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ExPanDinG
HORIZONs
Samudera Indonesia
1949-2024
LAPORAN TAHUNAN & KEBERLANJUTAN 2023
PT SAMUDERA INDONESIA TBK | 2024 ANNUAL & SUSTAINABILITY REPORT
03
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ExPanDinG HorizonS
The journey toward limitless new possibilities, charts a course toward broader and innovative opportunities.
Through mutually supportive collaborations, the Company has been able to overcome challenges and achieve higher
goals, while also fostering a positive impact at every step. The Company is committed to continuous growth, adapting
to transformation, and explore new horizons leading to greater achievements.
|
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TabLe of ConTenTs
Theme Explanation ............................ i Investment in Capital Goods
and Use Rights Assets .................... 117
Table of Content............................... 1 Material Facts ................................ 117
Disclaimer & Dividend Realization ..................... 118
Limitation of Liability .........................2 Business Prospects 2025............... 120
Motto ..............................................4
Highlight of 75th Samudera ...............5
CORpORATE Corporate Governance
GOVERnANcE Structure...................................... 124
HIGhLIGhTs General Meeting
Financial Data Highlight .................. 10 of Shareholders ........................... 126
Sustainability Board of Commissioners .............. 130
Performance Highlight .................... 11
Board of Directors ........................ 130
Stock Highlights ............................ 12
Supporting Organs
Stock Trading Charts ...................... 12 of Board of Commissioners ........... 133
Sanctions for Stock Trading............. 13 Nomination and Remuneration
Corporate Action ........................... 13 of Board of Commissioners and
Awards and Certifications .............. 14 Board of Directors ........................ 134
Important Events 2024 ................... 16 Supporting Organs of
Board of Directors ........................ 134
Supporting Organs
of Board of Directors .................... 137
MANAGEMENt Board of Commissioners’ Risk Management ......................... 143
REPORt Report ...........................................20 Important Case in 2024 ................ 147
Board of Directors’ Reports .............32 Code of Ethics and
Business Conduct ........................ 148
Anti Corruption Policy Violation
SAMUDERA Company Identity ..........................52 Reporting System ........................ 149
PrOFILE Vision, Mission and Values of the Implementation of Public Company
Company ......................................54 Governance Guidelines ................ 150
Founder Profile...............................55
Journey of Samudera.......................56
Line of Business ..............................58
SUStAiNABILITY Reporting Scope .......................... 133
Operational Area............................60 REPORt Sustainability Strategy................... 133
Chronology of Share Listing &
Composition of Share Sustainability Governance............. 138
Ownership .....................................50 Stakeholders Engagement ............ 163
Controlling Shareholders ................52 Challenges to Sustainability
Capital Market Supporting Implementation ............................ 163
Institutions and Professions .............53 Sustainable Economic
Performance ................................ 164
Association Membership.................54
Sailing with A Commitment to
Organizational Structure .................55 Environmental Sustainability ......... 168
Profile of Board Fostering A Positive Work
of Commissioners...........................56 Environment................................. 174
Profile of Audit Committee..............62 Building A Harmonious
Profile of Board of Directors ............64 Relationship with The Community.. 186
Profile of Directors of Subsidiaries ...66 Maintaining
Group Structure .............................72 Customer Satisfaction ................... 196
Integrated Solutions .......................74
Subsidiaries & Associations .............76
List of Address .............................. 198
Annual Report & Sustainability
MANAGEMENt Accountability Statement 2023 .....205
Economic Overview ..................... 102
DIScUSsIoN Industry Overview ........................ 106 Feedback Form ............................206
& ANALYSIS Operational and Reference of OJK Circular
Segment Overview ...................... 108 No. 16/SEOJK.04/2021 ................208
Financial Performance ................... 112 Reference of OJK Regulation
Collectability of Receivables .......... 116 No. 51/POJK.03/2017 ..................220
Capital Structure and Policy ........... 116 GRI Standard 2021
Content Index ..............................223
01 /PT SAMUDERA INDONESIA TBK
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Disclaimer and Limitation
of
liAbility
02 /ANNUAL & SUSTAINABILITY REPORT 2024
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The Establishment of the Annual and Sustainability
Report of the Company for the year 2024 uses
standards as stipulated in Financial Services Authority
Regulation No. 29/POJK.04/2016 concerning Annual
Reports of Issuers or Public Companies,
as well as Circular Letter of Financial Services Authority
Regulation No. 16/SEOJK.04/2021 concerning the
Form and Contents of Annual Report of Issuers or Public
Companies, and Financial Services Authority Regulation
No. 51/POJK.03/2017 concerning the Implementation
of Sustainable Finance for Financial Services Institutions,
Issuers, and Public Companies.
This annual report contains statements of financial
condition, operational results, policies, projections,
plans, strategies, and objectives of the Company.
The prospective statements in this Annual Report are
subject to multiple assumptions on the most current
and future conditions as well as the environment where
Samudera conducts its business activities.
Financial data presented in this Annual and
Sustainability Report is consolidated data.
Some of the Sustainability Report’s data presented
are not yet the total data of all entities, however,
it has already reflected the actual data.
This Annual and Sustainability Report contains the
words “Samudera” and “Company”, which are the
definition of PT Samudera Indonesia Tbk.
This report is presented in two languages, namely
Indonesian and English, presented in separate books.
The Annual and Sustainability Report can be read and
downloaded at the official website of Samudera,
www.samudera.id.
03 /PT SAMUDERA INDONESIA TBK
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Motto
Page 7
PERsEVERANcE . FAiTh
05 /PT SAMUDERA INDONESIA TBK
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Achievement of
Samudera • Additional
75 8
tH AnNiverSary:
A ReflecTiOn
vesSelS
The 75 years journey signifies a long process that will which classified as
never stop. Samudera carries the vision “Connecting Environmentally Friendly
Indonesia and Beyond” that reflects the Company’s
heritage root, Indonesia, and the way the Company
run the business, greater than its presence. To
• Maintain rating
A+
commemorate this milestone, Samudera launched
SinGle
“Do Good Feel Good” movement that invites every for Sukuk Ijarah
employee to excel one another in performing good from Pefindo
deeds. Samudera believes this is the door to the
Company’s sustenance and thus creates far more
meaningful mark in celebrating Samudera’s 75th
Anniversary.
• Additional services
2 inTerNatiOnal
roUtes
• Restructuring
sHipyArD COMpANY
IN MADURA
• Commitment to Climate Action and ESG
77 % INcREaSE IN
RENEWABlE
ENERgY USAGE
compared to previous year
06 /ANNUAL & SUSTAINABILITY REPORT 2024
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07 /PT SAMUDERA INDONESIA TBK
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08 /ANNUAL & SUSTAINABILITY REPORT 2024
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HIGhLIGhTs 09 /PT SAMUDERA INDONESIA TBK
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FINANcIaL HIGhLIGhT
Consolidated Statements of Profit Loss and Other Comprehensive Income (In USD)
Description 2024 2023 2022
Service Revenues 737,405,211 772,404,229 1,150,960,031
Gross Profit 149,408,207 153,765,562 394,102,632
Profit for the Year 76,979,315 109,996,540 326,997,591
Profit for the year Attributable to:
Owners of the Parent Entity 50,702,939 74,588,339 212,694,879
Non-Controlling Interests 26,276,376 35,408,201 114,302,712
Total Comprehensive Income Attributable to:
Owners of the Parent Entity 43,551,414 78,698,710 201,151,348
Non-Controlling Interests 26,074,932 35,391,742 113,325,218
Earnings Per Basic Share 0.003 0.005 0.065
EBITDA 169,194,656 246,122,991 460,,696,831
Consolidated Statements of Financial Position (In USD)
Description 2024 2023 2022
Investment in Associated Entity and Joint Venture 36,725,558 45,687,881 40,909,762
Total Assets 1,288,689,755 1,256,963,375 1,153,416,013
Total Liabilities 561,476,710 571,449,588 506,933,368
Total Equity 727,213,045 685,513,787 646,482,645
Financial Ratios (In %)
Description 2024 2023 2022
Return on Assets Ratio 6.0 8.8 28.4
Return on Equity Ratio 10.6 16.0 50.6
Gross Profit to Revenues Ratio 10.4 14.2 28.4
Current Ratio 271.8 240.1 204.4
Liabilities to Total Assets Ratio 43.6 45.5 44.0
Liabilities to Equity Ratio 77.2 83.4 78.4
10 /ANNUAL & SUSTAINABILITY REPORT 2024
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SERvICE REVENUeS GrOSs PrOFIT ASsETs
(in USD) (in USD) (in USD)
2022 1,150,960,031 2022 394,102,632 2022 1,153,416,013
2023 772,404,229 2023 153,765,562 2023 1,256,963,375
2024 737,405,211 2024 149,408,207 2024 1,288,689,755
SUStAiNABILITY PERfORmANcE HIGhLIGhTs
Economic Performance
Description Unit 2024 2023 2022
Distributed Economic Value USD 702,712,248 774,457,169 878,809,086
Local Supplier Engagement % 82.2 89.9 63.6
Environmental Performance
Description Unit 2024 2023 2022
Energy Used GJ 10,253,205 7,751,375 6,715,114
Energy Intensity GJ/Unit 227,849 146,252 145,981
Total Emissions Ton CO2eq 1,040,217 620,544 538,401
Emissions Intensity per Vessel Ton CO2-eq/Unit 23,116 11,708 11,704
Ton CO2-eq/million
Emissions Intensity per Revenue 1,410.64 803.39 467.78
USD
Water Consumed ML 37.1 32.7 23.0
Waste Generated Tons 1,423 1,887 1,333
Social Performance
Description Unit 2024 2023 2022
Total Employees Person 4,895 4,721 4,418
Total Female Employees % 17.3 17.14 17.18
Employees Turnover % 4.6 4.71 1.81
Training Hour/Employee 14.2 9.5 5.8
Corporate Social Responsibility (CSR) Cost Rp 24,523,238,153 20,126,829,428 18,933,058,401
11 /PT SAMUDERA INDONESIA TBK
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StOCk HIGhLIGhTs
Summary of Quarterly Stock Trading
Price (Rp) Number of Market
2024 Trade Volume
Open Close Lowest Highest Outstanding Shares Capitalization (Rp)
Q1 322 306 298 400 2,051,952,500 16,375,600,000 5,010,933,600,000
Q2 318 324 252 326 916,710,000 16,375,600,000 5,305,694,400,000
Q3 324 362 302 396 2,689,735,500 16,375,600,000 5,927,967,200,000
Q4 362 268 258 366 864,960,200 16,375,600,000 4,388,660,800,000
Price (Rp) Number of Market
2023 Trade Volume
Open Close Lowest Highest Outstanding Shares Capitalization (Rp)
Q1 386 374 344 490 19,429,700 16,375,600,000 6,124,474,400,000
Q2 378 382 344 392 14,205,400 16,375,600,000 6,255,479,200,000
Q3 386 354 350 406 7,255,400 16,375,600,000 5,796,962,400,000
Q4 354 320 280 382 25,368,400 16,375,600,000 5,240,192,000,000
StOCk TrADINg GrAPh
SHARE PRICE MOVEMENT OF
PT SAMUDERA INDONESIA TBK 2023-2024
450 Lowest Stock 3,000,000,000
Highest Stock
Price
362
Price
382
400 382 2,689,735,500
374
362 2,500,000,000
354
350 2,051,952,500
320 324
306
2,000,000,000
300
250
1,524,965,400
1,500,000,000
200 1,363,364,200
1,099,127,300 1,000,000,000
150 916,710,000
864,960,200
Trading Volume
761,091,900
100
Stock price
500,000,000
50
Q1 2023 Q2 2023 Q32023 Q4 2023 Q1 2024 Q2 2024 Q2 2024 Q3 2024
Closing Price Transaction Volume
12 /ANNUAL & SUSTAINABILITY REPORT 2024
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StocK TradinG PenalTy
Up to December 2024,
the Company has never been subjected
to temporary share trading suspension
and/or delisting.
CorPorate AcTiOnS
There was no corporate action in 2024.
13 /PT SAMUDERA INDONESIA TBK 13/
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AWARdS
&
CERtIFICATIoNs
AWARdS
Tempo-IDN Financials 52 Index
in the High Dividend category
Fortune Indonesia 100
in the Transportation and Logistics Sector
SRS (Singapore Registry of Ships)
Green Ship Award 2024
Tempo Sustainable Business Integrity Index 2024
SDG Innovation Accelerator for Young
Professionals 2024 in the Six Best Teams category
14 /ANNUAL & SUSTAINABILITY REPORT 2024
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ISO 14001:2015 ISO 9001:2015
certified in year 2022. certified in year 2022.
ISO 37001:2016 ISO 45001:2018
was certified in 2021 and certified in year 2022.
recertified in January 2024.
ISO 22301:2019 ISO 27001:2022
certified in year 2023. certified in year 2023.
*The certificates issued by BSI are valid until the end of 2024.
15 /PT SAMUDERA INDONESIA TBK
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SIGnIFICANt EVENtS
JanuAry 15
2024
Established Samudera Australia Pty Ltd.
MarCh 12
Received 1 tanker vessel with a capacity of 10,003 DWT
named Sinar Ternate.
21
Received 1 tugboat and 1 barge vessel with a capacity of 300 FT
named Amanah Barito and Jaya Barito.
28
Established joint venture company PT Mitra Tanki Kontainer Indonesia.
ApRil 22
Received 1 tugboat dan 1 barge vessel with a capacity of 300 FT
named Amanah Banjar and Jaya Nuur.
24
Received 1 tanker vessel with a capacity of
10,003 DWT named Sinar Tidore.
MaY 12
Received 1 container vessel with a capacity of 588 TEUs
named Sinar Pajajaran.
June 28
Held the Annual General Meeting of Shareholders
for the Fiscal Year 2023.
16 /ANNUAL & SUSTAINABILITY REPORT 2024
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July 16
Collaborated with Foundry to support the bootcamp acceleration
program named Foundry Academy.
29
Announced the distribution of the Interim Dividend of 2024.
30
Received 1 container vessel with a capacity of 588 TEUs
named Sinar Pangandaran.
AugusT 7
Received 1 container vessel with a capacity of 1,779 TEUs
named Sinar Sulawesi.
30
Signing a Joint Venture Agreement to develop and
operate a container terminal at Patimban Port.
SepTemBer 30
Established joint venture company
PT Patimban Global Gateway Terminal.
NovemBer 9
Collaborated with Pandawara Group to support
the Beach Clean Up program at Tanjung Kait Beach.
13
Celebrated its 75th Anniversary entitled “Do Good Feel Good”.
25
Received 1 container vessel with a capacity of 696 TEUs
named Sinar Pangkalan Susu.
DecemBer 29
Received 1 container vessel with a capacity of 1,779 TEUs
named Sinar Sumatera.
17 /PT SAMUDERA INDONESIA TBK
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MANAGEMENt Report 18 /ANNUAL & SUSTAINABILITY REPORT 2024
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19 /PT SAMUDERA INDONESIA TBK
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Board of
COMmISsIoNERs
REPORt
“The managemenT has demonStRated tHe ComPany’s ability
to overCome cHalLenGes anD seIze opPorTunitiEs amid tHe
dynamic conDitiOnS of botH natiOnal anD gLobal businesS
enVironMenTs by opTimizinG every comPetitive adVanTages.
This has beEn acHiEved tHroUgH tHe developMenT of new
businesS lines anD tHe sTrenGtHeninG of exisTinG ones by
esTabLisHinG relevanT anD pRofitabLe businesS modelS.
The ComPany has alSo sucCesSfulLy forMed sTrategic
parTnerShipS focused on inVesTinG in pRoducTive asSetS
anD is curRenTly adVanCinG tHe lonG-terM imPlemenTatiOn
of inTegRated ESg pRogRamS. These efForTs are exPecTed
to enSure tHe susTaInability of tHe ComPany’s businesS anD
deliver positive returNs to sTakeholDerS.”
ShanTi
Lasminingsih Poesposoetjipto
20 /ANNUAL & SUSTAINABILITY REPORT 2024
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21 /PT SAMUDERA INDONESIA TBK
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Board of
COMmIS
Ken Narotama HidaYatulLah • Amir Abadi Jusuf • ShanTi LasMininGsih PoEsPosoEtJipTo
22 /ANNUAL & SUSTAINABILITY REPORT 2024
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SIoNERs
Anugerah PekerTi • MasLi MuliA • HoEsen
23
23//PTPTSAMUDERA
SAMUDERAINDONESIA
INDONESIA
TBK
TBK
Page 26
DEaR VALUeD
ShAREHOLdERs
ANd StAKEHOLdERs,
The Board of Commissioners
acknowledges that both global
and domestic economic dynamics
significantly influence the
Company’s performance. By
adapting to constant change, the
Company continues to address
challenges while actively pursuing
opportunities within the national
and international shipping
industries.
The lowering interest rates policy
and subsiding global inflation rate
have not fully resulted in boosting
purchasing power, as reflected in
global economic growth in year
2024 which slightly slower from
the previous year. Additionally, the
escalation of conflict in the Red Sea
disrupted global maritime routes,
pushing up container freight rates
through Q3 2024 and constraining
shipping volumes across key trade
routes. These conditions have
heightened global economic
uncertainty, still impacted by the
prolonged war in Europe and a
persistently strong United States
Dollar.
In line with these global conditions,
Indonesia’s economic growth
in year 2024 was slightly slower
compared to the previous year Considering the current ThE BOaRd OF
mainly caused by contraction circumstances, the Board of COMmISsIoNERs VIeW
in the manufacturing sector in Commissioners recommends ON ThE COMpANY
the second half of year 2024. strategic initiatives to seize PERfORmANcE
However, household consumption business development
contributing up to 54.04% to the opportunities in port management, In general, the Board of
domestic economy. In addition, logistics transportation Commissioners acknowledges
the increasing trade sector and shipping. The Board of the Company has been able
supports the transportation and Commissioners is committed to overcome challenges and
warehousing business sector to to providing guidance and maximize the opportunities
continue to grow high. Moreover, conducting strategic supervision throughout 2024. The Company’s
the enhancement of Indonesia’s to ensure that the Company will performance was relatively
infrastructure plays a major role not only survive but also overcome satisfactory as both operational and
in supporting the continuity of challenges and capitalize financial achievements surpassed
domestic logistics activities and opportunities from these dynamics the set target. Overall, in year
strengthening the Company’s of change on the business 2024 the Company successfully
position in the domestic market. conditions.
24 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 27
Directors has taken optimal and
prudent steps in developing
effectively strategies, as well as in
managing employees and seize
emerging opportunities with
caution. The Board of Directors
has successfully performed several
strategic initiatives, including the
deployment of additional container
vessels, tankers, and bulk carriers,
also upgrading the existing
fleet, and expansion of strategic
partnerships so that the Company
is able to adapt effectively to the
dynamic shipping industry.
In the financial aspect, the Board
of Comissioners recognizes the
Board of Directors have executed
strategic initiatives with a focus
on upholding the Company’s
reputation. The financial discipline
has propelled the Company to
successfully meet shareholders
expectations regarding financial
performance achievement in
year 2024. This reflects the
Company’s commitment to
maintaining financial health and
long-term sustainability, as well
as the management’s capability
to effectively manage resources.
As a result, the Company not only
fulfilled its obligations on time
but also strengthened its financial
stability, increased stakeholder
confidence, and supported the
recorded total revenues of the Company with partners has Company’s future growth.
USD737.4 million and a net profit reached an agreement to develop
of USD50.7 million. The Shipping and operate container terminal in From a business development
business line, which has historically Patimban Port, West Java through perspective, the Board of Directors
been the largest contributor of the a joint venture company named PT actively consults with the Board
Company’s revenue, managed to Patimban Global Gateway Terminal of Commissioners in discussing
overcome the challenges of the (PGT) projected to commence various strategic initiatives and
dynamic changes in tough business operations in 2026. In the Logistics issues. Investments for business
conditions due to global maritime business line, rising demand and development are made with
route disruptions and rising fuel infrastructure improvements consideration for the Company’s
costs. supported an increase in the sustainable growth and efforts
number of routes and land to continuously enhance the
The Ports business line also transportation volume compared to Company’s competitive advantage
demonstrated positive growth both the previous year. by fostering strong and relevant
in revenue and volume in ports businesses which achieved through
management services. Notably, a The Board of Commissioners various corporate strategies such
promising future development that acknowledges the Board of as developing profitable business
25 /PT SAMUDERA INDONESIA TBK
Page 28
models, continuing strategic In terms of environmental, social, the Company’s ESG framework.
partnerships, and investing in and governance (ESG) matters, Moreover, various social initiatives
productive assets. the Board of Commissioners were further enhanced in 2024.
believes that the Board of The Board also assesses that the
The Board of Commissioners Directors is strongly committed to implementation of good corporate
has approved several strategic fostering a sustainability-oriented governance (GCG) has been fully
investments made by the culture, as evidenced by the carried out in accordance with
Board of Directors including significant improvement in ESG best practices and applicable
the purchase of vessels, implementation in 2024 compared regulations.
enhancement of port capacity, to the previous year. With regard
fleet routine maintenance, business to environmental aspects, the Following the outcomes of the
diversification, and various Board of Commissioners supports 28th United Nations Framework
strategic partnerships while taking the comprehensive improvement Convention on Climate Change
into account the governance, efforts led by the Board of (UNFCC) Conference of The
environmental, social, and financial Directors, including the adoption Parties (COP), which called for
aspects to support the Company’s of integrated systems to monitor accelerating global actions to
business sustainability. environmental performance in reduce greenhouse gas emissions,
the Board of Commissioners
continues to urge the Company
to enhance efforts in realizing
the Indonesian Government’s
commitment to achieving net-
zero emissions. Recognizing the
Company’s critical role in attaining
the Sustainable Development
Goals, the Board has requested
the Management to enhance
the integration of high-quality
governance practices with the
management and mitigation of
social and environmental aspects
in the formulation and execution of
the Company’s development plans.
A key ESG challenge the Company
faces going forward is to integrate
data across its business units,
both throughout Indonesia and
regionally, to ensure accuracy and
data consistency, particularly for
emissions and energy indicators.
In line with this, the Company
continues to strengthen its internal
capacity by raising awareness
among all stakeholders about
the importance of ESG in the
Company’s operations.
SUPERvISIoN ANd
GOVERnANcE ROLE
The Board of Commissioners
considers that the Company has
established Good Corporate
Governance (GCG) principles as a
26 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 29
27 /PT SAMUDERA INDONESIA TBK
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28 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 31
fundamental basis for protecting investment development, and year 2025, global economic
the interests of all stakeholders the establishment of strategic growth for year 2025 is projected
and continues to enhance their partnerships. All these initiatives to slightly increase from 3.2% YoY
implementation. The Board were carried out while consistently in year 2024 to 3.3% YoY. Global
also notes that the Company’s considering environmental, social, inflation and benchmark interest
organizational structure has been and governance (ESG) aspects as rates are expected to decrease,
developed in line with prevailing the foundation for high-quality, coinciding with the easing of
best practices, thereby enabling long-term business growth. This conflicts in the Red Sea region.
effective performance while approach is also reflected in the These circumstances are likely to
preventing conflicts of interest. Company’s positive performance improve supply chains, enhance
GCG has become ingrained in in terms of financials, business trade volumes, and bolster the
the Company’s corporate culture, development, and ESG outcomes. global economy. Nevertheless, the
as reflected in the External Audit risk of a second trade war between
findings, which rated the Company OuTlOoK ON BUSINESs the United States and China
as “fair in all material respects”—a PrOSpECtS remains a concern, as a similar
benchmark standard for the Board situation in 2018–2019 was proven
of Commissioners. Referring to the IMF’s World to have suppressed trade growth
Economic Outlook from January between the two nations.
Further, Board of Directors has
strengthened the Company’s
internal controls particularly in
risk management by using an
integrated information technology
system for risk-based internal
audits. In response to the
increasing risks of global business
and evolving corporate demands,
the Board of Commissioners
continuously reinforces the risk
management function ensuring
the Company remains capable of
meeting stakeholder expectations.
EVALUaTIoN OF ThE
BOaRd OF DIRECtORs’
PERfORmANcE
Throughout year 2024, the Board
of Commissioners, along with its
supporting committees exercised
intensive oversight of the strategies
and policies implemented by the
Board of Directors. The Board
of Commissioners believes
the Board of Directors have
taken effective steps to address
existing challenges and optimally
capitalize on opportunities in
the shipping industry. The effort
to maintain the Company’s
competitive advantage through a
strong business model has been
realized through various corporate
actions such as acquisitions,
29 /PT SAMUDERA INDONESIA TBK
Page 32
30 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 33
In line with IMF projections, the OuR APpRECIaTIoN
WTO also anticipates a positive
growth in global trade volumes On behalf of the Board of
in 2025. This growth is expected Commissioners, we extend our
to be driven by the economic highest appreciation to the Board
recovery in several European Union of Directors, management, and
countries, although trade volumes all employees for their hard work,
in Asian regions are projected to dedication, and commitment,
grow at a slower pace. Meanwhile, which enabled the Company to
S&P Global predicts a recurrence navigate the challenging year
of global container vessel of 2024 and deliver results that
oversupply. Global container ship exceeded expectations, while
capacity is expected to increase positioning the Company to seize
by 9% in 2025, while demand is even greater opportunities in
projected to grow by only 3%. the years ahead. The Board of
This imbalance is likely to intensify Commissioners also conveys its
competition and place downward sincere appreciation and gratitude
pressure on freight rates in the near for the unwavering support and
future. trust of all stakeholders—especially
our customers, shareholders,
Domestically, the Indonesian business partners, and the
Government projects economic government.
growth of approximately 5.20% in
2025, an improvement from 5.03%
in 2024. Strong domestic demand On Behalf of
and improved performance in the Board of Commissioners
the manufacturing sector are
expected to drive positive growth ShanTi
in the domestic shipping, port, LasMininGsih
warehousing, land transportation, PoEsPosoEtJipTo
and forwarding services industries.
President Commissioner
The Board of Commissioners
has approved the 2025 budget
proposed by the Board of
Directors. The Company optimistic
to achieved better performance
in 2025. This confidence is also
supported by the establishment
of both new and ongoing
strategic partnerships, the
securing of several new long-term
contracts, the realization of port
expansions, the completion of
vessel maintenance programs,
the addition of new ships and the
logistics fleet, also the opening of
new routes planned for 2025.
31 /PT SAMUDERA INDONESIA TBK
Page 34
Board of
DIRECtORs REPORt
“The yEar 2024 marKed as a sigNificanT milesTone
for tHe ComPany to reAffirM itS resiliEnCe anD
adapTability in resPonDinG to gLobal dynamicS.
We resPonDed positively to variOus cHalLenGes,
sucH as fReIgHt rate flucTuAtiOnS, inCreAsed vesSel
avaIlability, anD sHifTinG inTerNatiOnal sHipPinG roUtes
duE to geOpolitical tenSiOnS, by developinG sTrategic
initiAtives tHat alSo leveraged opPorTunitiEs arisinG
fRom tHe gRowTh in gLobal tRade volume.
The initiAtives unDerTaken demonStRate tHe ComPany’s
ability to remaIn resiliEnT anD to sucCesSfulLy
capTure sTrategic opPorTunitiEs amidSt an inCreAsinGly
dynamic businesS enVironMenT, wHile alSo reInForCinG
itS funDamenTal sTrenGtHs to supPorT enHanCed
perForManCe in tHe yEarS aheAd.”
Bani
M. Mulia
32 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 35
33 /PT SAMUDERA INDONESIA TBK
Page 36
Board of
DIRECtORs
34 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 37
Left to right
• Tara Hidayat • Ridwan Hamid
• Bani M. Mulia • F. Helianti Sastrosatomo
35
35//PTPTSAMUDERA
SAMUDERAINDONESIA
INDONESIA
TBK
TBK
Page 38
DEaR VALUeD
ShAREHOLdERs
ANd StAKEHOLdERs,
Praise to Allah SWT for His grace
and mercy, the Company has
navigated the dynamic challenges
and changes of year 2024 by
continuing to record performance
beyond the set targets.
As a shipping company that has
been operating for 75 years, we
continue to be committed to
maintaining standards of service
quality and innovation in every
aspect of our Company’s business.
Throughout this long journey, the
Company has continued to focus
on developing and maintaining our
fleet, strengthening our logistics
network, and enhancing service
quality to deliver the best solutions
for customers across business
conditions.
Geopolitical dynamics and
slowing global economic growth
in 2024 have directly impacted
the balance between supply
and demand in the shipping and
logistics services sector. On the
one hand, geopolitical tensions
and changes in international trade
routes increase the demand for
sea transport services, especially
to accommodate longer and
more complex routes. On the
other hand, the global economic
slowdown may limit the growth
of shipping demand from certain
industrial sectors.
In facing these challenges, the
Company optimizes available
resources to ensure business
sustainability by optimizing
shipping routes, operational
cost efficiency, and leveraging
technology as essential steps to
maintain business stability. The
Company continuously enhance
the flexibility in managing our fleet
and expand strategic partnerships
to seize opportunities amidst
36 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 39
37 /PT SAMUDERA INDONESIA TBK
Page 40
market changes.
The implementation of these
strategic initiatives enabled the
Company to achieve performance
in line with its established targets
while maintaining service quality
for customers. This has allowed the
Company to remain competitive
amid an evolving and dynamic
market landscape.
ECONOMIC ANd
INdUStRY OVERvIeW
The prolonged geopolitical
conflict in Europe, coupled with
escalation of conflicts in the Middle
East and the high exchange rate
of the US dollar, have made the
global economy in 2024 more
challenging and uncertain, making
the global shipping industry riskier.
This is reflected in the rise of the
World Uncertainty Index (WUI),
a measure of the uncertainty of
global conditions , which increased
by 67% in the year 2024, reaching
a level of 30,375. Consequently,
global economy grew slightly
slower, from 3.3% in the year
2023 to 3.2% in the year 2024.
Nevertheless, the volume of world
trade continued to grow positively,
accompanied by strong Intra-Asia,
Europe, and the United States
trade.
Global inflation in 2024 continue States Dollar against various other -0.7% the previous year. It aligns
its downward trend, from 6.7% to major world currencies. with the higher economic growth
5.7%, mainly due to the decrease in the Asian and ASEAN regions
of energy prices in the European The strong economies of the compared to the average growth
Union and the success of tight United States and emerging market of the global economy.
monetary policies in various countries in Asia region led to
countries since the year 2023. a higher growth of global trade At the same time, the conflict in
Given the sluggish inflation, volume in 2024 reaching 3.4%, the Red Sea forced changes in
in order to provide economic compared to just 0.7% in 2023. shipping routes, which increased
stimulus, the United States central This has been confirmed by the costs of transportation. Both
bank, the Fed, cut interest rates World Bank report. Specifically factors led to an increase in global
by 100 basis points, from 5.5% to for Asia region, the World Trade freight rates, despite an increase in
4.5% in 2024. However, central Organization (WTO) reported that the number of vessels supply.
banks in major economies and export volume growth increased to
emerging economies, including 7.4% YoY in 2024 from just 0.3% in Meanwhile the combination of
Indonesia, have not fully followed 2023. There was also an increase prudent macro economic policies
the Fed’s move in response to the in import volumes which grew and accommodative fiscal policies
high exchange rate of the United to 4.3% YoY after contracting by helped the domestic economy
38 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 41
Inflation control succeeded in
reducing the inflation rate to 1.57%
in the year 2024, with implications
for maintaining people’s
purchasing power for goods
and services. At the same time,
investment in the transportation
and warehousing sector is still in
demand, as reflected in a high 7%
annual growth of direct investment
in this sector. This was also
supported by financing activities
from banks, which investment
credit increased by 13% YoY.
StRATEGIeS
TO OVERcOME
ChALlENgES ANd
SEiZE OPpORtUNITIeS
In response to the challenging
business environment, the
Company took both strategic and
tactical anticipatory measures
by optimizing its existing
competencies and assets. In
addition, the Company enhanced
operational efficiency while
continuing to prioritize service
quality for customers.
Key strategies implemented in
year 2024 include the operation
of eight new vessels ordered
since the previous year as part of a
vessel rejuvenation program with
environmentally friendly vessel
remain resilient in the year 2024, The transportation and types. The Company continues
growing at 5.03%, slightly down warehousing industry recorded to expand strategic partnerships
from 5.05% in the previous year growth of 8.69% compared to as a form of inorganic growth
Indonesia’s economic growth was the previous year, in line with strategy, such as route expansion
higher than the ASEAN regional the strong demand, managed andentering new markets. The
growth of 4.5% YoY. Domestic inflation, and increasing investment Company also fulfilled the payment
consumption again serves as the . Domestic demand from the of its maturing Sukuk Ijarah in
main pillar of domestic economic manufacturing sector which acts as 2024.
growth. The manufacturing the main source of demand for the
industry contributed positively, transportation and warehousing As a commitment to service
with growth reaching 19%, trade industry, showed the good quality and safety aspects, the
13%, and construction 10%. The conditions where the PMI index Company has implemented a
sectors with the highest growth was in the expansion zone. In maintenance program for several
were other services growing line with this, retail demand from vessels through routine docking.
at 9.80%, transportation and the general public also showed Generally, strategic initiatives
warehousing at 8.69%, and the good conditions where the focus on enhancing sustainability
accommodation increased by customer confidence index was at to aimed at achieving efficient
8.56%. a stable level. operations.
39 /PT SAMUDERA INDONESIA TBK
Page 42
In order to seize opportunities several years recorded progress Company integrates sustainability
arising from the increased loading in year 2024. The Company with principles into its business
and unloading activities at major partners has reached an agreement strategy through 3 aspects
ports across Indonesia, the to develop and operate container of Environmental, Social, and
Company has strengthened port terminal in Patimban Port, Governance (ESG).
management by implementing West Java through a joint venture
green port certification and company named To strengthen the implementation
adopting the latest information PT Patimban Global Gateway of ESG in a more structured
technology in operational systems, Terminal (PGT) projected to and accountable manner, the
including the addition of handling commence operations in 2026. Company has strengthened the
equipment to ensure continuous role of the Investor Relations
operations. The Company also realizes that & ESG Division under the
the dynamics of the business Compliance Director as the main
The Company has expanded its world are increasingly complex, driver in the implementation of
business scale in the Ports business making sustainability challenges the sustainability strategy. In
line through increasing the area and opportunities an important addition, the development of a
of port management. Initiatives factors that must be anticipated. digital ESG reporting platform
that have been underway for In response to these issues, the is also ongoing to increase
transparency and facilitate
monitoring of sustainability
performance. With this approach,
the Company not only manages
risks more effectively, but also
captures growth opportunities
that are aligned with the vision
of a responsible and sustainable
business.
FINANcIaL
PERfORmANcE
OVERvIeW
The escalation of conflicts in the
Middle East and oversupply of
the global vessel, heightened
competitive pressures and
disrupted the freight rates. To
remain competitive, the Company
implemented a strategy of
offering more competitive tariffs.
The strategy led the Company
to maintain relatively the same
shipping volume as the previous
year, but resulted in decreased
revenue from the shipping
segment. Overall, the Company
recorded revenues of USD 737.4
million, a decrease of 4.5% from
USD772.4 million in 2023.
This year, the change in shipping
routes resulted in an increase in
fuel consumption. As a result, the
profit for the year, amounting to
USD 77.0 million, decreased by
30.0% compared to the previous
40 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 43
41 /PT SAMUDERA INDONESIA TBK
Page 44
on international routes grew
positively in line with industry
trends. High demand from
China and the ASEAN region has
encouraged the Company to
open two new routes and increase
the number of vessels operated.
Correspondingly, the Company’s
shipping volume on international
routes reached a considerably
high figure of 2.05 million
TEUs. Meanwhile, performance
on domestic routes generally
experienced a decline due to
freight rate pressures. Container
freight rates at the Jakarta and
Surabaya hubs decreased
respectively by 29% and 10%. On
the other hand, container freight
volumes on the Jakarta-Makassar
and Surabaya-Makassar routes
saw positive growth of 16% and
11% respectively, compared to the
previous year.
