oleh
Hasil Keputusan RUPS Tahunan Tahun Buku 2023 Manajemen
Tanggal 15 Mei 2024
2025 Performance Highlights
Follow-up to the Meeting Resolutions by the
Resolutions of the Annual GMS for Fiscal Year 2023 on May 15, 2024 Company’s Management
Mata Acara 5
Kilas Kinerja 2025
Persetujuan Perubahan Susunan Pengurus Perusahaan
Agenda Item 5
Approval of Changes in the Composition of the Company’s Management
1. Memberhentikan dengan hormat anggota Dewan Komisaris terhitung sejak penutupan Susunan Dewan Komisaris dan Direksi telah
Rapat ini, dengan ucapan terima kasih atas sumbangan tenaga dan pikiran yang disesuaikan dengan keputusan RUPS ini.
diberikan selama menjabat sebagai anggota Dewan Komisaris, sebagai berikut:
a. Nur Endro Buwono selaku Komisaris Utama, sehubungan dengan penyegaran
organisasi sebagaimana mengacu pada Keputusan Pemegang Saham Secara
Sirkuler PT Pertamina Hulu Energi tentang Penempatan Wakil Perusahaan Sebagai
1
Anggota Dewan Komisaris Elnusa tanggal 30 April 2024.
b. Lusiaga Levi Susila selaku Komisaris Independen, sehubungan dengan penyegaran
organisasi sebagaimana mengacu pada Keputusan Pemegang Saham Secara
Sirkuler PT Pertamina Hulu Energi tentang Penempatan Wakil Perusahaan Sebagai
Anggota Dewan Komisaris Elnusa tanggal 30 April 2024.
c. Wakhid Hasyim selaku Komisaris, sehubungan dengan penyegaran organisasi
sebagaimana mengacu pada Keputusan Pemegang Saham Secara Sirkuler PT
Pertamina Hulu Energi tentang Penempatan Wakil Perusahaan Sebagai Anggota
Dewan Komisaris Elnusa tanggal 30 April 2024.
2. Menyetujui pengangkatan anggota Dewan Komisaris Perusahaan terhitung efektif sejak
tanggal penutupan Rapat ini sampai dengan penutupan RUPS Tahunan (ketiga) dengan
tidak mengurangi hak RUPS untuk memberhentikan anggota Dewan Komisaris tersebut
Laporan Management
Management Report
sewaktu-waktu sebelum masa jabatannya berakhir, sebagai berikut:
a. Eko Ariantoro sebagai Komisaris Utama merangkap Komisaris lndependen.
b. Ariana Soemanto sebagai Komisaris.
c. Nur Endro Buwono sebagai Komisaris.
3. Menyetujui Perubahan Susunan anggota Dewan Komisaris Perusahaan, sehingga susunan
anggota Dewan Komisaris Perusahaan menjadi sebagai berikut:
Dewan Komisaris:
• Eko Ariantoro: Komisaris Utama merangkap Komisaris lndependen
• Nur Endro Buwono: Komisaris
• Denie S. Tampubolon: Komisaris lndependen
• Ariana Soemanto: Komisaris
2
Sedangkan untuk susunan anggota Direksi tidak mengalami perubahan, yaitu:
Direksi:
• Bachtiar Soeria Atmadja: Direktur Utama
• Stanley lriawan: Direktur Keuangan
• Endro Hartanto: Direktur Operasi
• Arief Prasetyo Handoyo: Direktur Pengembangan Usaha
• Hera Handayani: Direktur SDM & Umum
4. Memberikan kuasa dan wewenang kepada Direksi Perusahaan dengan hak substitusi
untuk melakukan segala tindakan yang diperlukan berkaitan dengan keputusan Mata
Acara Rapat ini, termasuk untuk menyatakan dalam Akta Notaris tersendiri sebagian
dan/atau seluruh keputusan Rapat serta memberitahukan perubahan susunan anggota
Direksi dan Dewan Komisaris Perusahaan kepada Kementerian Hukum dan Hak Asasi
Manusia Republik Indonesia serta mendaftarkan kepada instansi yang berwenang, sesuai
Profil Perusahaan
Company Profile
dengan ketentuan dan peraturan perundang-undangan yang berlaku.
1. Honorably dismissed members of the Board of Commissioners effective as of the closing The composition of the Board of Commissioners
of this Meeting, with appreciation for their contributions during their tenure, as follows: and the Board of Directors has been updated in
a. Nur Endro Buwono as President Commissioner, in connection with organizational accordance with the resolutions of this GMS.
refreshment as referred to in the Circular Resolution of the Shareholder of PT
Pertamina Hulu Energi regarding the placement of the Company’s representative as
a member of the Board of Commissioners of Elnusa dated April 30, 2024.
3
b. Lusiaga Levi Susila as Independent Commissioner, in connection with organizational
refreshment as referred to in the Circular Resolution of the Shareholder of PT
Pertamina Hulu Energi regarding the placement of the Company’s representative as
a member of the Board of Commissioners of Elnusa dated April 30, 2024.
c. Wakhid Hasyim as Commissioner, in connection with organizational refreshment as
referred to in the Circular Resolution of the Shareholder of PT Pertamina Hulu Energi
regarding the placement of the Company’s representative as a member of the Board
of Commissioners of Elnusa dated April 30, 2024.
2. Approved the appointment of members of the Company’s Board of Commissioners effective
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
as of the closing of this Meeting until the closing of the third Annual GMS, without prejudice
to the right of the GMS to dismiss such members at any time prior to the expiration of their
term of office, as follows:
a. Eko Ariantoro as President Commissioner concurrently serving as Independent
Commissioner.
b. Ariana Soemanto as Commissioner.
c. Nur Endro Buwono as Commissioner.
3. Approved the change in the composition of the Company’s Board of Commissioners, so
that the composition becomes as follows:
Board of Commissioners:
• Eko Ariantoro: President Commissioner concurrently serving as Independent
Commissioner
• Nur Endro Buwono: Commissioner
• Denie S. Tampubolon: Independent Commissioner
• Ariana Soemanto: Commissioner
Meanwhile, there are no changes in the composition of the Board of Directors, as follows:
Board of Directors:
• Bachtiar Soeria Atmadja: President Director
• Stanley Iriawan: Director of Finance
4
• Endro Hartanto: Director of Operations
• Arief Prasetyo Handoyo: Director of Business Development
• Hera Handayani: Director of Human Capital & General Services
4. Granted authority and power to the Company’s Board of Directors, with the right of
substitution, to take all necessary actions in connection with the resolutions of this Agenda
Item, including to state part or all of the Meeting’s resolutions in a separate Notarial
Deed and to notify the changes in the composition of the Company’s Board of Directors
and Board of Commissioners to the Ministry of Law and Human Rights of the Republic of
Indonesia, as well as to register them with the relevant authorities in accordance with the
prevailing laws and regulations.
2025 Annual Report PT Elnusa Tbk
284
Page 285
DEWAN KOMISARIS
BOARD OF COMMISSIONERS
Dewan Komisaris merupakan organ tata kelola
The Board of Commissioners is a key governance organ
utama yang berperan melakukan pengawasan dan
that plays a supervisory and advisory role toward the
pemberian nasihat kepada Direksi yang menjalankan
Board of Directors, which is responsible for managing
kepengurusan Perusahaan. Dewan Komisaris juga
the Company. The Board of Commissioners also has the
memiliki tugas dan tanggung jawab untuk melakukan
duties and responsibilities to monitor the implementation
pemantauan terhadap penerapan GCG di Perusahaan,
of Good Corporate Governance (GCG) within the
termasuk efektivitas sistem pengendalian internal dan
5
Company, including the effectiveness of the internal
manajemen risiko.
control system and risk management.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Dewan Komisaris secara berkelanjutan melakukan
The Board of Commissioners continuously monitors the
pemantauan atas efektivitas strategi dan kebijakan
effectiveness of the Company’s strategies and policies,
Perusahaan, pencapaian kinerja usaha, proses
the achievement of business performance, the decision-
pengambilan keputusan oleh Direksi, serta pelaksanaan
making process of the Board of Directors, as well as
strategi dan kebijakan dalam rangka mencapai tujuan
the implementation of strategies and policies in order
Perusahaan dan memenuhi harapan para pemegang
to achieve the Company’s objectives and meet the
saham serta pemangku kepentingan lainnya. Dewan
expectations of shareholders and other stakeholders.
Komisaris juga melakukan evaluasi dan/atau
The Board of Commissioners also evaluates and/or
menyetujui Rencana Kerja dan Anggaran yang disusun
approves the Work Plan and Budget prepared by the
Direksi setiap tahunnya.
Board of Directors on an annual basis.
Ketentuan Masa Jabatan Terms of Office
6
Anggota Dewan Komisaris diangkat untuk jangka Members of the Board of Commissioners are appointed
waktu terhitung sejak tanggal yang ditetapkan oleh for a term commencing from the date determined by the
Sustainability Reference
Rujukan Keberlanjutan
RUPS yang mengangkatnya dan berakhir pada GMS that appoints them and ending at the closing of
penutupan RUPS Tahunan yang ke-3 (ketiga) setelah the 3rd (third) Annual GMS following their appointment.
tanggal pengangkatannya. Namun dengan tidak However, this does not prejudice the right of the GMS
mengurangi hak dari RUPS untuk sewaktu-waktu dapat to dismiss members of the Board of Commissioners at
memberhentikan para anggota Dewan Komisaris any time prior to the expiration of their term of office.
sebelum masa jabatannya berakhir. Setelah masa Upon the expiration of their term, members of the Board
jabatannya berakhir, anggota Dewan Komisaris of Commissioners may be reappointed by the GMS for
tersebut dapat diangkat kembali oleh RUPS untuk 1 (one) additional term of office.
1 (satu) kali masa jabatan.
7
Board Manual: Pedoman Tata Kerja Dewan Board Manual: Board of Commissioners
Financial Report
Laporan Keuangan
Komisaris Charter
Dewan Komisaris memiliki Board Manual atau The Board of Commissioners has a Board Manual
Pedoman Kerja/Piagam Dewan Komisaris dan Direksi or Board of Commissioners and Board of Directors
yang mempermudah dalam memahami peraturan- Charter, which facilitates a better understanding of the
peraturan yang terkait dengan tata kerja Dewan regulations related to the working procedures of the
Komisaris dan Direksi. Terakhir, Pedoman Kerja/ Board of Commissioners and the Board of Directors.
Piagam Dewan Komisaris dan Direksi ditandatangani The latest version of the Board of Commissioners and
oleh Dewan Komisaris dan Direksi pada tanggal 2 Board of Directors Charter was signed by the Board of
Januari 2018. Pedoman Kerja tersebut ditinjau secara Commissioners and the Board of Directors on January 2,
berkala dan dimutakhirkan apabila dianggap perlu 2018. The Charter is reviewed periodically and updated
dengan memperhatikan ketentuan perundangan yang as necessary in accordance with prevailing laws and
berlaku. Informasi secara detail dapat dilihat melalui regulations. Detailed information can be accessed
situs Perusahaan www.elnusa.co.id. through the Company’s website at www.elnusa.co.id.
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Adapun cakupan Pedoman dan Tata Tertib Kerja The scope of the Board of Commissioners’ Charter and
Dewan Komisaris meliputi: Code of Conduct includes:
2025 Performance Highlights
1. Fungsi Dewan Komisaris 1. Functions of the Board of Commissioners
2. Tugas dan Kewajiban Dewan Komisaris 2. Duties and Responsibilities of the Board of
Kilas Kinerja 2025
Commissioners
3. Hak dan Wewenang Dewan Komisaris 3. Rights and Authorities of the Board of Commissioners
4. Pembagian Kerja Dewan Komisaris 4. Division of Work of the Board of Commissioners
5. Persyaratan Dewan Komisaris 5. Requirements for the Board of Commissioners
6. Keanggotaan Dewan Komisaris 6. Membership of the Board of Commissioners
7. Rangkap Jabatan 7. Concurrent Positions
1
8. Masa Jabatan Dewan Komisaris 8. Term of Office of the Board of Commissioners
9. Pemberhentian Anggota Dewan Komisaris 9. Dismissal of Members of the Board of Commissioners
10. Pengunduran Diri Anggota Dewan Komisaris 10. Resignation of Members of the Board of
Commissioners
11. Pengisian Jabatan Lowong Anggota Dewan 11. Filling of Vacant Positions of the Board of
Komisaris Commissioners
12. Keadaan Seluruh Anggota Dewan Komisaris 12. Condition Where All Positions of the Board of
Laporan Management
Management Report
Lowong Commissioners Are Vacant
13. Komisaris Independen 13. Independent Commissioners
14. Program Pengenalan dan Peningkatan Kapabilitas 14. Orientation Program and Capability Development
15. Waktu Kerja Dewan Komisaris 15. Working Time of the Board of Commissioners
16. Etika Jabatan Dewan Komisaris 16. Code of Ethics of the Board of Commissioners
17. Rapat Dewan Komisaris 17. Meetings of the Board of Commissioners
2
18. Organ Pendukung Dewan Komisaris 18. Supporting Organs of the Board of Commissioners
19. Evaluasi Kinerja Dewan Komisaris 19. Per formance Evaluation of the Board of
Commissioners
20. Pertanggungjawaban Dewan Komisaris 20. Accountability of the Board of Commissioners
Pada tahun 2025, Perusahaan melakukan perubahan In 2025, the Company made changes to the composition
Profil Perusahaan
Company Profile
susunan keanggotaan Dewan Komisaris, sebagaimana of the Board of Commissioners, as disclosed in the
telah diungkapkan dalam bab Profil Perusahaan Company Profile section under the Composition and
bagian Susunan dan Profil Dewan Komisaris, dalam Profile of the Board of Commissioners in this Annual
Laporan Tahunan ini. Report.
3
Adapun susunan Dewan Komisaris per 31 Desember The composition of the Board of Commissioners as of
2025 adalah sebagai berikut. December 31, 2025 is as follows.
Susunan Dewan Komisaris per 31 Desember 2025
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Composition of the Board of Commissioners as of December 31, 2025
Periode
Nama Jabatan Dasar Pengangkatan Masa Jabatan Jabatan
Name Position Basis of Appointment Term of Office Term
Period
Komisaris Utama Akta Pernyataan Keputusan 25 Agustus 2025 Ke-1
Purwadi Arianto
President Commissioner RUPS Luar Biasa No. 35 tanggal s.d. penutupan
25 Agustus 2025 yang dibuat RUPS yang akan
Vitri Cahyaningsih Komisaris
di hadapan Aulia Taufani, SH, diselenggarakan
Mallarangeng Commissioner
Notaris di Jakarta. di tahun 2028
Komisaris Independen Deed of Statement of Resolutions August 25, 2025
4
Abdul Hakim of the Extraordinary GMS No. 35 until the closing
Independent Commissioner
dated August 25, 2025, drawn up of the GMS to be 1st
Farazandi Komisaris Independen before Aulia Taufani, S.H., Notary held in 2028.
Fidinansyah Independent Commissioner in Jakarta.
2025 Annual Report PT Elnusa Tbk
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Profil seluruh anggota Dewan Komisaris dapat dilihat The profiles of all members of the Board of Commissioners
pada bab Profil Perusahaan pada Laporan Tahunan ini. can be found in the Company Profile section of this
Annual Report.
Komisaris Independen Independent Commissioners
Perusahaan memiliki Komisaris Independen The Company has Independent Commissioners who meet
yang telah memenuhi ketentuan Peraturan OJK the requirements set out in OJK Regulation No. 33/
No. 33/POJK.04/2014 tanggal 8 Desember 2014 POJK.04/2014 dated December 8, 2014, concerning
tentang Direksi dan Dewan Komisaris Emiten atau the Board of Directors and Board of Commissioners of
5
Perusahaan Publik. Sesuai dengan peraturan tersebut, Issuers or Public Companies. In accordance with this
dalam hal Dewan Komisaris terdiri lebih dari 2 (dua) regulation, if the Board of Commissioners consists of
orang anggota Dewan Komisaris, jumlah Komisaris more than 2 (two) members, the number of Independent
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Independen wajib paling kurang 30% dari jumlah Commissioners must be at least 30% of the total
seluruh anggota Dewan Komisaris dan 1 (satu) di members of the Board of Commissioners, and 1 (one) of
antara anggota Dewan Komisaris diangkat menjadi the members of the Board of Commissioners is appointed
Komisaris Utama. as the President Commissioner.
Komposisi Komisaris Elnusa per 31 Desember 2025 As of December 31, 2025, the composition of
berjumlah 4 (empat) orang yang terdiri dari 1 (satu) the Company’s Board of Commissioners consists
orang Komisaris Utama, 2 (dua) orang Komisaris of 4 (four) members, comprising 1 (one) President
Independen dan 1 (satu) orang Komisaris. Dengan Commissioner, 2 (two) Independent Commissioners, and
demikian, komposisi Komisaris Independen Perusahaan 1 (one) Commissioner. Accordingly, the proportion of
adalah 50% dari seluruh jumlah Dewan Komisaris serta Independent Commissioners is 50% of the total members
telah memenuhi Peraturan OJK maupun telah memenuhi of the Board of Commissioners, which complies with
jumlah minimal Komisaris Independen yang diatur OJK regulations as well as the minimum requirement
6
dalam ASEAN Corporate Governance Scorecard yang under the ASEAN Corporate Governance Scorecard,
mensyaratkan jumlah Komisaris Independen berjumlah which stipulates that Independent Commissioners
Sustainability Reference
Rujukan Keberlanjutan
50% dari jumlah seluruh anggota Dewan Komisaris. should constitute at least 50% of the total Board of
Commissioners.
Komisaris Independen Elnusa per 31 Desember 2025
Elnusa Independent Commissioner as of December 31, 2025
Komisaris
Periode Jabatan dan Pertama Kali Diangkat Masa Jabatan
Independen
Term of Office and First Appointment Term of Office
Independent
Commissioner
Abdul Hakim
Periode ke-1, sebelumnya tidak
menjabat sebagai Dewan Komisaris Perusahaan
pernah 25 Agustus 2025 s.d penutupan
RUPS yang akan diselenggarakan di
7
Financial Report
Laporan Keuangan
Farazandi First term, with no prior service as a member of the tahun 2028
Fidinansyah Company’s Board of Commissioners August 25, 2025 until the closing of
the GMS to be held in 2028
Kriteria Penentuan Komisaris Independen Criteria for Determining Independent
Commissioners
Penetapan Komisaris Independen Elnusa dilaksanakan The appointment of Independent Commissioners at
dengan mengacu pada ketentuan Peraturan OJK Elnusa is carried out in accordance with OJK Regulation
No. 33/POJK.04/2014. Keberadaan Komisaris No. 33/POJK.04/2014. The presence of Independent
Independen tersebut bertujuan untuk memastikan Commissioners is intended to ensure that the supervisory
pelaksanaan fungsi pengawasan berjalan secara function is conducted objectively, effectively, and in
objektif, efektif, dan sesuai dengan peraturan compliance with applicable laws and regulations, based
perundang-undangan yang berlaku, dengan kriteria on the following criteria:
sebagai berikut:
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1. Bukan merupakan pihak yang bekerja atau 1. Not a party who has worked for or has had the
2025 Performance Highlights
memiliki kewenangan dan tanggung jawab untuk authority and responsibility to plan, lead, control,
merencanakan, memimpin, mengendalikan, atau or supervise the Company’s activities within the last
mengawasi kegiatan Perusahaan dalam jangka 6 (six) months, except in the case of reappointment
Kilas Kinerja 2025
waktu 6 (enam) bulan terakhir, kecuali dalam as an Independent Commissioner for the subsequent
rangka pengangkatan kembali sebagai Komisaris period.
Independen pada periode berikutnya.
2. Tidak memiliki saham Perusahaan, baik secara 2. Does not own shares in the Company, either directly
langsung maupun tidak langsung. or indirectly.
3. Tidak memiliki hubungan afiliasi dengan anggota 3. Does not have any affiliation with members of the
1
Dewan Komisaris, Direksi, maupun Pemegang Board of Commissioners, the Board of Directors, or
Saham Utama Perusahaan. the Company’s Major/Controlling Shareholders.
4. Tidak memiliki hubungan usaha dengan 4. Does not have any business relationship with the
Perusahaan, baik secara langsung maupun tidak Company, either directly or indirectly.
langsung.
Berdasarkan pemenuhan kriteria tersebut, seluruh Based on the fulfillment of these criteria, all of the
Laporan Management
Management Report
Komisaris Independen Perusahaan telah memenuhi Company’s Independent Commissioners have met the
persyaratan sesuai ketentuan peraturan perundang- requirements in accordance with applicable laws and
undangan yang berlaku. regulations.
2
Kriteria Independensi Farazandi
Abdul Hakim
Independence Criteria Fidinansyah
Sebagai orang yang bekerja atau mempunyai wewenang dan tanggung x x
jawab untuk merencanakan, memimpin, mengendalikan, atau mengawasi
kegiatan Perusahaan dalam waktu 6 (enam) bulan terakhir, kecuali untuk
pengangkatan kembali sebagai Komisaris Independen Perusahaan pada
periode berikutnya.
Has worked for or has had the authority and responsibility to plan,
Profil Perusahaan
Company Profile
lead, control, or supervise the Company’s activities within the last 6 (six)
months, except for reappointment as an Independent Commissioner for the
subsequent period;
Memiliki saham Perusahaan baik langsung maupun tidak langsung x x
Owns shares in the Company, either directly or indirectly;
3
Memiliki hubungan Afiliasi dengan Komisaris, Direksi dan Pemegang saham x x
Utama Perusahaan
Has an affiliation with members of the Board of Commissioners, the Board of
Directors, or the Company’s Major/Controlling Shareholders;
Memiliki hubungan usaha dengan Perusahaan baik langsung maupun tidak x x
langsung
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Has a business relationship with the Company, either directly or indirectly.
: ada | x : tidak ada
: yes | x : no
4
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Surat pernyataan independensi masing-masing Komisaris Independen
Statement of Independence of Each Independent Commissioner
Abdul Hakim Farazandi Fidinansyah
5 Good Corporate Governance
Tata Kelola Perusahaan yang Baik
6
Sustainability Reference
Rujukan Keberlanjutan
Surat pernyataan independensi masing-masing Anggota Komite Audit
Statement of Independence of Each Audit Committee Members
Adil Nusyirwan Maryanto Makhdori
7
Financial Report
Laporan Keuangan
2025 Annual Report PT Elnusa Tbk
289
Page 290
Tugas, Tanggung Jawab, Kewajiban dan Duties, Responsibilities, Obligations, and
Wewenang Dewan Komisaris Authorities of the Board of Commissioners
2025 Performance Highlights
Dalam peran pengawasan dan pemberian nasihat, In carrying out its supervisory and advisory roles, the
secara kolegial Dewan Komisaris Perusahaan Board of Commissioners collectively undertakes the
Kilas Kinerja 2025
mengemban tugas dan tanggung jawab antara lain following duties and responsibilities:
sebagai berikut:
1. Tunduk pada ketentuan peraturan perundang- 1. Comply with prevailing laws and regulations, the
undangan yang berlaku, Anggaran Dasar Company’s Articles of Association, and resolutions
Perusahaan dan keputusan RUPS. of the GMS.
2. Beritikad baik dan dengan penuh tanggung jawab 2. Act in good faith and with full responsibility in
1
menjalankan tugas untuk kepentingan dan usaha performing duties for the interest and benefit of the
Perusahaan. Company.
3. Melakukan pengawasan untuk kepentingan 3. Conduct supervision in the interest of the Company,
Perusahaan dengan memperhatikan kepentingan taking into account the interests of shareholders,
para pemegang saham dan bertanggung jawab and be accountable to the GMS.
kepada RUPS.
4. Melakukan tugas pengawasan terhadap kebijakan 4. Supervise the policies of the Board of Directors
Laporan Management
Management Report
Direksi dalam melaksanakan pengurusan in managing the Company, including the
Perusahaan termasuk pelaksanaan Rencana implementation of the Company’s Long-Term Plan
Jangka Panjang Perusahaan (RJPP), Rencana Kerja (RJPP), the Company’s Work Plan and Budget
dan Anggaran Perusahaan (RKAP), ketentuan (RKAP), provisions of the Articles of Association,
Anggaran Dasar dan keputusan RUPS serta GMS resolutions, and applicable laws and
peraturan perundang-undangan yang berlaku, regulations, in line with the Company’s objectives.
2
untuk kepentingan Perusahaan dan sesuai dengan
maksud dan tujuan Perusahaan.
5. Memberikan pendapat dan saran kepada Direksi 5. Provide opinions and advice to the Board of
berkaitan dengan pengurusan Perusahaan. Directors regarding the management of the
Pemberian rekomendasi kepada Direksi setelah Company, including recommendations following
mendapatkan penelaahan komite-komite di bawah reviews by committees under the Board of
Dewan Komisaris sebagaimana tercantum dalam Commissioners, as stated in the reports of the Audit
Laporan Pelaksanaan Tugas Komite Audit, Komite Committee, NRC & GCG Committee, and Risk &
Profil Perusahaan
Company Profile
NR dan GCG serta Komite Pemantau Risiko dan Investment Monitoring Committee.
Investasi.
6. Memberikan pendapat dan saran kepada Direksi 6. Provide opinions and advice to the Board
berkaitan dengan penyusunan visi, misi serta of Directors regarding the formulation of the
rencana-rencana strategis lain yang diatur dalam Company’s vision, mission, and other strategic plans
3
Anggaran Dasar. as stipulated in the Articles of Association.
7. Menerapkan Good Corporate Governance secara 7. Consistently implement Good Corporate
konsisten. Governance (GCG).
8. Melaporkan kepada Perusahaan mengenai 8. Report to the Company any share ownership held
kepemilikan sahamnya dan/atau keluarganya by the Board of Commissioners and/or their family
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
pada Perusahaan tersebut dan perusahaan lain members in the Company and other companies,
termasuk perubahannya. including any changes thereto.
9. Melakukan pembagian kerja di antara para 9. Allocate duties among members of the Board of
anggota Dewan Komisaris yang diatur oleh mereka Commissioners as determined internally, and for
sendiri dan untuk kelancaran tugasnya Dewan the effective execution of duties, the Board may be
Komisaris dapat dibantu oleh seorang Sekretaris supported by a Corporate Secretary of the Board
Dewan Komisaris atas beban Perusahaan. of Commissioners at the Company’s expense.
Hak Dewan Komisaris sesuai Board Manual adalah: Rights of the Board of Commissioners in accordance with
the Board Manual:
a. Melihat buku-buku, surat-surat serta dokumen a. To review books, letters, and other documents,
lainnya, memeriksa kas untuk keperluan verifikasi examine cash for verification purposes, as well as
4
dan lain-lain surat berharga dan memeriksa securities and Company assets;
kekayaan Perusahaan.
b. Memasuki pekarangan, gedung dan kantor yang b. To enter premises, buildings, and offices used by
dipergunakan oleh Perusahaan. the Company;
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c. Meminta penjelasan dari Direksi dan/atau c. To request explanations from the Board of Directors
pejabat lainnya mengenai segala persoalan yang and/or other officials regarding matters related to
menyangkut pengelolaan Perusahaan. Company management;
d. Mengetahui segala kebijakan dan tindakan yang d. To be informed of all policies and actions taken and
telah dan akan dijalankan Direksi. to be taken by the Board of Directors;
e. Meminta Direksi dan/atau pejabat lainnya e. To request the attendance of the Board of Directors
dibawah Direksi dengan sepengetahuan Direksi and/or officials under the Board of Directors,
untuk menghadiri rapat Dewan Komisaris. with the knowledge of the Board of Directors, at
meetings of the Board of Commissioners;
f. Menghadiri rapat Direksi dan memberikan f. To attend meetings of the Board of Directors and
pandangan terhadap hal-hal yang dibicarakan. provide views on matters discussed;
5
g. Menerima uang jasa/honorarium, asuransi, g. To receive fees/honorarium, insurance, tantiem, and
tantiem berikut fasilitas dan tunjangan lainnya, other facilities and benefits, including end-of-term
termasuk uang jasa masa akhir jabatan yang compensation, as determined by the GMS. Tantiem
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
jumlahnya ditetapkan oleh RUPS. Tantiem dapat may be granted if budgeted and recognized as an
diberikan, apabila telah dianggarkan dan dihitung expense when linked to Company performance or
sebagai biaya jika tantiem tersebut dikaitkan derived from the Company’s net profit.
dengan kinerja perusahaan atau diberikan dari
laba bersih Perusahaan.
Wewenang Dewan Komisaris adalah: Authorities of the Board of Commissioners:
a. Dewan Komisaris dengan suara terbanyak bisa a. By majority vote, the Board of Commissioners may at
setiap waktu berhak memberhentikan untuk any time temporarily suspend one or more members
sementara waktu seorang atau lebih Anggota of the Board of Directors if they act contrary to the
Direksi, jika ia (mereka) bertindak bertentangan Articles of Association or applicable regulations,
dengan Anggaran Dasar serta peraturan lainnya neglect their duties, or if there are urgent reasons
atau melalaikan kewajibannya atau terdapat for the Company, including but not limited to
6
alasan yang mendesak bagi Perusahaan, termasuk cases where a Director is ill and unable to perform
namun tidak terbatas pada dalam hal Direksi sakit duties. Such suspension must be notified to the
Sustainability Reference
Rujukan Keberlanjutan
dan tidak dapat menjalankan tugas. Pemberhentian concerned party along with the reasons. Within 45
sementara dimaksud harus diberitahukan kepada (forty-five) days after the suspension, the Board of
yang bersangkutan dengan disertai alasan dari Commissioners must report to the GMS, which will
tindakan tersebut. Dalam waktu 45 (empat puluh decide whether the Director will be permanently
lima) hari setelah pemberhentian sementara, dismissed or reinstated. The suspended Director
Dewan Komisaris diwajibkan menjelaskan kepada must be given the opportunity to attend and present
RUPS, selanjutnya RUPS akan memutuskan apakah a defense. The meeting is chaired by the President
Direktur yang bersangkutan akan diberhentikan Commissioner, or in their absence, by a member of
seterusnya atau dikembalikan pada kedudukannya, the Board of Commissioners present at the meeting.
sementara Anggota Direksi yang diberhentikan
sementara diberi kesempatan untuk hadir dan
membela diri. Rapat ini dipimpin oleh Komisaris 7
Utama dan apabila Komisaris Utama tidak hadir
Financial Report
Laporan Keuangan
dalam Rapat atau berhalangan, hal mana tidak
perlu dibuktikan kepada pihak ketiga, maka Rapat
dipimpin oleh seorang Anggota Dewan Komisaris
yang hadir dalam Rapat.
b. Dalam hal jabatan salah seorang anggota b. In the event of a vacancy in the Board of Directors,
Direksi lowong baik mengundurkan diri maupun whether due to resignation or dismissal, and no
diberhentikan dan penggantinya belum ada replacement has been appointed or has assumed
atau belum memangku jabatannya, maka Dewan office, the Board of Commissioners is authorized
Komisaris berwenang menunjuk salah seorang to appoint a member of the Board of Directors to
anggota Direksi untuk menjalankan pekerjaan carry out the duties of the vacant position with the
anggota Direksi lainnya untuk menjalankan same authority and powers, including acting for and
pekerjaan anggota Direksi yang lowong tersebut on behalf of the Board of Directors and appointing
dengan kekuasaan dan wewenang yang sama another party to represent the Company in the event
dan Direktur tersebut dapat bertindak untuk dan of a conflict of interest involving all members of the
atas nama Direksi serta menunjuk pihak lain untuk Board of Directors.
mewakili perusahaan dalam hal terjadi benturan
kepentingan Perusahaan dengan kepentingan
semua anggota Direksi.
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c. Menetapkan komposisi Direksi berdasarkan c. To determine the composition of the Board of
kewenangan yang dilimpahkan oleh RUPS. Directors based on authority delegated by the
2025 Performance Highlights
GMS;
d. Mendapatkan informasi dari Direksi Anak d. o obtain information from the Board of Directors of
Perusahaan terkait dengan kondisi Anak Subsidiaries regarding their condition;
Kilas Kinerja 2025
Perusahaan.
e. Berwenang untuk memberikan persetujuan atau e. To grant written approval or rejection of the Board
penolakan secara tertulis terhadap rencana of Directors’ plans to:
Direksi:
1) Membeli, melepaskan, menjual, 1) Acquire, dispose of, sell, pledge, or encumber fixed
menggadaikan atau menjaminkan aktiva assets or other Company assets above a certain
1
tetap atau aktiva lain milik Perusahaan value determined by the Board of Commissioners;
dengan nilai tertentu yang ditetapkan oleh
Dewan Komisaris;
2) Menghapuskan piutang dari pembukuan 2) Write off receivables from the books above a certain
dengan nilai tertentu yang ditetapkan oleh value determined by the Board of Commissioners;
Dewan Komisaris;
3) Mengikat Perusahaan sebagai penjamin 3) Bind the Company as a guarantor (borg or avalist)
Laporan Management
Management Report
(borg atau avalist) dengan nilai tertentu yang above a certain value determined by the Board of
ditetapkan oleh Dewan Komisaris; Commissioners;
4) Menerima atau memberikan pinjaman jangka 4) Obtain or provide medium/long-term loans and
waktu menengah/panjang dan menerima non-operational short-term loans above a certain
atau memberikan pinjaman jangka pendek value determined by the Board of Commissioners;
yang tidak bersifat operasional dengan
2
nilai tertentu yang ditetapkan oleh Dewan
Komisaris;
5) Melakukan penyertaan modal atau pelepasan 5) Make or divest capital investments in other business
penyertaan modal Perusahaan dalam badan entities, including acquiring or relinquishing
usaha lainnya, termasuk mengambil atau participation (working interest) above a
melepaskan partisipasi (working interest certain threshold determined by the Board of
melebihi jumlah tertentu yang ditetapkan oleh Commissioners;
Dewan Komisaris;
Profil Perusahaan
Company Profile
6) Mendirikan Anak Perusahaan; 6) Establish Subsidiaries;
7) Melakukan penggabungan, peleburan, 7) Conduct mergers, consolidations, acquisitions,
pengambilalihan atau pemisahan masing- or spin-offs as defined in Law No. 40 of 2007
masing sebagaimana didefinisikan dalam concerning Limited Liability Companies;
Undang-Undang RI No. 40 Tahun 2007
3
tentang Perseroan Terbatas;
8) Mengadakan transaksi derivatif yang 8) Enter into derivative transactions related to foreign
merupakan turunan dari transaksi jual beli exchange trading, structured loan products, or
valuta asing, transaksi pinjam meminjam dari commodity transactions;
produk terstruktur lainnya serta turunan dari
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
transaksi komoditas;
9) Membuat, mengubah mengakhiri atau 9) Execute, amend, terminate, or cancel license
membatalkan perjanjian lisensi (license agreements.
agreement).
4
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Pembagian Tugas Antar Dewan Komisaris Division of Duties Among the Board of
Commissioners
Selain tugas dan tanggung jawab Komisaris Utama In addition to the duties and responsibilities of the
sebagaimana dijelaskan di atas, masing-masing President Commissioner as described above, each
anggota Dewan Komisaris memiliki pembagian peran member of the Board of Commissioners has specific
dan tanggung jawab tambahan. Pembagian kerja roles and additional responsibilities. The division of
anggota Dewan Komisaris antara lain dilakukan dengan duties among members of the Board of Commissioners is
menetapkan pembagian anggota Dewan Komisaris carried out, among others, by assigning members to the
sebagai anggota Komite-komite yang dibentuk Dewan committees established by the Board of Commissioners
5
Komisaris untuk membantu kelancaran tugas Dewan to support the effective performance of its duties, namely
Komisaris, yang terdiri dari Komite Audit, Komite NR the Audit Committee, the NR & GCG Committee,
dan GCG serta Komite Pemantau Risiko dan Investasi. and the Risk & Investment Monitoring Committee.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Penetapan masing-masing anggota Dewan Komisaris The appointment of each member of the Board of
sebagai anggota komite-komite dimaksud ditetapkan Commissioners to these committees is stipulated in a
dalam Surat Keputusan Dewan Komisaris. Board of Commissioners’ Decree.
Pembagian tugas anggota Dewan Komisaris sebagai The assignment of Board of Commissioners members
anggota komite tersebut mengalami perubahan- to these committees may change in accordance
perubahan sebagai penyesuaian terhadap kebutuhan with organizational needs and evolving conditions,
dan perkembangan kondisi terkini termasuk adanya including changes in the composition of the Board of
perubahan komposisi Dewan Komisaris. Commissioners.
Dewan Komisaris menetapkan pembagian kerja The Board of Commissioners determines the division of
di antara para anggotanya guna memastikan duties among its members to ensure that supervisory
pelaksanaan tugas dan fungsi pengawasan berjalan functions are carried out effectively and optimally.
6
secara efektif dan optimal. Pembagian tugas antar The division of duties among members of the Board of
anggota Dewan Komisaris adalah sebagai berikut: Commissioners is as follows:
Sustainability Reference
Rujukan Keberlanjutan
Purwadi Arianto (Komisaris Utama)
(President Commissioner)
1. Memantau dan mengawasi Rencana Kerja dan Anggaran Perusahaan (RKAP) dan Rencana Jangka Panjang Perusahaan
(RJPP) yang telah ditetapkan atau disetujui.
2. Menjadi pimpinan rapat dalam RUPS dan rapat Dewan Komisaris.
3. Koordinator Pelaksana tugas-tugas Dewan Komisaris
1. Monitoring and supervising the approved Company Work Plan and Budget (RKAP) and the Long-Term Corporate Plan
7
Financial Report
Laporan Keuangan
(RJPP).
2. Chairing meetings at the GMS and meetings of the Board of Commissioners.
3. Acting as the coordinating lead in carrying out the duties of the Board of Commissioners.
Vitri Chayaningsih Mallarangeng (Komisaris)
(Commissioner)
1. Memantau dan mengawasi Rencana Kerja dan Anggaran Perusahaan (RKAP) dan Rencana Jangka Panjang Perusahaan
(RJPP) yang telah ditetapkan atau disetujui.
2. Menjalankan tugas sebagai Ketua Komite Pemantau Risiko dan Investasi mengkoordinasikan semua kegiatan anggota
Komite Pemantau Risiko dan Investasi dalam rangka memantau pengelolaan investasi dan risikonya.
1. Monitoring and supervising the approved Company Work Plan and Budget (RKAP) and the Long-Term Corporate Plan
(RJPP).
2. Carrying out duties as Chairman of the Risk and Investment Monitoring Committee by coordinating all activities of the
members of the Risk and Investment Monitoring Committee in monitoring the management of investments and their risks.
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Abdul Hakim (Komisaris Independen)
(Independent Commissioner)
2025 Performance Highlights
1. Memantau dan mengawasi Rencana Kerja dan Anggaran Perusahaan (RKAP) dan Rencana Jangka Panjang Perusahaan
(RJPP) yang telah ditetapkan atau disetujui.
Kilas Kinerja 2025
2. Menjalankan tugas sebagai Ketua Komite Nominasi, Remunerasi & GCG mengkoordinasikan semua kegiatan anggota
Komite Nominasi, Remunerasi & GCG melaksanakan pengawasan kebijakan Remunerasi bagi Direksi, Dewan Komisaris,
pemberian masukan nominasi calon Direksi dan Dewan Komisaris Perusahaan dan Anak Perusahaan, pengawasan
pengelolaan sumber daya manusia, organisasi dan proses bisnis serta pengawasan pelaksanaan Good Corporate
Governance (GCG).
-
1. Monitoring and supervising the Company’s Work Plan and Budget (RKAP) and the Company’s Long-Term Plan (RJPP) that
1
have been determined or approved.
2. Carrying out duties as Chairman of the Nomination, Remuneration & GCG Committee by coordinating all activities of the
members of the Nomination, Remuneration & GCG Committee in overseeing remuneration policies for the Board of Directors
and the Board of Commissioners, providing input on the nomination of candidates for the Board of Directors and the Board
of Commissioners of the Company and its Subsidiaries, overseeing human resources management, organization and business
processes, as well as overseeing the implementation of Good Corporate Governance (GCG).
Laporan Management
Management Report
Farazandi Fidinansyah (Komisaris Independen)
(Commissioner)
2
1. Memantau dan mengawasi Rencana Kerja dan Anggaran Perusahaan (RKAP) dan Rencana Jangka Panjang Perusahaan
(RJPP) yang telah ditetapkan atau disetujui.
2. Menjalankan tugas sebagai Ketua Komite Audit mengkoordinasikan semua kegiatan anggota Komite Audit dan membantu
Ketua Komite Pemantau Risiko dan Investasi dalam melaksanakan tugasnya dalam rangka memantau pengelolaan
investasi dan risikonya serta memberikan pertimbangan, dan mengawasi sistem akuntansi sesuai dengan Standar Akuntansi
Keuangan dan berdasarkan prinsip-prinsip pengendalian internal.
1. Monitoring and supervising the Company’s Work Plan and Budget (RKAP) and the Company’s Long-Term Plan (RJPP) that
have been determined or approved.
Profil Perusahaan
Company Profile
2. Carrying out duties as Chairman of the Audit Committee by coordinating all activities of the members of the Audit Committee
and assisting the Chairman of the Risk and Investment Monitoring Committee in carrying out his duties in monitoring
investment management and its risks, as well as providing considerations, and overseeing the accounting system in
accordance with Financial Accounting Standards and based on internal control principles.
3
Pendelegasian Wewenang Dewan Komisaris Delegation of Authority of the Board of
Commissioners
Pendelegasian wewenang oleh seorang anggota The delegation of authority by a member of the Board of
Dewan Komisaris kepada anggota Dewan Komisaris Commissioners to another member may only be carried
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
lainnya hanya dapat dilakukan melalui surat kuasa out through a specific power of attorney for the intended
khusus untuk keperluan dimaksud dan pendelegasian purpose, and such delegation does not relieve the Board
wewenang tersebut tidak melepaskan tanggung jawab of Commissioners of its collective responsibility.
Dewan Komisaris secara kolektif.
Program Orientasi Bagi Komisaris Baru Orientation Program for New Commissioners
Program orientasi dan pengenalan bagi anggota An orientation and induction program for newly
Dewan Komisaris baru disampaikan dengan cara appointed members of the Board of Commissioners
penyampaian dokumen, pemaparan atau penjelasan is conducted through the provision of documents,
yang dapat dilakukan oleh Sekretaris Perusahaan, presentations, or briefings delivered by the Corporate
Divisi-divisi atau unit-unit terkait, yang secara umum Secretary, relevant divisions, or units. In general, the
4
antara lain mencakup informasi/hal-hal sebagai program includes the following information:
berikut:
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1. Visi, misi, struktur organisasi Perusahaan, 1. The Company’s vision, mission, organizational
kegiatan usaha/bisnis dan jaringan operasional; structure, business activities, and operational
network;
2. Laporan Tahunan, Rencana Kerja dan 2. The Annual Report, Company Work Plan
Anggaran Perusahaan (RKAP) dan Rencana and Budget (RKAP), Long-Term Plan (RJPP),
Jangka Panjang Perusahaan (RJPP), Kode Etik Code of Conduct, corporate culture, Board
Perusahaan, Budaya Kerja, Pedoman Tata of Commissioners’ work guidelines, and the
Tertib Kerja Dewan Komisaris, dan Anggaran Company’s Articles of Association;
Dasar Perusahaan;
3. Good Corporate Governance (rangkap 3. Good Corporate Governance (including
5
jabatan, kepemilikan saham dan Komisaris concurrent positions, share ownership, and
Independen); Independent Commissioners);
4. Tugas, wewenang dan tanggung jawab 4. Duties, authorities, and responsibilities of the
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Dewan Komisaris dan Direksi, pendelegasian Board of Commissioners and Board of Directors,
kewenangan serta batasan kewenangan Dewan delegation of authority, and the limitations of the
Komisaris dalam melakukan tugas pengawasan Board of Commissioners’ authority in performing
terhadap Perusahaan berdasarkan peraturan supervisory duties in accordance with prevailing
perundang-undangan yang berlaku; laws and regulations;
5. Komite-komite di bawah Dewan Komisaris yang 5. Committees under the Board of Commissioners
dibentuk dan bertanggung jawab langsung that are established and directly accountable
terhadap Dewan Komisaris, Sekretaris Dewan to the Board of Commissioners, the Board of
Komisaris dan Kesekretariatan Dewan Komisaris Commissioners’ Secretary, and the Secretariat
yang membantu kelancaran tugas Dewan supporting the Board of Commissioners;
Komisaris;
6. Remunerasi dan fasilitas yang diberikan kepada 6. Remuneration and facilities provided to members
anggota Dewan Komisaris. of the Board of Commissioners.
6
Program Pengenalan dilaksanakan paling lambat The orientation program is conducted no later than
Sustainability Reference
Rujukan Keberlanjutan
3 (tiga) bulan sejak pengangkatan anggota Dewan 3 (three) months after the appointment of new members
Komisaris yang baru. Sehubungan dengan perubahan of the Board of Commissioners. Following the changes
komposisi dan susunan Dewan Komisaris pada tahun in the composition and structure of the Board of
2025, Perusahaan telah menyelenggarakan Program Commissioners in 2025, the Company conducted an
Pengenalan bagi Dewan Komisaris yang baru pada orientation program for the newly appointed Board of
27 Agustus 2025 s.d 2 September 2025 di Graha Commissioners from August 27, 2025 to September 2,
Elnusa. Kegiatan tersebut dihadiri oleh Dewan 2025 at Graha Elnusa. The program was attended by
Komisaris, Direksi, dan Manajemen Perusahaan. the Board of Commissioners, the Board of Directors, and
the Company’s management.
Fokus Pengawasan Serta Realisasi Supervisory Focus and Realization of the
Pelaksanaan Tugas dan Tanggung Jawab Duties and Responsibilities of the Board of 7
Dewan Komisaris Tahun 2025 Commissioners in 2025
Financial Report
Laporan Keuangan
Dewan Komisaris memberikan perhatian utama pada The Board of Commissioners places primary focus
pencapaian target bisnis dengan memperhatikan on achieving business targets while ensuring prudent
pengelolaan risiko dengan prinsip kehati-hatian dan risk management and compliance with all applicable
kepatuhan atas semua ketentuan yang berlaku. Selama regulations. Throughout 2025, the Board of
tahun 2025, fokus pengawasan Dewan Komisaris yang Commissioners’ supervisory focus covered several key
mencakup beberapa aspek penting antara lain: aspects, including:
1. Menyetujui Rencana Kerja dan Anggaran 1. Approving the Company’s Work Plan and
Perusahaan untuk tahun 2025. Budget (RKAP) for 2025;
2. Memantau, menganalisis dan memberi masukan 2. Monitoring, analyzing, and providing input on
atas rencana strategis Perusahaan. the Company’s strategic plans;
3. Melakukan kajian secara berkala atas kinerja 3. Conducting periodic reviews of the Company’s
Perusahaan baik aspek HSSE, Operasional, performance across HSSE, operations, business
Pengembangan Usaha, Sumber Daya Manusia development, human resources, and financial
maupun Keuangan Perusahaan dalam setiap aspects during Board of Commissioners’ meetings
rapat Dewan Komisaris dan/atau rapat komite- and/or committee meetings, including inviting
komitenya juga mengundang divisi terkait untuk relevant divisions to present their respective
menyampaikan kinerja masing-masing. performance;
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4. Memastikan bahwa Direksi dan/atau 4. Ensuring that the Board of Directors and/or
Manajemen telah menindaklanjuti temuan Management have followed up on audit findings
2025 Performance Highlights
audit dan rekomendasi dari auditor internal and recommendations from the Company’s
Perusahaan, termasuk perbaikan terhadap hasil internal auditors, including improvements based
temuan pemeriksaan oleh auditor eksternal on findings from external auditors and regulators,
Kilas Kinerja 2025
Perusahaan dan regulator yang mencakup di including those from the Audit Board of the
antaranya temuan dan rekomendasi Badan Republic of Indonesia (BPK RI);
Pemeriksa Keuangan Republik Indonesia (BPKRI).
5. Memantau, mengevaluasi, mengawasi dan 5. Monitoring, evaluating, and overseeing, as
menerima laporan terkini atas pencapaian kinerja well as receiving updates on the Company’s
Perusahaan termasuk pencapaian investasi. performance achievements, including investment
1
performance;
6. Melakukan pengkajian dan persetujuan atas aksi 6. Reviewing and approving corporate actions
korporasi yang memerlukan persetujuan hingga requiring Board of Commissioners’ approval;
tingkat Dewan Komisaris.
7. Melalui Komite Audit melakukan penelaahan 7. Through the Audit Committee, reviewing
atas laporan keuangan mencakup penyajian financial statements, including their presentation,
laporan keuangan, perlakuan akuntansi dan accounting treatments, compliance with
Laporan Management
Management Report
kesesuaiannya dengan prinsip akuntansi yang generally accepted accounting principles, and
berlaku umum dan pelaporan kepada otoritas. reporting to authorities;
8. Atas rekomendasi Komite Audit, melakukan 8. Based on the recommendation of the Audit
evaluasi kinerja auditor eksternal tahun buku Committee, evaluating the performance of
2024 dan penunjukan auditor eksternal untuk the external auditor for fiscal year 2024 and
tahun buku 2025. appointing the external auditor for fiscal year
2
2025;
9. Melalui Komite Nominasi dan Remunerasi dan 9. Through the Nomination and Remuneration &
GCG melakukan penilaian kinerja tahun buku GCG Committee, assessing performance for
2024 untuk Dewan Komisaris, Direksi dan Komite- fiscal year 2024 of the Board of Commissioners,
Komite di bawah Dewan Komisaris termasuk Board of Directors, and committees under the
usulan imbalan hasil kerja serta menyampaikan Board of Commissioners, including proposing
usulan mengenai susunan pengurus Perusahaan remuneration and submitting recommendations
kepada Pemegang Saham Pengendali. on the composition of the Company’s
Profil Perusahaan
Company Profile
management to the Controlling Shareholder;
10. Fungsi pengawasan risiko telah dijalankan 10. Carrying out risk oversight functions through
melalui Komie Pemantau Risiko dan Investasi the Risk and Investment Monitoring Committee,
yang memberikan Rekomendasi kepada Dewan which provides recommendations to the Board
Komisaris dalam rangka mendukung efektivitas of Commissioners to support the effective
3
pelaksanaan tugas dan tanggung jawab Dewan implementation of its duties and responsibilities
Komisaris yang berkaitan dengan manajemen related to risk management.
risiko.
Mekanisme Pelaksanaan Tugas Dewan Mechanism for the Implementation of the
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Komisaris Tahun 2025 Duties of the Board of Commissioners in 2025
Dewan Komisaris melaksanakan fungsi, tugas, dan The Board of Commissioners carries out its functions,
kewajibannya dilakukan melalui mekanisme sebagai duties, and responsibilities through the following
berikut: mechanisms:
1. Mekanisme Rapat Dewan Komisaris yang 1. Board of Commissioners’ meetings conducted
dilakukan secara internal Dewan Komisaris, internally or by inviting Directors or relevant
atau dengan mengundang Direktur atau Management in accordance with the agenda, as
Manajemen terkait agenda pembahasan serta well as regular joint meetings between the Board
rapat Dewan Komisaris bersama Direksi secara of Commissioners and the Board of Directors.
rutin.
2. Peran aktif Komite-komite di bawah Dewan 2. Active roles of committees under the Board
4
komisaris dalam membantu dan mendukung of Commissioners in supporting the effective
kelancaran tugas Dewan Komisaris antara lain performance of its duties, including through
melalui pelaksanaan rapat-rapat Komite, serta committee meetings and the preparation of
pelaksanaan/pembuatan evaluasi, kajian atau evaluations, studies, or reviews on matters within
penelaahan terhadap hal-hal yang menjadi the Board of Commissioners’ scope.
tugas Dewan Komisaris.
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3. Pemberian arahan, pendapat atau keputusan 3. Provision of written directives, opinions, or
Dewan Komisaris secara tertulis kepada Direksi decisions from the Board of Commissioners to
sebagai: the Board of Directors as:
a. Tindak lanjut hasil Rapat Dewan Komisaris a. Follow-up to the results of Board of
atau rapat Dewan Komisaris bersama Commissioners’ meetings or joint meetings
Direksi. between the Board of Commissioners and
b. Tanggapan terhadap permohonan the Board of Directors.
persetujuan, konsultasi atau usulan yang b. Responses to requests for approval,
disampaikan oleh Direksi kepada Dewan consultation, or proposals submitted by
Komisaris, serta informasi mengenai the Board of Directors to the Board of
5
permasalahan-permasalahan yang bersifat Commissioners, as well as information on
strategis dan signifikan berdasarkan strategic and significant issues based on
hasil evaluasi dan penelaahan Dewan the Board of Commissioners’ evaluations
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Komisaris. and reviews.
4. Pelaksanaan kunjungan kerja Dewan Komisaris 4. Implementation of working visits by the Board
ke lingkungan unit kerja maupun Anak of Commissioners to operational units and
Perusahaan Perusahaan serta pemberian Subsidiaries, including the provision of directives
arahan dan pendapat Dewan Komisaris and opinions to the Board of Directors based on
kepada Direksi berdasarkan hasil kunjungan the outcomes of such visits.
Kerja Dewan Komisaris dimaksud.
Realisasi pelaksanaan tugas pengawasan Dewan The realization of the Board of Commissioners’
Komisaris dan memberikan nasihat kepada Direksi supervisory duties and its advisory role to the Board of
terhadap pengurusan Perusahaan yang dilakukan Directors in managing the Company throughout 2025
Direksi sepanjang tahun 2025, adalah sebagai berikut: is as follows:
6
Sustainability Reference
Rujukan Keberlanjutan
Kebijakan Realisasi Tahun 2025
No
Policy Realization in 2025
1 Permohonan Persetujuan atas Usulan Kandidat Direktur Persetujuan atas Usulan Direktur Anak Perusahaan
Anak Perusahaan
Request for Approval of Proposed Candidates for Subsidiary Approval of Proposed Subsidiary Directors
Directors
2 Laporan Hasil Pemeriksaan Kepatuhan Pengelolaan Arahan Dewan Komisaris kepada Direksi Elnusa perihal
Pendapatan, Biaya, dan Investasi atas Kegiatan Usaha Laporan Hasil Pemeriksaan Badan Pemeriksa Keuangan
Hulu Migas Tahun 2021 s.d. Semester I 2023 pada Elnusa
dan Instansi Terkait Lainnya.
Report on the Results of Compliance Audit on the Directive from the Board of Commissioners to the Board of
Management of Revenue, Expenses, and Investment in Directors of Elnusa regarding the Audit Report of the Audit
Upstream Oil and Gas Business Activities for 2021 up to
Semester I 2023 at Elnusa and Other Relevant Institutions
Board of Indonesia
7
3 Usulan Tantiem Tahun Buku 2024 & Remunerasi Tahun Buku Usulan Pemberian Tantiem Tahun Buku 2024 dan Usulan
Financial Report
Laporan Keuangan
2025 Remunerasi Tahun Buku 2025 untuk Pengurus Perseroan
Proposal for Tantiem for Financial Year 2024 & Remuneration Proposal for the Granting of Tantiem for Financial Year 2024
for Financial Year 2025 and Proposal for Remuneration for Financial Year 2025 for the
Company’s Management
4 Usulan Pengangkatan Pengurus Anak Perusahaan Persetujuan atas Usulan Pengangkatan Pengurus Anak
Perusahaan
Proposal for Appointment of Subsidiary Management Approval of the Appointment of Subsidiary Managemen
5 Permohonan Persetujuan Dewan Komisaris atas Investasi Persetujuan Investasi Mobil Tangki Pola All in Plus
Mobil Tangki Pola All In Plus
Request for Approval from the Board of Commissioners for Approval of Investment in All In Plus Tank Truck Scheme
Investment in All In Plus Tank Truck Scheme
6 Permohonan Persetujuan Dewan Komisaris atas Investasi Persetujuan Investasi Kapal Anchor Handling Tug Survey
Pre-Approval Budget Investasi Kapal Anchor Handling Tug (AHTS)
Survey (AHTS)
Request for Approval from the Board of Commissioners for Approval of Investment in Anchor Handling Tug Survey (AHTS)
Investment Pre-Approval Budget for Anchor Handling Tug Vessel
Survey (AHTS) Vessel
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7 Permohonan Persetujuan Perjanjian Pemberian Fasilitas Persetujuan atas Perubahan Perjanjian Fasilitas Kredit
Kredit
Request for Approval of Credit Facility Agreement Approval of Amendment to Credit Facility Agreement
2025 Performance Highlights
8 Permohonan Persetujuan Atas Pergantian Komisaris Anak Persetujuan atas Pergantian Komisaris Anak Perusahaan
Perusahaan
Request for Approval for Replacement of Subsidiary Approval of Replacement of Subsidiary Commissioner
Kilas Kinerja 2025
Commissioner
9 Permohonan Persetujuan Dewan Komisaris atas Mobil Persetujuan Investasi Mobil Tangki Merah Putih Pola Sewa
Tangki Merah Putih Pola Sewa
Request for Approval from the Board of Commissioners for Approval of Investment in Red and White Tank Truck Leasing
Red and White Tank Truck Leasing Scheme Scheme
10 Permohonan Persetujuan Dewan Komisaris atas Investasi Persetujuan Investasi Channel Nodes
1
Channel Nodes
Request for Approval from the Board of Commissioners for Approval of Channel Nodes Investment
Channel Nodes Investment
11 Permohonan Persetujuan Dewan Komisaris atas RKAP Persetujuan RKAP Tahun 2026
Tahun 2026
Request for Approval from the Board of Commissioners for Approval of the 2026 RKAP
the 2026 RKAP
Laporan Management
Management Report
Kunjungan Kerja Dewan Komisaris dan Komite di 2025 Kunjungan Kerja Dewan Komisaris dan Komite di 2025
dapat dilihat di bawah ini. dapat dilihat di bawah ini.
Lokasi Proyek Nama Jabatan
No.
Location Project Name Position
2
1 Banjarmasin Project GRS Eko Ariantoro Komisaris Utama
merangkap Komisaris
Independen
President Commissioner
and Independent
Commissioner
2 Banjarmasin Project GRS Widianto Soepeno Anggota Komite
Pemantau Risiko dan
Investasi
Profil Perusahaan
Company Profile
Member of the Risk and
Investment Monitoring
Committee
3 Surabaya Project ETSA Eko Ariantoro Komisaris Utama
merangkap Komisaris
Independen
3
President Commissioner
and Independent
Commissioner
4 Pekanbaru Project Drilling WOWS Denie S. Tampubolon Komisaris Independen
Independent
Commissioner
5 Pekanbaru Project Well Test Minas dan SCU Eko Ariantoro Komisaris Utama
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
SCADA Duri merangkap Komisaris
Project Well Test Minas and SCU Independen
SCADA Duri President Commissioner
and Independent
Commissioner
6 Batam Penguliran Pipa Project OCTG Batam Eko Ariantoro Komisaris Utama
OCTG Batam Project Pipe Rolling merangkap Komisaris
Independen
President Commissioner
and Independent
Commissioner
7 Cirebon Media Visit dan MWT ke Warehouse Vitri Cahyaningsih Komisaris
Mundu Mallarangeng Commissioner
4
Media Visit and Management
Walkthrough (MWT) to Mundu
Warehouse
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Penilaian Kinerja Komite dan Organ Performance Evaluation of Committees
Pendukung di Bawah Dewan Komisaris and Supporting Organs under the Board of
Commissioners
Dalam melaksanakan tugas pengawasannya, Dewan In carrying out its supervisory duties, the Company’s
Komisaris Perusahaan dibantu oleh organ pendukung Board of Commissioners is supported by its committees,
Komisaris, yaitu Komite Audit, Komite Nominasi, namely the Audit Committee, the Nomination,
Remunerasi dan Good Corporate Governance, serta Remuneration and Good Corporate Governance
Komite Pemantau Risiko dan Investasi. Committee, and the Risk and Investment Monitoring
Committee.
5
Sepanjang tahun 2025, Dewan Komisaris menilai Throughout 2025, the Board of Commissioners assessed
bahwa Dewan Komisaris menilai bahwa organ that these supporting organs have effectively performed
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
pendukung Dewan Komisaris telah menjalankan fungsi, their functions, duties, and responsibilities, as reflected
tugas, dan tanggung jawab dengan baik yang terlihat in:
dari:
• Tercapainya seluruh Rencana/Program Kerja organ • The achievement of all work plans/programs of the
pendukung Dewan Komisaris yang ditetapkan Board of Commissioners’ supporting organs as set
pada akhir tahun 2025, serta at the end of 2025; and
• Pelaksanaan Rapat Komite dan tingkat kehadiran • The implementation of committee meetings and the
anggota Komite. attendance rate of committee members.
Komite Audit Audit Committee
Penilaian kinerja Komite Audit dilakukan The performance evaluation of the Audit
setidaknya 1 (satu) tahun sekali, dengan Committee is conducted at least once a
memperimbangkan efekivitas Komite Audit year, taking into account the effectiveness
6
dalam menjalankan fungsinya, tingkat kehadiran of the Committee in carr ying out its
dalam rapat, dan tingkat pemahaman akan functions, attendance levels at meetings,
Sustainability Reference
Rujukan Keberlanjutan
masalah yang dihadapi Perusahaan yang and understanding of the issues faced by the
diformulasikan dalam bentuk Key Performance Company. This evaluation is formulated in the
Indicator (KPI) dan juga AKHLAK Behavior. form of Key Performance Indicators (KPI) as well
as AKHLAK behavior.
Berikut disampaikan pencapaian target kinerja Komite The following presents the achievement of the Audit
Audit tahun 2025. Committee’s performance targets for 2025.
Capaian %
No. KPI
Achievement % 7
A. Realisasi Program Kerja Komite 91,25
Financial Report
Laporan Keuangan
Realization of the Committee Work Program
1 Rapat rutin dengan Internal Audit/Manajemen membahas Laporan Hasil Audit termasuk fraud, 11,67
progress pelaksanaan rekomendasi internal/eksternal dan progress pelaksanaan audit plan 2024
Regular meetings with Internal Audit/Management to discuss Audit Result Reports, including fraud,
progress of implementation of internal/external recommendations, and progress of the 2024 audit plan
implementation
2 Melakukan penelaahan atas Laporan Keuangan Triwulanan dan Tahunan yang akan dikeluarkan 12,50
Perusahaan kepada publik dan/atau pihak otoritas antara lain laporan keuangan, proyeksi, dan
laporan lainnya terkait dengan informasi keuangan Perusahaan. Reviewing the Quarterly and Annual
Financial Statements to be issued by the Company to the public and/or authorities, including financial
statements, projections, and other reports related to the Company’s financial information
3 Pertemuan dengan external auditor/Kantor Akuntan Publik membahas ruang lingkup audit tahunan, 66,67
management letter, isu-isu strategis maupun significant audit findings Meetings with external auditors/
Public Accounting Firms to discuss the scope of the annual audit, management letter, strategic issues,
and significant audit findings
4 Pertemuan dengan Komite Pemantauan Risiko untuk membahas isu-isu strategis yang berkaitan dengan 25,00
risiko antara lain penyusunan RKAP, RJPP maupun permohonan investasi Meetings with the Risk
Monitoring Committee to discuss strategic issues related to risks, including the preparation of RKAP,
RJPP, and investment proposals
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Page 300
Capaian %
No. KPI
Achievement %
2025 Performance Highlights
5 Melakukan penelaahan atas Piagam Komite 5,00
Audit Reviewing the Audit Committee Charter
6 Melakukan evaluasi pelaksanaan pemberian jasa audit yang dilakukan oleh Akuntan Publik dan/atau 10,00
Kilas Kinerja 2025
Kantor Akuntan Publik Evaluating the implementation of audit services provided by Public Accountants
and/or Public Accounting Firms
7 Melakukan usulan penunjukan Akuntan Publik dan/atau Kantor Akuntan Publik yang akan memberikan 10,00
jasa audit atas informasi keuangan historis tahunan
Proposing the appointment of Public Accountants and/or Public Accounting Firms to provide audit
services on annual historical financial information
1
8 Melakukan penelaahan atas pelaksanaan audit yang dilakukan baik internal maupun eksternal dan 11,67
memberikan rekomendasi kepada Dewan Komisaris
Reviewing the implementation of audits conducted both internally and externally and providing
recommendations to the Board of Commissioners
9 Menyampaikan laporan pelaksanaan tugas, tanggung jawab dan prosedur kepada Dewan Komisaris 10,00
secara berkala sekurang-kurangnya 1 (satu) kali dalam setahun (laporan tahunan) atau atas
permintaan Dewan Komisaris.
Submitting reports on the implementation of duties, responsibilities, and procedures to the Board of
Laporan Management
Commissioners periodically at least 1 (one) time per year (annual report) or upon request of the Board
Management Report
of Commissioners
10 Melakukan penelaahan atas Piagam Internal Audit 5,00
Reviewing the Internal Audit Charter
11 Menyusun rencana kegiatan Komite Audit Tahun 2026 5,00
Preparing the Audit Committee work plan for 2026
12 Memberikan masukan/nasihat kepada Dewan Komisaris pada saat Rapat Internal 5,00
2
Providing input/advice to the Board of Commissioners during Internal Meetings
13 Pengembangan kompetensi berkelanjutan/training/seminar 5,00
Continuous competency development/training/seminars
B. Realisasi Program Kerja Dewan Komisaris 26,66
Realization of the Board of Commissioners Work Program
C. Kehadiran Individu 30,00
Individual Attendance
Total 147,91
Profil Perusahaan
Company Profile
Total (Capped) 110,00
Komite Nominasi, Remunerasi dan Good Nomination, Remuneration and Good Corporate
3
Corporate Governance Governance Committee
Penilaian kinerja Komite NR dan GCG The performance evaluation of the Nomination,
dilakukan setidaknya 1 (satu) tahun sekali, Remuneration and GCG Committee is conducted
dengan mempertimbangkan efektivitas Komite at least once a year, taking into account the
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
NR dan GCG dalam menjalankan fungsinya, effectiveness of the Committee in carrying out
tingkat kehadiran dalam rapat, dan tingkat its functions, attendance levels at meetings, and
pemahaman akan masalah yang dihadapi its level of understanding of the issues faced by
Perusahaan yang diformulasikan dalam bentuk the Company. This evaluation is formulated in
Key Performance Indicator (KPI) dan juga the form of Key Performance Indicators (KPI) as
AKHLAK Behavior. well as AKHLAK behavior.
Berikut disampaikan pencapaian target kinerja Komite The following presents the achievement of the
NR dan GCG tahun 2025. Committee’s performance targets for 2025.
4
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Capaian %
No. KPI
Achievement %
A. Realisasi Program Kerja Komite 50,00
Realization of the Committee Work Program
1 Rapat rutin terkait dengan fungsi nominasi dan fungsi remunerasi 20,00
Regular meetings related to nomination and remuneration functions
2 Menyampaikan laporan pelaksanaan tugas, tanggung jawab dan prosedur kepada Dewan 20,00
Komisaris secara berkala sekurang-kurangnya 1 (satu) kali dalam setahun atau atas permintaan
Dewan Komisaris.
Submitting reports on the implementation of duties, responsibilities, and procedures to the Board
5
of Commissioners periodically at least 1 (one) time per year or upon request of the Board of
Commissioners
3 Melakukan penelaahan atas Piagam Komite Nominasi dan Remunerasi 10,00
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Reviewing the Nomination and Remuneration Committee Charter
4 Menyusun rencana kegiatan Komite Nominasi dan Remunerasi Tahun 2026 10,00
Preparing the 2026 Nomination and Remuneration Committee work plan
5 Memberikan masukan/nasihat kepada Dewan Komisaris pada saat Rapat Internal 20,00
Providing input/advice to the Board of Commissioners during Internal Meetings
6 Pengembangan kompetensi berkelanjutan/training/seminar 20,00
Continuous competency development/training/seminars
B. Realisasi Program Kerja Dewan Komisaris 26,66
Realization of the Board of Commissioners Work Program
C. Kehadiran Individu 28,80
Individual Attendance
Total 105,46
6
Komite Pemantau Risiko dan Investasi Risk and Investment Monitoring Committee
Penilaian kinerja Komite Pemantau Risiko dan The performance evaluation of the Risk and
Sustainability Reference
Rujukan Keberlanjutan
Investasi dilakukan setidaknya 1 (satu) tahun Investment Monitoring Committee is conducted
sekali, dengan mempertimbangkan efektivitas at least once a year, taking into account the
Komite Pemantau Risiko dan Investasi dalam effectiveness of the Committee in carrying out
menjalankan fungsinya, tingkat kehadiran its functions, attendance levels at meetings, and
dalam rapat, dan tingkat pemahaman akan its level of understanding of the issues faced by
masalah yang dihadapi Perusahaan yang the Company. This evaluation is formulated in
diformulasikan dalam bentuk Key Performance the form of Key Performance Indicators (KPI) as
Indicator (KPI) dan juga AKHLAK Behavior. well as AKHLAK behavior.
Berikut disampaikan pencapaian target kinerja Komite The following presents the achievement of the Risk and
Pemantau Risiko dan Investasi tahun 2025. Investment Monitoring Committee’s performance targets
for 2025. 7
Financial Report
Laporan Keuangan
Capaian %
No. KPI
Achievement %
A. Realisasi Program Kerja Komite 80,00
Realization of the Committee Work Program
1 Rapat rutin dengan Manajemen membahas pengelolaan manajemen risiko 20,00
Regular meetings with Management to discuss risk management practices
2 Pertemuan dengan Komite Audit untuk membahas isu-isu strategis yang berkaitan dengan risiko dan 50,00
audit
Meetings with the Audit Committee to discuss strategic issues related to risk and audit
3 Melakukan review atas permohonan persetujuan Direksi kepada Dewan Komisaris atas rencana 40,00
corporate action antara lain investasi, Rencana Kerja dan Anggaran Perusahaan dan Rencana
Jangka Panjang Perusahaan serta corporate action lainnya
Reviewing requests for approval submitted by the Board of Directors to the Board of Commissioners
regarding planned corporate actions, including investments, the Company Work Plan and Budget, the
Long-Term Corporate Plan, and other corporate actions
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4 Menyampaikan laporan pelaksanaan tugas, tanggung jawab dan prosedur kepada Dewan 10,00
Komisaris secara berkala sekurang-kurangnya 1 (satu) kali dalam setahun (laporan tahunan untuk
periode sebelumnya) atau atas permintaan Dewan Komisaris
Submitting reports on the implementation of duties, responsibilities, and procedures to the Board of
2025 Performance Highlights
Commissioners periodically at least 1 (one) time per year (annual report for the previous period) or
upon request of the Board of Commissioners
5 Melakukan penelaahan atas Piagam Komite Pemantau Risiko dan Investasi 10,00
Kilas Kinerja 2025
Reviewing the Risk and Investment Monitoring Committee Charter
6 Menyusun rencana kegiatan Komite Pemantau Risiko dan Investasi Tahun 2026 10,00
Preparing the 2026 Risk and Investment Monitoring Committee work plan
7 Memberikan masukan kepada Dewan Komisaris dan Direksi pada saat Rapat Internal maupun Rapat 10,00
Gabungan Dewan Komisaris-Direksi
Providing input to the Board of Commissioners and the Board of Directors during Internal Meetings as
1
well as Joint Meetings of the Board of Commissioners and the Board of Directors
8 Pengembangan kompetensi berkelanjutan/training/seminar 10,00
Continuous competency development/training/seminars
B. Realisasi Program Kerja Dewan Komisaris 26,66
Realization of the Board of Commissioners Work Program
C. Kehadiran Individu 28,80
Individual Attendance
Total 136,66
Laporan Management
Management Report
Total (Capped) 110,00
DIREKSI
BOARD OF DIRECTORS
2
Direksi merupakan organ tata kelola utama perusahaan The Board of Directors is a primary governance organ
yang memiliki tugas dan tanggung jawab secara of the Company, collectively responsible for managing
kolektif untuk melakukan pengelolaan atas perusahaan the Company in accordance with its interests and
untuk kepentingan dan tujuan perusahaan sesuai objectives as stipulated in the Articles of Association, as
dengan ketentuan Anggaran Dasar serta melaksanakan well as for implementing Good Corporate Governance
GCG pada seluruh tingkatan atau jenjang organisasi. (GCG) at all levels of the organization. In carrying out
Dalam melaksanakan tugasnya, Direksi bertanggung its duties, the Board of Directors is accountable to the
jawab kepada RUPS sebagai bentuk perwujudan GMS as a manifestation of accountability in corporate
Profil Perusahaan
Company Profile
akuntabilitas pengelolaan perusahaan sesuai dengan management in line with governance principles.
prinsip-prinsip tata kelola perusahaan.
Ketentuan Masa Jabatan Term of Office
3
Berdasarkan Anggaran Dasar Perusahaan, anggota Based on the Company’s Articles of Association,
Direksi menjabat untuk jangka waktu terhitung members of the Board of Directors serve for a term
sejak tanggal ditetapkan oleh RUPS dan berakhir commencing from the date determined by the GMS
pada penutupan RUPS Tahunan yang ke-3 setelah and ending at the closing of the 3rd Annual GMS
pengangkatannya. dan dapat diangkat kembali following their appointment, and may be reappointed
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
dengan tidak mengurangi hak RUPS untuk 1 (satu) kali without prejudice to the authority of the GMS for 1 (one)
masa jabatan. additional term.
Board Manual: Pedoman Tata Kerja Direksi Board Manual: Guidelines for the Board of
Directors
Dalam menjalankan tugas dan tanggung jawabnya, In carrying out its duties and responsibilities, the
Direksi Perusahaan memiliki Pedoman Kerja Company’s Board of Directors is guided by a Board
(Board Manual) yang digunakan sebagai acuan Manual, which serves as a reference in executing its
dalam menjalankan tugas, tanggung jawab dan duties, responsibilities, and authorities. The Board
wewenangnya. Board Manual tersebut berisi tentang Manual provides structured, systematic, and easily
4
petunjuk tata laksana kerja Direksi serta menjelaskan understood guidance on the working procedures of the
tahapan aktivitas secara terstruktur, sistematis, mudah Board of Directors, enabling consistent implementation
dipahami dan dapat dijalankan dengan konsisten untuk and serving as a reference for the Board of Directors in
menjadi acuan bagi Direksi dalam melaksanakan tugas performing its duties in accordance with good corporate
sesuai dengan standar prinsip tata kelola perusahaan governance principles to achieve the Company’s vision
untuk mencapai visi misi Perusahaan. and mission.
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Pedoman Kerja atau Board Manual Dewan Komisaris The Board Manual for the Board of Commissioners
dan Direksi disusun berdasarkan prinsip-prinsip hukum and the Board of Directors is prepared based on
perusahaan, ketentuan Anggaran Dasar, peraturan corporate law principles, the provisions of the Articles of
perundang-undangan yang berlaku, arahan Pemegang Association, applicable laws and regulations, directives
Saham, serta best practice tata kelola perusahaan. from Shareholders, and best practices in corporate
Pedoman tersebut dievaluasi secara berkala guna governance. The guidelines are evaluated periodically
memastikan kesesuaiannya dengan perkembangan to ensure alignment with regulatory developments and
regulasi dan kebutuhan Perusahaan. Board Manual the Company’s needs. The Board Manual for the Board
Dewan Komisaris dan Direksi terakhir kali ditetapkan of Commissioners and the Board of Directors was last
dan ditandatangani oleh seluruh anggota Dewan established and signed by all members of the Board of
5
Komisaris dan Direksi pada tanggal 2 Januari 2018. Commissioners and the Board of Directors on January
2, 2018.
Pedoman dan Tata Tertib Kerja Direksi dalam Board The Board of Directors’ Guidelines and Code of Conduct
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Manual Elnusa mencakup: in the Elnusa Board Manual include:
1. Fungsi Direksi 1. Functions of the Board of Directors
2. Tugas dan Kewajiban Direksi 2. Duties and Responsibilities of the Board of Directors
3. Hak dan Wewenang Direksi 3. Rights and Authorities of the Board of Directors
4. Persyaratan Direksi 4. Requirements for Members of the Board of Directors
5. Keanggotaan Direksi 5. Membership of the Board of Directors
6. Rangkap Jabatan Direksi 6. Concurrent Positions of the Board of Directors
7. Masa Jabatan Direksi 7. Term of Office of the Board of Directors
8. Pemberhentian Anggota Direksi 8. Dismissal of Members of the Board of Directors
9. Pengunduran Diri Anggota Direksi 9. Resignation of Members of the Board of Directors
10. Keadaan Direksi Lowong 10. Vacancy in the Board of Directors
11. Pengalihan Tugas Sementara Anggota Direksi 11. Temporary Assignment of Duties among Members
of the Board of Directors
6
12. Rencana Pergantian atau Perubahan Direksi 12. Succession Planning or Changes in the Board of
Directors
Sustainability Reference
Rujukan Keberlanjutan
13. Independensi Direksi 13. Independence of the Board of Directors
14. Program Pengenalan dan Peningkatan Kapabilitas 14. Induction and Capability Development Programs
15. Waktu Kerja Anggota Direksi 15. Working Time of Members of the Board of Directors
16. Etika Jabatan Direksi 16. Code of Ethics for the Board of Directors
17. Penetapan Kebijakan Pengurusan Perusahaan oleh 17. Establishment of Company Management Policies by
Direksi the Board of Directors
18. Pendelegasian Wewenang di antara Direktur 18. Delegation of Authority among Directors
Perusahaan
19. Komposisi dan Pembagian Tugas Direksi 19. Composition and Division of Duties of the Board
of Directors
20. Rapat Direksi 20. Board of Directors’ Meetings
21. Organ Pendukung Direksi 21. Supporting Organs of the Board of Directors 7
22. Hubungan Kerja Antara Dewan Komisaris dan 22. Working Relationship between the Board of
Financial Report
Laporan Keuangan
Direksi Commissioners and the Board of Directors
23. Pertanggungjawaban Direksi dan Penilaian Kinerja 23. Accountability and Performance Evaluation of the
Direksi Board of Directors
Jumlah, Komposisi dan Susunan Direksi Tahun Number and Composition of the Board of
2025 Directors in 2025
Pada tahun 2025, terdapat perubahan susunan Direksi In 2025, there were changes in the composition of
sebagaimana diungkapkan dalam Bab Profil Perusahaan the Board of Directors, as disclosed in the Company
pada Laporan Tahunan ini. Adapun susunan Direksi per Profile section of this Annual Report. The composition
31 Desember 2025 adalah sebagai berikut. of the Board of Directors as of December 31, 2025 is
as follows.
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Susunan Direksi per 31 Desember 2025
Composition of the Board of Directors as of December 31, 2025
2025 Performance Highlights
Periode
Dasar Pengangkatan
Nama Jabatan Masa Jabatan Jabatan
Basis of Appointment
Name Position Term of Office Term
Kilas Kinerja 2025
Period
Direktur Utama Akta Pernyataan Keputusan RUPS Luar 25 Agustus 2025
Litta Indriya
President Director Biasa No. 35 tanggal 25 Agustus 2025 s.d Penutupan RUPS
Ariesca
yang dibuat di hadapan Aulia Taufani, SH., Tahunan yang akan
Nelwin Direktur Keuangan Notaris di Jakarta. Diselenggarakan di Tahun
Aldriansyah Director of Finance 2028
1
Deed of Statement of Resolutions of the August 25, 2025 until the
Direktur Operasi Extraordinary GMS No. 35 dated August closing of the Annual GMS
Andri Haribowo Director of 25, 2025, drawn up before Aulia Taufani, to be held in 2028
Operations S.H., Notary in Jakarta.
Akta Pernyataan Keputusan RUPS Luar 17 Januari 2024
Biasa No. 33 tanggal 17 Januari 2024 s.d Penutupan RUPS
Direktur yang dibuat di hadapan Aulia Taufani, SH., Tahunan yang akan
Pengembangan Notaris di Jakarta. Diselenggarakan di Tahun
Arief Prasetyo Usaha 2026
Ke-1
Laporan Management
Handoyo Deed of Statement of Resolutions of the January 17, 2024 until the
Management Report
1st
Director of Business Extraordinary GMS No. 33 dated January closing of the Annual GMS
Development 17, 2024, drawn up before Aulia Taufani, to be held in 2026
S.H., Notary in Jakarta.
Akta Pernyataan Keputusan RUPS Tahunan 6 Juni 2023 s.d
No. 8 tanggal 6 Juni 2023 yang dibuat Penutupan RUPS
Direktur SDM & di hadapan Aulia Taufani, SH., Notaris di Tahunan yang akan
2
Umum Jakarta. Diselenggarakan di Tahun
2026
Hera Handayani
Director of HR & Deed of Statement of Resolutions of the June 6, 2023 until the
General Services Annual GMS No. 8 dated June 6, 2023, closing of the Annual GMS
drawn up before Aulia Taufani, S.H., Notary to be held in 2026
in Jakarta.
Profil Perusahaan
Company Profile
Profil seluruh Direksi dapat dilihat pada bab Profil he profiles of all members of the Board of Directors can
Perusahaan dalam Laporan Tahunan ini. be found in the Company Profile section of this Annual
3
Report.
Tugas dan Kewajiban Direksi Duties and Responsibilities of the Board of
Directors
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Sesuai dengan Anggaran Dasar Perusahaan, Direksi In accordance with the Company’s Articles of
bertugas dan bertanggung jawab atas pengurusan Association, the Board of Directors is responsible for
Perusahaan untuk kepentingan dan pencapaian tujuan managing the Company in the interest of achieving its
Perusahaan, serta berwenang mewakili Perusahaan objectives and is authorized to represent the Company
baik di dalam maupun di luar pengadilan. Pelaksanaan both in and out of court. The execution of such duties
tugas dan kewenangan tersebut dilakukan dengan and authorities shall comply with applicable laws
mematuhi peraturan perundang-undangan yang and regulations, the Articles of Association, and/or
berlaku, Anggaran Dasar, dan/atau keputusan Rapat resolutions of the General Meeting of Shareholders
Umum Pemegang Saham (RUPS). (GMS).
1. Prinsip dasar pelaksanaan tugas dan kewajiban 1. The fundamental principles in carrying out the
Direksi Perusahaan sebagai berikut: duties and responsibilities of the Board of Directors
are as follows:
4
b. Bertanggung jawab penuh dalam b. Fully responsible for performing duties in the
melaksanakan tugasnya untuk kepentingan interest and for the benefit of the Company in
dan usaha Perusahaan dalam mencapai achieving its purposes and objectives;
maksud dan tujuannya.
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c. Memimpin dan mengurus Perusahaan sesuai c. Lead and manage the Company in accordance
dengan maksud dan tujuan Perusahaan dan with its purposes and objectives and
senantiasa berusaha meningkatkan efisiensi continuously strive to enhance efficiency and
dan efektivitas Perusahaan. effectiveness;
d. Menguasai, memelihara, dan mengurus d. Control, maintain, and manage the Company’s
kekayaan Perusahaan. assets;
e. Dalam setiap pengambilan keputusan/ e. Consider business risks in every decision-making
tindakan, harus mempertimbangkan risiko process and action taken.
usaha.
2. Dalam melaksanakan tugas dan kewajiban 2. In carrying out its duties and responsibilities, the
5
tersebut, Direksi Perusahaan wajib memperhatikan Board of Directors shall observe the general policies
kebijakan umum yang diatur dalam pedoman set out in the Company’s Board Manual as follows:
kerja (Board Manual) Perusahaan sebagai berikut:
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
a. Dengan itikad baik dan penuh tanggung a. Act in good faith and with full responsibility
jawab menjalankan tugas untuk kepentingan in performing duties for the benefit of the
Perusahaan. Company;
b. Tunduk pada ketentuan peraturan perundang- b. Comply with applicable laws and regulations,
undangan yang berlaku, Anggaran Dasar, the Articles of Association, and GMS
dan keputusan RUPS serta memastikan seluruh resolutions, and ensure that all Company
aktivitas Perusahaan telah sesuai dengan activities adhere to such provisions;
ketentuan peraturan perundang-undangan
yang berlaku, Anggaran Dasar dan keputusan
RUPS.
c. Menerapkan Good Corporate Governance c. Consistently implement Good Corporate
secara konsisten. Governance (GCG);
6
d. Mematuhi peraturan internal Perusahaan. d. Comply with internal Company regulations;
e. Melaksanakan pengurusan Perusahaan untuk e. Manage the Company in the interest of
Sustainability Reference
Rujukan Keberlanjutan
kepentingan dan tujuan Perusahaan. achieving its objectives;
f. Menetapkan susunan organisasi Perusahaan f. Establish the Company’s organizational
lengkap dengan pelaksanaan tugasnya. structure along with the implementation of
duties;
g. Bertindak selaku pimpinan dalam pengurusan g. Act as the leader in managing the Company;
Perusahaan.
h. Memelihara dan mengurus kekayaan h. Maintain and manage the Company’s assets;
Perusahaan.
i. Bertanggung jawab penuh dalam i. Bear full responsibility in carrying out duties to
melaksanakan tugasnya untuk kepentingan achieve the Company’s objectives;
Perusahaan dalam mencapai maksud dan
tujuannya. 7
j. Mewakili Perusahaan baik di dalam maupun j. Represent the Company both in and out of
Financial Report
Laporan Keuangan
di luar pengadilan. court;
k. Memperhatikan masukan-masukan yang k. Consider input provided by the Board
diberikan oleh Dewan Komisaris. ofCommissioners;
l. Melakukan segala tindakan dan perbuatan, l. Undertake all actions relating to management
baik mengenai pengurusan maupun and ownership of Company assets and bind
kepemilikan kekayaan Perusahaan serta the Company with other parties within certain
mengikat Perusahaan dengan pihak lain limitations;
dengan pembatasan tertentu.
m. Wajib menyelenggarakan dan menyimpan m. Maintain and keep a Special Register
Daftar Khusus yang memuat keterangan containing information on share ownership of
mengenai kepemilikan saham Direktur Directors and Commissioners, including their
dan Komisaris beserta keluarganya dalam family members, in the Company and/or other
Perusahaan dan/atau pada perusahaan lain companies, along with the date of acquisition;
serta tanggal saham itu diperoleh.
n. Bertanggung jawab penuh secara pribadi n. Be personally liable for losses incurred by the
atas kerugian Perusahaan apabila yang Company if such losses are caused by fault or
bersangkutan bersalah atau lalai menjalankan negligence in performing duties.
tugasnya untuk kepentingan dan usaha
Perusahaan.
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3. Tugas terkait Rapat Umum Pemegang Saham: 3. Duties related to the General Meeting of
a. Direksi wajib menyelenggarakan dan Shareholders:
2025 Performance Highlights
menyimpan Daftar Pemegang Saham dan a. Maintain and keep the Shareholders Register
dokumen-dokumen terkait dengan RUPS sesuai and documents related to the GMS in
ketentuan peraturan perundang-undangan. accordance with applicable regulations;
Kilas Kinerja 2025
b. Memberikan informasi material secara b. Provide material information that is accurate,
accurate, reliable, timely, consistent, dan reliable, timely, consistent, and useful to enable
useful yang memungkinkan bagi pemegang shareholders to make informed decisions;
saham untuk membuat keputusan.
c. Menyediakan bahan RUPS dan disampaikan c. Prepare and submit GMS materials to
kepada pemegang saham Perusahaan. shareholders;
1
d. Memberikan laporan berkala kepada d. Provide periodic reports to shareholders in
pemegang saham menurut cara dan waktu accordance with applicable regulations;
sesuai dengan ketentuan yang berlaku.
e. Memberikan pertanggungjawaban dan e. Provide accountability and all relevant
segala keterangan tentang keadaan dan information regarding the Company’s
jalannya Perusahaan, terutama laporan condition and operations, particularly financial
keuangan baik dalam bentuk laporan statements in the form of annual reports and
Laporan Management
Management Report
tahunan maupun dalam bentuk laporan other periodic reports;
berkala lainnya menurut cara dan waktu yang
ditentukan dalam Anggaran Dasar.
f. Menandatangani Laporan Tahunan, dalam hal f. Sign the Annual Report. In the event that a
terdapat Direktur yang tidak menandatangani Director does not sign the Annual Report, the
Laporan Tahunan, maka yang bersangkutan concerned Director must provide a written
2
harus menyebutkan alasannya dalam surat explanation attached to the report; otherwise,
tersendiri yang dilekatkan dalam Laporan the Director is deemed to have agreed with the
Tahunan. Dalam hal terdapat Direktur yang contents of the report;
tidak menandatangani Laporan Tahunan dan
tidak memberikan alasan secara tertulis, maka
yang bersangkutan dianggap menyetujui isi
laporan tahunan tersebut.
g. Memanggil dan menyelenggarakan RUPS g. Convene and conduct Annual GMS and/or
Profil Perusahaan
Company Profile
Tahunan dan/atau RUPS Luar Biasa. Extraordinary GMS;
h. Membuat dan memelihara Risalah RUPS. h. Prepare and maintain minutes of GMS.
4. Tugas terkait dengan Anak Perusahaan. 4. Duties related to Subsidiaries:
Menetapkan prosedur pengangkatan anggota To establish procedures for the appointment of
Direksi dan Dewan Komisaris Anak Perusahaan, members of the Board of Directors and Board of
3
sebagai berikut: Commissioners of Subsidiaries, including:
a. Direksi membentuk Tim Evaluasi calon a. Forming an Evaluation Team chaired by the
Anggota Direksi dan Dewan Komisaris Anak Director of Human Resources and General
Perusahaan yang diketuai oleh Direktur SDM Affairs;
dan Umum.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
b. Tim Evaluasi menunjuk tenaga ahli atau
Lembaga Profesional untuk melakukan b. Appointing experts or professional institutions
penilaian (jika diperlukan), melakukan to conduct assessments (if necessary),
penjaringan calon kemudian diserahkan identifying candidates, and submitting them to
kepada Direksi untuk memperoleh the Board of Directors for approval;
persetujuannya.
c. Tim Evaluasi melakukan penilaian terhadap
calon-calon yang masuk dalam daftar bakal c. Evaluating shortlisted candidates approved by
calon yang telah disetujui Direksi. the Board of Directors;
d. Dalam hal penilaian dilakukan oleh ahli
atau lembaga profesional yang ditunjuk, Tim d. Reviewing assessment results conducted by
Evaluasi mengevaluasi berdasarkan hasil appointed experts or institutions;
4
penilaian oleh ahli atau lembaga profesional.
e. Tim Evaluasi menyampaikan hasil penilaian
tersebut kepada Direksi untuk penetapan e. Submitting evaluation results to the Board of
calon Anggota Direksi/Dewan Komisaris Directors for final determination;
anak Perusahaan terpilih.
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f. Direksi melakukan evaluasi akhir atas hasil f. Conducting final evaluations to appoint
penilaian untuk menetapkan Direksi dan selected Directors and Commissioners of
Komisaris terpilih untuk masing-masing jabatan Subsidiaries.
Anggota Direksi dan Dewan Komisaris Anak
Perusahaan.
5. Tugas terkait dengan strategi dan rencana kerja: 5. Duties related to strategy and work plans:
a. Menyiapkan visi, misi, tujuan, strategi a. Formulate the Company’s vision, mission,
dan budaya Perusahaan, termasuk logo objectives, strategies, culture, and corporate
Perusahaan. identity;
b. Mengusahakan dan menjamin terlaksananya b. Ensure the implementation of business activities
5
usaha dan kegiatan Perusahaan sesuai in line with the Company’s objectives;
dengan maksud dan tujuan serta kegiatan
usahanya.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
c. Menyiapkan rencana pengembangan c. Prepare the Company’s development plans in
Perusahaan tepat pada waktunya. a timely manner;
d. Mengupayakan tercapainya sasaran-sasaran d. Ensure the achievement of long-term targets as
jangka panjang yang tercantum dalam RJPP. stated in the RJPP;
e. Menyampaikan Rencana Kerja yang memuat e. Submit the Company’s Work Plan and Budget
juga anggaran tahunan Perusahaan kepada (RKAP) to the Board of Commissioners no later
Dewan Komisaris selambatnya 30 (tiga puluh) than 30 (thirty) days before the next fiscal year
hari sebelum tahun buku berikutnya dimulai. begins;
f. Mengupayakan tercapainya target-target f. Ensure the achievement of short-term targets as
jangka pendek yang tercantum dalam RKAP. stated in the RKAP.
6. Tugas terkait dengan Manajemen Risiko: 6. Duties related to risk management:
a. Menyusun kebijakan dan strategi manajemen a. Formulate written and comprehensive risk
risiko secara tertulis dan komprehensif di management policies and strategies at the
6
tingkat korporat termasuk penetapan dan corporate level, including the determination
persetujuan limit risiko secara keseluruhan, and approval of risk limits on an overall basis,
Sustainability Reference
Rujukan Keberlanjutan
per jenis risiko dan per aktivitas fungsional per type of risk, and per functional activity
(kegiatan usaha) Perusahaan. Penyusunan (business activity) of the Company. The
kebijakan dan strategi manajemen risiko formulation of risk management policies and
dilakukan sekurang-kurangnya satu kali dalam strategies is carried out at least once a year
satu tahun atau dalam frekuensi yang lebih or more frequently in the event of significant
tinggi dalam hal terdapat perubahan faktor- changes in factors affecting the Company’s
faktor yang mempengaruhi kegiatan usaha business activities.
Perusahaan secara signifikan.
b. Mengembangkan budaya manajemen risiko b. Develop a risk management culture at
pada seluruh jenjang organisasi, antara lain all levels of the organization, including
meliputi komunikasi yang memadai kepada providing adequate communication across all
seluruh jenjang organisasi tentang pentingnya organizational levels regarding the importance 7
pengendalian intern yang efektif. of effective internal control.
Financial Report
Laporan Keuangan
c. Bertanggung jawab atas pelaksanaan c. To be responsible for the implementation
kebijakan manajemen risiko dan eksposur of risk management policies and the overall
risiko yang diambil oleh Perusahaan secara risk exposure undertaken by the Company,
keseluruhan, termasuk mengevaluasi dan including evaluating and providing direction on
memberikan arahan strategi manajemen risiko risk management strategies based on reports
berdasarkan laporan yang disampaikan oleh submitted by the appointed Risk Management
pejabat Risk Management yang ditunjuk. officer.
d. Mengevaluasi dan memutuskan transaksi d. To evaluate and decide on transactions that
yang melampaui kewenangan pejabat satu exceed the authority of officials one level
level di bawah Direksi atau transaksi yang below the Board of Directors or transactions
memerlukan persetujuan sesuai dengan that require approval in accordance with
kebijakan dan prosedur intern yang berlaku. applicable internal policies and procedures.
e. Memastikan peningkatan kompetensi sumber e. Ensure the enhancement of human resource
daya manusia yang terkait dengan penerapan competencies related to the implementation of
manajemen risiko, antara lain dengan cara risk management, including through continuous
program pendidikan dan latihan secara education and training programs, particularly
berkesinambungan terutama yang berkaitan those related to risk management systems and
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dengan sistem dan proses manajemen risiko. processes.
f. Memastikan bahwa fungsi manajemen risiko f. Ensure that the risk management function is
2025 Performance Highlights
telah diterapkan secara independen yang implemented independently, as reflected,
dicerminkan antara lain adanya hubungan among others, in the relationship between
antara unit Manajemen Risiko yang melakukan the Risk Management unit responsible for
Kilas Kinerja 2025
identifikasi, pengukuran, pemantauan dan identifying, measuring, monitoring, and
pengendalian risiko dengan Satuan Kerja controlling risks and the work units that execute
yang melakukan dan menyelesaikan transaksi. and complete transactions.
g. Melaksanakan kaji ulang secara berkala g. Conduct periodic reviews at a frequency
dengan frekuensi sesuai dengan kebutuhan appropriate to the Company’s needs to ensure:
Perusahaan untuk memastikan:
1
1) Keakuratan metodologi manajemen risiko 1) The accuracy of risk management
methodologies;
2) Kecukupan implementasi sistem informasi 2) The adequacy of the implementation of
manajemen risiko; the risk management information system;
3) Ketepatan kebijakan, prosedur dan 3) The appropriateness of policies,
penetapan limit risiko. procedures, and the determination of risk
limits.
Laporan Management
Management Report
7. Tugas terkait dengan Pemberantasan Korupsi 7. Duties Related to Anti-Corruption
Direktur Perusahaan dilarang untuk memberikan Directors of the Company are prohibited from
atau menawarkan atau menerima baik langsung giving, offering, or receiving, whether directly or
ataupun tidak langsung sesuatu yang berharga indirectly, anything of value to government officials
kepada pejabat pemerintah dan pihak-pihak or other parties to influence them or as a reward for
lain yang mempengaruhi atau sebagai imbalan actions taken, in accordance with applicable laws
2
atas apa yang telah dilakukannya dan tindakan and regulations.
lainnya sesuai peraturan perundang-undangan
yang berlaku.
8. Terkait dengan Sistem Pengendalian Internal 8. Related to the Internal Control System
Sistem Pengendalian Intern yang efektif An effective Internal Control System is an essential
merupakan komponen penting dalam manajemen component of management and forms the
dan menjadi dasar bagi kegiatan operasional foundation of the Company’s operational activities.
Perusahaan. Sistem Pengendalian Intern harus The Internal Control System must ensure that all
Profil Perusahaan
Company Profile
dapat memastikan seluruh aktivitas bisnis business activities comply with applicable laws and
mematuhi peraturan perundang-undangan, regulations, good corporate governance guidelines,
pedoman good corporate governance maupun and Company policies. An effective Internal Control
kebijakan Perusahaan. Sistem Pengendalian Intern System safeguards the Company’s investments and
yang efektif dapat mengamankan investasi dan assets, ensures the availability of reliable financial
3
aset Perusahaan, menjamin tersedianya pelaporan and managerial reporting, enhances the Company’s
keuangan dan manajerial yang dapat dipercaya, compliance with applicable laws and regulations,
meningkatkan kepatuhan Perusahaan terhadap and reduces the risk of losses, irregularities, and
ketentuan dan peraturan perundang-undangan violations of prudential principles.
yang berlaku, serta mengurangi risiko terjadinya
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
kerugian, penyimpangan dan pelanggaran aspek
kehati-hatian.
Sistem Pengendalian Intern harus dapat The Internal Control System must utilize information,
mendayagunakan informasi-informasi yang including:
meliputi:
a. Laporan Manajemen; a. Management reports;
b. Laporan auditor internal; b. Internal auditor reports;
c. Opini dan Laporan auditor eksternal; c. External auditor opinions and reports;
d. Laporan dan pendapat aktuaris mengenai d. Actuarial reports and opinions regarding risk
tingkat risiko dan premi; levels and premiums;
e. Hal-hal lain yang dianggap perlu. e. Other relevant information as deemed
4
necessary.
Pengendalian Intern terdiri dari 5 (lima) elemen Internal control consists of 5 (five) main interrelated
utama yang satu sama lain saling berkaitan, yaitu elements, namely:
sebagai berikut:
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a. Pengawasan oleh Manajemen dan Lingkungan a. Manag ement oversight and control
Pengendalian; environment;
b. ldentifikasi dan Penilaian Risiko; b. Risk identification and assessment;
c. Kegiatan Pengendalian dan Pemisahan c. Control activities and segregation of duties;
Fungsi;
d. Sistem Akuntansi, lnformasi dan Komunikasi; d. Accounting, information, and communication
systems;
e. Kegiatan Pemantauan dan Tindakan Koreksi e. Monitoring activities and corrective actions for
Penyimpangan/ Kelemahan. deviations/weaknesses.
5
Terkait dengan kerangka pengendalian umum In relation to the general control framework under
yang terdapat dalam Standar Pelaksanaan Fungsi the Standards for the Implementation of the Internal
Audit Internal, Direksi bertanggung jawab untuk Audit Function, the Board of Directors is responsible
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
menetapkan suatu Sistem Pengendalian Intern for establishing an effective Internal Control System,
yang efektif yang mencakup: which includes:
a. Lingkungan pengendalian internal dalam a. A disciplined and structured internal control
Perusahaan yang disiplin dan terstruktur yang environment within the Company, consisting of:
terdiri dari:
1) Integritas, nilai etika dan kompetensi 1) Integrity, ethical values, and employee
karyawan; competence;
2) Filosofi dan gaya manajemen; 2) Management philosophy and style;
3) Cara yang ditempuh manajemen 3) The manner in which management
dalam melaksanakan kewenangan dan exercises its authority and responsibilities;
tanggung jawabnya;
4) Pengorganisasian dan pengembangan 4) Organization and development of human
sumber daya manusia; resources;
6
5) Perhatian dan arahan yang dilakukan 5) Direction and oversight provided by the
oleh Direksi. Board of Directors.
Sustainability Reference
Rujukan Keberlanjutan
b. Pengkajian dan pengelolaan risiko usaha b. Assessment and management of business risks,
yaitu suatu proses untuk mengidentifikasi, being a process to identify, analyze, evaluate,
menganalisis, menilai dan mengelola risiko and manage relevant business risks;
usaha yang relevan;
c. Aktivitas pengendalian, yaitu tindakan- c. Control activities, namely actions taken
tindakan yang dilakukan dalam suatu proses within a control process over the Company’s
pengendalian terhadap kegiatan Perusahaan activities at every level and unit within the
pada setiap tingkat dan unit dalam struktur organizational structure, including authority,
organisasi Perusahaan, antara lain mengenai authorization, verification, reconciliation,
kewenangan, otorisasi, verifikasi, rekonsiliasi, performance evaluation, segregation of duties,
penilaian atas prestasi kerja, pembagian tugas and safeguarding of Company assets;
dan keamanan terhadap aset Perusahaan; d. Information and communication systems, being 7
d. Sistem informasi dan komunikasi, yaitu suatu processes for presenting reports on operational,
Financial Report
Laporan Keuangan
proses penyajian laporan mengenai kegiatan financial, and compliance activities with
operasional, finansial, dan ketaatan atas applicable laws and regulations within the
ketentuan dan peraturan yang berlaku pada Company;
Perusahaan;
e. Monitoring, yaitu proses penilaian terhadap e. Monitoring, being a process to assess the
kualitas Sistem Pengendalian Internal termasuk quality of the Internal Control System, including
fungsi internal audit pada setiap tingkat dan the internal audit function at every level and
unit struktur organisasi Perusahaan, sehingga unit of the Company’s organizational structure,
dapat dilaksanakan secara optimal, dengan to ensure optimal implementation, with the
ketentuan bahwa penyimpangan yang terjadi provision that any deviations identified are
dilaporkan kepada Direksi dan tembusannya reported to the Board of Directors, with copies
disampaikan kepada Dewan Komisaris submitted to the Board of Commissioners
melalui Komite Audit. through the Audit Committee.
9. Terkait dengan Keterbukaan dan Kerahasiaan 9. Related to Information Disclosure and Confidentiality
Informasi:
a. Direksi wajib mengungkapkan informasi a. The Board of Directors is required to disclose
penting dalam Laporan Tahunan dan Laporan material information in the Annual Report
Keuangan kepada pihak lain sesuai peraturan and Financial Statements to relevant parties
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perundang-undangan yang berlaku. in accordance with applicable laws and
regulations.
2025 Performance Highlights
b. lnformasi yang disampaikan berupa: b. The information disclosed consists of:
1) Informasi/data non publik yaitu informasi/ 1) Non-public information/data, namely
data yang diberikan atau disampaikan information/data provided or disclosed for
Kilas Kinerja 2025
untuk keperluan intern Perusahaan baik internal Company purposes, whether on a
yang bersifat reguler maupun insidentil; regular or incidental basis;
2) Informasi/data publik yaitu informasi/data 2) P u b l i c i n f o r m a t i o n / d a t a , n a m e l y
yang diberikan atau disampaikan sebagai information/data provided or disclosed
laporan kepada Pemegang Saham dalam as reports to Shareholders in order to
rangka memenuhi kewajiban rutin maupun fulfill routine obligations or disclosure
1
yang bersifat keterbukaan informasi requirements (incidental).
(insidentil).
c. Direksi harus mengungkapkan pelaksanaan c. The Board of Directors must disclose the
prinsip good corporate governance yang implementation of good corporate governance
telah dilaksanakan dalam laporan tahunan. principles in the Annual Report.
d. lnformasi rahasia yang diperoleh sewaktu d. Confidential information obtained during
menjabat sebagai Direktur Perusahaan, the tenure as a Director, including Company
Laporan Management
Management Report
termasuk rahasia Perusahaan harus tetap secrets, must be safeguarded in accordance
dijaga sesuai dengan peraturan perundang- with applicable laws and regulations.
undangan yang berlaku.
e. Dalam hal menjaga kerahasiaan informasi e. In maintaining the confidentiality of Company
Perusahaan, Direksi dituntut untuk information, the Board of Directors is required
mengutamakan kepentingan Perusahaan to prioritize the interests of the Company over
2
daripada kepentingan individu atau individual or group interests.
kelompok.
10. Terkait dengan Hubungan dengan Stakeholders 10. Related to Stakeholder Relations
a. Memastikan terjaminnya hak-hak stakeholders a. Ensure the protection of stakeholders’ rights
yang timbul berdasarkan peraturan arising from applicable laws and regulations
perundang- undangan yang berlaku dan and/or agreements between the Company
atau perjanjian yang dibuat oleh Perusahaan and its employees, partners, business partners,
dengan Karyawan, Rekanan, Mitra Kerja, suppliers, customers, and other stakeholders;
Profil Perusahaan
Company Profile
Pemasok, Pelanggan dan stakeholders
lainnya.
b. Memastikan Perusahaan melakukan b. Ensure that the Company implements
tanggung jawab sosialnya (corporate its corporate social responsibility (CSR)
social responsibility) secara konsisten dan consistently and sustainably;
3
berkesinambungan.
c. Memastikan Perusahaan memperhatikan c. Ensure that the Company takes into account
kepentingan stakeholders. the interests of stakeholders;
d. Memastikan bahwa aset-aset dan lokasi usaha d. Ensure that the Company’s assets, business
serta fasilitas Perusahaan lainnya memenuhi locations, and other facilities comply with
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
peraturan perundang-undangan yang berlaku applicable laws and regulations related to
berkenaan dengan pelestarian lingkungan environmental protection, occupational health,
hidup, kesehatan dan keselamatan kerja. and safety;
e. Dalam mempekerjakan, menetapkan besarnya e. In recruitment, determination of remuneration,
gaji, memberikan pelatihan, menetapkan provision of training, career development,
jenjang karir, serta menentukan persyaratan and other employment terms, the Company
kerja lainnya untuk Karyawan, Perusahaan shall not discriminate based on ethnicity,
tidak melakukan diskriminasi karena latar religion, gender, age, disability, or other
belakang etnik seseorang, agama, jenis conditions protected under applicable laws
kelamin, usia, cacat tubuh yang dipunyai and regulations;
seseorang atau keadaan khusus lainnya
yang dilindungi oleh peraturan perundang-
4
undangan.
f. Direksi wajib menyediakan lingkungan kerja f. The Board of Directors is required to provide
yang bebas dari segala bentuk tekanan a work environment free from any form of
(pelecehan/harassment). pressure (harassment).
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11. Terkait dengan Tekhnologi lnformasi 11. Related to Information Technology
a. Menetapkan tata kelola informasi yang efektif a. Establish effective information governance;
b. Menyampaikan laporan pelaksanaan tata b. Report the implementation of information
kelola teknologi informasi secara periodik technology governance periodically to the
kepada Dewan Komisaris Board of Commissioners;
c. Menjaga dan mengevaluasi kualitas fungsi c. c. Maintain and evaluate the quality of the
tata kelola informasi di Perusahaan Company’s information governance function.
12. Terkait Sistem Akuntansi dan Keuangan 12. Related to Accounting and Financial Systems
a. Menyusun sistem akuntansi berdasarkan a. Establish an accounting system based on
prinsip-prinsip standar akuntansi keuangan applicable financial accounting standards;
5
yang berlaku.
b. Memastikan keandalan data yang mencakup b. Ensure data reliability, including completeness,
kelengkapan, akurasi, klasifikasi dan otorisasi accuracy, proper classification, and adequate
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
yang memadai sehingga laporan keuangan authorization, so that financial reports are
yang dihasilkan tepat waktu, tepat guna dan timely, relevant, and free from material
bebas dari salah saji material. misstatement;
c. Mengadakan dan memelihara pembukuan c. Establish and maintain proper bookkeeping
dan administrasi Perusahaan untuk and administration to ensure orderly records,
menghasilkan penyelenggaraan pembukuan adequate working capital with efficient cost of
yang tertib, kecukupan modal kerja dengan capital, and a sound and robust balance sheet
biaya modal yang efisien, struktur neraca structure.
yang baik dan kokoh.
13. Terkait dengan Tugas dan Kewajiban Lain 13. Related to Other Duties and Responsibilities
Menjalankan kewajiban-kewajiban lainnya sesuai Carry out other obligations as stipulated in the
dengan ketentuan-ketentuan yang diatur dalam Articles of Association and as determined by the
Anggaran Dasar dan yang ditetapkan oleh RUPS GMS in accordance with applicable laws and
6
berdasarkan peraturan perundang-undangan regulations.
yang berlaku.
Sustainability Reference
Rujukan Keberlanjutan
Hak dan Wewenang Direksi Rights and Authorities of the Board of Directors
Sejalan dengan ketentuan Anggaran Dasar dan In accordance with the provisions of the Articles of
Pedoman Kerja (Board Manual), Direksi memiliki Association and the Board Manual, the Board of
hak dan wewenang tertentu yang menjadi dasar Directors has certain rights and authorities that serve as
dalam pelaksanaan tugas dan tanggung jawabnya. the basis for carrying out its duties and responsibilities.
Pengaturan tersebut memberikan kejelasan mengenai These provisions provide clarity on the scope and
batasan dan pelaksanaan kewenangan Direksi dalam implementation of the Board of Directors’ authority in
pengurusan serta perwakilan Perusahaan sesuai managing and representing the Company in accordance
dengan ketentuan yang berlaku. Hak dan wewenang with applicable regulations. These rights and authorities
tersebut diuraikan sebagai berikut. are as follows: 7
1. Mewakili Perusahaan di dalam dan di luar 1. To represent the Company in and out of court in all
Financial Report
Laporan Keuangan
pengadilan tentang segala hal dan dalam segala matters and circumstances, within the scope of the
kejadian serta dalam lingkup Rencana Kerja dan Company’s Work Plan and Budget;
Anggaran Perusahaan.
2. Mengikat Perusahaan dengan pihak lain dan 2. To bind the Company with other parties and
pihak lain dengan Perusahaan dengan sejumlah other parties with the Company, subject to certain
pembatasan. limitations;
3. Melakukan segala tindakan dan perbuatan baik 3. To perform all actions and deeds relating to
mengenai pengurusan maupun pemilikan, sesuai management and ownership, in accordance with
dengan ketentuan peraturan perundang-undangan applicable laws and regulations;
yang berlaku.
4. Menetapkan kebijakan dalam kepemimpinan dan 4. To determine policies in the leadership and
kepengurusan Perusahaan. management of the Company;
5. Mengatur penyerahan kekuasaan Direksi untuk 5. To regulate the delegation of authority of the Board
mewakili Perusahaan di dalam dan di luar of Directors to represent the Company in and out
Pengadilan kepada seseorang atau beberapa of court to one or more Directors specifically
orang Direktur yang khusus ditunjuk untuk itu atau appointed for such purpose or to one or more
2025 Annual Report PT Elnusa Tbk
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kepada seseorang atau beberapa orang karyawan employees of the Company, either individually or
Perusahaan baik sendiri-sendiri maupun bersama- jointly, or to other persons or entities;
2025 Performance Highlights
sama atau kepada orang atau badan lain.
6. Mengatur ketentuan-ketentuan tentang 6. To establish provisions regarding Company
kepegawaian Perusahaan termasuk penetapan employment, including the determination of
Kilas Kinerja 2025
gaji, pensiun, jaminan hari tua dan penghasilan salaries, pensions, retirement benefits, and other
bagi Karyawan Perusahaan berdasarkan compensation for employees in accordance with
ketentuan yang berlaku. applicable regulations;
7. Mengangkat dan memberhentikan karyawan 7. To appoint and dismiss Company employees in
Perusahaan berdasarkan peraturan perundang- accordance with applicable laws and regulations
undangan yang berlaku dan peraturan and Company employment policies;
1
kepegawaian Perusahaan.
8. Memberi penghargaan dan sanksi (reward and 8. To grant rewards and impose sanctions (reward and
punishment) Karyawan Perusahaan berdasarkan punishment) on Company employees in accordance
peraturan kepegawaian Perusahaan. with Company employment regulations;
9. Memastikan sumber daya manusia Perusahaan 9. To ensure that the Company’s human resources
memiliki kompetensi dan kemampuan yang handal possess the necessar y competencies and
sesuai dengan bidang tugasnya. capabilities in accordance with their respective
Laporan Management
Management Report
roles;
10. Melakukan aktivitas di luar Perusahaan yang 10. To engage in activities outside the Company that
tidak secara langsung berhubungan dengan are not directly related to the Company’s interests,
kepentingan Perusahaan seperti kegiatan such as teaching or serving in business associations
mengajar, menjadi pengurus asosiasi bisnis dan and similar activities, provided that such activities
sejenisnya diperkenankan sebatas menggunakan are conducted within reasonable time and with
2
waktu yang wajar dan sepengetahuan Direktur the knowledge of the President Director or other
Utama atau Direktur lainnya. Directors;
11. Memperoleh cuti sesuai ketentuan yang berlaku. 11. To take leave in accordance with applicable
provisions;
12. Mempergunakan saran profesional. 12. To obtain professional advice;
13. Menerima insentif dan tantiem apabila Perusahaan 13. To receive incentives and tantiem if the Company
mencapai tingkat keuntungan sebagai imbalan achieves a certain level of profitability, as
atas prestasi kerjanya yang besarnya ditetapkan compensation for performance, with the amount
Profil Perusahaan
Company Profile
oleh RUPS. determined by the GMS;
14. Menerima gaji berikut tunjangan, sarana dan 14. To receive salary, benefits, facilities, and post-
fasilitas Perusahaan serta santunan purna employment compensation as determined by
jabatan sesuai dengan hasil penetapan RUPS the GMS, adjusted to the Company’s financial
yang penyediaannya disesuaikan dengan kondisi condition, fairness and reasonableness principles,
3
keuangan Perusahaan, azas kepatutan dan and in compliance with applicable laws and
kewajaran serta tidak bertentangan dengan regulations. Details of such facilities are further
peraturan perundang-undangan yang berlaku. stipulated in GMS resolutions;
Penjabaran tentang sarana dan fasilitas Perusahaan
dituangkan lebih lanjut dalam Keputusan RUPS. 15. To establish and adjust the Company’s
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
15. Menetapkan dan menyesuaikan struktur organisasi organizational structure.
Perusahaan.
Ruang Lingkup Pembagian Tugas dan Scope of the Division of Duties and
Tanggung Jawab Direksi Responsibilities of the Board of Directors
Pembagian tugas di antara anggota Direksi ditetapkan The division of duties among members of the Board of
untuk memastikan pelaksanaan pengelolaan Directors is established to ensure that the Company’s
Perusahaan berjalan secara sistematis, efisien, dan management is carried out in a systematic, efficient, and
efektif, serta mendukung kesinambungan pencapaian effective manner, as well as to support the sustainable
sasaran Perusahaan, dengan pembagian tugas achievement of the Company’s objectives, with the
4
sebagai berikut: following allocation of responsibilities:
2025 Annual Report PT Elnusa Tbk
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Page 313
Litta Indriya Ariesca (Direktur Utama)
(President Director)
Menentukan, memutuskan, dan menetapkan strategi perencanaan serta pelaksanaan seluruh kegiatan Perusahaan, di antaranya
Internal Audit, Legal Counsel, HSSE, dan Corporate Secretary yang mana seluruh kegiatan tersebut dikaitkan dengan usaha
pencapaian visi dan misi Perusahaan.
To determine, decide, and establish the strategic planning and implementation of all Company activities, including Internal Audit,
Legal Counsel, HSSE, and Corporate Secretary functions, all of which are aligned with the achievement of the Company’s vision
and mission.
5
Nelwin Aldriansyah (Direktur Keuangan)
(Director of Finance)
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Menentukan, memutuskan, menetapkan, dan mengendalikan pembuatan kebijakan dan strategi keuangan Perusahaan untuk
meningkatkan profitabilitas, likuiditas Perusahaan guna mencapai tujuan dan sasaran Perusahaan secara efektif dan efisien.
To determine, decide, establish, and control the development of the Company’s financial policies and strategies to enhance
profitability and liquidity, in order to achieve the Company’s objectives effectively and efficiently.
Andri Haribowo (Direktur Operasi)
(Director of Operations)
Menentukan, memutuskan, menetapkan dan mengendalikan pembuatan kebijakan operasi Perusahaan melipui Divisi Upstream
Services, Divisi EPCOM, dan Divisi Asset Reliability & Productivity serta mengevaluasi dan mengkaji kinerja operasi unit usaha
dan Anak Perusahaan.
6
To determine, decide, establish, and control the development of the Company’s operational policies covering the Upstream
Services Division, EPCOM Division, and Asset Reliability & Productivity Division, as well as to evaluate and review the operational
performance of business units and Subsidiaries.
Sustainability Reference
Rujukan Keberlanjutan
Arief Prasetyo Handoyo (Direktur Pengembangan Usaha)
(Director of Business Development)
Menentukan, memutuskan, menetapkan, dan mengendalikan kebijakan kegiatan Pengembangan usaha Perusahaan, melalui
pemantauan dan evaluasi baik operasi di dalam Perusahaan maupun di luar Perusahaan, guna meningkatkan dan melakukan
upaya-upaya optimalisasi kegiatan pengembangan usaha di bidang migas dalam rangka mencapai target yang telah ditetapkan.
To determine, decide, establish, and control policies related to the Company’s business development activities through monitoring
and evaluation of operations both within and outside the Company, in order to enhance and optimize business development
activities in the oil and gas sector and achieve the set targets. 7
Financial Report
Laporan Keuangan
Hera Handayani (Direktur SDM & Umum)
(Director of Human Capital & General Services)
Menenukan, memutuskan, menetapkan, dan mengendalikan kegiatan sumber daya manusia & umum meliputi Human Capital,
Supply Chain Management, Property Management & General Affair, Information System, dan Elnusa Petroleum School dalam
rangka menyiapkan sumber daya manusia yang handal mendukung kegiatan operasi rutin secara tepat waktu, accountable, dan
auditable.
To determine, decide, establish, and control human capital and general affairs activities, including Human Capital, Supply Chain
Management, Property Management & General Affairs, Information Systems, and Elnusa Petroleum School, in order to develop
competent human resources that support routine operations in a timely, accountable, and auditable manner.
2025 Annual Report PT Elnusa Tbk
313
Page 314
2025 Performance Highlights
Program Orientasi Bagi Direksi Orientation Program for the Board of Directors
Perusahaan telah memiliki dan menjalankan program The Company has established and implemented an
Kilas Kinerja 2025
orientasi atau pengenalan Perusahaan bagi anggota orientation or induction program for newly appointed
Direksi yang baru menjabat dengan tujuan memberikan members of the Board of Directors, aimed at providing
gambaran kondisi Perusahaan secara umum. Program an overview of the Company’s overall condition. The
pengenalan disusun dan disampaikan oleh Corporate orientation program is prepared and delivered by the
Secretary dalam bentuk tampilan presentasi serta Corporate Secretary in the form of presentations and
dokumen fisik, meliputi: physical documents, covering:
1
1. Profil Perusahaan 1. Company Profile
2. Update Kinerja Perusahaan 2. Company Performance Updates
3. Code of Conduct (CoC) 3. Code of Conduct (CoC)
4. Board Manual 4. Board Manual
5. HSE 5. HSE
6. Rencana Jangka Panjang Perusahaan (RJPP) 6. Company Long-Term Plan (RJPP)
7. Rencana Kerja Anggaran Perusahaan (RKAP) 7. Company Work Plan and Budget (RKAP)
Laporan Management
Management Report
Sehubungan dengan perubahan susunan Direksi Following the change in the composition of the Board of
berdasarkan RUPS Luar Biasa pada 25 Agustus Directors based on the Extraordinary GMS on August
2025, Perusahaan menggelar program orientasi dan 25, 2025, the Company conducted an orientation and
pengenalan Perusahaan terhadap Direksi baru, yang induction program for the newly appointed Directors
dilakukan pada tanggal 27 Agustus 2025 s.d 2 from August 27, 2025 to September 2, 2025 at Graha
2
September 2025 di Graha Elnusa dan dihadiri oleh Elnusa, attended by the Board of Directors and the
Direksi dan Dewan Komisaris. Board of Commissioners.
Profil Perusahaan
Company Profile
3
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
4
2025 Annual Report PT Elnusa Tbk
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Page 315
Informasi tentang Komite Pendukung Direksi Information on the Board of Directors
Supporting Committees
Hingga tahun 2025, Perusahaan belum membentuk As of 2025, the Company has not established any
komite di bawah Direksi sebagaimana dimaksud untuk committees under the Board of Directors to support the
mendukung pelaksanaan tugas dan tanggung jawab implementation of its duties and responsibilities.
Direksi.
5
TRANSPARANSI INFORMASI TENTANG DEWAN KOMISARIS DAN
DIREKSI
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
TRANSPARENCY OF INFORMATION ON THE BOARD OF COMMISSIONERS
AND BOARD OF DIRECTORS
KEBIJAKAN TERKAIT HUBUNGAN KERJA ANTARA DEWAN
KOMISARIS DAN DIREKSI
POLICY ON THE WORKING RELATIONSHIP BETWEEN THE BOARD OF
COMMISSIONERS AND THE BOARD OF DIRECTORS
Dalam menjalankan tugas dan tanggung jawabnya, In carrying out their duties and responsibilities, the Board
Dewan Komisaris dan Direksi memiliki hubungan of Commissioners and the Board of Directors maintain
sebagaimana diamanahkan dalam Anggaran a working relationship as mandated in the Company’s
6
Dasar Perusahaan maupun Pedoman Kerja/Board Articles of Association, the Board Manual of the Board
Manual Dewan Komisaris dan Direksi serta peraturan of Commissioners and the Board of Directors, as well
Sustainability Reference
Rujukan Keberlanjutan
perundang-undangan yang berlaku. Hubungan Dewan as applicable laws and regulations. The relationship
Komisaris dengan Direksi dapat mencakup tetapi tidak between the Board of Commissioners and the Board of
terbatas pada hal-hal antara lain sebagai berikut: Directors includes, but is not limited to, the following:
1. Dewan Komisaris menyetujui secara tertulis usulan 1. The Board of Commissioners provides written
Direksi mengenai RJPP, RKAP, Pengangkatan dan approval of proposals submitted by the Board
pemberhentian Chief Audit Executive serta hal-hal of Directors regarding the Long-Term Plan (RJPP),
lain sebagaimana tercantum dalam Anggaran the Company Work Plan and Budget (RKAP),
Dasar Perusahaan dan peraturan perundang- the appointment and dismissal of the Chief Audit
undangan yang berlaku; Executive, as well as other matters as stipulated
in the Company’s Articles of Association and
applicable laws and regulations;
2. Direksi wajib menyampaikan laporan berkala 2. The Board of Directors is required to submit periodic 7
kepada Dewan Komisaris sebagai fungsi reports to the Board of Commissioners as part of
Financial Report
Laporan Keuangan
pengawasan Dewan Komisaris terhadap kebijakan the Board of Commissioners’ supervisory function
pengurusan Perusahaan serta bersama-sama over the management policies of the Company, and
dengan Direksi menyampaikan Laporan tahunan jointly submit the Annual Report to the GMS;
kepada RUPS;
3. Dewan Komisaris wajib mengadakan rapat 3. The Board of Commissioners shall hold joint
bersama Direksi dalam rangka mengikuti meetings with the Board of Directors to monitor
perkembangan kegiatan Perusahaan, memberikan the Company’s activities, and to provide opinions,
pendapat, saran dan nasihat kepada Direksi suggestions, and advice in relation to the
dalam melakukan pengurusan Perusahaan; management of the Company;
4. Dewan Komisaris bersama dengan Direksi 4. The Board of Commissioners and the Board of
melakukan kajian visi dan misi Perusahaan; Directors jointly review the Company’s vision and
mission;
2025 Annual Report PT Elnusa Tbk
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2025 Performance Highlights
5. Apabila diperlukan, Dewan Komisaris dibantu 5. Where necessary, the Board of Commissioners is
Direksi dalam proses penunjukan calon auditor assisted by the Board of Directors in the process
eksternal sesuai dengan ketentuan pengadaan of appointing external auditors in accordance with
Kilas Kinerja 2025
barang & jasa, dan penunjukan penilai (assessor) procurement regulations, as well as appointing
independen dalam proses asesmen penerapan independent assessors in the GCG assessment
GCG di Perusahaan; process;
6. Dewan Komisaris berhak memperoleh akses atas 6. The Board of Commissioners is entitled to obtain
informasi Perusahaan secara tepat waktu, terukur, access to Company information in a timely,
dan lengkap; measurable, and comprehensive manner;
1
7. Dengan pemberitahuan terlebih dahulu 7. With prior notice, the Board of Commissioners may
sebelumnya, Dewan Komisaris dapat menghadiri attend Board of Directors’ meetings and provide
rapat Direksi dan memberikan pandangan- views on matters discussed;
pandangan terhadap hal-hal yang dibicarakan;
8. Hal-hal lainnya sebagaimana tercantum dalam 8. Other matters as stipulated in the Board Manual
Pedoman Kerja/Board Manual Dewan Komisaris of the Board of Commissioners and the Board of
dan Direksi serta Anggaran Dasar Perusahaan dan Directors, the Company’s Articles of Association, and
Laporan Management
Management Report
peraturan perundang-undangan yang berlaku. applicable laws and regulations.
RAPAT DEWAN KOMISARIS DAN DIREKSI
BOARD OF COMMISSIONERS AND BOARD OF DIRECTORS MEETINGS
2
Rapat Dewan Komisaris: Rapat Internal dan Board of Commissioners’ Meetings: Internal
Rapat Gabungan dengan Direksi Meetings and Joint Meetings with the Board
of Directors
Sebagaimana diatur dalam Board Manual, Dewan As stipulated in the Board Manual, the Board of
Komisaris wajib menyelenggarakan rapat secara Commissioners is required to hold meetings regularly
Profil Perusahaan
Company Profile
berkala paling sedikit 1 (satu) kali dalam 2 (dua) bulan at least 1 (one) time every 2 (two) months or at
atau sekurang-kurangnya 6 (enam) kali dalam 1 (satu) least 6 (six) times in 1 (one) year. Decisions in Board
tahun. Setiap keputusan dalam Rapat Dewan Komisaris of Commissioners’ meetings are made based on
diambil berdasarkan musyawarah untuk mufakat. deliberation for consensus. If consensus cannot be
Apabila musyawarah tidak mencapai kesepakatan, reached, decisions are made by majority vote. In the
3
keputusan diambil berdasarkan suara terbanyak. Dalam event of a tie, the decision is determined based on
hal jumlah suara setuju dan tidak setuju sama banyak, the opinion of the meeting chair, while still taking into
maka keputusan ditetapkan sesuai dengan pendapat account the provisions on accountability as stipulated
pimpinan rapat, dengan tetap memperhatikan ketentuan in the Company’s Articles of Association.
mengenai pertanggungjawaban sebagaimana diatur
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
dalam Anggaran Dasar Perusahaan.
Pada tahun 2025, Dewan Komisaris telah In 2025, the Board of Commissioners held 37 internal
menyelenggarakan Rapat Internal Dewan Komisaris meetings. Information regarding meeting agendas,
sebanyak 37 kali. Informasi mengenai agenda dan attendance of Board of Commissioners members, and
tingkat kehadiran anggota Dewan Komisaris, serta the recapitulation of attendance at these meetings is
rekapitulasi kehadiran dalam rapat-rapat tersebut presented as follows.
disajikan sebagai berikut.
4
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Rekapitulasi Kehadiran Dewan Komisaris pada Rapat Internal Dewan Komisaris
Recapitulation of the Board of Commissioners' Attendance at the Board of Commissioners' Internal Meeting
Jumlah Wajib Persentase
Jumlah
Rapat Kehadiran
Dewan Komisaris Kehadiran
Number of (%)
Board of Commissioners Total
Mandatory Percentage of
Attendance
Meetings Attendance (%)
Purwadi Arianto (Komisaris Utama)* 11 11 100
(President Commissioner)*
Vitri Cahyaningsih Mallarangeng (Komisaris)* 11 11 100
5
(Commissioner)*
Abdul Hakim (Komisaris Independen)* 11 11 100
(Independent Commissioner)*
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Farazandi Fidinansyah (Komisaris Independen)* 11 11 100
(Independent Commissioner)*
Eko Ariantoro (Komisaris Utama merangkap Komisaris Independen)* 26 26 100
(President Commissioner and Independent Commissioner)*
Nur Endro Buwono (Komisaris)* 26 26 100
(Commissioner)*
Ariana Soemanto (Komisaris)* 26 23 88
(Commissioner)*
Denie Samuel Tampubolon (Komisaris Independen)* 26 26 100
(Independent Commissioner)*
Rata-rata 98
Average
*) Eko Ariantoro, Nur Endro Buwono, Ariana Soemanto, Denie Samuel Tampubolon tidak lagi menjabat sejak 25 Agustus 2025,
6
posisinya digantikan oleh Purwadi Arianto, Vitri Cahyaningsih Mallarangeng, Abdul Hakim, dan Farazandi Fidinansyah.
*) Eko Ariantoro, Nur Endro Buwono, Ariana Soemanto, and Denie Samuel Tampubolon no longer served as of August 25, 2025.
Sustainability Reference
Rujukan Keberlanjutan
They were replaced by Purwadi Arianto, Vitri Cahyaningsih Mallarangeng, Abdul Hakim, and Farazandi Fidinansyah.
Agenda-agenda dalam Rapat Internal Dewan Komisaris The agendas discussed in the Internal Meetings of the
adalah sebagai berikut: Board of Commissioners are as follows:
1. Concern Dewan Komisaris 1. Board of Commissioners’ concerns
2. Kinerja YTD Bulan Desember 2024 2. YTD performance as of December 2024
3. Kinerja YTD Bulan Januari 2025 3. YTD performance as of January 2025
4. Internal Dewan Komisaris 4. Internal matters of the Board of Commissioners
5. Penilaian Kinerja Dewan Komisaris, Direksi dan 5. Per formance evaluation of the Board of
Komite Commissioners, Board of Directors, and Committees 7
6. Kinerja YTD Bulan Februari 2025 6. YTD performance as of February 2025
Financial Report
Laporan Keuangan
7. Tantiem Tahun Buku 2024 7. Tantiem for fiscal year 2024
8. Update Pending Matters 8. Update on pending matters
9. Keanggotaan Komite 9. Committee membership
10. Kinerja YTD Bulan Maret 2025 10. YTD performance as of March 2025
11. Permohonan Persetujuan Investasi 11. Investment approval request
12. Dry Run Pelaksanaan RUPS Tahun Buku 2024 12. Dry run of the implementation of the AGMS for
fiscal year 2024
13. Keanggotaan Komite 13. Committee membership
14. Kinerja YTD Bulan April 2025 14. YTD performance as of April 2025
15. Draft RKAP 2026 15. Draft RKAP 2026
16. Board Manual 16. Board Manual
17. Kinerja YTD Bulan Mei 2025 17. YTD performance as of May 2025
18. Permohonan Persetujuan Investasi 18. Investment approval request
19. Materi Retreat BOC – BOD 19. BOC–BOD retreat materials
20. Permohonan Persetujuan Investasi 20. Investment approval request
21. Kinerja YTD Bulan Juni 2025 21. YTD performance as of June 2025
22. Tantiem Dewan Komisaris BUMN dan Anak 22. Tantiem for the Board of Commissioners of SOEs
Perusahaan and Subsidiaries
2025 Annual Report PT Elnusa Tbk
317
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23. Permohonan Persetujuan Investasi 23. Investment approval request
24. Persetujuan Dewan Komisaris atas Perjanjian 24. Approval by the Board of Commissioners on Credit
2025 Performance Highlights
Fasilitas Kredit Facility Agreement
25. (Lanjutan) Persetujuan Dewan Komisaris atas 25. (Continued) Approval by the Board of Commissioners
Perjanjian Fasilitas Kredit on Credit Facility Agreement
Kilas Kinerja 2025
26. Kinerja YTD Bulan Juli 2025 26. YTD performance as of July 2025
27. Perkenalan Dewan Komisaris 27. Introduction of the Board of Commissioners
28. Rapat Perdana Dewan Komisaris dan Komite 28. Inaugural meeting of the Board of Commissioners
and Committees
29. Pengurus Anak Perusahaan 29. Subsidiary management
30. Persetujuan Kantor Akuntan Publik (KAP) 30. Approval of Public Accounting Firm (KAP)
1
31. Kinerja YTD Agustus 2025 31. YTD performance as of August 2025
32. Rencana Kerja Dewan Komisaris 32. Work plan of the Board of Commissioners
33. Kinerja YTD September 2025 33. YTD performance as of September 2025
34. Update Proyek Elnusa 34. Update on Elnusa projects
35. (lanjutan) Update Proyek Elnusa 35. (Continued) Update on Elnusa projects
36. Kinerja YTD Oktober 2025 36. YTD performance as of October 2025
37. Kinerja YTD November 2025 37. YTD performance as of November 2025
Laporan Management
Management Report
Sesuai dengan ketentuan pada Anggaran Dasar In accordance with the Company’s Articles of Association
Perseroan dan Board Manual, Rapat Dewan Komisaris and the Board Manual, joint meetings of the Board of
bersama Direksi wajib diselenggarakan secara berkala Commissioners and the Board of Directors must be held
paling kurang 1 (satu) kali dalam 4 (empat) bulan. periodically at least 1 (one) time every 4 (four) months.
Rapat Dewan Komisaris bersama Direksi untuk tahun The joint meetings for 2025 had been scheduled prior to
2
2025 telah diagendakan sebelum tahun berjalan yang the start of the year and were included in the Board of
dituangkan di dalam program kerja Dewan Komisaris Commissioners’ 2025 work program, with a frequency
tahun 2025, yakni Rapat Dewan Komisaris bersama of 1 (one) meeting per month.
Direksi dilaksanakan 1 (satu) kali dalam sebulan.
Pada tahun 2025, rapat gabungan antara Dewan In 2025, a total of 25 joint meetings between the Board
Komisaris dan Direksi telah dilaksanakan sebanyak of Commissioners and the Board of Directors were held.
25 kali. Informasi mengenai agenda dan tingkat Information regarding the agenda and attendance of
Profil Perusahaan
Company Profile
kehadiran anggota Dewan Komisaris dan Direksi, members of the Board of Commissioners and the Board
serta rekapitulasi kehadiran dalam rapat-rapat tersebut of Directors, as well as the attendance recap for these
disajikan sebagai berikut. meetings, is presented as follows.
3
Rekapitulasi Kehadiran Dewan Komisaris dan Direksi pada Rapat Gabungan
Recapitulation of Attendance of the Board of Commissioners and Directors at Joint Meetings
Persentase
Jumlah
Jumlah Kehadiran
Analisis dan Pembahasan Manajemen
Wajib Rapat
Management Discussion and Analysis
Dewan Komisaris dan Direksi Kehadiran (%)
Number of
Board of Commissioners and Directors Total Percentage of
Mandatory
Attendance Attendance
Meetings
(%)
Dewan Komisaris
Board of Commissioners
Purwadi Arianto (Komisaris Utama)* 6 5 83
(President Commissioner)*
Vitri Cahyaningsih Mallarangeng (Komisaris)* 6 6 100
(Commissioner)*
Abdul Hakim (Komisaris Independen)* 6 6 100
(Independent Commissioner)*
Farazandi Fidinansyah (Komisaris Independen)* 6 6 100
4
(Independent Commissioner)*
Eko Ariantoro (Komisaris Utama merangkap Komisaris Independen)* 19 19 100
(President Commissioner and Independent Commissioner)*
Nur Endro Buwono (Komisaris)* 19 19 100
(Commissioner)*
2025 Annual Report PT Elnusa Tbk
318
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Persentase
Jumlah
Jumlah Kehadiran
Wajib Rapat
Dewan Komisaris dan Direksi Kehadiran (%)
Number of
Board of Commissioners and Directors Total Percentage of
Mandatory
Attendance Attendance
Meetings
(%)
Ariana Soemanto (Komisaris)* 19 18 95
(Commissioner)*
Denie Samuel Tampubolon (Komisaris Independen)* 19 19 100
(Independent Commissioner)*
Direksi
Board of Directors
5
Litta Indriya Ariesca (Direktur Utama)* 5 5 100
(President Director)*
Arief Prasetyo Handoyo (Direktur Pengembangan Usaha) 19 19 100
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
(Director of Business Development)
Hera Handayani (Direktur SDM & Umum) 18 17 94
(Director HR & General Services)
Andri Haribowo (Direktur Operasi)* 6 6 100
(Director of Operations)*
Nelwin Aldriansyah (Direktur Keuangan)* 5 5 100
(Director of Finance)*
Bachtiar Soeria Atmadja (Direktur Utama)* 10 10 100
(President Director)*
Stanley Iriawan (Direktur Keuangan)* 12 12 100
(Director of Finance)*
Endro Hartanto (Direktur Operasi)* 11 10 91
(Director of Operations)*
Rata-rata 98
Average
6
Sustainability Reference
Rujukan Keberlanjutan
*) Per 25 Agustus 2025, Eko Ariantoro, Nur Endro Buwono, Ariana Soemanto, Denie Samuel Tampubolon digantikan oleh Purwadi
Arianto, Vitri Cahyaningsih Mallarangeng, Abdul Hakim, dan Farazandi Fidinansyah. Pada tanggal yang sama, Bachtiar Soeria
Atmaja, Stanley Iriawan, Endro Hartanto digantikan oleh Litta Indriya Ariesca, Nelwin Aldriansyah, dan Andri Haribowo.
*) As of August 25, 2025, Eko Ariantoro, Nur Endro Buwono, Ariana Soemanto, and Denie Samuel Tampubolon were replaced by
Purwadi Arianto, Vitri Cahyaningsih Mallarangeng, Abdul Hakim, and Farazandi Fidinansyah. On the same date, Bachtiar Soeria
Atmaja, Stanley Iriawan, and Endro Hartanto were replaced by Litta Indriya Ariesca, Nelwin Aldriansyah, and Andri Haribowo.
Agenda-agenda dalam Rapat Gabungan Dewan The agendas discussed in the Joint Meetings of the
Komisaris dan Direksi adalah sebagai berikut: Board of Commissioners and the Board of Directors are
as follows:
1. Kinerja YTD Bulan Desember 2024 1. YTD performance as of December 2024 7
2. Closing Meeting Audit Laporan Keuangan Elnusa 2. Closing meeting of the Elnusa financial statement
Financial Report
Laporan Keuangan
audit
3. Kinerja YTD Bulan Januari 2025 3. YTD performance as of January 2025
4. Arahan Dewan Komisaris berdasarkan 4. Direction from the Board of Commissioners based
Rekomendasi BPK on BPK recommendations
5. Optimalisasi Lahan 5. Land optimization
6. Kinerja YTD Bulan Februari 2025 6. YTD performance as of February 2025
7. Tata Waktu RJPP dan RKAP Tahun 2026 7. Timeline for the RJPP and RKAP for 2026
8. Penghapusan Aset 8. Asset write-off
9. Kinerja YTD Bulan Maret 2025 9. YTD performance as of March 2025
10. Project Elnusa 10. Elnusa projects
11. Kinerja YTD Bulan April 2025 11. YTD performance as of April 2025
12. HSSE EPN 12. HSSE EPN
13. Kinerja YTD Bulan Mei 2025 13. YTD performance as of May 2025
14. Audiensi Permohonan Investasi 14. Investment proposal hearing
15. Pengembangan Bisnis Anak Perusahaan 15. Subsidiary business development
16. Kinerja YTD Bulan Juni 2025 16. YTD performance as of June 2025
17. Audiensi Permohonan Investasi 17. Investment proposal hearing
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18. Pembahasan Update Investasi 18. Discussion on investment updates
19. Kinerja YTD Bulan Juli 2025 19. YTD performance as of July 2025
20. Kinerja YTD Bulan Agustus 2025 20. YTD performance as of August 2025
21. Rapat Terbatas BOC dan BOD 21. Limited meeting of the BOC and BOD
22. Kinerja YTD Bulan September 2025 22. YTD performance as of September 2025
2025 Performance Highlights
23. Update Project Elnusa 23. Update on Elnusa projects
24. Kinerja YTD Bulan Oktober 2025 24. YTD performance as of October 2025
25. Kinerja YTD Bulan November 2025 25. YTD performance as of November 2025
Kilas Kinerja 2025
Rapat Direksi Board of Directors Meetings
Direksi wajib menyelenggarakan rapat internal paling The Board of Directors is required to hold internal
kurang 1 (satu) kali dalam setiap bulan, selaras meetings at least 1 (one) time each month, in
1
dengan ketentuan yang tertuang dalam Anggaran accordance with the provisions set out in the Company’s
Dasar Perusahaan dan Board Manual. Rapat Direksi Articles of Association and the Board Manual. Board of
dilakukan untuk membicarakan mengenai hal-hal Directors’ meetings are conducted to discuss strategic or
strategis atau operasional. Strategis memiliki makna operational matters. Strategic matters refer to decisions
yakni hal-hal yang diputuskan dengan memerlukan that require the issuance of a Board of Directors’ Decree
diterbitkannya surat keputusan Direksi atau memo or memorandum and have an impact on all work units,
Direksi yang berdampak pada semua unit kerja. while operational matters refer to follow-up actions
Sedangkan operasional bermakna hal-hal yang required for the implementation of strategic decisions.
berkenaan dengan tindak lanjut yang diperlukan untuk
Laporan Management
Management Report
pelaksanaan keputusan strategis.
Materi rapat Direksi disiapkan oleh Sekretaris Meeting materials are prepared by the Corporate
Perusahaan dan disampaikan paling lambat lima Secretary and must be submitted no later than five
hari sebelum rapat diselenggarakan. Materi rapat days prior to the meeting. The materials are distributed
disampaikan bersamaan dengan penyampaian together with the meeting invitation. All decisions
undangan rapat. Semua keputusan dalam rapat Direksi in Board of Directors’ meetings are made based on
diambil dengan musyawarah untuk mufakat. Apabila deliberation for consensus. If consensus cannot be
2
tidak tercapai musyawarah mufakat, maka keputusan reached, decisions are made through voting based on
diambil dengan pemungutan suara berdasarkan suara at least 1/2 (one-half) of the votes cast in the meeting.
setuju paling sedikit 1/2 (satu per dua) dari jumlah
suara yang dikeluarkan dalam rapat.
Di sepanjang tahun 2025, Direksi melaksanakan rapat Throughout 2025, the Board of Directors held 94
sebanyak 94 kali. Berikut disampaikan agenda dan meetings. The following presents the meeting agendas,
tingkat kehadiran Direksi serta rekapitulasi tingkat attendance of the Board of Directors, and the
kehadiran Direksi dalam rapat-rapat tersebut. recapitulation of attendance at these meetings.
Profil Perusahaan
Company Profile
Rekapitulasi Kehadiran Direksi pada Rapat Direksi
Recapitulation of the Board of Directors’ Attendance at Board of Directors’ Meetings
Persentase
Jumlah
3
Jumlah Kehadiran
Wajib Rapat
Direksi Kehadiran (%)
Number of
Board of Directors Total Percentage of
Mandatory
Attendance Attendance
Meetings
(%)
Litta Indriya Ariesca (Direktur Utama)*
(President Director)* 32 32 100,00
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Arief Prasetyo Handoyo (Direktur Pengembangan Usaha)
(Director of Business Development) 94 85 90,43
Hera Handayani (Direktur SDM & Umum)
(Director HR & General Services) 94 81 86,17
Andri Haribowo (Direktur Operasi)*
(Director of Operations)* 32 20 62,50
Nelwin Aldriansyah (Direktur Keuangan)*
(Director of Finance)* 32 29 90,63
Bachtiar Soeria Atmadja (Direktur Utama)*
(President Director)* 62 59 95,16
Stanley Iriawan (Direktur Keuangan)*
(Director of Finance)* 62 61 98,39
Endro Hartanto (Direktur Operasi)*
(Director of Operations)* 62 52 83,87
4
Rata-rata 88,39
Average
*) Bachtiar Soeria Atmaja, Stanley Iriawan, Endro Hartanto tidak lagi menjabat sejak 25 Agustus 2025, posisinya digantikan oleh
Litta Indriya Ariesca, Nelwin Aldriansyah, dan Andri Haribowo.
*) Bachtiar Soeria Atmaja, Stanley Iriawan, and Endro Hartanto no longer served as of August 25, 2025, and they were replaced by
Litta Indriya Ariesca, Nelwin Aldriansyah, and Andri Haribowo.
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1. Update Strategic Initiative ESG 1. Update on ESG Strategic Initiatives
2. Update Antisipasi Potensi Banjir Jabodetabek Pada 2. Update on Anticipation of Potential Flooding in the
Periode Akhir 2024 - Awal 2025 dan Dampaknya Greater Jakarta Area (Jabodetabek) during the End
Bagi Pekerja di Lingkungan Subholding Upstream of 2024 – Early 2025 Period and Its Impact on
Employees within the Upstream Subholding
3. Laporan Kinerja AP - ETSA, SCUPND dan EFK W1 3. Subsidiary Performance Report – ETSA, SCUPND,
Januari 2025 and EFK (Week 1 January 2025)
4. Pembahasan Administrasi Pembayaran Tantiem 4. Discussion on the Administration of 2023 Tantiem
2023 Payments
5. Laporan Kinerja ENHO W2 Januari 2025 5. ENHO Performance Report (Week 2 January 2025)
6. Pembahasan HC Matters 6. Discussion on on HC Matters
5
7. Update TLPG Kolaka 7. TLPG Kolaka Update
8. Pembahasan terkait Pelindungan Data Pribadi 8. Discussion on Personal Data Protection
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
9. Persetujuan permohonan Penandatanganan 9. Approval of the Request for the HSSE Commitment
Komitmen HSSE Signing
10. Laporan Kinerja dan Rencana Penutupan KSO BP 10. Performance Report and Closure Plan of KSO BP
dan KSO Raga and KSO Raga
11. Laporan Kinerja AP - EPN W1 Febeuari 2025 11. Subsidiary Performance Report – EPN (Week 1
February 2025)
12. Pembahasan Terkait Figure Laporan Keuangan 12. Discussion on Audited Financial Statement Figures
Audited
13. Laporan Kinerja AP - ETSA, SCUPND dan EFK W2 13. Subsidiary Performance Report – ETSA, SCUPND,
Feb 2025 and EFK (Week 2 February 2025)
14. Pembahasan Terkait Khusus Standarisasi 14. Discussion Specifically on IT Management
Pengelolaan IT Standardization
15. Permohonan Persetujuan Investasi Renovasi Graha 15. Request for Approval of Investment for Graha
6
Elnusa & Persiapan Lahan/Warehouse Batakan Elnusa Renovation & Preparation of Batakan Land/
Serta Update Progress RPI Pembangunan Lahan Warehouse as well as Progress Update on RPI
Sustainability Reference
Rujukan Keberlanjutan
Manggar Manggar Land Development
16. Laporan Kinerja ENHO W3 Februari 2025 16. ENHO Performance Report (Week 3 February
2025)
17. Laporan Kinerja EPN W4 Feb 2025 17. EPN Performance Report (Week 4 February 2025)
18. Pembahasan terkait Penentuan Payout Rasio 18. Discussion on Determination of Dividend Payout
Dividen Ratio
19. Pembahasan terkait Strategi Menaikkan Saham 19. Discussion on Strategy to Improve ELSA Share Price
ELSA yang Anjlok Imbas dari Kasus Korupsi Patra Following the Impact of the Patra Niaga Corruption
Niaga Case
20. Laporan Kinerja AP - EFK SCUPND ETSA W1 20. Subsidiary Performance Report – EFK, SCUPND,
Maret 2025 and ETSA (Week 1 March 2025)
21. Permohonan Persetujuan Investasi 2 Unit Cementing 21. Request for Approval of Investment in 2 (two) 7
Twin Pump PHSS Cementing Twin Pump Units for PHSS
Financial Report
Laporan Keuangan
22. Pengajuan Persetujuan Approval SAM Revisi 6 22. Submission for Approval of SAM Revision 6
23. Laporan Kinerja ENHO W2 Maret 2025 23. ENHO Performance Report (Week 2 March 2025)
24. Laporan Kinerja AP - EPN W3 Mar 2025 24. Subsidiary Performance Report – EPN (Week 3
March 2025)
25. Usulan KPI 2025 25. Proposed 2025 KPIs
26. Permohonan Persetujuan Investasi TZ Project Zulu 26. Request for Approval of Investment in TZ Project
Pada 20 Maret 2025 Zulu on March 20, 2025
27. Pengajuan Investasi Tanki Mobil EPN 27. Submission for Investment in EPN Tank Trucks
28. Pemetaan Portofolio Elnusa 28. lnusa Portfolio Mapping
29. Laporan Kinerja AP - ETSA, SCUPND dan EFK W4 29. Subsidiary Performance Report – ETSA, SCUPND,
Maret 2025 and EFK (Week 4 March 2025)
30. Penyampaian KPI Final 2025 Direktur Utama 30. Submission of Final 2025 KPI for the President
Elnusa Director of Elnusa
31. Update Progress TLPG Kolaka 31. Progress Update of TLPG Kolaka
32. Kinerja ENHO W3 April 2025 32. ENHO Performance (Week 3 April 2025)
33. Kinerja AP EPN 23 April 2025 33. Subsidiary Performance – EPN (April 23, 2025)
34. Penetapan Tata Waktu RUPS Tahunan Anak 34. Determination of the Timeline for the Annual GMS
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321
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Perusahaan Tahun Buku 2024 of Subsidiaries for Fiscal Year 2024
35. Laporan Kinerja AP – ETSA, SCUPND dan EFK 35. Subsidiary Performance Report – ETSA, SCUPND,
and EFK
2025 Performance Highlights
36. Pembahasan Mekanisme Pelunasan Sukuk 36. Discussion of Sukuk Settlement Mechanism
37. Laporan Kinerja ENHO W2 Mei 2025 37. ENHO Performance Report (Week 2 May 2025)
38. Permohonan Pengajuan Investasi TZ Zulu 38. Request for Approval of Investment in TZ Zulu
Kilas Kinerja 2025
39. Pembahasan terkait Peringkat Komposit Resiko 39. Discussion on the 2024 Composite Risk Rating as a
2024 Untuk Syarat Pencairan Tantiem yang Requirement for the Disbursement of Deferred 2023
Ditangguhkan Tahun 2023 Tantiem
40. Laporan Kinerja AP - EPN W3 Mei 2025 40. Subsidiary Performance Report – EPN (Week 3
May 2025)
41. Laporan Kinerja AP – ETSA, SCUPND dan EFK 41. Subsidiary Performance Report – ETSA, SCUPND,
1
and EFK
42. Permohonan Persetujuan Investasi Mobil Tanki EPN 42. Request for Approval of Investment in EPN Tank
Trucks
43. Tindak Lanjut terkait Pengembalian Hasil Lelang 43. Follow-up on the Returnof Proceeds from the Auction
Barang Rampasan Negara Kasus Bank Mega of Confiscated Assets Related to the Bank Mega
Case
44. Permohonan Persetujuan Investasi Alat NSS 44. Request for Approval of Investment in NSS
Laporan Management
Management Report
Equipment
45. Update Pembahasan RKAP 2026 Base Target 45. Update on the Discussion of the RKAP 2026 Base
Target
46. Laporan Kinerja ENHO W1 Juni 2025 46. ENHO Performance Report (Week 1 June 2025)
47. Laporan Kinerja Anak Perusahaan EPN W2 Juni 47. Subsidiary Performance Report – EPN (Week 2 June
2025 2025)
2
48. Pembahasan terkait Usulan Rate Hotel & Personil 48. Discussion on Proposed Hotel Rates & Personnel
Review Perjalanan Dinas Karyawan Review for Employee Business Travel
49. Update Pemaparan Business Plan PND 49. Update on Presentation of PND Business Plan
50. Laporan Kinerja AP – ETSA, SCUPND dan EFK 50. Subsidiary Performance Report – ETSA, SCUPND,
W3 Juni 2025 and EFK (Week 3 June 2025)
51. Rapat Direksi Khusus Pipeline Integrity 51. Special Board of Directors Meeting on Pipeline
Management Business Plan Integrity Management Business Plan
52. Update Penyelesaian Modifikasi Sistem SAP yang 52. Update on the Completion of SAP System
Profil Perusahaan
Company Profile
Sebelumnya Dilakukan oleh Konsultan EPN 25 Modifications Previously Conducted by EPN
Juni 2025 Consultant (June 25, 2025)
53. Update Rencana Pembangunan Elnusa Tower 53. Update on the Development Plan of Elnusa Tower
54. Update Progress TLPG Kolaka 54. Progress Update of TLPG Kolaka
55. Pembahasan terkait Tinjauan Management Anti 55. Discussion on Anti-Bribery Management Review
3
Penyuapan ISO 37001 (ISO 37001)
56. Laporan Kinerja ENHO W3 Juli 2025 56. ENHO Performance Report (Week 3 July 2025)
57. Pembahasan terkait dengan Karoseri MT 16kL 57. Discussion on regarding Karoseri MT 16kL
58. Pemaparan Hasil FS Pembangunan Elnu Tower 58. Presentation of Feasibility Study Results for Elnusa
oleh Konsultan T & T.21 Juli 2025 Tower Development by T&T Consultant (July 21,
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
2025)
59. Laporan Kinerja Anak Perusahaan EPN W4 Juli 59. Subsidiary Performance Report– EPN (Week 4 July
2025 2025)
60. Pembahasan Skema Kerjasama Sewa Lahan 60. Discussion on Land Lease Cooperation Scheme for
Masalembu Masalembu
61. Laporan Kinerja AP – ETSA, SCUPND dan EFK 61. Subsidiary Performance Report – ETSA, SCUPND,
W4 Juli 2025 and EFK (Week 4 July 2025)
62. Laporan Kinerja ENHO W3 Agustus 2025 62. ENHO Performance Report (Week 3 August 2025)
63. Laporan Kinerja Anak Perusahaan Elnusa Petrofin 63. Subsidiary Performance Report – Elnusa Petrofin
(EPN) W2 September 2025 (EPN) (Week 2 September 2025)
64. Laporan Kinerja AP – ETSA, SCU PND dan EFK 64. Subsidiary Performance Report – ETSA, SCUPND,
W3 September 2025 and EFK (Week 3 September 2025)
4
65. Update Progress Masalembu 65. Masalembu Progress Update
66. Update Proses PKPU Onasis 66. Update on the PKPU Process for Onasis
67. Laporan Kinerja ENHO September 2025 67. ENHO Performance Report – September 2025
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68. Laporan Kinerja Anak AP - EPN, EFK dan SCUPND 68. Subsidiary Performance Report –EPN, EFK dan
Oktober 2026 SCUPND (October, 2025)
69. Laporan Letmi ITB atas Evaluasi dan Perbaikan 69. LETMI ITB Report regarding Evaluation and
Proses Bisnis ; dan Rencana Penyelarasan Fungsi Improvement of Business Processes and Alignment
Investor Relation Plan for Investor Relations Function
70. Koordinasi BOD - Brainstorming Isu Strategis 14 70. BOD Coordination – Brainstorming on Strategic
Oktober 2025 Issues (October 14, 2025)
71. Kinerja ENHO Oktober 2025 71. ENHO Performance for October 2025
72. Pembahasan Rencana Pembangunan Elnusa Tower 72. Discussion on Elnusa Tower Development Plan –
- Konsultan T & T T&T Consultant
73. Pembahasan Terkait Kendaraan Operasional 73. Discussion on Directors’ Operational Vehicles
5
Direksi
74. Pemaparan Tinjauan Manajemen ISO Series 74. Presentation of the ISO Series Management
(Integrated Management System dan Asset Review (Integrated Management System and Asset
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Managemen System) Management System)
75. MSRKAP (Dry Run Materi Rakom) Kinerja 75. MSRKAP (Dry Run for Rakom Materials), September
September 2025 & Brainstorming Isu Strategis 2025 Performance & Strategic Issues Brainstorming
76. Persetujuan Investasi Peremajaan Nodal & 76. Approval of Investment for Renewal of Nodal &
Peralatan Navigasi STPS STPS Navigation Equipment
77. Penyelarasan Anggaran Dasar Anak Perusahaan 77. Alignment of the Articles of Association of
Subsidiaries
78. Laporan Kinerja ENHO November 2025 78. ENHO Performance Report for November 2025
79. Brainstorming Update Isu Business Development & 79. Brainstorming Update of Business Development
Marketing (Dilaksanakan setelah penutupan Radir & Marketing Issues (held after the ENHO Board
ENHO) Meeting)
80. Update Reorganisasi Struktur Business Development 80. Update on Reorganization of Business Development
& Marketing & Marketing Structure
6
81. Laporan Kinerja AP – EPN, EFK, ETSA, dan 81. Subsidiary Performance Report – EPN, EFK, ETSA,
SCUPND November 2025 and SCUPND (November 2025)
Sustainability Reference
Rujukan Keberlanjutan
82. Pembahasan Terkait Surat Undangan Pertemuan 82. Discussion on the Invitation Letter for Bipartite
Bipartit ex VP EPCOM Meeting (ex VP EPCOM)
83. Pembahasan Submission KSOT 83. Discussion on KSOT Submission
84. MSRKAP (Dry Run Materi Rakom) Kinerja Oktober 84. MSRKAP (Dry Run for Rakom Materials), October
2025 2025 Performance
85. Permohonan Persetujuan Investasi Revamping EWL 85. Request for Approval of Investment for EWL Unit
Unit Revamping
86. Permohonan Persetujuan Investasi Blending Plant 86. Request for Approval of Investment for Blending
Plant
87. Persiapan Kunjungan Wamen Iraq ke Elnusa 87. Preparation for the Visit of the Vice Minister of Iraq
to Elnusa
88. Laporan Kinerja ENHO Desember 2025 88. NHO Performance Report (December 2025) 7
89. Pembahasan Kasus Onasis 89. Discussion of Onasis Case
Financial Report
Laporan Keuangan
90. Kinerja & Strategic Isu HSSE 90. HSSE Performance & Strategic Issues
91. Pengajuan Investasi 3 Unit Mobil Tanki Biru Putih 91. Submission for Investment in 3 Units of Blue-White
Tank Trucks
92. MSRKAP (Dry Run Materi Rakom) Kinerja 92. MSRKAP (Dry Run for Rakom Materials), November
November 2025 2025 Performance
93. Pembahasan Exposed Laporan Audit 93. Discussion on Audit Report Exposure
94. Pembahasan terkait Digitalisasi 94. Discussion on Digitalization
2025 Annual Report PT Elnusa Tbk
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2025 Performance Highlights
Kilas Kinerja 2025
1
Laporan Management
Management Report
2
Profil Perusahaan
Company Profile
3
Kehadiran Dewan Komisaris dan Direksi Attendance of the Board of Commissioners
dalam RUPS and Board of Directors at the GMS
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Mengacu pada Surat Edaran OJK Referring to OJK Circular Letter No. 32/SEOJK.04/2015
No. 32/SEOJK.04/2015 tentang Pedoman Tata concerning Guidelines for Corporate Governance of
Kelola Perusahaan Terbuka, dalam poin Rekomendasi Public Companies, Recommendation 2 requires that all
2, diwajibkan bahwa seluruh Dewan Komisaris dan members of the Board of Commissioners and the Board
Direksi hadir dalam RUPS Tahunan Perusahaan. of Directors attend the Company’s Annual GMS. In
Sebagai bentuk pemenuhan atas ketentuan tersebut, compliance with this requirement, the Company discloses
Perusahaan mengungkapkan tingkat kehadiran the attendance level of the Board of Commissioners and
Dewan Komisaris dan Direksi dalam RUPS yang the Board of Directors at the GMS held throughout 2025
diselenggarakan sepanjang tahun 2025 sebagai as follows.
berikut ini.
4
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Rekapitulasi Kehadiran Direksi pada Rapat Direksi
Recapitulation of the Board of Directors’ Attendance at Board of Directors’ Meetings
RUPS
Persentase
Tahunan
RUPS Luar Biasa Kehadiran
Tahun Buku
25 Agustus 2025 (%)
2024
Dewan Komisaris dan Direksi 22 Mei 2025
Extraordinary Percentage
Board of Commissioners and Directors
GMS – of
Annual GMS
August 25, 2025 Attendance
for Fiscal Year
(%)
5
2024 –
May 22, 2025
Dewan Komisaris
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Board of Commissioners
Purwadi Arianto (Komisaris Utama)* Belum menjabat
(President Commissioner)* Not yet in office -
Vitri Cahyaningsih Mallarangeng (Komisaris)* Belum menjabat
(Commissioner)* Not yet in office -
Abdul Hakim (Komisaris Independen)* Belum menjabat
(Independent Commissioner)* Not yet in office -
Farazandi Fidinansyah (Komisaris Independen)* Belum menjabat
(Independent Commissioner)* Not yet in office -
Eko Ariantoro (Komisaris Utama merangkap Komisaris Independen)* 100
(President Commissioner and Independent Commissioner)*
Nur Endro Buwono (Komisaris)* 100
(Commissioner)*
Arianan Soemanto (Komisaris)* 100
6
(Commissioner)*
Denie Samuel Tampubolon (Komisaris Independen)* 100
Sustainability Reference
Rujukan Keberlanjutan
(Independent Commissioner)*
Direksi
Board of Directors
Litta Indriya Ariesca (Direktur Utama)* Belum menjabat
-
(President Director)* Not yet in office
Arief Prasetyo Handoyo (Direktur Pengembangan Usaha) 100
(Director of Business Development)
Hera Handayani (Direktur SDM & Umum) 100
(Director HR & General Services)
Andri Haribowo (Direktur Operasi)* Belum menjabat
-
(Director of Operations)* Not yet in office
Nelwin Aldriansyah (Direktur Keuangan)* Belum menjabat
(Director of Finance)* Not yet in office
- 7
Bachtiar Soeria Atmadja (Direktur Utama)*
Financial Report
Laporan Keuangan
100
(President Director)*
Stanley Iriawan (Direktur Keuangan)* 100
(Director of Finance)*
Endro Hartanto (Direktur Operasi)* 100
(Director of Operations)*
Rata-rata
100
Average
*) Per 25 Agustus 2025, Eko Ariantoro, Nur Endro, Arianan Soemanto, Denie Samuel Tampubolon digantikan oleh Purwadi Arianto,
Vitri Cahyaningsih Mallarangeng, Abdul Hakim, dan Farazandi Fidinansyah. Pada tanggal yang sama, Bachtiar Soeria Atmaja,
Stanley Iriawan, Endro Hartanto digantikan oleh Litta Indriya Ariesca, Nelwin Aldriansyah, dan Andri Haribowo.
*) As of August 25, 2025, Eko Ariantoro, Nur Endro, Ariana Soemanto, and Denie Samuel Tampubolon were replaced by Purwadi
Arianto, Vitri Cahyaningsih Mallarangeng, Abdul Hakim, and Farazandi Fidinansyah. On the same date, Bachtiar Soeria Atmaja,
Stanley Iriawan, and Endro Hartanto were replaced by Litta Indriya Ariesca, Nelwin Aldriansyah, and Andri Haribowo.
2025 Annual Report PT Elnusa Tbk
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RENCANA PELAKSANAAN RAPAT DEWAN KOMISARIS DAN
DIREKSI TAHUN 2026
PLAN FOR THE IMPLEMENTATION OF BOARD OF COMMISSIONERS
2025 Performance Highlights
AND BOARD OF DIRECTORS MEETINGS IN 2026
-
Pelaksanaan Rapat Dewan Komisaris dan Rapat Direksi The implementation of Board of Commissioners Meetings
Kilas Kinerja 2025
diatur dalam Anggaran Dasar Perusahaan, yakni and Board of Directors Meetings is governed by the
bahwa Rapat Dewan Komisaris dilaksanakan minimal Company’s Articles of Association, which stipulate that
sekali setiap 2 (dua) bulan, Rapat Dewan Komisaris Board of Commissioners Meetings are held at least once
mengundang Direksi dilaksanakan minimal sekali setiap every 2 (two) months, Board of Commissioners Meetings
4 (empat) bulan, serta Rapat Direksi dilaksanakan inviting the Board of Directors are held at least once
minimal sekali setiap 1 (satu) bulan. every 4 (four) months, and Board of Directors Meetings
1
are held at least once every 1 (one) month.
Selaras dengan Program Kerja Dewan Komisaris,
Rapat Internal Dewan Komisaris dan Rapat Dewan In alignment with the Board of Commissioners’ Work
Komisaris yang mengundang Direksi akan dilaksanakan Program, Internal Board of Commissioners Meetings
sekali dalam 1 (satu) bulan, agar lebih meningkatkan and Board of Commissioners Meetings inviting the
koordinasi dan pengambilan keputusan yang lebih Board of Directors will be held once every 1 (one)
efektif. Penyelenggaraan rapat Dewan Komisaris month to enhance coordination and enable more
Laporan Management
Management Report
tersebut direncanakan dilakukan setiap minggu ke-3 effective decision-making. These meetings are planned
atau ke-4 pada bulan berjalan dengan agenda rapat to take place in the third or fourth week of each
di antaranya membahas tentang laporan bulanan month, with agendas including discussions on monthly
kinerja, evaluasi terhadap pelaksanaan keputusan performance reports, evaluation of the implementation
Rapat Dewan Komisaris sebelumnya serta tindak lanjut of previous Board of Commissioners’ resolutions,
atas arahan dan/ atau keputusan Dewan Komisaris follow-up on directives and/or decisions of the Board
2
dan/atau tindak lanjut yang dilaksanakan oleh Direksi of Commissioners, as well as follow-up actions carried
serta hal-hal lain yang dianggap perlu sesuai tugas out by the Board of Directors, and other matters deemed
dan fungsi pengawasan Dewan Komisaris. necessary in accordance with the supervisory duties and
functions of the Board of Commissioners.
Untuk Rapat Direksi di tahun 2026 direncanakan untuk Board of Directors Meetings in 2026 are planned to
dilaksanakan 1 (satu) kali dalam 1 (satu) minggu. be held once every 1 (one) week. The meeting agenda
Agenda rapat di antaranya membahas tentang includes discussions on monthly reports from each
Profil Perusahaan
Company Profile
laporan bulanan masing-masing Direktorat, penetapan Directorate, determination of the Company’s strategic
kebijakan strategis Perusahaan, kinerja operasional, policies, operational performance, corporate strategy,
strategi perusahaan serta hal-hal lain yang dianggap and other matters deemed necessary in accordance with
perlu sesuai tugas dan fungsi Direksi. the duties and functions of the Board of Directors.