Under these conditions, revenue
from Shipping business line
decreased by 7.7% whereas the
overall shipping volume was
remained stable from the previous
year. Revenue in the Shipping
business line reached USD570.2
million decreased from USD617.8
million in year 2023. Various
efficiency measures were taken in
response to fuel price fluctuations
year’s profit of USD 110.0 million. at USD1.1 million, and other in Shipping business line, resulted
However, this profit exceeded the expenditures totaling USD4.7 a decrease in the cost of goods
set target. million. This amount decreased sold by 9%, aligning with revenue
from USD160.5 million in 2023, developments. These strategic
In 2024, the Company and reflecting the Company’s prudent efforts enabled the Company to
subsidiaries realize capital approach to financial management record a net profit of USD77.0
investments in the form of fixed and capital expenditures. During million, which higher than the
asset acquisitions with USD87.9 the year, the Company recorded budget set by the Company.
million for Company’s operational an asset increase of 2.5%, rising
purposes. The largest investment to USD 1,288.7 million from USD In 2024, the Company continued
was allocated to the renewal 1,257.0 million in 2023. the strategic initiatives by realizing
and addition of the vessels fleet the purchase of 8 new vessels
amounting to USD73.9 million, OVERvIeW OF than had been ordered in the
followed by the addition of BUSINESs LINES previous year, as part of efforts to
operational equipment and strengthen its fleet. The Company
vehicles with USD6.1 million, The Shipping business line remains also continues to innovate by
building construction and the largest contributor to the seeking alternative sources of high-
renovation with USD2.2 million, Company’s revenue, accounting quality chartered vessels ensuring
office equipment purchases for 73.8% of the revenue. Shipping
42 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 45
optimal carrying capacity in line performance in terms of ports is strengthen its competitive position,
with the evolving market needs. projected to grow higher with and adapt quickly to market
Additionally, the Company focus the expansion of the Company’s changes thereby supporting future
is not only on vessel development, business as the operator of the business growth.
but also on refurbishing existing Patimban Port, which is projected
vessels to enhance operational to begin operations in 2026. OPtIMIZINg
efficiency and durability. As part of MANAGEMENt
a more effective fleet management The Services business line covers ANd DEVELOPINg
strategy, the Company also the management of company HUMAN RESOuRcES
divested vessels that had reached properties, including building COMpETENcE
their impairment, focused on management services. Through this
vessels that provide greater value segment, the Company realized a The Company views that “people
to the Company. revenue growth of 8.7% reaching are our business, and people
USD26.2 million, up from USD24.1 are at the center of what we
The Company also strive to million in 2023. With a focus do.” Throughout 2024, we have
maximize revenue from the on innovation and sustainable implemented integrated and
Logistics business line which development, the Company aims agile Human Capital Management
has promising prospects by to identify new opportunities, (HCM) programs with the goal of
capitalizing on the potential of
increased inter-regional shipments
as well as export-import activities
and sea freight at several major
Indonesian ports. As a result,
the Logistics business line, the
Company’s second-largest
contributor recorded revenue of
USD109.5 million, an increase of
3.3% from USD106 million in 2023.
The revenue growth in the Logistics
business line is driven by the
Company’s efforts to rejuvenate
and increase the number of its
operational vehicles.
The Ports business line also
delivered strong results recording
a revenue growth of 27.3%, rising
from USD52.3 million in 2023 to
USD66.6 million, and generating
a net profit of USD8 million. The
increase in revenue in the Ports
business line was supported by
an 8.4% increase in throughput
in 2024. Successfully seizing
opportunities and improving
operational efficiency drove port
performance above the national
average. The Palaran Port in
Samarinda achieved a growth
in container thoughput of 11.8%
YoY, as did the domestic terminal
managed at Tanjung Priok which
recorded a 10% YoY growth.
Moving forward, the Company’s
43 /PT SAMUDERA INDONESIA TBK
Page 46
44 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 47
achieving Employee Experience (QHSE) management aspects safety policies and systems have
Excellence. to strengthen monitoring and been implemented effectivly,
compliance of safety standards and reflecting the Company’s
The key programs implemented environmental protection across all dedication to protecting every
include the new Human Capital Company’s operational lines. individual within the work
Management System (HCMS), environment.
which enhances the efficiency and The Company aims to be
transparency of HCM business recognized as a company that IMpROVINg ThE
processes. The Company also is safe and protective in the QUaLITY OF CORpORATE
increased the flexibility of aspect of the Management of GOVERnANcE
feedback and input mechanisms Occupational Health, Safety, IMpLEMENtATIoN
from employees through and Environment (HSE), along
Employees Voice Management. with the harmonization of QHSE The Company believes that by
Through Talent Pool Management, implementation at all operational implementing Good Corporate
the Company also prepared a levels. In year 2024, the workplace Governance (GCG) establishes a
talent pool of future leaders from accident rate in the Company was foundation to address business
all business units, both at the recorded at zero accident which challenges and achieve optimal
parent company and subsidiaries. demonstrates the occupational performance, while ensuring
Additionally, optimalize the
HCM Executive Dashboard to
enable more accurate employee
performance evaluations and
promotions.
As part of our efforts to achieve
Employee Experience Excellence,
in 2024 the Company reviewed
HR policies, expanded the
scope of our Medical Check-
Up program, launched various
Operational Excellence initiatives,
and conducted competency
enhancement programs
under Talent Development.
Demonstrating our commitment to
employee development, in 2024
the Company increased training
participation to 14.2 hours per
employee, a 49,8% increase from
the previous year.
As part of Company’s commitment
to fostering a safe, comfortable,
and environmentally pollution-
free workplace, the Company
consistently applies high
standards of occupational safety
and security. To ensure optimal
implementation, Company adopt
and adjust operational standards in
accordance with various relevant
international certifications through
the harmonization of the Quality,
Health, Safety and Environment
45 /PT SAMUDERA INDONESIA TBK
Page 48
long-term business continuity.
The Company is also committed to
applying GCG principles not only
to comply with existing regulations
but also to enhance transparency,
accountability, responsibility,
independence, and fairness in
business management.
In order to improve governance
quality, the Company has taken
several steps, including the
implementation and socialization of
Anti-Corruption policies, obtaining
ISO 37001:2016 certification (Anti-
Bribery Management Systems),
and signing integrity pacts by
all top management of both the
parent company and subsidiaries,
employees, and vendors, as well
as other related parties. Moreover,
the Company integrates corporate
governance principles with
sustainability policies.
The quality of the Corporate
Governance implementation
has shown promising results,
characterized by compliance
with regulations, transparency
of information to the public, and
the completeness of governance
structures and their supporting soft
structures. In its implementation,
there have been no violations or
grievances related to corruption
and breaches of the code of ethics,
and the Company has received CONtRIBUTIoN TO performance across the three ESG
several awards related to corporate SUStAiNABILITY GOaLs pillars: Environmental, Social, and
governance aspects. Governance.
The Company consistently
The Company continues to strives to demonstrate its On the environment pillar, the
enhance the quality of risk commitment to supporting the Company implements Climate
management and procurement achievement of the Sustainable Action and Environment &
by implementing an integrated Development Goals by aligning Ecosystem strategies by reducing
Enterprise Risk Management (ERM) efforts to enhance economic carbon footprint through the use
and Vendor Management System performance with its commitment of low-emission and sulfur fueled
(VMS) that incorporates sustainable to environmental stewardship, vessels, utilization of renewable
business principles across all community welfare, and improved energy and electrification of
subsidiaries of the Company. corporate governance. To realize operational equipment. In
this commitment, the Company addition, the Company applies
implements a sustainability strategy the 4R (Reduce, Reuse, Recycle,
that focuses on strengthening Recovery) approach in waste
management, reduces underwater
46 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 49
Governance by continuously
refining Good Corporate
Governance (GCG) practices and
increasing transparency in the
management of ESG-related risks
and opportunities. In addition,
the Company also establishes
strategic partnerships with various
organizations, such as the UN
Global Compact, to increase
contributions to the global
sustainability agenda.
Further details on the Company’s
sustainability initiatives can be
found in Chapter 6, Sustainability
Report.
PrOSpECt,
OPpORtUNITIeS, ANd
StRATEGIeS FOR 2025
As part of Indonesia’s shipping
industry, the Company continuouse
to adapts to various challenges,
such as fluctuations in global
demand, fuel price volatility,
and evolving trade policies and
regulations that impact operations.
Despite these challenges,
the Company views them as
opportunities for continued growth
and improved competitiveness.
The Company also pursues
potential opportunities, such as
the Patimban Port project, which
noise, and ensures that all vessels and supportive to employee is expected to make a significant
are equipped with ballast water welfare. The Company also contribution to the shipping and
treatment to protect the marine manages various social programs logistics sectors. In addition,
environment and ecosystem. through Samudera Peduli, the Company remains agile in
Conservation efforts are also Samudera Edukasi, and Samudera responding to the ever-evolving
carried out through mangrove Ilmu Foundations that contribute to global landscape by identifying
planting and beach cleaning health, education, and economic and seizing new opportunities
programs around the Company’s empowerment. In an effort to as they arise. With this strategic
operational areas, with the result of create sustainable social impact, approach, we are confident that
accumulated waste reaching 7,000 the Company continues to develop the Company will continue to grow
tons during the period 2022-2024. the School Boat program to and innovate, solidifying its strong
improve access to education in position in both domestic and
Within the social pillar, the remote areas. international markets.
Company focuses on creating a
Better Workplace and Community Meanwhile the Governance
Empowerment by creating a work pillar, the Company strengthens
environment that is safe, inclusive Accountability & Ethical
47 /PT SAMUDERA INDONESIA TBK
Page 50
48 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 51
OuR APpRECIaTIoN
As we conclude the report,
the Board of Directors and the
entire management team would
like to express their sincere
gratitude to all employees for
their dedication, hard work, and
commitment in carrying out their
responsibilities with the highest
level of competence throughout
the year. Their contributions have
enabled the Company to deliver
solid performance despite the
challenging and dynamic business
environment.
We also express our sincere
appreciation to the Board of
Commissioners and Shareholders
for their trust, invaluable guidance,
and continuous support in aiding
the Company towards progress.
With this collective support,
we remain committed to realizing
our vision of providing high-
quality global connection,
fostering a sustainable business,
and delivering the best possible
returns to our shareholders and all
stakeholders.
On Behalf of Directors,
Bani
M. MuliA
President Director
49 /PT SAMUDERA INDONESIA TBK
Page 52
Samudera
Profile
50 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 53
51 /PT SAMUDERA INDONESIA TBK
Page 54
COMpANY NAME
PT Samudera Indonesia Tbk
LEGAL BASIS OF
EStABlIShMENt
Notary Deed No. 33
year 1964, signed
before Notary Soeleman
Ardjasasmita, S.H. with
DATE OF
the latest Articles of
EStABlIShMENt
Association based on
13 November 1964 Deed No. 66 in 2024,
signed before Notary Jessy
Darmawan, S.H., M.Kn.
CORE
BUSINESs
Integrated Shipping
and Logistic Services
NUMbER OF
EMpLOyEeS
4,895 per 31 December 2024
HEaD OFfICE
ADdRESs
52 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 55
LIStINg DATE IN
StOCk EXcHANgE
5 July 1999
ISsUeD ANd
PAiD UP CAPITAL
27.29% or equivalent to
16,375,600,000 shares
with total nominal value
of Rp81,878,000,000.
StOCk TICkER
SMDR
AuThORIZED
CAPITAL
Rp300,000,000,000
consists of 60,000,000,000
shares, with a nominal value
of Rp5 per share
Samudera Indonesia
Jl. Letjen S. Parman Kav. 35
Jakarta 11480, Indonesia
Telephone : (021) 5480088,
5347210, 5304185,
5494993
Email : corporate.secretary@samudera.id OFfICE NETwORkS
investor.relations@samudera.id
Website : samudera.id 77 Domestic Offices
17 Overseas Offices
53 /PT SAMUDERA INDONESIA TBK
Page 56
Vision
conNecTinG
InDonesiA
anD BeYonD
Mission
• Providing transportation services to meet the demand of
goods distribution activities from and to throughout Indonesia.
• Continuously ensure sustainable business growth and deliver
additional value to shareholders.
• Positively contribute to Indonesia economic growth by providing efficient
logistics solutions.
• Actively participating in creating employment and developing human capital
competency in Indonesia.
• Ensure OHS and environment protection in all actions.
Company Values
InTegRity anD
ProfesSiOnalisM
54 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 57
SoEdarPo
Soedarpo Sastrosatomo was born in Pangkalan Susu,
North Sumatra on 30 June 1920.
SasTrosatomo In October 1952, he established his first company, NVPD
Soedarpo Corporation, which operated in commerce,
import, and distribution.
On 1 March 1953, Soedarpo took over and became the Managing
Director of NV ISTA (Internationale Scheepvaart Transport Agenturen).
In November of the same year, Soedarpo established Indonesia
Stevedoring Ltd (INSTEL), and in 1956, INSTEL acquired Stroohoeden
Veem (later became PT Sinar Harapan Veem Indonesia – SHVI),
the largest stevedoring and warehousing company
in Surabaya at the time.
On 13 November 1964, through ISTA, INSTEL, and SHVI that
he controlled, Soedarpo established PT Perusahaan Pelayaran
Samudera “Samudera Indonesia”, and became President Director
until 2000 and President Commissioner until he passed away on
22 October 2007.Throughout his career, Soedarpo was active in
various professional and social organizations, such as serving as the
Chairman ofINSA (Indonesian National Shipowners’ Association).
He was also one of the District Governors of Rotary International
in Indonesia, as well as the founder and Chairman of
Indonesia Rotary Foundation.
In 1985, Soedarpo was awarded “Orde van OranjeNassau” by the
Kingdom of Netherlands for his services to the society. In 1995,
he was awarded “Bintang Mahaputra Pratama” from the
President of the Republic of Indonesia,
and on 28 September 2000, he was inducted into
the “Maritime Asia Hall of Fame”, as a recognition
for his career achievement in developing
Samudera Indonesia as one of the most
respected maritime companies in Asia.
55 /PT SAMUDERA INDONESIA TBK
Page 58
MILEStONEs
1949-1959 NV ISTA (Internationale
Scheepvaart Transport
1982-1992 Established stevedoring
company as the starting
Agenturen) was business to become a
established. terminal operator.
Commenced container
feeder shipping
1960-1970 PT Perusahaan Pelayaran
Samudera
services.
(Samudera Indonesia) Commenced container
was established. depot business.
Commenced dry-bulk Established a warehouse
shipping services. business unit.
1971-1981 Established inland
transport company.
Provide project logistics
services.
56 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 59
1993-2003 Established an
international container
2015-2024 Provide port
management supporting
shipping business unit services.
in Singapore.
Established shipping
IPO of Samudera agency services
Shipping Line Ltd on business unit.
the Singapore Stock
Exchange. Share stock split with
a 1:20 ratio.
Listing of the shares of
PT Samudera Indonesia Commenced cold
Tbk in the Jakarta Stock storage business.
Exchange.
Commenced business
Commenced activity in providing crews for
in Dermaga Serbaguna cruise ships.
Nusantara.
Commenced inland
transportation services
in Malaysia.
2004-2014 Commenced Liquefied
Natural Gas (LNG) Acquisition of Samudera
transportation business. Kirana building.
Operate Palaran Share stock split with
Container Terminal a 1:5 ratio.
in Samarinda.
The Company issued the
Manage LNG Terminal. Continuing Sukuk Ijarah.
Commenced food and
beverages business.
Commenced shipyard
business.
57 /PT SAMUDERA INDONESIA TBK
Page 60
Line of
BusinesS
ShIPpINg porTs
• Shipowning • Port And Terminal Developer
• Container Shipping Operator • Port Operator
• Bulk Carrier and Tanker • Container Terminal Operator
• Ship Management SAMUDERA SHIPPING LINE • Bulk Terminal Operator
• Crewing and Manning (INDIA) PVT LTD • Equipment Provider
• Shipping Agencies • Port Equipment Maintenance
• Shipyard and Repair
SAMUDERA TRAFFIC CO LTD
PT SAMUDERA PELABUHAN
INDONESIA
PT PERUSAHAAN PELAYARAN
PT CUMAWIS
NUSANTARA PANURJWAN
PT SAMUDERA SARANA
TERMINAL INDONESIA
SAMUDERA SHIPPING LINE LTD FOREMOST MARITIME PTE LTD
PT PELABUHAN SAMUDERA
LNG EAST-WEST SHIPPING PALARAN
PT SAMUDERA AGENCIES
COMPANY (SINGAPORE)
INDONESIA
PTE LTD
PT PRIMA NUR
PANURJWAN
PT SAMUDERA INDONESIA
PRIME MARITIME DWC LLC
SHIP MANAGEMENT
PT TANGGUH
SAMUDERA JAYA
PT SAMUDERA PERKAPALAN SAMUDERA SHIP
INDONESIA MANAGEMENT PTE LTD
PT ASTA RIKA STUWARINDO
PT SAMUDERA SHIPPING
SAMUDERA TANKERS PTE LTD
SERVICES
PT SAMUDERA
GOLDEN MITRA
PT SAMUDERA SHIPPING OCEAN SHIPS
INDONESIA INVESTMENT PTE LTD
PT SAMUDERA
MITRA DEPO
PT SAMUDERA ASAHI SAMUDERA SHIPS
SHIPPING INVESTMENT PTE LTD
PT PATIMBAN GLOBAL
GATEWAY TERMINAL
SAMUDERA CARGO PT GALANGAN SAMUDERA
SERVICES LLC MADURA
SAMUDERA INTERMODAL
SAMUDERA AUSTRALIA PTY LTD
SDN BHD
58 /ANNUAL & SUSTAINABILITY REPORT 2024
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logisTicS SerVices
• Logistic Service Provider • Consulting Service
• Project Logistics • Employment Services
• Warehousing & Distribution • General Support Services
Center • IT Service
• Container Depot Service • Meetings, Incentives,
• Inland Transportation Conferencing and Exhibition
• Cold Chain Logistics • Property Investment
• Property Developer &
Management
PT SAMUDERA SARANA SILKARGO LOGISTICS
LOGISTIK (SINGAPORE) PTE LTD PT SAMUDERA PROPERTI
INDONESIA
PT SAMUDERA LAKSANA SAMUDERA LOGISTICS
PERDANA DWC LLC
SAMUDERA PROPERTY LIMITED
PT SAMUDERA LOGISTICS
PT SAMUDERA PERDANA SERVICES
PT SAMUDERA DAYA MITRA
PT MARUZEN SAMUDERA
PT ADIB COLD LOGISTIC TAIHEIYO PT PRAWEDA SARANA
INFORMATIKA
PT MASAJI KARGOSENTRA PT SAMUDERA JWD LOGISTICS
TAMA PT ISTA INDONESIA
SHAL HAWK SILKARGO
PT MASAJI PRAYASA CARGO SDN BHD OCEAN TECHNOLOGIES
PTE LTD
PT MASAJI TATANAN SAMUDERA LAUTAN EMAS
KONTAINER INDONESIA SDN BHD PT SAMUDERA INDONESIA
MITRA MANAJEMEN
PT MITRA TANKI KONTAINER
PT SILKARGO INDONESIA INDONESIA PT SATUAN HARAPAN
INDONESIA
PT ISTA RASA INDONESIA
59 /PT SAMUDERA INDONESIA TBK
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Pakistan
UAE
India
Sri Lanka
INdONESIa
SUMATERA JAWA BALI Sulawesi
Kuala Tanjung Cilegon Badung Kendari
Medan Jakarta Makassar
Dumai Bandung Nusa Bitung
Batam Patimban TenGgara Palu
Kep. Riau Cikampek barat
Pekanbaru Cikarang Mataram Maluku
Padang Cirebon
Jambi Cilacap KalimanTan PapuA
Palembang Bekasi Pontianak Sorong
Bengkulu Gresik Banjarmasin Teluk Bintuni
Bandar Lampung Subang Balikpapan Biak
Semarang Samarinda Timika
Yogyakarta Palaran
Solo Bontang
Jepara Tarakan
Surabaya
Jember
Madura
60 /ANNUAL & SUSTAINABILITY REPORT 2024
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China
Bangladesh
OperatiOn
Areas
Myanmar
Philippines
Thailand
Vietnam
Cambodia
Malaysia
Singapore
Jakarta
Australia
61 /PT SAMUDERA INDONESIA TBK
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62 /ANNUAL & SUSTAINABILITY REPORT 2024
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InTegRated
Solution
Samudera’s commitment is realized through the provision of integrated
transportation and logistics services under one roof, offering optimal
solutions and comprehensive services tailored to customer needs.
These services are designed to facilitate seamless cargo transportation for
customers to deliver goods to and from any destination, utilizing various
modes of transportations efficiently, effectively, and on time.
63 /PT SAMUDERA INDONESIA TBK
Page 66
ShARE LIStINg
ChRONOLOGY
July 5, 1999
The Company’s shares were listed on the Indonesia
Stock Exchange, with listed shares of 163,756,000
and a nominal value of Rp81,878,000,000.
August 4, 2017
The Company conducted a stock split with a ratio of 1:20,
with initial share value of Rp500,- per share to become
Rp25,- per share.
January 31, 2023
The Company conducted a stock split with a ratio of 1:5,
with initial the share value of Rp25,- per share to become
Rp5,- per share.
64 /ANNUAL & SUSTAINABILITY REPORT 2024
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ShAREHOLdINg COMpOSITIoN
January 1, 2024 December 31, 2024
(after Stock Split)
Shareholders
Total Shares Percentage Total Shares Percentage
(in Shares) (%) (in shares) (%)
Majority Shareholders (more than 5% ownership)
PT Samudera Indonesia Tangguh 9,494,000,000 57,98 9,494,000,000 57.98
PT Ngrumat Bondo Utomo 2,486,649,800 15,19 2,586,021,800 15.79
Minority Shareholders (less than 5% ownership)
Company Management
Masli Mulia (Commissioner) 65,850,000 0.40 65,850,000 0.40
Bani M. Mulia (President Director) 44,806,400 0.27 48,249,900 0.29
F. Helianti Sastrosatomo (Compliance Director) 1,244,000 0.00 1,732,000 0.01
Public 4,283.049,800 26.16 4,179,746,300 25.53
Total 16,375,600,000 100 16,375,600,000 100
ShAREHOLdERs CATEGORY - 2024
Percentage of
Shareholders Total Investors Total Shares
Shareholding
Domestic Investors
Individual 29,662 3,174,716,399 19.39
Corporate 59 12,375,965,058 75.58
Cooperative 3 49,500 0.00
Pension Fund 9 254,102,700 1.55
Mutual Fund 12 103,580,804 0.63
Subtotal 29,745 15,908,414,461 97.15
Foreign Investors
Individual 29 5,108,100 0.03
Corporate 82 462,077,439 2.82
Subtotal 111 467,185,539 2.85
Total 29,856 16,375,600,000 100
OThER SECURITIeS LIStINg ChRONOLOGY
The Company issued the Continuing Sukuk Ijarah 1 Phase one in 2023 (Sukuk), amounted to Rp550 billion in 2 series,
namely A and B series, for the duration of 370 days for A series, and 5 years for B series. This Sukuk was officially listed
in Indonesian Stock Exchange (IDX) on 3 August 2023. There were no other securities issuances in the 2024
reporting year.
65 /PT SAMUDERA INDONESIA TBK
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SHANTI LASMININGSIH RATNA DJUWITA CHANDRALEIKA
POESPOSOETJIPTO HATMA MASLI MULIA
27,32% 27,32% 27,32%
33,33% 33,33% 33,33%
PT NGRUMAT
BONDO UTOMO
The controlling shareholders of the Company are
PT Samudera Indonesia Tangguh, holding 57.98% of the shares,
and PT Ngrumat Bondo Utomo, holding 15.79% of the shares. 18,03%
PT Samudera Indonesia Tangguh is owned and controlled by
PT Ngrumat Bondo Utomo, which holds 37.85% of its shares,
and PT NBU Indonesia Utama, which holds 26.09%.
The shareholders of PT NBU Indonesia Utama are 37,85%
Shanti Lasminingsih Poesposoetjipto, Ratna Djuwita Hatma,
and Chandraleika Masli Mulia, each holding 27.32%
of the shares, while PT Ngrumat Bondo Utomo holds 18.03%.
The shareholders of PT Ngrumat Bondo Utomo are
Shanti Lasminingsih Poesposoetjipto, Ratna Djuwita Hatma,
and Chandraleika Masli Mulia, each with an equal ownership of 33.33%.
The indirect ownership of the Company’s share by the member of the Board of Commissioners is
Shanti Lasminingsih Poesposoetjipto. No member of the Board of Directors has indirect share ownership
of the Company’s shares.
66 /ANNUAL & SUSTAINABILITY REPORT 2024
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ShAREHOLdERs
sTrucTure
MASLI BANI F. HELIANTI
MULIA M. MULIA SASTROSATOMO
0,40% 0,29% 0,01%
PT NBU
INDONESIA
UTAMA
26,09%
PT SAMUDERA
INDONESIA PUBLIC
TANGGUH
57,98% 25,53% 0,70%
15,79%
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CAPITAL MARkET SUPpORtINg
INsTITUTIoNs ANd PrOFESsIoNs
Securities Administration Bureau
Name PT SHARESTAR INDONESIA
Address SOPO DEL Office Tower & Lifestyle Tower B Lt. 18, Jl. Mega Kuningan Barat III, Lot 10.1-6, Jakarta Indonesia
Custody
Name Kustodian Sentral Efek Indonesia (KSEI)
Gedung Bursa Efek Indonesia, Tower 1, Lt. 5
Address
Jl. Jend. Sudirman kav. 52-53, Jakarta 12190, Indonesia, Telp: (+62 21) 515 2855, Fax: (+62 21) 5299 1199
Notary
GMS
Name Notary Jessy Darmawan, S.H., M.Kn.
Address Jl. Melawai VII No. 1, Jakarta Selatan, DKI Jakarta 12160
SUKUK IJARAH
Name Notary Fathiah Helmi, S.H.
Address Graha Irama, Lt. 6 Ruang C, Jalan HR. Rasuna Said Blok X-1 Kav. 1&2, Kuningan, Jakarta Selatan 12950
Stock Listing
Name PT BURSA EFEK INDONESIA
Address Gedung Bursa Efek, Tower I Lt. 6, Jl. Jend. Sudirman Kav. 52-53, Jakarta 12190 Indonesia
Public Accounting Firm
Name PAF PURWANTONO, SUNGKORO & SURJA – MEMBER OF ERNST & YOUNG GLOBAL LIMITED
Address Indonesia Stock Exchange Building Tower 2 Lt. 7, Jl. Jend. Sudirman Kav. 52-53, Jakarta 12190 Indonesia
Rendered Services General Audit
Assignment Period Financial Year 2024
Trustee
Name BANK SYARIAH INDONESIA
Address Gedung The Tower Lt. 25, Jl. Gatot Subroto No. 27, Jakarta Selatan 12930
Securities Rating
Name PT PEMERINGKAT EFEK INDONESIA (PEFINDO)
Address Panin Tower, Senayan City Lt. 17, Jl. Asia Afrika Lot.19, Jakarta 10270, Indonesia
Legal Consultant
Name ALI, BUDIARDJO, NUGROHO, REKSODIPUTRO COUNSELLORS AT LAW
Address Graha CIMB Niaga, Jl. Jenderal Sudirman Kav. 58, Senayan, Kebayoran Baru, Jakarta Selatan 12190
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ASsOCIaTIoN MEMbERsHIP
• Indonesian National Shipowners’ Association (INSA)
• Indonesian Chamber of Commerce and Industry
(Kadin Indonesia)
• Indonesia Corporate Secretary Association (ICSA)
• United Nations Global Compact (UNGC)
• Indonesian Public Listed Companies Association
70 /ANNUAL & SUSTAINABILITY REPORT 2024
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OrGanizatiOnal
Structure
EXECUTIVE COMMITTEE
Investment
PRESIDENT Procurement
DIRECTOR/CEO Organization & Talent
Business Continuity Management
CEO OFFICE DIVISION HEAD:
Special Assistant to CEO: Shipowning CORPORATE
Special Assistant to CEO: Overseas INTERNAL AUDIT
Business Development
Special Assistant to CEO: Employee
Satisfaction & Happiness
COMPLIANCE FINANCE HUMAN CAPITAL
DIRECTOR DIRECTOR DIRECTOR
Corporate Legal Corporate Controller Corporate Human Capital
Maharlika Wiedhayaka & Business Planning Hendra Wijanoko
Corporate Compliance Lukas Gotama Corporate University
Chitra Maretia Lestari Corporate Treasury Asril
Corporate Investor Stefany Wahyuningtyas Corporate QHSE
Relations & ESG Savitri Rudolf Margiat Bakkara
Artika Fasya Meinita Corporate Tax Corporate IT & Digital
Corporate Secretary Indra Sukmana Dewa I Kadek Didik Wijaya
& Communications Corporate Insurance Corporate Sports
Widyaningrum Surya Prita Sylvanny & Community
Nugraha Corporate Commercial Maryandi
Corporate Procurement Listiyo Prihantoro
Tantan Alam Rustandi Corporate Research
Corporate Risk Initiative
Management Dhany Yudha Bintang
Catherine Fitriandari Perdana
Adhi Nugroho
BUSINESS UNIT & FOUNDATION
71
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INDONESIATBK
TBK
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Board of
ComMisSiOnerS
Profile
• Member of the Board of Advisors of AIESEC-Indonesia
Date and Legal Basis of Appointment: • Member of School Council of School of Business and Management
Deed No. 58 dated 28 June 2023 - Bandung Institute of Technology (SBM-ITB)
• Member of Board of Advisory of Sanata Dharma
Birth and Nationality: University, Yogyakarta
Born in 1948, Indonesian citizen • Member of the Board of Advisory of IPMI International
Business School
Educational Background: • Founder of Wharton e-fellow, Wharton Business School,
Diplom Ingenieur (Dipl.Ing.) from Technische Universitaet Muenchen University of Pennsylvania, USA
(TUM), majoring in Electronics, specializing in Computer Science in
1974 Achievements:
• Conservation Champion Award 2024, the Nature Conservation,
Asia Pacific
Current Positions: • “The Most Powerful Women in Indonesia” from Fortune Magazine,
• President Commissioner of PT Samudera Indonesia Tbk June 2023 edition
(2008–present) • “IIE CENTURY MEDAL” from the Institute of International Education
• President Commissioner of PT Samudera Indonesia Tangguh USA, in December 2022
(2019–present) • “Certificate of Appreciation for Ethical Culture Persons”, from
• Member of Nomination and Remuneration Committee of Soedarpo Sastrosatomo Center for Ethics and Organizational
PT Samudera Indonesia Tbk (2018–present) Culture (PPM-PEBOSS), in July 2020
• Independent Commissioner of PT Adi Sarana Armada Tbk • “Woman Inspire Award 2002” in the Information Technology
(2022–present) category Organized by Singaswiss Event Services Pte. Ltd.
• Member of Non-Executive Board of Commissioners of Singapore
PT Inter Pariwara Global (2008–present) • “The Guardians of Nature Award” on the 15th Anniversary
• President Director of PT NBU Indonesia Utama (2014–present) of The Nature Conservancy’s Indonesia Program,
• President Director of PT Ngrumat Bondo Utomo (2008–present) in December 2006
• President Commissioner of PT Asuransi Bintang Tbk • “Woman Entrepreneur of the Year 2009” of the Asia Pacific
(2008–April 2024) Entrepreneurship Award 2009, organized by Enterprise Asia
• “Ganesa Wirya Jasa Utama” from Bandung Institute of Technology
(ITB), in July 2013
• “The Order of the Crown” from the Kingdom of Belgium,
Organization Activities: in March 2016
• Chairman of the Board of Trustees of Nusantara Nature • “Women of the Year” for outstanding achievements in responsible
Conservation Foundation (YKAN) leadership at the Asia Corporate Excellence & Sustainability
• Chairman of Board of Trustees of Nusantara Family Business Awards 2018 (ACES Awards 2018), organized by MORS Group
Foundation (YFBN) in Singapore
• Executive Director of Bung Hatta Anti Corruption Award • Selected as/become on of 5 Female Leaders and Entrepreneurs
Association (BHACA) in southeast asia by UBS-AG Wealth Management and recorded
• Founder and Member of the Governing Board of the in the book We-The Words of Women Empowered 2019
Singapore-Indonesia Chamber of Commerce (SCCI)
• Founder and Ambassador of Family Business Network Asia She is affiliated with the Commissioners
(FBN-Asia) (Masli Mulia and Ken Narotama Hidayatullah),
• Member of the Honorary Council of the German-Indonesian President Director (Bani M. Mulia), and Controlling Shareholders
Chamber of Commerce (EKONID) (Chandraleika Masli Mulia and Ratna Djuwita Hatma).
• Member of Board of Trustee of US-Indonesia Society (USINDO)
• Member of Asia Pacific Council of The Nature Conservancy
(APC-TNC)
• Member of Steering Committee and Head of Executive Board
House of Mentors Indonesia (RUMI)
• Member of Expert Council of National Committee for
Governance Policy (KNKG)
Educational Activities:
• Chairman of the Board of Trustees of Management Education
and Development Foundation (YPPM)
• Chairman of the Board of Trustees of the Indonesian International
Education Foundation (IIEF)
President ShanTi LasMininGsih
Commissioner PoEsPosoEtJipTo
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Board of
ComMisSiOnerS
Profile
Commissioner MasLi MuliA
Date and Legal Basis of Appointment:
Deed No. 64 dated 30 June 2020
Birth and Nationality:
Born in 1946, Indonesian citizen
Educational Background:
Indonesian Maritime Academy (1970)
Current Positions:
• Commissioner of PT Samudera Indonesia Tbk
(2020–present)
• Commissioner of
PT Samudera Indonesia Tangguh
(2020–present)
• Chairman Non-Independent & Non-Executive
Director Samudera Shipping Line Ltd
(2022–present)
• Commissioner of
PT Samudera Wadah Mitra (2019–present)
• President Commissioner of
PT Ngrumat Bondo Utomo (2016–now)
• President Commissioner of
PT NBU Indonesia Utama (2016–now)
Working Experiences:
• Chairman Executive
Samudera Shipping Line Ltd (2018–2022)
• President Director of
PT Samudera Indonesia Tbk (2010–2020)
• President Director of
PT Samudera Indonesia Tangguh (2019–2020)
• President Commissioner of
PT Samudera Indonesia Tangguh (2009–2019)
• Corporate Managing Director Grup Logistik
PT Samudera Indonesia Tbk (1990–2010)
Organization Activities:
• Chairman of the Indonesian
Logistics & Forwarders Association
• Chairman of the ASEAN
Federation of Forwarders Associations
(2008–2010)
• Chairman of the Intermodal
& Logistics Executive Committee at the
Indonesian Chamber of
Commerce and Industry (2010)
• Member of the Advisory Board of the
Indonesian National Shipowners’ Association
(INSA) (2015–2019)
He is affiliated with the President Commissioner
(Shanti Lasminingsih Poesposoetjipto),
Commissioner (Ken Narotama Hidayatullah),
President Director (Bani M. Mulia), and
Controlling Shareholders
(Chandraleika Masli Mulia and
Ratna Djuwita Hatma).
74 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 77
Date and Legal Basis of Appointment:
Deed No. 58 dated 28 June 2023
Birth and Nationality:
Born in 1938, Indonesian citizen
Educational Background:
• Doctor of Philosophy, Business Administration
from the University of Southern California
(1985)
• Bachelor of Psychology from
University of Indonesia (1967)
Current Position:
• Independent Commissioner
PT Samudera Indonesia Tbk (2021–present)
Working Experiences:
• Chairperson of Audit Committee of
PT Samudera Indonesia Tbk (2013–2023)
• Independent Commissioner of
PT Samudera Indonesia Tbk (2020–2021)
• Advisory Council of the National Human Rights
Commission (2012–2017)
• Independent Commissioner of
PT Astra Agro Lestari Tbk (2011–2017)
• Independent Commissioner of
PT United Tractors Tbk (2007–2017)
• Member of the University of
Indonesia Board of Trustees (2012–2014)
• Independent Director of
Samudera Shipping Line Ltd (2002–2010)
Organization Activities:
• Member of the International Board Habitat for
Humanity International (2004–2012)
• Member of the International Board of World
Vision International (1995–2004)
He has no affiliation with the management or
owner of the Company.
Independent
Commissioner Anugerah PekerTi
75 /PT SAMUDERA INDONESIA TBK
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Board of
ComMisSiOnerS
Profile
Commissioner Amir Abadi Jusuf
Date and Legal Basis of Appointment:
Deed No. 58 dated 28 June 2023
Birth and Nationality:
Born in 1951, Indonesian citizen
Educational Background:
• Master of Accounting from the University of Hawaii
at Manoa, United States of America
• Bachelor of Economics, majoring in Accounting from
University of Indonesia
Current Positions:
• Commissioner of PT Samudera Indonesia Tbk
(2010–present)
• Member of Nomination and Remuneration Committee
of PT Samudera Indonesia Tbk (2018– present)
• Chairman dan Chief Executive Partner RSM Indonesia
(1985–present)
• Lecturer at Department of Accounting in the Faculty
of Economics at University of Indonesia (1975–present)
• Member of Director Team of Financial Accounting
Policy Drafting Committee of Bank Indonesia
(2012–present)
Working Experience:
• Member of Audit Committee of PT Bank Danamon Tbk
(2008–2014)
• Member of Audit Committee of PT HM Sampoerna Tbk
(2002–2011)
• President Commissioner of PT Asuransi Bintang Tbk
(1999–2008)
• Member of Initial Public Offering (IPO) Indonesia Stock
Exchange Committee (1999–2006)
• Independent Commissioner and Audit Committee of
PT Bank Universal Tbk (1999–2001)
• Commissioner of PT Bank Tiara Tbk (1998–2000)
• Deputy Head of the Accounting Department,
Faculty of Economics, University of Indonesia
• Head of the Accounting Department,
Faculty of Economics, Andalas University
• Lecturer at Master of Accounting & Accountant
Profession of University of Indonesia (MAKSI & PPAK UI)
Organization Activity:
• Member of the Honorary Council of Indonesian
Accountants Association (2018–2022)
• Chairman of the Profession Department and Chairman
of the Examination Board for Public Accountant’s
Certification, the Indonesian Institute of Accountants
(IAI)
• Chairman of the IAI Public Accountants Compartment,
and Chairman of the Certification Board, the
Indonesian Institute of Certified Public Accountants
(IAPI)
• Founder and First Deputy Chairperson of the
Indonesian Association of Curators and Administrators
(AKPI)
• Member of the Board of Indonesia Financial Executive
Association (IFEA)
• Chairman of the Lontar Foundation Supervisory Board
He has no affiliation with the management or owner of
the Company.
76 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 79
Date and Legal Basis of Appointment:
Deed No. 58 dated 28 June 2023
Birth and Nationality:
Born in 1976, Indonesian citizen
Educational Background:
Bachelor of Engineering, majoring in Industrial
Engineering, Faculty of Engineering from
University of Indonesia (1999)
Current Positions:
• Commissioner of PT Samudera Indonesia Tbk
(2016–present)
• Chairman of Company Development Committee
PT Samudera Indonesia Tbk (2016–present)
• Commissioner of PT Samudera Indonesia Tangguh
(2009–present)
• President Commissioner of
PT Praweda Sarana Informatika (2016–present)
• President Commissioner of
PT Praweda Ciptakarsa Informatika (2009–present)
• Commissioner of PT NBU Mitra Manajemen
(2014– present)
• Commissioner of PT NBU Investama Indonesia
(2017– present)
• Commissioner of Soedarpo Informatika Indonesia
(2014– present)
• Director of PT Ngrumat Bondo Utomo
(2008– present)
• Director of PT NBU Indonesia Utama (2014– present)
Working Experiences:
• President Director of PT Bayu Buana Gemilang
(2008–2014)
• IT Consulting Service Director Soedarpo Informatika
(2005–2006)
• Business Process Analyst and Business
Representative Soedarpo Informatika at San Diego,
USA (1990–2001)
Organization Activity:
• Judge in the “101 Innovation Indonesia” program
from the Ministry of Research and Technology
of the Republic of Indonesia (2009 and 2010)
Awards:
• “50 Inspirational Figures” from Faculty
of Engineering, University of Indonesia (2014)
He is affiliated with the President Commissioner
(Shanti Lasminingsih Poesposoetjipto), Commissioner
(Masli Mulia), President Director (Bani M. Mulia), and
Controlling Shareholders (Chandraleika Masli Mulia and
Ratna Djuwita Hatma).
Commissioner
Ken Narotama
HidaYatulLah
77 /PT SAMUDERA INDONESIA TBK
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Board of
ComMisSiOnerS
Profile
Independent Commissioner HoEsen
Date and Legal Basis of Appointment:
Deed No. 58 dated 28 June 2023
Birth and Nationality:
Born in 1966, Indonesian citizen
Educational Background:
• Master of Financial Management from
University of Pelita Harapan (2005)
• Bachelor of Faculty of Agriculture from
University of Padjadjaran (1990)
Current Positions:
• Independent Commissioner of
PT Samudera Indonesia Tbk (2023–present)
• President Commissioner and concurrently serves as
Independent Commissioner and Member of Audit
Committee PT Mandiri Sekuritas (2023–present)
• President Commissioner
PT Kliring Penjaminan Efek Indonesia (2023–now)
• Independent Commissioner and concurrently serves
as Member of Audit Committee
PT Sawit Sumbermas Sarana Tbk (2022–present)
Working Experience:
• Chief Executive of Capital Market Supervision
concurrently Member of the Board of Commissioners
of Financial Services Authority (2017–2022)
• Director of PT Danareksa (Persero) (2015–2017)
• Commissioner of
PT Danareksa Investment Management (2015–2017)
• Commissioner of PT Danareksa Capital (2015–2017)
• Director of Company Valuation (Listing)
PT Bursa Efek Indonesia (2012–2015)
• President Director of
PT Kliring Penjaminan Efek Indonesia (2009–2012)
• Director of PT Kliring Penjaminan Efek Indonesia
(2005–2009)
He has no affiliation with the management or owner
of the Company.
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Page 83
Member of
ComMitTeE
HerWan Ng
Member of Audit Committee
Appointment Basis:
Board of Commissioners Decision Letter PT Samudera Indonesia Tbk
No.SR.21.05.002/SLP/KOMUT/SITBK dated 1 July 2021
Birth and Nationality:
Born in 1972, Indonesian citizen
Educational Background:
• Diploma in Corporate Governance dari Corporate Governance Institute
(2023)
• Master of Business Administration (MBA) from Edinburgh Business School,
Heriot Watt University (2010)
• Bachelor of Economics from University of Tarumanagara (1995)
Current Positions:
• Member of Audit Committee PT Samudera Indonesia Tbk (2021–present)
• Independent Commissioner PT FKS Multi Agro Tbk (2022–present)
• Independent Commissioner PT Asuransi Bina Dana Arta Tbk (2022–present)
• Member of Audit Committee PT Global Digital Niaga Tbk (2022–present)
• Member of Audit Committee PT GoTo, Gojek Tokopedia
Tbk (2021–present)
• Member of Audit Committee PT Industri Jamu dan Farmasi Sido Muncul Tbk
(2021–present) Appointment Basis:
• Member of Audit Committee PT Archi Indonesia Tbk (2021–present) Board of Commissioners Decision Letter PT Samudera Indonesia Tbk
No.SR.21.05.002/SLP/KOMUT/SITBK dated 1 July 2021
Working Experiences:
• Independent Commissioner Hewlett Packard Finance Indonesia Birth and Nationality:
(2016–2022) Born in 1978, Indonesia citizen
• Managing Director, AWR Lloyd (2019–2020)
• Finance Director and Chief Financial Officer, Rio Tinto Indonesia Educational Background:
(2005–2019) • Doctor of Philosophy (PhD) from Accounting Postgraduate Program,
• Senior Manager, PwC, Indonesia and Netherlands (1995–2005) Faculty of Economics and Business from University of Indonesia (2015)
• Master of Management Science from the Faculty of Economics and Business
He is not affiliated with the management or owner of the Company. from University of Indonesia (2009)
• Bachelor of Economics, Faculty of Economics and Business
from University of Indonesia (1999)
Current Positions:
• Member of Audit Committee of PT Samudera Indonesia Tbk (2021–present)
• Member of Audit Committee of PT PP (Persero) Tbk
• Member of Risk Committee of PT Asuransi Tugu Pratama Indonesia Tbk
• Permanent lecturer at the Faculty of Economics and Business at
University of Indonesia
Working Experiences:
• Assistant Director of Finance University of Indonesia (2019)
• Member of Audit Committee PT Perusahaan Perdagangan Indonesia
(2017–2020)
• IFRS Specialist, RSM Indonesia (2016–2021)
• Member of Audit Committee PT Phapros (2016– 2017)
• Member of Audit Committee PT Bank Jabar Banten Tbk (2010–2011)
She has no affiliation with the management or the owner of the Company.
AriA FarahMita
Member of Audit Committee
81 /PT SAMUDERA INDONESIA TBK
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Board of
DIRECtOR
Profile
Date and Legal Basis of Appointment:
Deed No. 64 dated 30 June 2020
Birth and Nationality:
Born in 1980, Indonesian citizen
Educational Background:
• Majoring in Finance at Deakin University, Australia
• Majoring in Management,
Faculty of Economics from
University of Indonesia
Current Positions:
• President Director of
PT Samudera Indonesia Tbk
(2020–present)
• President Director of PT Samudera Indonesia Tangguh
(2020–present)
• Chief Executive Officer (CEO)
of Samudera Shipping Line Ltd
• President Commissioner in several subsidiaries
of the Company
Working Experiences:
• Managing Director of
PT Samudera Indonesia Tbk
(2016–2020)
• Delegate Commissioner of
PT Samudera Indonesia Tbk
(2013–2016)
• Secretary of Board of Commissioners of
PT Samudera Indonesia Tbk
(2009– 2013)
He is affiliated with the
President Commissioner
(Shanti Lasminingsih Poesposoetjipto), Commissioners
(Masli Mulia and Ken Narotama Hidayatullah),
and Controlling Shareholders (Chandraleika Masli Mulia
and Ratna Djuwita Hatma).
President Director Bani M. MuliA
82 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 85
Human Capital Director Tara HidaYat
Date and Legal Basis of Appointment:
Deed No. 64 dated 30 June 2020
Birth and Nationality:
Born in 1963, Indonesian citizen
Educational Background:
Bachelor of Economics, majoring in Management from
University of Indonesia (1988)
Current Positions:
• Human Capital Director of
PT Samudera Indonesia Tbk
(2020–present)
• Human Capital Director of
PT Samudera Indonesia Tangguh
(2020–present)
• Commissioner of PT Satuan Harapan Indonesia
(2020–present)
• Chairman of Supervisory Board of Dana Pensiun
Samudera Indonesia Utama
(2020–present)
Working Experiences:
• Director of Human Resources,
PT Jakarta International Container Terminal
(2017–2019)
• Director of Organization and Talent Development,
PT Pelabuhan Tanjung Priok
(2015–2017)
• Deputy IV for Strategic Initiatives &
International Relations, President’s Delivery Unit
for Development Monitoring & Oversight (UKP4)
(2009–2014)
• President Director, Korn/Ferry International
Indonesia (2007–2009)
• Country Leader & Partner,
IBM Global Services
(IBM Indonesia) (2002–2006)
• Associate Partner,
Accenture Indonesia
(1988– 2002)
She has no affiliation with the management or owner
of the Company.
83 /PT SAMUDERA INDONESIA TBK
Page 86
DirekSi
Date and Legal Basis of Appointment:
Deed No. 59 dated 28 June 2023
Birth and Nationality:
Born in 1963, Indonesian citizen
Educational Background:
Bachelor of Economics, majoring in Finance and
Accounting from University of Padjadjaran (1987)
Current Positions:
• Finance Director of
PT Samudera Indonesia Tbk
(2014–present)
• Executive Director of Group Business Support
Samudera Shipping Line Ltd
(2022–present)
• Chief Financial Officer (CFO)
Samudera Shipping Line Ltd
(2020–present)
• Commissioner in several
subsidiaries of the Company
Working Experiences:
• Chief Executive Officer (CEO)
and President Director of Anglo Eastern
Plantations Group, including 17 palm oil plantation
companies and CPO factories in Indonesia
(2011–2014)
• International Port Executive Committee
(2010–2011)
• President Director of Hutchison Port
(2008–2010)
• Chief Finance Officer (CFO) Hutchison Port
(2005–2008)
• Coca-Cola Amatil Indonesia
(1992–2005)
• Financial Controller of Prasetio Utomo &
SGV-Arthur Andersen
(1987–1992)
He has no affiliation with the management or owner of
the Company.
Finance Director RidWan Hamid
84 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 87
F. HeliAnTi
Compliance Director
SasTrosatomo
Date and Legal Basis of Appointment:
Deed No. 65 dated 26 June 2024
Birth and Nationality:
Born in 1962, Indonesian citizen
Educational Background:
Bachelor of Law from University of Indonesia (1986)
Current Positions:
• Compliance Director of
PT Samudera Indonesia Tbk
(2019–present)
• Compliance Director of
PT Samudera Indonesia Tangguh
(2019–present)
• Lecturer at Master Program,
School of Business Management,
Bandung Institute of Technology
(2019– present)
Working Experiences:
• Member of the Board of Directors of
PT Holcim Indonesia Tbk
(2014–2019)
• Temporary HR Director of
PT Holcim Indonesia Tbk
(2017–2019)
• Commissioner of PT Holcim Beton,
PT Lafarge Indonesia, and 6 others
PT Holcim Indonesia subsidiaries
(2014–2019)
• Independent Director of Holcim Sdn Bhd
(Malaysia) (2014–2015)
• Director and Member of Executive Committee of
PT Carrefour Indonesia
(2007–2014)
• Member of the Board of Commissioners
PT Danareksa Investment Management
(2003–2005)
• Member of the Board of Directors,
Executive Director, Executive Vice President of
PT Danareksa
(Persero) (1995–2005)
• General Counsel for Indonesia (GCO) of
American Express Bank Ltd, Jakarta
(1990–1995)
• Associate at Ali Budiardjo, Nugroho, Reksodiputro,
Counsellors at Law
(1987–1990)
• PT Bormindo Nusantara
(1986–1987)
She has no affiliation with the management or owner
of the Company.
85 /PT SAMUDERA INDONESIA TBK
Page 88
KeY Executive
Adi AdityA GirinDra AfRa MirDal
MarTadinata Adi SetiAwan WarDhana AdyA
Managing Director Director Director Director
Ports & Logistics Project Logistics Shipowning Container Shipping
Batam, Singapore Indonesia Indonesia, Singapore Indonesia
AgNes WonG AmeliA AnDi IrVan
PuI YeE RahMawati Zulfikar AnDreAna Yunizar
Finance Director Senior Managing Director Managing Director Managing Director
Shipping Corporate Services Trucking Cold Storage, Warehouse,
Singapore Indonesia Malaysia Distribution
Indonesia
Api RanDo ArTika
ArTikaFasyA
FasyA
PerMana MeInita
MeInita AsRil Bari BiAn AdiAnToro
Managing Director Finance Director Senior Managing Director Managing Director
Technology Investor Relations & ESG, CSR Corporate University, CSR Shipping, Ports & Logistics
Indonesia Indonesia Indonesia Surabaya
86 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 89
CaturyAnTo CahyA CharLes PaUlinus ChRisTina Enita
BobBy IriAnTo SepTanugRaha M. SitanGganG HerNawati
Managing Director Managing Director Commercial Director Managing Director
Logistics Service Provider Ports Trucking Shipping Agencies
Indonesia Samarinda Indonesia Indonesia
CypRiAnus DedDy Ony Dhany YudHa FahMi FitRi
AnDriYanTo SetiAwan BinTanG PerDana M. NoOr
Managing Director Finance Director Senior Managing Director Commercial Director
Shipping Shipping Ports, Research Initiative Warehouse, Distribution
Thailand Indonesia Indonesia Indonesia
FirMan
Faris Aidid FaUzan Thaha FiAn InDiYawanTo KarTasasMita
Senior Managing Director Senior Managing Director Managing Director Senior Managing Director
Trucking Property Ports Ports
Indonesia Indonesia Indonesia Indonesia
HenDi AgoEs HerMawan
Harun GemilanG HerMawan HenDra Wijanoko FridiAna HerMan
Senior Managing Director Senior Managing Director Senior Managing Director Senior Managing Director
Ports Shipyard People, Human Capital Services Ship Management
Samarinda Indonesia Indonesia Indonesia, Singapore
87 /PT SAMUDERA INDONESIA TBK
Page 90
| Kadek Didik Idaman PutRi IkSan Ade
WijaYa IbNu SyAuki ErWin KurNiAwan
Senior Managing Director Finance Director Managing Director Director
People & Technology Ports, Project Logistics Communications, F&B Logistics, Corporate
Indonesia, Singapore Indonesia Indonesia Commercial
Indonesia
InDra SukMana JazZy IsyA Jhon RadiAman
Dewa Iwan Amisi PerDana PurBa
Director Finance Director Commercial Director Senior Managing Director
Tax Logistics Service Provider Ports Ports, Project Logistics
Indonesia Indonesia Indonesia Indonesia
LisTiYo
JosHuA Akira JuliAn A.F. SmitH PrihanToro Lukas Gotama
Director Senior Managing Director Director Finance Director
Property, Shipping Logistics Shipyard, Corporate Tanker Shipping
Indonesia, Singapore, UAE Indonesia, Australia Commercial Indonesia
Indonesia
MaharLika MahMud TarMizi
WiEdHaYaka Amir MariO SiAhaAn MaryAnDi
Director Senior Managing Director Director Managing Director
Legal Container Shipping Overseas Bussines Tanker Shipping
Indonesia Indonesia Development Indonesia
Indonesia
88 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 91
MusThofa NadyA AnetTe NaseEr Ali NgatNo Prabowo
Senior Managing Director Managing Director Managing Director Senior Managing Director
Shipping Ports, CSR Ship Management Shipping Agencies
Indonesia Indonesia Indonesia, Singapore Indonesia
RahMawani
Oh KiAn BenG Prita SylVanNy Harahap RakesH P. VijaY
Managing Director Director Director Managing Director
Logistics Insurance CEO Office Shipping
Singapore Indonesia Indonesia India
RifianDi Rima Joko RizKy HanGgono
InDrajaYa DwifaryUni Bahanadewa Romi SyAhRil
Finance Director Finance Director Managing Director Finance Director
Shipping Agencies Trucking, Shipyard Shipping, Logistics Logistics
Indonesia Indonesia UAE Indonesia
KeY Executive
RudolF MarGiAt
RubiAnTo Wibowo BakKara
Commercial Director Director
Logistics Service Provider QHSE, Renewables
Indonesia Indonesia
89 /PT SAMUDERA INDONESIA TBK
Page 92
KeY Executive
SanDhika M
RuhuludDin Kudus StamBoEl
Managing Director Director
Property Investor Relation & ESG,
Indonesia Corporate Services
Indonesia, Singapore
Stefani
Sigit Sigit RapiYanTo WahyUninGtyAs
BrototJahJono surahMan SavitRi SudibyO
Managing Director Finance Director Director Senior Managing Director
Ports Container Shipping Treasury Logistics
Indonesia India Indonesia Indonesia
Sunu Aji TarJono SyAhRul Pribadi Tan MenG ToOn Teguh Basuseto
Managing Director Director Senior Managing Director Director
Container Depo People & Human Capital Shipping Internal Audit
Indonesia Services Singapore Indonesia, Singapore
Indonesia
Thomas LeE Timor MahenDra TrisNadi Sukur
ThuAn Aun NuAnSyAh MusLim MuliA Tri PrasetyA
Director Managing Director Senior Managing Director Director
Container Shipping Shipping, Logistics Shipping Ports, Project Logistics
Singapore, Indonesia Malaysia Singapore, Indonesia Indonesia
90 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 93
WidyAninGrum
SuryA NugRaha
Director
Communications, Corporate
Services
Indonesia
WikKi Soh
Director
Ship Mangement & Operations
Singapore
Yudi RiYadi
Senior Managing Director
Logistics Service Provider
Indonesia
91 /PT SAMUDERA INDONESIA TBK
Page 94
Group
StRucTure
PT NGRUMAT
BONDO UTOMO
F. HELIANTI
MASLI MULIA BANI M. MULIA
SASTROSATOMO
18,03%
PT NBU 0,40% 0,29% 0,01%
INDONESIA UTAMA
18,03%
SHANTI RATNA DJUWITA CHANDRALEIKA
LASMININGSIH HATMA MASLI MULIA
PT SAMUDERA
POESPOSOETJIPTO 37,85% INDONESIA TANGGUH PUBLIC
25,53%
57,98%
27,32% 27,32% 27,32%
33,33% 33,33% 33,33%
PT SAMUDERA
15,79% INDONESIA TBK
0,70% 50,00% 16,22% 2,50%
95,33% 49,30% 65,14% 99,93% 67,56% 50,00% 75,87% 99,98% 90,00% 51,30% 99,99% 48,50% 99,99% 99,98% 50,00% 46,64% 99,10% 99,99% 33,33%
PT SAMUDERA PT SAMUDERA PT SAMUDERA PT PRAWEDA PT SAMUDERA PT SAMUDERA
PT MASAJI PT SAMUDERA SAMUDERA SHIPPING PT SATUAN PT SAMUDERA PT SAMUDERA PT GALANGAN PT SAMUDERA PT MARUZEN PT SILKARGO PT ISTA PT ASTA RIKA
INDONESIA SHIP INDONESIA MITRA PT CUMAWIS PELABUHAN SARANA PROPERTI PERKAPALAN
PRAYASA CARGO LOGISTICS SERVICES LINE LTD HARAPAN INDONESIA DAYA MITRA AGENCIES INDONESIA SAMUDERA MADURA SARANA LOGISTIK SAMUDERA TAIHEIYO INDONESIA INDONESIA STUWARINDO
MANAGEMENT MANAJEMEN INDONESIA INFORMATIKA INDONESIA INDONESIA
40,00%
99,00%
100,00% 49,00% 50,00% 60,00% 65,00% 100,00% 49,00% 100,00% 100,00% PT MASAJI PT SAMUDERA
PT TANGGUH PT ISTA RASA
99,92% TATANAN KONTAINER 99,99% SAMUDERA JAYA INDONESIA 98,00% NUSANTARA
INDONESIA INDONESIA
51,00%
5,00% SAMUDERA SAMUDERA LNG EAST-WEST SAMUDERA SHIP SAMUDERA SAMUDERA PT SAMUDERA SAMUDERA SAMUDERA
SHIPS INVESTMENT SHIPPING COMPANY INTERMODAL
TRAFFIC CO LTD MANAGEMENT PTE LTD TANKERS PTE LTD SHIPPING INDONESIA PROPERTY LIMITED AUSTRALIA PTY LTD
PTE LTD (SINGAPORE) PTE LTD SDN BHD
PT MASAJI PT MITRA PT PELABUHAN PT SAMUDERA
99,96% KARGOSENTRA TANKI KONTAINER 93,33% SAMUDERA PALARAN 43,00% ASAHI SHIPPING
TAMA INDONESIA
60,00%
100,00% 100,00% 100,00% 100,00% 40,00% 100,00% 51,00%
PT SAMUDERA PT PRIMA NUR PT PERUSAHAAN
OCEAN 51,00% JWD LOGISTICS 99,99% PANURJWAN PELAYARAN
FOREMOST OCEAN SHIPS SILKARGO LOGISTICS SAMUDERA SHIPPING SAMUDERA PRIME MARITIME 37,03% 21,05% NUSANTARA
MARITIME PTE LTD INVESTMENT PTE LTD (SINGAPORE) PTE LTD LINE (INDIA) PVT LTD LOGISTICS DWC LLC TECHNOLOGIES DWC LLC 86,32% PANURJWAN
PTE LTD
PT SAMUDERA
PT SAMUDERA PT ADIB COLD PT SAMUDERA
95,00% 51,00% 49,00% 90,00% PERDANA LOGISTIC 51,00% SARANA TERMINAL GOLDEN MITRA
INDONESIA
PT SAMUDERA SHAL HAWK SAMUDERA CARGO
SHIPPING SERVICES SILKARGO SDN BHD SERVICES LLC 9,99% PT PATIMBAN GLOBAL
44,00% 49,00% 99,00% GATEWAY TERMINAL 90,00%
PT SAMUDERA PT SAMUDERA
SAMUDERA LAUTAN
LAKSANA MITRA DEPO
EMAS SDN BHD
PERDANA
92 /ANNUAL & SUSTAINABILITY REPORT 2024 92 /ANNUAL & SUSTAINABILITY REPORT 2024 92 /ANNUAL & SUSTAINABILITY REPORT 2024 93 /PT SAMUDERA INDONESIA TBK 93 /SAMUDERA INDONESIA TBK
Page 95
94 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 96
95 /PT SAMUDERA INDONESIA TBK
Page 97
SUBsIDIaRIeS
&
AffiliAted
Companies
Samudera Shipping is the foundation of the Company’s business. This business line serves integrated shipping
services from upstream to downstream, with business segments including bulk, container, and tanker; agencies;
ship management, crewing; and offshore support & salvage.
Name Notes
PT Perusahaan Pelayaran Nusantara Panurjwan This subsidiary provides container shipping services in Indonesia.
This subsidiary provides container feeder services for Southeast Asia,
Samudera Shipping Line Ltd
the Middle East, and the Indian subcontinent.
This subsidiary engages in shipping agencies in Indonesia, and all
PT Samudera Agencies Indonesia
the Company’s agencies activities are managed by this subsidiary.
PT Samudera Indonesia Ship This subsidiary was established to manage all the Company’s vessels and
Management provide ship management services to third parties.
This subsidiary engages in domestic and international shipping for dry bulk and
PT Samudera Perkapalan Indonesia
general cargo.
This subsidiary provides sea transportation services to support liquid
PT Samudera Shipping Services
chemical industry, oil & gas, and bulk cargo transportation.
This subsidiary focuses on sea transportation services for bulk shipping, petroleum,
PT Samudera Shipping Indonesia
mining, smelters, and other marine projects.
This subsidiary engages in the ship-owning business and domestic sea transportation
PT Samudera Asahi Shipping
for special goods.
This business unit engages in the sea transportation business for liquid chemicals,
Samudera Tankers Pte Ltd
oil and gas.
Ocean Ships Investment Pte Ltd This subsidiary engages in the ship-owning business.
This subsidiary provides shipping agency services, customs clearance and formalities
Samudera Cargo Services LLC services, warehousing, distribution, and delivery services from/to/within
the United Arab Emirates.
Samudera Intermodal Sdn Bhd This subsidiary provides agency services in various ports in Malaysia.
This subsidiary provides container shipping services that connect India to
Samudera Shipping Line (India) Pvt Ltd
the Middle East, Southeast Asia, and East Asia.
This subsidiary acts as the agent of Samudera Shipping Line Ltd which provides
Samudera Traffic Co Ltd
agency services for the Thailand area.
PT Cumawis This subsidiary supports offshore services.
Foremost Maritime Pte Ltd This subsidiary serves various domestic and global destinations.
This subsidiary is a joint venture with NYK, which operates carrier tankers for
LNG East-West Shipping Company (Singapore) Pte Ltd
Liquefied Natural Gas (LNG).
This subsidiary acts as the agent of Samudera Shipping Line Ltd which provides
Prime Maritime DWC LLC
agency services for the Middle East area
Samudera Ship Management Pte Ltd This subsidiary provides ship management services.
Samudera Ship Investment Pte Ltd This subsidiary is engaged in ship investment.
This subsidiary scope of activities consists of, among others, manufacturing of steel
PT Galangan Samudera Madura and wood motorized vessels, repair and maintenance of shipyards, and manufacturing
of floating devices.
Samudera Australia Pty Ltd This subsidiary is engaged in ship investment.
96 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 98
Samudera Ports were established through the expansion of services in the port sector, which includes the
management of bulk, container, and multi-purpose terminals, as well as providers of port supporting equipment.
Name Notes
This subsidiary is responsible for accommodating and managing terminal
PT Samudera Pelabuhan Indonesia
and port businesses.
This subsidiary operates as a joint venture with SEIC Resources (M) Sdn. Bhd.
PT Samudera Sarana Terminal Indonesia and provides maintenance, troubleshooting, and spare parts supply services
for port loading and unloading equipment.
This subsidiary handles loading, unloading, and container stacking
PT Pelabuhan Samudera Palaran
at Palaran Container Terminal in Samarinda, East Kalimantan.
This subsidiary facilitates loading and unloading operations at Tanjung Priok
PT Prima Nur Panurjwan
Port for domestic vessels, covering both cargo and container shipments.
This subsidiary provides loading and unloading services at Tanjung Priok
PT Tangguh Samudera Jaya
Port for international container vessels.
PT Asta Rika Stuwarindo This subsidiary specializes in stevedoring, particularly for project cargo operations.
Established as a joint venture with a local business group, this subsidiary offers
PT Samudera Golden Mitra container stacking, stuffing, stripping, and haulage services to support loading
and unloading activities at Palaran Container Terminal.
PT Samudera Mitra Depo Currently not in operation.
PT Patimban Global Gateway Terminal This subsidiary is a joint venture company for managing terminal in Patimban Port.
Samudera Logistics is a line of business that provides integrated logistics services from storage to delivery through
various types of transportation to the final destination.
Name Notes
This subsidiary operates in multi-mode transportation and its supporting services,
PT Samudera Sarana Logistik including container depots, warehousing, transportation management services,
and customs clearance.
PT Samudera Laksana Perdana This subsidiary is engaged in supporting land transportation services.
This subsidiary provides land transportation services for container cargo, bulk cargo,
PT Samudera Perdana
container repositioning, cargo distribution, project cargo transportation, and port hauling.
This subsidiary specializes in cold logistics services, offering storage and
PT Adib Cold Logistic
refrigerated transportation facilities.
This subsidiary provides container freight station (CFS) warehousing services
PT Masaji Kargosentra Tama
and warehouse management services.
PT Masaji Prayasa Cargo This subsidiary focuses on freight forwarding services with expertise in project logistics.
PT Masaji Tatanan Kontainer Indonesia This subsidiary offers container depot services.
This subsidiary delivers integrated logistics services to customers, including
PT Silkargo Indonesia third-party logistics, international and domestic freight forwarding, project logistics,
and customs clearance and administration.
97 /PT SAMUDERA INDONESIA TBK
Page 99
Name Notes
This subsidiary provides comprehensive logistics and freight forwarding services,
Silkargo Logistics (Singapore) Pte Ltd covering air and sea transportation, customs processing, warehousing,
and land transportation.
This subsidiary offers end-to-end logistics solutions worldwide for various end users,
Samudera Logistics DWC LLC
including manufacturers, buyers, exporters, and importers.
This subsidiary primarily provides warehousing and distribution center services,
particularly for the Fast-Moving Consumer Goods (FMCG) sector. Additionally, it serves
PT Samudera Logistics Services
as a third-party logistics provider by offering multi-mode transportation, supply chain
management, warehouse insurance, and other value-added logistics services.
This subsidiary provides service in project logistics and is a joint venture between
PT Maruzen Samudera Taiheyo
the Company, Maruzen Showa Unyu Co., Ltd., and Taiheiyo Kisen Kaisha Ltd.
This subsidiary is a joint venture with JWD Asia Holding Pvt. Ltd., operating in multi-mode
PT Samudera JWD Logistics
transportation, including its supporting activities.
This subsidiary provides warehouse management services in the Port Klang
Shal Hawk Silkargo Sdn Bhd
Free Trade Zone, Malaysia.
This subsidiary is a joint venture with Golden Sea Haulage Sdn. Bhd.,
Samudera Lautan Emas Sdn Bhd
engaged in land transportation services in Malaysia.
This subsidiary provides warehouse management service through a joint venture
PT Mitra Tanki Kontainer Indonesia
with Mitra Bintang Samudera in the Belawan area.
Samudera Services is the business line that provides operational support to all Company subsidiaries. This line of
business also serves as a medium to integrate and synergize business groups and encourages the development of the
Company’s subsidiaries.
Name Notes
This subsidiary aims to oversee the ownership and management
PT Samudera Properti Indonesia
of Samudera Indonesia’s properties.
Samudera Property Limited This subsidiary manages the Company’s properties in Dubai, United Arab Emirates.
This subsidiary operates in the field of human resource management services
PT Samudera Daya Mitra
for the Company.
This subsidiary provides information technology solutions for the Company,
PT Praweda Sarana Informatika
its subsidiaries, financial institutions, government agencies, and private companies.
This subsidiary offers services related to travel document management services,
PT ISTA Indonesia domestic and international ticket procurement, Meetings, Incentives, Conferences
and Exhibitions (MICE) & tourism, as well as the provision of operational vehicles.
Ocean Technologies Pte Ltd This subsidiary operates in the field of data analytics, processing, and related activities.
This subsidiary provides financial, legal, procurement, risk management,
PT Samudera Indonesia Mitra Manajemen
and other consulting services for the Company’s business group.
This subsidiary supplies workforce services in the fields of security, cleaning,
PT Satuan Harapan Indonesia
and drivers for the Company and all its subsidiaries.
PT ISTA Rasa Indonesia This subsidiary operates in the food and beverage sector and product management.
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99 /PT SAMUDERA INDONESIA TBK
Page 101
MANAGEMENT
DIScUSsIoN
&
ANALYSIS
100 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 102
101 /PT SAMUDERA INDONESIA TBK
Page 103
ECONOMIC OVERvIeW Amidst the global economic slowdown, world trade
volume conversely shown an increase. The IMF records
In 2024, the global economy continues to face risks that global trade volume grew by 3.4% YoY in 2024,
of global uncertainty due to the ongoing impacts of higher than the growth of the previous year at 0.7%.
geopolitical tensions and high inflation conditions from Specifically for the Asia region, the World Trade
2023 that had not completely subsided. The prolonged Organization (WTO) recorded a rapid growth in export
geopolitical conflict in Ukraine-Russia, coupled with the volume, rising from 0.3% in 2023 to 7.4% YoY in 2024.
escalation of tensions in the Middle East that has spread An increase also occurred in import volume, which grow
to the Red Sea conflict, has also depressed global by 4.3% YoY in 2024, after recording a contraction
economic growth throughout 2024. of -0.7% in the previous year.
The IMF, in its World Economic Outlook report from Global economic turbulence and the escalation
January 2025, noted a slight slowdown in global of conflict in the Middle East into the Red Sea have
economic growth from 3.3% in 2023 to 3.2% disrupted global shipping activities, particularly trade
year-on-year (YoY) in 2024. This slowdown in economic routes passing through the Red Sea. Since November
growth occurred in several countries. China recorded 2023, Houthi groups have been attacking commercial
a decrease in economic growth to 4.8% in 2024, vessels in the Red Sea, leading to disrupted shipping
down from 5.2% in the previous year. India even noted routes and necessitating a diversion of shipping routes
a significant slowdown in economic growth, from 8.2% to Cape of Good Hope. This situation has led to an
in 2023 to 6.5% in 2024. In the European Union region, increase in fuel costs, which directly drives up freight
economic growth remained weak at 0,8% YoY in 2024, rates, particularly in the first half of 2024.
significantly slower than global economic growth.
which recorded consecutive economic contractions This is reflected in the China Containerized Freight
of -0.3% in 2023 and -0.2% in 2024. Japan also Index increased by 67% YoY in 2024, sharply increased
experienced an economic contraction of -0.2% in 2024, from a level of 1,403 in January 2024 to its peak of
a significant drop from the growth rate of 1.5% in 2023. 2,180.69 in July 2024. Subsequently, the index fell
Conversely, the United States remains resilient, showing significantly to 1,366.4 in October 2024, before rising
an economic growth of 2.7% in 2024, although slightly again to 1,515.07 in December 2024.
slower than the 2.8% growth in 2023.