3
Penyusunan agenda rapat direksi, rapat komisaris, The preparation of the Board of Directors’ meeting
rapat gabungan direksi dan komisaris sepanjang tahun agenda for the entire year of 2026 has been formulated
2026 sudah dirumuskan sejak November 2025. since November 2025.-
Tahun Buku 2026 / Fiscal Year 2026
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Rapat
No Jan Feb Mar Apr Mei Jun Jul Agu Sep Okt Nov Des
Meeting
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
1 Rapat Internal
Dewan
Komisaris
Board of M3 M3 M3 M3 M3 M3 M3 M3 M3 M3 M3 M3
Commissioners
Internal
Meeting
2 Rapat Dewan
Komisaris
bersama Direksi
4
Board of
M3 M4 M3 M3 M4 M3 M4 M3 M4 M4 M4 M3
Commissioners
Meeting with
the Board of
Directors
3 Rapat Direksi M1 M1 M1 M1 M1 M1 M1 M1 M1 M1 M1 M1
Board of M2 M2 M2 M2 M2 M2 M2 M2 M2 M2 M2 M2
Directors M3 M3 M3 M3 M3 M3 M3 M3 M3 M3 M3 M3
Meeting M4 M4 M4 M4 M4 M4 M4 M4 M4 M4 M4 M4
2025 Annual Report PT Elnusa Tbk
326
Page 327
-PELATIHAN DAN PENGEMBANGAN KOMPETENSI DEWAN
KOMISARIS DAN DIREKSI
TRAINING AND COMPETENCY DEVELOPMENT FOR THE BOARD OF
COMMISSIONERS AND THE BOARD OF DIRECTORS
Jenis dan Materi
Pendidikan dan
Nama dan Jabatan Tempat/Tanggal Penyelenggara
Pelatihan
Name and Position Venue/Date Organizer
Types and Materials of
Education and Training
5
Dewan Komisaris
Board of Commissioners
Purwadi Arianto (Komisaris Utama)* Lembaga Sertifikasi
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Certified Risk Professional Jakarta/25 November 2025
(President Commissioner)* Profesi Pasar Modal
1. Jakarta/25 November 1. Lembaga Sertifikasi
1. Certified Risk Professional
Vitri Cahyaningsih Mallarangeng (Komisaris)* 2025 Profesi Pasar Modal
2. Legal Preventive Program
(Commissioner)* 2. Jakarta/28 Agustus 2025 2. PT Elnusa Tbk
Abdul Hakim (Komisaris Independen)*
Legal Preventive Program Jakarta/28 Agustus 2025 PT Elnusa Tbk
(Independent Commissioner)*
1. Jakarta/25 November 1. Lembaga Sertifikasi
1. Certified Risk Professional
Farazandi Fidinansyah (Komisaris Independen)* 2025 Profesi Pasar Modal
2. Legal Preventive Program
(Independent Commissioner)* 2. Jakarta/28 Agustus 2025 2. PT Elnusa Tbk
Eko Ariantoro (Komisaris Utama merangkap 1. Implementasi PDP PT
1. PT Elnusa Tbk
Komisaris Independen)* Elnusa Tbk dan Anak 1. Jakarta/3 Maret 2025
2. PT Pertamina Hulu
(President Commissioner and Independent Perusahaan 2. Jakarta/ 5 Juni 2025
Energi
Commissioner)* 2. Risk Management Forum
1. Implementasi PDP PT
1. PT Elnusa Tbk
Elnusa Tbk dan Anak 1. Jakarta/3 Maret 2025
2. PT Pertamina Hulu
Nur Endro Buwono (Komisaris)* Perusahaan 2. Jakarta/ 5 Juni 2025
6
Energi
(Commissioner)* 2. Risk Management Forum
Ariana Soemanto (Komisaris)* Implementasi PDP PT Elnusa
Sustainability Reference
Rujukan Keberlanjutan
Jakarta/3 Maret 2025 PT Elnusa Tbk
(Commissioner)* Tbk dan Anak Perusahaan
Denie Samuel Tampubolon (Komisaris
Implementasi PDP PT Elnusa
Independen)* Jakarta/3 Maret 2025 PT Elnusa Tbk
Tbk dan Anak Perusahaan
(Independent Commissioner)*
Direksi
Board of Directors
Litta Indriya Ariesca (Direktur Utama)* Certified Risk for Professional Indonesia Risk & Business
Jakarta, 25 November 2025
(President Director)* (CRP) Advisory
Arief Prasetyo Handoyo (Direktur Pengembangan Corporate Law For Executive
Exito Media Concepts
Usaha) - Aspek Hukum Dalam Jakarta, 15 Mei 2025
Pvt Ltd
(Director of Business Development) Pengelolaan Korporasi BUMN
1. Corporate Law For
Executive - Aspek Hukum
Dalam Pengelolaan
1.
2.
Jakarta, 15 Mei 2025
Online, 11 Desember
1. The Indonesia
Capital Market
7
Korporasi BUMN 2025 Institute (TICMI)
Financial Report
Laporan Keuangan
2. What Can AI Agents Do 3. Jakarta, 16 Oktober 2. ECV Technologies
For You? 2025 3. Exito Media
Hera Handayani (Direktur SDM & Umum) 3. Digital Transformation Concepts Pvt Ltd
(Director HR & General Services) Summit 2025
Corporate Law For Executive
The Indonesia Capital
Bachtiar Soeria Atmadja (Direktur Utama)* - Aspek Hukum Dalam Jakarta, 15 Mei 2025
Market Institute (TICMI)
(President Director)* Pengelolaan Korporasi BUMN
Awareness ISO 22301 :
Endro Hartanto (Direktur Operasi)* 2019 Business Continuity Jakarta, 18 November 2025 PT Mitratex Konsultan
(Director of Operations)* Management Systems (BCMS)
*) Per 25 Agustus 2025, Eko Ariantoro, Nur Endro Buwono, Ariana Soemanto, Denie Samuel Tampubolon digantikan oleh Purwadi
Arianto, Vitri Cahyaningsih Mallarangeng, Abdul Hakim, dan Farazandi Fidinansyah. Pada tanggal yang sama, Bachtiar Soeria
Atmaja, Stanley Iriawan, Endro Hartanto digantikan oleh Litta Indriya Ariesca, Nelwin Aldriansyah, dan Andri Haribowo.
*) As of August 25, 2025, Eko Ariantoro, Nur Endro Buwono, Ariana Soemanto, and Denie Samuel Tampubolon were replaced by
Purwadi Arianto, Vitri Cahyaningsih Mallarangeng, Abdul Hakim, and Farazandi Fidinansyah. On the same date, Bachtiar Soeria
Atmaja, Stanley Iriawan, and Endro Hartanto were replaced by Litta Indriya Ariesca, Nelwin Aldriansyah, and Andri Haribowo.
2025 Annual Report PT Elnusa Tbk
327
Page 328
NOMINASI DEWAN KOMISARIS DAN DIREKSI
NOMINATION OF THE BOARD OF COMMISSIONERS AND BOARD OF
2025 Performance Highlights
DIRECTORSI
Kilas Kinerja 2025
Prosedur nominasi anggota Dewan Komisaris The nomination procedure for members of the Board of
dilaksanakan berdasarkan rekomendasi yang diberikan Commissioners is carried out based on recommendations
oleh Komite NR dan GCG kepada Dewan Komisaris, provided by the Nomination, Remuneration and GCG
berdasarkan kriteria nominasi dan kandidat sesuai Committee to the Board of Commissioners, referring to
dengan kualifikasi yang diperlukan dan peraturan nomination criteria and candidates that meet the required
pasar modal serta peraturan lainnya sebagai referensi. qualifications as well as capital market regulations and
1
other relevant regulations.
Sama halnya dengan proses nominasi anggota Dewan Similarly, for the nomination process of members of the
Komisaris, pengangkatan dan pemberhentian anggota Board of Directors, their appointment and dismissal
Direksi dilakukan oleh RUPS. Proses nominasi dilakukan are determined by the GMS. The nomination process
oleh Komite NR dan GCG yang kemudian disampaikan is conducted by the Nomination, Remuneration and
kepada Dewan Komisaris. Komite NR dan GCG GCG Committee and subsequently submitted to the
Laporan Management
Management Report
mengkaji struktur dan komposisi Direksi, menetapkan Board of Commissioners. The Committee reviews the
kriteria pencalonan dan mencari kandidat dengan structure and composition of the Board of Directors,
kualifikasi yang sesuai dengan kebutuhan Perusahaan establishes nomination criteria, and identifies candidates
dan peraturan pasar modal serta peraturan lainnya with qualifications aligned with the Company’s needs as
sebagai referensi. well as capital market regulations and other applicable
provisions.
2
Nominasi dan Suksesi Dewan Komisaris & Direksi Elnusa
Nomination and Succession of the Board of Commissioners & Board of Directors of Elnusa
Penetapan Dewan Komisaris atau Direksi oleh RUPS
Determination of the Board of Commissioners or Board of Directors by the GMS
Profil Perusahaan
Company Profile
Dewan Komisaris Perusahaan meminta persetujuan kepada RUPS untuk menetapkan menjadi Dewan Komisaris atau Direksi Elnusa.
The Company’s Board of Commissioners seeks approval from the GMS to appoint members of the Board of Commissioners or the Board of Directors
of Elnusa.
Dewan Komisaris menyampaikan Calon Dewan Komisaris atau Direksi terpilih kepada Dewan Komisaris Elnusa untuk ditetapkan dalam RUPS
3
menjadi anggota Direksi Elnusa.
The Board of Commissioners submits the selected candidates for the Board of Commissioners or Board of Directors to the Board of Commissioners of
Elnusa to be appointed as members of the Board of Directors of Elnusa through the GMS.
Dewan Komisaris menyampaikan Calon Dewan Komisaris atau Direksi Pemegang Saham Utama/Pengendali, dilengkapi dengan persetujuan
tertulis dari Dewan Komisaris Entitas Induk.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
The Board of Commissioners submits candidates for the Board of Commissioners or Board of Directors representing the Major/Controlling
Shareholder, accompanied by written approval from the Board of Commissioners of the Parent Entity.
Komite NR & GCG mengusulkan bakal calon Dewan Komisaris & Direksi kepada Dewan Komisaris, yang dilengkapi dengan fit & proper test dari
Lembaga Profesional kepada Dewan Komisaris
The Nomination, Remuneration & GCG Committee proposes prospective candidates for the Board of Commissioners and the Board of Directors to
the Board of Commissioners, supported by fit and proper test results conducted by a Professional Institution.
Program Talent & Succession Management Perusahaan
Mengusulkan kandidat yang telah melalui proses melalui tahapan identifikasi, penilaian, dan rekomendasi sesuai ketentuan yang berlaku.
The Company’s Talent & Succession Management Program proposes candidates who have undergone identification, assessment, and
recommendation processes in accordance with applicable provisions.
4
2025 Annual Report PT Elnusa Tbk
328
Page 329
KEBERAGAMAN KOMPOSISI DEWAN KOMISARIS DAN DIREKSI
DIVERSITY IN THE COMPOSITION OF THE BOARD OF COMMISSIONERS
AND BOARD OF DIRECTORS
Mekanisme pemilihan dan pengangkatan anggota The selection and appointment of members of the
Dewan Komisaris dan Direksi dilakukan melalui RUPS. Board of Commissioners and the Board of Directors are
Secara umum calon anggota ditetapkan dengan carried out through the GMS. In general, candidates
memenuhi prinsip fairness setelah memenuhi aspek are determined based on the principle of fairness after
terkait keberagaman, non-diskriminasi, dan hak considering aspects of diversity, non-discrimination, and
5
asasi manusia. Pengangkatan atau pemilihan Dewan human rights. The appointment or selection of members
Komisaris mempertimbangkan kompetensi dan keahlian of the Board of Commissioners takes into account the
serta latar belakang yang dibutuhkan Perusahaan, juga competencies, expertise, and background required by
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
penilaian atas integritas. Meski belum ada kebijakan the Company, as well as an assessment of integrity.
tertulis mengenai hal ini, Pemegang Saham Pengendali Although there is no formal written policy regarding this
Perusahaan memperhatikan penerapan prinsip GCG matter, the Company’s Major/Controlling Shareholder
dan Undang-Undang RI No. 39 tahun 1999 tentang considers the application of GCG principles and Law of
Hak Asasi Manusia di dalam mekanisme tersebut. the Republic of Indonesia No. 39 of 1999 concerning
Human Rights in this process.
Perusahaan berupaya untuk menjaga bauran keahlian The Company strives to maintain a mix of expertise
dan pengalaman anggota Dewan Komisaris dan Direksi and experience among members of the Board
yang mencakup di antaranya bidang supply chain of Commissioners and the Board of Directors,
management, keuangan, tata kelola, sumber daya including in the areas of supply chain management,
manusia, perminyakan, komunikasi maupun energi. finance, governance, human resources, petroleum,
Identifikasi keahlian Dewan Komisaris dan Direksi communication, and energy. The identification of
6
dilakukan berdasarkan latar belakang pendidikan, competencies of the Board of Commissioners and the
pengalaman kerja serta pelatihan yang pernah Board of Directors is based on educational background,
Sustainability Reference
Rujukan Keberlanjutan
diikuti. Elnusa juga berkomitmen untuk meningkatkan professional experience, and training undertaken. Elnusa
kompetensi Dewan Komisaris dan Direksi, baik melalui is also committed to enhancing the competencies of the
training, workshop serta kegiatan lainnya yang relevan Board of Commissioners and the Board of Directors
bagi peningkatan kompetensi Dewan Komisaris dan through training, workshops, and other relevant activities
Direksi. aimed at strengthening their capabilities.
7
Financial Report
Laporan Keuangan
2025 Annual Report PT Elnusa Tbk
329
Page 330
PENGUNGKAPAN HUBUNGAN AFILIASI ANTARA DIREKSI, DEWAN
KOMISARIS, DAN PEMEGANG SAHAM UTAMA/PENGENDALI
2025 Performance Highlights
DISCLOSURE OF AFFILIATION AMONG THE BOARD OF DIRECTORS,
BOARD OF COMMISSIONERS, AND MAJOR/CONTROLLING
Kilas Kinerja 2025
SHAREHOLDERS
Pemegang Saham Pengendali, Dewan Komisaris The Major/Controlling Shareholder, the Board of
dan Direksi saling menghormati pelaksanaan tugas, Commissioners, and the Board of Directors mutually
tanggung jawab, dan wewenang masing-masing sesuai respect the implementation of their respective duties,
1
peraturan perundang-undangan dan Anggaran Dasar. responsibilities, and authorities in accordance with
Dewan Komisaris dan Direksi Perusahaan memiliki applicable laws and regulations and the Company’s
pedoman dan tata tertib kerja yang mencantumkan Articles of Association. The Board of Commissioners
antara lain tanggung jawab, kewajiban, wewenang, and the Board of Directors have established guidelines
dan hak masing-masing. and codes of conduct that set out, among others, their
respective responsibilities, obligations, authorities, and
rights.
Laporan Management
Management Report
Pengungkapan hubungan afiliasi mencakup hubungan The disclosure of affiliation relationships includes both
keluarga dan hubungan keuangan. Bentuk hubungan family and financial relationships. Financial relationships
keuangan termasuk di antaranya hutang-piutang, may include, among others, receivables and payables,
kerjasama bisnis, dsbnya; sementara bentuk hubungan business cooperation, and similar arrangements; while
keluarga mencakup hubungan istimewa terutama yang family relationships include special relationships arising
2
disebabkan hubungan pertalian darah seperti suami/ from blood relations such as spouse, children, parents,
istri/anak/orang tua/saudara kandung/ipar, dan siblings, in-laws, and others.
sebagainya.
Hubungan Afiliasi dengan
Affiliation with
Pemerintah
PT Pertamina Hulu
Indonesia
Energi (Pemegang
selaku Entitas
Profil Perusahaan
Company Profile
Saham Utama/
Dewan Pemilik Manfaat
Nama dan Jabatan Direksi Pengendali
Komisaris Akhir
Name and Position Perusahaan)
Board of
Board of The Government
Directors PT Pertamina Hulu
Commissioners of Indonesia
Energi (Major/
as the Ultimate
Controlling
3
Beneficial Owner
Shareholder)
Entity
Dewan Komisaris
Board of Commissioners
Purwadi Arianto (Komisaris Utama)
x x x
(President Commissioner)
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Vitri Cahyaningsih Mallarangeng (Komisaris)
x x x x
(Commissioner)
Abdul Hakim (Komisaris Independen)
x x x x
(Independent Commissioner)
Farazandi Fidinansyah (Komisaris Independen)
x x x x
(Independent Commissioner)
Direksi
Board of Directors
Litta Indriya Ariesca (Direktur Utama)
x x x x
(President Director)
Arief Prasetyo Handoyo (Direktur
Pengembangan Usaha) x x x x
(Director of Business Development)
4
Hera Handayani (Direktur SDM & Umum)
x x x x
(Director HR & General Services)
Andri Haribowo (Direktur Operasi)
x x x x
(Director of Operations)
Nelwin Aldriansyah (Direktur Keuangan)
x x x x
(Director of Finance)
: terdapat adanya hubungan | x : tidak terdapat adanya hubungan
: affiliated | x : not affiliated
2025 Annual Report PT Elnusa Tbk
330
Page 331
Keterangan terkait adanya hubungan afiliasi adalah The details regarding affiliation relationships are as
sebagai berikut: follows:
• Purwadi Arianto selaku Komisaris Utama • Purwadi Arianto, as President Commissioner, has
mempunyai afiliasi dengan Pemerintah Republik an affiliation with the Government of the Republic
Indonesia selaku entitas pemilik manfaat akhir of Indonesia as the ultimate beneficial owner entity
Elnusa melalui jabatan yang dimiliki beliau sebagai of Elnusa, through his position as Deputy Minister
Wakil Menteri pada Kementerian Pendayagunaan at the Ministry of Administrative and Bureaucratic
Aparatur Negara dan Reformasi Birokrasi (PANRB). Reform (PANRB).
Adanya hubungan afiliasi di atas merupakan The affiliation relationship described above represents
5
representasi Pemerintah Republik Indonesia sebagai the Government of the Republic of Indonesia as the
entitas pemilik manfaat akhir dari Perusahaan. ultimate beneficial owner entity of the Company. His
Pengangkatan beliau sebagai Komisaris Utama telah appointment as President Commissioner has complied
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
melalui pemenuhan/kepatuhan atas peraturan dan with applicable laws and regulations and has taken into
perundang-undangan yang berlaku dan memperhatikan account the principles of Good Corporate Governance
prinsip-prinsip Tata Kelola Perusahaan yang Baik (Good (GCG), thereby not giving rise to any conflict of interest
Corporate Governance) sehingga tidak menimbulkan in the execution of the duties and responsibilities of the
benturan kepentingan dalam pelaksanaan tugas dan Board of Commissioners.
tanggung jawab Dewan Komisaris.
PENGUNGKAPAN RANGKAP JABATAN DEWAN KOMISARIS DAN
DIREKSI
DISCLOSURE OF CONCURRENT POSITIONS OF THE BOARD OF
COMMISSIONERS AND BOARD OF DIRECTORS
6
Berikut ini tabel yang menunjukan hubungan The following table presents the concurrent positions
Sustainability Reference
Rujukan Keberlanjutan
kepengurusan Dewan Komisaris dan Direksi pada held by members of the Board of Commissioners and
perusahaan lain. Board of Directors in other companies.
Kepengurusan pada Perusahaan/Institusi Lain
Positions in Other Companies/Institutions
Sebagai Sebagai
Anggota Dewan Anggota Jabatan
Dewan Komisaris dan Direksi
Komisaris Direksi Lainnya
Board of Commissioners and Directors
As Members
of the Board of As Members Other
Commissioners of the Board Positions
of Directors
Dewan Komisaris 7
Board of Commissioners
Financial Report
Laporan Keuangan
Purwadi Arianto (Komisaris Utama)
x x
(President Commissioner)
Vitri Cahyaningsih Mallarangeng (Komisaris)
x x x
(Commissioner)
Abdul Hakim (Komisaris Independen)
x x x
(Independent Commissioner)
Farazandi Fidinansyah (Komisaris Independen)
x x x
(Independent Commissioner)
Direksi
Board of Directors
Litta Indriya Ariesca (Direktur Utama)
x x x
(President Director)
Arief Prasetyo Handoyo (Direktur Pengembangan Usaha) x x
(Director of Business Development)
Hera Handayani (Direktur SDM & Umum) x x
(Director HR & General Services)
Andri Haribowo (Direktur Operasi)
x x x
(Director of Operations)
Nelwin Aldriansyah (Direktur Keuangan)
x x x
(Director of Finance)
: ada | x : tidak ada
: yes | x : no
2025 Annual Report PT Elnusa Tbk
331
Page 332
Penjelasan terkait kepengurusan pada perusahaan/ The explanation regarding positions in other companies/
institusi lain adalah sebagai berikut: institutions is as follows:
2025 Performance Highlights
Jabatan pada Perusahaan/Instansi Lain yang Memiliki Potensi Benturan
Nama dan Jabatan
Kilas Kinerja 2025
Kepentingan dengan Entitas Pemilik Akhir/Pemegang Saham Pengendali
Name and Position
Position in Other Companies/Institutions with Potential Conflict of Interest with the
Ultimate Beneficial Owner/Major/Controlling Shareholder
Purwadi Arianto (Komisaris Utama) Wakil Menteri Pendayagunaan Aparatur Negara dan Reformasi Birokrasi
(President Commissioner) (PANRB)
Deputy Minister of Administrative and Bureaucratic Reform (PANRB)
1
Arief Prasetyo Handoyo (Direktur Komisaris PT Sigma Cipta Utama (Anak Perusahaan PT Elnusa Tbk)
Pengembangan Usaha) -Commissioner of PT Sigma Cipta Utama (Subsidiary of PT Elnusa Tbk)
(Director of Business Development)
Hera Handayani (Direktur SDM & Umum) Komisaris PT Elnusa Trans Samudera (Anak Perusahaan PT Elnusa Tbk)
(Director HR & General Services) Commissioner of PT Elnusa Trans Samudera (Subsidiary of PT Elnusa Tbk)
Laporan Management
Management Report
• Purwadi Arianto selaku Komisaris Utama • Purwadi Arianto, as President Commissioner,
merangkap jabatan sebagai Wakil Menteri concurrently serves as Deputy Minister of
Pendayagunaan Aparatur Negara dan Reformasi Administrative and Bureaucratic Reform (PANRB).
Birokrasi (PANRB). Rangkap jabatan tersebut This concurrent position is carried out in accordance
2
dilaksanakan sesuai dengan ketentuan peraturan with applicable laws and regulations. In performing
perundang-undangan yang berlaku. Dalam his duties, he continues to carry out his functions
pelaksanaan tugasnya, beliau tetap menjalankan and responsibilities as President Commissioner in
fungsi dan tanggung jawab sebagai Komisaris line with good corporate governance principles
Utama sesuai dengan prinsip tata kelola and with due consideration to conflict of interest
perusahaan yang baik serta memperhatikan provisions.
ketentuan terkait benturan kepentingan.
• Arief Prasetyo Handoyo (Direktur Pengembangan • Arief Prasetyo Handoyo (Director of Business
Profil Perusahaan
Company Profile
Usaha) Komisaris PT Sigma Cipta Utama (anak Development) – Commissioner of PT Sigma Cipta
perusahaan PT Elnusa Tbk) Utama (a subsidiary of PT Elnusa Tbk)
• Hera Handayani (Direktur SDM & Umum) Komisaris • Hera Handayani (Director of Human Resources &
PT Elnusa Trans Samudera. (anak perusahaan PT General Services) Commissioner of PT Elnusa Trans
Elnusa Tbk) Samudera (a subsidiary of PT Elnusa Tbk)
3
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
4
2025 Annual Report PT Elnusa Tbk
332
Page 333
PENILAIAN KINERJA DEWAN KOMISARIS DAN DIREKSI
ASSESSMENT OF THE PERFORMANCE OF THE BOARD OF
COMMISSIONERS AND THE BOARD OF DIRECTORS
Perusahaan melaksanakan penilaian atas kinerja The Company conducts an assessment of the
Dewan Komisaris dan Direksi dengan merujuk pada performance of the Board of Commissioners and the
ketentuan Pemegang Saham Pengendali, yang telah Board of Directors by referring to the provisions of the
mengacu pada ketentuan perundang-undangan, Controlling Shareholder, which are aligned with the
antara lain: prevailing laws and regulations, including:
5
1. Peraturan Menteri Negara Badan Usaha Milik 1. Regulation of the Minister of State-Owned
Negara No. PER11/MBU/11/2020 tentang Enterprises No. PER-11/MBU/11/2020 concerning
Kontrak Manajemen dan Kontrak Manajemen Management Contracts and Annual Management
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Tahunan Direksi Badan Usaha Milik Negara. Contracts of the Board of Directors of State-Owned
Enterprises.
2. Keputusan Sekretaris Kementerian Badan Usaha 2. Decree of the Secretary of the Ministry of State-
Milik Negara No. SK-16/S.MBU/2012 tentang Owned Enterprises No. SK-16/S.MBU/2012
Indikator/Parameter Penilaian dan Evaluasi Atas concerning Indicators/Parameters for the Assessment
Penerapan Tata Kelola Perusahaan yang Baik and Evaluation of the Implementation of Good
(Good Corporate Governance) Pada Badan Corporate Governance in State-Owned Enterprises.
Usaha Milik Negara.
3. Pedoman Umum Governansi Korporat Indonesia 3. General Guidelines on Good Corporate
tahun 2021 oleh Komite Nasional Kebijakan Governance 2021 issued by the National
Governansi. Committee on Governance Policy.
6
Penilaian Kinerja Dewan Komisaris Tahun Performance Assessment of the Board of
2025 Commissioners in 2025
Sustainability Reference
Rujukan Keberlanjutan
Secara umum, Dewan Komisaris bertugas melakukan In general, the Board of Commissioners is responsible
pengawasan terhadap kebijakan pengurusan dan for supervising the management policies and the course
jalannya pengurusan baik mengenai Perusahaan of management, both in relation to the Company and
maupun usaha Perusahaan yang dilakukan oleh its business activities, as carried out by the Board of
Direksi. Selain itu, Dewan Komisaris juga bertugas Directors. In addition, the Board of Commissioners
memberikan nasihat kepada Direksi, termasuk is also tasked with providing advice to the Board of
pengawasan terhadap pelaksanaan Rencana Jangka Directors, including overseeing the implementation of
Panjang Perusahaan, Rencana Kerja dan Anggaran the Company’s Long-Term Plan, the Company’s Annual
Tahunan Perusahaan, ketentuan Anggaran Dasar Work Plan and Budget, the provisions of the Articles
dan Keputusan RUPS, serta peraturan perundang- of Association and General Meeting of Shareholders
undangan, untuk kepentingan Perusahaan sesuai (GMS) resolutions, as well as prevailing laws and 7
dengan maksud dan tujuan Perusahaan. Tugas-tugas regulations, in the interest of the Company and in
Financial Report
Laporan Keuangan
tersebut telah diformulasikan dalam bentuk Key accordance with its purposes and objectives. These
Performance Indicator (KPI) pengawasan Dewan duties have been formulated into the Key Performance
Komisaris dan juga AKHLAK Behavior. Indicators (KPI) for the supervisory function of the Board
of Commissioners, as well as AKHLAK Behavior.
Proses pelaksanaan evaluasi kinerja Dewan Komisaris The process for conducting the performance evaluation
diuraikan sebagai berikut: of the Board of Commissioners is described as follows:
1. Self-assessment untuk menilai pencapaian target 1. Self-assessment to evaluate the achievement of
kinerja atau realisasi KPI anggota Dewan performance targets or realization of the KPI of
Komisaris. each member of the Board of Commissioners.
2. Survei 360° dilakukan oleh subordinate, peer 2. A 360° survey conducted by subordinates, peers,
dan pimpinan atau pejabat lainnya untuk menilai and supervisors or other officials to assess the
kesesuaian perilaku kerja terhadap indikator- alignment of work behavior with the indicators set
indikator dalam AKHLAK Behavior. out in AKHLAK Behavior.
3. Reviu atau evaluasi terhadap realisasi KPI 3. Review or evaluation of the realization of KPI
anggota Dewan Komisaris dan score AKHLAK achievements of members of the Board of
Behaviour hasil self-assessment dan survey 360°. Commissioners and the AKHLAK Behavior scores
2025 Annual Report PT Elnusa Tbk
333
Page 334
based on the results of the self-assessment and the
360° survey.
2025 Performance Highlights
Kriteria Penilaian kinerja berdasarkan KPI Program The performance assessment criteria based on the KPI
Kerja Dewan Komisaris terdiri dari 4 (empat) aspek of the Board of Commissioners’ Work Program consist
Kilas Kinerja 2025
yakni: of 4 (four) aspects, namely:
1. Aspek Perencanaan 1. Planning Aspect
2. Aspek Pengawasan dan Nasihat 2. Supervision and Advisory Aspect
3. Aspek Pelaporan 3. Reporting Aspect
4. Aspek Dinamis 4. Dynamic Aspect
1
Adapun rincian atas indikator penilaian kinerja Dewan The detailed indicators of the performance assessment
Komisaris untuk tahun 2025 adalah sebagai berikut: of the Board of Commissioners for 2025 are as follows:
Key Performance Indicator Dewan Komisaris Tahun 2025
Laporan Management
Key Performance Indicators of the Board of Commissioners for 2025
Management Report
Aspek Perencanaan
Planning Aspect
A. Perencanaan Rencana Kerja dan Anggaran (RKA) dan KPI Dekom
Planning of Work Plan and Budget (RKA) and KPI of the Board of Commissioners
B. Perencanaan Program Kerja Komite
Planning of Committee Work Programs
2
Sub total I
Aspek Pengawasan dan Nasihat
Supervision and Advisory Aspect
A. Tanggapan/rekomendasi Dekom
Responses/recommendations of the Board of Commissioners
B. Tingkat kehadiran dalam rapat
Attendance rate in meetings
Profil Perusahaan
Company Profile
C. Kunjungan kerja Dekom
Board of Commissioners’ working visits
Sub total II
Aspek Pelaporan
Reporting Aspect
A. Realisasi RKA Dekom
3
Realization of the Board of Commissioners’ RKA
B. Realisasi Program Kerja Komite
Realization of Committee Work Programs
C. Tingkat Kesehatan Perusahaan
Company Health Level
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Sub total III
Aspek Dinamis
Dynamic Aspect
A. Hasil assessment GCG
GCG assessment results
B. Peningkatan kompetensi
Competency improvement
4
2025 Annual Report PT Elnusa Tbk
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Penilaian Kinerja Direksi Tahun 2025 Performance Assessment of the Board of
Directors in 2025
Setiap awal tahun buku, Direksi menyusun kontrak At the beginning of each fiscal year, the Board of
manajemen yang berisi KPI Korporasi untuk mengukur Directors prepares a management contract containing
hasil kinerja dari sasaran-sasaran yang ditetapkan Corporate KPIs to measure performance outcomes
dalam RKAP yang dievaluasi oleh Dewan Komisaris against the targets set in the Annual Work Plan and
dan disampaikan kepada Pemegang Saham. Penilaian Budget (RKAP), which are evaluated by the Board of
kinerja Direksi mengacu kepada Pedoman Tata Commissioners and submitted to the Shareholders.
Kelola Perusahaan, Board Manual, serta Pedoman The performance assessment of the Board of Directors
5
Penilaian Kinerja Direksi, Dewan Komisaris, dan Komite refers to the Company’s Corporate Governance
Penunjang Dewan Komisaris di Subholding dan Anak Guidelines, Board Manual, as well as the Guidelines for
Perusahaan Pertamina. Performance Assessment of the Board of Directors, Board
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
of Commissioners, and Supporting Committees of the
Board of Commissioners within Pertamina’s Subholding
and Subsidiaries.
Penilaian Direksi dilakukan melalui self-assessment The assessment of the Board of Directors is conducted
dan penilaian 360° untuk AKHLAK Behavior Survey. through self-assessment and a 360° assessment for the
Pekerja atau Pejabat yang dapat dipilih sebagai Penilai AKHLAK Behavior Survey. Employees or officials who
360° adalah yang memiliki hubungan kerja selama may be selected as 360° assessors are those who
periode penilaian, baik yang merupakan Subordinate, have had a working relationship during the assessment
Peer, Pimpinan, Anggota Tim, maupun yang mewakili period, including subordinates, peers, supervisors,
Fungsi/Unit/ Direktorat/Entitas. team members, or those representing Functions/Units/
Directorates/Entities.
6
Proses pelaksanaan evaluasi kinerja Direksi diuraikan The process for conducting the performance evaluation
sebagai berikut: of the Board of Directors is described as follows:
Sustainability Reference
Rujukan Keberlanjutan
1. Pelaksanaan self-assessment dan Performance 1. Implementation of self-assessment and Performance
Dialog atas pencapaian KPI untuk memperoleh Dialog on KPI achievement to obtain the Director’s
angka Realisasi KPI Direktur. KPI realization score.
2. Pelaksanaan Penilaian ABS untuk memperoleh 2. Implementation of the AKHLAK Behavior Survey
Rata-Rata Skor ABS Direktur. Pekerja atau Pejabat (ABS) to obtain the Director’s average ABS
yang dapat dipilih sebagai Penilai 360° adalah score. Employees or officials selected as 360°
yang memiliki hubungan kerja selama periode assessors are those who have had a working
penilaian, baik yang merupakan Subordinate, relationship during the assessment period, including
Peer, Pimpinan, Anggota Tim, maupun yang subordinates, peers, supervisors, team members, or
mewakili Fungsi/Unit/Direktorat/Entitas sebelum those representing Functions/Units/Directorates/
maupun sesudah dari proses, atau kinerja yang Entities, both before and after the processes or
dilakukan Direksi. performance carried out by the Board of Directors. 7
3. Pelaksanaan evaluasi dan pengusulan rating 3. Implementation of evaluation and proposal of
Financial Report
Laporan Keuangan
kinerja Direktur berdasarkan konversi nilai dari the Director’s performance rating based on the
Performa KPI dan Tingkatan AKHLAK Behavior conversion of KPI performance scores and the level
Direktur serta mengacu target distribusi rating of the Director’s AKHLAK Behavior, as well as
kinerja yang ditetapkan di tahun penilaian sesuai referring to the target distribution of performance
kelompok penilaian. ratings established in the assessment year according
to the relevant assessment group.
4. Penetapan rating kinerja Direktur berdasarkan 4. Determination of the Director’s performance rating
usulan rating kinerja serta mengacu kepada target based on the proposed performance rating and with
distribusi rating kinerja yang ditetapkan di tahun reference to the target distribution of performance
penilaian sesuai kelompok penilaian. ratings established in the assessment year according
to the relevant assessment group.
2025 Annual Report PT Elnusa Tbk
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Capaian
No KPI
Achievement
2025 Performance Highlights
A. Perspektif Finansial
Financial Perspective
1 EBITDA 110,00%
Kilas Kinerja 2025
2 Net Income 110,00%
3 Cashflow From Operation 110,00%
4 Covenant Bank Ratio 110,00%
B. Perspektif Customer Focus
Customer Focus Perspective
1
1 Reduksi Emisi CO2e 110,00%
CO2e Emission Reduction
2 Rata - Rata Productivity Asset Upstream 107,45%
Average Upstream Asset Productivity
3 Distribution & Logictic - Throughput 110,00%
Internal Process Perspective
4 Customer Satisfaction Survey 110,00%
Laporan Management
Management Report
C. Perspektif Internal Process
Internal Process Perspective
1 HSSE Excellence 110,00%
2 Upstream Digitalization 110,00%
3 Penggunaan Tingkat Komponen Dalam Negeri (TKDN) 107,00%
2
Utilization of Domestic Component Level (TKDN)
4 Implementasi Manajemen Risiko 109,75%
Implementation of Risk Management
5 HSSE Operational Excellence 110,00%
6 Commercial Operation Excellence 101,75%
D. Perspektif Learning & Growth
Learning & Growth Perspective
Profil Perusahaan
Company Profile
1 Pengelolaan dan Realisasi Investasi 110,00%
Investment Management and Realization
2 Pengelolaan Aset Eksisting di Subholding 108,50%
Management of Existing Assets in the Subholding
3
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
4
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REMUNERASI DEWAN KOMISARIS DAN DIREKSI
REMUNERATION OF THE BOARD OF COMMISSIONERS AND THE BOARD OF
DIRECTORS
Prosedur Pengusulan Hingga Penetapan Procedure for Proposing and Determining the
Remunerasi Dewan Komisaris dan Direksi Remuneration of the Board of Commissioners
and the Board of Directors
Prosedur penetapan remunerasi Dewan Komisaris dan The procedure for determining the remuneration of the
5
Direksi dilakukan melalui tahapan berikut: Board of Commissioners and the Board of Directors is
carried out through the following stages:
1. Komite NR dan GCG melakukan evaluasi 1. The NR and GCG Committee conducts an
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
terhadap kajian remunerasi yang berlaku bagi evaluation of the remuneration framework
Dewan Komisaris dan Direksi. applicable to the Board of Commissioners and the
Board of Directors.
2. Selanjutnya Komite NR dan GCG akan memberikan 2. The NR and GCG Committee subsequently provides
rekomendasi kepada Dewan Komisaris mengenai recommendations to the Board of Commissioners
kajian remunerasi bagi Dewan Komisaris dan regarding the remuneration framework for the Board
Direksi. of Commissioners and the Board of Directors.
3. Dewan Komisaris menyampaikan usulan 3. The Board of Commissioners submits the proposed
rekomendasi remunerasi bagi Dewan Komisaris remuneration recommendations for the Board of
dan Direksi kepada Pemegang Saham Pengendali. Commissioners and the Board of Directors to the
Controlling Shareholder.
4. Remunerasi Dewan Komisaris dan Direksi 4. The remuneration of the Board of Commissioners
ditetapkan dengan Keputusan Pemegang Saham and the Board of Directors is determined by a
6
dalam RUPS. Shareholders’ Resolution at the General Meeting
of Shareholders (GMS).
Sustainability Reference
Rujukan Keberlanjutan
Prosedur Pengusulan Remunerasi Dewan Komisaris dan Direksi Hingga Penetapan oleh RUPS
Procedure for Proposing the Remuneration of the Board of Commissioners and the Board of Directors up to
Determination by the GMS
Komite NR dan GCG melakukan kajian remunerasi bagi Dewan Komisaris dan Direksi
The NR and GCG Committee conducts a remuneration review for the Board of Commissioners and the Board of
Directors
¯
Komite NR dan GCG akan memberikan rekomendasi kepada Dewan Komisaris mengenai kajian remunerasi bagi
7
Dewan Komisaris dan Direksi
Financial Report
Laporan Keuangan
The NR and GCG Committee provides recommendations to the Board of Commissioners regarding the
remuneration review for the Board of Commissioners and the Board of Directors
¯
Dewan Komisaris menyampaikan usulan rekomendasi remunerasi kepada kepada Pemegang Saham Pengendali
dalam RUPS
The Board of Commissioners submits the proposed remuneration recommendations to the Controlling Shareholder
at the GMS
¯
Pemegang saham melalui RUPS menetapkan dan menyetujui usulan Remunerasi
The Shareholders, through the GMS, determine and approve the proposed remuneration
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Struktur Remunerasi Dewan Komisaris dan Remuneration Structure of the Board of
Direksi Commissioners and the Board of Directors
2025 Performance Highlights
Struktur remunerasi beserta komponennya bagi Dewan The remuneration structure and its components for the
Komisaris dan Direksi disusun sebagaimana dijelaskan Board of Commissioners and the Board of Directors are
Kilas Kinerja 2025
berikut ini: composed as described below:
Struktur Remunerasi Dewan Komisaris Struktur Remunerasi Direksi
Remuneration Structure of the Board of Commissioners Remuneration Structure of the Board of Directors
1
• Honorarium Dewan Komisaris • Gaji Direksi
Adalah penghasilan tetap berupa uang yang diterima Adalah penghasilan tetap berupa uang yang diterima
setiap bulan karena kedudukannya sebagai anggota setiap bulan karena kedudukannya sebagai anggota
Dewan Komisaris Perusahaan, dengan ketentuan sebagai Direksi Perusahaan, dengan ketentuan sebagai berikut:
berikut:
- Perhitungan gaji Komisaris Utama sebesar 45% - Gaji Direktur Utama 100%
dari gaji Direktur Utama
- Perhitungan gaji Komisaris sebesar 90% dari gaji - Gaji Direktur sebesar 85% dari gaji Direktur Utama
Komisaris Utama
• Honorarium of the Board of Commissioners • Salary of the Board of Directors
Laporan Management
Management Report
This refers to fixed monthly income received due to This refers to fixed monthly income received due to their
their position as members of the Company’s Board of position as members of the Company’s Board of Directors,
Commissioners, with the following provisions: with the following provisions:
- The honorarium of the President Commissioner - The President Director’s salary is set at 100% (one
is calculated at 45% (forty-five percent) of the hundred percent).
President Director’s salary.
- The honorarium of Commissioners is calculated at - The salary of Directors is set at 85% (eighty-five
90% (ninety percent) of the President Commissioner’s percent) of the President Director’s salary.
honorarium.
2
• Tunjangan Dewan Komisaris • Tunjangan Direksi
Adalah penghasilan berupa uang atau yang dapat Adalah penghasilan berupa uang atau yang dapat
dinilai dengan uang yang diterima pada waktu tertentu dinilai dengan uang yang diterima pada waktu tertentu
oleh anggota Dewan Komisaris selain Honorarium, yang oleh anggota Direksi selain Gaji, yang dapat berupa:
dapat berupa:
- Tunjangan Hari Raya Keagamaan - Tunjangan Hari Raya Keagamaan
- Tunjangan Transportasi - Tunjangan Perumahan
- Asuransi Purna Jabatan - Asuransi Purna Jabatan
Profil Perusahaan
Company Profile
• Allowances of the Board of Commissioners • Allowances of the Board of Directors
These refer to income in the form of cash or cash-equivalent These refer to income in the form of cash or cash-equivalent
benefits received at certain times by members of the Board benefits received at certain times by members of the Board
of Commissioners in addition to the honorarium, which of Directors in addition to salary, which may include:
may include:
- Religious Holiday Allowance - Religious Holiday Allowance
3
- Transportation Allowance - Housing Allowance
- Post-Employment Insurance - Post-Employment Insurance
• Fasilitas Dewan Komisaris • Fasilitas Direksi
Adalah penghasilan berupa sarana dan/atau Adalah penghasilan berupa sarana dan/atau
kemanfaatan dan/atau penjaminan yang digunakan/ kemanfaatan dan/atau penjaminan yang digunakan/
dimanfaatkan oleh anggota Dewan Komisaris dalam dimanfaatkan oleh anggota Direksi dalam rangka
rangka pelaksanaan tugas, wewenang, kewajiban dan pelaksanaan tugas, wewenang, kewajiban dan tanggung
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
tanggung jawab berdasarkan peraturan perundang- jawab berdasarkan peraturan perundang-undangan,
undangan, yang dapat berupa: yang dapat berupa:
- Fasilitas Kesehatan, diberikan dalam bentuk - Fasilitas Kendaraan, diberikan berupa Kendaraan
asuransi kesehatan Operasional untuk Direksi
- Fasilitas Bantuan Hukum, diberikan jika diperlukan, - Fasilitas Kesehatan, diberikan dalam bentuk
dalam hal melindungi dari risiko tuntutan hukum asuransi kesehatan
pribadi akibat keputusan atau tindakan dalam - Fasilitas Bantuan Hukum, diberikan jika diperlukan,
menjalankan perusahaan dalam hal melindungi dari risiko tuntutan hukum
pribadi akibat keputusan atau tindakan dalam
menjalankan perusahaa
• Facilities of the Board of Commissioners • Facilities of the Board of Directors
These refer to benefits in the form of facilities and/or These refer to benefits in the form of facilities and/or
advantages and/or guarantees utilized by members of advantages and/or guarantees utilized by members of the
the Board of Commissioners in carrying out their duties, Board of Directors in carrying out their duties, authorities,
authorities, obligations, and responsibilities in accordance obligations, and responsibilities in accordance with
with prevailing laws and regulations, which may include: prevailing laws and regulations, which may include:
- Health facilities, provided in the form of health - Vehicle facilities, provided in the form of operational
4
insurance vehicles for the Board of Directors
- Legal assistance facilities, provided when necessary - Health facilities, provided in the form of health
to protect against the risk of personal legal claims insurance
arising from decisions or actions taken in managing - Legal assistance facilities, provided when necessary
the Company to protect against the risk of personal legal claims
arising from decisions or actions taken in managing
the Company
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Struktur Remunerasi Dewan Komisaris Struktur Remunerasi Direksi
Remuneration Structure of the Board of Commissioners Remuneration Structure of the Board of Directors
• Tantiem/Insentif Kinerja Dewan Komisaris • Tantiem/Insentif Kinerja Direksi
- Tantiem adalah Penghasilan yang merupakan - Tantiem, yaitu penghasilan yang merupakan
penghargaan yang diberikan kepada anggota penghargaan yang diberikan kepada anggota
Dewan Komisaris apabila memperoleh laba dan Direksi BUMN apabila memperoleh laba dan tidak
tidak mengalami akumulasi kerugian. Perusahaan mengalami akumulasi kerugian. Tantiem dapat
dapat memberikan Tantiem kepada anggota diberikan sebagai tambahan berupa Penghargaan
Dewan Komisaris berdasarkan penetapan RUPS Jangka Panjang (Long Term Incentive/LTI).
dalam pengesahaan Laporan Tahunan apabila Perusahaan dapat memberikan Tantiem kepada
Realisasi Pencapaian Key Performance Indicators anggota Direksi berdasarkan penetapan RUPS
melebihi 100%. dalam pengesahaan Laporan Tahunan apabila
- Insentif Kinerja adalah Penghasilan yang Realisasi Pencapaian Key Performance Indicators
merupakan penghargaan yang diberikan kepada melebihi 100%.
5
anggota Dewan Komisaris. - Insentif Kinerja, yaitu penghasilan yang merupakan
- Perhitungan Tantiem/Insentif Kinerja bagi Dewan penghargaan yang diberikan kepada anggota
Komisaris adalah sebagai berikut: Direksi apabila terjadi peningkatan kinerja
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
9 Perhitungan Tantiem/Insentif Kinerja walaupun masih mengalami kerugian atau
Komisaris Utama sebesar 45% dari Tantiem/ akumulasi kerugian.
Insentif Kinerja Direktur Utama. - Perhitungan Tantiem/Insentif Kinerja bagi Direksi
9 Perhitungan Komisaris lainnya sebesar 90% adalah sebagai berikut:
dari Tantiem/Insentif Kinerja Komisaris 9 Tantiem/Insentif Kinerja Direktur Utama
Utama. ditetapkan dengan menggunakan pedoman
internal dalam kelompok usaha Elnusa.
9 Perhitungan Tantiem/Insentif Kinerja Direktur
lainnya sebesar 90% Tantiem/Insentif Kinerja
gaji Direktur Utama.
• Tantiem/Performance Incentives of the Board of • Tantiem/Performance Incentives of the Board of Directors
Commissioners - Tantiem refers to income in the form of a reward
- Tantiem refers to income in the form of a reward granted to members of the Board of Directors of a
granted to members of the Board of Commissioners State-Owned Enterprise when the Company records
when the Company records a profit and does not a profit and does not have accumulated losses.
have accumulated losses. The Company may grant Tantiem may also be granted as an additional
tantiem to members of the Board of Commissioners Long-Term Incentive (LTI). The Company may grant
based on a GMS resolution approving the Annual tantiem to members of the Board of Directors based
6
Report when the realization of Key Performance on a GMS resolution approving the Annual Report
Indicators exceeds 100% (one hundred percent). when the realization of Key Performance Indicators
- Performance Incentives refer to income in the form exceeds 100% (one hundred percent).
of rewards granted to members of the Board of - Performance Incentives refer to income in the form
Sustainability Reference
Rujukan Keberlanjutan
Commissioners. of rewards granted to members of the Board
- The calculation of tantiem/performance incentives of Directors when there is an improvement in
for the Board of Commissioners is as follows: performance, even if the Company still records
9 The tantiem/performance incentive for the losses or accumulated losses.
President Commiss - The calculation of tantiem/performance incentives
9 tantiem/performance incentive for other for the Board of Directors is as follows:
Commissioners is set at 90% (ninety percent) 9 The tantiem/performance incentive of the
of the tantiem/performance incentive of the President Director is determined based on
President Commissioner. internal guidelines within the Elnusa Group.
9 The tantiem/performance incentive of other
Directors is set at 90% (ninety percent) of
the President Director’s tantiem/performance
incentive.
Tidak ada komponen lainnya (komponen yang dimaksud, seperti bonus non kinerja, opsi saham, asuransi, dll) 7
There are no other components (such as non-performance bonuses, stock options, insurance, or similar components).
Financial Report
Laporan Keuangan
Dalam rangka menjaga independensi, transparansi dan In order to maintain independence, transparency,
akuntabilitas, Komisaris Independen tidak menerima and accountability, Independent Commissioners do
tantiem (bonus berbasis keuntungan perusahaan) agar not receive tantiem (profit-based bonuses) to ensure
tetap netral dalam menjalankan tugas pengawasan. neutrality in carrying out their supervisory duties.
Meski demikian, Komisaris Independen tetap berhak Nevertheless, Independent Commissioners remain
mendapatkan honorarium tetap atau tunjangan yang entitled to receive fixed honorarium or reasonable
wajar sesuai perannya. allowances in accordance with their roles.
Hubungan antara Remunerasi Dewan Correlation between the Remuneration of
Komisaris dan Direksi dengan Kinerja the Board of Commissioners and the Board
Perusahaan of Directors and the Company’s Performance
Dalam menetapkan indikator remunerasi yang diterima In determining the remuneration indicators received by
anggota Dewan Komisaris dan Direksi Perusahaan members of the Company’s Board of Commissioners
mengacu kepada Peraturan Menteri BUMN and Board of Directors, the Company refers to the
No. PER-13/MBU/09/2021 tentang Perubahan Regulation of the Minister of State-Owned Enterprises
2025 Annual Report PT Elnusa Tbk
339
Page 340
Keenam Atas Peraturan Menteri BUMN No. PER-13/MBU/09/2021 concerning the Sixth
No. PER-04/ MBU/2014 tentang Pedoman Penetapan Amendment to the Regulation of the Minister of
2025 Performance Highlights
Penghasilan Direksi, Dewan Komisaris dan Dewan State-Owned Enterprises No. PER-04/MBU/2014
Pengawasan BUMN sebagai berikut: regarding Guidelines for Determining the Remuneration
of the Board of Directors, Board of Commissioners, and
Kilas Kinerja 2025
Supervisory Board of State-Owned Enterprises, as
follows:
1. Faktor skala usaha 1. Business scale factor
2. Faktor kompleksitas usaha 2. Business complexity factor
3. Tingkat inflasi 3. Inflation rate
1
4. Kondisi dan kemampuan keuangan Perusahaan 4. The Company’s financial condition and capability
5. Faktor-faktor lain yang relevan, serta tidak boleh 5. Other relevant factors, provided that they do not
bertentangan dengan peraturan perundang- conflict with prevailing laws and regulations.
undangan.
Penetapan Remunerasi Dewan Komisaris dan Determination of the Remuneration of the
Direksi Tahun 2025 Board of Commissioners and the Board of
Laporan Management
Management Report
Directors for 2025
Sesuai dengan RUPS Tahunan tahun buku 2024 yang In accordance with the Annual GMS for fiscal year
diselenggarakan pada tanggal 22 Mei 2025, RUPS 2024 held on May 22, 2025, the GMS resolved to
memutuskan untuk menyetujui beberapa hal terkait approve several matters related to the remuneration of
remunerasi Dewan Komisaris dan Direksi sebagai the Board of Commissioners and the Board of Directors
2
berikut: as follows:
1. Memberikan kuasa dan wewenang kepada Dewan 1. To grant authority and power to the Company’s
Komisaris Perusahaan dengan terlebih dahulu Board of Commissioners, subject to prior approval
mendapatkan persetujuan Pemegang Saham from the Company’s Controlling Shareholder,
Pengendali Perusahaan, yaitu PT Pertamina Hulu namely PT Pertamina Hulu Energi, to determine
Energi untuk menetapkan Tantiem bagi anggota the tantiem for members of the Company’s Board
Direksi dan Dewan Komisaris Perusahaan untuk of Directors and Board of Commissioners for fiscal
tahun buku 2024. year 2024.
Profil Perusahaan
Company Profile
2. Memberikan kuasa dan wewenang kepada 2. To grant authority and power to the Company’s
Dewan Komisaris Perusahaan, dengan terlebih Board of Commissioners, subject to prior approval
dahulu mendapat persetujuan Pemegang Saham from the Company’s Controlling Shareholder,
Pengendali Perusahaan, yaitu PT Pertamina namely PT Pertamina Hulu Energi, to determine the
Hulu Energi untuk menetapkan besarnya gaji/ amount of salary/honorarium, allowances, and
3
honorarium, tunjangan dan fasilitas bagi anggota facilities for members of the Company’s Board of
Direksi dan Dewan Komisaris Perusahaan untuk Directors and Board of Commissioners for 2025.
tahun 2025.
Dewan Komisaris telah menyampaikan surat usulan The Board of Commissioners has submitted a
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
pemberian tantiem dan remunerasi bagi Anggota proposal letter regarding the provision of tantiem and
Direksi dan Dewan Komisaris PT Elnusa Tbk kepada remuneration for members of the Board of Directors
PT Pertamina Hulu Energi selaku Pemegang Saham and the Board of Commissioners of PT Elnusa Tbk to PT
Pengendali melalui surat No. R-L8.014C-2025.008 Pertamina Hulu Energi as the Controlling Shareholder,
tanggal 25 Maret 2025 perihal Usulan Pemberian through Letter No. R-L8.014C-2025.008 dated March
Tantiem Tahun Buku 2024 dan Usulan Kenaikan 25, 2025 concerning the Proposal for Tantiem for fiscal
Remunerasi Tahun Buku 2025 untuk Pengurus PT Elnusa year 2024 and the Proposal for Remuneration Increase
Tbk. for fiscal year 2025 for the Management of PT Elnusa
Tbk.
Penghargaan atas kinerja tahunan diberikan kepada Annual performance incentives are granted to the
Pengurus Perusahaan dengan ketentuan bahwa Company’s Management, provided that the Company
4
Perusahaan membukukan laba dengan tetap records a profit while taking into account its overall
memperhatikan kinerja Perusahaan secara menyeluruh. performance. The implementation of such incentives
Pemberian penghargaan dimaksud secara teknis is carried out in accordance with the directives of PT
dilaksanakan berdasarkan arahan PT Pertamina Pertamina Hulu Energi as the Company’s Controlling
Hulu Energi selaku Pemegang Saham Pengendali Shareholder.
Perusahaan.
2025 Annual Report PT Elnusa Tbk
340
Page 341
Transparansi Remunerasi Dewan Komisaris dan Direksi Tahun 2025
Transparency of Remuneration for the Board of Commissioners and Directors in 2025
Dewan Direksi
Board of Directors 2025
Gaji, THR, Tantiem ( termasuk Tax )
Salary, THR, Tantiem (including tax) 43.922.658.796
Purna Jabatan
Post-Service Benefits 3.668.557.076
Lain-lain ( Iuran )
Others (Contributions) 548.580.028
5
Sub T o t a l 48.139.795.899
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Dewan Komisaris
Board of Commissioners 2025
Honorarium, THR, Tantiem ( termasuk Tax )
Salary, THR, Tantiem (including tax) 16.939.724.939
Purna Jabatan
Post-Service Benefits 4.493.411.674
Lain-lain ( Iuran )
Others (Contributions) 202.427.841
Sub T o t a l 21.635.564.454
Komite
Committee 2025
6
Honorarium, THR, Tantiem ( termasuk Tax )
Honorarium, THR, Tantiem (including tax) 16.939.724.939
Sustainability Reference
Rujukan Keberlanjutan
Lain-lain ( Iuran )
Others (Contributions) 48.974.072
Sub T o t a l 3.108.600.893
Total 72.883.961.247
INFORMASI TENTANG KOMPENSASI JANGKA PANJANG
BERBASIS KINERJA SERTA PROGRAM KEPEMILIKAN SAHAM 7
OLEH MANAJEMEN DAN/ATAU KARYAWAN (MSOP/ESOP)
Financial Report
Laporan Keuangan
INFORMATION ON LONG-TERM PERFORMANCE-BASED
COMPENSATION AND MANAGEMENT AND/OR EMPLOYEE STOCK
OWNERSHIP PROGRAMS (MSOP/ESOP)
Management Stock Option Program (MSOP) dan The Management Stock Option Program (MSOP) and
Employee Stock Option Program (ESOP) merupakan Employee Stock Option Program (ESOP) are programs
program untuk memberikan apresiasi terhadap kinerja designed to provide appreciation for the performance
dan loyalitas manajemen dan karyawan. Persyaratan and loyalty of management and employees. The
karyawan dan/atau manajemen yang terpilih untuk eligibility criteria for employees and/or management
mengikuti program MSOP/ESOP ini ditentukan dengan selected to participate in the MSOP/ESOP are
mempertimbangkan status kepegawaian, posisi/level, determined by considering employment status, position/
dan kinerja karyawan di Perusahaan. level, and individual performance within the Company.
Penyelenggaraan program MSOP dan ESOP telah The MSOP and ESOP programs were implemented
dilaksanakan pada tahun buku 2008 pada saat Elnusa in fiscal year 2008 at the time Elnusa conducted its
melakukan penerbitan saham perdana. Hingga saat initial public offering. To date, no further management
ini, program kepemilikan saham oleh manajemen dan/ and/or employee stock ownership programs have been
atau karyawan belum diadakan lagi. implemented.
2025 Annual Report PT Elnusa Tbk
341
Page 342
PENGUNGKAPAN TRANSAKSI DAN KEPEMILIKAN SAHAM
PERUSAHAAN OLEH DEWAN KOMISARIS DAN DIREKSI
2025 Performance Highlights
DISCLOSURE OF COMPANY SHARE TRANSACTIONS AND
OWNERSHIP BY THE BOARD OF COMMISSIONERS AND THE BOARD
Kilas Kinerja 2025
OF DIRECTORS
Kepemilikan saham anggota Dewan Komisaris Share ownership of members of the Board of
dan Direksi, baik pada Perusahaan maupun pada Commissioners and the Board of Directors, both in
perusahaan lain, diungkapkan secara berkala melalui the Company and in other companies, is disclosed
1
daftar kepemilikan saham anggota Dewan Komisaris periodically through a register of share ownership as
dan Direksi sebagai bentuk penerapan prinsip part of the implementation of the principles of disclosure
keterbukaan dan transparansi. Setiap anggota Dewan and transparency. Each member of the Board of
Komisaris dan Direksi wajib melaporkan setiap transaksi Commissioners and the Board of Directors is required
pembelian dan/atau penjualan saham dan/atau surat to report any transaction involving the purchase and/or
berharga lainnya kepada Sekretaris Perusahaan, untuk sale of shares and/or other securities to the Corporate
selanjutnya disampaikan kepada OJK paling lambat 3 Secretary, which is subsequently reported to the
Laporan Management
Management Report
(tiga) hari kerja sejak terjadinya transaksi. Financial Services Authority (OJK) no later than 3 (three)
working days after the transaction date.
Sepanjang tahun 2025, terdapat beberapa transaksi Throughout 2025, several transactions involving the
saham Perusahaan yang dilakukan oleh Anggota Company’s shares were carried out by members of the
Direksi. Pada bulan April 2025, Direktur SDM & Umum Board of Directors. In April 2025, the Director of Human
2
melakukan transaksi pembelian saham Perusahaan Resources & General Services conducted a purchase
sebanyak 20.000 lembar. Pada bulan yang sama, transaction of 20,000 (twenty thousand) shares of
dilakukan pula penjualan saham sebanyak 5.400 the Company. In the same month, a sale transaction
lembar. Selanjutnya, pada bulan Juli 2025, Direktur of 5,400 (five thousand four hundred) shares was also
SDM & Umum melakukan transaksi penjualan atas conducted. Furthermore, in July 2025, the Director of
seluruh sisa kepemilikan sahamnya di Perusahaan Human Resources & General Services sold the remaining
sebanyak 14.600 lembar saham. Dengan demikian, per 14,600 (fourteen thousand six hundred) shares held
31 Desember 2025 Direktur SDM & Umum tidak lagi in the Company. Accordingly, as of December 31,
Profil Perusahaan
Company Profile
memiliki kepemilikan saham di Perusahaan. Perusahaan 2025, the Director of Human Resources & General
telah menyampaikan laporan kepemilikan saham Services no longer held any shares in the Company.
beserta informasi terkait setiap transaksi pembelian The Company has reported the share ownership and all
dan penjualan saham tersebut kepada Otoritas Jasa related information on each of these purchase and sale
Keuangan (OJK) sesuai dengan ketentuan yang transactions to the Financial Services Authority (OJK) in
3
berlaku. accordance with the prevailing regulations.
Dalam rangka menjaga independensi dan menghindari In order to maintain independence and avoid conflicts of
benturan kepentingan, anggota Dewan Komisaris interest, Independent Commissioners are not permitted to
Independen tidak diperkenankan memiliki saham own shares in the Company, either directly or indirectly.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Perusahaan, baik secara langsung maupun tidak
langsung Kepemilikan Saham Dewan Komisaris dan
Direksi.
4
2025 Annual Report PT Elnusa Tbk
342
Page 343
Kepemilikan Saham Dewan Komisaris dan Direksi per 31 Desember 2025
Share Ownership of the Board of Commissioners and Directors as of December 31, 2025
Kepemilikan Saham
Share Ownership
Elnusa (kode saham “ELSA”) Perusahaan Lain >5%
Elnusa (stock code “ELSA”) Other Companies >5% (five percent)
Dewan Komisaris
Board of Commissioners
Purwadi Arianto (Komisaris Utama) Nihil Nihil
(President Commissioner) Nil Nil
Vitri Cahyaningsih Mallarangeng (Komisaris) Nihil Nihil
(Commissioner) Nil Nil
5
Abdul Hakim (Komisaris Independen) Nihil Nihil
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
(Independent Commissioner) Nil Nil
Farazandi Fidinansyah (Komisaris Nihil Nihil
Independen)* Nil Nil
(Independent Commissioner)*
Direksi
Board of Directors
Litta Indriya Ariesca (Direktur Utama) Nihil Nihil
(President Director) Nil Nil
Nelwin Aldriansyah (Direktur Keuangan) 10.000 lembar saham atau Nihil
(Director of Finance) 0,000137% Nil
10,000 shares or 0.000137%
Andri Haribowo (Direktur Operasi) Nihil Nihil
(Director of Operations) Nil Nil
6
Arief Prasetyo Handoyo (Direktur Nihil Nihil
Pengembangan Usaha) Nil Nil
Sustainability Reference
Rujukan Keberlanjutan
(Director of Business Development)
Hera Handayani (Direktur SDM & Umum) Nihil Nihil
(Director HR & General Services) Nil Nil
ORGAN PENDUKUNG DEWAN KOMISARIS
SUPPORTING ORGANS OF THE BOARD OF COMMISSIONERS
Dalam melaksanakan tugasnya, Dewan Komisaris In carrying out its duties, the Board of Commissioners
dibantu oleh Komite Audit, Komite Komite Nominasi, is supported by the Audit Committee, the Nomination,
Remunerasi, dan Good Corporate Governance Remuneration and Good Corporate Governance 7
(Komite NR & GCG) dan Komite Pemantau Risiko dan Committee (NR & GCG Committee), and the Risk and
Financial Report
Laporan Keuangan
Investasi. Investment Monitoring Committee.
Dewan Komisaris
Board of Commissioners
Komite Nominasi, Remunerasi,
Komite Pemantau Risiko dan
dan Good Corporate
Investasi
Governance
Komite Audit
Audit Committee Risk and Investment Monitoring
Nomination, Remuneration and
Committee
Good Corporate Governance
Committee
2025 Annual Report PT Elnusa Tbk
343
Page 344
KOMITE AUDIT
AUDIT COMMITTEE
2025 Performance Highlights
Komite Audit merupakan komite yang dibentuk oleh/ The Audit Committee is a committee established by and
Kilas Kinerja 2025
dan bertanggung jawab kepada Dewan Komisaris. accountable to the Board of Commissioners. Its function
Fungsi Komite Audit adalah membantu memastikan is to assist in ensuring the effectiveness of the internal
efektivitas sistem pengendalian internal di semua lini control system across all lines of the Company and the
Perusahaan dan keandalan informasi keuangan. reliability of financial information.
Ketentuan Masa Jabatan Term of Office
1
Masa jabatan anggota Komite Audit tidak boleh lebih The term of office of Audit Committee members
lama dari masa jabatan Dewan Komisaris dan dapat shall not exceed the term of office of the Board of
dipilih kembali hanya untuk 1 (satu) periode berikutnya. Commissioners and members may be reappointed for
Keanggotaan Komite dapat berakhir sewaktu-waktu only 1 (one) subsequent term. Committee membership
sebelum masa jabatan berakhir sesuai Keputusan may be terminated at any time prior to the end of the
Dewan Komisaris. Apabila masa tugas sebagai Dewan term in accordance with a resolution of the Board of
Laporan Management
Management Report
Komisaris berakhir, maka berakhir pula masa tugasnya Commissioners. If a member’s tenure as a member of
sebagai Anggota Komite Audit. Penggantian anggota the Board of Commissioners ends, then their tenure as
Komite Audit yang bukan berasal dari Dewan Komisaris a member of the Audit Committee shall also end. The
dilakukan paling lambat 60 hari sejak anggota Komite replacement of Audit Committee members who do not
Audit dimaksud tidak dapat lagi melaksanakan originate from the Board of Commissioners must be
fungsinya. carried out no later than 60 (sixty) days from the time
2
the respective Audit Committee member is no longer
able to perform their duties.
Pedoman Kerja: Piagam Komite Audit Work Guidelines: Audit Committee Charter
Berdasarkan Peraturan OJK No. 55/POJK.04/2015 In accordance with OJK Regulation No. 55/
tentang Pembentukan dan Pelaksanaan Kerja Komite POJK.04/2015 concerning the Establishment and
Profil Perusahaan
Company Profile
Audit, Perusahaan telah memiliki piagam sebagai Implementation of Audit Committees, the Company
pedoman tata cara pelaksanaan kegiatan operasional has established a charter as a guideline for the
yang secara terus menerus disempurnakan dan implementation of operational activities, which
diperbaharui sesuai dengan perkembangan peraturan is continuously refined and updated in line with
perundang-undangan yang berlaku serta kondisi terkini. developments in prevailing laws and regulations as
3
Piagam Komite Audit bertujuan sebagai pedoman bagi well as current conditions. The Audit Committee Charter
Komite Audit dalam melaksanakan tugas dan tanggung serves as a guideline for the Audit Committee in carrying
jawab secara efektif, efisien, transparan, independen out its duties and responsibilities in an effective, efficient,
dan dapat dipertanggungjawabkan. Pembaruan/ transparent, independent, and accountable manner.
penyempurnaan atas Piagam Komite Audit Perusahaan The latest update/refinement of the Company’s Audit
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
terakhir dilakukan pada bulan Juni 2024. Committee Charter was conducted in June 2024.
Piagam Komite Audit memuat: The Audit Committee Charter contains:
1. Landasan hukum; 1. Legal basis;
2. Pengangkatan dan Pemberhentian Anggota 2. Appointment and Dismissal of Committee
Komite; Members;
3. Komposisi dan Struktur; 3. Composition and Structure;
4. Persyaratan Keanggotaan; 4. Membership Requirements;
5. Masa Tugas dan Kompensasi; 5. Term of Office and Compensation;
6. Tugas dan Tanggung Jawab; 6. Duties and Responsibilities;
7. Wewenang; 7. Authorities;
8. Hubungan Kerja; 8. Working Relationships;
9. Rapat Komite; 9. Committee Meetings;
4
10. Pengungkapan dan Pelaporan; 10. Disclosure and Reporting;
11. Kode Etik Kerahasiaan. 11. Code of Ethics of Confidentiality.
2025 Annual Report PT Elnusa Tbk
344
Page 345
Jumlah, Komposisi dan Susunan Komite Audit Number and Composition of the Audit
Tahun 2025 Committee in 2025
Komposisi Anggota Komite Audit Perusahaan tahun The composition of the Company’s Audit Committee in
2025 beranggotakan 3 (tiga) orang, terdiri dari 2025 consisted of 3 (three) members, comprising 1 (one)
1 (satu) Ketua Komite yang juga merupakan Komisaris Committee Chairman who also serves as the Company’s
Independen Perusahaan, dan 2 (dua) anggota yang Independent Commissioner, and 2 (two) members who
merupakan pihak independen. are independent parties.
Di sepanjang tahun 2025 terdapat perubahan susunan Throughout 2025, there were changes in the composition
keanggotaan Komite Audit. Informasi kronologi of the Audit Committee. Information regarding the
5
perubahan susunan Komite Audit di sepanjang tahun chronology of changes in the Audit Committee
2025, dan susunan Komite Audit di akhir tahun 2025, composition during 2025, as well as the composition of
disampaikan sebagai berikut ini. the Audit Committee at the end of 2025, is presented
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
as follows.
Kronologi Perubahan Susunan Komite Audit di Sepanjang Tahun 2025
Chronology of Changes in the Composition of the Audit Committee Throughout 2025
Periode 1 Januari s.d Periode 27 Agustus s.d Keterangan
27 Agustus 2025 31 Desember 2025 Remarks
January 1 to August 27, 2025 August 27 to December 31, 2025
Denie S. Tampubolon tidak lagi menjabat
Denie S. Tampubolon (Ketua/
per tanggal 27 Agustus 2025
Komisaris Independen)
Denie S. Tampubolon no longer served as of
(Chairman/Independent
August 27, 2025
Commissioner)
6
Adil Nusyirwan (Anggota) Adil Nusyirwan (Anggota)
-
(Member) (Member)
Sustainability Reference
Rujukan Keberlanjutan
Maryanto Makhdori (Anggota) Maryanto Makhdori (Anggota)
-
(Member) (Member)
Farazandi Fidinansyah menjabat sejak
Farazandi Fidinansyah (Ketua/ tanggal 27 Agustus 2025
Komisaris Independen) Farazandi Fidinansyah has served as
(Chairman/Independent Chairman/Independent Commissioner since
Commissioner) August 27, 2025
Susunan Komite Audit per 31 Desember 2025
Composition of Audit Committee as of December 31, 2025
Periode
7
Nama Jabatan Dasar Pengangkatan Masa Jabatan Jabatan
Financial Report
Laporan Keuangan
Name Position Basis of Appointment Term of Office Term
Period
Farazandi Ketua Komite Audit/ Surat Keputusan Dewan Komisaris Sesuai dengan masa jabatan
Fidinansyah Komisaris Independen No. 005/SK/DK-ELSA/VIII/2025 sebagai Dewan Komisaris
tanggal 27 Agustus 2025
Chairman of the Audit Board of Commissioners’ Decree No. In accordance with the term of
Committee/Independent 005/SK/DK-ELSA/VIII/2025 dated office as a member of the Board
Commissioner August 27, 2025 of Commissioners
Adil Anggota Komite Komite Surat Keputusan Dewan Komisaris
1 Maret 2023 s.d.
Nusyirwan Audit/Pihak Independen No. 006/SK/DK-ELSA/III/2023
28 Februari 2026
tanggal 1 Maret 2023 Ke- 2
Member of the Audit Board of Commissioners’ Decree No. 2nd
March 1, 2023 to
Committee /Independent 006/SK/DK-ELSA/III/2023 dated March
February 28, 2026
Party 1, 2023
Maryanto Surat Keputusan Dewan Komisaris
Anggota Komite Komite
Makhdori No. 005/SK/DK-ELSA/III/2023 1 Mei 2023 s.d. 30
Audit/Pihak Independen
tanggal 27 Maret 2023 April 2026
Ke- 1
Board of Commissioners’ Decree No.
Member of the Audit 1st
005/SK/DK-ELSA/III/2023 dated March May 1, 2023 to April
Committee /Independent
27, 2023 30, 2026
Party
2025 Annual Report PT Elnusa Tbk
345
Page 346
Profil Komite Audit
Audit Committee Profile
2025 Performance Highlights
Kilas Kinerja 2025
Farazandi Fidinansyah
Ketua Komite Audit/Komisaris Independen
Chairman of the Audit Committee/Independent Commissioner
Profil Ketua Komite Farazandi Fidinansyah disampaikan pada bagian profil Dewan Komisaris pada bab Profil Perusahaan dalam
Laporan Tahunan ini.
1
The profile of the Committee Chairman, Farazandi Fidinansyah, is presented in the profile section of the Board of Commissioners
under the Company Profile chapter of this Annual Report.
Adil Nusyirwan
Laporan Management
Management Report
Anggota Komite Audit/Pihak Independen
Periode Jabatan: 2023 s.d. 2026, Periode Ke-2
Member of the Audit Committee/Independent Party
Term of Office: 2023 to 2026, Second Term
Data Pribadi Personal Data
Warga negara Indonesia Indonesian citizen
Usia 68 tahun 68 years old
2
Domisili Jakarta Selatan, DKI Jakarta, Indonesia Domiciled in South Jakarta, DKI Jakarta, Indonesia
Pendidikan Education
• Master (S2) Akuntansi, University of Illinois Urbana • Master’s Degree in Accounting, University of Illinois
Champaign, Amerika Serikat (1994) Urbana-Champaign, United States (1994)
• Sarjana (S1) Akuntansi, Jurusan Akuntansi, Universitas • Bachelor’s Degree in Accounting, Department of
Sumatera Utara (1982) Accounting, Universitas Sumatera Utara (1982)
Sertifikasi Profesi Professional Certification
Profil Perusahaan
Company Profile
Certified in Audit Committee Practices (CACP), Institut Komite Certified in Audit Committee Practices (CACP), Indonesian
Audit Indonesia (2025) Institute for Audit Committee (2025)
Pengalaman Kerja Professional Experience
• Direktur Keuangan PT Patra Jasa (2009-2013) • Finance Director, PT Patra Jasa (2009–2013)
• Direktur Keuangan & Administrasi PT Patra Niaga • Finance & Administration Director, PT Patra Niaga
(2005-2009) (2005–2009)
3
• Direktur Keuangan & Administrasi PT Elnusa Harapan • Finance & Administration Director, PT Elnusa Harapan
(2003-2005) (2003–2005)
Rangkap Jabatan Concurrent Positions
Di dalam Perusahaan: Tidak ada. Within the Company: None
Di luar Perusahaan: Tidak ada. Outside the Company: None
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Hubungan Afiliasi Affiliation
Tidak memiliki hubungan afiliasi baik kepada anggota Direksi, Has no affiliation with members of the Board of Directors,
Dewan Komisaris, maupun dengan PT Pertamina Hulu Energi the Board of Commissioners, PT Pertamina Hulu Energi as the
selaku pemegang saham utama/pengendali serta Pemerintah major/controlling shareholder, or the Government of Indonesia
Indonesia selaku entitas pemilik akhir Perusahaan. as the Company’s ultimate beneficial owner.
Kepemilikan Saham Perusahaan Share Ownership in the Company
Nihil None
4
2025 Annual Report PT Elnusa Tbk
346
Page 347
Maryanto Makhdori
Anggota Komite Audit/Pihak Independen
Periode Jabatan: 2023 s.d 2026, Periode ke-1
Member of the Audit Committee/Independent Party
Term of Office: 2023 to 2026, First Term
Data Pribadi Personal Data
Warga Negara Indonesia Indonesian citizen
Usia 60 tahun 60 years old
5
Domisili Serang, Banten, Indonesia Domiciled in Serang, Banten, Indonesia
Pendidikan Education
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
• Magister (S2) Manajemen Keuangan, STIE IPWI, Jakarta • Master’s Degree in Financial Management, STIE IPWI,
(2001) Jakarta (2001)
• Sarjana (S1) Akuntansi, Universitas Indonesia, Jakarta • Bachelor’s Degree in Accounting, Universitas Indonesia,
(1996) Jakarta (1996)
Sertifikasi Profesi Professional Certification
Certified in Audit Committee Practices (CACP), Institut Komite Certified in Audit Committee Practices (CACP), Indonesian
Audit Indonesia (2025) Institute for Audit Committee (2025)
Pengalaman Kerja Professional Experience
• Elnusa Group: • Elnusa Group:
- Risk Management Expert (2021) - Risk Management Expert (2021)
- Komite Pengembangan Usaha PT Elnusa Petrofin - Business Development Committee, PT Elnusa Petrofin
(2013-2021) (2013–2021)
- Division Head of Risk & Porfolio Management - Division Head of Risk & Portfolio Management
(2014-2015) (2014–2015)
- Department Head of Risk & Performance - Department Head of Risk & Performance Management
6
Management (2012-2014) (2012–2014)
- Section Head of Risk Management (2010-2011) - Section Head of Risk Management (2010–2011)
Sustainability Reference
- Analis Manajemen Risiko (2008-2009) - Risk Management Analyst (2008–2009)
Rujukan Keberlanjutan
• Ketua Tim Audit, Leader of GCG & Risk Management, • Audit Team Leader, Leader of GCG & Risk Management,
Badan Pengawasan Keuangan dan Pembangunan (BPKP) Financial and Development Supervisory Agency (BPKP)
(1988-2009) (1988–2009)
Rangkap Jabatan Concurrent Positions
Di dalam Perusahaan: Tidak ada. Within the Company: None
Di luar Perusahaan: Tidak ada. Outside the Company: None
Hubungan Afiliasi Affiliation
Tidak memiliki hubungan afiliasi baik kepada anggota Direksi, Has no affiliation with members of the Board of Directors,
Dewan Komisaris, maupun dengan PT Pertamina Hulu Energi the Board of Commissioners, PT Pertamina Hulu Energi as
selaku pemegang saham utama/pengendali serta Pemerintah the Major/Controlling Shareholder, or the Government of
Indonesia selaku entitas pemilik akhir Perusahaan. Indonesia as the Company’s ultimate beneficial owner.
Kepemilikan Saham Perusahaan Share Ownership in the Company
7
Financial Report
Laporan Keuangan
Nihil None
Independensi Komite Audit Independence of the Audit Committee
Berdasarkan ketentuan dalam Piagam Komite Audit, In accordance with the provisions set out in the Audit
kualifikasi independensi anggota Komite Audit harus Committee Charter, the independence qualifications
memenuhi kriteria sebagai berikut: of Audit Committee members must meet the following
criteria:
1. Bukan merupakan orang dalam Kantor Akuntan 1. Not a person from a Public Accounting Firm, Law
Publik, Kantor Konsultan Hukum, Kantor Jasa Firm, Public Appraisal Firm, or any other party
Penilai Publik atau pihak lain yang memberi jasa providing assurance services, non-assurance
assurance, jasa non-assurance, jasa penilai dan/ services, appraisal services, and/or other consulting
atau jasa konsultasi lain kepada Perusahaan services to the Company within the last 6 (six)
dalam waktu 6 (enam) bulan terakhir. months.
2. Bukan merupakan orang yang bekerja atau 2. Not a person who works for or has the authority and
mempunyai wewenang dan tanggung jawab responsibility to plan, lead, control, or supervise the
untuk merencanakan, memimpin, mengendalikan, Company’s activities within the last 6 (six) months,
atau mengawasi kegiatan Perusahaan dalam except for an Independent Commissioner.
waktu 6 (enam) bulan terakhir, kecuali Komisaris
Independen.
2025 Annual Report PT Elnusa Tbk
347
Page 348
3. Tidak mempunyai saham langsung maupun tidak 3. Does not own shares in the Company, either directly
langsung pada Perusahaan. or indirectly.
2025 Performance Highlights
4. Dalam hal anggota Komite Audit memperoleh 4. In the event that an Audit Committee member
saham Perusahaan baik langsung maupun tidak acquires shares in the Company, either directly or
langsung akibat suatu peristiwa hukum, maka indirectly, due to a legal event, such shares must
Kilas Kinerja 2025
saham tersebut wajib dialihkan kepada pihak lain be transferred to another party within a maximum
dalam jangka waktu paling lama 6 (enam) bulan period of 6 (six) months after the shares are
setelah diperolehnya saham tersebut. acquired.
5. Tidak mempunyai hubungan Afiliasi dengan 5. Does not have any affiliation with members of the
anggota Dewan Komisaris, anggota Direksi, atau Board of Commissioners, members of the Board
Pemegang Saham Utama Perusahaan. of Directors, or the Company’s Major/Controlling
1
Shareholder.
6. Tidak mempunyai hubungan usaha baik langsung 6. Does not have any business relationship, either
maupun tidak langsung yang berkaitan dengan directly or indirectly, related to the Company’s
kegiatan usaha Perusahaan. business activities.
Kriteria independensi Komite Audit, terlampir dalam The independence criteria of the Audit Committee are
presented in the following table:
Laporan Management
Management Report
tabel berikut:
Aspek Independensi Farazandi Adil Maryanto
Independence Aspect Fidinansyah Nusyirwan Makhdori
Memiliki hubungan kekeluargaan dengan Pemegang Saham, Dewan
Komisaris, serta Direksi
2
x x x
Has a familial relationship with the Shareholders, Board of Commissioners, and
Board of Directors
Memiliki hubungan usaha secara langsung dan tidak langsung kepada
Perusahaan x x x
Has a direct or indirect business relationship with the Company
Merupakan orang yang memberikan jasa audit, non audit, atau jasa konsultan
lainnya kepada Perusahaan dalam waktu enam bulan terakhir
x x x
Is a person who has provided audit services, non-audit services, or other
Profil Perusahaan
Company Profile
consulting services to the Company within the last 6 (six) months
Merupakan orang yang mempunyai wewenang dan tanggung jawab untuk
merencanakan, memimpin atau mengendalikan kegiatan Perusahaan, kecuali
Komisaris Independen x x x
Is a person who has the authority and responsibility to plan, lead, or control the
Company’s activities, except for an Independent Commissioner
3
Menjabat sebagai pengurus partai politik, pejabat dan pemerintah
Holds a position as a political party official, public official, or government x x x
official
: ada | x : tidak ada
: yes | x : no
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
4
2025 Annual Report PT Elnusa Tbk
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Page 349
349
5 6 7
Tata Kelola Perusahaan yang Baik Rujukan Keberlanjutan
Good Corporate Governance Laporan Keuangan
Sustainability Reference Financial Report
PT Elnusa Tbk
2025 Annual Report
Page 350
Tugas dan Tanggung Jawab Komite Audit Duties and Responsibilities of the Audit
Committee
2025 Performance Highlights
Komite Audit bertindak secara independen dalam The Audit Committee acts independently in carrying out
melaksanakan tugas dan tanggung jawabnya. Dalam its duties and responsibilities. In performing its duties,
Kilas Kinerja 2025
melaksanakan tugasnya, Komite Audit bertanggung the Audit Committee is accountable to the Board of
jawab kepada Dewan Komisaris. Tugas dan tanggung Commissioners. The duties and responsibilities of the
jawab Komite Audit sebagaimana tercantum dalam Audit Committee as set out in the Company’s Audit
Piagam Komite Audit Perusahaan adalah sebagai Committee Charter are as follows:
berikut:
1. Melakukan penelaahan atas informasi keuangan 1. To review financial information to be issued by the
1
yang akan dikeluarkan Perusahaan kepada publik Company to the public and/or authorities, including
dan/atau pihak otoritas antara lain laporan financial statements, projections, and other reports
keuangan, proyeksi, dan laporan lainnya terkait related to the Company’s financial information.
dengan informasi keuangan Perusahaan.
2. Melakukan penelaahan atas ketaatan terhadap 2. To review compliance with laws and regulations
peraturan perundang-undangan yang berhubungan related to the Company’s activities.
dengan kegiatan Perusahaan.
Laporan Management
Management Report
3. Memberikan pendapat independen dalam hal 3. To provide an independent opinion in the event of
terjadi perbedaan pendapat antara manajemen any differences of opinion between management
dan Akuntan atas jasa yang diberikannya. and the accountant regarding the services provided.
4. Memberikan rekomendasi kepada Dewan 4. To provide recommendations to the Board of
Komisaris mengenai penunjukan maupun Commissioners regarding the appointment and/or
penggantian Akuntan Publik dan/ atau Kantor replacement of the Public Accountant and/or Public
2
Akuntan Publik. Untuk penunjukan Akuntan Publik Accounting Firm. The appointment of the Public
dan/atau Kantor Akuntan Publik persyaratan Accountant and/or Public Accounting Firm shall at
minimal mempertimbangkan aspek independensi, minimum consider aspects of independence, scope
ruang lingkup penugasan, imbalan jasa audit dan of engagement, audit fees, as well as expertise and
keahlian serta pengalaman. experience.
5. Melakukan evaluasi pelaksanaan pemberian jasa 5. To evaluate the implementation of audit services.
audit.
6. Melakukan penelaahan atas pelaksanaan 6. To review the implementation of examinations
Profil Perusahaan
Company Profile
pemeriksaan oleh auditor internal dan mengawasi conducted by internal auditors and to oversee the
pelaksanaan tindak lanjut oleh Direksi atas temuan follow-up actions taken by the Board of Directors
auditor internal. on the findings of internal auditors.
7. Menelaah pengaduan yang berkaitan dengan 7. To review complaints related to the Company’s
proses akuntansi dan pelaporan keuangan accounting processes and financial reporting.
3
Perusahaan.
8. Melakukan komunikasi mengenai hal yang 8. To communicate matters to be determined as
akan ditentukan sebagai Hal Audit Utama yang Key Audit Matters as conveyed by the Public
disampaikan oleh Akuntan Publik. Accountant.
9. Mendokumentasikan dan menyimpan hasil 9. To document and retain the results of communications
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
komunikasi dengan Akuntan Publik mengenai Hal with the Public Accountant regarding Key Audit
Audit Utama. Matters.
10. Melakukan review atas permohonan persetujuan 10. To review requests for approval submitted by the
Direksi kepada Dewan Komisaris atas rencana Board of Directors to the Board of Commissioners
corporate actions antara lain investasi, Pembentukan regarding planned corporate actions, including
Anak Perusahaan, Rencana Kerja dan Anggaran investments, establishment of subsidiaries, the
Perusahaan, Rencana Jangka Panjang Perusahaan, Company’s Work Plan and Budget, the Company’s
Pembiayaan (Financing), Kontrak Kerja Sama Long-Term Plan, financing, Joint Operation
Operasi, Wilayah Kerja Migas, Pengelolaan Aset Agreements, oil and gas working areas, asset
dan Penjaminan Aset. management, and asset guarantees.
11. Menelaah dan memberikan saran kepada Dewan 11. To review and provide advice to the Board of
Komisaris terkait dengan adanya potensi benturan Commissioners regarding potential conflicts of
4
kepentingan Perusahaan. interest within the Company.
12. Melaksanakan tugas lainnya yang diberikan oleh 12. To perform other duties assigned by the Board of
Dewan Komisaris. Commissioners.
2025 Annual Report PT Elnusa Tbk
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Tanggung Jawab Komite Audit dalam Responsibilities of the Audit Committee
Pemberian Rekomendasi atas Penunjukan in Providing Recommendations on the
dan Pemberhentian Auditor Eksternal Appointment and Dismissal of External
Auditors
Membantu Dewan Komisaris dalam melakukan To assist the Board of Commissioners in conducting
pengawasan aktif terhadap akivitas auditor eksternal active oversight of the external auditor’s activities by:
dengan:
1. Memberikan rekomendasi kepada Dewan Komisaris 1. Providing recommendations to the Board of
mengenai penunjukan dan/atau pengganian Commissioners regarding the appointment and/
5
Akuntan Publik dan/ atau Kantor Akuntan Publik or replacement of the Public Accountant and/or
yang didasarkan pada dan tidak terbatas pada Public Accounting Firm, based on, but not limited
independensi, ruang lingkup penugasan, biaya, to, independence, scope of engagement, fees,
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
keahlian dan metode yang digunakan. expertise, and methodologies applied.
2. Mendiskusikan rencana audit yang meliputi sifat 2. Discussing the audit plan, including the nature and
dan ruang lingkup audit dengan para pihak terkait. scope of the audit, with relevant parties.
3. Menelaah kecukupan pemeriksaan oleh Kantor 3. Reviewing the adequacy of the audit conducted by
Akuntan Publik. the Public Accounting Firm.
4. Memantau dan mengevaluasi pelaksanaan 4. Monitoring and evaluating the implementation
pemberian jasa audit atas informasi keuangan of audit services on annual historical financial
historis tahunan oleh Akuntan Publik dan/atau information by the Public Accountant and/or
Kantor Akuntan Publik termasuk kesesuaiannya Public Accounting Firm, including compliance
dengan standar akuntansi keuangan yang with applicable financial accounting standards,
berlaku, kecukupan waktu pekerjaan lapangan, adequacy of fieldwork duration, sufficiency of
kecukupan uji petik dan rekomendasi perbaikan sampling, and the improvement recommendations
yang diberikan. provided.
6
Sustainability Reference
Rujukan Keberlanjutan
Pembagian Tugas dan Tanggung Jawab Division of Duties and Responsibilities among
Dalam Keanggotaan Komite Audit Audit Committee Members
Anggota Komite Audit Perusahaan selama tahun The Company’s Audit Committee in 2025 consisted
2025 terdiri dari 3 (tiga) orang, dan 2 (dua) orang di of 3 (three) members, of which 2 (two) members had
antaranya berlatar belakang pendidikan dan keahlian educational backgrounds and expertise in accounting
di bidang akuntansi dan/atau keuangan. Sesuai and/or finance. In accordance with the collective and
dengan sifat pekerjaan Komite Audit yang kolektif collegial nature of the Audit Committee’s work, the
kolegial, maka pelaksanaan tugas Komite Audit dapat duties and responsibilities of the Audit Committee are
dilakukan secara bersama-sama sesuai dengan latar carried out jointly, taking into account the educational
belakang pendidikan dan kompetensi yang dimiliki dari background and competencies of each member.
masing-masing anggota Komite Audit. 7
Financial Report
Laporan Keuangan
Kode Etik Kerahasiaan Code of Ethics of Confidentiality
1. Anggota Komite yang masih atau yang sudah 1. Committee members, whether currently serving
tidak menjabat lagi sebagai Anggota Komite, or no longer serving, are required to maintain the
wajib menjaga kerahasiaan dokumen, data dan confidentiality of the Company’s documents, data,
informasi Perusahaan yang diperoleh sewaktu and information obtained during their tenure,
menjabat sebagai Anggota Komite, baik dari whether from internal or external parties, and such
pihak internal maupun pihak eksternal dan hanya information shall only be used for the purpose of
digunakan untuk kepentingan pelaksanaan carrying out their duties.
tugasnya.
2. Anggota Komite dilarang menyalahgunakan 2. Committee members are prohibited from misusing
informasi penting yang berkaitan dengan material information related to the Company’s
kepentingan Perusahaan untuk kepentingan interests for personal gain.
pribadi.
3. Anggota Komite dalam melaksanakan tugas dan 3. In performing their duties and responsibilities,
tanggung jawabnya wajib menaati Kode Etik Committee members are required to comply with
Perusahaan. the Company’s Code of Ethics.
2025 Annual Report PT Elnusa Tbk
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Pengembangan Kompetensi Komite Audit Competency Development of the Audit
Committee
2025 Performance Highlights
Perusahaan memfasilitasi pelaksanaan program The Company facilitates the implementation of
pengembangan bagi Komite Audit dalam rangka development programs for the Audit Committee in order
Kilas Kinerja 2025
meningkatkan kompetensi anggota Komite Audit. to enhance the competencies of its members. These
Program ini diharapkan mampu memberikan dampak programs are expected to have a positive impact on the
positif terhadap produktivitas dan efektivitas kinerja productivity and effectiveness of the Audit Committee’s
Komite Audit. performance.
-
1
Jenis dan Materi Pendidikan dan
Komite Audit Pelatihan Tempat/Tanggal Penyelenggara
Audit Committee Type and Subject of Education and Venue/Date Organizer
Training
Farazandi Disampaikan pada bagian Pelatihan dan Pengembangan Kompetensi Dewan Komisaris dan Direksi dalam
Fidinansyah Laporan Tahunan ini
(Ketua) Presented in the Training and Competency Development of the Board of Commissioners and the Board of
Laporan Management
Management Report
(Chairman) Directors section in this Annual Report
Adil Nusyirwan • Implementasi PDP PT Elnusa • Jakarta/3 Maret 2025 • PT Elnusa Tbk
(Anggota) Tbk dan Anak Perusahaan
(Member) • Certification in Audit • Jakarta/17 – 19 Juni 2026 • Ikatan Komite Audit Indonesia
Committee Practices (CACP)
• Sustainability Reporting: • Jakarta/30 September 2025 • Ikatan Komite Audit Indonesia
Impact and Implementation of
PSPK 1 & 2 for Professionals • Jogjakarta/26 – 27 November • Indonesian Institute for
2
• The New Special Directorship 2025 Corporate Directorship
Program: Governance
Strategies – Managing • Jakarta/March 3, 2025
Corporate Risk in a Volatile
World • Jakarta/June 17 – 19, 2026
• Jakarta/September 30 2025
• Jogjakarta/November
Profil Perusahaan
Company Profile
26-27, 2025
Maryanto • Implementasi PDP PT Elnusa • Jakarta/3 Maret 2025 • PT Elnusa Tbk
Makhdori Tbk dan Anak Perusahaan
(Anggota) • Certification in Audit • Jakarta/17–19 Juni 2026 • Ikatan Komite Audit Indonesia
(Member) Committee Practices (CACP)
• Sustainability Reporting: • Jakarta/30 September 2025 • Ikatan Komite Audit Indonesia
3
Impact and Implementation of
PSPK 1 & 2 for Professionals
• The New Special Directorship • Jogjakarta/ • Indonesian Institute for
Program: Governance 26 – 27 November 2025 Corporate Directorship
Strategies – Managing
Corporate Risk in a Volatile • Jakarta/March 3, 2025
World
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
• Jakarta/June 17 – 19, 2026
• Jakarta/September 30 2025
• Jogjakarta/November
26-27, 2025
4
2025 Annual Report PT Elnusa Tbk
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Page 353
Rapat Komite Audit Audit Committee Meetings
Sesuai dengan ketentuan yang termuat pada Piagam In accordance with the provisions set out in the Audit
Komite Audit, Komite Audit menyelenggarakan rapat Committee Charter, the Audit Committee holds meetings
secara berkala paling sedikit 1 (satu) kali dalam 3 (tiga) on a regular basis at least 1 (one) time every 3 (three)
bulan. Anggota Komite Audit wajib hadir pada rapat months. Members of the Audit Committee are required
tersebut, dengan kemungkinan mengundang beberapa to attend such meetings, with the possibility of inviting
pihak lain bila diperlukan. Dalam hal anggota Komite other parties if necessary. In the event that an Audit
Audit dengan sebab apapun berhalangan hadir maka Committee member is unable to attend for any reason,
kehadiran anggota Komite tersebut dapat diwakili oleh their attendance may be represented by another
5
anggota Komite lainnya berdasarkan surat kuasa. Committee member based on a power of attorney.
Di tahun 2025, Komite Audit melakukan Rapat In 2025, the Audit Committee held 39 meetings.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
sebanyak 39 kali. Informasi agenda dan rekapitulasi Information on the meeting agendas and the
kehadiran rapat-rapat Komite Audit sebagaimana recapitulation of attendance at Audit Committee
disampaikan berikut ini. meetings is presented as follows.
Rekapitulasi Kehadiran Komite Audit pada Rapat
Recapitulation of Audit Committee Attendance at Meetings
Persentase
Jumlah Wajib Kehadiran
Rapat Jumlah (%)
Komite Audit
Number of Kehadiran Percentage of
Audit Committee
Mandatory Total Attendance Attendance
Meetings (%)
6
Farazandi Fidinansyah (Ketua)* 11 11 100
Sustainability Reference
Rujukan Keberlanjutan
(Chairman)*
Adil Nusyirwan (Anggota) 39 39 100
(Member)
Maryanto Makhdori (Anggota) 39 39 100
(Member)
Denie S. Tampubolon (Ketua)* 28 28 100
(Chairman)*
Rata-rata 100
Average
*) Denie S. Tampubolon tidak lagi menjabat sejak 27 Agustus 2025. Posisinya digantikan Farazandi Fidinansyah.
*) Denie S. Tampubolon no longer served as of August 27, 2025. He was replaced by Farazandi Fidinansyah.
7
Financial Report
Laporan Keuangan
Agenda-agenda dalam Rapat Komite Audit adalah The agendas discussed in the Audit Committee meetings
sebagai berikut: are as follows:
1. Progress Meeting Audit Laporan Keuangan 1. Progress meeting on the audit of consolidated
Konsolidasian financial statements
2. Key Audit Matters 2. Key audit matters
3. Koordinasi Rutin Komite Audit – Internal Audit 3. Regular coordination between the Audit Committee
and Internal Audit
4. Laporan Keuangan Konsolidasian 4. Consolidated financial statements
5. Closing Meeting Audit Laporan Keuangan 5. Closing meeting on the audit of consolidated
Konsolidasian financial statements
6. Review Surat Dewan Komisaris 6. Review of the Board of Commissioners’ letter
2025 Annual Report PT Elnusa Tbk
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Laporan Singkat Pelaksanaan Tugas dan Brief Report on the Implementation of Duties
Kegiatan Komite Audit pada 2025 and Activities of the Audit Committee in 2025
2025 Performance Highlights
Dalam rangka pelaksanaan GCG, Dewan Komisaris In the implementation of Good Corporate Governance
membentuk Komite Audit dengan berpedoman kepada (GCG), the Board of Commissioners has established
Kilas Kinerja 2025
ketentuan yang berlaku. Untuk memenuhi POJK an Audit Committee in accordance with prevailing
No. 55/POJK.04/2015 tentang Pembentukan dan regulations. To comply with POJK No. 55/
Pedoman Pelaksanaan Kerja Komite Audit, Komite POJK.04/2015 concerning the Establishment and
Audit menetapkan dan melaksanakan program kerja Guidelines for the Implementation of Audit Committee
yang menjadi tugas dan tanggung jawabnya pada Work, the Audit Committee has established and
tahun 2025, sebagaimana diuraikan berikut ini. carried out work programs as part of its duties and
1
responsibilities in 2025, as described below.
Selama tahun buku 2025, Komite Audit melalui rapat- During fiscal year 2025, the Audit Committee, through
rapat Komite Audit telah melakukan pembahasan its meetings, conducted discussions with relevant parties,
dengan pihak-pihak terkait antara lain: including the following:
1. Manajemen 1. Management
Komite Audit melakukan penelaahan atas The Audit Committee reviewed both audited and
Laporan Management
Management Report
laporan keuangan audited dan unaudited yang unaudited financial statements published in 2025 to
dipublikasikan pada tahun 2025, guna memastikan ensure that the content and disclosures complied with
bahwa isi dan pengungkapan informasi telah applicable accounting standards and regulations.
sesuai dengan standar akuntansi dan ketentuan The Committee also evaluated the effectiveness of the
yang berlaku. Evaluasi terhadap efektivitas external auditor’s audit process, including independence,
pelaksanaan audit oleh auditor eksternal, objectivity, and the adequacy of the audit scope,
2
independensi, objektivitas, serta kecukupan lingkup through discussions with Management. In addition, the
pemeriksaannya juga dilakukan oleh Komite Audit Committee monitored and reviewed the follow-up
Audit melalui pembahasan bersama Manajemen. actions on audit findings, both from Internal Audit and
Komite Audit juga melakukan pembahasan dan External Audit, as well as the resolution of cases, in
pengawasan terhadap tindak lanjut penyelesaian order to accelerate their completion.
temuan audit, baik Audit Internal maupun Audit
Eksternal, pengawasan tindak lanjut penyelesaian
kasus-kasus yang terjadi dalam rangka mendorong
Profil Perusahaan
Company Profile
percepatan penyelesaian.
2. Auditor Eksternal 2. External Auditor
• Dalam rangka proses audit laporan keuangan • In relation to the audit of the Company’s
perusahaan per 31 Desember 2025 yang financial statements as of December 31,
dilakukan oleh Kantor Akuntan Publik 2025 conducted by a Public Accounting Firm
3
(KAP), Komite Audit membahas rencana (KAP), the Audit Committee discussed the
audit, pengawasan progress pelaksanaan audit plan, monitored the progress of the audit
audit termasuk temuan yang memerlukan implementation including findings requiring
penyesuaian-penyesuaian, evaluasi terhadap adjustments, evaluated internal controls
pengendalian internal termasuk pengendalian including internal controls over financial
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
internal atas pelaporan keuangan Perusahaan, reporting, and assessed the overall quality of
serta kualitas pelaporan keuangan Perusahaan the Company’s financial reporting.
secara keseluruhan.
• Untuk memenuhi Peraturan OJK Nomor 9 • In compliance with OJK Regulation No. 9
Tahun 2023 tanggal 11 Juli 2023 tentang of 2023 dated July 11, 2023 concerning
Penggunaan Jasa Akuntan Publik dan the Use of Public Accountant Services and
Kantor Akuntan Publik dalam Kegiatan Jasa Public Accounting Firms in Financial Services
Keuangan, Komite Audit telah: Activities, the Audit Committee has:
- menyampaikan laporan hasil evaluasi - Submitted a report on the evaluation of
pelaksanaan pemberian jasa audit atas the audit services for annual historical
informasi keuangan historis tahunan tahun financial information for fiscal year 2024
buku 2024 kepada OJK pada bulan April to OJK in April 2025;
4
2025.
- memberikan rekomendasi kepada - Provided recommendations to the Board of
Dewan Komisaris mengenai penunjukan Commissioners regarding the appointment
dan/atau penggantian Akuntan Publik and/or replacement of the Public
Accountant and/or Public Accounting Firm
2025 Annual Report PT Elnusa Tbk
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dan/atau Kantor Akuntan Publik untuk for the audit of annual historical financial
pelaksanaan pemberian jasa audit atas information for fiscal year 2025.
informasi keuangan historis tahunan
tahun buku 2025.
- Komite Audit juga telah melakukan
kegiatan pengkomunikasian kepada - The Audit Committee has also
Akuntan Publik dan/atau Kantor Akuntan communicated and documented matters
Publik dan pendokumentasiannya terkait with the Public Accountant and/or Public
hal audit utama atau key audit matters Accounting Firm regarding key audit
guna memenuhi Peraturan OJK nomor matters to comply with OJK Regulation
5
30 tanggal 29 Desember 2023 tentang No. 30 dated December 29, 2023
Pengkomunikasian Hal Audit Utama concerning the Communication of Key
dalam Laporan Akuntan Publik atas Audit Matters in the Independent Auditor’s
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Laporan Keuangan yang Diaudit di Pasar Report on Audited Financial Statements in
Modal. the Capital Market.
3. Unit Audit Internal 3. Internal Audit Unit
• Komite Audit melakukan penelaahan terhadap • The Audit Committee reviewed the
rencana audit internal tahunan, memonitor annual internal audit plan, monitored the
pelaksanaan dan hasil pemeriksaan, implementation and results of audits, and
serta tindak lanjut penyelesaiannya oleh followed up on their resolution by the
Manajemen Perusahaan. Komite Audit juga Company’s Management. The Committee also
melakukan pembahasan dengan Unit Audit held discussions with the Internal Audit Unit
Internal, dalam upaya mendorong efektivitas to enhance the effectiveness and strengthen
dan penguatan fungsi Unit Audit Internal. its function.
• Berkenaan dengan upaya untuk lebih • In an effort to further optimize the role of
mengoptimalkan fungsi Unit Audit Internal, the Internal Audit Unit, the Audit Committee
6
Komite Audit telah merekomendasikan untuk recommended the implementation of Risk-
menerapkan Risk Based Audit sebagai metode Based Audit as the primary audit approach
Sustainability Reference
Rujukan Keberlanjutan
dan pendekatan audit yang digunakan Unit and methodology in conducting internal audit
Audit Internal dalam melakukan pemeriksaan. activities.
4. Dewan Komisaris 4. Board of Commissioners
Pelaksanaan tugas dan tanggung jawab, serta The implementation of duties and responsibilities,
rekomendasi Komite Audit, secara periodik as well as the recommendations of the Audit
dilaporkan kepada Dewan Komisaris. Secara garis Committee, are periodically reported to the Board
besar, kegiatan-kegiatan tersebut adalah sebagai of Commissioners. In general, these activities
berikut: include the following:
• Melakukan penelaahan atas usulan • Reviewing the proposal for the appointment
penunjukan KAP dan memberikan rekomendasi of a Public Accounting Firm (KAP) and
kepada Dewan Komisaris untuk menunjuk KAP providing a recommendation to the Board
Purwanto, Susanti & Surja (member of Ernst & of Commissioners to appoint KAP Purwanto, 7
Young) untuk melakukan audit atas Laporan Susanti & Surja (member of Ernst & Young) to
Financial Report
Laporan Keuangan
Keuangan Konsolidasian Perusahaan yang audit the Company’s consolidated financial
berakhir 31 Desember 2025, serta melakukan statements for the year ended December 31,
penelaahan atas efektivitas pelaksanaan Jasa 2025, as well as reviewing the effectiveness of
Audit Kantor Akuntan Publik termasuk aspek the audit services provided, including aspects
independensi dan objektivitas. of independence and objectivity.
• Melakukan penelaahan atas Laporan • Reviewing audited and unaudited financial
Keuangan audited dan unaudited yang statements published in 2025.
dipublikasikan pada tahun 2025.
• Melakukan tinjauan atas efektivitas fungsi • Reviewing the effectiveness of the Internal
Internal Audit berkaitan dengan realisasi Audit function in relation to the realization
RKAP Tahunan, temuan-temuan dan of the Annual RKAP, audit findings and
rekomendasi audit mencakup kepatuhan atas recommendations, including compliance with
Internal Control, proses pengelolaan risiko internal control, risk management processes,
dan pelaksanaan GCG. and the implementation of GCG.
• Melakukan tinjauan efektivitas tindak lanjut • Reviewing the effectiveness of follow-up actions
atas penyelesaian temuan-temuan Auditor on audit findings by both Internal and External
Internal maupun Auditor Eksternal. Auditors.
• Melakukan penelaahan antara lain terhadap • Reviewing, among others, the Company’s
2025 Annual Report PT Elnusa Tbk
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laporan kinerja bulanan Perusahaan, monthly performance reports, the proposed
usulan RKAP Tahun 2026 dan usulan-usulan RKAP for 2026, and management proposals
2025 Performance Highlights
Manajemen yang memerlukan persetujuan requiring approval from the Board of
Dewan Komisaris. Commissioners.
Kilas Kinerja 2025
• Melakukan pemutakhiran piagam atau • Updating the Audit Committee Charter
pedoman kerja Komite Audit disesuaikan or working guidelines in accordance with
dengan peraturan perundang-undangan prevailing laws and regulations as well as the
maupun kegiatan Perusahaan. Company’s activities.
• Menyusun rencana kerja Komite Audit tahun • Preparing the Audit Committee’s work plan for
2026. 2026.
1
Sebagai bagian dari tugas dan tanggungjawabnya, As part of its duties and responsibilities, the Audit
Komite Audit memberikan rekomendasi kepada Dewan Committee provides recommendations to the Board of
Komisaris terkait: Commissioners regarding:
Nomor Surat Perihal
Letter Number Subject
Laporan Management
Management Report
001/KA-ELSA/IV/2025 Penyampaian Hasil Survey Penilaian KAP PSS Tahun Buku 2024
Submission of the Survey Results on the Evaluation of KAP PSS for fiscal year 2024
002/KA-ELSA/IV/2025 Laporan Hasil Evaluasi terhadap Pelaksanaan Pemberian Jasa Audit atas Informasi Keuangan
Historis Tahunan Tahun Buku 2024
Report on the Evaluation Results of the Provision of Audit Services for Annual Historical Financial
Information for fiscal year 2024
2
004/KA-ELSA/IX/2025 Rekomendasi Persetujuan Kerangka Acuan Kerja (KAK), Owner Estimate (OE) dan Pengadaan
KAP
Recommendation for Approval of the Terms of Reference (TOR), Owner’s Estimate (OE), and
Procurement of Public Accounting Firms (KAP)
005/KA-ELSA/XI/2025 Rekomendasi Komite Audit atas Hasil Pengadaan Kantor Akuntan Publik atas Jasa Audit
Laporan Keuangan Konsolidasian PT Elnusa Tbk dan Anak Perusahaan
Audit Committee Recommendation on the Procurement Results of Public Accounting Firms for the
Audit Services of the Consolidated Financial Statements of PT Elnusa Tbk and its Subsidiaries
Profil Perusahaan
Company Profile
Kebijakan Remunerasi Remuneration Policy
Penentuan jumlah remunerasi Komite Audit ditetapkan The determination of the Audit Committee’s remuneration
dengan mengacu pada Peraturan Menteri BUMN refers to the Regulation of the Minister of State-Owned
3
RI No. PER-3/MBU/03/2023 tentang Organ dan Enterprises of the Republic of Indonesia No. PER-3/
Sumber Daya Manusia Badan Usaha Milik Negara MBU/03/2023 concerning Organs and Human
yang mengatur bahwa penghasilan anggota Komite Resources of State-Owned Enterprises, which stipulates
Audit, yakni berupa honorarium maksimal sebesar 20% that the remuneration of Audit Committee members, in
dari gaji Direktur Utama Perusahaan dengan ketentuan the form of honorarium, shall be a maximum of 20% of
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
pajak ditanggung Perusahaan dan tidak diperkenankan the Company’s President Director’s salary, with taxes
menerima penghasilan lain selain honorarium tersebut. borne by the Company, and members are not permitted
Anggota Dewan Komisaris yang menjadi Ketua/ to receive any other income apart from such honorarium.
Anggota Komite Audit tidak diberikan penghasilan Members of the Board of Commissioners who serve as
tambahan dari jabatan tersebut. Chairman/Member of the Audit Committee do not
receive additional remuneration from such position.
4
2025 Annual Report PT Elnusa Tbk
356
Page 357
KOMITE NOMINASI, REMUNERASI DAN GOOD
CORPORATE GOVERNANCE
NOMINATION, REMUNERATION AND GOOD CORPORATE
GOVERNANCE COMMITTEE
Komite Nominasi, Remunerasi dan Good Corporate The Nomination, Remuneration and Good Corporate
Governance (“Komite NR dan GCG”) adalah organ Governance Committee (the “NR and GCG Committee”)
pendukung Dewan Komisaris yang bertugas dan is a supporting organ of the Board of Commissioners
bertanggung jawab untuk membantu Dewan Komisaris tasked with and responsible for assisting the Board
5
dalam menjalankan tugas pengawasan dan pemberian of Commissioners in carrying out its supervisory and
nasihat di bidang pengelolaan dan pengembangan advisory functions in the areas of human capital
Sumber Daya Manusia (SDM) termasuk proses management and development, including the
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
remunerasi dan nominasi Dewan Komisaris dan Direksi remuneration and nomination processes for the Board
Perusahaan. of Commissioners and the Board of Directors of the
Company.
Ketentuan Masa Jabatan Term of Office
Masa jabatan anggota Komite NR dan GCG tidak The term of office of members of the NR and GCG
boleh lebih lama dari masa jabatan Dewan Komisaris Committee shall not exceed the term of office of
dan dapat dipilih kembali hanya untuk 1 (satu) periode the Board of Commissioners and members may be
berikutnya. Keanggotaan Komite dapat berakhir reappointed for only 1 (one) subsequent term. The
sewaktu-waktu sebelum masa jabatan berakhir sesuai Committee membership may be terminated at any time
Keputusan Dewan Komisaris. Apabila masa tugas prior to the expiry of its term based on a resolution
sebagai Dewan Komisaris berakhir, maka berakhir pula of the Board of Commissioners. In the event that a
6
masa tugasnya sebagai Anggota Komite NR dan GCG. member’s term of office as a member of the Board of
Penggantian anggota Komite NR dan GCG yang bukan Commissioners ends, his/her term of office as a member
Sustainability Reference
Rujukan Keberlanjutan
berasal dari Dewan Komisaris dilakukan paling lambat of the NR and GCG Committee shall also end. The
60 hari sejak anggota Komite NR dan GCG dimaksud replacement of members of the NR and GCG Committee
tidak dapat lagi melaksanakan fungsinya. who are not members of the Board of Commissioners
shall be carried out no later than 60 days from the date
such member is no longer able to perform his/her duties.
Pedoman Kerja: Piagam Komite NR dan GCG Working Guidelines: Charter of the NR and
GCG Committee
Komite NR dan GCG Perusahaan telah memiliki The Company’s NR and GCG Committee has established
piagam sebagai pedoman bagi Komite NR dan GCG a charter as a guideline for the Committee in carrying
dalam melaksanakan tugas dan tanggung jawab out its duties and responsibilities in an effective, efficient, 7
secara efektif, efisien, transparan, independen dan transparent, independent, and accountable manner. This
Financial Report
Laporan Keuangan
dapat dipertanggungjawabkan. Piagam ini secara charter is continuously refined and updated in line with
terus-menerus disempurnakan dan diperbarui sesuai developments in the prevailing laws and regulations
dengan perkembangan peraturan perundang-undangan as well as current conditions. The most recent update/
yang berlaku serta kondisi terkini. Pembaruan/ refinement to the Company’s NR and GCG Committee
penyempurnaan atas Piagam Komite NR dan GCG Charter was carried out in June 2024.
Perusahaan terakhir dilakukan pada Juni 2024. The NR & GCG Committee Charter includes:
Piagam Komite NR & GCG memuat:
1. Landasan Hukum; 1. Legal Basis;
2. Pengangkatan dan Pemberhentian Anggota Komite; 2. Appointment and Dismissal of Committee Members;
3. Komposisi dan Struktur; 3. Composition and Structure;
4. Persyaratan Keanggotaan; 4. Membership Requirements;
5. Masa Tugas dan Kompensasi; 5. Term of Office and Compensation;
6. Tugas dan Tanggung Jawab; 6. Duties and Responsibilities;
7. Wewenang; 7. Authorities;
8. Hubungan Kerja; 8. Working Relationships;
9. Rapat Komite; 9. Committee Meetings;
10. Pengungkapan dan Pelaporan; 10. Disclosure and Reporting;
11. Kode Etik Kerahasiaan. 11. Code of Ethics of Confidentiality.
2025 Annual Report PT Elnusa Tbk
357
Page 358
Jumlah, Komposisi dan Susunan Komite NR Number and Composition of the NR and GCG
dan GCG Tahun 2025 Committee in 2025
2025 Performance Highlights
Kom posisi ang gota Komite NR dan GCG The composition of the Company’s NR and GCG
Perusahaan tahun 2025 beranggotakan 3 (tiga) Committee in 2025 consists of 3 (three) members,
Kilas Kinerja 2025
orang, terdiri dari 1 (satu) Ketua Komite yang juga comprising 1 (one) Committee Chairman who also
merupakan Komisaris Independen Perusahaan, serves as the Company’s Independent Commissioner,
dan 2 (dua) anggota komite. Dalam hal anggota and 2 (two) committee members. In the event that the
Komite NR dan GCG ditetapkan lebih dari members of the NR and GCG Committee exceed 3
3 (tiga) orang, maka mayoritas anggota merupakan (three) persons, the majority of the members shall be
pihak Independen, dan anggota Komite NR dan GCG Independent parties, and members of the NR and GCG
1
tidak boleh berasal dari anggota Direksi Perusahaan. Committee must not be drawn from the Company’s
Board of Directors.
Di sepanjang tahun 2025 terdapat perubahan susunan Throughout 2025, there were changes in the composition
keanggotaan Komite NR dan GCG. Informasi kronologi of the NR and GCG Committee. Information on the
perubahan susunan Komite NR dan GCG di sepanjang chronology of changes in the composition of the NR
tahun 2025, dan susunan Komite NR dan GCG di akhir and GCG Committee during 2025, as well as the
Laporan Management
Management Report
tahun 2025, disampaikan sebagai berikut: composition of the NR and GCG Committee at the end
of 2025, is presented as follows:
Kronologi Perubahan Susunan Komite NR dan GCG di Sepanjang Tahun 2025
Chronology of Changes in the Composition of the NR and GCG Committee Throughout 2025
2
Keterangan
Remarks
Eko Ariantoro (Ketua/Komisaris Eko Ariantoro tidak lagi menjabat sejak 27
Independen) Agustus 2025
(Chairman/Independent Eko Ariantoro no longer served as of August
Commissioner) 27, 2025
Profil Perusahaan
Company Profile
Yudo Irianto (Anggota) Yudo Irianto (Anggota)
-
(Member) (Member)
Agung Wahidin Wibisana (Anggota) Agung Wahidin Wibisana (Anggota)
-
(Member) (Member)
Abdul Hakim Abdul Hakim menjabat sejak 27 Agustus
(Ketua/Komisaris Independen) 2025
3
(Chairman/Independent Abdul Hakim has served since August 27,
Commissioner) 2025
Kronologi Perubahan Susunan Komite NR dan GCG di Sepanjang Tahun 2025
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Chronology of Changes in the Composition of the NR and GCG Committee Throughout 2025
Periode
Nama Jabatan Dasar Pengangkatan Masa Jabatan Jabatan
Name Position Basis of Appointment Term of Office Term
Period
Ketua Komite NR dan GCG/ Sesuai dengan masa jabatan
Surat Keputusan Dewan Komisaris
Komisaris Independen sebagai Dewan Komisasris
No. 006 tanggal 27 Agustus 2025
Abdul Hakim Chairman of the NR and In accordance with the term of
Board of Commissioners’ Decree No.
GCG Committee/Independent office as a member of the Board of
006 dated August 27, 2025
Commissioner Commissioners
Anggota Komite NR dan Surat Keputusan Dewan Komisaris 5 Agustus 2023 s.d.
GCG/Pihak Independen No. 009 tanggal 2 Agustus 2023 4 Agustus 2026 Ke- 2
4
Yudo Irianto
Member of the NR and GCG Board of Commissioners’ Decree August 5, 2023 to 2nd
Committee/Independent Party No. 009 dated August 2, 2023 August 4, 2026
Surat Keputusan Dewan Komisaris
Anggota Komite NR dan No. 010 tanggal 2 Agustus 2023 5 Agustus 2023 s.d.
Agung Wahidin GCG/Pihak Independen Board of Commissioners’ Decree 4 Agustus 2026 Ke- 2
Wibisana Member of the NR and GCG No. 010 dated August 2, 2023 August 5, 2023 to 2nd
Committee/Independent Party August 4, 2026
2025 Annual Report PT Elnusa Tbk
358
Page 359
Profil Komite NR dan GCG
NR and GCG Committee Profile
Abdul Hakim
Ketua Komite NR dan GCG/Komisaris Independen
Chairman of the NR and GCG Committee/Independent Commissioner
Profil Ketua Komite Abdul Hakim disampaikan pada bagian profil Dewan Komisaris dalam bab Profil Perusahaan, Laporan
5
Tahunan ini.
The profile of the Committee Chairman, Abdul Hakim, is presented in the Board of Commissioners’ profile section in the Company
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Profile chapter of this Annual Report.
Yudo Irianto
Anggota Komite NR dan GCG/Pihak Independen
Periode Jabatan: 5 Agustus 2023 s.d. 4 Agustus 2026, Periode Ke-2
Member of the NR and GCG Committee/Independent Party
Term of Office: August 5, 2023, to August 4, 2026, Second Term
Data Pribadi Personal Data
Warga negara Indonesia Indonesian citizen
Usia 62 tahun 62 years old
Domisili Bekasi, Jawa Barat, Indonesia Domiciled in Bekasi, West Java, Indonesia
6
Pendidikan Education
• Master (S2) Management, Human Resources • Master’s Degree in Management, majoring in Human
Management, Universitas Padjajaran, Bandung, dan Resources Management, Universitas Padjadjaran,
Sustainability Reference
Rujukan Keberlanjutan
College Business Administration, Kentucky University, Bandung, and College of Business Administration,
Amerika Serikat (1996) University of Kentucky, United States (1996)
• Sarjana (S1) Akuntansi, Jurusan Akuntansi, Universitas • Bachelor’s Degree in Accounting, majoring in
Diponegoro, Semarang (1988) Accounting, Universitas Diponegoro, Semarang (1988)
Sertifikasi Profesi Professional Certifications
- -
Pengalaman Kerja Work Experience
• Dewan Pengawas Dana Pensiun Pertamina • Member of the Supervisory Board of the Pertamina
(2021-sekarang) Pension Fund (2021–present)
• Komisaris Independen di PT Pertalife Insurance (2021– • Independent Commissioner at PT Pertalife Insurance
2022) (2021–2022)
• SVP HRD PT Pertamina (Persero) (2017–2018) • Senior Vice President of HRD at PT Pertamina (Persero)
(2017–2018)
• VP People Management PT Pertamina (Persero) (2013– • Vice President of People Management at PT Pertamina
•
2017)
VP HR Operation PT Pertamina (Persero) (2009–2013)
(Persero) (2013–2017)
• Vice President of HR Operation at PT Pertamina
7
(Persero) (2009–2013)
Financial Report
Laporan Keuangan
• VP HR Group Shared Services PT Pertamina (Persero) • Vice President of HR Group Shared Services at PT
(2008–2009) Pertamina (Persero) (2008–2009)
• Presiden Komisaris PT Pertamina Pedeve Indonesia (2018) • President Commissioner of PT Pertamina Pedeve
• Presiden Komisaris PT Pertamina Dana Ventura (2013– Indonesia (2018)
2018) • President Commissioner of PT Pertamina Dana Ventura
(2013–2018)
• Komisaris Elnusa (2017-2018) • Commissioner at Elnusa (2017–2018)
• Dewan Pengawas Dana Pensiun Pertamina (2009-2013) • Member of the Supervisory Board of the Pertamina
Pension Fund (2009–2013)
Rangkap Jabatan Concurrent Positions
Di dalam Perusahaan: Tidak ada. Within the Company: None.
Di luar Perusahaan: Tidak ada. Outside the Company: None.
Hubungan Afiliasi Affiliation
Tidak memiliki hubungan afiliasi baik kepada anggota Direksi, Has no affiliation with members of the Board of Directors,
Dewan Komisaris, maupun dengan PT Pertamina Hulu Energi the Board of Commissioners, or with PT Pertamina Hulu
selaku pemegang saham utama/pengendali serta Pemerintah Energi as the Major/Controlling Shareholder, as well as the
Indonesia selaku entitas pemilik akhir Perusahaan. Government of Indonesia as the ultimate beneficial owner of
the Company.
Kepemilikan Saham Perusahaan Share Ownership in the Company
Nihil None
2025 Annual Report PT Elnusa Tbk
359
Page 360
Agung Wahidin Wibisana
Anggota Komite NR dan GCG/Pihak Independen
2025 Performance Highlights
Periode Jabatan: 5 Agustus 2023 s.d. 4 Agustus 2026, Periode Ke-2
Member of the NR and GCG Committee/Independent Party
Term of Office: August 5, 2023, to August 4, 2026, Second Term
Kilas Kinerja 2025
Data Pribadi Personal Data
Warga Negara Indonesia Indonesian citizen
Usia 50 tahun 50 years old
Domisili Bekasi, Jawa Barat, Indonesia Domiciled in Bekasi, West Java, Indonesia
Pendidikan Education
1
• Magister (S2) Business Administration, IPMI Business • Master’s Degree in Business Administration, IPMI
School, Jakarta (2022) Business School, Jakarta (2022)
• Diploma Human Capital Management, Singapore Human • Diploma in Human Capital Management, Singapore
Resources Institute (2009) Human Resources Institute (2009)
• Sarjana (S1) Hukum Bisnis, Universitas Parahyangan, • Bachelor’s Degree in Business Law, Universitas
Bandung (1999) Parahyangan, Bandung (1999)
Sertifikasi Profesi Professional Certifications
Certified Risk Professional, 2025 Certified Risk Professional, 2025
Laporan Management
Management Report
Pengalaman Kerja Work Experience
• Senior Manager of Human Capital Business Partner Elnusa • Senior Manager of Human Capital Business Partner at
(2018-2020) Elnusa (2018–2020)
• Department Head of Human Resources Drilling & Oilfield • Department Head of Human Resources Drilling &
Services Elnusa (2016-2018) Oilfield Services at Elnusa (2016–2018)
• Department Head of Organization Development & Talent • Department Head of Organization Development &
Management Elnusa (2012-2016) Talent Management at Elnusa (2012–2016)
2
• Secion Head of Sourcing Elnusa (2010–2012) • Section Head of Sourcing at Elnusa (2010–2012)
• Human Resources Policy & System Manager PT Infomedia • Human Resources Policy & System Manager at PT
Nusantara (2010) Infomedia Nusantara (2010)
• Human Resource Performance Manager PT Infomedia • Human Resource Performance Manager at PT
Nusantara (2008–2010) Infomedia Nusantara (2008–2010)
• Human Resource Operation Manager PT Infomedia • Human Resource Operation Manager at PT Infomedia
Nusantara (2006–2008) Nusantara (2006–2008)
• Associate di Konsultan Hukum (1999–2002) • Associate at a Legal Consulting Firm (1999–2002)
Rangkap Jabatan Concurrent Positions
Profil Perusahaan
Company Profile
Di dalam Perusahaan: VP Human Capital Within the Company: VP Human Capital
Di luar Perusahaan: Tidak ada. Outside the Company: None.
Hubungan Afiliasi Affiliation
Tidak memiliki hubungan afiliasi baik kepada anggota Direksi, Has no affiliation with members of the Board of Directors,
Dewan Komisaris, maupun dengan PT Pertamina Hulu Energi the Board of Commissioners, or with PT Pertamina Hulu
3
selaku pemegang saham utama/pengendali serta Pemerintah Energi as the Major/Controlling Shareholder, as well as the
Indonesia selaku entitas pemilik akhir Perusahaan. Government of Indonesia as the ultimate beneficial owner of
the Company.
Kepemilikan Saham Perusahaan Share Ownership in the Company
Nihil None
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Independensi Komite NR dan GCG Independence of the NR and GCG Committee
Seluruh anggota Komite NR dan GCG yang berasal All members of the NR and GCG Committee who are
dari pihak independen tidak memiliki hubungan independent parties have no financial, management,
keuangan, kepengurusan, kepemilikan saham dan/atau share ownership, and/or familial relationships with the
hubungan keluarga dengan Dewan Komisaris, Direksi Board of Commissioners, the Board of Directors, and/
dan/atau Pemegang Saham pengendali, yang dapat or the controlling shareholders that could affect their
mempengaruhi kemampuannya bertindak independen. ability to act independently.
4
2025 Annual Report PT Elnusa Tbk
360
Page 361
Kriteria independensi Komite NR dan GCG
Independence Criteria of the NR and GCG Committees
Agung
Aspek Independensi Yudo
Abdul Hakim Wahidin
Independence Aspects Irianto
Wibisana
Berasal dari pihak yang menduduki jabatan manajerial di bawah Direksi yang
membidangi sumber daya manusia
x x
Originating from parties holding managerial positions under the Board of
Directors overseeing human resources
Mempunyai saham langsung maupun tidak langsung di Perusahaan
5
x x x
Having direct or indirect share ownership in the Company
Mempunyai hubungan Afiliasi dengan anggota Dewan Komisaris, anggota
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Direksi, atau Pemegang Saham Utama Perusahaan
x x x
Having an affiliation with members of the Board of Commissioners, members of
the Board of Directors, or the Company’s Major Shareholder
Mempunyai hubungan usaha baik langsung maupun tidak langsung yang
berkaitan dengan kegiatan usaha Perusahaan
x x x
Having business relationships, whether directly or indirectly, related to the
Company’s business activities
Menjabat sebagai pengurus partai politik dan/atau calon/anggota legislatif
dan/atau merupakan calon atau menjabat sebagai kepala/wakil kepala
pemerintahan daerah
x x x
Serving as an official of a political party and/or as a candidate/member of
the legislature and/or as a candidate or serving as a regional head/deputy
regional head
Memiliki jabatan lain yang dapat menimbulkan benturan kepentingan terkait
dengan jabatan di Perusahaan
x x x
6
Holding other positions that may give rise to a conflict of interest in relation to
their position in the Company
Sustainability Reference
Rujukan Keberlanjutan
= ya | x = tidak
= yes | x = no
Tugas dan Tanggung Jawab Komite NR dan Duties and Responsibilities of the NR and
GCG GCG Committee
Komite NR dan GCG bertindak secara independen The NR and GCG Committee acts independently
dalam melaksanakan tugas dan tanggung jawabnya. in carrying out its duties and responsibilities. In
Dalam melaksanakan tugasnya, Komite NR dan GCG performing its duties, the NR and GCG Committee is
bertanggung jawab kepada Dewan Komisaris. Tugas accountable to the Board of Commissioners. The duties
dan tanggung jawab Komite NR & GCG sebagaimana and responsibilities of the NR & GCG Committee as 7
tercantum dalam Piagam Komite NR & GCG Perusahaan stipulated in the Company’s NR & GCG Committee
Financial Report
Laporan Keuangan
adalah sebagai berikut: Charter are as follows:
A. Terkait dengan fungsi nominasi: A. In relation to the nomination function:
1. Memberikan rekomendasi kepada Dewan 1. To provide recommendations to the Board of
Komisaris mengenai: Commissioners regarding:
a. Komposisi jabatan anggota Direksi dan/ a. The composition of positions of members
atau anggota Dewan Komisaris; of the Board of Directors and/or members
of the Board of Commissioners;
b. Kebijakan dan kriteria yang dibutuhkan b. Policies and criteria required in the
dalam proses Nominasi; dan nomination process; and
c. Kebijakan evaluasi kinerja bagi anggota c. Performance evaluation policies for
Direksi dan/atau anggota Dewan members of the Board of Directors and/or
Komisaris. members of the Board of Commissioners.
2. Membantu Dewan Komisaris melakukan 2. To assist the Board of Commissioners in
penilaian kinerja anggota Direksi dan/atau conducting performance assessments of
anggota Dewan Komisaris. members of the Board of Directors and/or
members of the Board of Commissioners.
2025 Annual Report PT Elnusa Tbk
361
Page 362
3. Memberikan rekomendasi kepada Dewan 3. To provide recommendations to the Board
Komisaris mengenai program pengembangan of Commissioners regarding competency
2025 Performance Highlights
kemampuan anggota Direksi dan/ atau development programs for members of the
anggota Dewan Komisaris; Board of Directors and/or members of the
Board of Commissioners.
Kilas Kinerja 2025
4. Memberikan usulan/rekomendasi calon 4. To propose/recommend candidates for
anggota Direksi dan/atau calon anggota members of the Board of Directors and/
Dewan Komisaris yang memenuhi syarat or candidates for members of the Board of
kepada Dewan Komisaris untuk disampaikan Commissioners who meet the requirements to
kepada Rapat Umum Pemegang Saham; the Board of Commissioners for submission to
the General Meeting of Shareholders.
1
5. Dapat memberikan saran kepada Dewan 5. To provide advice to the Board of
Komisaris mengenai Pihak Independen yang Commissioners regarding Independent Parties
akan menjadi kandidat anggota Komite Audit to be nominated as candidates for members
dan Komite Pemantau Risiko dan Investasi; of the Audit Committee and the Risk and
Investment Monitoring Committee.
B. Terkait dengan fungsi remunerasi: B. In relation to the remuneration function:
Laporan Management
Management Report
1. Memberikan rekomendasi kepada Dewan 1. To provide recommendations to the Board of
Komisaris mengenai struktur remunerasi, Commissioners regarding the remuneration
kebijakan remunerasi, dan besaran remunerasi str ucture, remuneration policy, and
remuneration amount.
2. Membantu Dewan Komisaris melakukan 2. To assist the Board of Commissioners in
penilaian kinerja dengan kesesuaian assessing performance in relation to the
2
remunerasi yang diterima masing-masing appropriateness of remuneration received by
Anggota Direksi dan/atau Anggota Dewan each member of the Board of Directors and/
Komisaris. or the Board of Commissioners.
3. Struktur remunerasi sebagaimana dimaksud 3. The remuneration structure as referred to
dapat berupa gaji/honorarium, insentif dan/ may consist of salary/honorarium, incentives,
atau tunjangan yang bersifat tetap dan/atau and/or allowances of a fixed and/or variable
variabel. nature.
4. Penyusunan struktur, kebijakan dan besaran 4. The formulation of remuneration structure,
Profil Perusahaan
Company Profile
remunerasi harus memperhatikan: policy, and amount shall take into account:
a. Remunerasi yang berlaku pada industri a. Remuneration practices prevailing in
sesuai dengan kegiatan usaha Perusahaan the industry in accordance with the
sejenis dan skala usaha dari Perusahaan Company’s line of business and the scale
dalam industrinya. of the Company within the industry;
3
b. Tugas, tanggung jawab dan wewenang b. The duties, responsibilities, and authorities
Anggota Direksi dan/atau Anggota of members of the Board of Directors and/
Dewan Komisaris dikaitkan dengan or the Board of Commissioners in relation
pencapaian tujuan dan kinerja to the achievement of the Company’s
Perusahaan. objectives and performance;
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
c. Target kinerja masing-masing Anggota c. The performance targets of each member
Direksi dan/atau Anggota Dewan of the Board of Directors and/or the Board
Komisaris. of Commissioners;
d. Keseimbangan tunjangan antara yang d. The balance between fixed and variable
bersifat tetap dan bersifat variable. benefits.
C. Terkait dengan fungsi GCG: C. In relation to the GCG function:
Membantu Dewan Komisaris dalam melakukan To assist the Board of Commissioners in supervising
pengawasan terhadap pelaksanaan Tata Kelola the implementation of Good Corporate Governance
Perusahaan yang Baik sesuai dengan prinsip-prinsip in accordance with GCG principles, including:
dasar GCG, di antaranya:
1. Melakukan penelaahan atas pelaksanaan 1. Reviewing the implementation of the
4
praktik keterbukaan informasi Perusahaan; Company’s information disclosure practices;
2. Melakukan penelaahan atas tindak lanjut 2. Reviewing the follow-up actions on the results
hasil pelaksanaan assessment terhadap of assessments of GCG implementation;
implementasi GCG;
2025 Annual Report PT Elnusa Tbk
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3. Mendokumentasikan hasil-hasil pelaksanaan 3. Documenting the results of the Committee’s
tugas Komite dan melaporkannya kepada activities and reporting them periodically to
Dewan Komisaris secara periodik; the Board of Commissioners;
4. Menjaga independensi dan menghindari 4. Maintaining independence and avoiding
adanya benturan kepentingan para Dewan conflicts of interest among members of the
Komisaris dan organ Dewan Komisaris yang Board of Commissioners and other organs
lain. under the Board of Commissioners.
D. Tugas dan tanggung jawab lainnya: D. Other duties and responsibilities:
5
1. Melaksanakan tugas lainnya yang diberikan 1. To perform other duties assigned by the Board
oleh Dewan Komisaris terkait fungsi nominasi of Commissioners related to the nomination and
dan remunerasi; remuneration functions;
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
2. Melakukan evaluasi terhadap calon wakil 2. To evaluate candidates representing the
Perusahaan yang akan diusulkan sebagai Company to be proposed as members of the
anggota Direksi dan anggota Dewan Komisaris Board of Directors and members of the Board
Anak Perusahaan Elnusa. of Commissioners of Elnusa’s subsidiaries.
Wewenang Authorities
1. Melakukan komunikasi dengan Manajemen dan 1. To communicate with Management and other
pihak-pihak lain di Perusahaan untuk memperoleh parties within the Company to obtain information,
informasi, klarifikasi serta meminta dokumen dan clarification, and to request the necessary
laporan yang diperlukan; documents and reports.
2. Mengakses catatan atau informasi tentang 2. To access records or information concerning
6
kar yawan, dana, aset serta sumber daya employees, funds, assets, and other Company
perusahaan lainnya yang berkaitan dengan resources related to the performance of its duties.
Sustainability Reference
Rujukan Keberlanjutan
pelaksanaan tugasnya;
3. Komite NR dan GCG atas persetujuan Dewan 3. The NR and GCG Committee, with the approval
Komisaris berhak mendapatkan masukan dan atau of the Board of Commissioners, is entitled to obtain
saran dari pihak luar Perusahaan yang berkaitan input and/or advice from external parties related
dengan tugasnya termasuk menunjuk pihak ketiga to its duties, including appointing third parties
(orang atau badan usaha) untuk membantu (individuals or entities) to assist in the execution of
pelaksanaan tugasnya; its duties.
4. Melakukan kewenangan lain yang diberikan oleh 4. To exercise other authorities granted by the Board
Dewan Komisaris. of Commissioners.
Hubungan Kerja Working Relationships 7
Financial Report
Laporan Keuangan
Dalam melaksanakan wewenang, tugas dan tanggung In exercising its authorities, duties, and responsibilities,
jawabnya, Komite NR dan GCG: the NR and GCG Committee:
1. Bekerja sama dan berkoordinasi dengan Divisi 1. Cooperates and coordinates with the Human
Human Capital, Divisi Corporate Secretary dan Capital Division, the Corporate Secretary Division,
unit kerja terkait lainnya dalam proses menetapkan and other relevant work units in the process of
kebijakan remunerasi yang bersifat variabel bagi determining variable remuneration policies for the
Direksi dan Dewan Komisaris; Board of Directors and the Board of Commissioners.
2. Dengan persetujuan dan/atau melalui Dewan 2. With the approval of and/or through the Board
Komisaris, dapat meminta bantuan pihak luar untuk of Commissioners, may request assistance from
melakukan pemeriksaan yang bersifat khusus dan external parties to conduct specific and highly
sangat teknis; technical reviews.
3. Berkoordinasi dengan komite-komite lain di bawah 3. Coordinates with other committees under the Board
Dewan Komisaris; of Commissioners.
4. Dalam menjalankan tugas dan tanggung jawabnya, 4. In carrying out its duties and responsibilities,
anggota Komite NR dan GCG dapat melakukan members of the NR and GCG Committee may
kunjungan kerja ke lapangan. conduct site visits.
2025 Annual Report PT Elnusa Tbk
363
Page 364
2025 Performance Highlights
Pembagian Tugas dan Tanggung Jawab Division of Duties and Responsibilities within
Dalam Keanggotaan Komite NR dan GCG the Membership of the NR and GCG Committee
Kilas Kinerja 2025
Anggota Komite Pemantau NR dan GCG Perusahaan The Company’s NR and GCG Monitoring Committee in
selama tahun 2025 terdiri dari 3 (tiga) orang dengan 2025 consisted of 3 (three) members, with one member
salah satu anggota Komite memiliki latar belakang dan having an educational background and competency or
kompetensi dalam pendidikan atau memiliki keahlian expertise in Human Resources.
dalam bidang Sumber Daya Manusia.
1
Sesuai dengan sifat pekerjaan Komite Pemantau NR dan In accordance with the collective and collegial nature
GCG yang kolektif kolegial, maka pelaksanaan tugas of the NR and GCG Monitoring Committee’s work,
Komite NR dan GCG dapat dilakukan secara bersama- the duties and responsibilities of the Committee are
sama sesuai dengan latar belakang pendidikan dan carried out jointly, taking into account the educational
kompetensi yang dimiliki dari masing-masing anggota background and competencies of each member.
Komite NR dan GCG.
Laporan Management
Management Report
Kode Etik Kerahasiaan Code of Ethics of Confidentiality
1. Anggota Komite NR dan GCG yang masih atau 1. Members of the NR and GCG Committee,
yang sudah tidak menjabat lagi sebagai Anggota whether currently serving or no longer serving
2
Komite, wajib menjaga kerahasiaan dokumen, data as Committee members, are required to maintain
dan informasi Perusahaan yang diperoleh sewaktu the confidentiality of the Company’s documents,
menjabat sebagai Anggota Komite NR dan GCG, data, and information obtained during their tenure
baik dari pihak internal maupun pihak eksternal dan as members of the NR and GCG Committee,
hanya digunakan untuk kepentingan pelaksanaan whether from internal or external parties, and such
tugasnya. information shall be used solely for the purpose of
performing their duties.
2. Anggota Komite NR dan GCG dilarang 2. Members of the NR and GCG Committee are
Profil Perusahaan
Company Profile
menyalahgunakan informasi penting yang berkaitan prohibited from misusing material information
dengan kepentingan Perusahaan untuk kepentingan related to the Company’s interests for personal
pribadi. gain.
3. Anggota Komite GCG dan NR dalam melaksanakan 3. In carrying out their duties and responsibilities,
tugas dan tanggung jawabnya wajib menaati Kode members of the NR and GCG Committee are
3
Etik Perusahaan. required to comply with the Company’s Code of
Ethics.
Pengembangan Kompetensi Komite NR dan Competency Development of the NR and GCG
GCG Committee
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Perusahaan mengikutsertakan Komite NR dan GCG The Company involves the NR and GCG Committee in
dalam kegiatan pengembangan kompetensi sebagai competency development activities as part of programs
bentuk program untuk menambah wawasan dan aimed at enhancing insight and knowledge.
pengetahuan.
4
2025 Annual Report PT Elnusa Tbk
364
Page 365
Jenis dan Materi Pendidikan dan
Komite NR dan GCG Pelatihan Tempat/Tanggal Penyelenggara
NR and GCG Committee Types and Materials of Education and Venue/Date Organizer
Training
Abdul Hakim (Ketua) Disampaikan pada bagian Pelatihan dan Pengembangan Kompetensi Dewan Komisaris dan
(Chairman) Direksi dalam Laporan Tahunan ini
Presented in the Training and Competency Development of the Board of Commissioners and the
Board of Directors section of this Annual Report.
5
Yudo Irianto (Anggota) The New Special Directorship Program: Jogjakarta/26 – 27 Ikatan Komite Audit
(Member) Governance Strategies – Managing November 2025 Indonesia
Corporate Risk in a Volatile World Yogyakarta/ November, Indonesian Institute
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
26 – 27 2025 for Corporate
Directorship
Agung Wahidin Wibisana • Implementasi PDP PT Elnus Tbk dan • Jakarta/3 Maret • Jakarta/3
(Anggota) Anak Perusahaan 2025 Maret 2025
(Member) • Certified Risk Professional • Jakarta/30 April • Jakarta/30
• Job Evaluation 2025 April 2025
• Implementation of PDP at PT Elnusa • Jakarta/20 November • Jakarta/20
Tbk and Its Subsidiaries 2025 November
• Certified Risk Professional • Jakarta/March 3, 2025
• Job Evaluation 2025 • Jakarta/
• Jakarta/April 30, March 3,
2025 2025
• Jakarta/November • Jakarta/April
20, 2025 30, 2025
• Jakarta/
November
20, 2025
6
Sustainability Reference
Rujukan Keberlanjutan
Rapat Komite NR dan GCG NR and GCG Committee Meetings
Kebijakan terkait rapat Komite NR dan GCG adalah The policies related to the meetings of the NR and GCG
sebagai berikut: Committee are as follows:
1. Komite NR dan GCG mengadakan rapat secara 1. The NR and GCG Committee convenes meetings
berkala paling kurang 1 (satu) kali dalam 4 (empat) on a regular basis at least 1 (one) time every 4
bulan; (four) months;
2. Rapat Komite NR dan GCG dapat mengambil 2. Meetings of the NR and GCG Committee may
keputusan apabila sekurang-kurangnya dihadiri adopt resolutions if attended by at least more than
oleh lebih dari 1/2 (satu per dua) dari jumlah 1/2 (one-half) of the total members, including the
anggota termasuk Ketua Komite. Committee Chairman; 7
3. Keputusan rapat komite dilakukan berdasarkan 3. Committee meeting resolutions are adopted based
Financial Report
Laporan Keuangan
musyawarah mufakat. Dalam hal tidak terjadi on deliberation to reach consensus. In the event that
musyawarah mufakat, pengambilan keputusan consensus cannot be reached, resolutions shall be
dilakukan dengan suara terbanyak; adopted based on majority vote;
4. Rapat dipimpin oleh Ketua Komite NR dan GCG 4. Meetings are chaired by the Chairman of the NR
yang merupakan Komisaris Independen. and GCG Committee, who is an Independent
5. Rapat Komite NR dan GCG dituangkan dalam Commissioner;
risalah rapat yang ditandatangani oleh seluruh 5. Meetings of the NR and GCG Committee are
anggota Komite NR dan GCG yang hadir. documented in minutes of meetings signed by all
Perbedaan pendapat yang terjadi dalam rapat attending members of the NR and GCG Committee.
komite wajib dicantumkan secara jelas dalam Any dissenting opinions arising in the meeting must
risalah rapat beserta alasan perbedaan tersebut. be clearly stated in the minutes of meetings along
with the reasons for such differences.
Di tahun 2025, Komite NR dan GCG melakukan In 2025, the NR and GCG Committee held 6 meetings.
Rapat sebanyak 6 kali. Informasi agenda dan Information on the meeting agendas and attendance
rekapitulasi kehadiran rapat-rapat Komite NR dan GCG recapitulation of the NR and GCG Committee meetings
sebagaimana disampaikan berikut ini. is presented as follows.
2025 Annual Report PT Elnusa Tbk
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Rekapitulasi Kehadiran Komite NR dan GCG pada Rapat
Recapitulation of NR and GCG Committee Attendance at Meetings
2025 Performance Highlights
Persentase
Jumlah
Kehadiran
Wajib Jumlah
(%)
Kilas Kinerja 2025
Komite NR dan GCG Rapat Kehadiran
Percentage of
NR and GCG Committee Number of Total
Attendance
Mandatory Attendance
(%)
Meetings
Abdul Hakim (Ketua)* 1 1 100
(Chairman)*
Yudo Irianto (Anggota) 6 6 100
1
(Member)
Agung Wahidin Wibisana (Anggota) 6 5 83
(Member)
Eko Ariantoro (Ketua)* 5 5 100
(Chairman)*
Rata-rata 96
Average
*) Eko Ariantoro tidak lagi menjabat sejak 27 Agustus 2025. Posisinya digantikan Abdul Hakim.
Laporan Management
Management Report
*) Eko Ariantoro no longer served as of August 27, 2025. He was replaced by Abdul Hakim.
Agenda-agenda dalam Rapat Komite NR dan GCG The agendas discussed in the NR and GCG Committee
adalah sebagai berikut: meetings are as follows:
• Rapat dengan Kandidat Chief Audit Executive • Meeting with the candidate for Chief Audit
2
(CAE) PT Elnusa Tbk; Executive (CAE) of PT Elnusa Tbk;
• Pembahasan Permohonan Persetujuan Usulan • Discussion on requests for approval of proposed
Kandidat Direktur Anak Perusahaan; candidates for Directors of Subsidiaries;
• Penilaian Kinerja Dewan Komisaris/Direksi/Komite; • Per formance evaluation of the Board of
Commissioners, Board of Directors, and Committees
• Tantiem dan Remunerasi; • Tantiem and remuneration;
• Usulan Pengangkatan Pengurus Anak Perusahaan • Proposal for the appointment of management of PT
PT Elnusa Tbk; Elnusa Tbk subsidiaries;
Profil Perusahaan
Company Profile
• Pembahasan Dokumen ICoFR. • Discussion on ICoFR documents.
Laporan Singkat Pelaksanaan Tugas dan Brief Report on the Implementation of Duties
Kegiatan Komite NR dan GCG pada 2025 and Activities of the NR and GCG Committee
3
in 2025
Selama tahun 2025, Komite NR dan GCG telah Throughout 2025, the NR and GCG Committee carried
melaksanakan tugas dan tanggung jawabnya dalam out its duties and responsibilities in order to support the
rangka membantu pelaksanaan tugas Dewan Komisaris. implementation of the Board of Commissioners’ duties.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Mekanisme pelaksanaan kegiatan/tugas Komite NR dan The mechanism for executing the Committee’s activities/
GCG dilakukan melalui pelaksanaan Rapat Komite NR duties was conducted through NR and GCG Committee
dan GCG maupun penelaahan/evaluasi/reviu di luar meetings as well as through reviews/evaluations/
forum rapat yang hasilnya disampaikan kepada Dewan assessments outside the meeting forum, the results of
Komisaris sebagai laporan dan rekomendasi baik secara which were submitted to the Board of Commissioners
tertulis maupun dalam forum Rapat Dewan Komisaris. as reports and recommendations, both in writing
Pelaksanaan program kerja Komite NR & GCG yang and in Board of Commissioners meeting forums. The
menjadi tugas dan tanggung jawabnya pada tahun implementation of the NR & GCG Committee’s work
2025, sebagaimana diuraikan berikut ini. programs that fall under its duties and responsibilities
in 2025 is described as follows.
4
2025 Annual Report PT Elnusa Tbk
366
Page 367
1. Pelaksanaan tugas nominasi: 1. Implementation of nomination duties:
a. Melakukan reviu/penelaahan terhadap calon a. Reviewing and assessing candidates for
pengurus yang berasal dari pihak internal management positions from internal parties
Perusahaan serta memberikan usulan/ of the Company, and providing proposals/
rekomendasi mengenai calon pengurus yang recommendations regarding candidates who
memenuhi persyaratan untuk diusulkan dalam meet the requirements to be nominated at the
RUPS; GMS;
b. Melakukan reviu/penelaahan terhadap para b. Reviewing and assessing candidates for
calon pengurus Anak Perusahaan yang akan management positions in Subsidiaries to be
diusulkan kepada Subholding Upstream; proposed to the Upstream Subholding;
5
c. Sebagai fasilitator pelaksanaan penilaian c. Acting as a facilitator in the performance
kinerja Dewan Komisaris, Direksi, dan Komite- evaluation of the Board of Commissioners,
komite di bawah Dewan Komisaris. Board of Directors, and Committees under the
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Board of Commissioners.
2. Pelaksanaan tugas remunerasi: 2. Implementation of remuneration duties:
a. Melakukan evaluasi atas sistem/kebijakan a. Evaluating the remuneration system/policy
remunerasi bagi anggota Direksi dan Dewan for members of the Board of Directors and the
Komisaris; Board of Commissioners;
b. Menelaah usulan tantiem untuk tahun buku b. Reviewing the proposed tantiem for fiscal year
2024 dan remunerasi Direksi dan Dewan 2024 and the remuneration of the Board of
Komisaris untuk tahun buku 2025 untuk Directors and the Board of Commissioners for
disampaikan kepada Dewan Komisaris dan fiscal year 2025 to be submitted to the Board
untuk selanjutnya diusulkan dalam RUPS. of Commissioners and subsequently proposed
at the GMS.
6
Kebijakan Remunerasi Remuneration Policy
Sustainability Reference
Rujukan Keberlanjutan
Remunerasi Komite NR dan GCG ditetapkan dengan The remuneration of the NR and GCG Committee is
mengacu pada Peraturan Menteri Negara Badan determined with reference to the Regulation of the
Usaha Milik Negara No. PER-3/ MBU/03/2023 Minister of State-Owned Enterprises No. PER-3/
tentang Organ dan Sumber Daya Manusia Badan MBU/03/2023 concerning Organs and Human
Usaha Milik Negara yang mengatur terkait penghasilan Resources of State-Owned Enterprises, which stipulates
anggota Komite yakni berupa honorarium maksimal that the income of Committee members is in the form of
sebesar 20% (dua puluh persen) dari gaji Direktur an honorarium with a maximum amount of 20% (twenty
Utama Perusahaan dengan ketentuan pajak ditanggung percent) of the Company’s President Director’s salary,
Perusahaan dan tidak diperkenankan menerima with taxes borne by the Company, and members are not
penghasilan lain selain honorarium tersebut. Anggota permitted to receive any other income aside from such
Dewan Komisaris yang menjadi Ketua/anggota Komite honorarium. Members of the Board of Commissioners
NR dan GCG tidak diberikan penghasilan tambahan who serve as Chairman/members of the NR and GCG 7
dari jabatan tersebut. Committee do not receive any additional remuneration
Financial Report
Laporan Keuangan
from such positions.
2025 Annual Report PT Elnusa Tbk
367
Page 368
KOMITE PEMANTAU RISIKO DAN INVESTASI
RISK AND INVESTMENT MONITORING COMMITTEE
2025 Performance Highlights
Dewan Komisaris membentuk Komite Pemantau Risiko The Board of Commissioners established the Risk and
Kilas Kinerja 2025
dan Investasi dalam rangka membantu Dewan Komisaris Investment Monitoring Committee to assist the Board
untuk memantau dan memastikan bahwa Direksi telah of Commissioners in monitoring and ensuring that the
menetapkan kebijakan, prinsip dan sistem pengelolaan Board of Directors has established policies, principles,
manajemen risiko Perusahaan serta melaksanakannya and systems for the Company’s risk management and
secara konsisten dalam seluruh aspek kegiatan has implemented them consistently across all aspects of
perusahaan. the Company’s activities.
1
Ketentuan Masa Jabatan Term of Office
Masa jabatan anggota Komite Pemantau Risiko dan The term of office of members of the Risk and Investment
Investasi tidak boleh lebih lama dari masa jabatan Monitoring Committee shall not exceed the term of
Dewan Komisaris dan dapat dipilih kembali hanya untuk office of the Board of Commissioners and members
1 (satu) periode berikutnya. Keanggotaan Komite dapat may be reappointed for only 1 (one) subsequent term.
Laporan Management
Management Report
berakhir sewaktu-waktu sebelum masa jabatan berakhir Committee membership may be terminated at any time
sesuai Keputusan Dewan Komisaris. Apabila masa tugas prior to the expiry of its term based on a resolution
sebagai Dewan Komisaris berakhir, maka berakhir pula of the Board of Commissioners. In the event that a
masa tugasnya sebagai Anggota Komite Pemantau member’s term of office as a member of the Board of
Risiko dan Investasi. Penggantian anggota Komite Commissioners ends, his/her term of office as a member
Pemantau Risiko dan Investasi yang bukan berasal dari of the Risk and Investment Monitoring Committee shall
2
Dewan Komisaris dilakukan paling lambat 60 hari sejak also end. The replacement of members of the Risk and
anggota Komite Pemantau Risiko dan Investasi dimaksud Investment Monitoring Committee who are not members
tidak dapat lagi melaksanakan fungsinya. of the Board of Commissioners shall be carried out no
later than 60 days from the date such member is no
longer able to perform his/her duties.
Pedoman Kerja: Piagam Komite Pemantau Working Guidelines: Charter of the Risk and
Risiko dan Investasi Investment Monitoring Committee
Profil Perusahaan
Company Profile
Komite Pemantau Risiko dan Investasi Perusahaan The Company’s Risk and Investment Monitoring
telah memiliki piagam sebagai pedoman bagi Komite Committee has established a charter as a guideline
Pemantau Risiko dan Investasi dalam melaksanakan tugas for the Committee in carrying out its duties and
3
dan tanggung jawab secara efektif, efisien, transparan, responsibilities in an effective, efficient, transparent,
independen dan dapat dipertanggungjawabkan. independent, and accountable manner. This charter
Piagam ini secara terus-menerus disempurnakan dan is continuously refined and updated in line with
diperbaharui sesuai dengan perkembangan peraturan developments in the prevailing laws and regulations
perundang-undangan yang berlaku serta kondisi terkini. as well as current conditions. The most recent update/
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Pembaharuan/penyempurnaan atas Piagam Komite refinement to the Company’s Risk and Investment
Pemantau Risiko dan Investasi Perusahaan terakhir Monitoring Committee Charter was carried out in June
dilakukan pada Juni 2024. 2024.
Piagam Komite Komite Pemantau Risiko dan Investasi The Charter of the Risk and Investment Monitoring
memuat: Committee includes:
1. Tujuan Umum 1. General Objectives;
2. Landasan Hukum; 2. Legal Basis;
3. Pengangkatan dan Pemberhentian Anggota Komite; 3. Appointment and Dismissal of Committee Members;
4. Komposisi dan Struktur; 4. Composition and Structure;
5. Persyaratan Keanggotaan; 5. Membership Requirements;
6. Masa Tugas dan Kompensasi; 6. Term of Office and Compensation;
4
7. Tugas dan Tanggung Jawab; 7. Duties and Responsibilities;
8. Wewenang; 8. Authorities;
9. Hubungan Kerja; 9. Working Relationships;
10. Rapat Komite; 10. Committee Meetings;
11. Pengungkapan dan Pelaporan; 11. Disclosure and Reporting;
12. Kode Etik Kerahasiaan. 12. Code of Ethics of Confidentiality.
2025 Annual Report PT Elnusa Tbk
368
Page 369
Jumlah, Komposisi dan Susunan Komite Number and Composition of the Risk and
Pemantau Risiko dan Investasi Tahun 2025 Investment Monitoring Committee in 2025
Komposisi anggota Komite Pemantau Risiko dan The composition of the Company’s Risk and Investment
Investasi Perusahaan paling kurang beranggotakan 3 Monitoring Committee consists of at least 3 (three)
(tiga) orang, 1 (satu) orang ketua merangkap anggota members, comprising 1 (one) Chairman who concurrently
yang merupakan anggota Dewan Komisaris merangkap serves as a member and is a member of the Board of
sebagai ketua dan anggota komite lainnya dapat Commissioners, while the other committee members may
berasal dari anggota Dewan Komisaris dan pihak be drawn from members of the Board of Commissioners
yang berasal dari luar Perusahaan. Dalam hal anggota and/or parties from outside the Company. In the event
Komite Pemantau Risiko dan Investasi ditetapkan lebih that the members of the Risk and Investment Monitoring
dari 3 (tiga) orang, maka mayoritas anggota merupakan Committee exceed 3 (three) persons, the majority of the
5
pihak Independen. members shall be Independent parties.
Di sepanjang tahun 2025 terdapat perubahan susunan Throughout 2025, there were changes in the
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
keanggotaan Komite Pemantau Risiko dan Investasi. composition of the Risk and Investment Monitoring
Informasi kronologi perubahan susunan Komite Committee. Information on the chronology of changes
Pemantau Risiko dan Investasi di sepanjang tahun 2025, in the composition of the Risk and Investment Monitoring
dan susunan Komite Pemantau Risiko dan Investasi di Committee during 2025, as well as the composition of
akhir tahun 2025, disampaikan sebagai berikut: the Risk and Investment Monitoring Committee at the
end of 2025, is presented as follows:
Kronologi Perubahan Susunan Komite Pemantau Risiko dan Investasi di Sepanjang Tahun 2025
Chronology of Changes in the Composition of the Risk and Investment Monitoring Committee Throughout 2025
Periode 1 Januari s.d Periode 1 Juni s.d 27 Periode 27 Agustus s.d Periode 1 Desember
31 Mei 2025 Agustus 2025 30 November 2025 s.d 31 Desember 2025 Keterangan
Period January 1 - Period June 1 - Period August 27 - Period December 1 - Remarks
May 31, 2025 August 27, 2025 November 30, 2025 December 31, 2025
6
Nur Endro Buwono
Nur Endro Buwono
(Ketua/Komisaris)
Sustainability Reference
Rujukan Keberlanjutan
(Ketua/Komisaris)
(Chairman/
(Chairman/
Commissioner)
Commissioner) Tidak lagi
menjabat
Ariana Soemanto Ariana Soemanto sejak 27
(Anggota/Komisaris) (Anggota/Komisaris) Agustus 2025
(Member/Commissioner) (Member/Commissioner) No longer
serves since
Taufiq Martakusuma
August 27,
(Anggota)
2025
(Member)
Tidak lagi menjabat sejak 1 Juni
2025
No longer served since June 1,
2025
Widianto Soepeno Widianto Soepeno
Widianto Soepeno
(Anggota)
Widianto Soepeno
(Anggota)
7
(Member) (Member)
Financial Report
Laporan Keuangan
(Member) (Member)
Tidak lagi
menjabat
sejak 1
Horas Pasaribu Horas Pasaribu Desember
(Anggota) (Anggota) 2025
(Member) (Member) No longer
serves since
December 1,
2025.
Vitri Cahyaningsih Vitri Cahyaningsih
Mallarangeng Mallarangeng
(Ketua/Komisaris) (Ketua/Komisaris) Menjabat
(Chairman/ (Chairman/ sejak 25
Commissioner) Commissioner) Agustus 2025
Farazandi Fidinansyah Farazandi Fidinansyah Has serves
(Anggota/Komisaris (Anggota/Komisaris since August
Independen) Independen) 25, 2025
(Member/Independent (Member/Independent
Commissioner) Commissioner)
2025 Annual Report PT Elnusa Tbk
369
Page 370
2025 Performance Highlights
Periode
Nama Jabatan Dasar Pengangkatan Masa Jabatan
Jabatan
Kilas Kinerja 2025
Ketua Komite Pemantau
Risiko dan Investasi/ Surat Keputusan Dewan Komisaris
Vitri Cahyaningsih Komisaris No. 007 Tahun 2025
Mallarangeng Chairman of the Risk and Board of Commissioners’ Decree Sesuai dengan masa
Investment Monitoring No. 007 dated of 2025 jabatan sebagai
Committee/Commissioner Dewan Komisaris
1
Anggota Komite Pemantau In accordance with
Risiko dan Investasi/ the term of office as a
Surat Keputusan Dewan Komisaris member of the Board
Komisaris Independen
Farazandi No. 007 Tahun 2025 of Commissioners
Member of the Risk and
Fidinansyah Board of Commissioners’ Decree
Investment Monitoring
No. 007 dated of 2025
Committee/Independent
Commissioner
Anggota Komite Pemantau
Laporan Management
Risiko dan Investasi/Pihak
Management Report
Surat Keputusan Dewan Komisaris
Independen
No. 004 Tahun 2023 2023 s.d. 2026 Ke- 1
Widianto Soepeno Member of the Risk and
Board of Commissioners’ Decree 2023 to 2026 1st
Investment Monitoring
No. 004 dated of 2023
Committee/Independent
Party
2
Profil Komite Pemantau Risiko dan Investasi
Risk and Investment Monitoring Committee Profile
Profil Perusahaan
Company Profile
Vitri Cahyaningsih Mallarangeng
Ketua Komite Pemantau Risiko dan Investasi/Komisaris
Chairman of the Risk and Investment Monitoring Committee/Commissioner
Profil Ketua Komite Vitri Cahyaningsih Mallarangeng disampaikan pada bagian profil Dewan Komisaris dalam bab Profil
Perusahaan, Laporan Tahunan ini.
3
The profile of the Committee Chairperson, Vitri Cahyaningsih Mallarangeng, is presented in the Board of Commissioners’ profile
section in the Company Profile chapter of this Annual Report.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Farazandi Fidinansyah
Anggota Komite Pemantau Risiko dan Investasi/Komisaris Independen
Member of the Risk and Investment Monitoring Committee/Independent Commissioner
Profil Anggota Komite Farazandi Fidinansyah disampaikan pada bagian profil Dewan Komisaris dalam bab Profil Perusahaan,
Laporan Tahunan ini.
The profile of Committee Member Farazandi Fidinansyah is presented in the Board of Commissioners’ profile section in the
Company Profile chapter of this Annual Report.
4
2025 Annual Report PT Elnusa Tbk
370
Page 371
Widianto Soepeno
Anggota Komite Pemantau Risiko dan Investasi/Pihak Independen
Periode Jabatan: 2023 s.d. 2026, Periode Ke-1
Member of the Risk and Investment Monitoring Committee/Independent Party
Term of Office: 2023 to 2026, First Term
Data Pribadi Personal Data
Warga negara Indonesia Indonesian citizen
Usia 59 tahun 59 years old
Domisili Jakarta Timur, DKI Jakarta, Indonesia Domiciled in East Jakarta DKI Jakarta, Indonesia
5
Pendidikan Education
• Sarjana (S1) Teknik Perminyakan, Universitas Pembangunan • Bachelor’s Degree in Petroleum Engineering, Universitas
Nasional Veteran, Yogyakarta (1993) Pembangunan Nasional Veteran, Yogyakarta (1993)
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Sertifikasi Profesi Professional Certifications
• Certified in Enterprise Risk Governance, Enterprise Risk • Certified in Enterprise Risk Governance, Enterprise Risk
Management Academy (ERMA) (2023) Management Academy (ERMA) (2023)
Pengalaman Kerja Work Experience
• BOD & General Manager PT Samudra Energy BWPMeruap • BOD & General Manager at PT Samudra Energy
(KSO Pertamina)(2016–2022) BWPMeruap (KSO Pertamina) (2016–2022)
• President Commissioner PT Obsidian Muara Mandiri • President Commissioner at PT Obsidian Muara Mandiri
(Seismic Services) (2010–2016) (Seismic Services) (2010–2016)
• Director PT Geo Link Nusantara (Drilling & Workover • Director at PT Geo Link Nusantara (Drilling & Workover
Services) (2006–2011) Services) (2006–2011)
• Operation Director PT Batam Dwi Karya & General • Operation Director at PT Batam Dwi Karya and
Manager PT Barata Nusatama Prima (Drilling & General Manager at PT Barata Nusatama Prima
WorkoverServices) (2005–2007) (Drilling & Workover Services) (2005–2007)
• Operation Manager & Acing GeneralManager PT Prakarsa • Operation Manager & Acting General Manager at
Betung Meruo Senami (TAC Pertamina) (2004–2005) PT Prakarsa Betung Meruo Senami (TAC Pertamina)
6
(2004–2005)
• Sr. Drilling Engineer PT Jasa Karya Utama (Drilling & • Sr. Drilling Engineer at PT Jasa Karya Utama (Drilling &
Workover Services)(2001–2004) Workover Services) (2001–2004)
Sustainability Reference
Rujukan Keberlanjutan
• Petroleum/Drilling Engineer GAT Bangkudulis Petroleum • Petroleum/Drilling Engineer at GAT Bangkudulis
Company Ltd.(TAC Pertamina) (1997–2001) Petroleum Company Ltd. (TAC Pertamina) (1997–2001)
• Petroleum Engineer PT Tri Jaya Gasanugraha (Consultant) • Petroleum Engineer at PT Tri Jaya Gasanugraha
(1993– 1997) (Consultant) (1993–1997)
Rangkap Jabatan Concurrent Positions
Di dalam Perusahaan: Tidak ada. Within the Company: None.
Di luar Perusahaan: Tidak ada. Outside the Company: None.
Hubungan Afiliasi Affiliation
Tidak memiliki hubungan afiliasi baik kepada anggota Direksi, Has no affiliation with members of the Board of Directors,
Dewan Komisaris, maupun dengan PT Pertamina Hulu Energi the Board of Commissioners, or with PT Pertamina Hulu
selaku pemegang saham utama/pengendali serta Pemerintah Energi as the Major/Controlling Shareholder, as well as the
Indonesia selaku entitas pemilik akhir Perusahaan. Government of Indonesia as the ultimate beneficial owner of
the Company.
7
Financial Report
Laporan Keuangan
Kepemilikan Saham Perusahaan Share Ownership in the Company
Nihil None
2025 Annual Report PT Elnusa Tbk
371
Page 372
Independensi Komite Pemantau Risiko dan Independence of the Risk and Investment
Investasi Monitoring Committee
2025 Performance Highlights
Seluruh anggota Komite Pemantau Risiko dan Investasi All members of the Risk and Investment Monitoring
yang berasal dari pihak independen idak memiliki Committee who are independent parties do not have any
Kilas Kinerja 2025
hubungan keuangan, kepengurusan, kepemilikan saham financial, management, share ownership, and/or familial
dan/atau hubungan keluarga dengan Dewan Komisaris, relationships with the Board of Commissioners, the
Direksi dan/atau Pemegang Saham pengendali, yang Board of Directors, and/or the controlling shareholders
dapat mempengaruhi kemampuannya bertindak that could affect their ability to act independently.
independen.
1
Aspek independensi Komite Pemantau Risiko dan The independence aspects of members of the Risk and
Investasi yang berasal dari pihak independen adalah Investment Monitoring Committee who are independent
sebagai berikut: parties are as follows:
1. Tidak memiliki saham baik langsung maupun tidak 1. Do not have share ownership, either directly or
langsung pada Perusahaan. indirectly, in the Company.
2. Tidak mempunyai hubungan usaha baik langsung 2. Do not have business relationships, either directly
maupun tidak langsung yang berkaitan dengan or indirectly, related to the Company’s business
Laporan Management
Management Report
kegiatan usaha Perusahaan. activities.
3. Tidak mempunyai hubungan afiliasi dengan 3. Do not have any affiliation with the Company,
Perusahaan, Anggota Dewan Komisaris, Anggota members of the Board of Commissioners, members
Direksi atau pemegang saham utama Perusahaan. of the Board of Directors, or the Company’s major
4. Bukan merupakan orang yang bekerja atau shareholders.
mempunyai wewenang dan tanggung jawab untuk 4. Are not individuals who have worked for or have
2
merencanakan, memimpin, mengendalikan atau had the authority and responsibility to plan, lead,
mengawasi Perusahaan ini dalam waktu 6 (enam) control, or supervise the Company within the 6 (six)
bulan sebelum diangkat oleh Dewan Komisaris. months prior to their appointment by the Board of
Commissioners.
Kriteria independensi Komite Pemantau Risiko dan Investasi
Independence Criteria of the Risk and Investment Monitoring Committee
Profil Perusahaan
Company Profile
Vitri
Aspek Independensi Cahyaningsih Farazandi Widianto Horas
Independence Aspect Mallarangeng Fidinansyah Soepeno Pasaribu, ST
Mempunyai saham langsung maupun tidak langsung di
3
Perusahaan x x x x
Having direct or indirect share ownership in the Company
Mempunyai hubungan usaha baik langsung maupun
idak langsung yang berkaitan dengan kegiatan usaha
Perusahaan x x x x
Having business relationships, either directly or indirectly,
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
related to the Company’s business activities
Menjabat sebagai pengurus partai politik dan/atau calon/
anggota legislaif dan/atau merupakan calon atau menjabat
sebagai kepala/wakil kepala pemerintahan daerah
x x x x
Serving as an official of a political party and/or as a
candidate/member of the legislature and/or as a candidate
or serving as a regional head/deputy regional head
Memiliki jabatan lain yang dapat menimbulkan benturan
kepentingan terkait dengan jabatan di Perusahaan
x x x
Holding other positions that may give rise to a conflict of
interest in relation to their position in the Company
= ya | x = tidak
4
= yes | x = no
2025 Annual Report PT Elnusa Tbk
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Tugas dan Tanggung Jawab Komite Duties and Responsibilities of the Risk and
Pemantau Risiko dan Investasi Investment Monitoring Committee
Komite Pemantau Risiko dan Investasi bertindak secara The Risk and Investment Monitoring Committee
independen dalam melaksanakan tugas dan tanggung acts independently in carrying out its duties and
jawabnya. Dalam melaksanakan tugasnya, Komite responsibilities. In performing its duties, the Committee
Pemantau Risiko dan Investasi bertanggung jawab is accountable to the Board of Commissioners.
kepada Dewan Komisaris.
1. Melakukan reviu atas permohonan persetujuan 1. To review requests for approval submitted by the
5
Direksi kepada Dewan Komisaris atas rencana Board of Directors to the Board of Commissioners
investasi dan rencana aksi korporasi lainnya antara regarding investment plans and other corporate
lain Pembentukan Anak Perusahaan, Rencana action plans, including but not limited to the
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Kerja dan Anggaran Perusahaan, Rencana Jangka establishment of subsidiaries, the Company’s Work
Panjang Perusahaan, Pembiayaan (Financing), Plan and Budget, the Long-Term Plan, financing,
Kontrak Kerja Sama Operasi, Wilayah Kerja Joint Operation Contracts, Oil and Gas Working
Migas, Pengelolaan Aset dan Penjaminan Aset. Areas, asset management, and asset pledging.