FREIGHT RATE Source: Bloomberg Intelligence, Januari 2025
12,000
COVID 19 COVID 19 ISRAEL VS
Pandemic (Omicron) PALESTINE
RUSIA VS
10,000 UKRAINE
8,000
6,000
4,000
2,000
0
Jan -20
Mar -20
May -20
Jul -20
Sep -20
Nov -20
Jan -21
Mar -21
May -21
Jul -21
Sep -21
Nov -21
Jan -22
Mar -22
May -22
Jul -22
Sep -22
Nov -22
Jan -23
Mar -23
May -23
Jul -23
Sep -23
Nov -23
Jan -24
Mar -24
May -24
Jul -24
Sep -24
Nov -24
China Containerized Baltic Dirty Tanker Baltic Clean Tanker Drewry World
Baltic Dry Index
Freight Index Freight Rate Freight Rate Container Freight Index
102 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 104
103 /PT SAMUDERA INDONESIA TBK
Page 105
A similar trend was reflected in the increase compared to the previous States decreased by 13.8% from
sharp increase of global container year. Furthermore, the rate of USD2.54/mmbtu in 2023 to
shipping rates. liquid bulk tanker cargo reflected USD2.19/mmbtu in 2024.
The Drewry World Container in the Baltic Dirty Tanker Index was
Freight Rate increased by 128.98% recorded at 1050 points, down -7% The average price of global Brent
YoY in 2024. The rate increased from the previous year. crude oil also recorded
from a level of 3,964.18 in January a decrease of 2.3% to USD80.7/
2024 to its peak level at 5,805.87 In line with the economic bbl in 2024 from USD82.6/bbl,
in July 2024. Subsequently, conditions, the prices of various likewise, the average price of WTI
it experienced a decline to level energy commodities tended to crude oil decreased by 2.4% to
of 3,213.02 in October 2024. decrease. Gas prices experienced USD 75.8/bbl from USD77.7/bbl.
At the end of 2024, it increased volatility during the Middle East This decline is influenced by the
again to level of 3,803.26 due to conflict escalated, however condition of excess global crude
sentiment regarding anticipated overall of the average prices show oil supply due to overproduction
implementation of higher import downward trend. Data from the from OPEC+ countries, while oil
tariffs by the United States. World Bank - 2024 indicates that demand has decreased in line
the average natural gas price in the with the economic slowdown in
On the other hand, the average European region decreased by 16% China. Likewise, the average price
freight rate for refined liquid bulk from USD13.11/mmbtu in 2023 to of Nymex Coal also experienced
tankers as reflected in the Baltic USD10.9/mmbtu an 8% YoY decreased from
Clean Tanker Index is recorded in 2024. Meanwhile, the average USD149.3/ton in 2023 to
at 819 points in 2024, only a 1% natural gas price in the United USD137/ton in 2024.
COAL, CRUDE OIL, AND NATURAL GAS PRICE Source: Bloomberg Intelligence, Januari 2025
USD500 USD10
COVID 19 RUSIA VS
USD450 (Omicron) UKRAINE USD9
USD400 USD8
USD350 COVID 19 RUSIA VS USD7
Pandemic UKRAINE
USD300 USD6
USD250 USD5
USD200 USD4
USD150 USD3
USD100 USD2
USD50 USD1
USD0 USD0
Jan -20
Mar -20
May -20
Jul -20
Sep -20
Nov -20
Jan -21
Mar -21
May -21
Jul -21
Sep -21
Nov -21
Jan -22
Mar -22
May -22
Jul -22
Sep -22
Nov -22
Jan -23
Mar -23
May -23
Jul -23
Sep -23
Nov -23
Jan -24
Mar -24
May -24
Jul -24
Sep -24
Nov -24
Brent Crude oil Price Nymex Coal Price Natural Gas Price
The decrease in the primary States Central Bank (The Fed) reaching 4.2% and 3.5%,
commodity prices mentioned lowered its benchmark interest respectively. Therefore, the World
caused the global inflation rate in rate by 100 basis points throughout Bank estimates that The Fed will
2024 to continue decreasing to 2024, from 5.5% to 4.5%. continue lowering its benchmark
5.7% YoY in 2024, lower than 6.7% interest rate in the coming year.
in 2023. In line with the easing The IMF projects the global Global economic stabilization is
of global inflation, to provide an inflation rate will continue to also expected to continue, leading
economic stimulus, the United decrease in 2025 and 2026, to the IMF’s forecast of a 3.3%
104 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 106
year-on-year economic growth in compared to the 5.05% growth slowdown, Indonesia’s economic
2025, which is slightly better than in 2023. From the business sector growth remains higher than ASEAN
the achievements of 2024. perspective, the manufacturing regional growth.
industry remains the largest
Unlike other regions, the Asian contributor to economic growth, Manufacturing industry conditions
economy has successfully with a contribution of 19.0% to the in Indonesia and Southeast Asia
maintained its growth momentum national economy and growth 4.4% remains relatively stable. This
and recorded economic growth YoY during the period. is reflected in the Purchasing
above the global conditions. Managers’ Index (PMI) of
The IMF recorded stable growth in The 4 other sectors with significant Indonesia and Southeast Asia,
the Asian economy at 4.6% YoY, contributions are the trade sector, which generally remained at an
while the ASEAN economy grew by contributing 13.07% with a growth expansive level throughout 2024.
4.5% YoY, an increase from 4.0% of 4.9% YoY, the agriculture sector Although Indonesia experienced
YoY in 2024. This achievement is contributing 12.6% with a growth a manufacturing contraction for
still higher compared to the global of 0.7%, the construction sector 5 consecutive months from July
economy, which grew by 3.2% YoY contributing 10.1% with a growth of to November, this situation was
in 2024. 7.0%, and the mining sector with a successfully overcome, resulting in
contribution of 9.2% and a growth the Indonesian Manufacturing PMI
Indonesia’s economy, according of 4.9% YoY. From the expenditure index returning to an expansive
to the Indonesian Central Bureau side, household consumption level of 51.2 points by the end of
of Statistics (Badan Pusat Statistik continues to dominate with a December 2024. The continued
or BPS) data, was recorded grow contribution of 54.0% and a growth strength of these manufacturing
by 5.03% in 2024, relatively slower of 4.9% YoY. Despite the slight industry has generated consistent
MANUFACTURING PURCHASING MANAGER INDEX (PMI) Source: Bloomberg Intelligence, Januari 2025
60
55
50
45
40
35
Jan -21
Feb -21
Mar -21
Apr -21
May -21
Jun -21
Jul -21
Aug -21
Sep -21
Oct -21
Nov -21
Dec -21
Jan -22
Feb -22
Mar -22
Apr -22
May -22
Jun -22
Jul -22
Aug -22
Sep -22
Oct -22
Nov -22
Dec -22
Jan -23
Feb -23
Mar -23
Apr -23
May -23
Jun -23
Jul -23
Aug -23
Sep -23
Oct -23
Nov -23
Dec -23
Jan -24
Feb -24
Mar -24
Apr -24
May -24
Jun -24
Jul -24
Aug -24
Sep -24
Oct -24
Nov -24
Dec -24
ASEAN World Indonesia
demand for logistics services both with an increase of 25 bps in April recorded at 1.6% YoY at the end
in Indonesia and Southeast Asia. to 6.3% but was followed by a of 2024, lower than the 2.6%
decrease of 25 bps in September recorded in 2023. For additional
In order to control inflation and to 6%. In response to the the BI information, deflation also
the value of the Rupiah exchange benchmark interest rate adjustment occurred at (-0.5%) MoM during
rate, Bank Indonesia made2 times and various effective monetary the period from May to September.
changes to the BI-7 Days Repo policies, the overall annual inflation
Rate. These changes were made gradually decreased and was
105 /PT SAMUDERA INDONESIA TBK
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The Rupiah exchange rate also
experienced a drastic decline,
reaching its weakest level
this year on June 21, 2024,
at Rp16,445/USD.
However, the Rupiah also achieved
its strongest position against the
Dollar United States
on September 25, 2024 in amount
Rp15,095/USD.
Meanwhile, BPS data shows the
total export value of Indonesia
in 2024 reached USD264.7
billion, an increase of 2.29% YoY.
Whereas the import value reached
USD233.66 billion, an increase of
5.31% YoY. Indonesia recorded
a surplus of USD31.04 billion in
2024. This surplus resulted from
a non-oil and gas surplus of
USD 51.44 billion and an oil and
gas deficit of US$ 20.40 billion.
This annual surplus has continued
the surplus trend for 5 consecutive
years since 2020.
The BPS data also shows that
non-oil and gas exports remain the
main contributor (94%) to the total
export value of Indonesia, with
a value of USD248.8 billion, or an
increase of 2.5% YoY. The sector
with the most significant export
increase is the agricultural sector,
with an export growth of 29.8%
YoY, followed by the industrial
sector with a growth of 5.3% YoY. INdUStRY OVERvIeW In line with this, the Company
On the other hand, exports from has also successfully addressed
the mining sector experienced The World Uncertainty Index (WCI), challenges and seized
a decline of -10.2% YoY. a measure of global uncertainty, opportunities throughout 2024,
indicates an increase in global thereby achieving positive
The increase in Indonesia’s imports uncertainty. The WCI at the end performance. The following is
is driven by the growth of non-oil of December 2024 is recorded an overview of the Company’s
and gas imports by 6.1% YoY and at a score of 30.375 in Q4 2024, business segments development
oil and gas by 1.2% YoY. Imports representing a 77% increase from throughout the year 2024.
value across all goods usage the previous year.
categories also increased. The global SHIPPING INDUSTRY
The groups of imported goods that Amidst of global uncertainty, experienced growth in volume and
experienced the largest increase the Government of Indonesia container freight rates amidst the
are consumer goods, which rose continues to make improvements ongoing conflict in the Middle East
by 5.4% YoY, followed by capital in fundamental aspects to ensure that has spilled over into the
goods imports increase by 5.3% positive economic growth and Red Sea, as mentioned before.
YoY and raw materials/auxiliary enhance resilience in facing global
goods by 5.3% YoY. economic fluctuations.
106 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 108
According to Bloomberg data, container shipping at Tanjung Priok port throughput in Singapore
container shipping volume in major port grew by 3% YoY, while the experienced an increase of 5.5%
world still grow positively amid shipping volume at Tanjung Perak YoY in 2024 with a volume of
ongoing conflicts and shipping port increased by 9% YoY. 40 million TEUs.
rerouting. World container
shipping volume grew by 6% YoY, In line with the conflict in the In line with global developments,
increasing from 173 million TEUs in Red Sea occurring along the major the performance of ports in
2023 to 184 million TEUs in 2024. global tanker routes in 2024, Indonesia also recorded an
Based on major routes, the tanker segment’s performance increasement. BPS noted that the
the Intra-Asia route managed to experienced a slight slowdown loading and unloading volume at
ship 47.8 million TEUs, growing compared to the previous year the 5 main ports in Indonesia in
by 6% YoY, while the Asia-Europe along with the normalization of 2024 grew positively by 2% YoY.
route grew by 8% YoY with a tanker freight rates. Bloomberg Additionally, Bloomberg recorded
volume of 18 million TEUs in notes that the demand for tanker that the number of ship visits to
2024. Nevertheless, there are 2 vessels in 2024 grew by 2% YoY, these 5 main ports grew
other main routes experiencing a slowing down from the 4% YoY by 9% YoY.
slowdown in container shipment growth recorded in 2023.
volumes, namely the Europe-Asia LOGISTICS INDUSTRY for
route, which recorded a volume Unlike global conditions, the tanker transportation and warehousing in
decline of -3% YoY, and the shipping situation in the domestic 2024 grew by 8.7% YoY, with land
Europe-Middle East route which market shows a relatively stable transportation contributing 58%
noted a volume decrease trend. The number of tanker vessel to this sector. During this period
of -13% YoY. visits at 20 major ports, which still in 2024, the subsectors included
grew by 3% in 2024 compared to in the logistics business category
The container shipping industry in the previous year. are experience good growth,
the domestic market in 2024 grew including: land transport grew by
better compared to the global For the PORT INDUSTRY, 10%, riverlake and ferry transport
market conditions. PT Pelabuhan Container throughput in several grew by 10%, air transport grew
Indonesia (Persero) or Pelindo major global port shows an by 7% YoY, and warehousing
noted that in 2024, domestic increment in 2024. and transport postal and courier
container volume increased services also grew by 19% YoY.
by 7.38% YoY. The number of According to data from the global Meanwhile, the sea transport
container shipping visits at 20 port authority, the State Council of subsector is only grow by 2% YoY.
major ports grew by 9.1% YoY, China noted that port throughput
with a volume increase of 7.1% in China reached 300 million TEUs SERvICES INdUStRY
YoY. Vessel visits at Tanjung Priok from January to December 2024,
and Tanjung Perak ports increased an increase of 7% YoY. Meanwhile, The performance development
by respectively 10% YoY and 16% the Marine Port Authority (MPA) of the commercial property grew
YoY. In line with this, the volume of of Singapore reported that positively in the Q4 of 2024 from
REVENUE CONTRIBUTION PER LINE OF BUSINESS
14
Samudera Shipping
9
%
Samudera Logistics
74 3
Samudera Ports
Samudera Services
107 /PT SAMUDERA INDONESIA TBK
Page 109
the demand, supply, and price perspectives. then the Ports business line of 8.6%,
The survey from Bank Indonesia showed that the growth and the Services business line of 3.4%.
of the commercial property demand index increased by
2.84% YoY in the Q4, relatively the same as the increase SAMUDERA SHIPPING, throughout 2024, the
in the commercial property supply index which grew revenue generated from the Shipping business line was
by 2.89% YoY. The growth in demand and supply index USD570.2 million,
was also followed by the growth of commercial and a decrease of 7.7% from 2023 which was
sales price of property indexes which were recorded to USD617.8 million. This business line contributed 73.8%
grow 0.93% and 0.19% YoY respectively to the Company’s total revenue in 2024. The net profit
in the Q4 of 2024. generated by this business line was also decreased to
USD85 million or 88.9% of the total consolidated profit,
OPERATIoNAL ANd SEGmENt REVIeW declining 25.5% from the 2023 net profit of
USD114 million.
As previously discussed, global economic conditions
showed a slowdown in 2024 due to inflation factors, In 2024, the container shipping segment operated 28
weakening demand in several regions, as well as vessels with a total volume of 2.05 million TEUs.
the continuation of geopolitical conflict in Europe. The Shipping business line also operated 8 tankers and
Additionally, the occurrence of the Israel–Palestine 5 dry bulk vessels with a total carrying capacity
conflict which escalated to the Red Sea disrupted global of 577,033 DWT (2023: 557,027 DWT (ton)).
shipping routes, thereby pushing up sea freight rates. From the total of 8 tankers, there were 2 vessels used to
These various factors also played a role in pressuring the serve in the domestic routes, while the remaining
Company’s financial performance in 2024. 6 vessels were used to serve international routes.
In addition, the high demand from China and the
Throughout 2024, the total revenue of the four
Company business lines was USD737.4 million which
recorded a decrease of 4.5%, with a gross profit of
USD149.4 million, a decline of 2.8% from the previous
year. Revenue from the Shipping business line still
continued to dominate, with contributions to the total
revenue in 2024 of 73.8%, followed by revenue
from the Logistics business line of 14.2%,
108 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 110
ASEAN region has encouraged Samudera to open successfully established 2 vessel charter cooperation
2 new routes and increase the number of operated agreements with new partners for 2024.
vessels. Consequently, the Company’s container cargo
volume on international routes has also reached a However, the freight rates of container transport on
relatively high level, standing at 1.911 million TEUs. domestic routes have decreased significantly, in line
with the lower freight rate strategy implemented by the
In 2024, the Shipping business line pursues to maximize Company on the intra-Asia routes. The freight rates for
new opportunities originating from the distinguished Samudera’s containers at the Jakarta Hub and Surabaya
growth of intra-Asia trade volume on the global route, Hub have decreased by respectively 21% and 10%.
as well as the stable volume of domestic transport The reduction in its freight rates plays a role in
resulting from the well maintained of the national suppressing the Company’s revenue from the Shipping
economy’s growth. The volume of domestic container business line.
shipments on the Jakarta-Makassar and Surabaya-
Makassar routes experienced positive growth of In line with the increase in international trade volume
respectively 16% and 11% compared to the previous and the volume of intra-Island transportation in the
year. Meanwhile, the Company’s tanker shipping domestic market, the agency business line recorded an
business experienced a slight decline in cargo volume increase in revenue in 2024 amounted 5.8%
as a result of the termination of work agreements to USD24.2 million compared to the previous year.
with several partners and route changes according to However, the Ship Services revenue has decreased by
market conditions. Nevertheless, the company has also USD2.5 million or 31.5% compared to the previous year.
Aiming to anticipate the increase in the demand of
shipping service in the future, the Shipping business
line made a purchase of 8 vessels in 2024.
The Company also carries out routine maintenance
of 7 vessels by doing docking to keep the vessels’
optimal performance.
109 /PT SAMUDERA INDONESIA TBK
Page 111
SAMUDERA LOGISTICS, Logistic business line, with a total In the Land Transportation
the business line is the second- contribution of 138,5% of the segment, the Company operated
largest revenue contributor, logistics line net profit. a total of 354 truck fleets for
accounting for 14.2% of the business activities. With this
Company’s total revenue in 2024. The Company continued its fleet, the Company has recorded
The total revenue of the Logistics efforts to increase revenue from a 7.9% growth in trips in 2024,
business line in 2024 recorded an the container depot segment by in accordance with the strong
increase, in line with in line with developing non-depo activities, manufacturing and trade activity.
strong economic growth, to show such as making Porta Camp, Moreover, in line with the
that the Logistics business line project, and other activities, in distinguished economic growth,
recorded a positive growth trend. addition to increasing the strategic the logistics revenue for the third-
The total revenue of the Logistics cooperation with several trusted party has increased by 5.3% in
business line in 2024 amounted to key partners. 2024 compared to
USD109.5 million, an increase of
3.3% from USD106 million in the
previous year which generated a
net profit of
USD2.5 million.
The stability of revenue in the
Logistics business line was mainly
attributed to the Company’s
success in responding to the
increased demand for services
in the domestic market through
collaboration with several strategic
partners and the implementation
of operational efficiency to
improve the performance of this
business line. This is reflected by
the sea logistics segment which
experienced an increase in goods
volume of 53% YoY.
The warehouse segment managed
by the Company has recorded
significant profit growth, increased
up to 30,1% from the previous year
representing the addition of new
customers. Overall, the Company’s
warehousing business recorded
a volume increase of 25% YoY
in 2024.
In the container depot segment,
the total land owned by the
Company in 2024 was 43 hectares.
This segment recorded revenue
of USD27.7 million compared to
USD25.8 million in the previous
year, due to an increase in
volume and tariff adjustments.
The container depot segment
is the largest contributor to the
110 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 112
the previous year. SAMUDERA PORTS, the business activities which include the
line recorded an increase in management and maintenance
To anticipate the increasing volume revenue of 27.3% compared to last of strategic property assets,
of goods transportation in the year which was USD66.6 million construction supervision,
upcoming years, the Company from USD52.3 million last year, development of property
realized several investments with a net profit of USD8 million. assets, and developing various
of support vehicles for the The increase in revenue and opportunities in the field of
Logistics business line, including profit was in line with the increase construction.
procurement of operational in throughput or loading and 2. Segment services: made to
equipment’s and container truck. unloading volume at the domestic strengthen and assist business
port managed by the Company. units in the Company in
Throughout 2024, the port/ providing operational support
terminal managed by the Company services.
managed to record an increase of With this service, business
volume/throughput by 8.4% from units can focus on each other
the previous year. in business development and
operations.
The Port business line also has a
supporting segment that provides The Services business line
maintenance and procurement recorded revenue of USD26.2
of spare parts for port equipment million in 2024, an increase of
used by the business groups and 8.7% from USD24.1 million in
external parties to ensure the the previous year. The net profit
equipment is always in the optimal generated fell to USD0.2 million
condition. This way, the Company from USD1.0 million in the previous
can effectively support the year. The Company will continue
operational performance. to expand the coverage of this
business line by adding types of
To improve the performance of service products in accordance
port services in the future, with the developments in the
the Ports business line in 2024 shipping, transportation industry
executed various investments of and Services.
supporting equipments, with a
total of USD2.2 million. FINANcIaL
PERfORmANcE
SAMUDERA SERVICES, the
business line runs two main Discussion and analysis of the
activities, of which: Company’s financial performance
1. Segment property: this are based on the consolidated
business develops its business financial statements as of
December 31, 2024.
These financial statements have
been audited by the Public
Accounting Firm Purwantono,
Sungkoro & Surja - a member firm
of Ernst & Young Global Limited.
The audit results indicate the
consolidated financial statements
have been fairly presented in all
material aspects, including the
consolidated financial position of
PT Samudera Indonesia Tbk
and its Subsidiaries as of
December 31, 2024, encompassing
111 /PT SAMUDERA INDONESIA TBK
Page 113
the consolidated financial Financial Accounting Standards notes to the Consolidated Financial
performance and consolidated in Indonesia. Statements as an integral part of
cash flow statements, for the Understanding the financial this Annual Report.
financial year ending review also takes into account
on that date, in accordance with the explanations provided in the
COMpANY’S PrOFIT ANd LOSs OVERvIeW
TABLE OF COMPANY’S PROFIT AND LOSS OVERVIEW
2024 2023 Changes
Description
Million USD Million USD %
Service Revenue 737.4 772.4 -4.5
Cost of Services (588.0) (618.6) -4.9
Gross Profit 149.4 153.8 -2.9
General and Administrative Expenses (52.9) (49.8) 6.2
Other Income (Expenses) (11.8) 14.6 -180.8
Profit before Income Tax 84.7 118.6 -28.6
Income Tax Expenses (7.7) (8.6) -10.5
Current Year Profit 77.0 110.0 -30.0
Total Amount of Income (Loss)
(7.4) 4.1 -280.5
of Other Comprehensive Income After Tax
Total Amount of Comprehensive Income for the Current Year 69.6 114.1 -39.0
The Current Year’s Profit Attributable to:
Owners of the Parent Entity 50.7 74.6 -32.0
Non-Controlling Interests 26.3 35.4 -25.7
Total 77.0 110.0 -30.0
The Company recorded the service The result shows that the
revenue of USD737.4 million in Company’s service costs were The Company increased
2024, a decrease of 4.5% from the reduced greater than a decrease operational efficiency efforts and
previous year, which amounted to in revenue, of which is reduced successfully recorded an increase
USD772.4 million. The declining by 4.9% to USD588.0 million in General and Administrative
freight rates was the main cause of from USD618.6 million in the Expenses in 2024 by 6.2% to
the decrease in service revenue in previous year. This achievement USD52.9 million from USD49.8
2024. The Company made efforts of managing these service costs million. However, the Company
in executing various efficiency made the Company record a gross also recorded other costs gains
programs to reduce costs which profit to USD149.4 million, only of USD11,8 million, while in the
are in line with a decrease in decreased 2.9% from USD153.8 previous year it recorded revenue
service revenue. million in the previous year. of USD14,6 million.
112 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 114
In 2024 the Company recorded a recorded an income before tax of the current year recorded by the
bigger financial cost, amounting USD84.7 million, which decreased company decreased 39.0% to
to USD26.1 million. The Company 28.6% from the previous year USD69.6 million.
also recorded interest income which was USD118.6 million.
USD16.6 million. Aside from that, In 2024, the Company also The company recorded a net profit
the Company recording a loss recorded net comprehensive after attributed tax to the owner
of association and joint venture income of USD7.4 million due to of the parent entity of USD50.7
entities of USD7.7 million and the difference in exchange rates million, which decreased 32.0%
recorded other net losses of on the elaboration of financial from the previous year.
USD5.4 million. statements, so that the amount
Therefore, in 2024 the Company of comprehensive income for
ChANgES IN CONsOLIDATED FINANcIaL BALANcE ShEeT
ASSETS
2024 2023 Changes
Description
Million USD Million USD %
Cash and Cash Equivalents 333.2 387.8 -14.1
Other Current Financial Assets 110.0 42.8 157.0
Account Receivables 128.4 123.5 4.0
Other Current Assets 39.0 35.6 9.6
Total Current Assets 610.6 589.7 3.6
Investment in Associated Entities and Joint Ventures 36.7 45.7 -19.7
Fixed Assets, after deducting accumulated depreciation
459.5 414.3 10.9
and decline in Asset Value
Other Non-Current Assets 181.9 207.3 -12.3
Total of Non-Current Assets 678.1 667.3 1.6
Total Assets 1,288.7 1,257.0 2.5
The total assets of the Company as of December 31, 2024 increased 2.5% to USD1,288.7 million from USD1,257.0
million in the previous year. The main contributor to the increase in assets is the increase in the balance of other
financial asset accounts which rose 157,0% to USD110.0 million, in addition to the Fixed Asset account balance that
rose 10.9% to USD459.5 million. The composition of the Company’s assets is dominated by the non-current asset with
contributions reaching 52.6 % of total assets. Even though the Company recorded a decline of 14.1% in 2024,
the Company maintained a robust cash position, with a value of USD333.2 million.
113 /PT SAMUDERA INDONESIA TBK
Page 115
LIABILITIES
2024 2023 Changes
Description
Million USD Million USD %
Short Term Liabilites
Short-Term Bank Loans 11.3 12.0 -5.8
Sukuk Ijarah - 13.6 -100.0
Trade Payables 54.1 54.5 -0.7
Accrued Expenses 57.9 65.3 -11.3
Current Maturities of Long-Term Debt
Loans 28.9 24.0 20.4
Lease Liabilities 35.1 42.9 -18.2
Other Short-Term Liabilities 37.4 33.4 12.0
Total Current Liabilities 224.7 245.7 -8.5
Long-Term Liabilities
Long-Term Liabilities, after deducting the current section
Loans 183.8 149.3 23.1
Lease Liabilities 124.6 147.0 -15.2
Sukuk Ijarah 20.8 21.8 -4.6
Post-Employment Benefit Liabilities 5.8 5.6 3.6
Other Long-Term Liabilities 1.8 2.1 -14.3
Total Long-Term Liabilities 336.8 325.8 3.4
Total Liabilities 561.5 571.5 -1.7
Total Company’s liabilities as of December 31, 2024, decreased 1.7% to USD561.5 million from USD571.4 million
in the previous year. The decrease in the total liabilities was attributed to the reduced balance of short-term
Ijarah Sukuk Account, costs still need to be paid, and the liabilities of using the asset rent-rights, which cannot
be compensated by the addition of the Company’s long-term loan account. With the reduced short-term liability
component, the composition of the company’s liabilities in 2024 is increasingly dominated by long-term liabilities
with a contribution of 60% of the total liabilities.
114 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 116
EQUITY
2024 2023 Changes
Description
Million USD Million USD %
Capital Stock Issued and Fully Paid 47.4 47.4 0.0
Retained Earnings 481.6 444.8 8.3
Total Equity Attributable to the Owners of the Parent Entity 514.7 485.1 6.1
Total Equity Attributable to the Non-Controlling Interest 212.5 200.4 6.1
Total Equity 727.2 685.5 6.1
The Company’s total equity as of December 31, 2024 increased 6.1% to USD727.2 million from USD685.5 million
in the previous year. The increase in equity is mainly attributed to the increase in the Company’s profit balance in
2024, additionally to the added amount of equity that can be attributed to the non-controlling interest entity.
CASh FlOW
The total of cash and cash equivalents of the Company in addition to the availability of funds used to pay off
at the end of 2024 was recorded at USD333.2 million, the obligations that have been due. The table and brief
decreased 14.1% from the previous year’s position of explanation contributing to this decrease are as follows.
USD387.8 million. The decrease was mainly attributed
from the reduction in net cash flows obtained from
operating activities caused by a decrease in the amount
of cash receipts from customers,
CASH FLOW
2024 2023 Changes
Description
Million USD Million USD %
Net Cash Provided by Operating Activities 137.2 258.4 -46.9
Net Cash (Used for) Provided by Investing Activities (148.5) (193.9) -23.4
Net Cash Used for Financing Activities (43.6) (94.0) -53.6
Increase (Decrease) of Cash and Cash Equivalent (54.9) (29.5) 86.2
Cash and Cash Equivalent at the Beginning of Year 387.8 417.0 -7.0
Effect of Foreign Exchange Rate Changes 0.3 0.3 5.4
Cash and Cash Equivalents at the End of Year 333.2 387.8 -14.1
115 /PT SAMUDERA INDONESIA TBK
Page 117
1. Cash Flows from Operating Activities
The net cash flow generated from operating activities in 2024 amounted to USD137.2 million, a decrease of
46.9% from the previous year’s USD258.4 million. The primary sources of net cash flow from operating activities
were customers, totaling USD730.1 million, while the main cash outflows were used for payments to employees,
suppliers, income taxes, and interest, totaling USD592.9 million.
2. Cash Flows from/Used in Investing Activities
The net cash flow used in investing activities in 2024 amounted to USD148.5 million, a decrease of 23.4% from
the previous year’s USD193.9 million. The cash inflows from investing activities came solely from the sale of fixed
assets, amounting to USD6.3 million. Meanwhile, cash outflows were used for the acquisition of fixed assets and
the placement of other financial assets, amounting to USD86.8 million and USD67.3 million, respectively.
3. Cash Flows from/Used in Financing Activities
The net cash used in financing activities in 2024 amounted to USD43.6 million, a decrease from the previous
year’s USD94.0 million. Cash inflows were obtained from short-term bank loans and borrowings
totaling USD79.1 million. Cash outflows were used for the repayment of short-term bank loans, borrowings,
lease liabilities, matured sukuk ijarah, and dividend payments, totaling USD122.7 million.
DEBt RECEiVABlE The Company continues to monitor
REPAyMENt CAPACITY COLlECtIBILITY customer collectability and is more
selective in extending credit to
The Company’s ability to repay its The Company’s ability to collect customers to maintain a reasonable
debt can be assessed through the receivables (collection period) collection period.
debt-to-equity ratio and the cash improved in 2024. This was
ratio. In 2024, the debt-to-equity indicated by the increase in the CAPITAL StRUCtURE
ratio stood at 77.2%, percentage of receivables not due. ANd POLICY
a decrease from the previous year’s
83.4%. This indicates an improved At the end of 2024, the Company’s The capital structure is a
position, as it remains below 100%, trade receivables amounted to combination of debt and equity.
demonstrating that the Company USD128,4 million, an increase In 2024, the Company’s equity
has sufficient capacity to meet all from the previous year’s USD123.5 contributed a larger share to the
of its obligations. million. The majority (74.9%) of capital structure, accounting
these trade receivables were for 56.4%. In 2024, the equity
In addition, the Company also not due. In 2024, the average portion increased compared to
maintains adequate cash flows to collection period improved the previous year, as shown in the
settle all debts that are due. compared to the previous year. following table.
This is
reflected in
the current ratio
(current assets
compared to short-
term liabilities),
which stood at 2.71
times. The Company
views its ability to meet
obligations as being within
a reasonable range and not
burdensome to its financial
condition.
116 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 118
CAPITAL STRUCTURE
2024 2023
Components Portion Portion
MIllion USD MIllion USD
Short-Term Liabilities 224.7 40.0% 245.7 43.0%
Long-Term Liabilities 336.8 60.0% 325.8 57.0%
Total Liabilities 561.5 43.6% 571.5 45.5%
Total Equity (Capital) 727.2 56.4% 685.5 54.5%
Total Liabilities and Equity 1,288.7 100.0% 1,257.0 100.0%
CAPITAL STRUCTURE POLICY The Company is committed to CAPITAL EXpENdITURE
having an optimal capital structure REaLIZATIoN
The primary goal of the Company’s to achieve business goals by
capital management is to ensure maintaining a healthy capital In 2024, the Company and
the Company maintains a ratio, a strong credit rating, subsidiaries realized capital
healthy capital ratio to support and maximizing returns for the expenditures in the form of fixed
its operations and maximize Company’s shareholders. asset acquisitions amounting to
stakeholder value. USD87.9 million for the Company’s
The Company manages its capital MATERIaL operational purposes.
structure, adjusts to changes in COMmITmENtS FOR The largest of the investment was
economic conditions, and meets CAPITAL EXpENdITURES allocated to vessel rejuvenation
the requirements of lenders. and maintainance, amounting
The Company monitors capital During 2024, the Company had USD73.8 million, followed by the
using the net gearing ratio by material commitments for capital addition of operational equipment
dividing net debt by total equity. expenditures, specifically for and vehicles amounting to
Additionally, the Company’s policy the purchase of vessels. USD6.1 million, building
is to maintain the net gearing improvement and renovation at
ratio at a healthy level to obtain USD2.2 million, office furniture
maximized funding. purchases at USD1.1 million,
and other miscellaneous
expenditures totaling
USD4.7 million.
TABLE OF CAPITAL EXPENDITURE REALIZATION BY INVESTMENT CATEGORY
2024 2023
Investment Category (in USD million) (in USD million)
Vessels and Barges (including vessel maintenance) 73.8 126.4
Wharves, Buildings, and Building Improvements 2.2 7.8
Operational Equipment and Vehicles 6.1 7.9
Office Furniture and Fixtures 1.1 2.3
Land 0.3 0.3
Construction in Progress 4.4 15.7
Total 87.9 160.5
117 /PT SAMUDERA INDONESIA TBK
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TABLE OF out various promotional programs fleet and serves a wide range of
CAPITAL EXPENDITURE across relevant business units routes, both domestically and
REALIZATION BY BUSINESS LINE that aimed to increase awareness internationally.
and recognition of the Samudera
2024 Overseas brand in the global As part of its digitalization strategy,
Investment Category (in USD million)
market, while also reinforcing its SIDIA is also utilized to support
position in the shipping industry. various Company programs by
Shipping 83,0 developing a responsive and
Logistics 1,5 Additionally, the commercial real-time ticketing system.
development teams of the Through SIDIA, customers can
Ports 2,2 subsidiaries, together with relevant submit complaints or inquiries
management, continue to enhance anytime via WhatsApp or the
Services 1,2 human resource capabilities website chat feature. Each
and quality. report is immediately forwarded
Total 87,9 One of the innovations introduced to the relevant team for faster,
is SIDIA (Samudera Indonesia more efficient, and transparent
Digital Initiative), an AI-powered handling. With the tracking feature,
MARkETINg ASpECt chatbot that supports employee customers can also monitor the
training, internal information progress of their complaints until
As part of Indonesia’s shipping access, and improves efficiency they are resolved optimally.
industry, the Company continues across various operational aspects
to adapt to various challenges, to help achieve the Company’s
such as global demand goals. DIVIDENd REaLIZATIoN
fluctuations, fuel price volatility,
and changes in trade policies and CUSTOMER COMPLAINT The Company is committed to
regulations that impact operations. SERVICES adding value to all Shareholders
Nevertheless, the Company Currently, customer complaint in providing returns in the form of
maintains a strong position in the services at Samudera are managed dividends to Shareholders when
logistics and shipping sector by by subsidiaries within each line the Company records a profit.
implementing more adaptive and of business. Each unit has a Dividend distribution is carried out
innovative strategies. dedicated team responsible for in accordance with the decision of
handling complaints, ensuring the Annual GMS or Extraordinary
To strengthen and expand market swift and satisfactory resolutions. GMS.
share, the Company diversifies The process begins with an
its services by developing investigation by the relevant team, Before the end of the financial
supply chain and digital logistics followed by a solution aligned year, interim dividends can be
solutions, investing in technology with the Company’s operational distributed as long as allowed
and infrastructure to enhance standards and policies. by the Company’s Articles of
operational efficiency, Throughout 2024, the Company Association. The distribution of
and expanding its network through continued to record and manage interim dividends is proposed
strategic partnerships with global customer complaints, ensuring by the Board of Directors and
companies. In addition, improving that all reports were addressed as acknowledged by the Board of
customer service remains a top quickly as possible in accordance Commissioners, to be approved in
priority, with the implementation of with established procedures to the next Annual GMS.
more responsive and transparent maintain customer satisfaction.
systems. Through these efforts, To prevent recurring issues, The amount of dividends
Samudera is committed to the Company regularly evaluates its distributed by the Company
continued growth and to services, conducts team training, considers fairness and the
strengthening its position as one and leverages customer feedback Company’s interests in such
of the key players in Indonesia’s for continuous improvement. payments, taking into account
shipping industry in 2024 and the net profit earned, financial
beyond. MARKET SHARE conditions, operational needs,
The Company is one of the players and the Company’s business
PROMOTIONAL PROGRAMS in the container shipping industry development plans.
The Company continuously carries in Indonesia. It owns a sufficient
118 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 120
The realization of dividend distributions are as follows:
Payment on Year
Description
Interim 2024 2023 Interim 2023 2022
Distributed Cash Dividend (Million IDR) 32,751.2 196,507.0 65,502.0 491,268
Dividend per Share (IDR) 2 12 4 30.0
Payout Ratio (%) 9 21 7 42.0
Announcement Date 29 July 2024 26 June 2024 31 July 2023 28 June 2023
Payment Date 27 August 2024 26 July 2024 30 August 2023 31 July 2023
MATERIAL INFORMATION AND had affiliations with the Company. in Indonesia but also across the
FACTS AFTER THE DATE OF THE All transactions were conducted region. Its impact is expected to
ACCOUNTANT’S REPORT at fair value (arm’s length) and in begin in 2025 and beyond.
There were no material events or accordance with commercially
facts that occurred after the date of reasonable terms, similar to A specific regulation related to
the accountant’s report. transactions with third parties. electric vehicle tax incentives is
the Minister of Finance Regulation
EMPLOYEE AND/OR TRANSACTIONS WITH RELATED No. 8 of 2024 concerning Value
MANAGEMENT STOCK PARTIES Added Tax (VAT) on the Delivery
OWNERSHIP PROGRAM Regarding business transactions of Certain Four-Wheeled Battery
(ESOP/MESOP) with related parties, such as Electric Vehicles and Certain
As of the end of the financial purchases, sales, and leases, the Battery Electric Buses Covered by
year 2024, the Company does Company treats these transactions the Government (DTP)
not havean employee and/or fairly and on par with transactions for Fiscal Year 2024.
management stock ownership with other third parties to ensure
program. quality and optimal cost for the As the Company’s use of electric
interests of both parties. vehicles for business operations is
MATERIAL INFORMATION AND still relatively limited, the impact
FACTS RELATED TO CORPORATE The names of related parties, as on the Company’s performance
ACTIONS ON INVESTMENT, well as the form and amount of remains minimal and cannot yet be
EXPANSION, DIVESTMENT, transactions with each related determined.
ACQUISITION, AND/OR DEBT/ party, are disclosed in detail in
CAPITAL RESTRUCTURING Note 33 of the Consolidated CHANGES IN ACCOUNTING
There was no material information Financial Statements. POLICIES
regarding investments, expansions, In 2024, there were no significant
divestments, acquisitions, or the CHANGES IN LAWS changes in accounting policies
assumption of debt or capital AND REGULATIONS that had a significant impact on the
restructuring undertaken by the There were regulatory changes Company’s financial statements.
Company in 2024. in 2024, particularly in the area
of taxation. However, these
INFORMATION ON MATERIAL changes have not had a significant
TRANSACTIONS WITH CONFLICT impact on the Company’s 2024
OF INTEREST performance. Most of the new tax
In 2024, there were no transactions regulations were issued towards
with conflict of interest. However, the end of 2024, including those
in carrying out its business related to the Global Minimum Tax.
activities, the Company engaged This regulation is relatively new
in transactions with parties that in the field of taxation, not only
119 /PT SAMUDERA INDONESIA TBK
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BUSINESs PrOSpECtS of 5.0%–5.2% in 2025. This growth
FOR 2025 is anticipated to be supported by
the expansion of major business
According to the IMF’s World sectors, household consumption,
Economic Outlook (WEO) investment, and strong export
published in January 2025, performance. Inflation is expected
global economic growth in 2025 to remain under control within
is projected to improve slightly the target range of 2.5% ±1% in
to around 3.3%, 2025, owing to the consistent
up from 3.2% in 2024. A similar implementation of pro-growth
outlook, with slightly higher monetary and fiscal policies.
growth expectations compared External stability and the financial
to 2024, was also expressed by system are also expected to remain
the OECD. Meanwhile, the World intact and continue to support
Bank projected global growth to investment activities, backed by
remain steady at 2.7%, as outlined strong capital conditions and rapid
in its Global Economic Prospects digitalization.
– January 2025. However, these
projections have not yet taken into Sales prospects for both domestic
account the potential impact of the and international markets over the
United States’ Presidential election. next two years are expected to
grow further. This is supported by
Several global financial institutions the addition of new services and
have also warned of heightened the opening of new shipping routes
risks of trade tensions between the in 2024, aligned with market
United States and China or India, developments in the shipping
which are expected to escalate segment. Throughput volume in
starting in 2025. These tensions both domestic and international
could disrupt global supply chains ports also increased in 2024
and negatively impact global compared to 2023 in the port
economic growth. Nonetheless, segment.
global inflation is expected to
remain relatively low, which could In the logistics and services
allow the United States Federal segments, growth in 2024 was
Reserve to maintain low benchmark driven by increased warehouse
interest rates. business activity, due to the
Another risk that needs to be addition of new customers and
anticipated is the strengthening higher volume in 4PL operations,
of the United States Dollar, along with the expansion of
which could pressure developing container depot operations in the
countries with foreign debt logistics segment.
exposure denominated in United
States Dollar. FINANCIAL PROJECTION FOR
2025
Considering these global economic The Company aims to maintain
challenges in the coming year, the operational stability and preserve
IMF has also projected that global profitability amid challenging
trade volume growth will remain market conditions. Domestic
subdued at around 3.2%, down shipping business is projected to
from 3.4% in 2024. continue its positive growth
in 2025, covering inland transport,
In contrast, the Government of warehousing, port, shipping, and
Indonesia and Bank Indonesia have forwarding services. This outlook
both projected that the national provides a strong basis for the
economy will remain robust, Company’s optimism in achieving
with growth expected in the range improved performance in 2025.
120 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 122
STRATEGY The LOGISTICS business line,
The Company will continue the Company is committed
implementing investment to capacity expansion and
strategies and focusing on business business growth, including
lines with higher profit margins. through potential acquisitions.
It will also enhance risk Several planned joint venture
management practices to initiatives will be reviewed with
minimize deviations from targeted greater scrutiny, supported by
outcomes. ongoing enhancements to IT
In parallel, the Company will systems. Another key initiative
pursue performance optimization will be the pursuit of strategic
and cost efficiency, particularly partnerships with world-class
through improved vendor logistics companies. Over the long
management. term, the Company also plans to
explore opportunities in the retail
The SHIPPING business line, the e-commerce segment and expand
Company will remain selective into consumer goods distribution
in choosing routes and business across Indonesia.
agreements, prioritizing only those
that are profitable. The SERVICES business line,
Fleet management will be further the Company will continue
tightened to ensure all operating improving services to the
vessels meet the highest efficiency Samudera Group and remain
and operational standards. focused on developing third-party
Given its segmented nature and service offerings.
feeder capabilities, this business
line will also continue its expansion Internally, the Company will sustain
strategy into the tanker market its digitalization and efficiency
in the Middle East region and efforts, aligning them with
explore new opportunities in the technological advancements and
commodity market. organizational needs. Enhanced
focus on governance and ESG
The PORTS business line, will strengthen the Company’s
the Company is committed to potential to secure large-scale
developing new port potentials, projects and improve human
including specialized terminals that capital capacity to adopt new
require Port Business Entity (BUP) technologies more rapidly.
participation. A major development
will be the establishment of a new
container terminal in Patimban,
following the Company’s success
in securing a tender in 2024.
The focus will be on forming
long-term partnerships with both
domestic and international entities
to optimize performance once the
terminal becomes operational.
The Company’s experience in
port management—reflected in
volume growth and effective use
of IT systems—will continue to
evolve in line with technological
advancements and operational
needs, both for existing ports and
the new Patimban port.
121 /PT SAMUDERA INDONESIA TBK
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CORPORATE
GOVERnANcE
122 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 124
123 /PT SAMUDERA INDONESIA TBK
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The Company believes the implementation of best practices in Good Corporate Governance (“GCG”)
and sustainability principles is the key to overcoming various business challenges, achieving optimal performance,
and ensuring long-term business continuity aligned with Environmental, Social, and Governance (“ESG”) principles,
enhancing the Company’s positive values to build a strong reputation.
The Company is committed to implementing the best practices of GCG and ESG based on the principles
of Transparency, Accountability, Responsibility, Independence, and Fairness, as well as not only as a fulfillment
of applicable regulations but also as a practice based on the Company’s awareness to uphold integrity in running
a business and transparent company management while considering environmental and social impacts.
These efforts aim to create long-term value for all stakeholders.
THE GOVERNANCE STRUCTURE of the Company follows a two-tier board system, consisting of the
Board of Commissioners and the BOD, each with distinct duties, authorities, and responsibilities in accordance with
prevailing laws and the Company’s Articles of Association. The system ensures a clear separation between executive
and supervisory functions minimize potential conflicts of interest.
In carrying out its functions, duties, and responsibilities, the BOC is assisted by the Audit Committee and the
Nomination & Remuneration Committee. Meanwhile, the Corporate Internal Audit Division as a function of the
Company’s Internal Audit reports directly to the President Director. President Director’s function assisted
by the Executive Committee and CEO Office.
GENERAL
MEETING OF
SHAREHOLDERS
BOARD OF COMMISSIONERS
COMMITTEE BOARD OF
Audit Committee COMMISSIONERS
Nomination and Remuneration
Committee EXECUTIVE COMMITTEE
Investment
PRESIDENT Procurement
DIRECTOR/CEO Organization & Talent
Business Continuity Management
CEO OFFICE DIVISION HEAD
Special Assistant to CEO:
Shipowning
Special Assistant to CEO:
CORPORATE INTERNAL AUDIT
Overseas Business Development
Special Assistant to CEO:
Employee Satisfaction &
Happiness
FINANCE COMPLIANCE HUMAN CAPITAL
DIRECTOR DIRECTOR DIRECTOR
BUSINESS UNITS & FOUNDATION
124 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 126
As part of its commitment to establishing good, transparent, and responsible corporate governance,
the Company has implemented a GCG POLICY as a strong foundation for governance practices. Accordingly,
the Company has developed internal policies that adhere to prevailing laws and regulations, including:
• Board of Commissioners Charter • Policy on Prohibition of Monopolistic Practices
• Board of Directors Charter and Unfair Business Competition
• Audit Committee Charter • Whistleblowing System
• Nomination and Remuneration Committee Charter • Policy on Supporting Sustainable Development
• Internal Audit Charter and Environmentally Friendly Business Practices
• Company Regulations • Risk Management Policy
• Code of Ethics and Business Conduct
• Anti-Corruption Policy
Through the implementation of these GCG policies, the Company ensures business continuity while delivering
added value to its stakeholders. The GCG policies have been made publicly accessible through the Company’s
official website.
RESPONSIBILITY THE IMPLEMENTATION OF SUSTAINABLE BUSINESS PRACTICES AND SUSTAINABILITY
GOVERNANCE STRUCTURE is upheld through commitment in implementing sustainable business practices in
accordance with Financial Services Authority Regulation (Peraturan Otoritas Jasa Keuangan or POJK)
No. 51/POJK.03/2017 concerning the Implementation of Sustainable Finance for Financial Services Institutions,
Issuers, and Public Companies.
Within the Sustainable Governance framework, the BOD is responsible for determining direction, strategy,
and policies, as well as sustainability targets, and goals. The BOD also ensures that ESG principles are effectively
implemented across all business operations, delivering positive impacts for stakeholders, as well as delegates
responsibility to optimize compliance with regulations and sustainable governance implementation to the
Compliance Director, who oversees the Corporate Legal, Corporate Secretary & Communications,
Corporate Compliance, Corporate Procurement, Corporate Risk Management, and Corporate Investor Relations
& ESG divisions.
The Corporate Investor Relations & ESG Division was formed to ensure the Company complies with sustainability
standards and manages sustainability risks and opportunities, which can help the Company achieve its long-term goals
in a sustainable manner.
The following is the sustainability governance structure of the Company:
125 /PT SAMUDERA INDONESIA TBK
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The Corporate Investor Relations & ESG Division is responsible for policy development and monitoring the
implementation of ESG initiatives. It ensures that all employees understand sustainability principles, fosters ESG
initiatives across business units, and collaborates with other divisions to support the Company’s sustainability
implementation. One of its key responsibilities is sustainability performance reporting. In this regard, the Corporate
Investor Relations & ESG Division works closely with the Corporate Secretary & Communications
Division to prepare the Sustainability Report as part of the Company’s transparency efforts toward
stakeholders. Additionally, the division coordinates with the Corporate Risk Management
Division to manage climate change-related risks, the Corporate Procurement Division to
ensure the responsible procurement, as well as the Corporate Legal and Corporate
Compliance Divisions to fulfill national and international regulations related
to ESG. Furthermore, the Corporate Investor Relations & ESG Division
collaborates with the Samudera Indonesia Peduli Foundation
regarding developing impactful social programs for
communities and society.
In year 2024, the Company held 1 (one) Annual
GENERAL MEETING OF SHAREHOLDERS
(“GMS”). The resolutions from the GMS of the
year 2023 fiscal year have been fully implemented
(100%) by the end of the respective fiscal year.
THE ANNUAL GMS IN YEAR 2024 was held
on Wednesday, 26 June 2024, at The St. Regis
Jakarta, Astor Ballroom, Jl. H.R. Rasuna Said
Blok Kav. B/4, Setiabudi, South Jakarta 12910.
It was attended by 13,770,490,432 shares,
representing 84.091516% of the all issued and
fully paid-up shares of the Company.
The Annual GMS was also attended by
independent parties, including:
1. Notary Jessy Darmawan, S.H., M.Kn.
2. Securities Administration Bureau,
PT Sharestar Indonesia, Mr. Soeroto.
3. Public Accounting Firm, Purwantono,
Sungkoro & Surja (a member firm of Ernst
& Young Global Limited).
The agenda and resolutions of the Annual GMS
along with their implementation status as of
31 December 2024, are as follows:
126 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 128
1. Approval on the Board of Directors’ Annual Report including the Supervisory Report of the Board
of Commissioners for the fiscal year ending on 31 December 2023, and the Ratification of the Company’s
Financial Statements for the fiscal year ending on 31 December 2023.
a. Accept the Annual Report of the Board of Directors regarding the Company’s operations, including the
Supervisory Report of the Board of Commissioners for the fiscal year ending 31 December 2023;
b. Ratify the Company’s Consolidated Financial Statements, which were audited by the Public Accounting Firm
Purwantono, Sungkoro & Surja, a member firm of Ernst & Young Global Limited, for the fiscal year ending
December 31, 2023. The audit report No. 00390/2.1032/AU.1/06/1294-2/1/III/2024, dated 27 March 2024,
provided an unqualified opinion in all material respects;
c. Grant full release and discharge (acquit et de charge) to all members of the Board of Directors and
the Board of Commissioners for the management and supervisory actions carried out during the fiscal year
ending 31 December 2023, to the extent that such actions are reflected in the Annual Report
and the Company’s Consolidated Financial Statements for the same period.
By Voting
Agree Disagree Abstain Total Votes Ageed
13,736,816,912 77,300 33,596,220 13,770,413,132
shares or shares or shares or shares or
99.755466% 0.000561% 0.243972% 99.999439%
2. Determination of the utilization of the Company’s income for the fiscal year ending on 31 December 2024.
a. Determine the use of business results obtained by the Company for the 2023 fiscal year, with the following
details:
• A total cash dividend of IDR262,009,600,000 (two hundred sixty-two billion nine million six hundred
thousand Rupiah), equivalent to a dividend of IDR 16.00 (sixteen Rupiah) per share, which consists of
and is allocated as follows:
- Interim dividend of IDR65,502,400,000 (sixty-five billion five hundred two million four hundred thousand
Rupiah) or IDR4.00 per share, which was distributed to the Company’s shareholders on August 30, 2023,
based on the Circular Resolution of the Board of Commissioners dated July 31, 2023; and
- Final dividend of IDR196,507,200,000 (one hundred ninety-six billion five hundred seven million two
hundred thousand Rupiah) or IDR12.00 per share, which will be distributed in accordance with prevailing
regulations.
• Recorded the remaining net profit of the 2023 fiscal year as retained earnings to be used for working capital
and investment.
• Confirmed that the Company has met the minimum statutory reserve requirements as stipulated in Law
No. 40 of 2007 on Limited Liability Companies.
b. Authorize and grant the Board of Directors a power of attorney with the right of substitution to further manage
the distribution of the final dividends for the fiscal year ending 31 December 2023, in accordance with
prevailing regulations.
127 /PT SAMUDERA INDONESIA TBK
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By Voting
Agree Disagree Abstain Total Votes Ageed
13,768,527,277 1,393,455 569,700 13,769,096,977
shares or shares or shares or shares or
99.985744% 0.010119% 0.004137% 99.989881%
3. Appointment of Public Accountant and/or Public Accounting Firm to audit the Company’s Financial Statements
for the fiscal year ending on 31 December 2024
Delegate authority to the Board of Commissioners to appoint the Public Accountant and/or Public Accounting
Firm registered with the Financial Services Authority to audit the Company’s Financial Statements
(Otoritas Jasa Keuangan) to audit the Financial Statements as well as to determine the professional service fees
to audit for the fiscal year ended on 31 December 2024.
By Voting
Agree Disagree Abstain Total Votes Ageed
13,712,511,198 56,822,934 1,156,300 13,713,667,498
shares or shares or shares or shares or
99.578960% 0.412643% 0.008397% 99.587357%
4. Determination of remuneration and benefits of the members of the Board of Directors, as well as the honorarium
for the members of the Board of Commissioners.
a. Determine the honorarium for the Board of Commissioners for the year 2024, with a maximum total amount
of IDR16,000,000,000 (sixteen billion Rupiah) inclusive of tax, which will be distributed to the Board of
Commissioners’ members and authorize the Board of Commissioners to determine the distribution among
members of the Board of Commissioners.
b. Authorize and grante authority to the Board of Commissioners to determine the salaries and benefits for
the members of the Board of Directors for the fiscal year 2024.
By Voting
Agree Disagree Abstain Total Votes Ageed
13,712,474,798 56,946,334 1,069,300 13,713,544,098
shares or shares or shares or shares or
99.578696% 0.413539% 0.007765% 99.586461%
5. Amendment of the Board of Commissioners composition and Reappointment of a Member of
the Board of Directors members
1. Reappointed of Mrs. Farida Helianti Sastrosatomo as Compliance Director, starting from the closing of this
Meeting until the closing of the Annual General Meeting of Shareholders in 2029, without reducing the GMS’
right to dismiss at any time.
128 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 130
2. Approve the composition of the Company’s Management as follows:
President Shanti Lasminingsih Independent Hoesen
Commissioner Poesposoetjipto Commissioner
Commissioner Masli Mulia President Director Bani Maulana Mulia
Commissioner Amir Abadi Jusuf Finance Director Ridwan Hamid
Compliance
Commissioner Ken Narotama Hidayatullah Farida Helianti Sastrosatomo
Director
Independent Human Capital
Anugerah Pekerti Tara Hidayat
Commissioner Director
3. Approve to grant a power of attorney to the Board of Directors with substitution rights, to take all actions
in connection with the above-mentioned decisions, inclucing but not limited to state it in a separate notary
deed to and submit it regarding the composition of the Board of Commissioners and Board of Directors to the
Minister of Law and Human Rights of the Republic of Indonesia to obtain approval for amendments,
and to take all actions deemed necessary to achieve these objectives.
By Voting
Agree Disagree Abstain Total Votes Ageed
13,286,406,890 482,999,342 1,084,200 13,287,491,090
shares or shares or shares or shares or
96.484631% 3.507496% 0.007873% 96.492504%
6. Approval of changes to the provisions of the Company’s Articles of Association to conform to the provisions of
Financial Services Authority Regulation No. 14/POJK.04/2022 concerning the Submission of Periodic Financial
Reports by Issuers or Public Companies
a. Approved the changes and adjustments to Article 20 Paragraph (5) of the Company’s Articles of Association
regarding the Work Plan, Fiscal Year, and Annual Report, in order to conform with Financial Services Authority
Regulation No. 14/POJK.04/2022 concerning Submission of Periodic Financial Reports by Issuers or Public
Companies.
b. Approve to grant a power of attorney to the Board of Directors with the substitution rights, to take all actions in
connection with the above-mentioned decisions, including but not limited to state it in a separate notarial deed
and submit it regarding the changes to the Company’s Article of Associations to the Minister of Law and Human
Rights of the Republic of Indonesia to obtain approval for the amendments, and to take all actions deemed
necessary to achieve these objectives.
By Voting
Agree Disagree Abstain Total Votes Ageed
13,343,281,069 426,671,463 537,900 13,343,818,969
shares or shares or shares or shares or
96.897646% 3.098448% 0.003906% 96.901552%
129 /PT SAMUDERA INDONESIA TBK
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7. Report on the Realization of the Use of Funds from the Continuing of Public Offering of “Sukuk Ijarah
Berkelanjutan I Samudera Indonesia Tahap I Tahun 2023”
It was presented solely as a reporting matter and, therefore, did not require a voting process.
THE REALIZATIONS OF THE 2024 ANNUAL GMS RESOLUTIONS has been fully executed as of 31 December 2024.
The resolutions of the Annual GMS have been contained in the deed of “Minutes of the Annual General Meeting of
Shareholders of PT SAMUDERA INDONESIA Tbk”, dated 26 June 2024, Number 64, the minutes of which were made
by Notary Jessy Darmawan, S.H., M.Kn.
THE BOARD OF COMMISSIONERS (BOC) is one of the principal organs of the Company which is responsible for
carrying out supervisory and advisory duties as stipulated in the BOARD OF COMMISSIONERS CHARTER,
which has been ratified on 5 March 2020.
THE COMPOSITION OF THE BOARD OF COMMISSIONERS as of 31 December 2024, is as follows:
Name Position Basis of Appointment Term of Office
Shanti Lasminingsih
President Commissioner GMS Approval 28 June 2023 2023-2028
Poesposoetjipto
Masli Mulia Commissioner GMS Approval 30 June 2020 2020-2025
Ken Narotama Hidayatullah Commissioner GMS Approval 28 June 2023 2023-2028
Amir Abadi Jusuf Commissioner GMS Approval 28 June 2023 2023-2028
Anugerah Pekerti Independent Commissioner GMS Approval 28 June 2023 2023-2028
Hoesen Independent Commissioner GMS Approval 28 June 2023 2023-2028
THE INDEPENDENT COMMISSIONERS are members of the BOC who meet the required Financial Services Authority
Regulation No. 33/POJK.04/2014. As of 31 December 2024, the Company has 2 (two) Independent Commissioners
out of a total of 6 (six) BOC members, therefore complying with such POJK regulation.
INDEPENDENCE OF THE INDEPENDENT COMMISSIONERS is affirmed by all Independent Commissioners of the
Company for their ability to be independent in performing their duties as stated in the statement of independence.
DUTIES AND RESPONSIBILITIES OF THE BOARD OF COMMISSIONERS as stipulated in the Charter and
Code of Ethics are as follows:
1. Conduct supervision and responsible for the supervision of management policy, general management operations
of the Company and its businesses, as well as advice the BOD.
2. In certain circumtances, the BOC required to hold a GMS in accordance with its authority.
3. Perform duties and responsibilities by the principles of good faith, responsibility and prudence.
4. In certain circumtances, manage the Company for a defined period of time in accordance with the Articles
of Association for GMS resolutions.
5. Jointly responsible for the Company loss caused by mistake or negligence of members of the BOC in performing
its duties.
6. Prepare the code of ethics that applies to all members of the BOD and BOC, employees/staff, and supporting
organs of the Company.
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7. Approve annual work plan, which contains the annual budget for the upcoming fiscal year,
as prepared by the BOD.
8. Assess performance of each member of the BOD and/or the BOC aligns with their remuneration.
The Company has convened THE BOARD OF COMMISSIONERS MEETINGS as regulated in Financial Services
Authority Regulation No. 33/POJK.04/2014, as follows:
MEETING OF THE BOARD OF COMMISSIONERS
Number of Percentage
Name Position Attendance (times) (%)
Shanti Lasminingsih
President Commissioner 6 100
Poesposoetjipto
Masli Mulia Commissioner 6 100
Ken Narotama Hidayatullah Commissioner 6 100
Amir Abadi Jusuf Commissioner 6 100
Anugerah Pekerti Independent Commissioner 6 100
Hoesen Independent Commissioner 6 100
MEETING OF THE BOARD OF COMMISSIONERS WITH THE BOARD OF DIRECTORS
Number of Percentage
Name Position Attendance (times) (%)
Shanti Lasminingsih
President Commissioner 6 100
Poesposoetjipto
Masli Mulia Commissioner 6 100
Ken Narotama Hidayatullah Commissioner 6 100
Amir Abadi Jusuf Commissioner 6 100
Anugerah Pekerti Independent Commissioner 6 100
Hoesen Independent Commissioner 6 100
Bani M. Mulia President Director 6 100
Ridwan Hamid Finance Director 6 100
F. Helianti Sastrosatomo Compliance Director 6 100
Tara Hidayat Human Capital Director 6 100
THE PERFORMANCE EVALUATION OF THE BOC for the 2024 fiscal year, which has also included the ESG issues,
is conducted in accordance with the procedures and criteria established by the Company,
utilizing a self-assessment method.
THE BOC PROVIDES GOOD EVALUATION OF THE PERFORMANCE OF THE SUPPORTING COMMITTEES in fiscal
year 2024, which consist of Audit Committee, Nomination and Remuneration Committee.
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THE TRAINING AND COMPETENCY DEVELOPMENT PROGRAM FOR THE BOC were undertaken throughout
2024 to enhance their ability to oversee and provide strategic direction in supporting the Company’s sustainable
objectives. The training topics also covered in-depth knowledge of sustainability issues, including ESG aspects.
BOD is an organ that is fully authorized and responsible individually and collectively for the management of the
Company according to the Company’s objectives, and represents the Company’s interests in and outside of
the court according to the provisions of the Articles of Association of the Company.
In carrying out its duties and responsibilities, the BOD have a working reference contained in THE BOARD OF
DIRECTORS CHARTER which has been approved in January 2020.
THE COMPOSITION OF BOD IN YEAR 2024, is as follows:
Name Position Basis of Appointment Term of Office
Bani M. Mulia President Director GMS Approval 30 June 2020 2020-2025
Ridwan Hamid Finance Director GMS Approval 28 June 2023 2023-2028
F. Helianti Sastrosatomo Compliance Director GMS Approval 26 June 2024 2024-2029
Tara Hidayat Human Capital Director GMS Approval 30 June 2020 2020-2025
THE DUTIES AND RESPONSIBILITIES OF THE 5. Jointly responsible for the Company loss caused by
BOD, both collectively and individually, have been the mistake or negligence of members of the BOD
established in the the BOD’s Code of Ethics and in performing their duties.
Business Conduct, as follows: 6. Provide and maintain the list of shareholders,
1. Fully authorized and responsible for managing the special list, minutes of the GMS, and BOD meetings.
Company in the Company’s interests, and represents 7. Develops an annual work plan, including the
the Company both inside and outside the court. Company’s annual budget for the upcoming fiscal
2. Prepare the Annual Report in accordance with year.
applicable laws and have it signed by all members of 8. Submits the Annual Report to the GMS upon review
the BOD and BOC. and executed by the BOC within than 6 (six) months
3. Convene the GMS as regulated by applicable laws after the end of the Company’s fiscal year at the
and Articles of Association of the Company. latest.
4. Perform duties and responsibilities with the
principles of good faith, responsible, and prudence.
The Company has convened THE BOARD OF DIRECTORS MEETINGS as regulated in Financial Services Authority
Regulation No. 33/POJK.04/2014 concerning Board of Directors and Board of Commissioners of Issuer
or Public Company, as follows:
Number of Attendance Percentage
Name Position (times) (%)
Bani M. Mulia President Director 12 100
Ridwan Hamid Finance Director 12 100
F. Helianti Sastrosatomo Compliance Director 12 100
Tara Hidayat Human Capital Director 12 100
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The self-assessment procedure was conducted for the PERFORMANCE ASESSMENT OF THE BOD in the fiscal year
of 2024. This procedure follows the criteria set by the Nomination and Remuneration Committee and the results of
this evaluation were submitted to the BOC for further review and assessment.
The President Director and the members of BOD (if required), conducts annual ASSESSMENT FOR THE
PERFORMANCE OF THE BOARD OF DIRECTORS’ SUPPORTING ORGANS, namely the Executive Committee and
CEO Office, based on each organ’s Key Performance Indicators (KPI) aligned with their respective responsibilities.
The BOD has determined that the four committees, which are the Investment, Procurement, Organization & Talent,
and Business Continuity Management, have effectively performed their duties and responsibilities throughout 2024.
TRAINING AND COMPETENCY DEVELOPMENT FOR THE BOARD OF DIRECTORS was conducted throughout
2024, featuring various training and development programs designed to enhance skills and expertise across multiple
areas, including sustainability aspects and ESG.
THE REMUNERATION FOR THE BOC AND THE BOARD OF DIRECTORS is determined through the GMS mechanism,
following prior discussions by the Nomination and Remuneration Committee. This remuneration is based on financial
and operational performance indicators of the Company.
THE REMUNERATION FOR THE BOC in year 2024 amounted to IDR16 billion. Further, the GMS delegated the
determination of the REMUNERATION FOR THE BOD (salary and benefits) for the fiscal year 2024 to the BOC.
The BOC carries out its supervisory functions with THE BOARD OF COMMISSIONERS SUPPORTING ORGANS,
which consist of 2 (two) committees, namely the Audit Committee and the Nomination and Remuneration Committee.
The Company has had an AUDIT COMMITTEE since 2009, by virtue of the Decision BOC
No. SR.02/KOM/SP/VI/2009 dated 2 June 2009, on the Establishment of Audit Committee.
The Audit Committee performs its duties in accordance with the AUDIT COMMITTEE CHARTER, which was ratified
on 27 October 2017.
AUDIT COMMITTEE COMPOSITION
Name Position Description Term of Office Basis of Appointment
Hoesen Independent
Chairperson 2023-2028 SK.23.08.018/DEKOM/SI TBK
Commissioner
Herwan Ng Member Independent Party 2021-2026 SR.21.06.007/SK/SP/DK
Aria Farahmita Member Independent Party 2021-2026 SR.21.06.007/SK/SP/DK
134 /ANNUAL & SUSTAINABILITY REPORT 2024
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To implement INDEPENDENCY OF AUDIT COMMITTEE commitment in conducting its duties and responsibilities,
the Company’s Audit Committee is led by an Independent Commissioner, as the representative of BOC, and 2 (two)
independent members who have fulfilled the provisions of the Financial Services Authority Regulation Number 55/
POJK.04/2015 concerning the Establishment and Implementation Guidelines for the Audit Committee.
DUTIES AND RESPONSIBILITIES OF THE AUDIT COMMITTEE
1. Financial Reports and Information
a. Conduct a study/review of financial information to be issued by the Company, such as financial statements,
estimations or projections, and other finance-related information.
b. Seek assurance from the BOD regarding the accuracy of the information submitted by the Company to
regulators and the public.
c. Maintain the confidentiality of documents, data, and Company information.
d. Review complaints related to the Company’s accounting and financial reporting processes.
2. Corporate Governance
a. Assess the Company’s level of compliance with the laws and regulations related to the Company’s activities.
b. Review and provide advice to the BOC regarding potential conflicts of interest.
3. Risk Management
Ensure that the Company owns and implements effective risk management systems and procedures.
4. External Audit
a. Provide recommendation to the BOC on the appointment of Public Accountant based on the independency,
scope of assignment, and fee.
b. Review the performance, independence, and objectivity of Public Accountants.
c. Communicate with Public Accountants by referring to the Audit Standard (SA 260).
d. Provide independent opinion in the event of any differences in opinion between the management
and the Public Accountant.
5. Internal Audit
a. Review the audit process conducted by the Internal Audit Division.
b. Review the performance and independence of the Internal Audit Division.
c. Monitor the implementation of the BOD findings.
d. Review and revise the Internal Audit Charter annually or as needed.
135 /PT SAMUDERA INDONESIA TBK
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In line with Financial Services Authority Regulation No. 55/POJK.04/2015, THE AUDIT COMMITTEE MEETINGS
has been convened, as follows:
INTERNAL AUDIT COMMITTEE MEETING
Number of Attendance Percentage
Name Position (times) (%)
Hoesen Chairperson 10 100
Herwan Ng Member 10 100
Aria Farahmita Member 10 100
INTERNAL AUDIT COMMITTEE MEETING WITH THE BOARD OF COMMISSIONERS
Number of Attendance Percentage
Name Position (times) (%)
Hoesen Chairperson 4 100
Herwan Ng Member 4 100
Aria Farahmita Member 4 100
Shanti Lasminingsih
President Commissioner 4 100
Poesposoetjipto
Masli Mulia Commissioner 4 100
Ken Narotama Hidayatullah Commissioner 4 100
Amir Abadi Jusuf Commissioner 4 100
Anugerah Pekerti Independent Commissioner 4 100
BRIEF REPORT ON THE IMPLEMENTATION OF AUDIT COMMITTEE DUTIES throughout 2024, the Audit Committee
has carried out its duties and responsibilities in accordance with the Audit Committee Charter, as follows:
a. Reviewed the Company’s annual and quarterly financial statements.
b. Held discussions with the Corporate Internal Audit Division regarding internal audit findings.
c. Conducted discussions with various Corporate Divisions, Management, and Subsidiaries.
d. Submitted review reports and recommendations to the BOC.
e. Discussed the audit planning process with the External Auditor.
Various NOMINATION AND REMUNERATION COMMITTEE TRAINING AND COMPETENCY DEVELOPMENT
have been conducted throughout year of 2024.
The Company established a NOMINATION AND REMUNERATION COMMITTEE in 2018 by virtue of the Decree of
the Board of Commissioners No. SK.18.09.01/SLP/DK dated 12 September 2018 on the Establishment of Nomination
and Remuneration Committee.
In carrying out its responsibilities, the Committee refers to the NOMINATION AND REMUNERATION COMMITTEE
CHARTER in Code of Ethics and Business Conduct of Nomination and Remuneration Committee.
136 /ANNUAL & SUSTAINABILITY REPORT 2024
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COMPOSITION OF NOMINATION AND REMUNERATION COMMITTEE
Nama Position Description Term of Office Basis of Appointment
Shanti Lasminingsih President
Member 2023-2028 SK.18.09.01/SLP/DK
Poesposoetjipto Commissioner
Amir Abadi Jusuf Member Commissioner 2023-2028 SK.18.09.01/SLP/DK
Notes:
Following the passing of (the late) Kuntoro Mangkusubroto as the Chairperson of Nomination and Remuneration
Committee, the Company since 2024 has been in the process of finding a suitable replacement.
INDEPENDENCY OF NOMINATION AND REMUNERATION COMMITTEE is led by an Independent Commissioner
who has met the independence criteria in conducting their duties.
DUTIES AND RESPONSIBILITIES OF THE NOMINATION AND REMUNERATION COMMITTEE
1. Nomination Function:
a. Provide recommendations to the BOCs on: (i) b. Provide recommendations to the BOC on
Composition of the members of BOD and/or capacity building program for members of the
BOC; (ii) Policies and criteria which are required BOD and/or members of the BOC; and
in Nomination process; and (iii) Performance c. Provide recommendations to the BOC on
evaluation policies for the members of the BOD potential candidates for members of the BOD
and/or members of the BOC; and/or members of the BOC to be approved
in the GMS.
2. Remuneration Function:
a. Provide recommendations to the BOC on: (i) Remuneration Structure; (ii) Remuneration Policy;
and (iii) Remuneration Amount; and
b. Assist the BOC in assessing the performance of each member of the BOD and/or the BOC against their
remuneration amount.
In 2024, NOMINATION AND REMUNERATION COMMITTEE MEETING held as follows:
Number of Attendance Percentage
Name Position (times) (%)
Shanti Lasminingsih
Member 4 100
Poesposoetjipto
Amir Abadi Jusuf Member 4 100
BRIEF REPORT ON THE IMPLEMENTATION OF NOMINATION AND REMUNERATION COMMITTEE DUTIES
in 2024 in accordance with the following activities carried out by the Nomination and Remuneration Committee:
1. Discussion on Criteria of the Directors’ Performance. 3. Discussion of Independent Commissioner
2. Discussion on the Remuneration of the Directors and candidates.
the BOC. 4. Discussion on the change to the chairperson
of the Audit Committee
Various NOMINATION AND REMUNERATION COMMITTEE TRAINING AND COMPETENCY DEVELOPMENT
have been conducted throughout year of 2024.