2. Melakukan evaluasi kebijakan dan strategi manajemen 2. To evaluate risk management policies and strategies
risiko baik operasional dan pengembangan usaha for both operational activities and the Company’s
Perusahaan; business development.
3. Memantau dan melakukan evaluasi penerapan 3. To monitor and evaluate the implementation of risk
manajemen risiko dan mitigasinya atas rencana management and its mitigation in relation to the
bisnis dan investasi Perusahaan serta pelaksanaan Company’s business and investment plans as well
operasional ditinjau dari sisi keuangan dan legal; as operational activities, from financial and legal
perspectives.
4. Melaporkan hasil pemantauan dan evaluasi serta 4. To report the results of monitoring and evaluation
6
memberikan rekomendasi atas hal-hal yang perlu and provide recommendations on matters requiring
mendapat perhatian Dewan Komisaris. the attention of the Board of Commissioners.
Sustainability Reference
Rujukan Keberlanjutan
5. Melakukan reviu dan memberikan rekomendasi 5. To review and provide recommendations on the
atas efektivitas pelaksanaan manajemen risiko effectiveness of the Company’s risk management
Perusahaan yang dilakukan oleh Divisi Manajemen implementation carried out by the Risk Management
Risiko melalui pertemuan secara berkala maupun Division through periodic meetings and/or other
cara lainnya untuk membahas progres dari tahapan- means to discuss the progress of the stages of duties
tahapan tugas dan tanggung jawab yang dilakukan and responsibilities performed by the Company’s
oleh Divisi Enterprise Risk Management Perusahaan. Enterprise Risk Management Division.
6. Melakukan pengawasan atas kegiatan Divisi Enterprise 6. To supervise the activities of the Enterprise Risk
Risk Management selaku risk manager dalam Management Division as the risk manager in
memantau pelaksanaan mitigasi risiko oleh unit-unit monitoring the implementation of risk mitigation by
kerja terkait selaku risk owner. relevant work units acting as risk owners. 7
7. Melakukan pengawasan atas pelaksanaan rekomendasi 7. To super vise the implementation of the
Financial Report
Laporan Keuangan
Komite atas pelaksanaan manajemen risiko yang Committee’s recommendations on the execution
dilakukan oleh Divisi Enterprise Risk Management of risk management carried out by the Company’s
Perusahaan. Enterprise Risk Management Division.
8. Melakukan penelaahan atas informasi risiko dan manajemen 8. To review information on the Company’s risks and
risiko Perusahaan dalam laporan-laporan yang akan risk management in reports to be published through
dipublikasikan melalui proses diskusi bersama dengan discussions with management and review of draft
manajemen dan reviu atas drat dari laporan yang akan reports prior to publication.
dipublikasikan.
9. Dalam hal Direksi menganggap perlu menggunakan 9. In the event that the Board of Directors deems
konsultan manajemen risiko independen untuk it necessary to engage an independent risk
melakukan penelaahan kembali atas proses management consultant to reassess the Company’s
manajemen risiko yang telah diterapkan perusahaan, risk management processes, the Committee’s role is
maka tugas Komite adalah memberikan masukan to provide input on the criteria and competencies
tentang kriteria dan kompetensi konsultan serta of the consultant and to monitor the consultant’s
melakukan monitoring pekerjaan konsultan melalui work through the Company’s Enterprise Risk
Divisi Enterprise Risk Management Perusahaan. Management Division.
10. Melaksanakan tugas lainnya yang diberikan oleh 10. To perform other duties assigned by the Board of
Dewan Komisaris. Commissioners.
2025 Annual Report PT Elnusa Tbk
373
Page 374
Pembagian Tugas dan Tanggung Jawab Division of Duties and Responsibilities within
Dalam Keanggotaan Komite Pemantau Risiko the Membership of the Risk and Investment
dan Investasi Monitoring Committee
2025 Performance Highlights
Anggota Komite Pemantau Risiko dan Investasi The Company’s Risk and Investment Monitoring
Kilas Kinerja 2025
Perusahaan selama tahun 2025 terdiri dari 3 (tiga) Committee in 2025 consisted of 3 (three) members,
orang, dengan anggota Komite memiliki latar belakang with members having educational backgrounds
dan kompetensi dalam pendidikan atau memiliki and competencies or expertise in risk management,
keahlian dalam bidang manajemen risiko, akuntansi, accounting, and/or finance, as well as oil & gas.
dan/atau keuangan, oil & gas.
1
Sesuai dengan sifat pekerjaan Komite Pemantau Risiko In accordance with the collective and collegial nature of
dan Investasi yang kolektif kolegial, maka pelaksanaan the Risk and Investment Monitoring Committee’s work,
tugas Komite Pemantau Risiko dan Investasi dapat the duties and responsibilities of the Committee are
dilakukan secara bersama-sama sesuai dengan latar carried out jointly, taking into account the educational
belakang pendidikan dan kompetensi yang dimiliki background and competencies of each member.
dari masing-masing anggota Komite Pemantau Risiko
dan Investasi.
Laporan Management
Management Report
Kode Etik Kerahasiaan Code of Ethics of Confidentiality
1. Anggota Komite Pemantau Risiko dan Investasi yang 1. Members of the Risk and Investment Monitoring
masih atau yang sudah tidak menjabat lagi sebagai Committee, whether currently serving or no longer
2
Anggota Komite, wajib menjaga kerahasiaan serving as Committee members, are required to
dokumen, data dan informasi Perusahaan yang maintain the confidentiality of the Company’s
diperoleh sewaktu menjabat sebagai Anggota documents, data, and information obtained during
Komite Pemantau Risiko dan Investasi, baik dari their tenure as members of the Risk and Investment
pihak internal maupun pihak eksternal dan hanya Monitoring Committee, whether from internal or
digunakan untuk kepentingan pelaksanaan external parties, and such information shall be used
tugasnya. solely for the purpose of performing their duties.
2. Anggota Komite Pemantau Risiko dan Investasi 2. Members of the Risk and Investment Monitoring
Profil Perusahaan
Company Profile
dilarang menyalahgunakan informasi penting yang Committee are prohibited from misusing material
berkaitan dengan kepentingan Perusahaan untuk information related to the Company’s interests for
kepentingan pribadi. personal gain.
3. Anggota Komite Pemantau Risiko dan Investasi 3. In carrying out their duties and responsibilities,
dalam melaksanakan tugas dan tanggung members of the Risk and Investment Monitoring
3
jawabnya wajib menaati Kode Etik Perusahaan. Committee are required to comply with the
Company’s Code of Ethics.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
4
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Pengembangan Kompetensi Komite Competency Development of the Risk and
Pemantau Risiko dan Investasi Investment Monitoring Committee
Perusahaan mengikutsertakan Komite Pemantau The Company includes the Risk and Investment
Risiko dan Investasi dalam kegiatan pengembangan Monitoring Committee in competency development
kompetensi sebagai bentuk program untuk menambah activities as part of programs aimed at enhancing insight
wawasan dan pengetahuan. and knowledge.
Komite Pemantau Risiko dan Jenis dan Materi Pendidikan dan
5
Investasi Pelatihan Tempat/Tanggal Penyelenggara
Risk and Investment Monitoring Types and Materials of Education Venue/Date Organizer
Committee and Training
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Vitri Cahyaningsih Mallarangeng Disampaikan pada bagian Pelatihan dan Pengembangan Kompetensi Dewan
(Ketua) Komisaris dan Direksi dalam Laporan Tahunan ini
(Chairman)
Presented in the Training and Competency Development of the Board of Commissioners
Farazandi Fidinansyah (Anggota) and the Board of Directors section of this Annual Report.
(Member)
Taufiq Martakusuma (Anggota) - - -
(Member)
Widianto Soepeno (Anggota) The New Special Directorship Jogjakarta/26 – 27 Ikatan Komite Audit
(Member) Program: Governance Strategies November 2025 Indonesia
– Managing Corporate Risk in a Indonesian Institute for
Volatile World Yogyakarta/ Corporate Directorship
November 26 – 27,
2025
6
Horas Pasaribu (Anggota) - - -
(Member)
Sustainability Reference
Rujukan Keberlanjutan
Rapat Komite Pemantau Risiko dan Investasi Meetings of the Risk and Investment
Monitoring Committee
Sesuai dengan ketentuan yang termuat pada Piagam In accordance with the provisions set forth in the Charter
Komite Pemantau Risiko dan Investasi, Komite Pemantau of the Risk and Investment Monitoring Committee, the
Risiko dan Investasi menyelenggarakan rapat secara Committee convenes meetings periodically as required
berkala sesuai kebutuhan Perusahaan, paling kurang by the Company, with a minimum of 4 (four) meetings
dilaksanakan 4 (empat) kali dalam setahun. Rapat per year. Meetings of the Risk and Investment Monitoring
Komite Pemantau Risiko dan Investasi hanya dapat Committee may only be held if attended by a majority
dilaksanakan apabila dihadiri oleh mayoritas dari of the Committee members. In the event that a member 7
jumlah anggota Komite. Dalam hal anggota Komite of the Risk and Investment Monitoring Committee is
Financial Report
Laporan Keuangan
Pemantau Risiko dan Investasi dengan sebab apapun unable to attend for any reason, such member may be
berhalangan hadir maka kehadiran anggota Komite represented by another Committee member based on
tersebut dapat diwakili oleh anggota Komite lainnya a power of attorney.
berdasarkan surat kuasa.
Di tahun 2025, Komite Pemantau Risiko dan Investasi In 2025, the Risk and Investment Monitoring Committee
melakukan Rapat sebanyak 18 kali. Informasi agenda held 18 meetings. Information on the meeting agendas
dan rekapitulasi kehadiran rapat-rapat Komite Pemantau and attendance recapitulation of the Risk and Investment
Risiko dan Investasi sebagaimana disampaikan berikut Monitoring Committee meetings is presented as follows.
ini.
2025 Annual Report PT Elnusa Tbk
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Rekapitulasi Kehadiran Komite Pemantau Risiko dan Investasi pada Rapat
Recapitulation of Risk and Investment Monitoring Committee Attendance at Meetings
2025 Performance Highlights
Jumlah Persentase
Wajib Jumlah Kehadiran
Rapat Kehadiran (%)
Kilas Kinerja 2025
Komite Pemantau Risiko dan Investasi
Percentage of
Risk and Investment Monitoring Committee
Number of Total Attendance
Mandatory Attendance (%)
Meetings
Vitri Cahyaningsih Mallarangeng (Ketua)* 5 5 100
(Chairman)*
1
Farazandi Fidinansyah (Anggota)* 5 5 100
(Member)*
Widianto Soepeno (Anggota) 18 18 100
(Member)
Horas Pasaribu, ST (Anggota)*** 9 7 78
(Member)***
Laporan Management
Nur Endro Buwono (Ketua)* 13 13 100
Management Report
(Chairman)*
Ariana Soemanto (Anggota)* 13 12 92
(Member)*
Taufiq Martakusuma (Anggota)** 8 6 75
(Member)**
2
Rata-rata 92
Average
*) Nur Endro Buwono dan Ariana Soemanto tidak lagi menjabat sejak tanggal 25 Agustus 2025. Posisinya masing-masing digantikan oleh Vitri
Cahyaningsih Mallarangeng, Farazandi Fidinansyah.
**) Taufiq Martakusumatidak lagi menjabat sejak tanggal 1 Juni 2025. Posisinya digantikan oleh Horas Pasaribu.
***) Horas Pasaribu tidak lagi menjabat sejak tanggal 30 November 2025.
*) Nur Endro Buwono, Ariana Soemanto, and Taufik Martakusuma no longer served as of August 25,2025. Their respective positions were replaced
by Vitri Cahyaningsih Mallarangeng, Farazandi Fidinansyah.
**) Taufiq Martakusuma no longer served in the position effective June 1, 2025. The position was subsequently held by Horas Pasaribu.
Profil Perusahaan
Company Profile
***) Horas Pasaribu no longer served in the position effective November 30, 2025.
Agenda-agenda dalam Rapat Komite Pemantau Risiko The agendas discussed in the Risk and Investment
dan Investasi adalah sebagai berikut: Monitoring Committee meetings are as follows:
3
1. Pembahasan Kajian Proyek Elnusa 1. Discussion on Elnusa project studies
2. Laporan Pengelolaan Manajemen Risiko Kwartal 2. Risk management report for the fourth quarter of
IV Tahun 2024 2024
3. Aplikasi Computerized Maintenance Management 3. Computerized Maintenance Management System
System (CMMS) (CMMS) application
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
4. Pembahasan Bisnis CCS/CCUS 4. Discussion on CCS/CCUS business
5. Pembahasan Monitoring Investasi 5. Discussion on investment monitoring
6. Pembahasan Definisi Availability, Utilization dan 6. Discussion on the definition of availability,
Productivity Asset utilization, and asset productivity
7. Laporan Pengelolaan Manajemen Risiko Kwartal 7. Risk management report for the first quarter of 2025
I Tahun 2025
8. Evaluasi Permohonan Persetujuan Dewan Komisaris 8. Evaluation of the request for Board of
terhadap Investasi Cementing Twin Pump Commissioners’ approval on Cementing Twin Pump
investment
9. Pembahasan HSSE EPN 9. Discussion on HSSE EPN
10. Pembahasan Persetujuan Permohonan Investasi Unit 10. Discussion on approval of investment request for
Mobil Tangki Pola Sewa tank truck units under a leasing scheme
4
11. Laporan Pelaksanaan Pengelolaan Manajemen 11. Risk management report for the second quarter of
Risiko Kwartal II Tahun 2025 2025
2025 Annual Report PT Elnusa Tbk
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Page 377
12. Pembahasan Surat Permohonan Persetujuan 12. Discussion on the request for Board of
Dewan Komisaris Perubahan Perjanjian Pemberian Commissioners’ approval for amendments to credit
Fasilitas Kredit Di Bank BNI dan Surat Permohonan facility agreements with Bank BNI and the pre-
Pre-Approval Budget Investasi AHTS approval budget for AHTS investment
13. Audiensi Surat Permohonan Persetujuan Dewan 13. Hearing on the request for Board of Commissioners’
Komisaris atas Investasi Unit Mobil Tangki Pola approval for investment in tank truck units under a
Sewa leasing scheme
14. Penyampaian Update Laporan Kinerja Investasi 14. Presentation of investment performance updates
15. Audiensi Permohonan Investasi Unit Mobil Tangki 15. Hearing on the investment request for tank truck
Pola Sewa units under a leasing scheme
5
16. Laporan Pengelolaan Manajemen Risiko Kwartal 16. Risk management report for the third quarter of
III Tahun 2025 2025
17. Audiensi Permohonan Investasi Channel Nodes 17. Hearing on investment request for channel nodes
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
18. Audiensi Permohonan Persetujuan Perubahan 18. Hearing on the request for approval of amendments
Perjanjian Pemberian Fasilitas Kredit. to credit facility agreements
Laporan Singkat Pelaksanaan Tugas dan Brief Report on the Implementation of Duties
Kegiatan Komite Pemantau Risiko dan and Activities of the Risk and Investment
Investasi pada 2025 Monitoring Committee in 2025
Dalam menjalankan tugas dan fungsinya, Komite In carrying out its duties and functions, the Risk and
Pemantau Risiko dan Investasi telah melaksanakan Investment Monitoring Committee conducted discussions
pembahasan baik bersama Dewan Komisaris, with the Board of Commissioners, Management, and
Manajemen dan internal Komite. Selama tahun 2025, internally within the Committee. During 2025, the
realisasi atas pelaksanaan tugas Komite Pemantau Risiko realization of the Committee’s duties is outlined as
6
dan Investasi sebagaimana diuraikan berikut ini. follows:
Sustainability Reference
Rujukan Keberlanjutan
1. Menyampaikan rekomendasi berkaitan dengan 1. Providing recommendations related to risk
aspek manajemen risiko kepada Dewan Komisaris management aspects to the Board of Commissioners
atas kebijakan yang telah diterapkan. regarding the policies that have been implemented.
2. Melakukan penelaahan atas usulan perubahan 2. Reviewing proposals for changes to the Board of
threshold Dewan Komisaris. Commissioners’ threshold.
3. Melakukan reviu antara lain terhadap laporan 3. Reviewing, among others, the Company’s monthly
kinerja bulanan Perusahaan, usulan RKAP Tahun performance reports, the proposed RKAP for 2025,
2025 dan usulan-usulan Manajemen yang and Management proposals requiring approval
memerlukan persetujuan Dewan Komisaris. from the Board of Commissioners.
4. Melakukan reviu atas permohonan persetujuan 4. Reviewing requests from the Board of Directors
Direksi kepada Dewan Komisaris atas rencana for approval from the Board of Commissioners
investasi dan rencana aksi korporasi lainnya. regarding investment plans and other corporate 7
action plans.
Financial Report
Laporan Keuangan
5. Melakukan pengawasan atas kegiatan Divisi 5. Supervising the activities of the Enterprise Risk
Enterprise Risk Management. Management Division.
6. Melakukan pemutakhiran piagam atau pedoman 6. Updating the charter or working guidelines of the
kerja Komite Pemantau Risiko disesuaikan dengan Risk Monitoring Committee in accordance with
peraturan perundang-undangan maupun kegiatan prevailing laws and regulations as well as the
Perusahaan. Company’s activities.
7. Berkoordinasi secara berkala dengan Komite Audit 7. Coordinating periodically with the Audit Committee
dalam hal-hal yang terkait dengan pengendalian on matters related to internal control, financial
internal, risiko pelaporan keuangan, kepatuhan, reporting risk, compliance, and internal audit, in
dan audit internal, untuk mengupayakan integrasi order to support the integration of risk oversight by
pengawasan risiko oleh Dewan Komisaris . the Board of Commissioners.
8. Menyusun rencana kerja Komite Pemantau Risiko 8. Preparing the work plan of the Risk and Investment
dan Investasi tahun 2025. Monitoring Committee for 2025.
2025 Annual Report PT Elnusa Tbk
377
Page 378
2025 Performance Highlights
Kilas Kinerja 2025
Kebijakan Remunerasi Remuneration Policy
Penentuan jumlah remunerasi Komite Pemantau The determination of the remuneration of the Risk
Risiko dan Investasi ditetapkan dengan mengacu and Investment Monitoring Committee is made with
pada Peraturan Menteri BUMN RI No. PER-3/ reference to the Regulation of the Minister of State-
MBU/03/2023 tentang Organ dan Sumber Daya Owned Enterprises of the Republic of Indonesia No.
1
Manusia Badan Usaha Milik Negara yang mengatur PER-3/MBU/03/2023 concerning Organs and Human
bahwa penghasilan anggota Komite, yakni berupa Resources of State-Owned Enterprises, which stipulates
honorarium maksimal sebesar 20% (dua puluh persen) that the income of Committee members is in the form of
dari gaji Direktur Utama Perusahaan dengan ketentuan an honorarium with a maximum amount of 20% (twenty
pajak ditanggung Perusahaan dan tidak diperkenankan percent) of the Company’s President Director’s salary,
menerima penghasilan lain selain honorarium tersebut. with taxes borne by the Company, and members are not
Anggota Dewan Komisaris yang menjadi Ketua/ permitted to receive any other income aside from such
Laporan Management
Management Report
anggota Komite Pemantau Risiko dan Investasi tidak honorarium. Members of the Board of Commissioners
diberikan penghasilan tambahan dari jabatan tersebut. who serve as Chairman/members of the Risk and
Investment Monitoring Committee do not receive any
additional remuneration from such positions.
2
INFORMASI TENTANG KOMITE PENDUKUNG DEWAN
KOMISARIS LAINNYA
INFORMATION ON OTHER COMMITTEES SUPPORTING THE
BOARD OF COMMISSIONERS
Hingga akhir tahun 2025, Dewan Komisaris tidak As of the end of 2025, the Board of Commissioners
Profil Perusahaan
Company Profile
membentuk komite lain selain yang telah dijelaskan di has not established any committees other than those
atas. described above.
ORGAN PENDUKUNG DIREKSI
3
SUPPORTING ORGANS OF THE BOARD OF DIRECTORS
Direksi didukung oleh struktur organisasi yang The Board of Directors is supported by an organizational
menjalankan fungsi operasional bisnis serta fungsi structure that carries out business operational functions
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
perencanaan dan pengendalian atas berbagai aspek as well as planning and control functions over various
kegiatan Perusahaan. Pelaksanaan fungsi bisnis dan aspects of the Company’s activities. The implementation
perencanaan berada di bawah tanggung jawab of business and planning functions is under the
Direktur Utama bersama anggota Direksi lainnya, responsibility of the President Director together with
serta didukung oleh unit dan perangkat organisasi di other members of the Board of Directors, supported by
bawahnya. Adapun fungsi pengendalian atas berbagai organizational units and supporting functions beneath
aspek kegiatan Perusahaan dilaksanakan dengan them. Meanwhile, the control functions over various
dukungan Environment, Social & Governance (ESG), aspects of the Company’s activities are carried out with
Sekretaris Perusahaan, Legal Counsel, Health, Safety, the support of the Environment, Social & Governance
Security, and Environment (HSSE), serta Audit Internal, (ESG), Corporate Secretary, Legal Counsel, Health,
yang berada di bawah koordinasi Direktur Utama. Safety, Security, and Environment (HSSE), and Internal
Audit, all of which are under the coordination of the
4
President Director.
2025 Annual Report PT Elnusa Tbk
378
Page 379
Direksi/Direktur Utama
Board of Directors/President Director
5
Sekretaris
Audit Internal Komite ESG
Perusahaan Legal Counsel HSSE
Internal Audit ESG Committee
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Corporate Secretary
SEKRETARIS PERUSAHAAN
CORPORATE SECRETARY
Sekretaris Perusahaan memiliki tugas dan tanggung The Corporate Secretar y has the duties and
jawab untuk memfasilitasi komunikasi yang efektif responsibilities to facilitate effective communication
antar organ Perusahaan, serta mendukung penyusunan among the Company’s organs, as well as to support
kebijakan dan perencanaan guna memastikan policy formulation and planning in order to ensure the
6
penerapan prinsip keterbukaan informasi dan Tata Kelola implementation of the principles of information disclosure
Perusahaan yang Baik. Selain itu, Sekretaris Perusahaan and Good Corporate Governance. In addition, the
Sustainability Reference
Rujukan Keberlanjutan
berperan dalam membangun dan memelihara hubungan Corporate Secretary plays a role in building and
yang konstruktif dengan pemangku kepentingan, maintaining constructive relationships with stakeholders,
termasuk hubungan kelembagaan, hubungan investor, including institutional relations, investor relations, and
serta pelaku pasar modal lainnya, dengan tetap other capital market participants, while upholding the
memperhatikan standar etika Perusahaan, prinsip tata Company’s ethical standards, corporate governance
kelola Perusahaan, dan nilai-nilai Perusahaan dalam principles, and corporate values in support of the
rangka mendukung pertumbuhan Perusahaan yang Company’s sustainable growth. The Corporate Secretary
berkelanjutan. Sekretaris Perusahaan bertanggung reports directly to the Board of Directors and is appointed
jawab langsung kepada Direksi serta diangkat and dismissed based on a Board of Directors’ Resolution
dan diberhentikan berdasarkan Keputusan Direksi in accordance with the Company’s internal mechanisms.
berdasarkan mekanisme internal Perusahaan.
7
Financial Report
Laporan Keuangan
Pihak yang Mengangkat dan Appointment and Dismissal of the Corporate
Memberhentikan Sekretaris Perusahaan Secretary
Sekretaris Perusahaan merupakan pejabat senior The Corporate Secretary is a senior officer of the
Perusahaan yang diangkat secara khusus bertanggung Company who is specifically appointed to be responsible
jawab dalam melaksanakan fungsi Sekretaris for carrying out the Corporate Secretary function and is
Perusahaan serta diangkat dan diberhentikan oleh appointed and dismissed by the President Director based
Direktur Utama berdasarkan mekanisme internal on the Company’s internal mechanisms. The Corporate
Perusahaan. Sekretaris Perusahaan bertanggung jawab Secretary is directly accountable to and reports to the
dan melaporkan kegiatannya langsung kepada Direktur President Director. The Corporate Secretary is prohibited
Utama. Sekretaris Perusahaan dilarang merangkap from holding concurrent positions in any other issuer or
jabatan apa pun di emiten atau perusahaan publik lain. public company.
2025 Annual Report PT Elnusa Tbk
379
Page 380
Pengangkatan dan Profil Pejabat Sekretaris Appointment and Profile of the Corporate
Perusahaan Secretary
Berdasarkan Surat Keputusan Direksi No. 165/ Based on the Board of Directors’ Resolution No.
2025 Performance Highlights
EN/KPTS/000D/2025 tanggal 28 Agustus 2025 165/EN/KPTS/000D/2025 dated August 28, 2025
tentang Penunjukan Corporate Secretary, Perusahaan concerning the Appointment of the Corporate Secretary,
mengangkat Rustam Aji sebagai Sekretaris Perusahaan. the Company appointed Rustam Aji as the Corporate
Kilas Kinerja 2025
Pengangkatan tersebut telah diumumkan melalui Secretary. The appointment was announced through
situs web Perusahaan serta dilaporkan kepada OJK the Company’s website and reported to the Financial
dan BEI pada tanggal 1 September 2025 melalui Services Authority (OJK) and the Indonesia Stock
surat No. L9.005D.013C-2025.194, sebagai bentuk Exchange (IDX) on September 1, 2025 through Letter
pemenuhan terhadap ketentuan Peraturan OJK No. 35/ No. L9.005D.013C-2025.194, as part of compliance
POJK.04/2014 tentang Sekretaris Perusahaan Emiten with Financial Services Authority Regulation No. 35/
1
atau Perusahaan Publik. POJK.04/2014 concerning Corporate Secretaries of
Issuers or Public Companies.
Rustam Aji
Sekretaris Perusahaan
Corporate Secretary
Laporan Management
Management Report
Data Pribadi Personal Data
Warga negara Indonesia Indonesian citizen
Usia 45 tahun 45 years old
Berdomisili di Jakarta Selatan, DKI Jakarta, Indonesia Domiciled in South Jakarta, DKI Jakarta, Indonesia
Dasar Pengangkatan Basis of Appointment
SK Direksi No. 165/EN/KPTS/000D/2025 tanggal 28 Agustus Board of Directors’ Resolution No. 165/EN/
2025 tentang Penunjukan Corporate Secretary KPTS/000D/2025 dated August 28, 2025 concerning the
2
Appointment of the Corporate Secretary
Bergabung di Elnusa
Tanggal 1 September 2025 sebagai Corporate Secretary Joined Elnusa
September 1, 2025 as Corporate Secretary
Pendidikan
• Master (S2) Business Administration, National University of Education
Singapore, Singapura (2015) • Master’s Degree in Business Administration, National
• Sarjana (S1) Teknik Mesin, Universitas Gadjah Mada, University of Singapore, Singapore (2015)
Yogyakarta (2005) • Bachelor’s Degree in Mechanical Engineering,
Profil Perusahaan
Universitas Gadjah Mada, Yogyakarta (2005)
Company Profile
Sertifikasi Profesi Professional Certifications
- -
Pengalaman Kerja Work Experience
• Manajer BOD Office, PT Pertamina (Persero) (2022-2025) • Manajer BOD Office, PT Pertamina (Persero) (2022-
2025)
3
• Senior Expert BOD Office, PT Pertamina (Persero) (2020- • Senior Expert BOD Office, PT Pertamina (Persero)
2022) (2020-2022)
• Unit Manajer Communication & CSR - Marketing Operation • Unit Manajer Communication & CSR - Marketing
Region V, PT Pertamina (Persero) (2018-2020) Operation Region V, PT Pertamina (Persero) (2018-
2020)
• Unit Manajer Communication & CSR - Refinery Unit VI, • Unit Manajer Communication & CSR - Refinery Unit VI,
PT Pertamina (Persero) (2017-2018) PT Pertamina (Persero) (2017-2018)
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Struktur Organisasi Sekretaris Perusahaan Organizational Structure of the Corporate
Secretary
S t r u k t u r o rg a n i s a s i S e k re t a r i s Pe r u s a h a a n The organizational structure of the Corporate Secretary
ditetapkan sesuai Keputusan Direksi No. 803/EN/ is determined based on the Board of Directors’ Resolution
KPTS/005D/2022 tanggal 1 November 2022 tentang No. 803/EN/KPTS/005D/2022 dated November 1,
Struktur & Susunan Organisasi Sekretaris Perusahaan. 2022 concerning the Organizational Structure and
Untuk memberikan gambaran mengenai cakupan fungsi Composition of the Corporate Secretary. To provide
Sekretaris Perusahaan, berikut sampaikan struktur an overview of the scope of the Corporate Secretary’s
4
organisasi Sekretaris Perusahaan per 31 Desember functions, the organizational structure of the Corporate
2025. Secretary as of December 31, 2025 is presented as
follows.
2025 Annual Report PT Elnusa Tbk
380
Page 381
DIREKTUR UTAMA
President Director
SEKRETARIS PERUSAHAAN
Corporate Secretary
BOD Support & Investor Relation Corporate Governance
Senior Manager of Corporate
5
Manager of Corporate
Communication Relations
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
External Internal Communications Manager of Community Corporate Social
Communications & Brand Management Relation Responsibility & Sponsorship
Asst. Manager of Community Asst. Manager of Community
Relations Upstream Relations EPCOM & PM
Community Relations
Hingga akhir tahun 2025, jumlah karyawan yang As of the end of 2025, the total number of employees
6
tergabung dalam unit Sekretaris Perusahaan sebanyak within the Corporate Secretary unit amounted to
32 orang. 32 persons.
Sustainability Reference
Rujukan Keberlanjutan
Jumlah
Jabatan (orang)
Position Total
(persons)
Corporate Secretary 1
BOD Support & Investor Relation 3
Corporate Governance 3
Manager of Corporate Communication. 1 7
External Communications 3
Financial Report
Laporan Keuangan
Internal Communication & Brand Management 4
Senior Manager of Corporate Relations Vacant
-Manager of Community Relation 1
Asst. Manager of Community Relations Upstream 1
Asst. Manager of Community Relations EPCOM & PM 1
Community Relations 12
Corporate Social Responsibility & Sponsorship 2
2025 Annual Report PT Elnusa Tbk
381
Page 382
Tugas dan Tanggung Jawab Sekretaris Duties and Responsibilities of the Corporate
Perusahaan Secretary
2025 Performance Highlights
Sekretaris Perusahaan memiliki lima fungsi utama dalam The Corporate Secretary has five main functions in
mendukung hubungan Perusahaan dengan stakeholders, supporting the Company’s relationship with stakeholders,
Kilas Kinerja 2025
yaitu: namely:
1. Sebagai pejabat penghubung. 1. As a liaison officer.
2. Sebagai komunikator perusahaan. 2. As the Company’s communicator.
3. Sebagai pelaksana GCG. 3. As the implementer of Good Corporate Governance
(GCG).
1
4. Sebagai penatausahaan dokumen perusahaan. 4. As the administrator of corporate documents.
5. Sebagai pusat informasi dan publikasi resmi 5. As the center of official corporate information and
perusahaan. publications.
Adapun tugas dan tanggung jawab Sekretaris The duties and responsibilities of the Corporate
Perusahaan telah disesuaikan dengan Peraturan OJK Secretary, as aligned with Financial Services Authority
No. 35/POJK.04/2014 dan termuat pada Piagam Regulation No. 35/POJK.04/2014 and stipulated in
Laporan Management
Management Report
Sekretaris Perusahaan adalah sebagai berikut: the Corporate Secretary Charter, are as follows:
1. Melakukan persiapan, penyelenggaraan, 1. To prepare, organize, and facilitate meetings of
penyediaan untuk Rapat Direksi, Rapat Dewan the Board of Directors, meetings of the Board
Komisaris, Rapat Umum Pemegang Saham (RUPS), of Commissioners, and General Meetings of
serta monitoring pelaksanaan keputusan dalam Shareholders (GMS), as well as to monitor the
2
Rapat Direksi, rapat Dewan Komisaris dan RUPS implementation of resolutions of such meetings,
dan mengelola dan mengkoordinasikan sumber and to manage and coordinate related resources.
daya yang ada terkait hal tersebut.
2. Menjadi gerbang informasi perusahaan dan 2. To serve as the Company’s information gateway
pengelolaan berbagai communications channel and manage various communication channels for
baik untuk kepentingan internal maupun eksternal. both internal and external purposes.
3. Menyusun strategi untuk peningkatan citra (image) 3. To formulate strategies to enhance the Company’s
dan kinerja perusahaan serta meredam isu negatif image and performance, as well as to mitigate
Profil Perusahaan
Company Profile
yang mungkin atau telah timbul dan mempunyai negative issues that may arise or have arisen
dampak terhadap citra, dan kinerja Perusahaan. and may impact the Company’s image and
performance.
4. Memastikan perusahaan melakukan kepatuhan 4. To ensure the Company’s compliance with capital
terhadap peraturan pasar modal dan melakukan market regulations and to review all disclosures
3
reviu terhadap seluruh keterbukaan informasi yang issued by the Company in relation to such
dikeluarkan perusahaan terkait dengan ketentuan regulations.
pasar modal tersebut.
5. Sebagai penanggung jawab GCG (Good 5. To act as the person in charge of GCG by
Corporate Governance) dengan pengaturan terkait overseeing the implementation of the Company’s
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
pengawalan terhadap penerapan GCG Code dan GCG Code and Code of Conduct (CoC).
CoC (Code of Conduct) Perusahaan.
6. Sebagai pendamping kegiatan CSR (Corporate 6. To support Corporate Social Responsibility (CSR)
Social Responsibility) untuk komunitas internal activities for both internal and external communities
maupun eksternal agar mendukung kegiatan in order to support operational activities and the
operasi maupun pembentukan/ pengembangan establishment/development of a positive corporate
citra positif Perusahaan. image.
7. Mengarahkan, mengelola, memonitor dan 7. To direct, manage, monitor, and evaluate all
mengevaluasi seluruh kegiatan yang terkait activities related to corporate events, particularly
dengan corporate event khususnya yang akan those that may affect the Company’s image, in
mempengaruhi citra perusahaan sesuai kebutuhan accordance with the Company’s needs.
perusahaan.
4
8. Memelihara dan mengaktualkan daftar pencatatan 8. To maintain and update the shareholders
saham pemegang saham dan mengkomunikasikan register and communicate any changes to the
setiap perubahannya kepada Direksi dan Board of Directors, as well as to submit reports
menyampaikan laporan kepada Regulator sesuai to the regulators in accordance with applicable
peraturan yang berlaku. regulations.
2025 Annual Report PT Elnusa Tbk
382
Page 383
9. Bertanggung Jawab atas pelaksanaan program 9. To be responsible for the implementation of
pengenalan Perusahaan kepada anggota baru orientation programs for newly appointed members of
Direksi dan Dewan Komisaris serta anggota the Board of Directors, the Board of Commissioners,
Komite dengan materi-materi yang disiapkan oleh and Committee members, with materials prepared
Sekretaris Perusahaan. by the Corporate Secretary.
10. Membuat laporan secara berkala paling kurang 10. To prepare periodic reports at least 1 (one) time per
1 (satu) kali dalam 1 (satu) tahun mengenai year regarding the implementation of the Corporate
pelaksanaan fungsi Sekretaris Perusahaan kepada Secretary’s functions to the Board of Directors, with
Direksi dan ditembuskan kepada Dewan Komisaris. copies submitted to the Board of Commissioners.
5
Program Pengembangan Kompetensi Competency Development Program
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Dalam rangka mendukung efektivitas pelaksanaan tugas In order to support the effective implementation of the
dan tanggung jawab Sekretaris Perusahaan, Perusahaan duties and responsibilities of the Corporate Secretary,
mengikutsertakan personel Sekretaris Perusahaan dalam the Company engages Corporate Secretary personnel
berbagai program pengembangan kompetensi. Program in various competency development programs. The
pengembangan kompetensi yang diikuti oleh Sekretaris competency development programs attended by the
Perusahaan sepanjang tahun 2025 adalah sebagai Corporate Secretary throughout 2025 are as follows:
berikut:
Jenis dan Materi Pendidikan dan
Nama dan Jabatan Tempat/Tanggal Penyelenggara
Pelatihan
Name and Position Venue/Date Organizer
Types and Materials of Education and Training
9-10 Oktober 2025
HSSE Risk Management Leadership PHE
October 9-10, 202
6
15 Oktober 2025
Akhlak 2025 PHE
October 15, 2025
Sustainability Reference
Rujukan Keberlanjutan
15 Oktober 2025
Fraud Awareness PHE
October 15, 2025
14 Oktober 2025
HSSE Culture PHE
October 14, 2025
14 Oktober 2025
Information Security Easy Course (iSEC) PHE
October 14, 2025
Rustam Aji
15 Oktober 2025
Respectful Workplace PHE
October 15, 2025
15 Oktober 2025
Stress Management PHE
October 15, 2025
24 Oktober 2025
Corporate Life Saving Rules
October 24, 2025
PHE 7
A Risk-Based Approach to ESG: Building 29 Agustus 2025
Financial Report
Laporan Keuangan
ICSA
Resilient, Responsible Businesses August 29, 2025
From Compliance to Confidence: Redefining 7 November 2025
ICSA
ACGS through ESG and Digital Governance October 24, 2025
Pelaksanaan Tugas Sekretaris Perusahaan Implementation of the Corporate Secretary’s
2025 Duties in 2025
Sepanjang tahun 2025, Sekretaris Perusahaan telah Throughout 2025, the Corporate Secretary carried out
melaksanakan beberapa tugas dan kegiatan yaitu: several duties and activities, including:
• Terkait Pelaksanaan Fungsi Corporate Governance. • In relation to the implementation of the Corporate
Governance function.
2025 Annual Report PT Elnusa Tbk
383
Page 384
Aktivitas Keterangan
No.
Activity Description
2025 Performance Highlights
1 Kepatuhan kepada Peraturan Pasar Modal (Laporan Tahunan, Bertujuan untuk memenuhi dan
laporan keuangan, laporan terkait RUPS, laporan registrasi pemegang memastikan bahwa Perusahaan
efek dll). mematuhi peraturan yang berlaku untuk
Perusahaan sebagai public & listed
Kilas Kinerja 2025
company sesuai dengan peraturan yang
ditetapkan oleh OJK dan BEI.
Compliance with Capital Market Regulations (Annual Report, financial Aimed at fulfilling and ensuring that
statements, reports related to GMS, securities holder registration reports, the Company complies with applicable
etc.) regulations as a public and listed company
in accordance with regulations stipulated
1
by the Financial Services Authority (OJK)
and the Indonesia Stock Exchange (IDX).
2 Manajemen registrasi pemegang saham. Melakukan manajemen registrasi
pemegang saham dibantu dengan BAE
Perusahaan.
Shareholder registration management Managing shareholder registration in
coordination with the Company’s Share
Laporan Management
Management Report
Registrar (BAE).
3 Pelaksanaan RUPS. Selama tahun buku 2025,
Perusahaan menyelenggarakan 1 (satu)
kali RUPS Tahunan dan 1 kali RUPS Luar
Biasa.
2
Implementation of GMS During the 2025 fiscal year, the Company
held 1 (one) Annual GMS and 1 (one)
Extraordinary GMS.
4 Pengelolaan dan pelaksanaan administrasi pembayaran dividen Melakukan pengelolaan dan
kepada pemegang saham untuk tahun buku 2024. pelaksanaan administrasi pembayaran
dividen sesuai dengan peraturan yang
berlaku.
Management and administration of dividend payments to shareholders Managing and administering dividend
Profil Perusahaan
Company Profile
for the 2024 fiscal year payments in accordance with applicable
regulations.
5 Melaksanakan assessment Implementasi GCG Perusahaan tahun 2025 Perusahaan melaksanaan assessment
GCG dengan parameter ASEAN CG
Scorecard
3
Implementation of the Company’s GCG assessment in 2025 The Company conducted a GCG
assessment using the ASEAN CG
Scorecard parameters.
6 Melakukan review dan pembaharuan Corporate Governance Policy Pada tahun 2025 Perusahaan melakukan
beberapa update atau pembaharuan
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
atas beberapa prosedur terkait dengan
Corporate Governance diantaranya:
Prosedur Hubungan Pemerintah Lembaga
Pemerintah, Prosedur pembuatan GCG
Roadmap, Prosedur Pembuatan dan
Evaluasi Code of Conduct dan Prosedur
Pengendalian Gratifikasi & Souvenir.
Review and update of Corporate Governance Policy In 2025, the Company carried out several
updates and enhancements to Corporate
Governance-related procedures, including
the Government and Government
Institution Relations Procedure, GCG
Roadmap Development Procedure, Code
4
of Conduct Development and Evaluation
Procedure, and Gratification & Souvenir
Control Procedure.
2025 Annual Report PT Elnusa Tbk
384
Page 385
Aktivitas Keterangan
No.
Activity Description
7. Monitoring dan memastikan kepatuhan Pekerja terhadap Code of Melakukan monitoring dan memastikan
Conduct, pernyataan tidak dalam kondisi Conflict of Interest dan semua pekerja sudah mengisi COMPOLS
menolak gratifikasi melalui aplikasi Compliance Online System
(COMPOLS)
Monitoring and ensuring employee compliance with the Code of Monitoring and ensuring that all
Conduct, declaration of no Conflict of Interest, and rejection of employees have completed COMPOLS.
gratification through the Compliance Online System (COMPOLS)
8. Melakukan uji kelayakan (due delligence) untuk calon Mitra Bersama dengan fungsi lain melakukan
5
uji kelayakan untuk memastikan calon
mitra memenuhi standard kualifikasi yang
ditetapkan oleh Perusahaan
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
In collaboration with other functions,
Conducting due diligence for prospective partners conducting due diligence to ensure
prospective partners meet the qualification
standards set by the Company.
9. Melaksanakan upaya kepatuhan terkait anti korupsi dan melakukan Perusahaan secara berkala melakukan
rangkaian kegiatan peringatan Hari Anti Korupsi Sedunia (HAKORDIA). sosialisasi kepada pekerja terkait
anti korupsi yang bertujuan untuk
meningkatkan awareness anti korupsi
kepada seluruh Pekerja
Implementation of anti-corruption compliance efforts and organization of The Company regularly conducts
a series of activities to commemorate Anti-Corruption Day (HAKORDIA) socialization programs for employees
on anti-corruption to enhance awareness
among all employees.
6
10. Monitoring dan memastikan penyampaian LHKPN oleh pekerja Wajib Perusahaan secara berkala melakukan
Lapor LHKPN monitoring kepada pendampingan
Sustainability Reference
Rujukan Keberlanjutan
LHKPN
Monitoring and ensuring submission of LHKPN by employees required The Company regularly monitors and
to report facilitates the submission of LHKPN.
• Terkait Pelaksanaan Fungsi Investor Relations • In relation to the implementation of the Investor
Relations function
Sekretaris Perusahaan dalam melaksanakan fungsi In carrying out its role as Investor Relations, the
sebagai Investor Relations, melakukan kerja sama Corporate Secretary collaborates with Management
dengan Manajemen dari berbagai fungsi (Direktorat across various functions (Finance Directorate, Business 7
Keuangan, Direktorat Pengembangan Usaha, serta Development Directorate, and other related parties).
Financial Report
Laporan Keuangan
pihak terkait lainnya). Investor Relations merupakan Investor Relations is a function under the Corporate
fungsi pada Sekretaris Perusahaan yang bertugas Secretary that covers aspects of disclosure, financial
melingkupi aspek keterbukaan, kinerja keuangan, performance, and the Company’s strategy. Investor
serta strategi Perusahaan. Investor Relations Relations is responsible for providing accurate,
bertugas untuk memberikan informasi yang reliable, and timely information to both internal and
akurat, terpercaya dan tepat waktu kepada pihak- external parties, including shareholders, investors,
pihak baik internal maupun eksternal termasuk analysts, the government, and regulators.
di antaranya pemegang saham, investor, analis,
pemerintah, serta regulator.
Sepanjang tahun 2025, kegiatan Investor Relations Throughout 2025, Investor Relations activities
adalah sebagai berikut: included:
1. Pa p a ra n P u b l i k . Pe r u s a h a a n t e l a h 1. Public Expose. The Company conducted 1
melaksanakan 1 (satu) kali Paparan Publik (one) Public Expose on September 11, 2025,
pada tanggal 11 September 2025 yang organized by the Indonesia Stock Exchange
diselenggarakan oleh Bursa Efek Indonesia and held digitally via Zoom Meeting
secara digital melalui media webinar Zoom webinar, hosted at Graha Elnusa, to present
2025 Annual Report PT Elnusa Tbk
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Page 386
Meeting, bertempat di Graha Elnusa untuk the business outlook, financial performance
menyampaikan bisnis outlook, highlight highlights as of June 2025, the Company’s
2025 Performance Highlights
kinerja keuangan per Juni 2025, inisiatif business development initiatives, and strategic
pengembangan bisnis Perusahaan serta direction for the second semester of 2025.
strategic direction untuk semester 2 2025. 2. Earnings Calls, Analyst Meetings, and one-on-
Kilas Kinerja 2025
2. Earnings Call, Analyst Meeting dan one one meetings with Securities Analysts & Asset
on one meeting dengan Analis Sekuritas & Management. The Company held several
Asset Management. Perusahaan melakukan analyst meetings or conference calls with
beberapa pertemuan analis meeting atau investors, analysts, and asset management
conference call dengan investor, analis firms, including PT RHB Sekuritas, PT Sinarmas
maupun asset management antara lain PT RHB Sekuritas, PT Stockbit Sekuritas, PT Sucor
1
Sekuritas, PT Sinarmas Sekuritas, PT Stockbit Sekuritas, PT Valbury Sekuritas, PT Trimegah
Sekuritas, PT Sucor Sekuritas, PT Valbury Sekuritas Tbk, PT Majoris Asset Management,
Sekuritas, PT Trimegah Sekuritas Tbk, PT Majoris PT Panin Sekuritas Tbk, Eastspring Investment,
Asset Management, PT Panin Sekuritas Tbk, PT Syailendra Capital, PT KISI Asset
Eatspring Investment, PT Syailendra Capital, Management, PT UOB Sekuritas, PT UBS
PT KISI Asset Management, PT UOB Sekuritas, Sekuritas, PT Mandiri Manajemen Investasi,
PT UBS Sekuritas, PT Mandiri Manajemen PT BRI Danareksa Sekuritas, PT Semesta
Investasi, PT BRI Danareksa Sekuritas, Sekuritas, PT Ajaib Sekuritas, PT Maybank
Laporan Management
Management Report
PT Semesta Sekuritas , PT Ajaib Sekuritas, Sekuritas, PT BNI Sekuritas, and PT Jarvis
PT Maybank Skeuritas, PT BNI Sekuritas dan Asset Management.
PT Jarvis Asset Management.
3. Investor Call Meeting. Perusahaan melakukan 3. Investor Call Meetings. The Company
beberapa pertemuan secara online dengan conducted several online meetings with
investor dalam bentuk Webinar yang diikuti investors in the form of webinars, also
juga oleh beberapa analis dari sekuritas, attended by securities analysts, including
2
antara lain Webinar dengan PT OCBC webinars with PT OCBC Sekuritas, PT RHB
Sekuritas, PT RHB Sekuritas dan PT Bahana Sekuritas, and PT Bahana Sekuritas.
Sekuritas.
4. Emiten Report Analis sekuritas melakukan 4. Issuer Reports. Securities analysts prepared
emiten report penulisan laporan analis periodic research reports on the Company,
Perusahaan secara berkala baik yang sifatnya both in the form of coverage reports and
coverage maupun daily notes. Beberapa daily notes. Research reports were issued by
research report dari PT RHB Sekuritas, PT PT RHB Sekuritas, PT Sinarmas Sekuritas, PT
Profil Perusahaan
Company Profile
Sinarmas Sekuritas, PT Sucor Sekurtias, PT Sucor Sekuritas, PT Trimegah Sekuritas, PT
Trimegah Sekuritas, PT Stockbit Sekuritas, Stockbit Sekuritas, PT Panin Sekuritas, PT BCA
PT Panin Sekuritas, PT BCA Sekuritas, PT Ina Sekuritas, PT Ina Sekuritas, and PT Surya Fajar
Sekuritas dan PT Surya Fajar Sekuritas. Sekuritas.
• Te r ka i t Pe l a ks a n a a n Fu n g s i C o r p o ra t e • In relation to the implementation of the Corporate
3
Communication Communication function
Berkaitan dengan Corporate Communications In relation to Elnusa’s Corporate Communications
Elnusa (Corcomm), Sekretaris Perusahaan memiliki (Corcomm), the Corporate Secretary is responsible
tugas dalam memastikan visi, misi, strategi maupun for ensuring that the Company’s vision, mission,
nilai Perusahaan dapat diterima dan dipahami oleh strategy, and values are well received and
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
setiap stakeholders. Secara spesifik Corporate understood by all stakeholders. Specifically,
Communications memiliki peran pada Internal Corporate Communications plays a role in Internal
Communication, Brand Management, dan External Communication, Brand Management, and External
Communication. Communication.
- Internal Communications - Internal Communications
Internal Communications bertujuan untuk Internal Communications aims to ensure that
memasikan strategi, kebijakan, pesan-pesan strategies, policies, messages from the Board
Direksi dan informasi Perusahaan lainnya of Directors, and other Company information
tersebar dan dipahami oleh seluruh manajemen are disseminated and understood by all
dan karyawan. Corporate Communicaions management and employees. As the function
sebagai fungsi yang khusus menangani hal ini specifically responsible for this, Corporate
4
telah melakukan berbagai inisiaif dan program Communications has implemented various
kegiatan untuk penyebaran informasi tersebut, initiatives and programs to disseminate such
baik melalui channel dan tools communications information, through communication channels
di media online dan cetak maupun melalui and tools in both online and print media, as
pertemuan. well as through meetings.
2025 Annual Report PT Elnusa Tbk
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Page 387
Jumlah Publikasi
Keterangan
Communication Tools & Program Number of
Description
Publications
Tools & Program
ELSA News Publishing Perusahaan secara terkini senantiasa memberikan Informasi yang dirangkum 254
menjadi sebuah narasi singkat menggunakan bahasa produktif kepada
stakeholder internal khususnya karyawan.
5
The Company consistently provides up-to-date information summarized into
concise narratives using productive language for internal stakeholders,
particularly employees.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Digital Creative Content Perusahaan menyampaikan pesan strategis maupun campaign melalui komunikasi 2.409
kreatif.
The Company delivers strategic messages and campaigns through creative
communication.
Corporate Event Perusahaan memiliki wadah yang dikemas dalam bentuk kegiatan yang 62
melibatkan pekerja dengan tujuan penyampaian pesan strategis dari Top
Management melalui Sekretaris Perusahaan maupun dari fungsi-fungsi lainnya.
The Company provides platforms in the form of activities involving employees,
aimed at conveying strategic messages from Top Management through the
Corporate Secretary as well as from other functions.
News Flash Perusahaan menyampaikan pencapaian maupun kegiatan strategis lainnya 21
melalui berita singkat dilengkapi dengan gambar yang mendukung
The Company communicates achievements and other strategic activities through
6
brief news updates accompanied by supporting images.
Elsa Top Moment Perusahaan merangkum kejadian demi kejadian melalui album foto digital 37
sebagai salah satu program komunikasi yang transparan kepada stakeholder
Sustainability Reference
Rujukan Keberlanjutan
internal.
The Company compiles events into digital photo albums as part of a transparent
communication program for internal stakeholders.
Key Visual Communications Perusahaan konsisten dalam menyampaikan pesan kepada stakeholder dengan 52
menggunakan digital design menyesuaikan konsep kegiatan namun tetap merujuk
pada key visual di tahun tersebut.
The Company consistently delivers messages to stakeholders using digital design
aligned with the concept of each activity while adhering to the key visual of the
respective year.
Video Campaign Perusahaan senantiasa meningkatkan awareness karyawan atas perkembangan 56
Perusahaan yang perlu diketahui oleh karyawan. Salah satunya membuat
kampanye yang divisualisasikan melalui video.
The Company continuously enhances employee awareness of developments that
7
need to be known by employees, including through campaigns visualized in video
Financial Report
Laporan Keuangan
format.
Internal Communications Campaign Promosi pesan-pesan perusahaan maupun kegiatan yang memang menjadi 1.811
prioritas untuk disampaikan kepada seluruh karyawan.
Promotion of corporate messages and activities that are prioritized for
dissemination to all employees.
Internalisasi Kebijakan Management Tim Komunikasi Elnusa secara khusus mendukung capaian atas pemahaman 5
kebijakan management Perusahaan.
Internalization of Management
Policies The Elnusa Communications Team specifically supports the achievement of
employees’ understanding of the Company’s management policies.
Pedoman & Prosedur Perusahaan berkomitmen untuk menerapkan standar komunikasi Perusahaan yang 48
terstruktur dan memiliki planning yang jelas, dalam hal ini melalui Corporate
Communications, pengelolaan pedoman dan prosedur terdiri atas pengelolaan
Guidelines & Procedures komunikasi Perusahaan, penyelenggaraan acara, dll.
The Company is committed to implementing structured communication standards
with clear planning. In this regard, through Corporate Communications, the
management of guidelines and procedures includes corporate communication
management, event organization, and others.
Outcome-Internal Engagement Pemahaman pekerja mengenai Visi Elnusa secara utuh. 87%
Employees’ comprehensive understanding of Elnusa’s Vision.
2025 Annual Report PT Elnusa Tbk
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Page 388
- Terkait Pelaksanaan Fungsi Brand Management - In relation to the implementation of the Brand
Management function
2025 Performance Highlights
Pengelolaan merek atau brand management Brand management falls within the scope of
menjadi ruang lingkup fungsi Corporate the Corporate Communication (Corcomm)
Kilas Kinerja 2025
Communication (Corcomm), namun bukan function; however, it does not cover the overall
pada pengelolaan merek secara keseluruhan management of the brand, as the primary
karena fungsi utama pengelolaan merek responsibility for brand management lies with
menjadi tugas dan tanggung jawab fungsi the Marketing function. Within the scope of
Marketing. Pengelolaan merek dalam Corcomm, brand management is limited to the
ruang lingkup Corcomm terbatas pada standardization and alignment of the use of the
1
standardisasi dan penyelarasan penggunaan Company’s logo, including its application in
logo Perusahaan, termasuk aplikasinya dalam presentation materials, promotional media, and
materi presentasi, media promosi dan atau other uses, both online and in physical formats.
penggunaan lainnya baik secara online
maupun secara fisik.
Sebagai penguatan brand Elnusa yang As part of strengthening the Elnusa brand,
Laporan Management
Management Report
m e r u p a ka n a n a k p e r u s a h a a n d a r i which is a subsidiary of PT Pertamina Hulu
PT Pertamina Hulu Energi yang merupakan Energi and responsible for operational
pengelola kegiatan operasi di Subholding activities within the Upstream Subholding,
Upstream, Elnusa membuat cover himne Elnusa produced a cover version of the
Pertamina dan lagu kebangsaan Indonesia Pertamina anthem and the Indonesian national
Raya yang dikonsepkan ulang dengan anthem “Indonesia Raya,” re-conceptualized
2
menampilkan lebih banyak jasa Elnusa dan to showcase more of Elnusa’s services and
Anak Perusahaan. Adapun beberapa apresiasi those of its subsidiaries. In addition, several
yang merupakan bukti nyata atas kompetensi recognitions serve as tangible proof of the
yang dimiliki pekerja yang mampu mendukung competence of its employees in supporting
dan menjaga image Perusahaan. Apresiasi and maintaining the Company’s image. These
tersebut diantaranya menilai eksistensi Elnusa recognitions also reflect Elnusa’s presence in
di media online maupun media cetak saat ini, both online and print media, including:
di antaranya:
Profil Perusahaan
Company Profile
1. Penghargaan Media Relations Award dari 1. Media Relations Award from the
Serikat Perusahaan Pers Indonesian Press Companies Association
2. Indonesia Best Companies in HSE 2. Indonesia Best Companies in HSE
Implementation 2025 Kategori “Excellent” Implementation 2025, “Excellent”
3
dari SWA Media Group Category, from SWA Media Group
3. 7th Indonesia 50 Best CSR Awards 2025 3. 7th Indonesia 50 Best CSR Awards 2025
Program Desa Energi Berdikari (DEB) for the Desa Energi Berdikari (DEB) Elnusa
Elnusa Sumengko dari The Iconomics Sumengko Program from The Iconomics
4. The Best Human Capital 2025 for 4. The Best Human Capital 2025 for
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Advancing Energy Sector Talent Through Advancing Energy Sector Talent Through
Strategic Education and Training Strategic Education and Training
Partnership dari Warta Ekonomi Partnership from Warta Ekonomi
5. Wellbeing Management "Very Good" HR 5. Wellbeing Management “Very Good” –
Excellence Award 2025 dari SWA Media HR Excellence Award 2025 from SWA
Group Media Group
6. Reward Management & Talent Retention 6. Reward Management & Talent Retention
Strategy "Very Good" HR Excellence Strategy “Very Good” – HR Excellence
Award 2025 dari SWA Media Group Award 2025 from SWA Media Group
7. Learning & Development "Very Good" HR 7. Learning & Development “Very Good” –
Excellence Award 2025 dari SWA Media HR Excellence Award 2025 from SWA
Group Media Group
4
8. Bronze Winner Kategori Program 8. Bronze Winner, Government Public
Kehumasan Pemerintah dari Anugerah Relations Program Categor y, from
Humas Indonesia. Anugerah Humas Indonesia.
2025 Annual Report PT Elnusa Tbk
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Page 389
- External Communication - External Communication
External Communications memiliki peran External Communications plays a strategic role
strategis dalam membangun, menjaga, dan in building, maintaining, and strengthening
memperkuat hubungan yang harmonis antara harmonious relationships between Elnusa
Elnusa dan para pemangku kepentingan and its external stakeholders. Through
eksternal. Melalui pengelolaan komunikasi integrated and sustainable communication
yang terintegrasi dan berkelanjutan, Elnusa management, Elnusa ensures that every
memastikan setiap program, kinerja, serta program, performance achievement, and
kontribusi perusahaan tersampaikan secara corporate contribution is conveyed accurately,
tepat, konsisten, dan kredibel kepada publik. consistently, and credibly to the public.
5
Sepanjang periode pelaporan, aktivitas Throughout the reporting period, External
External Communication difokuskan pada Communication activities were focused on
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
penguatan citra dan reputasi perusahaan, strengthening the Company’s image and
peningkatan visibilitas Elnusa di ruang publik, reputation, enhancing Elnusa’s visibility
serta pengelolaan hubungan media yang in the public domain, and managing
konstruktif. Berbagai inisiatif komunikasi yang constructive media relations. The effective
dijalankan secara efektif telah berkontribusi implementation of various communication
positif dalam membangun kepercayaan initiatives has contributed positively to
publik dan mendukung posisi Elnusa sebagai building public trust and supporting Elnusa’s
perusahaan jasa energi terintegrasi yang position as an integrated energy services
adaptif, transparan, dan berorientasi pada company that is adaptive, transparent, and
keberlanjutan. sustainability-oriented.
Aktivitas Realisasi
No.
6
Activity Realization
1. Publikasi pemberitahuan Elnusa di berbagai media cetak, online maupun elektronik 7.678
Sustainability Reference
Rujukan Keberlanjutan
Publication of Elnusa’s announcements across various print, online, and electronic media
2. Tone pemberitaan positif 97%
Positive media sentiment
3. Viewership/Reach 5.089.046.635
4. Exhibition 7
5. Press Release Production 125
6. Media Interview 17
7. Media Gathering 5
7
Financial Report
Laporan Keuangan
8. Media Meeting 11
• Terkait Pelaksanaan Fungsi Corporate Relations • In relation to the implementation of the Corporate
Relations function
1. Community Relation 1. Community Relations
Membawahi fungsi strategis untuk membangun This function oversees strategic efforts to build
hubungan dengan stakeholder dan masyarakat relationships with stakeholders and communities
di area site services, melakukan penggalangan in site service areas, mobilize support
untuk mendapatkan dukungan dari pihak from stakeholders and local communities
stakeholder dan masyarakat di area site services for operational activities, and manage
dalam pelaksanaan kegiatan operasional damage claims from affected communities
dan melaksanakan penanganan damage in a transparent manner involving relevant
claim kepada masyarakat yang terdampak stakeholders. This ensures that operational
dengan adanya kegiatan operasional targets at each site service can be achieved
secara transparan dengan melibatkan pihak effectively in line with OTOBOSOR principles
2025 Annual Report PT Elnusa Tbk
389
Page 390
stakeholder yang terkait. Sehingga dapat (on time, on budget, on schedule, on return).
mengawal target-target operasi di setiap site
2025 Performance Highlights
services yang ada bisa tercapai dengan baik
secara OTOBOSOR (on time, on budget, on
schedule, on return).
Kilas Kinerja 2025
Dalam pelaksanaannya fungsi community In its implementation, the community relations
relation akan dilibatkan dari tahapan pra- function is involved from the pre-project stage
proyek dengan melakukan social mapping by conducting social mapping using indicators
dengan indikator ideologi, politik, ekonomi, such as ideology, politics, economy, socio-
sosial dan budaya, dan keamanan, karena hal cultural aspects, and security. This is necessary
1
ini diperlukan untuk mendapatkan gambaran to obtain a comprehensive understanding of
secara menyeluruh dari suatu kondisi the conditions of communities surrounding site
masyarakat di sekitar site services sehingga services, enabling the development of targeted
dalam pengembangan mitigasi dari berbagai and measurable mitigation strategies for risks
risiko yang timbul karena adanya interaksi arising from interactions between project
antara project entity dengan masyarakat tepat entities and communities. These key indicators
sasaran dan terukur. Key indicator tersebut are further detailed based on dominant issues
Laporan Management
Management Report
akan didetailkan sesuai dengan isu-isu yang and the identification of key persons influencing
dominan hingga terindentifikasi key person such issues, who subsequently become
yang mempengaruhi isu tersebut yang pada engagement targets to strengthen mitigation
akhirnya menjadi objek penggalangan untuk efforts.
diberdayakan lebih lanjut dalam memperkuat
langkah-langkah mitigasi yang diperlukan.
2
Indentifikasi key indicator akan memberikan The identification of key indicators also guides
arah dalam upaya penanganan damage the proper handling of damage claims. By
claim yang tepat dan tuntas, di mana dengan identifying dominant economic commodities
identifikasi terhadap komoditas perekonomian within the community, the Company can
masyarakat yang dominan akan didapatkan determine relevant stakeholders to collaborate
benang merah yang mampu memunculkan with and establish appropriate technical
pihak stakeholder terkait yang harus dilakukan methods for impact mitigation, inventory, and
Profil Perusahaan
Company Profile
kerja sama dan menentukan metode secara compensation valuation, thereby enabling fair
teknis untuk melakukan upaya pengurangan and accountable resolution of damage claims.
dampak, inventarisasi, dan penentuan nilai
kompensasinya, sehingga memungkinkan untuk
mendapatkan penyelesaian terhadap damage
3
claim yang fair dan accountable kepada
masyarakat.
Pada tahapan pelaksanaan operasional During the project operational phase, the
proyek, community relation akan melakukan community relations function conducts
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
sosialisasi bertahap secara community hingga gradual socialization, from community-level
individual kepada stakeholder dan masyarakat, engagement down to individual outreach,
serta melakukan pengawalan unit operasional involving stakeholders and local communities.
di site dengan memonitor terhadap munculnya It also supports operational units on site by
risiko yang menghambat dan segera monitoring potential risks that may hinder
melakukan mitigasi dengan melibatkan operations and promptly implementing
stakeholder dan key person yang sebelumnya mitigation measures in coordination with
telah dilibatkan. Monitoring ini merupakan previously engaged stakeholders and key
upaya deteksi dini terhadap potensi risiko yang persons. This monitoring serves as an early
ada untuk memastikan kegiatan operasional detection mechanism to identify potential risks
di site tidak mengalami hambatan (delay) and ensure that site operations proceed without
yang berakibat terhentinya kegiatan operasi. disruption or delays that could halt activities.
4
Deteksi dini juga berjalan secara pararel Early detection efforts are carried out in
dengan upaya untuk memelihara hubungan parallel with maintaining strong relationships
baik dengan stakeholder dan key person with stakeholders and key persons through
dengan secara berkala melakukan komunikasi regular communication to align objectives and
untuk mengkoordinasikan tujuan dan rencana operational plans. This approach also enables
2025 Annual Report PT Elnusa Tbk
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Page 391
operasional sehingga memungkinkan the involvement of local community resources
melibatkan sumber daya masyarakat lokal di around the site, supporting community
sekitaran site services yang bertujuan untuk empowerment initiatives. Corporate Social
mendukung pemberdayaan masyarakat. Responsibility (CSR) efforts likewise play a
Upaya tanggung jawab sosial (Corporate strategic role in fostering mutually supportive
Social Responsibility) juga memegang peran relationships between the project entity,
strategis dalam membangun hubungan yang stakeholders, and local communities, ultimately
saling mendukung antara project entity dengan creating productive collaboration that ensures
stakeholder dan masyarakat setempat yang smooth operational activities and delivers
pada akhirnya menjadi tercipta kolaborasi benefits to the surrounding community.
5
yang produktif untuk kelancaran kegiatan
operasional dan kemaslahatan bagi
masyarakat setempat.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Sementara untuk tahapan pasca operasi, In the post-operation phase, the community
fungsi community relation harus berupaya untuk relations function ensures that project closure is
memasikan bahwa dalam closing project harus completed without leaving unresolved damage
tuntas dan idak meninggalkan permasalahan claims. This is achieved through a thorough
terkait damage claim kepada masyarakat. Hal understanding of community economic activities
tersebut bisa tercapai dengan pemahaman and collaboration with relevant stakeholders to
yang baik terhadap komoditi masyarakat ensure proper resolution.
yang ada dengan melibatkan asistensi dari
pihak stakeholder terkait sehingga didapatkan
langkah penanganan yang tepat.
Dari beberapa site project yang berjalan di Across several ongoing project sites in
6
Upstream dan EPC OM, fungsi community Upstream and EPC OM, the community
relation telah memberikan pengawalan dan relations function has provided oversight and
Sustainability Reference
Rujukan Keberlanjutan
dukungan terhadap pelaksanaan kegiatan support for operational activities, ensuring that
operasi, sehingga dari setiap kendala-kendala any challenges arising from friction between
yang imbul akibat adanya gesekan antara project entities and local communities can be
entity project dengan masyarakat setempat effectively resolved. This, in turn, enhances
dapat diselesaikan dan mendapatkan solusinya the experience and knowledge of community
dengan baik. Hal ini tentunya akan menambah relations personnel, further strengthening
experience dan knowledge sehingga makin their competencies across various project site
melengkapi competency personel community locations.
relation yang tersebar di berbagai penjuru
area site project.
Hal ini tentunya akan menjadikan rasa This will undoubtedly foster a sense of optimism 7
optimisme kepada personil community among community relations personnel as
Financial Report
Laporan Keuangan
relation dalam menghadapi berbagai they face various challenges and obstacles.
tantangan dan kendala yang ada. Sehingga Consequently, over time, professionalism
dengan berjalannya waktu, profesionalisme rooted in competence will continue to grow
yang berpijak dari kompetensi akan terus and complement one another, resulting in
berkembang dan saling melengkapi, yang community relations personnel who are truly
menjadikan personil community relation yang reliable.
dapat diandalkan.
2. CSR & Event 2. CSR & Events
Fungsi CSR & Corporate Event adalah fungsi The CSR & Corporate Event function is
yang diberikan amanah untuk mengembangkan mandated to develop and establish governance
dan menetapkan standar tata kelola dan standards and procedures for the Company’s
tata laksana program tanggung jawab social and environmental responsibility
sosial dan lingkungan Perusahaan. Dalam programs. In this regard, the Company’s
hal ini, Tanggung Jawab Sosial Lingkungan Social and Environmental Responsibility (TJSL)
(TJSL) atau CSR Perusahaan lebih mengarah or CSR focuses on community involvement and
kepada program community involvement dan development programs.
development.
2025 Annual Report PT Elnusa Tbk
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Page 392
LEGAL COUNSEL
LEGAL COUNSEL
2025 Performance Highlights
Legal Counsel memiliki tugas dan tanggung jawab Legal Counsel has the duties and responsibilities to
Kilas Kinerja 2025
untuk melaksanakan pengawasan aspek legal di Anak oversee legal aspects within Subsidiaries in accordance
Perusahaan sesuai dengan hukum dan perundang- with applicable laws and regulations, as well as to
undangan yang berlaku serta mendukung Perusahaan support the Company in ensuring compliance and social
dalam menjalankan kepatuhan dan tanggung jawab responsibility that contribute to the smooth execution
sosial yang dapat menunjang kelancaran dan of operations and the achievement of the Company’s
keberhasilan proses operasional dan target pencapaian targets in line with established strategies and policies.
Perusahaan sesuai dengan strategi dan kebijakan yang The main challenge faced by this function is to ensure
1
telah ditetapkan. Tantangan utama yang dihadapi oleh that all activities carried out by the Company do not
Fungsi ini adalah memastikan semua pekerjaan yang result in legal implications, particularly those related to
dilakukan Perusahaan tidak berimplikasi hukum terutama the Company’s business interests.
menyangkut kepentingan bisnis Perusahaan.
Struktur Organisasi Legal Counsel Organizational Structure of Legal Counsel
Struktur organisasi Legal Counsel ditetapkan sesuai The organizational structure of Legal Counsel is
Laporan Management
Management Report
Keputusan Direksi No. 799/EN/KPTS/005D/2022 determined based on the Board of Directors’ Resolution
tanggal 11 Oktober 2022 tentang Struktur & Susunan No. 799/EN/KPTS/005D/2022 dated October 11,
Organisasi Legal Counsel. Untuk memberikan gambaran 2022 concerning the Organizational Structure and
mengenai cakupan fungsi Sekretaris Perusahaan, berikut Composition of Legal Counsel. To provide an overview
sampaikan struktur organisasi Sekretaris Perusahaan per of the scope of the Corporate Secretary’s function, the
31 Desember 2025. organizational structure of the Corporate Secretary as
of December 31, 2025 is presented as follows.
2
Jumlah
Jabatan (orang)
Position Total
(persons)
License & Support Officer 1
Manager of Legal Corporate 1
Manager of Legal Operation & Litigation 1
Profil Perusahaan
Company Profile
Manager of Contract 1
Legal Counsel 5
Contract Analyst 4
3
Mohammad Ibnu Wardhana
VP Legal Counsel
Menjabat sejak 01 Januari 2025
VP Legal Counsel
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Appointed since January 1, 2025
Data Pribadi Personal Data
Warga negara Indonesia Indonesian citizen
Usia 49 tahun 49 years old
Berdomisili di Jakarta Selatan, DKI Jakarta , Indonesia Domiciled in South Jakarta, DKI Jakarta, Indonesia
Bergabung di Elnusa Joined Elnusa
Tanggal 1 Januari 2025 sebagai VP Legal Counsel January 1, 2025 as VP Legal Counsel
Dasar Pengangkatan Basis of Appointment
Surat Keputusan No. SKMJ-00007/PEP51000/2025-S8 Decree No. SKMJ-00007/PEP51000/2025-S8
Pendidikan Education
4
• Sarjana (S1) Hukum dari Fakultas Hukum Universitas • Bachelor’s Degree in Law, Faculty of Law, Universitas
Trisakti, Jakarta (1999) Trisakti, Jakarta (1999)
• Master (S2) of Law dari Vrije Universiteit Amsterdam, • Master of Laws, Vrije Universiteit Amsterdam,
Netherland (2001) Netherlands (2001)
Sertifikasi Profesi : Tidak ada Professional Certifications : None
2025 Annual Report PT Elnusa Tbk
392
Page 393
Pengalaman Kerja Work Experience
• Senior Manager Legal Counsel, PT Pertamina EP (2021 – • Senior Manager Legal Counsel at PT Pertamina EP
2025) (2021–2025)
5
• Legal Manager Head Office, PT Pertamina EP (Juni 2020 • Legal Manager, Head Office at PT Pertamina EP (June
– April 2021) 2020 – April 2021)
• Legal & Relation Manager Asset 4, PT Pertamina EP (2018 • Legal & Relations Manager, Asset 4 at PT Pertamina EP
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
– 2020) (2018–2020)
• Assistant Manager, Contract, Legal Department PT • Assistant Manager, Contract, Legal Department at PT
Pertamina EP (2010 – 2018) Pertamina EP (2010–2018)
• Legal Counsel, Contract Specialist PT Pertamina EP (2006 • Legal Counsel, Contract Specialist at PT Pertamina EP
– 2010) (2006–2010)
• Legal Counsel, Direktorat Upstream PT Pertamina (Persero) • Legal Counsel, Upstream Directorate at PT Pertamina
(2002 – 2006) (Persero) (2002–2006)
Program Pengembangan Kompetensi Competency Development Program
Dalam rangka mendukung efektivitas pelaksanaan In order to support the effective implementation of
tugas dan tanggung jawab Legal Counsel, Perusahaan the duties and responsibilities of Legal Counsel, the
6
mengikutsertakan personel Legal Counsel dalam Company engages Legal Counsel personnel in various
berbagai program pengembangan kompetensi. Program competency development programs. The competency
Sustainability Reference
Rujukan Keberlanjutan
pengembangan kompetensi yang diikuti oleh Legal development programs attended by Legal Counsel
Counsel sepanjang tahun 2025 adalah sebagai berikut: throughout 2025 are as follows:
Nama dan Jabatan Jenis dan Materi Pendidikan dan Pelatihan Tempat/Tanggal Penyelenggara
Name and Position Types and Materials of Education and Training Venue/Date Organizer
Akhlak 2025 Jakarta, 15 Oktober 2025 PHE
Jakara, October 15, 2025
Fraud Awareness Jakarta, 18 September PHE
2025
Muhammad Ibnu HSSE Culture
Jakara, September 18, 2025
Jakarta, 24 Oktober 2025 PHE
7
Wardhana
Financial Report
Laporan Keuangan
Jakara, October 24, 2025
(VP Legal Counsel)
Information Security Easy Course (iSEC) Jakarta, 18 September PHE
2025
Jakara, September 18, 2025
Respectful Workplace Jakarta, 18 September PHE
2025
Jakara, September 18, 2025
Stress Management Jakarta, 18 September PHE
2025
Jakara, September 18, 2025
Corporate Life Saving Rules Jakarta, 24 Oktober 2025 PHE
Jakara, October 24, 2025
2025 Annual Report PT Elnusa Tbk
393
Page 394
HSSE
HSSE
2025 Performance Highlights
Kilas Kinerja 2025
Fungsi HSSE (Health, Safety, Security, and Environment) The HSSE (Health, Safety, Security, and Environment)
merupakan fungsi strategis yang terintegrasi dalam tata function is a strategic function integrated into corporate
kelola perusahaan untuk memastikan seluruh aktivitas governance to ensure that all operational activities are
operasional berjalan dalam kerangka manajemen risiko conducted within a comprehensive risk management
yang komprehensif. Peran ini mencakup identifikasi, framework. Its role includes the identification, analysis,
analisis, dan pengendalian risiko aspek keselamatan & and control of risks related to occupational health and
1
kesehatan kerja, pengamanan aset, serta pengelolaan safety, asset security, and environmental management
aspek lingkungan melalui pendekatan preventif, through preventive, mitigative, and sustainable
mitigatif, dan berkelanjutan. HSSE tidak hanya berperan approaches. HSSE not only acts as a compliance
sebagai pengawas kepatuhan, tetapi juga sebagai oversight function but also as a business enabler through
enabler bisnis melalui pengembangan sistem, standar, the development of systems, standards, and a work
dan budaya kerja yang berorientasi pada keselamatan, culture oriented toward safety, operational excellence,
keandalan operasional (operational excellence), serta and sustainability, emphasizing that the safety of all
Laporan Management
Management Report
keberlanjutan (sustainability), dengan menegaskan employees is the top priority.
bahwa keselamatan seluruh pekerja adalah prioritas
utama.
Dalam implementasinya, HSSE mengedepankan In its implementation, HSSE adopts a risk-based
pendekatan berbasis risiko (risk-based approach), approach, continuous improvement, and alignment
2
continuous improvement, serta alignment dengan with regulations and international best practices,
regulasi dan best practices internasional, sehingga thereby supporting the Company’s resilience and
mampu mendukung ketahanan dan daya saing competitiveness. The HSSE function serves as a critical
Perusahaan. Fungsi HSSE menunjukkan perannya control function, where independence, authority, and
sebagai critical control function, di mana independensi, direct access to top decision-makers are essential to
otoritas, dan akses langsung terhadap pengambil ensure effective risk control and the integration of HSSE
keputusan tertinggi menjadi kunci untuk memastikan aspects into every strategic decision of the Company.
efektivitas pengendalian risiko dan integrasi aspek HSSE
Profil Perusahaan
Company Profile
dalam setiap keputusan strategis Perusahaan.
3
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
4
2025 Annual Report PT Elnusa Tbk
394
Page 395
PROFIL PEJABAT FUNGSI HSSE
PROFILE OF HSSE FUNCTION OFFICER
Ramon Arias Pili
VP HSSE
Menjabat sejak 1 November 2019
VP HSSE
Appointed since November 1, 2019
5
Data Pribadi Personal Data
Warga negara Indonesia Indonesian citizen
Usia 48tahun 48 years old
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Berdomisili di Depok, Jawa Barat , Indonesia Domiciled in Depok, West Java, Indonesia
Bergabung di Elnusa Joined Elnusa
Tanggal 1 Oktober 2003 sebagai Training & Development October 1, 2003 as Training & Development
Dasar Pengangkatan Basis of Appointment
SK No. 648/EN/KPTS/000D/2022 Decree No. 648/EN/KPTS/000D/2022 concerning …
Pendidikan Education
Sarjana (S1) Ekonomi Studi Pembangunan, Universitas Indonesia Bachelor’s Degree in Development Economics, Universitas
(2001) Indonesia (2001)
Sertifikasi Profesi Professional Certifications
• Certified Risk Professional, Certified Risk Professional, PT • Certified Risk Professional (2025)
Indonesia Risk And Business Advisory (IRBA) (2025) • General Occupational Health and Safety Expert (AK3
• AK3 Umum, PT Indohes Magna Persada (2021) Umum), , PT Indohes Magna Persada (2021)
• Certified Professional in Lean Supply Chain (PASAS) (2019) • Certified Professional in Lean Supply Chain (PASAS) (2019)
6
• Certified Supply Chainfied and Logistic Profesional (CSLP) • Certified Supply Chain and Logistics Professional (CSLP)
(2014) (2014)
• International Advanced Certified Purchasing & Supply Chain • International Advanced Certified Purchasing & Supply Chain
Sustainability Reference
Rujukan Keberlanjutan
Management (ITC) (2011) Management (ITC) (2011)
Pengalaman Kerja Work Experience
• Vice President of HSSE PT. Elnusa Tbk (2019-sekarang) • Vice President of HSSE at PT Elnusa Tbk (2019–present)
• Vice President of Supply Chain Management PT. Elnusa Tbk • Vice President of Supply Chain Management at PT Elnusa
(2018-2019) Tbk (2018–2019)
• Vice President of Procurement, GA & Inventory PT. Elnusa Tbk • Vice President of Procurement, GA & Inventory at PT Elnusa
(2015-2018) Tbk (2015–2018)
• Department Head of Asset Management PT Elnusa Tbk (2012- • Department Head of Asset Management at PT Elnusa Tbk
2015) (2012–2015)
• Manager Procurement OFS Division PT Elnusa Tbk, (2011-2012) • Manager Procurement, OFS Division at PT Elnusa Tbk
(2011–2012)
• Technical & Support Vico Project (Modular Rig 1700HP) • Technical & Support, Vico Project (Modular Rig 1700HP) at
•
PT. Elnusa Tbk, (2010-2011)
Manager Procurement OFS Division PT. Elnusa Tbk, (2008- •
PT Elnusa Tbk (2010–2011)
Manager Procurement, OFS Division at PT Elnusa Tbk
7
2009) (2008–2009)
Financial Report
Laporan Keuangan
• Head of Administration and Finance PT. Elnusa Workover • Head of Administration and Finance at PT Elnusa Workover
Services (EWS-BPN) (2006-2008) Services (EWS-BPN) (2006–2008)
• HR Section Head PT. Elnusa Workover Services (EWS-BPN) • HR Section Head at PT Elnusa Workover Services (EWS-
(2004-2006) BPN) (2004–2006)
• Coordinator of Training and Development - Human Resources • Coordinator of Training and Development – Human
Development (HRD) Department PT. Elnusa Workover Services Resources Development (HRD) Department at PT Elnusa
(EWS) (2003-2004) Workover Services (EWS) (2003–2004)
Rangkap Jabatan Concurrent Positions
Di dalam Perusahaan: Tidak ada Within the Company: None
Di luar Perusahaan: Tidak ada Outside the Company: None
2025 Annual Report PT Elnusa Tbk
395
Page 396
Struktur dan Kedudukan Fungsi HSSE Structure and Position of HSSE Function
2025 Performance Highlights
Struktur organisasi Fungsi HSSE ditetapkan sesuai Surat The organizational structure of the HSSE Function is
Keputusan Direksi No. 798/EN/KPTS/005D/2022 established in accordance with Board of Directors
tanggal 11 Oktober 2022. Berikut disampaikan struktur Decree No. 798/EN/KPTS/005D/2022 dated
Kilas Kinerja 2025
dan kedudukan Fungsi HSSE yang menggambarkan October 11, 2022. The following section outlines the
peran dan fungsi serta koordinasi dalam keorganisasian structure and position of the HSSE Function, illustrating
Elnusa. its roles, functions, and coordination within the
organizational framework of Elnusa.
1
Struktur Organisasi Fungsi HSSE
Organizational Structure of the HSSE Function
President Director
Laporan Management
Management Report
VP Health, Safety, Security &
Environment
2
SM HSE Operation
Manager HSE Strategic,
Manager HSE Upstream Manager HSE EPC OM Manager Security
Performance & System
Profil Perusahaan
Company Profile
Hingga akhir tahun 2025, jumlah pekerja yang Until the end of 2025, the number of employees who
tergabung dalam Fungsi HSSE sebanyak 113 pekerja. are members of the HSSE Function is 113 employees.
3
Tugas dan Tanggung Jawab Fungsi HSSE Duties and Responsibilities of HSSE Function
1. Menerapkan standar HSSE yang memenuhi atau 1. Implement HSSE standards that meet or exceed
melampaui peraturan perundangan, persyaratan applicable laws and regulations, customer
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
pelanggan, dan standar industri yang berlaku requirements and industry standards in accordance
sesuai dengan prinsip keberlanjutan; with sustainability principles;
2. Menyiapkan organisasi dan sumber daya manusia 2. Prepare competent and professional organization
yang kompeten dan profesional; and human resources;
3. Menggunakan teknologi dan sarana-prasarana 3. Use appropriate technology and work facilities and
kerja yang tepat dan memenuhi standar HSSE; meet HSSE standards;
4. Menetapkan, mengukur, mengaudit dan 4. Determine, measure, audit and report HSSE
melaporkan kinerja HSSE untuk melakukan performance to make continuous improvements;
perbaikan secara berkesinambungan;
5. Mengelola risiko aspek HSSE guna menjamin 5. Managing HSSE aspect risks to ensure the
terjaganya kesehatan, keselamatan, keamanan, protection of health, safety, security, the
lingkungan, aset, dan reputasi Perusahaan hingga environment, assets, and the Company's reputation
4
ke tingkat ALARP (As Low as Reasonably Practicable) to ALARP (As Low as Reasonably Practicable) level
melalui penerapan Corporate Life Saving Rules through the implementation of Corporate Life
(CLSR); melakukan housekeeping; melakukan Saving Rules (CLSR); performing housekeeping;
perbaikan berkelanjutan pada sistem dan proses carry out continuous improvements to work
kerja; serta mencegah pencemaran lingkungan, systems and processes; as well as preventing
2025 Annual Report PT Elnusa Tbk
396
Page 397
menjalankan tanggung jawab dan tata kelola environmental pollution, carrying out social
Perusahaan dalam konteks Environmental Social responsibility and corporate governance in the
Governance (ESG) untuk mencapai operational context of Environmental Social Governance (ESG)
excellence; dan to achieve operational excellence;
6. Menjaga komunikasi, partisipasi dan konsultasi 6. Maintain communication, participation and
dengan pekerja dalam peningkatan sistem consultation with employees in improving the HSSE
manajemen HSSE. management system;
5
Pelatihan dan/atau Peningkatan Kompetensi Training and/or Competency Improvement
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Perusahaan memfasilitasi pekerja Fungsi HSSE untuk The Company facilitates HSSE Function personnel to
mengikuti program-program pengembangan kompetensi participate in competency development programs
yang diselenggarakan baik secara internal maupun oleh organized both internally and by external parties. The
pihak eksternal. Berikut merupakan pelatihan yang following training programs were attended by the HSSE
diikuti oleh Fungsi HSSE sepanjang tahun 2025. Function throughout 2025.
Nama dan Jabatan Jenis dan Materi Pendidikan dan Pelatihan Tempat/Tanggal Penyelenggara
Name and Position Types and Materials of Education and Training Venue/Date Organizer
Ramon Arias Pili Certified Risk Professional April 2025 PT Indonesia Risk And
VP HSSE Business Advisory
(IRBA)
6
Laporan singkat pelaksanaan tugas tahun Brief report on the implementation of duties
Sustainability Reference
Rujukan Keberlanjutan
2025 in 2025
Pada Februari 2025, Divisi Health, Safety, Security In February 2025, the Health, Safety, Security and
and Environment (HSSE) PT Elnusa Tbk berhasil Environment (HSSE) Division of PT Elnusa Tbk received
meraih penghargaan “Best Living Core Values (LCV) the “Best Living Core Values (LCV) Achievement 2024”
Achievement 2024.” Penghargaan ini diberikan award. This recognition was granted in appreciation of
sebagai bentuk apresiasi atas keberhasilan divisi the division’s success in consistently implementing and
dalam mengimplementasikan dan menginternalisasikan internalizing the company’s core values (Living Core
nilai-nilai inti perusahaan (Living Core Values) secara Values) across all work activities.
konsisten dalam setiap aktivitas kerja.
7
KOMITE ESG
Financial Report
Laporan Keuangan
ESG COMMITTEE
Perusahaan membentuk Komite/Tim Pelaksana ESG
sebagai langkah strategis dalam mendukung visi The Company has established an ESG Committee/
perusahaan sebagai penyedia jasa energi terkemuka Implementation Team as a strategic step to support its
yang memberikan solusi total. Pembentukan Komite vision as a leading energy services provider delivering
ESG didasarkan pada Surat Keputusan Direksi total solutions. The establishment of the ESG Committee
No. 004/EN/KPTS/000D/2024 tentang tim is based on the Board of Directors Decree No. 004/
Pelaksana Environment, Social & Governance (ESG) EN/KPTS/000D/2024 concerning the Elnusa
Management Elnusa, dengan tujuan untuk memastikan Environment, Social & Governance (ESG) Management
implementasi Environmental, Social & Governance Implementation Team, with the objective of ensuring
(ESG) dapat berjalan secara efektif, terarah, dan that ESG implementation is carried out effectively, in
sesuai framework yang tepat. Melalui penerapan ESG a well-directed manner, and in accordance with an
yang kuat dan terstruktur, Perusahaan diharapkan appropriate framework. Through strong and structured
mampu memperkuat posisinya dalam isu keberlanjutan ESG implementation, the Company is expected to
yang mencakup aspek lingkungan, sosial, dan tata strengthen its position on sustainability issues covering
kelola, sekaligus meningkatkan daya saing serta environmental, social, and governance aspects, while
2025 Annual Report PT Elnusa Tbk
397
Page 398
memperluas akses pendanaan untuk proyek-proyek enhancing competitiveness, expanding access to
New Renewable Energy (NRE) dan inisiatif transisi financing for New Renewable Energy (NRE) projects,
2025 Performance Highlights
energi yang berorientasi hijau dan berkelanjutan and supporting green and sustainable energy transition
demi kelangsungan bisnis perusahaan dalam jangka initiatives that contribute to Indonesia’s Net Zero
panjang. Emission (NZE) 2060 target, thereby ensuring long-
Kilas Kinerja 2025
term business sustainability.
Pedoman Komite ESG ESG Committee Guidelines
Pedoman kerja Komite ESG Surat Keputusan Direksi The ESG Committee’s working guidelines refer
1
No. 004/EN/KPTS/000D/2024 tentang tim to the Board of Directors Decree No. 004/EN/
Pelaksana Environment, Social & Governance (ESG) KPTS/000D/2024 concerning the Elnusa Environment,
Management Elnusa mengatur tentang: Social & Governance (ESG) Management
Implementation Team, which governs:
• Struktur dan susunan komite. • The structure and composition of the committee;
• Ketentuan perubahan dan jabatan komite • Provisions regarding changes and positions within
the committee;
Laporan Management
Management Report
• Tugas, wewenang dan tanggung jawab komite • The duties, authorities, and responsibilities of the
committee.
Keanggotaan dan Struktur Organisasi Komite Membership and Organizational Structure of
ESG the ESG Committee
2
Berdasarkan Surat Keputusan Direksi No. 004/EN/ -Based on the Board of Directors Decree No. 004/
KPTS/000D/2024 tentang tim Pelaksana Environment, EN/KPTS/000D/2024 concerning the Elnusa
Social & Governance (ESG) Management Elnusa, Environment, Social & Governance (ESG) Management
struktur dan keanggotaan Komite ESG Perusahaan Implementation Team, the structure and membership of
dapat dilihat di bawah ini. the Company’s ESG Committee are presented below.
Struktur Organisasi dan Keanggotaan Komite ESG Elnusa
Organizational Structure and Membership of Elnusa’s ESG Committee
Profil Perusahaan
Company Profile
-
• Direktur Utama I President Director
• Direktur Operasi I Director of Operations
Steering Committee • Direktur Pengembangan Usaha
Director of Business Development
• Direktur SDM dan Umum
Director of Human Capital & General Affairs
• Direktur Keuangan I Finance Director
3
Ketua Tim • VP HSSE
Team Leader
• Ast. Mgr. Environment & Safety
Sekretaris Tim ESG • Strategic Planning Analyst
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
ESG Team Secretary
Sustainability Program & Sustainability Rating Sustainability Engagement Project Operation
Sustainability Strategy Performance & Reporting & Culture & Execution
Leader: SPCM Leader: Corporate Leader: HSSE Leader: HC Leader: Operation
(VP SPCM) Secretary (Manager of HSE SPS) (VP Human Capital) (VP EPCOM & VP
(VP Corporate Secretary) Upstream)
Members: Members: Members: Members:
Members:
• VP Finance & Treasury • Ast. Mgr. of HSSE • BOD Support & Investor • Senior Manager HSE
• VP PMOD (PMOD)
4
(Finance) Performance (HSSE) Relation Expert (Corsec) Operation (HSSE)
• VP SCM (SCM)
• SM CRM (CRM) • Corp. Project • SM Corporate Planning • Senior Manager
• VP Asset Reliability &
• SM QM (QM) Management Analyst (SPCM) Corporate Relation
Productivity (Asset)
(SPCM) • Manager Quality (Corsec)
• Direktur Elnusa Fabrikasi
• CSR & Sponsorship Assurance & Quality • Manager Corporate
Konstruksi (AP)
(Corsec) Control (HC) Communication (Corsec)
• Direktur Elnusa Trans
• Corporate Governance • Sr. Industrial Relation
Samudera (AP)
Specialist (Corsec) Analyst (HC)
• Direktur Utama Elnusa
Petrofin (AP)
• Direktur Sigma Cipta
Utama & Patra Nusa
Data (AP)
2025 Annual Report PT Elnusa Tbk
398
Page 399
Profil Anggota Komite ESG
ESG Committee
Profil anggota Steering Committee, dapat dilihat pada Profil Ketua Komite ESG, dapat dilihat pada profil
bagian profil Direksi pada bab Profil Perusahaan dalam pejabat VP HSSE pada bagian Organ Pendukung
Laporan Tahunan ini. Direksi HSSE dalam Laporan Tahunan ini.
5
Ramon Arias Pili
Ketua Komite ESG/VP HSSE
Chairman of the ESG/VP HSSE
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Profil Ketua Komite ESG, dapat dilihat pada profil pejabat VP HSSE pada bagian Organ Pendukung Direksi HSSE dalam Laporan
Tahunan ini.
The profile of the Chairman of the ESG Committee can be found in the VP HSSE profile under the HSSE Supporting Organ of the
Board of Directors section in this Annual Report.
Tugas, Wewenang dan Tanggung Jawab Tim Duties, Authorities, and Responsibilities of the
Pelaksana ESG ESG Implementation Team
Tugas, wewenang, tanggung jawab masing-masing The duties, authorities, and responsibilities of each
elemen dalam Komite ESG dijabarkan sebagai berikut: element within the ESG Committee are outlined as
follows:
6
A. Ketua Tim Pelaksana A. Head of the Implementation Team
1. Melakukan koordinasi seluruh aktivitas yang perlu 1. Coordinate all activities required for the
Sustainability Reference
Rujukan Keberlanjutan
dilakukan dalam Implementasi ESG Management. implementation of ESG Management.
2. Memastikan tercapainya target dan deliverable 2. Ensure the achievement of targets and deliverables
sesuai waktu yang ditentukan. within the specified timelines.
3. Menentukan hal-hal yang perlu di eskalasi ke 3. Determine matters that need to be escalated to the
Steering Committee untuk pengambilan keputusan. Steering Committee for decision-making.
4. Membantu anggota tim untuk melakukan 4. Assist team members in coordinating with SMEs
koordinasi dengan SME dan pihak ketiga lainnya and other involved third parties.
yang terlibat.
5. Melakukan monitoring Implementasi ESG 5. Conduct periodic monitoring of ESG Management
Management secara berkala. implementation.
6. Melaporkan progress status kepada Steering 6. Report progress status to the Steering Committee
Committee secara berkala, dan on a regular basis; and 7
7. Memastikan tersedianya support/bantuan strategis 7. Ensure the availability of strategic support for
Financial Report
Laporan Keuangan
terkait pelaksanaan kegiatan Tim Pelaksana ESG the implementation of ESG Management Team
Management antara lain kebutuhan resources, activities, including resource requirements, budget,
budget dan kebutuhan lainnya. and other needs.
B. Sekretaris Tim ESG B. ESG Team Secretary
1. Memfasilitasi pelaksanaan rapat koordinasi ESG 1. Facilitate the implementation of regular ESG
Management Elnusa secara berkala. Management coordination meetings at Elnusa.
2. Memfasilitasi sarana dan kebutuhan dokumentasi 2. Facilitate the provision of facilities and
masing-masing stream. documentation needs for each stream.
3. Melakukan administrasi permintaan pengadaan 3. Administer procurement requests required in
yang dibutuhkan sesuai aturan Perusahaan yang accordance with applicable Company regulations;
berlaku, dan and
4. Menyusun laporan progress status ESG 4. Prepare periodic progress reports on Elnusa’s ESG
Management Elnusa secara berkala. Management.
2025 Annual Report PT Elnusa Tbk
399
Page 400
C. Sustainable Corporate Strategy C. Sustainable Corporate Strategy
Mengarahkan, mengkoordinasikan, mengevaluasi, dan Direct, coordinate, evaluate, and monitor:
2025 Performance Highlights
memonitor: 1. Elnusa’s Sustainability Master Plan Development.
1. Sustainability Master Plan Development Elnusa. 2. The development of Elnusa’s Sustainability
2. Pengembangan Sustainability Strategy Elnusa Strategy (RJPP, RKAP, Elnusa Sustainability Focus,
Kilas Kinerja 2025
(RJPP, RKAP, Sustainability Focus Elnusa, Strategic ESG Strategic Initiatives, and Sustainability Policy
Initiatives ESG Elnusa, dan Sustainability Policy in accordance with globally recognized standards,
sesuai standar yang digunakan secara global, such as IFRS S1 & S2 and ISO).
misalnya IFRS S1 & S2, ISO).
3. Sustainability Intelligence dan benchmarking. 3. Sustainability intelligence and benchmarking.
4. Pengumpulan dan analisa terkait dengan; tren 4. The collection and analysis of sustainability trends
1
dan data sustainability, competitor benchmarking, and data, competitor benchmarking, developments
perkembangan peraturan dan policy sustainability, in sustainability regulations and policies, and
dan sentimen market terkait sustainability. market sentiment related to sustainability.
5. Pengembangan Sustainability Governance dan 5. The development of Sustainability Governance
Management System. and Management Systems.
6. Pengelolaan Sustainability Risk Management. 6. The management of Sustainability Risk
Management.
Laporan Management
Management Report
7. Sustainability Financing Framework. 7. The Sustainability Financing Framework.
D. Sustainability Program & Performance D. Sustainability Program & Performance
Mengarahkan, mengkoordinasikan, mengevaluasi, dan Direct, coordinate, evaluate, and monitor:
memonitor: 1. The overall alignment of the sustainability strategy
1. Keselarasan sustainability strategy secara with the programs and performance of each
2
keseluruhan terhadap program dan performance relevant function.
masing-masing fungsi terkait.
2. Implementasi sustainability program di masing- 2. The implementation of sustainability programs
masing Anak Perusahaan mencakup namun tidak across each Subsidiary, including but not limited
terbatas pada: to:
a. Penyusunan Program Inisiatif a. Development of initiative programs
b. Alignment dan eksekusi program Inisiatif b. Alignment and execution of initiative
c. Monitoring pelaksanaan program programs
Profil Perusahaan
Company Profile
d. Reporting dan disclosure c. Monitoring of program implementation
d. Reporting and disclosure
3. Kebijakan pengelolaan manajemen kinerja 3. Policies for managing sustainability performance
Sustainability di Elnusa dan Anak Perusahaan across Elnusa and its Subsidiaries.
4. Mengidentifikasi risiko dalam konteks Sustainability 4. Identification of risks within the sustainability
3
serta melaporkan kepada fungsi terkait (ERM). context and reporting them to the relevant function
(ERM).
E. Sustainability Rating & Reporting E. Sustainability Rating & Reporting
Mengarahkan, mengkoordinasikan, mengevaluasi, dan Direct, coordinate, evaluate, and monitor:
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
memonitor:
1. Proses Identifikasi standard regulasi/rating/ 1. The process of identifying regulatory standards,
pelaporan yang perlu di adopsi oleh Perusahaan ratings, and reporting frameworks to be adopted
dan memastikan compliance terhadap standard by the Company, and ensuring compliance with
yang mencakup Sustainability Report, dan such standards, including the Sustainability Report
pelaporan terkait sustainability lainnya (cth: EITI, and other sustainability-related reporting (e.g.,
UNGC, CDP) di Elnusa. EITI, UNGC, CDP) at Elnusa.
2. Penyusunan Sustainability Report, dan pelaporan 2. The preparation of the Sustainability Report and
terkait sustainability lainnya other sustainability-related reports.
3. Proses mengumpulkan, menganalisis, 3. The process of collecting, analyzing, and
dan menafsirkan data sustainability untuk interpreting sustainability data to identify trends
mengidentifikasi tren dan peluang perbaikan. and opportunities for improvement.
4
4. Proses Rating, yang mencakup pengembangan 4. The rating process, including the development
Inisiatif untuk optimalisasi ESG Rating, mendorong of initiatives to optimize ESG ratings, promoting
sertifikasi terkait sustainability/ESG, berkoordinasi sustainability/ESG-related certifications,
dengan lembaga rating untuk memastikan coordinating with rating agencies to ensure a smooth
kelancaran proses rating dan memastikan rating process, and ensuring the completeness
2025 Annual Report PT Elnusa Tbk
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kelengkapan dan kesiapan data & administrasi and readiness of data and documentation for ESG
Rating di Elnusa. ratings at Elnusa.
5. Proses analisis, evaluasi serta memberikan input 5. The process of analysis, evaluation, and providing
kepada Direksi berdasarkan view dari rater maupun input to the Board of Directors based on insights
Investor untuk memperbaiki/ mengembangkan from raters and investors to enhance or develop the
strategi maupun program sustainability Perusahaan. Company’s sustainability strategies and programs.
6. Permintaan queries/Informasi terkait Implementasi 6. Handling requests for queries/information
sustainability di Elnusa baik dari Investor, lembaga related to sustainability implementation at Elnusa
keuangan dan stakeholder lainnya. from investors, financial institutions, and other
stakeholders.
5
F. Sustainability Engagement & Culture F. Sustainability Engagement & Culture
Mengarahkan, mengkoordinasikan, mengevaluasi, dan Direct, coordinate, evaluate, and monitor:
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
memonitor: 1. Communication and engagement activities related
1. Kegiatan komunikasi dan engagement terkait to sustainability with both internal and external
sustainability terhadap stakeholder internal maupun stakeholders of Elnusa, including but not limited
eksternal Elnusa antara lain namun tidak terbatas to investors, financial institutions, government/
pada Investor, Lembaga keuangan, pemerintah/ regulators, and relevant functions within Elnusa.
regulator, Fungsi terkait di Elnusa. 2. Advocacy of sustainability-related regulations and
2. Kegiatan advokasi regulasi dan kebijakan policies to internal and external stakeholders that
sustainability kepada stakeholder internal maupun support the achievement of Elnusa’s and national
eksternal yang mendukung pencapaian strategi strategies.
Elnusa maupun Nasional.
3. Penyusunan program budaya untuk menumbuhkan 3. The development of cultural programs to foster a
budaya sustainability di Elnusa. sustainability culture within Elnusa.
4. Program Capability building (Sustainability 4. Capability building programs (Sustainability
6
Academy) yang meliputi, pembuatan konten dan/ Academy), including the development of content
atau material yang sesuai dengan sustainability and/or materials aligned with the sustainability
Sustainability Reference
Rujukan Keberlanjutan
masterplan termasuk program strategy alignment master plan, as well as strategy alignment programs
(i.e alignment sustainability dengan CIP). (i.e., alignment of sustainability with CIP).
5. Program sustainability community untuk 5. Sustainability community programs to internalize
menginternalisasi budaya sustainability dan sustainability culture and support its implementation
mendukung Implementasi sustainability di Elnusa. within Elnusa.
6. Keikutsertaan Elnusa di sustainability event di luar 6. Elnusa’s participation in sustainability events outside
Pertamina Group (award, kompetisi, dll). the Pertamina Group (awards, competitions, etc.).
7. Kerjasama dengan Divisi/Fungsi terkait untuk 7. Collaboration with relevant divisions/functions
melakukan sosialisasi/komunikasi/pemberitaan to conduct outreach, communication, and
(media komunikasi, sosialization/workshop/ publications (through communication media,
seminars, atau event), monitoring dan evaluasi socialization/workshops/seminars, or events), as
hasil pelaksanaan guna improvement untuk proses well as monitoring and evaluating the outcomes for 7
berikutnya. continuous improvement in subsequent processes.
Financial Report
Laporan Keuangan
G. Project Operation & Execution G. Project Operation & Execution
1. Melakukan pencanangan program ESG dalam 1. Initiate ESG programs within the Project One Sheet
Proyek One Sheet (POS) Program ESG secara (POS) on a periodic basis.
periodik.
2. Melakukan pencanangan program ESG dalam 2. Initiate ESG programs within the Operational RKAP.
RKAP Operasi.
3. Memfasilitasi implementasi program ESG pada 3. Facilitate the implementation of ESG programs
premises & operasional yang menjadi tanggung within premises and operations under its direct
jawabnya secara langsung. responsibility.
4. Memfasilitasi program strategis ESG Perusahaan. 4. Facilitate the Company’s strategic ESG programs.
5. Melakukan monitoring dan dokumentasi proses 5. Monitor and document the implementation process
implementasi program ESG. of ESG programs.
H. Tim Data Teknis H. Technical Data Team
1. Mempersiapkan dokumen dan data teknis 1. Prepare technical documents and data required for
yang diperlukan untuk kebutuhan pelaksanaan the implementation of ESG Management at Elnusa.
ESGManagement di Elnusa.
2025 Annual Report PT Elnusa Tbk
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2. Mempersiapkan dokumen dan data teknis untuk 2. Prepare technical documents and data for ESG
keperluan ESG Rating termasuk ikut serta dalam Rating purposes, including participation in the
2025 Performance Highlights
pelaksanaan ESG Rating. ESG Rating process.
3. Menyusun dan mengusulkan program dan pelatihan 3. Develop and propose programs and training
aspek Lingkungan, Sosial, dan Tata Kelola untuk related to Environmental, Social, and Governance
Kilas Kinerja 2025
mendukung pencapaian target ESG Rating. aspects to support the achievement of ESG Rating
targets.
4. Berkontribusi dalam membantu penyusunan strategi 4. Contribute to the development of short-term,
jangka pendek, jangka menengah, dan jangka medium-term, and long-term strategies in line with
panjang sesuai Sustainability Focus Elnusa. Elnusa’s Sustainability Focus.
5. Berkontribusi dalam mendukung implementasi 5. Contribute to supporting the implementation of
1
program ESG sesuai tugas dan tanggungjawab ESG programs in accordance with the roles and
fungsi masing-masing Divisi / Departemen / AP. responsibilities of each Division/Department/
Subsidiary.
Rapat Komite ESG Rapat Komite ESG
Laporan Management
Management Report
Rapat Komite ESG dilakukan setidaknya 8 kali atau The ESG Committee holds meetings at least 8 times or
sesuai kebutuhan berdasarkan rencana kerja komite as needed, based on the ESG Committee work plan
ESG yang disusun di awal tahun 2025. established at the beginning of 2025.
Di sepanjang tahun 2025, Komite ESG Throughout 2025, the ESG Committee conducted
menyelenggarakan 8 kali rapat dan dihadiri oleh VP 8 meetings, attended by the VP and SM of relevant
2
dan SM fungsi terkait serta Tim Data Teknis dengan functions as well as the Technical Data Team, with a
dengan tingkat kehadiran perwakilan dari setiap fungsi 100% attendance rate from representatives of each
mencapai 100%. function.-
Beberapa agenda dalam Rapat Komite ESG dapat Several key agendas discussed in the ESG Committee
dijabarkan sebagai berikut: Meetings are as follows:
1. Pembahasan budget tagging RKAP terkait 1. Discussion on ESG-related budget tagging in
ESG the RKAP
Profil Perusahaan
Company Profile
2. Program Aspek Environment, Social & 2. Programs related to Environmental, Social &
Governance Governance aspects
3. Project Charter Dekarbonisasi Elnusa 3. Elnusa Decarbonization Project Charter
4. Konsolidasi pelaksanaan Shadow Rating ESG 4. Consolidation of Elnusa’s ESG Shadow Rating
Elnusa oleh konsultan implementation by consultants
3
5. Pembahasan report ESG Sustainalitics 5. Discussion on ESG reports from Sustainalytics
6. Pembahasan disclosure information terkait 6. Discussion on ESG-related information
ESG dalam revamping website Elnusa 2025 disclosure in the revamping of Elnusa’s 2025
website
7. Penyempurnaan Sustainability Report Elnusa 7. Refinement of Elnusa’s Sustainability Report
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
dan evaluasi tahun 2024 and evaluation of the 2024 report
8. Pembahasan KPI ESG 2025 8. Discussion on ESG KPIs for 2025
9. Pembahasan progress ESG Elnusa dengan 9. Discussion on Elnusa’s ESG progress with the
BOD Board of Directors
Pengembangan Kompetensi Komite ESG ESG Committee Competency Development
Pengembangan kompetensi Komite ESG selaras The competency development of the ESG Committee
dengan tujuan pembentukan Komite ESG Perusahaan. is aligned with the objectives of its establishment. The
Pelaksanaan kegiatan pelatihan dan pengembangan training and development programs attended by the
yang diikuti oleh Komite ESG sepanjang tahun 2025 ESG Committee throughout 2025 are as follows:
adalah sebagai berikut:
4
2025 Annual Report PT Elnusa Tbk
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Jenis dan Materi Pendidikan dan
Pelatihan Tempat/Tanggal Penyelenggara
Type and Subject of Education and Venue/Date Organizer
Training
Workshop Dekarbonisasi PT Elnusa Tbk Jakarta
Group 14 November 2025 Divisi HSSE
PT Elnusa Tbk Group Decarbonization Jakarta HSSE Division
Workshop November 14, 2025
Managing Greenhouse Gas Emissions Jakarta
(ISO 14064) 1-10 Oktober 2025
PHE Training Service
PT PHE SHU Jakarta
5
October 1–10, 2025
Business Continuity Management System Jakarta
(BCMS) Based On ISO 22301:2019 11 Agustus 2025 Divisi HSSE
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Jakarta HSSE Division
August 11, 2025
Training Awareness ISO 22301:2019 Jakarta
SMKB 11 Agustus 2025 Divisi HSSE
Online HSSE Division
August 11, 2025
Kick Off Implementasi ISO 22301:2019 Online
– Sistem Manajemen Keberlangsungan 21 Oktober 2025
Bisnis (BCMS) Jakarta Divisi HSSE
ISO 22301:2019 Implementation Kick- October 21, 2025 HSSE Division
Off – Business Continuity Management
System (BCMS)
Training Auditor Internal ISO Jakarta
22301:2019 (BCMS) 13-14 November 2025 Divisi HSSE
Training Auditor Internal ISO Jakarta HSSE Division
6
22301:2019 - (BCMS) November 13-14, 2025
Refreshment Persiapan Audit Internal Jakarta
BCMS (Business Continuity Management 5 Maret 2025
Sustainability Reference
Rujukan Keberlanjutan
System) Jakarta Divisi HSSE
Refresher for Internal Audit Preparation – March 5, 2025 HSSE Division
BCMS (Business Continuity Management
System)
Simulasi BCMS (Business Continuity Jakarta
Management System) PT Elnusa Tbk 5 Maret 2025 Divisi HSSE
Business Continuity Management System Jakarta HSSE Division
(BCMS) Simulation – PT Elnusa Tbk March 5, 2025
Laporan Singkat Pelaksanaan Tugas Komite Brief Report on the Implementation of the ESG
ESG Committee’s Duties 7
Financial Report
Laporan Keuangan
Selama 2025 Komite ESG, selain menjalankan tugas Throughout 2025, in addition to carrying out its
tanggungjawabnya sesuai dengan pedoman Komite E, duties and responsibilities in accordance with the ESG
tim ESG berfokus pada pelaksanaan Shadow Rating Committee guidelines, the ESG Committee focused
ESG oleh konsultan. Shadow rating ini digunakan untuk on the implementation of an ESG Shadow Rating
melakukan evaluasi ESG performance perusahaan, conducted by a consultant. This shadow rating serves
sehingga program-program yang sudah berjalan dapat as an evaluation of the Company’s ESG performance,
dioptimalkan kembali dan dapat menjadi evaluasi enabling the optimization of existing programs and
pencanangan program ESG pada tahun 2026. providing a basis for the development and planning of
ESG initiatives for 2026.
2025 Annual Report PT Elnusa Tbk
403
Page 404
AUDIT INTERNAL
INTERNAL AUDIT
2025 Performance Highlights
Audit internal memperkuat kemampuan Perusahaan Internal Audit strengthens the Company’s ability
Kilas Kinerja 2025
untuk menciptakan, meningkatkan, melindungi dan to create, enhance, protect, and sustain corporate
mempertahankan nilai Perusahaan dengan memberikan value by providing independent, risk-based, and
assurance (asurans), advisory (advis), insight (wawasan), objective assurance, advisory, insight, and foresight
dan foresight (pandangan ke depan) secara independen, to management. Internal Audit also plays a role in
berbasis risiko, dan objektif kepada manajemen. Audit improving the achievement of the Company’s objectives
internal juga berperan meningkatkan keberhasilan and enhancing governance processes, risk management,
1
pencapaian tujuan Perusahaan dan perbaikan proses and internal control within the Company, as well as
tata kelola, manajemen risiko, pengendalian dalam decision-making and oversight processes. In addition,
Perusahaan, proses pengambilan keputusan dan it helps maintain the reputation and credibility of
pengawasan, menjaga reputasi dan kredibilitas stakeholders and strengthens the organization’s ability
pemangku kepentingan, serta kemampuan organisasi to serve and safeguard the interests of the public and/
untuk melayani dan menjaga kepentingan publik dan/ or shareholders.
atau pemegang saham.
Laporan Management
Management Report
Piagam Audit Internal Internal Audit Charter
Dalam melaksanakan tugas dan tanggung jawabnya, In carrying out its duties and responsibilities, Internal
Internal Audit mengacu pada Piagam Audit Internal Audit refers to the Internal Audit Charter, which was first
(Audit Charter) yang ditetapkan pertama kali oleh established by the Board of Directors through Resolution
2
Direksi melalui SK No. 053/EN/KPTS/000d/2009 No. 053/EN/KPTS/000D/2009 dated January 2,
tanggal 2 Januari 2009 dan telah dilakukan 2009, and was last updated on September 29, 2025,
pembaharuan terakhir pada 29 September 2025 signed by the President Director, President Commissioner,
yang ditandatangani oleh Direktur Utama, Komisaris and Chief Audit Executive. The update of the Internal
Utama dan Chief Audit Executive. Pembaruan Piagam Audit Charter refers to applicable laws and regulations
Internal Audit mengacu pada peraturan dan perundang- as well as the Global Internal Audit Standards (GIAS)
undangan yang berlaku dan Global Internal Audit issued by The Institute of Internal Auditors.
Standard (GIAS) yang ditetapkan oleh The Institute of
Profil Perusahaan
Company Profile
Internal Auditors.
Secara garis besar, isi dari Piagam Internal Audit In general, the contents of the Internal Audit Charter
adalah sebagai berikut: are as follows:
3
1. Visi 1. Vision
2. Misi 2. Mission
3. Tujuan 3. Objectives
4. Ruang lingkup 4. Scope
5. Prinsip Utama 5. Core Principles
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
6. Kedudukan 6. Position
7. Independensi 7. Independence
8. Mandat ( Wewenang & Tanggung Jawab) 8. Mandate (Authority & Responsibilities)
9. Standar Pelaksanaan 9. Implementation Standards
Pihak yang Mengangkat dan Appointment and Dismissal of the Chief Audit
Memberhentikan Chief Audit Executive Executive
Unit Audit Internal dipimpin oleh seorang Chief Audit The Internal Audit Unit is led by a Chief Audit Executive
Executive yang diangkat dan diberhentikan oleh who is appointed and dismissed by the President Director
Direktur Utama dengan persetujuan Dewan Komisaris. with the approval of the Board of Commissioners.
4
Selanjutnya setiap pengangkatan atau pemberhentian Furthermore, for each appointment or dismissal of the
Chief Audit Executive, Perusahaan wajib menyampaikan Chief Audit Executive, the Company is required to notify
pemberitahuan kepada OJK. the Financial Services Authority (OJK).
2025 Annual Report PT Elnusa Tbk
404
Page 405
Pengangkatan dan Profil Chief Audit Appointment and Profile of the Chief Audit
Executive Executive
Pada tahun 2025 telah dilakukan pengangkatan Chief In 2025, the Company appointed a new Chief Audit
Audit Executive yang baru yaitu Muhroji berdasarkan Executive, Muhroji, based on Board of Directors’
Surat Keputusan No. SKMJ-00246/K20500/2025-S8 Resolution No. SKMJ-00246/K20500/2025-S8 dated
tanggal 1 Maret 2025 tentang Mutasi Jabatan. March 1, 2025 concerning Position Mutation. The
Pengangkatan tersebut telah diumumkan melalui situs appointment was announced through the Company’s
web Perusahaan serta dilaporkan kepada OJK dan BEI website and reported to the Financial Services Authority
pada tanggal 11 Maret 2025 melalui surat Perusahaan (OJK) and the Indonesia Stock Exchange (IDX) on
5
No. L9.013C.013C-2025.057. March 11, 2025 through the Company’s Letter No.
L9.013C.013C-2025.057.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Muhroji
Chief Audit Executive
Menjabat sejak 1 Maret 2025
Chief Audit Executive
Appointed since March 1, 2025
Data Pribadi Personal Data
Warga negara Indonesia Indonesian citizen
Usia 55 tahun 55 years old
Berdomisili di Bogor, Jawa Barat, Indonesia Domiciled in Bogor, West Java, Indonesia
6
Dasar Pengangkatan Basis of Appointment
SKMJ-00246/K20500/2025-S8 tanggal 1 Maret 2025 tentang SKMJ-00246/K20500/2025-S8 dated March 1, 2025
Mutasi Jabatan concerning Position Mutation
Sustainability Reference
Rujukan Keberlanjutan
Bergabung di Elnusa Joined Elnusa
Tanggal 1 Maret 2025 sebagai Chief Audit Executive March 1, 2025 as Chief Audit Executive
Pendidikan Education
Sarjana (S1) Akuntansi, Universitas Brawijaya (1995) Bachelor’s Degree in Accounting, Universitas Brawijaya
(1995)
Sertifikasi Profesi Professional Certifications
• Certified Forensic Auditor (CFrA), Lembaga Pengembang • Certified Forensic Auditor (CFrA) Fraud Auditing
Fraud Auditing (LPFA) (2015) Development Institute (2015)
• Certified Accountant (CA), Ikatan Akuntan Indonesia (IAI) • Certified Accountant (CA) Indonesian Institute of
(2009) Accountants (IAI) (2009)
• Qualified Internal Auditor ( QIA), Yayasan Pendidikan
Internal Audit (YPIA) (2008)
• Qualified Internal Auditor ( QIA) Education Foundation
Internal Audit (YPIA) (2008)
7
• Akuntan (Ak), Ikatan Akuntan Indonesia (IAI) (1995) • Accountant (Ak) Indonesian Institute of Accountants
Financial Report
Laporan Keuangan
(IAI) (1995)
Pengalaman Kerja Work Experience
• Junior Auditor, KAP – Sukarjo Rasin Ichwan (1997 – 1999) • Junior Auditor at KAP – Sukarjo Rasin Ichwan (1997–
1999)
• Auditor Ahli Muda, BPKP (1999 – 2007) • Junior Expert Auditor at BPKP (1999–2007)
• Senior Manager Internal Audit, PT Kilang Pertamina • Senior Manager Internal Audit at PT Kilang Pertamina
Indonesia (2007 – 2025) Indonesia (2007–2025)
Rangkap Jabatan Concurrent Positions
Di dalam Perusahaan: Tidak ada Within the Company: None
Di luar Perusahaan: Tidak ada Outside the Company: None
2025 Annual Report PT Elnusa Tbk
405
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Struktur Organisasi Audit Internal & Organizational Structure and Accountability
Pertanggungjawaban of Internal Audit
2025 Performance Highlights
Internal Audit dipimpin oleh seorang Chief Audit Internal Audit is led by a Chief Audit Executive who
Executive yang bertanggung jawab kepada Direktur reports directly to the President Director. Internal Audit
Kilas Kinerja 2025
Utama. Internal Audit dipimpin oleh seorang Chief Audit is led by a Chief Audit Executive who reports directly
Executive yang bertanggung jawab langsung kepada to the President Director and maintains a functional
Direktur Utama dan mempunyai hubungan fungsional relationship with the Audit Committee. The following is
dengan Komite Audit. Berikut struktur organisasi Audit the Internal Audit organizational structure.
Internal.
1
Struktur Organisasi Audit Internal
Organizational Structure of Internal Audit
DIREKTUR UTAMA KOMITE AUDIT
Laporan Management
Management Report
President Director Audit Committee
KEPALA INTERNAL AUDIT
Chief Audit Executive
2
Senior Auditor Auditor Planning & Monitoring
Auditor
Profil Perusahaan
Company Profile
Junior Auditor
3
Hingga akhir tahun 2025, jumlah karyawan yang As of the end of 2025, the total number of employees
tergabung dalam unit Audit Internal sebanyak 9 orang. within the Internal Audit unit amounted to 9 persons.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Jumlah
Jabatan (orang)
Position Total
(persons)
Chief Audit Executive 1
Audit Planning & Monitoring 1
Senior Auditor Operation 1
Senior Auditor Support 1
Auditor 2
Junior Auditor 3
4
Jumlah
9
Total
2025 Annual Report PT Elnusa Tbk
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Sertifikasi Profesi Audit Internal Internal Audit Professional Certification
Personel Internal Audit wajib mengembangkan Internal Audit personnel are required to continuously
pengetahuan dan kompetensi melalui sertifikasi profesi. develop their knowledge and competencies through
Auditor wajib memenuhi kualifikasi dan persyaratan professional certifications. Auditors must meet the
antara lain: following qualifications and requirements:
1. Memiliki integritas dan perilaku yang profesional, 1. To possess integrity and professional conduct, and
independen, jujur dan objektif dalam pelaksanaan to act independently, honestly, and objectively in
tugasnya; performing their duties;
5
2. Memiliki pengetahuan dan pengalaman mengenai 2. To have knowledge and experience in audit
teknis audit dan disiplin ilmu lain yang relevan techniques and other disciplines relevant to their
dengan bidang tugasnya; field of work;
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
3. Memiliki pengetahuan tentang peraturan 3. To have knowledge of capital market regulations
perundang-undangan di bidang pasar modal dan and other applicable laws and regulations;
peraturan perundang-undangan lainnya;
4. Memiliki kecakapan untuk berinteraksi dan 4. To have the ability to interact and communicate
berkomunikasi baik lisan maupun tertulis secara effectively, both verbally and in writing;
efektif;
5. Wajib mematuhi standar profesi yang dikeluarkan 5. To comply with professional standards issued by
oleh asosiasi Audit Internal; Internal Audit associations;
6. Wajib mematuhi kode etik Internal Audit (Integritas, 6. To comply with the Internal Audit Code of Ethics
Objektivitas, Kerahasiaan dan Kompetensi); (Integrity, Objectivity, Confidentiality, and
Competence);
7. Wajib menjaga kerahasiaan informasi dan/atau 7. To maintain the confidentiality of the Company’s
data Perusahaan terkait pelaksanaan tugas dan information and/or data related to the performance
6
tanggung jawab Audit Internal kecuali diwajibkan of Internal Audit duties and responsibilities, except
berdasarkan peraturan perundang-undangan atau as required by laws and regulations or court
Sustainability Reference
Rujukan Keberlanjutan
penetapan/putusan pengadilan; decisions;
8. Memahami prinsip-prinsip tata kelola perusahaan 8. To understand the principles of Good Corporate
yang baik dan manajemen risiko; dan Governance and risk management; and
9. Bersedia meningkatkan pengetahuan, keahlian 9. To be willing to continuously enhance their
dan kemampuan profesionalismenya secara terus knowledge, expertise, and professional capabilities.
menerus.
Untuk itu seluruh auditor dilengkapi dengan pengetahuan Accordingly, all auditors are equipped with knowledge
yang perlu ditingkatkan secara berkelanjutan. Berikut that must be continuously improved. The following is a
daftar sertifikasi yang dimiliki oleh karyawan Internal list of certifications held by Internal Audit personnel.
Audit.
7
Financial Report
Laporan Keuangan
Jumlah Pegawai
Jenis dan Level Sertifikasi Jabatan
Number of
Certification Type and Level Position
Employees
Chartered Accountant (CA) Chief Audit Executive 1 orang
1 person
Certified Forensic Auditor (CFrA) Chief Audit Executive & Auditor 3 orang
3 persons
Qualified Internal Auditor (QIA) Chief Audit Executive & Auditor 5 orang
5 persons
Dari total 9 orang karyawan Audit Internal, sebanyak Of the total 9 Internal Audit employees, 6 employees
6 orang atau 66,6% telah memiliki sertifikasi profesi. or 66.6% have obtained professional certifications.
Perusahaan berkomitmen untuk terus meningkatkan The Company is committed to continuously enhancing
kompetensi dan sertifikasi karyawan Audit Internal guna the competencies and certifications of Internal Audit
mendukung pelaksanaan fungsi Audit Internal yang personnel to support the effective, independent, and
efektif, independen, dan sesuai prinsip penerapan GCG. GCG-compliant implementation of the Internal Audit
function.
2025 Annual Report PT Elnusa Tbk
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Tugas, Tanggung Jawab, dan Wewenang Duties, Responsibilities, and Authorities of
Audit Internal Internal Audit
2025 Performance Highlights
Tugas dan Tanggung Jawab dari Internal Audit sesuai The duties and responsibilities of Internal Audit as
yang tercantum pada Piagam Internal Audit adalah stipulated in the Internal Audit Charter are as follows:
Kilas Kinerja 2025
sebagai berikut:
a. Melaksanakan kegiatan pengawasan melalui a. To carry out supervisory activities through
kegiatan assurance, advisory, insight, dan foresight assurance, advisory, insight, and foresight across
di seluruh area kegiatan operasional dan bisnis all operational and business areas of the Company;
Perusahaan;
1
b. Memastikan aspek integritas, objektivitas, b. To ensure that aspects of integrity, objectivity,
kerahasiaan dan kompetensi diterapkan secara confidentiality, and competence are adequately
memadai; applied;
c. Menyusun dan mengusulkan Annual Audit Plan c. To prepare and propose the Annual Audit Plan
(AAP) yang mencakup antara lain objek penugasan, (AAP), which includes, among others, audit objects,
jadwal penugasan, dan resources yang dibutuhkan assignment schedules, and required resources, for
untuk mendapatkan persetujuan Direktur Utama, approval by the President Director and the Board
Laporan Management
Management Report
dan Dewan Komisaris atas rekomendasi Komite of Commissioners based on the recommendation of
Audit; the Audit Committee;
d. Melaksanakan pengawasan pelaksanaan AAP d. To supervise the implementation of the AAP and
dan review AAP yang sedang berjalan, untuk review the ongoing AAP to ensure alignment with
memastikan kesesuaiannya dengan proses bisnis the Company’s business processes, risks, as well as
dan risiko Perusahaan, serta lingkup dan tujuan the scope and objectives of assignments;
2
penugasan;
e. Mengkomunikasikan keterbatasan sumber daya e. To communicate any limitations in resources for
pelaksanaan penugasan, perubahan AAP, dan assignments, changes to the AAP, and changes in
perubahan arah kebijakan kepada Direktur Utama, policy direction to the President Director and the
dan Dewan Komisaris c,q Komite Audit; Board of Commissioners c.q. the Audit Committee;
f. Memberikan keyakinan dan memastikan setiap f. To provide assurance and ensure that each
penugasan dilakukan dengan supervisi dan assignment is conducted with proper supervision
didukung dengan kertas kerja yang memadai, and supported by adequate working papers, and
Profil Perusahaan
Company Profile
serta rekomendasi, advice, insight dan foresight that recommendations, advice, insight, and foresight
yang disampaikan dapat diimplementasikan oleh can be implemented by the auditee;
Auditee;
g. Mendukung dan memastikan Fungsi Internal Audit g. To support and ensure that the Internal Audit
secara kolektif memiliki/memperoleh pengetahuan, Function collectively possesses/acquires adequate
3
keterampilan dan kompetensi yang memadai. knowledge, skills, and competencies;
h. Melaksanakan koordinasi pengelolaan kegiatan h. To coordinate the management of Internal Audit
Internal Audit termasuk yang tidak terbatas pada activities, including but not limited to assurance,
kegiatan assurance, advisory, insight, dan foresight advisory, insight, and foresight activities, with the
dengan Internal Audit Anak Perusahaan Services; Internal Audit of Service Subsidiaries;
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
i. Melaksanakan pengujian dan mengevaluasi i. To conduct testing and evaluate the effectiveness
efektivitas pengendalian dan manajemen risiko of internal controls and risk management, as well
serta identifikasi alternatif peningkatan efisiensi as identify opportunities for improving operational
operasional Perusahaan. efficiency;
j. Melaksanakan monitoring dan identifikasi j. To monitor and identify developments in trends,
perkembangan trend, praktik, dan isu signifikan practices, and significant issues and report
serta melaporkan kepada Direktur Utama dan them to the President Director and the Board of
Dewan Komisaris c.q Komite Audit. Commissioners c.q. the Audit Committee;
k. Melaksanakan pemeriksaan kepatuhan terhadap k. To conduct compliance audits against applicable
peraturan perundangan terkait; laws and regulations;
l. Mengidentifikasi alternatif perbaikan dan l. To identify alternatives for improvement and
peningkatan efisiensi operasional Perusahaan; enhancement of the Company’s operational
4
efficiency;
m. Memberikan keyakinan yang memadai atas m. To provide reasonable assurance over the
perlindungan informasi, kerahasiaan, privasi atas protection of information, confidentiality, and
kepemilikan dokumen/informasi yang diperoleh privacy of documents/information obtained during
saat pelaksanaan tugas audit internal; the execution of internal audit duties;
2025 Annual Report PT Elnusa Tbk
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Page 409
n. Melaksanakan koordinasi dengan Komite Audit; n. To coordinate with the Audit Committee;
o. Melaksanakan monitoring pelaksanaan tindak o. To monitor the follow-up of findings from internal
lanjut hasil audit internal, eksternal, dan institusi audits, external audits, and other supervisory
pengawasan lainnya dan melaporkan secara institutions and report periodically to the President
periodik kepada Direktur Utama dan Komite Audit; Director and the Audit Committee;
p. Melaksanakan koordinasi kegiatan audit/ p. To coordinate audit/review/quality assessment
pemeriksaan/quality assessment oleh auditor activities conducted by external auditors;
eksternal;
q. Mendukung adanya transfer knowledge dari pihak q. To support knowledge transfer from external parties
eksternal kepada anggota Fungsi Internal Audit to members of the Internal Audit Function when
5
apabila menggunakan jasa pihak eksternal serta engaging external services, without compromising
tidak mempengaruhi independensi; independence;
r. Melaksanakan koordinasi dengan Fungsi Pengawas r. To coordinate with the Company’s supervisory
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Perusahaan dalam melakukan tindak lanjut atas function in following up on disclosures through
pengaduan/penyingkapan melalui Whistleblowing the Whistleblowing System (WBS) and complaints
System (WBS) dan pengaduan masyarakat atau from the public or other parties in accordance with
pihak lainnya sesuai dengan ketentuan yang applicable regulations;
berlaku;
s. Melaporkan hasil pengawasan serta risiko yang s. To report the results of supervision, significant risks,
signifikan dan masalah pengendalian termasuk and control issues, including fraud risks and other
risiko fraud dan permasalahan lain kepada matters, to the President Director and relevant
Direktur Utama serta Direktur yang relevan untuk Directors for subsequent submission to the Board
selanjutnya disampaikan kepada Dewan Komisaris of Commissioners c.q. the Audit Committee;
c.q Komite Audit;
t. Melaksanakan audit investigasi terhadap t. To conduct investigative audits on issues that may
masalah yang dapat menimbulkan kerugian result in losses to the Company, including Elnusa
6
bagi Perusahaan, di Elnusa Holding dan Anak Holding and its subsidiaries;
Perusahaan;
Sustainability Reference
Rujukan Keberlanjutan
u. Melaksanakan evaluasi dan peningkatan mutu u. To carry out evaluation and improvement programs
(improvement program) kegiatan Internal Audit; of Internal Audit activities;
v. Melaporkan hasil kegiatan audit internal dan isu v. To report the results of internal audit activities
signifikan kepada Direktur Utama, dan Direktur and significant issues to the President Director and
yang relevan untuk selanjutnya disampaikan relevant Directors for subsequent submission to the
kepada Dewan Komisaris c.q Komite Audit; Board of Commissioners c.q. the Audit Committee;
w. Memperkuat tata kelola Perusahaan termasuk w. To strengthen corporate governance, including
namun tidak terbatas pada Internal Control oer but not limited to Internal Control over Financial
Financial reporting (ICoFR) dan Sistem Manajemen Reporting (ICoFR) and the Anti-Bribery Management
Anti Penyuapan (SMAP); System (SMAP);
x. Melaksanakan penugasan lain yang diamanatkan x. To carry out other assignments mandated by the
oleh Direksi dan Dewan Komisaris c.q Komite Audit. Board of Directors and the Board of Commissioners 7
c.q. the Audit Committee.
Financial Report
Laporan Keuangan
Wewenang Audit Internal adalah: Authorities of Internal Audit
a. Memiliki akses tidak terbatas atas semua data, a. To have unrestricted access to all data, information,
informasi personel, properti fisik, maupun seluruh personnel, physical properties, as well as all
sistem informasi, digital, dokumen, fungsi, kegiatan, information systems, digital systems, documents,
dan sumber daya Perusahaan lainnya termasuk functions, activities, and other Company resources,
meminta keterangan atau penjelasan pada semua including requesting information or clarification from
pejabat/pekerja dalam rangka pelaksanaan tugas all officers/employees in carrying out Internal Audit
Internal Audit; duties;
b. Menentukan ruang lingkup, metode, cara, teknik, b. To determine the scope, methods, procedures,
strategi, dan pendekatan audit; techniques, strategies, and audit approaches;
c. Melaksanakan komunikasi secara langsung dengan c. To communicate directly with the Board of Directors
Direksi, Dewan Komisaris c.q Komite Audit; and the Board of Commissioners c.q. the Audit
d. Melaksanakan koordinasi dengan auditor eksternal Committee;
dan institusi pengawasan lainnya; d. To coordinate with external auditors and other
e. Meminta atau mendapatkan bantuan dari pekerja supervisory institutions;
internal Perusahaan maupun dari pihak Luar e. To request or obtain assistance from the Company’s
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Perusahaan, dalam rangka pelaksanaan tugasnya; internal employees as well as external parties in
carrying out its duties;
2025 Performance Highlights
f. Mengadakan rapat secara berkala dan pada saat f. To hold regular meetings and meetings as necessary
diperlukan dengan Direksi, Dewan Komisaris c.q with the Board of Directors and the Board of
Kilas Kinerja 2025
Komite Audit; Commissioners c.q. the Audit Committee;
g. Menentukan arah kebijakan, struktur organisasi, g. To determine policy direction, organizational
pengelolaan pembinaan karis pekerja (mutasi structure, management of employee career
dan/atau promosi), pengelolaan manpower, development (mutation and/or promotion),
pelaksanaan penugasan, serta melakukan manpower management, execution of assignments,
koordinasi dan pengawasan kegiatan Internal Audit as well as to coordinate and supervise Internal Audit
1
di Elnusa Holding, dan Anak Perusahaan; activities within Elnusa Holding and its Subsidiaries;
h. Melakukan kegiatan assurance, advisory, insight, h. To carry out assurance, advisory, insight, foresight,
foresight, dan audit investigasi di Elnusa Holding and investigative audit activities within Elnusa
dan Anak Perusahaan melalui mekanisme yang Holding and its Subsidiaries through established
ditentukan sebelumnya. mechanisms.
Laporan Management
Management Report
Pengembangan Kompetensi Audit Internal Competency Development of Internal Audit
Perusahaan secara konsisten memperkuat fungsi Audit The Company consistently strengthens the Internal Audit
Internal melalui program pengembangan kompetensi function through structured, continuous competency
yang terstruktur, berkelanjutan, dan selaras dengan development programs aligned with the dynamics
dinamika risiko bisnis. Upaya ini ditujukan untuk of business risks. These efforts are aimed at ensuring
2
memastikan bahwa fungsi Audit Internal mampu that the Internal Audit function is able to provide
memberikan assurance dan advisory yang independen, independent, objective, and value-added assurance
objektif, serta bernilai tambah bagi Perusahaan. and advisory services to the Company.
Pengembangan kompetensi difokuskan pada Competency development is focused on enhancing
peningkatan keahlian teknis audit, penguatan technical audit expertise, strengthening understanding
pemahaman terhadap manajemen risiko dan tata of risk management and corporate governance, as well
kelola perusahaan, serta penguasaan teknologi as improving capabilities in information technology and
Profil Perusahaan
Company Profile
informasi dan analitik data. Auditor internal mengikuti data analytics. Internal auditors participate in various
berbagai pelatihan dan sertifikasi profesional yang training programs and professional certifications
diselenggarakan oleh lembaga seperti The Institute of organized by institutions such as The Institute of Internal
Internal Auditors, termasuk program yang mengacu Auditors, including programs that refer to international
pada standar internasional yang diterbitkan oleh The standards issued by The Institute of Internal Auditors.
3
Institute of Internal Auditors.
Perusahaan juga menerapkan program knowledge The Company also implements periodic internal
sharing internal secara berkala, termasuk diskusi knowledge sharing programs, including thematic
tematik atas hasil audit, pembahasan studi kasus, discussions on audit results, case study reviews, and
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
dan pembaruan pedoman dan regulasi. Kegiatan ini updates on guidelines and regulations. These activities
bertujuan untuk membangun budaya pembelajaran aim to build a culture of continuous learning and
berkelanjutan (continuous learning) dan memperkuat strengthen cross-functional collaboration.
kolaborasi lintas fungsi.
Internal Audit juga berperan aktif mengikuti forum Internal Audit also actively participates in seminar
Seminar seperti seminar Forum Komunikasi Satuan forums such as the Internal Audit Communication Forum
Pengawasan Intern (FKSPI) ESDM dan BUMN serta (FKSPI) of the Ministry of Energy and Mineral Resources
koordinasi dengan Internal Audit PT Pertamina Group. (ESDM) and State-Owned Enterprises (BUMN), as well
Program ini diharapkan mampu memberikan dampak as coordination with the Internal Audit function of PT
positif terhadap produktivitas dan efektivitas kinerja Pertamina Group. These programs are expected to have
Internal Audit. a positive impact on the productivity and effectiveness
4
of Internal Audit performance.
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Informasi secara rinci mengenai pengembangan serta Detailed information regarding Internal Audit
pelatihan Internal Audit selama tahun 2025 sebagai development and training programs throughout 2025
berikut: is presented as follows:
Nama dan
Jabatan Jenis dan Materi Pendidikan dan Pelatihan Tempat/Tanggal Penyelenggara
Name and Types and Materials of Education and Training Venue/Date Organizer
Position
Muhroji 1. Elnusa Leader Development Program 1. 26 Juni 2025 1. Internal Perusahaan
2. Awareness ISO 22301 : 2019 Business 2. 11 Agustus 2025 2. Internal Perusahaan
5
Continuity Management Systems (BCMS) 3. 18 Juni 2025 3. Internal Perusahaan
3. Modul Internal Audit, Investigation & Integrity 4. 15 Agustus 2025 4. Internal Perusahaan
4. Respectful Workplace (RWP)
1. June 26, 2025 1. Internal (Company)
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
2. August 11, 2025 2. Internal (Company)
3. June 18, 2025 3. Internal (Company)
4. August 15, 2025 4. Internal (Company)
Achmad Dwiana 1. Certified Forensic Auditor (CfrA) 1. 4 Oktober 2025 1. Lembaga
Chandra 2. Pelatihan dan Sertifikasi Qualified Internal 2. 4 Mei 2025 Pengembangan Fraud
Audit (QIA) Tingkat Lanjutan 3. 26 Agustus 2025 Auditing
3. Respectful Workplace (RWP) 4. 6 November 2025 2. Yayasan Pendidikan
4. Auditor Academy Internal Audit
1. October 4, 2025 3. Learning Management
1. Certified Forensic Auditor (CfrA) 2. May 4, 2025 System
2. Advanced Qualified Internal Audit (QIA) 3. August 26, 2025 4. Pertamina Corporate
Training and Certification 4. November 6, 2025 Univesity
3. Respectful Workplace (RWP)
4. Auditor Academy
6
Danang 1. Modul Internal Audit, Investigation & Integrity 1. 18 Juni 2025 1. Learning Management
Swastiko 2. Pelatihan Audit Forensik dan Deteksi Korupsi 2. 14 Maret 2025 System
3. Respectful Workplace (RWP) 3. 15 Agustus 2025 2. Bina Manajemen
Sustainability Reference
Rujukan Keberlanjutan
4. Root Cause Analysis for Enhancing Internal 4. 17 Desember 2025 Center
Audit Effectiveness 5. 6 November 2025 3. Learning Management
5. Auditor Academy System
1. June 18, 2025 4. IIA Indonesia
1. Internal Audit, Investigation & Integrity Module 2. March 14, 2025
2. Forensic Audit and Corruption Detection 3. August 15, 2025
Training 4. December 17, 2025
3. Respectful Workplace (RWP) 5. 6 November 2025
4. Root Cause Analysis for Enhancing Internal
Audit Effectiveness
Erika Putri Dewi 1. Root Cause Analysis for Enhancing Internal 1. 17 Desember 2025 1. IIA Indonesia
Audit Effectiveness 2. 17 November 2025 2. IIA Indonesia
2. High – Impact Audit Reporting 3. 15 Agustus 2025 3. Learning Management
3.
4.
Respectful Workplace (RWP)
Workshop Business Process
4.
5.
17 Juni 2025
27 Februari 2025 4.
System
Internal Perusahaan
7
5. Auditor Academy 5. Pertamina Corporate
Financial Report
Laporan Keuangan
1. December 17, 2025 University
2. November 17, 2025
3. August 15, 2025
4. June 17, 2025
5. February 27, 2025
Fahmi Ramdhan 1. Pelatihan dan Sertifikasi Qualified Internal 1. 4 Mei 2025 1. Yayasan Pendidikan
Audit (QIA) Tingkat Lanjutan 2. 20 Mei 2025 Internal Audit
2. Respectful Workplace (RWP) 3. 7 Maret 2025 2. Learning Management
3. Training Awareness & Implementation ISO 4. 27 Februari 2025 System
Series for Internal Auditor 3. Internal Perusahaan
4. Auditor Academy 4. Pertamina Corporate
1. May 4, 2025 Univesity
1. Advanced Qualified Internal Audit (QIA) 2. May 20, 2025
Training and Certification 3. March 7, 2025
2. 2. Respectful Workplace (RWP) 4. February 27, 2025
3. 3. Training Awareness & Implementation ISO
Series for Internal Auditor
4. 4. Auditor Academy
2025 Annual Report PT Elnusa Tbk
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Nama dan
Jabatan Jenis dan Materi Pendidikan dan Pelatihan Tempat/Tanggal Penyelenggara
Name and Types and Materials of Education and Training Venue/Date Organizer
2025 Performance Highlights
Position
Irma Devianti 1. Root Cause Analysis for Enhancing Internal 1. 17 Desember 2025 1. IIA Indonesia
Audit Effectiveness 2. 17 November 2025 2. IIA Indonesia
Kilas Kinerja 2025
2. High – Impact Audit Reporting 3. 15 Agustus 2025 3. Learning Management
3. Respectful Workplace (RWP) 4. 17 Juni 2025 System
4. Workshop Business Process 4. Internal Perusahaan
1. December 17, 2025 1. IIA Indonesia
2. November 17, 2025 2. IIA Indonesia
3. August 15, 2025 3. Learning Management
4. June 17, 2025 System
4. Internal (Company)
1
Nadia Amani 1. Respectful Workplace (RWP) 1. 22 Agustus 2025 1. Learning Management
Husna 2. Training Internal Auditor ISO 27001 : 2022 2. 11 November System
3. Training Internal Auditor Perlindungan Data 2025 2. Internal Perusahaan
Pribadi 3. 12 November 3. Internal Perusahaan
2025
1. Respectful Workplace (RWP) 1. Learning Management
2. Internal Auditor Training ISO 27001:2022 1. August 22, 2025 System
3. Internal Auditor Training on Personal Data 2. November 11, 2025 2. Internal (Company)
Laporan Management
Protection 3. November 12, 3. Internal (Company)
Management Report
2025
Siti Nur Utami 1. Modul Internal Audit, Investigation & Integrity 1. 18 Juni 2025 1. Learning Management
2. Pelatihan dan Sertifikasi Qualified Internal 2. 4 Mei 2025 System
Audit (QIA) Tingkat Lanjutan 3. 13 November 2025 2. Yayasan Pendidikan
3. Training Internal Auditor ISO 22301 : 2019 4. 15 Januari 2025 Internal Audit
BCMS 5. 6 November 2025 3. Internal Perusahaan
4. Sosialisasi STK (Pedoman, Prosedur, dan 4. Internal Perusahaan
2
Instruksi Kerja) Internal Audit 1. June 18, 2025
5. Auditor Academy 2. May 4, 2025 1. Learning Management
3. November 13, System
1. Internal Audit, Investigation & Integrity Module 2025 2. Yayasan Pendidikan
2. Advanced Qualified Internal Audit (QIA) 4. January 15, 2025 Internal Audit
Training and Certification 5. 6 November 2025 3. Internal (Company)
3. ISO 22301:2019 BCMS Internal Auditor 4. Internal (Company)
Training
4. Internal Audit Guidelines, Procedures, and
Work Instructions (STK) Socialization
Profil Perusahaan
Company Profile
5. Auditor Academy
Wirawan 1. Awareness ISO 22301 : 2019 Business 1. 11 Agustus 2025 1. Internal Perusahaan
Moehammad Continuity Management Systems (BCMS) 2. 4 Oktober 2025 2. Lembaga
2. Certified Forensic Auditor (CFrA) 3. 14 Maret 2025 Pengembangan Fraud
3. Pelatihan Audit Forensik dan Deteksi Korupsi 4. 19 Agustus 2025 Auditing
3
4. Respectful Workplace (RWP) 5. 13 November 2025 3. Bina Manajemen
5. Training Internal Auditor ISO 22301 : 2019 Center
BCMS 1. August 11, 2025 4. Learning Management
2. October 4, 2025 System
1. Awareness of ISO 22301:2019 Business 3. March 14, 2025 5. Internal Perusahaan
Continuity Management Systems (BCMS) 4. August 19, 2025
2. Certified Forensic Auditor (CFrA) 5. November 13,
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
3. Training on Forensic Audit and Corruption 2025 1. Internal (Company)
Detection 2. Lembaga
4. Respectful Workplace (RWP) Pengembangan Fraud
5. Training on Internal Auditor ISO 22301:2019 Auditing
BCMS 3. Bina Manajemen
Center
4. Learning Management
System
5. Internal (Company)
4
2025 Annual Report PT Elnusa Tbk
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Laporan Pelaksanaan Kegiatan Audit Internal Report on the Implementation of Internal
Audit Activities
Pelaksanaan kegiatan audit internal dilakukan The implementation of internal audit activities is carried
berdasarkan AAP yang telah disetujui oleh Direktur out based on the Annual Audit Plan (AAP) approved
Utama dan Ketua Komite Audit. Aktivitas yang by the President Director and the Chairman of the Audit
dilakukan oleh audit internal mencakup kegiatan audit Committee. The activities performed by Internal Audit
yang direncanakan dalam AAP (Planned Assignment) include audit activities planned in the AAP (Planned
dan kegiatan audit lainnya seperi Audit Khusus dan Assignments) as well as other audit activities such as
Konsultansi yang tidak direncanakan dalam Annual Special Audits and Consulting engagements that are not
5
Audit Plan (AAP) sebagai Unplanned Assignment. included in the Annual Audit Plan (AAP), categorized
Berikut gambaran aktivitas Audit tahun 2025: as Unplanned Assignments. The following presents an
overview of audit activities in 2025:
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Kegiatan
Planned Audit Unplanned Audit
Activities
Audit Operasional 3 -
Operational Audit
Audit Khusus 1 1
Special Audit
Audit Kepatuhan - 1
Compliance Audit
Konsultansi 1 1
Consultancy
6
Jumlah Laporan 5 3
Sustainability Reference
Rujukan Keberlanjutan
Total Reports
Hasil pelaksanaan audit tertuang dalam Laporan Hasil The results of audit activities are documented in Audit
Audit (LHA) dan Management Letter yang antara lain Reports (LHA) and Management Letter which include,
memuat rekomendasi perbaikan. Laporan tersebut among others, recommendations for improvement. These
disampaikan kepada pihak Manajemen dan Komite reports are submitted to Management and the Audit
Audit, serta tindak lanjutnya dimonitor secara berkala. Committee, and their follow-up actions are monitored
Selain melakukan monitoring penyelesaian tindak periodically. In addition to monitoring the completion
lanjut rekomendasi, audit internal juga melakukan of follow-up actions on recommendations, Internal
pendampingan dan monitoring terhadap rekomendasi Audit also provide assistance and monitoring on the
hasil audit eksternal seperti Audit BPK RI, BPKP dan implementation of recommendations arising, such as 7
Kantor Akuntan Publik (KAP). audits conducted by the Supreme Audit Agency of
Financial Report
Laporan Keuangan
the Republic of Indonesia (BPK), the Financial and
Development Supervisory Board (BPKP), and Public
Accounting Firms (KAP).
2025 Annual Report PT Elnusa Tbk
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Pelaksanaan Rapat dengan Direksi serta Meetings with the Board of Directors, the
Dewan Komisaris dan/atau Komite Audit Board of Commissioners, and/or the Audit
Committee
2025 Performance Highlights
Dalam rangka meningkatkan koordinasi yang efektif, In order to enhance effective coordination, Internal
Internal Audit secara berkala melaksanakan rapat Audit regularly holds meetings with the Board of
Kilas Kinerja 2025
dengan Direksi, Dewan Komisaris dan/atau Komite Directors, the Board of Commissioners, and/or the
Audit. Selama tahun 2025, Internal Audit melaksanakan Audit Committee. Throughout 2025, Internal Audit held
rapat dengan Komite Audit setiap dua bulan dengan meetings with the Audit Committee every two months,
agenda rapat diantaranya membahas tentang progres with agendas including discussions on the progress
penugasan audit termasuk tindak lanjutnya. Rapat juga of audit assignments and their follow-up actions.
dapat diselenggarakan secara insidentil sesuai dengan Meetings may also be conducted on an ad hoc basis
1
kebutuhan. Selain itu Internal Audit juga menghadiri as needed. In addition, Internal Audit attends the Board
Rapat Direksi yang dilaksanakan satu kali dalam of Directors’ meetings held once a week. Information on
seminggu. Informasi rekapitulasi dan kehadiran dalam the recapitulation and attendance of meetings with the
rapat bersama Direksi, Dewan Komisaris, dan Komite Board of Directors, the Board of Commissioners, and
Audit sepanjang tahun 2025 sebagaimana disampaikan the Audit Committee throughout 2025 is presented as
berikut. follows.
Laporan Management
Management Report
Rekapitulasi Kehadiran Internal Audit dalam Rapat Internal, Bersama Direksi, Dewan Komisaris, dan
Komite Audit
Recapitulation of Internal Audit Attendance at Internal Meetings, Meetings with the Board of Directors, Board of
Commissioners, and Audit Committee
Rapat Audit Internal Jumlah Rapat % Kehadiran SPI
2
Internal Audit Meetings Total Meetings % SPI Attendance
Rapat bersama Direksi 34 100%
Meetings with the Board of Directors
Rapat bersama Dewan Komisaris 16 100%
Meetings with the Board of
Commissioners
Profil Perusahaan
Company Profile
Rapat bersama Komite Audit 10 100%
Meetings with the Audit Committee
Rapat bersama Auditor Eksternal 13 100%
Meetings with External Auditor
3
Rata-rata 100%
Average
Beberapa agenda penting yang dibahas dalam rapat Several key agendas discussed in meetings with the
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
bersama Direksi, Dewan Komisaris, Komite Audit, dan Board of Directors, the Board of Commissioners, the Audit
Auditor Eksternal antara lain pembahasan Kinerja Committee, and External Auditors included discussions
Elnusa dan Anak Perusahaan dalam Rapat Direksi, dan on the performance of Elnusa and its Subsidiaries in
Rapat Gabungan Dewan Komisaris dan Direksi, serta Board of Directors’ meetings and Joint Meetings of the
rapat koordinasi rutin antara Komite Audit dan Internal Board of Commissioners and the Board of Directors, as
Audit. Selain itu, pembahasan terkait progress audit well as routine coordination meetings between the Audit
atas Laporan Keuangan Elnusa dan Anak Perusahaan, Committee and Internal Audit. In addition, discussions on
Rencana Pengadaan KAP dan penerapan POJK Nomor the audit progress of Elnusa’s Financial Statements and
9 Tahun 2023 juga dibahas dalam rapat bersama den- those of its Subsidiaries, the plan for the appointment of
gan Komite Audit a Public Accounting Firm (KAP), and the implementation
of POJK Number 9 of 2023 were also addressed in joint
meetings with the Audit Committee.
4
2025 Annual Report PT Elnusa Tbk
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AUDIT EKSTERNAL/AKUNTAN PUBLIK
EXTERNAL AUDIT/PUBLIC ACCOUNTANT
Akuntan publik merupakan organ eksternal Perusahaan The public accountant is an external organ of the
yang berfungsi memberikan opini terkait kesesuaian Company that functions to provide an opinion on the
penyajian laporan keuangan Perusahaan terhadap conformity of the presentation of the Company’s financial
Standar Akuntansi Keuangan (SAK) yang berlaku di statements with the Financial Accounting Standards
Indonesia. Audit atas Laporan Keuangan Perusahaan (SAK) applicable in Indonesia. The audit of the
5
untuk tahun buku 2025 telah dilakukan oleh akuntan Company’s financial statements for fiscal year 2025 was
publik yang independen, kompeten, profesional dan conducted by an independent, competent, professional,
objektif sesuai dengan Standar Profesional Akuntan and objective public accountant in accordance with
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Publik, serta perjanjian kerja dan ruang lingkup audit Public Accountant Professional Standards, as well as
yang telah ditetapkan. the agreed engagement terms and audit scope.
Audit dilaksanakan berdasarkan Standar Profesional The audit was carried out based on the Public Accountant
Akuntan Publik yang diterbitkan oleh Institut Akuntan Professional Standards issued by the Indonesian Institute
Publik Indonesia (IAPI). Jika terdapat bantuan keuangan of Public Accountants (IAPI). In the event that there is
Pemerintah RI, maka audit dilaksanakan berdasarkan financial assistance from the Government of the Republic
Standar Pemeriksaan Keuangan Negara (SPKN) yang of Indonesia, the audit is conducted in accordance with
diterbitkan oleh Badan Pengawasan Keuangan (BPK) RI. the State Finance Audit Standards (SPKN) issued by the
Supreme Audit Board (BPK) of the Republic of Indonesia.
6
Pemegang Saham dan Rapat Umum Pemegang Saham
(RUPS)
Sustainability Reference
Rujukan Keberlanjutan
Shareholders and the General Meeting of Shareholders
(GMS)
Dewan Komisaris Direksi
Board of Commissioners Board of Directors
¯ ¯
Komite Audit
Audit Committee
Audit Internal
Internal Audit
7
Financial Report
Laporan Keuangan
Audit Eksternal (Independen)
External Audit (Independent)
Pemegang saham melalui RUPS memiliki kewenangan Shareholders through the General Meeting of
untuk menetapkan Auditor Eksternal yang akan Shareholders (GMS) have the authority to appoint
melaksanakan audit atas laporan keuangan Perusahaan. the External Auditor who will conduct the audit of
Dalam melaksanakan fungsi audit independen, Auditor the Company’s financial statements. In performing
Eksternal melakukan hubungan dengan Audit Internal its independent audit function, the External Auditor
yang berada di bawah Direksi, serta Komite Audit yang coordinates with Internal Audit under the Board of
berada di bawah Dewan Komisaris. Directors, as well as with the Audit Committee under
the Board of Commissioners.
2025 Annual Report PT Elnusa Tbk
415
Page 416
Mekanisme Penunjukan Hingga Penetapan Akuntan Publik
Mechanism for the Appointment and Determination of the Public Accountant
2025 Performance Highlights
Penetapan Akuntan Publik oleh RUPS.
Determination of the Public Accountant by the General Meeting of Shareholders (GMS).
Kilas Kinerja 2025
Setelah konsep surat rekomendasi disusun bersama Sekretaris Dewan Komisaris, Dewan Komisaris
menyampaikan surat rekomendasi kepada RUPS.
After the draft recommendation letter is prepared together with the Board of Commissioners’
1
Secretary, the Board of Commissioners submits the recommendation letter to the GMS.
Dewan Komisaris melakukan telaah atas rekomendasi Komite Audit, melakukan pembahasan
dengan organ Dewan Komisaris dan calon auditor eksternal/Akuntan Publik.
The Board of Commissioners reviews the recommendation of the Audit Committee and conducts
discussions with the Board of Commissioners’ organs and the prospective External Auditor/Public
Laporan Management
Accountant.
Management Report
Tindak lanjut Komite Audit:
1. Melakukan evaluasi atas pelaksanaan audit internal dan eksternal.
2. Menyampaikan laporan kepada Dewan Komisaris.
2
Follow-up by the Audit Committee:
1. To evaluate the implementation of internal and external audits.
2. To submit reports to the Board of Commissioners .
Penyampaian arahan dan penugasan dari Dewan Komisaris kepada Komite Audit.
Provision of directions and assignments from the Board of Commissioners to the Audit Committee.
Profil Perusahaan
Company Profile
Akuntan Publik Tahun 2025 Public Accountant for 2025
3
Berdasarkan Keputusan RUPS Tahunan tahun buku Based on the resolution of the Annual General Meeting
2024 yang diselenggarakan pada tanggal 22 Mei of Shareholders (AGMS) for fiscal year 2024 held on
2025, pemegang saham memutuskan untuk menyetujui May 22, 2025, the shareholders approved the granting
untuk memberikan wewenang dan kuasa kepada Dewan of authority and power to the Company’s Board of
Komisaris Perusahaan untuk: Commissioners to:
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
1. Menunjuk Akuntan Publik (“AP”) dan/atau Kantor 1. Appoint a Public Accountant (“AP”) and/or a Public
Akuntan Publik (“KAP”) untuk: Accounting Firm (“KAP”) to:
a. Melakukan audit atas Laporan Keuangan a. Conduct an audit of the Company’s
Konsolidasian Perusahaan periode Tahun Buku Consolidated Financial Statements for fiscal
2025. year 2025;
b. Melakukan audit atas Laporan Keuangan b. Conduct audits of the Company’s Consolidated
Konsolidasian Perusahaan periode lainnya Financial Statements for other periods within
pada tahun buku 2025 untuk tujuan dan fiscal year 2025 for the Company’s purposes
kepentingan Perusahaan. and interests.
Kriteria Penunjukkan AP dan/atau KAP: Criteria for the Appointment of AP and/or KAP:
4
• Terdaftar pada Otoritas Jasa Keuangan (OJK); • Registered with the Financial Services Authority
(OJK);
• Independen terhadap grup Perusahaan; • Independent from the Company’s group;
• Memiliki kompetensi & pengalaman dalam • Possessing competence and experience in
2025 Annual Report PT Elnusa Tbk
416
Page 417
memberikan jasa audit Laporan Keuangan providing audit services for financial statements
Perusahaan yang bergerak di industri minyak of companies operating in the oil and gas
dan gas bumi serta memahami kompleksitas industry and understanding the complexity of
usaha Perusahaan. the Company’s business.
Dalam hal Perusahaan menunjuk kembali KAP yang In the event that the Company reappoints the
sama dengan yang digunakan Perusahaan pada same KAP used in fiscal year 2024, the Board
periode tahun buku 2024, maka Dewan Komisaris of Commissioners must conduct an evaluation
harus melakukan evaluasi dan menetapkan batas and determine the minimum threshold for the
nilai minimum hasil survey evaluasi kinerja KAP performance evaluation results of such KAP.
tersebut.
5
2. Melakukan evaluasi atas kinerja AP dan/atau KAP 2. Evaluate the performance of the selected AP and/
terpilih. or KAP.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
3. Menetapkan besaran imbalan jasa audit dan 3. Determine reasonable audit fees and other
persyaratan penunjukan lainnya yang wajar bagi appointment requirements for the AP and/or KAP,
AP dan/atau KAP tersebut, serta menunjuk AP as well as appoint a replacement AP and/or KAP
dan/atau KAP pengganti dalam hal AP dan/ in the event that the appointed AP and/or KAP is
atau KAP dimaksud karena sebab apapun tidak unable to complete the audit of the Company’s
dapat menyelesaikan audit Laporan Keuangan Consolidated Financial Statements for fiscal
Konsolidasian Perusahaan untuk tahun buku year 2025 for any reason, including determining
2025, termasuk menetapkan imbalan jasa audit the audit fees and other requirements for such
dan persyaratan lainnya bagi AP dan/atau KAP replacement AP and/or KAP in accordance with
pengganti tersebut dengan kriteria sebagaimana the criteria set forth in point number 1.
yang tersebut dalam poin nomor 1.
4. Memastikan bahwa seluruh proses tersebut di atas 4. Ensure that all of the above processes are consulted
6
harus dikonsultasikan atau dikoordinasikan dengan or coordinated with PT Pertamina Hulu Energi.
PT Pertamina Hulu Energi.
Sustainability Reference
Rujukan Keberlanjutan
Menindaklanjuti hasil keputusan tersebut, melalui surat Following up on the resolution, through a letter of the
Dewan Komisaris telah ditetapkan penetapan dan Board of Commissioners, the appointment and approval
persetujuan pengadaan KAP atas jasa audit laporan for the procurement of a Public Accounting Firm (KAP)
keuangan tahun buku 2025 yang prosesnya centralized for the audit of the 2025 financial statements have
di PT Pertamina Hulu Energi selaku Sub Holding been established, with the process centralized at PT
Upstream. Untuk menjamin independensi dan kualitas Pertamina Hulu Energi as the Upstream Subholding. To
hasil pemeriksaan, Auditor Eksternal yang ditunjuk tidak ensure independence and the quality of audit results,
memiliki benturan kepentingan dengan Perusahaan. the appointed External Auditor has no conflict of interest
with the Company.
Akuntan Publik Tahun 2025
Public Accountant in 2025 7
Financial Report
Laporan Keuangan
Kantor Akuntan Publik : KAP Purwanto, Susanti & Surja
Public Accounting Firm (Anggota Firma Ernst & Young Global Limited) No. Izin: STTD.KAP-17/PM.021/2025
Purwanto, Susanti & Surja Public Accounting Firm
(Member Firm of Ernst & Young Global Limited) License No.: STTD.KAP-17/PM.021/2025
Akuntan : Budi Hartono
Accountant Registrasi: AP.1832
Tahun Audit : Tahun Buku 2025
Audit Year Fiscal Year 2025
Periode Penugasan : 31 Oktober 2025 s.d 24 Oktober 2026
Assignment Period October 31, 2025 to October 24, 2026
Jasa : • Jasa Audit: Audit atas Laporan Keuangan Konsolidasian Elnusa dan Anak Perusahaan
Services untuk tahun buku yang berakhir pada 31 Desember 2025
• Jasa Non Audit: Tidak ada
• Audit Services: Audit of the Consolidated Financial Statements of Elnusa and Subsidiaries
for the financial year ended December 31, 2025
• Non-Audit Services: None
Biaya : • Jasa Audit: Rp 3.623.000.000,00
Fee • Jasa Non Audit: Tidak ada
• Audit Services: Rp 3,623,000,000.00
• Non-Audit Services: None
2025 Annual Report PT Elnusa Tbk
417
Page 418
2025 Performance Highlights
Dari hasil audit yang dilakukan oleh KAP Purwanto, Based on the audit conducted by KAP Purwanto, Susanti
Susanti & Surja (Anggota Firma Ernst & Young Global & Surja (a member firm of Ernst & Young Global Limited),
Limited) , Laporan Keuangan Perusahaan untuk yang the Company’s financial statements for the year ended
Kilas Kinerja 2025
berakhir di tanggal 31 Desember 2025 dinyatakan oleh December 31, 2025 were expressed with an unqualified
KAP telah disajikan secara wajar, dalam semua hal opinion, stating that they are fairly presented, in all
material, posisi keuangan konsolidasian, serta kinerja material respects, the consolidated financial position,
keuangan konsolidasian dan arus kas konsolidasian, consolidated financial performance, and consolidated
sesuai dengan Standar Akuntansi Keuangan (SAK) di cash flows, in accordance with Financial Accounting
Indonesia. Standards (SAK) in Indonesia.
1
Daftar Akuntan Publik List of Public Accountants
Guna kebutuhan transparansi, berikut disampaikan For transparency purposes, the following presents the
daftar Kantor Akuntan Publik, Akuntan dan biaya list of Public Accounting Firms, Public Accountants,
yang diberikan dalam mengaudit laporan keuangan and audit fees for auditing the Company’s financial
Laporan Management
Management Report
Perusahaan sejak tahun 2020. statements since 2020.
Daftar Akuntan Publik
2020-2025
List of Public Accountants
2020-2025
2
Tahun
Kantor Akuntan Biaya
Buku Akuntan Jasa Opini
Publik Fee
Fiscal Accountant Services Opinion
Public Accounting Firm (Rp)
Year
2025 KAP Purwanto, Budi Hartono • Jasa Audit: Wajar dalam Rp3.623.000.000,00
Susanti & Surja Registrasi: Audit atas Laporan semua hal yang
Profil Perusahaan
Company Profile
(Anggota Firma Ernst AP.1832 Keuangan Konsolidasian material.
& Young Global Elnusa dan Anak
Limited) No. Izin: Perusahaan untuk tahun Present fairly,
STTD.KAP-17/ buku yang berakhir pada in all material
PM.021/2025 31 Desember 2025. respects
• Jasa Lainnya: Tidak ada
• Audit Services:
3
Audit of the Consolidated
Financial Statements of
Elnusa and its Subsidiaries
for the fiscal year ended
December 31, 2025.
• Other Services: None
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
2024 KAP Purwantono, Budi Hartono • Jasa Audit: Wajar dalam Rp3.264.000.000.000
Sungkoro & Surja Registrasi: Audit atas Laporan semua hal yang
(Anggota Firma Ernst AP.1832 Keuangan Konsolidasian material.
& Young Global Elnusa dan Anak
Limited) No. Izin: Perusahaan untuk tahun Present fairly,
STTD.KAP-03/ buku yang berakhir pada in all material
PM.022/2018 31 Desember 2024. respects
• Jasa Lainnya: Tidak ada
• Audit Services:
Audit of the Consolidated
Financial Statements of
Elnusa and its Subsidiaries
for the fiscal year ended
December 31, 2024.
4
• Other Services: None
2025 Annual Report PT Elnusa Tbk
418
Page 419
Tahun
Kantor Akuntan Biaya
Buku Akuntan Jasa Opini
Publik Fee
Fiscal Accountant Services Opinion
Public Accounting Firm (Rp)
Year
2023 KAP Purwantono, Irwan Haswir • Jasa Audit: Wajar dalam Rp2.900.000.000
Sungkoro & Surja Registrasi: Audit atas Laporan semua hal yang
(Anggota Firma Ernst AP.1726 Keuangan Konsolidasian material.
& Young Global Elnusa dan Anak
Limited) No. Izin: Perusahaan untuk tahun Present fairly,
5
STTD.KAP-03/ buku yang berakhir pada in all material
PM.022/2018 31 Desember 2023. respects
• Jasa Lainnya: Tidak ada
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
• Audit Services:
Audit of the Consolidated
Financial Statements of
Elnusa and its Subsidiaries
for the fiscal year ended
December 31, 2023.
• Other Services: None
2022 KAP Purwantono, Moch. Dadang • Jasa Audit: Wajar dalam Rp2.797.000.000
Sungkoro & Surja Syachruna Audit atas Laporan semua hal yang
(Anggota Firma Ernst Registrasi: Keuangan Konsolidasian material.
& Young Global AP.0697 Elnusa dan Anak
Limited) No. Izin: Perusahaan untuk tahun Present fairly,
STTD.KAP-03/ buku yang berakhir pada in all material
PM.022/2018 31 Desember 2022. respects
• Jasa Lainnya: Tidak ada
• Audit Services:
6
Audit of the Consolidated
Financial Statements of
Elnusa and its Subsidiaries
Sustainability Reference
Rujukan Keberlanjutan
for the fiscal year ended
December 31, 2022.
• Other Services: None
2021 KAP Purwantono, Moch. Dadang • Jasa Audit: Wajar dalam Rp2.250.000.000
Sungkoro & Surja Syachruna Audit atas Laporan semua hal yang
(Anggota Firma Ernst Registrasi: Keuangan Konsolidasian material.
& Young Global AP.0697 Elnusa dan Anak
Limited) No. Izin: Perusahaan untuk tahun Present fairly,
STTD.KAP-03/ buku yang berakhir pada in all material
PM.022/2018 31 Desember 2021 respects
• Jasa Lainnya: Tidak ada
• Audit Services:
Audit of the Consolidated
Financial Statements of
Elnusa and its Subsidiaries
for the fiscal year ended
December 31, 2021.
7
Financial Report
Laporan Keuangan
• Other Services: None
2020 KAP Purwantono, Sinarta • Jasa Audit: Wajar dalam Rp2.250.000.000
Sungkoro & Surja Registrasi: Audit atas Laporan semua hal yang
(Anggota Firma Ernst AP.0697 Keuangan Konsolidasian material.
& Young Global Elnusa dan Anak
Limited) No. Izin: Perusahaan untuk tahun Present fairly,
STTD.KAP-03/ buku yang berakhir pada in all material
PM.022/2018 31 Desember 2020. respects
• Jasa Lainnya: Tidak ada
• Audit Services:
Audit of the Consolidated
Financial Statements of
Elnusa and its Subsidiaries
for the fiscal year ended
December 31, 2020.