The BOD, in performing its duties and responsibilities assisted by THE BOD SUPPORTING ORGANS, including
the Corporate Secretary and Internal Audit.
137 /PT SAMUDERA INDONESIA TBK
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CORPORATE SECRETARY based on the Decree of the BOD No. SK.19.07.039/MM/DIR dated 10 July 2019,
the Company has appointed the Company’s Compliance Director as the Corporate Secretary:
Name : Farida Helianti Sastrosatomo
Domicile : Jakarta
Mrs. Farida Helianti Sastrosatomo’s profile can be seen in the Directors’ Profile section due to the fact that she also
serves as Compliance Director.
As stated in OJK Regulation No. 35/POJK.04/2014, THE DUTIES AND RESPONSIBILITIES OF THE CORPORATE
SECRETARY includes:
1. Follow the development of the Capital Market, especially the prevailing laws and regulations in the Capital Market;
2. Provide input to the BOD and BOC of the Company to comply with the provisions of laws and regulations in the
Capital Markets;
3. Assist the BOD and the BOC in the implementation of corporate governance which includes:
• Disclosure of information to the public, including the availability of information on the website of the Company;
• Timely submission of reports to the Financial Services Authority;
• Organization and documentation of the General Meeting of Shareholders;
• Organization and documentation of meetings of the BOD and/or BOC; and
• Implementation of the Company orientation program for the BOD and/or BOC.
4. Act as a liaison between the Public Company and its shareholders of the Company, the Financial Services
Authority, and other stakeholders.
In year 2024, IMPLEMENTATION OF DUTIES AND RESPONSIBILITIES OF THE CORPORATE SECRETARY as
follows:
1. Delivering information disclosure and reports to OJK, IDX, and the public, as well as the availability of information
on the Company’s website.
2. Organizing and documenting GMS, BOD and BOC meetings.
3. Creating Annual Reports and Sustainability Reports
In supporting the implementation of its duties and responsibilities, CORPORATE SECRETARY TRAINING is
conducted through participation in various training programs/seminars aimed at enhancing competencies,
can be seen in the following include:
1. In-depth Study of Indonesia Stock Exchange Regulation No. I-E on Information Disclosure Obligations, organized
by the Indonesia Corporate Secretary Association (ICSA).
2. Sustainability IDX-APINDO Seminar, organized by the Financial Services Authority (Otoritas Jasa Keuangan).
3. Indonesia’s Economic and Capital Market Development edition September 2024, organized by Equipment
& Services Division of Listed Companies of Indonesia Stock Exchange.
4. Intensive Bootcamp - Indonesia Capital Market Law, organized by ET – Asia.
138 /ANNUAL & SUSTAINABILITY REPORT 2024
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INTERNAL AUDIT is a crucial component the Company’s internal control system, playing a strategic role and aiming
to assist the BOD in ensuring all internal control processes operate effectively and efficiently in the implementation of
risk management and the application of GCG principles.
For the internal audit function, the Company established the Corporate Internal Audit Division (DCIA) in accordance
with Financial Services Authority Regulation No. 56/POJK.04/2015 concerning Formation and Guidelines for Drafting
the Internal Audit Unit Charter.
The Company has developed an INTERNAL AUDIT CHARTER as a guideline for the implementation of
DCIA operations, which was approved on 4 January 2021.
As stipulated in the Internal Audit Charter, the DUTIES AND RESPONSIBILITIES OF INTERNAL AUDIT include:
1. Assist the BOC and the President Director in performing their supervisory functions by providing assurance
and consulting services.
2. Prepare and implement the Annual Audit Plan.
3. Provide sufficient assurance by objectively evaluating the adequacy and effectiveness of the corporate
governance, risk management, and internal control of the Company.
4. Provide suggestions for improvement and objective information regarding activities reviewed at all managerial
levels, monitor, analyze, and report the follow-up actions for improvement as recommended.
Authorities of INTERNAL AUDIT, includes:
1. The Head of DCIA has the independence to determine audit methods and approach in accordance with internal
audit standards and professional practices.
2. DCIA has unrestricted access to all relevant data, properties, and employees across the Company
and its subsidiaries.
3. The Head of DCIA may arrange a meeting with the BOC, BOD, and/or the Audit Committee.
4. Coordinate the activities of DCIA with external auditors.
5. DCIA participate in a strategic meeting without voting rights for decision-making.
HEAD OF INTERNAL AUDIT PROFILE in year 2024 is Teguh Basuseto, who was appointed based on the BOD Decree
No. 4075/SK/HC/SI/X/2024 dated 4 October 2024.
Corporate Internal
Name Teguh Basuseto Position
Audit Division Head
Master of Business Administration Audit
Education (MBA) in Finance Certifications Not yet certified
Background
City University, United States Held
Career Experience
He has built a career within the Samudera group for over 25 years and has been entrusted with leadership roles across various
business segments, both domestically and internationally, including Shipping, Agencies, Logistics, Land Transport, Depot,
and Terminal. His recent position prior to serving as the Head of DCIA was Managing Director of PT Tangguh Samudera Jaya, where
he focused on International Container Terminal operations.
139 /PT SAMUDERA INDONESIA TBK
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INTERNAL AUDIT POSITION which led by the Head of DCIA is appointed and dismissed by the BOD with the
approval of the BOC. In the organizational structure, DCIA is responsible and reports directly to the President
Director, in consultation with the Audit Committee.
PRESIDENT DIRECTOR AUDIT COMMITTEE
STRUKTUR ORGANISASI
NO. DCIA/R-05/04/21
DIVISION HEAD
INTERNAL AUDIT INTERNAL AUDIT INTERNAL AUDIT INTERNAL AUDIT
DEPARTMENT 1 DEPARTMENT 2 DEPARTMENT 3 DEPARTMENT 4
INTERNAL AUDIT QUALITY ASSURANCE
SPECIALIST SECTION
DEVELOPMENT
SECTION
At the end of fiscal year 2024, the number of Corporate Internal Audit Division personnel was 10 with the following
composition:
No Name Total
1 Corporate Internal Audit Division Head 1
2 Corporate Internal Audit Department Head 4
3 Quality Assurance 1
4 Development 1
5 Internal Auditor Specialist 3
Total 10
To increase the effectiveness of the audits conducted, the Company equips DCIA auditors with INTERNAL AUDIT
CERTIFICATIONS programs, both at the national and international levels. The audit certifications held by
DCIA employees in year 2024 are as follows:
No Certifications Total
1 Certified Forensic Auditor (CFrA) 1
2 Qualified Internal Auditor (QIA) 6
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141 /PT SAMUDERA INDONESIA TBK
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Throughout year 2024, IMPLEMENTATION OF INTERNAL AUDIT DUTIES including:
1. Preparation of Annual Budget Plan;
2. Preparation of the Corporate Internal Audit Development Program;
3. Enhancement and utilization of an integrated audit management system;
4. Conducted audits on 15 (fifteen) subsidiaries, both within and outside Indonesia
All audit findings are presented with recommendations for improvements and follow-up, and reported regularly
to the Audit Committee and the BOD.
Referring to the Internal Audit Charter, DCIA is required to conduct an INTERNAL AUDIT MEETING regular and
ad hoc with the BOD, BOC, and/or the Audit Committee. Throughout year 2024, DCIA has conducted
21 (twenty one) meetings, with the following details:
Meeting Number of Meetings
Internal 13
Corporate Internal Audit with the Board of Directors 4
Corporate Internal Audit with Audit Committee 4
Throughout year 2024, the Company enrolled its internal auditors in various INTERNAL AUDIT PERSONNEL
TRAINING programs to enhance their skills and expertise in auditing, with a total of 34 (thirty four) training programs.
THE INTERNAL CONTROL SYSTEM is an integrated process of actions and activities continuously performed by
management and all employees to provide reasonable assurance of achieving 3 key objectives:
1 Operational Objectives 2 Reporting Objectives 3 Compliance Objectives
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The establishment and development and of Internal the Company to always be ready and willing to make
Control System conducted based on reference to the improvements to ensure the availability of a reliable
internationally recognized control frameworks, namely Internal Control System for the Company.
the Committee of Sponsoring Organizations of the
Treadway Commission (COSO). RISK MANAGEMENT in the Company is conducted by
considering changes in both the external and internal
As an implementation of this Internal Control System, environment.
the Company has established various policies and
supporting guidelines, and the Risk Register has been The Company continuously develops risk management
integrated with Standard Operating Procedures (SOP) procedures and methodologies to support the
which are regularly updated to align with operational identification, analysis, evaluation, mitigation, and
and business developments in 2024 OBSERVATION reporting of risk profiles. These efforts aim to enhance
OF THE EFFECTIVENESS OF THE INTERNAL stakeholder confidence and assurance, ensuring that
CONTROL SYSTEM. established objectives are achieved effectively and
efficiently.
Periodic supervision is carried out through DCIA to
ensure compliance with regulatory SOP and the internal The Company’s RISK MANAGEMENT POLICY is
control system throughout 2024 has been running outlined in the Enterprise Risk Management (ERM)
effectively and efficiently. framework which has been implemented since 2017.
STATEMENT OF THE BOD AND/OR BOC ON THE The Corporate Risk Management Division is responsible
ADEQUACY OF THE INTERNAL CONTROL SYSTEM, for managing the Company’s risks, which is conducted
the current Internal Control System has met the involving the BOD that evaluates key corporate risks,
minimum standards to ensure effectiveness, efficiency, heads of divisions, branches, and subsidiaries, to assess
reliability, security, and regulatory compliance. specific risks relevant to their respective business units.
However, there will always be room for improvements. Regular monitoring of specific risks is implemented
to ensure the adequacy and effectiveness of risk
Various changes that occurs, both internally and responses.
driven by external situations and conditions, require
COMPANY
STRATEGIC OBJECTIVES
Strategic objectives that
have been determined by
management.
MONITORING RISK
& REPORTING IDENTIFICATION
Monitoring, reporting and Determine the potential
continuous improvement. uncertainties that occur and
SHORT-TERM impact the achivement of
RISK temporary goals.
LONG-TERM
RISK
PORTFOLIO
RISK RISK RISK
MANAGEMENT ASSESSMENT
Accepting, reducing, sharing Evaluate the risk identified
or avoiding identifield risk. and depicted in the risk map.
143 /PT SAMUDERA INDONESIA TBK
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RISK PROFILES AND MITIGATION EFFORTS, are as follows:
Type of Risk Explanation Mitigation Effort
The global and regional trend
The Company specially monitors market developments,
pressures in the fields of economy
and national as well as regional politics situations.
and politics.
Maintaining and expanding business networks, increasing cost
efficiency, optimizing equipment and utilization of networks
Decline in contribution from
across all business units, consolidating industries, diversifying the
the main business line.
Company’s revenue streams, and developing the new business
Strategic Risk
lines.
Strengthening focus on sustainable commercial and operational
quality, and reinforcing the organization through restructuring.
Primary market imbalance and
changes in market trends. Conducting rigorous selection on investment proposals with
consideration towards economic, social, environmental,
and compliance risks.
Optimizing workplace safety programs, insurance coverage for
assets and employees, and implementing policies related to
environmentally friendly business practices.
Accidents and pollution on ships
Operational
and work equipment operated by Implementing relevant ISO certification programs in business
Risk
the Company. units, for service quality standards, environmental management,
and occupational safety. Conducting a rigorous selection,
appointment, and evaluation process for suppliers, in line with
the regulations and the Company’s operational requirements.
Regularly updating Standard Operating Procedures (SOP)
to comply with the latest laws and regulations.
Non-compliance with laws
Legal Risk
and regulations. Requiring employees to sign an integrity pact as a commitment
to protect the business and ensure compliance with applicable
regulations.
Compliance Non-compliance with company
Requires all employees to sign an integrity pact.
Risk code of conducts.
Information
Conducting cyber security risk assessments and implementing
Systems and Cyber-attacks that can affect
risk mitigation measures with a focus on Business Continuity
Technology financial and operational aspects.
Management.
Risk
Executing hedging strategies for all obligations of foreign
currencies.
Fluctuations in currency
Financial Risk
exchange rate.
Implementing the conversion process for functional currency
valuation recording.
Developing strategic partnerships with other principals based
Competition
Freight Rate Volatility. on mutual benefit, increasing cost efficiency and expanding into
Risk
new service areas.
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Short Term and Medium Term Long Term
No Type of Risk
Risk Mitigation Risk Mitigation
Extreme weather
conditions such as
storms, high waves, and Changes in marine
Conducting studies to
droughts can disrupt Enhancing its digital ecosystems and the
adjust shipping route
shipping routes and weather monitoring shift in trade routes due
strategies and actively
schedules, increasing systems, strengthen to Arctic ice melting
participating in global
the risk of maritime crew safety standards, and unpredictable
forums to contribute
1 Physical Risks accidents. Rising sea and invest in more weather patterns may
to the development
levels and increasing adaptive vessel disrupt agricultural
of policies addressing
temperatures pose technologies to and plantation supply
climate change impacts
potential threats to port mitigate climate-related chains, impacting
on the logistics and
infrastructure, vessel risks. logistics and global
shipping sectors.
performance, and the shipping routes.
health and safety of
crew members.
The Company faces
challenges from
tightening regulations,
including the IMO
Carbon Intensity The Company has
Indicator (CII) 2023 adopted the use In response,
and IMO EEDI/EEXI of VLSFO, actively the Company has
standards, which monitors Carbon begun developing
require compliance Intensity Indicator and adjusting its
with stricter emission (CII) ratings, and long-term transition
Market shift toward
reduction targets. explores dual-fuel and decarbonization
zero-emission
Further, operational LPG and biofuel roadmap while
Transition transportation, poses
2 costs are expected to technologies. Further, strengthening
Risks significant challenges
rise due to the need for sustainability strategies collaborations with
for the shipping
investments in energy are integrated into the industry partners and
industry.
efficiency and low- procurement of new green technology
carbon fuel alternatives. vessels and investments providers to navigate
Increasing pressure in low-carbon regulatory changes
from investors and operational equipment and evolving market
customers demanding to meet stakeholder demands.
environmentally expectations.
friendly services
further influences the
Company’s business
strategy.
RISK ASSESSMENT OF SUSTAINABLE BUSINESS IMPLEMENTATION includes the following key areas:
1. Environmental Risks, covering environmental impact 3. Governance Risks, addressing good corporate
analysis, environmental performance measurement, governance principles, anti-corruption policies,
and waste management. conflict of interest prevention, and transparent
2. Social Risks, covering the analysis of the Company’s and accountable governance practices.
social impact, risk management on compliance and 4. Economic Risks, involving job creation,
occupational safety, and monitoring of partnership collaboration with businesses, particularly Small
and corporate social responsibility programs. and Medium Enterprises (SME), and compliance
with tax and regulatory obligations.
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Throughout year 2024, the Company did not encounter Governance, Risk, and Compliance in the Company.
any issues or incidents of non-compliance related It is proven by the favorable result of the Risk Maturity
to the implementation of sustainability practices. Assessment (RMA) conducted to assess the maturity
The Company remains committed to implementing and effectiveness of Business Units in identifying and
best ESG practices and maintaining full regulatory mitigating risks.
compliance.
STATEMENT OF THE BOD AND/OR BOC OR AUDIT
The Company regularly manages operational risks and COMMITTEE ON THE ADEQUACY OF THE RISK
records risk events through the Audit Risk Management MANAGEMENT SYSTEM is considered adequate.
System (ARMS), as well as the implementation of
Business Continuity Management and conducted risk As part of the Company’s commitment to provide
reviews for strategic investments of the Company. accountable, independent, and fair information
Throughout 2024, some risk events occurred, and data, the Company uses the services of a
particularly in the operational category, however, they PUBLIC ACCOUNTANT to conduct an examination
were promptly addressed to minimize potential impacts or audit the Financial Statements in accordance with
and corrective actions have been developed to prevent applicable Financial Accounting Standards in Indonesia.
recurrence. This demonstrates that the Company’s Risk
Management System with continuous improvements has The Company has appointed Public Accounting Firm
been operating effectively. (“PAF”) Purwantono, Sungkoro & Surja (a member of
Ernst & Young Global Limited) as the PAF and
EVALUATION OF THE EFFECTIVENESS OF Mr. Said Amru of the firm as the External Auditor, to
THE RISK MANAGEMENT SYSTEM has made a audit the Company’s Consolidated Financial Statements
positive contribution to the Company’s planning, for the fiscal year ending 31 December 2024.
decision-making process, and the implementation of
Fiscal Year PAF Auditor Audit Service
Purwantono, Sungkoro & Surja
2024 Said Amru Annual Consolidated Financial Statements
(firma anggota Ernst & Young Global Limited)
Purwantono, Sungkoro & Surja
2023 Said Amru Annual Consolidated Financial Statements
(firma anggota Ernst & Young Global Limited)
Purwantono, Sungkoro & Surja
2022 Said Amru Annual Consolidated Financial Statements
(firma anggota Ernst & Young Global Limited)
Purwantono, Sungkoro & Surja
2021 Sinarta Annual Consolidated Financial Statements
(firma anggota Ernst & Young Global Limited)
Purwantono, Sungkoro & Surja
2020 Sinarta Annual Consolidated Financial Statements
(firma anggota Ernst & Young Global Limited)
Purwantono, Sungkoro & Surja
2019 Sinarta Annual Consolidated Financial Statements
(firma anggota Ernst & Young Global Limited)
2018 Satrio Bing Eny & Partners Muhammad Irfan Annual Consolidated Financial Statements
The professional fee for the 31 December 2024 dispute against Koperasi Tenaga Kerja Bongkar Muat
audit services is IDR 4,4 billion exclusive of Samudera Sejahtera (TKBM Komura) regarding
Value Added Taxes (VAT). the stevedoring container handling fees.
As of the issuance date of this report, an IMPORTANT Throughout year 2024, the Company, the BOC,
CASE IN 2024 in the Company, the Supreme Court and the BOD did not face any ADMINISTRATIVE
of the Republic of Indonesia has granted a Cassation SANCTIONS from capital market authorities or other
verdict No. 311 K/Pdt/2024 dated 2 April 2024, regulatory bodies that could have a material impact on
in favor of PT Pelabuhan Samudera Palaran on a civil the Company.
147 /PT SAMUDERA INDONESIA TBK
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The Code of Ethics also contains policies to avoid
conflicts of interest.
ENFORCEABILITY THE CODE OF ETHICS applies to
members of the BOD and BOC, employees including
permanent and contract, supporting organs in the
Company and legal entities whether established directly
or indirectly by the Company or through joint capital
agreements with third parties,
both at home and abroad, under the control of the
Company (“Subsidiaries”).
SOCIALIZATION OF THE CODE OF ETHICS, including
the policies related to anti-corruption,
anti-monopoly, and unfair business competition,
as well as whistleblowing channels is carried out via
face to face socialization every 3 (three) years, through
online annually, email from Corporate Digital Division
by online, offline, and through orientation programs for
new employees. After participating in the socialization,
all participants are required to sign an Integrity Pact.
SANCTIONS FOR VIOLATIONS OF THE CODE
OF ETHICS are imposed in accordance with the
regulations set forth in the Company’s internal policies.
Throughout year 2024, there were no recorded
violations of the Code of Ethics, and no conflicts of
interest were identified involving the BOC or the BOD.
The Company does not have a specific LONG-TERM
COMPENSATION POLICY FOR MANAGEMENT
AND EMPLOYEES regarding share ownership
programs, such as Management Stock Option Plan
(MSOP) and/or Employee Stock Ownership Plan
(ESOP).
THE DISCLOSURE OF SHARE OWNERSHIP POLICY
is implemented whenever there is a change in share
ownership by the BOC or BOD in the Company.
In such cases, the BOC or BOD is required to disclosed
the transparency in their share ownership in accordance
with Financial Services Authority regulations
One of the commitments to implementing Governance (Otoritas Jasa Keuangan or OJK).
is the development of a CODE OF ETHICS AND
COMPANY’S BUSINESS CONDUCTS THE ANTI-CORRUPTION POLICY in the Company
(“Code Of Ethics”). has been developed in accordance with applicable
regulations by obtaining and reinforcing
COMPOSITIONS OF THE CODE OF ETHICS consists of ISO 37001:2016 certification.
20 (twenty) articles that define the ethical standards and
business conduct for performing duties in the Company The Company has conducted a comprehensive
in good faith, full of responsibility, and prudence. evaluation across high-risk operational areas for
148 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 150
corruption-related practices. Following this assessment, report violations, irregularities, or errors that may occur
the Company has tightened the implementation in the Company’s operational processes.
of Standard Operating Procedures (SOP) in areas This system also serves as a preventive measure
identified as vulnerable. to uphold ethical conduct and integrity across all levels
of the organization.
The Company conducts regular socialization and
training sessions on anti-corruption policies for Reports submitted through the WBS system shall be
all employees to build a culture of integrity and directly reviewed at the highest level of corporate
transparency within the workplace. Further, governance, in BOD and BOC meetings, as well as joint
the Company requires all suppliers and business meetings between both governance bodies to ensure
partners to sign an Anti-Bribery and the reported issues are handled strategically
Corruption Integrity Pact. and responsibly.
The Company has established a WHISTLEBLOWING
SYSTEM (WBS) as a mechanism for stakeholders to
Mechanism for submission of alleged violation reports,
investigation, and whistleblower protection
in the Company is outlined in the Whistleblowing Policy,
and using the following channels:
Email : kode.etik@samudera.id
HP : 081515540000
Mail, addressed to :
Samudera Indonesia Compliance Committee
Samudera Indonesia Building, 8th Floor
Jl. Letjen. S. Parman Kav. 35 Jakarta 11480, Indonesia
With the following reporting mechanism:
Reporting can be done anonymously, but must attach supporting documents to the report.
The reporter provides information about the incident along with proof(s).
The reporter informs whether he/she is willing to be contacted for confirmation and follow-up
reporting purposes.
The designated reporting entity, in accordance with its authority to receive reports, will issue
a complaint reference number that can be used by the whistleblower to track the status
of their report follow-up process.
TOTAL COMPLAINTS IN YEAR 2024 there are 20 (twenty) verified reports on the WBS, however the reports were
happening in Subsidiaries, and none connecting to the Company.
Based on the results of the follow-up to the 16 (sixteen) reports, 9 (nine) reports were declared proven.
The number of personnel who received sanctions for reports that were declared proven was 13 (thirteen) personnels.
149 /PT SAMUDERA INDONESIA TBK
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IMPLEMENTATION OF PUBLIC COMPANY GOVERNANCE in the Company has referred to the Guidelines for
Public Company Governance regulated under Financial Services Authority Regulation No. 21/POJK.04/2015 Year
2015 concerning the Implementation of Guidelines for Public Company Governance which is elaborated in Financial
Services Authority Circular Letter No. 30/SEOJK.04/2016 concerning the Format and Content of the Annual
Report for Issuers or Public Companies, which contains 5 (five) aspects, 8 (eight) principles and 25 (twenty five)
recommendations with the following description:
Explanation of Application in
No Principle Recommendation Samudera Indonesia Description
Aspect 1: Relationship between Public Listed Company and Shareholders in Securing the rights of Shareholders
Public Listed Companies have a
method or technical procedure The Company has a decision making
for collecting votes (voting) both procedure that is stated in the Rules of
√
openly and privately that prioritizes Procedure for the Company’s General
independence, and the Meeting of Shareholders.
interests of shareholders.
I Principle 1
Increase the Value
of
the GMS All members of the BOD and members Information on the attendance of the
of the BOC of the Public Listed BOD and BOC at the GMS is available √
Company attended the Annual GMS. on page 126.
Summary of GMS minutes is available The summary of the GMS minutes is
on the Public Listed Company’s always uploaded and available on the √
Website for at least 1 (one) year. samudera.id website.
The Public Listed Company has The company is still in the process of
a communication policy with establishing communication policies With explanation
Principle 2 shareholders or investor. with external parties.
Improving the
Quality of Public
Listed Company’s
Communication
with Shareholders
or Investors A Public Listed Company discloses
The company is still in the process of
its communication policy with
establishing communication policies With explanation
shareholders or investors on its
with external parties.
Website.
Aspect 2: Function and Role of the Board of Commissioners
Determination of the number of The current number of the BOC is 6
members of the BOC considers people, taking into account the scope
√
the condition of the Public Listed of business lines and the number of
Principle 3 Company. subsidiaries.
Strengthening the
II Membership and
Composition
of the Board of
Commissioners Determination of the composition The Company pays attention to
of the BOC takes into account the diversity in selecting and appointing
√
diversity of expertise, knowledge, members of the BOC, as reflected in
and experience required. the BOC profiles available on page 72.
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Page 152
Self-assessment of the performance
of the members of the BOC as a
The BOC has a self assessment policy collegial body has been conducted
√
to assess the performance of the BOC. annually based on criteria prepared
by the Nomination and Remuneration
Committee.
Self-assessment policy to assess the
Principle 4 An explanation of the self assessment
performance of the BOC, disclosed in
Improving the policy for the BOC is disclosed on √
the Annual Report of the Public Listed
Quality of the page 131.
Company.
Implementation
of Duties and
Responsibilities of
The policy for handling members of
the Board of The BOC has a policy regarding the
the BOC when involved in financial
Commissioners resignation of members of the BOC √
crimes is contained in the BOC Code of
if they are involved in financial crimes.
Ethics and Business’ Conducts.
The BOC or the Committee that carries
The Nomination and Remuneration
out the Nomination and Remuneration
Committee has developed a
function develops a succession policy √
succession policy, which is available on
in the process of nominating members
page 136.
of the BOD.
Aspect 3: Function and Role of the BOD
Determination of the number of The current number of BOD members
members of the BOD considers the is 4 and is considered adequate in
condition of the Public Listed Company accordance with the conditions of the √
Principle 5
as well as the effectiveness in decision company and the purpose of decision
Strengthen the
making. making effectiveness.
Membership and
III
Composition
of the Board of
Determination of the composition of The Company pays attention to
Directors
the BOD members has considered the diversity in selecting and appointing
√
diversity of expertise, knowledge, and members of the BOD, reflected in the
experience required. BOD profiles available on page 82.
The Company’s Finance Director
Members of the BOD in charge of
has expertise and knowledge in
accounting or finance have expertise √
accounting, as shown in his profile on
and/or knowledge in accounting.
page 84.
The self-assessment policy for the
The BOD has a self assessment policy performance of the BOD is set out
√
to assess the performance of the BOD. in the BOD Charter and
Code of Conduct.
Principle 6
Improving the
Self-assessment policy to assess the
Quality of the An explanation of the self assessment
performance of the BOD is disclosed
Implementation policy for the BOD is disclosed on √
in the annual report of the Public Listed
of the Duties and page 134.
Company.
Responsibilities of
the Board of
Directors.
The policy of handling members
The BOD has a policy regarding the
of the BOD if they are involved in
resignation of members of the BOD if √
financial crimes is regulated in the BOD
they are involved in financial crimes.
Guidelines and Code of Ethics.
151 /PT SAMUDERA INDONESIA TBK
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Aspect 4: Stakeholder Participation
The Company has a policy on insider
Public Listed Companies have policies trading which is contained in the
√
to prevent insider trading. Company’s Code of Ethics and
Code of Conduct.
The Company has an anti-corruption
and anti-fraud policy, and is in the
Public Listed Companies have anti-
process of obtaining ISO 37001 √
corruption and anti-fraud policies.
Anti-Bribery Management System
certification.
Principle 7
Improving The Company has corporate policies
Corporate The Public Listed Company has a policy
IV and regulations for procurement
Governance on the selection and upgrading of √
including selection and upgrading
Aspects suppliers/vendors.
of suppliers or counterparties.
through
Stakeholder
Participation
The Company regulates the fulfillment
Public Listed Companies have policies
of creditors’ rights in each loan √
on the fulfillment of creditors’ rights.
agreement.
The Company has implemented a
The Public Listed Company has a
whistleblowing system, as reviewed √
whistleblowing system policy.
on page 149.
The Public Listed Company has a policy
of providing long-term incentives to The company has no such program. With explanation
the BOD and employees.
Aspect 5 : Information Disclosure
The company uses various social
The Public Listed Company utilizes
media platforms as information
the widespread use of information
channels for the public, including: √
technology in addition to the Website
Twitter, Instagram, Facebook
as a medium for information disclosure.
and Linkedin.
Principle 8
V Improve the
Implementation
of Information The Annual Report of a Public Listed
Disclosure. Company discloses the ultimate
beneficial owner in the shareholding of
Information on shareholdings of at
the Public Listed Company of at least
least 5%, and major and controlling
5% (five percent), in addition to the √
shareholdings have been disclosed
disclosure of the ultimate beneficial
on page 66.
owner in the shareholding of the Public
Listed Company through the main and
controlling shareholders.
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SusTaInability
Report
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REPORtINg ScOPE
This report is prepared by referring to the Financial Services Authority Regulation (POJK) No. 51/POJK.03/2017
concerning the Implementation of Sustainable Finance for Financial Services Institutions, Issuers, and Public
Companies, as well as the Global Reporting Initiative (GRI) Standards. The report discloses activities related to social
and environmental responsibility, as well as economic impacts, including sustainability performance information from
Subsidiaries. There is a restatement regarding water usage unit in previous sustainability reports and adjustment of
emission factor references. This sustainability report has not been verified by independent external party.
SUStAiNABILITY StRATEGY
The Company is committed to establish Sustainability as integral parts of its operations and business development
by integrating Environmental, Social, and Governance (ESG) principles into all aspects of its operations.
In year 2024, the Company focused on enhancing internal capacity to ensure more structured and effective ESG
application. Concrete steps taken include:
1. Integration of Divisions
Merged the Corporate Investor Relations and the Corporate ESG Division, because the Company recognized
investors as key stakeholders in advancing sustainability, therefore the ESG strategies alignment with investor
expectations became increasingly crucial. Through the integration, the Company can communicate a more
comprehensive and strategic ESG performance to investors while ensuring sustainability aspects are embedded
in every business decision.
2. Developing Digital Platform
To increase efficiency and accuracy in ESG reporting, the Company develops a digital platform designed to
manage centralized ESG data, so that the Company can strengthen the transparency and accelerate the decision
making process. This Platform also enables every Subsidiary to seamlessly collect, report, and monitor ESG
performance.
Through these initiatives, the Company continues to strive in fostering long term value for stakeholders and contribute
to achieve sustainable growth.
The Sustainability Strategy of the Company focuses on 3 main ESG pillars with 5 key aspects, which are Climate
Action, Environment & Ecosystem, Better Workplace, Community Empowerment, and Accountability & Ethical
Governance.
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SUSTAINABILITY FOCUS AREA OF SAMUDERA INDONESIA
ENVIRONTMENT SOCIAL GOVERNANCE
Climate Action Better Workplace Accountability & Ethical
• Energy Efficiency • Employees Health & Safety Governance
• Emissions Reduction • People Development • Business Ethics
• Diversity & Inclusion • Good Corporate
Environtment & Ecosystem Governance
• Waste Management Community Empowerment • Data & Information
• Water & Effluent • Business & Human Rights
• Protect Marine Ecosystem • Local Economic Impact
These five aspects are formulated into topics in which its materiality was assessed by engaging relevant stakeholders
including business units, suppliers, customers, business associations, and governments. This assessment reflects its
impact and significance to the businesses (financial materiality) and stakeholders (impact materiality). The analysis
results are outlined into Materiality Matrix which serves as a guideline in managing and implementing sustainability
initiatives systematically. From the matrix, material topics were derived which serves as the Company ’s strategic
focus, which includes: Regulatory Compliance, Data & Information, Business Ethics, Anti-Bribery, GHG Emissions,
Energy, Human Capital, and Occupational Health and Safety.
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SAMUDERA MATERIALITY MATRIX
Health & Safety
Regulatory Compliance
Business Ethics
Data & information
GHG Emissions
Training & Development Anti - Corruption
Waste Management
Human Capital
Diversity & Inclusion
Energy Efficiency
Human Rights
Local Economic Impact
Impact Materiality (Y)
Sustainable Procurement
Biodiversity
Water & Effluent
Financial Materiality (X)
Environment Social Governance
Lower Impact - Monitored Topics Medium Impact - Actively Managed Higher Impact - Strategic Focus
159 /PT SAMUDERA INDONESIA TBK
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ENVIRONMENTAL ISSUES
(Climate Action, Environment & Ecosystem)
The Company focuses on climate action and responsible environmental and ecosystem management, which main
initiatives include:
• Energy efficiency through Ship Energy Efficiency Management Plan (SEEMP) to reduce fuel usage and emissions.
• The use of low-emission fuel, such as LSFO and biodiesel, as well as dual fuel (LPG) technology.
• Ballast Water Management to prevent the spread of invasive species and protect marine ecosystems.
• Green Port Transformation through the usage of renewable energy, electrification, and digitalization.
• Responsible waste management covering both office and industrial areas.
• Biodiversity protection initiatives, including coral reefs rehabilitation and mangrove planting through
Samudera Indonesia Peduli Foundation.
The focus of environmental issues support the following Sustainable Development Goals:
SOCIAL ISSUES
(Better Workplace, Community Empowerment)
The Company is committed to creating positive social impacts through:
• Employee competency development via mandatory training programs, digital-based learning systems,
and employee scholarships.
• Occupational Health and Safety (OHS) through the implementation of standardized SOPs
and ISO 45001 certification.
• Promotion of diversity and inclusion by fostering a discrimination-free workplace.
• Fulfillment of employee rights, including fair remuneration, health insurance, pension funds,
and an inclusive work environment.
• Community welfare enhancement through MSMEs empowerment programs, seafarer
scholarships, waste bank projects empowering women and local communities,
and the school boat program to increase access to education.
The focus of social issues support the following Sustainable Development Goals (SDGs):
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GOVERNANCE
(Accountability & Ethical Governance)
Sustainability governance is focused on transparency, ethics, and business resilience, including:
• Strengthening Sustainability Governance commitment through top management involvement, policies supporting
the SDGs, the establishment of a dedicated ESG division, and business and ESG-related risk management.
• Compliance with national and international ESG regulations, including the International Maritime Organization
(IMO) and the Indonesian regulations.
• Data security-based digitalization with ISO 27001 certification to enhance operational efficiency and customer
safety.
• Development of a code of ethics based on anti-bribery, and conflict-of-interest prevention principles with
ISO 37001 certified.
• A secure whistleblowing system with transparent follow-up mechanisms.
• Transparency in information management by ensuring clear and accessible communication for stakeholders
through information portals or periodic reports.
The focus of governance issues supports the following Sustainable Development Goals (SDGs):
161 /PT SAMUDERA INDONESIA TBK
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SUStAiNABILITY GOVERnANcE
The Company supports Sustainable Development and environmentally friendly business practices. In the year 2024,
the Company further strengthened its sustainability governance structure to ensure its sustainability strategies,
policies, and practices are effectively implemented according to the established targets by establishing the Investor
Relations & ESG Division under the Compliance Director.
The following outlines the Company’s Sustainability Governance Structure:
GENERAL
MEETING OF
SHAREHOLDERS
BOARD OF
COMMISSIONERS
PRESIDENT
DIRECTOR
COMPLIANCE
DIRECTOR
CORPORATE
CORPORATE CORPORATE
CORPORATE CORPORATE INVESTOR CORPORATE
RISK SECRETARY &
LEGAL COMPLIANCE RELATIONS PROCUREMENT
MANAGEMENT COMMUNICATIONS
& ESG
BUSINESS UNITS, FOUNDATIONS, AND CORPORATE FUNCTIONS
At the top management level, the BOC has authority The responsibility is delegated to the Corporate
to strategically supervise the Company’s sustainability Investor Relations & ESG Division and other relevant
initiatives. The BOD is primarily responsible for divisions to execute the Company’s established
determining the direction and strategy of sustainability, sustainability initiatives.
where the Compliance Director coordinates the
implementation of sustainability initiatives to conform The BOD continuously manages risks and implements
with ESG principles, including governance aspects. optimal mitigation strategies for sustainable finance
162 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 164
practices. Besides, the BOD continuously identify In addition to impact management and regular
challenges in sustainable finance implementation and sustainability performance monitoring, the BOD is also
respond to these challenges by conducting intensive responsible for the quality and transparency of the
training programs and partnering with strategic partners Sustainability Report and ensuring sustainable finance
to enhance internal capabilities. implementation conforms with prevailing regulations.