• Other Services: None
2025 Annual Report PT Elnusa Tbk
419
Page 420
SISTEM PENGENDALIAN INTERNAL
INTERNAL CONTROL SYSTEM
2025 Performance Highlights
Sistem pengendalian internal merupakan elemen penting The internal control system is a key element in ensuring
Kilas Kinerja 2025
dalam memastikan efektivitas operasional, keandalan operational effectiveness, reliability of financial
pelaporan keuangan, serta kepatuhan terhadap reporting, and compliance with applicable regulations.
regulasi yang berlaku. Perusahaan menerapkan The Company implements a comprehensive internal
sistem pengendalian internal secara menyeluruh control system to identify, assess, and manage risks that
guna mengidentifikasi, menilai, dan mengelola may affect the achievement of its business objectives. The
risiko yang dapat memengaruhi pencapaian tujuan Company considers the internal control system as one
1
bisnis. Perusahaan menjadikan sistem pengendalian of the primary means to ensure that its management has
internal menjadi salah satu sarana utama untuk dapat been carried out in accordance with Good Corporate
memastikan bahwa pengelolaan Perusahaan telah Governance (GCG) principles. The implementation of
dilaksanakan sesuai dengan prinsip-prinsip GCG. the internal control system is directed at ensuring that the
Penerapan sistem pengendalian internal diarahkan untuk Company has a reliable system in place for compliance
memastikan bahwa Perusahaan telah memiliki suatu with laws and regulations, financial reporting, and
sistem yang andal terhadap ketaatan atas peraturan safeguarding of assets.
Laporan Management
Management Report
perundang-undangan, pelaporan keuangan, dan
pengamanan aset.
Sistem Pengendalian Keuangan dan Financial and Operational Control System
Operasional
2
Penerapan Sistem Pengendalian Internal di lingkup The implementation of the Internal Control System
Perusahaan dilakukan pada dua aspek, yaitu within the Company is carried out in two aspects,
pengendalian keuangan dan pengendalian operasional. namely financial control and operational control.
Pengendalian keuangan diterapkan Perusahaan dengan Financial control is implemented by providing financial
cara menyediakan informasi keuangan bagi setiap information to all levels of Management, Shareholders,
tingkatan Manajemen, para Pemegang Saham, serta and Stakeholders, which serves as a basis for decision-
Pemangku Kepentingan yang dijadikan dasar making. The Company also applies policies, procedures,
Profil Perusahaan
Company Profile
p e n g a m b i l a n ke p u t u s a n . Pe r u s a h a a n j u g a operational systems, and the latest accounting standards
menjalankan kebijakan, prosedur, sistem operasional, to reflect its actual financial performance.
dan menerapkan standar akuntansi terbaru guna
menggambarkan kinerja keuangan yang aktual.
3
Pengendalian operasional yang dilakukan oleh Operational control is carried out, among others, by
Perusahaan antara lain dengan mengevaluasi laporan evaluating the Company’s operational performance
kinerja operasional Perusahaan, sehingga Direksi dapat reports, enabling the Board of Directors to mitigate
memitigasi dan mendeteksi terjadinya kelemahan and detect weaknesses in control, errors in financial
pengendalian, kesalahan laporan keuangan, atau reporting, or other irregularities. The Board of Directors
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
penyimpangan lainnya. Direksi juga menetapkan also establishes an effective internal control system to
suatu sistem pengendalian intern yang efektif untuk safeguard the Company’s investments and assets. The
mengamankan investasi dan aset perusahaan. internal control environment within the Company is
Lingkungan pengendalian intern dalam Perusahaan implemented in a disciplined and structured manner,
dilaksanakan dengan disiplin dan terstruktur, integritas supported by high integrity, ethical values, and
yang tinggi, nilai etika serta kompetensi karyawan. employee competence.
4
2025 Annual Report PT Elnusa Tbk
420
Page 421
Pengendalian Kepatuhan Terhadap Compliance Control with Laws and
Peraturan Perundang-Undangan Regulations
Perusahaan menerapkan sistem pengendalian internal The Company implements a comprehensive internal
secara komprehensif guna memastikan kepatuhan control system to ensure compliance with applicable
terhadap peraturan perundang-undangan yang laws and regulations. The Company ensures that all
berlaku. Perusahaan memastikan bahwa setiap operational activities, financial reporting, and business
aktivitas operasional, pelaporan keuangan, serta decision-making are aligned with prevailing laws and
pengambilan keputusan bisnis selaras dengan ketentuan regulations. The Company is committed to mitigating
serta perundang-undangan yang berlaku.Perusahaan compliance risks, maintaining transparency, and
5
berkomitmen untuk memitigasi risiko kepatuhan, preserving stakeholder trust.
transparansi, serta menjaga kepercayaan pemangku
kepentingan.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Pedoman Sistem Pengendalian Internal Guidelines for the Company’s Internal
Perusahaan Control System
Sebagai bagian dari komitmen terhadap tata kelola As part of its commitment to Good Corporate
perusahaan yang baik, Perusahaan menerapkan Governance, the Company implements a structured,
Sistem Pengendalian Internal yang terstruktur, terpadu, integrated, and continuous Internal Control System.
dan berkesinambungan. Sistem Pengendalian Internal This system is designed to provide reasonable assurance
dirancang untuk memberikan keyakinan memadai bahwa that all operational activities and financial reporting are
seluruh kegiatan operasional, pelaporan keuangan, conducted effectively, efficiently, and accountably.
berjalan secara efektif, efisien, dan akuntabel.
6
Aktivitas pengendalian dilaksanakan melalui kebijakan Control activities are carried out through well-
dan prosedur operasional standar yang terdokumentasi documented policies and standard operating
Sustainability Reference
Rujukan Keberlanjutan
dengan baik. Dalam pengendalian pelaporan procedures. In financial reporting control, the Company
keuangan, Perusahaan menerapkan standar akuntansi applies generally accepted accounting standards in
yang berlaku umum di Indonesia serta melakukan Indonesia and conducts reconciliation and tiered review
proses rekonsiliasi dan reviu laporan secara berjenjang. processes. All material transactions and related-party
Setiap transaksi material dan transaksi afiliasi transactions are conducted in accordance with the
dilakukan dengan memperhatikan prinsip kewajaran principles of fairness and compliance with applicable
dan kepatuhan terhadap perundang-undangan yang laws and regulations. A tiered authorization system
berlaku. Sistem otorisasi berjenjang dengan batasan with clearly defined limits of authority is implemented
kewenangan yang jelas diterapkan untuk memastikan to ensure that all business decisions are made in
bahwa setiap keputusan bisnis diambil sesuai tingkat accordance with the appropriate level of responsibility.
tanggung jawabnya. Selain itu perusahaan secara In addition, the Company periodically reviews the
berkala melakukan peninjauan atas efektivitas Sistem effectiveness of the Internal Control System, including 7
Pengendalian Internal, termasuk melalui audit internal, through internal audits, external audits, and risk
Financial Report
Laporan Keuangan
audit eksternal, serta evaluasi manajemen risiko. management evaluations.
Kerangka dan Sistem Pengendalian Internal Control Framework and System
Perusahaan menerapkan kerangka pengendalian The Company implements an internal control framework
internal yang berlandaskan konsep Three Lines of based on the Three Lines of Defense concept as the
Defense sebagai fondasi dalam pengelolaan risiko foundation for comprehensive, integrated, and structured
secara menyeluruh terintegrasi, dan terstruktur. risk management. This framework ensures that roles and
Kerangka ini memastikan bahwa setiap lapisan responsibilities across all levels of the organization are
organisasi memiliki peran dan tanggung jawab clearly defined in identifying, managing, monitoring,
yang jelas dalam proses identifikasi, pengelolaan, and controlling risks efectively and sustainable.
pemantauan, serta pengendalian risiko secara efektif
dan berkesinambungan.
2025 Annual Report PT Elnusa Tbk
421
Page 422
Lini Pertama — First Line of Defense First Line of Defense
Lini pertahanan pertama dijalankan oleh para risk owner The First Line of Defense is carried out by risk owners,
2025 Performance Highlights
yang mencakup Fungsi Operasi, Fungsi Shared Service, which include the Operations Function, Shared Service
serta Anak Perusahaan. Sebagai unit yang berinteraksi Function, and Subsidiaries. As units that are directly
langsung dengan proses bisnis, lini ini bertanggung engaged in business processes, they are responsible
Kilas Kinerja 2025
jawab untuk mengidentifikasi dan mengelola risiko for identifying and managing risks in accordance with
sesuai dengan karakteristik operasional masing-masing the operational characteristics of each respective unit.
unit.
Setiap unit memastikan tersedianya kebijakan dan Each unit responsible for implementing adequate
mekanisme pengendalian yang memadai sebagai policies and control mechanisms as part of ongoing risk
bagian dari upaya mitigasi risiko yang berkelanjutan. mitigation efforts. In performing their duties, these units
1
Dalam pelaksanaan tugasnya, unit-unit pada lini ini report directly to the respective Directors overseeing
memiliki garis pelaporan langsung kepada Direksi yang their functions.
membidangi fungsi terkait.
Lini Kedua — Second Line of Defense Second Line of Defense
Lini pertahanan kedua dijalankan oleh Fungsi Risk The Second Line of Defense is performed by the Risk
Management & Compliance sebagai unit yang Management & Compliance Function as an independent
Laporan Management
Management Report
independen. Fungsi ini berperan dalam mengukur, unit. This function is responsible for measuring,
memantau, dan melaporkan eksposur risiko secara monitoring, and reporting aggregate risk exposures,
agregat, sekaligus mengembangkan metodologi dan as well as developing enterprise risk management
kebijakan Manajemen Risiko Perusahaan. methodologies and policies.
Selain itu, lini kedua memfasilitasi proses pengelolaan In addition, the second line facilitates the risk
2
risiko, memberikan pengawasan dan evaluasi terhadap management process, provides oversight and evaluation
pelaksanaan pengendalian oleh lini pertama, serta of control implementation by the first line, and monitors
memantau rencana mitigasi beserta realisasinya. Fungsi the progress and realization of risk mitigation plans.
Risk Management bertanggung jawab kepada Chief The Risk Management function reports to the Chief Risk
Risk Officer, sedangkan fungsi Compliance bertanggung Officer, while the Compliance function reports to the
jawab kepada Chief Executive Officer. Chief Executive Officer.
Lini Ketiga — Third Line of Defense Third Line of Defense
Profil Perusahaan
Company Profile
Lini pertahanan ketiga dilaksanakan oleh Fungsi Internal The Third Line of Defense is carried out by the Internal
Audit. Sebagai unit yang bersifat independen, Fungsi Audit Function. As an independent unit, Internal Audit is
Internal Audit bertugas untuk memastikan dan menguji responsible for providing assurance on the effectiveness
efektivitas penerapan tata kelola serta pengendalian of governance, risk management, and internal control
risiko yang dilaksanakan oleh lini pertama dan lini kedua. implementation across both the first and second lines of
3
Hasil temuan audit dilaporkan kepada manajemen dan defense. Audit findings are reported to management and
organ pengurus sebagai bahan evaluasi, sekaligus governing bodies as a basis for evaluation, as well as
sebagai pendorong perbaikan dan pengembangan to support continuous improvement and development.
yang berkelanjutan. Fungsi Internal Audit memiliki garis The Internal Audit Function reports directly to the Chief
pelaporan kepada Chief Executive Officer. Executive Officer.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Kesesuaian Sistem Pengendalian Internal Alignment of the Company’s Internal Control
Perusahaan dengan COSO - Internal Control System with the COSO – Internal Control
Framework Framework
Perusahaan memiliki sistem pengendalian internal The Company has an internal control system that refers
yang mengacu kepada kerangka kerja yang diakui to an internationally recognized framework, namely
secara internasional, yakni Committee of Sponsoring the Committee of Sponsoring Organizations of the
Organization of the Treadway Commission (COSO). Treadway Commission (COSO). Based on COSO, an
Berdasarkan COSO, sistem pengendalian internal internal control system is a process involving the Board
merupakan proses yang melibatkan Dewan Komisaris, of Commissioners, the Board of Directors, and all other
Direksi dan seluruh personil lainnya, yang selaras personnel, which is aligned with the Company’s internal
4
dengan sistem pengendalian internal yang ada di control system that continuously strives to enhance
Perusahaan yang terus berupaya meningkatkan sistem organizational control systems by involving all available
kontrol organisasi dengan melibatkan seluruh sumber resources.
daya yang ada.
2025 Annual Report PT Elnusa Tbk
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Komponen Sistem Pengendalian Internal Components of the Company’s Internal
Perusahaan Control System
Dalam menjalankan kegiatan usaha di sektor oil and gas In carrying out its business activities in the oil and gas
services yang memiliki tingkat kompleksitas dan risiko services sector, which involves high levels of complexity
operasional yang tinggi, Perusahaan menerapkan Sistem and operational risk, the Company implements a
Pengendalian Internal yang terstruktur, terintegrasi, dan structured, integrated, and sustainable Internal Control
berkelanjutan. Sistem ini dirancang untuk memberikan System. This system is designed to provide reasonable
keyakinan memadai atas tercapainya tujuan Perusahaan, assurance on the achievement of the Company’s
yang meliputi efektivitas dan efisiensi operasional, objectives, including operational effectiveness and
keandalan pelaporan keuangan, serta kepatuhan efficiency, reliability of financial reporting, and
5
terhadap peraturan perundang-undangan yang berlaku. compliance with applicable laws and regulations.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Sistem Pengendalian Internal Perusahaan mengacu The Company’s Internal Control System refers to
pada praktik terbaik (best practices) yang mencakup best practices, encompassing the following five key
lima komponen utama sebagai berikut: components:
1. Lingkungan Pengendalian (Control Environment) 1. Control Environment
Perusahaan membangun budaya pengendalian The Company fosters a strong control culture
yang kuat melalui penerapan nilai-nilai integritas, through the implementation of integrity, ethics,
etika, dan profesionalisme di seluruh jenjang and professionalism across all levels of the
organisasi. Dewan Komisaris dan Direksi secara organization. The Board of Commissioners and
aktif menetapkan arah strategis serta memastikan the Board of Directors actively set the strategic
penerapan tata kelola perusahaan yang baik direction and ensure the implementation of Good
(Good Corporate Governance). Struktur organisasi Corporate Governance (GCG). The organizational
dirancang secara jelas dengan pembagian tugas, structure is clearly defined, with well-established
6
tanggung jawab, dan wewenang yang tegas untuk roles, responsibilities, and authorities to support
mendukung akuntabilitas. accountability.
Sustainability Reference
Rujukan Keberlanjutan
2. Penilaian Risiko (Risk Assessment) 2. Risk Assessment
Perusahaan secara berkala melakukan identifikasi The Company regularly identifies and evaluates
dan evaluasi terhadap berbagai risiko yang risks that may affect the achievement of its
berpotensi memengaruhi pencapaian tujuan usaha, business objectives, including operational,
termasuk risiko operasional, keuangan, keselamatan financial, occupational safety, environmental,
kerja, lingkungan, serta kepatuhan. Dalam industri and compliance risks. In the oil and gas industry,
minyak dan gas, perhatian khusus diberikan pada particular attention is given to risks related to
risiko terkait keselamatan (Health, Safety, and Health, Safety, and Environment (HSE), energy
Environment/HSE), fluktuasi harga energi, serta price fluctuations, and supply chain disruptions. The
gangguan rantai pasok. Hasil penilaian risiko ini results of these assessments serve as the basis for
menjadi dasar dalam penetapan strategi mitigasi determining effective mitigation strategies.
yang efektif. 7
3. Aktivitas Pengendalian (Control Activities) 3. Control Activities
Financial Report
Laporan Keuangan
Perusahaan menerapkan berbagai kebijakan dan The Company implements various policies and
prosedur pengendalian untuk memitigasi risiko yang control procedures to mitigate identified risks.
telah diidentifikasi. Aktivitas ini mencakup antara These include, among others, segregation of
lain pemisahan fungsi (segregation of duties), duties, transaction authorization, reconciliation,
otorisasi transaksi, rekonsiliasi, pengendalian asset control, and the use of reliable information
atas aset, serta penggunaan sistem teknologi technology systems. In field operations, controls
informasi yang andal. Dalam operasional are enforced through strict standard operating
lapangan, pengendalian dilakukan melalui standar procedures (SOPs), including periodic inspections
operasional prosedur (SOP) yang ketat, termasuk and service quality supervision.
inspeksi berkala dan pengawasan kualitas layanan.
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4. Informasi dan Komunikasi (Information and 4. Information and Communication
Communication)
2025 Performance Highlights
Perusahaan memastikan tersedianya sistem The Company ensures the availability of information
informasi yang mampu menghasilkan data yang systems capable of generating accurate, relevant,
akurat, relevan, dan tepat waktu guna mendukung and timely data to support decision-making. Effective
Kilas Kinerja 2025
pengambilan keputusan. Saluran komunikasi internal and external communication channels are
internal dan eksternal dikembangkan secara established to ensure that all policies, procedures,
efektif untuk memastikan bahwa seluruh kebijakan, and key information are well understood and
prosedur, serta informasi penting dapat dipahami properly implemented by all employees. In addition,
dan dijalankan oleh seluruh karyawan. Selain itu, the Company maintains transparency to stakeholders
Perusahaan juga menjaga transparansi kepada through comprehensive reporting.
1
pemangku kepentingan melalui pelaporan yang
komprehensif.
5. Pemantauan (Monitoring Activities) 5. Monitoring Activities
Efektivitas Sistem Pengendalian Internal dipantau The effectiveness of the Internal Control System
secara berkelanjutan melalui kegiatan audit internal, is continuously monitored through internal audits,
evaluasi manajemen, serta peninjauan independen. management evaluations, and independent reviews.
Laporan Management
Management Report
Unit Audit Internal berperan dalam memberikan The Internal Audit Unit plays a key role in providing
penilaian objektif serta rekomendasi perbaikan objective assessments and recommendations for
atas sistem yang berjalan. Perusahaan juga secara improvement. The Company also proactively
proaktif menindaklanjuti setiap temuan audit guna follows up on audit findings to ensure continuous
memastikan peningkatan berkelanjutan (continuous improvement.
improvement).
2
Secara keseluruhan, Perusahaan berkomitmen untuk Overall, the Company remains committed to continuously
terus memperkuat Sistem Pengendalian Internal sebagai strengthening its Internal Control System as an integral
bagian integral dari pengelolaan risiko dan penerapan part of risk management and the implementation of
tata kelola perusahaan yang baik, guna mendukung good corporate governance, in order to support business
keberlanjutan usaha dan memberikan nilai tambah bagi sustainability and deliver added value to all stakeholders.
seluruh pemangku kepentingan.
Profil Perusahaan
Company Profile
Evaluasi atas Efektivitas Sistem Pengendalian Evaluation of the Effectiveness of the Internal
Internal Tahun 2025 Control System in 2025
Secara berkala, Perusahaan melakukan penelaahan The Company periodically reviews and evaluates the
3
dan evaluasi atas efektivitas sistem pengendalian effectiveness of its internal control system through
internal oleh auditor internal maupun eksternal sesuai both internal and external auditors in accordance
prosedur audit yang berlaku. Evaluasi dilakukan pada with applicable audit procedures. The evaluation is
tingkat korporat maupun tingkat operasional dengan conducted at both the corporate and operational levels
menerapkan dan memelihara sistem pengendalian by implementing and maintaining adequate internal
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
internal dan prosedur pelaporan keuangan yang control systems and financial reporting procedures in
memadai sesuai ketentuan berlaku melalui fungsi Internal line with prevailing regulations through the Internal
Audit dan Manajemen Risiko. Hasil evaluasi menjadi Audit and Risk Management functions. The results of
dasar bagi Perusahaan untuk melakukan perbaikan the evaluation serve as the basis for the Company to
yang berkelanjutan, memperkuat mekanisme kontrol, carry out continuous improvements, strengthen control
serta meningkatkan efisiensi dan transparansi dalam mechanisms, and enhance efficiency and transparency
menjalankan aktivitas bisnis. Melalui pendekatan ini, in conducting business activities. Through this approach,
Perusahaan berkomitmen untuk menjaga implementasi the Company is committed to maintaining the
GCG serta memastikan keberlanjutan bisnis yang sehat implementation of Good Corporate Governance (GCG)
dan berintegritas. and ensuring sustainable, sound, and integrity-driven
business operations.
4
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Pernyataan Direksi dan/atau Dewan Statement of the Board of Directors and/or
Komisaris atas Kecukupan Sistem the Board of Commissioners on the Adequacy
Pengendalian Internal Perusahaan of the Company’s Internal Control System
Dewan Komisaris, melalui komite-komite yang telah The Board of Commissioners, through its established
dibentuk secara berkala melakukan pengkajian atas committees, periodically reviews the Company’s control
lingkungan pengendalian perusahaan dan melakukan environment and conducts independent assessments,
penilaian secara independen yang dikomunikasikan the results of which are communicated to the Board of
kepada Direksi untuk ditindaklanjuti. Reviu yang Directors for follow-up actions. The reviews cover the
dilakukan terkait mekanisme, struktur dan kecukupan mechanisms, structure, and adequacy of the internal
5
infrastruktur pengendalian internal. control infrastructure.
Hal ini tercermin dari kepatuhan dalam pelaksanaan This is reflected in the Company’s compliance with
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
evaluasi atas kecukupan efektivitas penerapan the evaluation of the adequacy and effectiveness of
pengendalian internal yang salah satunya dilakukan internal control implementation, one of which is carried
melalui kegiatan audit internal. Perusahaan selalu out through internal audit activities. The Company
menindaklanjuti rekomendasi yang dihasilkan dari consistently follows up on recommendations resulting
pelaksanaan audit internal, sebagai bentuk usaha from internal audit activities as part of management’s
manajemen perusahaan untuk selalu menyempurnakan efforts to continuously improve the internal control system
sistem pengendalian internal agar bisa secara lebih so that it can operate more effectively and efficiently
efektif dan efisien serta mematuhi ketentuan yang while complying with applicable internal and external
berlaku baik internal maupun eksternal. regulations.
Tahun 2025, Direksi dan Dewan Komisaris memandang In 2025, the Board of Directors and the Board of
bahwa penerapan sistem pengendalian internal di Commissioners consider that the implementation of the
lingkungan Perusahaan sudah cukup memadai. Namun internal control system within the Company is adequate.
6
demikian, Perusahaan akan terus melakukan perbaikan Nevertheless, the Company will continue to enhance the
terkait penerapan sistem pengendalian internal agar implementation of its internal control system to provide
Sustainability Reference
Rujukan Keberlanjutan
dapat memberikan manfaat yang lebih besar lagi bagi greater benefits to the Company.
Perusahaan.
MANAJEMEN RISIKO
RISK MANAGEMENT
Pelaksanaan pengelolaan risiko oleh Perusahaan, The implementation of risk management by the Company,
berdasarkan aspek Good Corporate Governance (GCG) based on Good Corporate Governance (GCG) aspects,
berfokus pada prinsip-prinsip tata kelola perusahaan focuses on the principles of good corporate governance
yang baik (TARIF) untuk memastikan keberlanjutan bisnis (TARIF) to ensure business sustainability and the
dan perlindungan kepentingan pemangku kepentingan. protection of stakeholders’ interests. 7
Financial Report
Laporan Keuangan
Peta Jalan Manajemen Risiko Perusahaan Company Risk Management Roadmap
Berdasarkan PER-2/MBU/03/2023 serta aturan Based on Regulation No. PER-2/MBU/03/2023
turunannya (seperti SK-8/DKU.MBU/12/2023 tentang and its implementing regulations (such as SK-8/DKU.
Indeks Kematangan Risiko), roadmap manajemen risiko MBU/12/2023 concerning the Risk Maturity Index),
kini berfokus pada standardisasi melalui Risk Maturity the risk management roadmap is now focused on
Index (RMI). standardization through the Risk Maturity Index (RMI).
Berikut adalah tabel roadmap yang disusun untuk The following is the roadmap table prepared to meet the
memenuhi standar assessment tingkat kematangan risiko standards of the risk maturity level assessment:
tersebut:
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Predikat Deskripsi Karakteristik Kondisi Operasional
Level
Predicate Description of Characteristics Operational Condition
2025 Performance Highlights
Initial (Awal) Manajemen risiko bersifat ad-hoc, tidak terstruktur, Belum ada kebijakan formal. Pengelolaan risiko sangat
dan hanya dilakukan jika ada masalah besar. bergantung pada individu tertentu, bukan sistem.
Kilas Kinerja 2025
Level 1 Risk management is ad hoc, unstructured, and only There is no formal policy in place. Risk management is highly
<2021 carried out when major issues arise. dependent on certain individuals rather than a system.
Repeatable (Berkembang) Sudah ada kesadaran dan kebijakan dasar, namun Dokumen risiko mulai tersedia (seperti risk register), namun
implementasinya belum seragam di seluruh unit prosesnya masih bersifat administratif dan belum terintegrasi
kerja. dengan strategi bisnis.
1
Level 2 There is already awareness and basic policies in Risk documentation (such as risk registers) is already in
<2026 - 2027 place; however, implementation is not yet consistent place; however, the process remains largely administrative
across all work units. and has not yet been fully integrated with the Company’s
business strategy.
Defined (Terdefinisi) Manajemen risiko telah terstandardisasi di seluruh Standar minimal BUMN. Kerangka kerja risiko sudah
organisasi. Seluruh unit kerja menggunakan bahasa ditetapkan secara formal, dilaporkan secara berkala, dan
dan metodologi yang sama. selaras dengan proses bisnis utama.
Level 3 Risk management has been standardized across the This meets the minimum standard for State-Owned
Laporan Management
<2027 - 2028 organization. All work units use the same language Enterprises (SOEs). The risk framework has been formally
Management Report
and methodology. established, reported periodically, and aligned with core
business processes.
Managed (Terkelola) Risiko dikelola secara proaktif dengan Ada hubungan kuat antara risiko dan kinerja. Manajemen
menggunakan data dan indikator kuantitatif (Key sudah melakukan stress testing dan simulasi dampak risiko
Risk Indicators). terhadap pencapaian target keuangan/operasional.
Level 4 Risks are managed proactively using data and There is a strong linkage between risk and performance.
<2028 - 2029 quantitative indicators (Key Risk Indicators). Management conducts stress testing and simulations of risk
2
impacts on the achievement of financial/operational targets.
Optimized (Optimasi) Manajemen risiko sudah menjadi bagian tak Fokus pada perbaikan berkelanjutan (continuous
terpisahkan dari budaya perusahaan dan improvement). Perusahaan mampu mengubah risiko menjadi
pengambilan keputusan strategis. peluang (keunggulan kompetitif) melalui inovasi dan
fleksibilitas.
Level 5 Risk management has become an integral part of the
<2029 - 2030 Company’s culture and strategic decision-making. There is a focus on continuous improvement. The Company
is able to transform risks into opportunities (competitive
advantages) through innovation and flexibility.
Profil Perusahaan
Company Profile
Unit Pengelola Manajemen Risiko Risk Management Unit
Enterprise Risk Management (ERM) dalam perusahaan Enterprise Risk Management (ERM) within the Company
memiliki struktur yang terorganisir dan sistematis is structured in an organized and systematic manner
3
sesuai dengan prinsip Good Corporate Governance in accordance with Good Corporate Governance
(GCG). Fungsi ERM berada di bawah Direktur (GCG) principles. The ERM function operates under the
Keuangan berdasarkan SK Direksi No. 790/EN/ Finance Director based on Board of Directors’ Resolution
KPTS/005D/2022 (11 Oktober 2022) tentang Struktur No. 790/EN/KPTS/005D/2022 dated October 11,
dan Susunan Organisasi Enterprise Risk Management. 2022 concerning the Organizational Structure and
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Risk Owner dan Risk Champion adalah perpanjang Composition of Enterprise Risk Management. Risk
tangan dari Fungsi ERM dalam pengelolaan risiko di Owners and Risk Champions act as extensions of
Fungsi, Proyek, dan Anak Perusahaan, sesuai dengan the ERM function in managing risks across functions,
SK Direksi No. 601/EN/KPTS/000D/2022 tanggal projects, and subsidiaries, in accordance with Board of
1 November 2022 tentang Penunjukan Risk Owner dan Directors’ Resolution No. 601/EN/KPTS/000D/2022
Risk Champion Fungsi dan Proyek/Tender. dated November 1, 2022 concerning the Appointment
of Risk Owners and Risk Champions for functions and
projects/tenders.
Dalam melakukan pengawasan atas implementasi In overseeing the implementation of Risk Management to
Manajemen Risiko untuk memastikan kepatuhan dan ensure compliance and effectiveness, the ERM function
efektivitasnya, fungsi ERM melaporkan pengelolaan reports risk management activities periodically to the
4
risiko secara berkala kepada Direktur yang membawahi Director overseeing the Risk Management function,
fungsi Manajemen Risiko, Komite Pemantau Risiko, dan the Risk Monitoring Committee, and the Internal Audit
Fungsi Internal Audit. function.
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Finance Director
(Chief Risk Officer)
Senior Manager
Enterprise Risk Management
5 Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Project & Investment Strategic Corporate
Risk Management Risk Management
Jumlah Personel, Kualifikasi Dan Sertifikasi Number of Personnel, Qualifications,
Fungsi Enterprise Risk Management (ERM) and Certifications of the Enterprise Risk
Management (ERM) Function
Seluruh personil Fungsi ERM yang berjumlah 7 (tujuh) All ERM Function personnel, totaling 7 (seven)
orang telah memiliki sertifikasi terkait Manajemen Risiko individuals, have obtained certifications related to
dalam menjalankan tugas dan tanggung jawabnya, Risk Management in carrying out their duties and
yaitu sebagai berikut: responsibilities, as follows:
6
Sustainability Reference
Rujukan Keberlanjutan
Sertifikasi Dikeluarkan Oleh Jumlah Personel Fungsi
Certifications Issued by ERM
Total ERM personnels
Certified Risk Management Professional 1. LSPMR (Lembaga Sertifikasi Profesi Manajemen 1. 3 Perwira
(CRMP) Risiko) 3 persons
2. BNSP (Badan Nasional Sertifikasi Profesi) 2. 4 Perwira
4 persons
Program Pengembangan Kapabilitas Sumber Risk Management Human Capital Capability
Daya Manusia (SDM) Manajemen Risiko Development Program 7
Financial Report
Laporan Keuangan
Dalam meningkatkan kualitas SDM sesuai dengan To enhance the quality of human capital in line with
perkembangan dan kebutuhan Perusahaan untuk the Company’s development and needs in carrying out
pelaksanaan tugas Manajemen Risiko di tahun 2025, risk management functions in 2025, both ERM Function
baik personel Fungsi ERM maupun Risk Owner dan personnel as well as Risk Owners and Risk Champions
Risk Champion telah mengikuti berbagai program participated in various capability development
pengembangan kapabilitas. Tujuannya adalah untuk programs. These programs aim to strengthen knowledge
meningkatkan pengetahuan dan kemampuan. Beberapa and competencies. The capability development
program pengembangan kapabilitas yang diikuti programs undertaken are as follows:
sebagai berikut:
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Tema/Judul Waktu
Training/Workshop/Seminar Pelaksanaan Penyelenggara
No.
2025 Performance Highlights
Training/Workshop/Seminar Theme/Title Venue/Date Organizer
1. Workshop Managing Your Project Risk (ISO 215022022 Guidance 30-31 Januari 2025 LSPMR
Kilas Kinerja 2025
on Project Management Implementation Training Course) January 30-31, 2025,
2. Training dan Sertifikasi Internal Auditor BCMS Subholding Upstream
BCMS Internal Auditor Training and Certification 11 – 12 Feb 2025 - GRC Indonesia -
February 11 – 12, PROXSIS
2025,
1
3 Workshop Business Process & Job Description 17 Juni 2026 In house - PT Letmi ITB
June 17, 2026,
4 Business Performance Excellence Assessment (BPEA) berbasis KKEP 3-4 Juli 2025 Inhouse
(Kriteria Kinerja Ekselen Pertamina) July 3-4, 2025
Business Performance Excellence Assessment (BPEA) based on KKEP
(Pertamina's Excellent Performance Criteria)
Laporan Management
Management Report
5 Tax Planning 9 Juli 2025 Inhouse
July 9, 2025
6 Training Sistem Management Pengamanan 8-11 Juli 2025 Inhouse
Security Management System Training July 8-11, 2025
7 Project Risk Training 11 Juli 2025 Inhouse
July 11, 2025
2
8 [FLUX Academy] Level Up Your Corporate Deck with Canva (Canva 30 Juli 2025 Inhouse
Part II) July 30, 2025
9 FGD Counterparty & Contractual Risk Rating (Corring) Regional & 18-19 September Subholding Upstream
Anak Perusahaan Services (APS) Di Subholding Upstream 2025
FGD Counterparty & Contractual Risk Rating (Corring) Regional & September 18-19,
Subsidiary Services (APS) in Upstream Subholding 2025
10 Rapat Koordinasi Direktorat Manajemen Risiko Subholding Upstream 22-25 September Subholding Upstream
Profil Perusahaan
Company Profile
Group 2025 2025
Upstream Group Subholding Risk Management Directorate September 22-25,
Coordination Meeting 2025 2025
11 Economic Outlook 2025: From Uncertainty to Opportunity 26 September 2025 Inhouse
September 26, 2025
3
12 Sharing Session: Navigating Global Uncertainty "Strategic Insight For 17 Oktober 2025 Inhouse
2026" October 17, 2025
13 Beyond Profit: Integrating Profitability, Liquidity and Leverage 29 Oktober 2025 Inhouse
October 29, 2025
14 Sosialisasi Kontrak Berisiko terkait OFAC Sanction List 1 Desember 2025 Subholding Upstream
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Risky Contract Socialization related to OFAC Sanctions List December 1, 2025
15 Training Security Risk Assessment 2.0 23-24 Desember Inhouse
2025
December 23-24,
2025
16 FGD Pengembangan Metodelogi Agregasi Risiko, Pengembangan 29-30 Desember Subholding Upstream
Metodologi Pengukuran Efektivitas Pengendalian Risiko dan 2025 - IRBA
Pengembangan Aplikasi & Penerapan Risk Appetite December 29-30,
Focus Group Discussion (FGD) on the Development of Risk 2025
Aggregation Methodology, Development of Risk Control Effectiveness
Measurement Methodology, and Development of Applications and
Implementation of Risk Appetite
4
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Peran dan Tanggung Jawab Fungsi Enterprise Roles and Responsibilities of the Enterprise
Risk Manajemen Risk Management Function
Rincian peran dan tanggung jawab Fungsi ERM The detailed roles and responsibilities of the ERM
diuraikan di bawah ini: Function are as follows:
1. Membantu Direktur yang membawahi Fungsi 1. To assist the Director overseeing the Risk
Manajemen Risiko dalam menyusun sistem Management Function in developing the Company’s
manajemen risiko Perusahaan. risk management system;
2. Merumuskan kebijakan pengelolaan risiko 2. To formulate the Company’s risk management
perusahaan. policies;
5
3. Mempersiapkan dan memastikan agar implementasi 3. To prepare and ensure that the implementation of
manajemen risiko Perusahaan dapat berjalan the Company’s risk management runs effectively
dengan lancar dan sesuai target yang direncanakan and in line with the planned targets, in accordance
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
sesuai dengan kebijakan, prosedur, dan instruksi with the Company’s risk management policies,
kerja manajemen risiko perusahaan. procedures, and work instructions;
4. Mengkoordinasikan risk owners dan risk champions 4. To coordinate Risk Owners and Risk Champions
di seluruh Fungsi (Operasi dan Shared Services) across all functions (Operations and Shared
melaksanakan proses pengelolaan risiko Services) in implementing the Company’s risk
perusahaan. management processes;
5. Pemantauan pelaksanaan strategi manajemen risiko 5. To monitor the implementation of risk management
yang telah disetujui oleh Direksi. strategies approved by the Board of Directors;
6. Pemantauan posisi risiko secara keseluruhan 6. To monitor the overall (composite) risk position, by
(composite), per jenis risiko, dan per jenis aktivitas type of risk and by functional activity;
fungsional.
7. Kaji ulang secara berkala terhadap proses 7. To conduct periodic reviews of the risk management
manajemen risiko. process;
6
8. Melakukan manajemen risiko aktivitas rutin dan 8. To manage risks related to both routine and non-
tidak rutin perusahaan. routine Company activities;
Sustainability Reference
Rujukan Keberlanjutan
9. Memberikan rekomendasi kepada Risk Owner Unit 9. To provide recommendations to Unit Risk Owners
dan/atau kepada Komite Manajemen Risiko, sesuai and/or to the Risk Management Committee, in
kewenangan yang dimiliki. accordance with its authority;
10. Menyusun dan menyampaikan laporan profil 10. To prepare and submit periodic risk profile reports
Risiko kepada Direktur Utama atau Direktur yang to the President Director or the specifically assigned
ditugaskan secara khusus dan komite Manajemen Director and to the Risk Management Committee;
Risiko secara berkala.
11. Berkoordinasi dengan Internal Audit dalam 11. To coordinate with Internal Audit in the preparation
penyusunan perencanaan audit berbasis risiko. of risk-based audit planning.
Sistem Manajemen Risiko Perusahaan Corporate Risk Management System 7
Financial Report
Laporan Keuangan
Sebagai alat utama dalam mendukung proses As a primary tool in supporting the risk management
pengelolaan risiko, Perusahaan telah membangun process, the Company has developed an Enterprise Risk
Enterprise Risk Management System (ERMS). Sistem Management System (ERMS). This system facilitates
ini memfasilitasi identifikasi dan pengelolaan risiko risk identification and management through both
melalui pendekatan bottom-up dan top-down, sehingga bottom-up and top-down approaches, providing a more
memberikan gambaran risiko yang lebih komprehensif comprehensive view of risks across all organizational
di seluruh lini organisasi. Saat ini, ruang lingkup ERMS levels. Currently, the scope of ERMS includes Risk
mencakup Risk Register Self Assessment (RRSA), proses Register Self Assessment (RRSA), monitoring processes,
monitoring, serta pelaporan risiko secara terintegrasi. and integrated risk reporting.
Seluruh data yang diinput ke dalam ERMS telah melalui All data entered into the ERMS undergoes a tiered
proses verifikasi dan validasi berjenjang, mulai dari verification and validation process, starting from the
Risk Champion, Risk Owner, hingga fungsi Enterprise Risk Champion, Risk Owner, up to the Enterprise Risk
Risk Management Elnusa Holding. Proses review dan Management function at Elnusa Holding. The review
persetujuan profil risiko dilakukan secara digital melalui and approval of risk profiles are conducted digitally
aplikasi ERMS, yang memiliki kekuatan hukum dan through the ERMS application, which carries legal
akuntabilitas setara dengan persetujuan manual (tanda validity and accountability equivalent to manual (wet
tangan basah). Informasi yang dihasilkan dari ERMS signature) approvals. Information generated from the
2025 Annual Report PT Elnusa Tbk
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juga dimanfaatkan oleh Divisi Internal Audit sebagai ERMS is also utilized by the Internal Audit Division
dasar dalam pelaksanaan Risk-Based Audit, sehingga as a basis for conducting Risk-Based Audits, thereby
2025 Performance Highlights
meningkatkan efektivitas dan fokus audit terhadap area enhancing the effectiveness and focus of audits on high-
berisiko tinggi. risk areas.
Kilas Kinerja 2025
Pada tahun 2025, Per usahaan melakukan In 2025, the Company further developed the ERMS
pengembangan ERMS yang mencakup peningkatan by enhancing both mobile and web interfaces to be
antarmuka (interface) mobile dan web menjadi lebih more user-friendly, as well as introducing a Project &
user-friendly, serta pengembangan Modul Project & Investment Module. This development is designed to
Investasi. Pengembangan ini dirancang untuk mendukung support more specific risk management for projects and
pengelolaan risiko pada proyek dan investasi secara investments, in line with the evolving business needs of
1
lebih spesifik, serta disesuaikan dengan kebutuhan bisnis Elnusa.
Elnusa yang terus berkembang.
Profil Risiko Tahun 2025 dan Mitigasinya Risk Profile in 2025 and Its Mitigation
Melalui proses Pengelolaan Risk Register On Going Through the Risk Register On-Going Business (OGB)
Laporan Management
Management Report
Business (OGB), Perusahaan memperoleh peta seluruh management process, the Company obtains a
risiko Corporate. Selanjutnya, Unit Kerja Enterprise Risk comprehensive mapping of all corporate risks.
Management menentukan risiko-risiko yang berpengaruh Subsequently, the Enterprise Risk Management Unit
signifikan terhadap arah Perusahaan yang terangkum identifies risks that have a significant impact on the
dalam profil risiko yang diperoleh dari pendekatan Company’s direction, which are consolidated into a
bottom up dan top down. risk profile derived from both bottom-up and top-down
2
approaches.
Selera Risiko (Risk Appetite) dan Toleransi Risk Appetite and Risk Tolerance
Risiko (Risk Tolerance)
Dalam kerangka penerapan manajemen risiko yang Within the framework of integrated risk management
terintegrasi, Perusahaan menetapkan selera risiko (risk implementation, the Company establishes risk appetite
Profil Perusahaan
Company Profile
appetite) dan toleransi risiko (risk tolerance) sebagai and risk tolerance as part of the context-setting process
bagian dari proses penetapan konteks (establishing the (establishing the context) in accordance with ISO
context) sebagaimana diatur dalam ISO 31000. 31000.
Selera risiko (risk appetite) didefinisikan sebagai tingkat Risk appetite is defined as the level and type of risk
3
dan jenis risiko yang bersedia diambil oleh Perusahaan the Company is willing to take in order to achieve its
dalam rangka mencapai tujuan strategis, dengan tetap strategic objectives, while considering its risk capacity
mempertimbangkan kapasitas risiko (risk capacity) serta and the expectations of stakeholders. The determination
ekspektasi para pemangku kepentingan. Penetapan of risk appetite is carried out in a structured manner
risk appetite dilakukan secara terstruktur melalui: through:
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
• Penjabaran sasaran strategis dan target kinerja • A breakdown of the Company’s strategic objectives
Perusahaan; and performance targets;
• Identifikasi kategori risiko utama (strategis, • Identification of key risk categories (strategic,
operasional, keuangan, kepatuhan, dan reputasi); operational, financial, compliance, and
reputational);
• Penetapan batasan risiko (risk limits) baik secara • Establishment of risk limits, both on an aggregate
agregat maupun per kategori risiko; basis and per risk category;
• Persetujuan oleh Direksi dan pengawasan oleh • Approval by the Board of Directors and oversight
Dewan Komisaris. by the Board of Commissioners
Selera risiko tersebut divisualisasikan dalam bentuk The defined risk appetite is then visualized in the form
4
parameter atau matriks risiko yang menjadi acuan of risk parameters or a risk matrix, which serves as
dalam pengambilan keputusan dan pelaksanaan a reference in decision-making and the execution of
aktivitas operasional. operational activities.
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Legal,
Financial Corporate
Governance Business
Strategic Risk Investment Risk Operational Risk Management Image Risk
& Compliance Environment Risk
Risk
Risk
Gambar Risk Appetite Perusahaan
Keterangan: warna hijau menunjukkan tingkat risiko rendah (low risk), sedangkan warna kuning menunjukkan tingkat
risiko menengah (moderate risk).
5
Company Risk Appetite Illustration
Description: green indicates a low risk level, while yellow indicates a moderate risk level.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Sejalan dengan hal tersebut, toleransi risiko (risk In line with this, risk tolerance refers to the level of
tolerance) merupakan tingkat deviasi atau variasi deviation or variation that the Company is willing to
yang masih dapat diterima oleh Perusahaan terhadap accept from the established risk appetite parameters,
parameter risk appetite yang telah ditetapkan, setelah after taking into account the effectiveness of internal
mempertimbangkan efektivitas pengendalian internal controls and risk mitigation measures. Risk tolerance
dan tindakan mitigasi risiko. Toleransi risiko ditetapkan is defined through both quantitative and qualitative
dalam bentuk indikator kuantitatif maupun kualitatif, indicators, including:
antara lain:
• Batasan finansial (misalnya: kerugian maksimum, • Financial limits (e.g., maximum loss, revenue
variabilitas pendapatan); variability)
6
• Indikator operasional (misalnya: tingkat gangguan • Operational indicators (e.g., service disruption
layanan, downtime); levels, downtime)
Sustainability Reference
Rujukan Keberlanjutan
• Indikator kepatuhan (misalnya: tingkat • Compliance indicators (e.g., level of regulatory
pelanggaran regulasi); violations)
• Indikator reputasi dan keberlanjutan. • Reputation and sustainability indicators
Penetapan dan pemantauan toleransi risiko dilakukan The determination and monitoring of risk tolerance are
secara berkelanjutan untuk memastikan bahwa carried out on an ongoing basis to ensure that actual risk
eksposur risiko aktual tetap berada dalam batas yang exposure remains within acceptable limits. In the event
dapat diterima. Apabila terjadi pelampauan terhadap that risk exposure exceeds the established tolerance
batas toleransi yang ditetapkan, maka Perusahaan thresholds, the Company is required to undertake timely
wajib melakukan eskalasi, evaluasi, dan penyesuaian escalation, evaluation, and adjustment of mitigation
strategi mitigasi secara tepat waktu. strategies.
7
Seluruh kerangka risk appetite dan risk tolerance The overall risk appetite and risk tolerance framework
Financial Report
Laporan Keuangan
tersebut diintegrasikan ke dalam proses tata is integrated into the Company’s governance processes
kelola Perusahaan sesuai dengan prinsip-prinsip in accordance with the principles of Good Corporate
Good Corporate Governance, yaitu transparansi, Governance, namely transparency, accountability,
akuntabilitas, responsibilitas, independensi, dan responsibility, independence, and fairness, to ensure
kewajaran, guna memastikan pengelolaan risiko yang that risk management is effective, measurable, and
efektif, terukur, dan selaras dengan pencapaian tujuan aligned with the achievement of the Company’s long-
jangka panjang Perusahaan. term objectives.
2025 Annual Report PT Elnusa Tbk
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Analisis dan Pembahasan Manajemen Profil Perusahaan Laporan Management Kilas Kinerja 2025
432
4 Management Discussion and Analysis 3 Company Profile 2 Management Report 1 2025 Performance Highlights
2025 Annual Report
PT Elnusa Tbk
Page 433
Profil Risiko Utama dan Penanganannya Tahun 2025
Key Risk Profile and Its Management in 2025
Risk Event Risk Cause Aktivitas Risk Treatment
Cyber Attack 1. Terdapatnya kerentanan 1. Mengaktifkan Audit-Log pada semua system aplikasi di Elnusa
5
pada system mulai dari (direkomendasikan di Januari)
aplikasi dan infastruktur 2. Melakukan Penetration test terjadwal terhadap Seluruh system IT baik
pendukung di Elnusa; aplikasi maupun infrastruktur;
2. Kurang User Awarenes 3. Pemasangan End point security di perangkat user;
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
terhadap kemanan Sistem 4. Mekanisme backup dan restore database dan system
Informasi; 5. Treatment terkait Pelindungan Data Pribadi (PDP)
6. Persiapan implementasi ISMS (ada audit Maturity level dari BSSN)
1. The presence of vulnerabil- 7. Peningkatan keamanan infrastruktur (termasuk di lapangan)
ities in systems, including 8. Persiapan implementasi BCMS (DRP-DRC).
applications and support- 9. Sertifikasi personel untuk cyber security
ing infrastructure at Elnusa; 10. Penerapan prosedur restore database (evidence laporan restore
2. Lack of user awareness re- backup database 3 bulanan)
garding information system 11. Membatasi akses ke jaringan elnusa hanya personal dan device yang
security. sudah di berikan otorisasi;
12. Sosialisasi kebijakan IT terkait security (al: penggantian password,
Penggunaan MFA etc);
1. Enable audit logs across all application systems in Elnusa (recommend-
ed in January)
2. Conduct scheduled penetration testing for all IT systems, including
applications and infrastructure
3. Implement endpoint security on user devices
4. Establish database and system backup and restore mechanisms
5. Implement measures related to Personal Data Protection (PDP)
6
6. Prepare for ISMS implementation (including maturity level audit by
BSSN)
7. Enhance infrastructure security (including field operations)
Sustainability Reference
Rujukan Keberlanjutan
8. Prepare for BCMS implementation (DRP-DRC)
9. Provide cybersecurity certification for personnel
10. Implement database restore procedures (evidence: quarterly database
backup restore reports)
11. Restrict access to the Elnusa network to authorized personnel and
devices only
12. Conduct awareness and dissemination of IT security policies (e.g.,
password changes, MFA usage, etc.)
7
Financial Report
Laporan Keuangan
2025 Annual Report PT Elnusa Tbk
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Risk Event Risk Cause Aktivitas Risk Treatment
2025 Performance Highlights
Target HSSE 1. Identifikasi & mitigasi risiko 1. Melakukan review dan update HIRADC , JS, HRA
Excellence tidak dilakukan; 2. Melakukan sosilisasi materi HSSE (CLSR, Safety Work Practice)
Tidak Tercapai 2. Kompetensi pekerja 3. Forum komunikasi mitra kerja (Vendor Annual Meeting) dan ENCORE
yang tidak memenuhi (Elnusa HSSE Contractor Meeting)
Kilas Kinerja 2025
persyaratan; 4. Supervision:
3. Kurangnya koordinasi; • MWT Management.
4. Prosedur kerja tidak ada/ • MWT Assessment Guideline.
belum update; • High Rank on The Spot (Walk Arround & Safety Patrol).
5. Peralatan kerja yang tidak 5. Review & Revise:
lengkap, tidak sesuai atau • Engage Risk Awareness & Knowledge Post Job Shift Review.
tidak laik pakai; • SOP/IK Based on What is Writen must be followed, Equipment
6. Keterbatasan ketersediaan to be used Based on Document, Informed, Socialize &
APD dan kondisinya yang Accessible.
1
tidak sesuai standar; • MOC for any Changes of SOP/IK, Tools & Equipment.
7. Kurangnya awareness 6. Legal / Contract Compliance
pekerja terhadap • Requirement vs Actual in terms of Personnel, Tools-Equipment &
kesehatan; Vehicle.
• Use of designated equipment instead of manual practice with
13. Risk identification and hand tools.
mitigation are not carried • Cross Function Assessment (Checklist Tools & Equipment dan
out; Document)
14. Workers’ competencies • Koordinasi dengan SCM dan Operasi untuk kebutuhan APD
do not meet the required • Program penguatan HSSE terutama dengan meningkatkan
Wellness program khususnya untuk P4-P5-P6
Laporan Management
standards;
Management Report
15. Lack of coordination; • Rutin dilakukan Daily Check Up di Warehouse
16. Work procedures are un- • Melakukan health campaign
available or not updated; • Memberikan reminder untuk melakukan follow up hasil MCU
17. Work equipment is incom-
plete, unsuitable, or not in
proper condition; 1. Conduct review and updates of HIRADC, JS, and HRA
18. Limited availability of PPE 2. Deliver HSSE material socialization (CLSR, Safety Work Practice)
and conditions that do not 3. Organize communication forums with partners (Vendor Annual Meet-
meet standards; ing) and ENCORE (Elnusa HSSE Contractor Meeting)
2
19. Lack of worker awareness 4. Supervision:
regarding health. • MWT Management
• MWT Assessment Guideline
• High Rank On The Spot (Walk Around & Safety Patrol)
5. Review & Revise:
• Engage Risk Awareness & Knowledge Post Job Shift Review
• Ensure SOP/IK are followed as written; equipment usage aligns
with documented procedures; information is communicated,
socialized, and accessible
• Implement MOC for any changes to SOP/IK, tools, and
equipment
Profil Perusahaan
6. Ensure legal and contract compliance
Company Profile
• Align requirements vs. actual conditions in terms of personnel,
tools/equipment, and vehicles
• Use designated equipment instead of manual practices with hand
tools
• Conduct cross-function assessments (checklists for tools, equipment,
and documents)
• Coordinate with SCM and Operations for PPE requirements
3
• Strengthen HSSE programs, especially by enhancing wellness
programs (particularly for P4–P5–P6)
• Conduct routine daily check-ups in the warehouse
• Run health campaigns
• Provide reminders for follow-up on MCU (Medical Check-Up)
results
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
4
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Risk Event Risk Cause Aktivitas Risk Treatment
Produktivitas 1. NPT (kerusakan alat); 1. Peningkatan pelaksanaan maintenance preventive & corrective;
asset based 2. Kendala Operasional, 2. Disiplin melakukan Functional test untuk alat-alat sewa sebelum dikirim
tidak tercapai Kehumasan, Litology dan ke lapangan (Operasi, SCM & Asset)
Faktor Alam; 3. Mencari alternatif peralatan yang memiliki fungsi dan kualitas yang
3. Term kontrak on call bases sama atau pekerjaan lain dengan requirement alat yang sama.
(program Kerja Klien), 4. Melaksanakan koordinasi antar fungsi terkait dalam project, baik
Kontrak yang merugikan; dengan pihak client maupun dengan internal perusahaan;
4. Utilisasi Asset tidak 5. Melakukan monitoring atas schedule project agar sesuai dengan
optimal (al: Elsa Regent); timeline yang telah di sepakati dengan client;
5. Program kerja client dalam 6. Koordinasi atas program sosialisasi kepada tokoh masyarakat dan
proses pengajuan usulan pemimpin daerah setempat;
atau proses perijinan, 7. Melakukan koordinasi dengan badan pemerintahan (BMKG) setempat
5
atau tata waktu program terhadap kondisi alam
berubah/tertunda dan/ 8. Meningkatkan upaya negosisasi untuk peningkatan drainase kontrak
atau adanya perubahan agar utilisasi ditingkatkan oleh client;
kebijakan internal client 9. Mengusahakan skema kontrak adalah time charter basis sehingga
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
(al: Program Komitmen ETSA tetap memperoleh revenue meskipun kapal sedang standby
Kerja Pasti/ KKP); 10. Melakukan komunikasi dan close coordination dengan klien perihal
6. Penurunan Service Rate; rencana kerja dan memastikan rencana kerja klien align dengan plan
7. Keusangan Technology; rencana utilisasi kapal
11. Memanfaatkan durasi standby karena perubahan rencana kerja
klien untuk melaksanaan maintenance wajib kapal, misal monthly
maintenance maupun docking
12. Mencoba melakukan kerja sama dengan perusahaan lain dalam hal
penyiapan peralatan seismic marine (Streamer)
13. Melakukan kaji kelayakan (Feasiblity study) utilsiasi Elsa Regent
termasuk kajian Investasi dan Market yang tersedia
14. Koordinasi dengan Pihak Client mengenai program kerjanya,
perijinan, persyaratan, dan tata waktu perizinan.
15. Berpartisipasi aktif dalam KKP (Komitmen Kerja Pasti)
16. Koordinasi dengan Pihak Client Utama (al: PHM), dalam hal rencana
kerja kerja sehingga bisa dimajukan ke SKK Migas/Pemberi kerja;
17. Melakukan alignment program kerja antara Elnusa & klien sebagai
bagian Sub Holding Upstream
18. Mengajukan penolakan atas pengajuan penurunan harga apabila
dari sisi P/L tidak sesuai atau dapat menimbulkan kerugian;
6
19. Peningkatan service deliverability dengan meningkatkan efisiensi pada
masing-masing proyek;
20. Berperan aktif keanggotaan PEPSINDO dalam standarisasi harga
Sustainability Reference
Rujukan Keberlanjutan
survei geophysical
21. Koordinasi team operasi, ARP dan SPCM untuk Merancang rencana
untuk menggantikan teknologi yang mendekati keusangan
22. MKT Melakukan roadshow terhadap client terkait arah
perkembangan teknologi yang akan digunakan dan Ops menjelaskan
pada client pros & cons untuk penggunaan alat teknologi yang akan
digunakan efeknya terhadap biaya,operasi/safety, dan outputnya
23. Melakukan pembaharuan teknologi terhadap peralatan jika bisa
di lakukan, apabila tidak bisa dilakukan pembaharuan maka, akan
dilakukan penghapusan terhadap peralatan tersebut;
7
Financial Report
Laporan Keuangan
2025 Annual Report PT Elnusa Tbk
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Risk Event Risk Cause Aktivitas Risk Treatment
2025 Performance Highlights
Asset-based 1. NPT (Non-Productive Time) 1. Enhance the implementation of preventive and corrective maintenance;
productivity due to equipment failure; 2. Ensure discipline in conducting functional tests for rental equipment
targets were 2. Operational constraints, before deployment to the field (Operations, SCM & Asset);
not achieved. public relations issues, 3. Seek alternative equipment with similar functions and quality, or other
Kilas Kinerja 2025
lithology, and natural work requiring the same equipment specifications;
factors; 4. Strengthen cross-functional coordination within projects, both with clients
3. On-call contract terms and internally;
(client work programs) and 5. Monitor project schedules to ensure alignment with agreed timelines
unfavorable contracts; with clients;
4. Suboptimal asset utilization 6. Coordinate socialization programs with community leaders and local
(e.g., Elsa Regent); authorities;
5. Client work programs in 7. Coordinate with local government agencies (e.g., BMKG) regarding
proposal or permitting environmental and natural conditions;
1
stages, changes or delays 8. Intensify negotiation efforts to improve contract drainage so that asset
in scheduling, and/or utilization can be increased by the client;
changes in the client’s 9. Strive for time charter contract schemes so that ETSA continues to
internal policies (e.g., Firm generate revenue even when vessels are on standby;
Work Commitment/KKP 10. Maintain close communication and coordination with clients regarding
programs); work plans and ensure alignment with vessel utilization plans;
6. Decrease in service rates; 11. Utilize standby periods due to client schedule changes to carry out
7. Technological obsoles- mandatory vessel maintenance (e.g., monthly maintenance and
cence. docking);
12. Explore partnerships with other companies in preparing marine seismic
Laporan Management
equipment (e.g., streamer);
Management Report
13. Conduct feasibility studies on the utilization of Elsa Regent, including
investment and market analysis;
14. Coordinate with clients regarding work programs, permits,
requirements, and permitting timelines;
15. Actively participate in Firm Work Commitment (KKP) programs;
16. Coordinate with key clients (e.g., PHM) regarding work plans to be
proposed to SKK Migas/employers;
17. Align work programs between Elnusa and clients as part of the
Subholding Upstream;
2
18. Reject proposed price reductions if they are not aligned with P/L
considerations or may lead to losses;
19. Improve service deliverability by increasing efficiency in each project;
20. Actively participate in PEPSINDO membership for geophysical survey
price standardization;
21. Coordinate among Operations, ARP, and SPCM teams to design plans
for replacing aging technologies;
22. Marketing conducts roadshows to clients regarding future technology
directions, while Operations explains pros & cons (cost, operations/
safety, and output impacts);
23. Upgrade equipment technology where feasible; otherwise, proceed
Profil Perusahaan
with asset disposal if upgrades are not possible.
Company Profile
3
Long Unbilled 1. Proses kontrak yang lama; 1. Memastikan terpenuhinya SP3MP dan/atau kontak seiring pekerjaan
AR 2. Terjadinya hambatan berjalan
proses SA/BA; 2. Memonitor sirkulasi dokumen kontrak
3. Mekanisme pembayaran 3. Mengirimkan surat/email reminder kepada PIC fungsi terkait di Client
mengunakan pembayaran jika ada indikasi unbilled lebih dari 30 hari
berdasarkan job progress; 4. Memonitor implementasi i-vendor di SHU Group untuk mendorong
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
4. Hambatan budget di percepatan signing SA/BA oleh PIC client
client; 5. Melakukan pengecekan kelengkapan kontrak dan dokumen sebelum
5. Adanya kerja tambah menjalankan pekerjaan (checklist kontrak dan PO)
diluar scope kontrak; 6. Melakukan upaya pengusulan ke Klien untuk term of payment
bulanan
7. Rekonsiliasi status unbilled dengan PIC di Client
8. Melakukan pengecekan kelengkapan dokumentasi jika ada
penambahan/ perubahan pekerjaan dengan melaksanakan tertib
adminstrasi
1. Lengthy contract processes; 1. Ensure the fulfillment of SP3MP and/or contracts in line with ongoing
2. Obstacles in the SA/BA work;
process; 2. Monitor the circulation of contract documents;
3. Payment mechanisms 3. Send reminder letters/emails to the relevant PIC at the client side if
based on job progress; there are indications of unbilled items exceeding 30 days;
4. Budget constraints on the 4. Monitor the implementation of i-vendor within the SHU Group to
client side; accelerate SA/BA signing by the client’s PIC;
4
5. Additional work outside 5. Check the completeness of contracts and documents before
the contract scope. commencing work (contract and PO checklist);
6. Propose monthly payment terms to clients;
7. Reconcile unbilled status with the client’s PIC;
8. Verify the completeness of documentation for any additional or revised
work by ensuring proper administrative compliance.
2025 Annual Report PT Elnusa Tbk
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Risk Event Risk Cause Aktivitas Risk Treatment
Target EBITDA 1. Adanya pelaksanaan 1. Mencari potensi tender/ pekerjaan alternatif
tidak tercapai pekerjaan bergeser/ batal 2. Memonitor secara periodik realiasi rencana pelaksanaan tender oleh
/mundur dari Client; client
2. Gagal/Kalah Tender 3. Mencari potensi tender/ pekerjaan alternatif (termasuk Non
(harga diatas OE); Pertamina/Overseas)
3. Target bisnis baru yang 4. Monitoring sales plan agar target tercapai
terdapat di dalam RKAP 5. Melakukan komunikasi intensif dengan pihak Client dan berpatispasi
tidak mencapai tahapan Aktif dalam kegiatan Sinergi Pertamina
Execution; 6. Optimalisasi penyusunan harga
4. Tidak tercapainya realisasi 7. Melakukan review dan analisis yang lebih mendalam pada dokumen
kontrak (OM/EPC); tender (draft kontrak dan RKS) oleh seluruh memastikan kontrak tidak
5. Kenaikan Cost/ ABO; merugikan Perusahaan.
5
6. Fluktuasi Nilai Tukar; 8. Kontrak Project dengan Partner yang ahli di bisnis baru yang sedang
7. Risiko kemitraan dengan ditangani
pihak ketiga (al. Tingginya 9. Melakukan evaluasi berkala atas progress setiap prospek business
biaya subcon karena development
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
ketergantungan terhadap 10. Melakukan perbaikan strategi pengadaan agar lebih sesuai dengan
Vendor, Partner tidak persyaratan client termasuk penerapan kontrak blanket
perform/ Mitra tidak 11. Melakukan penyesuaian definisi Lumpsum dengan klien sehingga Klien
kompeten); & EPC OM memiliki pemahaman yang sama.
8. Penerapan sanksi black 12. Peningkatan Effective Project Management terutama kompetensi PM
card (PTK 007) 24 bln dalam planning & eksekusi (Operasi) berdasarkan PMBOK
& pembekuan CSMS 13. Melakukan pendekatan / proaktif dalam mengusulkan pekerjaan ke
(PTK005); client sehingga dapat diterbitkannya WO
14. Melakukan monitoring dan evaluasi realisasi P/L secara periodik
15. Melaksanakan program Optimus
16. Menyusun kebutuhan USD vs ketersediaan USD secara berkala untuk
menjaga NOP
17. Memonitor pergerakan nilai tukar USD-IDR dan Net Open Position
Perusahaan
18. Menggunakan mekanisme Jisdor untuk kontrak yang menggunakan
mata uang USD untuk meminimalkan kerugian selisih kurs
19. Melakukan investasi terhadap alat yang belum dimiliki;
20. Selektif Investasi sejalan dengan program-progam dari pihak Client:
21. Melaksanakan kerja sama dengan mitra kerja yang kompeten
22. Melakukan adendum waktu dan scope untuk pekerjaan existing di
6
PHM
23. Mengikuti tender di PHM/ SHU/ Pertamina Group melalui anak
perusahaan baru yang sudah memenuhi syarat keikutsertaan
Sustainability Reference
Rujukan Keberlanjutan
24. Mengikuti tender bersama strategic partners
The EBITDA 1. Work execution 1. Identify potential alternative tenders/work opportunities;
target was not postponed, canceled, or 2. Periodically monitor the realization of the client’s tender execution
achieved. delayed by the client; plans;
2. Failed/lost tenders (bid 3. Explore alternative tenders/work opportunities (including Non-
price above Owner Pertamina/Overseas);
Estimate/OE); 4. Monitor sales plans to ensure targets are achieved;
3. New business targets in 5. Maintain intensive communication with clients and actively participate in
the RKAP not reaching the Pertamina synergy initiatives;
execution stage; 6. Optimize pricing strategies;
4. Failure to achieve contract 7. Conduct thorough review and analysis of tender documents (draft
realization (OM/EPC); contracts and RKS) to ensure they are not detrimental to the Company;
5. Increase in costs/ABO; 8. Execute project contracts with partners who have expertise in new
6. Exchange rate fluctuations; business areas being handled;
7. Partnership risks with 9. Perform periodic evaluations of each business development prospect;
third parties (e.g., high
subcontracting costs due
10. Improve procurement strategies to better align with client requirements,
including the implementation of blanket contracts;
7
to vendor dependency, 11. Align the definition of lump sum with clients to ensure a shared
Financial Report
Laporan Keuangan
underperforming or understanding between clients and EPC OM;
incompetent partners); 12. Enhance effective project management, particularly PM competencies in
8. Imposition of blacklisting planning and execution (Operations) based on PMBOK;
sanctions (PTK 007) for 24 13. ITake a proactive approach in proposing work to clients to enable the
months and suspension of issuance of Work Orders (WO);
CSMS (PTK 005). 14. Monitor and evaluate P/L realization periodically;
15. Implement the Optimus program;
16. Prepare periodic USD requirements vs. USD availability to maintain
Net Open Position (NOP);
17. Monitor USD-IDR exchange rate movements and the Company’s Net
Open Position;
18. Utilize the JISDOR mechanism for USD-denominated contracts to
minimize exchange rate losses;
19. Invest in equipment not yet owned;
20. Ensure selective investments aligned with client programs;
21. Establish partnerships with competent partners;
22. Carry out time and scope addendums for existing work at PHM;
23. Participate in tenders within PHM/SHU/Pertamina Group through
eligible new subsidiaries;
24. Participate in tenders together with strategic partners.
2025 Annual Report PT Elnusa Tbk
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Page 438
Risk Event Risk Cause Aktivitas Risk Treatment
Realisasi 1. Adanya Pergesaran tata 1. Melakukan monitoring tata waktu dan volume pekerjaan di Client
2025 Performance Highlights
investasi tidak waktu atau pembatalan market untuk mengupdate tata waktu pekerjaan di Client.
tercapai pelaksanaan pekerjaan 2. Mengganti investasi yang tidak terealisasi dengan investasi prioritas
dari pihak Client; kedua yang memenuhi kriteria kelayakan perekonomian.
2. Keterlambatan dari pihak 3. Memiliki alternatif suplier (EPN - Mobil Tanki)
Kilas Kinerja 2025
fabrikator; 4. Peningkatan monitoring s-curve pengerjaan oleh supplier
3. Terjadinya perubahan/ 5. Melakukan analisas perubahan/penurunan nilai investasi sesuai
penurunan nilai investasi dengan scope of work di dalam kontrak
(spek, harga dan
kuantitas);
The investment 1. Changes in schedule 1. Monitor work schedules and volumes in the client market to update
realization or cancellation of work project timelines accordingly;
1
target was not execution by the client; 2. Replace unrealized investments with second-priority investments that
achieved. 2. Delays from the fabricator; meet economic feasibility criteria;
3. Changes or reductions 3. Establish alternative suppliers (e.g., EPN – tank trucks);
in investment value 4. Enhance monitoring of supplier work progress using S-curve tracking;
(specifications, price, and 5. Conduct analysis on changes/reductions in investment value in
quantity). accordance with the contract’s scope of work.
Target 1. Perubahan kebijakan 1. Memastikan tercapainya target KPI dari Pemberi Kerja dan
Throughput subholding C&T meningkatkan keterlibatan manajemen dalam mengusahakan prospek
tidak tercapai (Permindahan/ infrastruktur, chemical & Transportasi untuk meminimalisir pengalihan
Laporan Management
pengambilalihan bisnis project
Management Report
transportasi dan niaga 2. Mengedepankan value added pada servis yang diberikan
dari Petrofine ke Patra (menekankan keunggulan EPN dibanding dengan kompetitor (Patlog)
logistik); terkait dengan kinerja dan efisiensi harga, dan reminder kepada client
2. Keterlambatan terkait kompetensi & Portofolio EPN di setiap Unit Bisnis.
pembangunan project 3. Merencanakan strategi bisnis lain diluar bisnis eksisting termasuk
infrastruktur; mencari Customer di luar Pertamina untuk memperluas pengembangan
3. Project yang stop Pasar.
kerjasama dan operasi 4. Intensive review secara menyeluruh dengan masukan dari seluruh
(tidak diperpanjang); fungsi di Legal, Operasi, Finance SPCM, dan Risk dari mulai tahap
2
4. Berkurangnya jatah perumusan klausul di draft kontrak dan dan disampaikan melalui
alokasi jumlah BBM yang permintaan klarifikasi ke Klien.
dapat dibeli dari Kilang 5. Memiliki alternatif vendor sebagai backup jika kontraktor eksisting
Pertamina Internasional mengalami perlambatan
(KPI); 6. Monitoring berkala terhadap progres pembangunan.
5. Skema Blending import 7. Menempatkan personil EPN di lokasi, melakukan investasi aset untuk
BBM di bisnis BBMI tidak mengunci ketergantungan antara pemberi kerja dengan EPN
memperoleh tambahan 8. Memaksimalkan pengadaan BBM melalui impor
kuota; 9. Negosiasi dengan C&T agar harga lebih kompetitif
10. Melakukan pertemuan dengan Dirjen Migas terkait peningkatan kuota
Fame untuk EPN
Profil Perusahaan
Company Profile
The throughput 1. Changes in subholding 1. Ensure the achievement of KPI targets set by the Employer and enhance
target was not C&T policies (transfer/ management involvement in pursuing infrastructure, chemical, and
achieved takeover of transportation transportation prospects to minimize project reallocation;
and trading businesses 2. Emphasize value-added services (highlighting EPN’s advantages over
from Petrofine to Patra competitors such as Patlog in terms of performance and cost efficiency,
Logistik); and reinforcing EPN’s competence and portfolio across business units
2. Delays in infrastructure to clients);
3
project development; 3. Develop alternative business strategies beyond existing operations,
3. Projects with discontinued including expanding the customer base outside Pertamina;
cooperation and 4. Conduct intensive and comprehensive reviews involving Legal,
operations (not extended); Operations, Finance (SPCM), and Risk functions from the contract
4. Reduction in the allocation drafting stage, and communicate through clarification requests to
quota of fuel that can be clients;
purchased from Kilang 5. Maintain alternative vendors as backups in case existing contractors
Pertamina Internasional experience delays;
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
(KPI); 6. Perform periodic monitoring of project development progress;
5. The fuel blending import 7. Deploy EPN personnel on-site and invest in assets to strengthen
scheme in the BBMI dependency between the employer and EPN;
business does not receive 8. Maximize fuel procurement through imports;
additional quota. 9. Negotiate with C&T to achieve more competitive pricing;
10. Engage with the Directorate General of Oil and Gas (Dirjen Migas) to
increase FAME quota for EPN.
4
2025 Annual Report PT Elnusa Tbk
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Risiko Anti Kecurangan dan Penyuapan Anti-Fraud and Anti-Bribery Risk
(Fraud & Bribery)
Perusahaan telah menerapkan Sistem Manajemen The Company has implemented an Anti-Bribery
Anti-Penyuapan dan memperoleh sertifikasi ISO Management System and obtained ISO 37001:2016
37001:2016. Perusahaan juga telah melakukan certification. The Company has also conducted mapping
pemetaan serta penilaian risiko fraud dan bribery and assessment of fraud and bribery risks across all
pada seluruh proses bisnis untuk mengidentifikasi business processes to identify potential vulnerabilities,
potensi kerentanan, sehingga langkah pencegahan dan enabling preventive and control measures to be
pengendalian dapat dilakukan secara dini. Penilaian implemented at an early stage. This assessment is
ini dilakukan dengan mempertimbangkan perspektif carried out by considering the Company’s operational
5
operasional perusahaan, di mana hasilnya menjadi perspective, and the results serve as the basis for
dasar dalam penetapan kebijakan, prosedur, serta establishing policies, procedures, and mitigation action
rencana aksi mitigasi. plans.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Prosedur Penilaian Risiko Kecurangan dan Penyuapan The Fraud and Bribery Risk Assessment Procedure serves
ini berfungsi sebagai: as:
• Panduan Strategis: Mengarahkan perusahaan • A Strategic Guideline: Directing the Company in
dalam menerapkan penilaian risiko yang selaras implementing risk assessments aligned with the Anti-
dengan Sistem Manajemen Anti-Fraud dan Fraud and Anti-Bribery Management System;
Anti-Penyuapan.
• Identifikasi Potensi: Memetakan peristiwa risiko • Identification of Potential Risks: Mapping risk events
yang berpotensi memicu tindak kecurangan atau that may trigger fraud or bribery within each
penyuapan di setiap fungsi. function;
• Mitigasi dan Pencegahan: Mencegah terjadinya • Mitigation and Prevention: Preventing the
atau berulangnya tindak kecurangan melalui occurrence or recurrence of fraud through
6
langkah mitigasi yang terukur. measurable mitigation actions;
• Peningkatan Kesadaran: Membangun awareness • Awareness Enhancement: Building employee
Sustainability Reference
Rujukan Keberlanjutan
karyawan terhadap risiko fraud dan bribery di awareness of fraud and bribery risks in the
lingkungan kerja. workplace;
• Pemetaan Fungsi: Memberikan gambaran • Functional Mapping: Providing an overview of
titik rawan kecurangan di tiap unit kerja untuk vulnerable points for fraud in each work unit to
menghindari penyimpangan oleh oknum karyawan. prevent misconduct by individuals.
Seluruh hasil penilaian risiko ini diintegrasikan ke All results of these risk assessments are integrated into
dalam Enterprise Risk Management System (ERMS) dan the Enterprise Risk Management System (ERMS) and
menjadi bagian dari Risk Register. Data tersebut dikelola become part of the Risk Register. The data is managed
oleh Risk Owner serta Risk Champion di tingkat fungsi, by Risk Owners and Risk Champions at the function,
proyek, maupun anak perusahaan untuk dievaluasi dan project, and subsidiary levels for continuous evaluation
ditangani (risk treatment) secara berkelanjutan. and risk treatment. 7
Financial Report
Laporan Keuangan
Business Continuity Management Business Continuity Management
Perusahaan telah menginisiasi penyusunan Pedoman The Company has initiated the development of Business
Business Continuity Management System (BCMS) Continuity Management System (BCMS) Guidelines
yang bertujuan untuk memandu Perusahaan dalam aimed at guiding the Company in implementing BCMS.
mengimplementasikan BCMS. BCMS menjadi suatu BCMS is essential as it prepares and trains the Company
keharusan karena mempersiapkan dan melatih to maintain resilience in critical business operations,
Perusahaan agar mempunyai ketahanan dalam ensuring that operations can continue in the event
operasional bisnis kritikal, sehingga apabila terjadi of disasters or disruptions. The Company is required
bencana atau gangguan proses operasional bisnis to establish policies or procedures derived from the
tersebut akan tetap berjalan. Perusahaan harus memiliki Company’s Risk Management Policy. These policies or
kebijakan atau prosedur yang merupakan turunan dari procedures may take the form of general controls and
Kebijakan Pengelolaan Risiko Perusahaan. Kebijakan specific controls, namely operational controls that are
atau prosedur tersebut dapat berupa pengendalian both general and specific to each business line and
umum dan pengendalian spesifik yaitu pengendalian supporting activities. Therefore, the Company must
operasional yang bersifat umum dan spesifik pada implement a BCMS.
masing-masing lini bisnis dan aktivitas pendukung
Perusahaan oleh sebab itu Perusahaan harus memiliki
BCMS.
2025 Annual Report PT Elnusa Tbk
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2025 Performance Highlights
Kilas Kinerja 2025
1
Laporan Management
Management Report
2
Pedoman Business Continuity Management System The Business Continuity Management System Guidelines
merupakan pedoman bagi Fungsi Enterprise Risk serve as a reference for the Enterprise Risk Management
Profil Perusahaan
Company Profile
Management serta Fungsi terkait lainnya sebagai Function and other related functions as a basis for
dasar dalam pengelolaan kegiatan Operasional managing the Company’s operational activities in an
Perusahaan yang terpadu dan menyeluruh untuk integrated and comprehensive manner to ensure that
menjamin kegiatan Operasional Perusahaan tetap operations can continue despite disruptions, disasters,
dapat berjalan walaupun terdapat gangguan/ or damage, thereby protecting stakeholders’ interests.
3
bencana/kerusakan guna melindungi kepentingan Such disruptions, disasters, or damage may be caused
para stakeholder. Gangguan/bencana/ kerusakan by natural or human factors, including earthquakes,
yang dimaksud disebabkan oleh alam maupun manusia fires, floods, power failures, technical errors, human
berupa gempa bumi, kebakaran, banjir, power failure, negligence, labor strikes, riots, and others. The
kesalahan teknis, kelalaian manusia, demo buruh, huru- resulting damage may not only affect the Company’s
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
hara dan sebagainya. Kerusakan yang terjadi tidak technological capabilities but also disrupt its business
hanya berdampak pada kemampuan teknologi suatu operations. If disaster handling is not managed properly,
Perusahaan, tetapi juga berdampak pada kegiatan the Company may face operational risks, which can
Operasional bisnis Perusahaan. Penanganan suatu also impact reputational risk and reduce public trust in
bencana bila tidak ditangani secara khusus, maka the Company. Therefore, effective Business Continuity
Perusahaan akan menghadapi risiko operasional, juga Management is essential for the Company.
akan mempengaruhi risiko reputasi dan berdampak
pada menurunnya tingkat kepercayaan publik kepada
Perusahaan. Untuk itu diperlukan adanya pengelolaan
Business Continuity Perusahaan.
4
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5 Good Corporate Governance
Tata Kelola Perusahaan yang Baik
6
Kinerja BCMS Tahun 2025 BCMS Performance in 2025
Sustainability Reference
Rujukan Keberlanjutan
Sejak tahun 2025, Perusahaan telah memulai proses Since 2025, the Company has initiated the development
pengembangan dan implementasi BCMS secara and implementation of a Business Continuity
terstruktur dengan mengacu pada standar ISO Management System (BCMS) in a structured manner,
22301:2019. Proses tersebut meliputi penyusunan referring to ISO 22301:2019 standards. The process
kebijakan BCMS, identifikasi risiko dan Business Impact includes the development of BCMS policies, risk
Analysis (BIA), penyusunan Business Continuity Plan identification and Business Impact Analysis (BIA),
(BCP), pelaksanaan awareness dan pelatihan, hingga preparation of Business Continuity Plans (BCP),
uji coba (simulasi) untuk memastikan efektivitas rencana implementation of awareness programs and training, as
keberlangsungan bisnis. Seluruh tahapan tersebut well as testing (simulations) to ensure the effectiveness
dilakukan secara bertahap dan berkesinambungan of business continuity plans. All these stages are carried
sebagai bagian dari persiapan menuju sertifikasi. out progressively and continuously as part of the 7
preparation for certification.
Financial Report
Laporan Keuangan
Kegiatan implementasi ISO 22301:2019 selama The implementation of ISO 22301:2019 throughout
periode tahun 2025 telah dilakukan secara konsisten 2025 has been carried out consistently in accordance
sesuai roadmap yang ditetapkan, mencakup with the established roadmap, covering the
penguatan dokumen, peningkatan kapabilitas sumber strengthening of documentation, enhancement of human
daya manusia, serta integrasi BCMS dengan proses resource capabilities, and integration of BCMS into the
bisnis Perusahaan. Company’s business processes.
Adapun tujuan utama dari penerapan dan sertifikasi The primary objective of implementing and certifying
BCMS adalah untuk memperoleh sertifikasi ISO BCMS is to obtain ISO 22301:2019 certification as
22301:2019 sebagai bentuk pengakuan atas a form of recognition of the Company’s readiness and
kesiapan dan ketangguhan Perusahaan dalam resilience in managing business continuity. In addition,
mengelola keberlangsungan bisnis. Selain itu, BCMS BCMS is expected to enhance stakeholder confidence,
juga diharapkan dapat meningkatkan kepercayaan strengthen risk governance, and ensure the long-term
stakeholder, memperkuat tata kelola risiko, serta sustainability of the Company’s operations.
memastikan keberlanjutan operasional Perusahaan
dalam jangka panjang.
2025 Annual Report PT Elnusa Tbk
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Fungsi/ Unit Sumber Daya yang
No Sasaran Target PIC Rencana Pencapaian
Kerja Dibutuhkan
2025 Performance Highlights
Objective
Function/Unit Achievement Plan Achievement Plan Required Resources
Kilas Kinerja 2025
1 Pelaksanaan 1 kali per Semua fungsi Sekretariat • Menjadwalkan • Sumber daya
Audit Internal ISO tahun SMKB, Fungsi pelaksanaan audit manusia
22301:2019 BCMS terkait internal • Ruang dan
Internal Audit 1 time per All functions SMKB • Memastikan peralatan audit
Implementation of ISO year Secretariat, pelaksanaan audit internal
22301:2019 BCMS related functions internal • Perlengkapan audit
• Schedule the internal
implementation of the • Human resources
internal audit • Internal audit room
1
• Ensure the and equipment
implementation of the • Internal audit tools
internal audit
2 Pelaksanaan simulasi 1 kali per Fungsi terkait Sekretariat • Menjadwalkan • Sumber daya
tahun SMKB, Fungsi waktu pelaksanaan manusia
terkait simulasi • Ruang dan
Simulation Exercise 1 time per All functions SMKB • Memastikan peralatan simulasi
Implementation year Secretariat, pelaksanaan simulasi (tentative apabila
related functions • Menyusun skenario diperlukan)
simulasi • Human resources
Laporan Management
• Schedule the • Simulation room and
Management Report
simulation timeline equipment (tentative,
• Ensure the if required)
implementation of the
simulation
• Develop the
simulation scenario
3 Kesesuaian daftar 80% Semua fungsi Sekretariat • Memastikan • Sumber daya
periksa kelengkapan SMKB monitoring checklist manusia
2
SMKB dilakukan secara • Checklist
rutin • Ruang dan
Compliance of SMKB All functions SMKB Secretariat • Ensure routine peralatan untuk
Checklist monitoring monitoring
of checklist • Human resources
implementation • Checklist
• monitoring room and
equipment
4 Pemahaman Tim SMKB 70% Tim SMKB Sekretariat • Menjadwalkan • Sumber daya
terkait penerapan SMKB, HC program pelatihan manusia
SMKB di Perusahaan kepada tim SMKB • Ruang dan
Profil Perusahaan
Company Profile
• Memastikan program peralatan pelatihan
SMKB Team SMKB team SMKB pelatihan kepada tim • Perlengkapan tim
Understanding of SMKB Secretariat, HC SMKB terlaksana SMKB
Implementation in the • Schedule training • Perlengkapan survey
Company programs for the pemahaman
SMKB team • Human resources
• Ensure the • Training room and
implementation of equipment
3
training programs for • SMKB team tools
the SMKB team • Understanding
survey tools
5 Pelaksanaan 1 kali Semua fungsi Sekretariat • Menjadwalkan • Sumber daya
sosialisasi/ awareness SMKB, HC pelaksanaan manusia
kepada pekerja sosialisasi/ • Ruang dan
Socialization / 1 time All functions SMKB awareness melalui peralatan pelatihan
Analisis dan Pembahasan Manajemen
broadcast Perlengkapan
Management Discussion and Analysis
Awareness to Secretariat, HC •
Employees Memastikan broadcast
pelaksanaan • Human resources
sosialisasi/ • Training room and
awareness melalui equipment
broadcast • Broadcast tools
• Schedule the
implementation
of socialization/
awareness via
broadcast Ensure
the implementation
of socialization/
awareness via
broadcast
4
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Pengukuran Jan Feb Mar Apr Mei Jun Jul Agt Sep Okt Nov Des
Pencapaian Target Metode Pengukuran
Target Achievement Measurement Method
Measurement Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Setiap akhir tahun Jumlah pelaksanaan audit internal
At year-end Number of internal audit implementations
5 Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Setiap akhir tahun Jumlah simulasi
At year-end Number of simulations conducted
Sebelum audit Persentase (%) kesesuaian daftar periksa
eksternal Percentage (%) of checklist compliance
Before external audit
6
Sustainability Reference
Rujukan Keberlanjutan
Setiap akhir tahun Persentase (%) nilai post test training
At year-end SMKB
test training SMKB
Percentage (%) of SMKB training post-
test scores
Setiap akhir tahun Jumlah broadcast yang dilaksanakan
7
At year-end Number of broadcasts conducted
Financial Report
Laporan Keuangan
2025 Annual Report PT Elnusa Tbk
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Upaya Peningkatan Budaya Risiko Risk Culture Enhancement Initiatives
2025 Performance Highlights
Fungsi Enterprise Risk Management (ERM) senantiasa The Enterprise Risk Management (ERM) Function
berupaya meningkatkan komitmen Pimpinan Perusahaan continuously strives to strengthen the commitment of
untuk memberikan dukungan dan kontribusi penuh the Company’s leadership to provide full support and
Kilas Kinerja 2025
dalam pelaksanaan manajemen risiko. Salah satu contribution to the implementation of risk management.
fokus utama adalah mengembangkan budaya sadar One of the key focuses is to develop a risk awareness
risiko (risk awareness culture) ke seluruh lini organisasi culture across all levels of the organization, emphasizing
Perusahaan dengan menitikberatkan konsep bahwa the principle that risk is everyone’s responsibility (“risk is
risiko merupakan tanggung jawab setiap individu (risk everybody’s business”).
1
is everybody's business).
Upaya ini dilakukan melalui sosialisasi yang These efforts are carried out through continuous
berkelanjutan serta pengembangan kompetensi dan socialization, competency development, and risk
proses pembelajaran risiko, baik secara umum maupun learning processes, both general and specialized. In
khusus. Pada tahun 2025, sejumlah pelatihan dan 2025, a number of training sessions and socialization
sosialisasi telah dilaksanakan, antara lain sebagai programs were conducted, including the following:
berikut:
Laporan Management
Management Report
1. Pelatihan Manajemen Risiko Terintegrasi Pelatihan 1. Integrated Risk Management Training. This training
ini bertujuan untuk meningkatkan pemahaman aims to enhance employees’ understanding of
karyawan terkait identifikasi, penilaian, mitigasi, risk identification, assessment, mitigation, and
dan monitoring risiko yang terintegrasi dalam monitoring integrated into the Company’s business
proses bisnis Perusahaan. processes.
2
2. Workshop Risk Awareness untuk Manajemen Lini 2. Risk Awareness Workshop for First-Line
Pertama Melibatkan para manajer lini pertama Management. Involving first-line managers to
untuk meningkatkan kemampuan dalam mengenali strengthen their ability to identify and respond to
dan merespons risiko secara cepat dan tepat. risks promptly and appropriately.
3. Sosialisasi Kebijakan dan Prosedur Manajemen 3. Socialization of Risk Management Policies and
Risiko Dilaksanakan secara berkala untuk Procedures
memastikan seluruh
4. Karyawan memahami kebijakan dan prosedur yang 4. Conducted periodically to ensure that all employees
Profil Perusahaan
Company Profile
berlaku dalam pengelolaan risiko. understand the applicable policies and procedures
in risk management.
Dengan adanya program-program ini, diharapkan Through these programs, it is expected that awareness
kesadaran dan pemahaman terhadap manajemen and understanding of risk management across all levels
3
risiko di seluruh tingkat organisasi semakin meningkat, of the organization will continue to improve, supporting
mendukung pencapaian tujuan strategis Perusahaan the sustainable achievement of the Company’s strategic
secara berkelanjutan. Pada tahun 2025 telah objectives. In 2025, training and socialization programs
dilaksanakan pelatihan dan sosialisasi antara lain were carried out, including the following:
sebagai berikut:
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tema/Judul Upskilling Waktu & Tempat
No.
Upskilling Theme/Title Time & Venue
1 Kick Off Penyusunan All Risk & Top Risk Tahun 2025 berdasarkan 23 Januari 2025 - Online
Permen KBUMN Nomor 2 Tahun 2023 Januari 23, 2025, Online
Kick Off Preparation of All Risk & Top Risk 2025 based on Minister of
SOE Regulation No. 2 of 2023
2 Sosialisasi Implementasi KBUMN No. 02/2023 & Penyusunan All 13 Februari 2025 - Jakarta
Risk OGB February 13, 2025, Jakarta
Socialization on the Implementation of SOE Regulation No. 02/2023
& Preparation of All Risk OGB
4
3 Diskusi Priority Project Elnusa Tahun 2025 14 Februari 2025 - Jakarta
Discussion on Elnusa Priority Projects 2025 February 14, 2025, Jakarta
4 Briefing Session untuk CRP Training Level BOD-1 24 April 2025 - Ms Teams
Briefing Session for CRP Training Level BOD-1 24 April, 2025, Online
5 ERM Breakthrough Program 16 Mei 2025 - Jakarta
May 16, 2025, Jakarta
2025 Annual Report PT Elnusa Tbk
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Tema/Judul Upskilling Waktu & Tempat
No.
Upskilling Theme/Title Time & Venue
6 Workshop Penyusunan Risk Register & Top Risk 2026 27 Mei 2025 - Jakarta
Workshop on Risk Register & Top Risk 2026 Development May 27, 2025, Jakarta
7 Awareness ISO 22301:2019 Business Continuity Management 11 Agustus 2025 - Jakarta
System (BCMS) August 11, 2025, Jakarta
8 Workshop Pengisian Risk Register Project 16 September 2025 - Jakarta
Workshop on Project Risk Register Completion September 16, 2025, Jakarta
9 Persiapan Materi Kontrak Joint Venture (JV) di PT Elnusa Tbk terkait 16 Oktober 2025 - Online
5
Tindak Lanjut Contractual & Counterparty Risk Rating (CORRING) October 16, 2025, Online
Preparation of Joint Venture (JV) Contract Materials at PT Elnusa
Tbk related to Follow-up on Contractual & Counterparty Risk Rating
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
(CORRING)
10 Kick Off Implementasi ISO 22301:2019 - Sistem Manajemen 21Oktober 2025 - Online
Keberlangsungan Bisnis (BCMS) October 21, 2025, Online
Kick Off Implementation of ISO 22301:2019 – Business Continuity
Management System (BCMS)
11 Risk Campaign Anak Perusahaan - PT Elnusa Petrofin 10 November 2025 - Jakarta
Risk Campaign for Subsidiary – PT Elnusa Petrofin November 10, 2025, Jakarta
12 Training Internal Auditor BCMS 13-14 November 2025 - Jakarta
November 13-14, 2025, Jakarta
13 Risk Campaign Anak Perusahaan PT Elnusa Tbk - PT Elnusa Fabrikasi 21 November 2025 - Jl. Iskandarsyah
Konstruksi November 21, 2025, Jakarta
Risk Campaign for Subsidiary – PT Elnusa Tbk (PT Elnusa Fabrikasi
Konstruksi)
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14 Risk Management Forum Elnusa Tahun 2025 10 Desember 2025 - Jakarta
Elnusa Risk Management Forum 2025 Desember 10, 2025, Jakarta
Sustainability Reference
Rujukan Keberlanjutan
15 Risk Campaign Anak Perusahaan - ETSA 16 Desember 2025 - Jakarta
Risk Campaign for Subsidiary – ETSA December 16, 2025, Jakarta
Monitoring dan Review Kinerja Manajemen Monitoring and Review of Risk Management
Risiko Performance
Kinerja manajemen risiko diukur dan dinilai berdasarkan Risk management performance is measured and
pencapaian Key Performance Indicator (KPI) yang assessed based on the achievement of Key Performance
dinilai secara tahunan dan merupakan bentuk Indicators (KPIs), which are evaluated annually and
komitmen manajemen mulai dari risk owner sampai reflect management’s commitment from Risk Owners 7
Direktur Utama. Beberapa indikator dalam KPI kinerja up to the President Director. The key indicators in risk
Financial Report
Laporan Keuangan
Manajemen Risiko adalah sebagai berikut: management performance KPIs include:
1. Risk assessment; 1. Risk assessment;
2. Risk treatment; 2. Risk treatment;
3. Loss event; 3. Loss events;
4. Communication dan consultation. 4. Communication and consultation.
Berdasarkan realisasi kinerja tahun 2025, rata-rata Based on the performance realization in 2025, the
pencapaian KPI kinerja Manajemen risiko tahun 2025 average achievement of risk management KPIs in 2025
adalah 109,75%. Risk owner dan risk champion telah was109.75%. Risk Owners and Risk Champions have
menjalankan tugas dan tanggung jawabnya sebagai carried out their duties and responsibilities in managing
pengelolaan risiko termasuk penilaian efektivitas risks, including assessing the effectiveness of risk
pelaksanaan risk treatment oleh risk owners (pemegang treatment implementation by Risk Owners (accountability
akuntabilitas) dan risk champions (pemegang holders) and Risk Champions (responsibility holders)
responsibilitas) di Fungsi Operasi maupun Fungsi Shared across both Operational Functions and Shared Services
Services. Functions.
2025 Annual Report PT Elnusa Tbk
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Page 446
Evaluasi atas Efektivitas Sistem Manajemen Evaluation of the Effectiveness of the Risk
Risiko Tahun 2025 Management System in 2025
2025 Performance Highlights
Pengukuran Risk Maturity Indeks (RMI) atau tingkat The measurement of the Risk Maturity Index (RMI), or the
kematangan pengelolaan risiko merupakan suatu proses level of risk management maturity, is a process to ensure
Kilas Kinerja 2025
untuk memasikan penerapan manajemen risiko yang that the implementation of risk management has been
sudah dijalankan sesuai dengan yang direncanakan carried out in accordance with the plan and aligned
dan sesuai dengan best practice suatu penerapan with best practices in risk management implementation.
Manajemen Risiko.
Penilaian Indeks Kematangan Risiko (Risk Maturity The Risk Maturity Index (RMI) assessment at PT Elnusa
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Indeks/RMI) pada PT Elnusa Tbk Tahun 2025 Tbk for 2025 was conducted by the BPKP team in
dilaksanakan oleh Tim BPKP dengan counterpart coordination with PT Elnusa Tbk. The assessment was
PT Elnusa Tbk. Penilaian dilaksanakan berdasarkan carried out based on the Assignment Letter of the Director
Surat Tugas Direktur Pengawasan Badan Usaha of Supervision for Energy and Mining State-Owned
Energi dan Pertambangan Nomor PE.05.02/ST-504/ Enterprises No. PE.05.02/ST-504/D504/1/2025 dated
D504/1/2025 tanggal 17 September 2025 yang September 17, 2025, followed by Assignment Letter
dilanjutkan dengan Surat Tugas Direktur Pengawasan No. PE.05.04/ST-586/D504/1/2025 dated October
Laporan Management
Management Report
Badan Usaha Energi dan Pertambangan Nomor 24, 2025. The RMI assessment criteria refer to the
PE.05.04/ST-586/D504/1/2025 tanggal 24 Oktober Decree of the Deputy for Finance and Risk Management
2025. Kriteria penilaian RMI berdasarkan Surat of the Ministry of State-Owned Enterprises No. SK-8/
Keputusan Deputi Bidang Keuangan dan Manajemen DKU.MBU/12/2023 concerning Technical Guidelines
Risiko Kementerian BUMN Nomor SK-8/DKU. for RMI Assessment within State-Owned Enterprises, with
MBU/12/2023 tentang Petunjuk Teknis Penilaian RMI a total MRI score of 2.4 (Developing Phase).
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di Lingkungan Badan Usaha Milik Negara dengan hasil
Total Skor MRI : 2,4 (Fase Berkembang).
Pernyataan Direksi atas Kecukupan Sistem Statement of the Board of Directors on
Manajemen Risiko Perusahaan the Adequacy of the Company’s Risk
Management System
Profil Perusahaan
Company Profile
Direksi atas nama seluruh jajaran perusahaan telah The Board of Directors, on behalf of the entire
menandatangani komitmen manajemen risiko pada management, has signed a risk management commitment
tanggal 31 Oktober 2022 yang telah diperbarui pada on October 31, 2022, which was subsequently
tanggal 31 Oktober 2024 sebagai bentuk taat pada updated on October 31, 2024, as a form of adherence
prinsip, kerangka kerja dan proses Manajemen Risiko. to the principles, framework, and processes of Risk
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Direksi memandang bahwa penerapan manajemen Management. The Board of Directors considers that the
risiko di lingkungan Perusahaan pada tahun 2024 implementation of risk management within the Company
sudah memadai serta mampu menjawab tantangan in 2024 has been adequate and capable of addressing
pengelolaan risiko sepanjang tahun buku. risk management challenges throughout the fiscal year.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Penerapan sistem manajemen risiko tersebut untuk The implementation of the risk management system is
mencapai visi Perusahaan menjadi "Perusahaan Jasa aimed at achieving the Company’s vision of becoming
Energi Terkemuka yang Memberikan Solusi Total". a “Reputable Energy Services Company by Providing
Selain itu, sebagai perwujudan misi Perusahaan: Total Solutions.” In addition, it supports the realization
Meningkatkan kelangsungan bisnis yang berkelanjutan of the Company’s mission to enhance sustainable and
dan menguntungkan dalam industri energi dalam profitable business continuity in the domestic and
negeri dan internasional serta untuk memenuhi international energy industry; to meet shareholder
harapan pemegang saham, memenuhi dan menjaga expectations; to fulfill and maintain customer satisfaction
kepuasan pelanggan dengan memberikan solusi total by delivering total solutions through synergy, operational
melalui sinergi, operational excellence, HSSE, dan excellence, HSSE, and GCG principles; to improve
prinsip-prinsip GCG, meningkatkan kesejahteraan employee welfare and provide opportunities for
dan memberikan kesempatan untuk berkembang bagi development; and to build harmonious and mutually
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karyawan, membangun hubungan yang harmonis dan beneficial relationships with the government, partners,
saling menguntungkan dengan pemerintah, mitra, dan and the community.
masyarakat.
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447
5 6 7
Tata Kelola Perusahaan yang Baik Rujukan Keberlanjutan
Good Corporate Governance Laporan Keuangan
Sustainability Reference Financial Report
PT Elnusa Tbk
2025 Annual Report
Page 448
Kecukupan Kebijakan, Prosedur, dan Adequacy of Risk Management Policies,
Penetapan Limit Manajemen Risiko Procedures, and Risk Limits
2025 Performance Highlights
Perusahaan telah memiliki kebijakan dan prosedur yang The Company has established adequate policies
memadai untuk penerapan kerangka kerja manajemen and procedures to implement an effective, efficient,
Kilas Kinerja 2025
risiko yang efektif, efisien, dan profesional dalam and professional risk management framework that
mendukung pertumbuhan Perusahaan secara prudent, supports the Company’s prudent, consistent, and
konsisten, dan berkelanjutan serta meningkatkan sustainable growth, while enhancing added value for
nilai tambah Perusahaan di mata seluruh pemangku all stakeholders.
kepentingan.
1
Kebijakan, prosedur, dan penetapan limit risiko Risk management policies, procedures, and risk limit
didokumentasikan dan ditinjau secara berkala serta settings are documented, periodically reviewed,
disesuaikan dengan perkembangan internal maupun and adjusted in line with both internal and external
eksternal. Kecukupan proses identifikasi, pengukuran, developments. The adequacy of risk identification,
pemantauan, dan pengendalian risiko serta sistem measurement, monitoring, and control processes, as
informasi manajemen risiko juga dimonitor secara well as the risk management information system, is also
berkala. regularly monitored.
Laporan Management
Management Report
Perusahaan telah memiliki infrastruktur untuk The Company has developed infrastructure to identify,
mengidentifikasi, mengukur, memantau, dan measure, monitor, and control risks, supported by a
mengendalikan risiko yang didukung dengan sistem sufficiently robust management information system
informasi manajemen yang cukup memadai dan mampu capable of supporting risk management functions
mendukung fungsi manajemen risiko secara menyeluruh. comprehensively. To anticipate potential future risks,
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Untuk mengantisipasi potensi risiko di masa mendatang, the Company adopts a forward-looking approach by
secara forward-looking, Perusahaan mengembangkan developing an emerging risk framework as an early
pendekatan emerging risk sebagai mekanisme early warning mechanism to identify potential risks that may
warning untuk mengidentifikasi berbagai potensi risiko arise in the future.
yang mungkin akan dihadapi oleh Perusahaan dalam
beberapa waktu mendatang.
Melalui pendekatan emerging risk tersebut, Perusahaan Through this emerging risk approach, the Company is
Profil Perusahaan
Company Profile
mampu mengidentifikasi potensi risiko sesuai dengan able to identify potential risks in accordance with the
profil karakteristik bisnis Perusahaan, baik berupa characteristics of its business profile, both in terms of the
besaran dampak risiko (severity of material impact) severity of potential impacts and the estimated timing of
maupun perkiraan waktu terjadinya risiko tersebut occurrence (imminence), enabling the Company to take
(imminence), sehingga Perusahaan mampu melakukan the necessary actions to mitigate and control such risks.
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berbagai tindakan yang diperlukan untuk memitigasi
dan mengendalikan potensi risiko tersebut.
Pengawasan Aktif Dewan Komisaris Dan Active Oversight by the Board of
Direksi Commissioners and the Board of Directors
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Dewan Komisaris memiliki tugas dan tanggung jawab The Board of Commissioners has clear duties and
yang jelas dalam melaksanakan fungsi pengawasan responsibilities in carrying out its supervisory function
atas penerapan manajemen risiko di Perusahaan, di over the implementation of risk management within the
antaranya mengawasi pelaksanaan fungsi manajemen Company, including overseeing the execution of the risk
risiko berlangsung sesuai kebijakan yang ditetapkan, management function in accordance with established
memberikan arahan strategis untuk meningkatkan policies, providing strategic direction to enhance the
kualitas dan efektivitas fungsi manajemen risiko, serta quality and effectiveness of the risk management
meninjau dan menyetujui rekomendasi dari Komite function, and reviewing and approving recommendations
Pemantau Risiko dan lnvestasi dalam kaitannya dengan: from the Risk and Investment Monitoring Committee in
relation to:
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2025 Annual Report PT Elnusa Tbk
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1. Menciptakan konteks manajemen risiko, terutama 1. Establishing the context of risk management,
dalam merumuskan risk appetite dan risk tolerance. particularly in formulating risk appetite and risk
2. Mendesain struktur organisasi dan merumuskan tolerance.
tugas pokok serta fungsi manajemen risiko 2. Designing the organizational structure and
Perusahaan. formulating the main duties and functions of the
Company’s risk management.
3. Persetujuan transaksi yang melampaui kewenangan 3. Approving transactions that exceed the authority of
pejabat satu level di bawah Direksi atau transaksi officials one level below the Board of Directors or
yang memerlukan persetujuan sesuai dengan transactions requiring approval in accordance with
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kebijakan dan prosedur intern yang berlaku. applicable internal policies and procedures.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Manajemen Risiko Terhadap Aspek Sustainability Risk Management
Keberlanjutan
Manajemen risiko keberlanjutan adalah proses proaktif Sustainability risk management is a proactive process
dalam mengurangi dampak negatif dan memanfaatkan aimed at reducing negative impacts and leveraging
peluang terkait aspek lingkungan, sosial, dan tata opportunities related to environmental, social, and
kelola (ESG-Environmental, Social, and Governance). governance (ESG) aspects. This approach helps the
Pendekatan ini membantu Perusahaan dalam Company address global challenges such as climate
menghadapi tantangan global seperti perubahan change, social inequality, and economic uncertainty. The
iklim, ketimpangan sosial, dan ketidakpastian ekonomi. Company has identified risks that impact sustainability
Perusahaan telah melakukan identifikasi risiko yang aspects. Sustainability-related risks fall under the
berdampak pada aspek keberlanjutan. Untuk aspek category of Business Environment Risk (one of the Risk
keberlanjutan masuk pada kategori Business Environment Intelligent Maps managed by the Company). Business
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Risk (salah satu Risk Intelligent Map yang dikelola Environment Risk refers to risks arising from changes
oleh Perusahaan). Business Environment Risk adalah in the Company’s business environment. Sustainability
Sustainability Reference
Rujukan Keberlanjutan
risiko akibat perubahan dari kondisi lingkungan risk management represents a systematic approach to
bisnis Perusahaan. Manajemen risiko terhadap aspek identifying, assessing, and managing risks that may
keberlanjutan merupakan pendekatan sistematis dalam hinder the achievement of sustainability objectives across
mengidentifikasi, menilai, dan mengelola risiko yang business, environmental, and social dimensions.
dapat menghambat pencapaian tujuan keberlanjutan
dalam berbagai sektor, termasuk bisnis, lingkungan,
dan sosial.
Beberapa pendekatan yang dilakukan Perusahaan The Company adopts several approaches in managing
dalam mengelola risiko keberlanjutan meliputi: sustainability risks, including:
1. Identifikasi Risiko: Menganalisis faktor risiko yang 1. Risk Identification: Analyzing risk factors that may 7
mungkin berdampak pada keberlanjutan organisasi. impact the sustainability of the organization;
Financial Report
Laporan Keuangan
2. Penilaian Risiko: Menentukan tingkat keparahan 2. Risk Assessment: Determining the severity and
dan kemungkinan dampak dari risiko tersebut. likelihood of the impact of such risks;
3. Mitigasi dan Adaptasi: Mengembangkan strategi 3. Mitigation and Adaptation: Developing strategies
untuk mengurangi dampak atau beradaptasi to reduce impacts or adapt to existing risks;
dengan risiko yang ada.
4. Monitoring dan Evaluasi: Memastikan implementasi 4. Monitoring and Evaluation: Ensuring that strategies
strategi berjalan dengan baik dan menyesuaikan are implemented effectively and adjusted as
jika perlu. necessary.
Manajemen risiko yang efektif terhadap aspek Effective sustainability risk management enables
keberlanjutan dapat membantu organisasi menciptakan the Company to create long-term value, enhance
nilai jangka panjang, meningkatkan daya saing, dan competitiveness, and contribute to sustainable
berkontribusi pada pembangunan berkelanjutan. development.
2025 Annual Report PT Elnusa Tbk
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Tata Kelola Terintergrasi Integrated Governance
2025 Performance Highlights
Penerapan tata kelola terintegrasi di PT Elnusa Tbk The implementation of integrated governance at
dilakukan secara menyeluruh untuk memastikan PT Elnusa Tbk is carried out comprehensively to
Kilas Kinerja 2025
keselarasan antara strategi bisnis, manajemen risiko, ensure alignment between business strategy, risk
kepatuhan, serta sistem pengendalian internal. management, compliance, and internal control
Perusahaan mengintegrasikan berbagai sistem systems. The Company integrates various management
manajemen, termasuk Enterprise Risk Management systems, including Enterprise Risk Management (ERM),
(ERM), Business Continuity Management System Business Continuity Management System (BCMS), as
(BCMS), serta sistem kepatuhan dan pengendalian well as compliance and internal control systems, into
1
internal, dalam satu kerangka kerja yang terstruktur a structured and continuous framework. This approach
dan berkesinambungan. Pendekatan ini memungkinkan enables the identification, management, and mitigation
identifikasi, pengelolaan, dan mitigasi risiko dilakukan of risks in an integrated manner from the strategic to the
secara terintegrasi dari tingkat strategis hingga operational level.
operasional.
Tata kelola terintegrasi juga didukung oleh komitmen Integrated governance is also supported by strong
Laporan Management
Management Report
manajemen dan pengawasan aktif dari Dewan management commitment and active oversight from
Komisaris dan Direksi melalui mekanisme pelaporan the Board of Commissioners and the Board of Directors
yang transparan dan dapat dipertanggungjawabkan. through transparent and accountable reporting
Implementasi prinsip-prinsip Good Corporate mechanisms. The implementation of Good Corporate
Governance (GCG) menjadi landasan utama dalam Governance (GCG) principles serves as the foundation
setiap proses bisnis, yang mencakup transparansi, in every business process, encompassing transparency,
2
akuntabilitas, responsibilitas, independensi, dan accountability, responsibility, independence, and
kewajaran. Selain itu, integrasi sistem ini diperkuat fairness. In addition, this integrated system is
dengan pemanfaatan teknologi informasi untuk strengthened through the utilization of information
mendukung monitoring, evaluasi, serta pengambilan technology to support monitoring, evaluation, and
keputusan yang lebih cepat dan tepat. more timely and accurate decision-making.
Dengan penerapan tata kelola terintegrasi, Perusahaan Through the implementation of integrated governance,
tidak hanya meningkatkan efektivitas operasional dan the Company not only enhances operational
Profil Perusahaan
Company Profile
ketahanan bisnis, tetapi juga memperkuat kepercayaan effectiveness and business resilience but also
pemangku kepentingan serta memastikan keberlanjutan strengthens stakeholder trust and ensures long-term
usaha dalam jangka panjang. business sustainability.
3
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
4
2025 Annual Report PT Elnusa Tbk
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TATA KELOLA TEKNOLOGI INFORMASI
INFORMATION TECHNOLOGY GOVERNANCE
Kebijakan Pemanfaatan dan Pengelolaan Policy on the Utilization and Management of
Teknologi Informasi Information Technology
Elnusa memanfaatkan dan mengelola Teknologi Elnusa utilizes and manages Information Technology
Informasi (TI) melalui Departemen Information System (IT) through the Information System (IS) Department.
5
(IS). Selain untuk pengelolaan TI di Perusahaan, In addition to overseeing IT management within the
Departemen IS juga bertanggung jawab dalam Company, the IS Department is also responsible for
melakukan standardisasi, koordinasi, konsolidasi dan standardization, coordination, consolidation, and
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
integrasi sistem TI dengan seluruh anak perusahaan integration of IT systems across all subsidiaries, with the
untuk tujuan meningkatkan insight, produktivitas, objective of enhancing insights, productivity, efficiency,
efisiensi, kecepatan layanan, keamanan dan integrasi service speed, security, and information integration.
informasi yang ada.
Menghadapi tantangan serangan siber yang semakin In response to increasingly complex cyber threats,
kompleks, khususnya di sektor energi, Perusahaan particularly in the energy sector, the Company needs
perlu untuk meningkatkan sistem keamanan informasi to strengthen its information security systems within its
di lingkungan operasional bisnis. Keamanan informasi business operations. Robust information security not only
yang terjaga dengan baik tidak hanya melindungi data protects data and operations, but also safeguards the
dan operasional, tetapi juga menjaga reputasi dan Company’s reputation and the trust of customers and
kepercayaan pelanggan serta mitra bisnis. Dengan business partners. As technology continues to evolve
semakin berkembangnya teknologi dan ketergantungan and reliance on digital systems increases, maintaining
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pada sistem digital, menjaga keamanan data dan the security of data and IT infrastructure has become
infrastruktur TI menjadi prioritas yang harus dikelola a priority that must be continuously managed, to
Sustainability Reference
Rujukan Keberlanjutan
secara terus-menerus, agar sistem Teknologi Informasi ensure that the Information Technology systems within
yang ada di lingkungan Elnusa Grup tetap aman dan the Elnusa Group remain secure and protected from
terlindungi dari serangan siber yang dapat merugikan cyberattacks that could adversely affect the Company.
Perusahaan.
Departemen IS senantiasa melakukan pengembangan The IS Department continuously develops IT products
produk TI sekaligus menjalankan proyek internal yang while simultaneously executing ongoing internal
sedang berjalan secara bersamaan. Pelaksanaan projects. The implementation of these projects requires
proyek yang sedang berjalan tersebut memerlukan kerja strong collaboration between project teams and
sama yang baik antara tim proyek dan manajemen, management, as well as careful monitoring to ensure
sekaligus pemantauan yang cermat untuk menjamin With a fully integrated system, well-established
proyek berjalan sesuai rencana. Dengan sistem yang standardization, and coverage across all internal 7
terintegrasi secara menyeluruh, standarisasi yang baik business processes, the IS Department continues to
Financial Report
Laporan Keuangan
dan telah mencakup keseluruhan proses bisnis internal develop and enhance the value of available data for
Perusahaan, Departemen IS terus mengembangkan dan monitoring and advanced analytics purposes. This
meningkatkan nilai dari data-data yang dimiliki untuk enables faster and more accurate decision-making,
keperluan monitoring dan analisa lanjutan, sehingga ultimately helping to reduce potential risks within the
dapat membantu mempercepat pengambilan keputusan Company.
dengan akurasi yang lebih baik, pada akhirnya dapat
mengurangi potensi risiko dalam Perusahaan.
Tata Kelola Teknologi Informasi Information Technology Governance
Dalam penerapan tata kelola TI, Perusahaan melalui In implementing IT governance, the Company,
Departemen IS menyediakan berbagai kebutuhan TI through the IS Department, provides various IT
seperti Enterprise Resource Planning (ERP), pengelolaan requirements, including Enterprise Resource Planning
aset TI, pengembangan aplikasi kustom, penyediaan (ERP), IT asset management, custom application
alat kerja TI, pengelolaan server dan data center, development, provision of IT tools, server and data
infrastruktur TI, dan juga mendukung operasi khususnya center management, IT infrastructure, and support for
dalam kebutuhan infrastruktur TI. operations, particularly in meeting IT infrastructure
needs.
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Tata Kelola Teknologi Informasi yang dijalankan selalu The implementation of Information Technology
mengedepankan Agile, inline dan impact terhadap Bisnis. Governance consistently emphasizes Agile, inline and
2025 Performance Highlights
Agile dalam arti, seberapa cepat TI dapat membantu impact to the business. Agile refers to how quickly IT can
Perusahaan untuk menyesuaikan dengan perubahan support the Company in adapting to required changes,
yang dibutuhkan. Ini menjadi fundamental dalam which serves as a fundamental basis in developing IT
Kilas Kinerja 2025
membangun IT Architecture dan roadmap TI. Dalam architecture and the IT roadmap. In carrying out its
menjalankan fungsi layanannya, baik pengembangan service functions, including system development and
sistem maupun layanan lainnya, Departemen IS other IT services, the IS Department utilizes software
menggunakan software yang dapat dimonitor secara that can be monitored online and in real time, enabling
online sehingga terpantau secara realtime agar dapat progress tracking against agreed KPI and SLA targets, as
dipantau penyelesaian sesuai dengan target KPI dan well as facilitating analysis and continuous improvement
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SLA yang telah disepakati untuk dapat dilakukan based on observed trends.
analisa serta improvement berkelanjutan berdasarkan
kecenderungan yang terjadi.
Mekanisme Identifikasi Disrupsi (Gangguan) Disruption Identification Mechanism
Laporan Management
Management Report
Mekanisme identifikasi disrupsi (gangguan) di lingkungan The mechanism for identifying disruptions within the IT
TI telah dikembangkan dan diimplementasikan dengan environment has been well developed and implemented,
baik, yang mencakup: encompassing the following:
1. Pemantauan Datacenter secara terus-menerus 1. Continuous monitoring of the Data Center through
melalui sistem monitoring realtime Datacenter. a real-time Data Center monitoring system.
2
2. Pemantauan jaringan secara terus-menerus melalui 2. Continuous network monitoring through a real-time
sistem monitoring realtime network (NMS). network monitoring system (NMS).
3. Pemantauan server secara terus-menerus melalui 3. Continuous server monitoring through a real-time
sistem monitoring realtime server. server monitoring system.
4. Pemantauan aplikasi secara terus-menerus melalui 4. Continuous application monitoring through a real-
sistem monitoring realtime application. time application monitoring system.
5. Pemantauan end point secara terus-menerus melalui 5. Continuous endpoint monitoring through a real-time
sistem monitoring realtime endpoint. endpoint monitoring system.
Profil Perusahaan
Company Profile
6. Pemantauan keamanan siber secara terus- 6. Continuous cybersecurity monitoring through real-
menerus melalui sistem monitoring realtime security time Security Information and Event Management
information and event management (SIEM) dan (SIEM) systems and the Security Operations Center
Security Operations Center (SOC). (SOC).
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Mekanisme tersebut telah mampu mendeteksi dan These mechanisms are capable of detecting and
memberikan peringatan dini terhadap potensi gangguan providing early warnings of potential IT disruptions,
TI, sehingga gangguan dapat diantisipasi dan dimitigasi enabling such disruptions to be anticipated and
sesuai dengan prosedur yang berlaku dengan lebih mitigated in accordance with applicable procedures in
cepat dan efektif. a more timely and effective manner.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Strategi Keamanan Sistem Siber (Cyber Cyber Security System Strategy
Security)
Perusahaan menerapkan strategi keamanan sistem siber The Company consistently implemented a cyber security
di lingkungan TI secara konsisten pada tahun 2025. system strategy within its IT environment in 2025. This
Strategi ini mampu menjaga keamanan TI perusahaan strategy is designed to safeguard the Company’s IT
dari berbagai ancaman, seperti serangan siber, systems from various threats, including cyberattacks,
malware, dan pelanggaran data. Strategi ini mencakup malware, and data breaches. It encompasses the
dari sisi People, Process dan Technology. Strategi sisi aspects of People, Process, and Technology. From the
Teknologi diantaranya: Technology perspective, the strategy includes:
4
1. Perlindungan jaringan dengan firewall. 1. Network protection through firewalls.
2. Perlindungan aplikasi dengan Web Application 2. Application protection through a Web Application
Firewall (WAF). Firewall (WAF).
2025 Annual Report PT Elnusa Tbk
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3. Perlindungan komputer dan server dengan endpoint 3. Protection of computers and servers through
security. endpoint security.
4. Implementasi multi-factor authentication system. 4. Implementation of a multi-factor authentication
system.
5. Analisis keamanan siber dengan SIEM. 5. Cybersecurity analysis through Security Information
and Event Management (SIEM).
6. Monitoring sistem dengan NMS. 6. System monitoring through a Network Monitoring
System (NMS).
5
Strategi/Proses Pemulihan Bencana (Disaster Disaster Recovery Strategy/Process
Recovery)
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Perusahaan merancang dan menerapkan strategi/proses The Company designed and effectively implemented
pemulihan bencana (disaster recovery) di lingkungan a disaster recovery strategy/process within its IT
TI dengan baik pada tahun 2025. Strategi/proses ini environment in 2025. This strategy/process ensures
telah mampu memastikan bahwa sistem TI Perusahaan that the Company’s IT systems can be restored quickly
dapat dipulihkan dengan cepat dan efisien jika terjadi and efficiently in the event of a disaster. The strategy/
bencana. Strategi/proses ini mencakup: process includes:
1. Duplikasi data dan sistem ke lokasi cadangan. 1. Replication of data and systems to a backup
location.
2. Pembentukan tim pemulihan bencana sebagai 2. Establishment of a disaster recovery team as part
bagian dari BCMS. of the Business Continuity Management System
(BCMS).
3. Pengujian rutin terhadap strategi/proses disaster 3. Regular testing of the disaster recovery (DR)
6
recovery (DR). strategy/process.
Sustainability Reference
Rujukan Keberlanjutan
Program Kerja dan Realisasi di Bidang Work Program and Realization in the
Teknologi Informasi Information Technology Sector
Departemen IS berkomitmen untuk melakukan The IS Department is committed to optimizing IT
pengelolaan TI secara optimal dan memberikan management and delivering the best services across the
pelayanan terbaik di lingkungan Elnusa Group sesuai Elnusa Group in accordance with the agreed Service
dengan SLA yang disepakati. Sebagai program Level Agreements (SLAs). As part of a cross-functional
digitalisasi lintas fungsi dengan standar pengembangan digitalization program with integrated application
aplikasi yang terintegrasi, penggunaan aplikasi bisnis development standards, the use of integrated business
proses yang terintegrasi dapat menjaga konsistensi process applications helps maintain consistency in
proses, data dan informasi. Hal ini dapat membuat processes, data, and information. This enables business 7
proses bisnis menjadi lebih cepat dan efisien. Dengan processes to become faster and more efficient. Through
Financial Report
Laporan Keuangan
integrasi ini, data yang terkumpul dapat digunakan this integration, the collected data can be utilized as
untuk menjadi informasi yang dapat dipercaya (single reliable information (single source of truth).
source of truth).
Pengembangan aplikasi yang ada mencakup aplikasi Application development includes the creation of new
baru, pengembangan modul dan sub modul baik di applications, as well as the enhancement of modules
Elnusa maupun pengembangan di Anak Perusahaan. and sub-modules, both within Elnusa and its subsidiaries.
Digitalisasi proses bisnis menyeluruh yang terintegrasi Comprehensive and integrated digitalization of business
terus dilanjutkan dan diimplementasikan, beberapa di processes continues to be implemented, including various
antaranya seperti Accrued Online, Advysis (Advanced initiatives and others. These developments are carried
Payment System), LMS (Learning Management System) out to support business processes within the Company
dan lain-lain. Pengembangan ini dilakukan untuk and its subsidiaries across multiple functions, such as
mendukung bisnis proses di Perusahaan dan di Anak Human Capital, Finance, Operations, Procurement,
Perusahaan serta di banyak fungsi seperti Human Procedures, General Affairs (GA), and others.
Capital, Keuangan, Operasi, Pengadaan, Prosedur,
General Affair dan lainnya.
2025 Annual Report PT Elnusa Tbk
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Departemen IS juga telah menyelesaikan proses migrasi The IS Department has also completed the migration of
aplikasi lama ke arsitektur dan teknologi yang terbaru legacy applications to more advanced architecture and
untuk mendukung peningkatan keamanan, kemudahan technologies to enhance security, ease of development,
2025 Performance Highlights
pengembangan, pemeliharaan dan agility sistem TI. maintenance, and the agility of IT systems. In addition,
Selain itu juga telah dilakukan implementasi modul the implementation of MM and FICO modules in the
MM & FICO pada Company Code EDK dan FINERA Company’s ERP system for Company Code EDK and
Kilas Kinerja 2025
di sistem ERP Perusahaan untuk meningkatkan support FINERA has been carried out to strengthen business
bisnis di anak perusahaan. support within subsidiaries.
Tahun 2025 merupakan tahun yang penuh tantangan The year 2025 has been a challenging period for the IS
untuk Departemen IS, dengan maraknya serangan Department, particularly due to the increasing number of
siber terutama yang menargetkan ke perusahaan cyberattacks targeting companies in the energy sector
1
sektor energi dan pendukungnya. Hal ini membuat and its supporting industries. In response, the Company,
Perusahaan melalui Departemen IS lebih waspada through the IS Department, has strengthened its vigilance
sehingga melakukan peningkatan keamanan sistem by enhancing existing system security through the
yang ada, seperti: following initiatives:
1. Implementasi ISO 27001:2022 1. Implementation of ISO 27001:2022.
2. Implementasi DRC (Disaster Recovery Center) 2. Implementation of a Disaster Recovery Center
Laporan Management
Management Report
(DRC).
3. Menyelesaikan Training iSec dari Pertamina 3. Completion of iSec training from Pertamina.
4. Phising Campaign 4. Phishing campaign initiatives.
5. Hardening Server 5. Server hardening.
6. House Keeping Aplikasi 6. Application housekeeping.
7. Integrasi dengan SOC (Security Operating Center) 7. Integration with the Security Operations Center
2
Sub Holding Upstream PT Pertamina Hulu Energi (SOC) of the Upstream Subholding PT Pertamina
Hulu Energi.
8. Implementasi DevSecOps (SCA, SAST & DAST) 8. Implementation of DevSecOps (SCA, SAST, and
DAST).
Dalam hal mengetahui tingkat kematangan keamanan To assess the level of cybersecurity maturity within PT
di lingkungan Elnusa, Perusahaan menjalin kerja sama Elnusa Tbk, the Company has established cooperation
dengan Badan Siber dan Sandi Negara (BSSN). Dengan with the National Cyber and Crypto Agency (BSSN).
Profil Perusahaan
Company Profile
diketahuinya tingkat kematangan tersebut diharapkan Through this assessment, the Company gains insights
perusahaan mendapatkan gambaran tentang kekuatan into strengths and areas for improvement across various
dan kelemahan yang perlu ditingkatkan pada setiap aspects of cybersecurity.
aspek keamanan siber.
3
Hasil Instrumen Penilaian Kematangan Keamanan Siber Based on the Cybersecurity Maturity Assessment
(IKAS) di tahun 2025, PT Elnusa Tbk mendapatkan Instrument (IKAS) results in 2025, PT Elnusa Tbk
skor 2,66 sehingga dapat ditentukan bahwa level achieved a score of 2.66, placing it at Maturity Level
kematangannya ada pada Level 3, yang menunjukkan 3. This indicates that the organization has established
organisasi telah memiliki kebijakan dan prosedur standardized, documented, and implemented security
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
keamanan terstandarisasi, terdokumentasi, dan policies and procedures.
diimplementasikan.
Pengembangan Produk Teknologi Informasi Information Technology Product Development
Salah satu pengembangan produk di tahun 2025 One of the product developments in 2025 was the
adalah berhasil dikembangkannya platform Chatbot successful development of an AI (Artificial Intelligence)-
berbasis AI (Artificial Intelligence), salah satu based chatbot platform. One of its implementations is
impementasi platform Chatbot AI adalah Chatbot Elsa the Elsa Finance Chatbot, which is used to provide
Finance yang digunakan untuk akses informasi tentang access to information related to payment mechanisms
mekanisme Pembayaran dan Trade Finance. and trade finance.
4
Untuk meningkatkan performance serta platform yang To improve performance and ensure a more stable
lebih stabil telah dilakukan upgrade platform Bigdata, platform, an upgrade of the Big Data platform has been
sehingga dengan dilakukan upgrade ini diharapkan carried out. Through this upgrade, Big Data is expected
Bigdata menjadi sumber data untuk analisis strategis to serve as a reliable source of data for strategic
dalam mendukung pertumbuhan bisnis Perusahaan. analysis in supporting the Company’s business growth.
2025 Annual Report PT Elnusa Tbk
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Investasi Teknologi Informasi Information Technology Investment
Investasi dalam Teknologi Informasi (TI) sangat penting Investment in Information Technology (IT) is essential
bagi operasional bisnis Perusahaan. Investasi dalam to the Company’s business operations. Investment in IT
pengembangan TI juga menjadi salah satu cara untuk development is also one of the key ways to ensure that
memastikan bahwa Perusahaan terus berkembang the Company continues to grow and is able to operate
dan tetap dapat menjalankan bisnis tanpa gangguan. without disruption. In this regard, the Company’s efforts
Dalam hal ini, upaya yang dilakukan Perusahaan include enhancing human resource competencies and
adalah dengan meningkatkan kompetensi sumber daya undertaking equipment renewal.
manusia dan melakukan peremajaan perangkat.
5
Investasi dalam kompetensi sumber daya manusia Investment in human resource competencies ensures that
akan memastikan bahwa staf perusahaan memiliki the Company’s personnel possess the knowledge and
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
pengetahuan dan keterampilan yang diperlukan untuk skills required to address current and future challenges.
mengatasi tantangan yang dihadapi saat ini dan masa Several training programs and certifications that have
depan. Beberapa pelatihan dan sertifikasi yang sudah been implemented include SAP training (MM, FI, CO &
dilaksanakan antara lain pelatihan SAP (Modul MM, SD modules), Scrum Master training, CHFI (Computer
FI, CO & SD), pelatihan Scrum Master, sertifikasi CHFI Hacking Forensic Investigator) certification, and CISO
(Computer Hacking Forensic Investigator) dan sertifikasi (Chief Information Security Officer) certification.
CISO (Chief Information Security Officer).
Kemudian, peremajaan perangkat akan memastikan Meanwhile, equipment renewal ensures that the
bahwa perusahaan memiliki teknologi yang tepat Company utilizes appropriate and up-to-date technology
guna dan utilisasi secara maksimal sehingga dapat with optimal utilization, thereby supporting the Company
membantu mengatasi tantangan bisnis dan memenuhi in addressing business challenges and meeting
kebutuhan bisnis. Terkait kebutuhan upgrade teknologi, operational needs. In relation to technology upgrades
6
pengamanan system, di tahun 2025 di antaranya and system security enhancement in 2025, initiatives
dilakukan peremajaan System WIFI, Server Patch included the renewal of the Wi-Fi system, server patch
Sustainability Reference
Rujukan Keberlanjutan
Management, implementasi DRC (Disaster Recovery management, implementation of a Disaster Recovery
Center), peremajaan Server Infrastruktur, migrasi Firewall Center (DRC), renewal of server infrastructure, firewall
dan Penetration test. migration, and penetration testing.
Untuk mengevaluasi efektivitas penyelenggaraan To evaluate the effectiveness of Information Technology
Teknologi Informasi, Departemen Sistem Informasi implementation, the Information Systems Department
melakukan survei kepuasan pengguna layanan TI conducted a user satisfaction survey using the Customer
dengan menggunakan metode Customer Satisfaction Satisfaction Index (CSI) method for the 2025 period.
Index (CSI) untuk periode tahun 2025. Survei ini This survey was carried out to measure the level of
dilakukan untuk mengukur tingkat kepuasan pengguna user satisfaction with service quality, system reliability,
terhadap kualitas layanan, keandalan sistem, serta and technical support provided by the Information
dukungan teknis yang diberikan oleh Departemen Sistem Systems Department. During the reporting period, the 7
Informasi. Pada periode pelaporan, hasil pengukuran measurement results showed a CSI score of 3.88 on a
Financial Report
Laporan Keuangan
menunjukkan nilai CSI sebesar 3,88 pada skala scale of 1–5, indicating that the level of satisfaction was
penilaian 1–5 yang menunjukkan tingkat kepuasan at a “Fairly Good” level. These results serve as a basis
berada pada level Cukup Baik. Hasil tersebut menjadi for the Company to carry out continuous improvements in
dasar bagi Perusahaan dalam melakukan peningkatan the management and quality of Information Technology
berkelanjutan dalam pengelolaan serta kualitas services in order to support operational effectiveness
layanan Teknologi Informasi guna mendukung efektivitas and business needs.
operasional dan kebutuhan bisnis Perusahaan.
Rencana ke Depan Future Plans
Pada tahun 2026, Perusahaan melalui Departemen In 2026, the Company, through the IS Department, as
IS, sebagai bagian dari Transformasi Digital yang part of its ongoing Digital Transformation, will continue
berkelanjutan, akan terus melakukan pengembangan to develop IT systems to support information security,
sistem TI untuk mendukung keamanan informasi, business process digitalization, and digital innovation.
Digitalisasi Proses Bisnis serta Inovasi Digital.
2025 Annual Report PT Elnusa Tbk
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Kemudian, dalam menjalankan tata kelola IT dan Furthermore, in implementing IT governance and
pemanfaatan Teknologi terbaru khususnya dibidang leveraging the latest technologies, particularly in the
2025 Performance Highlights
Teknologi Informasi, Departemen IS sebagai enabler field of Information Technology, the IS Department, as
Digitalisasi di Perusahaan, terus mengembangkan Talent, an enabler of digitalization within the Company, will
Knowledge, System, dan Ecosystem yang dibutuhkan. continue to develop the necessary talent, knowledge,
Kilas Kinerja 2025
systems, and ecosystem.
Digitalisasi akan terus dilanjutkan dengan fokus pada: Digitalization efforts will continue with a focus on:
1. Standarisasi & perluasan implementasi Software 1. Standardization and expansion of business process
bisnis proses Elnusa Group software implementation across the Elnusa Group.
1
2. Management Information Security yang lebih 2. More structured information security management.
terstruktur
3. Peningkatan infrastruktur & Solusi AI yang kuat dan 3. Enhancement of robust and secure infrastructure and
aman AI solutions.
4. Peningkatan utilisasi Aplikasi dan Bigdata 4. Increased utilization of applications and Big Data.
5. Implementasi IT Asset Management 5. Implementation of IT Asset Management.
6. Automasi Security & Quality Control dalam proses 6. Automation of security and quality control in
Laporan Management
Management Report
pengembangan aplikasi application development processes.
7. Konsistensi penggunaan Framework & Arsitektur 7. Consistent use of application frameworks and
aplikasi architecture.
8. Peningkatan Budaya Digital khususnya untuk 8. Strengthening of digital culture, particularly to
mencapai Data Driven Organization achieve a data-driven organization.
9. Peningkatan skor Instrumen Penilaian Kematangan 9. Improvement of the Cybersecurity Maturity
2
Keamanan Siber (IKAS) Assessment Instrument (IKAS) score.
10. Peningkatan reliability infrastructure dan sistem ERP 10. Enhancement of infrastructure reliability and ERP
systems.
PERKARA PENTING
Profil Perusahaan
Company Profile
SIGNIFICANT MATTERS
Pengungkapan Permasalahan Hukum yang Disclosure of Legal Issues Faced by the
Sedang dihadapi Perusahaan Company
3
Permasalahan dan/atau perkara hukum yang dihadapi The legal issues and/or cases faced by the Company
Perusahaan dan/atau Anak Perusahaan yang telah and/or its Subsidiaries that were resolved throughout
selesai di sepanjang tahun 2024 dan 2025 adalah 2024 and 2025 are as follows.
sebagai berikut.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
4
2025 Annual Report PT Elnusa Tbk
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2025 2024
Permasalahan Hukum
Legal Matters Perdata Pidana Perdata Pidana
Civil Criminal Civil Criminal
Dewan Komisaris dan Direksi Elnusa
Board of Commissioners and Board of Directors of Elnusa
Selesai dan telah mempunyai kekuatan hukum tetap - - - -
Resolved and Legally Binding
5
Dalam proses penyelesaian - - - -
Under Resolution Process
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Elnusa
Selesai dan telah mempunyai kekuatan hukum tetap - - 2 -
Resolved and Legally Binding
Dalam proses penyelesaian 1 - - -
Under Resolution Process
Entitas Anak
Subsidiaries
Selesai dan telah mempunyai kekuatan hukum tetap - - 1 -
Resolved and Legally Binding
Dalam proses penyelesaian - - 1 -
Under Resolution Process
Jumlah - - 3 -
Total
6
Sustainability Reference
Rujukan Keberlanjutan
Rincian permasalahan hukum yang dihadapi Perusahaan di tahun 2025 adalah sebagai berikut,
Details of Legal Issues Faced by the Company in 2025 are as follows:
PERKARA #01: Turut serta dalam proses Penundaan Kewajiban Pembayaran Utang (“PKPU”) Kepada PT Onasis
Indonesia
Case #01: Participation in the Suspension of Debt Payment Obligations (PKPU) Process of PT Onasis Indonesia
PIHAK YANG BERPERKARA: PARTIES INVOLVED:
PT Elnusa Tbk sebagai Kreditur Lain Turut Serta dalam Proses PT Elnusa Tbk as Other Creditor Participating in the PKPU
PKPU PT Onasis Indonesia. Process of PT Onasis Indonesia.
POKOK PERKARA: CASE SUMMARY:
Pada tanggal 6 September 2022, Perusahaan dan PT Onasis
Indonesia (“Onasis”) menandatangani Perjanjian Subkontrak
On September 6, 2022, the Company and PT Onasis
Indonesia (“Onasis”) entered into a Subcontract Agreement for
7
Penyisipan (Segmental Partial Replacement) Main Oil Line ke Segmental Partial Replacement of the Main Oil Line to MGS
Financial Report
Laporan Keuangan
MGS Balongan (“Perjanjian dengan Onasis”), dimana Onasis Balongan (“Agreement with Onasis”), under which Onasis was
ditunjuk sebagai subkontraktor pada proyek Perusahaan appointed as a subcontractor in the Company’s project with
dengan PT Pertamina EP di Balongan. Dalam pelaksanaannya PT Pertamina EP in Balongan. In its implementation, Onasis
Onasis mengalami kesulitan pendanaan dan perusahaan experienced financial difficulties, and the Company took over
melakukan pengambilalihan atas tagihan subkon Onasis the subcontract receivables of Onasis, with the provision that
dengan ketentuan terkait penyelesaian pekerjaan tetap menjadi the completion of the work remained the responsibility of
tanggungjawab Onasis. Onasis.
Pekerjaan selesai dilaksanakan dan terdapat selisih biaya The work has been completed, and there was a cost
dalam penyelesian pekerjaan. Pada tanggal 7 Mei 2024 discrepancy in the completion of the project. On May 7, 2024,
Perusahaan melakukan penagihan kepada Onasis. Perusahaan the Company submitted a claim to Onasis. The Company
mendapatkan informasi bahwa Onasis sedang dimohonkan subsequently obtained information that Onasis had been
PKPU dan sebagai upaya hukum untuk menagih piutang subject to a PKPU petition, and as a legal effort to collect
Perusahaan terhadap Onasis, Perusahaan bergabung dalam its receivables from Onasis, the Company joined the PKPU
PKPU tersebut sebagai Kreditur Lain 2. process as Other Creditor 2.
2025 Annual Report PT Elnusa Tbk
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2025 Performance Highlights
STATUS PERKARA: CASE STATUS:
Pada tanggal 30 Juni 2025 Pengadilan Niaga pada On June 30, 2025, the Commercial Court at the Central
Kilas Kinerja 2025
Pengadilan Negeri Jakarta Pusat menerima permohonan PKPU Jakarta District Court granted the PKPU petition and placed
dan meletakan Onasis dalam PKPU sementara. Onasis under temporary PKPU status.
Saat ini proses PKPU sedang berjalan dengan agenda Rapat Currently, the PKPU process is ongoing, with the agenda of a
Kreditur pembahasan proposal perdamaian yang disampaikan Creditors’ Meeting to discuss the settlement proposal submitted
oleh Onasis. by Onasis.
1
RISIKO YANG DIHADAPI PERUSAHAAN DAN NILAI RISKS FACED BY THE COMPANY AND NOMINAL VALUE OF
NOMINAL TUNTUTAN/GUGATAN: THE CLAIM/LAWSUIT:
Manajemen tetap mengupayakan penyelesaian perkara Management continues to pursue the resolution of the case and
tersebut dan yakin bahwa perkara hukum di atas tidak akan believes that the above legal matter will not have a material
berdampak material terhadap posisi keuangan periode kini. impact on the Company’s current financial position.
TINDAK LANJUT: FOLLOW-UP ACTIONS:
Perusahaan terus memantau perkembangan proses PKPU The Company continues to monitor the progress of the Onasis
Laporan Management
Management Report
Onasis dan mengikuti setiap tahapan persidangan sesuai PKPU process and participates in each stage of the proceedings
ketentuan yang berlaku. in accordance with applicable regulations.
Pengungkapan Sanksi Administrasi oleh Disclosure of Administrative Sanctions by
Otoritas Terkait Relevant Authorities
2
Sepanjang tahun 2025 tidak terdapat sanksi Throughout 2025, the Company did not receive any
administrasi oleh otoritas terkait yang diterima oleh administrative sanctions from the relevant authorities.
Perusahaan.
Perkara Perpajakan Tax Cases
Profil Perusahaan
Company Profile
Sepanjang tahun 2025 tidak terdapat perkara Throughout 2025, there were no tax cases involving the
perpajakan yang melibatkan Perusahaan maupun Company or members of the Board of Commissioners
anggota Dewan Komisaris dan Direksi. and the Board of Directors.
Perkara Lingkungan Environmental Cases
3
Tidak ada perkara lingkungan yang melibatkan There were no environmental cases involving the
Perusahaan selama tahun 2025 Company during 2025.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Perkara Ketenagakerjaan dan Hubungan Employment and Industrial Relations Cases
Industrial
Tidak ada perkara ketenagakerjaan yang melibatkan There were no employment-related cases involving the
Perusahaan selama tahun 2025 Company during 2025.
4
2025 Annual Report PT Elnusa Tbk
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KODE ETIK
CODE OF CONDUCT
Sebagai bagian dari komitmen penerapan GCG, As part of its commitment to implementing Good
Perusahaan menetapkan Kode Etik (Code of Conduct/ Corporate Governance (GCG), the Company has
CoC) sebagai pedoman yang berlaku bagi seluruh established a Code of Conduct (CoC) as a guideline
elemen di organisasi Perusahaan dalam menjalankan applicable to all elements within the organization in
aktivitas bisnis secara profesional, berintegritas, dan carrying out business activities in a professional, ethical,
5
bertanggung jawab. Kode Etik ini menjadi dasar and responsible manner. This Code of Conduct serves
penerapan perilaku yang mengatur hubungan antara as the foundation for behavioral standards governing
pekerja dan manajemen Perusahaan, sesama pekerja, relationships between employees and management,
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
konsumen, pemasok, pemegang saham, pemangku among employees, as well as with consumers, suppliers,
kepentingan, Pemerintah dan masyarakat. Dengan shareholders, stakeholders, the Government, and the
penerapan Code of Conduct yang konsisten, Elnusa public. Through the consistent implementation of the
berkomitmen untuk menciptakan lingkungan kerja yang Code of Conduct, Elnusa is committed to fostering
etis, transparan, serta mendukung keberlanjutan usaha an ethical and transparent work environment that
yang berlandaskan nilai-nilai perusahaan. supports sustainable business practices grounded in the
Company’s values.
Sebagai pedoman yang bersifat dinamis, Code As a dynamic guideline, the Code of Conduct is reviewed
of Conduct akan terus dikaji secara berkala dan periodically and continuously in line with developments
berkelanjutan sesuai dengan dinamika lingkungan in the business environment. The Elnusa Code of Conduct
usaha yang terjadi. Code of Conduct Elnusa memuat di includes, among others, GCG principles and business
antaranya prinsip-prinsip GCG serta pengelolaan bisnis management practices that prioritize business ethics and
6
dengan mengedepankan etika bisnis serta pelaksanaan the implementation of a Work Ethics within the Company,
Etika Kerja di lingkungan Perusahaan agar setiap ensuring that every individual is able to act, behave,
Sustainability Reference
Rujukan Keberlanjutan
individu Perusahaan mampu bersikap, berperilaku, interact, and carry out work processes appropriately,
berinteraksi dan melakukan proses kerja baik di dalam both within and outside the Company.
dan di luar Perusahaan.
Core Value dan Budaya
Visi & Misi
Vision & Mission
Perusahaan
Core Value and Corporate Culture
Kode Etik
Code of Conduct
7
Financial Report
Laporan Keuangan
2025 Annual Report PT Elnusa Tbk
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Pokok-pokok Isi Kode Etik Key Contents of the Code of Conduct
2025 Performance Highlights
Penerapan Code of Conduct merupakan petunjuk praktis The implementation of the Code of Conduct serves as a
dan pedoman perilaku bagi seluruh Perwira Elnusa yang practical guideline and code of behavior for all Elnusa
wajib dipatuhi dalam melakukan interaksi dengan semua personnel, which must be adhered to in interacting
Kilas Kinerja 2025
pihak dalam rangka mengembangkan hubungan yang with all parties in order to foster good relationships
baik antara Perusahaan, pekerja dan stakeholders. between the Company, employees, and stakeholders.
Perusahaan tidak akan mentolerir hal-hal terkait dengan The Company has zero tolerance for any matters related
integritas. Oleh karena itu, beberapa aspek kritikal yang to integrity. Therefore, several critical aspects deemed
dipandang perlu diatur dalam Standar Etika Perusahaan necessary are regulated under the Company’s Ethical
sebagai pedoman perilaku dalam berhubungan dengan Standards as behavioral guidelines in dealing with
1
para pemangku kepentingan, baik internal maupun stakeholders, both internal and external.
eksternal.
Adapun pokok-pokok Kode Etik Perusahaan memuat hal- The key contents of the Company’s Code of Conduct
hal sebagai berikut: include the following:
• Bagian I: Pendahuluan • Section I: Introduction
Laporan Management
Management Report
1. Latar Belakang 1. Background
2. Visi, Misi, dan Nilai Perusahaan 2. Vision, Mission, and Corporate Values
3. Tujuan CoC 3. Objectives of the Code of Conduct
4. Manfaat 4. Benefits
5. Prinsip-prinsip GCG 5. GCG Principles
6. Istilah-istilah yang digunakan 6. Terms and Definitions
2
• Bagian II: Etika Kerja & Bisnis Elnusa • Section II: Elnusa Work and Business Ethics
1. Pedoman Perilaku 1. Code of Behavior
2. Perilaku Integritas 2. Integrity Conduct
3. Patuh Hukum 3. Legal Compliance
4. Anti Suap dan Korupsi 4. Anti-Bribery and Anti-Corruption
5. Anti Fraud 5. Anti-Fraud
6. Konflik Kepentingan 6. Conflict of Interest
Profil Perusahaan
Company Profile
7. Sponsor, Hadiah, Jamuan dan Hiburan 7. Sponsorships, Gifts, Hospitality, and
Entertainment
8. Hubungan dengan Petugas Pemerintahan atau 8. Relations with Government Officials or
Lembaga Pemerintah Government Institutions
9. Perilaku Profesional Perwira Elnusa 9. Professional Conduct of Elnusa Personnel
3
• Bagian III : Whistleblowing System • Section III: Whistleblowing System
• Bagian IV : Petunjuk Pelaksanaan • Section IV: Implementation Guidelines
1. Prinsip dasar pelaksanaan 1. Basic Principles of Implementation
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
2. Sosialisasi 2. Socialization
3. Pelaporan pelanggaran 3. Reporting of Violations
4. Sanksi atas pelanggaran 4. Sanctions for Violations
Pemberlakuan Kode Etik Bagi Seluruh Level Implementation of the Code of Conduct
Organisasi & Stakeholders Across All Organizational Levels and
Stakeholders
Kode Etik Perusahaan merupakan Standar Etika di The Company’s Code of Conduct serves as the ethical
lingkungan Perusahaan yang wajib dipatuhi dan standard within the Company and must be adhered to
dilaksanakan oleh: and implemented by:
4
1. Perwira Elnusa, di semua level termasuk Dewan 1. Elnusa personnel at all levels, including the Board
komisaris, Direksi, dan Organ penunjang Dewan of Commissioners, the Board of Directors, and
Komisaris. supporting organs of the Board of Commissioners.
2025 Annual Report PT Elnusa Tbk
460
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2. Pihak Eksternal yang bertindak untuk dan atas 2. External parties acting for and on behalf of Elnusa.
nama Elnusa.
3. Seluruh entitas Anak Perusahaan. 3. All subsidiary entities.
4. Mitra Kerja yang bekerja sama dengan Elnusa, 4. Business partners collaborating with Elnusa, such
seperti konsultan, media partner, lawyer, serta as consultants, media partners, lawyers, and other
rekanan kerja lainnya. partners.
Upaya Penyebaran dan Penegakan Etika Efforts to Disseminate and Enforce Business
Bisnis, Etika Kerja dan Perilaku Ethics, Work Ethics, and Conduct
5
Elnusa secara berkala melakukan sosialisasi standar Elnusa periodically conducts the dissemination of
etika kepada seluruh jajaran karyawan mulai dari ethical standards to all levels of employees, including
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
jajaran Dewan Komisaris dan Direksi, Manajemen, the Board of Commissioners and Board of Directors,
karyawan baik yang berada di kantor pusat maupun Management, and employees both at the head office
yang berada di wilayah operasi. Sosialisasi materi CoC and in operational areas. The dissemination of Code of
dilanjutkan dengan melakukan pengisian Compliance Conduct (CoC) materials is followed by the completion
Online System (COMPOLS) sebagai bentuk kepatuhan of the Compliance Online System (COMPOLS) as a form
& komitmen integritas pekerja. of employees’ compliance and integrity commitment.
Elnusa juga menempatkan informasi mengenai Standar Elnusa also provides information on Ethical Standards
Etika melalui situs web dan portal internal dalam rangka through its website and internal portal to ensure
memberikan akses serta pemahaman kepada seluruh accessibility and understanding among all Elnusa
Perwira Elnusa. Jika terdapat hal-hal yang kurang personnel. If there are matters that are not sufficiently
lengkap, karyawan dapat sewaktu-waktu bertanya clear, employees may at any time consult their respective
kepada atasan langsung masing-masing atau kepada direct supervisors or the Compliance, Ethics, and GCG
6
Fungsi Kepatuhan Pengawas Etika dan GCG sebagai Oversight Function as the party responsible for the
penanggung jawab atas implementasi Tata Kelola implementation of corporate governance.
Sustainability Reference
Rujukan Keberlanjutan
Perusahaan.
Penerapan standar etika merupakan salah satu bentuk The implementation of ethical standards is one of the
penguatan budaya Perusahaan yang bertujuan untuk Company’s efforts to strengthen its corporate culture,
membangun fondasi yang kuat bagi kelanjutan eksistensi aiming to build a strong foundation for the sustainability
bisnis Perusahaan. Budaya Perusahaan merupakan of its business. The Company’s culture is an integrated
kombinasi yang terintegrasi dan selaras dengan Tata combination aligned with the AKHLAK core values,
Nilai AKHLAK yang merupakan turunan dari nilai-nilai which are derived from the core values of State-Owned
utama atau core value BUMN yang dijadikan sebagai Enterprises (SOEs) and adopted as the Company’s
budaya perusahaan. cultural foundation.
Selain itu, Elnusa berkomitmen untuk menegakkan In addition, Elnusa is committed to enforcing the 7
penerapan Pedoman Standar Perilaku yang dilakukan implementation of the Code of Conduct through periodic
Financial Report
Laporan Keuangan
dengan melakukan pemantauan secara berkala monitoring of compliance and by providing facilities
terhadap penegakan Pedoman Etika dan menyediakan for reporting violations of the Code of Conduct. The
fasilitas bagi pengaduan terhadap pelanggaran reporting mechanism is carried out in accordance with
Pedoman Standar Perilaku. Mekanisme pelaporan the provisions of the Whistleblowing System (WBS)
pelanggaran Pedoman Standar Perilaku dilakukan established by the Company. The WBS is a system
sebagaimana tercantum dalam ketentuan Sistem developed by Elnusa to receive, manage, and follow
Pelaporan Pelanggaran atau Whistleblowing System up on reports submitted by whistleblowers regarding
(WBS) yang telah dikembangkan Perusahaan. WBS violations occurring within the Company, including any
merupakan sistem yang telah dikembangkan Elnusa actions that breach the Code of Conduct committed by
dan digunakan untuk menerima, mengelola dan employees or management that may cause harm to the
menindaklanjuti serta memuat pelaporan atas informasi Company or its stakeholders.
yang disampaikan oleh pelapor mengenai tindakan
pelanggaran yang terjadi di lingkungan Perusahaan,
yaitu perbuatan melanggar Pedoman Standar Perilaku
yang dilakukan baik oleh karyawan atau pimpinan yang
dapat merugikan Perusahaan maupun para pemangku
kepentingan lainnya.
2025 Annual Report PT Elnusa Tbk
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Bagi Per wira Elnusa yang terbukti melakukan Elnusa personnel who are proven to have violated
pelanggaran terhadap Pedoman Standar Perilaku yang the Code of Conduct will be subject to sanctions in
2025 Performance Highlights
berlaku, akan diberikan sanksi sesuai dengan kebijakan accordance with Company policies and applicable laws
dan peraturan perundang-undangan yang berlaku. and regulations. Disciplinary actions may include verbal
Bentuk penindakan berupa pemberian peringatan lisan or written warnings issued to employees who commit
Kilas Kinerja 2025
maupun tertulis kepada karyawan yang melakukan violations.
pelanggaran.
Sanksi atas Pelanggaran Sanctions for Violations
1
Perusahaan akan memberikan sanksi serta tidak akan The Company imposes sanctions and maintains zero
mentolerir hal-hal terkait dengan integritas. Oleh karena tolerance for any matters related to integrity. Therefore,
itu, beberapa aspek kritikal yang dipandang perlu diatur several critical aspects are regulated under the
dalam standar etika Perusahaan sebagai pedoman Company’s ethical standards as behavioral guidelines
perilaku dalam berhubungan dengan stakeholders, in dealing with stakeholders, both internal and external,
baik internal maupun eksternal antara lain mencakup: including:
Laporan Management
Management Report
• Sikap kerja profesional baik sebagai pimpinan • Professional conduct in the workplace, both as
maupun bawahan leaders and subordinates
• Selalu melakukan tes etika jika berhadapan dengan • Conducting ethical judgment when facing dilemma
situasi dilema situations
• Berani mengungkapkan masalah • Courage to speak up on issues
• Menghindari diskriminasi • Avoidance of discrimination
2
• Kesempatan karier yang sama • Equal career opportunities
• Bebas narkotika dan obat-obatan terlarang • Free from narcotics and illegal drugs
• Saling menghargai satu sama lain • Mutual respect among individuals
• Batasan dalam aktivitas politik • Limitations on political activities
• Menjaga rahasia Perusahaan • Safeguarding Company confidentiality
• Menjaga citra Perusahaan • Maintaining the Company’s reputation
• Pengambilan keputusan berdasarkan atas • Decision-making based on the best interests of the
kepentingan Perusahaan Company
Profil Perusahaan
Company Profile
Jumlah Pelanggaran Kode Etik Number of Code of Conduct Violations
Sebagai realisasi penegakan Pedoman Standar Perilaku As part of the enforcement of the Company’s Code of
Perusahaan, rincian sanksi yang dikenakan terkait Conduct Guidelines, the details of sanctions imposed in
3
penegakan Kode Etik selama tahun 2025 sebagai relation to Code of Conduct enforcement during 2025
berikut: are as follows:
Kategori Pelanggaran Jenis Sanksi Jumlah Pelanggaran
Violation Category Type of Sanction Number of Violations
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Tidak disiplin presensi Surat Teguran -
Attendance Discipline Violation Warning Letter
Tidak kooperatif Surat Peringatan 1 -
Uncooperative Behavior First Warning Letter
Kelalaian Surat Peringatan 1 6
Negligence First Warning Letter
Kelalaian Surat Peringatan 2 1
Negligence Second Warning Letter
Diduga ethics Skorsing 1
Alleged Ethics Violation Suspension
Kelalaian Surat Peringatan 1 & Terakhir -
Negligence Final Warning Letter
4
Diduga ethics Surat Peringatan 1 & Terakhir 1
Alleged Ethics Violation Final Warning Letter
Kelalaian PHK -
Negligence Termination of Employment
Ethics PHK 4
Ethics Violation Termination of Employment
Tidak disiplin presensi PHK -
Attendance Discipline Violation Termination of Employment
2025 Annual Report PT Elnusa Tbk
462
Page 463
Sebagai bagian dari transparansi yang dilakukan As part of the Company’s commitment to transparency,
Perusahaan, informasi mengenai jumlah penyimpangan information regarding the number of internal irregularities
internal yang terjadi dan upaya penyelesaiannya, that occurred and the corresponding resolution efforts is
sebagai berikut: presented as follows:
Jumlah Kasus yang Dilakukan oleh
Number of Cases Committed by
Pegawai Tidak
Penyimpangan Internal dalam 1 Tahun Pegawai Tetap
Manajemen Tetap
Internal Irregularities Within One Year Permanent
Management Non-Permanent
Employees
5
Employees
2025 2024 2025 2024 2025 2024
Telah Diselesaikan
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
- 8 - 38 - 3
Resolved
Dalam Proses Penyelesaian Internal
1 - - 1 - -
Under Internal Resolution Process
Belum Diupayakan Penyelesaiannya
- - - - - -
Not Yet Addressed
Telah Ditindaklanjuti Melalui Proses Hukum
- - - - - -
Followed Up Through Legal Process
Jumlah Penyimpangan
1 8 - 39 - 3
Total Irregularities
Kajian dan Evaluasi Manajemen Management Review and Evaluation
Manajemen secara konsisten melakukan kajian dalam Management consistently conducts reviews to evaluate
6
rangka mengevaluasi kinerja Perusahaan, termasuk the Company’s performance, including the alignment
keterkaitan antara visi, misi dan budaya perusahaan between the Company’s vision, mission, and culture, as
Sustainability Reference
Rujukan Keberlanjutan
serta kode etik dengan rencana jangka panjang dan well as the Code of Conduct, with its long-term plans and
profil risiko yang dihadapi Perusahaan. Penerapan risk profile. The implementation of the Code of Conduct
Pedoman Standar Perilaku juga menjadi kajian Guidelines also forms part of management’s assessment
manajemen untuk menjadi salah satu perangkat evaluasi as one of the tools for organizational evaluation.
keorganisasian.
7
Financial Report
Laporan Keuangan
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KEBIJAKAN INSIDER TRADING
INSIDER TRADING POLICY
2025 Performance Highlights
Perusahaan menjalankan kebijakan keterbukaan The Company implements a policy on information
Kilas Kinerja 2025
informasi mengenai kepemilikan saham oleh Dewan disclosure regarding share ownership by members of
Komisaris maupun Direksi. Kebijakan tersebut mengatur the Board of Commissioners and the Board of Directors.
antara lain tata cara kepemilikan, transaksi hingga This policy governs, among others, the procedures
informasi yang harus disampaikan terkait kepemilikan for ownership, transactions, and the information that
saham secara terbuka. must be disclosed in relation to share ownership in a
transparent manner.
1
Kebijakan Pengungkapan Informasi Saham Share Ownership Disclosure Policy
Prinsip Dasar Kepemilikan Saham yang diterapkan di The basic principles of share ownership applied at
Elnusa sebagai berikut: Elnusa are as follows:
Laporan Management
Management Report
1. Anggota Dewan Komisaris, Direksi dan seluruh 1. Members of the Board of Commissioners, the Board
karyawan Perusahaan diperbolehkan untuk memiliki of Directors, and all employees of the Company
saham Perusahaan maupun perusahaan lainnya; are permitted to own shares of the Company as
2. Kepemilikan saham tersebut dapat melalui well as shares in other companies.
mekanisme transaksi jual beli saham Perusahaan 2. Such share ownership may be conducted through
melalui pasar bursa maupun jual beli langsung share trading mechanisms in the stock exchange
2
antar pihak. Kepemilikan juga dapat melalui or through direct transactions between parties.
program ESOP/MSOP yang diberikan oleh Ownership may also be obtained through ESOP/
Perusahaan. MSOP programs provided by the Company.
3. Anggota Dewan Komisaris dan Direksi yang 3. Members of the Board of Commissioners and the
memiliki saham Perusahaan Terbuka wajib Board of Directors who own shares in a Public
menyampaikannya kepada OJK dalam waktu 3 Company are required to report such ownership
(tiga) hari kerja setelah terjadinya kepemilikan dan/ to the Financial Services Authority (OJK) within
atau perubahan kepemilikan. 3 (three) working days after the occurrence of
Profil Perusahaan
Company Profile
4. Anggota Dewan Komisaris dan Direksi juga wajib ownership and/or changes in ownership.
menyampaikan kepada Perusahaan mengenai 4. Members of the Board of Commissioners and the
kepemilikan dan setiap perubahan kepemilikannya Board of Directors are also required to report to
atas saham Perusahaan Terbuka. the Company any ownership and any changes in
ownership of shares in a Public Company.
3
5. Penyampaian informasi kepada Perusahaan tersebut 5. The submission of such information to the Company
wajib dilakukan paling lambat 3 (tiga) hari kerja must be made no later than 3 (three) working days
setelah terjadinya kepemilikan atau perubahan after the occurrence of ownership or changes in
kepemilikan atas saham Perusahaan Terbuka. ownership of shares in a Public Company.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Prinsip Dasar Transaksi oleh Orang Dalam Basic Principles of Insider Transactions
Perusahaan melarang transaksi efek oleh “Orang The Company prohibits securities transactions by
Dalam” yang memiliki Informasi “Orang Dalam” “Insiders” who possess “Inside Information,” including
sebagai berikut: the following:
1. Mempengaruhi pihak lain untuk melakukan 1. Influencing other parties to buy or sell such
pembelian atau penjualan atas efek dimaksud, atau securities; or
2. Memberi Informasi orang dalam kepada pihak 2. Providing inside information to any party who may
manapun yang patut diduga dapat menggunakan reasonably be suspected of using such information
Informasi dimaksud untuk melakukan pembelian to buy or sell securities.
4
atau penjualan atas efek.
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3. Seluruh karyawan yang memiliki Informasi 3. All employees who possess inside information
perdagangan orang dalam dilarang melakukan are prohibited from engaging in securities trading
kegiatan perdagangan (membeli atau menjual) (buying or selling).
atas efek.
4. Seluruh karyawan atau covered person dilarang 4. All employees or covered persons are prohibited
menghubungi investor atau pemegang saham from contacting investors or shareholders to obtain
untuk mendapatkan informasi yang bertujuan untuk information for personal trading purposes.
kepentingan perdagangan secara pribadi. 5. All employees or covered persons may conduct
5. Seluruh karyawan atau covered person dapat securities transactions at any time, provided that
melakukan transaksi efek setiap waktu apabila they do not possess inside information at the time
5
orang tersebut tidak mempunyai informasi orang of the transaction.
dalam pada saat perdagangannya.
6. Sehubungan dengan kegiatan transaksi tersebut, 6. In relation to such transactions, covered persons
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
covered person tidak diperbolehkan melakukan are not permitted to trade the Company’s securities
kegiatan transaksi atas efek Perusahaan selama during blackout periods. This policy also applies to
periode blackout. Kebijakan ini juga berlaku ESOP/MSOP mechanisms. The blackout period is
untuk mekanisme ESOP/MSOP. Periode blackout defined as follows:
diartikan sebagai berikut:
• Sepuluh hari kerja sebelum Perusahaan • Ten (10) working days prior to the Company’s
menyampaikan keterbukaan atas laporan disclosure of its financial statements for the
keuangan Perusahaan selama tiga kuarter first three quarters, or one (1) month prior to
pertama atau satu bulan sebelum Perusahaan the disclosure of annual performance results,
menyampaikan keterbukaan mengenai hasil and ending two (2) working days after such
kinerja tahunan dan berakhir dua hari kerja disclosure is made.
setelah keterbukaan tersebut disampaikan.
• Periode lainnya sebagaimana ditentukan • Other periods as determined by the Board
6
oleh Direksi sewaktu-waktu sehubungan of Directors from time to time in relation to
dengan penyampaian keterbukaan informasi disclosures of corporate actions planned by
Sustainability Reference
Rujukan Keberlanjutan
mengenai rencana tindakan aksi korporasi the Company.
yang dilakukan Perusahaan
7. Bagi suami atau istri dari karyawan atau covered 7. Spouses of employees or covered persons who
person yang akan melakukan perdagangan atas intend to trade the Company’s securities or engage
efek Perusahaan atau transaksi keuangan lainnya in other financial transactions not regulated under
dengan cara yang tidak diatur dalam kebijakan this policy are advised to contact the Corporate
ini, maka agar menghubungi fungsi Corporate Secretary function for guidance.
Secretary untuk memperoleh arahan.
8. Kegiatan perdagangan karyawan atau covered 8. Trading activities by employees or covered
person diharapkan tidak mengganggu tanggung persons are expected not to interfere with their job
jawab pekerjaannya. responsibilities.
7
Di sepanjang tahun 2025 tidak terdapat permasalahan Throughout 2025, there were no issues related to insider
Financial Report
Laporan Keuangan
terkait insider trading yang dihadapi Perusahaan. trading faced by the Company.
2025 Annual Report PT Elnusa Tbk
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Page 466
SISTEM MANAJEMEN ANTI PENYUAPAN
ANTI-BRIBERY MANAGEMENT SYSTEM
2025 Performance Highlights
Sebagai perusahaan yang berkomitmen pada prinsip As a company committed to the principles of good
Kilas Kinerja 2025
tata kelola yang baik, Perusahaan terus memperkuat corporate governance, the Company continues to
upaya dalam menciptakan lingkungan kerja yang strengthen its efforts to create a clean, transparent,
bersih, transparan, dan berintegritas. Perusahaan and integrity-driven work environment. The Company
secara konsisten menerapkan Sistem Manajemen Anti consistently implements the Anti-Bribery Management
Penyuapan (SMAP) dalam menghadapi tantangan System (ABMS) in addressing increasingly complex
bisnis yang semakin kompleks. Penerapan SMAP juga business challenges. The implementation of ABMS also
1
merupakan bagian dari upaya pencegahan praktik forms part of the Company’s efforts to prevent practices
korupsi, kolusi, dan nepotisme (KKN) di seluruh lini of corruption, collusion, and nepotism (KKN) across all
operasional Perusahaan. operational lines.
Implementasi SMAP yang mengacu pada standar ISO The implementation of ABMS, which refers to the
37001:2016 yang memasikan bahwa setiap kebijakan, ISO 37001:2016 standard, ensures that all policies,
prosedur, dan mekanisme pengawasan yang diterapkan procedures, and monitoring mechanisms in place are
Laporan Management
Management Report
mampu mendeteksi, mencegah, serta menindak praktik capable of detecting, preventing, and addressing
penyuapan yang dapat merugikan perusahaan dan bribery practices that may harm the Company and
para pemangku kepentingan. Sistem ini tidak hanya its stakeholders. This system applies not only to all
berlaku bagi seluruh karyawan, tetapi juga mencakup employees but also extends to business partners,
mitra bisnis, pemasok, dan pihak eksternal lainnya yang suppliers, and other external parties interacting with the
berinteraksi dengan Perusahaan. Dengan pendekatan Company. Through this approach, the Company seeks
2
ini, Perusahaan berupaya untuk membangun budaya to build a strong culture of compliance and maintain
kepatuhan yang kuat serta menjaga kepercayaan dari the trust of customers, shareholders, and the wider
pelanggan, pemegang saham, dan masyarakat luas. community.
Dasar Penerapan SMAP Basis for the Implementation of the Anti-
Bribery Management System (ABMS)
Profil Perusahaan
Company Profile
Penerapan SMAP di Perusahaan tertuang dalam The implementation of ABMS within the Company is
Kebijakan Anti Penyuapan yang memuat komitmen stipulated in the Anti-Bribery Policy, which outlines
untuk mengelola anti penyuapan dan dirancang the Company’s commitment to managing anti-bribery
untuk menerapkan pengendalian yang tepat dalam measures and is designed to establish appropriate
mendeteksi, mengidentifikasi dan mengurangi controls to detect, identify, and mitigate potential
3
potensi penyuapan sejak awal, mengembangkan bribery risks from the outset, foster and cultivate an anti-
dan menumbuhkan budaya anti-penyuapan bagi bribery culture among the Board of Directors, the Board
seluruh Direksi, Dewan Komisaris, karyawan maupun of Commissioners, employees, and relevant external
pihak eksternal terkait serta meningkatkan kepatuhan parties, and enhance compliance with applicable
terhadap hukum dan peraturan yang berlaku. Kebijakan laws and regulations. The Anti-Bribery Policy has been
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Anti Penyuapan telah dilaksanakan secara efektif di effectively implemented within the Company.
Perusahaan.
Dasar penerapan SMAP Perusahaan dilaksanakan The basis for the Company’s ABMS implementation
mengacu pada beberapa peraturan meliputi: refers to several regulations, including:
1. Instruksi Presiden No. 10 Tahun 2016 tentang Aksi 1. Presidential Instruction No. 10 of 2016 concerning
Pencegahan dan Pemberantasan Korupsi. the Action Plan for the Prevention and Eradication
of Corruption.
2. Surat Menteri BUMN No. S-35/MBU/01/2020 2. Letter of the Minister of State-Owned Enterprises
tanggal 10 Januari 2020 perihal Implementasi No. S-35/MBU/01/2020 dated January 10,
Sistem Manajemen Anti Suap di BUMN sebagai 2020 concerning the Implementation of an Anti-
4
Pelaksanaan Peraturan Presiden No. 54 tahun Bribery Management System in State-Owned
2018 tentang Strategi Nasional Pencegahan Enterprises as part of the implementation of
Korupsi. Presidential Regulation No. 54 of 2018 on the
National Strategy for Corruption Prevention.
2025 Annual Report PT Elnusa Tbk
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3. Surat KBUMN No. S-17/S.MBU/02/2020 tanggal 3. Letter of the Ministry of State-Owned Enterprises
17 Februari 2020 perihal Sertifikasi ISO 37001 No. S-17/S.MBU/02/2020 dated February 17,
Sistem Manajemen Anti Penyuapan di BUMN. 2020 concerning ISO 37001 Certification for Anti-
Bribery Management Systems in State-Owned
Enterprises.
Sertifikasi SMAP ABMS Certification
Dalam rangka mendukung SMAP yang telah In supporting the implementation of the Anti-Bribery
5
diimplementasikan di Perusahaan, maka Perusahaan Management System (ABMS), the Company has
juga telah mewujudkan komitmen penerapan praktik demonstrated its commitment to best practices by
terbaik atas SMAP tersebut dengan diperoleh pertama obtaining ISO 37001:2016 ABMS certification for
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
kali dengan Sertifikasi SMAP ISO 37001:2016 pada the first time in August 2020, which was subsequently
Agustus 2020 dan telah diperbaharui pada bulan renewed in August 2023.
Agustus 2023.