StAKEHOLdERs ENgAGEMENt
The Company actively involves relevant stakeholders throughout the planning, implementation, monitoring,
and evaluation stages of sustainability-related programs to ensure positive impacts on stakeholders.
The following are the identified stakeholders and their engagement type:
Stakeholders Engagement
Stakeholders Engagement Methods
General Meeting of Shareholders, Public Exposes, Annual Reports and Sustainability
Shareholders
Reports, face to face communications, website as well as other social media.
Customers Customer gatherings, customer satisfaction surveys.
Training, email, employee and management meeting notifications, induction programs,
Employees
employee satisfaction surveys, town hall meetings, Company events.
Periodic and incidental reports, necessary information, request for approval
Government and Policymakers
as per regulations, in addition to meetings with policymakers.
Business partner meetings, work contracts, operational coordination,
Business Partners and Suppliers
socialization of Company code of ethics and integrity pact.
Community, Local Community Community feedback channels, CSR activities.
Associations Membership, meetings, industry gatherings.
ChALlENgES ON SUStAiNABILITY 3. Investment & Infrastructure Constraints.
IMpLEMENtATIoN The transition to green technology requires
significant investment and the adoption is limited.
1. ESG Maturity Level in the Shipping & Logistics Meanwhile the supporting infrastructure, such as
Sector. low-emission bunker remains scarce.
Awareness of sustainability within the industry and
domestic market remains varied, thus greater efforts To support sustainability implementation and address
and collaboration with all stakeholders are required these challenges, the Company has established an ESG
to facilitate the comprehensive adoption of ESG framework as a guiding mechanism for its activities and
practices. decision-making in the pursuit of sustainable growth.
2. Suboptimal National Regulations. In addition, the Company has strengthened
The implementation of government policies sustainability governance by forming a dedicated
in the shipping and logistics sector promoting structure responsible for ESG implementation in the
sustainability is still evolving and has not yet fully Company operations both in the level of corporate and
supported faster and broader implementation. business units.
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SUStAiNABlE ECONOMIC As part of its commitment to sustainability, the Company
PERfORmANcE made various strategic investments, including the
construction of new vessels with modern technology
The Company contributes in supporting national and the development of more environmentally friendly
economic growth by fostering sustainable economic ports. In 2024, the Company purchased 8 new vessels.
performance. As an integral part of Indonesia’s shipping In addition, the Company also invested in shipyard
industry, the Company faces significant challenges, construction. The Company recorded a direct economic
including geopolitical tensions, declining freight rates, value generated amounting to USD 751.8 million,
and impairment of certain vessels. However, with a decreasing by 7.1% compared to the previous year.
strong commitment to sustainability, the Company Additionally, the economic value distributed by the
continues to adapt and innovate, ensuring fulfilment Company during the year 2024 was recorded at USD
of market demands and positive contribution to the 702.7million, decreasing by 9.3% compared to the
environment and society. Through effective and previous period.
efficient management, the Company strives to create
long-term value, maintain competitiveness, and support From the distributed economic value, the distribution
the achievement of sustainable development goals to employees in the form of salaries, bonuses, and
in Indonesia. benefits increased to USD 94.0 million, representing a
8.9% increase compared to the previous period at USD
ECONOMIC DISTRIBUTION 85.6 million. The contributions to fund providers, both
FOR STAKEHOLDERS creditors and shareholders, experienced a significant
decrease of 32.4% compared to the previous year.
Throughout year 2024, the Company recorded a Furthermore, distributions to the government through
relatively decreased financial performance compared tax payments decreased by 10.4%. On the other hand,
to the previous year due to freight rates adjustments. distribution for the community through CSR programs
Service revenue experienced a decline from reached USD 1.5 million, increased by 16.2% from the
USD772.4 million to USD737.4 million. Nevertheless, previous period, reflecting the Company’s commitment
the Company successfully managed operational to social responsibility.
efficiency by reducing service costs by 6.6% from
USD568.3 million to USD530.8 million. Detailed information on the Company’s financial
performance can be viewed in the Management
Discussion and Analysis section of this report.
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ECONOMIC CONTRIBUTION TO STAKEHOLDERS
Economic Value (Million USD)
Description
2024 2023 2022
Direct Economic Value Generated
Service Income 737.4 772.4 1.151.0
Interest Income 16.6 14.0 3.2
Net Gain on Exchange Difference 5.2 4.1 0.5
Decrease in Value and Gain on Sale of Fixed Assets 1.0 0.5 0.4
Share of Profit of Associated Entities and Joint Ventures (7.7) 6.1 2.5
Other Net Gains/Losses (0.7) 12.3 (1.7)
Total Direct Economic Value Generated (A) 751,8 809,4 1.155,9
Economic Value Distributed
Service Costs (excluding Salary, Bonus, and Allowances) 530.8 568.3 711.6
Expenses (Excluding Salary, Bonus, Allowances,
14.6 13.3 15.2
and CSR Expenses)
Distribution to Workers
Salaries, Bonuses, and Allowances (Part of Labor Costs) 57.2 50.4 45.3
Salaries, Bonuses, and Allowances
36.8 35.2 36.7
(Part of General and Administrative Expenses)
Distribution to Investors
Financial Expense (to Creditors) 26.1 22.4 13.3
Dividend (to Shareholders) 14.0 37.0 22.1
Dividend (to Non-Controlling Interest at Subsidiaries) 13.9 38.1 27.9
Distribution to Governments
Tax Expense 7.7 8.6 5.5
Distribution to Communities
CSR Expense 1.5 1.3 1.3
Total Economic Value Distributed (B) 702.7 774.5 878.8
ECONOMIC VALUE RETAINED (A-B)
(Total Direct Economic Value Generated - 49.1 34.8 277.0
Total Economic Value Distributed)
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The Company has identified and realized various • Dock of MTS Nurul Ihsan School Boat,
risks occured as an impact of climate change which Muaragembong, Bekasi – Supports student
could hinder the Company’s operation. As part of its transportation in coastal areas.
commitment to Sustainability, the Company strives • Construction of Dibinapa Elementary School,
to proactively identify and analyze the potential risks Sorong City, West Papua – Increases access to
in mitigating its potential and impacts, including to elementary education.
develop financial impacts calculation from climate risk. • Construction of MA Maftahul Anwar Cikareo,
The step was taken as an effort to ensure more resilient Banten Province – Expands educational facilities in
and sustainable operational continuity amidst the remote areas.
increasingly evident challenges of climate change. • Renovation of the Sharia Economic & Business
Center at FEB UI, Depok, West Java – Supports
The Company has paid its tax expense higher education in Sharia-based studies.
amounting to USD7.7 million to the • Seafarer Scholarship Program - educational
government. The Company ensures opportunities and job absorption.
compliance to the prevailing tax
regulations and remains focused on Community Empowerment
efforts towards sustainable business • Development of MSMEs in Cisewu, Garut,
development and positive contributions to West Java - Doubles the income of palm sugar
the national economy. farmers.
• Samudera Reading Park Initiative at Muaragembong,
INDIRECT ECONOMIC IMPACT Bekasi - increases literacy and capacity of
local youth.
As part of its sustainability commitment,
the Company actively participates in Through this initiative, the Company demonstrates
supporting infrastructure development its strong commitment to continuously contribute to
and local communities empowerment, the development of infrastructure and education in
particularly in the areas of education. Indonesia, which are two crucial sectors in supporting
the progress and well-being of the community,
Development of Community Infrastructure to create a sustained positive impact.
& Educational Facilities
• School Boat Program - Increases the LOCAL SUPPLIER ENGAGEMENT
accessibility of educational and community
programs for remote areas. The Company is committed to provide economic
• Dock for Community at Ujungalang Village, benefits to local suppliers by prioritizing mutually
Kp Laut, Cilacap – Supports local mobility beneficial partnership. Through this partnership,
and economy. the Company not only supports the local economy but
• School Boat Dock at Bondan Hamlet, Kp also ensures a more efficient and responsive supply
Laut, Cilacap – Facilitates access to education for chain to market needs. By supporting local suppliers,
students. the Company plays a role in enhancing their capacity
• Bridge for Community at Bondan Hamlet, Kp Laut, and competitiveness, which in turn strengthens regional
Cilacap – Improves community connectivity. and national economic growth. The sustainability of
• Floating Dock at Lingka Island, Batam, this relationship reflects the Company’s commitment to
Kepri – Facilitates transportation and supports the inclusive and sustainable economic development across
fishing sector. all layers of society. In 2024, the total number of local
• Floating School Boat Dock at Gili Gede Island, suppliers was recorded at 2,344, with local suppliers
West Lombok – Ensures better educational access. covering 82.2% of the total supplies.
167 /PT SAMUDERA INDONESIA TBK
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Description Unit 2024 2023 2022
Regional Suppliers Suppliers 509 512 546
Local Suppliers Suppliers 2,344 4,565 956
Total Local & Regional Suppliers Suppliers 2,853 5,077 1,502
Percentage of Local Suppliers % 82.2 89.9 63.7
Transaction Value of Regional Suppliers USD 306,969,046 365,950,274 515,350,029
Transaction Value of Local Suppliers USD 176,490,476 359,801,119 165,474,224
Total Transaction Value of Local
USD 483,459,522 725,751,393 680,824,253
& Regional Suppliers
SAiLINg WITh A COMmITmENt TO of the Ship Energy Efficiency Management Plan (SEEMP)
ENvIRONmENtAL SUStAiNABILITY is a critical step in reducing emissions and increasing
fuel efficiency. The IMO has set a global sulfur content
The Company demonstrates its commitment to limit in fuel at 0.5%. The Company has exceeded that
environmental sustainability through policies supported standard by using ultra-low sulfur fuel with a sulfur
by an integrated environmental management program, content of no more than 0.1%.
which is reflected in the achievement of ISO 14001
certification for Environmental Management Systems. The Company reinforces its commitment to energy
Throughout the year 2024, the Company conformed transition through three main initiatives:
to environmental regulations without any violations or • Utilizing low-emission fuels such as Very Low Sulfur
complaints. Fuel Oil (VLSFO) and biodiesel in various operational
units as well as utilizing dual-fuel (LPG) on the Sinar
Additionally, the Company has shown its commitment Toraja vessel also reduces emissions significantly.
to environmental and climate action by allocating • Optimizing shipping routes to reduce energy
USD3.6 million for the installation of Ballast Water consumption and energy intensity per unit of
Treatment Systems (BWTS), Rp140.0 billion for biofuel activity, positively impacting operational and
substitution, and Rp51.6 million for other environmental environmental efficiency.
management programs. • The process of Green Port transformation at the
Samudera Palaran Port by utilizing renewable
The Company contributes to achieving Sustainable energy such as solar panels as alternative energy,
Development Goals (SDGs) through various innovative B35 biodiesel consumption and electrification of
environmental initiatives, such as the Ship Energy operational equipment, and digitalization that is
Efficiency Management Plan (SEEMP) supporting designed to reduce environmental impact and
SDGs 12 and 13, the implementation of dual-fuel improve operational efficiency.
(LPG) technology on the Sinar Toraja vessel reducing
emissions by up to 59% contributing to SDGs 7 and Moreover, the Company has initiated various other
13, and the transformation of the Samudera Palaran energy-saving technologies at warehouses and depots,
Port into a Green Port supporting SDGs 7, 9, and 13. including LED lighting, solar-powered lights, and
Furthermore, waste management and biodiversity electric motorcycles.
conservation efforts, such as coral reef rehabilitation
and mangrove planting, support SDGs 13, 14, and 15. In year 2024, the Company recorded a total energy
consumption of 10,253,205 GJ. This figure increased
ENERGY TRANSITION FOR SUSTAINABLE LOGISTIC from the previous year due to calculation method
SERVICES change to be more comprehensive, covering all
subsidiaries in the Shipping, Ports, Logistics, and
The Company’s strategy to support sustainability Services line of business. In line with the decarbonization
includes adopting environmentally friendly energy in efforts, the renewable energy usage increased around
compliance with IMO regulations. The implementation 77% from 46,288.94 GJ to 81,969.02 GJ.
168 /ANNUAL & SUSTAINABILITY REPORT 2024
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169 /PT SAMUDERA INDONESIA TBK
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Currently, the Company only documented energy solar panel, while energy consumed outside
consumed within the Company, including renewable the Company was not yet recorded.
energy from B30 and B35 biodiesel and electricity from
ENERGY CONSUMPTION IN THE COMPANY AND ENERGY INTENSITY
Year
Description Unit
20241 2023 2022
Owned Vessels Unit 28 20 13
Chartered Vessels Unit 26 33 33
Total Vessels Unit 54 53 46
Conventional Energy Consumption GJ 10,171,236 7,705,086 6,677,538
Renewable Energy Consumption GJ 81,969 46,288 37,576
Total Energy Consumption 2 GJ 10,253,205 7,751,375 6,715,114
Energy Intensity3 GJ/Unit 227,849 146,252 145,981
Note:
1. The increase of energy consumption in 2024 was attributed to the updated calculation methodology and expanded
organizational boundary to include all subsidiaries, ensuring a more comprehensive and accurate representation of our
operational footprint.
2. The conversion factors for the 2024 calculation was updated from the 2023 calculation. Source of conversion factors:
• Intergovernmental Panel on Climate Change (IPCC), “Climate Change 2013: IPCC Fifth Assessment Report (AR5).” 2013,
http://www.climatechange2013.org/images/report/WG1AR5_ALL_FINAL.pdf
• US EPA, Emissions Factors for Greenhouse Gas Inventories, January 15, 2025, https://www.epa.gov/system/files/
documents/2025-01/ghg-emission-factors-hub-2025.pdf
• IMO, Annex 10 Resolution MEPC.391 (81), 2024 Guidelines on LC GHG of Marine Fuels, APPENDIX 2 - INITIAL DEFAULT
EMISSION FACTORS PER FUEL PATHWAY CODE, https://wwwcdn.imo.org/localresources/en/OurWork/Environment/
Documents/annex/MEPC%2081/Annex%2010.pdf
• Ministry of Energy and Mineral Resources, Emission Factors for Oil Fuels and Coal, November 24, 2023, https://www.esdm.
go.id/id/publikasi/lain-lain?Filter%5Btitle%5D=faktor+emisi
• Greenhouse Gas Emission Factors for the Power Generation System from the Ministry of Energy and Mineral Resources,
https://gatrik.esdm.go.id/frontend/download_index/?kode_category=emisi_pl
3. Energy intensity is calculated as total energy divided by the number of vessels under operational control. In 2024,
9 of the 28 owned vessels were chartered-out and not under operational control.
EMISSIONS CONTROL business and electrification of handling equipment,
which reflects the Company dedication in reducing its
The Company strives to control generated emission carbon footprint in the shipping value chain.
to conform with energy transition efforts, for instance,
the dual-fuel (LPG) technology in Sinar Toraja is able to During year 2024, the Company’s operation generated
decrease carbon emission up to 59%. The use of low Scope 1 Emission from the use of fuels for vessels
sulfur fuel for vessels has contributed significantly to and vehicles, and the Scope 2 Emission from the use
air quality by minimizing polluter footprints polluter of Electricity, while the Scope 3 Emission is not yet
footprints such as SOx and NOx, and the use of B30 & documented. Compared to the previous year, GHG
B35 solar diesel for operating mechanical equipment emission intensity increased along with the increasing
and operational vehicles which generated cleaner energy intensity, from 11,708 tons CO2eq/unit to
exhaust gas and decreased carbon emission. The 23,116 tons CO2eq/unit because of scope expansion
Company has also utilized solar panels in the port and change of calculation method.
170 /ANNUAL & SUSTAINABILITY REPORT 2024
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Beginning in year 2024 reporting, the Company had per nautical mile multiplied by the tonnage of cargo,
adopted the Maritime Guidance from the Science Based yielding a result of 66.02 gCO₂-eq/nm-ton.
Targets Initiative (SBTi) to measure emission intensity
EMISSIONS GENERATED SCOPE 1 AND SCOPE 2
Year
Description Unit
20244 2023 2022
Owned Vessels Unit 28 20 13
Chartered Vessels Unit 26 33 33
Total Vessels Unit 54 53 46
Scope 1 Emissions Ton CO2eq 1,026,796 604,899 525,852
Scope 2 Emissions Ton CO2eq 13,420 15,645 12,549
Total Scope 1 and Scope 2 Emissions5 Ton CO2eq 1,040,217 620,544 538,401
Emissions Intensity per Vessel6 Ton CO2eq/Unit 23,116 11,708 11,704
Ton CO2eq/
Emissions Intensity per Revenue 1,410.64 803.39 467.78
Million USD
Notes:
4. The increase of emissions in 2024 was attributed to the updated calculation methodology and expanded organizational
boundary to include all subsidiaries, ensuring a more comprehensive and accurate representation of our operational footprint.
5. Restatement: The emission factor for the 2024 calculation was updated from the 2023 calculation. Source of emission factors:
• Intergovernmental Panel on Climate Change (IPCC), “Climate Change 2013: IPCC Fifth Assessment Report (AR5).” 2013,
http://www.climatechange2013.org/images/report/WG1AR5_ALL_FINAL.pdf
• US EPA, Emissions Factors for Greenhouse Gas Inventories, January 15, 2025, https://www.epa.gov/system/files/
documents/2025-01/ghg-emission-factors-hub-2025.pdf
• IMO, Annex 10 Resolution MEPC.391 (81), 2024 Guidelines on LC GHG of Marine Fuels, APPENDIX 2 - INITIAL DEFAULT
EMISSION FACTORS PER FUEL PATHWAY CODE, https://wwwcdn.imo.org/localresources/en/OurWork/Environment/
Documents/annex/MEPC%2081/Annex%2010.pdf
• Ministry of Energy and Mineral Resources, Emission Factors for Oil Fuels and Coal, November 24, 2023, https://www.esdm.
go.id/id/publikasi/lain-lain?Filter%5Btitle%5D=faktor+emisi
• Greenhouse Gas Emission Factors for the Power Generation System from the Ministry of Energy and Mineral Resources,
https://gatrik.esdm.go.id/frontend/download_index/?kode_category=emisi_pl
6. Emission intensity was calculated as total emissions divided by the number of vessels under operational control.
In 2024, 9 out of 28 owned vessels were chartered-out and not under operational control.
SUSTAINABLE WATER USAGE preventing the spread of invasive species that could
damage marine ecosystems. It not only supports
The Company has taken proactive steps by the preservation of marine biodiversity but also
implementing the Ballast Water Treatment System demonstrates the Company’s compliance with global
(BWTS) on its entire fleets and achieved following regulations concerning the protection of the marine
the set schedule. The system is designed to support environment and contributes to SDG 12 on Responsible
responsible management of ballast water, in Consumption and Production and SDG 14 on Life Below
accordance with the International Convention for the Water.
Control and Management of Ships’ Ballast Water and
Sediments, established by the IMO on September The Company experienced an increase in water
8, 2017. The system processes and purifies ballast consumption in 2024, from previously at 32.7 megaliter
water prior to discharging back into the sea, thus to 37.1 megaliter. The Company utilizes water from
171 /PT SAMUDERA INDONESIA TBK
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various sources such as groundwater, seawater, and The use of groundwater of the Company did not come
third parties to support its operations on land and at sea from water-stressed areas, which are regions with a lack
with a commitment to water usage efficiency. of water supply.
TOTAL WATER WITHDRAWAL, DISCHARGE, AND CONSUMPTION
Type of Water Unit 2024 2023* 2022*
Water Withdrawal
Sea Water ML 24.4 81.5 81.4
Ground Water ML 29.6 8.1 4.5
Third Party ML 99.9 49.3 25.6
Total Water Withdrawal ML 153.9 138.9 111.5
Water Discharge
Sea Water ML 16.9 81.5 81.4
Surface Water ML 89.9 18.3 0
Third Party ML 10.0 6.4 7.1
Total Water Discharge ML 116.8 106.2 88.5
Water Consumption
Total Water Consumption ML 37.1 32.7 23.0
*Restatement: Change in unit from year 2023 report.
CONSERVATION OF protected areas as well as using environmentally
MARINE BIODIVERSITY friendly ship paint, thereby minimizing negative
environmental impacts.
The Company prioritizes marine environmental
protection efforts in its operational activities, in Efforts to protect the marine ecosystem are not only
which the commitment is manifested through strict preventive but also include sustainable greening
compliance to international maritime regulations, initiatives, such as mangrove planting to absorb
including IMO regulations, to ensure shipping safety carbon dioxide, prevent erosion, and provide habitats
while protecting marine ecosystems. for marine biota. In 2024, the Company and its
subsidiaries through the Samudera Indonesia Peduli
As part of its strategic initiatives, the Company reduces Foundation expanded mangrove planting and coral reef
underwater noise, prevents the spread of invasive conservation along the coasts of Indonesia.
species, and protects marine habitats from pollution. Other efforts include partnerships with NGOs for
Additionally, the management of Ballast Water, mangrove restoration and pollution prevention
as described in the ‘Sustainable Water Usage’ section, education for local communities. Throughout 2024,
also serves as an effort to protect and maintain the there were no incidents related to biodiversity.
balance of marine ecosystems. The Company also
avoids shipping routes with high biodiversity or
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WASTE MANAGEMENT In the office environment, waste reduction is achieved
by minimizing paper use, for instance, reusing usable
The vessel’s waste management is conducted strictly scrap paper. This approach has proven effective in
in compliance with International Convention to Prevent significantly reducing paper consumption. In terms of
Pollution from Vessels (MARPOL) IMO Annex I, II, and plastic and electronic waste management, the Company
V governing the Ship’s waste pollution. The vessels also partners with certified parties.
owned by the Company only discharge waste at
ports in accordance with prevailing regulations at the In 2024, the total B3 waste generated reached
location. Specifically, for Hazardous and Toxic Waste 232 tons, while non-B3 waste amounted to 1,191 tons.
(B3) generated by vessels, it is temporarily stored in Additionally, the Company recorded no significant
Temporary Storage Facilities (TPS) at ports equipped waste spills or violations of waste processing and
with waste reception facilities. The waste management disposal procedures. It serves as concrete evidence of
process, from recording, storing, transferring, to the Company’s commitment to ensuring the cleanliness
final disposal, is carried out according to established of the marine environment and protecting the maritime
procedures. The Company’s compliance in vessel waste ecosystem from potential negative impacts caused by
management conforms with the broader principles operational waste and effluents.
application to ensure responsible and sustainable
waste management, not only at sea but also on land.
It is reflected through the implementation of the 4R
principles (Reduce, Reuse, Recycle, and Recovery) as
the basis for comprehensive waste management efforts
at various Company operational locations.
TOTAL WASTE GENERATED, DIVERTED FROM FINAL DISPOSAL,
AND SENT TO FINAL DISPOSAL
Waste Composition Unit 2024 2023 2022
Generated Waste
Hazardous and Toxic Waste Tons 232 541 656
Non-Hazardous and Toxic Waste Tons 1,191 1,345 678
Total Waste Generated Tons 1,423 1,887 1,333
Waste Diverted From Final Disposal
Hazardous and Toxic Waste Tons 25 294 444
Non-Hazardous and Toxic Waste Tons 274 1,135 542
Total Waste Diverted From Final Disposal Tons 299 1,429 985
Waste Sent to Final Disposal
Hazardous and Toxic Waste Tons 207 66 94
Non-Hazardous and Toxic Waste Tons 917 1,113 502
Total Waste Sent to Final Disposal Tons 1,124 1,179 596
173 /PT SAMUDERA INDONESIA TBK
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FOStERINg A POSITIVE WORk ENvIRONmENt
A positive work environment serves as the foundation for employee development and the Company’s long-term
sustainability. This environment is fostered when employees are given the space to experiment, share innovative
ideas, and work in a collaborative setting. Moreover, a positive work environment helps reduce potential conflicts
and stress related to workloads, allowing employees to perform optimally and enhancing teamwork effectiveness.
As part of its commitment, the Company continuously provides both material and moral support to ensure
employee well-being.
Furthermore, the Company believes that human capital (HC) management is not solely the responsibility of a specific
department but is a collective responsibility across the organization. Each business unit leader plays a crucial role in
managing, developing, and empowering their human capitals by fostering a positive work culture, providing guidance
and training, and ensuring the well-being and productivity of employees are maintained. This collective responsibility
approach drives active engagement in human capital development, enhances business performance,
and creates a more inclusive, innovative, and competitive work environment.
HUMAN CAPITAL ROADMAP - HC THE NEXT HORIZON
OBJECTIVE
2024 2025 2026 2027
EMPLOYEE TOP OF MIND ADAPTIVE TALENT CONTINUOUS
EXPERIENCE EMPLOYER AND LEADERSHIP GROWTH AND
EXCELLENCE INCLUSIVITY
FLAGSHIP • New HCMS • Employer Value • Skills Gap Analysis • Inclusivity Policy
PROGRAMS Implementation Proposition & • Training Needs Design
• Employees voices Branding Analysis Revisit (All • Holistic Well-
management • Human Capital Functions, Job-Profile being Framework
• Talent pool Management Based) Development
management System Deepening & • Personalized Career • Knowledge
• HCM Executive Alignment Path Development Management System
Dashboard • Training Needs • Talent Mapping & Design
Analysis for Services Succession Planning • Value Analysis for
& Corporate Support • Leadership Principles Flagship HC Programs
Roles / Role Model • Global Employee
• Mentoring & Development Exchange Program
Coaching Framework
Development
In 2024, the Company had set a new direction in HC management strategy by focusing on enhancing employee
experience as part of the “HC The Next Horizon” roadmap. This year, the primary focus was on the “Employee
Experience Excellence” phase, covering the entire employee journey within the Company, from recruitment to
post-employment transition. The key objective of this phase is to improve employee engagement, productivity,
and well-being.
Guided by the principle of “people are our business, people are at the center of what we do,” the Company leverages
cutting-edge technology to enhance the efficiency of its human capital strategy implementation.
The key technology-driven programs introduced during this phase include:
1. Implementation of the New HC Management System (HCMS)
The system was designed to perform all HC management processes, ranging from recruitment, onboarding,
training and development planning, to career path selection that is more transparent, accessible, and flexible.
174 /ANNUAL & SUSTAINABILITY REPORT 2024
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2. Employees Voices Management
An HCMS-based survey system that enables employees to express their aspirations and provide feedback anytime
and anywhere.
3. Talent Pool Management
A program aimed at ensuring leadership continuity at every level of the business through structured succession
planning processes. Evaluations are conducted based on employee performance and potential, ensuring the
development of the Company’s best talents.
4. HCM Executive Dashboard
The system facilitates executives in monitoring and managing HC in real time more effectively and accurately.
The dashboard provides transparent insights into employee data and HR business processes, facilitating optimal
workforce management strategies and proactive planning. Additionally, it reduces the need for manual reporting
and time-consuming data requests, enhancing organizational operational efficiency.
The implementation of these programs has significantly contributed to the Company’s success in achieving the
“Employee Experience Excellence” target, as reflected in the results of the Employee Wellbeing Survey with a final
score of 8.3 and a response rate of 75.2%.
INFORMATION TECHNOLOGY SYSTEMS AND DIGITALIZATION REINFORCEMENT
The reinforcement of information technology systems and digitalization is one of the Company’s strategic initiatives to
optimize efficiency, effectiveness, and accessibility in business processes through the integrated platform,
Samudera Connect. This platform is expected to enhance service publication and communication, capture new
opportunities, and provide a single point of communication for Samudera’s services.
Therefore, customers can access various services, including:
• Route information, terminal handling fees and vessel schedules;
• Independent delivery tracking;
• Shipyard services;
• Door-to-door delivery service;
• Instant quotations for trucking services;
• Domestic and international commercial warehousing services;
• Special handling/project delivery services;
• Fast response service through the SIDIA Chatbot.
DIGITAL ROADMAP
OBJECTIVE
2024 2025 2026
ENTERPRISE DIGITAL ENTERPRISE DIGITAL DIGITAL INTELLIGENCE &
ORCHESTRATION ORCHESTRATION BUSINESS INNOVATION
(YEAR-1) (YEAR-2) (YEAR-3)
FLAGSHIP • Big Data Management • Digital & IT Blueprint • Cloud Data Science
PROGRAMS Framework • Samudera Compass Management
• Operational Data • Samudera Cockpit • Corporate Asset
Consolidation • Cloud Data Orchestration Management
• Digital Incubator • Application Unification and • Commercial Property
• PDP Regulatory Compliance Standardisation Management
• ESG Application
Implementation
• Cybersecurity Improvement
175 /PT SAMUDERA INDONESIA TBK
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Given the high complexity of capability to analyze real-time set to continue through 2025,
its business operations, the data, enabling the Company the program targets three to
Company actively accelerates to quickly respond to market four finalists whose innovations
digitalization across all business changes and customer will create significant impact for
process element. The Digital demand. both the Company and society.
Roadmap formulated in 2023 had
entered the “Enterprise Digital 2. Operational Data 4. Personal Data Protection
Orchestration” phase, focusing Consolidation (PDP) Regulatory
on the creation of an integrated With four business lines Compliance
and adaptive digital ecosystem. handling complex data The Company is currently
This enables the Company to communications, inefficiencies preparing Standard Operating
drive innovation faster, enhance in data distribution and Procedures (SOPs) aimed at
operational efficiency, and deliver information delays have ensuring employees’ personal
greater value to customers. become challenges. Therefore, data is well-protected in full
the focus this year was on data compliance with government
The initiatives developed in 2024 consolidation from all business regulations.
include: lines to accelerate decision-
making processes, optimize To ensure information system
1. Big Data Management operations, and support a more security, the Company implements
Framework integrated business growth. a Disaster Recovery Plan (DRP),
This framework was which allows the Company to
designed to integrate various 3. Digital Incubator minimize downtime, mitigate the
data sources across the This program aimed to scout impact of disasters on operations,
organization, ensuring faster, new initiatives and innovations, and ensure business continuity
more secure, and structured both within and beyond the despite disruptions to the
access to optimize large- Company’s core business, information technology system.
scale data management and with the potential to evolve Additionally, the Company had
utilization. In addition, the into startups relevant to successfully obtained ISO 27001
development focused on the business and community needs. certification for information
Launched in mid-last year and security management since
2023, demonstrating compliance
with international standards in
information security management.
176 /ANNUAL & SUSTAINABILITY REPORT 2024
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Other initiatives performed by of association across all operations, requirements and competencies.
the Company include providing and supports employees Throughout the year 2024,
regular education to employees to to participate in creating a there were no complaints received
enhance cybersecurity awareness, harmonious industrial relationship. related to discrimination either in
implementing Multi-Factor Furthermore, the Company the recruitment process or in the
Authentication (MFA) to ensure reaffirms compliance with Company’s operational processes.
that access to critical systems can employment standards and
only be performed with multiple regulations by not employing Meanwhile, 295 employees left
layers of verification, and operating underage or forced labor. the Company for various reasons,
a Security Operation Center (SOC) including retirement, death, and
to monitor cyber threats in In the reporting year, the Company voluntary resignation. As a result,
real-time, thus providing a swift employed a total of 4,895 the employee turnover rate in
response to incoming incidents. employees, of which 845 were 2024 was 4.6%. The relatively
female employees, representing stable retention rate indicates
These efforts are made to 17.3% of the total employees. the Company has successfully
strengthen the protection of The percentage represents a slight maintained a balance in retaining
customer data, employee personal increase of 0.2% from the previous employees.
data, and prevent data breaches. year’s 17.1%. The Company strives
There were no recorded issues to maintain employee diversity Moving forward, the Company will
disrupting the Company’s to preserve the work dynamics continue to focus on enhancing job
cybersecurity. essential for a supportive work satisfaction and providing greater
ecosystem. opportunities for professional
EMPLOYMENT development to retain the best
The Company had recruited 296 talent.
The Company values human new employees, with 77 being
capitals as its most valuable asset, female, representing 26% of the The Company also strives to
requiring optimal management total new hires. The Company also maintain diversity in its governance
to achieve the Company’s vision ensures there are no discrimination bodies, with women making up
and mission. The Company or conflicts of interest in the 15% of the positions at the Director
also consistently upholds the recruitment process. All parties and Commissioner levels accross
fundamental rights of employees, receive equal treatment and job the group and subsidiaries.
ensures equal treatment without opportunities, with new hires
discrimination, provides freedom selected based on predefined
177 /PT SAMUDERA INDONESIA TBK
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EMPLOYEE DEMOGRAPHICS
Composition of Employees based on Gender
2024 2023 2022
Description
Total % Total % Total %
Male 4,050 82.7 3,912 82.9 3,659 82.8
Female 845 17.3 809 17.1 759 17.2
Total 4,895 100.0 4,721 100.0 4,418 100.0
Composition of Employees Based on Position
2024 2023 2022
Description
Total % Total % Total %
Board of Directors and Commissioners* 82 1.7 83 1.8 89 2.0
General Manager 63 1.3 72 1.5 75 1.7
Manager/Supervisor 834 17.0 805 17.1 801 18.1
Staff 2,156 44.0 2,123 45.0 2,018 45.7
Non- Staff 1,222 25.0 1,125 23.8 1,049 23.7
Crew 538 11.0 513 10.9 386 8.7
Total 4,895 100.0 4,721 100.0 4,418 100.0
*Including the Board of Subsidiaries
Composition of Employees Based on Age
2024 2023 2022
Description
Total % Total % Total %
<_25 years old 530 10.8 549 11.6 476 10.8
26 - 35 years old 1,634 33.4 1,486 31.5 1,362 30.8
36 - 45 years old 1,417 28.9 1,395 29.5 1,305 29.5
46 - 55 years old 1,139 23.3 1,139 24.1 1,136 25.7
>55 years old 175 3.6 152 3.2 139 3.1
Total 4,895 100.0 4,721 100.0 4,418 100.0
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Composition of Employees Based on Education
2024 2023 2022
Description
Total % Total % Total %
Bachelor’s Degree, Master’s Degree, Doctoral
1,571 32.1 1,516 32.1 1,360 30.8
Degree
Diploma 607 12.4 592 12.5 566 12.8
Senior High School and lower levels 2,717 55.5 2,613 55.3 2,492 56.4
Total 4,895 100.0 4,721 100.0 4,418 100.0
Composition of Employees Based on Employment Status
2024 2023 2022
Description
Total % Total % Total %
Permanent Employee 2,540 51.9 2,450 51.9 2,437 55.2
Contract Employee 595 12.2 633 13.4 546 12.4
Outsourced 1,222 25.0 1,125 23.8 1,049 23.7
Crew 538 11.0 513 10.9 386 8.7
Total 4,895 100.0 4,721 100.0 4,418 100.0
EMPLOYEE WELFARE
Attention to employee welfare is key to securing employee loyalty and productivity. Therefore, the Company is
committed to focusing on this aspect by offering competitive compensation and incentives.
The remuneration provided to employees includes basic salary and allowances, taking into account employment
status, operational regions, and the Provincial Minimum Wage (UMP) or Regency/City Minimum Wage (UMK)
stipulated by the Government. The pay ratio between male and female employees is 1:1. At the headquarters located
in DKI Jakarta, the salary given to the lowest employment status within the Company was 2% higher than the UMP
set for the DKI Jakarta region.
Employee Benefits Based on Employment Status
Employee Employee
Remuneration Composition Agreement for Agreement for
Indefinite Period Specific Period
Fixed Allowances
Position Allowance Yes Yes
Non-Fixed Allowances
Attendance Allowance Yes Yes
Regional Allowance No No
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Employee Benefits Based on Employment Status
Employee Employee
Remuneration Composition Agreement for Agreement for
Indefinite Period Specific Period
Other Allowances
Car Ownership Program Allowance/Vehicle Yes No
Housing Ownership Program Allowance/Housing Yes No
Communication Allowance Yes No
Leave Allowance Yes Yes
Religious Holiday Allowance Yes Yes
Overtime/Excess Working Hours Yes Yes
Job Risk Allowance No No
Allowance for Specific Areas Yes Yes
Benefits
Health Facility Services (In-kind) Yes Yes
Health Insurance (BPJS Kesehatan) Yes Yes
Employment Social Security Program (BPJS Tenaga Kerja), including Occupational
Yes Yes
Disability Allowance
Retirement Health Service (In-kind) No No
Pension (Severance Pay and Pension Fund Defined Contribution/Defined Benefit) Yes No
End-of-Contract Compensation No Yes
Life Insurance No No
Accident Insurance Yes Yes
Health Insurance (Benefit) Yes Yes
Parental Leave Yes Yes
Employee Housing No No
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EMPLOYEE PENSION PLAN EMPLOYEE TRAINING
AND DEVELOPMENT
The employee pension plan is a program designed
to provide income benefits to employees who The Company views employee training and
have reached retirement age. The Company has development as a strategic investment that not only
implemented this pension plan in compliance with enhances individual skills and competencies but also
prevailing laws in Indonesia. The Company has also fosters the growth and success of the Company as a
incorporated the pension fund policy in its Company whole. These programs are designed to ensure that
Regulations. The pension program used is either every employee meets the required competencies,
the Defined Benefit Pension Program (PPMP) or the adapts to changes, master the latest technologies,
Defined Contribution Pension Program (PPIP) since their and delivers optimal contributions to achieving the
appointment as a permanent employee. All employees Company’s objectives.