Pengendalian Gratifikasi Gratuity Control
Perusahaan juga telah memiliki Pedoman Pengelolaan The Company has established Guidelines for Gratuity
Gratifikasi di Lingkungan Perusahaan dan Entitas Anak, Management within the Company and its Subsidiaries,
sebagaimana diatur dalam Prosedur pengendalian as regulated under the Gratuity and souvenir control
gratifikasi dan souvenir Pada tahun 2025, Perusahaan procedures. In 2025, the Company regularly
secara reguler melakukan sosialisasi Kebijakan Anti conducted socialization of the Anti-Gratuity Policy to
Gratifikasi kepada karyawan Perusahaan maupun mitra employees as well as business partners. As part of its
6
kerja Perusahaan. Penerapan Berkelanjutan Perusahaan continuous implementation, the Company consistently
senantiasa mengidentifikasi dan mengevaluasi identifies and evaluates the suitability, adequacy,
Sustainability Reference
Rujukan Keberlanjutan
kesesuaian, kecukupan dan keefektifan penerapan and effectiveness of the ABMS implementation, and
SMAP, menentukan peluang untuk tindakan perbaikan determines opportunities for improvement actions to
dan penerapan untuk memenuhi persyaratan yang ensure compliance with applicable requirements. The
berlaku. Perusahaan senantiasa berupaya meningkatkan Company also continuously strives to enhance the
kesadaran Perwira Elnusa agar turut serta dalam awareness of Elnusa personnel to actively participate
mencegah dan menghindari praktik penyuapan in preventing and avoiding bribery practices as
sebagai budaya di Perusahaan, antara lain dengan part of the Company’s culture. These efforts include
rutin melakukan sosialisasi larangan penerimaan atau regular dissemination of policies on the prohibition of
pemberian gratifikasi dan anti suap secara berkala receiving or giving gratuities and anti-bribery practices
kepada pekerja melalui forum, e-mail, kampanye di to employees through forums, email communications,
media sosial, broadcast Whatsapp serta imbauan social media campaigns, WhatsApp broadcasts, as
Direktur Utama kepada pegawai serta stakeholders. well as official appeals from the President Director to 7
employees and stakeholders.
Financial Report
Laporan Keuangan
2025 Annual Report PT Elnusa Tbk
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KEBIJAKAN ANTI KORUPSI
ANTI-CORRUPTION POLICY
2025 Performance Highlights
Penerapan anti korupsi merupakan salah satu bentuk The implementation of anti-corruption measures is one
Kilas Kinerja 2025
penguatan budaya Perusahaan yang bertujuan untuk of the Company’s efforts to strengthen its corporate
membangun fondasi yang kuat bagi kelanjutan eksistensi culture, aimed at building a solid foundation for the
bisnis Perusahaan. Budaya Perusahaan merupakan sustainability of its business. The Company’s culture is
kombinasi yang terintegrasi dan selaras dengan Tata an integrated combination aligned with the AKHLAK
Nilai AKHLAK yang merupakan turunan dari nilai-nilai core values, which are derived from the core values of
utama atau core value Badan Usaha Milik Negara yang State-Owned Enterprises (SOEs) and adopted as the
1
dijadikan sebagai budaya Perusahaan. Company’s cultural foundation.
Program dan Prosedur Anti Korupsi Anti-Corruption Programs and Procedures
Perusahaan berkomitmen untuk menciptakan iklim usaha The Company is committed to creating a healthy
yang sehat, menghindari tindakan, perilaku ataupun business environment by avoiding actions, behaviors,
Laporan Management
Management Report
perbuatan-perbuatan yang dapat menimbulkan konflik or practices that may lead to conflicts of interest, as
kepentingan, Korupsi, Kolusi dan Nepotisme (KKN) well as corruption, collusion, and nepotism (KKN), and
serta selalu mengutamakan kepentingan Perusahaan di by always prioritizing the interests of the Company over
atas kepentingan pribadi, keluarga, kelompok ataupun personal, family, group, or other interests. The Company
golongan. Perusahaan juga senantiasa memperhatikan also adheres to anti-corruption policies as stipulated
kebijakan tentang anti korupsi seperti yang tertulis in Law of the Republic of Indonesia No. 20 of 2001
2
dalam Undang-Undang RI No. No. 20 Tahun 2001 concerning Amendments to Law No. 31 of 1999 on
tentang Perubahan atas Undang-Undang RI No. 31 the Eradication of Criminal Acts of Corruption. Since
Tahun 1999 tentang Pemberantasan Tindak Pidana 2018, the Company has established Anti-Bribery and
Korupsi. Perusahaan memiliki program dan prosedur Anti-Corruption programs and procedures with the
Anti Suap dan Korupsi yang disusun sejak 2018 dengan following objectives:
tujuan, antara lain:
1. Menetapkan tanggung jawab untuk seluruh 1. To define responsibilities for all Elnusa employees
Profil Perusahaan
Company Profile
karyawan Elnusa dan pihak eksternal yang and external parties acting for and on behalf of
bertindak untuk dan atas nama Elnusa dalam Elnusa to comply with and support anti-bribery and
mematuhi dan mendukung sikap anti terhadap anti-corruption principles.
penyuapan dan korupsi.
2. Meningkatkan perilaku yang baik sesuai dengan 2. To promote proper conduct in accordance with
3
standar etika yang berlaku bagi seluruh pekerja. applicable ethical standards among all employees.
3. Mengimplementasikan perwujudan nilai-nilai serta 3. To implement the Company’s values and culture in
budaya Perusahaan yang selaras dengan Visi Misi alignment with its Vision and Mission.
Perusahaan.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Sosialisasi Socialization
Perusahaan secara berkala melakukan sosialisasi The Company periodically conducts socialization
terkait kebijakan anti korupsi kepada seluruh jajaran of anti-corruption policies to all levels of employees,
karyawan mulai dari jajaran Dewan Komisaris dan including the Board of Commissioners, the Board
Direksi, Manajemen, karyawan baik yang berada di of Directors, Management, and employees both at
kantor pusat maupun yang berada di wilayah operasi, the head office and in operational areas, to ensure
agar memberikan pemahaman kepada seluruh Perwira comprehensive understanding among all Company
Perusahaan. Sosialisasi kebijakan ini melekat pada personnel. The dissemination of this policy is integrated
sosialisasi dan internalisasi terkait dengan kode etik with the socialization and internalization of the Code
yang dilanjutkan dengan melakukan penandatanganan of Conduct, followed by the signing of compliance
4
pernyataan kepatuhan atas Kode Etik & komitmen statements with the Code of Conduct and integrity
integritas. Perusahaan juga menempatkan informasi commitments. The Company also provides information
mengenai kebijakan anti korupsi melalui website regarding anti-corruption policies through its website
Perusahaan dan portal internal. Jika terdapat hal-hal and internal portal. If there are matters that are not
2025 Annual Report PT Elnusa Tbk
468
Page 469
yang kurang lengkap, karyawan dapat sewaktu-waktu sufficiently clear, employees may consult their respective
bertanya kepada atasan langsung masing-masing atau direct supervisors or the Compliance, Ethics, and GCG
kepada Fungsi Kepatuhan Pengawas Etika dan GCG Oversight Function as the party responsible for the
sebagai penanggung jawab atas implementasi Tata implementation of corporate governance.
Kelola Perusahaan.
PENGELOLAAN BENTURAN KEPENTINGAN
CONFLICT OF INTEREST MANAGEMENT
5
Benturan kepentingan adalah terjadinya konflik antara A conflict of interest refers to a situation where there is
kepentingan ekonomis Perusahaan dengan kepentingan a conflict between the Company’s economic interests
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
ekonomis pribadi, pemilik, anggota Dewan Komisaris, and the personal economic interests of shareholders,
anggota Direksi, Pejabat Eksekutif, Pegawai dan/atau members of the Board of Commissioners, members of the
pihak terafiliasi dengan Perusahaan. Pencegahan dan Board of Directors, executive officers, employees, and/
mekanisme terkait dengan benturan kepentingan diatur or parties affiliated with the Company. The prevention
dalam: Anggaran Dasar, Board Manual, Pedoman and mechanisms related to conflicts of interest are
Tata Kelola Perusahaan, CoC serta pedoman khusus governed under the Articles of Association, Board
mengenai konflik kepentingan. Manual, Corporate Governance Guidelines, Code of
Conduct, and specific guidelines on conflict of interest.
Prinsip dasar dari benturan kepentingan adalah seluruh The fundamental principle of conflict of interest stipulates
karyawan Elnusa yang karena jabatannya, apabila that all Elnusa employees who, by virtue of their position,
menemui potensi atau kondisi/situasi konflik kepentingan encounter potential or actual conflict of interest situations
dilarang meneruskan kegiatan/melaksanakan are prohibited from continuing activities or performing
6
kewajiban terkait jabatannya tersebut. Implementasi duties related to such positions. The implementation of
atas pelaksanaan ketentuan terkait dengan benturan conflict of interest provisions is as follows:
Sustainability Reference
Rujukan Keberlanjutan
kepentingan adalah sebagai berikut:
1. Mencantumkan ketentuan terkait konflik 1. Including conflict of interest provisions as part of the
kepentingan sebagai bagian dari Code of Conduct Company’s Code of Conduct.
Perusahaan.
2. Menyampaikan informasi terkait ketentuan ini 2. Communicating these provisions through regular
dalam sosialisasi kepada seluruh karyawan maupun socialization to all employees and third parties.
pihak ketiga secara reguler.
3. Anggota Dewan Komisaris dan Direksi wajib 3. Members of the Board of Commissioners and the
menyampaikan daftar khusus dan datar hubungan Board of Directors are required to disclose special
afiliasi untuk dipublikasikan dalam laporan tahunan registers and affiliation relationships for publication
dan website Perusahaan. in the annual report and the Company’s website. 7
4. Jika terjadi kondisi Konflik Kepentingan, yang 4. In the event of a conflict of interest situation that
Financial Report
Laporan Keuangan
tidak terdapat/tidak diatur dalam ketentuan is not regulated under existing provisions, Elnusa
ini maka Perwira Elnusa wajib membuat Surat personnel are required to submit a Conflict of
Pernyataan Konflik Kepentingan terhadap kondisi Interest Declaration Letter, accompanied by an
tersebut disertai dengan disertai penjelasan explanation to be reported to their direct supervisor
yang disampaikan kepada atasan langsung atau or the highest-ranking officer at the relevant unit,
pimpinan tertinggi setempat dan pihak ketiga and to third parties if necessary.
apabila diperlukan.
Apabila terjadi situasi konflik kepentingan, maka In the event of a conflict of interest, Elnusa employees
karyawan Elnusa wajib melaporkan hal tersebut melalui: are required to report such situations through:
1. Atasan Langsung 1. Direct Supervisor
Pelaporan melalui atasan langsung dilakukan Reporting through a direct supervisor is conducted
apabila pelapor adalah Perwira Elnusa yang when the reporting party is Elnusa personnel who
terlibat atau memiliki potensi untuk terlibat secara are directly involved or have the potential to be
langsung dalam situasi konflik kepentingan. directly involved in a conflict of interest situation.
Pelaporan dilaksanakan dengan menyampaikan The report is submitted through a Conflict of Interest
Surat Pernyataan Konflik Kepentingan. Declaration Letter.
2025 Annual Report PT Elnusa Tbk
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2. Sistem Pelaporan Pelanggaran (Whistleblowing 2. Whistleblowing System
System)
2025 Performance Highlights
Pelaporan melalui Sistem Pelaporan Pelanggaran Reporting through the Whistleblowing System
(Whistleblowing System) dilakukan apabila pelapor is conducted when the reporting party is Elnusa
adalah Perwira Elnusa atau pihak-pihak lainnya personnel or other parties (customers, business
Kilas Kinerja 2025
(pelanggan, mitra kerja, dan masyarakat) yang partners, and the public) who are not directly
tidak memiliki keterlibatan secara langsung, namun involved but are aware of or suspect the existence
mengetahui adanya atau potensi adanya konflik of a conflict of interest within the Company.
kepentingan di Perusahaan. Pelaporan melalui Sistem Reporting through the Whistleblowing System is
Pelaporan Pelanggaran (Whistleblowing System) carried out in accordance with the mechanisms and
dilaksanakan sesuai dengan mekanisme dan syarat- requirements set out in the Whistleblowing System
1
syarat yang tercantum di dalam pedoman Sistem guidelines. Any Elnusa personnel proven to have
Pelaporan Pelanggaran (Whistleblowing System). engaged in a conflict of interest will be subject to
Setiap Perwira Elnusa yang terbukti melakukan tindakan follow-up actions in accordance with applicable
Konflik Kepentingan akan ditindaklanjui berdasarkan Company regulations and policies.
peraturan dan ketentuan yang berlaku di Perusahaan.
Selama tahun 2025, tidak terdapat pemberian Throughout 2025, there were no Company fund
Laporan Management
Management Report
pinjaman dana Perusahaan kepada Dewan Komisaris loans granted to the Board of Commissioners and
dan Direksi Perusahaan serta tidak terjadi peristiwa the Board of Directors, and no conflicts of interest
terkait benturan kepentingan yang dilakukan oleh involving the Board of Commissioners and the
Dewan Komisaris dan Direksi Perusahaan. Board of Directors occurred.
2
SISTEM PELAPORAN PELANGGARAN, ATAU
WHISTLEBLOWING SYSTEM (WBS)
WHISTLEBLOWING SYSTEM (WBS)
Sebagai upaya untuk mendukung penerapan GCG, As part of its efforts to support the implementation of
Profil Perusahaan
Company Profile
Perusahaan mengimplementasikan Sistem Pelaporan Good Corporate Governance (GCG), the Company
Pelanggaran atau Whistleblowing System (WBS) has implemented a Whistleblowing System (WBS) to
untuk mencegah terjadinya tindak kecurangan prevent fraudulent activities by enabling the reporting
dengan melaporkan kejadian perilaku pelanggaran of violations and promoting a culture of honesty and
serta mendorong budaya kejujuran dan keterbukaan. transparency. The implementation of the WBS serves
3
Penerapan WBS dapat menjadi fondasi bagi Perusahaan as a foundation for the Company to design necessary
untuk merancang evaluasi dan tindak lanjut yang evaluations and follow-up actions. It also functions as
diperlukan. WBS juga menjadi bagian dari mekanisme an early warning system for potential issues arising from
deteksi dini (early warning system) atas kemungkinan violations.
terjadinya masalah akibat sebuah pelanggaran.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Dasar Kebijakan Policy Basis
Kebijakan WBS Perusahaan tertuang di dalam Prosedur The Company’s WBS policy is stipulated in the WBS
Pengelolaan WBS No. B15-001/013C/2024-S9 Management Procedure No. B15-001/013C/2024-S9,
revision 4, dated July 29, 2024.
revisi ke 4 tanggal 29 Juli 2024.
4
2025 Annual Report PT Elnusa Tbk
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Lingkup Kebijakan WBS dan Cakupan Scope of WBS Policy and Reporting Coverage
Pelaporan
Ruang lingkup pengaduan WBS Elnusa berkaitan The scope of reports under Elnusa’s Whistleblowing
dengan fraud, korupsi, pencurian, suap, konflik System (WBS) includes fraud, corruption, theft, bribery,
kepentingan, perbuatan asusila, serta perbuatan conflicts of interest, immoral conduct, as well as violations
melanggar hukum dan Peraturan Perusahaan. of laws and Company regulations.
Pihak yang Mengelola Pengaduan Party Responsible for Managing Reports
5
Sistem pelaporan pelanggaran Perusahaan dikelola The Company’s whistleblowing system is managed by the
oleh Tim WBS di bawah koordinasi dari Fungsi WBS Team under the coordination of the Compliance,
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Kepatuhan Pengawas Etika dan GCG (FUKAPEG). Ethics, and GCG Oversight Function (FUKAPEG).
Saluran/Media Pelaporan WBS WBS Reporting Channels/Media
Perusahaan telah menyediakan berbagai media untuk The Company has provided various channels to
mengakomodir para pemangku kepentingan dalam accommodate stakeholders in submitting reports in the
menyampaikan laporannya jika diduga telah terjadi event of suspected violations committed by Company
pelanggaran yang dilakukan oleh karyawan Perusahaan employees, through the following mechanisms:
dengan mekanisme sebagai berikut:
1. Website Perusahaan: Whistleblower System Center 1. Company Website: Whistleblower System Center
(htps://whistleblower.elnusa.co.id/) (htps://whistleblower.elnusa.co.id/)
6
2. E-mail Pengaduan: tim.wbs@elnusa.co.id 2. Complaint Email: tim.wbs@elnusa.co.id
3. Telepon: 021.78830850 ext 1623 3. Telephone: +62 21 78830850 ext. 1623
Sustainability Reference
Rujukan Keberlanjutan
4. Menyampaikan surat resmi kepada: 4. Official written submission addressed to:
PT Elnusa Tbk PT Elnusa Tbk
u/p. Tim WBS Attn: WBS Team
Graha Elnusa Lantai 16, Jl. TB Simatupang Kav. Graha Elnusa, 16th Floor, Jl. TB Simatupang Kav.
1B, Cilandak, Jakarta Selatan 1B Cilandak, South Jakarta
5. Situs web WBS Pertamina Group: (htps:// 5. Pertamina Group WBS Website: (htps://
pertaminaclean.ipofs.info/) dapat diakses melalui pertaminaclean.ipofs.info/) accessible via
situs web www.elnusa.co.id www.elnusa.co.id.
Pengelolaan dan Penanganan Pelanggaran Management and Handling of Violations
7
Sistem pelaporan pelanggaran Perusahaan dikelola The Company’s whistleblowing system is managed by the
Financial Report
Laporan Keuangan
oleh Tim WBS di bawah koordinasi dari Fungsi WBS Team under the coordination of the Compliance,
Kepatuhan Pengawas Etika dan GCG (FUKAPEG) Ethics, and GCG Oversight Function (FUKAPEG), with
dengan mekanisme sebagai berikut: the following mechanism:
1. Tim WBS menerima laporan pelanggaran dan 1. The WBS Team receives reports of violations and
melakukan verifikasi atas laporan yang masuk. verifies the submitted reports.
2. Tim WBS akan menentukan apakah masih 2. The WBS Team determines whether additional
diperlukan informasi atau buki tambahan lebih information or supporting evidence is required.
lanjut.
3. Laporan yang telah diverifikasi selanjutnya 3. Verified reports are subsequently submitted to
diserahkan kepada FUKAPEG. FUKAPEG.
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PROSEDUR PENGELOLAAN WBS
WBS MANAGEMENT PROCEDURES
2025 Performance Highlights
Kilas Kinerja 2025
1 2 3 4 5 6 7
Pelapor Tim WBS Tim WBS Tim WBS Laporan di Tim WBS Tim WBS
menyampaikan menerima melakukan memproses dan tindak lanjut membuat monitoring
laporan mengenai pengaduan, penelaahan awal/ menandatangani berdasarkan rekomendasi pelaksanaan tindak
dugaan mencatat dan mengklarifikasi laporan kategori tindak lanjut lanjut hasil
Pelanggaran menuangkan ke pengaduan WBS team processes pelaporan Pelaporan rekomendasi dan
kepada tim WBS dalam format pelaporan and signs off the Report is followed WBS team prepares menutup kasus
1
Reporter submits a standar WBS team conducts report up based on follow-up WBS team monitors
report on alleged WBS team receives initial review and reporting category recommendations implementation of
violations to the WBS & records in standard clarifies the complaint recommendations and
team format closes the case
Hasil laporan/investigasi Jika pengaduan tidak
diberikan kepada atasan memenuhi 3W (What,
terlapor dan Direksi Where, When) atau tidak
mengandung unsur
kebenaran, maka kasus
The results of the ditutup
report/investigation are
Laporan Management
submitted to the reported If the complaint does not
Management Report
party’s superior and the meet the 3W criteria
Board of Directors (What, Where, When) or
lacks elements of truth, the
case will be closed
Pengaduan Etika, Asusila,
dll akan ditindak lanjut
oleh Human Capital
Complaints related to
ethics, misconduct, etc. will
be followed up by the
Human Capital function
2
Pengaduan terkait fraud akan ditindak lanjuti oleh:
-Kasus Pencurian: Fungsi Security
-Kasus Suap/Korupsi/Konflik Kepentingan: Fungsi Internal Audit
-Kasus Hukum: Fungsi Legal/HC/Security
Fraud-related complaints will be followed up by:
-Theft Cases: Security Function
-Bribery/Corruption/Conflict of Interest Cases: Internal Audit
Function
-Legal Cases: Legal/HC/Security Functions
Profil Perusahaan
Company Profile
Penanganan Pelaporan Handling of Reports
1. Tim FUKAPEG akan melakukan investigasi atas 1. The FUKAPEG Team conducts an investigation
laporan pengaduan yang telah diverifikasi oleh of reports that have been verified by the WBS
Pengelola WBS dengan bekerja sama dengan Administrator, in coordination with the Internal
3
fungsi Audit Internal. Audit function.
2. Jika pengaduan tidak terbukti benar, maka tidak 2. If the report is found to be unsubstantiated, no
dilakukan proses lebih lanjut. further action will be taken.
3. Apabila laporan atas pelanggaran valid dan telah 3. If the report is valid and substantiated, the
terbukti maka tim FUKAPEG akan memberikan FUKAPEG Team will submit a report along with
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
laporan serta rekomendasi kepada pihak yang recommendations to the authorized party (the
berwenang (manajemen terkait atasan Terlapor relevant management or the reported party’s direct
untuk melaksanakan tindakan koreksi). superior) to implement corrective actions.
4. Dalam hal terlapor adalah Dewan Komisaris, maka 4. If the reported party is a member of the Board of
laporan pelanggaran akan diteruskan kepada Commissioners, the report will be forwarded to
Sistem Pengaduan Terpadu PT Pertamina (Persero) the Integrated Complaint System of PT Pertamina
untuk ditangani lebih lanjut. (Persero) for further handling.
5. Dalam hal terlapor adalah Direksi maka laporan 5. If the reported party is a member of the Board of
pelanggaran akan diteruskan kepada Dewan Directors, the report will be forwarded to the Board
Komisaris. of Commissioners.
4
2025 Annual Report PT Elnusa Tbk
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Page 473
Sanksi Bagi Pelanggar Sanctions for Violators
1. Sanksi terdiri dari dua jenis, yaitu sanksi moral dan 1. Sanctions consist of two types, namely moral
sanksi administratif. sanctions and administrative sanctions.
2. Bentuk sanksi moral meliputi: 2. Forms of moral sanctions include:
a. Diumumkan secara terbuka; a. Public disclosure of the violation;
b. Meminta maaf secara terbatas dan/atau b. Issuance of a limited and/or public apology;
terbuka;
c. Mengundurkan diri dari jabatannya. c. Resignation from the position.
3. Bentuk sanksi administratif adalah sebagaimana 3. Administrative sanctions are imposed in accordance
5
ditetapkan dalam Kebijakan Human Capital with the applicable Human Capital Management
Management dan Peraturan Perusahaan yang policies and Company regulations.
berlaku.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
4. Jika terdapat indikasi pelanggaran pidana, akan 4. In the event of indications of criminal offenses,
diteruskan sesuai dengan ketentuan hukum yang the matter will be referred in accordance with
berlaku. applicable laws and regulations.
Perlindungan Bagi Pelapor/Whistleblower Protection for Whistleblowers
1. Pelapor dapat dilakukan secara anonim maupun 1. Reports may be submitted anonymously or with
dilengkapi dengan identitas pelapor dengan the whistleblower’s identity, accompanied by
memberikan rekomendasi atau bukti awal dugaan recommendations or initial evidence of suspected
sementara praktik pelanggaran. violations.
2. Pelapor dapat membatasi identifikasi mengenai 2. Whistleblowers may limit the disclosure of their
identitas yang bersangkutan dengan tetap identity while still providing relevant evidence
6
menyertakan buki yang berkaitan dengan dugaan related to the suspected violations.
sementara praktik pelanggaran.
Sustainability Reference
Rujukan Keberlanjutan
3. Tidak ada hukuman yang dijatuhkan kepada pihak 3. No sanctions will be imposed on whistleblowers if
pelapor jika pelanggaran tersebut terbukti benar the reported violation is proven to be valid. If the
terjadi. Apabila yang bersangkutan juga terlibat whistleblower is also involved in the violation, the
dalam pelanggaran, laporan yang disampaikan report submitted may be considered as a mitigating
dapat diperimbangkan untuk mengurangi/ factor to reduce or waive the sanction.
meniadakan hukuman.
4. Kerahasiaan pelapor akan dijaga kecuali apabila 4. The confidentiality of the whistleblower will be
pengungkapan tersebut diperlukan dalam kaitan maintained, except where disclosure is required
dengan penyelidikan yang dilakukan oleh in connection with investigations conducted by
pihak yang berwenang atau diperlukan untuk authorized parties or necessary to defend the
mempertahankan posisi Perusahaan di depan Company’s legal position.
hukum. 7
5. Mekanisme di atas tidak dimaksudkan untuk 5. This mechanism is not intended for submitting
Financial Report
Laporan Keuangan
menyampaikan keluhan pribadi. personal grievances.
Pelaporan Pelanggaran Tahun 2025 dan Reporting of Violations in 2025 and Follow-
Tindak Lanjut up Actions
Selama tahun 2025, terdapat 19 (sembilan belas) In 2025, the Company received a total of 19 (nineteen)
pengaduan pelanggaran yang masuk atau diterima violation reports through the Whistleblowing System
Perusahaan melalui media pelaporan WBS. Sebanyak (WBS) reporting channels. Of these, 6 (six) reports have
6 (enam) laporan telah selesai dilakukan proses been fully investigated and followed up in accordance
pemeriksaan dan telah ditindaklanjuti sesuai dengan with the Company’s policies and regulations.
kebijakan dan peraturan Perusahaan.
Berikut disampaikan pengaduan yang diterima melalui The following presents the reports received through the
mekanisme Whistleblowing System serta tindak lanjut Whistleblowing System mechanism and the follow-up
yang telah dilakukan oleh Perusahaan. actions taken by the Company.
2025 Annual Report PT Elnusa Tbk
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Page 474
Perihal 2025
2024
2025 Performance Highlights
Subject
Jumlah pengaduan yang masuk 19 25
Number of reports received
Kilas Kinerja 2025
Jumlah pengaduan yang tidak dapat diproses - -
Number of reports that could not be processed
Jumlah pengaduan dalam tahapan diproses 13 4
Number of reports under process
1
Komposisi pengaduan yang telah selesai diproses 6 6
Composition of reports that have been resolved
Terdapat 6 (enam) pengaduan yang telah selesai There were 6 (six) complaints that were resolved
diproses dan ditindaklanjuti sesuai dengan prosedur and followed up in accordance with the applicable
yang berlaku. Proses penyelesaian dilakukan dengan procedures. The resolution process involved the relevant
melibatkan para pihak terkait. parties.
Laporan Management
Management Report
Penyelesaian setiap laporan dicapai melalui Each case was settled through mutual agreement
kesepakatan bersama antara para pihak yang terlibat. among the parties involved. For complaints where
Untuk pengaduan dimana terdapat pelanggaran yang violations were committed by employees, follow-up
dilakukan oleh Pekerja, sudah ditindaklanjuti dengan actions included verbal warnings and coaching. In
memberikan teguran lisan dan coaching kepada Pekerja addition, for cases that have been resolved, all parties
tersebut. Selain itu, terhadap laporan yang telah may derive lessons learned as a basis for evaluation and
2
ditindaklanjuti dan diselesaikan tersebut, para pihak improvement to prevent similar issues from occurring in
juga dapat mengambil lesson learned sebagai bahan the future.
evaluasi dan perbaikan ke depan guna mencegah
terjadinya permasalahan serupa
Profil Perusahaan
Company Profile
3
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
4
2025 Annual Report PT Elnusa Tbk
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Page 475
KEBIJAKAN PENGADAAN BARANG DAN JASA
PROCUREMENT POLICY FOR GOODS AND SERVICES
Elnusa terus menunjukkan komitmennya dengan Elnusa continues to demonstrate its commitment by
memberikan perhatian besar terhadap mitra pemasok placing strong emphasis on supplier partners within
dalam ekosistem Perusahaan. Upaya ini dilakukan the Company’s ecosystem. This effort is undertaken
dengan harapan bahwa setiap mitra dapat memberikan with the expectation that each partner can deliver the
pelayanan terbaik, serta memastikan kelancaran best services and ensure the smooth operation of the
operasional Perusahaan. Keterlibatan mitra yang andal Company. The involvement of reliable and competent
5
dan berkompeten sangat penting dalam memperkuat partners is essential in strengthening the Company’s
fondasi bisnis dan meningkatkan efisiensi operasional. business foundation and enhancing operational
efficiency.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Sebagai bagian penting dalam proses pengadaan As an integral part of the procurement process for goods
barang dan jasa, Elnusa telah memiliki dan menerapkan and services, Elnusa has established and implemented
kebijakan dalam pengelolaan mitra pemasok. Hal policies for managing supplier partners. Starting from the
tersebut dilakukan sejak dari proses pendaftaran registration process to become a partner, the Company
untuk menjadi mitra, Perusahaan menerapkan kriteria applies specific criteria to ensure that only qualified
khusus, sehingga hanya mitra kerja yang berkualitas partners are able to collaborate with the Company. Since
dapat bekerja sama dengan Perusahaan. Sejak tahun 2022, Elnusa has enhanced its Vendor Management
2022 Elnusa sudah melakukan enhancement portal System (VMS) registration portal, which is accessible
pendataran aplikasi Vendor Management System through the main directory of the Company’s website
dalam direktori utama situs web Elnusa dengan alamat: at htps://vms.elnusa.co.id/login. The development of
htps://vms.elnusa.co.id/login. Pengembangan aplikasi this application is also part of the implementation of
tersebut juga merupakan bagian dari penerapan prinsip transparency principles in the procurement process,
6
transparansi dalam proses pengadaan barang dan jasa as well as the expansion of sourcing. In 2025, the
serta peluasan sumber (sourcing). Kemudian pada tahun Company added 655 partners to its Approved Vendor
Sustainability Reference
Rujukan Keberlanjutan
2025, Perusahaan melakukan penambahan jumlah mitra List (AVL), increasing the total number from 1.378 to
kerja atau biasa disebut Approved Vendor List (AVL) 2.577 vendors within the holding environment.
sebanyak 655 AVL, sehingga secara total naik dari
1.378 menjadi 2.577 AVL di lingkungan holding.
Setelah mendapatkan informasi yang cukup tentang After obtaining sufficient information regarding the
profil calon mitra yang mendaftar sebagai rekanan, profiles of prospective partners registering as vendors,
Tim Elnusa melakukan verifikasi. Kegiatan ini dilakukan the Elnusa team conducts verification to ensure their
untuk memastikan legalitas dan kompetensi yang dimiliki legality and competencies meet the required standards.
sesuai dengan standar yang dibutuhkan. Selain itu, This process also includes verifying that the supporting
memastikan fasilitas penunjang yang dimiliki sesuai facilities are in line with the business activities offered.
dengan bisnis yang ditawarkan. 7
Financial Report
Laporan Keuangan
Sebelum menjadi mitra Elnusa yang melakukan Before becoming Elnusa partners for high-risk work,
pekerjaan dengan tingkat risiko tinggi, calon mitra prospective vendors must undergo prequalification under
Perusahaan harus melalui tahapan prakualifikasi the Contractor Safety Management System (CSMS) and
Contractor Safety Management System (CSMS) dan the Contractor Quality Management System (CQMS).
Contractor Quality Management System (CQMS). Para Vendors are required to achieve a minimum score to
mitra harus memiliki nilai cukup untuk mendapatkan obtain an identification number and be included in
nomor identifikasi dan menjadi Approved Vendor List Elnusa’s Approved Vendor List.
Elnusa.
Prakualifikasi CSMS merupakan sistem pengelolaan CSMS prequalification is a system for managing
aspek Keselamatan, Kesehatan Kerja, dan Lindungan Occupational Health, Safety, and Environmental
Lingkungan (K3LL) oleh mitra kerja/vendor dalam (HSE) aspects by vendors in carrying out their work.
pelaksanaan pekerjaannya. Sedangkan prakualifikasi Meanwhile, CQMS prequalification is an assessment
CQMS adalah metode pengukuran untuk menilai method used to evaluate whether a company manages
bahwa suatu perusahaan mengelola day to day its day-to-day operations in accordance with quality
operasional sesuai dengan prinsip-prinsip kualitas kerja principles and meets the performance requirements set
serta memenuhi persyaratan kinerja yang diterapkan by Elnusa.
oleh Elnusa.
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CSMS Full Cycle CSMS Full Cycle
2025 Performance Highlights
Penerapan CSMS full cycle oleh Perusahaan, terutama The implementation of the CSMS full cycle by the
pada kegiatan operasional dengan risiko menengah Company, particularly in operational activities with
dan tinggi, menunjukkan komitmen Elnusa terhadap medium to high risk, reflects Elnusa’s commitment to
Kilas Kinerja 2025
keselamatan dan kepatuhan terhadap regulasi. Proses safety and regulatory compliance. The review and
kajian dan evaluasi yang dilakukan oleh Divisi HSSE evaluation processes conducted by the HSSE Division
untuk memastikan bahwa setiap tahap operasional ensure that each stage of operations is carried out
berjalan sesuai dengan ketentuan keselamatan yang in accordance with applicable safety standards. This
berlaku. Kebijakan ini tidak hanya melindungi pekerja policy not only protects workers and the environment but
dan lingkungan, tetapi juga mendukung kelancaran also supports smooth operations by mitigating potential
1
operasional dengan memitigasi potensi risiko. risks. The fulfillment of the CSMS full cycle ensures that
Pemenuhan proses CSMS full cycle dilakukan untuk business partners have completed all stages of the
memastikan para mitra kerja telah menjalankan tahapan CSMS process within a full cycle. This process forms
proses CSMS secara lengkap satu siklus. Proses ini part of risk and hazard mitigation efforts to prevent
merupakan bagian dari mitigasi risiko dan bahaya untuk accidents, which are often caused by HSSE performance
mencegah terjadinya accident, yang kerap ditimbulkan of partners that does not meet established standards.
dari kinerja HSSE mitra kerja yang tidak sesuai standar
Laporan Management
Management Report
yang ditetapkan.
Tahapan proses CSMS dimaksud adalah sebagai The stages of the CSMS process are as follows:
berikut:
2
Tahapan Proyek/CSMS
Project Phases / CSMS
Fase Administrasi Administration Phase Fase Pelaksanaan Execution Phase — Tahap 4–6
TA H A P 0 1 TA H A P 0 2 TA H A P 0 3 TA H A P 0 4 TA H A P 0 5 TA H A P 0 6
Profil Perusahaan
Kaji Pra Seleksi Penilaian Penilaian Penilaian
Company Profile
Risiko Kualifikasi Sebelum Berjalan Akhir
(PK) Bekerja
Risk Assessment (PSB/PJA) Work In Progress Final Evaluation
(RA) Praqualification Pre Job Activities (PB/WIP) (PA/FE)
Selection
(PK/PQ)
3
HSE PLAN KICK OFF
MEETING
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
4
2025 Annual Report PT Elnusa Tbk
476
Page 477
1. Risk Assessment 1. Risk Assessment
Memasikan proses Identifikasi Bahaya & Kaji Risiko Ensuring that the Hazard Identification and Risk
(Hazard Identification & Risk Assessment/HIRA) Assessment (HIRA) process has been conducted
telah dilakukan terhadap setiap tahap pekerjaan for each stage of work to be carried out, whether
yang akan dilakukan, baik yang bersifat jasa related to services or materials. The outcome of
ataupun material. Hasil dari proses HIRA ini berupa the HIRA process is the determination of the risk
penetapan kategori/level risiko dari pekerjaan category/level of the work to be performed.
yang akan dilakukan.
2. Prakualifikasi 2. Prequalification
5
Memastikan proses prakualifikasi sudah diterapkan Ensuring that the prequalification process has
kepada seluruh mitra kerja sesuai dengan kategori/ been applied to all partners in accordance with
level risiko pekerjaannya. Hasil dari proses the risk category/level of their work. The outcome
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
prakualifikasi ini adalah datar rekomendasi vendor/ of this process is a list of recommended vendors/
mitra kerja terpilih yang memenuhi kriteria HSSE. partners that meet the HSSE criteria.
3. Selection (HSSE Plan) 3. Selection (HSSE Plan)
Proses ini bertujuan untuk memilih calon mitra kerja This process aims to select the best prospective
terbaik yang memenuhi persyaratan HSSE yang partners who meet the HSSE requirements
telah ditetapkan oleh Elnusa. Hasil dari proses ini established by Elnusa. The outcome of this process
adalah dokumen HSSE Plan yang berisi rincian is an HSSE Plan document containing detailed
kegiatan pengelolaan aspek HSSE oleh calon activities for managing HSSE aspects by the
mitra kerja. prospective partner.
4. Pre Job Activity (PJA) 4. Pre Job Activity (PJA)
Memastikan proses Pre Job Acivity (PJA) telah Ensuring that the Pre Job Activity (PJA) process
6
dilaksanakan kepada seluruh mitra kerja sebelum has been carried out for all partners before the
pekerjaan dimulai. Hasil dari proses PJA ini adalah commencement of work. The outcome of the PJA
Sustainability Reference
Rujukan Keberlanjutan
kesiapan personel, peralatan dan elemen lain yang process is the readiness of personnel, equipment,
telah memenuhi standar HSSE. and other elements that meet HSSE standards.
5. Work in Progress (WIP) 5. Work in Progress (WIP)
Setelah melalui proses pengadaan dan mitra kerja After completing the procurement process and
mendapatkan penghargaan untuk menjalankan once partners are awarded contracts to perform
pekerjaan di lingkungan Elnusa. Dalam kurun waktu work within Elnusa’s environment, the Company
tertentu, Elnusa melakukan reviu atas pekerjaan conducts periodic reviews of the partners’ work by
yang dilakukan perusahaan mitra dengan melihat directly observing field implementation. The results
secara langsung pelaksanaan pekerjaan di of the review ensure that the work is carried out in
lapangan. Hasil reviu akan memastikan Perusahaan accordance with quality principles set by CQMS
melakukan pekerjaan sesuai prinsip-prinsip kualitas and HSE standards, enabling completion without 7
yang sudah di tentukan oleh CQMS dan K3 agar accidents and in line with operational plans.
Financial Report
Laporan Keuangan
pekerjaan dapat selesai tanpa kecelakaan serta The WIP process involves representatives from
mendapatkan hasil yang sesuai dengan rencana Operations, SCM, CQMS, and HSSE.
operasional. Pelaksanaan WIP ini dihadiri oleh
perwakilan dari Operations, SCM dan CQMS
dan HSSE.
6. Final Evaluation (FE) 6. Final Evaluation (FE)
Memastikan proses final evaluation/penilaian akhir Ensuring that the final evaluation process of partners
terhadap mitra kerja telah dipenuhi segera setelah is conducted promptly after the completion of work.
pekerjaan selesai. Hasil dari proses FE ini adalah The outcome of the FE process is an assessment of
penilaian atas kinerja dan kepatuhan HSSE mitra the partner’s performance and HSSE compliance,
kerja dari pekerjaan yang telah dilaksanakan, which serves as a recommendation for future
sebagai rekomendasi kemitraan selanjutnya. partnerships.
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Contract Review Meeting (CRM) Contract Review Meeting (CRM)
2025 Performance Highlights
CRM merupakan pengawasan kinerja mitra kerja CRM is a mechanism for monitoring the performance of
(vendor/ subkontraktor) sesuai dengan ketentuan partners (vendors/subcontractors) in accordance with
kontrak kerja sama yang dilakukan secara berkala the provisions of the cooperation contract, conducted
Kilas Kinerja 2025
selama periode kontrak. Kegiatan ini melibatkan fungsi periodically throughout the contract period. This activity
terkait, seperti fungsi pengguna, asset, quality, HSSE, involves relevant functions, including user functions,
keuangan, dan legal. asset management, quality, HSSE, finance, and legal.
Tujuan dari aktivitas tersebut adalah untuk melakukan The purpose of this activity is to conduct a strategic
reviu secara strategis terhadap kinerja mitra Elnusa review of Elnusa’s partners’ performance in fulfilling the
1
dalam memenuhi Service Level Agreement (SLA) yang agreed Service Level Agreements (SLAs) as stipulated
disepakati seperti tertuang dalam kontrak. CRM dapat in the contract. CRM may be carried out based on the
dilakukan sesuai kompleksitas pekerjaannya. Dengan complexity of the work. Through this process, partners
demikian, para mitra kerja diharapkan melakukan are expected to perform their work in accordance
pekerjaan sesuai prinsip-prinsip kualitas agar pekerjaan with quality principles, ensuring timely completion
dapat selesai tepat waktu dan memberikan kinerja yang and optimal performance in line with contractual
optimal sesuai kontrak. requirements.
Laporan Management
Management Report
Demand & Supply Analysis Demand & Supply Analysis
Perusahaan melakukan analisis terhadap demand dan The Company conducts demand and supply analysis
supply dalam kegiatan operasional. Analisis tersebut in its operational activities. This analysis is used to
2
digunakan untuk menentukan kebijakan pengadaan determine appropriate procurement policies for all of
yang tepat bagi semua kebutuhan operasional Elnusa. Elnusa’s operational needs. Through this approach, the
Dengan demikian, tujuan kinerja SCM yang semakin objectives of Supply Chain Management (SCM)—to be
baik, cepat, murah, dan dekat (better, faster, cheaper, better, faster, more cost-efficient, and closer—can be
& closer) dapat tercapai. achieved.
Logistics Services Logistics Services
Profil Perusahaan
Company Profile
Kegiatan logistics services memiliki peran yang Logistics services play a crucial role in supply chain
sangat penting dalam supply chain management. management. By planning, implementing, and
Dengan merencanakan, mengimplementasikan, dan controlling the flow and storage of goods effectively
mengendalikan aliran serta penyimpanan barang secara and efficiently, logistics supports the smooth execution
3
efektif dan efisien, logistik mendukung kelancaran proses of business processes from the point of origin to the point
bisnis dari tinggi asal hingga tinggi konsumsi. Penerapan of consumption. The application of technology such as
teknologi seperti Warehouse Management System the Warehouse Management System (WMS) enables
(WMS) memungkinkan Perusahaan untuk mengelola the Company to better manage the complexity of
kompleksitas kegiatan logistik dengan lebih baik, mulai logistics activities, ranging from modeling and analyzing
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
dari pemodelan dan analisis aliran barang hingga goods flow to visualizing and optimizing processes. In
visualisasi dan optimalisasi prosesnya. Ditambah dengan addition, the use of Enterprise Resource Planning (ERP)
penggunaan aplikasi Enterprise Resource Planning software enhances integration and comprehensive
(ERP) sotfware, Perusahaan dapat meningkatkan resource management. The development of internal IT
integrasi dan pengelolaan sumber daya secara competencies is essential to ensure that these systems
menyeluruh. Pengembangan kompetensi teknologi operate effectively and support operational efficiency.
informasi internal sangat penting untuk memastikan Through the utilization of these technologies, the
bahwa sistem ini berjalan dengan baik dan mendukung Company is able not only to accelerate distribution
efisiensi operasional. Dengan penggunaan teknologi processes but also to ensure accuracy and precision in
ini, Perusahaan tidak hanya dapat mempercepat proses meeting customer needs.
distribusi, tetapi juga memastikan akurasi dan ketepatan
dalam memenuhi kebutuhan pelanggan.
4
2025 Annual Report PT Elnusa Tbk
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Adapun kegiatan logistik yang dilakukan, di antaranya The logistics activities carried out include, among others:
mencakup:
1. Pengelolaan jasa transportasi baik itu ekspor-impor, 1. Management of transportation ser vices,
pengurusan custom clearance, dan jasa transportasi including export-import, customs clearance,
(mob/demob) lokal. and local transportation services (mobilization/
demobilization).
2. Pengelolaan persediaan mulai dari pengelolaan 2. Inventory management, including material master
master data material, pengelolaan permintaan, data management, demand management, receipt,
penerimaan, penyimpanan, dan pengeluaran storage, and issuance of goods.
barang. 3. Warehouse management, including standardization
5
3. Pengelolaan warehouse mulai dari standardisasi of specifications, optimization of warehouse
spesifikasi, optimalisasi layout dan fasilitas layout and facilities, compliance with government
warehouse, kepatuhan terhadap peraturan regulations, and ensuring health and safety for
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
pemerintah, serta memberikan jaminan kesehatan personnel working within the warehouse.
dan keamanan untuk personel yang bekerja di
dalamnya.
Lebih lanjut, Perusahaan juga menerapkan sistem Vendor Furthermore, the Company also implements a Vendor
Managed Inventory (VMI), yang menyediakan tempat di Managed Inventory (VMI) system, which provides
gudang bagi para mitra kerja untuk dapat mendekatkan warehouse space for partners to position their inventory
stock persediaan mereka ke end user. closer to end users.
ELSA SCM ELSA SCM
Elnusa telah memiliki sistem Source to Pay (S2P) Elnusa has implemented an integrated and paperless
6
terintegrasi dan paperless dalam satu platform, Source to Pay (S2P) system within a single platform as
sebagai bagian dari program pengembangan SCM, part of its SCM development program, namely ELSA
Sustainability Reference
Rujukan Keberlanjutan
yaitu ELSA SCM. Dalam tools ini, seluruh kegiatan SCM. Through this tool, all procurement activities
pengadaan barang dan jasa sejak awal request hingga for goods and services—from the initial request to
closing dapat dilakukan dalam satu pintu, yaitu ELSA closing—can be carried out through a single gateway,
SCM. Dashboard dalam SCM dapat mengidentifikasi ELSA SCM. The SCM dashboard is capable of
segala kegiatan di SCM. Sistem ini memberi layanan identifying all activities within SCM. This system provides
pengadaan dengan Service Level Agreement (SLA) yang procurement services with measurable and analyzable
dapat diukur dan dianalisis. Service Level Agreements (SLAs).
Vendor Performance Evaluation Vendor Performance Evaluation
Perusahaan mengelompokkan mitra kerja Elnusa menjadi The Company classifies Elnusa’s partners into 3 7
3 (tiga) segmen sesuai dengan kompetensinya yakni (three) segments based on their competencies, namely
Financial Report
Laporan Keuangan
Strategic (memiliki kontrak jangka panjang), Preferred Strategic (partners with long-term contracts), Preferred
(digunakan untuk menunjang kegiatan operasional inti (partners supporting the Company’s core operational
Perusahaan), dan Indirect/Transaksional Operation activities), and Indirect/Transactional Operation
(digunakan untuk menunjang kegiatan operasional (partners supporting non-core operational activities
yang bukan kompetensi utama Perusahaan dan bersifat and typically engaged on a transactional basis, such as
transaksi tidak rutin, one time PO, atau pekerjaan- one-time purchase orders or low-risk work). Performance
pekerjaan yang memiliki risiko rendah). Pengukuran measurement is conducted from the time partners are
kinerja dilakukan sejak mitra kerja mendapatkan awarded work through to the completion of their
pekerjaan hingga selama menyelesaikan pekerjaan assignments.
dari Elnusa.
2025 Annual Report PT Elnusa Tbk
479
Page 480
Vendor Annual Meeting (VAM) Vendor Performance Evaluation
2025 Performance Highlights
Kegiatan Vendor Annual Meeting (VAM) merupakan
program kerja untuk memberikan wawasan kepada The Vendor Annual Meeting (VAM) is a program
mitra kerja guna meyakinkan Elnusa bahwa mitra kerja designed to provide insights to partners, ensuring that
Kilas Kinerja 2025
memiliki kompetensi dan kapabilitas yang diperlukan. they possess the competencies and capabilities required
Dengan demikian, dapat memenuhi komitmen terhadap to fulfill their commitments in accordance with project
pekerjaan sesuai dengan kebutuhan. requirements.
Perusahaan menyelenggarakan kegiatan VAM yang The Company held the VAM on July 10, 2025, at
dilaksanakan pada tanggal 10 Juli 2025 di Ruang Udaya Room – Graha Elnusa. TThe event was attended
1
Udaya – Graha Elnusa. Acara ini dihadiri sebanyak 694 online by 694 participants representing vendors., as part
orang sebagai perwakilan vendor secara online, yang of Elnusa’s efforts to maintain harmonious partnerships
diselenggarakan sebagai upaya Elnusa dalam menjaga and enhance positive collaboration with its partners.
hubungan kerja sama yang harmonis dan meningkatkan
aspek kolaborasi yang positif dengan para mitra kerja.
Beberapa materi yang disampaikan dalam acara Topics presented during the event included AKHLAK
Laporan Management
Management Report
tersebut antara lain nilai-nilai AKHLAK sebagai values as guidelines for daily behavior, Elnusa’s 2025
pedoman perilaku sehari-hari, Elnusa 2025 Business Business Outlook, digital supply chain management
Outlook, digital supply chain management outlook, outlook, taxation aspects in procurement of goods and
aspek perpajakan dalam pengadaan barang dan jasa, services, and HSSE-related materials.
serta tentunya materi mengenai HSSE.
2
Elnusa juga senantiasa berupaya memperkuat proses Elnusa also continuously strives to strengthen its
bisnis dengan mengimplementasikan digitalisasi dalam business processes by implementing digitalization across
banyak hal, terutama dalam proses pengadaan barang various areas, particularly in the procurement process—
dan jasa mulai dari proses Sourcing sampai proses from sourcing to payment (S2P)—with the objective
Payment (S2P) dengan tujuan untuk meningkatkan of improving procurement efficiency while upholding
efisiensi pengadaan, namun tetap mengedepankan principles of transparency and auditability.
prinsip-prinsip transparansi dan dapat diaudit.
Profil Perusahaan
Company Profile
Komposisi Mitra Kerja
Composition of Working Partners
2025 2024
Uraian
3
(Rp-miliar) (Rp-miliar)
Description
(Rp-billion) (Rp-billion)
Mitra Kerja Lokal 2.519 2.251
Local Partners
Mitra Kerja Asing 58 57
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Foreign Partners
Jumlah
2.577 2.308
Total
Nilai Pembelian
Purchase Value
2025 2024
Uraian
(Rp-miliar) (Rp-miliar)
Description
(Rp-billion) (Rp-billion)
Mitra Kerja Lokal 9.883,5 9.896,7
4
Local Partners
Mitra Kerja Asing 227,0 602,5
Foreign Partners
Jumlah
10.110,5 10.499,3
Total
2025 Annual Report PT Elnusa Tbk
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KEPATUHAN TERHADAP PEDOMAN TATA KELOLA
PERUSAHAAN TERBUKA, SURAT EDARAN OJK
NO. 32/SEOJK.04/2015
COMPLIANCE WITH THE GUIDELINES ON CORPORATE
GOVERNANCE FOR PUBLIC COMPANIES, OJK CIRCULAR LETTER
NO. 32/SEOJK.04/2015
Kesesuaian Perkembangan Penerapan GCG di Lingkup Perusahaan dengan Surat Edaran OJK No. 32/
5
SEOJK.04/2015 tentang Pedoman Tata Kelola Perusahaan Terbuka
Alignment of the Company’s GCG Implementation Developments with OJK Circular Letter No. 32/SEOJK.04/2015
concerning Guidelines on Corporate Governance for Public Companies
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Aspek 1: Hubungan Perusahaan Terbuka dengan Pemegang Saham dalam Menjamin Hak-Hak Pemegang Saham
Aspect 1: Relationship between the Public Company and the Shareholders in Ensuring the Rights of Shareholders
Prinsip 1: Meningkatkan Nilai Penyelenggaraan RUPS
Principle 1: Increasing the Value of the Organisation of General Meeting of Shareholders (GMS)
Rekomendasi 1: Perusahaan Terbuka memiliki cara atau prosedur teknis pengumpulan suara (voting) baik secara terbuka maupun
tertutup yang mengedepankan independensi dan kepentingan Pemegang Saham.
Recommendation 1: The Public Company should have methods or technical procedures for voting, either open or closed that prioritise
the independence and interests of shareholders.
Keterangan Rekomendasi:
• Setiap saham dengan hak suara yang dikeluarkan mempunyai satu hak suara (one share one vote). Pemegang Saham
dapat menggunakan hak suaranya pada saat pengambilan keputusan, terutama dalam pengambilan keputusan dengan
cara pengumpulan suara (voting). Namun demikian, mekanisme pengambilan keputusan dengan cara pengumpulan suara
(voting) baik secara terbuka maupun tertutup belum diatur secara rinci;
• Perusahaan Terbuka direkomendasikan mempunyai prosedur pengambilan suara dalam pengambilan keputusan atas
suatu mata acara RUPS. Adapun prosedur pengambilan suara (voting) tersebut harus menjaga independensi ataupun
6
kebebasan Pemegang Saham. Sebagai contoh, dalam pengumpulan suara (voting) secara terbuka dilakukan dengan
cara mengangkat tangan sesuai dengan instruksi pilihan yang ditawarkan oleh pimpinan RUPS. Sedangkan, dalam
pengumpulan suara (voting) secara tertutup dilakukan pada keputusan yang membutuhkan kerahasiaan ataupun atas
Sustainability Reference
Rujukan Keberlanjutan
permintaan Pemegang Saham, dengan cara menggunakan kartu suara ataupun dengan penggunaan electronic voting.
Description of Recommendation:
• Each share with voting rights carries one vote (one share one vote). Shareholders may exercise their voting rights during
decision-making, particularly through voting mechanisms. However, the procedures for decision-making through voting,
whether conducted openly or by secret ballot, have not yet been regulated in detail.
• Public Company is recommended to establish voting procedures for decision-making on agenda items at the General
Meeting of Shareholders (GMS). Such voting procedures must ensure the independence and freedom of shareholders. For
example, open voting may be conducted by a show of hands in accordance with the options presented by the chair of the
GMS. Meanwhile, secret voting may be conducted for decisions requiring confidentiality or upon shareholders’ request,
using ballot papers or electronic voting.
Penerapan di Perusahaan atas rekomendasi (per 31 Desember 2025)
Terpenuhi.
Sebagai salah satu upaya untuk meningkatkan independensi, kebebasan dan kerahasiaan pemegang saham dalam
proses pemberian hak suara, Perusahaan memiliki kebijakan untuk melakukan pemungutan suara dalam RUPS secara
7
tertutup dan secara elektronik (e-voting) untuk setiap agenda RUPS. Kebijakan ini tertuang dalam Tata Tertib RUPS.
Financial Report
Laporan Keuangan
Pemegang Saham dan/atau kuasanya yang hadir secara elektronik dapat melakukan proses e-voting pada aplikasi
eASY.KSEI. Sedangkan, bagi Pemegang Saham yang memberikan kuasa dengan mekanisme e-Proxy, dianggap telah
menggunakan hak suaranya melalui aplikasi eASY.KSEI dan tidak diperkenankan melakukan proses e-Voting di lokasi RUPS.
Penghitungan hasil pemungutan suara dilakukan oleh pihak independen yaitu Biro Administrasi Efek PT Datindo Entrycom dan
Notaris Aulia Taufani, S.H. Dengan demikian independensi dan kepentingan pemegang saham dapat terjaga dalam proses
pemungutan suara tersebut. Tata Tertib RUPS telah diunggah dalam situs web Perusahaan saat pemanggilan RUPS yaitu 28
(dua puluh delapan) hari sebelum RUPS, serta dibacakan sebelum RUPS dimulai.
Implementation by the Company of the Recommendation (as of December 31, 2025)
Comply
As part of efforts to enhance the independence, freedom, and confidentiality of shareholders in exercising their voting rights, the
Company has established a policy to conduct voting at the GMS through both closed voting and electronic voting (e-voting) for
each agenda item. This policy is stipulated in the GMS Rules of Conduct.
Shareholders and/or their proxies attending electronically may conduct the e-voting process through the eASY.KSEI application.
Meanwhile, Shareholders who grant a proxy via the e-Proxy mechanism are deemed to have exercised their voting rights through
the eASY.KSEI application and are not permitted to conduct the e-voting process at the GMS venue.
The tabulation of voting results is carried out by independent parties, namely the Securities Administration Bureau PT Datindo
Entrycom and Notary Aulia Taufani, S.H. Accordingly, the independence of the process and the interests of shareholders are
maintained during the voting process. The GMS Rules of Conduct were uploaded to the Company’s website at the time of the
GMS invitation, i.e., 28 (twenty-eight) days prior to the GMS, and were also read out before the GMS commenced.
2025 Annual Report PT Elnusa Tbk
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Page 482
Rekomendasi 2 : Seluruh anggota Direksi dan anggota Dewan Komisaris Perusahaan Terbuka hadir dalam RUPS Tahunan.
Recommendation 2: All members of the Board of Directors and Board of Commissioners of the Company should be present at the AGMS.
2025 Performance Highlights
Keterangan Rekomendasi:
Kehadiran seluruh anggota Direksi dan anggota Dewan Komisaris Perusahaan Terbuka bertujuan agar setiap anggota Direksi
dan anggota Dewan Komisaris dapat memperhatikan, menjelaskan dan menjawab secara langsung permasalahan yang terjadi
atau pertanyaan yang diajukan oleh Pemegang Saham terkait mata acara dalam RUPS.
Kilas Kinerja 2025
Penerapan di Perusahaan atas rekomendasi (per 31 Desember 2025)
Terpenuhi.
Seluruh anggota Direksi dan seluruh anggota Dewan Komisaris hadir dalam RUPS Tahunan tanggal 22 Mei 2025 dan RUPS
Luar Biasa 25 Agustus 2025. Anggota Direksi dan Dewan Komisaris yang hadir dapat mewakili Perusahaan untuk memberikan
penjelasan kepada pemegang saham atas setiap mata acara RUPS, sehingga dapat dilaksanakan dengan baik.
1
Description of Recommendation:
The presence of all members of the Board of Directors and the Board of Commissioners of a public company aims to ensure that
each member can directly observe, explain, and respond to issues or questions raised by shareholders in relation to the agenda
items of the GMS.
Implementation by the Company of the Recommendation (as of December 31, 2025)
Comply.
All members of the Board of Directors and the Board of Commissioners attended the Annual GMS held on May 22, 2025,
and the Extraordinary GMS held on August 25, 2025. The attending members of the Board of Directors and the Board of
Commissioners were able to represent the Company in providing explanations to shareholders on each GMS agenda item,
Laporan Management
Management Report
thereby ensuring that the meetings were conducted properly.
Rekomendasi 3: Ringkasan risalah RUPS tersedia dalam Situs Web Perusahaan Terbuka paling sedikit selama 1 (satu) tahun.
Recommendation 3: Summary of the minutes of GMS shall be made available on the website of the Company for at least one year.
Keterangan Rekomendasi:
Perusahaan Terbuka wajib membuat ringkasan risalah RUPS dalam bahasa Indonesia dan bahasa asing (minimal dalam
bahasa Inggris), serta diumumkan 2 (dua) hari kerja setelah RUPS diselenggarakan kepada masyarakat, yang salah satunya
melalui Situs Web Perusahaan Terbuka. Ketersediaan ringkasan risalah RUPS pada Situs Web Perusahaan Terbuka memberikan
2
kesempatan bagi Pemegang Saham yang tidak hadir untuk mendapatkan informasi penting dalam penyelenggaraan RUPS
secara mudah dan cepat. Oleh karena itu, ketentuan tentang jangka waktu minimal ketersediaan ringkasan risalah RUPS di
Situs Web dimaksudkan untuk menyediakan kecukupan waktu bagi Pemegang Saham untuk memperoleh informasi tersebut.
Penerapan di Perusahaan atas rekomendasi (per 31 Desember 2025)
Terpenuhi.
Ringkasan Risalah RUPS selama 5 (lima) tahun terakhir tersedia di situs web Perusahaan www.elnusa.co.id, baik dalam bahasa
Indonesia maupun bahasa Inggris.
Profil Perusahaan
Description of Recommendation:
Company Profile
A public company is required to prepare a summary of the GMS minutes in Indonesian and a foreign language (at a minimum,
English), and to announce it to the public no later than 2 (two) working days after the GMS is held, including through the public
company’s website. The availability of the summary of GMS minutes on the public company’s website provides an opportunity for
shareholders who did not attend to easily and promptly obtain important information regarding the GMS. Therefore, provisions
regarding the minimum period of availability of the summary of GMS minutes on the website are intended to ensure sufficient time
for shareholders to access such information.
3
Implementation by the Company of the Recommendation (as of December 31, 2025)
Comply.
Summaries of GMS minutes for the past 5 (five) years are available on the Company’s website at www.elnusa.co.id, in both
Indonesian and English.
Prinsip 2: Meningkatkan Kualitas Komunikasi Perusahaan Terbuka dengan Pemegang Saham atau Investor.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Principle 2: Improving the Quality of Communication of the Company with Shareholders or Investors
Rekomendasi 4: Perusahaan Terbuka memiliki suatu kebijakan komunikasi dengan Pemegang Saham atau investor.
Recommendation 4: The Company should have a policy on communication with shareholders or investors.
Keterangan Rekomendasi:
• Adanya komunikasi antara Perusahaan Terbuka dengan Pemegang Saham atau investor dimaksudkan agar para Pemegang
Saham atau investor mendapatkan pemahaman lebih jelas atas informasi yang telah dipublikasikan kepada masyarakat,
seperti laporan berkala, keterbukaan informasi, kondisi atau prospek bisnis dan kinerja, serta Pelaksanaan Tata Kelola
Perusahaan Terbuka. Di samping itu, Pemegang Saham atau investor juga dapat menyampaikan masukan dan opini
kepada manajemen Perusahaan Terbuka;
• Kebijakan komunikasi dengan para Pemegang Saham atau investor menunjukan komitmen Perusahaan Terbuka dalam
melaksanakan komunikasi dengan para Pemegang Saham atau investor. Dalam kebijakan tersebut dapat mencakup
strategi, program, dan waktu pelaksanaan komunikasi, serta panduan yang mendukung Pemegang Saham atau investor
untuk berpartisipasi dalam komunikasi tersebut.
4
Penerapan di Perusahaan atas rekomendasi (per 31 Desember 2025)
Terpenuhi.
Perusahaan telah memiliki kebijakan komunikasi dengan pemegang saham melalui aktivitas komunikasi yang dilakukan
diantaranya melalui pelaksanaan RUPS, Public Expose, Pertemuan Analis, rapat/webinar dengan investor dan analis, serta
melakukan keterbukaan informasi secara akurat dan tepat waktu. Perusahaan juga menyediakan informasi alamat kantor,
alamat e-mail dan nomor telepon, dan akses Media Sosial sebagai sarana bagi pemegang saham agar dapat melakukan
komunikasi dengan secara mudah.
2025 Annual Report PT Elnusa Tbk
482
Page 483
Description of Recommendation:
• Communication between a public company and its shareholders or investors is intended to enable shareholders or investors
to gain a clearer understanding of information that has been disclosed to the public, such as periodic reports, disclosures,
business conditions or prospects, performance, and the implementation of corporate governance. In addition, shareholders
or investors may also provide input and opinions to the management of the public company.
• A communication policy with shareholders or investors reflects the public company’s commitment to maintaining effective
communication. Such a policy may include communication strategies, programs, implementation timelines, and guidelines
that facilitate shareholder or investor participation in such communications.
Implementation by the Company of the Recommendation (as of December 31, 2025)
Comply.
5
The Company has established a communication policy with shareholders through various communication activities, including the
implementation of GMS, Public Expose, Analyst Meetings, meetings/webinars with investors and analysts, as well as ensuring
accurate and timely disclosure of information. The Company also provides its office address, email address, and telephone
number, as well as access to social media platforms as channels for shareholders to communicate easily.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Rekomendasi 5: Perusahaan Terbuka mengungkapkan kebijakan komunikasi Perusahaan Terbuka dengan Pemegang Saham atau
investor dalam Situs Web.
Recommendation 5: The Company should disclose their communication policy with shareholders or investors on their website.
Keterangan Rekomendasi:
Pengungkapan kebijakan komunikasi merupakan bentuk transparansi atas komitmen Perusahaan Terbuka dalam memberikan
kesetaraan kepada semua Pemegang Saham atau investor atas pelaksanaan komunikasi. Pengungkapan informasi tersebut juga
bertujuan untuk meningkatkan partisipasi dan peran Pemegang Saham atau investor dalam pelaksanaan program komunikasi
Perusahaan Terbuka.
Penerapan di Perusahaan atas rekomendasi (per 31 Desember 2025)
Terpenuhi.
Materi dan informasi yang dimiliki oleh Perusahaan selalu disampaikan pada situs web Perusahaan www.elnusa.co.id untuk
menjamin kesetaraan penyampaian informasi kepada para Pemegang Saham.
Description of Recommendation:
6
The disclosure of a communication policy reflects the transparency of a public company’s commitment to ensuring equal
treatment for all shareholders or investors in the implementation of communication activities. Such disclosure also aims to
enhance the participation and role of shareholders or investors in the company’s communication programs.
Sustainability Reference
Rujukan Keberlanjutan
Implementation by the Company of the Recommendation (as of December 31, 2025)
Comply.
The Company consistently publishes its materials and information on its website at www.elnusa.co.id to ensure equal access to
information for all shareholders.
Aspek 2: Fungsi dan Peran Dewan Komisaris
Aspect 2: Functions and Roles of the Board of Commissioners
Prinsip 3: Memperkuat Keanggotaan dan Komposisi Dewan Komisaris
Principle 3: Strengthening the Membership and Composition of the Board of Commissioners
Rekomendasi 6: Penentuan jumlah anggota Dewan Komisaris mempertimbangkan kondisi Perusahaan Terbuka.
Recommendation 6: The number of members of the Board of Commissioners should be determined by considering the condition of the
Company. 7
Keterangan Rekomendasi:
Financial Report
Laporan Keuangan
Jumlah anggota Dewan Komisaris dapat mempengaruhi efektivitas pelaksanaan tugas dari Dewan Komisaris. Penentuan
jumlah anggota Dewan Komisaris Perusahaan Terbuka wajib mengacu kepada ketentuan peraturan perundang-undangan yang
berlaku, yang paling kurang terdiri dari 2 (dua) orang berdasarkan ketentuan peraturan OJK tentang Direksi dan Dewan
Komisaris Emiten atau Perusahaan Publik. Selain itu, perlu juga mempertimbangkan kondisi Perusahaan Terbuka yang antara
lain yang meliputi karakteristik, kapasitas, dan ukuran, serta pencapaian tujuan dan pemenuhan kebutuhan bisnis yang berbeda
diantara Perusahaan Terbuka. Namun demikian, jumlah anggota Dewan Komisaris yang terlalu besar berpotensi mengganggu
efektivitas pelaksanaan fungsi Dewan Komisaris.
Penerapan di Perusahaan atas rekomendasi (per 31 Desember 2025)
Terpenuhi.
Perusahaan telah memiliki Piagam Komite Nominasi, Remunerasi dan GCG sebagai pedoman bagi Komite Nominasi dan
Remunerasi dalam melaksanakan tugas dan tanggung jawab secara efektif, efisien, transparan, dan independen. Proses
nominasi anggota Dewan Komisaris Perusahaab mempertimbangkan kebutuhan, dan kondisi Perusahaan. Per 31 Desember
2025, Dewan Komisaris Perusahaan berjumlah 4 (empat) orang, di mana 2 (dua) orang di antaranya merupakan Komisaris
Independen.
Description of Recommendation:
The number of members of the Board of Commissioners may affect the effectiveness of the Board of Commissioners in carrying
out its duties. The determination of the number of members of the Board of Commissioners of a public company must refer to
applicable laws and regulations, which require a minimum of 2 (two) members in accordance with OJK regulations concerning
the Board of Directors and Board of Commissioners of Issuers or Public Companies. In addition, it is necessary to consider the
condition of the public company, including its characteristics, capacity, and size, as well as the achievement of its objectives and
fulfillment of business needs, which may vary among public companies. However, an excessively large number of members of the
Board of Commissioners may potentially hinder the effectiveness of the Board’s functions.
2025 Annual Report PT Elnusa Tbk
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Page 484
Implementation by the Company of the Recommendation (as of December 31, 2025)
Comply
2025 Performance Highlights
The Company has established a Nomination, Remuneration and GCG Committee Charter as a guideline for the Nomination
and Remuneration Committee in carrying out its duties and responsibilities in an effective, efficient, transparent, and independent
manner. The nomination process for members of the Company’s Board of Commissioners takes into account the Company’s needs
and conditions. As of December 31, 2025, the Company’s Board of Commissioners consists of 4 (four) members, of which 2 (two)
Kilas Kinerja 2025
are Independent Commissioners.
Rekomendasi 7: Penentuan komposisi anggota Dewan Komisaris memperhatikan keberagaman keahlian, pengetahuan dan pengalaman
yang dibutuhkan.
Recommendation 7: The composition of the Board of Commissioners shall be determined by taking into consideration the diversity of
expertise, knowledge and experience required.
Keterangan Rekomendasi:
1
Komposisi Dewan Komisaris merupakan kombinasi karakteristik baik dari segi organ Dewan Komisaris maupun anggota
Dewan Komisaris secara individu, sesuai dengan kebutuhan Perusahaan Terbuka. Karakteristik tersebut dapat tercermin dalam
penentuan keahlian, pengetahuan, dan pengalaman yang dibutuhkan dalam pelaksanaan tugas pengawasan dan pemberian
nasihat oleh Dewan Komisaris Perusahaan Terbuka. Komposisi yang telah memperhatikan kebutuhan Perusahaan Terbuka
merupakan suatu hal yang positif, khususnya terkait pengambilan keputusan dalam rangka pelaksanaan fungsi pengawasan
yang dilakukan dengan mempertimbangkan berbagai aspek yang lebih luas.
Penerapan di Perusahaan atas rekomendasi (per 31 Desember 2025)
Terpenuhi.
Komposisi anggota Dewan Komisaris telah memenuhi aspek keberagaman keahlian, pengetahuan, pengalaman, serta kondisi
Laporan Management
Management Report
dan kompleksitas bisnis Perusahaan. Hal tersebut dapat dilihat dari profil masing-masing Dewan Komisaris.
Description of Recommendation:
The composition of the Board of Commissioners represents a combination of characteristics, both at the Board level and at
the individual member level, in accordance with the needs of a public company. These characteristics may be reflected in the
determination of the expertise, knowledge, and experience required to effectively perform supervisory duties and provide advice.
A composition that takes into account the needs of the public company is a positive factor, particularly in supporting decision-
making processes within the supervisory function by considering a broader range of aspects.
2
Implementation by the Company of the Recommendation (as of December 31, 2025)
Comply.
The composition of the Board of Commissioners has met the aspects of diversity in expertise, knowledge, experience, as well as
alignment with the Company’s business conditions and complexity, as evidenced in the profiles of each member of the Board of
Commissioners.
Prinsip 4: Meningkatkan Kualitas Pelaksanaan Tugas dan Tanggung Jawab Dewan Komisaris.
Principle 4: Improving the Quality of the Implementation of Duties and Responsibilities of the Board of Commissioners
Profil Perusahaan
Company Profile
Rekomendasi 8: Dewan Komisaris mempunyai kebijakan penilaian sendiri (Self Assessment) untuk menilai kinerja Dewan Komisaris.
Recommendation 8: The Board of Commissioners should have a self-assessment policy to assess the performance of the Board of
Commissioners.
Keterangan Rekomendasi:
≠ Kebijakan penilaian sendiri (Self Assessment) Dewan Komisaris merupakan suatu pedoman yang digunakan sebagai bentuk
akuntabilitas atas penilaian kinerja Dewan Komisaris secara kolegial. Self Assessment atau penilaian sendiri dimaksud
3
dilakukan oleh masing-masing anggota untuk menilai pelaksanaan kinerja Dewan Komisaris secara kolegial, dan bukan
menilai kinerja individual masing-masing anggota Dewan Komisaris. Dengan adanya Self Assessment ini diharapkan
masing-masing anggota Dewan Komisaris dapat berkontribusi untuk memperbaiki kinerja Dewan Komisaris secara
berkesinambungan;
≠ Dalam kebijakan tersebut dapat mencakup kegiatan penilaian yang dilakukan beserta maksud dan tujuannya, waktu
pelaksanaannya secara berkala, dan tolok ukur atau kriteria penilaian yang digunakan sesuai dengan dengan rekomendasi
yang diberikan oleh fungsi nominasi dan remunerasi Perusahaan Terbuka, dimana adanya fungsi tersebut telah diwajibkan
dalam Peraturan OJK tentang Komite Nominasi dan Remunerasi Emiten atau Perusahaan Publik.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Penerapan di Perusahaan atas rekomendasi (per 31 Desember 2025)
Terpenuhi.
Perusahaan telah memiliki kebijakan umum terkait dengan penilaian kinerja Dewan Komisaris yang tertuan dalam Board
Manual, diungkapkan dalam Bab Laporan Tata Kelola Perusahaan pada Laporan Tahunan, dan situs web Perusahaan
Description of Recommendation:
A self-assessment policy for the Board of Commissioners serves as a guideline to ensure accountability in evaluating the Board’s
collective performance. This self-assessment is conducted by each member to assess the performance of the Board as a whole,
rather than evaluating individual members. Through this process, each member is expected to contribute to the continuous
improvement of the Board’s overall effectiveness.
Such a policy may include the scope and objectives of the assessment, its periodic implementation, as well as the benchmarks or
evaluation criteria used, in line with recommendations from the nomination and remuneration function, as required under OJK
4
regulations on the Nomination and Remuneration Committee of Issuers or Public Companies.
Implementation by the Company of the Recommendation (as of December 31, 2025)
Comply.
The Company has established a general policy on the performance assessment of the Board of Commissioners, as outlined in the
Board Manual, and disclosed in the Corporate Governance Report section of the Annual Report and on the Company’s website.
2025 Annual Report PT Elnusa Tbk
484
Page 485
Rekomendasi 9: Kebijakan penilaian sendiri (Self Assessment) untuk menilai kinerja Dewan Komisaris, diungkapkan melalui Laporan
Tahunan Perusahaan Terbuka.
Recommendation 9: Self-assessment policy for assessing the performance of the Board of Commissioners should be disclosed in the Annual
Report of the Company.
Keterangan Rekomendasi:
Pengungkapan kebijakan Self Assessment atas kinerja Dewan Komisaris dilakukan tidak hanya untuk memenuhi aspek transparansi
sebagai bentuk pertanggungjawaban atas pelaksanaan tugasnya, namun juga, untuk memberikan keyakinan khususnya kepada
para Pemegang Saham atau investor atas upaya-upaya yang perlu dilakukan dalam meningkatkan kinerja Dewan Komisaris.
Dengan adanya pengungkapan tersebut Pemegang Saham atau investor mengetahui mekanisme check and balance terhadap
kinerja Dewan Komisaris.
Penerapan di Perusahaan atas rekomendasi (per 31 Desember 2025)
Terpenuhi.
5
Kebijakan penilaian Kinerja Dewan Komisaris telah disampaikan dalam Laporan Tahunan bagian Tata Kelola Perusahaan sub
bab Penilaian kinerja Dewan Komisaris.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Description of Recommendation:
The disclosure of the Board of Commissioners’ self-assessment policy is not only intended to fulfill transparency requirements as a
form of accountability for the performance of its duties, but also to provide assurance—particularly to shareholders or investors—
regarding the efforts undertaken to enhance the Board’s performance. Such disclosure also enables shareholders or investors to
understand the check and balance mechanism applied to the Board of Commissioners’ performance.
Implementation by the Company of the Recommendation (as of December 31, 2025)
Comply.
The policy on the performance assessment of the Board of Commissioners has been disclosed in the Annual Report under the
Corporate Governance section, specifically in the subsection on the performance assessment of the Board of Commissioners.
Rekomendasi 10: Dewan Komisaris mempunyai kebijakan terkait pengunduran diri anggota Dewan Komisaris apabila terlibat dalam
kejahatan keuangan.
Recommendation 10: The Board of Commissioners has a policy regarding the resignation of members of the Board of Commissioners in
the event that they are involved in financial crimes.
6
Keterangan Rekomendasi:
≠ Kebijakan pengunduran diri anggota Dewan Komisaris yang terlibat dalam kejahatan keuangan merupakan kebijakan
Sustainability Reference
Rujukan Keberlanjutan
yang dapat meningkatkan kepercayaan para pemangku kepentingan terhadap Perusahaan Terbuka, sehingga integritas
Perusahaan akan tetap terjaga. Kebijakan ini diperlukan untuk membantu kelancaran proses hukum dan agar proses hukum
tersebut tidak mengganggu jalannya kegiatan usaha. Selain itu, dari sisi moralitas, kebijakan ini membangun budaya
beretika di lingkungan Perusahaan Terbuka. Kebijakan tersebut dapat tercakup dalam Pedoman ataupun Kode Etik yang
berlaku bagi Dewan Komisaris;
≠ Selanjutnya, yang dimaksud dengan terlibat dalam kejahatan keuangan merupakan adanya status terpidana terhadap
anggota Dewan Komisaris dari pihak yang berwenang. Kejahatan keuangan dimaksud seperti manipulasi dan berbagai
bentuk penggelapan dalam kegiatan jasa keuangan serta Tindakan Pidana Pencucian Uang sebagaimana dimaksud
dalam Undang-Undang No. 8 Tahun 2010 tentang Pencegahan dan Pemberantasan Tindak Pidana Pencucian Uang.
Penerapan di Perusahaan atas rekomendasi (per 31 Desember 2025)
Terpenuhi.
Perusahaan memiliki kebijakan pengunduran diri yang tertuang di dalam Anggaran Dasar dan Board Manual Perusahaan.
Description of Recommendation:
• A policy on the resignation of members of the Board of Commissioners who are involved in financial crimes is a policy that
can enhance the confidence of stakeholders in the Public Company, thereby safeguarding the Company’s integrity. Such
7
a policy is necessary to facilitate the legal process and to ensure that the legal proceedings do not disrupt the Company’s
Financial Report
Laporan Keuangan
business activities. In addition, from a moral standpoint, this policy helps foster an ethical culture within the Public Company.
The policy may be stipulated in the guidelines or Code of Conduct applicable to the Board of Commissioners.
• Furthermore, involvement in financial crimes refers to the status of a convicted individual as determined by the competent
authorities in relation to a member of the Board of Commissioners. The financial crimes referred to include manipulation
and various forms of embezzlement in financial services activities, as well as the criminal offense of money laundering as
regulated under Law No. 8 of 2010 on the Prevention and Eradication of Money Laundering.
Implementation by the Company of the Recommendation (as of December 31, 2025)
Comply.
The Company has established a resignation policy as stipulated in its Articles of Association and the Company’s Board Manual.
2025 Annual Report PT Elnusa Tbk
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Page 486
Rekomendasi 11: Dewan Komisaris atau Komite yang menjalankan fungsi Nominasi dan Remunerasi menyusun kebijakan suksesi dalam
proses Nominasi anggota Direksi.
2025 Performance Highlights
Recommendation 11: The Board of Commissioners or the Committee performing the Nomination and Remuneration function formulates a
succession policy in the nomination process for members of the Board of Directors.
Keterangan Rekomendasi:
Kilas Kinerja 2025
Berdasarkan ketentuan Peraturan OJK tentang Komite Nominasi dan Remunerasi Emiten atau Perusahaan Publik, komite yang
menjalankan fungsi nominasi mempunyai tugas untuk menyusun kebijakan dan kriteria yang dibutuhkan dalam proses Nominasi
calon anggota Direksi. Salah satu kebijakan yang dapat mendukung proses Nominasi sebagaimana dimaksud adalah kebijakan
suksesi anggota Direksi. Kebijakan mengenai suksesi bertujuan untuk menjaga kesinambungan proses regenerasi atau kaderisasi
kepemimpinan di Perusahaan dalam rangka mempertahankan keberlanjutan bisnis dan tujuan jangka panjang Perusahaan.
Penerapan di Perusahaan atas rekomendasi (per 31 Desember 2025)
Terpenuhi.
1
Perusahaan melalui Komite Nominasi, Remunerasi, dan GCG telah memliki kebijakan dalam proses nominasi anggota Direksi
sesuai dengan tujuan jangka panjang Perusahaan. Kebijakan suksesi dicantumkan dalam situs web Perusahaan.
Description of Recommendation:
Based on the provisions of OJK regulations concerning the Nomination and Remuneration Committee of Issuers or Public
Companies, the committee performing the nomination function is responsible for formulating the policies and criteria required in
the nomination process for candidates for members of the Board of Directors. One of the policies that supports the nomination
process is a succession policy for members of the Board of Directors. The succession policy aims to ensure the continuity of
leadership regeneration and development within the Company in order to sustain business continuity and achieve the Company’s
long-term objectives.
Laporan Management
Management Report
Implementation by the Company of the Recommendation (as of December 31, 2025)
Comply.
Through the Nomination, Remuneration, and GCG Committee, the Company has established a policy governing the nomination
process for members of the Board of Directors in alignment with the Company’s long-term objectives. The succession policy is also
disclosed on the Company’s website.
2
Aspek 3: Fungsi dan Peran Direksi
Aspect 3: Functions and Roles of the Board of Directors
Prinsip 5: Memperkuat Keanggotaan dan Komposisi Direksi.
Principle 5: Strengthening the Membership and Composition of the Board of Directors
Rekomendasi 12: Penentuan jumlah anggota Direksi mempertimbangkan kondisi Perusahaan Terbuka serta efektivitas dalam
pengambilan keputusan.
Recommendation 12: The determination of the number of members of the Board of Directors takes into account the condition of the Public
Company as well as effectiveness in decision-making.
Profil Perusahaan
Company Profile
Keterangan Rekomendasi:
Sebagai organ Perusahaan yang berwenang dalam pengurusan Perusahaan, penentuan jumlah Direksi sangat mempengaruhi
jalannya kinerja Perusahaan Terbuka. Dengan demikian, penentuan jumlah anggota Direksi harus dilakukan melalui pertimbangan
yang matang dan wajib mengacu pada ketentuan Peraturan Perundang-undangan yang berlaku, dimana berdasarkan Peraturan
OJK tentang Direksi dan Dewan Komisaris Emiten atau Perusahaan Publik paling sedikit terdiri dari 2 (dua) orang. Disamping
itu, dalam penentuan jumlah Direksi harus didasarkan pada kebutuhan untuk mencapai maksud dan tujuan Perusahaan Terbuka
dan disesuaikan dengan kondisi Perusahaan Terbuka, meliputi karakteristik, kapasitas dan ukuran Perusahaan Terbuka serta
3
bagaimana tercapainya efektivitas pengambilan keputusan Direksi.
Penerapan di Perusahaan atas rekomendasi (per 31 Desember 2025)
Terpenuhi.
Penentuan jumlah anggota Direksi telah disesuaikan dengan Anggaran Dasar Perusahaan dan peraturan yang berlaku. Sesuai
dengan kondisi dan kebutuhan Perusahaan memiliki 5 (lima) anggota Direksi.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Description of Recommendation:
As the corporate organ authorized to manage the Company, the determination of the number of members of the Board of Directors
has a significant impact on the performance of the Public Company. Accordingly, the determination of the number of members of
the Board of Directors must be carried out through careful consideration and must refer to the applicable laws and regulations,
which, pursuant to OJK regulations on the Board of Directors and Board of Commissioners of Issuers or Public Companies, require
at least 2 (two) members. In addition, the determination of the number of members of the Board of Directors must be based on the
needs to achieve the purposes and objectives of the Public Company and be aligned with the condition of the Public Company,
including its characteristics, capacity, and size, as well as the effectiveness of the Board of Directors’ decision-making process.
Implementation by the Company of the Recommendation (as of December 31, 2025)
Comply.
The determination of the number of members of the Board of Directors is in accordance with the Company’s Articles of Association
and applicable regulations. In line with the Company’s conditions and needs, the Board of Directors consists of 5 (five) members.
4
2025 Annual Report PT Elnusa Tbk
486
Page 487
Rekomendasi 13: Penentuan komposisi anggota Direksi memperhatikan, keberagaman keahlian, pengetahuan dan pengalaman yang
dibutuhkan.
Recommendation 13: The determination of the composition of the Board of Directors takes into account the diversity of expertise,
knowledge, and experience required.
Keterangan Rekomendasi:
Seperti halnya Dewan Komisaris, keberagaman komposisi anggota Direksi merupakan kombinasi karakteristik yang diinginkan
baik dari segi organ Direksi maupun anggota Direksi secara individu, sesuai dengan kebutuhan Perusahaan Terbuka. Kombinasi
tersebut ditentukan dengan cara memperhatikan keahlian, pengetahuan dan pengalaman yang sesuai pada pembagian tugas
dan fungsi jabatan Direksi dalam mencapai tujuan Perusahaan Terbuka. Dengan demikian, pertimbangan kombinasi karakteristik
dimaksud akan berdampak dalam ketepatan proses pencalonan dan penunjukan individual anggota Direksi ataupun Direksi
secara kolegial.
Penerapan di Perusahaan atas rekomendasi (per 31 Desember 2025)
Terpenuhi.
5
Komposisi anggota Direksi telah memenuhi aspek keberagaman keahlian, pengetahuan dan
pengalaman yang diperlukan oleh Perusahaan. Hal tersebut dapat dilihat dari profil masing-masing
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Description of Recommendation:
Similar to the Board of Commissioners, the diversity in the composition of the Board of Directors represents a combination of
desired characteristics, both at the level of the Board of Directors as a collective body and of individual members, in accordance
with the needs of the Public Company. Such a combination is determined by taking into account the appropriate expertise,
knowledge, and experience in the allocation of duties and functions of the Board of Directors in achieving the objectives of the
Public Company. Accordingly, consideration of this combination of characteristics will have an impact on the accuracy of the
nomination and appointment process of individual members of the Board of Directors as well as the Board of Directors as a
collegial body.
Implementation by the Company of the Recommendation (as of December 31, 2025)
Comply.
The composition of the Board of Directors reflects a suitable mix of expertise, knowledge, and experience required by the
Company, as demonstrated in the profile of each member.
Rekomendasi 14: Anggota Direksi yang membawahi bidang akuntansi atau keuangan memiliki keahlian dan/atau pengetahuan di
bidang akuntansi.
Recommendation 14: Members of the Board of Directors who oversee accounting or finance functions possess expertise and/or
knowledge in the field of accounting.
6
Keterangan Rekomendasi:
• Laporan Keuangan merupakan laporan pertanggungjawaban manajemen atas pengelolaan sumber daya yang dimiliki
Sustainability Reference
Rujukan Keberlanjutan
oleh Perusahaan Terbuka, yang wajib disusun dan disajikan sesuai dengan Standar Akuntansi Keuangan yang berlaku
umum di Indonesia dan juga peraturan OJK terkait, antara lain peraturan perundang-undangan di sektor Pasar Modal
yang mengatur mengenai penyajian dan pengungkapan Laporan Keuangan Perusahaan Terbuka. Berdasarkan peraturan
perundang-undangan di sektor Pasar Modal yang mengatur mengenai tanggung jawab Direksi atas Laporan Keuangan,
Direksi secara tanggung renteng bertanggung jawab atas Laporan Keuangan, yang ditandatangani Direktur Utama dan
anggota Direksi yang membawahi bidang akuntansi atau keuangan;
• Dengan demikian, pengungkapan dan penyusunan informasi keuangan yang disajikan dalam laporan keuangan akan
sangat tergantung pada keahlian, dan/atau pengetahuan Direksi, khususnya anggota Direksi yang membawahi bidang
akuntansi atau keuangan. Adanya kualifikasi keahlian dan/atau pengetahuan di bidang akuntansi yang setidaknya
dimiliki anggota Direksi dimaksud dapat memberikan keyakinan atas penyusunan Laporan Keuangan, sehingga Laporan
Keuangan tersebut dapat diandalkan oleh para pemangku kepentingan (stakeholders) sebagai dasar pengambilan
keputusan ekonomi terkait Perusahaan Terbuka dimaksud. Keahlian dan/atau pengetahuan tersebut dapat dibuktikan
dengan latar belakang pendidikan, sertifikasi pelatihan dan/atau pengalaman kerja terkait.
Penerapan di Perusahaan atas rekomendasi (per 31 Desember 2025)
Terpenuhi.
Direktur Keuangan Perusahaan adalah seorang elsekutif keuangan yang berpengalaman dengan rekam jejak luas di bidang
7
keuangan perusahaan dan perbankan investasi. Pengalaman beliau diberbagai posisi di bidang Finance memperkuat
Financial Report
Laporan Keuangan
keahliannya dalam investasi energi, pasar modal, serta restrukturisasi keuangan.
Description of Recommendation:
• Financial Statements constitute management’s accountability report for the management of resources owned by a Public
Company and must be prepared and presented in accordance with Financial Accounting Standards generally applicable
in Indonesia, as well as relevant OJK regulations, including capital market laws and regulations governing the presentation
and disclosure of Public Company Financial Statements. Based on capital market laws and regulations governing the
responsibility of the Board of Directors for Financial Statements, the members of the Board of Directors are jointly and
severally responsible for the Financial Statements, which are signed by the President Director and the member of the Board
of Directors overseeing accounting or finance.
• Accordingly, the disclosure and preparation of financial information presented in the financial statements are highly
dependent on the expertise and/or knowledge of the Board of Directors, particularly the member overseeing accounting
or finance. The existence of qualifications in expertise and/or knowledge in the field of accounting possessed by at least
one member of the Board of Directors provides assurance regarding the preparation of the Financial Statements, thereby
enabling such Financial Statements to be relied upon by stakeholders as a basis for economic decision-making related to the
Public Company. Such expertise and/or knowledge may be evidenced by educational background, training certifications,
and/or relevant work experience.
Implementation by the Company of the Recommendation (as of December 31, 2025)
Comply.
The Company’s Director of Finance is an experienced finance executive with an extensive track record in corporate finance and
investment banking. His experience across various finance roles has strengthened his expertise in energy investments, capital
markets, and financial restructuring.
2025 Annual Report PT Elnusa Tbk
487
Page 488
Prinsip 6: Meningkatkan Kualitas Pelaksanaan Tugas dan Tanggung Jawab Direksi.
Principle 6: Enhancing the Quality of the Performance of the Duties and Responsibilities of the Board of Directors
2025 Performance Highlights
Rekomendasi 15: Direksi mempunyai kebijakan penilaian sendiri (Self Assessment) untuk menilai kinerja Direksi.
Recommendation 15: The Board of Directors has a self-assessment policy to evaluate the performance of the Board of Directors.
Keterangan Rekomendasi:
Kilas Kinerja 2025
≠ Seperti halnya pada Dewan Komisaris, kebijakan penilaian sendiri (Self Assessment) Direksi merupakan suatu pedoman
yang digunakan sebagai bentuk akuntabilitas atas penilaian kinerja Direksi secara kolegial. Self Assessment atau penilaian
sendiri dimaksud dilakukan oleh masing-masing anggota Direksi untuk menilai pelaksanaan kinerja Direksi secara kolegial,
dan bukan menilai kinerja individual masing-masing anggota Direksi. Dengan adanya Self Assessment ini diharapkan
masing-masing anggota Direksi dapat berkontribusi untuk memperbaiki kinerja Direksi secara berkesinambungan;
≠ Dalam kebijakan tersebut dapat mencakup kegiatan penilaian yang dilakukan beserta maksud dan tujuannya, waktu
pelaksanaannya secara berkala, dan tolak ukur atau kriteria penilaian yang digunakan sesuai dengan dengan rekomendasi
yang diberikan oleh fungsi nominasi dan remunerasi perusahaan terbuka, dimana pembentukan fungsi tersebut telah
1
diwajibkan dalam Peraturan OJK tentang Komite Nominasi dan Remunerasi Emiten atau Perusahaan Publik.
Penerapan di Perusahaan atas rekomendasi (per 31 Desember 2025)
Terpenuhi.
Perusahaan telah memiliki kebijakan umum terkait dengan penilaian untuk menilai kinerja Direksi yang tertuang dalam Board
Manual dan situs web Perusahaan.
Description of Recommendation:
• Similar to the Board of Commissioners, the self-assessment policy of the Board of Directors serves as a guideline as a form of
Laporan Management
Management Report
accountability for the collegial performance evaluation of the Board of Directors. The self-assessment is conducted by each
member of the Board of Directors to assess the performance of the Board of Directors collectively, rather than to evaluate
the individual performance of each member. Through this self-assessment, it is expected that each member of the Board of
Directors can contribute to the continuous improvement of the Board’s performance.
• Such a policy may include the assessment activities to be carried out along with their objectives and purposes, the periodic
timing of implementation, as well as the benchmarks or assessment criteria used in accordance with the recommendations
provided by the nomination and remuneration function of the Public Company, the establishment of which is mandated under
OJK regulations concerning the Nomination and Remuneration Committee of Issuers or Public Companies.
2
Implementation by the Company of the Recommendation (as of December 31, 2025)
Comply.
The Company has established a general policy for assessing the performance of the Board of Directors, as outlined in the Board
Manual and disclosed on the Company’s website.
Rekomendasi 16: Kebijakan penilaian sendiri (Self Assessment) untuk menilai kinerja Direksi diungkapkan melalui laporan tahunan
Perusahaan Terbuka.
Recommendation 16: The self-assessment policy for evaluating the performance of the Board of Directors is disclosed in the Public
Profil Perusahaan
Company Profile
Company’s Annual Report.
Keterangan Rekomendasi:
Pengungkapan kebijakan Self Assessment atas kinerja Direksi dilakukan tidak hanya untuk memenuhi aspek transparansi sebagai
bentuk pertanggungjawaban atas pelaksanaan tugasnya, namun juga untuk memberikan informasi penting atas upaya-upaya
perbaikan dalam pengelolaan perusahaan terbuka. Informasi tersebut sangat bermanfaat untuk memberikan keyakinan kepada
Pemegang Saham atau investor bahwa terdapat kepastian pengelolaan Perusahaan terus dilakukan ke arah yang lebih baik.
Dengan adanya pengungkapan tersebut Pemegang Saham atau investor mengetahui mekanisme check and balance terhadap
3
kinerja Direksi.
Penerapan di Perusahaan atas rekomendasi (per 31 Desember 2025)
Terpenuhi.
Kebijakan penilaian kinerja Direksi tercantum dalam Board Manual dan telah diungkapkan dalam Laporan Tahunan bagian
Tata Kelola Perusahaan sub bab Penilaian kinerja Direksi.
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Description of Recommendation:
The disclosure of the self-assessment policy on the performance of the Board of Directors is carried out not only to fulfill the
transparency aspect as a form of accountability for the performance of its duties, but also to provide important information on
improvement efforts in the management of the Public Company. Such information is highly beneficial in assuring shareholders or
investors that the management of the Company is continuously being carried out in a better direction. Through such disclosure,
shareholders or investors are able to understand the check-and-balance mechanism applied to the performance of the Board of
Directors.
Implementation by the Company of the Recommendation (as of December 31, 2025)
Comply.
The policy on the performance assessment of the Board of Directors is set out in the Board Manual and has been disclosed in
the Annual Report under the Corporate Governance section, specifically in the subsection on the performance assessment of the
Board of Directors.
4
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Page 489
Rekomendasi 17: Direksi mempunyai kebijakan terkait pengunduran diri anggota Direksi apabila terlibat dalam kejahatan keuangan.
Recommendation 17: The Board of Directors has a policy regarding the resignation of members of the Board of Directors in the event
that they are involved in financial crimes.
Keterangan Rekomendasi:
≠ Kebijakan pengunduran diri anggota Direksi yang terlibat dalam kejahatan keuangan merupakan kebijakan yang dapat
meningkatkan kepercayaan para pemangku kepentingan terhadap Perusahaan Terbuka, sehingga integritas Perusahaan
akan tetap terjaga. Kebijakan ini diperlukan untuk membantu kelancaran proses hukum dan agar proses hukum tersebut
tidak mengganggu jalannya kegiatan usaha. Selain itu, dari sisi moralitas, kebijakan ini akan membangun budaya beretika
di lingkungan perusahaan terbuka. Kebijakan tersebut dapat tercakup dalam Pedoman ataupun Kode Etik yang berlaku
bagi Direksi;
≠ Selanjutnya, yang dimaksud dengan terlibat dalam kejahatan keuangan merupakan adanya status terpidana terhadap
anggota Direksi dari pihak yang berwenang. Kejahatan keuangan dimaksud seperti manipulasi dan berbagai bentuk
penggelapan dalam kegiatan jasa keuangan serta Tindakan Pidana Pencucian Uang sebagaimana dimaksud dalam
5
Undang-Undang No. 8 Tahun 2010 tentang Pencegahan dan Pemberantasan Tindak Pidana Pencucian Uang.
Penerapan di Perusahaan atas rekomendasi (per 31 Desember 2025)
Terpenuhi.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Perusahaan telah memiliki kebijakan terkait pengunduran diri anggota Direksi yang tertuang dalam Anggaran Dasar dan Board
Manual Perusahaan.
Description of Recommendation:
• A policy on the resignation of members of the Board of Directors who are involved in financial crimes is a policy that can
enhance stakeholders’ trust in the Public Company, thereby maintaining the Company’s integrity. Such a policy is necessary
to facilitate the legal process and to ensure that the legal proceedings do not disrupt the conduct of business activities. In
addition, from a moral perspective, this policy helps build an ethical culture within the Public Company. The policy may be
stipulated in the guidelines or the Code of Conduct applicable to the Board of Directors.
• Furthermore, involvement in financial crimes refers to a conviction status of a member of the Board of Directors as determined
by the competent authorities. The financial crimes referred to include manipulation and various forms of embezzlement in
financial services activities, as well as the criminal offense of money laundering as regulated under Law No. 8 of 2010 on
the Prevention and Eradication of Money Laundering.
Implementation by the Company of the Recommendation (as of December 31, 2025)
Comply.
6
The Company has established a policy on the resignation of members of the Board of Directors, as stipulated in the Articles of
Association and the Company’s Board Manual.
Sustainability Reference
Rujukan Keberlanjutan
Aspek 4: Partisipasi Pemangku Kepentingan
Aspect 4: Stakeholders Participation
Prinsip 7: Meningkatkan Aspek Tata Kelola Perusahaan melalui Partisipasi Pemangku Kepentingan.
Principle 7: Enhancing Corporate Governance Aspects through Stakeholder Participation
Rekomendasi 18: Perusahaan Terbuka memiliki kebijakan untuk mencegah terjadinya insider trading.
Recommendation 18: The Public Company has a policy to prevent the occurrence of insider trading.
Keterangan Rekomendasi:
Seseorang yang mempunyai informasi orang dalam dilarang melakukan suatu transaksi Efek dengan menggunakan informasi
orang dalam sebagaimana dimaksud dalam Undang-Undang mengenai Pasar Modal. Perusahaan Terbuka dapat meminimalisir
terjadinya insider trading tersebut melalui kebijakan pencegahan, misalnya dengan memisahkan secara tegas data dan/atau
informasi yang bersifat rahasia dengan yang bersifat publik, serta membagi tugas dan tanggung jawab atas pengelolaan
informasi dimaksud secara proporsional dan efisien.
Penerapan di Perusahaan atas rekomendasi (per 31 Desember 2025)
7
Financial Report
Laporan Keuangan
Terpenuhi.
Untuk mencegah terjadinya insider trading, Perusahaan telah memiliki Kebijakan Pengelolaan Kepemilikan Saham & Transaksi
Orang Dalam yang dapat diakses di web Perusahaan. Kebijakan ini bertujuan untuk menetapkan aturan, mengidentifikasi,
mengurangi, dan mengelola adanya potensi benturan kepentingan yang mungkin timbul di Perusahaan.
Description of Recommendation:
A person who possesses inside information is prohibited from conducting securities transactions using such inside information as
referred to in the Capital Market Law. A Public Company may minimize the occurrence of insider trading through preventive
policies, for example by clearly segregating confidential data and/or information from public information, as well as by allocating
duties and responsibilities for the management of such information in a proportional and efficient manner.
Implementation by the Company of the Recommendation (as of December 31, 2025)
Comply.
To prevent insider trading, the Company has established a Policy on the Management of Share Ownership and Insider
Transactions, which is accessible on the Company’s website. This policy aims to set out rules, as well as to identify, mitigate, and
manage potential conflicts of interest that may arise within the Company.
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Page 490
Rekomendasi 19: Perusahaan Terbuka memiliki kebijakan anti korupsi dan anti fraud.
Recommendation 19: The Public Company has anti-corruption and anti-fraud policies.
2025 Performance Highlights
Keterangan Rekomendasi:
Kebijakan anti korupsi bermanfaat untuk memastikan agar kegiatan usaha Perusahaan Terbuka dilakukan secara legal, prudent,
dan sesuai dengan prinsip-prinsip tata kelola yang baik. Kebijakan tersebut dapat merupakan bagian dalam kode etik, ataupun
dalam bentuk tersendiri. Dalam kebijakan tersebut dapat meliputi antara lain mengenai program dan prosedur yang dilakukan
Kilas Kinerja 2025
dalam mengatasi praktik korupsi, balas jasa (kickbacks), fraud, suap dan/atau gratifikasi dalam Perusahaan Terbuka. Lingkup
dari kebijakan tersebut harus menggambarkan pencegahan Perusahaan Terbuka terhadap segala praktik korupsi baik memberi
atau menerima dari pihak lain.
Penerapan di Perusahaan atas rekomendasi (per 31 Desember 2025)
Terpenuhi.
Perusahaan telah memiliki Kebijakan terkait anti korupsi dan anti fraud yang tertuang dalam Pedoman Tata Kelola Perusahaan,
1
Code of Conduct, Kebijakan Sistem Anti Penyuapan, serta Prosedur Pengendalian Gratifikasi dan Souvenir. Kebijakan ini
bertujuan untuk memberikan informasi dan panduan bagi pihak-pihak yang bekerja untuk dan atas nama Perusahaan tentang
cara mengenali, menghindari, dan menangani masalah suap dan korupsi. Penjelasan lebih lanjut mengenai Kebijakan Anti Suap
dan Anti Fraud diungkapkan dalam Laporan Tahunan ini.
Description of Recommendation:
An anti-corruption policy is beneficial in ensuring that the business activities of a Public Company are conducted in a legal and
prudent manner and in accordance with the principles of good corporate governance. Such a policy may form part of the code
of conduct or be established as a separate policy. The policy may cover, among others, programs and procedures implemented
Laporan Management
to address corrupt practices, kickbacks, fraud, bribery, and/or gratification within the Public Company. The scope of the policy
Management Report
should reflect the Public Company’s prevention of all forms of corruption, whether in giving or receiving from other parties.
Implementation by the Company of the Recommendation (as of December 31, 2025)
Comply.
The Company has established policies related to anti-corruption and anti-fraud, as set out in the Corporate Governance Guidelines,
Code of Conduct, Anti-Bribery Management System Policy, as well as the Gratuity and Souvenir Control Procedures. These
policies aim to provide guidance to all parties acting for and on behalf of the Company on how to identify, avoid, and address
bribery and corruption issues. Further details on the Anti-Bribery and Anti-Fraud policies are disclosed in this Annual Report.
2
Rekomendasi 20: Perusahaan Terbuka memiliki kebijakan tentang seleksi dan peningkatan kemampuan pemasok atau vendor.
Recommendation 20: The Public Company has a policy on the selection and capacity building of suppliers or vendors.
Keterangan Rekomendasi:
• Kebijakan tentang seleksi pemasok atau vendor bermanfaat untuk memastikan agar Perusahaan Terbuka memperoleh
barang atau jasa yang diperlukan dengan harga yang kompetitif dan kualitas yang baik. Sedangkan kebijakan peningkatan
kemampuan pemasok atau vendor bermanfaat untuk memastikan bahwa rantai pasokan (supply chain) berjalan dengan
efisien dan efektif. Kemampuan pemasok atau vendor dalam memasok/memenuhi barang atau jasa yang dibutuhkan
Perusahaan akan mempengaruhi kualitas output Perusahaan;
• Pelaksanaan kebijakan-kebijakan tersebut dapat menjamin kontinuitas pasokan, baik dari segi kuantitas maupun kualitas
Profil Perusahaan
Company Profile
yang dibutuhkan sebuah perusahaan terbuka. Adapun cakupan kebijakan ini meliputi kriteria dalam pemilihan pemasok
atau vendor, mekanisme pengadaan yang transparan, upaya peningkatan kemampuan pemasok atau vendor, dan
pemenuhan hak-hak yang berkaitan dengan pemasok atau vendor.
Penerapan di Perusahaan atas rekomendasi (per 31 Desember 2025)
Terpenuhi.
Perusahaan telah memiliki SOP terkait dengan prosedur persiapan pengadaan barang dan jasa serta syarat dan ketentuan
3
umum pengadaan barang dan jasa untuk meningkatkan kualitas pengadaan serta kualitas vendor. Hal tersebut tercantum
dalam situs web Perusahaan.
Description of Recommendation:
• Policies on the selection of suppliers or vendors are beneficial in ensuring that a Public Company obtains the required goods
or services at competitive prices and with good quality. Meanwhile, policies on enhancing the capacity of suppliers or
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
vendors are useful in ensuring that the supply chain operates efficiently and effectively. The ability of suppliers or vendors to
supply or fulfill the goods or services required by the Company will affect the quality of the Company’s output.
• The implementation of such policies can ensure the continuity of supply, both in terms of quantity and quality required by
the Public Company. The scope of these policies includes criteria for the selection of suppliers or vendors, transparent
procurement mechanisms, efforts to enhance supplier or vendor capabilities, and the fulfillment of rights related to suppliers
or vendors.
Implementation by the Company of the Recommendation (as of December 31, 2025)
Comply.
The Company has established SOPs related to procurement preparation procedures as well as general terms and conditions for
the procurement of goods and services, aimed at improving procurement quality and vendor quality. These are disclosed on the
Company’s website.
4
2025 Annual Report PT Elnusa Tbk
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Page 491
Rekomendasi 21: Perusahaan Terbuka memiliki kebijakan tentang pemenuhan hak-hak kreditur.
Recommendation 21: The Public Company has a policy on the fulfillment of creditors’ rights.
Keterangan Rekomendasi:
Kebijakan tentang pemenuhan hak-hak kreditur digunakan sebagai pedoman dalam melakukan pinjaman kepada kreditur.
Tujuan dari kebijakan dimaksud adalah untuk menjaga terpenuhinya hak-hak dan menjaga kepercayaan kreditur terhadap
perusahaan terbuka. Dalam kebijakan tersebut mencakup pertimbangan dalam melakukan perjanjian, serta tindak lanjut dalam
pemenuhan kewajiban perusahaan terbuka kepada kreditur.
Penerapan di Perusahaan atas rekomendasi (per 31 Desember 2025)
Terpenuhi.
Perusahaan telah memiliki kebijakan terkait dengan kewajiban untuk memenuhi hak-hak kreditur sesuai dengan kebijakan dan
ketentuan yang berlaku yang tertuang dalam Perjanjian Kredit yang telah disepakati oleh kedua belah pihak. Hal tersebut
tercantum dalam situs web Perusahaan. Kebijakan ini mengatur bahwa Perusahaan menerapkan dan menghargai hak-hak
5
kreditur dengan memperlakukan persamaan (equal treatment) kepada seluruh kreditur.
Description of Recommendation:
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
A policy on the fulfillment of creditors’ rights is used as a guideline in obtaining loans from creditors. The purpose of such a policy
is to ensure the fulfillment of creditors’ rights and to maintain creditors’ trust in the Public Company. The policy covers considerations
in entering into agreements, as well as follow-up actions in fulfilling the Public Company’s obligations to creditors.
Implementation by the Company of the Recommendation (as of December 31, 2025)
Comply.
The Company has established a policy regarding the obligation to fulfill creditors’ rights in accordance with the applicable policies
and regulations as stipulated in the Credit Agreement agreed upon by both
Rekomendasi 22: Perusahaan Terbuka memiliki kebijakan whistleblowing system
Recommendation 22: The Public Company has a whistleblowing system policy.
Keterangan Rekomendasi:
Kebijakan system whistleblowing yang telah disusun dengan baik akan memberikan kepastian perlindungan kepada saksi atau
pelapor atas suatu indikasi pelanggaran yang dilakukan karyawan atau manajemen perusahaan terbuka. Penerapan kebijakan
sistem tersebut akan berdampak pada pembentukan budaya tata kelola perusahaan yang baik. Kebijakan system whistleblowing
mencakup antara lain jenis pelanggaran yang dapat dilaporkan melalui system whistleblowing, cara pengaduan, perlindungan
6
dan jaminan kerahasiaan pelapor, penanganan pengaduan, pihak yang mengelola aduan, dan hasil penanganan dan tindak
lanjut pengaduan.
Penerapan di Perusahaan atas rekomendasi (per 31 Desember 2025)
Sustainability Reference
Rujukan Keberlanjutan
Terpenuhi.
Perusahaan telah memiliki kebijakan yang mengatur mengenai pelaporan pelanggaran atau whistleblowing system. Kebijakan
ini Perusahaan tertuang di dalam Prosedur Pengelolaan WBS No. B15-001/013C/2024-S9 revisi ke 4 tanggal 29 Juli 2024.
Description of Recommendation:
A well-designed whistleblowing system policy provides assurance of protection for witnesses or whistleblowers who report
indications of violations committed by employees or management of a Public Company. The implementation of such a policy
contributes to the establishment of a culture of Good Corporate Governance. The whistleblowing system policy covers, among
others, the types of violations that may be reported through the whistleblowing system, reporting procedures, protection and
confidentiality guarantees for whistleblowers, complaint handling, parties responsible for managing complaints, as well as the
results and follow-up actions of complaint handling.
Implementation by the Company of the Recommendation (as of December 31, 2025)
Comply.
The Company has established a policy governing the reporting of violations or a whistleblowing system. This policy is set out in
7
Financial Report
Laporan Keuangan
the WBS Management Procedure No. B15-001/013C/2024-S9, revision 4 (four), dated July 29, 2024.
Rekomendasi 23: Perusahaan Terbuka memiliki kebijakan pemberian insentif jangka panjang kepada Direksi dan karyawan
Recommendation 23: The Public Company has a policy on the provision of long-term incentives to the Board of Directors and employees.
Keterangan Rekomendasi:
≠ Insentif jangka panjang merupakan insentif yang didasarkan atas pencapaian kinerja jangka panjang. Rencana insentif
jangka panjang mempunyai dasar pemikiran bahwa kinerja jangka panjang Perusahaan tercermin oleh pertumbuhan nilai
dari saham atau target-target jangka panjang Perusahaan lainnya. Insentif jangka panjang bermanfaat dalam rangka
menjaga loyalitas dan memberikan motivasi kepada Direksi dan karyawan untuk menigkatkan kinerja atau produktivitasnya
yang akan berdampak pada peningkatan kinerja Perusahaan dalam jangka panjang;
≠ Adanya suatu kebijakan insentif jangka panjang merupakan komitmen nyata perusahaan terbuka untuk mendorong
pelaksanaan pemberian insentif jangka panjang kepada Direksi dan Karyawan dengan syarat, prosedur dan bentuk
yang disesuaikan dengan tujuan jangka panjang perusahaan terbuka. Kebijakan dimaksud dapat mencakup, antara lain:
maksud dan tujuan pemberian insentif jangka panjang, syarat dan prosedur dalam pemberian insentif, serta kondisi dan
risiko yang harus diperhatikan oleh perusahaan terbuka dalam pemberian insentif. Kebijakan tersebut juga dapat tercakup
dalam kebijakan remunerasi perusahaan terbuka yang ada.
Penerapan di Perusahaan atas rekomendasi (per 31 Desember 2025)
Terpenuhi.
Perusahaan telah memiliki kebijakan pemberian penghargaan terhadap masa kerja karyawan sebagai bentuk penghargaan
atas loyalitas pekerja. Untuk Direksi kebijakan insentif tersebut melekat pada kebijakan remunerasi Perusahaan.
2025 Annual Report PT Elnusa Tbk
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Page 492
Description of Recommendation:
2025 Performance Highlights
• Long-term incentives are incentives based on the achievement of long-term performance. Long-term incentive plans are
founded on the principle that a company’s long-term performance is reflected in the growth of share value or the achievement
of other long-term corporate targets. Long-term incentives are beneficial in maintaining loyalty and motivating members of
the Board of Directors and employees to improve performance or productivity, which in turn will have a positive impact on
Kilas Kinerja 2025
the Company’s long-term performance.
• The existence of a long-term incentive policy represents a tangible commitment of the Public Company to encourage the
provision of long-term incentives to the Board of Directors and employees, with terms, procedures, and forms aligned with
the long-term objectives of the Public Company. Such a policy may include, among others, the objectives and purposes of
granting long-term incentives, the terms and procedures for granting such incentives, as well as the conditions and risks that
must be taken into consideration by the Public Company in providing the incentives. This policy may also be incorporated
into the existing remuneration policy of the Public Company.
1
Implementation by the Company of the Recommendation (as of December 31, 2025)
Comply.
The Company has established a policy for awarding employee service tenure as a form of appreciation for employee loyalty. For
the Board of Directors, such incentives are embedded in the Company’s remuneration policy.
Aspek 5: Keterbukaan Informasi
Aspect 5: Information Disclosure
Laporan Management
Management Report
Prinsip 8: Meningkatkan Pelaksanaan Keterbukaan Informasi.
Principle 8: Enhancing the Implementation of Information Disclosure
Rekomendasi 24: Perusahaan Terbuka memanfaatkan penggunaan teknologi informasi secara lebih luas selain Situs Web sebagai
media keterbukaan informasi.
Recommendation 24: The Public Company makes broader use of information technology, in addition to its website, as a medium for
information disclosure.
Keterangan Rekomendasi:
Penggunaan teknologi informasi dapat bermanfaat sebagai media keterbukaan informasi. Adapun keterbukaan informasi
2
yang dilakukan tidak hanya keterbukaan informasi yang telah diatur dalam peraturan perundang-undangan, namun juga
informasi lain terkait Perusahaan Terbuka yang dirasakan bermanfaat untuk diketahui Pemegang Saham atau investor. Dengan
pemanfaatan teknologi informasi secara lebih luas selain Situs Web diharapkan Perusahaan dapat meningkatkan efektivitas
penyebaran informasi Perusahaan. Meskipun demikian, pemanfaatan teknologi informasi yang dilakukan tetap memperhatikan
manfaat dan biaya Perusahaan.
Penerapan di Perusahaan atas rekomendasi (per 31 Desember 2025)
Terpenuhi.
Perusahaan telah secara rutin menyampaikan informasi tidak hanya terbatas pada keterbukaan Informasi yang telah diatur
dalam peraturan perundang-undangan, namun juga informasi lain terkait Perusahaan melalui media, portal internal, dan juga
Profil Perusahaan
Company Profile
media sosial Perusahaan (LinkedIn, Instragam, X, TikTok, dan YouTube).
Description of Recommendation:
The use of information technology can be beneficial as a medium for information disclosure. Such disclosure is not limited to
information required under applicable laws and regulations, but also includes other information related to the Public Company
that is considered useful for shareholders or investors. Through the broader utilization of information technology beyond the
Company’s website, the Company is expected to enhance the effectiveness of disseminating corporate information. Nevertheless,
3
the use of information technology takes into account the balance between its benefits and the Company’s costs.
Implementation by the Company of the Recommendation (as of December 31, 2025)
Comply.
The Company has regularly disclosed information not only limited to disclosures required under prevailing laws and regulations,
but also other information related to the Company through media, internal portals, as well as the Company’s social media
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
platforms (LinkedIn, Instagram, X, TikTok, and YouTube).
4
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Page 493
Rekomendasi 25: Laporan Tahunan Perusahaan Terbuka mengungkapkan pemilik manfaat akhir dalam kepemilikan saham
Perusahaan Terbuka paling sedikit 5% (lima persen), selain pengungkapan pemilik manfaat akhir dalam kepemilikan saham
Perusahaan Terbuka melalui Pemegang Saham Utama dan Pengendali.
Recommendation 25: The Annual Report of a Public Company discloses the ultimate beneficial owners of share ownership in the Public
Company of at least 5% (five percent), in addition to the disclosure of ultimate beneficial owners through the Company’s major and
controlling shareholders.
Keterangan Rekomendasi:
Peraturan perundang-undangan di sektor Pasar Modal yang mengatur mengenai penyampaian laporan tahunan Perusahaan
Terbuka telah mengatur kewajiban pengungkapan informasi mengenai Pemegang Saham yang memiliki 5% (lima persen) atau
lebih saham Perusahaan Terbuka serta kewajiban pengungkapan informasi mengenai Pemegang Saham Utama dan Pengendali
Perusahaan Terbuka baik langsung maupun tidak langsung sampai dengan pemilik manfaat terakhir dalam kepemilikan saham
tersebut. Dalam Pedoman Tata Kelola ini direkomendasikan untuk mengungkapkan pemilik manfaat akhir atas kepemilikan
saham Perusahaan Terbuka paling sedikit 5% (lima persen), selain mengungkapkan pemilik manfaat akhir dari kepemilikan
5
saham oleh Pemegang Saham Utama dan Pengendali.
Penerapan di Perusahaan atas rekomendasi (per 31 Desember 2025)
Terpenuhi.
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Perusahaan telah mengungkapkan pemilik manfaat akhir atas kepemilikan saham Perusahaan paling sedikit 5%, juga telah
mengungkapkan pemilik manfaat akhir dari kepemilikan saham oleh Pemegang Saham Pengendali Perusahaan dalam Laporan
Tahunan ini.
Description of Recommendation:
Capital market laws and regulations governing the submission of the Annual Report of a Public Company require the disclosure
of information on shareholders holding 5% (five percent) or more of the Public Company’s shares, as well as the disclosure of
information on the major and controlling shareholders of the Public Company, whether directly or indirectly, up to the ultimate
beneficial owners of such share ownership. These Corporate Governance Guidelines further recommend the disclosure of the
ultimate beneficial owners of share ownership in the Public Company of at least 5% (five percent), in addition to the disclosure of
the ultimate beneficial owners of share ownership held by the major and controlling shareholders.
Implementation by the Company of the Recommendation (as of December 31, 2025)
Comply.
The Company has disclosed the ultimate beneficial owners of share ownership of at least 5%, and has also disclosed the ultimate
beneficial owners of shares held by the Company’s Controlling Shareholders in this Annual Report.
6
Sustainability Reference
7
Financial Report
Laporan Keuangan Rujukan Keberlanjutan
2025 Annual Report PT Elnusa Tbk
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Page 494
KESESUAIAN PENERAPAN TATA KELOLA PERUSAHAAN
TERHADAP ASEAN
2025 Performance Highlights
ASEAN CORPORATE GOVERNANCE SCORECARD (ACGS)
Kilas Kinerja 2025
Untuk terus mempertahankan dan utamanya meningkatkan penerapan prinsip GCG, Perusahaan telah
membuat referensi silang terhadap penilaian ACGS untuk mempermudah perolehan data, sebagai
berikut:
To continuously maintain and, more importantly, enhance the implementation of GCG principles, the Company has
established cross-references to the ACGS assessment to facilitate data collection, as follows:
1
Nomor Indeks Parameter Penyajian
Index Number Parameter Disclosure
Level 1
A. Prinsip A. Hak Pemegang Saham
Rights of Shareholders
A.1 Hak Dasar Pemegang Saham
Basic Shareholder Rights
Laporan Management
Management Report
A.1.1 Apakah perusahaan membayar dividen (interim dan final/tahunan) secara adil dan tepat waktu;
yang berarti seluruh pemegang saham diperlakukan sama dan dibayar dalam waktu 30 hari setelah
(i) dividen interim diumumkan dan (ii) disetujui oleh pemegang saham pada rapat umum untuk dividen
final? Dalam hal perusahaan telah menawarkan dividen skrip, apakah perusahaan membayar dividen
tersebut dalam waktu 60 hari.
Does the company pay (interim and final/annual) dividends in an equitable and timely manner; that
is, all shareholders are treated equally and paid within 30 days after being (i) declared for interim
dividends and (ii) aElnusaved by shareholders at general meetings for final dividends? In case the
company has offered Scrip dividend, did the company paid the dividend within 60 days.
2
A.2 Hak untuk berpartisipasi secara efektif dan memberikan suara dalam rapat umum pemegang saham dimana
peraturannya telah diinformasikan terlebih dahulu, termasuk prosedur pemungutan suara yang mengatur rapat
umum pemegang saham.
Right to participate effectively in and vote in general shareholder meetings and should be informed of the rules,
including voting procedures, that govern general shareholder meetings.
A.2.1 Apakah pemegang saham mempunyai kesempatan, yang dibuktikan dengan mata acara, untuk
menyetujui remunerasi (biaya, tunjangan, benefit natura, dan honorarium lainnya) atau kenaikan
remunerasi bagi direksi/komisaris non-eksekutif?
Do shareholders have the opportunity, evidenced by an agenda item, to aElnusave remuneration
(fees, allowances, benefit-in-kind and other emoluments) or any increases in remuneration for the non-
Profil Perusahaan
Company Profile
executive directors/commissioners?
A.2.2 Apakah perusahaan memberikan hak kepada pemegang saham non pengendali untuk mengusulkan
calon direksi/komisaris?
Does the company provide non-controlling shareholders a right to nominate candidates for board of
directors/commissioners?
A.2.3 Apakah perusahaan memperbolehkan pemegang saham untuk memilih direksi/komisaris?
3
Does the company allow shareholders to elect directors/commissioners individually?
A.2.4 Apakah perusahaan mengadakan pemungutan suara sebelum rapat dimulai?
Does the company disclose the voting procedures used before the start of meeting?
A.2.5 Apakah risalah RUPS terakhir mencatat bahwa pemegang saham diberi kesempatan untuk
mengajukan pertanyaan dan apakah pertanyaan yang diajukan pemegang saham serta jawaban
yang diberikan dicatat?
Do the minutes of the most recent AGM record that the shareholders were given the opportunity to ask
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
questions and the questions raised by shareholders and answers given recorded?
A.2.6 Apakah perusahaan mengungkapkan hasil pemungutan suara termasuk suara setuju, tidak setuju, dan
abstain untuk seluruh keputusan/setiap mata acara RUPS terkini?
Does the company disclose the voting results including aElnusaving, dissenting, and abstaining votes for
all resolutions/each agenda item for the most recent AGM?
A.2.7 Apakah perusahaan menyediakan informasi mengenai
daftar anggota dewan yang menghadiri RUPS terakhir?
Does the company disclose the list of board members who attended the most recent AGM?
A.2.8 Apakah perusahaan menyediakan informasi mengenai daftar dewan direksi dan CEO (jika dia bukan
anggota dewan direksi) yang menghadiri RUPS terakhir?
Does the company disclose that all board members and the CEO (if he is not a board member)
attended the most recent AGM?
A.2.9 Apakah perusahaan memperbolehkan pemungutan suara secara in-absensia?
Does the company allow voting in absentia?
4
A.2.10 Apakah perusahaan memberikan suara melalui pemungutan suara (dan bukan dengan mengacungkan
tangan) untuk semua resolusi pada RUPS terkini?
Did the company vote by poll (as opposed to by show of hands) for all resolutions at the most recent
AGM?
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Page 495
Nomor Indeks Parameter Penyajian
Index Number Parameter Disclosure
A.2.11 Apakah Perusahaan mengungkapkan pihak independen yang telah ditunjuk (pemeriksa) untuk
menghitung dan/atau memvalidasi suara dalam RUPST?
Does the company disclose that it has appointed an independent party (scrutineers/inspectors) to count
and/or validate the votes at the AGM?
A.2.12 Apakah perusahaan mengumumkan hasil pemungutan suara RUPS/RUPSLB terkini kepada publik
pada hari kerja berikutnya untuk semua keputusan yang telah ditetapkan?
Does the company make publicly available by the next working day the result of the votes taken during
the most recent AGM/EGM for all resolutions?
A.2.13 Apakah Perusahaan memberikan pemberitahuan mengenai RUPS dan RUPSLB setidaknya 21 hari
sebelum tanggal pelaksanaan rapat?
5
Does the company provide at least 21 days notice for all AGMs and EGMs?
A.2.14 Apakah perusahaan memberikan alasan dan penjelasan untuk setiap agenda yang memerlukan
persetujuan pemegang saham dalam panggilan RUPS/surat edaran dan/atau dokumen tambahan
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
mengenai agenda rapat?
Does the company provide the rationale and explanation for each agenda item which require
shareholders’ aElnusaval in the notice of AGM/circulars and/or the accompanying statement?
A.2.15 Apakah perusahaan memberikan kesempatan kepada pemegang saham untuk memasukkan mata
acara atau topik pembicaraan pada rapat umum dengan persentase tertentu?
Does the company give the opportunity for shareholders to place item/s on the agenda of general
meetings and/or to request for general meetings subject to a certain percentage?
A.3 Pasar untuk mengendalikan perusahaan harus berfungsi secara efisien dan transparan.
Markets for corporate control should be allowed to function in an efficient and transparent manner.
A.3.1 Apakah perusahaan membayar dividen (interim dan final/tahunan) secara adil dan tepat waktu;
yaitu, seluruh pemegang saham diperlakukan sama dan dibayar dalam waktu 30 hari setelah (i)
dividen interim diumumkan dan (ii) disetujui oleh pemegang saham pada rapat umum untuk dividen
final? Dalam hal perusahaan telah menawarkan dividen skrip, apakah perusahaan membayar dividen
tersebut dalam waktu 60 hari.
Does the company pay (interim and final/annual) dividends in an equitable and timely manner; that
is, all shareholders are treated equally and paid within 30 days after being (i) declared for interim
dividends and (ii) aElnusaved by shareholders at general meetings for final dividends? In case the
company has offered Scrip dividend, did the company paid the dividend within 60 days.
6
A.4 Pelaksanaan hak kepemilikan oleh seluruh pemegang saham, termasuk investor institusi, harus difasilitasi.
The exercise of ownership rights by all shareholders, including institutional investors, should be facilitated.
A.4.1 Apakah perusahaan menyampaikan kebijakan atau langkah-langkahnya untuk mendorong
Sustainability Reference
Rujukan Keberlanjutan
keterlibatan pemegang saham dalam aktivitas perusahaan di luar rapat umum?
Does the company disclose its practices to encourage shareholders to engage with the company
beyond general meetings?
A.5 Saham dan hak suara
Shares and voting rights
A.5.1 Apabila perusahaan mempunyai lebih dari satu kelas saham, apakah perusahaan mempublikasikan
hak suara pada masing-masing kelas saham tersebut (misalnya melalui situs web perusahaan/
laporan/bursa/situs web regulator)?
-
Where the company has more than one class of shares, does the company publicise the voting rights
attached to each class of shares (e.g. through the company website / reports/ the stock exchange/ the
regulator's website)?
A.6 Pemanggilan RUPS
Notice of AGM
A.6.1 Apakah setiap keputusan yang diambil pada rapat umum tahunan terakhir hanya membahas satu
hal saja, misalnya, tidak ada penggabungan beberapa agenda menjadi satu keputusan yang sama?
7
Does each of the resolutions tabled at the most recent annual general meeting deal with only one item,
Financial Report
Laporan Keuangan
i.e., there is no bundling of several items into the same resolution?
A.6.2 Apakah pemanggilan RUPS/surat edaran terbaru perusahaan sepenuhnya diterjemahkan ke dalam
bahasa Inggris dan diterbitkan pada tanggal yang sama dengan versi bahasa lokal?
Are the company's notice of the most recent AGM/circulars fully translated into English and published
on the same date as the local-language version?
Apakah pemanggilan RUPS/surat edaran memuat rincian sebagai berikut:
Does the notice of AGM/circulars have the following details:
A.6.3 Apakah profil direksi/komisaris (setidaknya usia, kualifikasi akademis, tanggal penunjukan pertama,
pengalaman, dan jabatan direksi di emiten lain) yang ingin dipilih/dipilih kembali disertakan?
Are the profiles of directors/commissioners (at least age, academic qualification, date of first -
appointment, experience, and directorships in other listed companies) in seeking election/reelection
included?
A.6.4 Apakah auditor yang ingin diangkat/diangkat kembali telah teridentifikasi secara jelas?
Are the auditors seeking appointment/re-appointment clearly identified? x
A.6.5 Apakah dokumen proxy telah tersedia?
Were the proxy documents made easily available?
A.7 Insider trading untuk mendapatkan keuntungan pribadi harus dilarang.
Insider trading and abusive self-dealing should be prohibited.
A.7.1 Apakah direksi/komisaris wajib melaporkan transaksi saham perusahaan dalam waktu 3 hari kerja?
Are the directors / commissioners required to report their dealings in company shares within 3 business
days?
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Page 496
Nomor Indeks Parameter Penyajian
Index Number Parameter Disclosure
2025 Performance Highlights
A.8 Transaksi pihak berelasi oleh direksi dan pejabat eksekutif utama.
Related party transactions by directors and key executives.
A.8.1 Apakah perusahaan memiliki kebijakan yang mewajibkan komite yang terdiri dari direksi/komisaris
Kilas Kinerja 2025
independen untuk meninjau materi transaksi pihak berelasi (TPB) untuk menentukan apakah TPB
tersebut merupakan yang terbaik bagi kepentingan perusahaan dan pemegang saham?
Does the company have a policy requiring a committee of independent directors/commissioners to review
material RPTs to determine whether they are in the best interests of the company and shareholders?
A.8.2 Apakah perusahaan memiliki kebijakan yang mewajibkan anggota dewan (direksi/komisaris) untuk
tidak ikut serta dalam diskusi dewan mengenai agenda tertentu jika ada konflik?
Does the company have a policy requiring board members (directors/commissioners) to abstain from
participating in the board discussion on a particular agenda when they are conflicted?
1
A.8.3 Apakah perusahaan mempunyai kebijakan mengenai pinjaman kepada direksi dan komisaris yang
melarang praktik ini atau memastikan bahwa hal tersebut dilakukan secara wajar dan sesuai dengan
market rates? x
Does the company have policies on loans to directors and commissioners either forbidding this practice
or ensuring that they are being conducted at arm's length basis and at market rates?
A.9 Melindungi pemegang saham minoritas dari tindakan sewenang-wenang
Protecting minority shareholders from abusive actions
A.9.1 Apakah perusahaan mengungkapkan bahwa TPB dilakukan untuk memastikan bahwa TPB tersebut
adil dan wajar?
Laporan Management
Management Report
Does the company disclose that RPTs are conducted in such a way to ensure that they are fair and at
arms' length?
A.9.2 Dalam hal transaksi pihak berelasi memerlukan persetujuan pemegang saham, apakah keputusan
diambil oleh pemegang saham yang tidak berkepentingan?
In case of related party transactions requiring shareholders' aElnusaval, is the decision made by
disinterested shareholders?
C. Keberlanjutan dan Ketahanan
Sustainability and Resilience
2
C.1 Pengungkapan terkait keberlanjutan harus konsisten, dapat dibandingkan, dan dapat diandalkan, serta mencakup
informasi penting yang bersifat retrospektif dan berwawasan ke depan, dimana hal ini dianggap penting oleh
investor dalam membuat keputusan investasi atau pemungutan suara.
Sustainability-related disclosure should be consistent, comparable and reliable, and include retrospective and
forward-looking material information that a reasonable investor would consider important in making an investment
or voting decision
Informasi penting terkait keberlanjutan harus disertakan
Material Sustainability-related information should be specified
C.1.1 Apakah perusahaan mengidentifikasi/melaporkan topik-topik ESG yang penting bagi strategi
organisasi?
Profil Perusahaan
Company Profile
Does the company identify/report ESG topics that are material to the organization’s strategy?
C.1.2 Apakah perusahaan mengidentifikasi perubahan iklim sebagai sebuah isu?
Does the company identify climate change as an issue?
C.1.3 Apakah perusahaan mengadopsi kerangka atau standar pelaporan keberlanjutan yang diakui secara
internasional (yaitu GRI, Pelaporan Terintegrasi, SASB, Standar Pengungkapan Keberlanjutan IFRS)?
Does the company adopt an internationally recognized reporting framework or standard for
3
sustainability (i.e. GRI, Integrated Reporting, SASB, IFRS Sustainability Disclosure Standards)?
Jika perusahaan secara publik menetapkan tujuan atau target terkait keberlanjutan, kerangka
pengungkapan harus menyediakan metrik yang jelas dan diungkapkan secara berkala dan mudah
diakses.
If a company publicly sets a sustainability-related goal or target, the disclosure framework should
provide that reliable metrics are regularly disclosed in an easily accessible form
C.1.4 Apakah perusahaan mengungkapkan target keberlanjutan kuantitatif?
x
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Does the company disclose quantitative sustainability target?
C.1.5 Apakah perusahaan mengungkapkan kemajuan kinerja terkait keberlanjutan telah sesuai dengan
target yang telah ditetapkan sebelumnya?
x
Does the company disclose sustainability-related performance progress in relation to its previously set
targets?
C.1.6 Apakah perusahaan memastikan bahwa Laporan Keberlanjutan/Pelaporannya telah ditinjau dan/
atau disetujui oleh Dewan atau Komite Dewan?
x
Does the company confirm that its Sustainability Report / Reporting is reviewed and /or aElnusaved by
the Board or Board Committee?
C.2 Kerangka tata kelola perusahaan harus memungkinkan terjadinya dialog antara perusahaan, pemegang saham,
dan pemangku kepentingan untuk bertukar pandangan mengenai masalah keberlanjutan
Corporate governance frameworks should allow for dialogue between a company, its shareholders and stakeholders
to exchange views on sustainability matters
C.2.1 Apakah perusahaan melibatkan pemangku kepentingan internal untuk bertukar pandangan dan
mengumpulkan umpan balik mengenai permasalahan keberlanjutan yang berdampak bagi bisnis
4
perusahaan?
Does the company engage internal stakeholders to exchange views and gather feedback on
sustainability matters that are material to the business of the company?
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C.2.2 Apakah perusahaan melibatkan pemangku kepentingan internal untuk bertukar pandangan dan
mengumpulkan umpan balik mengenai permasalahan keberlanjutan yang berdampak bagi bisnis
perusahaan?
Does the company engage external stakeholders to exchange views and gather feedback on
sustainability matters that are material to the business of the company?
C.3 Salah satu fungsi dari tata kelola perusahaan adalah memastikan bahwa dewan mempertimbangkan risiko dan
peluang keberlanjutan yang signifikan dalam menjalankan fungsi utama mereka, seperti meninjau, memantau
dan memandu praktik tata kelola, pengungkapan, strategi, manajemen risiko dan sistem pengendalian internal,
termasuk yang berkaitan dengan risiko fisik dan transisi terkait perubahan iklim.
The corporate governance framework should ensure that boards adequately consider material sustainability risks
and opportunities when fulfilling their key functions in reviewing, monitoring and guiding governance practices,
5
disclosure, strategy, risk management and internal control systems, including with respect to climate-related physical
and transition risks
Dewan harus menilai apakah struktur permodalan perusahaan sesuai dengan tujuan jangka panjang
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
perusahaan dan risiko yang dapat ditoleransi untuk memastikan ketahanannya terhadap berbagai
kemungkinan yang akan terjadi di masa depan.
Boards should assess whether the company’s capital structure is compatible with its strategic goals and
its associated risk appetite to ensure it is resilient to different scenarios.
C.3.1 Apakah perusahaan mengungkapkan bahwa dewan melakukan peninjauan setiap tahun untuk
memastikan struktur modal dan utang perusahaan sesuai dengan tujuan jangka panjang perusahaan
dan risiko yang dapat ditoleransi? x
Does the company disclose that the board reviews on an annual basis that the company's capital and
debt structure is compatible with its strategic goals and its associated risk appetite?
C.4 Kerangka tata kelola perusahaan harus mengatur hak-hak pemangku kepentingan yang ditetapkan berdasarkan
undang-undang atau melalui kesepakatan bersama dan mendorong kerja sama aktif antara perusahaan dan
pemangku kepentingan dalam menciptakan wealth, lapangan kerja, dan keberlanjutan perusahaan yang sehat
secara finansial.
The corporate governance framework should recognise the rights of stakeholders established by law or through
mutual agreements and encourage active cooperation between corporations and stakeholders in creating wealth,
jobs, and the sustainability of financially sound enterprises.
Apakah perusahaan mengungkapkan kebijakan dan praktik yang membahas:
Does the company disclose a policy and practices that address:
6
C.4.1 Keberadaan dan upaya perusahaan dalam mengatasi kesejahteraan pelanggan?
The existence and scope of the company's efforts to address customers' welfare?
Sustainability Reference
Rujukan Keberlanjutan
C.4.2 Prosedur pemilihan pemasok/kontraktor?
Supplier/contractor selection procedures?
C.4.3 Upaya perusahaan untuk memastikan rantai nilainya ramah lingkungan atau konsisten sehingga
dapat mendorong pembangunan berkelanjutan?
The company's efforts to ensure that its value chain is environmentally friendly or is consistent with
promoting sustainable development?
C.4.4 Upaya perusahaan untuk berinteraksi dengan masyarakat dimana mereka beroperasi?
The company's efforts to interact with the communities in which they operate?
C.4.5 Program dan prosedur antikorupsi perusahaan?
The company's anti-corruption programmes and procedures?
C.4.6 Bagaimana hak-hak kreditur dilindungi?
How creditors' rights are safeguarded?
C.4.7 Apakah perusahaan mempunyai laporan/bagian terpisah yang membahas upaya dalam mengatasi
masalah lingkungan/ekonomi dan sosial?
Does the company have a separate report/section that discusses its efforts on environment/economy
and social issues?
7
Financial Report
Laporan Keuangan
C.5 Apabila kepentingan pemangku kepentingan dilindungi oleh undang-undang, maka pemangku kepentingan
harus mempunyai kesempatan untuk mendapatkan ganti rugi atas pelanggaran hak-hak mereka.
Where stakeholder interests are protected by law, stakeholders should have the opportunity to obtain effective
redress for violation of their rights.
C.5.1 Apakah perusahaan memberikan kontak yang dapat dihubungi melalui situs web perusahaan
atau Laporan Tahunan yang dapat digunakan oleh pemangku kepentingan (misalnya pelanggan,
pemasok, masyarakat umum, dll) untuk menyuarakan keprihatinan dan/atau keluhan mereka atas
kemungkinan pelanggaran hak-hak mereka?
Does the company provide contact details via the company's website or Annual Report which
stakeholders (e.g. customers, suppliers, general public etc.) can use to voice their concerns and/or
complaints for possible violation of their rights?
C.6 Metode dalam melibatkan partisipasi karyawan pada perusahaan harus terus berkembang.
Mechanisms for employee participation should be permitted to develop.
C.6.1 Apakah perusahaan secara eksplisit mengungkapkan kebijakan dan praktik mengenai kesehatan,
keselamatan, dan kesejahteraan karyawannya?
Does the company explicitly disclose the policies and practices on health, safety and welfare for its
employees?
C.6.2 Apakah perusahaan secara jelas menerangkan mengenai kebijakan dan praktik program pelatihan
dan pengembangan bagi karyawannya?
Does the company explicitly disclose the policies and practices on training and development
programmes for its employees?
C.6.3 Apakah perusahaan memiliki kebijakan untuk memberikan penghargaan/kompensasi yang
memperhitungkan kinerja perusahaan di luar ukuran keuangan jangka pendek?
-
Does the company have a reward/compensation policy that accounts for the performance of the
company beyond short-term financial measures?
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2025 Performance Highlights
C.7 Pemangku kepentingan termasuk karyawan dan badan perwakilan mereka, harus dapat dengan bebas
mengomunikasikan kekhawatiran mereka tentang praktik ilegal atau tidak etis kepada dewan dan hak-hak
mereka tidak boleh dikompromikan karena pengaduan ini.
Stakeholders including individual employee and their representative bodies, should be able to freely communicate
Kilas Kinerja 2025
their concerns about illegal or unethical practices to the board and their rights should not be compromised for
doing this.
C.7.1 Apakah perusahaan memiliki kebijakan whistleblowing yang mencakup tata cara pengaduan
karyawan dan pemangku kepentingan lainnya mengenai dugaan perilaku ilegal dan tidak etis serta
memberikan rincian kontak yang dapat dihubungi melalui website perusahaan atau laporan tahunan.
Does the company have a whistle blowing policy which includes procedures for complaints by employees
and other stakeholders concerning alleged illegal and unethical behaviour and provide contact details
1
via the company's website or annual report.
C.7.2 Apakah perusahaan mempunyai kebijakan atau prosedur untuk melindungi karyawan/orang yang
mengungkap dugaan perilaku ilegal/tidak etis dari tindakan pembalasan?
Does the company have a policy or procedures to protect an employee/person who reveals alleged
illegal/unethical behaviour from retaliation?
D. Pengungkapan dan Transparansi
Disclosure and Transparency
D.1 Struktur kepemilikan yang transparan
Transparent ownership structure
Laporan Management
Management Report
D.1.1 Apakah informasi kepemilikan saham mengungkapkan identitas pemilik yang memiliki 5% kepemilikan
saham atau lebih?
Does the information on shareholdings reveal the identity of beneficial owners, holding 5% shareholding
or more?
D.1.2 Apakah perusahaan mengungkapkan kepemilikan saham langsung dan tidak langsung (yang
dianggap) dari pemegang saham utama dan/atau substansial?
Does the company disclose the direct and indirect (deemed) shareholdings of major and/or substantial
shareholders?
D.1.3 Apakah perusahaan mengungkapkan kepemilikan saham langsung dan tidak langsung (dianggap)
2
oleh direksi (komisaris)?
Does the company disclose the direct and indirect (deemed) shareholdings of directors (commissioners)?
D.1.4 Apakah perusahaan mengungkapkan kepemilikan saham manajemen senior secara langsung dan
tidak langsung (dianggap)?
Does the company disclose the direct and indirect (deemed) shareholdings of senior management?
D.1.5 Apakah perusahaan mengungkapkan rincian perusahaan induk, anak perusahaan, perusahaan
asosiasi, joint venture, dan perusahaan/kendaraan bertujuan khusus (SPE)/(SPV)?
Does the company disclose details of the parent/holding company, subsidiaries, associates, joint
ventures and special purpose enterprises/ vehicles (SPEs)/(SPVs)?
Profil Perusahaan
Company Profile
D.2 Kualitas Laporan Tahunan
Quality of Annual Report
Apakah laporan tahunan perusahaan mengungkapkan hal-hal berikut:
Does the company's annual report disclose the following items:
D.2.1 Tujuan perusahaan
Corporate objective
3
D.2.2 Indikator kinerja keuangan
Financial performance indicators
D.2.3 Indikator kinerja non keuangan
Non-financial performance indicators
D.2.4 Kebijakan dividen
Dividend policy
D.2.5 Data diri secara rinci (setidaknya usia, kualifikasi akademis, tanggal pengangkatan pertama,
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
pengalaman yang relevan, dan jabatan direksi di perusahaan emiten lain) dari seluruh direksi/
komisaris
Biographical details (at least age, academic qualifications, date of first appointment, relevant
experience, and any other directorships of listed companies) of all directors/commissioners
Pernyataan Mengenai Konfirmasi Tata Kelola Perusahaan
Corporate Governance Confirmation Statement
D.2.6 Apakah Laporan Tahunan memuat pernyataan yang menegaskan kepatuhan penuh perusahaan
terhadap kode etik tata kelola perusahaan dan jika terdapat ketidakpatuhan, kenali dan jelaskan
alasan setiap permasalahan tersebut?
Does the Annual Report contain a statement confirming the company's full compliance with the code of
corporate governance and where there is non-compliance, identify and explain reasons for each such
issue?
D.3 Remunerasi Anggota Dewan dan Pejabat Eksekutif Utama
Remuneration of Members of the Board and Key Executives
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D.3.1 Apakah ada pengungkapan struktur biaya untuk non-eksekutif direksi/komisaris?
Is there disclosure of the fee structure for non-executive directors/commissioners?
D.3.2 Apakah perusahaan mengungkapkan secara publik [yaitu laporan tahunan atau dokumen lain yang
diungkapkan kepada publik] rincian remunerasi dari masing-masing direksi/komisaris non-eksekutif?
x
Does the company publicly disclose [i.e. annual report or other publicly disclosed documents] details
of remuneration of each non-executive director/commissioner?
D.3.3 Apakah perusahaan mengungkapkan kebijakan/praktik remunerasi (biaya, tunjangan, tunjangan,
dan imbalan lainnya) (yaitu penggunaan insentif dan ukuran kinerja jangka pendek dan jangka
panjang) untuk direksi eksekutif dan CEO?
x
Does the company disclose its remuneration (biaya, allowances, benefit-in-kind and other emoluments)
policy/practices (i.e. the use of short term and long term incentives and performance measures) for its
5
executive directors and CEO?
D.3.4 Apakah perusahaan mengungkapkan secara publik [yaitu laporan tahunan atau dokumen lain yang
diungkapkan kepada publik] rincian remunerasi masing-masing direksi eksekutif dan CEO [jika dia
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
bukan anggota Dewan]?
x
Does the company publicly disclose [i.e. annual report or other publicly disclosed documents] the
details of remuneration of each of the executive directors and CEO [if he/she is not a member of the
Board]?
D.4 Pengungkapan transaksi pihak berelasi
Disclosure of related party transactions (RPT)
D.4.1 Apakah perusahaan mengungkapkan kebijakannya yang mencakup peninjauan dan persetujuan
transaksi pihak berelasi yang penting?
Does the company disclose its policy covering the review and aElnusaval of material RPTs?
D.4.2 Apakah perusahaan mengungkapkan nama, hubungan, sifat dan nilai setiap transaksi pihak berelasi
yang penting?
Does the company disclose the name, relationship, nature and value for each material RPTs?
D.5 Direksi dan komisaris dalam memecahkan masalah saham perusahaan
Directors and commissioners dealings in shares of the company
D.5.1 Apakah perusahaan mengungkapkan perdagangan saham perusahaan yang dilakukan oleh orang
dalam?
Does the company disclose trading in the company's shares by insiders?
6
D.6 Auditor eksternal dan Laporan Auditor
External auditor and Auditor Report
Sustainability Reference
Rujukan Keberlanjutan
Apakah perusahaan audit yang sama yang digunakan untuk jasa audit dan non-audit
Where the same audit firm is engaged for both audit and non-audit services
D.6.1 Apakah biaya audit dan non-audit diungkapkan?
Are the audit and non-audit fees disclosed?
D.6.2 Apakah biaya non-audit melebihi biaya audit?
x
Does the non-audit fee exceed the audit fees?
D.7 Media komunikasi
Medium of communications
Apakah perusahaan menggunakan cara komunikasi berikut?
Does the company use the following modes of communication?
D.7.1 Laporan triwulanan
Quarterly reporting
D.7.2 Situs Perusahaan
D.7.3
Company website
Pengarahan untuk para analis
7
Financial Report
Laporan Keuangan
Analyst's briefing
D.7.4 Pengarahan media/konferensi pers
Media briefings /press conferences
D.8 Pengarsipan/penyelesaian laporan tahunan/keuangan dilakukan tepat waktu
Timely filing/release of annual/financial reports
D.8.1 Apakah laporan/pernyataan keuangan tahunan yang telah diaudit diterbitkan dalam waktu 120 hari
sejak akhir tahun buku?
Are the audited annual financial report / statement released within 120 days from the financial year
end?
D.8.2 Apakah laporan tahunan diterbitkan dalam waktu 120 hari sejak akhir tahun keuangan?
Is the annual report released within 120 days from the financial year end?
D.8.3 Apakah laporan tahunan disusun secara benar dan wajar dan apakah telah dikukuhkan oleh direksi/
komisaris dan/atau pejabat perusahaan terkait?
Is the true and fairness/fair representation of the annual financial statement/reports affirmed by the
board of directors/commissioners and/or the relevant officers of the company?
D.9 Situs perusahaan
Company website
Apakah perusahaan memiliki situs web yang mengungkapkan informasi terkini mengenai hal-
hal berikut:
Does the company have a website disclosing up-to-date information on the following:
D.9.1 Laporan/laporan keuangan (triwulanan terbaru)
Financial statements/reports (latest quarterly)
D.9.2 Materi diberikan dalam bentuk briefing kepada analis dan media
Materials provided in briefings to analysts and media
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2025 Performance Highlights
D.9.3 Laporan tahunan dapat diunduh
Downloadable annual report
D.9.4 Pemanggilan RUPS dan/atau RUPSLB
Kilas Kinerja 2025
Notice of AGM and/or EGM
D.9.5 Risalah RUPS dan/atau RUPSLB
Minutes of AGM and/or EGM
D.9.6 Anggaran dasar perusahaan (anggaran rumah tangga perusahaan, nota kesepahaman dan
anggaran dasar)
Company's constitution (company's by-laws, memorandum and articles of association)
D.10 Hubungan Investor
1
Investor relations
D.10.1 Apakah perusahaan memberikan rincian kontak yang dapat dihubungi (misalnya telepon, faks, dan
email) dari pejabat/kantor yang bertanggung jawab atas hubungan investor?
Does the company disclose the contact details (e.g. telephone, fax, and email) of the officer / office
responsible for investor relations?
E. Tanggung Jawab Dewan
Responsibilities of the Board
E.1 Tugas dan Tanggung Jawab Dewan
Board Duties and Responsibilities
Laporan Management
Management Report
Tanggung jawab dewan dan kebijakan tata kelola perusahaan yang jelas
Clearly defined board responsibilities and corporate governance policy
E.1.1 Apakah perusahaan mengungkapkan kebijakan tata kelola perusahaan/piagam dewan?
Does the company disclose its corporate governance policy / board charter?
E.1.2 Apakah jenis keputusan yang memerlukan persetujuan dewan direksi/komisaris diungkapkan?
Are the types of decisions requiring board of directors/commissioners' aElnusaval disclosed?
E.1.3 Apakah peran dan tanggung jawab direksi/komisaris dinyatakan dengan jelas?
Are the roles and responsibilities of the board of directors/commissioners clearly stated?
2
Visi/Misi Perusahaan
Corporate Vision/Mission
E.1.4 Apakah perusahaan memiliki visi dan misi yang diperbarui?
Does the company have an updated vision and mission statement?
E.1.5 Apakah dewan direksi memainkan peran utama dalam proses pengembangan dan peninjauan
strategi perusahaan setidaknya setiap tahun?
Does the board of directors play a leading role in the process of developing and reviewing the
company’s strategy at least annually?
E.1.6 Apakah dewan direksi memiliki proses untuk meninjau, memantau dan mengawasi penerapan strategi
Profil Perusahaan
Company Profile
perusahaan?
Does the board of directors have a process to review, monitor and oversee the implementation of the
corporate strategy?
E.2 Struktur anggota dewan
Board structure
Pedoman Etika atau Perilaku Perusahaan
Code of Ethics or Conduct
3
E.2.1 Apakah rincian pedoman etika atau perilaku perusahaan diungkapkan?
Are the details of the code of ethics or conduct disclosed?
E.2.2 Apakah seluruh direksi/komisaris, manajemen senior, dan karyawan diharuskan mematuhi pedoman
etika ini?
Are all directors/commissioners, senior management and employees required to comply with the
code/s?
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
E.2.3 Apakah perusahaan memiliki proses untuk menerapkan dan memantau kepatuhan terhadap pedoman
etika atau perilaku perusahaan?
Does the company have a process to implement and monitor compliance with the code/s of ethics or
conduct?
Struktur dan Komposisi Dewan
Board Structure & Composition
E.2.4 Apakah jumlah direksi/komisaris independen minimal 50% dari dewan direksi/komisaris?
Do independent directors/commissioners make up at least 50% of the board of directors/commissioners?
E.2.5 Apakah perusahaan mempunyai batasan masa jabatan sembilan tahun atau kurang atau 2 masa
jabatan masing-masing lima tahun1) untuk direktur independen/komisaris independen?
Does the company have a term limit of nine years or less or 2 terms of five years1) each for its independent
directors/ commissioners?
x
1
) Jangka waktu lima tahun harus diwajibkan oleh peraturan perundang-undangan yang sudah ada
sebelum diperkenalkannya ASEAN Corporate Governance Scorecard pada tahun 2011.
4
1
) The five years term must be required by legislation which pre-existed the introduction of the ASEAN
Corporate Governance Scorecard in 2011
E.2.6 Apakah perusahaan telah menetapkan batas lima kursi dewan yang diperuntukkan bagi seorang
direksi/komisaris independen/non-eksekutif dapat menjabat secara bersamaan?
Has the company set a limit of five board seats that an individual
independent/non-executive director/commissioner may hold simultaneously?
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E.2.7 Apakah perusahaan mempunyai direksi eksekutif yang menjabat pada lebih dari dua dewan
perusahaan emiten di luar grup?
Does the company have any executive directors who serve on more than two boards of listed companies
outside of the group?
Komite Nominasi
Nominating Committee
E.2.8 Apakah perusahaan mempunyai Komite Nominasi?
Does the company have a Nominating Committee?
E.2.9 Apakah Komite Nominasi terdiri dari mayoritas direksi/komisaris independen?
x
Is the Nominating Committee comprised of a majority of independent directors/commissioners?
5
E.2.10 Apakah ketua Panitia Pencalonan adalah seorang direksi/komisaris Independent?
Is the chairman of the Nominating Committee an independent director/commissioner?
E.2.11 Apakah perusahaan mengungkapkan kerangka acuan/struktur tata kelola/piagam Komite Nominasi?
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
Does the company disclose the terms of reference/ governance structure/charter of the Nominating
Committee?
E.2.12 Apakah kehadiran rapat Komite Nominasi diungkapkan dan jika demikian, apakah Komite Nominasi
mengadakan pertemuan setidaknya dua kali dalam setahun?
Is the meeting attendance of the Nominating Committee disclosed and if so, did the Nominating
Committee meet at least twice during the year?
Komite Remunerasi/Komite Kompensasi
Remuneration Committee / Compensation Committee
E.2.13 Apakah Perusahaan mempunyai Komite Remunerasi?
Does the company have a Remuneration Committee?
E.2.14 Apakah Komite Remunerasi seluruhnya terdiri dari direksi/komisaris non-eksekutif dimana mayoritasnya
adalah direksi/komisaris independen?
x
Is the Remuneration Committee comprised entirely of non-executive directors/commissioners with a
majority of independent directors/commissioners ?
E.2.15 Apakah ketua Komite Remunerasi merupakan direksi/komisaris independen?
Is the chairman of the Remuneration Committee an independent director/commissioner?
E.2.16 Apakah perusahaan mengungkapkan kerangka acuan/struktur tata kelola/piagam Komite
6
Remunerasi?
Does the company disclose the terms of reference/ governance structure/ charter of the Remuneration
Committee?
Sustainability Reference
Rujukan Keberlanjutan
E.2.17 Apakah kehadiran rapat Komite Remunerasi diungkapkan dan, jika demikian, apakah Komite
Remunerasi mengadakan pertemuan setidaknya dua kali dalam setahun?
Is the meeting attendance of the Remuneration Committee disclosed and, if so, did the Remuneration
Committee meet at least twice during the year?
Komite Audit
Audit Committee
E.2.18 Apakah Perusahaan mempunyai Komite Audit?
Does the company have an Audit Committee?
E.2.19 Apakah Komite Audit seluruhnya terdiri dari direksi/komisaris non-eksekutif dimana mayoritasnya
adalah direksi/komisaris independen?
x
Is the Audit Committee comprised entirely of non-executive directors/commissioners with a majority of
independent directors/commissioners?
E.2.20 Apakah ketua Komite Audit merupakan direksi/komisaris independen?
E.2.21
Is the chairman of the Audit Committee an independent director/commissioner?
Apakah Perusahaan mengungkapkan kerangka acuan/struktur tata kelola/piagam Komite Audit?
7
Financial Report
Laporan Keuangan
Does the company disclose the terms of reference/governance structure/charter of the Audit Committee?
E.2.22 Apakah setidaknya salah satu direksi/komisaris independen komite mempunyai keahlian akuntansi
(kualifikasi atau pengalaman akuntansi)?
Does at least one of the independent directors/commissioners of the committee have accounting
expertise (accounting qualification or experience)?
E.2.23 Apakah kehadiran rapat Komite Audit diungkapkan dan, jika demikian, apakah Komite Audit
mengadakan pertemuan setidaknya empat kali dalam setahun?
Is the meeting attendance of the Audit Committee disclosed and, if so, did the Audit Committee meet
at least four times during the year?
E.2.24 Apakah Komite Audit mempunyai tanggung jawab utama untuk memberikan rekomendasi mengenai
pengangkatan dan pemberhentian auditor eksternal?
Does the Audit Committee have primary responsibility for recommendation on the appointment, and
removal of the external auditor?
E.3 Proses Dewan
Board Processes
Rapat dan kehadiran Dewan
Board meetings and attendance
E.3.1 Apakah rapat Direksi dijadwalkan sebelum tahun buku dimulai?
x
Are the board of directors meeting scheduled before the start of financial year?
E.3.2 Apakah Direksi/Dewan Komisaris menyelenggarakan rapat setidaknya enam kali selama setahun?
Does the board of directors/commissioners meet at least six times during the year?
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2025 Performance Highlights
E.3.3 Apakah setiap direktur/komisaris telah menghadiri setidaknya 75% dari semua rapat dewan yang
diadakan sepanjang tahun?
Has each of the directors/commissioners attended at least 75% of all the board meetings held during
the year?
Kilas Kinerja 2025
E.3.4 Apakah perusahaan membutuhkan quorum minimal sebanyak 2/3 dari keputusan dewan?
Does the company require a minimum quorum of at least 2/3 for board decisions?
E.3.5 Apakah Direktur/Komisaris noneksekutif Perusahaan menyelenggarakan pertemuan terpisah
setidaknya sekali selama setahun tanpa kehadiran anggota eksekutif?
Did the non-executive directors/commissioners of the company meet separately at least once during the
year without any executives present?
Akses informasi
1
Access to information
E.3.6 Apakah kertas kerja untuk rapat Direksi/Dewan Komisaris diberikan kepada Dewan Komisaris
setidaknya lima hari kerja sebelum rapat Dewan Komisaris?
Are board papers for board of directors/commissioners meetings provided to the board at least five
business days in advance of the board meeting?
E.3.7 Apakah sekretaris perusahaan berperan penting dalam mendukung Dewan dalam melaksanakan
tanggung jawabnya?
Does the company secretary play a significant role in supporting the board in discharging its
responsibilities?
Laporan Management
Management Report
E.3.8 Apakah sekretaris perusahaan mendapatkan pelatihan di bidang hukum, akuntansi atau praktik
sekretariat perusahaan dan mengikuti perkembangan yang relevan?
Is the company secretary trained in legal, accountancy or company secretarial practices and has kept
abreast on relevant developments?
Pengangkatan dan Pemilihan Ulang Dewan
Board Appointments and Re-Election
E.3.9 Apakah perusahaan mengungkapkan kriteria yang digunakan dalam memilih Direktur/Komisaris?
Does the company disclose the criteria used in selecting new directors/commissioners?
2
E.3.10 Apakah perusahaan menjelaskan proses yang diikuti dalam menunjuk Direktur/Komisaris baru?
Did the company describe the process followed in appointing new directors/commissioners?
E.3.11 Apakah semua Direktur/Komisaris dapat kembali dipilih setiap 3 tahun; atau 5 tahun di perusahaan
terbuka di beberapa negara yang undang-undangnya menetapkan masa jabatan 5 tahun2) masing-
masing?
Are all directors/commissioners subject to re-election every 3 years; or 5 years for listed companies in
countries whose legislation prescribes a term of 5 years2) each?
2)
Jangka waktu lima tahun harus disyaratkan oleh peraturan perundang-undangan yang sudah ada
sebelum pengenalan ASEAN Corporate Governance Scorecard pada tahun 2011.
Profil Perusahaan
Company Profile
2)
The five years term must be required by legislation which pre-existed the introduction of the ASEAN
Corporate Governance Scorecard in 2011.
Hal-hal terkait Remunerasi
Remuneration Matters
E.3.12 Apakah pemegang saham atau Direksi menyetujui remunerasi direktur eksekutif dan/atau pejabat
eksekutif senior?
Do the shareholders or the Board of Directors aElnusave the remuneration of the executive directors
3
and/or the senior executives?
E.3.13 Apakah perusahaan memiliki standar yang terukur untuk menyelaraskan remunerasi berbasis kinerja
untuk direktur eksekutif dan pejabat eksekutif senior dengan kepentingan jangka panjang perusahaan,
seperti ketentuan claw back dan bonus yang ditangguhkan?
x
Does the company have measurable standards to align the performance-based remuneration of the
executive directors and senior executives with long-term interests of the company, such as claw back
provision and deferred bonuses?
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
Audit Internal
Internal Audit
E.3.14 Apakah perusahaan memiliki fungsi audit internal terpisah?
Does the company have a separate internal audit function?
E.3.15 Apakah kepala audit internal diidentifikasi atau, jika dialihdayakan, apakah nama perusahaan
eksternal diungkapkan?
Is the head of internal audit identified or, if outsourced, is the name of the external firm disclosed?
E.3.16 Apakah pengangkatan dan pemberhentian auditor internal membutuhkan persetujuan Komite Audit?
Does the appointment and removal of the internal auditor require the aElnusaval of the Audit Committee?
Pemantauan Risiko
Risk Oversight
E.3.17 Apakah perusahaan mengembangkan prosedur pengendalian internal yang baik/kerangka
manajemen risiko, serta meninjau efektivitas kerangka tersebut secara berkala?
Does the company establish a sound internal control procedures/risk management framework and
4
periodically review the effectiveness of that framework?
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E.3.18 Apakah Laporan Tahunan/Laporan CG Tahunan mengungkapkan bahwa Direksi/Dewan Komisaris
telah meninjau pemantauan material perusahaan (termasuk pengendalian operasional, finansial dan
kepatuhan) dan sistem manajemen risiko?
Does the Annual Report/Annual CG Report disclose that the board of directors/commissioners has
conducted a review of the company's material controls (including operational, financial and compliance
controls) and risk management systems?
E.3.19 Apakah perusahaan mengungkapkan risiko kunci yang dialami perusahaan (seperti risiko finansial,
operasional termasuk TI, lingkungan, sosial, dan ekonomi)?
Does the company disclose the key risks to which the company is materially exposed to (i.e. financial,
operational including IT, environmental, social, economic)?
E.3.20 Apakah Laporan Tahunan/Laporan CG Tahunan memuat pernyataan dari Direksi/Dewan Komisaris
5
atau Komite Audit yang mengomentari kelayakan pengendalian internal/sistem manajemen risiko
perusahaan?
Does the Annual Report/Annual CG Report contain a statement from the board of directors/
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
commissioners or Audit Committee commenting on the adequacy of the company's internal controls/
risk management systems?
E.4 Anggota Dewan
People on the Board
Ketua Dewan
Board Chairman
E.4.1 Apakah posisi ketua dan CEO diduduki oleh individu yang berbeda?
Do different persons assume the roles of chairman and CEO?
E.4.2 Apakah ketua dewan merupakan direktur/komisaris independent?
Is the chairman an independent director/commissioner?
E.4.3 Apakah ada direktur yang merupakan mantan CEO Perusahaan dalam kurun 2 tahun terakhir?
Is any of the directors a former CEO of the company in the past 2 years?
E.4.4 Apakah peran dan tanggung jawab ketua diungkapkan?
Are the roles and responsibilities of the chairman disclosed?
Direktur Independen Utama
Lead Independent Director
6
E.4.5 Apabila Ketua bukan pihak independent, apakah Dewan menunjuk Direktur Independen Senior/
Utama, dan menjelaskan perannya?
-
If the Chairman is not independent, has the Board appointed a Lead/Senior Independent Director and
Sustainability Reference
Rujukan Keberlanjutan
has his/her role been defined?
Keterampilan dan Kompetensi
Skills and Competencies
E.4.6 Apakah setidaknya satu direktur/komisaris noneksekutif memiliki pengalaman kerja di bidang yang
perusahaan jalankan?
Does at least one non-executive director/commissioner have prior working experience in the major
sector that the company is operating in?
E.5 Kinerja Dewan
Board Performance
Pengembangan Direktur
Directors Development
E.5.1 Apakah perusahaan memiliki program orientasi untuk direktur/komisaris baru?
Does the company have orientation programmes for new directors/commissioners?
E.5.2 Apakah perusahaan memiliki kebijakan, praktik, serta program yang dapat mendorong direktur/
komisaris untuk mengikuti program pendidikan profesional yang sedang berlangsung?
7
Does the company have a policy and actual practice and programs that encourages directors/
Financial Report
Laporan Keuangan
commissioners to attend on-going or continuous professional education programmes?
Penunjukan dan Kinerja CEO/Manajemen Eksekutif
CEO/Executive Management Appointments and Performance
E.5.3 Apakah perusahaan mengungkapkan proses perencanaan Direksi/Dewan Komisaris untuk menunjuk
CEO/Presiden Direktur/Direktur Utama dan manajemen penting lainnya?
x
Does the company disclose the process on how the board of directors/commissioners plans for the
succession of the CEO/Managing Director/President and key management?
E.5.4 Apakah Direksi/Dewan Komisaris menggelar penilaian kinerja tahunan CEO/Presiden Direktur/
Direktur Utama?
Does the board of directors/commissioners conduct an annual performance assessment of the CEO/
Managing Director/President?
Penilaian Dewan
Board Appraisal
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2025 Performance Highlights
E.5.5 E.5.5 Apakah perusahaan melakukan penilaian kinerja tahunan Direksi/Dewan Komisaris dan
mengungkapkan kriteria dan proses penilaian?
Did the company conduct an annual performance assessment of the board of directors/commissioners
and disclose the criteria and process followed for the assessment?
Kilas Kinerja 2025
Penilaian Direksi
Director Appraisal
E.5.6 Apakah perusahaan melakukan penilaian kinerja tahunan Direksi/Dewan Komisaris dan
mengungkapkan kriteria dan proses penilaian?
Did the company conduct an annual performance assessment of the individual directors/commissioners
and disclose the criteria and process followed for the assessment?
Penilaian Komite
1
Committee Appraisal
E.5.7 Apakah perusahaan melakukan penilaian kinerja tahunan Direksi/Dewan Komisaris dan
mengungkapkan kriteria dan proses penilaian?
Did the company conduct an annual performance assessment of the board committees and disclose the
criteria and process followed for the assessment?
Level 2 Perihal Bonus / Bonus Items
(B)A Hak pemegang saham
Rights of Shareholders
Laporan Management
Management Report
(B) (B)A.1 Hak berpartisipasi secara efektif dan memilih dalam rapat umum pemegang saham dan hak
A.1 mendapatkan informasi mengenai peraturan, termasuk prosedur pemungutan suara yang mengatur rapat umum
pemegang saham.
Right to participate effectively in and vote in general shareholders meeting and should be informed of the rules,
including voting procedures, that govern general shareholders meeting.
(B)A.1.1 Apakah perusahaan mempraktikan pemungutan suara elektronik yang aman dan langsung dan in
absentia pada rapat umum pemegang saham?
Does the company practice real time secure electronic voting in absentia at general meetings of
2
shareholders?
(B)B Perlakuan yang Setara terhadap Pemegang Saham
Equitable Treatment of Shareholders
(B) Pemberitahuan RUPS
B.1 Notice of AGM
(B)B.1.1 Apakah perusahaan merilis pengumuman RUPS (dengan rincian agenda dan penjelasan sirkuler),
sebagaimana yang disampaikan kepada Bursa, sekurang-kurangnya 28 hari sebelum rapat
diselenggarakan?
Does the company release its notice of AGM (with detailed agendas and explanatory circulars), as
announced to the Exchange, at least 28 days before the date of the meeting?
Profil Perusahaan
Company Profile
(B)C. Keberlanjutan dan Ketahanan
Sustainability and Resilience
(B)
C.1
(B)C.1.1 Apakah perusahaan mengungkapkan cara yang dilakukan untuk mengelola risiko dan peluang yang
berhubungan dengan iklim?
3
Does the company disclose how it manages climate-related risks and opportunities?
(B)C.1.2 Apakah perusahaan mengungkapkan bahwa Laporan Keberlanjutan/Pelaporan Keberlanjutan telah
diverifikasi secara eksternal? x
Does the company disclose that its Sustainability Report / Sustainability Reporting is externally assured?
(B)C.1.3 Apakah perusahaan mengungkapkan saluran komunikasi dengan kelompok pemegang saham dan
bagaimana perusahaan menanggapi perhatian pemegang saham terhadap ESG?
Does the company disclose the engagement channel with stakeholder groups and how the company
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
responds to stakeholders’ ESG concerns?
(B)C.1.4 Apakah perusahaan memiliki unit/divisi/komite yang secara khusus bertanggung jawab untuk
mengelola masalah keberlanjutan?
Does the company have a unit / division / committee who is specifically responsible to manage the
sustainability matters?
(B)C.1.5 Apakah perusahaan mengungkapkan pandangan Direksi/Dewan Komisaris terhadap risiko dan
peluang yang berkaitan dengan keberlanjutan?
Does the company disclose board of directors/commissioners' oversight of sustainability-related risks
and opportunities?
(B)C.1.6 Apakah perusahaan mengungkapkan hubungan antara remunerasi direktur eksekutif dan manajemen
senior dan kinerja keberlanjutan pada tahun sebelumnya?
x
Does the company disclose the linkage between executive directors and senior management
remuneration and sustainability performance for the previous year?
(B)C.1.7 Apakah Sistem Pelaporan Pelanggaran perusahaan dikelola oleh pihak/lembaga independen?
4
Is the company’s Whistle Blowing System managed by independent parties/ institutions?
(B)D. Pengungkapan dan transparansi
Disclosure and transparency
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(B) Kualitas Laporan Tahunan
D.1 Quality of Annual Report
(B)D.1.1 Apakah laporan keuangan tahunan yang telah diaudit dirilis dalam waktu 60 hari sejak akhir tahun
keuangan? x
Are the audited annual financial report /statement released within 60 days from the financial year end?
(B)E. Tanggung Jawab Dewan
Responsibilities of the Board
(B) Kompetensi dan Keberagaman Dewan
E.1 Board Competencies and Diversity
(B)E.1.1 Apakah perusahaan memiliki setidaknya satu direktur/komisaris independen perempuan?
5
Does the company have at least one female independent director/commissioner?
(B)E.1.2 Apakah perusahaan memiliki kebijakan dan mengungkapkan tujuan yang terukur untuk menerapkan
keragaman anggota Dewan dan melaporkan kemajuan dalam mencapai tujuannya?
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
x
Does the company have a policy and disclose measurable objectives for implementing its board
diversity and report on progress in achieving its objectives?
(B) Struktur Dewan
E.2 Board Structure
(B)E.2.1 Apakah Komite Nominasi seluruhnya terdiri atas direktur/komisaris independen?
x
Is the Nominating Committee comprise entirely of independent directors/commissioners?
(B)E.2.2 Apakah Komite Nominasi menjalani proses identifikasi kualifikasi Direktur yang sejalan dengan tujuan
strategis perusahaan?
Does the Nominating Committee undertake the process of identifying the quality of directors aligned
with the company's strategic directions?
(B) Pengangkatan dan Pemilihan Kembali Dewan
E.3 Board Appointments and Re-Election
(B)E.3.1 Apakah perusahaan menggunakan perusahaan perekrutan profesional atau sumber kandidat
eksternal lainnya (seperti basis data direktur yang dibuat oleh direktur atau badan pemegang saham)
ketika mencari kandidat untuk dewan direksi/komisaris?
x
Does the company use professional search firms or other external sources of candidates (such as
director databases set up by director or shareholder bodies) when searching for candidates to the
6
board of directors/commissioners?
(B) Struktur dan Komposisi Dewan
E.4 Board Structure & Composition
Sustainability Reference
Rujukan Keberlanjutan
(B)E.4.1 Apakah direktur/komisaris non-eksekutif independen terdiri dari lebih dari 50% anggota direksi/
komisaris di perusahaan yang memiliki komisaris utama independen?
x
Do independent non-executive directors/commissioners make up more than 50% of the board of
directors/commissioners for a company with independent chairman?
(B) Pemantauan Risiko
E.5 Risk Oversight
(B)E.5.1 Apakah perusahaan mengungkapkan bahwa Dewan telah mengidentifikasi risiko-risiko utama terkait
teknologi informasi termasuk gangguan, keamanan siber, dan pemulihan bencana, untuk memastikan
bahwa risiko-risiko tersebut dikelola dan diintegrasikan ke dalam kerangka kerja manajemen risiko
secara keseluruhan?
Does the company disclose that its Board identified key risk in relation to information technology
including disruption, cyber security, and disaster recovery, to ensure that such risks are managed and
integrated into the overall risk management framework?
(B)
E.6
Kinerja Dewan
Board Performance 7
(B)E.6.1 Apakah perusahaan memiliki Komite Risiko dengan level yang setara dengan Dewan?
Financial Report
Laporan Keuangan
Does the company have a separate board level Risk Committee?
Level 2 Penalti / Penalty
(P)A. Hak pemegang saham
Rights of shareholders
(P) Hak dasar pemegang saham
A.1 Basic shareholder rights
(P)A.1.1 Apakah perusahaan gagal atau mengabaikan upaya memberikan perlakuan yang setara kepada
seluruh pemegang saham dalam hal pembayaran saham? x
Did the company fail or neglect to offer equal treatment for share repurchases to all shareholders?
(P) Para pemegang saham, termasuk pemegang saham institusional, berhak untuk berkonsultasi satu sama lain
A.2 mengenai masalah-masalah yang berkaitan dengan hak-hak dasar pemegang saham mereka sebagaimana
didefinisikan dalam Prinsip-Prinsip, dengan tunduk pada pengecualian-pengecualian untuk mencegah
penyalahgunaan.
Shareholders, including institutional shareholders, should be allowed to consult with each other on issues
concerning their basic shareholder rights as defined in the Principles, subject to exceptions to prevent abuse.
(P)A.2.1 Apakah ada bukti hambatan yang menghalangi pemegang saham untuk berkomunikasi atau
berkonsultasi dengan pemegang saham lainnya?
x
Is there evidence of barriers that prevent shareholders from communicating or consulting with other
shareholders?
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2025 Performance Highlights
(P) Hak berpartisipasi secara efektif dan memilih dalam rapat umum pemegang saham dan hak mendapatkan
A.3 informasi mengenai peraturan, termasuk prosedur pemungutan suara yang mengatur rapat umum pemegang
saham.
Right to participate effectively in and vote in general shareholders meeting and should be informed of the rules,
Kilas Kinerja 2025
including voting procedures, that govern general shareholders meeting.
(P)A.3.1 Apakah perusahaan mencantumkan materi agenda tambahan atau agenda yang tidak diumumkan ke
dalam pemberitahuan RUPS/RUPSLB? x
Did the company include any additional and unannounced agenda item into the notice of AGM/EGM?
(P)A.3.2 Apakah Ketua Dewan dan Ketua seluruh Komite Dewan serta CEO tidak hadir di hampir seluruh
Rapat Umum?
x
Was the Chairman of the Board and the Chairmen of all Board Committees and the CEO absent from
1
the most recent General Meeting?
(P) Struktur dan pengaturan modal yang membuat pemegang saham tertentu mendapatkan tingkat kontrol yang
A.4 tidak proporsional dengan kepemilikan ekuitas mereka harus diungkapkan.
Capital structures and arrangements that enable certain shareholders to obtain a degree of control
disproportionate to their equity ownership should be disclosed.
Apakah perusahaan tidak mampu mengungkapkan keberadaan:
Did the company fail to disclose the existence of:
(P)A.4.1 Persetujuan pemegang saham?
x
Shareholders agreement?
Laporan Management
Management Report
(P)A.4.2 Batas maksimal pemungutan suara?
x
Voting cap?
(P)A.4.3 Hak suara ganda?
x
Multiple voting rights?
P)A.5 Struktur dan pengaturan modal yang membuat pemegang saham tertentu mendapatkan tingkat kontrol yang
tidak proporsional dengan kepemilikan ekuitas mereka harus diungkapkan.
Capital structures and arrangements that enable certain shareholders to obtain a degree of control
disproportionate to their equity ownership should be disclosed.
2
(P)A.5.1 Apakah piramida struktur kepemilikan dan/atau struktur kepemilikan silang terlihat?
x
Is a pyramid ownership structure and/ or cross holding structure apparent?
(P)B. Perlakuan yang setara terhadap pemegang saham
Equitable treatment of shareholders
(P) Perdagangan orang dalam dan penyalahgunaan perdagangan pribadi dilarang.
B.1 Insider trading and abusive self-dealing should be prohibited.
(P)B.1.1 Apakah perusahaan pernah mencatat kasus perdagangan orang dalam yang melibatkan direktur/
komisaris, manajemen dan karyawan dalam tiga tahun terakhir?
x
Has there been any conviction of insider trading involving directors/commissioners, management and
Profil Perusahaan
Company Profile
employees in the past three years?
(P) Melindungi pemegang saham minoritas dari tindakan penyalahgunaan
B.2 Protecting minority shareholders from abusive action
(P)B.2.1 Apakah terdapat kasus ketidakpatuhan terhadap hukum, peraturan dan perundang-undangan yang
berkaitan dengan transaksi pihak berelasi yang material dalam tiga tahun terakhir?
x
Has there been any cases of non compliance with the laws, rules and regulations pertaining to material
related party transactions in the past three years?
3
(P)B.2.2 Apakah ada RPT yang dikategorikan sebagai bantuan keuangan (yaitu yang tidak dilakukan secara
wajar) kepada entitas selain anak perusahaan yang dimiliki sepenuhnya?
x
Were there any RPTs that can be classified as financial assistance (i.e not conducted at arms length) to
entities other than wholly-owned subsidiary companies?
(P)C. Peran pemangku kepentingan
Role of stakeholders
Analisis dan Pembahasan Manajemen
(P) Hak-hak pemangku kepentingan yang ditetapkan oleh hukum atau melalui kesepakatan bersama harus dihormati.
Management Discussion and Analysis
C.1 The rights of stakeholders that are established by law or through mutual agreements are to be respected.
(P)C.1.1 Apakah ada pelanggaran hukum yang berkaitan dengan tenaga kerja/ketenagakerjaan/konsumen/
kepailitan/komersial/persaingan usaha atau masalah lingkungan?
x
Have there been any violations of any laws pertaining to labour/employment/ consumer/insolvency/
commercial/competition or environmental issues?
(P) Ketika para pemangku kepentingan berpartisipasi dalam proses tata kelola perusahaan, mereka harus memiliki
C.2 akses terhadap informasi yang relevan, memadai, dan dapat diandalkan secara tepat waktu dan teratur.
Where stakeholders participate in the corporate governance process, they should have access to relevant,
sufficient and reliable information on a timely and regular basis.
(P)C.2.1 Apakah perusahaan pernah menghadapi sanksi dari regulator karena tidak membuat pengumuman
dalam jangka waktu yang disyaratkan untuk peristiwa material?
x
Has the company faced any sanctions by regulators for failure to make announcements within the
requisite time period for material events?
(P)C.2.2 Apakah terdapat bukti bahwa perusahaan terlibat dalam kegiatan greenwashing?
4
x
Is there any evidence that the company is engaging in greenwashing activities?
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(P)D. Pengungkapan dan transparansi
Disclosure and transparency
(P) Sanksi dari regulator terhadap laporan keuangan
D.1 Sanctions from regulator on financial reports
(P)D.1.1 Apakah perusahaan menerima "opini wajar tanpa pengecualian" dalam laporan audit eksternalnya?
Did the company receive a "qualified opinion" in its external audit report?
(P)D.1.2 Apakah perusahaan menerima "opini tidak wajar" dalam laporan audit eksternalnya?
x
Did the company receive an "adverse opinion" in its external audit report?
(P)D.1.3 Apakah perusahaan menerima "opini tidak memberikan pendapat" dalam laporan audit eksternalnya?
x
Did the company receive a "disclaimer opinion" in its external audit report?
5
(P)D.1.4 Apakah perusahaan dalam satu tahun terakhir telah merevisi laporan keuangan karena berbagai
alasan selain perubahan kebijakan akuntansi?
x
Has the company in the past year revised its financial statements for reasons other than changes in
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
accounting policies?
(P)E. Tanggung jawab Dewan
Responsibilities of the Board
(P) Kepatuhan terhadap peraturan, perundang-undangan, dan hukum yang berlaku
E.1 Compliance with listing rules, regulations and applicable laws
(P)E.1.1 Apakah terdapat bukti bahwa perusahaan tidak mematuhi peraturan dan regulasi pencatatan selain
peraturan pengungkapan selama satu tahun terakhir?
x
Is there any evidence that the company has not complied with any listing rules and regulations apart
from disclosure rules over the past year?
(P)E.1.2 Apakah ada contoh di mana direktur/komisaris non-eksekutif mengundurkan diri dan mengangkat
masalah terkait tata kelola?
x
Have there been any instances where non-executive directors/commissioner have resigned and raised
any issues of governance-related concerns?
(P) Struktur Dewan
E.2 Board structure
(P)E.2.1 Apakah Perusahaan memiliki direktur/komisaris independen yang telah menjabat selama lebih dari
sembilan tahun atau dua periode jabatan masing-masing lima tahun (mana yang lebih tinggi) dalam
6
kapasitas yang sama?
Masa jabatan lima tahun harus sesuai dengan peraturan perundang-undangan yang telah ada
sebelum diperkenalkannya ASEAN Corporate Governance Scorecard pada tahun 2011. x
Sustainability Reference
Rujukan Keberlanjutan
Does the Company have any independent directors/commissioners who have served for more than nine
years or two terms of five years each (which ever is higher) in the same capacity?
The five years term must be required by legislation which pre-existed before the introduction of the
ASEAN Corporate Governance Scorecard in 2011.
(P)E.2.2 Apakah perusahaan gagal mengidentifikasi dengan benar keterangan semua direktur mereka sebagai
pihak independen, non-eksekutif, dan eksekutif?
x
Did the company fail to correctly identify the description of all their directors as independent, non-
executive, and executive?
(P)E.2.3 Apakah perusahaan memiliki direktur/non-eksekutif/komisaris independen yang menjabat di lebih
dari lima dewan direksi perusahaan publik?
x
Does the company have any independent directors/non-executive/commissioners who serve on a total
of more than five boards of publicly-listed companies?
(P) Audit Eksternal
E.3 External Audit
(P)E.3.1 Apakah ada direktur atau manajemen senior yang merupakan mantan karyawan atau mitra dari
auditor eksternal saat ini (dalam 2 tahun terakhir)?
7
x
Financial Report
Laporan Keuangan
Is any of the directors or senior management a former employee or partner of the current external
auditor (in the past 2 years)?
(P) Struktur dan komposisi Dewan
E.4 Board structure and composition
(P)E.4.1 Apakah ketua pernah menjadi CEO perusahaan dalam tiga tahun terakhir?
x
Has the chairman been the company CEO in the last three years?
(P)E.4.2 Apakah direktur/komisaris non-eksekutif menerima opsi, saham kinerja, atau bonus?
Do non-executive directors/commissioners receive options, performance shares or bonuses?
x
2025 Annual Report PT Elnusa Tbk
507
Page 508
Lampiran
Appendix
2025 Performance Highlights
Apakah pemegang saham berhak berpartisipasi dalam:
Do shareholders have the right to participate
A.2.1 Perubahan konstitusi perusahaan?
Amendments to the company's constitution?
Kilas Kinerja 2025
A.2.2 Otorisasi saham tambahan?
The authorisation of additional shares?
A.2.3 Pengalihan seluruh atau sebagian besar aset, yang berakibat pada penjualan perusahaan?
The transfer of all or substantially all assets, which in effect results in the sale of the company?
B.1.1 Apakah saham biasa atau saham biasa perusahaan memiliki satu suara untuk satu saham?
Does the company's ordinary or common shares have one vote for one share?
1
B.3.1 Apakah perusahaan memiliki kebijakan dan/atau peraturan yang melarang direktur/komisaris dan
karyawan untuk mengambil keuntungan dari informasi yang tidak tersedia secara umum di pasar?
Does the company have policies and/or rules prohibiting directors/commissioners and employees to benefit
from knowledge which is not generally available to the market?
B.4.1 Apakah perusahaan memiliki kebijakan yang mengharuskan direktur/komisaris untuk mengungkapkan
kepentingan mereka dalam transaksi dan benturan kepentingan?
Does the company have a policy requiring directors /commissioners to disclose their interest in transactions
and any other conflicts of interest?
D.2.6 Rincian kehadiran setiap direktur/komisaris dalam semua rapat direktur/komisaris yang diadakan
Laporan Management
sepanjang tahun.
Management Report
Attendance details of each director/commissioner in all directors/commissioners meetings held during the
year.
= terpenuhi | x = tidak terpenuhi | = tidak sesuai/tidak dapat diterapkan
= comply | x = not comply | - = not applicable
2
Profil Perusahaan
Company Profile
3
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis
4
2025 Annual Report PT Elnusa Tbk
508
Page 509
509
5 6 7
Tata Kelola Perusahaan yang Baik Rujukan Keberlanjutan
Good Corporate Governance Laporan Keuangan
Sustainability Reference Financial Report
PT Elnusa Tbk
2025 Annual Report
Page 510
Analisis dan Pembahasan Manajemen Profil Perusahaan Laporan Management Kilas Kinerja 2025
510
4 Management Discussion and Analysis 3 Company Profile 2 Management Report 1 2025 Performance Highlights
2025 Annual Report
PT Elnusa Tbk
Page 511
511
5 6 7
Tata Kelola Perusahaan yang Baik Rujukan Keberlanjutan
Good Corporate Governance Laporan Keuangan
Sustainability Reference FInancian Report
Rujukan Keberlanjutan
Sustainability Reference
PT Elnusa Tbk
2025 Annual Report
Page 512
Analisis dan Pembahasan Manajemen Profil Perusahaan Laporan Management Kilas Kinerja 2025
512
4 Management Discussion and Analysis 3 Company Profile 2 Management Report 1 2025 Performance Highlights
2025 Annual Report
PT Elnusa Tbk
Page 513
RUJUKAN KEBERLANJUTAN
SUSTAINABILITY REFERENCE
Elnusa telah menyusun Laporan Keberlanjutan tahun Elnusa has prepared the Sustainability Report for
buku 2025 sebagai dokumen yang tidak terpisahkan the fiscal year 2025 as an integral part of this
dari Laporan Tahunan ini. Penyusunan Laporan Annual Report. The preparation of the Sustainability
Keberlanjutan utamanya mengacu pada Peraturan OJK Report primarily refers to OJK Regulation No. 51/
No. 51/POJK.03/2017 tentang Penerapan Keuangan POJK.03/2017 on the Implementation of Sustainable
5
Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten, Finance for Financial Services Institutions, Issuers, and
dan Perusahaan Publik, yang juga dikombinasikan Public Companies, and is also combined with several
Good Corporate Governance
Tata Kelola Perusahaan yang Baik
dengan beberapa standar acuan yang bersifat international reference standards.
internasional.
Untuk dapat mengakses Laporan Keberlanjutan Elnusa To access the Elnusa Sustainability Report for the fiscal
tahun buku 2025, silahkan mengunduh pada situs web year 2025, please download it from the Company’s
Perusahaan dengan alamat www.elnusa.co.id, atau website at www.elnusa.co.id, or access it via the QR
silahkan mengakses melalui kode palang di bawah ini. code provided below.
6
Sustainability Reference
7
FInancian Report
Laporan Keuangan Rujukan Keberlanjutan
2025 Annual Report PT Elnusa Tbk
513
Page 514
Analisis dan Pembahasan Manajemen Profil Perusahaan Laporan Management Kilas Kinerja 2025
514
4 Management Discussion and Analysis 3 Company Profile 2 Management Report 1 2025 Performance Highlights
2025 Annual Report
Financial Report
PT Elnusa Tbk
07Laporan Keuangan
Page 515
515
5 6 7
Tata Kelola Perusahaan yang Baik Rujukan Keberlanjutan
Good Corporate Governance Laporan Keuangan
Sustainability Reference FInancian Report
PT Elnusa Tbk
2025 Annual Report
Page 516
PT Elnusa Tbk dan entitas anaknya/and its subsidiaries Laporan keuangan konsolidasian tanggal 31 Desember 2025 dan untuk tahun yang berakhir pada tanggal tersebut beserta laporan auditor independen/ Consolidated financial statements as of December 31, 2025 and for the year then ended with independent auditor’s report
Page 517
Page 518
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
LAPORAN KEUANGAN KONSOLIDASIAN CONSOLIDATED FINANCIAL STATEMENTS
TANGGAL 31 DESEMBER 2025 AS OF DECEMBER 31, 2025
DAN UNTUK TAHUN YANG BERAKHIR AND FOR THE YEAR THEN ENDED
PADA TANGGAL TERSEBUT WITH INDEPENDENT AUDITOR’S REPORT
BESERTA LAPORAN AUDITOR INDEPENDEN
Daftar Isi Table of Contents
Halaman/
Page
Laporan Auditor Independen............................................ i-ix .................................... Independent Auditor’s Report
Laporan Posisi Keuangan Konsolidasian ......................... 1-2 ............Consolidated Statement of Financial Position
Laporan Laba Rugi dan Penghasilan Consolidated Statement of Profit or Loss
Komprehensif Lain Konsolidasian ............................. 3 .......................and Other Comprehensive Income
Laporan Perubahan Ekuitas Konsolidasian ..................... 4 ...........Consolidated Statement of Changes in Equity
Laporan Arus Kas Konsolidasian .................................... 5 ..................... Consolidated Statement of Cash Flows
Catatan Atas Laporan Keuangan Notes to the Consolidated
Konsolidasian ........................................................... 6-146 ............................................ Financial Statements
**************************
Page 519
The original report included herein is in the Indonesian
language.
Laporan Auditor Independen Independent Auditor’s Report
Laporan No. 00099/2.1505/AU.1/02/1832- Report No. 00099/2.1505/AU.1/02/1832-
2/1/III/2026 2/1/III/2026
Pemegang Saham, Dewan Komisaris, dan The Shareholders and the Boards of
Direksi Commissioners and Directors
PT Elnusa Tbk PT Elnusa Tbk
Opini Opinion
Kami telah mengaudit laporan keuangan We have audited the accompanying consolidated
konsolidasian PT Elnusa Tbk (“Perusahaan”) financial statements of PT Elnusa Tbk
dan entitas anaknya (secara kolektif disebut (the “Company”) and its subsidiaries (collectively
sebagai “Grup”) terlampir, yang terdiri dari referred to as the “Group”), which comprise the
laporan posisi keuangan konsolidasian tanggal consolidated statement of financial position as of
31 Desember 2025, serta laporan laba rugi dan December 31, 2025, and the consolidated
penghasilan komprehensif lain konsolidasian, statement of profit or loss and consolidated other
laporan perubahan ekuitas konsolidasian, dan comprehensive income, consolidated statement of
laporan arus kas konsolidasian untuk tahun yang changes in equity, and consolidated statement of
berakhir pada tanggal tersebut, serta catatan cash flows for the year then ended, and notes to
atas laporan keuangan konsolidasian, termasuk the consolidated financial statements, including
informasi kebijakan akuntansi material. material accounting policy information.
Menurut opini kami, laporan keuangan In our opinion, the accompanying consolidated
konsolidasian terlampir menyajikan secara wajar, financial statements present fairly, in all material
dalam semua hal yang material, posisi keuangan respects, the consolidated financial position of
konsolidasian Grup tanggal 31 Desember 2025, the Group as of December 31, 2025, and its
serta kinerja keuangan dan arus kas consolidated financial performance and cash flows
konsolidasiannya untuk tahun yang berakhir pada for the year then ended, in accordance with
tanggal tersebut, sesuai dengan Standar Indonesian Financial Accounting Standards.
Akuntansi Keuangan di Indonesia.
Basis opini Basis for opinion
Kami melaksanakan audit kami berdasarkan We conducted our audit in accordance with
Standar Audit yang ditetapkan oleh Institut Standards on Auditing established by the
Akuntan Publik Indonesia (“IAPI”). Tanggung Indonesian Institute of Certified Public Accountants
jawab kami menurut standar tersebut diuraikan (“IICPA”). Our responsibilities under those
lebih lanjut dalam paragraf Tanggung Jawab standards are further described in the Auditors’
Auditor terhadap Audit atas Laporan Keuangan Responsibilities for the Audit of the Consolidated
Konsolidasian pada laporan kami. Kami Financial Statements paragraph of our report.
independen terhadap Grup berdasarkan We are independent of the Group in accordance
ketentuan etika yang relevan dalam audit kami with the ethical requirements relevant to our audit
atas laporan keuangan konsolidasian di Indonesia, of the consolidated financial statements in
dan kami telah memenuhi tanggung jawab etika Indonesia, and we have fulfilled our other
lainnya berdasarkan ketentuan tersebut. Kami ethical responsibilities in accordance with such
yakin bahwa bukti audit yang telah kami peroleh requirements. We believe that the audit evidence
adalah cukup dan tepat untuk menyediakan suatu we have obtained is sufficient and appropriate to
basis bagi opini kami. provide a basis for our opinion.
i
KAP Purwanto Susanti dan Surja
Registered Public Accountants KMK No. 69/MK/SK/2025
A member firm of Ernst & Young Global Limited
Page 520
The original report included herein is in the Indonesian
language.
Laporan Auditor Independen (lanjutan) Independent Auditor’s Report (continued)
Laporan No. 00099/2.1505/AU.1/02/1832- Report No. 00099/2.1505/AU.1/02/1832-
2/1/III/2026 (lanjutan) 2/1/III/2026 (continued)
Hal audit utama Key audit matter
Hal audit utama adalah hal-hal yang, menurut Key audit matters are those matters that, in our
pertimbangan profesional kami, merupakan hal professional judgment, were of most significance in
yang paling signifikan dalam audit kami atas our audit of the consolidated financial statements
laporan keuangan konsolidasian periode kini. Hal of the current period. Such key audit matters were
audit utama tersebut disampaikan dalam konteks addressed in the context of our audit of the
audit kami atas laporan keuangan konsolidasian consolidated financial statements taken as a whole,
secara keseluruhan, dan dalam merumuskan opini and in forming our opinion thereon, and we do not
kami atas laporan keuangan konsolidasian terkait, provide a separate opinion on such key audit
dan kami tidak menyatakan suatu opini terpisah matters. For the key audit matter below, our
atas hal audit utama tersebut. Untuk hal audit description of how our audit addressed such key
utama di bawah ini, penjelasan kami tentang audit matter is provided in such context.
bagaimana audit kami merespons hal tersebut
disampaikan dalam konteks tersebut.
Kami telah memenuhi tanggung jawab yang We have fulfilled the responsibilities described in
dijelaskan dalam paragraf Tanggung Jawab the Auditors’ Responsibilities for the Audit of the
Auditor terhadap Audit atas Laporan Keuangan Consolidated Financial Statements paragraph of
Konsolidasian pada laporan kami, termasuk our report, including in relation to the key audit
sehubungan dengan hal audit utama yang matter communicated below. Accordingly, our
dikomunikasikan di bawah ini. Oleh karena itu, audit included the performance of procedures
audit kami mencakup pelaksanaan prosedur yang designed to respond to our assessment of the risks
didesain untuk merespons penilaian kami atas of material misstatement of the accompanying
risiko kesalahan penyajian material dalam laporan consolidated financial statements. The results of
keuangan konsolidasian terlampir. Hasil prosedur our audit procedures, including the procedures
audit kami, termasuk prosedur yang dilakukan performed to address the key audit matter below,
untuk merespons hal audit di bawah ini, provide the basis for our opinion on the
memberikan basis bagi opini kami atas laporan accompanying consolidated financial statements.
keuangan konsolidasian terlampir.
ii
A member firm of Ernst & Young Global Limited
Page 521
The original report included herein is in the Indonesian
language.
Laporan Auditor Independen (lanjutan) Independent Auditor’s Report (continued)
Laporan No. 00099/2.1505/AU.1/02/1832- Report No. 00099/2.1505/AU.1/02/1832-
2/1/III/2026 (lanjutan) 2/1/III/2026 (continued)
Hal audit utama (lanjutan) Key audit matter (continued)
Pengakuan pendapatan Revenue recognition
Penjelasan atas hal audit utama: Description of the key audit matter:
Pendapatan Grup untuk tahun yang berakhir pada The Group’s revenue for the year ended December
tanggal 31 Desember 2025 sebesar Rp14,49 31, 2025 amounting to Rp14.49 trillion which
triliun yang terutama merupakan penjualan primarily consists of sales goods and energy
barang dan jasa distribusi dan logistik energi, dan distribution and logistics services, and integrated
jasa hulu migas terintegrasi, merupakan ukuran upstream oil and gas services, is an important
penting yang digunakan untuk mengevaluasi measure used to evaluate the performance of the
kinerja Grup dan merupakan pendorong utama Group and is the main driver of profitability. The
profitabilitas. Pendapatan dicatat ketika kendali revenue is recognized when control of these goods
atas barang dan jasa tersebut dialihkan ke and services is transferred to the customer at a
pelanggan pada suatu waktu tertentu, dan untuk point in time, and for certain services transferred
jasa tertentu dialihkan sepanjang waktu, dengan over time, at an amount that reflects the
jumlah yang mencerminkan imbalan yang consideration to which the Group expects to be
diharapkan Grup dapat diperoleh sebagai entitled in exchange for those goods or services.
pertukaran atas barang atau jasa tersebut.
Pendapatan mungkin diakui secara tidak tepat Revenue may be inappropriately recognized that
yang dapat meningkatkan risiko salah saji may elevate the risk of material misstatement. Due
material. Karena signifikansi nilai keuangannya, to its financial significance, misstatement in
kesalahan penyajian atas pendapatan dapat revenue can have a substantial impact on the
memiliki dampak substansial pada laporan overall consolidated financial statements and the
keuangan konsolidasian secara keseluruhan dan decisions made by stakeholders. Accordingly,
keputusan yang dibuat oleh para pemangku revenue recognition is determined as a key audit
kepentingan. Oleh karena itu, pengakuan matter. Notes 2, 27, and 32 to the accompanying
pendapatan merupakan hal audit utama bagi consolidated financial statements provide the
kami. Catatan 2, 27, dan 32 pada laporan relevant disclosures on the Group’s revenue.
keuangan konsolidasian terlampir menyajikan
pengungkapan atas pendapatan Grup.
iii
A member firm of Ernst & Young Global Limited
Page 522
The original report included herein is in the Indonesian
language.
Laporan Auditor Independen (lanjutan) Independent Auditor’s Report (continued)
Laporan No. 00099/2.1505/AU.1/02/1832- Report No. 00099/2.1505/AU.1/02/1832-
2/1/III/2026 (lanjutan) 2/1/III/2026 (continued)
Hal audit utama (lanjutan) Key audit matter (continued)
Pengakuan pendapatan (lanjutan) Revenue recognition (continued)
Respons audit: Audit response:
Kami mengevaluasi dan menguji rancangan dan We evaluated and assessed the design and
efektivitas kendali utama atas proses pendapatan. operating effectiveness of the key controls over the
Kami melakukan pengujian rinci atas transaksi- revenue process. We performed detailed testing on
transaksi pisah batas untuk memastikan bahwa cut-off transactions to ensure that revenues were
pendapatan diakui pada periode yang tepat. Kami recognized in the correct period. We performed
melakukan pengujian rinci atas transaksi test of details of the revenue transactions by
pendapatan dengan melakukan verifikasi ke verifying to the supporting documents to ensure
dokumen pendukungnya untuk memastikan the occurrence of the revenue and whether it has
keterjadian atas pendapatan serta telah diakui been recognized in accordance with the applicable
sesuai dengan standar akuntansi yang berlaku dan accounting standards and recorded in the proper
dicatat pada periode yang tepat. period.
Kami melakukan pengujian rinci dengan We performed test of details by identifying which
menentukan akun buku besar yang digunakan general ledger accounts are used to post entries
untuk mencatat entri antara pendapatan, piutang between revenue, trade receivables, and cash and
usaha, dan kas dan bank, serta menggunakan banks and use the correlation (journal entry
korelasi (pencatatan entri jurnal) antara tiga akun postings) between three accounts to reperform the
tersebut untuk melakukan kembali (reperform) posting of journal entries. We supplemented this
pencatatan entri jurnal. Kami melengkapi procedure with testing of the information produced
prosedur ini dengan pengujian informasi yang by the Group over cash journal entries to ensure
dihasilkan oleh Grup atas entri jurnal kas untuk they are real cash from customers. We also
memastikan bahwa kas tersebut adalah kas evaluated the appropriateness and adequacy of the
sebenarnya yang berasal dari pelanggan. Kami presentation and relevant disclosures related to
juga mengevaluasi kepatutan dan kecukupan revenue in the notes to the accompanying
penyajian dan pengungkapan yang relevan terkait consolidated financial statements.
pendapatan dalam catatan atas laporan keuangan
konsolidasian terlampir.
iv
A member firm of Ernst & Young Global Limited
Page 523
The original report included herein is in the Indonesian
language.
Laporan Auditor Independen (lanjutan) Independent Auditor’s Report (continued)
Laporan No. 00099/2.1505/AU.1/02/1832- Report No. 00099/2.1505/AU.1/02/1832-
2/1/III/2026 (lanjutan) 2/1/III/2026 (continued)
Informasi lain Other information
Manajemen bertanggung jawab atas informasi Management is responsible for the other
lain. Informasi lain terdiri dari informasi yang information. Other information comprises the
tercantum dalam Laporan Tahunan 2025 information included in the 2025 Annual Report
(“Laporan Tahunan”) selain laporan keuangan (“The Annual Report”) other than the
konsolidasian terlampir dan laporan auditor accompanying consolidated financial statements
independen kami. Laporan Tahunan diharapkan and our independent auditor’s report thereon. The
akan tersedia bagi kami setelah tanggal laporan Annual Report is expected to be made available to
auditor independen ini. us after the date of this independent auditor’s
report.
Opini kami atas laporan keuangan konsolidasian Our opinion on the accompanying consolidated
terlampir tidak mencakup Laporan Tahunan, dan financial statements does not cover the Annual
oleh karena itu, kami tidak menyatakan bentuk Report, and accordingly, we do not express any
keyakinan apapun atas Laporan Tahunan form of assurance on the Annual Report.
tersebut.
Sehubungan dengan audit kami atas laporan In connection with our audit of the accompanying
keuangan konsolidasian terlampir, tanggung consolidated financial statements, our
jawab kami adalah untuk membaca responsibility is to read the Annual Report when it
Laporan Tahunan ketika tersedia dan, becomes available and, in doing so, consider
dalam melaksanakannya, mempertimbangkan whether the Annual Report is materially
apakah Laporan Tahunan mengandung inconsistent with the accompanying consolidated
ketidakkonsistensian material dengan laporan financial statements or our knowledge obtained in
keuangan konsolidasian terlampir atau the audit, or otherwise appears to be materially
pemahaman yang kami peroleh selama audit, atau misstated.
mengandung kesalahan penyajian material.
Ketika kami membaca Laporan Tahunan, jika kami When we read the Annual Report, if we conclude
menyimpulkan bahwa terdapat suatu kesalahan that there is a material misstatement therein, we
penyajian material di dalamnya, kami diharuskan are required to communicate the matter to those
untuk mengomunikasikan hal tersebut kepada charged with governance and take appropriate
pihak yang bertanggung jawab atas tata kelola actions based on the applicable laws and
dan melakukan tindakan yang tepat berdasarkan regulations.
peraturan perundang-undangan yang berlaku.
v
A member firm of Ernst & Young Global Limited
Page 524
The original report included herein is in the Indonesian
language.
Laporan Auditor Independen (lanjutan) Independent Auditor’s Report (continued)
Laporan No. 00099/2.1505/AU.1/02/1832- Report No. 00099/2.1505/AU.1/02/1832-
2/1/III/2026 (lanjutan) 2/1/III/2026 (continued)
Tanggung jawab manajemen dan pihak yang Responsibilities of management and those
bertanggung jawab atas tata kelola terhadap charged with governance for the consolidated
laporan keuangan konsolidasian financial statements
Manajemen bertanggung jawab atas penyusunan Management is responsible for the preparation and
dan penyajian wajar laporan keuangan fair presentation of the consolidated financial
konsolidasian tersebut sesuai dengan Standar statements in accordance with Indonesian Financial
Akuntansi Keuangan di Indonesia, dan atas Accounting Standards, and for such internal
pengendalian internal yang dianggap perlu oleh control as management determines is necessary to
manajemen untuk memungkinkan penyusunan enable the preparation of consolidated financial
laporan keuangan konsolidasian yang bebas dari statements that are free from material
kesalahan penyajian material, baik yang misstatement, whether due to fraud or error.
disebabkan oleh kecurangan maupun kesalahan.
Dalam penyusunan laporan keuangan In preparing the consolidated financial statements,
konsolidasian, manajemen bertanggung jawab management is responsible for assessing the
untuk menilai kemampuan Grup dalam Group’s ability to continue as a going concern,
mempertahankan kelangsungan usahanya, disclosing, as applicable, matters related to going
mengungkapkan, sesuai dengan kondisinya, hal- concern, and using the going concern basis of
hal yang berkaitan dengan kelangsungan usaha, accounting, unless management either intends to
dan menggunakan basis akuntansi kelangsungan liquidate the Group or to cease its operations, or
usaha, kecuali manajemen memiliki intensi untuk has no realistic alternative but to do so.
melikuidasi Grup atau menghentikan operasi, atau
tidak memiliki alternatif yang realistis selain
melaksanakannya.
Pihak yang bertanggung jawab atas tata kelola Those charged with governance are responsible for
bertanggung jawab untuk mengawasi proses overseeing the Group’s financial reporting process.
pelaporan keuangan Grup.
vi
A member firm of Ernst & Young Global Limited
Page 525
The original report included herein is in the Indonesian
language.
Laporan Auditor Independen (lanjutan) Independent Auditor’s Report (continued)
Laporan No. 00099/2.1505/AU.1/02/1832- Report No. 00099/2.1505/AU.1/02/1832-
2/1/III/2026 (lanjutan) 2/1/III/2026 (continued)
Tanggung jawab auditor terhadap audit atas Auditors’ responsibilities for the audit of the
laporan keuangan konsolidasian consolidated financial statements
Tujuan kami adalah untuk memeroleh keyakinan Our objectives are to obtain reasonable assurance
memadai tentang apakah laporan keuangan about whether the consolidated financial
konsolidasian secara keseluruhan bebas dari statements taken as a whole are free from material
kesalahan penyajian material, baik yang misstatement, whether due to fraud or error, and
disebabkan oleh kecurangan maupun kesalahan, to issue an independent auditors’ report that
dan untuk menerbitkan laporan auditor includes our opinion. Reasonable assurance is a
independen yang mencakup opini kami. high level of assurance, but is not a guarantee that
Keyakinan memadai merupakan suatu tingkat an audit conducted in accordance with Standards
keyakinan tinggi, namun bukan merupakan suatu on Auditing established by the IICPA will always
jaminan bahwa audit yang dilaksanakan detect a material misstatement when it exists.
berdasarkan Standar Audit yang ditetapkan oleh Misstatements can arise from fraud or error and
IAPI akan selalu mendeteksi kesalahan penyajian are considered material if, individually or in the
material ketika hal tersebut ada. Kesalahan aggregate, they could reasonably be expected to
penyajian dapat disebabkan oleh kecurangan influence the economic decisions of users taken on
maupun kesalahan dan dianggap material jika, the basis of these consolidated financial
baik secara individual maupun agregat, dapat statements.
diekspektasikan secara wajar akan memengaruhi
keputusan ekonomi yang dibuat oleh pengguna
berdasarkan laporan keuangan konsolidasian
tersebut.
Sebagai bagian dari suatu audit berdasarkan As part of an audit in accordance with Standards on
Standar Audit yang ditetapkan oleh IAPI, kami Auditing established by the IICPA, we exercise
menerapkan pertimbangan profesional dan professional judgment and maintain professional
mempertahankan skeptisisme profesional selama skepticism throughout the audit. We also:
audit. Kami juga:
Mengidentifikasi dan menilai risiko kesalahan Identify and assess the risks of material
penyajian material dalam laporan keuangan misstatement of the consolidated financial
konsolidasian, baik yang disebabkan oleh statements, whether due to fraud or error,
kecurangan maupun kesalahan, mendesain design and perform audit procedures
dan melaksanakan prosedur audit yang responsive to such risks, and obtain audit
responsif terhadap risiko tersebut, serta evidence that is sufficient and appropriate to
memeroleh bukti audit yang cukup dan tepat provide a basis for our opinion. The risk of not
untuk menyediakan basis bagi opini kami. detecting a material misstatement resulting
Risiko tidak terdeteksinya suatu kesalahan from fraud is higher than for one resulting
penyajian material yang disebabkan oleh from error, as fraud may involve
kecurangan lebih tinggi daripada yang collusion, forgery, intentional omissions,
disebabkan oleh kesalahan, karena misrepresentations, or the override of internal
kecurangan dapat melibatkan kolusi, control.
pemalsuan, penghilangan secara sengaja,
pernyataan salah, atau pengabaian atas
pengendalian internal.
vii
A member firm of Ernst & Young Global Limited
Page 526
The original report included herein is in the Indonesian
language.
Laporan Auditor Independen (lanjutan) Independent Auditor’s Report (continued)
Laporan No. 00099/2.1505/AU.1/02/1832- Report No. 00099/2.1505/AU.1/02/1832-
2/1/III/2026 (lanjutan) 2/1/III/2026 (continued)
Tanggung jawab auditor terhadap audit atas Auditors’ responsibilities for the audit of the
laporan keuangan konsolidasian (lanjutan) consolidated financial statements (continued)
Sebagai bagian dari suatu audit berdasarkan As part of an audit in accordance with Standards on
Standar Audit yang ditetapkan oleh IAPI, kami Auditing established by the IICPA, we exercise
menerapkan pertimbangan profesional dan professional judgment and maintain professional
mempertahankan skeptisisme profesional selama skepticism throughout the audit. We also:
audit. Kami juga: (lanjutan) (continued)
Memeroleh suatu pemahaman tentang Obtain an understanding of internal control
pengendalian internal yang relevan dengan relevant to the audit in order to design audit
audit untuk mendesain prosedur audit yang procedures that are appropriate in the
tepat sesuai dengan kondisinya, tetapi bukan circumstances, but not for the purpose of
untuk tujuan menyatakan opini atas expressing an opinion on the effectiveness of
keefektivitasan pengendalian internal Grup. the Group’s internal control.
Mengevaluasi ketepatan kebijakan akuntansi Evaluate the appropriateness of accounting
yang digunakan serta kewajaran estimasi policies used and the reasonableness of
akuntansi dan pengungkapan terkait yang accounting estimates and related disclosures
dibuat oleh manajemen. made by management.
Menyimpulkan ketepatan penggunaan basis Conclude on the appropriateness of
akuntansi kelangsungan usaha oleh management's use of the going concern basis
manajemen dan, berdasarkan bukti audit yang of accounting and, based on the audit evidence
diperoleh, apakah terdapat suatu obtained, whether a material uncertainty
ketidakpastian material yang terkait dengan exists related to events or conditions that may
peristiwa atau kondisi yang dapat cast significant doubt on the Group's ability to
menyebabkan keraguan signifikan atas continue as a going concern. If we conclude
kemampuan Grup untuk mempertahankan that a material uncertainty exists, we are
kelangsungan usahanya. Ketika kami required to draw attention in our independent
menyimpulkan bahwa terdapat suatu auditors’ report to the related disclosures in
ketidakpastian material, kami diharuskan the consolidated financial statements or, if
untuk menarik perhatian dalam laporan such disclosures are inadequate, to modify our
auditor independen kami ke pengungkapan opinion. Our conclusions are based on the
terkait dalam laporan keuangan konsolidasian audit evidence obtained up to the date of our
atau, jika pengungkapan tersebut tidak independent auditors’ report. However, future
memadai, memodifikasi opini kami. events or conditions may cause the Group to
Kesimpulan kami didasarkan pada bukti audit cease to continue as a going concern.
yang diperoleh hingga tanggal laporan auditor
independen kami. Namun, peristiwa atau
kondisi masa depan dapat menyebabkan Grup
tidak dapat mempertahankan kelangsungan
usaha.
viii
A member firm of Ernst & Young Global Limited
Page 527
The original report included herein is in the Indonesian
language.
Laporan Auditor Independen (lanjutan) Independent Auditor’s Report (continued)
Laporan No. 00099/2.1505/AU.1/02/1832- Report No. 00099/2.1505/AU.1/02/1832-
2/1/III/2026 (lanjutan) 2/1/III/2026 (continued)
Tanggung jawab auditor terhadap audit atas Auditors’ responsibilities for the audit of the
laporan keuangan konsolidasian (lanjutan) consolidated financial statements (continued)
Sebagai bagian dari suatu audit berdasarkan As part of an audit in accordance with Standards on
Standar Audit yang ditetapkan oleh IAPI, kami Auditing established by the IICPA, we exercise
menerapkan pertimbangan profesional dan professional judgment and maintain professional
mempertahankan skeptisisme profesional selama skepticism throughout the audit. We also:
audit. Kami juga: (lanjutan) (continued)
Mengevaluasi penyajian, struktur, dan isi Evaluate the overall presentation, structure
laporan keuangan konsolidasian secara and contents of the consolidated financial
keseluruhan, termasuk pengungkapannya, statements, including the disclosures, and
dan apakah laporan keuangan konsolidasian whether the consolidated financial statements
mencerminkan transaksi dan peristiwa yang represent the underlying transactions and
mendasarinya dengan suatu cara yang events in a manner that achieves fair
mencapai penyajian wajar. presentation.
Memeroleh bukti audit yang cukup dan tepat Obtain sufficient appropriate audit evidence
terkait informasi keuangan entitas atau regarding the financial information of the
aktivitas bisnis dalam Grup untuk menyatakan entities or business activities within the Group
opini atas laporan keuangan konsolidasian. to express an opinion on the consolidated
Kami bertanggung jawab atas arahan, financial statements. We are responsible for
supervisi, dan pelaksanaan audit Grup. Kami the direction, supervision and performance of
tetap bertanggung jawab sepenuhnya atas the Group audit. We remain solely responsible
opini audit kami. for our audit opinion.
Kami mengomunikasikan kepada pihak yang We communicate with those charged with
bertanggung jawab atas tata kelola mengenai, governance regarding, among other matters, the
antara lain, ruang lingkup dan saat yang planned scope and timing of the audit and
direncanakan atas audit, serta temuan audit significant audit findings, including any significant
signifikan, termasuk setiap defisiensi signifikan deficiencies in internal control that we identify
dalam pengendalian internal yang teridentifikasi during our audit.
oleh kami selama audit.
Kami juga memberikan suatu pernyataan kepada We also provide those charged with governance
pihak yang bertanggung jawab atas tata kelola with a statement that we have complied with
bahwa kami telah mematuhi ketentuan etika yang relevant ethical requirements regarding
relevan mengenai independensi, serta independence, and to communicate with them all
mengomunikasikan kepada pihak tersebut seluruh relationships and other matters that may
hubungan, serta hal-hal lain yang dianggap secara reasonably be thought to bear on our
wajar berpengaruh terhadap independensi kami, independence, and where applicable, related
dan jika relevan, pengamanan terkait. safeguards.
ix
A member firm of Ernst & Young Global Limited
Page 528
The original report included herein is in the Indonesian
language.
Laporan Auditor Independen (lanjutan) Independent Auditor’s Report (continued)
Laporan No. 00099/2.1505/AU.1/02/1832- Report No. 00099/2.1505/AU.1/02/1832-
2/1/III/2026 (lanjutan) 2/1/III/2026 (continued)
Tanggung jawab auditor terhadap audit atas Auditors’ responsibilities for the audit of the
laporan keuangan konsolidasian (lanjutan) consolidated financial statements (continued)
Dari hal-hal yang dikomunikasikan kepada pihak From the matters communicated with those
yang bertanggung jawab atas tata kelola, kami charged with governance, we determine those
menentukan hal-hal mana saja yang paling matters that were of most significance in the audit
signifikan dalam audit atas laporan keuangan of the consolidated financial statements of the
konsolidasian periode kini dan oleh karenanya current period and are therefore the key audit
merupakan hal audit utama. Kami menguraikan matters. We describe such key audit matters in our
hal audit utama tersebut dalam laporan auditor independent auditors’ report unless laws or
independen kami kecuali peraturan perundang- regulations preclude public disclosure about such
undangan melarang pengungkapan publik tentang key audit matters or when, in extremely rare
hal audit utama tersebut atau ketika, dalam circumstances, we determine that a key audit
kondisi yang sangat jarang terjadi, kami matter should not be communicated in our
menentukan bahwa suatu hal audit utama tidak independent auditors’ report because the adverse
seharusnya dikomunikasikan dalam laporan consequences of doing so would reasonably be
auditor independen kami karena konsekuensi expected to outweigh the public interest benefits of
yang merugikan dari mengomunikasikannya akan such communication.
diekspektasikan secara wajar melebihi manfaat
kepentingan publik atas komunikasi tersebut.
KAP Purwanto Susanti dan Surja
Budi Hartono
Registrasi Akuntan Publik No. AP.1832/Public Accountant Registration No. AP.1832
3 Maret 2026/March 3, 2026
x
A member firm of Ernst & Young Global Limited
Page 529
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENT OF
KONSOLIDASIAN FINANCIAL POSITION
Tanggal 31 Desember 2025 As of December 31, 2025
(Disajikan dalam Jutaan Rupiah, (Expressed in Millions of Rupiah,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
31 Desember/ 31 Desember/
December 31, Catatan/ December 31,
2025 Notes 2024
ASET ASSETS
ASET LANCAR CURRENT ASSETS
2f,2g,2h
Kas dan setara kas 2.698.503 2j,4,32a 2.949.057 Cash and cash equivalents
Piutang usaha - neto: 2g,2h,5 Trade receivables - net:
Pihak ketiga 211.168 237.935 Third parties
Pihak berelasi 3.421.164 2j,32b 2.916.280 Related parties
Aset keuangan lancar lainnya - neto: 2g,2h,6 Other current financial assets - net:
Pihak ketiga 73.815 76.456 Third parties
Pihak berelasi 35.903 2j,32c 43.425 Related parties
Persediaan - neto 461.645 2i,7 515.267 Inventories - net
Uang muka - bagian lancar 50.661 8 122.817 Advances - current portion
Pajak dibayar di muka - bagian lancar 833.475 2u,19a 150.712 Prepaid taxes - current portion
Biaya dibayar di muka dan aset Prepaid expenses and other
lancar lainnya 34.518 9 50.507 current assets
Total Aset Lancar 7.820.852 7.062.456 Total Current Assets
ASET TIDAK LANCAR NON-CURRENT ASSETS
Aset keuangan tidak lancar lainnya - neto: 2g,2h,10 Other non-current financial assets - net:
Pihak berelasi 198.310 2j,32d 229.602 Related parties
Investasi pada saham - neto 7.327 11 38.578 Investments in shares - net
Uang muka - bagian tidak lancar 39.498 8 11.716 Advances - non-current portion
Aset tetap - neto 2.118.289 2k,3b,12 1.934.147 Fixed assets - net
Aset takberwujud - neto 12.758 2l,2o,13 20.359 Intangible assets - net
Properti investasi - neto 50.785 2n,3b,14 50.873 Investment properties - net
Pajak dibayar di muka - Prepaid taxes - non-current
bagian tidak lancar 92.635 2u,19a 970.970 portion
Aset hak-guna - neto 428.819 2m,15 114.490 Right-of-use assets - net
Aset pajak tangguhan - neto 164.287 2u,3b,19d 146.672 Deferred tax assets - net
Aset lain-lain 27.480 48.437 Other assets
Total Aset Tidak Lancar 3.140.188 3.565.844 Total Non-current Assets
TOTAL ASET 10.961.040 10.628.300 TOTAL ASSETS
Catatan atas laporan keuangan konsolidasian terlampir The accompanying notes to the consolidated financial statements
merupakan bagian yang tidak terpisahkan dari laporan keuangan form an integral part of these consolidated financial statements
konsolidasian ini secara keseluruhan. taken as a whole.
1
Page 530
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENT OF
KONSOLIDASIAN (lanjutan) FINANCIAL POSITION (continued)
Tanggal 31 Desember 2025 As of December 31, 2025
(Disajikan dalam Jutaan Rupiah, (Expressed in Millions of Rupiah,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
31 Desember/ 31 Desember/
December 31, Catatan/ December 31,
2025 Notes 2024
LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY
LIABILITAS LIABILITIES
LIABILITAS JANGKA PENDEK CURRENT LIABILITIES
2g,2h,16,
Pinjaman bank jangka pendek 38.601 2j,32e,33d 130.068 Short-term bank loans
Utang usaha: 2g,2h,17 Trade payables:
Pihak ketiga 620.079 672.004 Third parties
Pihak berelasi 285.436 2j,32f 482.732 Related parties
Liabilitas jangka pendek lainnya 175.912 2g,2h,18 79.565 Other current liabilities
Liabilitas imbalan kerja Short-term employee
jangka pendek 342.965 2g,2h,24d 284.091 benefit liabilities
Beban akrual 3.311.647 2g,2h,20 2.839.889 Accrued expenses
Utang pajak 48.484 2u,19b 62.616 Taxes payable
Pendapatan ditangguhkan - Deferred income -
bagian lancar 10.700 23,32g 10.700 current portion
Utang sukuk - 2g,2h,22 699.418 Sukuk payable
Utang jangka panjang yang jatuh tempo Current maturities
dalam waktu satu tahun of long term debts
Utang bank 30.948 21 31.000 Bank loans
Liabilitas sewa 401.387 2m,15 119.104 Lease liabilities
Total Liabilitas Jangka Pendek 5.266.159 5.411.187 Total Current Liabilities
LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIES
Pendapatan ditangguhkan - Deferred income -
bagian tidak lancar 26.750 23,32g 37.450 net of current portion
Utang jangka panjang - setelah dikurangi Long term debts-
bagian jatuh tempo dalam waktu satu tahun net of currrent maturities
Utang bank 122.418 21 153.439 Bank loans
2g,2h
Liabilitas sewa 56.517 2m,15 23.973 Lease liabilities
Liabilitas pajak tangguhan 7.212 19d 3.521 Deferred tax liability
Liabilitas imbalan kerja 167.822 2s,3b,24 95.256 Employee benefits liability
Total Liabilitas Jangka Panjang 380.719 313.639 Total Non-current Liabilities
TOTAL LIABILITAS 5.646.878 5.724.826 TOTAL LIABILITIES
EKUITAS EQUITY
Ekuitas yang dapat diatribusikan Equity attributable to
kepada pemilik entitas induk owners of the parent entity
Modal saham - nilai nominal Share capital - Rp100 (full amount)
Rp100 (nilai penuh) per saham par value per share
Modal dasar - 22.500.000.000 saham Authorized - 22,500,000,000 shares
Modal ditempatkan dan disetor penuh - Issued and fully paid -
7.298.500.000 saham 729.850 25a,37e 729.850 7,298,500,000 shares
Tambahan modal disetor 435.691 2e,2x,25b 435.691 Additional paid-in capital
Saldo laba: Retained earnings:
Dicadangkan 158.109 158.109 Appropriated
Tidak dicadangkan 4.084.326 25c 3.651.364 Unappropriated
Penghasilan komprehensif lain (95.412) 2s,25d (73.132) Other comprehensive income
Ekuitas yang dapat diatribusikan Equity attributable to
kepada pemilik entitas induk - neto 5.312.564 4.901.882 owners of the parent entity - net
Kepentingan nonpengendali 1.598 2b,26 1.592 Non-controlling interests
TOTAL EKUITAS 5.314.162 4.903.474 TOTAL EQUITY
TOTAL LIABILITAS DAN EKUITAS 10.961.040 10.628.300 TOTAL LIABILITIES AND EQUITY
Catatan atas laporan keuangan konsolidasian terlampir The accompanying notes to the consolidated financial statements
merupakan bagian yang tidak terpisahkan dari laporan keuangan form an integral part of these consolidated financial statements
konsolidasian ini secara keseluruhan. taken as a whole.
2
Page 531
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENT OF PROFIT OR LOSS
KOMPREHENSIF LAIN KONSOLIDASIAN AND OTHER COMPREHENSIVE INCOME
Untuk Tahun yang Berakhir pada For the Year Ended
Tanggal 31 Desember 2025 December 31, 2025
(Disajikan dalam Jutaan Rupiah, (Expressed in Millions of Rupiah,
Kecuali Dinyatakan Lain) Unless Otherwise Stated)
Tahun yang Berakhir
Pada Tanggal 31 Desember/
Year Ended December 31,
Catatan/
2025 Notes 2024
2j, 2r,
PENDAPATAN 14.498.139 27,32i 13.393.013 REVENUES
2j,2r,
BEBAN POKOK PENDAPATAN (13.051.005) 28,32j (12.068.115) COST OF REVENUES
LABA BRUTO 1.447.134 1.324.898 GROSS PROFIT
Beban penjualan (7.437) (4.475) Selling expenses
Beban umum dan administrasi (596.299) 29 (515.009) General and administrative expenses
Pendapatan keuangan 127.480 198.558 Finance income
Beban keuangan (96.887) 30 (124.595) Finance expenses
Lain-lain - neto 38.764 31 27.452 Others - net
LABA SEBELUM PAJAK FINAL PROFIT BEFORE FINAL TAX
DAN PAJAK PENGHASILAN 912.755 906.829 AND INCOME TAX
Beban pajak final (24.377) 2u (25.755) Final tax expense
LABA SEBELUM PAJAK PENGHASILAN 888.378 881.074 PROFIT BEFORE INCOME TAX
Beban pajak penghasilan (169.966) 2u,19c (167.402) Income tax expense
LABA TAHUN BERJALAN 718.412 713.672 PROFIT FOR THE YEAR
PENGHASILAN KOMPREHENSIF LAIN OTHER COMPREHENSIVE INCOME
Pos-pos yang tidak akan direklasifikasi Items that will not be reclassified to
ke laba rugi profit or loss
Pengukuran kembali program Remeasurements of defined
imbalan pasti (28.554) 2s,24a (31.620) benefit plans
2u
Pajak tangguhan terkait 6.274 19d 6.574 Related deferred tax
PENGHASILAN KOMPREHENSIF LAIN OTHER COMPREHENSIVE INCOME
TAHUN BERJALAN SETELAH PAJAK (22.280) 25d (25.046) FOR THE YEAR AFTER TAX
TOTAL LABA KOMPREHENSIF TOTAL COMPREHENSIVE INCOME
TAHUN BERJALAN 696.132 688.626 FOR THE YEAR
LABA TAHUN BERJALAN YANG PROFIT FOR THE YEAR
DAPAT DIATRIBUSIKAN KEPADA: ATTRIBUTABLE TO:
Pemilik entitas induk 718.406 713.668 Owners of the parent entity
Kepentingan nonpengendali 6 4 Non-controlling interests
Total 718.412 713.672 Total
TOTAL LABA KOMPREHENSIF TOTAL COMPREHENSIVE INCOME
TAHUN BERJALAN YANG FOR THE YEAR
DAPAT DIATRIBUSIKAN KEPADA: ATTRIBUTABLE TO:
Pemilik entitas induk 696.126 688.622 Owners of the parent entity
Kepentingan nonpengendali 6 4 Non-controlling interests
Total 696.132 688.626 Total
LABA PER SAHAM EARNINGS PER SHARE
(NILAI PENUH) 98,43 2w,35 97,78 (FULL AMOUNT)
Catatan atas laporan keuangan konsolidasian terlampir The accompanying notes to the consolidated financial statements
merupakan bagian yang tidak terpisahkan dari laporan keuangan form an integral part of these consolidated financial statements
konsolidasian ini secara keseluruhan. taken as a whole.
3
Page 532
The original consolidated financial statements included herein are in the Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
LAPORAN PERUBAHAN EKUITAS KONSOLIDASIAN CONSOLIDATED STATEMENT OF CHANGES IN EQUITY
Untuk Tahun yang Berakhir pada Tanggal 31 Desember 2025 For the Year Ended December 31, 2025
(Disajikan dalam Jutaan Rupiah, Kecuali Dinyatakan Lain) (Expressed in Millions of Rupiah, Unless Otherwise Stated)
Ekuitas yang dapat diatribusikan kepada pemilik entitas induk/
Equity attributable to owners of the parent entity
Saldo laba/Retained earnings Penghasilan
Tambahan komprehensif Kepentingan
modal disetor/ Tidak lain/Other nonpengendali/ Ekuitas -
Catatan/ Modal saham/ Additional Dicadangkan/ dicadangkan/ comprehensive Neto/ Non-controlling neto/
Notes Share capital paid-in capital Appropriated Unappropriated income Net Interest Equity - net
Saldo 31 Desember 2023 729.850 435.691 158.109 3.138.916 (48.086) 4.414.480 1.588 4.416.068 Balance as of December 31, 2023
Total laba komprehensif Total comprehensive income
tahun berjalan - - - 713.668 (25.046) 688.622 4 688.626 for the year
Dividen kas 25c - - - (201.220) - (201.220) - (201.220) Cash dividend
Saldo 31 Desember 2024 729.850 435.691 158.109 3.651.364 (73.132) 4.901.882 1.592 4.903.474 Balance as of December 31, 2024
Total laba komprehensif Total comprehensive income
tahun berjalan - - - 718.406 (22.280) 696.126 6 696.132 for the year
Dividen kas 25c - - - (285.444) - (285.444) - (285.444) Cash dividend
Saldo 31 Desember 2025 729.850 435.691 158.109 4.084.326 (95.412) 5.312.564 1.598 5.314.162 Balance as of December 31, 2025
Catatan atas laporan keuangan konsolidasian terlampir merupakan bagian yang tidak terpisahkan The accompanying notes to the consolidated financial statements form an integral part of
dari laporan keuangan konsolidasian ini secara keseluruhan. these consolidated financial statements taken as a whole.
4
Page 533
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
LAPORAN ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENT
Untuk Tahun yang Berakhir pada OF CASH FLOWS
Tanggal 31 Desember 2025 For the Year Ended
(Disajikan dalam Jutaan Rupiah, December 31, 2025
Kecuali Dinyatakan Lain) (Expressed in Millions of Rupiah,
Unless Otherwise Stated)
Tahun yang Berakhir
Pada Tanggal 31 Desember/
Year Ended December 31,
Catatan/
2025 Notes 2024
ARUS KAS DARI CASH FLOWS FROM
AKTIVITAS OPERASI OPERATING ACTIVITIES
Penerimaan dari pelanggan 14.555.573 13.620.574 Receipts from customers
Pembayaran kepada pemasok Payments to suppliers
dan kontraktor (11.385.451) (10.164.418) and contractors
Pembayaran untuk karyawan (2.070.117) (2.142.798) Payments to employees
Kas yang dihasilkan dari operasi 1.100.005 1.313.358 Cash generated from operations
Penerimaan restitusi pajak 834.590 19e 478.580 Receipts of tax refunds
Penerimaan pendapatan keuangan 127.364 198.064 Receipts of finance income
Pembayaran kepada pemerintah (168.000) (141.525) Cash paid to government
Pembayaran beban administrasi bank (20.139) (21.415) Payments of bank administrations
Pembayaran pajak penghasilan (199.453) (195.481) Payments of income taxes
Penerimaan lainnya - neto 16.753 115.561 Other receipts - net
Kas neto diperoleh dari Net cash provided by
aktivitas operasi 1.691.120 1.747.142 operating activities
ARUS KAS DARI CASH FLOWS FROM
AKTIVITAS INVESTASI INVESTING ACTIVITIES
Penerimaan dari penjualan aset tetap 923 12 703 Proceeds from sale of fixed assets
Pembelian aset tetap (442.891) (354.762) Purchases of fixed assets
Pembelian barang konsumsi Purchase of long-life
tahan lama (22.281) (49.710) consumable goods
Pembelian aset takberwujud (6.316) 13 (20.089) Purchases of intangible assets
Penerimaan dividen kas dari Receipts of cash dividends from
perusahaan asosiasi 31.225 15.345 associates
Penempatan deposito berjangka - (69.147) Placement of time deposits
Kas neto digunakan untuk Net cash used in
aktivitas investasi (439.340) (477.660) investing activities
ARUS KAS DARI CASH FLOWS FROM
AKTIVITAS PENDANAAN FINANCING ACTIVITIES
Penerimaan dari pinjaman bank 171.883 38 540.150 Proceeds from bank loans
Pembayaran pinjaman bank (294.711) 38 (399.386) Payments for bank loans
Pembayaran liabilitas sewa (338.555) 15,38 (258.490) Payments of lease liabilities
Pembayaran dividen kas (285.444) 25c (201.220) Payments of cash dividends
Pembayaran utang sukuk (700.000) 22,38 - Payments of sukuk payable
Pembayaran bunga Payment of bonds
pinjaman dan imbalan sukuk (66.650) (87.091) from loan and sukuk
Kas neto digunakan untuk Net cash used in
aktivitas pendanaan (1.513.477) (406.037) financing activities
Dampak perubahan selisih kurs Effect of exchange rate changes
terhadap kas dan setara kas 11.143 7.887 on cash and cash equivalents
KENAIKAN (PENURUNAN) NETO NET INCREASE (DECREASE) IN
KAS DAN SETARA KAS (250.554) 871.332 CASH AND CASH EQUIVALENTS
KAS DAN SETARA KAS CASH AND CASH EQUIVALENTS
PADA AWAL TAHUN 2.949.057 2.077.725 AT THE BEGINNING OF THE YEAR
KAS DAN SETARA KAS PADA CASH AND CASH EQUIVALENTS
AKHIR TAHUN 2.698.503 4 2.949.057 AT THE END OF THE YEAR
Catatan atas laporan keuangan konsolidasian terlampir The accompanying notes to the consolidated financial statements
merupakan bagian yang tidak terpisahkan dari laporan keuangan form an integral part of these consolidated financial statements
konsolidasian ini secara keseluruhan. taken as a whole.
5
Page 534
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
1. UMUM 1. GENERAL
a. Pendirian Perusahaan a. Establishment of the Company
PT Elnusa Tbk (“Perusahaan”) didirikan dengan PT Elnusa Tbk (the “Company”) was established
nama PT Electronika Nusantara berdasarkan under the name of PT Electronika Nusantara
Akta Notaris No. 18 tanggal 25 Januari 1969 based on Notarial Deed No. 18 dated
dari Tan Thong Kie, S.H., sebagaimana diubah January 25, 1969 of Tan Thong Kie, S.H., which
melalui Akta Notaris No. 10 tanggal was subsequently amended by Notarial Deed No.
13 Februari 1969 dari notaris yang sama. Akta 10 dated February 13, 1969 of the same notary.
pendirian ini, yang merupakan Anggaran Dasar The Deed of Establishment, which is the
Perusahaan, telah mendapat pengesahan dari Company’s Articles of Association, was approved
Menteri Kehakiman Republik Indonesia melalui by the Minister of Justice of the Republic of
Surat Keputusan No. J.A.5/18/24 tanggal Indonesia in his Decision Letter No. J.A.5/18/24
19 Februari 1969, serta telah diumumkan dalam dated February 19, 1969, and was published in
Berita Negara Republik Indonesia No. 35, Supplement No. 35 of State Gazette of the
Tambahan No. 58 tanggal 2 Mei 1969. Republic of Indonesia No. 58 dated May 2, 1969.
Anggaran Dasar Perusahaan telah mengalami The Company’s Articles of Association has been
beberapa kali perubahan, perubahan terakhir amended several times, the latest amendments of
sehubungan dengan persetujuan pemegang which were in connection with the shareholders’
saham atas perubahan Pasal 3 Anggaran approval of the amendments of Article 3 of the
Dasar Perusahaan untuk disesuaikan dengan Company’s Articles of Association to align with
Klasifikasi Baku Lapangan Usaha Indonesia the 2020 Indonesian Standard Industrial
(“KBLI”) 2020 sebagaimana disebutkan dalam Classification (“Klasifikasi Baku Lapangan Usaha
Akta Notaris Aryanti Artisari, S.H., M.Kn., No. 8 Indonesia” or “KBLI”) as stated in Notarial Deed of
tanggal 17 Oktober 2022. Perubahan tersebut Aryanti Artisari, S.H., M.Kn., No. 8 dated October
telah disetujui oleh Menteri Hukum dan Hak 17, 2022. The said amendments were approved
Asasi Manusia melalui Surat Keputusan No. by the Minister of Law and Human Rights in his
AHU-0082444.AH.01.02. Tahun 2022 tanggal Decision Letter No. AHU-0082444.AH.01.02.
15 November 2022. Year 2022 dated November 15, 2022.
Berdasarkan Anggaran Dasar Perusahaan, In accordance with the Company’s Articles of
ruang lingkup kegiatan Perusahaan adalah Association, the scope of its activities is in the
bergerak di bidang jasa, pengelolaan air dan air business of services, water and wastewater
limbah, perdagangan, pertambangan, management, trading, mining, construction and
pembangunan dan perindustrian. Saat ini, industry. Currently, the Company is engaged in
Perusahaan beroperasi di bidang jasa hulu upstream oil and gas services and investing in
migas dan penyertaan saham pada entitas anak shares of stock of subsidiaries and joint ventures
serta ventura bersama yang bergerak dalam that are engaged in various businesses in oil and
berbagai bidang usaha jasa penunjang migas gas support services and energy distribution and
dan jasa distribusi dan logistik energi. logistics services. The Company also provides
Perusahaan juga beroperasi di bidang goods and services including providing and
penyediaan barang dan jasa termasuk managing office space for its subsidiaries, related
penyediaan dan pengelolaan ruang parties and third parties.
perkantoran kepada entitas anak, pihak berelasi
dan pihak ketiga.
Perusahaan berdomisili di Graha Elnusa, The Company is located at Graha Elnusa,
Lantai 16, Jl. T.B. Simatupang Kav. 1B, Jakarta 16th Floor, Jl. T.B. Simatupang Kav. 1B, South
Selatan, dan mulai beroperasi secara komersial Jakarta, and started its commercial operations in
pada bulan September 1969. September 1969.
Entitas induk Perusahaan adalah PT Pertamina The Company’s parent is PT Pertamina Hulu
Hulu Energi. Entitas induk terakhir Perusahaan Energi. The Company’s ultimate parent entity is
adalah PT Pertamina (Persero). PT Pertamina (Persero).
6
Page 535
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
1. UMUM (lanjutan) 1. GENERAL (continued)
b. Penawaran umum saham b. Public offering of shares
Pada tanggal 25 Januari 2008, Badan On January 25, 2008, the Capital Market and
Pengawas Pasar Modal dan Lembaga Financial Institutions Supervisory Agency
Keuangan (“Bapepam-LK”) menerbitkan Surat (“Bapepam-LK”) issued the Effective Statement
Pemberitahuan Efektif Pernyataan Pendaftaran Letter in accordance with the Company’s Initial
sehubungan dengan Penawaran Umum Saham Public Offering of 1,460,000,000 shares. On
Perdana Perusahaan sebanyak 1.460.000.000 February 6, 2008, the Company’s shares were
saham. Pada tanggal 6 Februari 2008, saham listed on the Indonesia Stock Exchange at an
Perusahaan mulai diperdagangkan di Bursa initial offering price of Rp400 (full amount) per
Efek Indonesia dengan harga penawaran share.
perdana sebesar Rp400 (nilai penuh) per
saham.
Ringkasan tindakan korporasi Perusahaan The summary of the Company’s corporate actions
(corporate actions) yang mempengaruhi saham affecting its capital stock from the date of its initial
yang diterbitkan sejak tanggal penawaran public offering up to December 31, 2025 is as
umum perdana sampai dengan tanggal follows:
31 Desember 2025, adalah sebagai berikut:
Jumlah saham Nilai nominal
ditempatkan per saham
dan disetor dalam Rupiah
penuh/ (angka penuh)/
Number of Par value per
Keterangan/ shares issued share in Rupiah
Tanggal/Date Description and fully paid (full amount)
29-31 Januari 2008/ Penawaran umum perdana sebanyak 20%
January 29-31, 2008 dari Modal Dasar atau sebanyak
1.460.000.000 saham/
Initial public offering amounting to 20% of
Authorized Capital or equivalent to
1,460,000,000 shares 7.298.500.000 100
6 Februari 2008/ Mencatatkan saham Perusahaan yang
February 6, 2008 beredar sebanyak 7.298.500.000 saham di
BEI dengan kode perdagangan “ELSA”/
Listed 7,298,500,000 shares issued at IDX
under “ELSA” ticker 7.298.500.000 100
13 Oktober 2008 - Pembelian kembali 99.738.000 saham dan
12 Januari 2009/ mencatatkannya sebagai saham treasury/
October 13, 2008 - Buy back of 99,738,000 shares and recorded
January 12, 2009 as treasury stocks 7.298.500.000 100
16 Desember 2011/ Menerbitkan Keterbukaan Informasi untuk
December 16, 2011 melakukan penjualan kembali atas saham
treasury efektif mulai 2 Januari 2012/
Published an Information Disclosure regarding
sell back program on the treasury stocks
effective on January 2, 2012 7.298.500.000 100
28 Juni 2013/ Menerbitkan Keterbukaan Informasi bahwa
June 28, 2013 Perusahaan telah melakukan pengalihan atau
penjualan atas seluruh saham hasil pembelian
kembali/
Published an Information Disclosure regarding
sell back of the Company’s shares on the buy
back program 7.298.500.000 100
7
Page 536
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
1. UMUM (lanjutan) 1. GENERAL (continued)
b. Penawaran umum saham (lanjutan) b. Public offering of shares (continued)
Pada tanggal 31 Desember 2025 dan As of December 31, 2025 and 2024, all of the
2024, seluruh saham Perusahaan tercatat di Company’s shares are listed on the Indonesia
Bursa Efek Indonesia. Stock Exchange.
c. Penawaran umum berkelanjutan Sukuk c. Public offering of sustainable Sukuk Ijarah 1
Ijarah Berkelanjutan 1 Tahap 1 Phase 1
Pada tanggal 3 Agustus 2020, Perusahaan On August 3, 2020, the Company has obtained an
telah mendapatkan pernyataan efektif dari effective statement from Otoritas Jasa Keuangan
Otoritas Jasa Keuangan (“OJK”) atas (“OJK”) on the issuance of Sukuk Ijarah
penerbitan Sukuk Ijarah Berkelanjutan 1 Elnusa Berkelanjutan (sustainable Sukuk Ijarah) 1 Phase
Tahap 1 Tahun 2020 dengan sisa imbalan 1 Year 2020, with Residual Ijarah Benefits
Ijarah sebesar Rp700.000. Sukuk Ijarah ini amounted to Rp700,000. The Sukuk Ijarah is
diterbitkan tanpa warkat dan dijamin dengan issued without notes and guaranteed with full
kesanggupan penuh (full commitment) dan commitments and offered with 100% value of
ditawarkan dengan nilai 100% dari jumlah sisa Residual Ijarah Benefits, with period of 5 (five)
imbalan ijarah, dengan jangka waktu 5 (lima) years from the issue date. The Ijarah Installments
tahun sejak tanggal emisi. Cicilan Imbalan amounted Rp63,000, or equivalent of 9%
Ijarah adalah sebesar Rp63.000, atau ekuivalen annually, which will be paid every 3 (three)
sebesar 9% per tahun yang akan dibayarkan months and will be due on August 11, 2025 (Note
setiap 3 (tiga) bulan, dan jatuh tempo pada 22).
11 Agustus 2025 (Catatan 22).
d. Dewan Komisaris, Direksi, Komite Audit dan d. Board of Commissioners, Directors, Audit
karyawan Committee and employees
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, the
susunan Dewan Komisaris dan Direksi composition of the Company’s Boards of
Perusahaan adalah sebagai berikut: Commissioners and Directors is as follows:
31 Desember 2025 December 31, 2025
Dewan Komisaris Board of Commissioners
Komisaris Utama Purwadi Arianto President Commissioner
Komisaris Independen Abdul Hakim Independent Commissioner
Komisaris Independen Farazandi Fidinansyah Independent Commissioner
Komisaris Vitri Cahyaningsih Mallarangeng Commissioner
Direksi Board of Directors
Direktur Utama Litta Indriya Ariesca President Director
Direktur Pengembangan Usaha Arief Prasetyo Handoyo Business Development Director
Direktur Operasi Andri Haribowo Operations Director
Direktur Keuangan Nelwin Aldriansyah Finance Director
Direktur Sumber Daya Manusia Human Resources
& Umum Hera Handayani & General Affair Director
31 Desember 2024 December 31, 2024
Dewan Komisaris Board of Commissioners
Komisaris Utama merangkap President Commissioner and
Komisaris Independen Eko Ariantoro Independent Commissioner
Komisaris Independen Denie Samuel Tampubolon Independent Commissioner
Komisaris Nur Endro Buwono Commissioner
Komisaris Ariana Soemanto Commissioner
Direksi Board of Directors
Direktur Utama Bachtiar Soeria Atmadja President Director
Direktur Pengembangan Usaha Arief Prasetyo Handoyo Business Development Director
Direktur Operasi Endro Hartanto Operations Director
Direktur Keuangan Stanley Iriawan Finance Director
Direktur Sumber Daya Manusia Human Resources
& Umum Hera Handayani & General Affair Director
8
Page 537
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
1. UMUM (lanjutan) 1. GENERAL (continued)
d. Dewan Komisaris, Direksi, Komite Audit dan d. Board of Commissioners, Directors, Audit
karyawan (lanjutan) Committee and employees (continued)
Personil manajemen kunci Perusahaan adalah Key management personnel of the Company are
Dewan Komisaris dan Direksi sebagaimana the above mentioned Boards of Commissioners
disebutkan di atas (Catatan 32h). and Directors (Note 32h).
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, the
susunan Komite Audit Perusahaan adalah composition of the Company’s Audit Committee is
sebagai berikut: as follows:
31 Desember 2025 December 31, 2025
Ketua Farazandi Fidinansyah Chairman
Anggota Adil Nusyirwan Member
Anggota Maryanto Makhdori Member
31 Desember 2024 December 31, 2024
Ketua Denie Samuel Tampubolon Chairman
Anggota Adil Nusyirwan Member
Anggota Maryanto Makhdori Member
Perusahaan dan entitas anaknya memiliki 1.909 The Company and its subsidiaries have 1,909
karyawan (1.397 karyawan tetap dan 512 employees (1,397 permanent employees and 512
karyawan kontrak) dan memiliki 1.879 contractual employees) and 1,879 employees
karyawan (1.386 karyawan tetap dan 493 (1,386 permanent employees and 493 contractual
karyawan kontrak) masing-masing pada employees) as of December 31, 2025 and 2024,
tanggal 31 Desember 2025 dan 2024. respectively.
e. Entitas Anak e. Subsidiaries
Laporan keuangan konsolidasian meliputi The consolidated financial statements include the
laporan keuangan Perusahaan dan entitas financial statements of the Company and its
anaknya (secara kolektif disebut sebagai subsidiaries (collectively referred to as the
“Grup”) sebagai berikut: “Group”) as follows:
Persentase kepemilikan Total aset sebelum
Mulai efektif/ eliminasi/
beroperasi Effective percentage of Total assets before
secara ownership elimination
Tempat komersial/
kedudukan/ Start of 31 Desember/ 31 Desember/ 31 Desember/ 31 Desember/
Nama entitas anak/ Kegiatan usaha/ Place of commercial December 31, December 31 December 31, December 31
Name of subsidiaries Business activities domicile operations 2025 2024 2025 2024
Kepemilikan langsung/
Direct ownership
PT Sigma Cipta Utama Manajemen data, teknologi Jakarta 1980 99,99 99,99 410.866 385.642
(“SCU”) informasi dan
telekomunikasi/
Data management,
information technology
and telecommunications
PT Elnusa Fabrikasi Jasa penguliran, perdagangan Batam 1983 99,97 99,97 381.957 430.884
Konstruksi (“EFK”) dan pabrikasi pipa/
Pipe threading, trading and
manufacturing services
PT Elnusa Petrofin SPBU, depo, transportasi dan Jakarta 1996 99,99 99,99 5.022.562 4.035.700
(“EPN”) perdagangan BBM dan
bahan kimia/
Retail gas station, fuel
storage, oil and chemicals
‘ distribution and trading
9
Page 538
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
1. UMUM (lanjutan) 1. GENERAL (continued)
e. Entitas Anak (lanjutan) e. Subsidiaries (continued)
Laporan keuangan konsolidasian meliputi The consolidated financial statements include the
laporan keuangan Perusahaan dan entitas financial statements of the Company and its
anaknya (secara kolektif disebut sebagai subsidiaries (collectively referred to as the
“Grup”) sebagai berikut: (lanjutan) “Group”) as follows: (continued)
Persentase kepemilikan Total aset sebelum
Mulai efektif/ eliminasi/
beroperasi Effective percentage of Total assets before
secara ownership elimination
Tempat komersial/
kedudukan/ Start of 31 Desember/ 31 Desember/ 31 Desember/ 31 Desember/
Nama entitas anak/ Kegiatan usaha/ Place of commercial December 31, December 31 December 31, December 31
Name of subsidiaries Business activities domicile operations 2025 2024 2025 2024
Kepemilikan langsung/
Direct ownership
PT Patra Nusa Data Jasa perolehan dan Jakarta 1998 99,50 99,50 146.539 146.112
(“PND”) dan produksi migas/
Oil and gas exploration and
production data acquisition
and management services
PT Elnusa Trans Samudera Jasa penyewaan kapal laut Jakarta 2014 99,99 99,99 607.541 603.523
(“ETSA”) dan agen perkapalan
perusahaan pelayaran/
Ship rental services and
shipping agent of
shipping company
PT Elnusa Geosains Belum beroperasi/ Jakarta - 99,99 99,99 13.038 12.880
Indonesia (“EGI”) Pre-operating
PT Elnusa Oilfield Services Belum beroperasi/ Jakarta - 99,99 99,99 53.179 50.276
(“EOS”) Pre-operating
KSO Elnusa - RAGA Jasa pemeliharaan mekanik/
Mechanical maintenance
service Jakarta 2016 100,00 100,00 16.327 70.795
Kepemilikan melalui EPN/
Ownership through EPN
PT Elnusa Daya Kreatif Belum beroperasi/ Jakarta - 99,99 99,99 10.005 10.001
(“EDK”) Pre-operating
PT Petrofin Energi Nusantara Sudah beroperasi/ Jakarta - 99,67 99,67 5.206 301
(“FINERA”) Operating
f. Penerbitan laporan keuangan konsolidasian f. Issuance of consolidated financial statements
Laporan keuangan konsolidasian ini These consolidated financial statements are
diselesaikan dan diotorisasi untuk terbit oleh completed and authorized for issuance by the
Direksi Perusahaan pada tanggal Company’s Directors on March 3, 2026. The
3 Maret 2026. Direksi Perusahaan yang Company’s Directors who signed the Directors’
menandatangani Surat Pernyataan Direksi Statement are responsible for the fair preparation
bertanggung jawab atas penyusunan dan and presentation of such consolidated financial
penyajian wajar laporan keuangan statements.
konsolidasian tersebut.
10
Page 539
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL POLICIES INFORMATION
a. Dasar penyajian laporan keuangan a. Basis of preparation of the consolidated
konsolidasian financial statements
Laporan keuangan konsolidasian telah disusun The consolidated financial statements have been
sesuai dengan Standar Akuntansi Keuangan di prepared in accordance with Indonesian Financial
Indonesia (“SAK”), yang mencakup Pernyataan Accounting Standards (“SAK”), which comprise
dan Interpretasi yang dikeluarkan oleh Dewan the Statements and Interpretations issued by the
Standar Akuntansi Keuangan Ikatan Akuntan Financial Accounting Standards Board of the
Indonesia (“DSAK IAI”) dan Peraturan- Institute of Indonesia Chartered Accountants
Peraturan serta Pedoman Penyajian dan (Dewan Standar Akuntansi Keuangan Ikatan
Pengungkapan Laporan Keuangan yang Akuntan Indonesia or “DSAK IAI”) and the
diterbitkan oleh Otoritas Jasa Keuangan Regulations and Guidelines on Financial
(“OJK”). Statement Presentation and Disclosures issued
by Financial Services Authority (Otoritas Jasa
Keuangan” or “ OJK”).
Laporan keuangan konsolidasian disusun The consolidated financial statements have been
berdasarkan konsep akrual, kecuali laporan prepared on the accrual basis, except for the
arus kas konsolidasian, dengan menggunakan consolidated statement of cash flows, using the
konsep biaya historis, kecuali seperti yang historical cost concept of accounting, except as
disebutkan dalam Catatan atas laporan disclosed in the relevant Notes to the consolidated
keuangan konsolidasian yang relevan. financial statements herein.
Laporan arus kas konsolidasian disajikan The consolidated statement of cash flows is
dengan menggunakan metode langsung yang presented using the direct method by classifying
mengelompokkan penerimaan dan the receipts and disbursements of cash and cash
pengeluaran kas dan setara kas ke dalam equivalents into operating, investing and financing
aktivitas operasi, investasi dan pendanaan. activities.
Kebijakan akuntansi yang diterapkan oleh Grup The accounting policies adopted by the Group are
adalah selaras bagi tahun yang dicakup oleh consistently applied for the years covered by the
laporan keuangan konsolidasian, kecuali untuk consolidated financial statements, except for new
standar akuntansi baru dan revisi seperti and revised accounting standards as disclosed in
diungkapkan pada Catatan 2c dibawah ini. the following Note 2c.
Grup telah menyusun laporan keuangan The Group has prepared the consolidated
konsolidasian dengan dasar bahwa Grup akan financial statements on the basis that it will
terus beroperasi secara berkesinambungan. continue to operate as a going concern.
Seluruh angka dalam laporan keuangan All figures in the consolidated financial statements
konsolidasian ini, dibulatkan dan disajikan are rounded to and expressed in millions of
dalam jutaan Rupiah (“Rp”), kecuali dinyatakan Rupiah (“Rp”), unless otherwise stated.
lain.
11
Page 540
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
b. Prinsip-prinsip konsolidasi b. Principles of consolidation
Laporan keuangan konsolidasian meliputi The consolidated financial statements comprise
laporan keuangan Perusahaan dan entitas- the financial statements of the Company and its
entitas anak. Kendali diperoleh bila Grup subsidiaries. Control is achieved when the Group
terekspos atau memiliki hak atas imbal hasil is exposed, or has rights, to variable returns from
variabel dari keterlibatannya dengan investee its involvement with the investee and has the
dan memiliki kemampuan untuk mempengaruhi ability to affect those returns through its power
imbal hasil tersebut melalui kekuasaannya atas over the investee. Thus, the Group controls an
investee. Dengan demikian, investor investee if and only if the Group has all of the
mengendalikan investee jika dan hanya jika following:
investor memiliki seluruh hal berikut ini:
i) Kekuasaan atas investee, yaitu hak yang i) Power over the investee, that is existing rights
ada saat ini yang memberi investor that give the Group current ability to direct the
kemampuan kini untuk mengarahkan relevant activities of the investee,
aktivitas relevan dari investee,
ii) Eksposur atau hak atas imbal hasil variabel ii) Exposure, or rights, to variable returns from its
dari keterlibatannya dengan investee, dan involvement with the investee, and
iii) Kemampuan untuk menggunakan
kekuasaannya atas investee untuk iii) The ability to use its power over the investee
mempengaruhi jumlah imbal hasil. to affect its returns.
Bila Grup tidak memiliki hak suara atau hak When the Group has less than a majority of the
serupa secara mayoritas atas suatu investee, voting or similar rights of an investee, the Group
Grup mempertimbangkan semua fakta dan considers all relevant facts and circumstances in
keadaan yang relevan dalam mengevaluasi assessing whether it has power over an investee,
apakah mereka memiliki kekuasaan atas including:
investee, termasuk:
i) Pengaturan kontraktual dengan pemilik hak i) The contractual arrangement with the other
suara lainnya dari investee, vote holders of the investee,
ii) Hak yang timbul atas pengaturan ii) Rights arising from other contractual
kontraktual lain, dan arrangements, and
iii) Hak suara dan hak suara potensial yang iii) The Group's voting rights and potential voting
dimiliki Grup. rights.
Grup menilai kembali apakah mereka The Group re-assesses whether or not it controls
mengendalikan investee bila fakta dan keadaan an investee if facts and circumstances indicate
mengindikasikan adanya perubahan terhadap that there are changes to one or more of the three
satu atau lebih dari ketiga elemen dari elements of control. Consolidation of a subsidiary
pengendalian. Konsolidasi atas entitas-entitas begins when the Group obtains control over the
anak dimulai sejak Grup memperoleh subsidiary and ceases when the Group loses
pengendalian atas entitas anak dan berakhir control of the subsidiary. Assets, liabilities, income
pada saat Grup kehilangan pengendalian atas and expenses of a subsidiary acquired during the
entitas anak. Aset, liabilitas, penghasilan dan year are included in the consolidated financial
beban dari entitas anak yang diakuisisi pada statements from the date the Group gains control
tahun tertentu disertakan dalam laporan until the date the Group ceases to control the
keuangan konsolidasian sejak tanggal Grup subsidiary.
memperoleh kendali sampai tanggal Grup tidak
lagi mengendalikan entitas anak tersebut.
12
Page 541
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
b. Prinsip-prinsip konsolidasi (lanjutan) b. Principles of consolidation (continued)
Seluruh laba rugi dan setiap komponen Profit or loss and each component of other
penghasilan komprehensif lain (“PKL”) comprehensive income (“OCI”) are attributed to
diatribusikan pada pemilik entitas induk dan the equity holders of the parent of the Group and
pada kepentingan nonpengendali (“KNP”), to the non-controlling interests (“NCI”), even if this
walaupun hal ini akan menyebabkan saldo KNP results in the NCI having a deficit balance. When
yang defisit. Bila dipandang perlu, penyesuaian necessary, adjustments are made to the financial
dilakukan terhadap laporan keuangan entitas statements of subsidiaries to bring their
anak untuk diselaraskan dengan kebijakan accounting policies into line with the Group’s
akuntansi Grup. accounting policies.
Seluruh aset dan liabilitas, ekuitas, penghasilan All intra-group assets and liabilities, equity,
dan beban dan arus kas atas transaksi antar income, expenses and cash flows relation to
anggota Grup dieliminasi sepenuhnya pada transactions between members of the Group are
saat konsolidasi. eliminated in full on consolidation.
Perubahan dalam bagian kepemilikan Grup A change in the ownership interest of a subsidiary,
pada entitas anak yang tidak mengakibatkan without a loss of control, is accounted for as an
hilangnya pengendalian dicatat sebagai equity transaction. If the Group loses control over
transaksi ekuitas. Bila kehilangan pengendalian a subsidiary, it derecognizes the related assets
atas suatu entitas anak, maka Grup (including goodwill), liabilities, NCI and other
menghentikan pengakuan atas aset (termasuk component of equity, while the difference is
goodwill), liabilitas dan komponen lain dari recognized in the profit or loss. Any investment
ekuitas terkait, dan selisihnya diakui pada laba retained is recognized at fair value.
rugi. Bagian dari investasi yang tersisa diakui
pada nilai wajar.
c. Perubahan kebijakan akuntansi c. Changes in accounting principles
Grup menerapkan pertama kali seluruh standar The Group made first time adoption of all the
yang direvisi yang berlaku efektif untuk periode revised standards effective for the periods
yang dimulai pada atau setelah beginning on or after January 1, 2025, including
1 Januari 2025, termasuk standar yang direvisi the following revised standards that have affected
berikut ini yang mempengaruhi laporan the consolidated financial statements of the
keuangan konsolidasian Grup: Group:
Amendemen PSAK 221: Kekurangan Amendment PSAK 221: Lack of Exchangeability
Ketertukaran
Amandemen tersebut mengharuskan The amendments require disclosure of
pengungkapan informasi yang memungkinkan information that enables users of financial
pengguna laporan keuangan memahami statements to understand the impact of a currency
dampak mata uang yang tidak dapat not being exchangeable into the other currency
dipertukarkan dengan mata uang lain yang affects, or is expected to affect, the entity’s
memengaruhi, atau diperkirakan akan financial performance, financial position and cash
memengaruhi, kinerja keuangan, posisi flows. The amendments apply for annual reporting
keuangan, dan arus kas entitas. Amandemen periods beginning on or after 1 January 2025.
berlaku untuk periode pelaporan tahunan yang Earlier application is permitted which an entity is
dimulai pada atau setelah 1 Januari 2025. required to disclose that fact.
Penerapan dini diperkenankan dimana entitas
diharuskan mengungkapkan fakta tersebut.
Amandemen tidak memberi dampak terhadap The amendment did not have an impact on the
laporan keuangan Grup. Group’s financial statements.
13
Page 542
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
c. Perubahan kebijakan akuntansi (lanjutan) c. Changes in accounting principles (continued)
Grup menerapkan pertama kali seluruh standar The Group made first time adoption of all the
yang direvisi yang berlaku efektif untuk periode revised standards effective for the periods
yang dimulai pada atau setelah beginning on or after January 1, 2025, including
1 Januari 2025, termasuk standar yang direvisi the following revised standards that have affected
berikut ini yang mempengaruhi laporan the consolidated financial statements of the
keuangan konsolidasian Grup: (lanjutan) Group: (continued)
PSAK 117: Kontrak Asuransi PSAK 117: Insurance Contracts
Standar akuntansi baru yang komprehensif A comprehensive new accounting standard for
untuk kontrak asuransi yang mencakup insurance contracts covering recognition and
pengakuan dan pengukuran, penyajian dan measurement, presentation and disclosure, upon
pengungkapan, pada saat berlaku efektif PSAK its effective date, PSAK 117 will replace PSAK
117 akan menggantikan PSAK 104: Kontrak 104: Insurance Contracts. PSAK 104 applies to all
Asuransi. PSAK 104: Kontrak asuransi berlaku types of insurance contracts, life, non-life, direct
untuk semua jenis kontrak asuransi, jiwa, non- insurance and re-insurance, regardless of the
jiwa, asuransi langsung dan reasuransi, entities issuing them, as well as to certain
terlepas dari entitas yang menerbitkannya, guarantees and financial instruments with
serta untuk jaminan dan instrumen keuangan discretionary participation features, while a few
tertentu dengan fitur partisipasi tidak mengikat, scope exceptions will apply.
serta beberapa pengecualian ruang lingkup
akan berlaku.
Tujuan keseluruhan dari PSAK 117 adalah The overall objective of PSAK 117 is to provide an
untuk menyediakan model akuntansi untuk accounting model for insurance contracts that is
kontrak asuransi yang lebih bermanfaat dan more useful and consistent for insurers.
konsisten untuk asuradur.
PSAK 117 berlaku efektif untuk periode PSAK 117 is effective for reporting periods
pelaporan yang dimulai pada atau setelah beginning on or after January 1, 2025, with
tanggal 1 Januari 2025, dengan mensyaratkan comparative figures required. Early application is
angka komparatif. Penerapan dini permitted, provided the entity also applies PSAK
diperkenankan bila entitas juga menerapkan 109 and PSAK 115 on or before the date of initial
PSAK 109 dan PSAK 115 pada atau sebelum application of PSAK 117. This standard did not
tanggal penerapan awal PSAK 117. Standar ini have any impact to the financial reporting of the
tidak memiliki dampak pada pelaporan Group upon first-time adoption.
keuangan Grup pada saat diadopsi untuk
pertama kali.
d. Investasi pada ventura bersama d. Investment in joint ventures
Ventura bersama adalah semua entitas yang Joint ventures are all entities which are jointly
dikendalikan bersama oleh Grup bersama controlled by the Group and other venturers, in
dengan venturer lain dimana Grup memilik hak which the Group has rights to only the net assets
atas aset neto ventura bersama tersebut. of the joint ventures. Investments in joint ventures
Investasi pada ventura bersama dicatat dengan are accounted for using the equity method of
menggunakan metode ekuitas yang pada accounting and initially recognized at cost.
awalnya diakui pada harga perolehannya.
14
Page 543
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
d. Investasi pada ventura bersama (lanjutan) d. Investment in joint ventures (continued)
Bagian Grup atas laba rugi ventura bersama The Group’s share of the joint ventures’ post-
pasca akuisisi diakui dalam laba rugi dan bagian acquisition profits or losses is recognized in profit
atas mutasi penghasilan komprehensif lain or loss, and its share of post-acquisition
pasca akuisisi diakui di dalam penghasilan movements in other comprehensive income is
komprehensif lain dan diikuti dengan recognized in other comprehensive income with a
penyesuaian pada jumlah tercatat investasi. corresponding adjustment to the carrying amount
Dividen yang akan diterima dari ventura of the investment. Dividends receivable from joint
bersama diakui sebagai pengurang jumlah ventures are recognized as reductions in the
tercatat investasi. Jika bagian Grup atas carrying amount of the investment. When the
kerugian ventura bersama sama dengan atau Group’s share of losses in a joint venture equals
melebihi nilai kepemilikannya di ventura or exceeds its interest in the joint venture, the
bersama, Grup menghentikan pengakuan Group does not recognize further losses, unless
bagian kerugiannya, kecuali Grup memiliki the Group has incurred legal or constructive
kewajiban hukum atau harus melakukan obligations or made payments on behalf of the
pembayaran tertentu atas nama ventura joint venture.
bersama tersebut.
Laba rugi yang dihasilkan dari transaksi antara Profits and losses resulting from transactions
Grup dengan ventura bersama diakui dalam between the Group and its joint ventures are
laporan keuangan konsolidasian Grup hanya recognized in the Group’s consolidated financial
sebesar bagian venturer lain yang tidak berelasi statements only to the extent of unrelated
dalam ventura bersama. Pada setiap tanggal venturer’s interest in the joint ventures. The Group
pelaporan, Grup menentukan apakah terdapat determines at each reporting date whether there
bukti obyektif bahwa telah terjadi penurunan is any objective evidence that the investment in
nilai pada investasi di ventura bersama. Jika the joint venture is impaired. If this is the case, the
demikian, maka Grup menghitung besarnya Group calculates the amount of impairment as the
penurunan nilai sebagai selisih antara jumlah difference between the recoverable amount of the
yang terpulihkan dan jumlah tercatat investasi joint venture and its carrying amount and
pada ventura bersama dan mengakui selisih recognizes the amount adjacent to “shares of
tersebut pada “bagian atas laba (rugi) ventura profit (loss) of joint ventures” in profit or loss.
bersama” dalam laba rugi.
e. Kombinasi bisnis e. Business combination
Kombinasi bisnis dicatat dengan menggunakan Business combinations are accounted for using
metode akuisisi. Biaya perolehan dari sebuah the acquisition method. The cost of an acquisition
akuisisi diukur pada nilai agregat imbalan yang is measured as the aggregate of the consideration
dialihkan, diukur pada nilai wajar pada tanggal transferred, measured at acquisition date fair
akuisisi dan jumlah setiap KNP pada pihak yang value and the amount of any NCI in the acquiree.
diakuisisi. Untuk setiap kombinasi bisnis, Grup For each business combination, the Group
mengukur KNP pada entitas yang diakuisisi, measures the NCI in the acquiree either at fair
baik pada nilai wajar ataupun pada proporsi value or at the proportionate share of the
kepemilikan KNP atas aset neto yang acquiree’s identifiable net assets. Acquisition
teridentifikasi dari entitas yang diakuisisi. Biaya- costs incurred are directly expensed and included
biaya akuisisi yang timbul dibebankan langsung in “general and administrative expenses”.
dan dimasukkan dalam “beban umum dan
administrasi”.
15
Page 544
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
e. Kombinasi bisnis (lanjutan) e. Business combination (continued)
Grup menentukan bahwa mereka telah The Group determines that it has acquired
mengakuisisi bisnis ketika rangkaian aktivitas a business when the acquired set of activities and
dan aset yang diakuisisi mencakup input dan assets include an input and a substantive process
proses substantif yang bersama-sama secara that together significantly contribute to the ability
signifikan berkontribusi pada kemampuan untuk to create outputs. The acquired process is
menghasilkan output. Proses yang diperoleh considered substantive if it is critical to the ability
adalah substantif jika penting bagi kemampuan to continue producing outputs, and the inputs
untuk terus menghasilkan output, dan input acquired include an organized workforce with the
yang diperoleh mencakup tenaga kerja yang necessary skills, knowledge, or experience to
terorganisir dengan keterampilan, perform that process or it significantly contributes
pengetahuan, atau pengalaman yang to the ability to continue producing outputs and is
diperlukan untuk melakukan proses itu atau considered unique or scarce or cannot be
secara signifikan berkontribusi pada replaced without significant cost, effort, or delay in
kemampuan untuk terus menghasilkan output the ability to continue producing outputs.
dan dianggap unik atau langka atau tidak dapat
diganti tanpa biaya, usaha, atau penundaan
yang signifikan dalam kemampuan untuk terus
menghasilkan output.
Ketika melakukan akuisisi atas sebuah bisnis, When the Group acquires a business, it assesses
Grup mengklasifikasikan dan menentukan aset the financial assets acquired and liabilities
keuangan yang diperoleh dan liabilitas assumed for appropriate classification and
keuangan yang diambil alih berdasarkan pada designation in accordance with the contractual
persyaratan kontraktual, kondisi ekonomi dan terms, economic circumstances and pertinent
kondisi terkait lain yang ada pada tanggal conditions as at the acquisition date.
akuisisi.
Dalam suatu kombinasi bisnis yang dilakukan If the business combination is achieved in stages,
secara bertahap, Grup mengukur kembali the acquisition date fair value of the Group’s
kepentingan ekuitas yang dimiliki sebelumnya previously held equity interest in the acquiree is
pada pihak yang diakuisisi pada nilai wajar remeasured to fair value at the acquisition date
tanggal akuisisi dan mengakui keuntungan atau through profit or loss.
kerugian yang dihasilkan.
Setiap imbalan kontinjensi yang akan ditransfer Any contingent consideration to be transferred by
oleh perusahaan pengakuisisi akan diakui pada the acquirer will be recognized at fair value at the
nilai wajar pada tanggal akuisisi. Imbalan acquisition date. Contingent consideration
kontinjensi yang diklasifikasikan sebagai classified as equity is not re-measured and its
ekuitas tidak diukur kembali dan penyelesaian subsequent settlement is accounted for within
selanjutnya adalah diperhitungkan dalam equity. Contingent consideration classified as an
ekuitas. Imbalan kontinjensi yang asset or liability that is a financial instrument and
diklasifikasikan sebagai aset atau liabilitas yaitu within the scope of PSAK 109, is measured at fair
instrumen keuangan dan dalam lingkup value with the changes in fair value recognized in
PSAK 109, diukur pada nilai wajar dengan the statement of profit or loss in accordance with
perubahan nilai wajar yang diakui dalam laba PSAK 109. Other contingent consideration that is
rugi sesuai dengan PSAK 109. Imbalan not within the scope of PSAK 109 is measured at
kontinjensi lain yang tidak termasuk dalam fair value at each reporting date with changes in
PSAK 109 diukur sebesar nilai wajar pada fair value recognized in profit or loss.
setiap tanggal pelaporan dengan perubahan
nilai wajar yang diakui pada laba rugi.
16
Page 545
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
e. Kombinasi bisnis (lanjutan) e. Business combination (continued)
Bila pencatatan awal kombinasi bisnis belum If the initial accounting for a business combination
dapat diselesaikan pada tanggal pelaporan, is incomplete by the end of the reporting, the
Grup melaporkan jumlah sementara bagi item Group reports provisional amounts for the items
yang pencatatannya belum dapat diselesaikan for which the accounting is incomplete.
tersebut.
Periode pengukuran adalah periode setelah The measurement period is the period after the
tanggal akuisisi yang didalamnya Grup dapat acquisition date during which the Group may
melakukan penyesuaian atas jumlah sementara adjust the provisional amounts recognized for
yang diakui dalam kombinasi bisnis tersebut. a business combination. During the measurement
Selama periode pengukuran, Grup mengakui period, the Group recognizes additional assets or
penambahan aset atau liabilitas bila terdapat liabilities if new information is obtained about facts
informasi terbaru yang diperoleh mengenai and circumstances that existed as of the
fakta dan keadaan pada tanggal akuisisi, yang acquisition date and, if known, would have
bila diketahui pada saat itu, akan menyebabkan resulted in the recognition of those assets and
pengakuan atas aset dan liabilitas pada tanggal liabilities as of that date.
tersebut.
Periode pengukuran berakhir pada saat The measurement period ends as soon as the
pengakuisisi menerima informasi yang acquirer receives the information it was seeking
diperlukan mengenai fakta dan keadaan pada about facts and circumstances that existed as of
tanggal akuisisi atau mengetahui bahwa the acquisition date or learns that more
informasi lainnya tidak dapat diperoleh, namun information is not obtainable but shall not exceed
tidak lebih dari satu tahun dari tanggal akuisisi. one year from the acquisition date.
Kombinasi bisnis entitas sepengendali Business combinations under common control
Kombinasi bisnis entitas sepengendali dicatat Business combinations under common control are
dengan menggunakan metode penyatuan accounted for using the pooling-of-interests
kepentingan, dimana selisih antara jumlah method, whereby the difference between the
imbalan yang dialihkan dengan jumlah tercatat considerations transferred and the book value of
aset neto entitas yang diakuisisi diakui sebagai the net assets of the acquiree is recognized as
bagian dari akun "Tambahan Modal Disetor" part of "Additional Paid-in Capital" account in the
pada laporan posisi keuangan konsolidasian. consolidated statement of financial position.
Dalam menerapkan metode penyatuan In applying the said pooling-of-interest method,
kepentingan tersebut, unsur-unsur laporan the components of the financial statements of the
keuangan dari entitas yang bergabung disajikan combining entities are presented as if the
seolah-olah penggabungan tersebut telah combination has occurred since the beginning of
terjadi sejak awal periode entitas yang the period of the combining entity become under
bergabung berada dalam kesepengendalian. common control.
f. Kas dan setara kas f. Cash and cash equivalents
Kas dan setara kas terdiri dari kas, bank dan Cash and cash equivalents are cash on hand,
deposito berjangka yang jatuh tempo dalam cash in banks and time deposits with maturity
3 (tiga) bulan atau kurang dari tanggal periods of 3 (three) months or less at the time of
penempatannya dan tidak digunakan sebagai placement and which are not used as collateral or
jaminan atau dibatasi penggunaannya. not restricted.
Deposito berjangka dengan jangka waktu lebih Time deposits with maturities of more than
dari 3 (tiga) bulan tapi tidak melebihi 1 (satu) 3 (three) months but not exceeding 1 (one) year
tahun dari tanggal penempatannya disajikan at the time of placement are presented as part of
sebagai bagian dari “aset keuangan lancar “other current financial assets”.
lainnya”.
17
Page 546
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
f. Kas dan setara kas (lanjutan) f. Cash and cash equivalents (continued)
Kas dan setara kas yang dibatasi Cash and cash equivalents which are restricted
penggunaannya yang akan digunakan untuk for repayment of current maturing obligations are
membayar liabilitas yang akan jatuh tempo presented as “restricted cash” under “other
dalam waktu 1 (satu) tahun disajikan sebagai current financial assets”. Cash and cash
“kas yang dibatasi penggunaannya” sebagai equivalents which are restricted for repayment of
bagian dari ”aset keuangan lancar lainnya”. Kas obligations maturing after 1 (one) year are
dan setara kas yang dibatasi penggunaannya presented as part of “other non-current financial
untuk membayar liabilitas yang akan jatuh assets”.
tempo dalam waktu lebih dari 1 (satu) tahun
disajikan sebagai bagian dari “aset keuangan
tidak lancar lainnya”.
g. Instrumen keuangan g. Financial instruments
Instrumen keuangan adalah setiap kontrak A financial instrument is any contract that gives
yang memberikan aset keuangan bagi satu rise to a financial asset of one entity and a
entitas dan liabilitas keuangan atau ekuitas bagi financial liability or equity instrument of another
entitas lain. entity.
i. Aset keuangan i. Financial assets
Pengakuan dan pengukuran awal Initial recognition and measurement
Pada pengakuan awal, Grup mengukur At initial recognition, the Group measures a
aset keuangan pada nilai wajarnya financial asset at its fair value plus
ditambah biaya transaksi, dalam hal aset transaction costs, in the case of a financial
keuangan tidak diukur pada nilai wajar asset not measured at fair value through
melalui laba rugi (“NWLR”). Piutang usaha profit or loss (“FVTPL”). Trade receivables
yang tidak mengandung komponen that do not contain a significant financing
pembiayaan yang signifikan, dimana Grup component, for which the Group has applied
telah menerapkan cara praktis, diukur pada the practical expedient are measured at the
harga transaksi yang ditentukan sesuai transaction price determined under PSAK
PSAK 115. 115.
Agar aset keuangan diklasifikasikan dan In order for a financial asset to be classified
diukur pada biaya perolehan diamortisasi and measured at amortized cost or fair value
atau nilai wajar melalui penghasilan through other comprehensive income
komprehensif lain (“NWPKL”), aset (“FVOCI”), it needs to give rise to cash flows
keuangan harus menghasilkan arus kas that are solely payments of principal and
yang semata dari pembayaran pokok dan interest (“SPPI”) on the principal amount
bunga (“SPPB”) dari jumlah pokok outstanding. This assessment is referred to
terutang. Penilaian ini disebut sebagai uji as the SPPI test and is performed at an
SPPB dan dilakukan pada tingkat instrument level.
instrumen.
Model bisnis Grup untuk mengelola aset The Groups’s business model for managing
keuangan mengacu pada bagaimana financial assets refers to how it manages its
mereka mengelola aset keuangannya financial assets in order to generate cash
untuk menghasilkan arus kas. Model bisnis flows. The business model determines
menentukan apakah arus kas akan whether cash flows will result from collecting
dihasilkan dari penerimaan arus kas contractual cash flows, selling the financial
kontraktual, penjualan aset keuangan, atau assets, or both.
keduanya.
18
Page 547
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
g. Instrumen keuangan (lanjutan) g. Financial instruments (continued)
i. Aset keuangan (lanjutan) i. Financial assets (continued)
Pengukuran selanjutnya Subsequent measurement
Untuk tujuan pengukuran selanjutnya, aset For purposes of subsequent measurement,
keuangan diklasifikasikan dalam empat financial assets are classified in four
kategori: categories:
- Aset keuangan pada biaya perolehan - Financial assets at amortized cost (debt
diamortisasi (instrumen utang), instruments),
- Aset keuangan pada NWPKL dengan - Financial assets at FVOCI with recycling
reklasifikasi ke keuntungan dan of cumulative gains and losses (debt
kerugian kumulatif (instrumen utang), instruments),
- Aset keuangan pada NWPKL tanpa - Financial assets designated at FVOCI
reklasifikasi ke keuntungan dan with no recycling of cumulative gains and
kerugian kumulatif atas pelepasan losses upon derecognition (equity
(instrumen ekuitas), dan instruments), and
- Nilai wajar melalui laba rugi (NWLR). - Fair value through profit or loss (FVTPL).
Pengukuran selanjutnya dari aset The subsequent measurement of financial
keuangan tergantung kepada klasifikasi assets depends on their classification as
masing-masing aset keuangan seperti described below:
berikut ini:
Aset keuangan pada biaya perolehan Financial assets at amortized cost (debt
diamortisasi (instrumen utang) instruments)
Grup mengukur aset keuangan pada biaya The Group measures financial assets at
perolehan diamortisasi jika kedua kondisi amortized cost if both of the following
berikut terpenuhi: conditions are met:
- Aset keuangan dimiliki dalam model - The financial asset is held within a
bisnis dengan tujuan untuk memiliki business model with the objective to
aset keuangan dalam rangka hold financial assets in order to collect
mendapatkan arus kas kontraktual, contractual cash flows, and
dan
- Persyaratan kontraktual dari aset - The contractual terms of the financial
keuangan menghasilkan arus kas asset give rise on specified dates to
pada tanggal tertentu yang cash flows that are SPPI on the
merupakan SPPB dari jumlah pokok principal amount outstanding.
terutang.
Aset keuangan yang diukur pada biaya Financial assets at amortized cost are
perolehan diamortisasi selanjutnya diukur subsequently measured using the effective
dengan menggunakan metode suku bunga interest rate (“EIR”) method and are subject
efektif (“SBE”) dan menjadi subjek to impairment. Gains and losses are
penurunan nilai. Keuntungan dan kerugian recognized in profit or loss when the asset is
diakui dalam laba rugi pada saat aset derecognized, modified or impaired.
dihentikan pengakuannya, dimodifikasi
atau diturunkan nilainya.
Aset keuangan Grup yang diukur pada The Group’s financial assets at amortized
biaya perolehan diamortisasi termasuk kas cost includes cash and cash equivalent, trade
dan setara kas, piutang usaha - neto, aset receivables - net, other current financial
keuangan lancar lainnya dan aset assets and other non-current financial assets.
keuangan tidak lancar lainnya.
19
Page 548
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
g. Instrumen keuangan (lanjutan) g. Financial instruments (continued)
i. Aset keuangan (lanjutan) i. Financial assets (continued)
Pengukuran selanjutnya (lanjutan) Subsequent measurement (continued)
Aset keuangan pada NWPKL tanpa Financial assets designated at FVOCI with no
pendauran laba dan rugi kumulatif setelah recycling of cumulative gains and losses
penghentian pengakuan (instrumen upon derecognition (equity instruments)
ekuitas)
Pada pengakuan awal, Grup dapat memilih Upon initial recognition, the Group can elect
untuk menetapkan klasifikasi yang tidak to classify irrevocably its investments in
dapat dikembalikan atas investasi pada equity instruments at FVOCI when they meet
instrumen ekuitas sebagai NWPKL jika the definition of equity under PSAK 232 and
memenuhi definisi ekuitas sesuai PSAK are not held for trading. The classification is
232 dan tidak dimiliki untuk determined on an instrument-by-instrument
diperdagangkan. Klasifikasi ditentukan basis.
atas basis instrumen per instrumen.
Keuntungan dan kerugian atas aset Gains and losses on these financial assets
keuangan ini tidak pernah didaur ke laba are never recycled to profit or loss, and these
rugi, dan aset keuangan ini tidak menjadi financial assets are not subject to impairment
subjek penurunan nilai. Dividen diakui assessment. Dividends are recognized as
sebagai penghasilan lain-lain dalam laba other income in the profit or loss when the
rugi pada saat hak atas pembayaran telah right of payment has been established.
ditetapkan.
Grup memilih untuk mengklasifikasi secara The Group elected to classify irrevocably its
takterbatalkan investasi ekuitas yang tidak non-listed equity investments under this
terdaftar di bursa masuk dalam kategori ini. category.
Aset keuangan Grup yang diukur pada The Group’s financial assets at FVOCI
NWPKL termasuk investasi pada saham. includes invenstment in shares.
Penghentian pengakuan Derecognition
Aset keuangan (atau, sesuai dengan A financial asset (or, where applicable, a part
kondisinya, bagian dari aset keuangan atau of a financial asset or part of a group of similar
bagian dari kelompok aset keuangan financial assets) is primarily derecognized
serupa) terutama dihentikan (i.e., removed from the Group’s statement of
pengakuannya (yaitu, dihapuskan dari financial position) when:
laporan posisi keuangan Grup) ketika:
- Hak untuk menerima arus kas dari - The rights to receive cash flows from
aset telah berakhir, atau the asset have expired, or
20
Page 549
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
g. Instrumen keuangan (lanjutan) g. Financial instruments (continued)
i. Aset keuangan (lanjutan) i. Financial assets (continued)
Penghentian pengakuan (lanjutan) Derecognition (continued)
Aset keuangan (atau, sesuai dengan A financial asset (or, where applicable, a part
kondisinya, bagian dari aset keuangan atau of a financial asset or part of a group of similar
bagian dari kelompok aset keuangan financial assets) is primarily derecognized
serupa) terutama dihentikan (i.e., removed from the Group’s statement of
pengakuannya (yaitu, dihapuskan dari financial position) when: (continued)
laporan posisi keuangan Grup) ketika:
(lanjutan)
- Grup telah mengalihkan haknya untuk - The Group has transferred its
menerima arus kas dari aset atau rights to receive cash flows from the
menanggung kewajiban untuk asset or has assumed an obligation to
membayar arus kas yang diterima pay the received cash flows in full
tersebut secara penuh tanpa without material delay to a third party
penundaan yang material kepada under a ‘pass-through’ arrangement;
pihak ketiga berdasarkan and either (a) the Group has
kesepakatan ‘pass-through’, dan transferred substantially all the risks
salah satu dari (a) Grup telah and rewards of the asset, or (b) the
mengalihkan secara substansial Group has neither transferred nor
seluruh risiko dan manfaat atas aset, retained substantially all the risks and
atau (b) Grup tidak mengalihkan rewards of the asset, but has
maupun tidak memiliki secara transferred control of the asset.
substansial atas seluruh risiko dan
manfaat atas aset, tetapi telah
mengalihkan kendali atas aset.
Ketika Grup telah mengalihkan haknya When the Group has transferred its rights to
untuk menerima arus kas dari suatu aset receive cash flows from an asset or has
atau telah menandatangani kesepakatan entered into a pass-through arrangement, it
‘pass-through’, Grup mengevaluasi jika, evaluates if, and to what extent, it has
dan sejauh mana, Grup masih retained the risks and rewards of ownership.
mempertahankan risiko dan manfaat atas When it has neither transferred nor retained
kepemilikan aset. Ketika Grup tidak substantially all of the risks and rewards of
mengalihkan maupun seluruh risiko dan the asset, nor transferred control of the asset,
manfaat atas aset dipertahankan secara the Group continues to recognize the
substansial, maupun tidak mengalihkan transferred asset to the extent of its
kendali atas aset, Grup tetap mengakui continuing involvement. In that case, the
aset yang dialihkan sebesar keterlibatan Group also recognizes an associated liability.
berkelanjutannya. Dalam kasus tersebut, The transferred asset and the associated
Grup juga mengakui liabilitas terkait. Aset liability are measured on a basis that reflects
yang dialihkan dan liabilitas terkait diukur the rights and obligations that the Group has
dengan basis yang mencerminkan hak dan retained.
kewajiban yang masih dipertahankan oleh
Grup.
Keterlibatan berkelanjutan dalam bentuk Continuing involvement that takes the form of
jaminan atas aset yang ditransfer, diukur a guarantee over the transferred asset is
pada nilai yang lebih rendah antara jumlah measured at the lower of the original carrying
tercatat awal aset dan jumlah maksimum amount of the asset and the maximum
imbalan yang dibutuhkan oleh Grup untuk amount of consideration that the Group could
membayar kembali. be required to repay.
21
Page 550
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
g. Instrumen keuangan (lanjutan) g. Financial instruments (continued)
i. Aset keuangan (lanjutan) i. Financial assets (continued)
Penurunan nilai Impairment
Grup mengakui penyisihan Kerugian Kredit The Group recognizes an allowance for
Ekspektasian (“KKE”) untuk semua Expected Credit Loss (“ECL”) for all debt
instrumen utang yang bukan diukur pada instruments not held at FVTPL and financial
NWLR dan kontrak jaminan keuangan. guarantee contracts. ECLs are based on the
KKE ditentukan atas perbedaan antara difference between the contractual cash
arus kas kontraktual menurut kontrak dan flows due in accordance with the contract and
semua arus kas yang diharapkan akan all the cash flows that the Group expects to
diterima oleh Grup, yang didiskontokan receive, discounted at an approximation of
dengan perkiraan SBE orisinal. Arus kas the original EIR. The expected cash flows
yang diharapkan mencakup setiap arus kas include any cash flows from the sale of
dari penjualan agunan yang dimiliki atau collateral held or other credit enhancements
perbaikan kredit lainnya yang merupakan that are integral to the contractual terms.
bagian yang tidak terpisahkan dalam
ketentuan kontrak.
KKE diakui dalam dua tahap. Bila belum ECLs are recognized in two stages. When
terdapat peningkatan risiko kredit signifikan there have not been significant increases in
sejak pengakuan awal, KKE diakui untuk credit risks since initial recognition, ECLs are
kerugian kredit yang dihasilkan dari provided for credit losses that result from
peristiwa gagal bayar yang mungkin terjadi default events that are possible within the
dalam jangka waktu 12 bulan ke depan next 12-months (a 12-month ECL). However,
(KKE 12 bulan). Namun, bila telah terdapat when there have been significant increases in
peningkatan signifikan risiko kredit sejak credit risks since initial recognition, a loss
pengakuan awal, penyisihan kerugian allowance is recognized for credit losses
diakui untuk kerugian kredit yang expected over the remaining life of the asset,
diperkirakan selama sisa umur aset, tanpa irrespective of timing of the default (a lifetime
mempertimbangkan waktu gagal bayar ECL).
(KKE sepanjang umurnya).
Karena piutang usaha dan piutang lainnya Because its trade and other receivables do
tidak memiliki komponen pembiayaan not contain significant financing component,
signifikan, Grup menerapkan pendekatan the Group applies a simplified approach in
yang disederhanakan dalam perhitungan calculating ECL. Therefore, the Group does
KKE. Oleh karena itu, Grup tidak not track changes in credit risk, but instead
menelusuri perubahan dalam risiko kredit, recognizes a loss allowance based on
namun justru mengakui penyisihan lifetime ECL at each reporting date. The
kerugian berdasarkan KKE sepanjang Group established a provision matrix that is
umurnya pada setiap tanggal pelaporan. based on its historical credit loss experience,
Grup membentuk matriks provisi adjusted for forward-looking factors specific
berdasarkan pengalaman kerugian kredit to the debtors and the economic
masa lampau, disesuaikan dengan environment.
perkiraan masa depan (forward-looking)
atas faktor yang spesifik untuk debitur dan
lingkungan ekonomi.
22
Page 551
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
g. Instrumen keuangan (lanjutan) g. Financial instruments (continued)
i. Aset keuangan (lanjutan) i. Financial assets (continued)
Penurunan nilai (lanjutan) Impairment (continued)
Grup menganggap aset keuangan dalam The Group considers a financial asset in
gagal bayar ketika pembayaran kontraktual default when contractual payments are 360
telah lewat 360 hari dari tanggal jatuh days past due. However, in certain cases, the
tempo. Namun, dalam kasus tertentu, Grup Group may also consider a financial asset to
juga dapat mempertimbangkan aset be in default when internal or external
keuangan menjadi gagal bayar ketika information indicates that the Group is
informasi internal atau eksternal unlikely to receive the outstanding
menunjukkan bahwa besar kemungkinan contractual amounts in full before taking into
Grup tidak menerima jumlah kontraktual account any credit enhancements held by the
terutang secara penuh sebelum Group. A financial asset is written off when
memperhitungkan perbaikan kredit yang there is no reasonable expectation of
dimiliki oleh Grup. Aset keuangan recovering the contractual cash flows.
dihapuskan jika tidak terdapat ekspektasi
yang wajar untuk memulihkan arus kas
kontraktual.
ii. Liabilitas keuangan ii. Financial liabilities
Pengakuan dan pengukuran awal Initial recognition and measurement
Liabilitas keuangan diklasifikasikan, pada Financial liabilities are classified, at initial
pengakuan awal, sebagai liabilitas recognition, as financial liabilities at FVTPL,
keuangan yang diukur pada NWLR, utang loans and borrowings, or as derivatives
dan pinjaman atau derivatif ditetapkan designated as hedging instruments in an
sebagai instrumen lindung nilai pada effective hedge, as appropriate.
lindung nilai yang efektif, sesuai dengan
kondisinya.
Semua liabilitas keuangan diakui pada nilai All financial liabilities are recognized initially
wajar saat pengakuan awal dan, dalam hal at fair value and, in the case of loans and
liabilitas keuangan dilklasifikasi sebagai borrowings and payables, net of directly
utang dan pinjaman, diakui pada nilai wajar attributable transaction costs.
setelah dikurangi biaya transaksi yang
dapat diatribusikan secara langsung.
Grup menetapkan liabilitas keuangannya The Group designates its financial liabilities
sebagai pinjaman bank jangka pendek, as short-term bank loans, trade payables,
utang usaha, liabilitas jangka pendek other current liabilities, short-term employee
lainnya, liabilitas imbalan kerja jangka benefits liability, accrued expenses, sukuk
pendek, beban akrual, utang sukuk dan payable and lease liabilities. The Group has
liabilitas sewa. Grup tidak memiliki liabilitas no financial liabilities measured at fair value
keuangan yang diukur pada nilai wajar through profit or loss.
melalui laba rugi.
23
Page 552
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
g. Instrumen keuangan (lanjutan) g. Financial instruments (continued)
ii. Liabilitas keuangan (lanjutan) ii. Financial liabilities (continued)
Pengakuan selanjutnya Subsequent measurement
Pengukuran selanjutnya dari liabilitas The subsequent measurement of financial
keuangan ditentukan oleh klasifikasinya liabilities depends on their classification as
sebagai berikut: described below:
Liabilitas keuangan pada biaya perolehan Financial liabilities at amortized cost (Loans
diamortisasi (Utang dan pinjaman) and borrowings)
i) Utang dan Pinjaman Jangka Panjang i) Long-term Interest-bearing Loans and
yang Dikenakan Bunga Borrowings
Setelah pengakuan awal, utang dan Subsequent to initial recognition, long-
pinjaman jangka panjang yang term interest-bearing loans and
berbunga diukur pada biaya perolehan borrowings are measured at amortized
yang diamortisasi dengan acquisition costs using EIR method. At the
menggunakan metode SBE. Pada reporting dates, accrued interest is
tanggal pelaporan, biaya bunga yang recorded separately from the associated
masih harus dibayar dicatat secara borrowings within the current liabilities
terpisah, dari pokok pinjaman terkait, section. Gains and losses are recognized
dalam bagian liabilitas jangka pendek. in the profit or loss when the liabilities are
Keuntungan dan kerugian diakui pada derecognized as well as through the EIR
laba rugi ketika liabilitas dihentikan amortization process.
pengakuannya maupun melalui proses
amortisasi menggunakan metode SBE.
Biaya amortisasi dihitung dengan Amortized cost is calculated by taking into
mempertimbangkan setiap diskonto account any discount or premium on
atau premium atas akusisi dan komisi acquisition and fees or costs that are an
atau biaya yang merupakan bagian integral part of the EIR. The EIR
tidak terpisahkan dari SBE. Amortisasi amortization is included in finance costs in
SBE dicatat sebagai beban keuangan the profit or loss.
pada laba rugi.
ii) Utang dan Akrual ii) Payables and Accruals
Liabilitas untuk utang usaha dan utang Liabilities for current trade and other
lain-lain jangka pendek, biaya masih accounts payable, accrued expenses and
harus dibayar dan liabilitas imbalan short-term employee benefit liability are
kerja jangka pendek dinyatakan stated at carrying amounts (notional
sebesar jumlah tercatat (jumlah amounts), which approximate their fair
nosional), yang kurang lebih sebesar values.
nilai wajarnya.
Penghentian Pengakuan Derecognition
Suatu liabilitas keuangan dihentikan A financial liability is derecognized when the
pengakuannya pada saat kewajiban yang obligation under the contract is discharged or
ditetapkan dalam kontrak berakhir atau cancelled or expires.
dibatalkan atau kedaluwarsa.
24
Page 553
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
g. Instrumen keuangan (lanjutan) g. Financial instruments (continued)
ii. Liabilitas keuangan (lanjutan) ii. Financial liabilities (continued)
Penghentian Pengakuan (lanjutan) Derecognition (continued)
Ketika sebuah liabilitas keuangan ditukar When an existing financial liability is replaced
dengan liabilitas keuangan lain dari by another from the same lender on
pemberi pinjaman yang sama atas substantially different terms, or the terms of
persyaratan yang secara substansial an existing liability are substantially modified,
berbeda, atau bila persyaratan dari such an exchange or modification is treated
liabilitas keuangan tersebut secara as derecognition of the original liability and
substansial dimodifikasi, pertukaran atau recognition of a new liability, and the
modifikasi persyaratan tersebut dicatat difference in the respective carrying amounts
sebagai penghentian pengakuan liabilitas is recognized in the profit or loss.
keuangan orisinal dan pengakuan liabilitas
keuangan baru, dan selisih antara nilai
tercatat masing-masing liabilitas keuangan
tersebut diakui pada laba rugi.
iii. Saling hapus instrumen keuangan iii. Offsetting of financial instruments
Aset keuangan dan liabilitas keuangan Financial assets and financial liabilities are
disaling hapuskan dan nilai netonya offset, and the net amount reported in the
disajikan dalam laporan posisi keuangan consolidated statement of financial position if,
konsolidasian jika, dan hanya jika, terdapat and only if, there is a currently enforceable
hak secara hukum untuk melakukan saling legal right to offset the recognized amounts
hapus atas jumlah tercatat dari aset and there is an intention to settle on a net
keuangan dan liabilitas keuangan tersebut basis, or to realize the assets and settle the
dan terdapat intensi untuk menyelesaikan liabilities simultaneously.
secara neto, atau untuk merealisasikan
aset dan menyelesaikan liabilitas secara
bersamaan.
h. Pengukuran Nilai Wajar h. Fair Value Measurement
Grup mengukur pada pengakuan awal The Group initially measures financial instruments
instrumen keuangan pada nilai wajar, dan aset at fair value, and assets and liabilities of the
dan liabilitas yang diakuisisi pada kombinasi acquirees upon business combinations. They also
bisnis. Grup juga mengukur jumlah terpulihkan measure certain recoverable amounts of the cash
dari unit penghasil kas (“UPK”) tertentu generating unit (“CGU”) using fair value less cost
berdasarkan nilai wajar dikurangi biaya of disposal (“FVLCD”) and certain financial assets
pelepasan, dan aset keuangan tertentu pada at fair value through other comprehensive income
nilai wajar melalui penghasilan komprehensif (“FVOCI”).
lain (“NWPKL”).
25
Page 554
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
h. Pengukuran Nilai Wajar (lanjutan) h. Fair Value Measurement (continued)
Nilai wajar adalah harga yang akan diterima dari Fair value is the price that would be received to sell
menjual suatu aset atau harga yang akan an asset or paid to transfer a liability in an orderly
dibayar untuk mengalihkan suatu liabilitas transaction between market participants at the
dalam transaksi teratur antara pelaku pasar measurement date. The fair value measurement is
pada tanggal pengukuran. Pengukuran nilai based on the presumption that the transaction to
wajar mengasumsikan bahwa transaksi untuk sell the asset or transfer the liability takes place
menjual aset atau mengalihkan liabilitas terjadi: either:
i) Di pasar utama untuk aset atau liabilitas i) In the principal market for the asset or
tersebut, atau liability, or
ii) Jika tidak terdapat pasar utama, di pasar ii) In the absence of a principal market, in the
yang paling menguntungkan untuk aset most advantageous market for the asset or
atau liabilitas tersebut. liability.
Pasar utama atau pasar yang paling The principal or the most advantageous market
menguntungkan tersebut harus dapat diakses must be accessible to by the Group.
oleh Grup.
Nilai wajar dari aset atau liabilitas diukur dengan The fair value of an asset or a liability is measured
menggunakan asumsi yang akan digunakan using the assumptions that market participants
pelaku pasar ketika menentukan harga aset would use when pricing the asset or liability,
atau liabilitas tersebut, dengan asumsi bahwa assuming that market participants act in their
pelaku pasar bertindak dalam kepentingan economic best interest.
ekonomi terbaiknya.
Pengukuran nilai wajar dari suatu aset A fair value measurement of a non-financial asset
nonkeuangan memperhitungkan kemampuan takes into account a market participant's ability to
pelaku pasar untuk menghasilkan manfaat generate economic benefits by using the asset in
ekonomik dengan menggunakan aset dalam its highest and best use or by selling it to another
penggunaan tertinggi dan terbaiknya atau market participant that would use the asset in its
dengan menjualnya kepada pelaku pasar lain highest and best use.
yang akan menggunakan aset tersebut pada
penggunaan tertinggi dan terbaiknya.
Grup menggunakan teknik penilaian yang The Group uses valuation techniques that are
sesuai dengan keadaan dan data yang appropriate in the circumstances and for which
memadai tersedia untuk mengukur nilai wajar, sufficient data are available to measure fair value,
dengan memaksimalkan masukan (input) yang maximizing the use of relevant observable inputs
dapat diamati (observable) yang relevan dan and minimizing the use of unobservable inputs.
meminimalkan masukan (input) yang tidak
dapat diamati (unobservable).
Semua aset dan liabilitas yang nilai wajarnya All assets and liabilities for which fair value is
diukur atau diungkapkan dalam laporan measured or disclosed in the consolidated
keuangan konsolidasian dikategorikan dalam financial statements are categorized within the fair
hierarki nilai wajar berdasarkan level masukan value hierarchy, described as follows, based on
(input) paling rendah yang signifikan terhadap the lowest level input that is significant to the fair
pengukuran nilai wajar secara keseluruhan value measurement as a whole:
sebagai berikut:
i) Level 1 - Harga kuotasian (tanpa i) Level 1 - Quoted (unadjusted) market prices
penyesuaian) di pasar aktif untuk aset atau in active markets for identical assets or
liabilitas yang identik yang dapat diakses liabilities.
entitas pada tanggal pengukuran.
26
Page 555
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
h. Pengukuran Nilai Wajar (lanjutan) h. Fair Value Measurement (continued)
Semua aset dan liabilitas yang nilai wajarnya All assets and liabilities for which fair value is
diukur atau diungkapkan dalam laporan measured or disclosed in the consolidated
keuangan konsolidasian dikategorikan dalam financial statements are categorized within the fair
hierarki nilai wajar berdasarkan level masukan value hierarchy, described as follows, based on
(input) paling rendah yang signifikan terhadap the lowest level input that is significant to the fair
pengukuran nilai wajar secara keseluruhan value measurement as a whole: (continued)
sebagai berikut: (lanjutan)
ii) Level 2 - Teknik penilaian yang ii) Level 2 - Valuation techniques for which the
menggunakan tingkat masukan (input) lowest level input that is significant to the fair
yang paling rendah yang signifikan value measurement is directly or indirectly
terhadap pengukuran nilai wajar yang dapat observable.
diamati (observable) baik secara langsung
atau tidak langsung.
iii) Level 3 - Teknik penilaian yang iii) Level 3 - Valuation techniques for which the
menggunakan tingkat masukan (input) yang lowest level input that is significant to the fair
paling rendah yang signifikan terhadap value measurement is unobservable.
pengukuran nilai wajar yang tidak dapat
diamati (unobservable).
Untuk aset dan liabilitas yang diakui pada For assets and liabilities that are recognized in the
laporan keuangan konsolidasian secara consolidated financial statements on a recurring
berulang, Grup menentukan apakah terdapat basis, the Group determines whether transfers
perpindahan antara level dalam hierarki dengan have occurred between levels in the hierarchy by
melakukan evaluasi ulang atas penetapan re-assessing categorization (based on the lowest
kategori (berdasarkan level masukan (input) level input that is significant to the fair value
paling rendah yang signifikan terhadap measurement as a whole) at the end of each
pengukuran nilai wajar secara keseluruhan) reporting period.
pada tiap akhir periode pelaporan.
Tim pelaporan keuangan Grup bertanggung- The Group’s financial reporting team in charge of
jawab atas penilaian dalam menentukan valuation to determine the policies and
kebijakan dan prosedur untuk pengukuran nilai procedures for recurring fair value measurement,
wajar (dikurangi biaya untuk menjual) UPK such as biological assets and fair value (less costs
(untuk uji penurunan nilai) dan aset keuangan of disposal) of CGUs (for impairment test
pada NWPKL. purpose) and financial assets at FVOCI.
Penilai eksternal terlibat dalam penilaian aset External valuers are involved for valuation of
signifikan. Keterlibatan penilai eksternal significant assets. Involvement of external valuers
ditentukan setiap tahun setelah dibahas dan is decided upon annually after discussion with and
disetujui oleh Direksi Perusahaan. Kriteria approval by the Company’s Board of Directors.
pemilihan termasuk pengetahuan pasar, Selection criteria include market knowledge,
reputasi, independensi dan kemampuan reputation, independence and whether
mematuhi standar profesi. Metode penilaian professional standards are maintained. Valuation
dan input yang digunakan dibahas dan techniques and inputs to use were discussed and
diputuskan bersama oleh Grup dan penilai decided by the Group and external valuers.
eksternal.
Untuk tujuan pengungkapan nilai wajar, Grup For the purpose of fair value disclosures, the
menentukan klasifikasi aset dan liabilitas Group has determined classes of assets and
berdasarkan sifat, karakteristik dan risikonya liabilities on the basis of the nature, characteristics
dan level pada hierarki nilai wajar sebagaimana and risks of the asset or liability and the level of
dijelaskan diatas. the fair value hierarchy as explained above.
27
Page 556
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
i. Persediaan i. Inventories
Persediaan dinyatakan sebesar nilai terendah Inventories are stated at the lower of cost or net
antara biaya perolehan atau nilai realisasi neto. realizable value. Cost is determined using the
Biaya perolehan ditentukan dengan metode weighted average cost method and includes
rata-rata tertimbang dan termasuk semua expenditure incurred in acquiring the inventories,
pengeluaran untuk memperoleh persediaan, production or conversion costs and other costs
biaya produksi atau konversi, dan biaya lainnya incurred in bringing the inventory to its existing
yang timbul untuk membawa persediaan ke location and condition. It excludes borrowing
tempat dan kondisi saat ini. Biaya tersebut tidak costs. Net realizable value is the estimated sales
termasuk biaya pinjaman. Nilai realisasi neto amount in the ordinary course of business less the
adalah estimasi harga penjualan dalam costs of completion and selling expenses.
kegiatan usaha normal dikurangi dengan biaya
penyelesaian dan penjualannya.
Penyisihan persediaan usang dibentuk untuk Allowance for inventory obsolescence is provided
mengurangi jumlah tercatat persediaan ke nilai to reduce the carrying amount of inventories to
realisasi netonya yang ditentukan melalui their net realizable value based on the periodic
pengujian berkala atas estimasi penggunaan review of the estimated future usage or sale of
atau penjualan masing-masing jenis persediaan individual inventory items.
di masa yang akan datang.
j. Transaksi dengan pihak-pihak berelasi j. Transactions with related parties
Perusahaan dan entitas anaknya melakukan The Company and subsidiaries have transactions
transaksi dengan pihak berelasi sesuai dengan with related parties as defined in PSAK 224.
definisi yang diuraikan pada PSAK 224.
Transaksi ini dilakukan berdasarkan The transactions are made based on terms
persyaratan yang disetujui oleh kedua belah agreed by the parties, in which such terms may
pihak, dimana persyaratan tersebut mungkin not be the same as those of the transactions
tidak sama dengan transaksi lain yang between unrelated parties.
dilakukan dengan pihak-pihak yang tidak
berelasi.
Saldo dan transaksi signifikan dengan pihak- All significant balances and transactions with
pihak berelasi diungkapkan dalam Catatan 32. related parties are disclosed in Note 32.
Kecuali diungkapkan khusus sebagai pihak- Unless specifically identified as related parties,
pihak berelasi, maka pihak-pihak lain yang the parties disclosed in the notes to the
disebutkan dalam catatan atas laporan consolidated financial statements are third
keuangan konsolidasian merupakan pihak parties.
ketiga.
k. Aset tetap k. Fixed assets
Seluruh aset tetap awalnya diakui sebesar All fixed assets are initially recognized at cost,
biaya perolehan, yang terdiri atas harga which comprises the purchase price and any
perolehan dan biaya-biaya tambahan yang costs directly attributable in bringing the assets to
dapat diatribusikan langsung untuk membawa the location and condition necessary for the
aset ke lokasi dan kondisi yang diinginkan assets to be capable of operating in the manner
supaya aset tersebut siap digunakan sesuai intended by management.
dengan maksud manajemen.
28
Page 557
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
k. Aset tetap (lanjutan) k. Fixed assets (continued)
Aset tetap dinyatakan sebesar biaya perolehan Fixed assets are stated at cost less accumulated
dikurangi dengan akumulasi penyusutan dan depreciation and allowance for impairment. Land
penyisihan penurunan nilai. Tanah tidak is not depreciated. The cost includes the cost of
disusutkan. Termasuk juga ke dalam biaya replacing part of the fixed assets when that cost is
perolehan adalah biaya-biaya penggantian incurred, only when it is probable that future
bagian dari aset tetap jika biaya itu terjadi, dan economic benefits associated with the item will
apabila terdapat kemungkinan yang besar flow to the Group and the cost of the item can be
bahwa Grup akan mendapat manfaat ekonomis measured reliably. Likewise, when a major
di masa depan dari bagian aset tersebut serta inspection is performed, its cost is recognized in
biaya perolehannya dapat diukur secara andal. the carrying amount of the fixed assets as a
Demikian pula, pada saat inspeksi yang replacement if the recognition criteria are
signifikan dilakukan, biaya inspeksi itu diakui ke satisfied. All other repairs and maintenance costs
dalam jumlah tercatat (carrying amount) aset that do not meet the recognition criteria are
tetap sebagai suatu penggantian jika memenuhi recognized in profit or loss as incurred.
kriteria pengakuan. Semua biaya pemeliharaan
dan perbaikan yang tidak memenuhi kriteria
pengakuan diakui dalam laba rugi pada saat
terjadinya.
Setelah pengakuan awal, aset ini dinyatakan Subsequent to initial recognition, these assets are
pada biaya perolehan dikurangi akumulasi carried at cost less any subsequent accumulated
penyusutan dan kerugian penurunan nilai. depreciation and impairment losses.
Penyusutan aset dimulai pada saat aset Depreciation of an asset is commenced when the
tersebut siap untuk digunakan sesuai maksud asset is available for use in the manner intended
penggunaannya oleh Grup dan dihitung dengan by the Group and is computed using the straight-
menggunakan metode garis lurus berdasarkan line method based on the estimated useful lives of
estimasi masa manfaat ekonomis sebagai the assets as follow:
berikut:
Tahun/Year
Bangunan, prasarana dan instalasi 4-20 Buildings, improvements and installations
Mesin dan peralatan 2-15 Machinery and equipment
Perabotan dan perlengkapan kantor 2-5 Office furniture, fixtures and equipment
Alat transportasi 2-5 Transportation equipment
Konstruksi baja 2-15 Steel constructions
Jumlah tercatat aset ini direviu atas penurunan The carrying amounts of these assets are
nilai jika terdapat peristiwa atau perubahan reviewed for impairment when events or changes
keadaan yang mengindikasikan bahwa jumlah in circumstances indicate that their carrying
tercatat mungkin tidak dapat seluruhnya values may not be fully recoverable.
terealisasi.
Jumlah tercatat komponen dari suatu aset The carrying amount of an item of these assets is
dihentikan pengakuannya pada saat dilepaskan derecognized upon disposal or when no future
atau saat sudah tidak ada lagi manfaat ekonomi economic benefits are expected from its use or
masa depan yang diharapkan dari penggunaan disposal. Any gain or loss arising from the
maupun pelepasannya. Keuntungan atau derecognition of the asset (calculated as the
kerugian yang timbul dari penghentian difference between the net disposal proceeds and
pengakuan tersebut (ditentukan sebesar selisih the carrying amount of the asset) is directly
antara jumlah hasil pelepasan neto dan jumlah included in the profit or loss of year the item is
tercatatnya) dimasukkan ke dalam laba rugi derecognized.
pada tahun penghentian pengakuan tersebut
dilakukan.
29
Page 558
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
k. Aset tetap (lanjutan) k. Fixed assets (continued)
Nilai residu, umur manfaat dan metode The residual values, useful lives and depreciation
penyusutan aset tetap dievaluasi setiap akhir method of fixed assets are reviewed at the end of
tahun pelaporan dan disesuaikan secara each reporting year and adjusted prospectively, if
prospektif jika dipandang perlu. necessary.
Aset tetap dalam penyelesaian dicatat sebesar Constructions in-progress are stated at cost,
biaya perolehan, yang mencakup kapitalisasi including capitalized borrowing costs and other
beban pinjaman dan biaya-biaya lainnya yang charges incurred in connection with the financing
terjadi sehubungan dengan pendanaan aset of the said asset constructions. The accumulated
tetap dalam penyelesaian tersebut. Akumulasi costs will be reclassified to the appropriate “Fixed
biaya perolehan akan direklasifikasi ke akun Assets” account when the construction is
“Aset Tetap” yang bersangkutan pada saat aset completed. Assets under construction are not
tetap tersebut telah selesai dikerjakan dan siap depreciated until they fulfill criteria for recognition
untuk digunakan. Aset tetap dalam as fixed assets as disclosed above.
penyelesaian tidak disusutkan sampai
memenuhi syarat pengakuan sebagai aset
tetap seperti diungkapkan di atas.
Beban pemeliharaan dan perbaikan Repairs and maintenance expenses are taken to
dibebankan pada laba rugi pada saat terjadinya. the profit or loss when they are incurred. The cost
Beban pemugaran dan penambahan dalam of major renovation and restoration is included in
jumlah besar dikapitalisasi kepada jumlah the carrying amount of the related asset when it is
tercatat aset terkait bila besar kemungkinan probable that future economic benefits in excess
bagi Grup manfaat ekonomi masa depan of the originally assessed standard of
menjadi lebih besar dari standar kinerja awal performance of the existing asset will flow to the
yang ditetapkan sebelumnya dan disusutkan Group and is depreciated over the remaining
sepanjang sisa masa manfaat aset terkait. useful life of the related asset.
Tanah termasuk biaya pengurusan legal hak Land, including legal cost of land rights in the form
atas tanah dalam bentuk Hak Guna Usaha of Right to Cultivate (“Hak Guna Usaha” or
(“HGU”), Hak Guna Bangunan (“HGB”) dan Hak “HGU”), Right to Build (“Hak Guna Bangunan” or
Pakai (“HP”) ketika tanah diperoleh pertama kali “HGB”) and Right to Use (“Hak Pakai” or “HP”)
dinyatakan sebesar biaya perolehan dan tidak when the land rights were acquired initially, is
diamortisasi karena manajemen berpendapat stated at cost and not amortized as the
bahwa kemungkinan besar hak atas tanah management is of the opinion that it is probable
tersebut dapat diperbaharui/diperpanjang pada the titles of land rights can be renewed/extended
saat masa berlakunya selesai. upon expiration.
l. Aset takberwujud l. Intangible assets
Biaya terkait dengan pembaruan hak atas tanah Cost related to renewal of land rights are
diakui sebagai aset takberwujud dan recognized as intangible assets and amortized
diamortisasi sepanjang umur hukum hak yang during the period of the land rights which are
berkisar antara 20 (dua puluh) sampai ranging from 20 (twenty) to 30 (thirty) years.
30 (tiga puluh) tahun.
Biaya yang terkait dengan pemeliharaan Costs associated with maintaining computer
program piranti lunak komputer diakui sebagai software programs are recognized as an expense
beban pada saat terjadinya. Biaya perolehan as incurred. Acquisition and development costs
atau pengembangan yang dapat secara that are directly attributable to the design and
langsung diatribusikan kepada desain dan testing of software products are recognized as
pengujian produk piranti lunak diakui sebagai intangible assets.
aset takberwujud.
30
Page 559
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
l. Aset takberwujud (lanjutan) l. Intangible assets (continued)
Biaya-biaya yang dapat diatribusikan secara Directly attributable costs that are capitalized as
langsung dan dikapitalisasi sebagai bagian dari part of the software product include the software
produk piranti lunak mencakup beban pekerja development employee costs and an appropriate
pengembang piranti lunak dan overhead yang portion of the relevant overheads. The acquisition
relevan. Biaya perolehan dan pengembangan and development costs is amortized using the
piranti lunak diamortisasi dengan menggunakan straight-line method over 2 (two) years.
metode garis lurus selama 2 (dua) tahun.
Aset takberwujud dihentikan pengakuannya Intangible assets is derecognized either when it
pada saat pelepasan atau aset tersebut tidak has been disposed of or when the assets is
digunakan lagi secara permanen dan tidak permanently withdrawn from use and no future
memiliki manfaat ekonomis di masa depan benefit is expected from its disposal. Any gains or
yang dapat diharapkan pada saat losses on the derecognition or disposal of an
pelepasannya. Laba atau rugi yang timbul dari intangible assets are recognized in profit or loss
penghentian pengakuan atau pelepasan aset on the date of derecognition or disposal.
takberwujud diakui dalam laba rugi pada saat
terjadinya penghentian atau pelepasan
tersebut.
m. Sewa m. Lease
Grup menilai pada saat insepsi kontrak apabila The Group assesses at contract inception
kontrak tersebut adalah, atau mengandung, whether a contract is, or contains, a lease. That
sewa. Yaitu, bila kontrak tersebut memberikan is, if the contract conveys the right to control the
hak untuk mengendalikan penggunaan aset use of an identified asset for a period of time in
identifikasian selama suatu jangka waktu untuk exchange for consideration.
dipertukarkan dengan imbalan.
Grup sebagai Penyewa The Group as Lessee
Grup menerapkan pendekatan pengakuan dan The Group applies a single recognition and
pengukuran tunggal untuk semua sewa, kecuali measurement approach for all leases, except for
untuk sewa jangka-pendek dan sewa yang aset short-term leases and leases of low-value assets.
pendasarnya bernilai-rendah. Grup mengakui The Group recognizes lease liabilities to make
liabilitas sewa untuk melakukan pembayaran lease payments and right-of-use assets
sewa dan aset hak-guna yang mewakili hak representing the right to use the underlying
untuk menggunakan aset pendasar. assets.
Aset hak-guna Rights-of-use assets
Grup mengakui aset hak-guna pada tanggal The Group recognizes right-of-use assets at the
permulaan sewa (yaitu tanggal aset pendasar commencement date of the lease (i.e., the date
tersedia untuk digunakan). Aset hak-guna the underlying asset is available for use). Right-
diukur pada harga perolehan, dikurangi of-use assets are measured at cost, less any
akumulasi penyusutan dan penurunan nilai, accumulated depreciation and impairment losses,
serta disesuaikan dengan pengukuran kembali and adjusted for any remeasurement of lease
liabilitas sewa. Biaya perolehan aset hak-guna liabilities. The cost of right-of-use assets includes
mencakup jumlah liabilitas sewa yang diakui, the amount of lease liabilities recognized, initial
biaya langsung awal yang terjadi, dan direct costs incurred, and lease payments made
pembayaran sewa yang dilakukan pada atau at or before the commencement date less any
sebelum tanggal permulaan dikurangi setiap lease incentives received. Right-of-use assets are
insentif sewa yang diterima. Aset hak-guna depreciated on a straight-line basis over the lease
disusutkan dengan metode garis lurus selama term.
masa sewa.
31
Page 560
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
m. Sewa (lanjutan) m. Lease (continued)
Grup sebagai Penyewa (lanjutan) The Group as Lessee (continued)
Aset hak-guna (lanjutan) Rights-of-use assets (continued)
Jika kepemilikan aset pendasar sewa beralih ke If ownership of the leased asset transfers to the
Grup pada akhir masa sewa atau biaya Group at the end of the lease term or the cost
perolehan aset hak-guna merefleksikan Grup reflects the exercise of a purchase option,
akan mengeksekusi opsi beli, maka penyusutan depreciation is calculated using the estimated
aset hak-guna dihitung menggunakan estimasi useful life of the asset.The right-of-use assets are
masa manfaat aset. Aset hak-guna juga also assessed for impairment.
dievaluasi untuk penurunan nilai.
Liabilitas sewa Lease liabilities
Pada tanggal permulaan sewa, Grup mengakui At the commencement date of the lease, the
liabilitas sewa yang diukur pada nilai kini Group recognizes lease liabilities measured at the
pembayaran sewa yang harus dilakukan present value of lease payments to be made over
selama masa sewa. the lease term.
Pembayaran sewa juga mencakup harga The lease payments also include the exercise
pelaksanaan dari opsi beli yang secara wajar price of a purchase option reasonably certain to
pasti dilaksanakan oleh Grup dan pembayaran be exercised by the Group and payments of
pinalti untuk mengakhiri sewa, jika masa sewa penalties for terminating the lease, if the lease
merefleksikan adanya opsi dapat mengakhiri term reflects exercising the option to terminate.
sewa. Pembayaran sewa variabel yang tidak Variable lease payments that do not depend on
bergantung pada indeks atau tarif diakui an index or a rate are recognized as expenses in
sebagai beban pada periode terjadinya the period in which the event or condition that
peristiwa atau kondisi yang memicu terjadinya triggers the payment occurs.
pembayaran tersebut.
Dalam menghitung nilai kini pembayaran sewa, In calculating the present value of lease
Grup menggunakan Suku Bunga Pinjaman payments, the Group uses its Incremental
Inkremental (“SBPI”) pada tanggal permulaan Borrowing Rate (“IBR”) at the lease
sewa karena suku bunga implisit dalam sewa commencement date because the interest rate
tidak dapat langsung ditentukan. Setelah implicit in the lease is not readily determinable.
tanggal permulaan, jumlah kewajiban sewa After the commencement date, the amount of
ditingkatkan untuk mencerminkan akresi bunga lease liabilities is increased to reflect the accretion
(atas efek diskonto) dan dikurangi untuk of interest and reduced for the lease payments
pembayaran sewa yang dilakukan. Selain itu, made. In addition, the carrying amount of lease
nilai tercatat liabilitas sewa diukur kembali jika liabilities is remeasured if there is a modification,
terdapat modifikasi, perubahan masa sewa, a change in the lease term, a change in the lease
perubahan pembayaran sewa, atau perubahan payments or a change in the assessment of an
penilaian atas opsi untuk membeli aset option to purchase the underlying asset.
pendasar.
32
Page 561
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
m. Sewa (lanjutan) m. Lease (continued)
Grup sebagai Penyewa (lanjutan) The Group as Lessee (continued)
Sewa jangka pendek dan sewa dengan aset Short-term leases and leases of low-value assets
bernilai rendah
Grup menerapkan pengecualian pengakuan The Group applies the short-term lease
sewa jangka pendek untuk sewa yang jangka recognition exemption to its short-term leases
waktu sewanya pendek (yaitu, sewa yang (i.e., those leases that have a lease term of 12
memiliki jangka waktu sewa 12 bulan atau months or less from the commencement date and
kurang dari tanggal permulaan dan tidak do not contain a purchase option). The Group also
memiliki opsi beli). Grup juga menerapkan applies the lease of low-value assets recognition
pengecualian pengakuan sewa dengan aset exemption to leases that are considered to be low
bernilai rendah untuk sewa yang aset value. Lease payments on short-term leases and
pendasarnya dianggap bernilai rendah. leases of low-value underlying assets are
Pembayaran sewa untuk sewa jangka pendek recognized as expense on a straight-line basis
dan sewa dari aset bernilai rendah diakui over the lease term.
sebagai beban dengan metode garis lurus
selama masa sewa.
Grup sebagai Pesewa The Group as Lessor
Sewa yang dalam pengaturannya Grup tidak Leases in which the Group does not transfer
mengalihkan secara substansial seluruh risiko substantially all the risks and rewards incidental to
dan manfaat yang terkait dengan kepemilikan ownership of an asset are classified as operating
suatu aset diklasifikasikan sebagai sewa leases. Lease income arising is accounted for on
operasi. Pendapatan sewa yang timbul dicatat a straight-line basis over the lease terms and is
dengan metode garis lurus selama masa sewa included in operating income in the profit or loss
dan diakui sebagai bagian dari pendapatan due to its operating nature. Initial direct costs
usaha pada laba rugi karena sifatnya. Biaya incurred in negotiating and arranging an operating
langsung awal yang terjadi dalam negosiasi dan lease are added to the carrying amount of the
pengaturan sewa operasi ditambahkan ke leased asset and recognized over the lease term
jumlah tercatat dari aset sewaan dan diakui on the same basis as lease income. Contingent
selama masa sewa atas dasar yang sama rent are recognized as revenue in the period in
dengan pendapatan sewa. Sewa kontijensi which they are earned.
diakui sebagai pendapatan pada periode
dimana sewa kontijensi tersebut diperoleh.
n. Properti investasi n. Investment properties
Properti investasi terdiri dari tanah, bangunan Investment property consists of land, building
prasarana dan instalasi, yang dikuasai Grup facilities and installations, which are held by the
untuk disewakan atau untuk mendapatkan Group to earn rentals or for capital appreciation or
keuntungan dari kenaikan nilai atau kedua- both, rather than for use in the production or
duanya dan tidak untuk digunakan dalam supply of goods or services or for administrative
produksi atau penyediaan barang atau jasa purposes or sale in the ordinary course of
atau untuk tujuan administratif atau dijual dalam business. Investment property is stated at cost,
kegiatan usaha normal. Properti investasi including expenditure that is directly attributable to
dinyatakan sebesar biaya perolehan termasuk acquisition of the investment property.
pengeluaran yang dapat diatribusikan secara
langsung untuk perolehan properti investasi.
33
Page 562
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
n. Properti investasi (lanjutan) n. Investment properties (continued)
Selanjutnya, properti investasi diukur Investment property is subsequently measured at
berdasarkan biaya perolehan dikurangi cost less accumulated depreciation (except for
akumulasi penyusutan (kecuali tanah yang land which is not depreciated) and allowance for
tidak disusutkan) dan penyisihan penurunan impairment. The carrying amount includes the
nilai. Jumlah tercatat termasuk bagian biaya cost of replacing part of an existing investment
penggantian properti investasi yang ada pada property at the time that cost is incurred if the
saat terjadinya biaya, jika kriteria pengakuan recognition criteria are met and excludes the costs
terpenuhi dan tidak termasuk biaya harian of day to day servicing of an investment property.
penggunaan properti investasi. Nilai wajar Fair value of the investment property is
properti investasi ditentukan berdasarkan determined with reference to market value for the
acuan harga pasar untuk properti sejenis. same type of property.
Penyusutan bangunan, prasarana dan instalasi Depreciation of buildings, facilities and
dihitung dengan menggunakan metode garis installations are calculated using the straight-line
lurus selama estimasi umur manfaat aset method based on the estimated useful lifes of the
antara 4 (empat) sampai 20 (dua puluh) tahun. assets between 4 (four) and 20 (twenty) years.
Properti investasi dihentikan pengakuannya Investment property is derecognized either when
pada saat pelepasan atau ketika properti it has been disposed of or when the investment
investasi tersebut tidak digunakan lagi secara property is permanently withdrawn from use and
permanen dan tidak memiliki manfaat ekonomis no future benefit is expected from its disposal. Any
di masa depan yang dapat diharapkan pada gains or losses on the derecognition or disposal
saat pelepasannya. Laba atau rugi yang timbul of an investment property are recognized in profit
dari penghentian pengakuan atau pelepasan or loss on the date of derecognition or disposal.
properti investasi diakui dalam laba rugi pada
saat terjadinya penghentian atau pelepasan
tersebut.
Transfer ke properti investasi dilakukan jika, Transfers to investment property are made when,
dan hanya jika, terdapat perubahan and only when, there is a change in use,
penggunaan yang ditunjukkan dengan evidenced by the end of owner occupation,
berakhirnya pemakaian oleh pemilik, commencement of an operating lease to another
dimulainya sewa operasi ke pihak lain atau party or completion of construction or
selesainya pembangunan atau pengembangan. development. Transfers from investment property
Transfer dari properti investasi dilakukan jika are made when, and only when, there is a change
dan hanya jika terdapat perubahan in use, evidenced by commencement of owner
penggunaan yang ditunjukkan dengan occupation or commencement of development
dimulainya penggunaan oleh pemilik atau with a view to sale.
dimulainya pengembangan yang bertujuan
untuk dijual.
Untuk transfer dari properti investasi ke aset For a transfer from investment property to an
yang digunakan dalam operasi, Grup asset used in operations, the Group uses the cost
menggunakan metode biaya pada tanggal method at the date of change in use. If the asset
perubahan penggunaan. Jika aset yang used by the Group becomes an investment
digunakan Grup menjadi properti investasi, property, the Group accounts for the asset in
Grup mencatat aset tersebut sesuai dengan accordance with the policy stated under fixed
kebijakan aset tetap sampai dengan tanggal assets up to the date of change in use.
terakhir perubahan penggunaannya.
34
Page 563
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
o. Penurunan nilai aset nonkeuangan o. Impairment of non-financial assets
Pada setiap tanggal pelaporan, Grup menilai The Group assesses at the each reporting date
apakah terdapat indikasi suatu aset mengalami whether there is an indication that an asset may
penurunan nilai. Jika terdapat indikasi tersebut be impaired. If any such indication exists or when
atau pada saat pengujian penurunan nilai aset annual impairment testing for an asset (i.e. an
(yaitu aset takberwujud dengan umur manfaat intangible asset with an indefinite useful life, an
tidak terbatas, aset takberwujud yang belum intangible asset not yet available for use, or
dapat digunakan, atau goodwill yang diperoleh goodwill acquired in a business combination) is
dalam suatu kombinasi bisnis) diperlukan, required, the Group makes an estimate of the
maka Grup membuat estimasi formal jumlah asset’s recoverable amount.
terpulihkan aset tersebut.
Jumlah terpulihkan yang ditentukan untuk aset An asset’s recoverable amount is the higher of an
individual adalah jumlah yang lebih tinggi antara asset’s or CGU’s fair value less costs to sell and
nilai wajar aset atau UPK dikurangi biaya untuk its value in use, and is determined for an individual
menjual dengan nilai pakainya, kecuali aset asset, unless the asset does not generate cash
tersebut tidak menghasilkan arus kas masuk inflows that are largely independent of those from
yang sebagian besar independen dari aset atau other assets or groups of assets. Where the
kelompok aset lain. Jika nilai tercatat aset atau carrying amount of an asset or CGU exceeds its
UPK lebih besar daripada jumlah recoverable amount, the asset is considered
terpulihkannya, maka aset tersebut impaired and is written down to its recoverable
dipertimbangkan mengalami penurunan nilai amount.
dan nilai tercatat aset diturunkan menjadi
sebesar jumlah terpulihkannya.
Grup mendasarkan perhitungan penurunan The Group bases its impairment calculation on
nilai pada rincian perhitungan anggaran atau detailed budgets and forecast calculations which
prakiraan yang disusun secara terpisah untuk are prepared separately for each of the Group’s
masing-masing UPK Grup atas aset individual CGUs to which the individual assets are allocated.
yang dialokasikan. Perhitungan anggaran dan These budgets and forecast calculations are
prakiraan ini secara umum mencakup periode generally covering a period of five or ten years in
selama lima atau sepuluh tahun sesuai dengan accordance with the stability of each estate’s cash
stabilitas arus kas perkebunan terkait. Setelah flows. Beyond the forecasted period, the
periode yang dianggarkan proyeksi arus kas estimated cash flows are determined by
diestimasi dengan melakukan ekstrapolasi extrapolating the forecasted cash flows using a
proyeksi yang dianggarkan dengan steady long term growth rate.
menggunakan tingkat pertumbuhan jangka
panjang yang tetap.
Dalam menghitung nilai pakai, estimasi arus In assessing the value in use, the estimated net
kas masa depan neto didiskontokan ke nilai kini future cash flows are discounted to their present
dengan menggunakan tingkat diskonto value using a pre-tax discount rate that reflects
sebelum pajak yang menggambarkan penilaian current market assessments of the time value of
pasar kini dari nilai waktu uang dan risiko money and the risks specific to the asset. In
spesifik atas aset. Dalam menentukan nilai determining fair value less costs to sell, recent
wajar dikurangi biaya untuk menjual, digunakan market transactions are taken into account, if
harga penawaran pasar terakhir, jika tersedia. available. If no such transactions can be
Jika tidak terdapat transaksi tersebut, Grup identified, an appropriate valuation model is used
menggunakan model penilaian yang sesuai to determine the fair value of the assets. These
untuk menentukan nilai wajar aset. calculations are corroborated by valuation
Perhitungan-perhitungan ini dikuatkan oleh multiples or other available fair value indicators.
penilaian berganda atau indikator nilai wajar
yang tersedia.
35
Page 564
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
o. Penurunan nilai aset nonkeuangan o. Impairment of non-financial assets
(lanjutan) (continued)
Kerugian penurunan nilai dari operasi yang Impairment losses of continuing operations, if
berkelanjutan, jika ada, diakui pada laba rugi any, are recognized in the profit or loss in those
sesuai dengan kategori biaya yang konsisten expense categories consistent with the functions
dengan fungsi dari aset yang diturunkan of the impaired asset.
nilainya.
Untuk aset selain goodwill, penilaian dilakukan For assets excluding goodwill, an assessment is
pada akhir setiap tanggal pelaporan apakah made at each reporting date as to whether there
terdapat indikasi bahwa rugi penurunan nilai is any indication that previously recognized
yang telah diakui dalam tahun sebelumnya impairment losses may no longer exist or may
mungkin tidak ada lagi atau mungkin telah have decreased. If such indication exists, the
menurun. Jika indikasi dimaksud ditemukan, asset’s or CGU’s recoverable amount is
maka entitas mengestimasi jumlah terpulihkan estimated. A previously recognized impairment
aset atau UPK tersebut. Kerugian penurunan loss for an asset other than goodwill is reversed
nilai yang telah diakui dalam tahun sebelumnya only if there has been a change in the
untuk aset selain goodwill dibalik hanya jika assumptions used to determine the asset’s
terdapat perubahan asumsi-asumsi yang recoverable amount since the last impairment
digunakan untuk menentukan jumlah loss was recognized. If that is the case, the
terpulihkan aset tersebut sejak rugi penurunan carrying amount of the asset is increased to its
nilai terakhir diakui. Dalam hal ini, jumlah recoverable amount. The reversal is limited so
tercatat aset dinaikkan ke jumlah that the carrying amount of the assets does not
terpulihkannya. Pembalikan tersebut dibatasi exceed its recoverable amount, nor exceed the
sehingga jumlah tercatat aset tidak melebihi carrying amount that would have been
jumlah terpulihkannya maupun jumlah tercatat, determined, net of depreciation, had no
neto setelah penyusutan, seandainya tidak ada impairment loss been recognized for the asset in
rugi penurunan nilai yang telah diakui untuk prior periods/years. Reversal of an impairment
aset tersebut pada periode/tahun sebelumnya. loss is recognized in the profit or loss. After such
Pembalikan rugi penurunan nilai diakui pada a reversal, the depreciation charge on the said
laba rugi. Setelah pembalikan tersebut, asset is adjusted in future periods to allocate the
penyusutan aset tersebut disesuaikan di asset’s revised carrying amount, less any residual
periode mendatang untuk mengalokasikan value, on a systematic basis over its remaining
jumlah tercatat aset yang direvisi, dikurangi nilai useful life.
sisanya, dengan dasar yang sistematis selama
sisa umur manfaatnya.
Goodwill diuji untuk penurunan nilai setiap Goodwill is tested for impairment annually and
tahun dan ketika terdapat indikasi bahwa nilai when circumstances indicate that the carrying
tercatatnya mungkin mengalami penurunan value may be impaired. Impairment is determined
nilai. Penurunan nilai bagi goodwill ditetapkan for goodwill by assessing the recoverable amount
dengan menentukan jumlah tercatat tiap UPK of each CGU (or group of CGUs) to which the
(atau kelompok UPK) terkait dari goodwill goodwill relates. Where the recoverable amount
tersebut. Jika jumlah terpulihkan UPK kurang of the CGU is less than their carrying amount, an
dari jumlah tercatatnya, rugi penurunan nilai impairment loss is recognized. Impairment losses
diakui. Rugi penurunan nilai terkait goodwill relating to goodwill cannot be reversed in future
tidak dapat dibalik pada tahun berikutnya. years.
36
Page 565
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
p. Biaya pinjaman p. Borrowing costs
Biaya pinjaman yang terjadi untuk konstruksi Borrowing cost for a qualifiying asset should be
aset kualifikasian, dikapitalisasi selama waktu capitalized over the asset construction years. For
yang dibutuhkan untuk menyelesaikan borrowings directly attributable to a qualifying
konstruksi. Untuk pinjaman yang dapat asset, the amount to be capitalized is determined
diatribusikan secara langsung pada suatu aset as the actual borrowing costs incurred during the
kualifikasian, jumlah yang dikapitalisasi adalah year, less any income earned on the temporary
sebesar biaya pinjaman yang terjadi selama investment of such borrowings. For borrowings
periode berjalan dikurangi pendapatan investasi that are not directly attributable to a qualifying
jangka pendek dari pinjaman tersebut. Untuk asset, the amount to be capitalized is determined
pinjaman yang tidak dapat diatribusi secara by applying a capitalization rate to the amount
langsung pada suatu aset kualifikasian, jumlah expended on the qualifying asset. The
biaya pinjaman yang dikapitalisasi ditentukan capitalization rate is the weighted-average of the
dengan mengalikan tingkat kapitalisasi dengan borrowing costs applicable to the total borrowings
pengeluaran untuk aset kualifikasian. Tingkat outstanding during the period, excluding
kapitalisasi adalah rata-rata tertimbang biaya borrowings directly attributable to finance the
pinjaman dibagi dengan jumlah pinjaman qualifying asset.
selama periode tertentu, tidak termasuk
pinjaman yang dapat diatribusikan secara
langsung untuk membiayai aset kualifikasian.
q. Provisi q. Provision
Provisi diakui jika, sebagai akibat peristiwa A provision is recognized if, as a result of a past
masa lalu, Grup memiliki kewajiban kini, baik event, the Group has a present legal or
bersifat hukum maupun bersifat konstruktif yang constructive obligation that can be estimated
dapat diukur secara andal dan kemungkinan reliably, and it is probable that an outflow of
besar penyelesaian kewajiban tersebut economic benefits will be required to settle the
mengakibatkan arus keluar sumber daya yang obligation. Where the time value of money is
mengandung manfaat ekonomi. Jika dampak material, provision is stated at the present value
nilai waktu uang cukup material, maka provisi of the expenditure expected to be required to
dinyatakan pada estimasi nilai kini dari jumlah settle the obligation.
kewajiban yang harus diselesaikan.
r. Pengakuan pendapatan dan beban r. Revenues and expenses recognition
Kelompok Usaha menerapkan PSAK 115, The Group has adopted PSAK 115, “Revenue
“Pendapatan dari Kontrak dengan Pelanggan” from Contracts with Customers”, which requires
yang mensyaratkan pengakuan pendapatan revenue recognition to fulfill 5 (five) steps of
untuk memenuhi 5 (lima) langkah analisis assessment as follows:
sebagai berikut:
1. Identifikasi kontrak dengan pelanggan. 1. Identify contract(s) with a customer.
2. Identifikasi kewajiban pelaksanaan dalam 2. Identify the performance obligations in the
kontrak. Kewajiban pelaksanaan contract. Performance obligations are
merupakan janji-janji dalam kontrak untuk promises in a contract to transfer to a
menyerahkan barang atau jasa yang customer goods or services that are distinct.
memiliki karakteristik berbeda ke
pelanggan.
3. Menetapkan harga transaksi, setelah 3. Determine the transaction price, net of
dikurangi diskon, retur, insentif penjualan discounts, returns, sales incentives and value
dan pajak pertambahan nilai, yang berhak added tax, which an entity expects to be
diperoleh suatu entitas sebagai entitled in exchange for transferring the
kompensasi atas diserahkannya barang promised goods or services to a customer.
atau jasa yang dijanjikan di kontrak.
37
Page 566
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
r. Pengakuan pendapatan dan beban r. Revenues and expenses recognition
(lanjutan) (continued)
Kelompok Usaha menerapkan PSAK 115, The Group has adopted PSAK 115, “Revenue
“Pendapatan dari Kontrak dengan Pelanggan” from Contracts with Customers”, which requires
yang mensyaratkan pengakuan pendapatan revenue recognition to fulfill 5 (five) steps of
untuk memenuhi 5 (lima) langkah analisis assessment as follows: (continued)
sebagai berikut: (lanjutan)
4. Alokasi harga transaksi ke setiap kewajiban 4. Allocate the transaction price to each
pelaksanaan dengan menggunakan dasar performance obligation on the basis of the
harga jual berdiri sendiri relatif dari setiap relative stand-alone selling prices of each
barang atau jasa berbeda yang dijanjikan di distinct goods or services promised in the
kontrak. Ketika tidak dapat diamati secara contract. When these are not directly
langsung, harga jual berdiri sendiri relatif observable, the relative standalone selling
diperkirakan berdasarkan biaya yang price are estimated based on expected cost
diharapkan ditambah marjin. plus margin.
5. Pengakuan pendapatan ketika kewajiban 5. Recognise revenue when performance
pelaksanaan telah dipenuhi dengan obligation is satisfied by transferring a
menyerahkan barang atau jasa yang promised goods or services to a customer
dijanjikan ke pelanggan (ketika pelanggan (which is when the customer obtains control of
telah memiliki kendali atas barang atau jasa those goods or services).
tersebut).
Untuk pendapatan, kewajiban pelaksanaan For revenues, performance obligation is typically
umumnya terpenuhi, dan pendapatan diakui, satisfied, and revenue is recognized, when the
pada saat jasa telah diserahkan kepada services has been transferred to the customer (a
pelanggan (pada suatu titik waktu atau dari point in time or over the time).
waktu ke waktu).
Pembayaran harga transaksi berbeda untuk Payment of the transaction price differs for each
setiap kontrak. Aset kontrak diakui apabila contracts. Contract asset is recognised when
kewajiban pelaksanaan yang telah dipenuhi performance obligation satisfied is more than the
melebihi pembayaran yang dilakukan oleh payments by customer. Contract liability is
pelanggan. Liabilitas kontrak diakui ketika recognised when the payments by customer is
pembayaran yang dilakukan oleh pelanggan more than the performance obligation satisfied.
melebihi kewajiban pelaksanaan yang telah Contract assets are presented under “Trade
dipenuhi. Aset kontrak disajikan dalam receivables” and contract liabilities are presented
“Piutang usaha” dan liabilitas kontrak disajikan under “Unearned revenue”.
dalam “Pendapatan diterima dimuka”.
Kriteria tertentu juga harus terpenuhi untuk The specific criteria also must be met for each of
setiap aktivitas Grup seperti yang dijelaskan di the Group’s activities as described below.
bawah.
i. Penjualan barang i. Sales of goods
Pendapatan dari penjualan barang dalam Revenue from the sale of goods in the
kegiatan usaha normal Grup diukur pada ordinary course of the Group’s activities is
nilai wajar imbalan yang diterima atau akan measured at the fair value of the
diterima, setelah dikurangi Pajak consideration received or receivable, net of
Pertambahan Nilai, retur, diskon dan Value Added Tax, returns, discounts and
potongan harga. rebates.
38
Page 567
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
r. Pengakuan pendapatan dan beban r. Revenues and expenses recognition
(lanjutan) (continued)
Kriteria tertentu juga harus terpenuhi untuk The specific criteria also must be met for each of
setiap aktivitas Grup seperti yang dijelaskan di the Group’s activities as described below.
bawah. (lanjutan) (continued)
i. Penjualan barang (lanjutan) i. Sales of goods (continued)
Pendapatan penjualan barang diakui pada Revenue from sales of goods is recognized
saat terpenuhinya seluruh kondisi berikut: when all of the following conditions are met:
- Grup telah memindahkan risiko dan - the Group has transferred to the buyer
manfaat kepemilikan barang secara the significant risks and rewards of
signifikan kepada pembeli; ownership of the goods;
- Grup tidak lagi melanjutkan - the Group retains neither continuing
pengelolaan yang biasanya terkait managerial involvement to the degree
dengan kepemilikan atas barang usually associated with ownership nor
maupun melakukan pengendalian effective control over the goods sold;
efektif atas barang yang dijual;
- jumlah pendapatan dapat diukur - the amount of revenue can be measured
secara andal; reliably;
- kemungkinan besar manfaat ekonomi - it is probable that the economic benefits
yang terkait dengan transaksi tersebut associated with the transaction will flow
akan mengalir ke Grup; dan to the Group; and
- biaya yang terjadi atau akan terjadi - the costs incurred or to be incurred in
sehubungan transaksi penjualan relation to the sales transaction can be
tersebut dapat diukur secara andal. measured reliably.
ii. Penjualan jasa ii. Sales of services
Pendapatan dari penjualan jasa diakui Revenue from sales of services is recognized
dalam laba rugi pada saat jasa diberikan. in profit or loss when the services are
Untuk penjualan jasa yang mengacu pada rendered. For sales of services in which the
tingkat penyelesaian dari transaksi service are rendered by reference to the
pada tanggal pelaporan, tingkat stage of completion of the transaction at the
penyelesaian transaksi ditentukan dengan reporting date, the stage of completion is
memperhatikan survei pekerjaan yang assessed by reference to surveys of work
telah dilaksanakan. performed.
Pendapatan dari penjualan jasa diakui Revenue from rendering of services is
pada saat terpenuhinya seluruh kondisi recognized when all of the following
berikut: conditions are met:
- jumlah pendapatan dapat diukur secara - the amount of revenue can be measured
andal; reliably;
- besar kemungkinan manfaat ekonomi - it is probable that the economic benefits
sehubungan dengan transaksi tersebut associated with the transaction will flow
akan mengalir ke Grup; to the Group;
39
Page 568
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
r. Pengakuan pendapatan dan beban r. Revenues and expenses recognition
(lanjutan) (continued)
Kriteria tertentu juga harus terpenuhi untuk The specific criteria also must be met for each of
setiap aktivitas Grup seperti yang dijelaskan di the Group’s activities as described below.
bawah. (lanjutan) (continued)
ii. Penjualan jasa (lanjutan) ii. Sales of services (continued)
Pendapatan dari penjualan jasa diakui Revenue from rendering of services is
pada saat terpenuhinya seluruh kondisi recognized when all of the following
berikut: (lanjutan) conditions are met: (continued)
- tingkat penyelesaian dari suatu - the stage of completion of the
transaksi pada tanggal pelaporan dapat transaction at the reporting date can be
diukur secara andal; dan measured reliably; and
- biaya yang timbul untuk transaksi dan - the costs incurred for the transaction and
biaya untuk menyelesaikan transaksi the costs to complete the transaction can
tersebut dapat diukur dengan andal. be measured reliably.
Bila hasil transaksi penjualan jasa tidak When the outcome of a transaction involving
dapat diestimasi dengan andal, pendapatan the rendering of services cannot be
yang diakui hanya sebesar beban yang estimated reliably, revenue is recognized
telah diakui yang dapat diperoleh kembali. only to the extent of the expenses recognized
Taksiran rugi pada jasa segera diakui that are recoverable. An expected loss on a
dalam laba rugi. service is recognized immediately in profit or
loss.
iii. Penghasilan sewa iii. Rental income
Penghasilan sewa dari properti investasi Rental income from investment property and
dan aset tertentu diakui dalam laba rugi certain assets is recognized in profit or loss
dengan dasar garis lurus selama jangka on a straight-line basis over the term of the
waktu sewa. lease.
iv. Beban iv. Expenses
Beban diakui pada saat terjadinya Expenses are recognized when incurred on
berdasarkan konsep akrual. an accrual basis.
s. Imbalan kerja s. Employee benefits
i. Program imbalan pasti i. Defined benefit plans
Liabilitas program pensiun imbalan pasti The liability recognized in the consolidated
yang diakui dalam laporan posisi keuangan statement of financial position in respect of
konsolidasian adalah nilai kini kewajiban defined benefit pension plans is the present
imbalan pasti pada tanggal pelaporan value of the defined benefit obligation at the
dikurangi nilai wajar aset program. reporting date less the fair value of plan
Perhitungan tersebut dilakukan oleh assets. The calculation is performed by an
aktuaris independen dengan independent actuary using the projected unit
menggunakan metode projected unit credit. credit method.
40
Page 569
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
s. Imbalan kerja (lanjutan) s. Employee benefits (continued)
i. Program imbalan pasti (lanjutan) i. Defined benefit plans (continued)
Nilai kini kewajiban imbalan pasti The present value of the defined benefit
ditentukan dengan mendiskontokan obligation is determined by discounting the
estimasi arus kas keluar di masa depan estimated future cash outflows using
menggunakan tingkat bunga obligasi government bond interest rates considering
pemerintah dengan pertimbangan bahwa currently there is no deep market for high
pada saat ini tidak terdapat pasar aktif quality corporate bonds that have terms to
untuk obligasi korporasi yang berkualitas maturity approximating the terms of the
tinggi yang memiliki periode jatuh related liability.
temponya berdekatan dengan periode
liabilitas tersebut.
Beban yang diakui di laba rugi termasuk Expense charged to profit or loss includes
biaya jasa kini, beban/pendapatan bunga, current service costs, interest
biaya jasa lalu dan keuntungan/kerugian expense/income, past-service cost and gains
penyelesaian. and losses on settlements.
Pengukuran kembali, terdiri atas Re-measurements, comprising of actuarial
keuntungan dan kerugian aktuarial, segera gains and losses, are recognized
diakui pada laporan posisi keuangan immediately in the consolidated statement of
konsolidasian dengan pengaruh langsung financial position with a corresponding debit
didebit atau dikreditkan kepada saldo laba or credit to retained earnings through OCI in
melalui PKL pada periode terjadinya. the period in which they occur. Re-
Pengukuran kembali tidak direklasifikasi ke measurements are not reclassified to profit or
laba rugi pada periode berikutnya. loss in subsequent periods.
Biaya jasa lalu harus diakui sebagai beban Past service costs are recognized in profit or
pada saat yang lebih awal antara: loss at the earlier between:
i) ketika program amandemen atau i) the date of the plan amendment or
kurtailmen terjadi; dan curtailment, and
ii) ketika Grup mengakui biaya ii) the date the Group recognizes related
restrukturisasi atau imbalan terminasi restructuring costs.
terkait.
Bunga neto dihitung dengan menerapkan Net interest is calculated by applying the
tingkat diskonto yang digunakan terhadap discount rate to the net defined benefit
liabilitas imbalan kerja. Grup mengakui liability. The Group recognizes the following
perubahan berikut pada kewajiban obligasi changes in the net defined benefit obligation
neto pada akun “Beban Pokok under “Cost of Goods Revenues” and
Pendapatan” dan “Beban Umum dan “General and Administrative Expenses” as
Administrasi” pada laporan laba rugi dan appropriate in the consolidated statement of
penghasilan komprehensif lain profit or loss and other comprehensive
konsolidasian: income:
i) Biaya jasa terdiri atas biaya jasa kini, i) Service costs comprising current service
biaya jasa lalu, keuntungan atau costs, past-service costs, gains or losses
kerugian atas penyelesaian on curtailments and non-routine
(curtailment) tidak rutin, dan settlements, and
ii) Beban atau penghasilan bunga neto. ii) Net interest expense or income.
41
Page 570
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
s. Imbalan kerja (lanjutan) s. Employee benefits (continued)
i. Program imbalan pasti (lanjutan) i. Defined benefit plans (continued)
Program imbalan pasti yang The defined benefit plans provided by the
diselenggarakan oleh Grup meliputi Group cover defined benefit pension and
pensiun imbalan pasti dan kewajiban defined benefit obligation under the law
imbalan pasti berdasarkan Undang- No. 6/2023, and Government Regulation
Undang (“UU”) No. 6/2023 dan Peraturan No. 35/2021, as well as Company
Pemerintah No. 35/2021, serta Peraturan Regulation.
Perusahaan.
Keuntungan dan kerugian atas kurtailmen Gains and losses on curtailment are
diakui ketika terdapat komitmen untuk recognized when there is a commitment to
mengurangi jumlah karyawan yang make a material reduction in the number of
tercakup dalam suatu program secara employees covered by a plan or when there
signifikan atau ketika terdapat perubahan is an amendment of defined benefit plan
ketentuan dalam program imbalan pasti terms such as that a material element of
yang menyebabkan bagian yang material future services to be provided by current
dari jasa masa depan, karyawan tidak lagi employees will no longer qualify for benefits,
memberikan imbalan atau memberikan or will qualify only for reduced benefits.
imbalan yang lebih rendah.
Program imbalan pasti yang The defined benefit plans provided by the
diselenggarakan oleh Grup meliputi Group cover defined benefit pension and
pensiun imbalan pasti dan kewajiban defined benefit obligation under Job Creation
imbalan pasti berdasarkan Undang- Act No. 11/2020 (“Labour Law”) or
Undang (“UU”) Cipta Kerja Government Regulation No. 35/2021, as well
No. 11/2020 dan Peraturan Pemerintah as Collective Labor Contracts.
No. 35/2021, serta Kontrak Kerja Bersama.
ii. Program iuran pasti ii. Defined contribution plans
Program iuran pasti merupakan program A defined contribution plan is a post-
imbalan pasca kerja, dimana entitas employment benefit plan under which the
membayar iuran tetap kepada suatu entitas entity pays fixed contributions into a separate
terpisah dan tidak memiliki kewajiban entity and will have no legal or constructive
hukum ataupun konstruktif untuk obligation to pay further amounts. Obligations
membayar iuran lebih lanjut. Kewajiban for the regular contributions constitute
untuk membayar iuran secara reguler employee benefit costs for the year during
merupakan biaya imbalan kerja karyawan which services are rendered by employees.
untuk tahun dimana jasa diberikan oleh
karyawan.
iii. Imbalan kerja jangka panjang lainnya iii. Other long-term benefits
Karyawan Grup memiliki hak untuk Employees of the Group are entitled to
menerima penghargaan masa kerja untuk receive long service awards, namely Ulang
jangka waktu tertentu dalam bentuk kas Tahun Dinas (“UTD”) in the form of certain
dalam jumlah tertentu atau barang, yang cash awards or goods and long-service paid
disebut Ulang Tahun Dinas (“UTD”) atau leave (“LSL”) in the form of a certain number
cuti berimbalan jangka panjang (“cuti of days of leave benefits based on the length
besar”) dalam bentuk jumlah hari cuti of service requirements.
berdasarkan periode jasa yang
dipersyaratkan.
42
Page 571
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
s. Imbalan kerja (lanjutan) s. Employee benefits (continued)
iii. Imbalan kerja jangka panjang lainnya iii. Other long-term benefits (continued)
(lanjutan)
Kewajiban terkait dengan UTD dihitung The obligation with respect to UTD is
oleh aktuaris independen dengan calculated by an independent actuary using
menggunakan metode projected unit credit the projected unit credit method, and paid at
dan dibayarkan pada saat karyawan the time the employees reach certain
mencapai UTD tertentu selama masa anniversary dates during employment.
kerjanya.
Cuti besar merupakan imbalan sejumlah LSL is a certain number of days leave benefit,
hari cuti tertentu, yang tergantung pada subject to approval by management,
persetujuan manajemen, diberikan kepada provided to employees who have met the
karyawan yang telah memenuhi requisite number of years of service.
persyaratan jumlah tahun memberikan
jasa.
Biaya jasa lalu dan keuntungan atau Past service cost and actuarial gains or
kerugian aktuarial yang timbul dari losses arising from experience adjustments
penyesuaian akibat perbedaan antara and changes in actuarial assumptions are
asumsi aktuarial dan kenyataan dan charged immediately to profit or loss.
perubahan asumsi-asumsi aktuarial
dibebankan secara langsung ke laba rugi.
t. Mata uang t. Currency
i. Mata uang fungsional dan penyajian i. Functional and presentation currency
Pos-pos dalam laporan keuangan Items included in the consolidated financial
konsolidasian dari setiap entitas dalam statements of each of the Group’s entities are
Grup diukur dalam mata uang pada measured using the currency of the primary
lingkungan ekonomi utama dimana entitas economic environment in which the entity
beroperasi (“mata uang fungsional”). operates (the “functional currency”). The
Laporan keuangan konsolidasian disajikan consolidated financial statements are
dalam Rupiah, yang merupakan mata uang presented in Rupiah, which is the Group’s
fungsional dan penyajian Grup. functional and presentation currency.
ii. Transaksi dan saldo dalam mata uang ii. Transactions and balances in foreign
asing currencies
Transaksi dalam mata uang selain mata Transactions denominated in currencies
uang Rupiah dijabarkan menjadi mata other than Rupiah are converted into Rupiah
uang Rupiah dengan menggunakan kurs at the rates prevailing as of the date of the
yang berlaku pada tanggal transaksi. transaction.
43
Page 572
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
t. Mata uang (lanjutan) t. Currency (continued)
ii. Transaksi dan saldo dalam mata uang ii. Transactions and balances in foreign
asing (lanjutan) currencies (continued)
Pada tanggal pelaporan, aset dan liabilitas At the reporting date, monetary assets and
moneter dalam mata uang asing dijabarkan monetary liabilities denominated in foreign
ke mata uang Rupiah dengan kurs JISDOR currencies are translated into Rupiah using
Bank Indonesia untuk mata uang Dolar AS JISDOR Bank of Indonesia for US Dollar and
dan menggunakan kurs tengah Bank using the Bank of Indonesia middle rate
Indonesia yang berlaku pada tanggal prevailing as of that date for other currencies.
tersebut untuk mata uang lainnya. Kurs The exchange rates of the major foreign
yang digunakan untuk mata uang asing currencies used are as follows (full amount):
utama adalah sebagai berikut (nilai penuh):
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Dolar AS (“$AS”) 16.720 16.157 US Dollar (“US$”)
Dolar Singapura (“$SG”) 13.069 11.919 Singapore Dollar (“SG$”)
Euro (“€”) 19.753 16.851 Euro (“€”)
Poundsterling Britania Raya (“£”) 22.666 20.333 Great Britain Poundsterling (“£”)
Keuntungan atau kerugian dari selisih kurs, Realized or unrealized foreign exchange
yang sudah terealisasi maupun yang gains or losses arising from transactions in
belum, baik yang berasal dari transaksi foreign currency and from the translation of
dalam mata uang asing maupun foreign currency monetary assets and
penjabaran aset dan liabilitas moneter liabilities are recognized in profit or loss,
dibebankan dalam laba rugi, kecuali jika except when deferred in other
ditangguhkan dalam penghasilan comprehensive income as qualifying cash
komprehensif lain sebagai lindung nilai flow hedges and qualifying net investment
arus kas dan lindung nilai investasi neto hedges.
yang memenuhi syarat.
u. Perpajakan u. Taxation
Pajak final Final tax
Sesuai peraturan perpajakan di Indonesia, In accordance with the tax regulation in Indonesia,
pajak final dikenakan atas nilai bruto transaksi, final tax is applied to the gross value of
dan tetap dikenakan walaupun atas transaksi transactions, even when the parties carrying the
tersebut pelaku transaksi mengalami kerugian. transaction recognizing losses.
Pajak final tidak termasuk dalam lingkup yang Final tax is scoped out from PSAK 212: Income
diatur oleh PSAK 212: Pajak Penghasilan. Tax.
Grup menyajikan beban pajak final atas The Group presents final tax expense on
pendapatan dari jasa penyewaan ruangan revenues arising from rental of office space and
kantor dan tongkang serta penjualan bahan barges and sales of fuel as a separate line item,
bakar sebagai pos tersendiri, sementara beban while final tax expense on interest income is
pajak final atas penghasilan bunga disajikan presented as net on finance income.
sebagai neto pada pendapatan keuangan.
44
Page 573
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
u. Perpajakan (lanjutan) u. Taxation (continued)
Pajak penghasilan kini Current income tax
Aset dan liabilitas pajak kini untuk periode Current income tax assets and liabilities for the
berjalan diukur sebesar jumlah yang diharapkan current period are measured at the amount
dapat direstitusi dari atau dibayarkan kepada expected to be recovered from or paid to the
otoritas perpajakan. Tarif pajak dan peraturan taxation authority. The tax rates and tax laws used
pajak yang digunakan untuk menghitung jumlah to compute the amount are those that have been
tersebut adalah yang telah berlaku atau secara enacted or substantively enacted as at the
substantif telah berlaku pada tanggal pelaporan reporting date in the countries where the Group
di negara tempat Grup beroperasi dan operates and generates taxable income.
menghasilkan pendapatan kena pajak.
Bunga dan denda disajikan sebagai bagian dari Interests and penalties are presented as part of
penghasilan atau beban operasi lain karena other operating income or expenses since they
tidak dianggap sebagai bagian dari beban pajak are not considered as part of the income tax
penghasilan. expense.
Pajak penghasilan kini terkait dengan pos-pos Current income tax relating to items recognized
yang diakui secara langsung di ekuitas diakui directly in equity is recognized in equity and not in
dalam ekuitas dan bukan dalam laporan laba the statement of profit or loss. Management
rugi. Manajemen secara berkala mengevaluasi periodically evaluates positions taken in the
posisi yang diambil dalam Surat Pemberitahuan annual tax returns with respect to situations in
Tahunan (SPT) sehubungan dengan situasi di which applicable tax regulations are subject to
mana peraturan perpajakan yang berlaku interpretation and establishes provisions where
tunduk pada interpretasi dan menetapkan appropriate.
ketentuan yang sesuai.
Sebagai tanggapan terhadap penerapan In response to the implementation of the
kerangka Pilar Dua Organisasi untuk Kerja Organisation for Economic Co-operation and
Sama dan Pembangunan Ekonomi Development (“OECD”) Pillar Two framework, on
(Organisation for Economic Co-operation and December 31, 2024, Indonesian Government
Development atau "OECD"), pada tanggal implemented Pillar Two framework through
31 Desember 2024, Pemerintah Indonesia Ministry of Finance Regulation No. 136/2024
menerapkan kerangka Pilar Dua melalui (PMK 136/2024). The Pillar Two model rules as
Peraturan Menteri Keuangan No. 136/2024 implemented under PMK 136/2024 take effect for
(PMK 136/2024). Aturan model Pilar Dua fiscal years beginning on or after January 1, 2025.
sebagaimana diterapkan dalam PMK 136/2024 For the year ended December 31, 2025, the
berlaku untuk tahun fiskal yang dimulai pada Group has applied amendments to PSAK 212:
atau setelah tanggal 1 Januari 2025. Untuk Income Taxes, which provide mandatory
tahun yang berakhir pada 31 Desember 2025, temporary exception from recognizing or
Grup telah menerapkan amandemen PSAK disclosing deferred taxes related to Pillar Two.
212: Pajak Penghasilan, yang memberikan
pengecualian wajib sementara dari pengakuan
atau pengungkapan pajak tangguhan terkait
Pilar Dua.
45
Page 574
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
u. Perpajakan (lanjutan) u. Taxation (continued)
Pajak penghasilan kini (lanjutan) Current income tax (continued)
Manajemen telah mengevaluasi ketentuan safe Management has evaluated the safe harbour
harbour dalam kerangka Pilar Dua, termasuk provisions under the Pillar Two framework,
Transitional dan Permanent Safe Harbour, yang including the Transitional and Permanent Safe
dirancang untuk menyederhanakan Harbours, which are designed to simplify the
perhitungan pajak minimum global bagi calculation of the global minimum tax for low-risk
yurisdiksi berisiko rendah. jurisdictions.
Sepanjang periode pelaporan, Perusahaan Throughout the reporting period, the Company
masih menilai kelayakan penerapan safe continues to assess the feasibility of applying the
harbour, dengan mempertimbangkan kualitas safe harbour, taking into consideration the quality
CbCR serta ketersediaan data sesuai of the CbCR and the availability of data in
persyaratan OECD, termasuk ketentuan accordance with OECD requirements, including
temporary safe harbour yang berlaku untuk the temporary safe harbour applicable to fiscal
tahun fiskal sebelum 31 Desember 2026. years beginning before 31 December 2026.
Grup akan terus memantau perkembangan The Group will continue to monitor regulatory
regulasi dan memperbarui penilaian pada developments and update its assessment in
periode selanjutnya. subsequent reporting periods.
Pajak tangguhan Deferred tax
Pajak tangguhan diakui dengan menggunakan Deferred tax is provided using the liability method
metode liabilitas atas perbedaan temporer pada on temporary differences at the reporting date
tanggal pelaporan antara dasar pengenaan between the tax bases of assets and liabilities and
pajak dari aset dan liabilitas dan jumlah their carrying amounts for financial reporting
tercatatnya untuk tujuan pelaporan keuangan purposes at the reporting date.
pada tanggal pelaporan.
Liabilitas pajak tangguhan diakui untuk semua Deferred tax liabilities are recognized for all
perbedaan temporer yang kena pajak, kecuali: taxable temporary differences, except:
i) liabilitas pajak tangguhan yang terjadi dari i) where the deferred tax liability arises from the
pengakuan awal goodwill atau dari aset initial recognition of goodwill or of an asset or
atau liabilitas dari transaksi yang bukan liability in a transaction that is not a business
transaksi kombinasi bisnis, dan pada waktu combination and, at the time of the
transaksi tidak mempengaruhi laba transaction, affects neither the accounting
akuntansi dan laba kena pajak/rugi pajak; profit nor taxable profit or loss;
ii) dari perbedaan temporer kena pajak atas ii) in respect of taxable temporary differences
investasi pada entitas anak, yang saat associated with investments in subsidiaries,
pembalikannya dapat dikendalikan dan when the timing of the reversal of the
besar kemungkinannya bahwa beda temporary differences can be controlled and it
temporer itu tidak akan dibalik dalam waktu is probable that the temporary differences will
dekat. not reverse in the foreseeable future.
46
Page 575
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
u. Perpajakan (lanjutan) u. Taxation (continued)
Pajak tangguhan (lanjutan) Deferred tax (continued)
Aset pajak tangguhan diakui untuk seluruh Deferred tax assets are recognized for all
perbedaan temporer yang dapat dikurangkan deductible temporary differences and carry
dan akumulasi rugi pajak belum dikompensasi, forward of unused tax losses, to the extent that it
bila kemungkinan besar laba kena pajak akan is probable that taxable profits will be available
tersedia sehingga perbedaan temporer dapat against which deductible temporary differences,
dikurangkan tersebut, dan rugi pajak belum and the carry forward of unused tax losses can be
dikompensasi, dapat dimanfaatkan, kecuali: utilized, except:
i) jika aset pajak tangguhan timbul dari i) where the deferred tax asset relating to the
pengakuan awal aset atau liabilitas dalam deductible temporary difference arises from
transaksi yang bukan transaksi kombinasi the initial recognition of an asset or liability in
bisnis dan tidak mempengaruhi laba a transaction that is not a business
akuntansi maupun laba kena pajak/rugi combination and, at the time of the
pajak; atau transaction, affects neither the accounting
profit nor taxable profit or loss; or
ii) dari perbedaan temporer yang dapat ii) in respect of deductible temporary differences
dikurangkan atas investasi pada entitas associated with investments in subsidiaries,
anak, aset pajak tangguhan hanya diakui deferred tax assets are recognized only to the
bila besar kemungkinannya bahwa beda extent that it is probable that the temporary
temporer itu tidak akan dibalik dalam waktu differences will reverse in the foreseeable
dekat dan laba kena pajak dapat future and taxable profit will be available
dikompensasi dengan beda temporer against which the temporary differences can
tersebut. be utilized.
Jumlah tercatat aset pajak tangguhan ditelaah The carrying amount of a deferred tax asset is
pada setiap tanggal pelaporan dan diturunkan reviewed at each reporting date and reduced to
apabila laba kena pajak mungkin tidak memadai the extent that it is no longer probable that
untuk mengkompensasi sebagian atau semua sufficient taxable profit will be available to allow all
manfaat aset pajak tangguhan. Aset pajak or part of the benefit of that deferred tax asset to
tangguhan yang tidak diakui ditinjau ulang pada be utilized. Unrecognized deferred tax assets are
setiap tanggal pelaporan dan akan diakui reassessed at each reporting date and are
apabila besar kemungkinan bahwa laba kena recognized to the extent that it has become
pajak pada masa yang akan datang akan probable that future taxable profit will allow the
tersedia untuk pemulihannya. deferred tax assets to be recovered.
47
Page 576
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
u. Perpajakan (lanjutan) u. Taxation (continued)
Pajak tangguhan (lanjutan) Deferred tax (continued)
Aset dan liabilitas pajak tangguhan diukur Deferred tax assets and liabilities are measured
dengan menggunakan tarif pajak yang at the tax rates that are expected to apply to the
diperkirakan akan berlaku pada tahun saat aset year when the asset is realized or the liability is
dipulihkan atau liabilitas diselesaikan settled, based on tax rates and tax laws that have
berdasarkan tarif pajak dan peraturan pajak been enacted or substantively enacted as at the
yang telah berlaku atau yang secara substantif reporting date.
telah berlaku pada tanggal pelaporan.
Pajak tangguhan terkait dengan pos-pos yang Deferred tax relating to items recognized outside
diakui di luar laba rugi diakui di luar laba rugi. profit or loss is recognized outside profit or loss.
Item pajak tangguhan diakui sesuai dengan Deferred tax items are recognized in correlation to
transaksi yang mendasarinya baik di PKL the underlying transaction either in OCI or directly
maupun secara langsung di ekuitas. in equity.
Manfaat pajak yang diperoleh sebagai bagian Tax benefits acquired as part of a business
dari kombinasi bisnis, tetapi tidak memenuhi combination, but not satisfying the criteria for
kriteria untuk pengakuan terpisah pada tanggal separate recognition at that date, are recogn ised
tersebut, diakui selanjutnya jika informasi baru subsequently if new information about facts and
tentang fakta dan keadaan berubah. circumstances change. The adjustment is either
Penyesuaian tersebut diperlakukan sebagai treated as a reduction in goodwill (as long as it
pengurangan goodwill (selama tidak melebihi does not exceed goodwill) if it was incurred during
goodwill) jika terjadi selama periode the measurement period or recognized in profit or
pengukuran atau diakui dalam laba rugi. loss.
Grup melakukan saling hapus aset pajak The Group offsets deferred tax assets and
tangguhan dan liabilitas pajak tangguhan jika deferred tax liabilities if and only if it has a legally
dan hanya jika memiliki hak yang berkekuatan enforceable right to set off current tax assets and
hukum untuk saling hapus aset pajak kini dan current tax liabilities and the deferred tax assets
liabilitas pajak kini dan aset pajak tangguhan and deferred tax liabilities relate to income taxes
dan liabilitas pajak tangguhan terkait dengan levied by the same taxation authority on either the
pajak penghasilan yang dikenakan oleh otoritas same taxable entity or different taxable entities
perpajakan yang sama atas baik entitas kena which intend either to settle current tax liabilities
pajak yang sama atau entitas kena pajak yang and assets on a net basis, or to realise the assets
berbeda yang bermaksud untuk menyelesaikan and settle the liabilities simultaneously, in each
liabilitas dan aset pajak kini secara neto, atau future period in which significant amounts of
untuk merealisasikan aset dan menyelesaikan deferred tax liabilities or assets are expected to be
liabilitas secara bersamaan, pada setiap settled or recovered.
periode masa depan di mana jumlah liabilitas
atau aset pajak tangguhan yang signifikan
diharapkan untuk diselesaikan atau dipulihkan.
Pajak Pertambahan Nilai Value Added Tax
Pendapatan, beban-beban dan aset-aset diakui Revenue, expenses and assets are recognized
neto atas jumlah PPN kecuali: net of the amount of VAT except:
PPN yang muncul dari pembelian aset atau Where the VAT incurred on a purchase of
jasa yang tidak dapat dikreditkan, yang assets or services is not recoverable, in which
dalam hal ini PPN diakui sebagai bagian dari case the VAT is recognized as part of the cost
biaya perolehan aset atau sebagai bagian of acquisition of the asset or as part of the
dari item beban-beban yang terkait; dan expense item as applicable; and
Piutang dan utang yang disajikan termasuk Receivables and payables that are stated with
dengan jumlah PPN. the amount of VAT included.
48
Page 577
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
u. Perpajakan (lanjutan) u. Taxation (continued)
Pajak Pertambahan Nilai (lanjutan) Value Added Tax (continued)
Jumlah PPN neto yang diajukan untuk The net amount of VAT which is claimed for
direstitusi, atau terutang kepada, kantor pajak restitution from, or payable to, the taxation
termasuk sebagai bagian dari aset atau liabilitas authorities is included as part of assets or
pada laporan posisi keuangan konsolidasian. liabilities in the consolidated statement of
financial position.
v. Segmen operasi v. Operating segments
Segmen operasi adalah suatu komponen dari An operating segment is a component of the
Grup yang melaksanakan aktivitas bisnis Group that engages in business activities from
dimana komponen tersebut memperoleh which it may earn revenues and incur expenses,
pendapatan dan menimbulkan beban, termasuk including revenues and expenses that relate to
pendapatan yang diperoleh dan beban yang transactions with other components within the
timbul dari transaksi dengan komponen lain Group.
dalam Grup yang sama.
Hasil operasi dari segmen operasi tersebut, The operating results of the operating segments,
dimana tersedia informasi keuangan terpisah for which discrete financial information is
untuk segmen tersebut, dikaji ulang secara available, are reviewed regularly by the Chief
reguler oleh Pengambil Keputusan Operasional Operating Decision Maker (“CODM”) to make
(“PKO”) untuk mengambil keputusan mengenai decisions about resource allocation and to assess
pengalokasian sumber daya dan untuk menilai performance. The Group’s CODM are the
kinerja segmen operasi. PKO Grup adalah Directors.
Direksi.
Kinerja segmen yang dilaporkan kepada Direksi Segment results that are reported to the Directors
meliputi unsur-unsur yang dapat diatribusikan include items directly attributable to a segment as
secara langsung kepada segmen operasi well as those that can be allocated on
tersebut serta yang dapat dialokasikan secara a reasonable basis.
andal.
Pelaporan segmen primer atas informasi The primary segment reporting of financial
keuangan disajikan berdasarkan bisnis utama information is presented based on the core
dari setiap segmen yang dilaporkan. Pelaporan business of each of the reporting segments. The
segmen sekunder ditentukan berdasarkan secondary segment reporting is defined based on
kelompok pelanggan. customer grouping.
w. Laba per saham w. Earnings per share
Laba per saham dihitung dengan membagi laba Earnings per share are calculated by dividing the
tahun berjalan yang dapat diatribusikan kepada profit for the year attributable to owners of the
pemilik entitas induk dengan jumlah rata-rata parent by the weighted average number of shares
tertimbang saham yang beredar sepanjang outstanding during the year.
tahun berjalan.
Perusahaan tidak mempunyai saham biasa The Company has no outstanding ordinary shares
yang beredar pada tanggal 31 Desember 2025 as of December 31, 2025 and 2024 that were
dan 2024 yang berpotensi dilutif. potentially dilutive.
49
Page 578
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
x. Biaya emisi saham x. Shares issuance cost
Biaya langsung yang berkaitan dengan Costs directly attributable to the issuance of new
penerbitan saham baru disajikan dalam akun shares are shown in “additional paid-in-capital”
“tambahan modal disetor” sebagai pengurang, account as a deduction, net of tax, from the
setelah dikurangi pajak, dari jumlah yang proceeds.
diterima.
y. Standar akuntansi yang telah diterbitkan y. Accounting standards issued but not yet
namun belum berlaku efektif effective
Standar akuntansi yang telah diterbitkan The accounting standards that have been issued
sampai tanggal penerbitan laporan keuangan up to the date of issuance of the Group’s
konsolidasian Grup namun belum berlaku consolidated financial statements, but not yet
efektif diungkapkan berikut ini. Manajemen effective are disclosed below. The management
bermaksud untuk menerapkan standar-standar intends to adopt these standards that are
tersebut yang dipertimbangkan relevan considered relevant to the Group when they
terhadap Grup pada saat efektif. become effective.
Mulai efektif pada atau setelah tanggal Effective beginning on or after January 1, 2026
1 Januari 2026
PSAK 109: Instrumen Keuangan dan PSAK 107 PSAK 109: Financial Instruments and PSAK 107
Instrumen Keuangan: Pengungkapan tentang Financial Instruments: Disclosure on
Klasifikasi dan Pengukuran Instrumen Classification and Measurement of Financial
Keuangan Instruments
Amendemen ini menambahkan dan This amendment adds and clarifies provisions in
mengklarifikasi ketentuan dalam PSAK 109 PSAK 109 regarding the derecognition of financial
terkait penghentian pengakuan liabilitas liabilities, as well as clarifying the assessment of
keuangan, serta mengklarifikasi penilaian cash flow characteristics for financial assets with
karakteristik arus kas untuk aset keuangan ESG-linked features, financial assets with non-
dengan fitur ESG-linked, aset keuangan recourse features, and contractually bound
dengan fitur non-recourse, dan instrumen yang instruments such as tranches. This amendment
terikat secara kontraktual seperti tranche. also modifies the provisions in PSAK 107
Amendemen ini juga mengubah ketentuan regarding the disclosure requirements for
dalam PSAK 107 terkait persyaratan investments in equity instruments measured at
pengungkapan investasi pada instrumen fair value through other comprehensive income
ekuitas yang diukur pada nilai wajar melalui and adds provisions related to financial
penghasilan komprehensif lain dan menambah instruments with contractual requirements that
ketentuan terkait instrumen keuangan dengan alter the timing or amount of contractual cash
persyaratan kontraktual yang mengubah waktu flows.
atau jumlah arus kas kontraktual.
Grup saat ini sedang menilai dampak dari The Group is currently assessing the impact of the
amandemen tersebut terhadap pelaporan amendment on the Group’s financial reporting.
keuangan Grup.
50
Page 579
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
y. Standar akuntansi yang telah diterbitkan y. Accounting standards issued but not yet
namun belum berlaku efektif (lanjutan) effective (continued)
Mulai efektif pada atau setelah tanggal Effective beginning on or after January 1, 2027
1 Januari 2027
Dewan Standar Akuntasi Keuangan Ikatan Financial Accounting Standard Board of
Indonesia (“DSAK-IAI”) telah menerbitkan Indonesian Institute of Accountantas (“DSAK-IAI”)
standar baru sebagai berikut: has issued the following new standards as
follows:
PSAK 118: “Penyajian dan Pengungkapan SFAS 118: “Presentation and Disclosure in
dalam Laporan Keuangan” yang akan Financial Statements” which will replace
menggantikan PSAK 201: “Penyajian SFAS 2021: “Presentation in Financial
Laporan Keuangan” Statements”
Standar tersebut akan berlaku efektif pada 1 The above standard will be effective on
Januari 2027 dan penerapan dini January 1, 2027 and early adoption is permitted.
diperbolehkan.
PSAK 118: “Penyajian dan Pengungkapan SFAS 118: “Presentation and Disclosure in
dalam Laporan Keuangan” Financial Statements”
PSAK 118 menggantikan PSAK 201. Standar SFAS 18 supersedes SFAS 201. This standard
ini secara signifikan mengubah penyajian laba significantly changes the presentation of
atau rugi operasional dengan menetapkan operating profit or loss by introducing a new
struktur baru laporan laba rugi dengan structure for the statement of profit or loss by
mengelompokkan pos-pos ke dalam kategori grouping line items into the categories of
operasi, investasi, pendanaan, pajak operating, investing, financing, income tax, and
penghasilan, dan operasi yang dihentikan, discontinued operations, resulting in a more
sehingga menghasilkan penyajian yang lebih consistent and comparable presentation. The
konsisten dan dapat diperbandingkan. Standar standard also requires disclosure of
ini juga mewajibkan pengungkapan Ukuran Management-Defined Performance Measures
Kinerja Tetapan Manajemen (“UKTM”), yang (“MDPM”), which help investors understand
membantu investor memahami sudut pandang management’s perspective on the Group’s
manajemen atas kinerja keuangan dan financial performance and how these measures
bagaimana ukuran tersebut direkonsiliasi reconcile to the subtotals defined under PSAK
dengan subtotal yang didefinisikan dalam PSAK 118.
118.
Meskipun PSAK 118 tidak mengubah Although PSAK 118 does not change the
pengakuan atau pengukuran pos-pos laporan recognition or measurement of items in the
keuangan, dampaknya terhadap penyajian dan financial statements, its impact on presentation
pengungkapan sangat luas, khususnya terkait and disclosure is extensive, particularly regarding
pelaporan kinerja keuangan dan penyediaan the reporting of financial performance and the
UKTM dalam laporan keuangan. provision of MDPM within the financial
statements.
51
Page 580
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
2. IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI 2. SUMMARY OF MATERIAL ACCOUNTING
MATERIAL (lanjutan) POLICIES INFORMATION (continued)
y. Standar akuntansi yang telah diterbitkan y. Accounting standards issued but not yet
namun belum berlaku efektif (lanjutan) effective (continued)
Mulai efektif pada atau setelah tanggal Effective beginning on or after January 1, 2027
1 Januari 2027 (lanjutan) (continued)
Pada tanggal 31 Desember 2025, Grup sedang As of December 31, 2025, the Group is still
mengevaluasi dampak yang mungkin timbul evaluating the potential impact of the
dari penerapan amendemen standar-standar di implementation of above standards amendment
atas, yang telah diterbitkan namun belum issued, but not yet effective, on the Group’s
berlaku, pada laporan keuangan konsolidasian consolidated financial statements.
Grup.
z. Klasifikasi lancar dan tak lancar z. Current and non-current classification
Grup menyajikan aset dan liabilitas dalam The Group presents assets and liabilities in the
laporan posisi keuangan konsolidasian statement of financial position based on
berdasarkan klasifikasi lancar/tak lancar. Suatu current/non-current classification. An asset is
aset disajikan lancar bila: current when it is:
1) akan direalisasi, dijual atau dikonsumsi 1) expected to be realized or intended to be sold
dalam siklus operasi normal, or consumed in the normal operating cycle,
2) untuk diperdagangkan, 2) held primarily for the purpose of trading,
3) akan direalisasi dalam 12 bulan setelah 3) expected to be realized within 12 months
tanggal pelaporan, atau after the reporting period, or
4) kas atau setara kas kecuali yang dibatasi 4) cash or cash equivalent unless restricted
penggunaannya atau akan digunakan untuk from being exchanged or used to settle
melunasi suatu liabilitas dalam kurun waktu a liability for at least 12 months after the
12 bulan setelah tanggal pelaporan. reporting period.
Seluruh aset lain diklasifikasikan sebagai tidak All other assets are classified as non-current.
lancar.
Suatu liabilitas disajikan lancar bila: A liability is current when it is:
1) akan dilunasi dalam siklus operasi normal, 1) expected to be settled in the normal
2) untuk diperdagangkan, operating cycle,
3) akan dilunasi dalam 12 bulan setelah 2) held primarily for the purpose of trading,
tanggal pelaporan, atau 3) due to be settled within twelve months after
4) tidak ada hak untuk menangguhkan the reporting period, or
pelunasannya dalam kurun waktu 12 bulan 4) there is no right to defer the settlement of the
setelah tanggal pelaporan. liability for at least twelve months after the
reporting period.
Seluruh liabilitas lain diklasifikasikan sebagai
tidak lancar. All other liabilities are classified as non-current.
Aset dan liabilitas pajak tangguhan Deferred tax assets and liabilities are classified as
diklasifikasikan sebagai aset tidak lancar dan non-current assets and liabilities.
liabilitas jangka panjang.
52
Page 581
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
3. PERTIMBANGAN, ESTIMASI DAN ASUMSI 3. SIGNIFICANT ACCOUNTING JUDGMENTS,
AKUNTANSI SIGNIFIKAN ESTIMATES AND ASSUMPTIONS
Penyusunan laporan keuangan konsolidasian The preparation of consolidated financial statements,
sesuai dengan Standar Akuntansi Keuangan di in conformity with Indonesian Financial Accounting
Indonesia mewajibkan manajemen untuk membuat Standards, requires management to make judgments
estimasi dan asumsi yang mempengaruhi jumlah- of estimations and assumptions that affect the
jumlah yang dilaporkan dari pendapatan, beban, amounts reported on income, expenses, assets and
aset dan liabilitas, dan pengungkapan liabilitas liabilities and disclosures of contigent liabilities at the
kontinjensi pada tanggal pelaporan. Ketidakpastian reporting date. The estimation uncertainty may cause
mengenai asumsi dan estimasi tersebut dapat adjustment to the carrying amounts of assets and
mengakibatkan penyesuaian nilai tercatat aset dan liabilities within the next reporting period.
liabilitas dalam periode pelaporan berikutnya.
Manajemen berkeyakinan bahwa pengungkapan Management believes that the following represent
berikut telah mencakup ikhtisar pertimbangan, a summary of the significant judgments, estimates and
estimasi dan asumsi signifikan yang dibuat oleh assumptions made that affected certain reported
manajemen, yang berpengaruh terhadap jumlah- amounts and disclosures in the consolidated financial
jumlah yang dilaporkan serta pengungkapan dalam statements.
laporan keuangan konsolidasian.
a. Pertimbangan a. Judgments
Pertimbangan-pertimbangan berikut dibuat oleh The following judgments, made by management
manajemen dalam proses penerapan kebijakan in the process of applying the Group’s accounting
akuntansi Grup yang memiliki dampak yang policies, have the most significant effects on the
paling signifikan terhadap jumlah-jumlah yang amounts recognized in the consolidated financial
diakui dalam laporan keuangan konsolidasian: statements:
Penentuan mata uang fungsional Determination of functional currency
Mata uang fungsional Perusahaan dan entitas The functional currency of the Company and its
anaknya adalah mata uang dari lingkungan subsidiaries is the currency of the primary
ekonomi utama dimana setiap entitas economic environment in which each entity
beroperasi. Mata uang tersebut adalah mata operates. It is the currency that mainly influences
uang yang terutama mempengaruhi the revenue and cost of rendering services.
pendapatan dan beban dari jasa yang
diberikan.
Tagihan restitusi pajak Claims for tax refund
Berdasarkan peraturan perpajakan yang Based on tax regulations currently enacted, the
berlaku saat ini, manajemen management judges if the amounts of claims for
mempertimbangkan apakah jumlah tagihan tax refund recorded under prepaid taxes account
restitusi pajak yang dicatat dalam akun pajak are recoverable from and refundable by the Tax
dibayar di muka dapat dipulihkan dan direstitusi Office.
oleh Kantor Pajak.
Klasifikasi aset keuangan dan liabilitas Classification of financial assets and financial
keuangan liabilities
Grup menetapkan klasifikasi atas aset dan The Group determines the classification of certain
liabilitas tertentu sebagai aset keuangan dan assets and liabilities as financial assets and
liabilitas keuangan dengan mempertimbangkan financial liabilities by judging if they meet the
apakah definisi yang ditetapkan PSAK 109 definition set forth in PSAK 109. Accordingly, the
dipenuhi. Dengan demikian, aset keuangan dan financial assets and financial liabilities are
liabilitas keuangan diakui sesuai dengan accounted for in accordance with the Group’s
kebijakan akuntansi Grup seperti diungkapkan accounting policies disclosed in Note 2g.
pada Catatan 2g.
53
Page 582
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
3. PERTIMBANGAN, ESTIMASI DAN ASUMSI 3. SIGNIFICANT ACCOUNTING JUDGMENTS,
AKUNTANSI SIGNIFIKAN (lanjutan) ESTIMATES AND ASSUMPTIONS (continued)
b. Estimasi dan asumsi b. Estimates and assumptions
Asumsi utama mengenai masa depan dan The key assumptions concerning the future and
sumber utama lain dalam mengestimasi other key sources of estimation uncertainty at the
ketidakpastian pada tanggal pelaporan yang reporting date that have a significant risk of
mempunyai risiko signifikan yang dapat causing a material adjustment to the carrying
menyebabkan penyesuaian material terhadap amounts of assets and liabilities within the next
jumlah tercatat aset dan liabilitas dalam periode reporting period are disclosed below. The Group
pelaporan berikutnya diungkapkan di bawah ini. based its assumptions and estimates on
Grup mendasarkan asumsi dan estimasi pada parameters available when the consolidated
parameter yang tersedia saat laporan keuangan financial statements were prepared. Existing
konsolidasian disusun. Kondisi yang ada dan circumstances and assumptions about future
asumsi mengenai perkembangan masa depan developments may change due to market
dapat berubah karena perubahan situasi pasar changes on circumstances arising beyond the
yang berada di luar kendali Grup. Perubahan control of the Group. Such changes are reflected
tersebut tercermin dalam asumsi ketika in the assumptions when they occur.
keadaan tersebut terjadi.
Penurunan nilai aset keuangan Impairment of financial assets
Grup menggunakan matriks provisi untuk The Group uses a provision matrix to calculate
menghitung KKE atas piutang usaha. Tarif ECLs for trade receivables. The provision rates
provisi didasarkan pada hari yang lewat jatuh are based on days past due for groupings of
tempo untuk mengelompokkan pelanggan ke various customer segments that have similar loss
segmen yang memiliki pola kerugian serupa. patterns. The provision matrix is initially based on
Matriks provisi awalnya berdasarkan tarif the Group’s historical observed default rates. The
default yang diamati Perusahaan secara Group will calibrate the matrix to adjust the
historis. Grup akan mengkalibrasi matriks historical credit loss experience with forward-
tersebut untuk menyesuaikan pengalaman looking information. For instance, if forecast
kerugian kredit historis dengan informasi economic conditions are expected to deteriorate
kedepan. Misalnya, jika prakiraan kondisi over the next year which can lead to an increased
ekonomi diperkirakan memburuk selama tahun number of defaults in the Group’s industry sector,
depan yang dapat menyebabkan peningkatan the historical default rates are adjusted. At every
jumlah default di sektor usaha Grup, tingkat reporting date, the historical observed default
default historis disesuaikan. Pada setiap rates are updated and changes in the forward-
tanggal pelaporan, tarif default yang diamati looking estimates are analysed.
secara historis diperbarui dan perubahan dalam
estimasi ke depan dianalisis kembali.
Penilaian korelasi antara tingkat default yang The assessment of the correlation between
dapat diamati secara historis, taksiran kondisi historical observed default rates, forecast
ekonomi dan KKE adalah estimasi yang economic conditions and ECLs is a significant
signifikan. Jumlah KKE sensitif terhadap estimate. The amount of ECLs is sensitive to
perubahan keadaan dan taksiran kondisi changes in circumstances and of forecast
ekonomi. Pengalaman kerugian kredit historis economic conditions. The Group’s historical credit
Grup dan perkiraan kondisi ekonomi mungkin loss experience and forecast of economic
juga tidak mewakili aktual default pelanggan conditions may also not be representative of
yang sebenarnya di masa depan. customer’s actual default in the future.
54
Page 583
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
3. PERTIMBANGAN, ESTIMASI DAN ASUMSI 3. SIGNIFICANT ACCOUNTING JUDGMENTS,
AKUNTANSI SIGNIFIKAN (lanjutan) ESTIMATES AND ASSUMPTIONS (continued)
b. Estimasi dan asumsi (lanjutan) b. Estimates and assumptions (continued)
Penyusutan, estimasi nilai sisa dan masa Depreciation, estimate of residual values and
manfaat aset tetap dan properti investasi useful life of fixed assets and investment
properties
Masa manfaat aset tetap dan properti investasi The useful life of the Group’s fixed assets and
Grup diestimasi berdasarkan jangka waktu aset investment properties are estimated based on the
tersebut diperkirakan dapat digunakan. period over which the assets are expected to be
Estimasi tersebut didasarkan pada penilaian available for use. Such estimation is based on a
kolektif berdasarkan bidang usaha yang sama, collective assessment of similar businesses,
evaluasi teknis internal dan pengalaman internal technical evaluations and experience with
terhadap aset sejenis. Taksiran masa manfaat similar assets. The estimated useful life of each
setiap aset ditelaah secara berkala dan asset is reviewed periodically and updated if
diperbarui jika estimasi berbeda dari perkiraan expectations differ from previous estimates due to
sebelumnya yang disebabkan karena physical wear and tear, technical or commercial
pemakaian, usang secara teknis atau komersial obsolescence and legal or other limits on the use
serta keterbatasan hak atau pembatasan of the asset.
lainnya terhadap penggunaan aset.
Hasil operasi di masa mendatang mungkin It is possible, however, that future results of
dapat terpengaruh secara signifikan oleh operations could be materially affected by
perubahan dalam waktu dan biaya yang terjadi changes in the amounts and timing of recorded
karena perubahan yang disebabkan oleh faktor- expenses brought about by changes in the factors
faktor yang disebutkan di atas. Penurunan mentioned above. A reduction in the estimated
taksiran masa manfaat ekonomis setiap aset useful life of any item of fixed assets and
tetap dan properti investasi akan menyebabkan investment properties would increase the
kenaikan beban penyusutan dan penurunan recorded depreciation and decrease the carrying
nilai tercatat aset tetap dan properti investasi. values of fixed assets and investment properties.
Beban pajak kini Current tax expense
Grup mengakui beban pajak kini berdasarkan The Group recognizes current tax expense based
estimasi penghasilan kena pajak periode on the estimated taxable income for the period
berjalan yang dihitung berdasarkan tarif pajak computed using the prevailing tax rates.
yang berlaku.
Aset pajak tangguhan Deferred tax assets
Aset pajak tangguhan diakui untuk semua Deferred tax assets are recognized for all
perbedaan temporer yang boleh dikurangkan deductible temporary differences and
dan akumulasi rugi fiskal, sepanjang besar accumulated fiscal losses to the extent that it is
kemungkinan perbedaan temporer yang boleh probable that taxable income will be available in
dikurangkan dan akumulasi rugi fiskal tersebut future years against which the deductible
dapat dimanfaatkan untuk mengurangi temporary differences and accumulated fiscal
penghasilan kena pajak pada masa depan. losses can be utilized. Significant management
Estimasi signifikan oleh manajemen estimates are required to determine the amount of
disyaratkan dalam menentukan total aset pajak deferred tax assets that can be recognized, based
tangguhan yang dapat diakui, berdasarkan saat upon the likely timing and the level of the future
penggunaan dan tingkat penghasilan kena taxable income together with future tax planning
pajak serta strategi perencanaan pajak masa strategies.
depan.
55
Page 584
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
3. PERTIMBANGAN, ESTIMASI DAN ASUMSI 3. SIGNIFICANT ACCOUNTING JUDGMENTS,
AKUNTANSI SIGNIFIKAN (lanjutan) ESTIMATES AND ASSUMPTIONS (continued)
b. Estimasi dan asumsi (lanjutan) b. Estimates and assumptions (continued)
Penurunan nilai aset nonkeuangan Impairment of non-financial assets
Penelaahan atas penurunan nilai dilakukan An impairment review is conducted when there
apabila terdapat indikasi penurunan nilai aset are indications of impairment of certain assets.
tertentu. Penentuan nilai wajar aset Determining the fair value of assets requires an
membutuhkan estimasi arus kas yang estimate of the cash flows expected to be
diharapkan akan dihasilkan dari pemakaian generated from the continued use and eventual
berkelanjutan dan pelepasan akhir atas aset disposal of the assets. Significant changes in the
tersebut. Perubahan signifikan dalam asumsi- assumptions used to determine fair value can
asumsi yang digunakan untuk menentukan nilai significantly impact the recoverable amount and
wajar dapat berdampak signifikan pada nilai the amount of impairment loss, which may have a
terpulihkan dan jumlah kerugian penurunan nilai material impact on the Group's operating results.
yang terjadi mungkin berdampak material pada
hasil operasi Grup.
4. KAS DAN SETARA KAS 4. CASH AND CASH EQUIVALENTS
Kas dan setara kas terdiri dari: Cash and cash equivalents consist of:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Kas 357 550 Cash on hand
Bank Cash in banks
Rupiah Rupiah
Pihak ketiga Third parties
PT Bank Maybank Indonesia Tbk 25.340 25.252 PT Bank Maybank Indonesia Tbk
PT Bank Mega Tbk 6.858 795 PT Bank MegaTbk
PT Bank UOB Indonesia 348 21.111 PT Bank UOB Indonesia
PT Bank Central Asia Tbk 28 4.821 PT Bank Central Asia Tbk
Lain-lain (masing-masing Others (each below
di bawah Rp1.000) 1.838 1.921 Rp1,000)
34.412 53.900
Pihak berelasi (Catatan 32a) Related parties (Note 32a)
PT Bank Tabungan Negara PT Bank Tabungan Negara
(Persero) Tbk 1.180.535 1.297.223 (Persero) Tbk
PT Bank Mandiri (Persero) Tbk 389.284 370.588 PT Bank Mandiri (Persero) Tbk
PT Bank Negara Indonesia PT Bank Negara Indonesia
(Persero) Tbk 109.453 82.328 (Persero)Tbk
PT Bank Syariah Indonesia Tbk 45.719 71.394 PT Bank Syariah Indonesia Tbk
PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia
(Persero) Tbk 34.605 69.825 (Persero) Tbk
1.759.596 1.891.358
Subtotal 1.794.008 1.945.258 Sub-total
56
Page 585
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
4. KAS DAN SETARA KAS (lanjutan) 4. CASH AND CASH EQUIVALENTS (continued)
Kas dan setara kas terdiri dari: (lanjutan) Cash and cash equivalents consist of: (continued)
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Bank (lanjutan) Cash in banks (continued)
Dolar AS US Dollar
Pihak ketiga Third parties
MUFG Bank, Ltd. 2.471 2.397 MUFG Bank, Ltd.
PT Bank Mizuho Indonesia 1.812 1.988 PT Bank Mizuho Indonesia
PT Bank UOB Indonesia 1.767 1.708 PT Bank UOB Indonesia
PT Bank ICBC Indonesia 1.174 1.457 PT Bank ICBC Indonesia
Lain-lain (masing-masing Others (each below
di bawah Rp1.000) 2.620 1.773 Rp1,000)
9.844 9.323
Pihak berelasi (Catatan 32a) Related parties (Note 32a)
PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia
(Persero) Tbk 234.270 146.610 (Persero) Tbk
PT Bank Mandiri (Persero) Tbk 28.702 12.930 PT Bank Mandiri (Persero) Tbk
PT Bank Negara Indonesia PT Bank Negara Indonesia
(Persero) Tbk 2.304 3.402 (Persero) Tbk
PT Bank Tabungan Negara PT Bank Tabungan Negara
(Persero) Tbk 1.018 984 (Persero) Tbk
266.294 163.926
Subtotal 276.138 173.249 Sub-total
Total bank 2.070.146 2.118.507 Total cash in banks
Call deposit dan deposito berjangka Call deposits and time deposits
Pihak berelasi (Catatan 32a) Related parties (Note 32a)
PT Bank Tabungan Negara Tbk PT Bank Tabungan Negara
(Persero) Tbk 441.000 435.000 (Persero) Tbk
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Jawa Barat dan Banten Tbk 100.000 100.000 Jawa Barat dan Banten Tbk
PT Bank Syariah Indonesia Tbk 87.000 85.000 PT Bank Syariah Indonesia Tbk
PT Bank Mandiri (Persero) Tbk - 200.000 PT Bank Mandiri (Persero) Tbk
PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia
(Persero) Tbk - 10.000 (Persero) Tbk
Total call deposit dan deposito berjangka 628.000 830.000 Total call deposits and time deposits
Total 2.698.503 2.949.057 Total
Tingkat suku bunga tahunan call deposit dan Annual interest rates on call deposits and time
deposito berjangka sebesar 4,75% - 7,05% dan deposits are 4.75% - 7.05% and 2.90% - 6.92% year
2,90% - 6,92% masing-masing untuk tahun 2025 ended 2025 and 2024, respectively.
dan 2024.
57
Page 586
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
5. PIUTANG USAHA 5. TRADE RECEIVABLES
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Pihak ketiga Third parties
Difakturkan 253.639 321.962 Billed
Belum difakturkan 138.020 99.619 Unbilled
391.659 421.581
Penyisihan penurunan nilai (180.491) (183.646) Allowance for impairment
Piutang usaha pihak ketiga - neto 211.168 237.935 Trade receivables third parties - net
Pihak berelasi (Catatan 32b) Related parties (Note 32b)
Difakturkan 847.603 1.006.423 Billed
Belum difakturkan 2.601.141 1.928.617 Unbilled
3.448.744 2.935.040
Penyisihan penurunan nilai (27.580) (18.760) Allowance for impairment
Piutang usaha pihak berelasi - neto 3.421.164 2.916.280 Trade receivables related parties - net
Rincian piutang usaha berdasarkan mata uang The details of trade receivables based on currencies
adalah sebagai berikut: are as follows:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Rupiah 2.969.272 2.577.631 Rupiah
Dolar AS 871.131 778.689 US Dollar
Dolar Singapura - 301 Singapore Dollar
Total 3.840.403 3.356.621 Total
Penyisihan penurunan nilai (208.071) (202.406) Allowance for impairment
Neto 3.632.332 3.154.215 Net
Tabel berikut menyajikan analisis umur piutang The following table presents the aging analysis of trade
usaha. receivables.
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Belum jatuh tempo 3.412.457 2.806.332 Not yet overdue
Lewat jatuh tempo Overdue
1-30 hari 125.489 274.026 1-30 days
31-60 hari 32.157 31.171 31-60 days
61-150 hari 46.977 21.294 61-150 days
Lebih dari 150 hari 223.323 223.798 Over 150 days
Total 3.840.403 3.356.621 Total
Penyisihan penurunan nilai (208.071) (202.406) Allowance for impairment
Neto 3.632.332 3.154.215 Net
Piutang individual yang diturunkan nilainya The individually impaired receivables are mainly due
disebabkan karena faktor-faktor yang to factors that may affect collectability, such as
mempengaruhi kolektibilitas, antara lain probability of insolvency or significant financial
kemungkinan kesulitan likuiditas atau keuangan difficulties of the debtor or significant delay in
yang dialami oleh debitur atau penundaan payments.
pembayaran yang signifikan.
58
Page 587
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
5. PIUTANG USAHA (lanjutan) 5. TRADE RECEIVABLES (continued)
Mutasi penyisihan penurunan nilai adalah sebagai The movements in the allowance for impairment are
berikut: as follows:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Saldo awal 202.406 197.749 Beginning balance
Penyisihan tahun berjalan (Catatan 29) 12.577 3.850 Allowance for the year (Notes 29)
Pemulihan tahun berjalan (Catatan 31) (10.169) (4.714) Reversal for the year (Notes 31)
Selisih kurs 3.257 5.521 Foreign exchange differences
Saldo akhir 208.071 202.406 Ending balance
Manajemen berkeyakinan bahwa penyisihan Management believes that the allowance for
penurunan nilai cukup untuk menutup kemungkinan impairment is adequate to cover possible expected
kerugian kredit ekspektasian yang timbul dari tidak credit losses that may arise from the uncollectability of
tertagihnya piutang usaha (Catatan 37c). trade receivables (Note 37c).
Pada tanggal 31 Desember 2025 dan 2024, tidak As of December 31, 2025 and 2024, there is no trade
terdapat piutang usaha yang digunakan sebagai receivables used as collateral.
jaminan.
6. ASET KEUANGAN LANCAR LAINNYA 6. OTHER CURRENT FINANCIAL ASSETS
Aset keuangan lancar lainnya terdiri dari: Other current financial assets consist of:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Pihak ketiga: Third parties:
Investasi jangka pendek 69.147 69.147 Short-term investment
Piutang lain-lain 23.133 21.899 Other receivables
Penyisihan penurunan nilai (18.465) (14.590) Allowance for impairment
Neto 73.815 76.456 Net
Pihak berelasi (Catatan 32c): Related parties (Note 32c):
Piutang sewa pembiayaan - bagian lancar 31.292 38.900 Finance lease receivable - current portion
Kas yang dibatasi penggunaannya 4.611 4.525 Restricted cash
Neto 35.903 43.425 Net
Total 109.718 119.881 Total
Investasi jangka pendek merupakan penempatan Short-term investment is the placement of time
deposito berjangka dengan jangka waktu lebih dari deposits with a term of more than three months, but
tiga bulan, tetapi tidak lebih dari satu tahun pada not more than one year in PT Bank Mega Tbk.
PT Bank Mega Tbk.
59
Page 588
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
6. ASET KEUANGAN LANCAR LAINNYA (lanjutan) 6. OTHER CURRENT FINANCIAL ASSETS
(continued)
Mutasi penyisihan penurunan nilai untuk The movements in the allowance for impairment in
31 Desember 2025 dan 2024 adalah sebagai December 31, 2025 and 2024 are as follows:
berikut:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Saldo awal 14.590 14.055 Beginning balance
Penyisian tahun berjalan (Catatan 29) 3.539 - Allowance for the year (Note 29)
Selisih kurs 336 535 Foreign exchange difference
Saldo akhir 18.465 14.590 Ending balances
Manajemen berkeyakinan bahwa penyisihan Management believes that the allowance for
penurunan nilai cukup untuk menutup kemungkinan impairment is adequate to cover possible expected
kerugian kredit ekspektasian yang timbul dari tidak credit losses that may arise from the unrecoverability
terpulihkannya aset keuangan lancar lainnya. of other current financial assets.
Penghasilan bunga dari sewa pembiayaan untuk Interest income from finance leases for year ended
tahun yang berakhir pada tanggal 31 Desember December 31, 2025 and 2024 amounted to Rp30,157
2025 dan 2024 masing-masing sebesar Rp30.157 and Rp20,811, respectively.
dan 20.811.
7. PERSEDIAAN 7. INVENTORIES
Persediaan terdiri dari: Inventories consist of:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Barang kebutuhan proyek 227.352 171.423 Project materials
Bahan baku 174.281 277.321 Raw materials
Barang dagangan 69.473 73.481 Merchandises
Total 471.106 522.225 Total
Penyisihan persediaan usang (9.461) (6.958) Allowance for inventory obsolescence
Neto 461.645 515.267 Net
Mutasi penyisihan persediaan usang adalah sebagai The movements in the allowance for inventory
berikut: obsolescence are as follows:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Saldo awal 6.958 6.886 Beginning balance
Provisi tahun berjalan 2.503 72 Provision during the year
Saldo akhir 9.461 6.958 Ending balance
Manajemen berkeyakinan bahwa penyisihan Management believes that the allowance for inventory
persediaan usang cukup untuk menutup obsolescence is adequate to cover possible losses
kemungkinan kerugian yang timbul dari penurunan that may arise from a decline in the net realizable
nilai realisasi neto persediaan. value of inventories.
60
Page 589
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
7. PERSEDIAAN (lanjutan) 7. INVENTORIES (continued)
Persediaan yang diakui sebagai beban dan Inventories recognized as an expense and included in
termasuk dalam “beban pokok pendapatan” “cost of revenues” for year ended December 31, 2025
untuk tahun yang berakhir pada tanggal and 2024 amounted to Rp2,553,308 and Rp2,009,068
31 Desember 2025 dan 2024 masing-masing respectively (Note 28).
sebesar Rp2.553.308 dan Rp2.009.068
(Catatan 28).
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, project materials
persediaan barang kebutuhan proyek dan barang and merchandise inventories are insured against all
dagangan telah diasuransikan terhadap semua risks at a total insurance coverage amounting to
risiko dengan total nilai pertanggungan masing- Rp339,268 and Rp215,741, respectively.
masing sebesar Rp339.268 dan Rp215.741. Management believes that the insurance coverage is
Manajemen berkeyakinan bahwa asuransi tersebut adequate to cover possible losses arising from the
telah memadai untuk menutup kerugian yang insured inventories.
mungkin timbul atas persediaan yang
dipertanggungkan.
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, raw materials are
persediaan bahan baku tidak diasuransikan karena not covered by insurance, as management has
manajemen menilai risiko kerugian adalah minimal. assessed the risk of loss as minimal.
Pada tanggal 31 Desember 2025 dan 2024, tidak As of December 31, 2025 and 2024, there is no
terdapat persediaan yang digunakan sebagai inventory used as collateral.
jaminan.
8. UANG MUKA 8. ADVANCES
Uang muka terdiri dari: Advances consist of:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Lancar Current
Uang muka operasi 45.006 97.002 Advances for operation
Lain-lain 5.655 25.815 Others
Total 50.661 122.817 Total
Tidak lancar Non-current
Uang muka pembelian aset tetap 39.498 11.716 Advances for purchase of fixed assets
Uang muka operasi merupakan uang muka Advances for operation mainly represent advances for
terutama untuk sewa peralatan, pembelian suku rental of equipment, purchases of spare parts, fuel and
cadang, bahan bakar dan biaya operasi lainnya. other operating costs.
Uang muka pembelian aset tetap merupakan Advances for the purchase of fixed assets represent
pembayaran di muka kepada pemasok sehubungan payments made in advance to suppliers in connection
dengan perolehan aset tetap yang belum diterima. with the acquisition of fixed assets that have not yet
been received.
61
Page 590
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
9. BIAYA DIBAYAR DI MUKA DAN ASET LANCAR 9. PREPAID EXPENSES AND OTHER CURRENT
LAINNYA ASSETS
Biaya dibayar di muka dan aset lancar lainnya terdiri Prepaid expenses and other current assets consist of:
dari:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Biaya dibayar dimuka: Prepaid expenses:
Sewa 12.766 7.285 Rent
Asuransi 10.233 19.391 Insurance
Lain-lain 11.519 7.518 Others
Aset lancar lainnya - 16.313 Other current assets
Total 34.518 50.507 Total
Aset lancar lainnya merupakan biaya yang Other current assets represent costs for the
dikeluarkan atas pembangunan dan pemeliharaan construction and maintenance of VHS facilities as
aset fasilitas VHS sesuai perjanjian yang akan stipulated in the agreement which will be billed to
ditagihkan kepada PT Pertamina Patra Niaga PT Pertamina Patra Niaga (Note 33b).
(Catatan 33b).
10. ASET KEUANGAN TIDAK LANCAR LAINNYA 10. OTHER NON-CURRENT FINANCIAL ASSETS
Aset keuangan tidak lancar lainnya terdiri dari: Other non-current financial assets consist of:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Pihak berelasi (Catatan 32d): Related parties (Note 32d):
Piutang sewa pembiayaan - Finance lease receivables -
bagian tidak lancar 198.310 229.602 non-current portion
Total 198.310 229.602 Total
Manajemen berkeyakinan bahwa tidak diperlukan Management believes that the allowance for
penyisihan penurunan nilai atas klaim dengan impairment is not required for the claim considering the
mempertimbangkan estimasi waktu pembayaran estimated time of the claim payment.
klaim.
62
Page 591
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
11. INVESTASI PADA SAHAM 11. INVESTMENTS IN SHARES
a. Investasi diukur pada NWPKL a. Investments measured at FVOCI
Rincian investasi diukur pada NWPKL adalah The details of investments measured at FVOCI
sebagai berikut: are as follows:
Persentase kepemilikan/ Jumlah tercatat/
Percentage of ownership Carrying amount
31 Desember/ 31 Desember/ 31 Desember/ 31 Desember/
December 31, December 31, December 31, December 31,
2025 2024 2025 2024
PT Margaraya Jawa Tol 16,7% 16,7% 36.827 36.827 PT Margaraya Jawa Tol
PT Bhakti Patra Nusantara 10,0% 10,0% 960 960 PT Bhakti Patra Nusantara
Total 37.787 37.787 Total
Penyisihan penurunan nilai (37.787) (37.787) Allowance for impairment
Neto - - Net
Investasi diukur pada NWPKL diturunkan Investments measured at FVOCI are impaired
nilainya terutama terkait dengan ketidakpastian mainly due to uncertainty of return on investment.
atas pengembalian investasi.
b. Investasi pada ventura bersama b. Investment in joint venture
KSO PT Elnusa Tbk dan PT Waskita Adhi KSO PT Elnusa Tbk dan PT Waskita Adhi
Sejahtera (“KSO Elnusa-WAS”) Sejahtera (“KSO Elnusa-WAS”)
Pada tanggal 12 Desember 2016, Perusahaan On December 12, 2016, the Company and
dan PT Waskita Adhi Sejahtera PT Waskita Adhi Sejahtera entered into Joint
menandatangani Perjanjian Kerjasama Operasi Operation (“JO”) agreement. The JO is
(“KSO”). KSO ini dibentuk untuk melakukan established in order to perform electrical and
proyek jasa pemeliharaan elektrikal dan instrumentation maintenance services project
instrumentasi dari BP Berau Ltd. Komposisi from BP Berau Ltd. The composition of
kepemilikan pada KSO adalah 51% oleh ownerships in JO are 51% owned by the
Perusahaan dan 49% oleh WAS Company and 49% owned by WAS (Note 33b). As
(Catatan 33b). Pada tanggal 31 Desember 2025 of December 31, 2025 and 2024, the carrying
dan 2024, jumlah tercatat investasi pada KSO amount of investment in KSO Elnusa-WAS is
Elnusa-WAS masing-masing sebesar Rp7.327 Rp7,327 and Rp38,578, respectively.
dan Rp38.578.
Pada tahun 2025 dan 2024, Perusahaan In 2025 and 2024, the Company received
menerima dividen masing-masing sebesar dividends amounting to Rp31,225 and Rp15,345,
Rp31,225 dan Rp15,345 dari KSO Elnusa- respectively, from KSO Elnusa-WAS.
WAS.
Untuk tahun yang berakhir pada tanggal For year ended December 31, 2025 and 2024, the
31 Desember 2025 dan 2024, Perusahaan Company recorded associate loss absorption and
mencatat bagian rugi dan laba masing-masing equity income amounted to Rp26 and Rp15,502,
sebesar Rp26 dan Rp15.502 dan disajikan respectively, and are presented as part of other
sebagai bagian dari akun pendapatan lain-lain income account in the consolidated statement of
dalam laporan laba rugi dan penghasilan profit or loss and other comprehensive income.
komprehensif lain konsolidasian.
63
Page 592
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
11. INVESTASI PADA SAHAM (lanjutan) 11. INVESTMENTS IN SHARES (continued)
b. Investasi pada ventura bersama (lanjutan) b. Investment in joint venture (continued)
KSO PT Elnusa Tbk dan PT Waskita Adhi KSO PT Elnusa Tbk dan PT Waskita Adhi
Sejahtera (“KSO Elnusa-WAS”) (lanjutan) Sejahtera (“KSO Elnusa-WAS”) (continued)
Ringkasan informasi keuangan KSO Elnusa- The summary of KSO Elnusa-WAS financial
WAS adalah sebagai berikut: information is as follows:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Total aset 21.231 84.382 Total assets
Total liabilitas 7.837 9.712 Total liabilities
Total ekuitas 13.394 74.670 Total equity
Pendapatan - 82.722 Revenue
(Rugi) laba tahun berjalan (51) 30.396 (Loss) profit for the year
12. ASET TETAP 12. FIXED ASSETS
Mutasi aset tetap adalah sebagai berikut: The movements in fixed assets are as follows:
Tahun yang Berakhir pada Tanggal 31 Desember 2025/
Year Ended December 31, 2025
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending
balance Additions Deductions Reclassifications balance
Biaya perolehan Cost
Tanah 316.740 118 - - 316.858 Land
Bangunan, prasarana Buildings, improvements
dan instalasi 588.910 2.296 (1.326) 12.773 602.653 and installations
Mesin dan peralatan 2.288.024 61.936 (7.603) 30.747 2.373.104 Machinery and equipment
Perabotan dan perlengkapan Office furniture, fixtures
kantor 81.070 8.602 (140) 772 90.304 and equipment
Alat transportasi 751.819 668 - 158.041 910.528 Transportation equipment
Konstruksi baja 2.305.253 23.550 (436) 177.805 2.506.172 Steel constructions
Aset dalam penyelesaian 284.398 457.517 - (380.138) 361.777 Construction in progress
Total 6.616.214 554.687 (9.505) - 7.161.396 Total
Akumulasi penyusutan Accumulated depreciation
Bangunan, prasarana Buildings, improvements
dan instalasi (440.696) (26.128) 1.326 - (465.498) and installations
Mesin dan peralatan (1.980.501) (122.759) 7.590 - (2.095.670) Machinery and equipment
Perabotan dan perlengkapan Office furniture, fixtures
kantor (82.033) (8.389) 140 - (90.282) and equipment
Alat transportasi (395.969) (75.147) - - (471.116) Transportation equipment
Konstruksi baja (1.767.391) (137.993) 320 - (1.905.064) Steel constructions
Total (4.666.590) (370.416) 9.376 - (5.027.630) Total
Penyisihan penurunan nilai (15.477) - - - (15.477) Allowance for impairment
Nilai buku neto 1.934.147 2.118.289 Net book value
64
Page 593
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
12. ASET TETAP (lanjutan) 12. FIXED ASSETS (continued)
Mutasi aset tetap adalah sebagai berikut: (lanjutan) The movements in fixed assets are as follows:
(continued)
Tahun yang Berakhir pada Tanggal 31 Desember 2024/
Year Ended December 31, 2024
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending
balance Additions Deductions Reclassifications balance
Biaya perolehan Cost
Tanah 273.463 43.277 - - 316.740 Land
Bangunan, prasarana Buildings, improvements
dan instalasi 588.977 3.155 (5.635) 2.413 588.910 and installations
Mesin dan peralatan 2.228.745 33.405 (4.717) 30.591 2.288.024 Machinery and equipment
Perabotan dan perlengkapan Office furniture, fixtures
kantor 77.508 3.753 (191) - 81.070 and equipment
Alat transportasi 584.271 1.817 - 165.731 751.819 Transportation equipment
Konstruksi baja 2.277.455 19.254 (4.047) 12.591 2.305.253 Steel constructions
Aset dalam penyelesaian 185.470 310.254 - (211.326) 284.398 Construction in progress
Total 6.215.889 414.915 (14.590) - 6.616.214 Total
Akumulasi penyusutan Accumulated depreciation
Bangunan, prasarana Buildings, improvements
dan instalasi (419.800) (25.563) 4.667 - (440.696) and installations
Mesin dan peralatan (1.859.800) (125.398) 4.697 - (1.980.501) Machinery and equipment
Perabotan dan perlengkapan Office furniture, fixtures
kantor (77.351) (4.873) 191 - (82.033) and equipment
Alat transportasi (330.165) (65.804) - - (395.969) Transportation equipment
Konstruksi baja (1.624.107) (147.240) 3.956 -- (1.767.391) Steel constructions
Total (4.311.223) (368.878) 13.511 - (4.666.590) Total
Penyisihan penurunan nilai (15.477) - - - (15.477) Allowance for impairment
Nilai buku neto 1.889.189 1.934.147 Net book value
Seluruh aset tetap dimiliki secara langsung oleh All fixed assets are directly owned by the Group.
Grup.
Hak kepemilikan atas tanah Grup merupakan Hak Land rights of the land owned by the Group are in the
Guna Bangunan yang hak secara legalnya akan form of Building Rights Title (“Hak Guna Bangunan”)
berakhir antara tahun 2026 sampai dengan tahun which the terms will expire between 2026 up to 2045.
2045. Manajemen berkeyakinan bahwa hak tersebut Management believes that these land rights can be
akan dapat diperpanjang pada saat berakhirnya. extended upon their expiration.
Manajemen berkeyakinan bahwa penyisihan Management believes that the allowance for
penurunan nilai pada tanggal 31 Desember 2025 impairment as of December 31, 2025 and 2024 is
dan 2024 adalah cukup. adequate.
Penyusutan aset tetap dibebankan sebagai berikut: Fixed assets depreciation is charged as follows:
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended
December 31,
2025 2024
Beban pokok pendapatan (Catatan 28) 364.513 367.263 Cost of revenues (Note 28)
Beban umum dan General and administrative
administrasi (Catatan 29) 5.903 1.615 expenses (Note 29)
Total 370.416 368.878 Total
65
Page 594
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
12. ASET TETAP (lanjutan) 12. FIXED ASSETS (continued)
Rincian aset dalam penyelesaian adalah sebagai The details of construction in progress are as follows:
berikut:
31 Desember/December 31, 2025
Persentase Akumulasi
penyelesaian/ biaya/
Percentage of Accumulated Estimasi penyelesaian/
completion costs Estimated completion
Hydraulic workover unit 79% 138.581 Maret/March 2026 Hydraulic workover unit
Truk tangki 56% 127.975 Desember/December 2026 Fuel transportation vehicles
Geodata logging equipment 92% 56.631 Maret/March 2026 Geodata logging equipment
Gudang 45% 16.396 Oktober/October 2026 Warehouse
Depot bahan bakar minyak 60% 14.557 Desember/December 2027 Fuel depot
Drilling and workover equipment 81% 5.348 Maret/March 2026 Well Testing Services
Lain-lain (masing-masing dibawah
Rp5.000) 62% 2.289 Juli/July 2026 Others (each below Rp5,000)
361.777
31 Desember/December 31, 2024
Persentase Akumulasi
penyelesaian/ biaya/
Percentage of Accumulated Estimasi penyelesaian/
completion costs Estimated completion
Truk tangki 53% 99.796 Desember/December 2025 Fuel transportation vehicles
Well Testing Services 94% 66.717 Maret/March 2025 Well Testing Services
Depot bahan bakar minyak 40% 46.920 Desember/December 2025 Fuel depot
Docking Kapal 94% 34.071 April/April 2025 Vessel Docking
Hydraulic workover unit 94% 20.192 Maret/March 2025 Hydraulic workover unit
Gudang 90% 7.764 Juni/June 2025 Warehouse
Lain-lain (masing-masing dibawah
Rp5.000) 95% 8.938 Oktober/October 2025 Others (each below Rp5,000)
284.398
Pada tanggal 31 Desember 2025 dan 2024, terdapat As of December 31, 2025 and 2024, there are fixed
aset tetap yang tidak dipakai sementara dengan nilai assets temporarily not in use with net book value
buku aset masing-masing sebesar Rp22.967 dan amounting Rp22,967 and Rp50,531 respectively.
Rp50.531.
Pada tanggal 31 Desember 2025 dan 2024, jumlah As of December 31, 2025 and 2024, the gross carrying
tercatat bruto aset tetap yang telah disusutkan amounts of fixed assets which have been fully
penuh dan masih digunakan masing-masing depreciated and are still in use amounted to
sebesar Rp1.988.909 dan Rp1.873.399. Rp1,988,909 and Rp1,873,399, respectively.
Pada tanggal 31 Desember 2025 dan 2024, tidak As of December 31, 2025 and 2024, there are no fixed
terdapat aset tetap yang diklasifikasikan sebagai assets classified as held for sale or terminated from
tersedia untuk dijual atau yang dihentikan dari active use.
penggunaan aktif.
Rincian rugi penjualan/pelepasan aset tetap adalah Details of loss on sale/disposal of fixed assets are as
sebagai berikut: follows:
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended
December 31,
2025 2024
Harga jual 923 703 Proceeds
Dikurangi: Nilai buku neto (129) (1.079) Less: Net book value
-
Laba (rugi) - neto 794 (376) Gain (loss) - net
66
Page 595
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
12. ASET TETAP (lanjutan) 12. FIXED ASSETS (continued)
Pada tanggal 31 Desember 2025 dan 2024, aset As of December 31, 2025 and 2024, fixed assets with
tetap dengan nilai buku masing-masing sebesar net book value of Rp1,131,954 and Rp1,167,509,
Rp1.131.954 dan Rp1.167.509 telah diasuransikan respectively, are covered by insurance against all risks
atas semua risiko dengan total nilai pertanggungan at a total coverage amounting Rp2,900,049 (2025) and
masing-masing sebesar Rp2.900.049 (2025) dan Rp3,127,767 (2024). respectively. Management
Rp3.127.767 (2024). Manajemen berkeyakinan believes that the insurance coverage is adequate to
bahwa jumlah tersebut telah memadai untuk cover possible losses arising in relation to the insured
menutup kerugian yang mungkin timbul terkait assets.
dengan aset yang diasuransikan.
Nilai wajar aset tetap dengan nilai buku The fair value of fixed assets with net book value of
sebesar Rp620.635 pada tanggal 31 Desember Rp620,635 as of December 31, 2025 based on
2025 berdasarkan laporan dari penilai independen independent appraisal reports amounted to
adalah sebesar Rp1.047.896 Jumlah nilai buku aset Rp1,047,896 The net book value of fixed assets that
tetap yang tidak dilakukan penilaian pada tanggal were not appraised by independent appraiser as of
31 Desember 2025 sebesar Rp1.497.654 December 31, 2025 amounted to Rp1,497,654
Manajemen berkeyakinan bahwa tidak ada Management believes that there is no significant
perbedaan signifikan antara nilai wajar dan jumlah difference between the fair value and carrying amount
tercatat aset tetap yang tidak dilakukan penilaian of these fixed assets.
tersebut.
Pada tanggal 31 Desember 2025 dan 2024, tidak As of December 31, 2025 and 2024, there is no fixed
terdapat aset tetap yang digunakan sebagai assets used as collateral.
jaminan.
13. ASET TAKBERWUJUD 13. INTANGIBLE ASSETS
Mutasi aset takberwujud adalah sebagai berikut: The movements in intangible assets are as follows:
Tahun yang Berakhir pada Tanggal 31 Desember 2025/
Year Ended December 31, 2025
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending
balance Additions Deductions Reclassifications balance
Biaya perolehan Cost
Hak atas tanah 9.071 435 - - 9.506 Land rights
Perangkat lunak dan lisensi 166.169 5.881 - - 172.050 Software and licenses
Total 175.240 6.316 - - 181.556 Total
Akumulasi amortisasi Accumulated amortization
Hak atas tanah (5.083) (433) - - (5.516) Land rights
Perangkat lunak dan lisensi (149.798) ( 13.484) - - (163.282) Software and licenses
Total (154.881) (13.917) - - (168.798) Total
Nilai buku neto 20.359 12.758 Net book value
Tahun yang Berakhir pada Tanggal 31 Desember 2024/
Year Ended December 31, 2024
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending
balance Additions Deductions Reclassifications balance
Biaya perolehan Cost
Hak atas tanah 9.071 - - - 9.071 Land rights
Perangkat lunak dan lisensi 146.080 20.089 - - 166.169 Software and licenses
Total 155.151 20.089 - - 175.240 Total
Akumulasi amortisasi Accumulated amortization
Hak atas tanah (4.677) (406) - - (5.083) Land rights
Perangkat lunak dan lisensi (143.837) (5.961) - - (149.798) Software and licenses
Total (148.514) (6.367) - - (154.881) Total
Nilai buku neto 6.637 20.359 Net book value
67
Page 596
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
13. ASET TAKBERWUJUD (lanjutan) 13. INTANGIBLE ASSETS (continued)
Amortisasi aset takberwujud dibebankan sebagai Intangible assets amortization is charged as follows:
berikut:
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024
Beban pokok pendapatan 13.480 5.860 Cost of revenues
Beban umum dan administrasi 437 507 General and administrative expenses
Total 13.917 6.367 Total
14. PROPERTI INVESTASI 14. INVESTMENT PROPERTIES
Mutasi properti investasi adalah sebagai berikut: The movements in investment properties are as
follows:
Tahun yang Berakhir pada Tanggal 31 Desember 2025/
Year Ended December 31, 2025
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending
balance Additions Deductions Reclassifications balance
Biaya perolehan Cost
Tanah 50.052 - - - 50.052 Land
Bangunan, prasarana dan Buildings, improvement
instalasi 5.729 - - - 5.729 and installations
Total 55.781 - - - 55.781 Total
Akumulasi penyusutan Accumulated depreciation
Bangunan, prasarana dan Buildings, improvement
instalasi (4.908) (88) - - (4.996) and installations
Nilai buku neto 50.873 50.785 Net book value
Tahun yang Berakhir pada Tanggal 31 Desember 2024/
Year Ended December 31, 2024
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending
balance Additions Deductions Reclassifications balance
Biaya perolehan Cost
Tanah 50.052 - - - 50.052 Land
Bangunan, prasarana dan Buildings, improvement
instalasi 5.729 - - - 5.729 and installations
Total 55.781 - - - 55.781 Total
Akumulasi penyusutan Accumulated depreciation
Bangunan, prasarana dan Buildings, improvement
instalasi (4.820) (88) - - (4.908) and installations
Nilai buku neto 50.961 50.873 Net book value
Untuk tahun yang berakhir pada tanggal 31 For year ended December 31, 2025 and 2024,
Desember 2025 dan 2024, beban penyusutan depreciation expenses amounting to
masing-masing sebesar Rp88 seluruhnya Rp88, respectively, were charged to “general and
dialokasikan ke “beban umum dan administrasi” administrative expenses” in profit or loss.
dalam laba rugi.
68
Page 597
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
14. PROPERTI INVESTASI (lanjutan) 14. INVESTMENT PROPERTIES (continued)
Nilai wajar properti investasi pada 31 Desember The fair value of investment properties as of December
2025 dan 2024 dihitung berdasarkan Nilai Jual 31, 2025 and 2024 are calculated based on taxable
Objek Pajak (“NJOP”) masing-masing sebesar sale value (“NJOP”) amounted to Rp573,103 and
Rp573.103 dan Rp573.050. Rp573,050, respectively.
Penghasilan sewa dari properti investasi untuk Rental income from investment properties for year
tahun yang berakhir pada tanggal then ended December 31, 2025 and 2024 amounted
31 Desember 2025 dan 2024 masing-masing to Rp19,216 and Rp17,979 respectively.
sebesar Rp19.216 dan Rp17.979.
Berdasarkan penelaahan manajemen Grup, tidak Based on the review of the Group’s management,
terdapat kejadian-kejadian atau perubahan- there were no events or changes in circumstances
perubahan keadaan yang mengindikasikan adanya which indicate impairment in the value of investment
penurunan nilai properti investasi pada tanggal properties as of December 31, 2025 and
31 Desember 2025 dan 2024. 2024.
15. ASET HAK-GUNA DAN LIABILITAS SEWA 15. RIGHTS-OF-USE ASSETS AND LEASE
LIABILITIES
Mutasi aset hak-guna adalah sebagai berikut: The movements in right-of-use assets are as follows:
Tahun yang Berakhir pada Tanggal 31 Desember 2025/
Year Ended December 31, 2025
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending
balance Additions Deductions Reclassifications balance
Biaya perolehan Cost
Tanah dan bangunan 25.855 32.251 (19.630) - 38.476 Land and building
Mesin dan peralatan 277 8.716 - (277) 8.716 Machinery and equipment
Alat transportasi 741.344 591.746 (716.840) 277 616.527 Transportation equipment
Total 767.476 632.713 (736.470) - 663.719 Total
Akumulasi penyusutan Accumulated depreciation
Tanah dan bangunan (17.798) (8.478) 19.630 - (6.646) Land and building
Mesin dan peralatan (1.471) (2.421) - 1.471 (2.421) Machinery and equipment
Alat transportasi (633.717) (307.485) 716.840 (1.471) (225.833) Transportation equipment
Total (652.986) (318.384) 736.470 - (234.900) Total
Nilai buku neto 114.490 428.819 Net book value
Tahun yang Berakhir pada Tanggal 31 Desember 2024/
Year Ended December 31, 2024
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending
balance Additions Deductions Reclassifications balance
Biaya perolehan Cost
Tanah dan bangunan 44.325 1.682 (25.799) 5.647 25.855 Land and building
Mesin dan peralatan 4.115 - (3.838) - 277 Machinery and equipment
Alat transportasi 733.979 11.489 (4.124) - 741.344 Transportation equipment
Total 782.419 13.171 (33.761) 5.647 767.476 Total
Akumulasi penyusutan Accumulated depreciation
Tanah dan bangunan (31.630) (11.967) 25.799 - (17.798) Land and building
Mesin dan peralatan (3.613) (1.696) 3.838 - (1.471) Machinery and equipment
Alat transportasi (411.181) (226.660) 4.124 - (633.717) Transportation equipment
Total (446.424) (240.323) 33.761 - (652.986) Total
Nilai buku neto 335.995 114.490 Net book value
69
Page 598
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
15. ASET HAK-GUNA DAN LIABILITAS SEWA 15. RIGHTS-OF-USE ASSETS AND LEASE
(lanjutan) LIABILITIES (continued)
Liabilitas sewa terdiri dari: Lease liabilities consist of:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Bagian jatuh tempo
dalam waktu satu tahun 401.387 119.104 Current maturities
Bagian setelah dikurangi jatuh tempo 56.517 23.973 Net-off current maturities
Total 457.904 143.077 Total
Ringkasan komponen perubahan liabilitas yang Summary of component of changes in the liabilities
timbul dari sewa adalah sebagai berikut: arising from leases is as follow:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Saldo awal 143.077 373.379 Beginning balance
Penambahan 630.778 13.171 Additions
Penambahan bunga 22.604 15.017 Addition of interest
Pembayaran (338.555) (258.490) Payment
Total 457.904 143.077 Total
Jumlah yang diakui dalam laporan laba rugi Amounts recognised in the consolidated statement of
komprehensif konsolidasian: comprehensive income:
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024
Beban terkait liabilitas sewa Expense related to short-term liabilities
dengan nilai rendah atau jangka pendek 540.541 514.841 low-value assets
Beban penyusutan aset hak guna 318.384 240.323 Depreciation on right of use assets
Beban bunga Interest expenses on
atas liabilitas sewa (Catatan 30) 22.604 15.017 lease liabilities (Note 30)
Total 881.529 770.181 Total
16. PINJAMAN BANK JANGKA PENDEK 16. SHORT-TERM BANK LOANS
Pinjaman bank jangka pendek terdiri dari: Short-term bank loans consist of:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Rupiah Rupiah
Pihak berelasi (Catatan 32e) Related parties (Note 32e)
PT Bank Mandiri (Persero) Tbk 13.983 44.872 PT Bank Mandiri (Persero) Tbk
Pihak ketiga Third parties
PT Bank UOB Indonesia 24.618 47.544 PT Bank UOB Indonesia
PT Bank ICBC Indonesia - 30.827 PT Bank ICBC Indonesia
Dolar AS US Dollar
Pihak ketiga Third parties
PT Bank ICBC Indonesia - 6.825 PT Bank ICBC Indonesia
Total 38.601 130.068 Total
70
Page 599
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
16. PINJAMAN BANK JANGKA PENDEK (lanjutan) 16. SHORT-TERM BANK LOANS (continued)
a. PT Bank Mandiri (Persero) Tbk a. PT Bank Mandiri (Persero) Tbk
Berdasarkan perjanjian kredit tanggal Based on a credit agreement dated
16 November 2018, Perusahaan memperoleh November 16, 2018, the Company obtained
fasilitas non cash loan yang terdiri dari Standby a non cash loan facility consisting of Standby
Letter of Credit (“SBLC”)/Bank Garansi (“BG”) Letter of Credit (“SBLC”)/Bank Guarantee (“BG”)
dan Letter of Credit (“LC”)/Surat Kredit and Letter of Credit (“LC”)/Surat Kredit
Berdokumen Dalam Negeri (“SKBDN”) dengan Berdokumen Dalam Negeri (“SKBDN”) with
batas maksimum gabungan sebesar a maximum combined limit of US$20,000,000 and
$AS20.000.000 dan batas maksimum Trust Trust Receipt (“TR”) with a maximum limit of
Receipt (“TR”) sebesar $AS12.000.000. US$12,000,000.
Pada tanggal 20 Mei 2021, Perusahaan As of May 20, 2021, the Company obtained
memperoleh fasilitas Kredit Jangka Pendek a Short Term Credit facility with a combined
dengan batas maksimum gabungan Elnusa maximum limit of Elnusa (Borrower) and EPN
(Borrower) dan EPN (Co-Borrower) sebesar (Co-Borrower) of US$20,000,000.
$AS20.000.000.
Pada tanggal 11 Februari 2022, Perusahaan As of February 11, 2022, the Company obtained
memperoleh tambahan fasilitas Supplier additional Supplier Financing (“SF”) facility with
Financing (“SF”) dengan limit maksimal a maximum limit of US$15,000,000.
$AS15.000.000.
Pada tanggal 20 Desember 2022, atas fasilitas As of December 20, 2022, the facilities have
tersebut dilakukan perpanjangan dan been extended and amended with ETSA as
penambahan ETSA sebagai Co-Borrower. Co-Borrower.
Pada tanggal 8 Desember 2025, Elnusa As of December 8, 2025, Elnusa received an
memperoleh penambahan plafond Fasilitas additional plafond of the Non-Cash Loan Facility
Non Cash Loan sebesar $AS10.000.000, amounting to US$10,000,000, thereby increasing
sehingga batas maksimum gabungan Fasilitas the aggregate maximum limit of the Non-Cash
Non Cash Loan menjadi sebesar Loan Facilities to US$30,000,000.
$AS30.000.000.
Fasilitas-fasilitas, kecuali SF, dikenakan bunga The facilities, excluding SF, bear interest at the
yang suku bunganya akan ditetapkan secara rate which will be determined through negotiation
negosiasi pada saat realisasi dan seluruh on withdrawal and all facilities are available until
fasilitas berjangka waktu sampai dengan November 15, 2026.
tanggal 15 November 2026.
Fasilitas-fasilitas ini mengharuskan Perusahaan These facilities require the Company to comply to
untuk memenuhi beberapa persyaratan, certain requirement, among others, financial
diantaranya persyaratan rasio keuangan ratios as stipulated in the credit agreement:
sebagaimana ditetapkan dalam perjanjian
kredit:
- Minimal Current Ratio sebesar 1 kali. - Minimal Current Ratio of 1 times.
- Maksimal Debt to Equity Ratio sebesar - Maximal Debt to Equity Ratio of 3 times.
3 kali.
- Minimal Debt Service Coverage Ratio - Minimal Debt Service Coverage Ratio of 1.1
sebesar 1,1 kali times.
Fasilitas ini diberikan tanpa jaminan (clean- These facilities are provided on a clean-basis.
basis).
71
Page 600
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
16. PINJAMAN BANK JANGKA PENDEK (lanjutan) 16. SHORT-TERM BANK LOANS (continued)
a. PT Bank Mandiri (Persero) Tbk (lanjutan) a. PT Bank Mandiri (Persero) Tbk (continued)
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, the
saldo terutang fasilitas pinjaman ini masing- outstanding balances of these loan facilities
masing sebesar Rp13.983 dan Rp44.872. amounted to Rp13,983 and Rp44,872
respectively.
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, interest
beban bunga atas fasilitas pinjaman ini expense for this loan facilities amounted to
masing-masing sebesar Rp1.075 dan Rp1,075 and Rp3,702, respectively.
Rp3.702.
Pada tanggal 31 Desember 2025 dan As of December 31, 2025 and 2024, the
2024, sisa fasilitas yang belum digunakan remaining unused facility amounted to
adalah sebesar $AS21.272.805 dan US$21,272,805 and US$14,321,204.
$AS14.321.204.
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, the Group
Grup telah memenuhi seluruh persyaratan has complied with all requirements that stipulated
yang diatur dalam perjanjian pinjaman. in the loan agreements.
b. PT Bank UOB Indonesia b. PT Bank UOB Indonesia
Berdasarkan perjanjian kredit tanggal Based on a credit agreement dated
3 Desember 2015 yang terakhir kali diubah December 3, 2015 which was amended on
tanggal 10 Januari 2024, Perusahaan January 10, 2024, the Company obtained Multi
memperoleh fasilitas Multi Option Trade untuk Option Trade facilities for working capital
keperluan modal kerja yang terdiri dari purposes consisting of LC/SKBDN, BEP-Buyer,
LC/SKBDN, BEP-Buyer, Invoice Financing Invoice Financing (“IF”), Bank Guarantee (“BG”),
(“IF”), Bank Guarantee (“BG”), RCF, SBLC, RCF, SBLC, Trust Receipt (“TR”), and Clean
Trust Receipt (“TR”), dan Clean Trust Receipt Trust Receipt (“CTR”) with a maximum combined
(“CTR”) dengan batas maksimum gabungan limit of US$20,000,000.
sebesar $AS20.000.000.
Fasilitas TR, CTR dan IF dikenakan bunga The TR, CTR and IF facilities bear interest at the
sebesar SOFR (Secured Overnight Financing rate of SOFR (Secured Overnight Financing Rate)
Rate) ditambah marjin tertentu per tahun untuk plus certain margin per annum for withdrawal in
penarikan dalam Dolar AS dan JIBOR ditambah US Dollar and JIBOR plus certain margin per
marjin tertentu per tahun untuk penarikan dalam annum for withdrawal in Rupiah. These facilities
Rupiah. Fasilitas-fasilitas tersebut berjangka are available until February 1, 2026.
waktu sampai dengan tanggal 1 Februari 2026.
Fasilitas-fasilitas ini mengharuskan Perusahaan These facilities require the Company to comply to
untuk memenuhi beberapa persyaratan, certain requirement, among others, financial
diantaranya persyaratan rasio keuangan ratios as stipulated in the credit agreement:
sebagaimana ditetapkan dalam perjanjian
kredit:
- Minimal Debt Service Coverage Ratio - Minimal Debt Service Coverage Ratio
(DSCR) sebesar 1,25 kali. (DSCR) of 1.25 times.
- Maksimal Gross Debt to EBITDA Ratio - Maximal Gross Debt to EBITDA Ratio of 4
sebesar 4 kali. times.
Fasilitas-fasilitas ini diberikan tanpa jaminan These facilities are provided on a clean-basis.
(clean-basis).
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, the
saldo terutang fasilitas pinjaman ini masing- outstanding balances of these loan facilities
masing sebesar Rp24.618 dan Rp47.544. amounted to Rp24,618 and Rp47,544,
respectively.
72
Page 601
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
16. PINJAMAN BANK JANGKA PENDEK (lanjutan) 16. SHORT-TERM BANK LOANS (continued)
b. PT Bank UOB Indonesia (lanjutan) b. PT Bank UOB Indonesia (continued)
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, interest
beban bunga atas fasilitas pinjaman ini expense for this loan facilities amounted to
masing-masing sebesar Rp3.971 dan Rp3,971 and Rp5,933, respectively.
Rp5.933.
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, the
sisa fasilitas yang belum digunakan adalah remaining unused facility amounted to
sebesar $AS16.822.006 dan $AS20.000.000. US$16,822,006 and US$20,000,000.
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, the Group
Grup telah memenuhi seluruh persyaratan has complied with all requirements that stipulated
yang diatur dalam perjanjian pinjaman. in the loan agreements.
c. PT Bank ICBC Indonesia (“ICBC”) c. PT Bank ICBC Indonesia (“ICBC”)
Berdasarkan perjanjian kredit tanggal Based on a credit agreement dated
21 Oktober 2015, Perusahaan memperoleh October 21, 2015, the Company obtained
fasilitas Omnibus Uncommitted untuk Uncommitted Ombinus facilities to finance the
membiayai keperluan Perusahaan yang terdiri Company’s expenditure consisting of on-demand
dari pinjaman tetap on-demand (“PTD”), LC, fixed loan (“PTD”), LC, SKBDN, TR and BG.
SKBDN, TR dan BG.
Pada tanggal 21 September 2016, atas fasilitas As of September 21, 2016, the facilities have been
tersebut dilakukan perpanjangan dan extended and amended with ETSA as Co-
penambahan ETSA sebagai Co-Borrower Borrower with maximum amount of
dengan maksimal penarikan sebesar US$5,000,000.
$AS5.000.000.
Pada tanggal 10 Desember 2020, atas fasilitas As of December 10, 2020, the facilities have been
tersebut dilakukan perpanjangan dan extended and amended with EFK as Co-Borrower
penambahan EFK sebagai Co-Borrower with maximum amount of US$5,000,000.
dengan maksimal penarikan sebesar
$AS5.000.000.
Pada tanggal 30 November 2022, atas fasilitas As of November 30, 2022, the facilities have been
tersebut dilakukan perpanjangan dan extended and amended with SCU as Co-
penambahan SCU sebagai Co-Borrower Borrower with maximum amount of
dengan maksimal penarikan sebesar US$5,000,000.
$AS5.000.000.
Pada tanggal 21 November 2025, Perusahaan, As of November 21, 2025, the Company, ETSA,
ETSA, EFK, dan SCU menandatangani EFK, and SCU executed an amendment to the
perubahan perjanjian kredit mengenai credit agreement to extend the term of the credit
perpanjangan jangka waktu perjanjian kredit agreement until October 31, 2026, and to amend
sampai dengan 31 Oktober 2026 dan the credit limit for the borrower and co-borrowers
perubahan plafond untuk borrower dan co- to a combined maximum amount of
borrower dengan batas maksimum gabungan US$15,000,000.
sebesar $AS15.000.000.
73
Page 602
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
16. PINJAMAN BANK JANGKA PENDEK (lanjutan) 16. SHORT-TERM BANK LOANS (continued)
c. PT Bank ICBC Indonesia (“ICBC”) (lanjutan) c. PT Bank ICBC Indonesia (“ICBC”) (continued)
Fasilitas PTD, UPAS/UFAM dan TR dikenakan The PTD, UPAS/UFAM and TR facilities bear
bunga sebesar SOFR (Secured Overnight interest at the rate of SOFR (Secured Overnight
Financing Rate) ditambah marjin tertentu per Financing Rate) plus certain margin per annum for
tahun untuk penarikan dalam Dolar AS dan withdrawal in US Dollar and JIBOR plus certain
JIBOR ditambah marjin tertentu per tahun untuk margin per annum for withdrawal in Rupiah.
penarikan dalam Rupiah.
Fasilitas-fasilitas Omnibus Uncommitted Uncommitted Ombinus facilities have maximum
memiliki batas maksimum gabungan sebesar combined limit of US$15,000,000.
$AS15.000.000.
Fasilitas-fasilitas ini mengharuskan These facilities require the Company to comply to
Perusahaan untuk memenuhi beberapa certain requirement, among others, financial
persyaratan, diantaranya persyaratan rasio ratios as stipulated in the credit agreement:
keuangan sebagaimana ditetapkan dalam
perjanjian kredit:
- Maksimal Interest Bearing Debt to - Maximal Interest Bearing Debt to EBITDA
EBITDA Ratio sebesar 4 kali. Ratio of 4 times.
Fasilitas ini diberikan tanpa jaminan (clean- These facilities are provided on a clean-basis.
basis).
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, the
saldo terutang fasilitas pinjaman ini masing- outstanding balance of these loan facilities
masing sebesar $ASNihil dan RpNihil serta amounted to US$Nil and RpNil and to US$422
$AS422 (setara dengan Rp6.825) dan (equivalent to Rp6,825) and Rp30,827,
Rp30.827. respectively.
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, interest
beban bunga atas fasilitas pinjaman ini expense for this loan facilities amounted to
masing-masing sebesar Rp1.892 dan Rp1,892 and Rp4,651, respectively.
Rp4.651.
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, the
sisa fasilitas yang belum digunakan adalah remaining unused facility amounted to
sebesar $AS15.000.000 dan $AS12.732.590. US$15,000,000 and US$12,732,590.
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, the Group
Grup telah memenuhi seluruh persyaratan has complied with all requirements that stipulated
yang diatur dalam perjanjian pinjaman. in the loan agreements.
Tingkat suku bunga kontraktual pinjaman bank Contractual interest rates on short-term bank loans are
jangka pendek adalah sebagai berikut: as follows:
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024
Rupiah Rupiah
Pinjaman pada suku bunga mengambang 7,46% - 9,60% 8,65% - 10,80% Loans at floating interest rate
Dolar AS US Dollar
Pinjaman pada suku bunga mengambang 5,25% - 6,27% 5,25% - 6,75% Loans at floating interest rate
74
Page 603
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
17. UTANG USAHA 17. TRADE PAYABLES
Rincian utang usaha berdasarkan pemasok adalah The details of trade payables based on vendors are as
sebagai berikut: follows:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Pihak ketiga: Third parties
STRYDE Limited 51.013 - STRYDE Limited
PT Energi Unggul Persada 25.172 - PT Energi Unggul Persada
PT Schlumberger Geophysics Nusantara 23.987 71.488 PT Schlumberger Geophysics Nusantara
PT Astra International – UD Trucks 21.251 1.210 PT Astra International – UD Trucks
PT JM Mutu Utama 14.922 8.032 PT JM Mutu Utama
PT Virgo Kencana Sejati Line 13.992 22.366 PT Virgo Kencana Sejati Line
PT Hana Lines 11.544 - PT Hana Lines
PT Dowell Anadrill Schlumberger 10.468 10.796 PT Dowell Anadrill Schlumberger
PT Amico Putera Perkasa 10.040 10.882 PT Amico Putera Perkasa
PT Unichemandi Indonesia 9.726 4.605 PT Unichemandi Indonesia
PT BJ Services Indonesia 9.464 - PT BJ Services Indonesia
PT Pelayaran Roylea Marine Line 8.154 20.436 PT Pelayaran Roylea Marine Line
PT Agus Suta Line 7.872 3.199 PT Agus Suta Line
PT Barokah Gemilang Perkasa 7.678 2.193 PT Barokah Gemilang Perkasa
PT Sapujagad Artha Wijaya 7.275 - PT Sapujagad Artha Wijaya
PT Yafii Solusi International 6.713 1.410 PT Yafii Solusi International
Lain-lain (masing-masing
dibawah Rp5.000) 380.808 515.387 Others (each below Rp5,000)
Subtotal 620.079 672.004 Subtotal
Pihak berelasi (Catatan 32f) 285.436 482.732 Related parties (Note 32f)
Total 905.515 1.154.736 Total
Rincian utang usaha berdasarkan mata uang adalah The details of trade payables based on currencies are as
sebagai berikut: follows:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Rupiah 801.868 1.041.985 Rupiah
Dolar AS 102.194 111.705 US Dollar
Dolar Singapura 1.425 365 Singapore Dollar
Euro 28 - Euro
Poundsterling Britania Raya - 681 Great Britain Poundsterling
Total 905.515 1.154.736 Total
Saldo utang usaha pada tanggal 31 Desember 2025 Outstanding balances of trade payables as of
dan 2024 tidak memiliki jaminan. Tidak ada surat December 31, 2025 and 2024 are unsecured. There
jaminan yang diberikan maupun diterima untuk have been no guarantees provided or received for any
utang usaha. trade payables.
75
Page 604
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
17. UTANG USAHA (lanjutan) 17. TRADE PAYABLES (continued)
Perusahaan bekerja sama dengan PT Bank Rakyat The Company entered into supply chain financing
Indonesia (Persero) Tbk (“BRI”) dan PT Bank Mandiri facility with PT Bank Rakyat Indonesia (Persero) Tbk
(Persero) Tbk (“Mandiri”) dalam fasilitas pembiayaan (“BRI”) and PT Bank Mandiri (Persero) Tbk (“Mandiri”).
supply chain. Fasilitas tersebut dapat digunakan Those facilities can be used by the Company’s supplier
oleh pemasok Perusahaan untuk memperoleh to obtain payment of invoices that have been approved
pembayaran atas tagihan yang telah disetujui oleh by the Company to be paid by the bank in accordance
Perusahaan untuk dibayarkan oleh bank sesuai with certain terms and conditions.
dengan syarat dan ketentuan tertentu.
Batas maksimum fasilitas yang diberikan oleh BRI The maximum limit facility of BRI and Mandiri are
dan Mandiri masing-masing sebesar Rp300.000 dan amounted to Rp300,000 and US$15,000,000,
$AS15.000.000. respectively.
Pada tanggal 31 Desember 2025 dan 2024, fasilitas As of December 31, 2025 and 2024, the outstanding
pembiayaan supply chain yang digunakan oleh supply chain facilities used by the Group’s suppliers in
pemasok Grup pada BRI masing-masing sebesar BRI were amounted to Rp70,438 and Rp109,001,
Rp70.438 dan Rp109.001. Pada tanggal respectively. As of December 31, 2025 and 2024, the
31 Desember 2025 dan 2024, fasilitas pembiayaan outstanding supply chain facilities used by the
supply chain yang digunakan oleh pemasok Company’s suppliers in Mandiri were amounted to
Perusahaan pada Mandiri sebesar Rp25.248 dan Rp25,248 and Rp79,121 (Note 32f).
Rp79.121 (Catatan 32f).
18. LIABILITAS JANGKA PENDEK LAINNYA 18. OTHER CURRENT LIABILITIES
Liabilitas jangka pendek lainnya terdiri dari: Other current liabilities consist of:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Titipan pelanggan 125.649 45.835 Customer deposits
Utang lain-lain 30.010 24.303 Other payables
Pendapatan diterima di muka 20.253 9.427 Unearned revenue
Total 175.912 79.565 Total
Utang lain-lain terutama merupakan utang pajak Other payables mainly represent regional tax for fuel
daerah atas penjualan bahan bakar serta setoran sales and non-tax state revenue (“PNBP”) for
Penerimaan Negara Bukan Pajak (“PNBP”) terkait downstream oil and gas activities.
aktivitas hilir migas.
19. PERPAJAKAN 19. TAXATION
a. Pajak dibayar di muka a. Prepaid taxes
Pajak dibayar di muka terdiri dari: Prepaid taxes consist of:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Pajak penghasilan badan - Perusahaan: Corporate income tax -The Company:
Tahun berjalan 36.890 28.452 Current year
Tahun-tahun sebelumnya 28.452 34.282 Prior years
Pajak penghasilan badan - Entitas anak: Corporate income tax - Subsidiaries:
Tahun berjalan 1.324 8.736 Current year
Tahun-tahun sebelumnya 15.151 18.059 Prior years
76
Page 605
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
19. PERPAJAKAN (lanjutan) 19. TAXATION (continued)
a. Pajak dibayar di muka (lanjutan) a. Prepaid taxes (continued)
Pajak dibayar di muka terdiri dari: (lanjutan) Prepaid taxes consist of: (continued)
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Pajak Pertambahan Nilai - Perusahaan: Value Added Tax-The Company:
Tahun berjalan 213.953 151.609 Current year
Tahun-tahun sebelumnya 1.151 157.171 Prior years
Pajak Pertambahan Nilai - Entitas anak: Value Added Tax-Subsidiaries:
Tahun berjalan 389.515 359.445 Current year
Tahun-tahun sebelumnya 226.373 358.800 Prior years
Pajak Lainnya – Perusahaan Others Tax – The Company
Tahun berjalan 7.791 5.054 Current years
Pajak Lainnya – Entitas Others Tax – Subsidiaries
Tahun berjalan 5.510 74 Current years
Total 926.110 1.121.682 Total
Bagian lancar 833.475 150.712 Current portion
Bagian tidak lancar 92.635 970.970 Non-current portion
Pajak dibayar dimuka lainnya pada tahun 2025 Other prepaid taxes in 2025 and 2024 are
dan 2024 merupakan lebih bayar pajak overpayments on income tax article 21 which will
penghasilan pasal 21 yang akan dikompensasi be compensated in the next tax period.
pada masa pajak berikutnya.
Pada tahun 2025, Grup menerima sejumlah In 2025, the Group received several tax
surat ketetapan pajak terkait dengan restitusi assessment letters in relation to its claims for tax
pajak yang diajukan (Catatan 19e). refund (Note 19e).
b. Utang pajak b. Taxes payable
Utang pajak terdiri dari: Taxes payable consists of:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Pajak penghasilan badan: Corporate income tax:
Entitas anak Subsidiaries
Tahun berjalan 18.561 6.425 Current year
Pajak lain-lain: Other taxes:
Pajak final pasal 4 (2) 816 1.250 Final tax article 4 (2)
Pajak final pasal 15 1.116 1.260 Final tax article 15
Pajak penghasilan pasal 21 115 4.538 Income tax article 21
Pajak penghasilan pasal 22 1.077 1.734 Income tax article 22
Pajak penghasilan pasal 23 6.854 8.275 Income tax article 23
Pajak penghasilan pasal 25 1.485 619 Income tax article 25
Pajak penghasilan pasal 26 121 392 Income tax article 26
Pajak Pertambahan Nilai 18.339 38.123 Value Added Tax
Total 48.484 62.616 Total
77
Page 606
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
19. PERPAJAKAN (lanjutan) 19. TAXATION (continued)
b. Utang pajak (lanjutan) b. Taxes payable (continued)
Berdasarkan Peraturan Menteri Keuangan Based on the Finance Minister Regulation
No. 37/PMK.03/2015 tanggal 4 Maret 2015, No. 37/PMK.03/2015 dated March 4, 2015, the
Perusahaan ditunjuk sebagai pemungut Pajak Company was appointed as Value Added Tax
Pertambahan Nilai (“PPN”) efektif tanggal collector effective April 1, 2015. As such, the
1 April 2015. Dengan adanya peraturan ini, Company collects, pays and reports the VAT
Perusahaan memungut, menyetor dan arising from the sales of goods and services by
melaporkan PPN yang terutang atas other parties to the Company.
penyerahan barang dan jasa oleh pihak lain
kepada Perusahaan.
Berdasarkan Peraturan Menteri Keuangan Based on the Finance Minister Regulation
No. 107/PMK.10/2015 tanggal 8 Juni 2015, No. 107/PMK.10/2015 dated June 8, 2015, the
Perusahaan ditunjuk sebagai pemungut pajak Company was appointed as income tax article 22
penghasilan pasal 22 efektif tanggal collector effective August 8, 2015.
8 Agustus 2015.
Saldo utang pajak termasuk PPN dan pajak The balances of taxes payable include the VAT
penghasilan pasal 22 yang belum disetor ke kas and income tax article 22 which have not yet been
negara atas kewajiban ini. paid to the treasury fund arising from such
obligation.
c. Beban pajak penghasilan c. Income tax expense
Beban pajak penghasilan terdiri dari: Income tax expense consists of:
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024
Beban pajak kini: Current tax expenses:
Tahun berjalan 173.375 163.661 Current year
Penyesuaian pajak
tahun sebelumnya 4.241 11.036 Prior year tax adjustment
177.616 174.697
Pendapatan pajak tangguhan (7.650) (7.295) Deferred tax income
Total 169.966 167.402 Total
Rekonsiliasi antara beban pajak penghasilan The reconciliation between consolidated income
konsolidasian dengan laba sebelum tax expense and consolidated profit before income
pajak penghasilan konsolidasian dengan tax using the applicable tax rate is as follows:
menggunakan tarif pajak yang berlaku adalah
sebagai berikut:
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024
Laba sebelum pajak penghasilan
badan menurut laporan laba rugi Profit before corporate income tax
dan penghasilan komprehensif lain in consolidated statement of profit or loss
konsolidasian 888.378 881.074 and other comprehensive income
Dikurangi: laba dari pendapatan Less: profit from revenue
yang dikenakan pajak final (111.497) (109.095) subject to final tax
Laba yang dikenakan pajak penghasilan 776.881 771.979 Profit subject to income tax
78
Page 607
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
19. PERPAJAKAN (lanjutan) 19. TAXATION (continued)
c. Beban pajak penghasilan (lanjutan) c. Income tax expense (continued)
Rekonsiliasi antara beban pajak penghasilan The reconciliation between consolidated income
konsolidasian dengan laba sebelum tax expense and consolidated profit before income
pajak penghasilan konsolidasian dengan tax using the applicable tax rate is as follows:
menggunakan tarif pajak yang berlaku adalah (continued)
sebagai berikut: (lanjutan)
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024
Pajak penghasilan dihitung dengan Income tax calculated at
tarif yang berlaku 147.607 146.676 applicable rate
Dampak perbedaan permanen: Effect of permanent differences:
Beban yang tidak dapat dikurangkan
untuk tujuan perpajakan 35.949 37.005 Non-deductible expenses
Rugi (laba) penjualan aset tetap 3 1 Loss (gain) on sale of fixed asset
Pendapatan keuangan yang
dikenakan pajak final (25.493) (38.534) Finance income subject to final tax
Beban bunga yang tidak dapat
dikurangkan untuk tujuan perpajakan 7.659 11.218 Non-deductible finance expenses
Penyesuaian pajak tahun sebelumnya 4.241 11.036 Prior year tax adjustment
Beban pajak penghasilan 169.966 167.402 Income tax expense
Rekonsiliasi antara laba sebelum pajak The reconciliation between the profit before
penghasilan seperti yang tercantum dalam income tax expense as shown in the consolidated
laporan laba rugi dan penghasilan statement of profit or loss and other
komprehensif lain konsolidasian dan estimasi comprehensive income (loss) and the current year
laba (rugi) kena pajak Perusahaan tahun estimated taxable income of the Company is as
berjalan adalah sebagai berikut: follows:
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024
Laba sebelum pajak penghasilan -
konsolidasian 888.378 881.074 Profit before income tax - consolidated
Dikurangi: Laba sebelum pajak
penghasilan - entitas anak (671.898) (587.227) Less: Profit before income tax - subsidiaries
Laba sebelum pajak penghasilan - Income before income tax
Perusahaan 216.480 293.847 - the Company
Ditambah: Rugi (laba) dari
pendapatan yang dikenakan Add: Loss (gain) from revenue
pajak final - Perusahaan (115) (869) subject to final tax - the Company
Laba yang dikenakan pajak Income subject
penghasilan - Perusahaan 216.365 292.978 to income tax - the Company
79
Page 608
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
19. PERPAJAKAN (lanjutan) 19. TAXATION (continued)
c. Beban pajak penghasilan (lanjutan) c. Income tax expense (continued)
Rekonsiliasi antara laba sebelum pajak The reconciliation between the profit before
penghasilan seperti yang tercantum dalam income tax expense as shown in the consolidated
laporan laba rugi dan penghasilan statement of profit or loss and other
komprehensif lain konsolidasian dan estimasi comprehensive income (loss) and the current year
laba (rugi) kena pajak Perusahaan tahun estimated taxable income of the Company is as
berjalan adalah sebagai berikut: (lanjutan) follows: (continued)
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024
Perbedaan temporer: Temporary differences:
Penyusutan aset tetap (19.954) (24.984) Fixed assets depreciation
Gaji, upah dan kesejahteraan
karyawan 8.493 99.108 Salaries, wages and employee benefits
Liabilitas imbalan kerja 42.034 (4.764) Employee benefits liability
Penyisihan penurunan nilai 13.844 (1.346) Allowance for impairment
Beban sewa (17.497) (11.429) Rent expenses
Penyusutan aset hak-guna 18.119 11.710 Right-of-use assets depreciation
Perbedaan permanen: Permanent differences:
Beban yang tidak dapat dikurangkan
untuk tujuan perpajakan 35.317 34.743 Non-deductible expenses
Rugi penjualan aset tetap 15 6 Loss on sale of fixed asset
Beban bunga yang tidak dapat
dikurangkan untuk tujuan perpajakan 40.308 59.041 Non-deductible Interest expenses
Pendapatan keuangan yang
dikenakan pajak final (70.183) (151.135) Finance income subject to final tax
Taksiran penghasilan kini - Estimated taxable income
tahun berjalan 266.861 303.928 - current year
Beban pajak kini dengan Current income tax calculated at
tarif yang berlaku - Perusahaan 50.704 57.746 applicable rate - the Company
Perhitungan beban pajak kini - tahun berjalan The calculation of current tax expense - current
dan taksiran lebih bayar dan kurang bayar pajak year and estimated overpayment and
penghasilan badan adalah sebagai berikut: underpayment of corporate income tax is as
follows:
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024
Beban pajak kini - tahun berjalan: Current tax expenses - current year:
Perusahaan 50.704 57.746 The Company
Entitas anak 122.671 105.915 Subsidiaries
173.375 163.661
Dikurangi: Pembayaran di muka Less: Prepayment of income
pajak penghasilan: taxes:
Perusahaan (87.594) (86.198) The Company
Entitas anak (105.434) (108.226) Subsidiaries
(193.028) (194.424)
80
Page 609
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
19. PERPAJAKAN (lanjutan) 19. TAXATION (continued)
c. Beban pajak penghasilan (lanjutan) c. Income tax expense (continued)
Perhitungan beban pajak kini - tahun berjalan The calculation of current tax expense - current
dan taksiran lebih bayar dan kurang bayar pajak year and estimated overpayment and
penghasilan badan adalah sebagai berikut: underpayment of corporate income tax is as
follows:
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024
Taksiran lebih bayar Estimated overpayment of
pajak penghasilan: income tax:
Perusahaan 36.890 28.452 The Company
Entitas anak 1.324 8.736 Subsidiaries
38.214 37.188
Taksiran kurang bayar Estimated underpayment of
pajak penghasilan: income tax:
Entitas anak 18.561 6.425 Subsidiaries
Pajak penghasilan badan dihitung untuk Corporate income tax is calculated for each
masing-masing perusahaan sebagai entitas individual company as a separate legal entity.
yang terpisah secara hukum.
Perhitungan taksiran penghasilan kena pajak The calculation of estimated taxable income for
pada tahun 2025 akan menjadi dasar dalam the year 2025 will be used as a basis in filling the
pengisian Surat Pemberitahuan Tahunan Pajak Annual Corporate Income Tax Return for the year
Penghasilan Badan tahun 2025. 2025.
Perhitungan taksiran penghasilan kena pajak The calculation of estimated taxable income at the
pada tahun 2024 telah dilaporkan sebagai dasar end of the year 2024 has been filed in the Annual
dalam pengisian Surat Pemberitahuan Tahunan Corporate Income Tax Return for the year 2024.
Pajak Penghasilan Badan tahun 2024.
Berdasarkan undang-undang perpajakan yang Under the taxation laws of Indonesia, entities
berlaku di Indonesia, entitas-entitas di dalam within the Group calculate and pay tax on the
Grup menghitung dan membayar sendiri basis of self assessment. The Directorate General
besarnya jumlah pajak yang terutang. Direktorat of Tax may assess or amend tax liabilities within
Jenderal Pajak dapat menetapkan atau 5 (five) years of the time the tax becomes due.
mengubah liabilitas pajak dalam batas waktu 5
(lima) tahun sejak saat terutangnya pajak.
81
Page 610
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
19. PERPAJAKAN (lanjutan) 19. TAXATION (continued)
d. Pajak penghasilan tangguhan d. Deferred income tax
Mutasi aset (liabilitas) pajak tangguhan adalah The movements in deferred tax assets (liabilities)
sebagai berikut: are as follows:
Tahun yang Berakhir pada Tanggal 31 Desember 2025/
Year Ended December 31, 2025
Dibebankan ke/Charged to
Saldo Saldo
awal/ akhir/
Beginning Laba (rugi)/ Ekuitas/ Ending
balance Profit (loss) Equity balance
Aset (liabilitas) pajak tangguhan Deferred tax assets (liabilities)
Penyisihan penurunan nilai Allowance for impairment of
aset keuangan 34.893 2.483 - 37.376 financial assets
Beban akrual untuk bonus 57.698 1.756 - 59.454 Accrued expense for bonuses
Penyusutan aset tetap 27.810 (4.057) - 23.753 Fixed assets depreciation
Liabilitas imbalan kerja 23.878 10.230 6.281 40.389 Employee benefits liability
Liabilitas sewa 5.589 14.167 - 19.756 Lease liability
Aset hak-guna (4.858) (14.339) - (19.197) Right-of-use assets
Lain-lain (masing-masing
di bawah Rp5.000) 1.662 1.094 - 2.756 Others (each below Rp5,000)
Aset pajak tangguhan,
neto 146.672 11.334 6.281 164.287 Deferred tax assets, net
Aset (liabilitas) pajak tangguhan Deferred tax assets (liabilities)
Penyisihan penurunan nilai Allowance for impairment of
aset keuangan 1.933 272 - 2.205 financial assets
Penyusutan aset tetap (5.592) (1.983) - (7.575) Fixed assets depreciation
Liabilitas imbalan kerja 1.864 80 (7) 1.937 Employee benefits liability
Liabilitas sewa 25.708 57.042 - 82.750 Lease liability
Aset hak-guna (24.846) (56.407) - (81.253) Right-of-use assets
Lain-lain (masing-masing
di bawah Rp5.000) (2.588) (2.688) - (5.276) Others (each below Rp5,000)
Liabilitas pajak Deferred tax
tangguhan, neto (3.521) (3.684) (7) (7.212) liabilities, net
82
Page 611
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
19. PERPAJAKAN (lanjutan) 19. TAXATION (continued)
d. Pajak penghasilan tangguhan (lanjutan) d. Deferred income tax (continued)
Mutasi aset (liabilitas) pajak tangguhan adalah The movements in deferred tax assets (liabilities)
sebagai berikut: (lanjutan) are as follows: (continued)
Tahun yang Berakhir pada Tanggal 31 Desember 2024/
Year Ended December 31, 2024
Dibebankan ke/Charged to
Saldo Saldo
awal/ akhir/
Beginning Laba (rugi)/ Ekuitas/ Ending
balance Profit (loss) Equity balance
Aset (liabilitas) pajak tangguhan Deferred tax assets (liabilities)
Penyisihan penurunan nilai Allowance for impairment of
aset keuangan 32.965 1.928 - 34.893 financial assets
Beban akrual untuk bonus 34.013 23.685 - 57.698 Accrued expense for bonuses
Penyusutan aset tetap 32.555 (4.745) - 27.810 Fixed assets depreciation
Liabilitas imbalan kerja 19.185 (273) 4.966 23.878 Employee benefits liability
Liabilitas sewa 5.937 (348) - 5.589 Lease liability
Aset hak-guna (5.966) 1.108 - (4.858) Right-of-use assets
Lain-lain (masing-masing
di bawah Rp5.000) 3.765 (2.103) - 1.662 Others (each below Rp5,000)
Aset pajak tangguhan,
neto 122.454 19.252 4.966 146.672 Deferred tax assets, net
Aset (liabilitas) pajak tangguhan Deferred tax assets (liabilities)
Penyisihan penurunan nilai Allowance for impairment of
aset keuangan 1.997 (64) - 1.933 financial assets
Penyusutan aset tetap 1.316 (6.908) - (5.592) Fixed assets depreciation
Liabilitas imbalan kerja 2.058 (1.802) 1.608 1.864 Employee benefits liability
Liabilitas sewa 71.737 (46.029) - 25.708 Lease liability
Aset hak-guna (69.286) 44.440 - (24.846) Right-of-use assets
Lain-lain (masing-masing
di bawah Rp5.000) (994) (1.594) - (2.588) Others (each below Rp5,000)
Aset (liabilitas) pajak Deferred tax asset
tangguhan, neto 6.828 (11.957) 1.608 (3.521) (liabilities), net
e. Hasil pemeriksaan pajak signifikan e. Significant tax assessment
Perusahaan The Company
Pada Februari 2025, Perusahaan menerima In February 2025, the Company received a
surat ketetapan lebih bayar pajak penghasilan corporate income tax overpayment letter for the
badan untuk tahun pajak 2023. Berdasarkan fiscal year 2023. Based on the decree, the
surat ketetapan tersebut, jumlah lebih bayar amount of overpayment approved based on the
yang disetujui berdasarkan hasil pemeriksaan results of the audit was Rp35,218. After being
sebesar Rp35.218. Setelah dikompensasikan compensated by underpaying other taxes for the
dengan kurang bayar pajak lainnya untuk masa same tax period, the amount received was
pajak yang sama, jumlah yang diterima sebesar Rp32,248.
Rp32.248.
Pada berbagai tanggal di tahun 2025, On various date in 2025, the Company received a
Perusahaan menerima surat keputusan decision letter on the preliminary refund of excess
pengembalian pendahuluan kelebihan pajak tax for VAT for the January, April-December 2024
untuk PPN masa Januari, April-Desember 2024. periods. Based on the decree, the amount of
Berdasarkan surat keputusan tersebut, jumlah overpayment approved to be paid in advance is
lebih bayar yang disetujui untuk dibayarkan Rp307,629.
terlebih dahulu sebesar Rp307.629.
83
Page 612
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
19. PERPAJAKAN (lanjutan) 19. TAXATION (continued)
e. Hasil pemeriksaan pajak signifikan e. Significant tax assessment (continued)
(lanjutan)
Perusahaan (lanjutan) The Company (continued)
Pada berbagai tanggal ditahun 2024, On various date in 2024, the Company received
Perusahaan menerima pengembalian lebih refund on overpayment of VAT for tax period
bayar pajak atas PPN periode pajak Januari- January-December 2022. After being
Desember 2022. Setelah dikompensasikan compensated with underpayment for the same tax
dengan kurang bayar pajak untuk masa pajak periods, the net refund received amounted to
yang sama, jumlah yang diterima sebesar Rp325.
Rp325.
Pada bulan Juli 2024, Perusahaan menerima In July 2024, the Company received a corporate
surat ketetapan lebih bayar pajak penghasilan income tax overpayment letter for the fiscal year
badan untuk tahun pajak 2022. Berdasarkan 2022. Based on the decree, the amount of
surat ketetapan tersebut, jumlah lebih bayar overpayment approved based on the results of
yang disetujui berdasarkan hasil pemeriksaan the audit was Rp50,071. After being compensated
sebesar Rp50.071. Setelah dikompensasikan by underpaying tax for the same tax period, the
dengan kurang bayar pajak untuk masa pajak amount received was Rp49,864.
yang sama, jumlah yang diterima sebesar
Rp49.864.
Pada bulan November 2024, Perusahaan In November 2024, the Company received a
menerima surat keputusan pengembalian decision letter on the preliminary refund of excess
pendahuluan kelebihan pajak untuk PPN masa tax for VAT for the February and March 2024
Februari dan Maret 2024. Berdasarkan surat periods. Based on the decree, the amount of
keputusan tersebut, jumlah lebih bayar yang overpayment approved to be paid in advance is
disetujui untuk dibayarkan terlebih dahulu Rp45,706.
sebesar Rp45.706.
Entitas Anak Perusahaan Subsidiaries
Pada berbagai tanggal ditahun 2025, ETSA On various date in 2025, ETSA received received
menerima surat keputusan pengembalian a decision letter on the preliminary refund of
pendahuluan kelebihan pajak untuk PPN masa excess tax for VAT for the May - November 2025
Mei - November 2024. Setelah tax period. After being compensated with
dikompensasikan dengan kurang bayar serta underpayment of various taxes and notice of tax
surat tagihan pajak beberapa jenis pajak untuk collection for the same fiscal year amounting
tahun pajak yang sama sebesar Rp802, jumlah Rp802, the net refund received amounted to
yang diterima sebesar Rp27.650. ETSA telah Rp27,650. ETSA has recognized expenses
mengakui beban sehubungan dengan restitusi related to such refund in profit or loss current year.
tersebut dalam laba rugi tahun berjalan.
Pada berbagai tanggal di tahun 2025, EPN On various dates in 2025, EPN received tax
menerima pengembalian lebih bayar pajak atas refunds for overpaid VAT for the periods January
PPN masa Januari 2023 - Juni 2024. Setelah 2023 - June 2024. After being offset against tax
dikompensasikan dengan kurang bayar pajak underpayments for the same periods, the amount
untuk masa pajak yang sama, jumlah yang received during the current year totaled
diterima pada tahun berjalan sebesar Rp410,045.
Rp410.045.
84
Page 613
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
19. PERPAJAKAN (lanjutan) 19. TAXATION (continued)
e. Hasil pemeriksaan pajak signifikan e. Significant tax assessment (continued)
(lanjutan)
Entitas Anak Perusahaan (lanjutan) Subsidiaries (continued)
Pada Februari 2025, EFK menerima In February 2025, EFK received a tax refund for
pengembalian lebih bayar pajak atas PPN overpaid VAT for the period January - December
Januari - Desember 2023. Setelah 2023. After being offset against tax
dikompensasikan dengan kurang bayar pajak underpayments for the same period, the amount
untuk masa pajak yang sama, jumlah yang received during the current year totaled
diterima pada tahun berjalan sebesar Rp44,739.
Rp44.739.
Pada Desember 2025, EFK menerima Surat In December 2025, EFK received an
Ketetapan Lebih Bayar atas PPN Januari - Overpayment Assessment Letter for VAT for the
Desember 2024 sebesar Rp22.532. period January - December 2024 amounting to
Pengembalian lebih bayar pajak tersebut Rp22,532. The tax refund was received in
diterima pada Januari 2026. January 2026.
Pada berbagai tanggal di tahun 2025, EPN, On various dates in 2025, EPN, ETSA, EFK,
ETSA, EFK, SCU dan PND menerima Surat SCU, and PND received Overpayment
Ketetapan Lebih Bayar dan Surat Ketetapan Assessment Letters and Tax Underpayment
Pajak Kurang Bayar atas Pajak Penghasilan Assessment Letters for Corporate Income Tax for
Badan tahun pajak 2021, 2023 dan 2024. the 2021, 2023, and 2024 fiscal years. After being
Setelah dikompensasikan dengan kurang bayar offset against the underpayment and tax bills for
serta surat tagihan pajak beberapa jenis pajak several types of taxes for the same fiscal years,
untuk tahun pajak yang sama, jumlah yang the amount received was Rp12,279. The Group
diterima sebesar Rp12.279. Grup mengakui recognized an expense of Rp4,241 in profit or loss
beban sebesar Rp4.241 sehubungan dengan for 2025 in connection with the receipt of these
penerimaan surat ketetapan tersebut dalam assessment letters.
laba rugi tahun 2025.
Pada berbagai tanggal ditahun 2024, ETSA, On various date in 2024, ETSA, EPN, SCU, PND
EPN, SCU, PND dan EFK, menerima and EFK received refund on overpayment of VAT
pengembalian lebih bayar pajak atas PPN untuk for perod fiscal of January-December 2022. After
periode pajak Januari-Desember 2022. Setelah being compensated with underpayment of various
dikompensasikan dengan kurang bayar serta taxes and notice of tax collection for the same
surat tagihan pajak beberapa jenis pajak untuk fiscal year amounting Rp8,783, the net refund
tahun pajak yang sama sebesar Rp8.783, received amounted to Rp272,439. The Group has
jumlah yang diterima sebesar Rp272.439. Grup recognized expenses related to such refund in
telah mengakui beban sehubungan dengan profit or loss for 2024.
restitusi tersebut dalam laba rugi tahun 2024.
Pada berbagai tanggal di tahun 2024, ETSA On various dates in 2024, ETSA received a
menerima surat keputusan pengembalian decision letter regarding the refund of excess tax
pendahuluan kelebihan pajak untuk PPN masa advances for VAT for the periods of January to
Januari-Desember 2023 dan Januari-April December 2023 and January to April 2024. After
2024. Setelah dikompensasikan dengan kurang offsetting this amount against underpayments and
bayar serta surat tagihan beberapa jenis pajak billing letters for several types of taxes for the
untuk tahun pajak yang sama sebesar Rp61, same tax year amounting Rp61, the total amount
jumlah yang diterima sebesar Rp43.693. Grup received was Rp43,693. The Group has
telah mengakui beban sehubungan dengan recognized expenses related to the restitution in
restitusi tersebut dalam laba rugi tahun 2024. the profit and loss statement for the year 2024.
85
Page 614
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
19. PERPAJAKAN (lanjutan) 19. TAXATION (continued)
e. Hasil pemeriksaan pajak signifikan e. Significant tax assessment (continued)
(lanjutan)
Entitas Anak Perusahaan (lanjutan) Subsidiaries (continued)
Pada berbagai tanggal di tahun 2024, PND, On various dates in 2024, PND, EPN, EFK, and
EPN, EFK dan SCU menerima surat ketetapan SCU received tax assessment letters for
pajak kurang bayar dan surat ketetapan lebih underpayment and overpayment for corporate
bayar untuk PPh Badan tahun pajak 2022 dan income tax for the fiscal years 2022 and 2019.
2019. Setelah dikompensasikan dengan kurang After offsetting this amount against
bayar serta surat tagihan pajak beberapa jenis underpayments and billing letters for several
pajak untuk tahun pajak yang sama, jumlah types of taxes for the same tax year, the total
yang diterima sebesar Rp28.897. Grup amount received was Rp28,897. The group
mengakui beban sebesar Rp11.036 recognized an expense of Rp11,036 related to the
sehubungan dengan penerimaan surat receipt of these assessment letters in the profit
ketetapan tersebut dalam laba rugi tahun 2024. and loss statement for the year 2024.
Pada April 2024, EPN menerima surat In April 2024, EPN received a tax assessment
ketetapan pajak lebih bayar untuk PPN masa letter for overpayment of VAT for the period of
Desember 2021. Berdasarkan surat ketetapan December 2021. According to this decision letter,
tersebut, jumlah lebih bayar yang diterima the amount of overpayment received was
sebesar Rp32.664. Rp32,664.
Pada Juni 2024, SCU menerima putusan In June 2024, SCU received an appeal decision
banding oleh Pengadilan Pajak tentang atas by the Tax Court regarding the objection to the
keberatan Surat Ketetapan Pajak Kurang Bayar VAT Underpayment Tax Determination Letter for
PPN masa pajak Oktober 2015. Berdasarkan the October 2015 tax period. Based on the
surat putusan tersebut, Pengadilan Pajak decision, the Tax Court granted part of the
mengabulkan sebagian banding Pemohon Appellant's appeal against the objection to the
Banding terhadap keberatan atas Surat VAT Underpayment Tax Determination Letter for
Ketetapan Pajak Kurang Bayar PPN masa the tax period of October 2015. After being
pajak Oktober 2015. Setelah dikompensasikan compensated with tax bills and tax fines, the
dengan surat tagihan pajak dan denda pajak, amount received was Rp3,559.
jumlah yang diterima sebesar Rp3.559.
Pada Oktober 2024, EFK menerima putusan In October 2024, EFK received an appeal
banding oleh Pengadilan Pajak terhadap Surat decision by the Tax Court against the
Ketetapan Pajak Kurang Bayar atas Pajak Underpayment Tax Determination Letter on Final
Penghasilan Final Pasal 4(2) masa pajak Income Tax Article 4(2) for the January-February
Januari-Februari 2018. Berdasarkan surat 2018 tax period. Based on the decision letter, the
putusan tersebut, Pengadilan Pajak Tax Court granted all appeals against the Letter
mengabulkan seluruhnya banding terhadap of Underpayment Tax on Final Income Tax Article
Surat Ketetapan Pajak Kurang Bayar atas Pajak 4(2) of the January-February 2018 tax period. The
Penghasilan Final Pasal 4(2) masa pajak company received a return of Rp1,433.
Januari-Februari 2018. Perusahaan menerima
pengembalian sebesar sebesar Rp1.433.
Pada berbagai tanggal di tahun 2024, ETSA, On various dates in 2024, ETSA, PND, EPN,
PND, EPN, EFK, dan SCU menerima berbagai EFK, and SCU received various tax assessment
surat ketetapan pajak kurang bayar dan surat letters for underpayment and billing letters for
tagihan pajak atas berbagai jenis pajak tahun different types of taxes for the tax years 2019-
pajak 2019-2023 sebesar Rp6.928. Grup telah 2023, totaling Rp6,928. The group has paid and
membayar dan mengakui beban sebesar recognized an expense related to the receipt of
sehubungan dengan penerimaan surat these assessment and billing letters in the profit
ketetapan dan surat tagihan tersebut dalam and loss statement for the year 2024.
laba rugi tahun 2024.
86
Page 615
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
19. PERPAJAKAN (lanjutan) 19. TAXATION (continued)
f. Beban pajak final f. Final tax expense
Beban pajak final timbul dari pajak final atas Final tax expense arises from final taxes on
pendapatan jasa penyewaan ruangan kantor revenue from rental of office space and barges,
dan tongkang, serta penjualan bahan bakar. and sales of fuel.
g. Tarif pajak g. Tax rates
Pada tanggal 29 Oktober 2021, Presiden On October 29, 2021, the President of the
Republik Indonesia menandatangani UU Republic of Indonesia signed UU No.7/2021
No.7/2021 tentang “Harmonisasi Peraturan regarding “Harmonization of Tax Regulation”,
Perpajakan”, yang menerapkan, antara lain, which applies, among others, the corporate
tarif pajak penghasilan badan sebagai berikut: income tax rate as follows:
a. sebesar 22% yang mulai berlaku pada a. 22% effective starting fiscal year 2022
tahun pajak 2022 (sebelumnya 20% yang (previously 20% as stipulated in Perppu No.1
diatur dalam Perppu No.1 Tahun 2020 Year 2020 dated March 31, 2020).
tertanggal 31 Maret 2020).
b. Perusahaan Terbuka dalam negeri dengan b. Resident publicly-listed companies in
jumlah keseluruhan saham yang disetor Indonesia whose at least 40% or more of the
diperdagangkan pada bursa efek di total paid-up shares or other equity
Indonesia paling sedikit 40% dan instruments are listed for trading in the
memenuhi persyaratan tertentu sesuai Indonesia stock exchanges and meet certain
dengan peraturan pemerintah, dapat requirements in accordance with the
memperoleh tarif sebesar 3% lebih rendah government regulations, can apply tariff of
dari tarif pada butir a di atas. 3% lower than tariff as stated in point a
above.
Perusahaan terbuka yang memenuhi syarat- Publicly listed entities that meet certain stipulated
syarat tertentu berhak memperoleh penurunan criteria are eligible for a reduction in the applicable
tarif pajak penghasilan yang berlaku. Untuk income tax rate. For the fiscal years 2025 and
tahun pajak 2025 dan 2024, Perusahaan 2024, the Company complied these criteria and,
memenuhi persyaratan tersebut dan telah accordingly, applied an income tax rate of 19%.
menetapkan tarif pajak sebesar 19%.
h. Pajak penghasilan Pilar 2 h. Pillar 2 income taxes
Aturan Pajak Minimum Global (Global Anti-base The Global Anti-base Erosion Rule (“Pillar 2”
Erosion Rule atau model “Pilar 2”) telah model) were adopted in Indonesia at the end of
diadopsi di Indonesia pada akhir tahun 2024 2024 and are applicable starting from January 1,
dan berlaku mulai 1 Januari 2025. Berdasarkan 2025. According to these rules, the Group is within
aturan tersebut, Grup masuk dalam lingkup dan the scope and shall apply Pillar 2 rules. PMK
wajib menerapkan ketentuan Pilar 2. PMK (Peraturan Menteri Keuangan or the Ministry of
(Peraturan Menteri Keuangan) No. 136/2024 Finance Rule) No. 136/2024 related to Pillar 2
mengenai Pilar 2 telah disahkan di Indonesia. legislation has been enacted in Indonesia.
Aturan model Pilar Dua telah diadopsi di The Pillar Two model rules were adopted in
Indonesia pada akhir tahun 2024 dan berlaku Indonesia at the end of 2024 and are applicable
mulai 1 Januari 2025. Grup telah melakukan starting from January 1, 2025. The Group has
penilaian atas potensi eksposur Grup terhadap performed an assessment of the Group’s potential
pajak penghasilan Pilar Dua. Penilaian ini exposure to Pillar Two income taxes. This
didasarkan pada informasi terbaru yang assessment is based on the most recent
tersedia mengenai kinerja keuangan entitas information available regarding the financial
entitas konstituen dalam Grup. Berdasarkan performance of the constituent entities in the
penilaian tersebut, Grup tidak termasuk dalam Group. Based on this assessment, the Group is
lingkup pajak penghasilan Pilar 2 sehingga not within the scope of Pillar 2 income tax, and
Grup tidak mengharapkan adanya potensi therefore, the Group does not expect a potential
eksposur terhadap pajak tambahan Pilar 2. exposure to Pillar 2 top-up taxes.
87
Page 616
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
20. BEBAN AKRUAL 20. ACCRUED EXPENSES
Beban akrual terdiri dari: Accrued expenses consist of:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Jasa subkontrak 1.615.043 1.644.419 Sub-contract services
Beban proyek 788.639 625.994 Project expenses
Pembelian persediaan 483.489 358.007 Purchase of inventories
Sewa dan fasilitas kantor 304.047 153.018 Rental and office facilities
Jasa profesional 85.634 25.804 Professional services
Lain-lain (masing-masing di bawah Rp5.000) 34.795 32.647 Others (each below Rp5,000)
Total 3.311.647 2.839.889 Total
21. PINJAMAN BANK JANGKA PANJANG 21. LONG-TERM BANK LOANS
Pinjaman bank jangka panjang terdiri dari: Long-term bank loans consist of:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
PT Bank Syariah Indonesia Tbk 101.233 132.233 PT Bank Syariah Indonesia Tbk
PT Bank Mega Tbk 52.500 52.500 PT Bank Mega Tbk
Total pinjaman bank 153.733 184.733 Total bank loans
Biaya pinjaman yang belum Unamortized borrowing
diamortisasi (367) (294) cost
Total 153.366 184.439 Total
Bagian Lancar Current Portion
Pinjaman bank 31.000 31.000 Bank loans
Biaya pinjaman yang belum Unamortized borrowing
diamortisasi (52) - cost
Neto 30.948 31.000 Net
Bagian Tidak Lancar Non-Current Portion
Pinjaman bank 122.733 153.733 Bank loans
Biaya pinjaman yang belum Unamortized borrowing
diamortisasi (315) (294) cost
Neto 122.418 153.439 Net
a. PT Bank Syariah Indonesia Tbk a. PT Bank Syariah Indonesia Tbk
Sesuai Perjanjian Line Facility Pembiayaan Refering to Financing Line Facility Agreement.
berdasarkan Prinsip Syariah tanggal 10 Januari Based On Sharia Principles dated January 10,
2024, EPN memperoleh fasilitas pembiayaan 2024, EPN obtained a non-revolving financing
non-revolving dari PT Bank Syariah Indonesia facility from PT Bank Syariah Indonesia Tbk with
Tbk dengan limit Rp155.000 dan akan jatuh maximum limit of thus facility up to Rp155,000 and
tempo dalam waktu 78 (tujuh puluh delapan) will mature in 78 (seventy eight) months since the
bulan sejak tanggal perjanjian. date of agreement.
88
Page 617
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
21. PINJAMAN BANK JANGKA PANJANG (lanjutan) 21. LONG-TERM BANK LOANS (continued)
a. PT Bank Syariah Indonesia Tbk (lanjutan) a. PT Bank Syariah Indonesia Tbk (continued)
Sesuai Perjanjian Line Facility Pembiayaan Refering to Financing Line Facility Agreement.
berdasarkan Prinsip Syariah tanggal 10 Januari Based On Sharia Principles dated January 10,
2024, EPN memperoleh fasilitas pembiayaan 2024, EPN obtained a non-revolving financing
non-revolving dari PT Bank Syariah Indonesia facility from PT Bank Syariah Indonesia Tbk with
Tbk dengan limit Rp155.000 dan akan jatuh maximum limit of thus facility up to Rp155,000 and
tempo dalam waktu 78 (tujuh puluh delapan) will mature in 78 (seventy eight) months since the
bulan sejak tanggal perjanjian. date of agreement.
Fasilitas ini mengharuskan EPN untuk
These facilities require EPN to comply to certain
memenuhi beberapa persyaratan, diantaranya
requirement, among others, financial ratios as
persyaratan rasio keuangan sebagaimana
stipulated in the credit agreement:
ditetapkan dalam perjanjian kredit:
- Minimal Current Ratio sebesar 1 kali. - Minimum Current Ratio of 1 times.
- Minimal Debt Service Coverage Ratio - Minimum Debt Service Coverage Ratio of 1
sebesar 1 kali. times.
- Maksimal Debt to Equity Ratio sebesar 3 - Maximum Debt to equity of 3 times.
kali.
Fasilitas ini diberikan tanpa jaminan (clean- These facilities are provided on a clean-basis. The
basis). Fasilitas pinjaman ini dikenakan bunga loan facilities bear interest at the rate 7% per
sebesar 7% pertahun. annum.
Pada tanggal 31 Desember 2025 dan 2024 As December 31 2025 and 2024, the outstanding
saldo terutang fasilitas pinjaman ini masing- balances of these loan facilities amounted to
masing sebesar Rp101.233 dan Rp132.233. Rp101,233 and Rp132,233.
Pada tanggal 31 Desember 2025 dan 2025, As December 31, 2025 and 2024, EPN has
EPN telah memenuhi seluruh persyaratan yang complied with the all requirements that stipulated
diatur dalam perjanjian pinjaman. in the loan agreements.
b. PT Bank Mega Tbk b. PT Bank Mega Tbk
Berdasarkan perjanjian kredit tanggal 7 Mei Based on the credit agreement date May 7, 2024,
2024 Perusahaan memperoleh fasilitas Fixed the Company obtained a Fixed Loan Facility.
Loan. Pinjaman bersifat general purpose dan Loans are general purpose and non-revolving.
non-revolving. Dengan plafon sebesar With a ceiling of Rp52,500 and will mature within
Rp52.500 dan akan jatuh tempo dalam 120 120 (one hundred and twenty) months from the
(seratus dua puluh) bulan sejak tanggal date of the agreement.
perjanjiannya.
Fasilitas ini diberikan tanpa jaminan (clean- This credit facility is provided on a clean-basis
basis collateral). collateral.
Fasilitas pinjaman ini dikenakan bunga sebesar The loan facilities bear interest at the rate of
6,25% pertahun untuk tahun pertama dan 6.25% per annum for the first year and 6.75% per
sebesar 6,75% pertahun untuk tahun annum for the subsequent years until the loan
selanjutnya sampai dengan fasilitas pinjaman facility is fully repaid.
lunas.
Pada tanggal 31 Desember 2025 dan 2024 As December 31, 2025 and 2024 the outstanding
saldo terutang fasilitas pinjaman ini masing- balances of these loan facilities amounted to
masing sebesar Rp52.500 Rp52,500, respectively.
Pada tanggal 31 Desember 2025 dan 2024, As December 31, 2025 and 2024, the Company
Perusahaan telah memenuhi seluruh has complied with the all requirements that
persyaratan yang diatur dalam perjanjian stipulated in the loan agreements.
pinjaman.
89
Page 618
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
22. UTANG SUKUK 22. SUKUK PAYABLE
Utang sukuk terdiri dari: Sukuk payable consist of:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Sukuk Ijarah Berkelanjutan 1 Sukuk Ijarah Sustainable 1
Tahap 1 Tahun 2020 - 700.000 Phase 1 Year 2020
Biaya penerbitan sukuk yang Unamortized issuance
belum diamortisasi - (582) costs of sukuk
Total - 699.418 Total
Bagian lancar - 699.418 Current portion
Pada tanggal 3 Agustus 2020, Perusahaan telah On August 3, 2020, the Company has obtained an
mendapatkan pernyataan efektif dari Otoritas Jasa effective statement from Otoritas Jasa Keuangan
Keuangan (OJK) atas penerbitan Sukuk Ijarah (OJK) on the issuance of Sukuk Ijarah Berkelanjutan
Berkelanjutan 1 Tahap 1 Tahun 2020 dengan sisa (sustainable Sukuk Ijarah) 1 Phase 1 Year 2020, with
imbalan Ijarah sebesar Rp700.000. Sukuk Ijarah ini residual Ijarah Benefits amounted to Rp700,000. The
diterbitkan tanpa warkat dan dijamin dengan Sukuk Ijarah is issued without notes and guaranteed
kesanggupan penuh (full commitment) dan with full commitments and offered with 100% value of
ditawarkan dengan nilai 100% dari jumlah sisa residual Ijarah benefits, with period of 5 (five) years
imbalan Ijarah, dengan jangka waktu 5 (lima) tahun from the issue date. The Ijarah Installments amounted
sejak tanggal emisi. Cicilan Imbalan Ijarah adalah Rp63,000, or equivalent of 9% annually, which will be
sebesar Rp63.000, atau ekuivalen sebesar 9% per paid every 3 (three) months and due on
tahun yang akan dibayarkan setiap 3 (tiga) bulan, August 11, 2025.
dan jatuh tempo 11 Agustus 2025.
Total dana yang diterima Perusahaan pada tanggal Total funds received by the Company on
11 Agustus 2020 dari hasil penerbitan Perdana August 11, 2020 from the first issuance of Sukuk Ijarah
Sukuk Ijarah Berkelanjutan 1 Tahap 1 Tahun 2020 Berkelanjutan (sustainable Sukuk Ijarah) 1 Phase 1
adalah sebesar Rp700.000. Sesuai dengan Year 2020 was Rp700,000. Based on the agreement
perjanjian Perusahaan dengan PT Bank Rakyat between the Company and PT Bank Rakyat Indonesia
Indonesia (Persero) Tbk selaku wali amanat dan (Persero) Tbk as Trustee and the Company’s
prospektus penawaran sukuk ijarah Perusahaan, prospectus, the fund will be used for investment and
dana tersebut akan digunakan untuk investasi dan working capital.
modal kerja.
Objek ijarah yang mendasari penerbitan sukuk Ijarah objects underlying the issuance of sukuk are the
adalah hak manfaat atas aset tetap tertentu berupa relevant beneficial interest of certain fixed assets of
tanah dan bangunan yang dimiliki oleh Perusahaan. land and building which are owned by the Company.
Sukuk ini mengharuskan Perusahaan untuk The sukuk requires the Company to comply to certain
memenuhi beberapa persyaratan, diantaranya requirement, among others, financial ratios as
persyaratan rasio keuangan sebagaimana stipulated in the credit agreement:
ditetapkan dalam perjanjian kredit:
- Rasio total pinjaman berbunga dengan total - Maximum interest bearing debt to equity ratio of
ekuitas (interest bearing debt to equity) tidak 3:1.5
lebih dari 3:1,5
- Rasio EBITDA dengan beban bunga - Minimum EBITDA to interest expense ratio of
pinjaman tidak kurang dari 1,5:1 1.5:1
Pada tanggal 31 Desember 2025 dan 2024, As of Desember 31, 2025 and 2024, the Company has
Perusahaan telah memenuhi seluruh pembatasan complied with all the covenants as required by the
yang diatur dalam perjanjian sukuk. sukuk agreement.
90
Page 619
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
22. UTANG SUKUK (lanjutan) 22. SUKUK PAYABLE (continued)
Perusahaan dapat membeli kembali sebagian atau The Company can buy back part or all of the sukuk at
seluruh sukuk pada harga pasar setelah satu tahun market price after the first anniversary of the sukuk.
dari tanggal penerbitan. Berdasarkan laporan Based on the latest rating report issued by PT Pefindo,
pemeringkatan terakhir yang dipublikasikan oleh rating of the Company’s sukuk payable is idAA+(sy)
PT Pefindo, peringkat sukuk Perusahaan adalah (double A plus sharia) and the rating of the Company
idAA+(sy) (double A plus syariah) dan peringkat is idAA+/stable (double A plus; stable outlook).
Perusahaan adalah idAA+/stable (double A plus;
stable outlook).
Sukuk ini tidak dijamin dengan aset tertentu yang The sukuk is neither collateralized by any specific
dimiliki oleh Perusahaan maupun oleh pihak lain. Company’s assets nor guaranteed by other parties.
Pada tanggal 11 Agustus 2025, Perseroan telah As of August 11, 2025, the Company fully settled its
melakukan pelunasan penuh atas Sukuk Ijarah. Sukuk Ijarah.
23. PENDAPATAN DITANGGUHKAN 23. DEFERRED INCOME
Pendapatan ditangguhkan merupakan selisih antara Deferred income is the difference between the book
nilai buku aset tetap sewa pembiayaan dengan value of fixed assets under finance lease with the
jumlah penerimaan minimum sewa pembiayaan. minimum amount received from finance lease.
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Pendapatan ditangguhkan Deferred income
(Catatan 32g dan 33b) 37.450 48.150 (Notes 32g and 33b)
Bagian lancar 10.700 10.700 Current portion
Total setelah dikurangi bagian lancar 26.750 37.450 Total net of current portion
24. IMBALAN KERJA 24. EMPLOYEE BENEFITS
Lliabilitas imbalan kerja yang diakui dalam laporan Employee benefits liability recognized in the
posisi keuangan konsolidasian adalah sebagai consolidated statement of financial position are as
berikut: follows:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Liabilitas imbalan kerja Employee benefits liability
Program imbalan pensiun - asuransi 97.758 60.332 Pension benefits - insurance
Imbalan kerja jangka panjang lainnya 98.533 58.943 Other long-term employee benefits
Total 196.291 119.275 Total
Bagian lancar (Catatan 24d) 28.469 24.019 Current portion (Note 24d)
Bagian tidak lancar 167.822 95.256 Non-current portion
Perhitungan aktuarial tahun yang berakhir pada The actuarial calculations for the year ended
31 Desember 2025 dan 2024 masing-masing December 31, 2025 and 2024 was performed by
dilakukan oleh Kantor Konsultan Aktuaria Steven & Kantor Konsultan Aktuaria Steven & Mourits,
Mourits berdasarkan laporannya masing-masing respectively, with reports dated January 25, 2026 and
tertanggal 25 Januari 2026 dan 24 Januari 2025 January 24, 2025 respectively, using the Projected
dengan menggunakan metode Projected Unit Unit Credit method.
Credit.
91
Page 620
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
24. IMBALAN KERJA (lanjutan) 24. EMPLOYEE BENEFITS (continued)
a. Program imbalan pensiun a. Pension benefits plan
Imbalan pensiun - Asuransi Pension benefits - Insurance
Grup menyelenggarakan program pensiun The Group has a defined benefit pension plan
imbalan pasti untuk semua karyawan tetap yang covering all permanent employees which is
dikelola oleh beberapa perusahaan asuransi. managed by several insurance companies.
Asumsi-asumsi penting yang digunakan oleh The significant assumptions used by the actuary
aktuaris dalam laporannya adalah sebagai in its reports are as follows:
berikut:
Tingkat diskonto : 6,00% - 6,70% pada tahun 2025 : Discount rate
dan 7,05% - 7,15% pada tahun 2024
6.00% - 6.70% per annum in 2025
and 7.05% - 7.15% per annum in 2024
Tingkat kenaikan gaji : 6% per tahun pada tahun 2025/ 6% per annum in 2025 : Salary increase rate
6% per tahun pada tahun 2024/ 6% per annum in 2024
Tingkat kematian : Tabel Mortalita Indonesia 4 tahun 2019 : Mortality rate
Indonesian Mortality Table 4 Year 2019
Usia pensiun Retirement age
Perusahaan, EFK, SCU, The Company, EFK, SCU,
PND, ETSA : 56 tahun / 56 years old : PND, ETSA
EPN : 57 tahun / 57 years old : EPN
Tingkat pengunduran diri Resignation rate
Perusahaan : 5% untuk karyawan yang berusia di bawah 30 tahun : The Company
dan akan menurun sampai 0% pada usia 46 tahun/
5% for employees younger than 30 years old which
will decrease to 0% at the age of 46 years old
EPN : 1% untuk karyawan yang berusia di bawah 30 tahun : EPN
dan akan menurun sampai 0% pada usia 46 tahun/
1% for employees younger than 30 years old which
will decrease to 0% at the age of 46 years old
SCU : 1% untuk karyawan yang berusia di bawah 30 tahun : SCU
dan akan menurun sampai 0% pada usia 46 tahun/
1% for employees younger than 30 years old which
will decrease to 0% at the age of 46 years old
PND : 1% untuk karyawan yang berusia di bawah 30 tahun : PND
dan akan menurun sampai 0% pada usia 46 tahun/
1% for employees younger than 30 years old which
will decrease to 0% at the age of 46 years old
EFK : 1% untuk karyawan yang berusia di bawah 30 tahun : EFK
dan akan menurun sampai 0% pada usia 54 tahun/
1% for employees younger than 30 years old which
will decrease to 0% at the age of 54 years old
ETSA : 5% untuk karyawan yang berusia di bawah 30 tahun : ETSA
dan akan menurun sampai 0% pada usia 46 tahun/
5% for employees younger than 30 years old which
will decrease to 0% at the age of 46 years old
Jumlah yang diakui dalam laporan posisi Amounts recognized in the consolidated
keuangan konsolidasian adalah sebagai statement of financial position are as follows:
berikut:
31 Desember/December 31, 2025 31 Desember/December 31, 2024
_
Entitas Entitas
Perusahaan/ Anak/ Jumlah/ Perusahaan/ Anak/ Jumlah/
Company Subsidiaries Total Company Subsidiaries Total
Nilai kini kewajiban (236.124) (64.387) (300.511) (196.293) (53.683) (249.976) Present value of obligation
Nilai wajar aset program 146.709 60.003 206.712 140.456 55.906 196.362 Fair value of plan assets
Surplus (defisit) (89.415) (4.384) (93.799) (55.837) 2.223 (53.614) Surplus (deficit)
Dampak batas atas aset - (3.959) (3.959) - (6.718) (6.718) Effect of asset ceiling
Surplus (liabilitas Surplus (employee
imbalan kerja) (89.415) (8.343) (97.758) (55.837) (4.495) (60.332) benefits liability)
92
Page 621
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
24. IMBALAN KERJA (lanjutan) 24. EMPLOYEE BENEFITS (continued)
a. Program imbalan pensiun (lanjutan) a. Pension benefits plan (continued)
Imbalan pensiun – Asuransi (lanjutan) Pension benefits – Insurance (continued)
Mutasi nilai kini kewajiban adalah sebagai The movements in present value of obligation are
berikut: as follows:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Saldo awal (249.976) (244.539) Beginning balance
Biaya jasa kini (20.015) (17.273) Current service cost
Biaya jasa lalu (575) 27.764 Past service cost
Penyesuaian liabilitas akibat Liability assumed due to
pengakuan masa kerja lalu (980) (2.027) recognition of past services
Biaya bunga (16.944) (13.699) Interest cost
Provisi untuk pembayaran imbalan Provision for excess
di luar provisi yang dihitung (894) (984) benefit payment
Kerugian aktuarial (30.704) (20.122) Actuarial losses
Pembayaran imbalan dari aset program 18.545 19.511 Benefit payment from plan assets
Pembayaran imbalan oleh Perusahaan 1.032 1.393 Benefit payment from Company
Saldo akhir (300.511) (249.976) Ending balance
Mutasi nilai wajar aset program adalah sebagai The movements in fair value of plan assets are as
berikut: follows:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Saldo awal 196.362 191.967 Beginning balance
Imbal hasil atas aset program 13.846 12.803 Return on plan assets
Kerugian aktuarial (609) (6.346) Actuarial losses
Iuran pemberi kerja 15.658 17.449 Employer’s contributions
Imbalan yang dibayarkan (18.545) (19.511) Benefits paid
Saldo akhir 206.712 196.362 Ending balance
Rincian aset program adalah sebagai berikut: The details of plan assets are as follows:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Nilai wajar/ Nilai wajar/
Fair value % Fair value %
Instrumen pendapatan tetap 104.691 50 82.452 42 Fixed income instruments
Instrumen pasar uang 61.496 30 72.823 37 Money market instruments
Instrumen utang 22.826 11 24.011 12 Liability instruments
Instrumen ekuitas 17.699 9 17.076 9 Equity instruments
Total 206.712 100 196.362 100 Total
93
Page 622
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
24. IMBALAN KERJA (lanjutan) 24. EMPLOYEE BENEFITS (continued)
a. Program imbalan pensiun (lanjutan) a. Pension benefits plan (continued)
Imbalan pensiun – Asuransi (lanjutan) Pension benefits – Insurance (continued)
Jumlah yang diakui dalam beban pokok Amounts recognized in cost of revenues and
pendapatan dan beban umum dan administrasi general and administrative expenses are as
adalah sebagai berikut: follows:
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024
Biaya jasa kini 20.015 17.273 Current service cost
Biaya jasa lalu 575 (27.764) Past service cost
Penyesuaian liabilitas akibat Liability assumed due to
pengakuan masa kerja lalu 980 2.027 recognition of past services
Biaya bunga 16.944 13.699 Interest cost
Imbal hasil atas aset program (13.846) (12.803) Return on plan assets
Kelebihan pembayaran imbalan 894 984 Excess benefit paid directly by Company
Total 25.562 (6.584) Total
Mutasi liabilitas imbalan kerja adalah sebagai The movements in employee benefits liability are
berikut: as follows:
Perusahaan The Company
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Saldo awal 55.837 49.654 Beginning balance
Biaya diakui dalam laba rugi 19.005 (2.582) Expense recognized in profit or loss
Beban diakui dalam Expenses recognized
penghasilan komprehensif lain 25.417 20.460 in other comprehensive income
Iuran pemberi kerja (10.424) (10.956) Employer’s contributions
Imbalan yang dibayarkan (420) (739) Benefits paid
Saldo akhir 89.415 55.837 Ending balance
Entitas anak Subsidiaries
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Saldo awal 4.495 4.484 Beginning balance
Biaya diakui dalam laba rugi 6.557 (4.002) Expense recognized in profit or loss
Biaya diakui dalam Expense recognized
penghasilan komprehensif lain 3.137 11.160 in other comprehensive income
Iuran pemberi kerja (5.234) (6.493) Employer’s contributions
Imbalan yang dibayarkan (612) (654) Benefits paid
Saldo akhir 8.343 4.495 Ending balance
94
Page 623
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
24. IMBALAN KERJA (lanjutan) 24. EMPLOYEE BENEFITS (continued)
a. Program imbalan pensiun (lanjutan) a. Pension benefits plan (continued)
Imbalan pensiun - Asuransi (lanjutan) Pension benefits - Insurance (continued)
Jumlah yang diakui dalam penghasilan Amounts recognized in other comprehensive
komprehensif lain adalah sebagai berikut: income are as follows:
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024
Kerugian aktuarial 28.554 31.620 Actuarial losses
Analisa sensitivitas atas perubahan asumsi Sensitivity analysis on the change of financial
keuangan adalah sebagai berikut: assumptions is as follows:
31 Desember / 31 Desember/
December 31, December 31,
2025 2024
Kenaikan/ Penurunan/ Kenaikan/ Penurunan/
Increase of Decrease of Increase of Decrease of
1% 1% 1% 1%
Perubahan tingkat diskonto Change in discount rate
Dampak pada nilai kini Effect on present value of
kewajiban (23.696) 27.068 (19.795) 23.142 obligation
Dampak pada biaya jasa
kini (1.853) 2.154 (1.579) 1.832 Effect on current service cost
Perubahan tingkat kenaikan
gaji Change in salary increase rate
Dampak pada nilai kini Effect on present value of
kewajiban 27.584 (24.561) 23.729 (20.649) obligation
Dampak pada biaya jasa
kini 2.204 (1.927) 6.725 (1.670) Effect on current service cost
Profil jatuh tempo pembayaran imbalan adalah Maturity profile of benefit payments is as follows:
sebagai berikut:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Kurang dari 1 tahun 25.073 19.089 Less than 1 year
Antara 1-5 tahun 113.956 91.925 Between 1-5 years
Lebih dari 5 tahun 1.101.180 1.047.482 More than 5 years
b. Imbalan kerja jangka panjang lainnya b. Other long-term employee benefits
Imbalan kerja jangka panjang lainnya Other long-term employee benefits represent
merupakan penghargaan tertentu yang certain awards provided by the Group to their
diberikan Grup kepada para karyawannya employees based on the employees’ length of
berdasarkan lamanya masa kerja karyawan, service, namely Ulang Tahun Dinas (“UTD”).
yang dinamakan Ulang Tahun Dinas (“UTD”). The benefit is awarded in the form of goods or
Imbalan ini diberikan dalam bentuk barang atau certain amount of cash which is paid at the time
kas dalam jumlah tertentu yang dibayarkan the employees reach certain anniversary dates
pada saat karyawan mencapai UTD tertentu during employment.
selama masa kerjanya.
95
Page 624
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
24. IMBALAN KERJA (lanjutan) 24. EMPLOYEE BENEFITS (continued)
b. Imbalan kerja jangka panjang lainnya b. Other long-term employee benefits
(lanjutan) (continued)
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, liability
liabilitas yang diakui dalam laporan posisi recognized in the consolidated statement of
keuangan konsolidasian terkait dengan financial position with respect to the program
program ini masing-masing sebesar Rp98.533 amounted to Rp98,533 and Rp58,943,
dan Rp58.943. respectively.
c. Program pensiun iuran pasti c. Defined contribution pension plan
Perusahaan, EPN, SCU dan PND menyediakan The Company, EPN, SCU and PND provide a
program pensiun iuran pasti untuk karyawan defined contribution pension plan for employees
tetap yang dipekerjakan sejak 1 Oktober 2002. hired with permanent status since October 1,
Iuran program tersebut dikelola oleh Dana 2002. The contribution to the plan is managed by
Pensiun Lembaga Keuangan (”DPLK”) PT Bank Dana Pensiun Lembaga Keuangan (“DPLK”)
Negara Indonesia (Persero) Tbk dan DPLK PT Bank Negara Indonesia (Persero) Tbk and
PT Bank Rakyat Indonesia (Persero) Tbk. DPLK PT Bank Rakyat Indonesia (Persero) Tbk.
Untuk tahun yang berakhir pada tanggal For year ended December 31, 2025 and 2024,
31 Desember 2025 dan 2024, beban yang expenses recognized with respect to the plan
diakui terkait dengan program tersebut masing- amounted Rp5,155 and Rp5,001, respectively.
masing sebesar Rp5.155 dan Rp5.001.
d. Liabilitas imbalan kerja jangka pendek d. Short-term employee benefits liability
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Bagian jangka pendek dari Current portion of
liabilitas imbalan kerja 28.469 24.019 employee benefit liability
Liabilitas imbalan kerja Others short-term employee
jangka pendek lainnya 314.496 260.072 benefit liability
Total 342.965 284.091 Total
Liabilitas imbalan kerja jangka pendek lainnya This account represents short-term employee
terdiri dari akrual untuk gaji, iuran dana pensiun, benefits liability consisting of accounts for
jaminan sosial tenaga kerja dan imbalan kerja salaries, contributions for pension funds,
karyawan lainnya. employee social security and other employee
benefits.
96
Page 625
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
25. EKUITAS YANG DAPAT DIATRIBUSIKAN 25. EQUITY ATTRIBUTABLE TO OWNERS OF THE
KEPADA PEMILIK ENTITAS INDUK PARENT ENTITY
a. Modal saham a. Share capital
Susunan pemegang saham Perusahaan adalah The composition of shareholders of the Company
sebagai berikut: is as follows:
31 Desember/December 31, 2025
Jumlah Persentase
saham/ kepemilikan/
Number of Percentage of
shares ownership Total
PT Pertamina Hulu Energi 3.729.781.000 51,10% 372.978 PT Pertamina Hulu Energi
Publik: Public:
Haiyanto 454.538.400 6,23% 45.454 Haiyanto
Lain-lain (masing-masing
dengan kepemilikan publik Others (public ownership
kurang dari 5%) 3.114.180.600 42,67% 311.418 below 5% each)
Total 7.298.500.000 100,00% 729.850 Total
31 Desember/December 31, 2024
Jumlah Persentase
saham/ kepemilikan/
Number of Percentage of
shares ownership Total
PT Pertamina Hulu Energi 3.729.781.000 51,10% 372.978 PT Pertamina Hulu Energi
Publik: Public:
PT Panin Sekuritas Tbk 455.104.000 6,24% 45.510 PT Panin Sekuritas Tbk
Lain-lain (masing-masing
dengan kepemilikan publik Others (public ownership
kurang dari 5%) 3.113.615.000 42,66% 311.362 below 5% each)
Total 7.298.500.000 100,00% 729.850 Total
Pada tanggal 1 September 2021, PT Pertamina On September 1, 2021, PT Pertamina Hulu Energi
Hulu Energi mengambil alih saham Perusahaan took over the Company's shares previously
yang sebelumnya dimiliki oleh PT Pertamina owned by PT Pertamina (Persero) amounting
(Persero) sebanyak 41,10%. 41.10%.
Pada tanggal 1 Desember 2021, PT Pertamina On December 1, 2021, PT Pertamina Hulu Energi
Hulu Energi mengambil alih seluruh saham took over all of the Company's shares owned by
Perusahaan yang dimiliki oleh Dana Pensiun Dana Pensiun Pertamina amounting 9.99%,
Pertamina sebanyak 9,99%, sehingga bringing the share ownership of PT Pertamina
kepemilikan saham Perusahaan oleh Hulu Energi to 51.10%.
PT Pertamina Hulu Energi menjadi sebanyak
51,10%.
Pada tanggal 31 Desember 2025 dan As of December 31, 2025 and 2024, the entire
2024, seluruh saham Perusahaan telah dicatat shares of the Company are listed on the Indonesia
di Bursa Efek Indonesia. Stock Exchange.
97
Page 626
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
25. EKUITAS YANG DAPAT DIATRIBUSIKAN 25. EQUITY ATTRIBUTABLE TO OWNERS OF THE
KEPADA PEMILIK ENTITAS INDUK (lanjutan) PARENT ENTITY (continued)
b. Tambahan modal disetor b. Additional paid-in capital
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Agio saham 438.000 438.000 Share premium
Biaya emisi saham (18.042) (18.042) Shares issuance costs
Selisih nilai transaksi penjualan Difference in value from
saham treasuri 9.654 9.654 sale of treasury stock
Difference in value from
Selisih nilai transaksi restrukturisasi restructuring transaction of
entitas sepengendali 1.810 1.810 entities under common control
Selisih transaksi dengan Difference in transaction
pihak nonpengendali 4.269 4.269 with non-controlling interest
Total 435.691 435.691 Total
c. Dividen dan cadangan umum c. Dividend and general reserve
Dalam Rapat Umum Pemegang Saham In the Shareholders’ Annual General Meetings of
Tahunan Perusahaan yang berita acaranya the Company, the minutes of which was notarized
diaktakan dengan Akta Notaris No. 95 tanggal under Notarial Deed No.95 dated May 22, 2025 of
22 Mei 2025 dari Aulia Taufani, S.H., para Aulia Taufani, S.H., the shareholders agreed to
pemegang saham menyetujui untuk distribute cash dividends from net income from
membagikan dividen kas dari laba neto tahun year 2024 amounting to Rp285,444, which was
buku 2024 sebesar Rp285.444, yang telah fully paid on June 20, 2025.
dibayarkan seluruhnya pada tanggal 20 Juni
2025.
Dalam Rapat Umum Pemegang Saham In the Shareholders’ Annual General Meetings of
Tahunan Perusahaan yang berita acaranya the Company, the minutes of which was notarized
diaktakan dengan Akta Notaris No. 17 tanggal under Notarial Deed No.17 dated May 15, 2024 of
15 Mei 2024 dari Aulia Taufani, S.H., para Aulia Taufani, S.H., the shareholders agreed to
pemegang saham menyetujui untuk distribute cash dividends from net income from
membagikan dividen kas dari laba neto tahun year 2023 amounting to Rp201,220, which was
buku 2023 sebesar Rp201.220, yang telah fully paid on June 14, 2024.
dibayarkan seluruhnya pada tanggal 14 Juni
2024.
d. Penghasilan komprehensif lain d. Other comprehensive income
Mutasi penghasilan komprehensif lain (setelah The movements in other comprehensive income
pajak penghasilan) adalah sebagai berikut: (net of income tax) are as follows:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Saldo awal (73.132) (48.086) Beginning balance
Penghasilan komprehensif lain Other comprehensive income
tahun berjalan (22.280) (25.046) for the year
Saldo akhir (95.412) (73.132) Ending balance
98
Page 627
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
26. KEPENTINGAN NONPENGENDALI 26. NON-CONTROLLING INTERESTS
Kepentingan nonpengendali merupakan bagian Non-controlling interests represent the non-controlling
pemegang saham nonpengendali atas ekuitas shareholders’ portion on equity of the following
entitas anak sebagai berikut: subsidiaries:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
PND 4.218 4.218 PND
EFK 1.060 1.054 EFK
ETSA 1 1 ETSA
EPN (3.681) (3.681) EPN
Total 1.598 1.592 Total
27. PENDAPATAN 27. REVENUES
Rincian pendapatan adalah sebagai berikut: The details of revenues are as follows:
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024
Pihak ketiga: Third parties:
Penjualan barang dan jasa distribusi Sales goods and energy distribution
dan logistik energi 2.304.207 1.489.552 and logistics services
Jasa hulu migas terintegrasi 549.934 555.073 Integrated upstream oil and gas services
Jasa penunjang migas 271.540 334.327 Oil and gas support services
3.125.681 2.378.952
Pihak berelasi (Catatan 32i): Related parties (Note 32i):
Penjualan barang dan jasa distribusi Sales goods and energy distribution
dan logistik energi 6.379.025 5.292.242 and logistics services
Jasa hulu migas terintegrasi 3.589.975 4.508.328 Integrated upstream oil and gas services
Jasa penunjang migas 1.403.458 1.213.491 Oil and gas support services
11.372.458 11.014.061
Total 14.498.139 13.393.013 Total
Rincian penjualan kepada pelanggan dengan jumlah Details of sales to customers that make up more than
lebih besar dari 10% pendapatan adalah sebagai 10% of revenues are as follows:
berikut:
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
Persentase dari total
pendapatan/Percentage
Pendapatan/Revenue of total revenue
2025 2024 2025 2024
PT Pertamina Patra Niaga 6.039.349 5.000.748 41,6% 37,3% PT Pertamina Patra Niaga
PT Pertamina EP 1.421.453 1.509.892 9,8% 11,3% PT Pertamina EP
PT Pertamina Hulu Indonesia 1.409.696 1.703.523 9,7% 12,7% PT Pertamina Hulu Indonesia
Total 8.870.498 8.214.163 61,1% 61,3% Total
99
Page 628
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
28. BEBAN POKOK PENDAPATAN 28. COST OF REVENUES
Rincian beban pokok pendapatan adalah sebagai The details of cost of revenues are as follows:
berikut:
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024
Jasa subkontrak 3.668.824 3.434.639 Sub-contract services
Gaji, upah dan kesejahteraan karyawan 2.336.405 2.083.588 Salaries, wages and employee benefits
Bahan bakar 1.107.367 1.164.298 Fuel
Penyusutan dan amortisasi 736.127 646.960 Depreciation and amortization
Sewa 523.672 498.445 Rent
Bahan pembantu yang digunakan 478.397 750.500 Additional materials used
Biaya tenaga ahli daya 336.052 371.168 Outsourcing expenses
Fasilitas kantor 223.450 193.164 Office facilities
Mobilisasi dan demobilisasi 208.527 150.075 Mobilization and demobilization
Transportasi dan perjalanan 169.256 137.915 Transportation and travelling
Jasa profesional 174.087 82.842 Professional service
Perlengkapan workshop 133.487 89.800 Workshop supplies
Perbaikan dan pemeliharaan 102.898 60.807 Repairs and maintenance
Utilitas 96.921 199.365 Utilities
Perizinan 76.231 58.614 Permit
Asuransi 33.608 29.335 Insurance
Pinalti project 27.683 15.552 Penalty project
Pelatihan 24.706 22.931 Training
Representasi dan donasi 12.937 41.769 Representation and donation
Lain-lain (masing-masing di bawah Rp5.000) 27.062 27.280 Others (each below Rp5,000)
Subtotal 10.497.697 10.059.047 Sub-total
Persediaan awal 350.802 286.242 Beginning inventories
Pembelian 2.446.260 2.073.628 Purchases
Persediaan akhir (243.754) (350.802) Ending inventories
Biaya persediaan 2.553.308 2.009.068 Inventory costs
Total 13.051.005 12.068.115 Total
Pembelian dari pemasok dengan jumlah lebih besar Purchases from vendor that make up more than 10%
dari 10% pendapatan adalah dari PT Pertamina of revenues are arising from PT Pertamina Patra
Patra Niaga sebesar Rp1.395.363 dan Rp1.401.893 Niaga amounting to Rp1,395,363 and Rp1,401,893 for
masing-masing untuk tahun yang berakhir pada the year ended December 31, 2025 and 2024,
tanggal 31 Desember 2025 dan 2024. respectively.
100
Page 629
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
29. BEBAN UMUM DAN ADMINISTRASI 29. GENERAL AND ADMINISTRATIVE EXPENSES
Rincian beban umum dan administrasi adalah The details of general and administrative expenses are
sebagai berikut: as follows:
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024
Gaji, upah dan kesejahteraan karyawan 412.681 365.966 Salaries, wages and employee benefits
Jasa teknik dan profesional 56.791 50.553 Technical and professional services
Fasilitas kantor 24.887 19.714 Office facilities
Sewa 16.869 16.396 Rent
Transportasi dan perjalanan 16.777 26.538 Transportation and travelling
Utilitas 16.600 7.282 Utilities
Office support 16.360 11.797 Office support
Penyisihan penurunan nilai Allowance for impairment
aset keuangan (Catatan 5 dan 6) 16.116 3.850 of financial assets (Notes 5 and 6)
Penyusutan dan amortisasi 6.428 2.210 Depreciation and amortization
Perizinan 3.441 4.488 Permit
Representasi dan donasi 2.931 3.528 Representation and donation
Pos dan telekomunikasi 2.256 905 Post and telecomunication
Perlengkapan kantor 2.045 1.581 Office supplies
Lain-lain (masing-masing di bawah Rp2.000) 2.117 201 Others (each below Rp2,000)
Total 596.299 515.009 Total
30. BEBAN KEUANGAN 30. FINANCE EXPENSES
Rincian beban keuangan adalah sebagai berikut: The details of finance expenses are as follows:
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024
Bunga sukuk 36.750 63.000 Interest on sukuk
Bunga liabilitas sewa (Catatan 15) 22.604 15.017 Interest lease liability (Note 15)
Biaya administrasi bank 19.409 19.459 Bank administration charges
Bunga pinjaman 17.635 24.113 Interest on loan
Amortisasi biaya pinjaman 128 200 Amortization of costs of loan
Rugi selisih kurs atas pinjaman 361 2.806 loss on foreign currency exchange of loan
Total 96.887 124.595 Total
31. LAIN-LAIN - NETO 31. OTHERS - NET
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024
Laba selisih kurs Gain on foreign currency
mata uang asing - neto 18.826 18.291 exchange - net
Pemulihan cadangan piutang usaha Reversal of allowance for impairment
(Catatan 5) 10.169 4.714 (Note 5)
Bagian (rugi) laba dari entitas Equity (loss) income from
asosiasi (26) 15.502 associates
Lain-lain - neto (masing-masing
di bawah Rp10.000) 9.795 (11.055) Miscellaneous - net (each below Rp10,000)
Neto 38.764 27.452 Net
101
Page 630
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
32. INFORMASI MENGENAI PIHAK-PIHAK 32. RELATED PARTIES INFORMATION
BERELASI
Dalam kegiatan usaha normal, Grup melakukan In the normal course of business, the Group enters into
transaksi dengan pihak-pihak berelasi. Entitas transactions with related parties. Entities are
dianggap berelasi jika entitas tersebut, baik secara considered to be related if the entity has the ability,
langsung maupun tidak langsung, dapat directly or indirectly, to control or jointly control or have
mengendalikan atau mengendalikan bersama, atau significant influence over the Group in making financial
memiliki pengaruh signifikan atas Grup dalam and operating decisions. Entities are also considered
pengambilan keputusan keuangan dan operasional. to be related if they are under common control with the
Entitas juga dianggap berelasi jika entitas tersebut Group. Since the Company’s ultimate parent is the
sepengendalian dengan Grup. Karena entitas induk Government of the Republic of Indonesia, the Group
terakhir Perusahaan adalah Pemerintah Republik recognized related party relationship with
Indonesia, Grup mengakui hubungan berelasi Government-related entities.
dengan entitas berelasi dengan Pemerintah.
Transaksi dan saldo dengan pihak-pihak berelasi Transactions and balances with related parties are as
adalah sebagai berikut: follows:
a) Kas dan setara kas (Catatan 4) a) Cash and cash equivalents (Note 4)
Persentase terhadap
total aset/ Percentage to
total assets
(%)
31 Desember/ 31 Desember/ 31 Desember/ 31 Desember/
December 31, December 31, December 31, December 31,
2025 2024 2025 2024
Bank Cash in banks
PT Bank Tabungan Negara PT Bank Tabungan Negara
(Persero) Tbk 1.181.553 1.298.207 10,8 12,2 (Persero) Tbk
PT Bank Mandiri PT Bank Mandiri
(Persero) Tbk 417.986 383.518 3,8 3,6 (Persero) Tbk
PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia
(Persero) Tbk 268.875 216.435 2,5 2,0 (Persero) Tbk
PT Bank Negara Indonesia PT Bank Negara Indonesia
(Persero) Tbk 111.757 85.730 1,0 0,8 (Persero) Tbk
PT Bank Syariah PT Bank Syariah
Indonesia Tbk 45.719 71.394 0,4 0,7 Indonesia Tbk
Subtotal 2.025.890 2.055.284 18,5 19,3 Sub-total
Call deposit dan deposito Call deposit and time
berjangka deposits
PT Bank Tabungan Negara PT Bank Tabungan Negara
(Persero) Tbk 441.000 435.000 4,0 4,1 (Persero) Tbk
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Jawa Barat dan Banten Tbk 100.000 100.000 0,9 0,9 Jawa Barat dan Banten Tbk
PT Bank Syariah Indonesia Tbk 87.000 85.000 0,8 0,8 PT Bank Syariah Indonesia Tbk
PT Bank Mandiri PT Bank Mandiri
(Persero) Tbk - 200.000 - 1,9 (Persero) Tbk
PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia
(Persero) Tbk - 10.000 - 0,1 (Persero) Tbk
Subtotal 628.000 830.000 5,7 7,8 Sub-total
Total 2.653.890 2.885.284 24,2 27,1 Total
102
Page 631
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
32. INFORMASI MENGENAI PIHAK-PIHAK 32. RELATED PARTIES INFORMATION (continued)
BERELASI (lanjutan)
Transaksi dan saldo dengan pihak-pihak berelasi Transactions and balances with related parties are as
adalah sebagai berikut: (lanjutan) follows: (continued)
b) Piutang usaha (Catatan 5) b) Trade receivables (Note 5)
Persentase terhadap
total aset/Percentage to
total assets
(%)
31 Desember/ 31 Desember/ 31 Desember/ 31 Desember/
December 31, December 31, December 31, December 31,
2025 2024 2025 2024
Difakturkan Billed
PT Pertamina EP 243.617 234.233 2,2 2,2 PT Pertamina EP
PT Pertamina Patra Niaga 211.199 253.215 1,9 2,4 PT Pertamina Patra Niaga
PT Pertamina Hulu Indonesia 113.697 202.012 1,0 1,9 PT Pertamina Hulu Indonesia
PT Pertamina Hulu Energi 108.725 56.290 1,0 0,5 PT Pertamina Hulu Energi
PT Pertamina Hulu Rokan 45.406 92.148 0,4 0,9 PT Pertamina Hulu Rokan
PT Pertamina (Persero) 33.808 24.654 0,3 0,2 PT Pertamina (Persero)
PT Perusahaan Gas Negara Tbk 30.486 45.792 0,3 0,4 PT Perusahaan Gas Negara Tbk
PT Pertamina Lubricants 15.282 45.555 0,1 0,4 PT Pertamina Lubricants
PT Pertamina EP Cepu 8.356 3.406 0,1 0,0 PT Pertamina EP Cepu
PT Pertamina Drilling PT Pertamina Drilling
Services Indonesia 7.400 932 0,1 0,0 Services Indonesia
PT Kilang Pertamina Internasional 5.289 14.144 0,1 0,1 PT Kilang Pertamina Internasional
PT Pertamina Bina Medika 3.688 - 0,0 - PT Pertamina Bina Medika
Lain-lain (masing-masing
dibawah 0,5% dari Others (each below 0.5% of
modal disetor) 20.650 34.042 0,1 0,4 paid-in capital)
Subtotal 847.603 1.006.423 7,6 9,4 Sub-total
Belum difakturkan Unbilled
PT Pertamina Patra Niaga 1.337.329 566.186 12,2 5,3 PT Pertamina Patra Niaga
PT Pertamina EP 371.563 248.941 3,4 2,3 PT Pertamina EP
PT Pertamina Hulu Energi 265.190 343.189 2,4 3,2 PT Pertamina Hulu Energi
PT Pertamina Hulu Indonesia 239.640 305.786 2,1 2,9 PT Pertamina Hulu Indonesia
PT Pertamina Hulu Rokan 206.557 235.508 1,9 2,2 PT Pertamina Hulu Rokan
PT Pertamina (Persero) 57.319 51.638 0,5 0,5 PT Pertamina (Persero)
PT Pertamina Lubricants 42.568 59.114 0,4 0,6 PT Pertamina Lubricants
PT Perusahaan Gas Negara Tbk 30.949 86.910 0,3 0,8 PT Perusahaan Gas Negara Tbk
PT Pertamina Petrochemical PT Pertamina Petrochemical
Trading 16.354 2.894 0,1 0,0 Trading
PT Pertamina Drilling PT Pertamina Drilling
Services Indonesia 13.944 8.588 0,1 0,1 Services Indonesia
PT Kilang Pertamina Internasional 6.023 9.394 0,1 0,1 PT Kilang Pertamina Internasional
PT Pertamina Internasional EP 4.520 229 0,0 0,0 PT Pertamina Internasional EP
PT Pertamina EP Cepu 3.381 4.038 0,0 0,0 PT Pertamina EP Cepu
Lain-lain (masing-masing
dibawah 0,5% dari Others (each below 0.5% of
modal disetor) 5.804 6.202 0,2 0,1 paid-in capital)
Subtotal 2.601.141 1.928.617 23,7 18,1 Sub-total
Total 3.448.744 2.935.040 31,3 27,5 Total
Penyisihan penurunan nilai (27.580) (18.760) (0,3) (0,2) Allowance for impairment
Neto 3.421.164 2.916.280 31,0 27,3 Net
103
Page 632
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
32. INFORMASI MENGENAI PIHAK-PIHAK 32. RELATED PARTIES INFORMATION (continued)
BERELASI (lanjutan)
Transaksi dan saldo dengan pihak-pihak berelasi Transactions and balances with related parties are as
adalah sebagai berikut: (lanjutan) follows: (continued)
c) Aset keuangan lancar lainnya (Catatan 6) c) Other current financial assets (Note 6)
Persentase terhadap
total aset/Percentage to
total assets
(%)
31 Desember/ 31 Desember/ 31 Desember/ 31 Desember/
December 31, December 31, December 31, December 31,
2025 2024 2025 2024
Piutang sewa pembiayaan Finance lease receivables -
- bagian lancar current portion
PT Pertamina Patra Niaga 30.573 29.485 0,3 0,3 PT Pertamina Patra Niaga
PT Pertamina Hulu Energi 719 8.943 0,0 0,1 PT Pertamina Hulu Energi
PT Pertamina (Persero) - 472 - 0,0 PT Pertamina (Persero)
Kas yang dibatasi Restricted cash
penggunaannya
PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia
(Persero) Tbk 4.611 4.525 0,0 0,0 (Persero) Tbk
Total 35.903 43.425 0,3 0,4 Total
d) Aset keuangan tidak lancar lainnya d) Other non-current financial assets (Note 10)
(Catatan 10)
Persentase terhadap
total aset/Percentage to
total assets
(%)
31 Desember/ 31 Desember/ 31 Desember/ 31 Desember/
December 31, December 31, December 31, December 31,
2025 2024 2025 2024
Piutang sewa pembiayaan Finance lease receivables -
- bagian tidak lancar non-current portion
PT Pertamina Patra Niaga 198.310 228.883 1,8 2,2 PT Pertamina Patra Niaga
PT Pertamina Hulu Energi - 719 - 0,0 PT Pertamina Hulu Energi
Total 198.310 229.602 1,8 2,2 Total
e) Pinjaman bank jangka pendek (Catatan 16) e) Short-term bank loans (Note 16)
Persentase terhadap
total liabilitas/Percentage to
total liabilities
(%)
31 Desember/ 31 Desember/ 31 Desember/ 31 Desember/
December 31, December 31, December 31, December 31,
2025 2024 2025 2024
PT Bank Mandiri PT Bank Mandiri
(Persero) Tbk 13.983 44.872 0,2 0,8 (Persero) Tbk
104
Page 633
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
32. INFORMASI MENGENAI PIHAK-PIHAK 32. RELATED PARTIES INFORMATION (continued)
BERELASI (lanjutan)
Transaksi dan saldo dengan pihak-pihak berelasi Transactions and balances with related parties are as
adalah sebagai berikut: (lanjutan) follows: (continued)
f) Utang usaha (Catatan 17) f) Trade payables (Note 17)
Persentase terhadap
total liabilitas/Percentage to
total liabilities
(%)
31 Desember/ 31 Desember/ 31 Desember/ 31 Desember/
December 31, December 31, December 31, December 31,
2025 2024 2025 2024
PT Pertamina Patra Niaga 89.370 108.486 1,7 1,9 PT Pertamina Patra Niaga
PT Bank Rakyat Indonesia PT Bank Rakyat Indonesia
(Persero) Tbk 70.438 109.001 1,2 1,9 (Persero) Tbk
PT Kilang Pertamina PT Kilang Pertamina
Internasional 45.196 110.103 0,8 1,9 Internasional
PT Bank Mandiri (Persero) Tbk 25.248 79.121 0,4 1,4 PT Bank Mandiri (Persero) Tbk
PT Pertamina Retail 11.348 9.218 0,2 0,1 PT Pertamina Retail
PT Pertamina Lubricants 9.762 16.833 0,2 0,3 PT Pertamina Lubricants
PT Asuransi Tugu Pratama PT Asuransi Tugu Pratama
Indonesia Tbk 7.400 21.197 0,1 0,4 Indonesia Tbk
PT Dahana (Persero) 5.506 10.497 0,1 0,2 PT Dahana (Persero)
PT Pertamina International PT Pertamina International
Shipping 5.119 - 0,1 - Shipping
Lain-lain (masing-masing
di bawah 0,5% dari Others (each below 0.5% of
modal disetor) 16.049 18.276 0,3 0,3 paid-in capital)
Total 285.436 482.732 5,1 8,4 Total
g) Pendapatan ditangguhkan (Catatan 23) g) Deferred income (Note 23)
Persentase terhadap
total liabilitas/Percentage to
total liabilities
(%)
31 Desember/ 31 Desember/ 31 Desember/ 31 Desember/
December 31, December 31, December 31, December 31,
2025 2024 2025 2024
PT Pertamina Patra Niaga 37.450 48.150 0,7 0,8 PT Pertamina Patra Niaga
h) Kompensasi personil manajemen kunci h) Key management personnel compensation
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024
Imbalan kerja jangka pendek 27.331 61.613 Short-term employee benefits
Pesangon pemutusan kerja 3.624 8.162 Termination benefits
Total 30.955 69.775 Total
105
Page 634
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
32. INFORMASI MENGENAI PIHAK-PIHAK 32. RELATED PARTIES INFORMATION (continued)
BERELASI (lanjutan)
Transaksi dan saldo dengan pihak-pihak berelasi Transactions and balances with related parties are as
adalah sebagai berikut: (lanjutan) follows: (continued)
i) Pendapatan (Catatan 27) i) Revenues (Note 27)
Persentase terhadap
total pendapatan/
Percentage to
total revenues
(%)
Tahun yang Berakhir pada Tanggal 31 Desember/
For Year Ended December 31,
2025 2024 2025 2024
PT Pertamina Patra Niaga 6.039.349 5.000.748 41,6 37,3 PT Pertamina Patra Niaga
PT Pertamina EP 1.421.453 1.509.892 9,8 11,3 PT Pertamina EP
PT Pertamina Hulu Indonesia 1.409.696 1.703.523 9,7 12,7 PT Pertamina Hulu Indonesia
PT Pertamina Hulu Rokan 946.633 814.161 6,5 6,1 PT Pertamina Hulu Rokan
PT Pertamina Hulu Energi 719.570 1.192.924 5,0 8,9 PT Pertamina Hulu Energi
PT Perusahaan Gas PT Perusahaan Gas
Negara Tbk 227.369 298.080 1,6 2,2 Negara Tbk
PT Pertamina (Persero) 231.261 185.518 1,6 1,4 PT Pertamina (Persero)
PT Pertamina Lubricants 175.243 164.003 1,2 1,2 PT Pertamina Lubricants
PT Kilang Pertamina Internasional 42.556 26.199 0,3 0,2 PT Kilang Pertamina Internasional
PT Pertamina EP Cepu 39.516 26.110 0,3 0,2 PT Pertamina EP Cepu
PT Pertamina Drilling Services PT Pertamina Drilling Services
Indonesia 35.175 8.361 0,2 0,1 Indonesia
PT Pertamina Petrochemical PT Pertamina Petrochemical
Trading 29.466 22.137 0,2 0,1 Trading
PT Pertamina Trans Kontinental 17.392 18.597 0,1 0,1 PT Pertamina Trans Kontinental
PT Pertamina International EP 13.407 11.965 0,0 0,1 PT Pertamina International EP
PT Pertamina Bina Medika 8.716 2.535 0,0 0,0 PT Pertamina Bina Medika
` SKK Migas 7.116 7.208 0,0 0,1 SKK Migas
PT Pertamina Geothermal PT Pertamina Geothermal
Energy Tbk 5.146 1.446 0,0 0,0 Energy Tbk
PT Pertamina Power Indonesia - 5.951 0,0 0,0 PT Pertamina Power Indonesia
Lain-lain (masing-masing
di bawah 0,5% dari Others (each below 0.5% of
modal disetor) 3.394 14.703 0,1 0,2 paid-in capital)
Total 11.372.458 11.014.061 78,2 82,2 Total
j) Pembelian dan beban pokok pendapatan j) Purchases and cost of revenues (Note 28)
(Catatan 28)
Persentase terhadap total
beban pokok pendapatan/
Percentage to
total cost of revenues
(%)
Tahun yang Berakhir pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024 2025 2024
PT Pertamina Patra Niaga 1.395.363 1.401.893 10,7 11,6 PT Pertamina Patra Niaga
Koperasi Karyawan Elnusa 791.695 726.244 6,1 6,0 Koperasi Karyawan Elnusa
PT Kilang Pertamina PT Kilang Pertamina
Internasional 759.682 356.621 5,8 3,0 Internasional
PT Asuransi Tugu Pratama PT Asuransi Tugu Pratama
Indonesia Tbk 29.072 16.838 0,2 0,1 Indonesia Tbk
PT Pertamina Lubricants 17.008 23.453 0,1 0,2 PT Pertamina Lubricants
PT Pertamina Retail 9.257 10.127 0,0 0,1 PT Pertamina Retail
PT Pertamina Bina Medika 8.049 8.822 0,0 0,1 PT Pertamina Bina Medika
106
Page 635
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
32. INFORMASI MENGENAI PIHAK-PIHAK 32. RELATED PARTIES INFORMATION (continued)
BERELASI (lanjutan)
Transaksi dan saldo dengan pihak-pihak berelasi Transactions and balances with related parties are as
adalah sebagai berikut: (lanjutan) follows: (continued)
j) Pembelian dan beban pokok pendapatan j) Purchases and cost of revenues (Note 28)
(Catatan 28) (lanjutan) (continued)
Persentase terhadap total
beban pokok pendapatan/
Percentage to
total cost of revenues
(%)
Tahun yang Berakhir pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024 2025 2024
PT Pertamina Patra Logistik 5.384 - 0,0 - PT Pertamina Patra Logistik
PT Pertamina International PT Pertamina International
Shipping 4.621 - 0,0 - Shipping
PT Pertamina Energi Terminal 4.287 - 0,0 - PT Pertamina Energi Terminal
PT Pratama Mitra Sejati 3.813 6.934 0,0 0,1 PT Pratama Mitra Sejati
PT Pertamina Drilling Services PT Pertamina Drilling Services
Indonesia 3.694 4.736 0,0 0,0 Indonesia
Lain-lain (masing-masing
di bawah 0,5% dari Others (each below 0.5% of
modal disetor) 5.075 85.977 0,0 0,7 paid-in capital)
Total 3.037.000 2.641.645 22,9 21,9 Total
Ringkasan sifat hubungan dan transaksi yang Summary of the nature of the relationship and
signifikan dengan pihak-pihak berelasi adalah significant transactions with related parties are as
sebagai berikut: follows:
Sifat hubungan/ Pihak-pihak berelasi/ Sifat transaksi/
Nature of relationship Related parties Nature of transaction
Entitas induk PT Pertamina Hulu Energi/ PT Pertamina (Persero) Penjualan barang dan jasa dan pembelian
Parent entity of PT Pertamina Hulu Energi barang dagangan/
Sales of goods and services and purchases
of merchandise inventories
Entitas induk/ PT Pertamina Hulu Energi Penjualan jasa/
Parent entity Sales of services
Entitas sepengendali/ PT Pertamina EP Penjualan jasa/
Entity under common control Sales of services
PT Pertamina Hulu Indonesia Penjualan jasa/
Sales of services
PT Pertamina Drilling Services Indonesia Penjualan jasa/
Sales of services
PT Pertamina EP Cepu Penjualan jasa/
Sales of services
PT Pertamina Hulu Rokan Penjualan jasa/
Sales of services
PT Pertamina Gas Penjualan barang dan jasa/
Sales of goods and services
PT Pertamina Geothermal Energy Tbk Penjualan jasa/
Sales of services
PT Pertamina Lubricants Penjualan barang dan jasa dan pembelian
barang dagangan/
Sales of goods and services and
purchases of merchandise
PT Nusantara Regas Penjualan jasa/
Sales of services
107
Page 636
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
32. INFORMASI MENGENAI PIHAK-PIHAK 32. RELATED PARTIES INFORMATION (continued)
BERELASI (lanjutan)
Ringkasan sifat hubungan dan transaksi yang Summary of the nature of the relationship and
signifikan dengan pihak-pihak berelasi adalah significant transactions with related parties are as
sebagai berikut: (lanjutan) follows: (continued)
Sifat hubungan/ Pihak-pihak berelasi/ Sifat transaksi/
Nature of relationship Related parties Nature of transaction
Entitas sepengendali (lanjutan)/ PT Asuransi Tugu Pratama Indonesia Tbk Pembelian jasa asuransi/
Entity under common control (continued) Purchases of insurance
services
PT Perusahaan Gas Negara Tbk Penjualan jasa/
Sales of services
PT Pertamina Retail Pembelian barang dagangan/
Purchases of merchandise
inventories
PT Pertamina Patra Niaga Pembelian barang dagangan/
Purchases of merchandise
inventories
PT Pertamina Trans Kontinental Pembelian jasa sewa/
Purchases of rental services
PT Patra Jasa Penjualan jasa/
Sales of services
PT Kilang Pertamina Internasional Penjualan barang dan pembelian barang
dagangan/
Sales of goods and
purchases of merchandise
PT Pertamina Power Indonesia Penjualan jasa/
Sales of services
PT Pertamina Petrochemical Trading Penjualan jasa/
Sales of services
Pertamina International Marketing & Pembelian barang dagangan/
Distribution Pte. Ltd. Purchases of merchandise
inventories
PT Pertamina Training & Consulting Penjualan jasa/
Sales of services
PT Pertamina Bina Medika Pembelian jasa pelayanan Kesehatan/
Purchases of health services
PT Pertamina International Shipping Penjualan jasa/
Sales of services
PT Patra Trading Pembelian barang dagangan/
Purchases of merchandise
Inventories
PT Perta Arun Gas Regasifikasi LNG/
LNG Regasification
PT Pertamina Internasional EP Penjualan jasa/
Sales of services
Entitas berelasi dengan pemerintah/ PT Bank Negara Indonesia (Persero) Tbk Jasa perbankan/
Government-related entity Banking services
PT Bank Rakyat Indonesia Jasa perbankan/
(Persero) Tbk Banking services
PT Bank Tabungan Negara Jasa perbankan/
(Persero) Tbk Banking services
PT Bank Syariah Indonesia Tbk Jasa perbankan/
Banking services
PT Bank Mandiri (Persero) Tbk Jasa perbankan/
Banking services
PT Bank Pembangunan Daerah Jawa Barat Jasa perbankan/
dan Banten Tbk Banking services
108
Page 637
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
32. INFORMASI MENGENAI PIHAK-PIHAK 32. RELATED PARTIES INFORMATION (continued)
BERELASI (lanjutan)
Ringkasan sifat hubungan dan transaksi yang Summary of the nature of the relationship and
signifikan dengan pihak-pihak berelasi adalah significant transactions with related parties are as
sebagai berikut: (lanjutan) follows: (continued)
Sifat hubungan/ Pihak-pihak berelasi/ Sifat transaksi/
Nature of relationship Related parties Nature of transaction
Entitas berelasi dengan pemerintah (lanjutan)/ Satuan Kerja Khusus Pelaksana Kegiatan Penjualan jasa/
Government-related entity (continued) Usaha Hulu Minyak dan Gas Bumi (SKK Sales of services
Migas)
PT Dahana (Persero) Pembelian barang proyek/
Purchases of inventories
for projects
Manajemen kunci yang sama/ Koperasi Karyawan Elnusa Jasa sewa dan alih daya/
Common key management Rental and outsourcing services
33. PERJANJIAN PENTING, KOMITMEN DAN 33. SIGNIFICANT AGREEMENTS, COMMITMENTS
KONTINJENSI AND CONTINGENCIES
a. Perkara hukum a. Legal case
PT Bank Mega Tbk PT Bank Mega Tbk
Pada tanggal 18 Mei 2011, Perusahaan On May 18, 2011, the Company filed a civil lawsuit
mengajukan gugatan perdata melalui with the South Jakarta District Court against
Pengadilan Negeri Jakarta Selatan kepada PT Bank Mega Tbk (“Bank Mega”) on liquidation
PT Bank Mega Tbk (“Bank Mega”) atas of deposits worth Rp111,000
pencairan deposito senilai Rp111.000 yang without the consent of the Company.
dilakukan tanpa persetujuan Perusahaan. The lawsuit was registered in Case
Gugatan ini terdaftar dalam Perkara No. 284/Pdt.G/2011/PN.Jkt.Sel. On
No. 284/Pdt.G/2011/PN.Jkt.Sel. Pada tanggal July 21, 2011, the Panel of Judges of the South
21 Juli 2011, Majelis Hakim Pengadilan Negeri Jakarta District Court issued an order of collateral
Jakarta Selatan mengeluarkan penetapan sita foreclosure on 2 (two) plots of land owned by
jaminan atas 2 (dua) bidang tanah milik Bank Bank Mega based on the following certificates:
Mega berdasarkan sertifikat sebagai berikut:
i. Sertifikat Hak Guna Bangunan (“HGB”) No. i. Building Rights Title (“HGB”) Certificate
95/Mampang Prapatan, Jakarta Selatan, No. 95/Mampang Prapatan, South Jakarta,
tercatat atas nama PT Bank Mega Tbk; registered under the name of PT Bank Mega
Tbk;
ii. Sertifikat HGB No. 97/Mampang Prapatan, ii. HGB Certificate No. 97/Mampang Prapatan,
Jakarta Selatan, tercatat atas nama South Jakarta, registered under the name of
PT Bank Mega Tbk. PT Bank Mega Tbk.
Pada tanggal 22 Maret 2012, Pengadilan On March 22, 2012, the South Jakarta
Negeri Jakarta Selatan mengeluarkan Putusan District Court issued Verdict
No. 284/Pdt.G/2011/PN.Jkt.Sel yang isinya, No. 284/Pdt.G/2011/PN.Jkt.Sel, the decision of
antara lain, mengabulkan gugatan Perusahaan which, among others, partially accepted the
untuk sebagian dan memerintahkan Bank Mega lawsuit filed by the Company and ordered Bank
untuk membayar dana deposito senilai Mega to pay the deposits fund amounting to
Rp111.000 dan bunga 6% per tahun kepada Rp111,000 and interest of 6% per annum to the
Perusahaan (“Putusan Pengadilan Negeri”). Company (“District Court Decision”).
109
Page 638
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
33. PERJANJIAN PENTING, KOMITMEN DAN 33. SIGNIFICANT AGREEMENTS, COMMITMENTS
KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
a. Perkara hukum (lanjutan) a. Legal case (continued)
PT Bank Mega Tbk (lanjutan) PT Bank Mega Tbk (continued)
Atas Putusan Pengadilan Negeri tersebut, pada Responding the District Court Decision, on April
tanggal 16 April 2012, Bank Mega mengajukan 16, 2012, Bank Mega filed a Memorandum of
Memori Banding kepada Pengadilan Tinggi DKI Appeal to the Jakarta High Court. On May 11,
Jakarta. Pada tanggal 11 Mei 2012, 2012, the Company submitted its Counter-
Perusahaan menyampaikan Kontra Memori Memorandum of Appeal to the Jakarta High
Banding kepada Pengadilan Tinggi DKI Jakarta. Court.
Pada tanggal 5 Februari 2013, Pengadilan On February 5, 2013, the Jakarta High Court
Tinggi DKI Jakarta mengeluarkan Putusan issued Verdict No. 237/Pdt/2012/PT.DKI dated
No. 237/Pdt/2012/PT.DKI tertanggal January 10, 2013, which reaffirmed the verdict
10 Januari 2013 yang isinya menguatkan issued by the South Jakarta District Court which
putusan Pengadilan Negeri Jakarta Selatan ordered Bank Mega to pay the deposits fund
yang memerintahkan Bank Mega untuk amounting to Rp111,000 and interest of 6% per
membayar dana deposito senilai Rp111.000 annum to the Company (“Appeal Decision”).
dan bunga 6% per tahun kepada Perusahaan
(“Putusan Banding”).
Atas Putusan Banding tersebut, pada tanggal Responding to the Appeal Decision, on
26 Februari 2013, Bank Mega mengajukan February 26, 2013, Bank Mega filed a
Memori Kasasi kepada Mahkamah Agung Memorandum of Cassation to the Supreme Court
Republik Indonesia (“MA”) yang of the Republic of Indonesia (the “Supreme
pemberitahuannya diterima oleh Perusahaan Court”) of which the notice was received by the
pada tanggal 13 Maret 2013. Pada tanggal Company on March 13, 2013. On March 26, 2013,
26 Maret 2013, Perusahaan menyampaikan the Company submitted its Counter-
Kontra Memori Kasasi kepada MA. Memorandum of Cassation to the Supreme Court.
Pada tanggal 8 Januari 2015, Perusahaan On January 8, 2015, the Company received the
menerima Surat Pemberitahuan Isi Putusan Verdict Notification Letter from the Supreme Court
Kasasi MA No. 1111 K/Pdt/2013 tertanggal No. 1111 K/Pdt/2013 dated February 12, 2014,
12 Februari 2014 yang isinya menolak which rejected the cassation filed by Bank Mega.
permohonan kasasi Bank Mega. Dengan As such, the Supreme Court has reaffirmed the
demikian, MA telah menguatkan putusan verdicts issued by the Jakarta High Court and the
Pengadilan Tinggi DKI Jakarta dan Pengadilan South Jakarta District Court which ordered Bank
Negeri Jakarta Selatan yang memerintahkan Mega to pay the deposits fund amounting to
Bank Mega untuk membayar dana deposito Rp111,000 and interest of 6% per annum to the
senilai Rp111.000 dan bunga 6% per tahun Company (“Cassation Decision”).
kepada Perusahaan (“Putusan Kasasi”).
Atas Putusan Kasasi tersebut, pada tanggal Responding to the Cassation Decision, on
25 Maret 2015, Bank Mega mengajukan March 25th, 2015, Bank Mega filed a
Memori Peninjauan Kembali (“PK”) kepada MA. Memorandum of Judicial Review to the Supreme
Pada tanggal 25 Mei 2015, Perusahaan Court. On May 25, 2015, the Company submitted
menyampaikan Kontra Memori PK kepada MA. its Counter-Memorandum of Judicial Review to
the Supreme Court.
110
Page 639
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
33. PERJANJIAN PENTING, KOMITMEN DAN 33. SIGNIFICANT AGREEMENTS, COMMITMENTS
KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
a. Perkara hukum (lanjutan) a. Legal case (continued)
PT Bank Mega Tbk (lanjutan) PT Bank Mega Tbk (continued)
Berdasarkan Putusan Mahkamah Agung Based on Supreme Court verdict No.
Republik Indonesia No. 472/PK/PDT/2015 472/PK/PDT/2015 dated on December 30, 2015,
tanggal 30 Desember 2015, Mahkamah Agung Supreme Court of Indonesia rejected the
Republik Indonesia menolak permohonan aplication of Judicial Review from Bank Mega
Peninjauan Kembali dari Bank Mega (“hasil (“Judicial Review results”).
Peninjauan Kembali”)
Perusahaan mengajukan permohonan eksekusi The Company filed a request for executionary
atas 2 (dua) bidang tanah milik Bank Mega yang auction on 2 (two) plots of land owned by Bank
telah ditetapkan sebagai sita jaminan dalam Mega which have been determined as collateral
perkara ini kepada Pengadilan Negeri Jakarta foreclosure in this case to the South Jakarta
Selatan. Ketua Pengadilan Negeri District Court. The Head of South
Jakarta Selatan kemudian menerbitkan Jakarta District Court then issued
Penetapan No. 10/Eks.Pdt/2016 jo. Order No. 10/Eks.Pdt/2016 jo.
No. 284/Pdt.G/2011/PN.Jkt.Sel tertanggal No. 284/Pdt.G/2011/PN.Jkt.Sel dated
12 April 2016 yang memerintahkan April 12, 2016 which ordered the execution of on
pelaksanaan eksekusi atas aset-aset sita such collateral assets.
jaminan tersebut.
Pada tanggal 17 Maret 2016, Bank Mega On March 17, 2016, Bank Mega filed a counter-
mengajukan gugatan perlawanan atas Putusan lawsuit against the District Court Decision, Appeal
Pengadilan Negeri, Putusan Banding, Putusan Decision and Cassation Decision to South Jakarta
Kasasi yang didaftarkan kepada Pengadilan District Court, and registered in Case No.
Negeri Jakarta Selatan dalam Perkara No. 162/Pdt.G/2016/PN.Jkt.Sel. On September 13,
162/Pdt.G/2016/PN.Jkt.Sel. Pada tanggal 13 2017, South Jakarta District Court rejected to
September 2017, Pengadilan Negeri Jakarta grant the counter-lawsuit.
Selatan menolak gugatan perlawanan tersebut.
Pada tanggal 26 Desember 2022, Bank Mega On December 26, 2022, Bank Mega then
kemudian mengajukan banding atas putusan appealed the decision to the DKI Jakarta High
tersebut kepada Pengadilan Tinggi DKI Jakarta, Court, which then issued Decision No.
yang kemudian mengeluarkan Putusan No. 127/PDT/2023/PT-DKI dated March 20, 2023,
127/PDT/2023/PT-DKI tanggal 20 Maret 2023 which upheld the Decision in case
yang menguatkan Putusan perkara 162/Pdt.G/2016/PN.Jkt.Sel dated September 13,
162/Pdt.G/2016/PN.Jkt.Sel tanggal 13 2017.
September 2017.
Pada tanggal 26 Desember 2022, Bank Mega On December 26, 2022, Bank Mega then
kemudian mengajukan banding atas putusan appealed the decision to the DKI Jakarta High
tersebut kepada Pengadilan Tinggi DKI Jakarta, Court, which then issued Decision No.
yang kemudian mengeluarkan Putusan No. 127/PDT/2023/PT-DKI dated March 20, 2023,
127/PDT/2023/PT-DKI tanggal 20 Maret 2023 which upheld the Decision in case
yang menguatkan Putusan perkara 162/Pdt.G/2016/PN.Jkt.Sel dated September 13,
162/Pdt.G/2016/PN.Jkt.Sel tanggal 13 2017.
September 2017.
111
Page 640
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
33. PERJANJIAN PENTING, KOMITMEN DAN 33. SIGNIFICANT AGREEMENTS, COMMITMENTS
KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
a. Perkara hukum (lanjutan) a. Legal case (continued)
PT Bank Mega Tbk (lanjutan) PT Bank Mega Tbk (continued)
Pada tanggal 27 Juni 2023, Bank Mega On June 27, 2023, Bank Mega then filed an
kemudian mengajukan Kasasi atas putusan Cassation against the decision to the Supreme
tersebut kepada Mahkamah Agung, yang Court, which then issued Decision No. 2116
kemudian mengeluarkan Putusan No. 2116 K/Pdt/2024 dated July 25, 2024, which rejected
K/Pdt/2024 tanggal 25 Juli 2024 yang menolak Bank Mega's appeal.
permohonan Kasasi Bank Mega.
Pada tanggal 7 Mei 2024, Perusahaan dan On May 7, 2024, the Company and Bank Mega
Bank Mega menandatangani Perjanjian signed Peace Agreement and Fulfillment of Court
Perdamaian dan Pemenuhan Putusan Decisions between the Company and Bank Mega
Pengadilan antara Perusahaan dengan Bank was carried out, where it was agreed that Bank
Mega, dimana disepakati bahwa Bank Mega Mega would implement the decision by making
akan melaksanakan putusan dengan cash payments and at once to the Company of the
melakukan pembayaran secara tunai dan principal deposit of Rp111,000 and net interest of
sekaligus kepada Perusahaan pokok deposito Rp69,147. The company also agreed to submit a
sebesar Rp111.000 dan bunga neto sebesar letter of cancellation of the execution of the
Rp69.147. Perusahaan juga setuju untuk auction verdict and submit a letter of application
mengajukan surat pembatalan eksekusi lelang for the revocation or removal of the collateral
putusan dan mengajukan surat permohonan seizure on the two plots of land above to the Head
pencabutan atau pengangkatan sita jaminan of the South Jakarta District Court, and submit a
atas dua bidang tanah diatas kepada Ketua copy of the decision to Bank Mega.
Pengadilan Negeri Jakarta Selatan, serta
menyerahkan salinan penetapannya kepada
Bank Mega.
Pada tanggal 7 Mei 2024, Perusahaan telah On May 7 2024, the Company received the time
menerima pokok deposito dan bunga secara deposit and its interest in cash at whole.
tunai dan sekaligus.
Pada tanggal 14 Mei 2024, Perusahaan telah On May 14, 2024, the Company has filed a
mengajukan pencabutan penetapan eksekusi request for the revocation of the execution order
dan telah menerima penetapan pencabutan and has received the order for the lifting of the
eksekusi tersebut pada tanggal 16 Juli 2024 dan collaterals execution on July 16, 2024 and July 22,
22 Juli 2024. 2024.
Dengan penandatanganan Perjanjian With the signing of the Peace Agreement,
Perdamaian, pemenuhan putusan pengadilan, fulfillment of the court decision, and revocation of
serta pencabutan penetapan eksekusi, maka the execution order, the legal case between the
perkara hukum antara Perusahaan dan Bank Company and Bank Mega Tbk is declared to have
Mega Tbk dinyatakan telah selesai. been closed.
112
Page 641
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
33. PERJANJIAN PENTING, KOMITMEN DAN 33. SIGNIFICANT AGREEMENTS, COMMITMENTS
KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
a. Perkara hukum (lanjutan) a. Legal case (continued)
Gugatan PKPU kepada PT Alpha Dwi Marine PKPU Lawsuit to PT Alpha Dwi Marine Indonesia
Indonesia
Pada tanggal 4 Oktober 2021, Perusahaan dan On October 4, 2021, the Company and PT Alpha
PT Alpha Dwi Marine Indonesia (“ADMI”) Dwi Marine Indonesia (“ADMI”) entered into a
menandatangani Perjanjian Subkontrak Segmental Partial Replacement Agreement for
Penyisipan (Segmental Partial Replacement) the Main Oil Line to MGS Balongan (“Agreement
Main Oil Line ke MGS Balongan (“Perjanjian with ADMI”), whereby ADMI was appointed as a
dengan ADMI”), dimana ADMI ditunjuk sebagai subcontractor on the Company's project with PT
subkontraktor pada proyek Perusahaan dengan Pertamina EP in Balongan. The agreement with
PT Pertamina EP di Balongan. Perjanjian ADMI has been amended through Amendment I
dengan ADMI telah dirubah melalui dated January 6, 2022 and Amendment II dated
Amandemen I tanggal 6 Januari 2022 dan January 11, 2022 which added provisions
Amandemen II tanggal 11 Januari 2022 yang regarding the takeover of part or all of ADMI's
menambahkan ketentuan mengenai work by the Company and additional costs billed
pengambilalihan sebagian atau keseluruhan by the Company to ADMI due to ADMI's inability
pekerjaan ADMI oleh Perusahaan serta to complete the work.
tambahan biaya yang ditagihkan Perusahaan
kepada ADMI akibat adanya ketidaksanggupan
ADMI untuk menyelesaikan pekerjaan.
Selanjutnya, atas tidak dipenuhinya kewajiban Furthermore, for the non-fulfillment of ADMI's
ADMI terhadap perjanjian, pada tanggal 29 April obligations under the agreement, on April 29,
2022 Perusahaan telah mengirimkan Surat 2022 the Company has sent a Notification Letter
Pemberitahuan Pengakhiran Kontrak kepada of Contract Termination to ADMI.
ADMI.
Pada tanggal 12 Mei 2022, Perusahaan dan On May 12, 2022, the Company and ADMI held a
ADMI telah mengadakan pertemuan untuk meeting to discuss the continuation of ADMI's
membahas kelanjutan pekerjaan dan kewajiban work and obligations to the Company, but ADMI
ADMI kepada Perusahaan, namun ADMI belum has not been able to fulfill its obligations according
bisa memenuhi kewajiban sesuai perjanjian dan to the agreement and amendments.
amandemen.
Pada tanggal 23 September 2022, Perusahaan On September 23, 2022, the Company has sent
telah mengirimkan somasi kepada ADMI untuk subpoena to ADMI to pay the fees according to
membayar biaya-biaya sesuai ketentuan Amendment II of the Agreement with ADMI.
Amandemen II atas Perjanjian dengan ADMI.
Selanjutnya pada tanggal 4 Oktober 2022, Furthermore, on October 4, 2022, the Company
Perusahaan bersama dengan kreditur lain along with other creditors filed Suspension of
mengajukan permohonan Penundaan Debt Repayment Obligation (“PKPU”) to ADMI
Kewajiban Pembayaran Utang (“PKPU”) through Commercial Court in Central Jakarta
terhadap ADMI melalui Pengadilan Niaga pada Distric Court. This lawsuit is registered as Case
Pengadilan Negeri Jakarta Pusat. Gugatan ini No. 263/Pdt.Sus-PKPU/2022/PN Niaga Jkt.Pst.
terdaftar sebagai Perkara No. 263/Pdt.Sus- on October 4, 2022 and has been accepted as a
PKPU/2022/PN Niaga Jkt.Pst. pada tanggal 4 case registration at the Central Jakarta District
Oktober 2022 dan sudah diterima sebagai Court Civil Junior Register.
registrasi perkara dalam Panitera Muda Perdata
Pengadilan Negeri Jakarta Pusat.
113
Page 642
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
33. PERJANJIAN PENTING, KOMITMEN DAN 33. SIGNIFICANT AGREEMENTS, COMMITMENTS
KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
a. Perkara hukum (lanjutan) a. Legal case (continued)
Gugatan PKPU kepada PT Alpha Dwi Marine PKPU Lawsuit to PT Alpha Dwi Marine Indonesia
Indonesia (lanjutan) (continued)
Pada tanggal 28 Desember 2022, On 28 December 2022 the trial
telah dilaksanakan sidang perkara was held with case number
No. 264/Pdt.Sus-PKPU/2022/PN.Niaga.Jkt.Pst. No. 264/Pdt.Sus-PKPU/2022/PN.Niaga.Jkt.Pst.
dengan pembacaan kesimpulan oleh Majelis with the conclusion by the Panel of Judges that
Hakim bahwa Permohonan PKPU Perusahaan the Company's PKPU application against ADMI
terhadap ADMI telah diterima dan dikabulkan has been accepted and granted by the Panel of
oleh Majelis Hakim. Judges.
Pada tanggal 20 Maret 2023, ADMI On March 20, 2023, ADMI submitted a settlement
mengajukan proposal perdamaian kepada para proposal to creditors which was then approved on
kreditur yang kemudian disetujui pada tanggal 6 April 6, 2023 in the Commercial Court of the
April 2023 di Pengadilan Niaga pada Central Jakarta District Court.
Pengadilan Negeri Jakarta Pusat.
Pada tanggal 7 Juni 2023, telah dilaksanakan On June 7, 2023, Sidang Permusyawaratan
Sidang Permusyawaratan Majelis Hakim (RPM) Majelis Hakim (Deliberative Hearing) has been
dengan putusan berikut: upheld with verdicts below :
- Menyatakan sah dan mengikat secara - Declare the validity and legal binding of the
hukum perjanjian perdamaian tanggal 6 settlement agreement dated April 6, 2023
April 2023
- Menetapkan ADMI dan seluruh krediturnya - Assign ADMI and all its creditors to abide by
untuk tunduk dan mematuhi serta and implement the peace agreement dated
melaksanakan isi perjanjian perdamaian April 6, 2023
tanggal 6 April 2023
Perjanjian perdamaian ini juga This peace agreement was also upheld through
dikuatkan melalui Putusan No. 264/Pdt.Sus- Decision No. 264/Pdt.Sus-
PKPU/2022/PN.Niaga.Jkt.Pst. tanggal 14 Juni PKPU/2022/PN.Niaga.Jkt.Pst. dated June 14,
2024. 2024.
Pembatalan Perjanjian Perdamaian dan Cancellation of Settlement Agreement and
Kepailitan terhadap PT Alpha Dwi Marine Liquidation of PT Alpha Dwi Marine Indonesia
Indonesia
Selama tahun 2024, ADMI tidak mampu During 2024, ADMI was unable to fulfill the
memenuhi ketentuan dan melakukan provisions and make payments according to the
pembayaran sesuai perjanjian perdamaian. settlement agreement. Therefore, on October 3,
Oleh karena itu, pada tanggal 3 Oktober 2024, 2024, the Company filed for cancellation of the
Perusahaan mengajukan pembatalan settlement agreement to the Commercial Court at
perjanjian perdamaian kepada Pengadilan the Central Jakarta District Court. The application
Niaga di Pengadilan Negeri was granted by the Commercial Court through
Jakarta Pusat. Permohonan tersebut decision No. 53/Pdt.Sus- Cancellation of Peace
dikabulkan oleh Pengadilan Niaga /2024/PN.Niaga.Jkt.Pst. Jo. Decision No.
melalui putusan No. 53/Pdt.Sus- 264/Pdt.Sus-PKPU/2022/PN.Niaga.Jkt.Pst.
PembatalanPerdamaian /2024/PN.Niaga.Jkt.
Pst. Jo. Putusan No. 264/Pdt.Sus-
PKPU/2022/PN.Niaga.Jkt.Pst.
Penyelesaian perkara hukum di atas tidak The settlement of the above legal case does not
berdampak material terhadap laporan have a material impact on consolidated financial
keuangan konsolidasian. statement.
114
Page 643
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
33. PERJANJIAN PENTING, KOMITMEN DAN 33. SIGNIFICANT AGREEMENTS, COMMITMENTS
KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
a. Perkara hukum (lanjutan) a. Legal case (continued)
Serah Terima Barang Bukti Yang Dirampas Handover of Seized Evidence to the State Cq PT
Untuk Negara Cq PT Elnusa Tbk Terkait Tindak Elnusa Tbk Related to the Criminal Act Of
Pidana Korupsi Penggelapan Deposito Elnusa Embezzlement of Elnusa Deposits
Pada tanggal 9 Juli 2025 Perusahaan On July 9, 2025, the Company received the
menerima penyerahan hasil lelang barang bukti handover of auctioned items confiscated for the
yang dirampas untuk negara Cq Perusahaan state, through the Company, from the Bekasi
dari Kejaksaan Negeri Kab. Bekasi. District Attorney's Office. The handover is related
Penyerahan tersebut berkaitan dengan to the asset forfeiture from the convicts of the
perampasan asset dari para terpidana kasus criminal corruptoin case involving the
tindak pidana korupsi penggelapan deposito embezzlement of deposits belonging to PT
milik PT Elnusa Tbk yang terjadi pada tahun Elnusa Tbk that occurred in 2011, in order to
2011 untuk memulihkan kerugian Negara Cq recover the losses of the state Cq PT Elnusa Tbk
PT Elnusa Tbk dalam kasus tersebut. in that case.
Penyerahan tersebut dilaksanakan The handover was carried out in accordance with
berdasarkan Putusan Mahkamah Agung RI No. the Supreme Court of the Republic of Indonesia
1298 K/PID SUS/2012 tanggal 29 Agustus Decisions No. 1298 K/PID SUS/2012 dated 29
2012; Putusan Mahkamah Agung RI No. 1296 August 2012; No. 1296 K/PID SUS/2012 dated 29
K/PID SUS/2012 tanggal 29 Agustus 2012; August 2012; and No. 1259 K/PID SUS/2012
Putusan Mahkamah Agung RI No. 1259 K/PID dated 29 August 2012.
SUS/2012 tanggal 29 Agustus 2012.
Turut Serta Dalam PKPU Kepada PT Onasis Participating in PKPU PT Onasis Indonesia
Indonesia
Pada tanggal 6 September 2022, Perusahaan On September 6, 2022, the Company and PT
dan PT Onasis Indonesia (“Onasis”) Onasis Indonesia (“Onasis”) signed a Subcontract
menandatangani Perjanjian Subkontrak Agreement for the Insertion (Segmental Partial
Penyisipan (Segmental Partial Replacement) Replacement) of the Main Oil Line to MGS
Main Oil Line ke MGS Balongan (“Perjanjian Balongan (the “Agreement with Onasis”),
dengan Onasis”), dimana Onasis ditunjuk whereby Onasis was appointed as the
sebagai subkontraktor pengganti ADMI pada replacement subcontractor for ADMI in the
proyek Perusahaan dengan PT Pertamina EP di Company's project with PT Pertamina EP at
Balongan. Perjanjian dengan Onasis telah Balongan. The Agreement with Onasis was
dirubah melalui Amandemen I tanggal 1 Maret amended by Amendment I dated March 1, 2023.
2023.
Dalam pelaksanaannya Onasis mengalami In its execution, Onasis encountered funding
kesulitan pendanaan dan Perusahaan difficulties, and the Company took over the claims
melakukan pengambilalihan atas tagihan of Onasis's subcontractors ("Bridging Funds")
subkon Onasis (“Dana Talangan”) dengan with the provision that the completion of the work
ketentuan terkait penyelesaian pekerjaan tetap remained the responsibility of Onasis.
menjadi tanggungjawab Onasis.
115
Page 644
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
33. PERJANJIAN PENTING, KOMITMEN DAN 33. SIGNIFICANT AGREEMENTS, COMMITMENTS
KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
a. Perkara hukum (lanjutan) a. Legal case (continued)
Turut Serta Dalam PKPU Kepada PT Onasis Participating in PKPU PT Onasis Indonesia
Indonesia (lanjutan) (continued)
Pekerjaan selesai dilaksanakan dan terdapat The work has been completed and there is a cost
selisih biaya dalam penyelesian pekerjaan. discrepancy in the completion of the work. On
Pada tanggal 7 Mei 2024 Perusahaan May 7, 2024, the Company issued a billing for the
melakukan penagihan atas dana talangan advance funds to Onasis.
kepada Onasis.
Perusahaan mendapatkan informasi bahwa The company received information that Onasis is
Onasis sedang dimohonkan Penundaan being petitioned for Suspension Of Debt Payment
Kewajiban Pembayaran Utang (“PKPU”) dan Obligation (“ PKPU”) and the company joined this
Perusahaan bergabung dalam PKPU tersebut PKPU as Other Creditor 2.
sebagai Kreditur Lain 2.
Pada tanggal 30 Juni 2025 Pengadilan Niaga On June 30, 2025, the Commercial Court at the
pada Pengadilan Negeri Jakarta Pusat Central Jakarta District Court received a petition
menerima permohonan PKPU dan meletakan for a Suspension of Debt Payment Obligations
Onasis dalam PKPU sementara. (PKPU) and placed Onasis under temporary
PKPU.
Saat ini proses PKPU sedang berjalan dengan Currently, the PKPU process is ongoing with the
agenda Rapat Kreditur pembahasan proposal agenda of the Creditors' Meeting to discuss the
perdamaian yang disampaikan oleh Onasis. peace proposal submitted by Onasis.
b. Perjanjian kerja sama b. Cooperation agreement
Pusat Data dan Informasi Energi dan Sumber Pusat Data dan Informasi Energi dan Sumber
Daya Mineral (“PUSDATIN”) Daya Mineral (“PUSDATIN”)
Pada bulan Maret 1998, PND menandatangani In March 1998, PND entered into a Cooperation
Perjanjian Kerjasama dengan Direktur Jenderal Agreement with the Director General of Oil and
Minyak dan Gas (“Dirjen Migas”) No. Gas (“Dirjen Migas”) No. 242A/32/DJM/1998:
242A/32/DJM/1998: 012/PND/KTR/X100/98 012/PND/KTR/X100/98 to manage and socialise
untuk pengelolaan dan pemasyarakatan data the oil and gas data. This agreement
minyak dan gas bumi. Perjanjian ini was based on the Decision Letter
didasari atas Surat Keputusan No. 176.K/702/D.DJM/1997 dated
No. 176.K/702/D.DJM/1997 tanggal November 24, 1997, regarding the appointment
24 November 1997, tentang penunjukan PND of PND as the executor of oil and gas exploration
sebagai pelaksana pengelolaan dan and exploitation data management and
pemasyarakatan data eksplorasi dan socialization.
eksploitasi minyak dan gas bumi.
116
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The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
33. PERJANJIAN PENTING, KOMITMEN DAN 33. SIGNIFICANT AGREEMENTS, COMMITMENTS
KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
b. Perjanjian kerja sama (lanjutan) b. Cooperation agreement (continued)
Pusat Data dan Informasi Energi dan Sumber Pusat Data dan Informasi Energi dan Sumber
Daya Mineral (“PUSDATIN”) (lanjutan) Daya Mineral (“PUSDATIN”) (continued)
Selanjutnya pada tanggal 4 Januari 2007, PND Furthermore, on January 4, 2007, PND together
bersama dengan Dirjen Migas dan PUSDATIN with the Dirjen Migas and the PUSDATIN signed
menandatangani Amandemen Perjanjian the Amendment on the Cooperation Agreement.
Kerjasama. Dalam amandemen perjanjian The amended agreement stated that the Dirjen
tersebut disebutkan bahwa Dirjen Migas Migas transferred all of its rights and obligations
mengalihkan seluruh hak dan kewajibannya to PUSDATIN. PUSDATIN will receive a 5% to
kepada PUSDATIN. PUSDATIN akan 15% share from the proceeds of data
memperoleh 5% hingga 15% dari penghasilan management and socialization obtained by PND
PND yang diperoleh dari pengelolaan dan which shall be paid to the State Treasury as Non-
pemasyarakatan data dan disetorkan ke Kas tax State Revenues (“PNBP”). The amended
Negara dalam bentuk Penerimaan Negara Cooperation Agreement will be valid until
Bukan Pajak (“PNBP”). Amandemen Perjanjian March 10, 2018.
Kerja Sama ini akan berlaku sampai dengan
tanggal 10 Maret 2018.
Sejak tanggal 11 Maret 2018, PT Pertamina Since March 11, 2018, PT Pertamina (Persero)
(Persero) ditunjuk sebagai pelaksana has the right as the executor of oil and gas
pengelolaan dan permasyarakatan data exploration dan exploitation data management
eksplorasi dan eksploitasi minyak dan gas and socialization. PND received direct
bumi. PT Pertamina (Persero) menunjuk appointment from PT Pertamina (Persero) for
langsung PND untuk pengelolaan dan those data management and socialization valid
permasyarakatan data tersebut sampai dengan until January 29, 2021.
29 Januari 2021.
Sejak bulan Februari 2021, pengelolaan dan Since February 2021, those data management
permasyarakatan data tersebut akan dikelola and socialization managed by SCU. On April,
oleh SCU. Pada bulan April 2021, SCU dan 2021, SCU and PT Pertamina Hulu Energi (PHE)
PT Pertamina Hulu Energi (PHE) signed novation agreement, in which all rights and
menandatangani kontrak novasi atas perjanjian obligation of PT Pertamina (Persero) in the
tersebut, dimana seluruh hak dan kewajiban PT agreement was transferred to PT Pertamina Hulu
Pertamina (Persero) dalam perjanjian dialihkan Energi (PHE). SCU and PHE signed novation
ke PT Pertamina Hulu Energi (PHE). SCU dan agreement No. 4710007434 dated July 23, 2023
PHE menandatangani kontrak novasi for those upstreams’ data management and
No. 4710007434 tanggal 23 Juli 2023 untuk utilization. The Agreement will be end in July 20,
jasa pengelolaan dan pemanfaatan data hulu 2028.
migas. Kontrak tersebut berakhir sampai
dengan 20 Juli 2028.
Grup Pertamina Pertamina Group
Perjanjian jasa hulu migas Upstream oil and gas services
Perusahaan menandatangani berbagai The Company signed several seismic data,
perjanjian pekerjaan jasa data seismic, drilling drilling and oilfield maintenance services
dan oilfield maintenance dengan Grup agreements with Pertamina Group. The
Pertamina. Perjanjian-perjanjian ini akan agreements will be ended in various dates, with
berakhir pada berbagai tanggal sampai dengan the latest is on various dates in April 2030.
April 2030.
117
Page 646
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
33. PERJANJIAN PENTING, KOMITMEN DAN 33. SIGNIFICANT AGREEMENTS, COMMITMENTS
KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
b. Perjanjian kerja sama (lanjutan) b. Cooperation agreement (continued)
Grup Pertamina (lanjutan) Pertamina Group (continued)
Perjanjian pengelolaan truk tangki dan jasa Agreement regarding management of fuel tanker
sewa pakai truk tangki and rental for fuel tanker
EPN menandatangani beberapa perjanjian EPN signed several agreements with
dengan PT Pertamina (Persero) mengenai PT Pertamina (Persero) on the management of
pengelolaan truk tangki dan jasa sewa pakai fuel transportation vehicles and also rental of
truk tangki di beberapa wilayah. Perjanjian- transportation vehicles services covering several
perjanjian ini akan berakhir pada berbagai areas. The agreements will be ended in various
tanggal, terakhir pada berbagai tanggal di bulan dates, with the latest is on various dates in
Oktober 2026. October 2026.
Pada berbagai tanggal di tahun 2021, EPN dan On various date in 2021, EPN and PT Pertamina
PT Pertamina (Persero) menandatangani (Persero) signed novation agreement for all
novasi atas perjanjian-perjanjian tersebut, mentioned agreements, in which all rights and
dimana seluruh hak dan kewajiban obligations of PT Pertamina (Persero) in the
PT Pertamina (Persero) dalam perjanjian agreement was transferred to PT Pertamina Patra
dialihkan ke PT Pertamina Patra Niaga. Novasi Niaga. The novation was effective starting
tersebut berlaku efektif sejak tanggal September 1, 2021.
1 September 2021.
Untuk tahun yang berakhir pada tanggal For the year ended December 31, 2025 and 2024,
31 Desember 2025 dan 2024, total penghasilan total service and rental income from these
jasa dan sewa dari perjanjian-perjanjian agreements amounted to Rp4,920,692 and
tersebut masing-masing sebesar Rp4.920.692 Rp3,833,523, respectively.
dan Rp3.833.523.
Perjanjian penyediaan jasa depot LPG di Agreement for LPG depot services in Amurang
Amurang
EPN dan PT Pertamina (Persero) EPN and PT Pertamina (Persero) signed
menandatangani perjanjian penyediaan Jasa agreement to provide Depot Mini LPG
Depot Mini LPG Pressurized di Amurang, Pressurized Services in Amurang, North Sulawesi
Sulawesi Utara (“Depot Mini LPG”). Jangka (“Depot Mini LPG”). The duration of the
waktu perjanjian ini adalah 10 (sepuluh) tahun agreement is 10 (ten) years since the operation of
sejak dimulainya pengoperasian Depot Mini the Depot Mini LPG started. At the end of the
LPG. Pada saat berakhirnya perjanjian, agreement, PT Pertamina (Persero) or its
PT Pertamina (Persero) atau afiliasinya berhak affiliates have rights to purchase the whole assets
untuk membeli keseluruhan aset dengan nilai with agreed amount of Rp107,000 or to extend the
yang disepakati sebesar Rp107.000 atau agreement for 5 (five) years with later adjusted
memperpanjang perjanjian selama 5 (lima) tariff.
tahun dengan tarif yang akan disesuaikan
kemudian.
118
Page 647
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
33. PERJANJIAN PENTING, KOMITMEN DAN 33. SIGNIFICANT AGREEMENTS, COMMITMENTS
KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
b. Perjanjian kerja sama (lanjutan) b. Cooperation agreement (continued)
Grup Pertamina (lanjutan) Pertamina Group (continued)
Perjanjian penyediaan jasa depot LPG di Agreement for LPG depot services in Amurang
Amurang (lanjutan) (continued)
Pada bulan Agustus 2021, EPN dan On August, 2021, EPN and PT Pertamina
PT Pertamina (Persero) menandatangani (Persero) signed novation agreement for the
novasi atas perjanjian tersebut, dimana seluruh mentioned agreement, in which all rights and
hak dan kewajiban PT Pertamina (Persero) obligations of PT Pertamina (Persero) in the
dalam perjanjian dialihkan ke PT Pertamina agreement was transferred to PT Pertamina Patra
Patra Niaga. Perjanjian ini berlaku efektif Niaga. The agreement will be effective until
hingga tanggal 11 Desember 2028. December 11, 2028.
Untuk tahun yang berakhir pada tanggal For the year ended December 31, 2025 and 2024,
31 Desember 2025 dan 2024, total penghasilan total rental income from the agreement amounted
sewa dari perjanjian tersebut adalah sebesar to Rp39,641 and Rp38,142. As of December 31,
Rp39.641 dan Rp38.142. Pada tanggal 2025 and 2024, unamortized deferred income
31 Desember 2025 dan 2024, pendapatan from the agreement amounted to Rp37,450 and
tangguhan yang belum diamortisasi dari Rp48,150 (Note 23),respectively.
perjanjian tersebut adalah masing-masing
sebesar Rp37.450 dan Rp48.150 (Catatan 23).
Perjanjian Handling Agent untuk Layanan Handling Agent Agreement for Vendor Held Stock
Vendor Held Stock PT Aneka Tambang Tbk Services of PT Aneka Tambang Tbk East
Site Halmahera Timur Halmahera Site
Pada tanggal 30 Desember 2019, EPN dan As of December 30, 2019, EPN and PT Pertamina
PT Pertamina (Persero) (“Pertamina”) (Persero) (“Pertamina”) signed a Handling Agent
menandatangani perjanjian Handling Agent agreement for PT Aneka Tambang Tbk (“Antam”)
untuk Layanan Vendor Held Stock (“VHS”) Vendor Held Stock (VHS) Services in East
PT Aneka Tambang Tbk (“Antam”) di Halmahera. EPN will act as a handling agent
Halmahera Timur. EPN akan bertindak sebagai covering the transportation and distribution of
handling agent meliputi kegiatan pengangkutan High Speed Diesel (HSD) and Marine Fuel Oil
dan penyaluran Bahan Bakar Minyak High (MFO) on a VHS basis as well as other activities
Speed Diesel (HSD) dan Marine Fuel Oil (MFO) to Antam.
secara VHS serta kegiatan lainnya kepada
Antam.
Berdasarkan perjanjian, EPN wajib Based on the agreement, EPN is required to
melaksanakan pembangunan dan conduct construction and maintenance of VHS
pemeliharaan fasilitas dan instalasi VHS di facilities and installations at Antam's location with
lokasi Antam dengan metode Build, Operate Build, Operate and Transfer (BOT) method with
and Transfer (BOT) dengan masa construction period of 11 (eleven) months starting
pembangunan selama 11 (sebelas) bulan February 1, 2018. The handover of VHS facilities
terhitung mulai tanggal 1 Februari 2018. Serah and installations from EPN to Antam will be
terima fasilitas dan instalasi VHS dari EPN carried out when the distribution volume reaches
kepada Antam akan dilakukan pada saat the cumulative throughput as stipulated in the
volume penyaluran mencapai kumulatif agreement.
throughput sebagaimana diatur di perjanjian.
119
Page 648
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
33. PERJANJIAN PENTING, KOMITMEN DAN 33. SIGNIFICANT AGREEMENTS, COMMITMENTS
KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
b. Perjanjian kerja sama (lanjutan) b. Cooperation agreement (continued)
Grup Pertamina (lanjutan) Pertamina Group (continued)
Perjanjian Handling Agent untuk Layanan Handling Agent Agreement for Vendor Held Stock
Vendor Held Stock PT Aneka Tambang Tbk Services of PT Aneka Tambang Tbk East
Site Halmahera Timur (lanjutan) Halmahera Site (continued)
Atas pembangunan dan kegiatan layanan VHS, For the VHS construction and service activities,
Pertamina wajib membayarkan fee investasi Pertamina is required to pay investment fee and
dan fee layanan VHS kepada EPN VHS fees to EPN as stipulated in the agreement.
sebagaimana diatur dalam perjanjian. Other significant terms are stipulated in the
Ketentuan penting lainnya diatur dalam agreement.
perjanjian.
Efektif 1 September 2021, perjanjian tersebut Effective September 1, 2021, the agreement was
dinovasikan dari Pertamina kepada novated from Pertamina to PT Pertamina Patra
PT Pertamina Patra Niaga (“Patra Niaga”). Niaga (“Patra Niaga”).
Perjanjian tersebut berlaku sejak 1 Februari The agreement is effective from February 1, 2018
2018 sampai dengan 31 Januari 2022 dan tidak until January 31, 2022 and not extended.
diperpanjang.
Selanjutnya, pada tanggal 20 Desember 2022, Furthermore, as of December 20, 2022, EPN and
EPN dan Patra Niaga menandatangani Patra Niaga signed a Handling Agent agreement
perjanjian Handling Agent Bahan Bakar Minyak for PT Aneka Tambang Tbk (“Antam”) Vendor
untuk layanan Vendor Held Stock (VHS) PT Held Stock (VHS) Services in East Halmahera.
Antam (Persero) Tbk Site Halmahera Timur.
Berdasarkan perjanjian tersebut, EPN kembali Based on the agreement, EPN was again
ditunjuk untuk menyelesaikan pembangunan appointed to complete the construction and
dan pemeliharaan aset fasilitas VHS sesuai maintenance of the VHS facility in accordance
perjanjian sebelumnya. Aset tersebut akan with the previous agreement. The assets will be
diserahkan kepada Antam setelah siap handed over to Antam when they are ready to
dioperasikan (termasuk telah lengkap dengan operate (including complete with permits) within
perizinan) dalam masa perjanjian berdasarkan the agreement period based on the verification by
hasil pemeriksaan yang disepakati oleh Para the Parties.
Pihak.
Atas penyerahan aset tersebut, EPN berhak Upon handover of these assets, EPN has the right
untuk menerima pembayaran fee investasi to receive investment fee of Rp86,292, a contract
senilai Rp86.292, contract change order senilai change order of Rp3,133 and cost of money
Rp3.133 dan cost of money yang nilainya akan which will be agreed upon in a separate
disepakati dalam perjanjian terpisah. agreement. Payments of investment fee and
Pembayaran fee investasi dan contract change contract change orders to EPN were agreed in 2
order kepada EPN disepakati dalam 2 (dua) (two) phases, namely Phase I amounted
tahap yaitu Tahap I sebesar Rp54.433 yang Rp54,433 which was agreed through the Minutes
telah disepakati melalui Berita Acara Progres of Completion Progress dated August 8-9,2022
Penyelesaian tanggal 8-9 Agustus 2022 dan and Phase II amounted Rp34,992 which will be
Tahap II sebesar Rp34.992 yang akan agreed through the Minutes of Final Development
disepakati melalui Berita Acara Progres Progress.
Pembangunan Terakhir.
Pada tanggal 16 Februari 2023, Perusahaan On February 16, 2023, the Company has received
telah menerima pembayaran fee investasi dan payment for investment fee and contract change
contract change order Tahap I dari Patra Niaga order Phase I from Patra Niaga amounted
senilai Rp51.300 dan Rp3.033. Rp51,300 and Rp3,033.
120
Page 649
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
33. PERJANJIAN PENTING, KOMITMEN DAN 33. SIGNIFICANT AGREEMENTS, COMMITMENTS
KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
b. Perjanjian kerja sama (lanjutan) b. Cooperation agreement (continued)
Grup Pertamina (lanjutan) Pertamina Group (continued)
Perjanjian Handling Agent untuk Layanan Handling Agent Agreement for Vendor Held Stock
Vendor Held Stock PT Aneka Tambang Tbk Services of PT Aneka Tambang Tbk East
Site Halmahera Timur (lanjutan) Halmahera Site (continued)
Perjanjian tersebut berlaku sejak 7 Juni 2022 The agreement is effective from June 7, 2022 until
sampai dengan 31 Oktober 2023. Pada tanggal October 31, 2023. On October 31, 2024, EPN and
31 Oktober 2024, EPN dan Patra Niaga Patra Niaga signed replacement agreement for
menandatangani perjanjian tersebut, yang the said agreement, which effective on November
mulai berlaku efektif sejak tanggal 1 November 1, 2023 until December 31, 2024 and can be
2023 hingga 31 Desember 2024 dan dapat extended upon written consent of the parties.
diperpanjang atas persetujuan tertulis para
pihak.
Berdasarkan perjanjian di atas, EPN dan Patra Based on the agreement above, EPN and Patra
Niaga menyepakati termin pembayaran fee Niaga agreed on the payment terms for the
investasi tahap II sebesar Rp34.992 dalam 2 investment fee phase II of Rp34,992 in 2 (two)
(dua) termin: terms:
1. Termin I sebesar Rp17.496 dibayarkan 1. Term I amounting Rp17,496 paid after
setelah penyelesaian punchlist work dan completion of punchlist work and
commissioning. commissioning.
2. Termin II sebesar Rp17.496 dibayarkan 2. Term II amounting Rp17,496 paid after
setelah penyerahan fasilitas dan instalasi handover of the VHS facility and installation.
VHS.
Pada tanggal 30 Desember 2024, Patra Niaga On December 30, 2024, Patra Niaga has made
telah melakukan pembayaran kepada EPN atas payments to EPN for the Phase II Term I.
tagihan Tahap II Termin I tersebut.
Pada bulan Juli 2025, Patra Niaga telah In July, 2025, Patra Niaga has made payments to
melakukan pembayaran pada EPN termin II EPN for the term II amounting Rp17,496.
sebesar Rp17.496
Perjanjian antara EPN dan Patra Niaga tidak The agreement between EPN and Patra Niaga
dilakukan perpanjangan. was not extended.
Penyediaan Terminal dan Pengelolaan TBBM Terminal Providing Service and TBBM
Tembilahan Baru - Riau Management Tembilahan Baru - Riau
Pada 15 Juni 2021, Perusahaan On June 15, 2021, the Company signed an
menandatangani perjanjian kerjasama dengan agreement with Pertamina of Terminal Providing
Pertamina tentang Jasa Penyediaan Terminal Service and BBM/BBK Management in TBBM
dan Pengelolaan BBM/BBK di TBBM Tembilahan Baru-Riau. Based on the agreement,
Tembilahan Baru-Riau. Berdasarkan perjanjian The company will provide a fuel terminal along
tersebut, Perusahaan akan menyediakan with facilities and facilities to receive and distribute
terminal BBM beserta sarana dan fasilitas untuk fuel/BBK. The company will receive income in the
menerima dan menyalurkan BBM/BBK. form of a throughput fee for providing fuel/BBK
Perusahaan akan menerima penghasilan receiving and distribution services. This
berupa throughput fee atas penyediaan jasa agreement started on June 15, 2021 until June 14,
penerimaan dan penyaluran BBM/BBK. 2043 and can be extended upon written consent
Perjanjian ini terhitung mulai tanggal 15 Juni of the parties.
2021 sampai dengan 14 Juni 2043 dan dapat
diperpanjang atas persetujuan tertulis para
pihak.
121
Page 650
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
33. PERJANJIAN PENTING, KOMITMEN DAN 33. SIGNIFICANT AGREEMENTS, COMMITMENTS
KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
b. Perjanjian kerja sama (lanjutan) b. Cooperation agreement (continued)
PT Waskita Adhi Sejahtera (“WAS”) PT Waskita Adhi Sejahtera (“WAS”)
Perusahaan dan PT Waskita Adhi Perkasa The Company and PT Waskita Adhi Perkasa
(“WAS”) menandatangani Perjanjian Kerjasama (“WAS”) entered into Joint Operation (“JO”)
Operasi (“KSO”) dengan tanggal efektif agreement with effective date of the agreement on
perjanjian yaitu 12 Desember 2016. KSO ini December 12, 2016. The JO is established in
dibentuk untuk melakukan proyek jasa order to perform electrical and instrumentation
pemeliharaan elektrikal dan instrumentasi dari maintenance services project from BP Berau Ltd.
BP Berau Ltd. Komposisi kepemilikan pada The composition of ownerships in JO are 51%
KSO adalah 51% oleh Perusahaan dan 49% owned by the Company and 49% owned by WAS
oleh WAS (Catatan 11b). (Note 11b).
Pada berita acara yang ditanda tangani per 21 Based on the minutes of meeting signed on March
Maret 2025, Elnusa dan Waskita sepakat akan 21, 2025, Elnusa and Waskita agreed to end join
mengakhiri KSO tersebut. operatios aggrement.
Perjanjian Pengadaan Kontrak Surface Pump Contract Procurement Agreement for Surface
Repair and Machining Services PT Pertamina Pump Repair and Machining Services
Hulu Rokan PT Pertamina Hulu Rokan
Pada tanggal 9 Agustus 2021, EFK On August 9, 2021, EFK entered into agreement
mengadakan perjanjian Pengadaan Kontrak related to Surface Pump Repair and Machining
Surface Pump Repair and Machining Services Services with PT Pertamina Hulu Rokan with
dengan PT Pertamina Hulu Rokan dengan nilai contract value Rp88,425 effective since
Rp88.425 yang berlaku mulai 9 Agustus 2021 August 9, 2021 until September 28, 2024.
sampai dengan tanggal 28 September 2024.
Pada tanggal 8 Agustus 2024, EFK On August 8, 2024, EFK entered into agreement
mengadakan addendum perjanjian Pengadaan addendum related to Surface Pump Repair and
Kontrak Surface Pump Repair and Machining Machining Services with PT Pertamina Hulu
Services dengan PT Pertamina Hulu Rokan Rokan with contract value Rp97,267 effective
dengan nilai Rp97.267 yang berlaku mulai 8 since August 8, 2024 until March 30, 2025.
Agustus 2024 sampai dengan tanggal 30 Maret
2025.
Pada tanggal 24 Maret 2025, EFK mengadakan On March 24, 2025, EFK entered into agreement
addendum perjanjian Pengadaan Kontrak addendum related to Surface Pump Repair and
Surface Pump Repair and Machining Services Machining Services with PT Pertamina Hulu
dengan PT Pertamina Hulu Rokan dengan nilai Rokan with contract value Rp44,970 effective until
Rp44.970 yang berlaku sampai dengan tanggal April 10, 2026.
10 April 2026.
c. Komitmen pengeluaran barang modal c. Capital expenditure commitments
Grup memiliki komitmen pengeluaran barang The Group has capital expenditure commitments
modal dalam menjalankan usaha normalnya. in the normal course of business. As of December
Pada tanggal 31 Desember 2025 dan 31, 2025 and 2024 , the Group’s total outstanding
2024, total komitmen pengeluaran barang capital expenditure commitments amounted to
modal Grup yang belum terealisasi masing- Rp132,769 and Rp256,291 respectively.
masing sebesar Rp132.769 dan Rp256.291.
122
Page 651
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
33. PERJANJIAN PENTING, KOMITMEN DAN 33. SIGNIFICANT AGREEMENTS, COMMITMENTS
KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
d. Perjanjian bank d. Credit bank agreement
PT Bank Negara Indonesia (Persero) Tbk PT Bank Negara Indonesia (Persero) Tbk
Berdasarkan perjanjian kredit tanggal Based on a credit agreement dated July 4, 2012,
4 Juli 2012 yang terakhir kali diubah pada with latest amandement on July 4, 2023, the
tanggal 4 Juli 2023, Perusahaan memperoleh Company obtained an Indirect Credit facility for
fasilitas Kredit Tidak Langsung untuk keperluan guarantee and working capital purposes
penjaminan dan modal kerja yang terdiri dari consisting of Standby Letter of Credit
Standby Letter of Credit (“SBLC”)/Bank Garansi (“SBLC”)/Bank Guarantee (“BG”), Letter of Credit
(“BG”), Letter of Credit (“LC”)/Surat Kredit (“LC”)/Surat Kredit Berdokumen Dalam Negeri
Berdokumen Dalam Negeri (“SKBDN”), Trust (“SKBDN”), Trust Receipt (“TR”), and post-
Receipt (“TR”), dan kredit modal kerja post- financing working capital credit with a maximum
financing dengan batas maksimum gabungan combined limit of US$50,000,000.The credit limit
sebesar $AS50.000.000. Batas kredit tersebut is eligible to be used by the Company’s
dapat digunakan oleh entitas anak. subsidiaries.
Pada tanggal 15 Agustus 2025, terdapat As of August 15, 2025, there has been an
perubahan pada skema dan batas maksimal amendment in the scheme and maximum limit of
Fasilitas Kredit. Perubahan pada skema the Credit Facility. The scheme has been revised
menjadi Cash Loan untuk keperluan Kredit to include a Cash Loan for working capital
Modal Kerja, dan Non Cash Loan untuk purposes, and a Non-Cash Loan for guarantee
keperluan penjaminan dan modal kerja yang and working capital purposes, which consists of
terdiri dari Standby Letter of Credit Standby Letter of Credit (SBLC)/Bank Guarantee
(“SBLC”)/Bank Garansi (“BG”), Letter of Credit (BG), Letter of Credit (LC)/ Surat Kredit
(“LC”)/Surat Kredit Berdokumen Dalam Negeri Berdokumen Dalam Negeri (SKBDN), Trust
(“SKBDN”), Trust Receipt (“TR”), dan kredit Receipt (TR), and post import financing working
modal kerja post import financing dengan batas capital credit, with a combined maximum limit of
maksimum gabungan menjadi sebesar US$70,000,000.
$AS70.000.000.
Fasilitas TR dikenakan bunga yang suku The TR facility bears interest at the rate which will
bunganya akan ditetapkan secara negosiasi be determined through negotiation on withdrawal
pada saat realisasi dan fasilitas ini akan jatuh and these facilities will mature up to August 14,
tempo sampai dengan tanggal 14 Agustus 2027.
2027.
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024 the remaining
sisa fasilitas yang belum digunakan adalah unused facility amounted to US$32,093,301 and
sebesar $AS32.093.301 dan $AS13.212.707. USD$13,212,707.
123
Page 652
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
33. PERJANJIAN PENTING, KOMITMEN DAN 33. SIGNIFICANT AGREEMENTS, COMMITMENTS
KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
d. Perjanjian bank (lanjutan) d. Credit agreement (continued)
PT Bank SMBC Indonesia PT Bank SMBC Indonesia
Berdasarkan perjanjian kredit tanggal Based on a credit agreement dated
24 Maret 2016 yang terakhir kali diubah tanggal March 24, 2016 which was amended on
3 April 2024, Perusahaan memperoleh fasilitas April 3, 2024, the Company obtained facilities to
untuk membiayai aktivitas operasional dan finance the Company’s operating activities and
modal kerja Perusahaan yang terdiri dari working capital consisting of trade facilites (LC,
fasilitas perdagangan (LC, Acceptance, Loan Acceptance, Loan on Note - TR) and loan facilities
on Note - TR) dan fasilitas pinjaman (Loan on (Loan on Note 1 and 2) with a maximum combined
Note 1 dan 2) dengan batas maksimum limit of US$20,000,000.
gabungan sebesar $AS20.000.000.
Fasilitas Loan on Note - TR dan Loan on Note 1 The Loan on Note – TR and Loan on Notes 1 and
dan 2 dikenakan bunga sebesar biaya 2 facilities bear interest at the rate of cost of fund
pendanaan SMBC ditambah margin tertentu per of SMBC plus certain margin per annum for
tahun untuk penarikan dalam Dolar AS ataupun withdrawal in US Dollar or Rupiah. These facilities
Rupiah. Fasilitas ini akan jatuh tempo sampai will mature up to March 31, 2026.
dengan tanggal 31 Maret 2026.
Pada tanggal 31 Desember 2025 dan 31 As of December 31, 2025 and 2024, the
Desember 2024, sisa fasilitas yang belum remaining unused facility amounted to
digunakan adalah sebesar $AS20.000.000 dan US$20,000,000 and US$20,000,000.
$AS20.000.000.
PT Bank Rakyat Indonesia (Persero) Tbk PT Bank Rakyat Indonesia (Persero) Tbk
Berdasarkan perjanjian kredit tanggal Based on a credit agreement dated
27 September 2012 yang terakhir kali diubah September 27, 2012, with latest amendment on
pada tanggal 29 November 2023, Perusahaan November 29, 2023, the Company obtained an
memperoleh fasilitas Kredit Tidak Langsung Indirect Credit facility for guarantee and working
untuk keperluan penjaminan dan modal kerja capital purposes consisting of Kredit Modal Kerja
yang terdiri dari fasilitas Standby Letter of Credit Lokal, Standby Letter of Credit (“SBLC”)/Bank
(“SBLC”)/Bank Garansi (“BG”), Letter of Credit Guarantee (“BG”), Letter of Credit (“LC”)/Surat
(“LC”)/Surat Kredit Berdokumen Dalam Negeri Kredit Berdokumen Dalam Negeri (“SKBDN”),
(“SKBDN”), Kredit Modal Kerja Lokal, dan Trust Kredit Modal Kerja Lokal, and Trust Receipt (“TR”)
Receipt (“TR”) dengan batas maksimum with a maximum combined limit of
gabungan sebesar $AS23.000.000. Batas US$23,000,000.The credit limit is eligible to be
kredit tersebut dapat digunakan oleh entitas used by the Company’s subsidiaries.
anak.
Pada perubahan tanggal 3 September 2020, On the amendment dated September 3, 2020,
Perusahaan mendapatkan fasilitas Supplier the Company obtained facility for Supplier Chain
Chain Financing (“SCF”) AP sebesar Financing (“SCF”) AP amounting Rp300,000
Rp300.000 yang dapat digunakan oleh which can be used by the Company and its
Perusahaan dan entitas anak. subsidiaries.
Fasilitas TR dikenakan bunga yang suku The TR facility bears interest at the rate which will
bunganya akan ditetapkan secara negosiasi be determined through negotiation on withdrawal.
pada saat realisasi. Fasilitas-fasilitas ini These facilities will mature up to April 27, 2027.
akan jatuh tempo sampai dengan tanggal
27 April 2027.
Pada tanggal 31 Desember 2025 dan 31 As of December 31, 2025 and 2024, the
Desember 2024, sisa fasilitas yang belum remaining unused facility amounted to
digunakan adalah sebesar $AS8.108.681 dan US$8,108,681 and US$11,671,188.
$AS11.671.188.
124
Page 653
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
33. PERJANJIAN PENTING, KOMITMEN DAN 33. SIGNIFICANT AGREEMENTS, COMMITMENTS
KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
d. Perjanjian bank (lanjutan) d. Credit agreement (continued)
PT Bank Mizuho Indonesia (“Mizuho”) PT Bank Mizuho Indonesia (“Mizuho”)
Berdasarkan perjanjian kredit tanggal Based on a credit agreement dated
23 November 2015 yang terakhir kali diubah November 23, 2015 which was amanded on
pada tanggal 23 April 2024, Perusahaan April 23, 2024, the Company obtained credit
memperoleh fasilitas kredit untuk keperluan facilities for guarantee and working capital
penjaminan dan modal kerja yang terdiri dari purposes consisting of LC/SKBDN, TR, working
LC/SKBDN, TR, kredit modal kerja dan capital credit and BG/SBLC with a maximum
BG/SBLC dengan batas maksimum gabungan combined limit of US$10,000,000.
sebesar $AS10.000.000.
Fasilitas ini dikenakan bunga sebesar biaya This facility bear interest at the rate of cost of fund
pendanaan Mizuho ditambah marjin tertentu per of Mizuho plus certain margin per annum for
tahun untuk penarikan dalam Dolar AS atau withdrawal in US Dollar or Rupiah. These facilities
Rupiah. Fasilitas ini akan jatuh tempo sampai will mature up to April 23, 2026.
dengan tanggal 23 April 2026.
Pada tanggal 31 Desember 2025 dan 31 As of December 31, 2025 and 2024, the
Desember 2024, sisa fasilitas yang belum remaining unused facility amounted to
digunakan adalah sebesar $AS10.000.000 dan US$10,000,000 and US$8,835,262.
$AS8.835.262.
MUFG Bank, Ltd. (“MUFG”) MUFG Bank, Ltd. (“MUFG”)
Berdasarkan perjanjian kredit tanggal 27 Maret Based on a credit agreement dated March 27,
2020 yang terakhir kali diubah pada tanggal 2020 which was amanded on December 31,
31 Desember 2024, Perusahaan memperoleh 2024, the Company obtained credit facilities for
fasilitas kredit untuk keperluan penjaminan dan guarantee and working capital purposes
modal kerja yang terdiri dari LC/SKBDN, TR, consisting of LC/SKBDN, TR, short term revolving
pinjaman bergulir jangka pendek dan BG/SBLC loan and BG/SBLC with a maximum combined
dengan batas maksimum gabungan sebesar limit of US$15,000,000.
$AS15.000.000.
Fasilitas ini dikenakan bunga sebesar biaya This facility bear interest at the rate of cost of fund
pendanaan MUFG ditambah marjin tertentu per of MUFG plus certain margin per annum for
tahun untuk penarikan dalam Dolar AS atau withdrawal in US Dollar or Rupiah. These facilities
Rupiah. Fasilitas ini akan jatuh tempo sampai will mature up to December 31, 2026.
dengan tanggal 31 Desember 2026.
Fasilitas ini mengharuskan Perusahaan untuk These facilities require the Company to comply to
memenuhi beberapa persyaratan, diantaranya certain requirement, among others, financial
persyaratan rasio keuangan sebagaimana ratios as stipulated in the credit agreement:
ditetapkan dalam perjanjian kredit:
- Maksimal Rasio Hutang terhadap Ekuitas - Maximal Debt to Equity Ratio of 3 times.
sebesar 3 kali.
- Minimal Current Ratio sebesar 1 kali. - Minimal Current Ratio of 1 times.
Fasilitas ini diberikan tanpa jaminan (clean- These facilities are provided on a clean-basis.
basis).
Pada tanggal 31 Desember 2025 dan 31 As of December 31, 2025 and 2024, the
Desember 2024, sisa fasilitas yang belum remaining unused facility amounted to
digunakan adalah sebesar $AS13.709.500 and US$13,709,500 and US$15,000,000.
$AS15.000.000.
125
Page 654
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
34. INFORMASI SEGMEN 34. SEGMENT INFORMATION
Ringkasan berikut ini menggambarkan bisnis utama The following summary describes the core businesses
dari setiap segmen yang dilaporkan Grup: of each of the Group’s reportable segments:
a) Jasa hulu migas terintegrasi menyediakan jasa a) Integrated upstream oil and gas services provide
pengukuran data geofisika/seismik, jasa geophysical/seismic data services, oil and gas
pemboran migas dan jasa oilfield. drilling service and oilfield services.
b) Jasa penunjang migas menyediakan jasa b) Oil and gas support services provide threading
penguliran, perdagangan pipa OCTG (Oil services, OCTG (Oil Country Tubular Goods) pipe
Country Tubular Goods) dan fabrikasi, trading and manufacturing, threading for oil and
pembuatan ulir (threading) untuk pemboran gas drilling, data and information on energy and
migas, jasa pengelolaan data dan informasi mineral resources management services
energi dan sumber daya mineral (khususnya (particularly oil and gas exploration and
eksplorasi dan eksploitasi minyak dan gas exploitation), oil and gas data management
bumi), jasa pengelolaan data migas, jasa services, integrated information technology
pembangunan sistem teknologi informasi development services, telecommunication
terpadu, jasa telekomunikasi, jasa penyediaan services, network services provider, satellite
jaringan, telekomunikasi satelit dan sistem communications and VSAT (Very-Small-Aperture
komunikasi VSAT (Very-Small-Aperture Terminal) based communication systems, ship
Terminal), jasa penyewaan kapal laut dan agen rental services and shipping agent of shipping
perkapalan perusahaan pelayaran. company.
c) Penjualan barang dan jasa distribusi dan c) Sales of goods and energy distribution and
logistik energi menyediakan jasa penyimpanan, logistics services provide storage services,
perdagangan, pendistribusian dan pemasaran trading, distribution and marketing of oil and gas
produk minyak dan gas di Indonesia. products in Indonesia.
126
Page 655
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
34. INFORMASI SEGMEN (lanjutan) 34. SEGMENT INFORMATION (continued)
Informasi mengenai segmen yang dilaporkan dan Information about reportable segments and
rekonsiliasi antara ukuran segmen dengan jumlah reconciliation between segment measure and the
yang diakui dalam laporan keuangan konsolidasian amount recognized in the consolidated financial
adalah sebagai berikut: statements are as follows:
31 Desember 2025 dan untuk Tahun yang Berakhir pada Tanggal Tersebut/
December 31, 2025 and for the Year Then Ended
Penjualan
barang dan
jasa distribusi
dan logistik
Jasa energi/
hulu migas Jasa Sales of
terintegrasi/ penunjang goods and Jumlah
Integrated migas/ energy sebelum
upstream Oil and gas distribution eliminasi/
oil and gas support and logistics Total before Eliminasi/ Konsolidasian/
services services services elimination Elimination Consolidated
Pendapatan eksternal 4.139.910 1.674.997 8.683.232 14.498.139 - 14.498.139 External revenues
Pendapatan antarsegmen 16.366 213.514 264.837 494.717 (494.717) - Inter-segment revenues
Total pendapatan 4.156.276 1.888.511 8.948.069 14.992.856 (494.717) 14.498.139 Total revenues
Beban pokok pendapatan (3.665.661) (1.616.512) (8.258.881) (13.541.054) 490.049 (13.051.005) Total cost of revenues
Laba bruto 490.615 271.999 689.188 1.451.802 (4.668) 1.447.134 Gross profit
Beban penjualan (4.610) (1.053) (1.774) (7.437) - (7.437) Selling expenses
General and administrative
Beban umum dan administrasi (343.504) (109.759) (150.118) (603.381) 7.082 (596.299) expenses
Pendapatan keuangan 73.940 23.009 33.860 130.809 (3.329) 127.480 Finance income
Beban keuangan (49.735) (14.869) (37.027) (101.631) 4.744 (96.887) Finance expenses
Lain-lain - neto 27.769 (8.820) 21.169 40.118 (1.354) 38.764 Others - net
Laba sebelum pajak final dan Profit before final tax and
pajak penghasilan 194.475 160.507 555.298 910.280 2.475 912.755 income tax
Beban pajak final (11.601) (10.861) (1.915) (24.377) - (24.377) Final tax expense
Laba sebelum pajak penghasilan 182.874 149.646 553.383 885.903 2.475 888.378 Profit before income tax
Beban pajak penghasilan (40.780) (22.544) (106.642) (169.966) - (169.966) Income tax expense
Laba periode berjalan 142.094 127.102 446.741 715.937 2.475 718.412 Profit for the period
Penghasilan komprehensif lain Other comprehensive income
periode berjalan setelah pajak (22.281) (2.487) 33 (24.735) 2.455 (22.280) for the period after tax
Total laba komprehensif Total comprehensive income
periode berjalan 119.813 124.615 446.774 691.202 4.930 696.132 for the period
Informasi-informasi lain Other information
Total aset 7.550.655 1.613.119 5.022.562 14.186.336 (3.225.296) 10.961.040 Total assets
Total liabilitas (2.208.338) (619.195) (3.119.623) (5.947.156) 300.278 (5.646.878) Total liabilities
Ekuitas - neto (5.342.317) (993.925) (1.902.938) (8.239.180) 2.925.018 (5.314.162) Equity - net
Penyusutan dan amortisasi (271.967) (77.269) (407.495) (756.731) 14.177 (742.554) Depreciation and amortization
Penambahan aset tetap 313.666 67.055 174.434 555.155 (468) 554.687 Additions of fixed assets
127
Page 656
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
34. INFORMASI SEGMEN (lanjutan) 34. SEGMENT INFORMATION (continued)
Informasi mengenai segmen yang dilaporkan dan Information about reportable segments and
rekonsiliasi antara ukuran segmen dengan jumlah reconciliation between segment measure and the
yang diakui dalam laporan keuangan konsolidasian amount recognized in the consolidated financial
adalah sebagai berikut: (lanjutan) statements are as follows: (continued)
31 Desember 2024 dan untuk Tahun yang Berakhir pada Tanggal Tersebut/
December 31, 2024 and for the Year Then Ended
Penjualan
barang dan
jasa distribusi
dan logistik
Jasa energi/
hulu migas Jasa Sales of
terintegrasi/ penunjang goods and Jumlah
Integrated migas/ energy sebelum
upstream Oil and gas distribution eliminasi/
oil and gas support and logistics Total before Eliminasi/ Konsolidasian/
services services services elimination Elimination Consolidated
Pendapatan eksternal 5.063.401 1.547.818 6.781.794 13.393.013 - 13.393.013 External revenues
Pendapatan antarsegmen 33.602 252.699 307.568 593.869 (593.869) - Inter-segment revenues
Total pendapatan 5.097.003 1.800.517 7.089.362 13.986.882 (593.869) 13.393.013 Total revenues
Beban pokok pendapatan (4.643.384) (1.563.863) (6.453.027) (12.660.274) 592.159 (12.068.115) Total cost of revenues
Laba bruto 453.619 236.654 636.335 1.326.608 (1.710) 1.324.898 Gross profit
Beban penjualan (2.266) (1.329) (880) (4.475) - (4.475) Selling expenses
General and administrative
Beban umum dan administrasi (301.608) (90.034) (129.539) (521.181) 6.172 (515.009) expenses
Pendapatan keuangan 154.523 22.285 24.328 201.136 (2.578) 198.558 Finance income
Beban keuangan (75.607) (25.198) (27.761) (128.566) 3.971 (124.595) Finance expenses
Lain-lain - neto 45.556 (14.110) (3.353) 28.093 (641) 27.452 Others - net
Laba sebelum pajak final dan Profit before final tax and
pajak penghasilan 274.217 128.268 499.130 901.615 5.214 906.829 income tax
Beban pajak final (13.973) (8.702) (3.080) (25.755) - (25.755) Final tax expense
Laba sebelum pajak penghasilan 260.244 119.566 496.050 875.860 5.214 881.074 Profit before income tax
Beban pajak penghasilan (37.139) (23.457) (106.806) (167.402) - (167.402) Income tax expense
Laba tahun berjalan 223.105 96.109 389.244 708.458 5.214 713.672 Profit for the year
Penghasilan komprehensif lain Other comprehensive income
tahun berjalan setelah pajak (25.046) (1.853) (7.234) (34.133) 9.087 (25.046) for the year after tax
Total laba komprehensif Total comprehensive income
tahun berjalan 198.059 94.256 382.010 674.325 14.301 688.626 for the year
Informasi-informasi lain Other information
Total aset 7.991.605 1.629.318 4.046.001 13.666.924 (3.038.624) 10.628.300 Total assets
Total liabilitas 3.000.643 702.904 2.385.006 6.088.553 (363.727) 5.724.826 Total liabilities
Ekuitas - neto 4.990.962 926.414 1.660.995 7.578.371 (2.674.897) 4.903.474 Equity - net
Penyusutan dan amortisasi (255.012) (87.845) (320.470) (663.327) 14.157 (649.170) Depreciation and amortization
Penambahan aset tetap 139.846 109.590 165.479 414.915 - 414.915 Additions of fixed assets
Informasi tentang pelanggan utama Information on major customers
Berikut ini adalah alokasi pendapatan usaha Grup The following is the Group’s operating revenues
berdasarkan kelompok pelanggan: allocation based on customer grouping:
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024
Pihak ketiga Third parties
Bahan bakar minyak 2.304.208 1.489.552 Fuel oil
Kontraktor bagi hasil 639.832 636.139 Production sharing contractors
Pelanggan eceran/masyarakat 40.919 43.878 Retail customers/public
Lainnya 140.722 209.383 Others
Subtotal pihak ketiga 3.125.681 2.378.952 Sub-total third parties
Pihak berelasi (Catatan 32i) 11.372.458 11.014.061 Related parties (Note 32i)
Total 14.498.139 13.393.013 Total
128
Page 657
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
34. INFORMASI SEGMEN (lanjutan) 34. SEGMENT INFORMATION (continued)
Informasi tentang pelanggan utama (lanjutan) Information on major customers (continued)
Grup tidak bergantung pada pendapatan dari suatu The Group does not rely on revenue from any specific
pelanggan tertentu karena jasa-jasa yang customer group due to the services provided by the
disediakan oleh Grup bukan merupakan jenis jasa Group are not being provided exclusively to a certain
yang secara khusus diberikan untuk satu kelompok group of customers.
pelanggan tertentu.
35. LABA PER SAHAM 35. EARNINGS PER SHARE
Rekonsiliasi perhitungan laba per saham adalah The reconciliation of earnings per share calculation is
sebagai berikut: as follows:
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024
Laba tahun berjalan yang dapat
diatribusikan kepada pemilik Profit for the year attributable to
entitas induk 718.406 713.668 owners of the parent entity
Jumlah rata-rata tertimbang saham 7.298.500.000 7.298.500.000 Weighted average number of shares
Laba per saham (nilai penuh) 98,43 97,78 Earnings per share (full amount)
Pada tanggal 31 Desember 2025 dan As of December 31, 2025 and 2024, there were no
2024, tidak terdapat efek yang berpotensi dikonversi securities potentially converted into ordinary shares
menjadi saham biasa yang dapat menimbulkan that would give rise to a dilution of earnings per share.
pengaruh dilusi pada laba per saham.
36. PENGUKURAN NILAI WAJAR 36. FAIR VALUE MEASUREMENT
Nilai wajar didefinisikan sebagai jumlah dimana Fair value is defined as the amount at which an
instrumen tersebut dapat dipertukarkan di dalam instrument could be exchanged in a current
transaksi jangka pendek antara pihak yang transaction between knowledgeable willing parties in
berkeinginan dan memiliki pengetahuan yang an arm's length transaction, other than in a forced or
memadai melalui suatu transaksi yang wajar, selain liquidation sale.
di dalam penjualan terpaksa atau penjualan
likuidasi.
Instrumen keuangan yang disajikan dalam laporan Financial instruments presented in the consolidated
posisi keuangan konsolidasian dicatat sebesar nilai statement of financial position are carried at fair value,
wajar, atau disajikan dalam jumlah tercatat, baik otherwise, they are presented at carrying amounts as
karena jumlah tersebut mendekati nilai wajarnya either these are reasonable approximation of fair
atau karena nilai wajarnya tidak dapat diukur secara values or their fair values cannot be reliably measured.
andal.
129
Page 658
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
36. PENGUKURAN NILAI WAJAR (lanjutan) 36. FAIR VALUE MEASUREMENT (continued)
Grup menentukan pengukuran nilai wajar untuk The Group determined the fair value measurement for
tujuan pengungkapan setiap aset keuangan dan disclosure purposes of each financial asset and
liabilitas keuangan berdasarkan metode dan asumsi financial liability based on the following methods and
sebagai berikut: assumptions:
- Nilai wajar aset keuangan lancar dan liabilitas - The fair value of current financial assets and
keuangan jangka pendek yang mencakup, current financial liabilities which includes, among
antara lain, kas dan setara kas, piutang usaha, others, cash and cash equivalents, trade
aset keuangan lancar lainnya, pinjaman bank receivables, other current financial assets, short-
jangka pendek, liabilitas imbalan kerja jangka term bank loans, short - term employee benefits
pendek, utang usaha, liabilitas jangka pendek liability, trade payables, other non-current
lainnya - utang lain-lain dan titipan pelanggan liabilities - other payables and customer deposits
dan beban akrual dan utang sukuk dianggap and accrued expenses dan sukuk payable are
mendekati jumlah tercatatnya. considered to approximate their carrying
amounts.
- Estimasi nilai wajar aset keuangan tidak lancar - The estimated fair values of other non-current
lainnya ditentukan dengan mendiskontokan financial assets are determined by discounting the
arus kas masa depan menggunakan tingkat future cash flows using risk-free interest rates for
suku bunga bebas risiko untuk instrumen similar instruments.
serupa.
- Aset keuangan diukur pada NWPKL yang terdiri - Financial asset measured at FVOCI that
dari investasi pada saham dengan persentase comprised investments in shares with percentage
kepemilikan dibawah 20% dicatat pada biaya of ownership interest less than 20% are
perolehan karena investasi pada instrumen recognized at cost due to such investments in
ekuitas tersebut tidak memiliki kuotasi harga di equity instruments have no quoted market price in
pasar aktif dan nilai wajarnya tidak dapat diukur an active market and their fair value cannot be
secara handal. reliably measureable.
- Estimasi nilai wajar pinjaman bank jangka - The estimated fair values of long-term bank loans
panjang ditentukan dengan mendiskontokan are determined by discounting the future cash
arus kas masa depan dengan menggunakan flows using market interest rates for instruments
tingkat suku bunga pasar untuk instrumen with similar terms, credit risk and remaining
dengan syarat, risiko kredit dan jatuh tempo maturities.
yang serupa.
Tabel berikut menyajikan perbandingan jumlah The following table presents the comparison between
tercatat dengan estimasi nilai wajar instrumen the carrying amounts and the estimated fair values of
keuangan dalam laporan posisi keuangan financial instruments in the consolidated statement of
konsolidasian. financial position.
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Jumlah Estimasi Jumlah Estimasi
tercatat/ nilai wajar/ tercatat/ nilai wajar/
Carrying Estimated Carrying Estimated
amount fair value amount fair value
Aset keuangan Financial assets
Kas dan setara kas 2.698.503 2.698.503 2.949.057 2.949.057 Cash and cash equivalents
Piutang usaha - neto 3.632.332 3.632.332 3.154.215 3.154.215 Trade receivables - net
Aset keuangan lancar lainnya - Other current financial
neto 109.718 109.718 119.881 119.881 assets - net
Aset keuangan tidak lancar Other non-current financial
lainnya - neto 198.310 198.310 229.602 229.602 assets - net
Total 6.638.863 6.638.863 6.452.755 6.452.755 Total
130
Page 659
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
36. PENGUKURAN NILAI WAJAR (lanjutan) 36. FAIR VALUE MEASUREMENT (continued)
Tabel berikut menyajikan perbandingan jumlah The following table presents the comparison between
tercatat dengan estimasi nilai wajar instrumen the carrying amounts and the estimated fair values of
keuangan dalam laporan posisi keuangan financial instruments in the consolidated statement of
konsolidasian (lanjutan) financial position (continued)
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Jumlah Estimasi Jumlah Estimasi
tercatat/ nilai wajar/ tercatat/ nilai wajar/
Carrying Estimated Carrying Estimated
amount fair value amount fair value
Liabilitas keuangan Financial liabilities
Pinjaman bank jangka pendek 38.601 38.601 130.068 130.068 Short-term bank loans
Utang usaha 905.515 905.515 1.154.736 1.154.736 Trade payables
Liabilitas jangka pendek lainnya Other current liabilities
Titipan pelanggan 125.649 125.649 45.835 45.835 Customer deposits
Utang lain-lain 30.010 30.010 24.303 24.303 Other payables
Liabilitas imbalan kerja Short-term employee
jangka pendek 342.965 342.965 284.091 284.091 benefits liability
Beban akrual 3.311.647 3.311.647 2.839.889 2.839.889 Accrued expenses
Utang sukuk - - 699.418 699.418 Sukuk payable
Pinjaman bank jangka panjang 153.366 153.366 184.439 184.439 Long-term bank loan
Liabilitas sewa 457.904 457.904 143.077 143.077 Lease liability
Total 5.365.657 5.365.657 5.505.856 5.505.856 Total
Hierarki Nilai Wajar Fair Value Hierarchy
Hierarki nilai wajar Grup pada tanggal 31 Desember Fair value hierarchy of the Group as of December 31,
2025 dan 2024 adalah sebagai berikut: 2025 and 2024 are as follows:
31 Desember 2025/December 31, 2025
Total/ Level 1/ Level 2/ Level 3/
Total Level 1 Level 2 Level 3
Aset yang nilai wajarnya diungkapkan Assets for which fair value are disclosed
Aset tidak lancar Non-current Assets
Aset tetap *) 1.047.896 - 1.047.896 - Fixed assets *)
Properti investasi 573.103 - 573.103 - Investment properties
*) Untuk aset tetap dengan nilai buku sebesar Rp620.635/For fixed assets with net book value of Rp620,635.
31 Desember 2024/December 31, 2024
Total/ Level 1/ Level 2/ Level 3/
Total Level 1 Level 2 Level 3
Aset yang nilai wajarnya diungkapkan Assets for which fair value are disclosed
Aset tidak lancar Non-current Assets
Aset tetap *) 1.555.054 - 1.555.054 - Fixed assets *)
Properti investasi 573.050 - 573.050 - Investment properties
*) Untuk aset tetap dengan nilai buku sebesar Rp903.727/For fixed assets with net book value of Rp903,727.
Pada tanggal 31 Desember 2025, tidak terdapat As of December 31, 2025, there is no transfer between
pengalihan antara pengukuran nilai wajar level 1 dan measurement of fair value of level 1 and level 2.
level 2.
Tidak terdapat aset dan liabilitas lain yang diukur No other assets and liabilities have been measured
dan diungkapkan selain yang telah dijelaskan diatas. and disclosed other than above explained.
131
Page 660
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
37. MANAJEMEN RISIKO KEUANGAN 37. FINANCIAL RISK MANAGEMENT
Risiko utama dari instrumen keuangan Grup adalah The main risks arising from the Group’s financial
risiko tingkat suku bunga, risiko mata uang, risiko instruments are interest rate risk, currency risk, credit
kredit dan risiko likuiditas. Penelaahan Direksi dan risk and liquidity risk. The Directors review and
kebijakan yang disetujui untuk mengelola masing- approve policies for managing each of these risks,
masing risiko ini dijelaskan secara detail sebagai which are described in more detail as follows:
berikut:
a. Risiko tingkat suku bunga a. Interest rate risk
Risiko tingkat suku bunga Grup terutama timbul The Group’s interest rate risk mainly arises from
dari pinjaman untuk tujuan modal kerja dan loans for working capital and investment
investasi. Pinjaman pada tingkat suku bunga purposes. Loans at floating rates expose the
mengambang membuat Grup terekspos Group to cash flow interest rate risk.
terhadap risiko suku bunga atas arus kas.
Untuk pinjaman modal kerja dan investasi, Grup For working capital and investment loans, the
berusaha mengurangi risiko tingkat suku Group may seek to mitigate its interest rate risk by
bunganya dengan cara mendapatkan struktur obtaining loans structured with competitive
pinjaman dengan suku bunga kompetitif. interest rates.
Tabel berikut ini menunjukkan sensitivitas The following table demonstrates the sensitivity to
perubahan tingkat suku bunga pinjaman. changes in interest rates of the loans. The effect
Dampak perubahan tingkat suku bunga of changes in interest rates of the loans to profit
pinjaman terhadap laba sebelum pajak before income tax is as follows:
penghasilan adalah sebagai berikut:
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024
Kenaikan 50 basis poin 1.610 2.397 Increase by 50 basis points
Penurunan 50 basis poin (1.610) (2.397) Decrease by 50 basis points
Penurunan/kenaikan laba sebelum pajak Such decrease/increase in profit before income
penghasilan tersebut terutama sebagai akibat tax is mainly as a result of higher/lower interest
kenaikan/penurunan biaya bunga atas expense on loans with floating interest rates. The
pinjaman dengan tingkat bunga mengambang. analysis assumes that all other variables remain
Analisis mengasumsikan bahwa seluruh constant.
variabel lain tetap tidak berubah.
Sehubungan dengan adanya reformasi acuan Following the reform of the floating interest rate
suku bunga mengambang, Pada 31 Desember benchmark, on December 31, 2025, the Group
2025, Grup telah menggunakan SFOR sebagai already used SFOR as benchmark interest rate
acuan tingkat bunga untuk pinjaman bank for bank loans denominated in US Dollars.
dalam mata uang Dolar AS.
132
Page 661
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
37. MANAJEMEN RISIKO KEUANGAN (lanjutan) 37. FINANCIAL RISK MANAGEMENT (continued)
Risiko utama dari instrumen keuangan Grup adalah The main risks arising from the Group’s financial
risiko tingkat suku bunga, risiko mata uang, risiko instruments are interest rate risk, currency risk, credit
kredit dan risiko likuiditas. Penelaahan Direksi dan risk and liquidity risk. The Directors review and
kebijakan yang disetujui untuk mengelola masing- approve policies for managing each of these risks,
masing risiko ini dijelaskan secara detail sebagai which are described in more detail as follows:
berikut: (lanjutan) (continued)
b. Risiko mata uang asing b. Foreign currency risk
Mata uang fungsional Grup adalah Rupiah. The Group’s functional currency is the Rupiah.
Grup dapat menghadapi risiko nilai tukar mata The Group faces foreign exchange risk as its
uang asing karena pinjaman, pendapatan dan borrowings, revenues and the costs of certain key
biaya beberapa pembelian utamanya dalam purchases are either denominated in US Dollars
mata uang Dolar AS atau harganya secara or their prices are significantly influenced by their
signifikan dipengaruhi oleh perubahan tolak benchmark price movements in foreign currencies
ukur harganya dalam mata uang asing (mainly US Dollars). To the extent that the
(terutama Dolar AS). Apabila pendapatan dan revenue and purchases of the Group are
pembelian Grup dalam mata uang selain denominated in currencies other than Rupiah, and
Rupiah tidak seimbang dalam hal jumlah are not evenly matched in terms of amount and/or
dan/atau pemilihan waktu, Grup terekspos timing, the Group has exposure to foreign
risiko mata uang asing. currency risk.
Grup tidak mempunyai kebijakan lindung nilai The Group does not have any formal hedging
yang formal untuk laju pertukaran mata uang policy for foreign exchange exposure. However, in
asing. Bagaimanapun, terkait dengan hal-hal relation to the matters discussed in the preceding
yang telah didiskusikan pada paragraf di atas, paragraph, the fluctuations in the exchange rates
fluktuasi dalam nilai tukar Rupiah dan Dolar AS between the Rupiah and US Dollar provide some
menghasilkan lindung nilai natural untuk laju degree of natural hedge for the Group’s foreign
nilai tukar Grup. exchange exposure.
Grup memiliki aset dan liabilitas moneter dalam The Group’s monetary assets and liabilities
mata uang asing sebagai berikut: denominated in foreign currencies are as follows:
31 Desember/December 31, 2025 31 Desember/December 31, 2024
Dalam mata Setara dalam Dalam mata Setara dalam
uang asing/ Rupiah/ uang asing/ Rupiah/
In foreign Equivalent In foreign Equivalent
currencies in Rupiah currencies in Rupiah
Aset Assets
Kas dan setara kas $AS 16.515.520 276.138 $AS 10.722.845 173.249 Cash and cash equivalents
Piutang usaha $AS 52.101.165 871.131 $AS 48.195.148 778.689 Trade receivables
$SG - - $SG 25.253 301
Aset keuangan lancar lainnya $AS 665.091 11.120 $AS 673.762 10.886 Other current financial assets
Aset lain-lain $AS 509 9 $AS 509 8 Other assets
€ 242.500 4.790 € 242.500 4.086
Total 1.163.188 967.219 Total
Liabilitas Liabilities
Pinjaman bank jangka pendek $AS - - $AS 422.400 6.825 Short-term bank loans
Utang usaha $AS 6.112.038 102.194 $AS 6.913.722 111.705 Trade payables
$SG 109.127 1.425 $SG 30.623 365
€ 1.435 28 € - -
£ - - £ 33.493 681
Liabilitas jangka pendek lainnya $AS 150.826 2.522 $AS 158.068 2.554 Other current liabilities
Beban akrual $AS 16.575.815 277.148 $AS 9.160.337 148.004 Accrued expenses
Total 383.317 270.134 Total
Aset neto 779.871 697.085 Net assets
133
Page 662
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
37. MANAJEMEN RISIKO KEUANGAN (lanjutan) 37. FINANCIAL RISK MANAGEMENT (continued)
b. Risiko mata uang asing (lanjutan) b. Foreign currency risk (continued)
Apabila aset dan liabilitas moneter dalam mata Had monetary assets and liabilities denominated
uang asing pada tanggal 3 Maret 2026 in foreign currencies as of March 3, 2026 been
dijabarkan ke dalam Rupiah dengan translated to the Rupiah using JISDOR and the
menggunakan JISDOR dan kurs tengah middle rate transaction published by Bank
transaksi yang dipublikasikan Bank Indonesia Indonesia as of March 3, 2026 the net monetary
pada tanggal 3 Maret 2026, maka aset moneter assets would have been increased by
neto akan turun sebesar Rp6.944. approximately Rp6,944.
Tabel berikut ini menunjukkan sensitivitas The following table demonstrates the sensitivity to
perubahan nilai tukar mata uang asing. Dampak changes in the exchange rate of foreign
perubahan nilai tukar mata uang asing terhadap currencies. The effect of changes in the exchange
laba sebelum pajak penghasilan adalah rate of foreign currencies to profit before income
sebagai berikut: tax is as follows:
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024
Penguatan 1% 7.799 6.971 Strengthening by 1%
Pelemahan 1% (7.799) (6.971) Weakening by 1%
Analisis mengasumsikan bahwa seluruh The analysis assumes that all other variables, in
variabel lain, khususnya tingkat suku bunga, particular interest rates, remain constant and
tetap tidak berubah dan mengabaikan dampak ignores any impact of forecasted sales and
atas perkiraan penjualan dan pembelian. purchases.
c. Risiko kredit c. Credit risk
Eksposur maksimum Grup terhadap risiko The Group’s maximum exposure to credit risk is
kredit adalah senilai dengan jumlah tercatat dari equal to the carrying amount of each financial
setiap aset keuangan. assets.
Risiko kredit utama yang dihadapi oleh Grup The main credit risk faced by the Group arises
berasal dari kredit yang diberikan kepada from the credit granted to its customers. To
pelanggan. Untuk meringankan risiko ini, ada mitigate this risk, it has policies in place to ensure
kebijakan untuk memastikan penjualan that sales of services/products are made only to
jasa/produk hanya dibuat kepada pelanggan creditworthy customers with proven track records
yang dapat dipercaya dan terbukti mempunyai or good credit history. It is the Group’s policy that
rekam jejak atau sejarah kredit yang baik. Ini all customers who wish to trade services/products
merupakan kebijakan Grup dimana semua on credit are subject to credit verification
pelanggan yang akan melakukan pembelian procedures. For revenues, the Group may grant
jasa/produk secara kredit harus melalui its customers credit terms from the issue of
prosedur verifikasi kredit. Untuk pendapatan, invoices. In addition, receivables balances are
Grup memberikan jangka waktu kredit dari monitored on an ongoing basis to reduce
faktur yang diterbitkan. Sebagai tambahan, exposure to bad debts.
saldo piutang dipantau secara terus menerus
untuk mengurangi kemungkinan piutang yang
tidak tertagih.
134
Page 663
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
37. MANAJEMEN RISIKO KEUANGAN (lanjutan) 37. FINANCIAL RISK MANAGEMENT (continued)
Risiko utama dari instrumen keuangan Grup adalah The main risks arising from the Group’s financial
risiko tingkat suku bunga, risiko mata uang, risiko instruments are interest rate risk, currency risk, credit
kredit dan risiko likuiditas. Penelaahan Direksi dan risk and liquidity risk. The Directors review and
kebijakan yang disetujui untuk mengelola masing- approve policies for managing each of these risks,
masing risiko ini dijelaskan secara detail sebagai which are described in more detail as follows:
berikut: (lanjutan) (continued)
c. Risiko kredit (lanjutan) c. Credit risk (continued)
Tabel berikut menyajikan analisis umur piutang The following table presents the aging analysis of
usaha. trade receivables.
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Belum jatuh tempo 3.412.457 2.806.332 Not yet overdue
Lewat jatuh tempo Overdue
1-30 hari 125.489 274.026 1-30 days
31-60 hari 32.157 31.171 31-60 days
61-150 hari 46.977 21.294 61-150 days
Lebih dari 150 hari 223.323 223.798 Over 150 days
Total 3.840.403 3.356.621 Total
Penyisihan penurunan nilai (208.071) (202.406) Allowance for impairment
Neto 3.632.332 3.154.215 Net
Risiko piutang usaha yang belum jatuh tempo The risk of trade receivables that are neither
dan tidak mengalami penurunan nilai untuk overdue nor impaired becoming impaired is low as
mengalami penurunan nilai adalah kecil karena the parties have a good track record with the
debitur memiliki rekam jejak yang baik dengan Group.
Grup.
Tergantung pada penilaian Grup, penyisihan Depending on the Group’s assessment, specific
khusus mungkin dibuat jika piutang dianggap allowance may be made if a receivable was
tidak tertagih. deemed uncollectible.
d. Risiko likuiditas d. Liquidity risk
Grup mengelola profil likuiditasnya untuk dapat The Group manages its liquidity profile to be able
mendanai pengeluaran modalnya dan to finance its capital expenditure and manage its
mengelola utang yang jatuh tempo dengan maturing debts by maintaining sufficient cash and
menjaga kas yang cukup dan ketersediaan the availability of funding through an adequate
pendanaan melalui jumlah fasilitas kredit amount of committed credit facilities.
berkomitmen yang cukup.
Grup secara reguler mengevaluasi proyeksi The Group regularly evaluates its projected and
arus kas dan terus menerus menilai kondisi actual cash flow information and continuously
pasar keuangan untuk mengevaluasi assesses conditions in the financial markets to
kemungkinan mengejar inisiatif penggalangan evaluate the possibility of pursuing fund-raising
dana. initiatives.
135
Page 664
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
37. MANAJEMEN RISIKO KEUANGAN (lanjutan) 37. FINANCIAL RISK MANAGEMENT (continued)
Risiko utama dari instrumen keuangan Grup adalah The main risks arising from the Group’s financial
risiko tingkat suku bunga, risiko mata uang, risiko instruments are interest rate risk, currency risk, credit
kredit dan risiko likuiditas. Penelaahan Direksi dan risk and liquidity risk. The Directors review and
kebijakan yang disetujui untuk mengelola masing- approve policies for managing each of these risks,
masing risiko ini dijelaskan secara detail sebagai which are described in more detail as follows:
berikut: (lanjutan) (continued)
d. Risiko likuiditas (lanjutan) d. Liquidity risk (continued)
Tabel berikut menyajikan profil jangka waktu The following table presents the maturity profile of
pembayaran liabilitas keuangan Grup the Group’s financial liabilities based on
berdasarkan pembayaran kontraktual yang undiscounted contractual payments.
tidak didiskontokan.
31 Desember/December 31, 2025
Biaya Jumlah
pinjaman/ tercatat/
< 1 tahun/ 1-2 tahun/ 2-3 tahun/ Costs of Carrying
< 1 year 1-2 years 2-3 years Total loan amounts
Pinjaman bank jangka
pendek 38.601 - - 38.601 - 38.601 Short-term bank loans
Utang usaha 905.515 - - 905.515 - 905.515 Trade payables
Liabilitas jangka pendek
lainnya: Other current liabilities:
Utang lain-lain 30.010 - - 30.010 - 30.010 Other payables
Titipan pelanggan 125.649 125.649 125.649 Customer deposits
Liabilitas imbalan kerja Short-term employee
jangka pendek 342.965 - - 342.965 - 342.965 benefits liability
Beban akrual 3.311.647 - - 3.311.647 - 3.311.647 Accrued expenses
Pinjaman bank jangka - Long-term bank
panjang 31.000 31.000 91.733 153.733 (367) 153.366 loans
Liabilitas sewa 403.045 32.223 52.527 487.795 - 487.795 Lease liabilities
Total 5.188.432 63.223 144.260 5.395.915 (367) 5.395.548 Total
31 Desember/December 31, 2024
Biaya Jumlah
pinjaman/ tercatat/
< 1 tahun/ 1-2 tahun/ 2-3 tahun/ Costs of Carrying
< 1 year 1-2 years 2-3 years Total loan amounts
Pinjaman bank jangka
pendek 130.068 - - 130.068 - 130.068 Short-term bank loans
Utang usaha 1.154.736 - - 1.154.736 - 1.154.736 Trade payables
Liabilitas jangka pendek
lainnya: Other current liabilities:
Utang lain-lain 24.303 - - 24.303 - 24.303 Other payables
Titipan pelanggan 45.835 - - 45.835 - 45.835 Customer deposits
Liabilitas imbalan kerja Short-term employee
jangka pendek 284.091 - - 284.091 - 284.091 benefits liability
Beban akrual 2.839.889 - - 2.839.889 - 2.839.889 Accrued expenses
Pinjaman bank jangka Long-term bank
panjang 31.000 31.000 122.733 184.733 (294) 184.439 loans
Utang sukuk 700.000 - - 700.000 (582) 699.418 Sukuk payable
Liabilitas sewa 118.118 11.635 22.591 152.344 - 152.344 Lease liabilities
Total 5.328.040 42.635 145.324 5.515.999 (876) 5.515.123 Total
e. Pengelolaan modal e. Capital management
Tujuan Grup dalam pengelolaan modal adalah The Group’s objectives when managing capital
untuk mempertahankan kelangsungan usaha are to safeguard the Group’s ability to continue as
Grup guna memberikan imbal hasil kepada a going concern in order to provide returns for
pemegang saham dan manfaat kepada shareholders and benefits to other stakeholders
pemangku kepentingan lainnya serta menjaga and to maintain an optimum capital structure
struktur modal yang optimal yang meliputi utang covering debt and equity to minimise the cost of
dan ekuitas untuk mengurangi biaya modal. capital.
136
Page 665
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
37. MANAJEMEN RISIKO KEUANGAN (lanjutan) 37. FINANCIAL RISK MANAGEMENT (continued)
Risiko utama dari instrumen keuangan Grup adalah The main risks arising from the Group’s financial
risiko tingkat suku bunga, risiko mata uang, risiko instruments are interest rate risk, currency risk, credit
kredit dan risiko likuiditas. Penelaahan Direksi dan risk and liquidity risk. The Directors review and
kebijakan yang disetujui untuk mengelola masing- approve policies for managing each of these risks,
masing risiko ini dijelaskan secara detail sebagai which are described in more detail as follows:
berikut: (lanjutan) (continued)
e. Pengelolaan modal (lanjutan) e. Capital management (continued)
Secara periodik, Grup melakukan penilaian Periodically, the Group conducts debt valuation to
utang untuk menilai kemungkinan pembiayaan assess possibilities of refinancing existing debts
kembali utang yang ada dengan utang baru with new ones which have more efficient cost that
yang memiliki biaya yang lebih efisien sehingga will lead to more optimized cost-of-debt.
mengoptimalkan biaya utang.
Grup dipersyaratkan oleh Undang-undang The Group is required by the Limited Liability
No. 40 tahun 2007 tentang Perseroan Terbatas Company Law No. 40 of 2007 to allocate and
untuk mengalokasikan dana cadangan yang maintain a non-distributable reserve fund until
tidak boleh didistribusikan sampai dengan 20% such reserve reaches 20% of the issued and fully
dari modal saham ditempatkan dan disetor paid capital stock. This externally imposed capital
penuh. Persyaratan permodalan eksternal requirement is considered by the Group in the
tersebut dipertimbangkan oleh Grup dalam General Meeting of Shareholders.
Rapat Umum Pemegang Saham.
Perusahaan, EPN dan EFK dipersyaratkan The Company, EPN and EFK are required to
untuk memelihara tingkat permodalan tertentu maintain certain level of capital by bank loan
oleh perjanjian pinjaman bank (Catatan 16 dan agreements (Notes 16 and 21). As of December
21). Pada tanggal 31 Desember 2025 dan 31, 2025 and 2024, this externally imposed capital
2024, persyaratan permodalan eksternal requirement has been complied.
tersebut telah dipenuhi.
Strategi Grup adalah mempertahankan rasio The Group’s strategy is to maintain the maximum
utang terhadap ekuitas maksimal sebesar debt to equity ratio at 3 times and the minimum
3 kali dan rasio pengembalian utang minimal debt service coverage ratio at 1.1 times.
sebesar 1,1 kali.
Rasio utang terhadap ekuitas dihitung Debt to equity ratio was calculated by comparing
berdasarkan total liabilitas dibandingkan total liabilities to net equity. The calculation of debt
dengan ekuitas neto. Perhitungan rasio utang to equity ratios is as follows:
terhadap ekuitas adalah sebagai berikut:
31 Desember/ 31 Desember/
December 31, December 31,
2025 2024
Total liabilitas 5.646.878 5.724.826 Total liabilities
Ekuitas - neto 5.314.162 4.903.474 Equity - net
Rasio utang terhadap ekuitas 1,1 1,2 Debt to equity ratio
137
Page 666
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
37. MANAJEMEN RISIKO KEUANGAN (lanjutan) 37. FINANCIAL RISK MANAGEMENT (continued)
Risiko utama dari instrumen keuangan Grup adalah The main risks arising from the Group’s financial
risiko tingkat suku bunga, risiko mata uang, risiko instruments are interest rate risk, currency risk, credit
kredit dan risiko likuiditas. Penelaahan Direksi dan risk and liquidity risk. The Directors review and
kebijakan yang disetujui untuk mengelola masing- approve policies for managing each of these risks,
masing risiko ini dijelaskan secara detail sebagai which are described in more detail as follows:
berikut: (lanjutan) (continued)
e. Pengelolaan modal (lanjutan) e. Capital management (continued)
Rasio pengembalian utang dihitung Debt service coverage ratio was calculated by
berdasarkan laba sebelum pajak, bunga, comparing earning before tax, interest,
penyusutan dan amortisasi dikurangi dividen depreciation and amortization less dividend to
terhadap pembayaran pokok dan bunga. principal and interest payment. Principal and
Pembayaran pokok dan bunga tidak termasuk interest payment exclude early repayment made.
pelunasan yang dipercepat. Perhitungan rasio The calculation of debt service coverage ratios is
pengembalian utang adalah sebagai berikut: as follows:
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024
Laba sebelum pajak, bunga, Profit before tax, interest, depreciation
penyusutan dan amortisasi 1.585.953 1.454.586 and amortization
Pembayaran pokok dan bunga 1.100.903 368.369 Principal and interest payment
Rasio pengembalian utang 1,44 3,95 Debt service coverage ratio
38. TAMBAHAN INFORMASI ARUS KAS 38. SUPPLEMENTARY CASH FLOWS INFORMATION
Aktivitas signifikan yang tidak mempengaruhi arus Significant activities which did not affect the Group’s
kas Grup adalah sebagai berikut: cash flows are as follows:
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024
Penambahan aset tetap melalui: Addition of fixed assets through:
Utang usaha 161.959 85.378 Trade payable
Penambahan aset hak-guna melalui: Addition of right-of-use assets through:
Liabilitas sewa 632.713 13.171 Lease liabities
Perubahan pada liabilitas yang timbul dari aktivitas Movement of liabilities arising from financing activities
pendanaan pada laporan arus kas konsolidasian in the consolidated statement of cash flows are as
adalah sebagai berikut: follows:
Non- arus kas/Non-cash flow
31 Desember
Selisih kurs/ 2025/
1 Januari 2025/ Arus kas/ Foreign exchange Lainnya/ December 31,
January 1, 2025 Cash flow difference Others 2025
Pinjaman bank jangka pendek 130.068 (91.828) 361 - 38.601 Short-term bank loans
Pinjaman bank jangka panjang 184.439 (31.000) - (73) 153.366 Long-term bank loans
Utang sukuk 699.418 (700.000) - 582 - Sukuk payable
Liabilitas sewa 143.077 (338.555) - 653.382 457.904 Lease liabilities
Total 1.157.002 (1.161.383) 361 653.891 649.871 Total
138
Page 667
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
38. TAMBAHAN INFORMASI ARUS KAS (lanjutan) 38. SUPPLEMENTARY CASH FLOWS INFORMATION
(continued)
Perubahan pada liabilitas yang timbul dari aktivitas Movement of liabilities arising from financing activities
pendanaan pada laporan arus kas konsolidasian in the consolidated statement of cash flows are as
adalah sebagai berikut: (lanjutan) follows: (continued)
Non- arus kas/Non-cash flow
31 Desember
Selisih kurs/ 2024/
1 Januari 2024/ Arus kas/ Foreign exchange Lainnya/ December 31,
January 1, 2024 Cash flow difference Others 2024
Pinjaman bank jangka pendek 171.231 (43.969) 2.806 - 130.068 Short-term bank loans
Pinjaman bank jangka panjang - 184.733 - (294) 184.439 Long-term bank loans
Utang sukuk 698.607 - - 811 699.418 Sukuk payable
Liabilitas sewa 373.379 (258.490) - 28.188 143.077 Lease liabilities
Total 1.243.217 (117.726) 2.806 28.705 1.157.002 Total
Perusahaan memiliki transaksi non-cash yang The company has non-cash transactions related to a
berkaitan dengan reverse factoring arrangement. reverse factoring arrangement. Although no cash
Meskipun tidak ada penerimaan kas yang terjadi, receipts occur,during the year 2025 and 2024, The
selama tahun 2025 dan 2024, Grup mencatat utang Group records accounts payable as a short-term bank
usaha sebagai pinjaman bank jangka pendek loan of Rp13,983 and Rp85,814, respectively. This
masing-masing sebesar Rp13.983 dan Rp85.814. transaction does not affect the reported cash flow but
Transaksi ini tidak mempengaruhi arus kas yang is disclosed to provide complete information regarding
dilaporkan, tetapi diungkapkan untuk memberikan the company's obligations.
informasi yang lengkap mengenai kewajiban
perusahaan.
39. PERISTIWA SETELAH TANGGAL PELAPORAN 39. EVENTS AFTER REPORTING PERIOD
a. Pada tanggal 29 Januari 2026, Perusahaan, EFK a. On January 29, 2026, the Company, EFK and
dan ETSA menandatangani Perubahan ETSA signed an Amendment to the Credit
Perjanjian Kredit dengan PT Bank UOB Agreement with PT Bank UOB Indonesia
Indonesia terkait fasilitas Multi Option Trade regarding the Multi Option Trade facilities for
untuk keperluan modal kerja yang terdiri dari working capital purposes consisting of
LC/SKBDN, BEP-Buyer, Invoice Financing (“IF”), LC/SKBDN, BEP-Buyer, Invoice Financing (“IF”),
Bank Guarantee (“BG”), RCF, SBLC, Trust Bank Guarantee (“BG”), RCF, SBLC, Trust
Receipt (“TR”), dan Clean Trust Receipt (“CTR”) Receipt (“TR”), and Clean Trust Receipt (“CTR”)
dengan batas maksimum gabungan sebesar with a maximum combined limit of
$AS20.000.000. US$20,000,000.
Fasilitas TR, CTR dan IF dikenakan bunga The TR, CTR and IF facilities bear interest at the
sebesar SOFR (Secured Overnight Financing rate of SOFR (Secured Overnight Financing
Rate) ditambah marjin tertentu per tahun untuk Rate) plus certain margin per annum for
penarikan dalam Dolar AS dan JIBOR ditambah withdrawal in US Dollar and JIBOR plus certain
marjin tertentu per tahun untuk penarikan margin per annum for withdrawal in Rupiah.
dalamRupiah. Fasilitas ini berjangka waktu These facilities are available until February 1,
sampai dengan tanggal 1 Februari 2027. 2027.
139
Page 668
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
39. PERISTIWA SETELAH TANGGAL PELAPORAN 39. EVENTS AFTER REPORTING PERIOD (continued)
(lanjutan)
b. Pada 20 Februari 2026, Perusahaan menerima b. On February 20, 2026, the Company received the
Surat Keputusan Pengembalian Pendahuluan Preliminary Tax Overpayment Refund Decision
Kelebihan Pajak (SKPPKP) PPN periode Letter (SKPPKP) for the VAT period of December
Desember 2025 tanggal sebesar Rp215.071. 2025 amounting Rp215,071.
c. Pada 20 Februari 2026, EPN menerima Surat c. On February 20, 2026, EPN received Preliminary
Keputusan Pengembalian Pendahuluan Tax Overpayment Refund Decision Letter
Kelebihan Pajak (SKPPKP) PPN periode pajak (SKPPKP) for the VAT period of December 2025
Desember 2025 sebesar Rp283.557. amounting to Rp283,557.
40. REKLASIFIKASI 40. RECLASSIFICATION
Grup telah melakukan reklasifikasi akun pada The Group has reclassified accounts in the
laporan arus kas konsolidasian untuk tahun yang consolidated statement of cash flow for the year ended
berakhir pada tanggal 31 Desember 2024 agar December 31, 2024 to conform with the presentation
sesuai dengan penyajian akun pada laporan arus of accounts in the consolidated statement of cash flow
kas konsolidasian untuk tahun yang berakhir pada for the year ended December 31, 2025. The account
tanggal 31 Desember 2025. Rincian akun sebagai details are as follows:
berikut:
Dilaporkan sebelumnya/ Direklasifikasi/ Jumlah/
As previously reported As reclassified Amount
Penerimaan dari pelanggan/ Pembayaran pajak penghasilan/ 178.173
Receipts from customers Payment of income taxes
Dampak dari reklasifikasi terhadap laporan Impact of reclassification to the statement of
keuangan: financial position:
Sebelum reklasifikasi/ Reklasifikasi/ Setelah reklasifikasi/
Before reclassification Reclassification After reclassification
ARUS KAS DARI CASH FLOW FROM
AKTIVITAS OPERASI OPERATING ACTIVITIES
Penerimaan dari pelanggan 13.442.401 178.173 13.620.574 Receipts from customers
Pembayaran pajak penghasilan (17.308) (178.173) (195.481) Payments of income taxes
Kas neto diperoleh dari Net cash provided by
aktivitas operasi 13.425.093 - 13.425.093 operating activities
41. INFORMASI KEUANGAN ENTITAS INDUK 41. PARENT ENTITY FINANCIAL INFORMATION
Berikut ini adalah Informasi Keuangan terpisah The following is separate PT Elnusa Tbk (the Parent
PT Elnusa Tbk (Entitas Induk), terdiri dari laporan Entity)’s Financial Information, consisting of the
posisi keuangan Entitas Induk pada tanggal statement of financial position of the Parent Entity as
31 Desember 2025 dan laporan laba rugi dan of December 31, 2025 and statements of profit or loss
penghasilan komprehensif lain, laporan perubahan and other comprehensive income, statement of
ekuitas dan arus kas Entitas Induk terkait untuk changes in equity and cash flows of the Parent Entity
tahun yang berakhir 31 Desember 2025 dan ikhtisar for the year ended December 31, 2025, and a
informasi kebijakan akuntansi material. Informasi summary of material accounting policies information.
Keuangan Entitas Induk disajikan sebagai catatan The Parent Entity’s Financial Information is presented
terhadap laporan keuangan konsolidasian Grup as note to the consolidated financial statements of the
pada tanggal 31 Desember 2025 dan untuk tahun Group as of December 31, 2025 and for the year then
yang berakhir pada tanggal tersebut. ended.
140
Page 669
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
41. INFORMASI KEUANGAN ENTITAS INDUK 41. PARENT ENTITY FINANCIAL INFORMATION
(lanjutan) (continued)
LAPORAN POSISI KEUANGAN STATEMENT OF FINANCIAL POSITION
31 Desember/December 31,
2025 2024
ASET ASSETS
ASET LANCAR CURRENT ASSETS
Kas dan setara kas 1.073.359 1.489.555 Cash and cash equivalents
Investasi jangka pendek 69.147 69.147 Short term investment
Piutang usaha - neto Trade receivables - net
Pihak ketiga 122.635 157.802 Third parties
Pihak berelasi 1.426.069 1.656.821 Related parties
Aset keuangan lancar lainnya - neto 3.791 2.649 Other current receivables - net
Persediaan - neto 195.900 144.528 Inventories - net
Uang muka - lancar 29.543 72.764 Advances - current
Pajak dibayar di muka - bagian lancar 37.395 39.682 Prepaid taxes - current portion
Biaya dibayar di muka 12.994 8.256 Prepaid expenses
Total Aset Lancar 2.970.833 3.641.204 Total Current Assets
ASET TIDAK LANCAR NON-CURRENT ASSETS
Piutang pihak berelasi 24.396 65.396 Due from related party
Aset keuangan tidak lancar Other non-current financial
lainnya - neto 3.361 3.361 assets - net
Investasi pada entitas anak 526.377 526.377 Investments in subsidiaries - net
Uang muka - tidak lancar 39.498 11.716 Advances - non-current
Aset tetap - neto 941.588 831.269 Fixed assets - net
Aset takberwujud - neto 11.637 19.937 Intangible assets - net
Properti investasi - neto 131.548 131.636 Investment properties - net
Pajak dibayar di muka - Prepaid taxes - non-current
bagian tidak lancar 250.842 336.886 portion
Aset pajak tangguhan 149.552 134.036 Deffered tax assets
Aset lain-lain 22.640 41.795 Other assets
Aset hak guna 68.945 15.906 Right of use assets
Total Aset Tidak Lancar 2.170.384 2.118.315 Total Non-current Assets
TOTAL ASET 5.141.217 5.759.519 TOTAL ASSETS
141
Page 670
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
41. INFORMASI KEUANGAN ENTITAS INDUK 41. PARENT ENTITY FINANCIAL INFORMATION
(lanjutan) (continued)
LAPORAN POSISI KEUANGAN (lanjutan) STATEMENT OF FINANCIAL POSITION
(continued)
31 Desember/December 31,
2025 2024
LIABILITAS LIABILITIES
LIABILITAS JANGKA PENDEK CURRENT LIABILITIES
Utang usaha: Trade payables:
Pihak ketiga 233.417 296.255 Third parties
Pihak berelasi 98.106 193.036 Related parties
Liabilitas jangka pendek lainnya 54.979 39.683 Other current liabilities
Liabilitas imbalan kerja Short-term employee
jangka pendek 172.285 273.305 benefits liability
Utang pajak 21.333 44.085 Taxes payable
Beban akrual 1.356.579 1.303.809 Accrued expenses
Utang sukuk - 699.418 Sukuk payable
Utang jangka panjang yang jatuh tempo Current maturitires
dalam waktu satu tahun of long term debts
Liabilitas sewa 26.447 11.733 Lease liabilities
Total Liabilitas Jangka Pendek 1.963.146 2.861.324 Total Current Liabilities
LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIES
Utang jangka panjang – setelah dikurangi Long term debts-
Bagian jatuh tempo dalam waktu satu tahun net of currrent maturities
Liabilitas sewa 44.768 5.821 Lease liabilities
Pinjaman bank 52.238 52.206 Bank loan
Liabilitas imbalan kerja 144.054 79.543 Employee benefits liability
Total Liabilitas Jangka Panjang 241.060 137.570 Total Non-current Liabilities
TOTAL LIABILITAS 2.204.206 2.998.894 TOTAL LIABILITIES
EKUITAS EQUITY
Modal saham - nilai nominal Share capital - Rp100 (full amount)
Rp100 (nilai penuh) per saham par value per share
Modal dasar - 22.500.000.000 saham Authorized - 22,500,000,000 shares
Modal ditempatkan dan disetor penuh - Issued and fully paid -
7.298.500.000 saham 729.850 729.850 7,298,500,000 shares
Tambahan modal disetor 453.011 453.011 Additional paid-in capital
Saldo laba: Retained earnings:
Dicadangkan 158.109 158.109 Appropriated
Tidak dicadangkan 1.684.291 1.488.080 Unappropriated
Penghasilan komprehensif lain (88.250) (68.425) Other comprehensive income
EKUITAS - NETO 2.937.011 2.760.625 EQUITY - NET
TOTAL LIABILITAS DAN EKUITAS 5.141.217 5.759.519 TOTAL LIABILITIES AND EQUITY
142
Page 671
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
41. INFORMASI KEUANGAN ENTITAS INDUK 41. PARENT ENTITY FINANCIAL INFORMATION
(lanjutan) (continued)
LAPORAN LABA RUGI DAN PENGHASILAN STATEMENT OF PROFIT OR LOSS AND OTHER
KOMPREHENSIF LAIN COMPREHENSIVE INCOME
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024
PENDAPATAN 4.246.173 5.145.736 REVENUES
BEBAN POKOK PENDAPATAN (3.725.643) (4.667.561) COST OF REVENUES
LABA BRUTO 520.530 478.175 GROSS PROFIT
Beban penjualan (4.610) (2.266) Selling expenses
Beban umum dan administrasi (343.504) (301.136) General and administrative expenses
Pendapatan keuangan 73.512 153.713 Interest income
Beban keuangan (49.735) (75.607) Finance expenses
Pendapatan dividen 305.507 210.614 Dividend income
Lain-lain - neto 32.336 33.960 Others - net
LABA SEBELUM PAJAK FINAL PROFIT BEFORE FINAL TAX
DAN PAJAK PENGHASILAN 534.036 497.453 AND INCOME TAX
Beban pajak final (11.601) (13.974) Final tax expense
LABA SEBELUM PAJAK PENGHASILAN 522.435 483.479 PROFIT BEFORE INCOME TAX
Beban pajak penghasilan (40.780) (37.139) Income tax expense
LABA TAHUN BERJALAN 481.655 446.340 PROFIT FOR THE YEAR
PENGHASILAN KOMPREHENSIF LAIN OTHER COMPREHENSIVE INCOME
Pos-pos yang tidak akan direklasifikasi Items that will not be reclassified to
ke laba rugi profit or loss
Pengukuran kembali program Remeasurements of defined
imbalan pasti (25.417) (20.460) benefit plans
Pajak tangguhan terkait 5.592 4.501 Related deferred tax
PENGHASILAN KOMPREHENSIF LAIN OTHER COMPREHENSIVE INCOME
SETELAH PAJAK (19.825) (15.959) AFTER TAX
TOTAL LABA KOMPREHENSIF TOTAL COMPREHENSIVE INCOME
TAHUN BERJALAN 461.830 430.381 FOR THE YEAR
143
Page 672
The original consolidated financial statements included herein
are in the Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
41. INFORMASI KEUANGAN ENTITAS INDUK (lanjutan) 41. PARENT ENTITY FINANCIAL INFORMATION (continued)
LAPORAN PERUBAHAN EKUITAS STATEMENT OF CHANGES IN EQUITY
Saldo laba/Retained earnings Penghasilan
Tambahan komprehensif
modal disetor/ Tidak lain/Other Ekuitas -
Modal saham/ Additional Dicadangkan/ dicadangkan/ comprehensive neto/
Share capital paid-in capital Appropriated Unappropriated income Equity - net
Saldo pada tanggal 31 Desember 2023 729.850 453.011 158.109 1.242.960 (52.466) 2.531.464 Balance as of December 31, 2023
Dividen kas - - - (201.220) - (201.220) Cash dividend
Laba komprehensif - - - 446.340 (15.959) 430.381 Comprehensive income
Saldo pada tanggal 31 Desember 2024 729.850 453.011 158.109 1.488.080 (68.425) 2.760.625 Balance as of December 31, 2024
Dividen kas - - - (285.444) - (285.444) Cash dividend
Laba komprehensif - - - 481.655 (19.825) 461.830 Comprehensive income
Saldo pada tanggal 31 Desember 2025 729.850 453.011 158.109 1.684.291 (88.250) 2.937.011 Balance as of December 31, 2025
144
Page 673
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
41. INFORMASI KEUANGAN ENTITAS INDUK 41. PARENT ENTITY FINANCIAL INFORMATION
(lanjutan) (continued)
LAPORAN ARUS KAS STATEMENT OF CASH FLOWS
Tahun yang Berakhir
pada Tanggal 31 Desember/
Year Ended December 31,
2025 2024
ARUS KAS DARI CASH FLOWS FROM
AKTIVITAS OPERASI OPERATING ACTIVITIES
Penerimaan dari pelanggan 4.505.248 4.880.549 Receipts from customers
Pembayaran kepada pemasok Payments to suppliers
dan kontraktor (3.191.913) (3.402.336) and contractors
Pembayaran untuk karyawan (1.214.076) (1.313.364) Payments to employees
Kas yang dihasilkan dari operasi 99.259 164.849 Cash generated from operations
Penerimaan restitusi pajak 339.877 95.895 Receipts of tax refunds
Penerimaan pendapatan keuangan 73.013 153.326 Receipts of finance income
Pembayaran kepada pemerintah (3.793) (3.682) Cash paid to government
Pembayaran beban administrasi Payments of bank administration
bank (7.967) (11.071) expenses
Penerimaan lainnya - neto 8.690 112.744 Other receipts - net
Kas neto diperoleh dari Net cash provided by
aktivitas operasi 509.079 512.061 operating activities
ARUS KAS DARI CASH FLOWS FROM
AKTIVITAS INVESTASI INVESTING ACTIVITIES
Penerimaan dividen kas dari Receipts of cash dividends from
perusahaan asosiasi 305.507 210.614 associates
Penerimaan dari penjualan aset tetap 677 703 Proceeds from sale of fixed assets
Pembelian aset tetap (222.391) (168.449) Purchases of fixed assets
Penempatan deposito berjangka - (69.147) Placement of time deposits
Kas neto diperoleh (digunakan) dari Net cash provided (used) by
aktivitas investasi 83.793 (26.279) investing activities
ARUS KAS DARI CASH FLOWS FROM
AKTIVITAS PENDANAAN FINANCING ACTIVITIES
Penerimaan dari pinjaman bank - 52.500 Proceeds from bank loans
Pembayaran dividen kas (285.444) (201.220) Payments of cash dividends
Pembayaran liabilitas sewa (19.549) (12.795) Payment of lease liabilities
Pembayaran bunga Payment of interest
pinjaman dan imbalan sukuk (750.746) (65.115) from expenses and sukuk
Penerimaan (pembayaran) dari Proceeds (payment) from due to
pihak berelasi 41.000 (56.958) related party
Kas neto digunakan untuk Net cash used in
aktivitas pendanaan (1.014.739) (283.588) financing activities
Dampak perubahan selisih kurs Effect of exchange rate changes
terhadap kas dan setara kas 5.671 8.446 on cash and cash equivalents
KENAIKAN (PENURUNAN) NETO NET INCREASE (DECREASE) IN
KAS DAN SETARA KAS (416.196) 210.640 CASH AND CASH EQUIVALENTS
KAS DAN SETARA KAS CASH AND CASH EQUIVALENTS
PADA AWAL TAHUN 1.489.555 1.278.915 AT THE BEGINNING OF THE YEAR
KAS DAN SETARA KAS PADA CASH AND CASH EQUIVALENTS
AKHIR TAHUN 1.073.359 1.489.555 AT THE END OF THE YEAR
145
Page 674
The original consolidated financial statements included herein are in the
Indonesian language.
PT ELNUSA TBK DAN ENTITAS ANAKNYA PT ELNUSA TBK AND ITS SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Tanggal 31 Desember 2025 As of December 31, 2025
dan untuk Tahun yang Berakhir and for the Year Then Ended
pada Tanggal Tersebut (Expressed in Millions of Rupiah,
(Disajikan dalam Jutaan Rupiah, Unless Otherwise Stated)
Kecuali Dinyatakan Lain)
41. INFORMASI KEUANGAN ENTITAS INDUK 41. PARENT ENTITY FINANCIAL INFORMATION
(lanjutan) (continued)
IKHTISAR INFORMASI KEBIJAKAN AKUNTANSI SUMMARY OF MATERIAL ACCOUNTING
MATERIAL POLICIES INFORMATION
Dasar penyusunan informasi keuangan entitas Basis of preparation of the parent entity financial
induk information
PSAK 227 mengatur dalam hal Entitas Induk PSAK 227 regulates that when a Parent Entity elected
memilih untuk menyajikan laporan keuangan to present the separate financial statements, such
tersendiri maka laporan tersebut hanya dapat financial statements should be presented as
disajikan sebagai informasi tambahan dalam supplementary information to the consolidated
laporan keuangan konsolidasian. Laporan financial statements. Separate financial statements
keuangan tersendiri adalah laporan keuangan yang are those presented by a parent, in which the
disajikan oleh entitas induk yang mencatat investasi investments in subsidiaries, associate entity and joint
pada entitas anak, entitas asosiasi, dan control entity are accounted for on the basis of the
pengendalian bersama entitas berdasarkan direct equity interest rather than on the basis of the
kepemilikan ekuitas langsung bukan berdasarkan reported results and net assets of the investees.
pelaporan hasil dan aset neto investee.
Kebijakan akuntansi yang diterapkan dalam Accounting policies adopted in the preparation of the
penyusunan informasi keuangan Entitas Induk parent entity financial information are the same as the
adalah sama dengan kebijakan akuntansi yang accounting policies adopted in the preparation of the
diterapkan dalam penyusunan laporan keuangan Group’s consolidated financial statements as
konsolidasian Grup sebagaimana diungkapkan disclosed in Note 2 to the consolidated financial
dalam Catatan 2 atas laporan keuangan statements, except for investments in subsidiaries.
konsolidasian, kecuali untuk penyertaan pada
entitas anak.
Penyertaan saham pada entitas anak dicatat pada Investments in shares of stocks of subsidiaries are
biaya perolehan. Entitas induk mengakui dividen accounted for at acquisition cost. The parent entity
dari entitas anak pada laporan laba rugi entitas induk recognizes dividend from subsidiaries in the Parent
ketika hak menerima dividen ditetapkan. Entity;s profit and loss when its right to receive the
dividend is established.
146
Names mentioned 109 people and organisations named in the text · linked when the evidence is strong
unresolved
person
Organ Pendukung
· Komisaris
p.7
unresolved
person
Nominasi
· Komisaris
p.7
unresolved
person
Keberagaman Komposisi
· Komisaris
p.7
unresolved
person
Pengungkapan Rangkap
· Komisaris
p.7
unresolved
org
Indonesia Stock Exchange
p.9 ×7
unresolved
org
PT Elnusa Geosains Indonesia
p.9
unresolved
org
PT Elnusa Trans Samudera
p.9 ×3
unresolved
org
PT Sigma Cipta Utama
p.9 ×3
unresolved
org
PT Patra Nusa Data
p.9
unresolved
org
PT Elnusa Petro
p.9
unresolved
org
Pertamina
51,1% Hulu Energi
p.9
unresolved
—
melalui imbal hasil
p.11
unresolved
—
Desa Sumengko, Kalitidu,
p.11
unresolved
org
Chemical Services
p.11
unresolved
—
Bojonegoro.
p.11
unresolved
—
Penurunan emisi Elnusa 2025
p.11
unresolved
—
mencapai 3,07 KTon CO2eq
p.11
unresolved
—
Kton CO2eq pada tahun
p.11
unresolved
—
masyarakat, konservasi
p.11
unresolved
—
terumbu karang, plastic bottle
p.11
unresolved
—
waste utilization dan lain-lain.
p.11
unresolved
—
Data Storage
p.11
unresolved
org
PT Elnusa Petrofin
p.29 ×9
unresolved
org
Kementerian Perhubungan
p.30
unresolved
org
State-Owned Corporation
p.31
unresolved
org
Certification Services SGS United Kingdom Ltd
p.34 ×3
unresolved
org
Menteri Perminyakan Republik Irak
p.40
unresolved
org
Minister of Oil
p.40
unresolved
person
Vitri Cahyaningsih Mallarangeng
· Komisaris
p.49 ×2
unresolved
person
Abdul Hakim
· Komisaris Independen
p.49 ×4
unresolved
org
PT Pertamina Hulu Rokan
p.55
unresolved
org
Kton CO
· Direktur
p.56
unresolved
org
Kementerian Energi dan Sumber Daya
p.56
unresolved
org
Ministry of Mineral
p.56
unresolved
person
Litta Indriya Ariesca
· Direktur
p.59 ×4
unresolved
person
Andri Haribowo
· Direktur
p.59 ×2
unresolved
—
Ariesca
· President Director
p.59
unresolved
person
Mallarangeng
· Komisaris Utama
p.62
unresolved
person
SDM
· Direktur Keuangan
p.63
unresolved
org
Menteri Kehakiman Republik Indonesia
p.68
unresolved
org
Minister of Justice
p.68
unresolved
org
PT Elektronika
p.70
unresolved
org
PT Elektronika Nusantara
p.70 ×3
unresolved
person
Tan Thong Kie
· Notaris
p.70 ×3
unresolved
person
Sinta Susikto
· Notaris
p.70 ×3
unresolved
org
PT Elektronika Penetapan Year
p.72
unresolved
person
Kronologi Perubahan Susunan
· Komisaris
p.98
unresolved
person
Taufani
p.99 ×5
unresolved
person
Aulia Taufani
p.99 ×12
unresolved
person
Police. He
· Direktur
p.99
unresolved
org
Reserse
p.99
unresolved
org
Kementerian Pendayagunaan
p.99
unresolved
org
Ministry of Administrative
p.99 ×2
unresolved
org
Kementerian Pendayagunaan Aparatur
p.99
unresolved
org
PT Tempo Scan
p.100 ×2
unresolved
org
Bank Profil Perusahaan Company Profile
p.100
unresolved
org
Bank Nusa
p.100
unresolved
person
She
· Ketua
p.100
unresolved
org
Government of the Republic of Indonesia
p.100 ×4
unresolved
org
PT Merah
p.102
unresolved
org
PT Merah Putih Mahardika Putih Mahardika
p.102
unresolved
org
PT Catur Pilar Kreasi
p.102 ×2
unresolved
org
PT Cakra Muda Adinata
p.102 ×2
unresolved
org
PT Merah Putih Mahardika
p.102 ×2
unresolved
org
PT Catur Pilar
p.102
unresolved
org
PT Kreasi
p.102
unresolved
person
Arief Prasetyo Handoyo
· Direktur
p.103
unresolved
person
Patra
· Direktur Pemasaran
p.104
unresolved
org
PT Patra Jasa
p.104
unresolved
org
PT Bahana Sekuritas. He
p.105
unresolved
org
PT Bahana Sekuritas.
p.105
unresolved
org
PT ANZ-Panin Bank
p.105
unresolved
org
PT ANZ-Panin
p.105
unresolved
org
PT Woori Korindo Bank
p.105
unresolved
org
PT Woori Korindo Securities
p.105
unresolved
org
PT Pertamina EP
p.106 ×10
unresolved
org
PT Pertamina Hulu Indonesia
p.106 ×2
unresolved
org
PT Pertamina Hulu
p.107
unresolved
org
PT Pertamina Hulu Sustainability Reference Rujukan Keberlanjutan Indonesia
p.107
unresolved
org
PT EP
p.107
unresolved
org
PT Sigma
p.107
unresolved
org
PT Cipta Utama
p.107
unresolved
—
Profile
· Direktur
p.108
unresolved
org
PT Quant Capital Investama
p.108 ×2
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