(100%) are enrolled in the old-age security and pension
plan program. As part of this commitment, the Company has
developed a structured training and development
MATERNITY LEAVE framework through Comprehensive Knowledge
Management. Moreover, the Company has developed
To maintain legal compliance, the Company has Samudera Mandatory Training Handbook to ensure that
responsibly implemented the provisions of Law Number each employee receives an annual training plan tailored
13 of 2003 on Employment, including maternity leave in to their competency needs.
Article 82. According to the regulations, the Company
provides three months of fully paid maternity leave for The Company also provides various training programs
female employees who are giving birth. to support career transitions, including leadership
The Company also adjusts work arrangements training, competency certification, and retirement
or provides temporary replacements during the preparation. In 2024, a total of 11,023 training hours
employee’s maternity leave. In 2024, there were or approximately 16% of the 69,723 total training hours
23 female employees who took maternity leave, and were allocated for this program. The following is the
there were also 64 male employees exercised their right average training hours based on gender and employee
to two days of paternity leave to support their spouses category:
during childbirth. All female and male employees
(100%) returned to work after their leave.
Average Training Hours Calculation by Gender
Description Unit 2024 2023 2022
Number of trainings Topics 3,308 2,388 840
Training Hour
Total training hours for female employees Hours 22,067 11,595 8,210
Total training hours for male employees Hours 47,656 33,280 17,229
Total training hours Hours 69,723 44,875 25,439
Average Training Hour/Employee
Average training hours per female employee Hours/Employee 26.1 14.3 10.8
Average training hours per male employee Hours/Employee 11.8 8.5 4.7
Average training hours per employee Hours/Employee 14.2 9.5 5.8
181 /PT SAMUDERA INDONESIA TBK
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Average Training Hours Calculation by Employee’s Category
Deskripsi Unit 2024 2023 2022
Number of Trainings Topics 3,308 2,377 840
Training Hour
Board of Directors and Commissioner Hours 348 305 597
General Manager Hours 2,067 1,155 1,717
Manager/Supervisor Hours 24,483 10,244 9,827
Staff Hours 34,207 23,455 13,298
Others Hours 8,618 9,716 -
Total training hours Hours 69,723 44,875 25,439
Average Training Hour/Employee
Board of Directors and Commissioner Hours/employee 4.2 5.3 6.7
General Manager Hours/employee 32.8 15.3 22.9
Manager/Supervisor Hours/employee 29.4 13.6 12.3
Staff Hours/employee 15.9 10.7 6.6
Others Hours/employee 4.9 5.9 -
Average training hour/employee Hours/employee 14.2 9.5 5.8
The Company is committed to developing employee As part of its efforts to enhance organizational
competencies through Sahabat Inovasi (SINOV) performance, the Company implements employee
program, an initiative that serves as a platform performance evaluations based on Key Performance
for employees to express and develop business Indicators (KPIs) as a systematic mechanism to assess,
process-related innovative ideas. This program is measure, and improve employee performance in
designed to encourage creativity and collaboration achieving the Company’s goals. This evaluation involves
among employees in generating new solutions that providing constructive feedback, identifying training
enhance the Company’s efficiency, effectiveness, needs, and recognizing high-performing employees.
and competitiveness. In 2024, a total of 52 teams Throughout 2024, the Company has conducted
participated in SINOV, bringing forth various innovative performance evaluations for 100% of employees across
ideas with the potential to be implemented across all units and departments.
different operational aspects of the Company.
Through this program, the Company not only provides QUALITY, HEALTH, SAFETY,
employees with the opportunity to contribute directly AND ENVIRONMENT (QHSE)
to the development of the Company’s business but also
strengthens a culture of innovation as one of the main The Company is committed to carrying out its
pillars in achieving the Company’s long-term goals. operational activities with a strong emphasis on
occupational health, safety, and environmental
182 /ANNUAL & SUSTAINABILITY REPORT 2024
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protection in a sustainable manner. This commitment The Company has adopted a QHSE System based on
aligns with the Company’s vision and mission to achieve policy “Kebijakan/QHSE/SI-01-R.00-2021”, which is
a zero-accident workplace and prevent environmental implemented under the supervision of the Corporate
pollution. QHSE Division. This division is responsible for ensuring
the effectiveness of the system’s execution.
The Company positions QHSE as a key competitive
advantage that differentiates it from competitors, All employees (100%) were actively involved in the
reinforcing its commitment to improve QHSE implementation of occupational health and safety
implementation comprehensively. This commitment (OHS), alongside external stakeholders such as
is further strengthened through the attainment of suppliers and service providers partnering with the
international certifications, including ISO 9001, ISO Company.
14001, and ISO 45001 since 2022.
QHSE ROADMAP
OBJECTIVE
2024 2025 2026 2027
TRANSFORMATION IMPLEMENTATION SUSTAINING OPERATIONAL
EFFECTIVENESS THE PROGRAM EXCELLENCE TO
STRENGTHEN
COMPETITIVE
ADVANTAGE
FLAGSHIP • QHSE Certification - • Bank Hazard - HIRADC • QHSE Data-Driven • Excellence in
PROGRAMS Surveillance II • QHSE Center of Management (Data Safety, Quality,
• Biweekly Coaching Excellence (Pilot analytics) and Environmental
Clinique Implementation) • QHSE Leadership Performance Program
• SQMS Finalization • QHSE System Development Program • Technological
(SQMS Document, Integration • Audit SQMS 2nd Innovation Program
Audit Protocol, Training and phase for Operational
Self-Assessment, and CertificationProgram • Monitoring evaluation, Efficiency
External Audit • ISO Integration and improvement of • Collaboration
• Baseline Risk Certification SQMS and Competitive
Assessment (phase-2) Advantage Program
through QHSE
Integration
In year 2024, the Company developed a framework 2. Coaching Clinique
known as the QHSE Roadmap 2024-2027 with This initiative, provided by the Company, serves
the theme “Strengthening QHSE as a Competitive as a platform for enhancing understanding and
Advantage,” starting with a transformation phase. implementation of Occupational Health, Safety,
Key programs implemented include: Security, and Environmental Protection in the
workplace. Held every two weeks, this program is
1. QHSE Certification – Surveillance ISO 9001, attended by QHSE PICs from all Samudera business
14001, and 45001 units.
The Company conducted the second surveillance
certification to verify its compliance with prevailing 3. Finalization SQMS (Samudera QHSE
quality, occupational safety, and environmental Management System)
standards. This ensures the company maintains its The activity represents the final phase in the
commitment to QHSE principles, supporting completion of Samudera QHSE Management System
health-conscious, safe, and sustainable business (SQMS), which includes development of SQMS
operations while protecting the environment. documentation, audit protocols, self-assessment/
internal audits, and external audits.
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These are critical steps to ensure that occupational Emergency drills are a mandatory program
health and safety management system, as well as implemented at the head office and all Company’s
environmental protection measures, are effectively subsidiaries at least once a year. These drills cover
implemented and continuously improved. a variety of scenarios, including fire incidents,
earthquakes, riots, bomb threats, work-related
4. Baseline Risk Assessment - Phase 2 accidents and other potential emergencies.
In this phase, the Company will continue the risk
assessment carried out in the first phase, focusing RISK MITIGATION
on the identification of specific risks that may arise AND HAZARD REPORTING
in various aspects, such as occupational safety,
environmental, climate change, and business The Company has developed a digitalized system
process changes within operations. for hazard reporting and risk mitigation across the
the Company and all its subsidiaries. The Audit Risk
As a company operating in the logistics and shipping Management System (ARMS) is a system designed to
industry, the Company is naturally exposed to identify business risks, prevent bribery, and address
potential emergency risks. Therefore, the Company general QHSE issues. Additionally, the Company utilizes
has established an emergency management protocol, a system called Baseline Risk Assessment (BRA) that
which is overseen by the Corporate QHSE Division in identifies detailed operational hazards in the QHSE field
collaboration with all subsidiaries. Initiatives undertaken implemented by all subsidiaries across various business
include: lines (Shipping, Port, Logistics, and Services).
1. Developing emergency systems and procedures; Regarding hazard reporting procedures, employees
2. Providing emergency facilities and infrastructure; have access to multiple digital systems, including
3. Equipping employees with knowledge and training ARMS, QHSE AppSheet (for reporting HSE Performance
on emergency response; and Workplace Accidents), and other independently
4. Conducting regular emergency drills to assess and developed applications by subsidiaries tailored to their
ensure that all employees understand the necessary characteristics and needs.
actions in an emergency situation.
184 /ANNUAL & SUSTAINABILITY REPORT 2024
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Additionally, the Company has an investigation Method) investigation methods. These methods aim
procedure regulated under the following policies: to identify the root causes of incidents and develop
preventive measures to enhance the quality of
• Kebijakan/QHSE-SI/01/R.00/2021: Samudera occupational health and safety within the Company.
Indonesia Quality, Occupational Health and Safety,
and Environmental Policy OCCUPATIONAL HEALTH
• Kebijakan/QHSE-SI/05/R.00/2021: Occupational SERVICES DEVELOPMENT
Health, Safety, and Environmental Case Policy
• MEMO/QHSE-SI/03/IV/2022: Obligation to Report Occupational health services and its development are
Work Accidents and HSE Performance measures taken by the Company to realize a safe and
• SOP/QHSE/SI/10/R.01/2021: Incident healthy working environment for employees.
Investigation Procedure
The following are some services and efforts to improve
During its implementation, the Company applies the occupational health quality initiated by the Company
Why Tree Analysis and ICAM (Incident Cause Analysis during year 2024:
Program Description
Annual medical check-ups (MCU) are provided for all employees. Employees
with the indication of high risk illness must conduct a follow-up health check
Regular Health Check-Ups
based on MCU result. The program is designed to support the prevention of
workplace accidents and Occupational Diseases (PAK).
The Company has established health care facilities through Corporate
Medika, providing medical services to all employees. By year 2024, the
Company through Medical Department, Corporate Human Capital has
Health Care Units set up 5 health care units located in Jakarta (Samudera Slipi and Samudera
Kirana), Palaran, Makassar, and Semarang. These facilities are staffed by
highly qualified healthcare professionals, ensuring the delivery of optimal
medical and emergency services to employees.
The Wellness Campaign, an activity to promote healthy living habits to
Promotion of Healthy Living ensure all employees maintain high level fitness, thereby enhancing work
productivity continuously.
EMPLOYEE PARTICIPATION, CONSULTATION, AND 2. World Environment Day, held at Samudera head
COMMUNICATION ON OCCUPATIONAL HEALTH office and all subsidiaries.
AND SAFETY (OHS) 3. Bi-weekly QHSE meetings, led by the Corporate
QHSE Division and attended by all Samudera QHSE
The process of employee participation and consultation staff.
in the development, implementation, and evaluation 4. IQ-SI (Insan QHSE Samudera Indonesia) Talk,
of the Occupational Health, Safety, and Environment a monthly safety campaign program via online
(QHSE) management system is carried out through media.
various QHSE campaigns, including digital campaigns, 5. Baseline Risk Assessment, a risk analysis activity
QHSE commemorative events, annual safety meetings, carried out in high-risk business units.
monthly safety meetings, and daily safety briefings. 6. Community of Practice (COP) I and II 2024, biannual
Throughout 2024, the Company has organized and working meetings of QHSE PICs across Samudera.
participated in the following activities: 7. SQMS audits that have been carried out in 18 cities
1. National OHS Month, held at Samudera head office and 72 business units.
and all subsidiaries. 8. Accident investigations (NIL).
185 /PT SAMUDERA INDONESIA TBK
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OCCUPATIONAL HEALTH positively impacting not only individual safety but also
AND SAFETY TRAINING the sustainability of the Company as a whole. To ensure
its effectiveness and alignment with applicable safety
Quality, Health, Safety, and Environmental (QHSE) standards, the training implementation is coordinated
training is a crucial component in fostering a safe, by Corporate QHSE. The following are the training
healthy, and productive work environment. programs performed in the reporting year:
The QHSE training represents a long-term investment
Number of Participants
Program
2024 2023 2022
Basic Safety dan Environmental Training 319 253 147
Awareness ISO 9001, 14001, 45001 Training 76 35 25
Internal Auditor ISO 9001, 14001, 45001 Training 11 6 24
Emergency Response Procedure and Fire Warden Training 24 0 22
First Aid Training 0 0 5
Intermediate Health and Safety Training 148 30 10
Advance Health and Safety Training 11 17 12
QHSE for Enterprise 1 19 19
Hazard Identification & Risk Assessment Training 58 13 0
Hazard Analysis Critical Control Point & Good Manufacturing Practice
25 6 3
(HACCP&GMP) Training
Root Cause Analysis (RCA) Facilitator Training 32 - -
Samudera QHSE Management System Fundamentals Training 40 - -
Total 745 379 267
OCCUPATIONAL SAFETY PERFORMANCE BUiLdINg A HARmONIoUS
RELATIoNsHIP WITh ThE COMmUNITY
The Company consistently emphasizes the importance
of occupational safety across all its business locations, Establishing harmonious relationships with the
striving to comply with occupational health and safety community is one of the key strategies fostered by the
regulations as well as the applicable environmental Company to create a mutually supportive and unified
management standards. Throughout 2024, the social ecosystem. Through effective communication and
Company successfully recorded zero workplace collaboration, as well as mutual respect, the Company
accidents and zero environmental pollution, achieving is able to lay a strong foundation for harmonious social
a total of 9,476,720 work hours without accidents. life and minimize negative impacts. Both the Company
and the community can contribute positively for mutual
This achievement reflects the Company’s commitment growth.
to fostering a safe work environment, ensuring
employee well-being, and supporting sustainable In implementing its Corporate Social Responsibility
operations. (CSR) programs, the Company rigorously complies
186 /ANNUAL & SUSTAINABILITY REPORT 2024
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with relevant laws and regulations. One such legal only meets its legal duties but also aims to foster
foundation is Law No. 40 of 2007 on Limited Liability sustainable and mutually beneficial relationships with all
Companies, which requires corporate social and stakeholders involved.
environmental responsibility as a commitment to
contribute to sustainable economic development. Samudera Peduli is tasked with overseeing all CSR
Moreover, Law No. 25 of 2007 on Capital Investment activities across the Company. Generally, the Company
mandates that every investor must uphold corporate concentrates on five primary areas:
social responsibilities and honor the traditions and 1. Community and Public Infrastructure
culture of the local communities surrounding their Improvement.
operations. This mandate is further emphasized in 2. Health, Sports, and Cultural Arts.
Article 15 letter b of the law, which specifies that 3. Humanitarian and Religious.
corporate social responsibility should manifest in 4. Education.
harmonious, balanced, and align with the environment, 5. Environmental Conservation.
values, norms, and culture of the local community.
Therefore, in every CSR program, the Company not
Value (in IDR)
Category
2024 2023 2022
Community and Public Facility Improvement 329,285,001 9,272,147,859 6,200,824,205
Health, Sports, and Cultural Arts 397,599,298 87,562,490 524,915,099
Humanitarian and Religious 20,139,261,163 5,278,078,535 1,241,531,819
Education 3,605,525,000 3,467,241,996 4,412,582,545
Environmental Conservation 51,567,691 2,022,798,548 6,553,204,733
Total 24,523,238,153 20,126,829,428 18,933,058,401
In year 2024, the Company allocated feedback from the public regarding business activities.
IDR24,523,238,153 to CSR funds, marking a 21.8% The Company has provided communication channels
increase from the previous year, with the majority of to receive reports from the public on issues concerning
funds allocated for Humanitarian and Religious activities integrity, business ethics, social responsibility, and
which is in line with the Do Good Feel Good campaign environmental concerns. Communities can submit
activities. The Do Good Feel Good program is an grievances via email to kode.etik@samudera.id.
initiative to celebrate the Company’s 75th anniversary, No community complaints were recorded in the year
where as a form of gratitude, the Company invites all 2024.
business units both in Indonesia and abroad, to do good
together through various positive activities that impact SOCIAL ACTIVITIES
on the surrounding community. The company focuses FOR THE COMMUNITY
not only on business growth, but also on significant
contributions towards social welfare and environmental The existence of various Samudera Peduli programs
sustainability. across Indonesia has significantly benefited local
communities. For instance, the School Boat program has
COMMUNITY GRIEVANCE notably fostered the advancement and development of
the regions it serves. The school boats’ existence had
The management of community complaints within the improved educational accessibility and also enabled the
Company is conducted through a systematic process introduction of various community initiatives from both
designed to receive, address, and resolve grievances or government and private sectors.
187 /PT SAMUDERA INDONESIA TBK
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Moreover, the MSMEs Development Program has
substantially boosted the economic revenue of palm
sugar farmers and craftsmen in Cisewu, Garut,
West Java. The demand for palm sugar has surged from
5 tons to 10 tons, effectively doubling the farmers’
income. Through training and assistance, these farmers
and craftsmen have developed greater capacity
and knowledge in Good Manufacturing Practice,
occupational safety, and digital marketing, reaching
broader markets.
The Samudera Seafarers Scholarship Program has made
a profound impact on talented cadets pursuing maritime
education. Approximately 75% of the scholarship
recipients hail from lower to middle-income families
facing financial constraints. To date, the majority of
these recipients have successfully secured employment
on vessels operated by Samudera.
Similarly, the Samudera Reading Park Program has
engaged local volunteers and youth as literacy activists
in coastal regions. Through the Samudera Reading Park,
local youth have been empowered with structured
development and training programs, preparing them to
serve as mentors.
CLEAN WATER PROGRAM
Access to clean water is a fundamental need for
communities. More than 20 million Indonesians
lack proper access to water and sanitation
(BPS, 2021). Samudera Peduli reaches out to
communities in remote areas of Indonesia by
providing wells, water filtration installations, and
maintaining available water resources. By year
2024, Samudera Peduli successfully provided
clean water access in five locations across
Indonesia, benefiting a total of 960 households.
The initiative involved local communities in
sustainable management and supports proper
sanitation for the population.
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SEAFARERS WASTE MANAGEMENT
SCHOLARSHIP PROGRAM (RECYCLE BOX)
In year 2024, the Company implemented an Since year 2022, Samudera Peduli has
educational support program for outstanding performed a waste management program
cadets who require financial aid for their as part of its ongoing efforts to preserve the
education, capturing the best talents from environment. The Waste Management program
young sailors from three maritime schools in has successfully diverted 6,000 kg of recyclable
Indonesia: “Politeknik Pelayaran Malahayati”, waste. At the Company’s office area, there
“Politeknik Pelayaran Sulawesi Utara”, and are 46 Recycle Boxes placed in office areas
“Politeknik Pelayaran Surabaya”, The program to collect non-organic waste, which is then
selected 30 cadets to receive educational processed for recycling. The recycling waste
support covering 1 (one) year of schooling along management of the Company is the result of
with the opportunity for practical sea training collaborations with waste management partners
with the Company. Through a partnership with and local waste banks, supporting the circular
Samudera Crewing, numerous awardees of the economy.
2021 Seafarers Scholarship have successfully
advanced to become officers on vessels
operated by the Company.
SAMUDERA SCHOOL BOATS
By the year 2024, the Company has 5 fleets
in five provinces: Sinar Waisai School Boat in
Muaragembong, Bekasi District, West Java;
Sinar Wakatobi School Boat in Telong Elong,
East Lombok, West Nusa Tenggara; Sinar Way
Kambas School Boat in Loa Kumbar, Samarinda,
East Kalimantan; Sinar Wonosobo School Boat in
Kampung Laut, Cilacap District, Central Java; and
Sinar Waingapu School Boat in Bertam Island,
Batam, Riau Islands. These five school boats are
specially designed to serve as transportation
fleets for students and teachers to school, in
coastal, riverine, and archipelagic areas of
Indonesia, prioritizing safety and security in
accordance with the Company’s operational
standards. By the year 2024, the total
beneficiaries number 191,480 passengers.
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SHOES FOR PAPUA PROGRAM
In West Papua, many school-aged
children are without footwear,
leading to the spread of skin diseases
and bacterial infections. Samudera
Peduli launched the “Shoes for
Papua” program for underprivileged
school-aged children. Through a
shoe-sharing program involving
donations from the Company’s
employees, 265 pairs of shoes were
distributed to school children in
Papua. Additionally, Samudera Peduli
supplemented the shoe donations
and new uniforms.
NATURAL DISASTER QURAN ENDOWMENT PROGRAM
AND FOOD SECURITY AID
In year 2024, Samudera Peduli participated Samudera Peduli initiated the Quran endowment
in aiding victims of natural disasters in various program in April 2024, coinciding with Ramadan
regions in Indonesia and the humanitarian crisis 1444 H. Through this program, Samudera Peduli
in Palestine. Several aid provided included the gathered donations from business units and
distribution of baby supplies, clean water, free employees and successfully distributed 920
health services, and food packages. Qurans to 52 locations (mosques, prayer rooms,
Samudera Peduli also distributed ready-to-eat and Islamic educational institutions)
healthy food packages to various orphanages in North Sulawesi.
and child education institutions to support
food security for children and provided health
services for child cancer survivors from Gaza
who are refugees in Jordan.
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SAMUDERA GREEN MOVEMENT
The Samudera Green Movement is an
environmental program dedicated to preserving
marine and coastal ecosystems, underscoring
the Company ‘s commitment to fostering
positive environmental impacts for coastal
communities. Through this program, the
Company has successfully planted 19,000
mangrove seedlings in two coastal locations:
Surabaya, East Java, and Muaragembong,
West Java, where growth and carbon absorption
of these mangroves are monitored annually.
Furthermore, the program includes coral reef
rehabilitation at Anyer Island in Kepulauan
Seribu, Jakarta, where 1,120 coral fragments
have been planted to aid the recovery of
damaged coral reefs ecosystem. Monitoring is
conducted monthly to track growth progress
over the course of a year.
The Samudera Green Movement also focuses
on campaigning environmental issues by
involving environmental influencers from the
Pandawara Group, local communities, and
public participation. A highlight of these efforts
is the organization of a Beach Clean-Up activity
at Tanjung Kait Beach, Tangerang, which
successfully collected 2.9 tons of plastic waste
for recycling.
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BLOOD DONATION ORPHANS AID
The company engages employees, building The Company acknowledges the critical
tenants, and the local community in collaborative need to support the surrounding community,
efforts to meet the blood supply to those in particularly orphans. Annually, Samudera Peduli
need. Annually, Samudera Peduli organizes channels humanitarian aid in the form of financial
3 blood donation activities at Samudera assistance, staple food, and school supplies
Indonesia’s offices and are specifically organized to orphans and orphanage foundations in the
at two locations, Samudera Slipi and Company’s surrounding community.
Samudera Kirana locations. A total of 644 In year 2024, the aid was distributed during
individuals donated blood at these two the Company’s annual events such as
locations. Ramadan 1444 H, 1 Muharram 1445 H,
Samudera’s Anniversary, and Christmas 2024.
The total beneficiaries in year 2024
totaling 612 orphans and 10 orphanage
institutions.
SUSTAINABLE SEAWEED CULTIVATION SAMUDERA READING PARK
PROGRAM
Rote Ndao is one of the districts contributing Recognizing the need for literacy among
significantly to the total seaweed production children in coastal areas, in year 2024
in the NTT Province. Moreover, Rote Ndao Samudera Peduli established a Reading Park in
seaweed is recognized as one of the best East Lombok, West Nusa Tenggara. Additionally,
in the global market. Unfortunately, the the Samudera Reading Park in Muaragembong
cultivation practices have not adequately remains in operation daily in the coastal area
considered environmental aspects. Therefore, of Bekasi District. The curriculum and syllabus
Samudera Peduli, in partnership with the at the Samudera Reading Parks are tailored
Yayasan Konservasi Alam Nusantara (YKAN), with a maritime and marine education focus,
has established a group of seaweed farmers reflecting the Company‘s core business activities
accompanied by mentors to boost sustainable in logistics and shipping. In its implementation,
income without damaging the coastal Samudera Reading Park involves local volunteers
ecosystems (mangroves, seagrass, and local youth as literacy activists in the coastal
and coral reefs). regions.
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CATARACT SURGERY CLEAN AND HEALTHY LIVING
SOCIALIZATION PROGRAM
Samudera Peduli, in partnership with the The implementation of clean and healthy living
Darmawan Mangunkusumo Foundation, practices is crucial for child development.
provides free cataract surgeries for fishermen Up to the year 2024, Samudera Peduli has been
and patients from underprivileged families. providing socialization on Clean and Healthy
Fishermen, often exposed to more ultraviolet Living Behaviors (PHBS) to over 500 young
light due to their work environment, are at a children across various regions in Indonesia.
higher risk of developing cataracts. It is supported by providing personal hygiene
The cataract surgeries were carried out in tools and involving children in practices such as
Cikakak Village, Sukabumi, an area with limited hand washing, proper waste disposal,
eye surgery facilities, benefiting a total of and tooth brushing. The effort is bolstered by
142 patients. the dedication of schools and teachers
committed to implementing PHBS at school
as a means to prevent diseases and raise
environmental awareness among students.
SUPPORT FOR COMMUNITY IN ARENSEWU SUGAR MSMES
EDUCATION, CULTURE, HEALTH, AND EMPOWERMENT
SPORTS
Up to year 2024, Samudera Peduli has
The Company supports activities initiated by empowered local palm sugar farmers in Cisewu,
communities from various backgrounds aimed at West Java, under the brand Gula Arensewu,
community empowerment through development by providing more than ten capacity-building
in research and education, culture, sports, trainings for farmers and craftsmen. Samudera
health, and social areas. Peduli also provides education on occupational
In year 2024, Samudera Peduli actively safety, business capital, and the formation of
supported the execution of 40 programs and business groups. In efforts to implement Good
activities that have had a broad positive impact, Manufacturing Practices, Palm sugar products
enhancing the capabilities and well-being of the from farmers are equipped with detailed
local communities. information and halal certifications, PIRT
numbers, and laboratory composition testing.
As a result, the Gula Arensewu MSME product
has branding and added value to compete in a
broader market.
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MAiNtAiNINg CUStOMER SATISfACtIoN
The Company consistently maintains customer satisfaction by providing high quality services.
Service provision is tailored to customer needs, and each service is provided with clear information, including
technical specifications and usage instructions. Additionally, the Company consistently strives to offer equitable
service to all customers.
The Company evaluates its service performance annually. The outcomes of these evaluations serve as a primary basis
for future service improvements, ensuring that customer needs and expectations are met. One of the result is that
no significant negative impacts are felt as the outcome of the Company’s operational activities.
196 /ANNUAL & SUSTAINABILITY REPORT 2024
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In addition to regular evaluations, the Company also pays special attention to customer inquiries and complaints
by providing dedicated channels through connect.samudera.id and the Samudera Indonesia Digital Intelligence
Assistant (SIDIA) on the Company’s website. Every inquiry and complaint received is addressed promptly and
effectively. Although the Company has not conducted a customer satisfaction survey, it has successfully maintained
satisfaction levels by ensuring there are no complaints related to ethical violations, integrity, norms, or actions that
negatively impact the environment throughout the year 2024.
197 /PT SAMUDERA INDONESIA TBK
Page 199
NetWorK LisT
HEaD OFfICE BANJARMASIN • PT Adib Cold Logistic
• PT Samudera Jl. Raya Narogong Km 11
• PT Samudera Agencies Indonesia Bantargebang
Indonesia Tangguh • PT Samudera Perdana Kota Bekasi 17151
Samudera Indonesia Building • PT Perusahaan Pelayaran
8th Floor Nusantara Panurjwan BENGKULU
JL. Letjen S. Parman Kav. 35 Jl. Cempaka I No. 28 RT 03 • PT Samudera
Jakarta Barat 11480 - INDONESIA Kel. Kertak Baru Ulu Agencies Indonesia
P: (021) 5480088 Kec. Banjarmasin Tengah Jl. RE Martadinata No. 16,
samudera.id Kota Banjarmasin, Kalimantan RT 017 RW 004 Kel. Kandang,
Selatan 70231 Kec. Kampung Melayu
Kota Bengkulu 38216
INdONESIa OFfICE BANGKALAN
• PT Galangan Samudera Madura BINTUNI
BALI Jl. Sembilangan, Desa Sembilangan • PT Samudera
• PT Samudera Kec. Bangkalan, Kab. Bangkalan Pelabuhan Indonesia
Agencies Indonesia Jawa Timur 69188 Jl. Raya Bintuni KM 4
Gedung PELNI Lt. 3 Kec. Bintuni Barat
Jl. Raya Kuta No. 299 BANTAENG Kab. Teluk Bintuni
Kel. Tuban, Kec. Kuta • PT Samudera Papua Barat 98634
Kab. Badung, Bali 80361 Agencies Indonesia
Jl. PGRI Raya BITUNG
BALIKPAPAN Kel. Lembang, Kec. Bantaeng • PT Samudera
• PT Silkargo Indonesia Bantaeng, Sulawesi Selatan 92411 Agencies Indonesia
Jl. Komplek P.U. IV No. 46 RT 19 Jl. Sam Ratulangi No. 07
Balikpapan 76111 BATAM Bitung Barat Satu, Maesa
• PT Samudera Bitung 95511
BANDAR LAMPUNG Agencies Indonesia
• PT Samudera • PT Silkargo Indonesia BONTANG
Agencies Indonesia • PT Masaji Tatanan Kontainer • PT Samudera
Jl. KH Ahmad Dahlan No. 32 Indonesia Agencies Indonesia
Pahoman, Enggal Komplek Union Industrial Park Jl. RE Martadinata RT 08 No. 109
Bandar Lampung 35213 Blok G No. 07 Loktuan, Bontang
Jl. Yos Sudarso, Batu Ampar Kalimantan Timur 75315
• PT Masaji Tatanan Kontainer Kota Batam 29432
Indonesia CIKAMPEK
Jl. Soekarno Hatta KM 11,5 BEKASI • PT Silkargo Indonesia
Kel. Srengsem, Kec. Panjang • PT Masaji Kargosentra Tama Jl. Raya Purwasari No. 18
Bandar Lampung Kawasan Industri & Pergudangan Purwasari
Marunda Center Cikampek 41371
BANDUNG Blok E 7 No. A & B
• PT Samudera Jl. Marunda Makmur CILEGON
Agencies Indonesia Segara Makmur, Tarumajaya • PT Samudera
• PT Silkargo Indonesia Bekasi 17211 Agencies Indonesia
Jl. Venus Barat, Kav. 12/12A • PT Silkargo Indonesia
Metro Estate, Margahayu Raya • PT Samudera Logistics Services Jl. Raya Cilegon No. 90/110
Bandung Komp. Delta Silicon II RT 02 RW 02
Jl. Waru Blok F2 No. 5 Kel. Sukmajaya, Kec. Jombang
Lippo Cikarang Cilegon 42416
Bekasi 17550
198 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 200
199 /PT SAMUDERA INDONESIA TBK
Page 201
CIREBON • PT Samudera • PT Samudera
• PT Samudera Perkapalan Indonesia Pelabuhan Indonesia
Agencies Indonesia Samudera Indonesia Building, 5th Fl • PT Prima Nur Panurjwan
• PT Samudera Perdana JL. Letjen S. Parman Kav. 35 • PT Patimban Global
Jl. Angkasa No. 28 Jakarta Barat 11480 Gateway Terminal
Penggung Raya • PT Tangguh Samudera Jaya
Cirebon 45144 • PT Praweda Sarana Informatika Samudera Kirana Lt. 16
Samudera Indonesia Building 6th Fl. Jl. Yos Sudarso No. 88
DUMAI Jl. Letjen S Parman Kav. 35 Sunter Jaya - Jakarta Utara 14350
• PT Samudera Jakarta Barat 11480
Agencies Indonesia • PT Silkargo Indonesia
Jl. Jend. Sudirman No. 196 • PT Samudera Daya Mitra • PT Maruzen Samudera
Dumai, Riau 28813 PT Samudera Konsultan Taeheiyo
Indonesia Alamanda Tower, 16th Fl.
GRESIK Samudera Indonesia Building 7th Fl. Jalan TB. Simatupang No. 23-24
• PT Samudera Jl. Letjen S. Parman Kav. 35 Jakarta Selatan 12430
Agencies Indonesia Jakarta Barat 11480
Jl. Yos Sudarso, Blok IV, No. 28 • PT Masaji Tatanan
Desa Pulo Pancikan • NYK Bulk & Projects Carriers Kontainer Indonesia
Gresik Division • PT Samudera Sarana Logistik
Jawa Timur 61114 Soedarpo Informatika Building • PT Samudera JWD Logistics
3rd Fl. Jalan Raya Cakung No. 15
JAKARTA Jl. Blora No. 32-33 Semper Timur, Cilincing
• PT Samudera Indonesia Tbk Menteng Jakarta Utara 14130
Samudera Indonesia Building Jakarta Pusat 10310
Jl. Letjen S. Parman Kav. 35 • PT Samudera Perdana
Jakarta Barat 11480 • KMTC Division Jl. Raya Cilincing No. 17
Lippo Kuningan Building 21st Fl. Jakarta Utara 14120
• PT Samudera Indonesia Jl. H.R. Rasuna Said Kav. B-12
Ship Management Jakarta Selatan 12940 JAMBI
• PT ISTA Indonesia • PT Samudera Agencies
Samudera Indonesia Building 2nd Fl. • Hapag-Lloyd Division Indonesia
Jl. Letjen S. Parman Kav. 35 Cyber 2 Tower Level 3A, E, F Jl. Soekarno Hatta No. 8 RT 01
Jakarta 11480 Jl. H.R. Rasuna Said Blok X-5 No. 13 Kel. Paal Merah
Kuningan, Jakarta 12950 Jambi 36139
• PT Masaji Prayasa Cargo
• PT Samudera Agencies • PT Perusahaan Pelayaran • PT Masaji Tatanan
Indonesia Nusantara Panurjwan Kontainer Indonesia
• PT Samudera Properti Samudera Shipping Line Ltd Division Desa Pudak
Indonesia PT Samudera Agencies Indonesia Pudak, Kumpeh Ulu,
Samudera Indonesia Building 3rd Fl. Cabang Tanjung Priok Kab. Muaro Jambi
Jl. Letjen S. Parman Kav. 35 Samudera Kirana Lt. 8 Jambi 36373
Jakarta Barat 11480 Jl. Yos Sudarso No. 88
Sunter Jaya - Jakarta Utara 14350 JEMBER
• PT Samudera Indonesia • PT Silkargo Indonesia
Mitra Manajemen • PT Masaji Kargosentra Tama Jl. Gajah Mada No. 279C
Samudera Indonesia Building Samudera Kirana Lt. 11 Kel. Jember Kidul, Kec. Kaliwates,
3A Fl. Jl. Yos Sudarso No. 88 Jember
Jl. Letjen S. Parman Kav. 35 Sunter Jaya - Jakarta Utara 14350 Jawa Timur 68131
Jakarta Barat 11480 PT Samudera Sarana Terminal
Indonesia KENDARI
• PT Samudera Asahi Shipping Samudera Kirana Lt. 12 • PT Samudera
• PT Samudera Shipping Jl. Yos Sudarso No. 88 Agencies Indonesia
Indonesia Sunter Jaya - Jakarta Utara 14350 Jl. Balai Kelurahan RT 02 RW 02
• PT Samudera Shipping Services Kec. Lapulu, Kab. Abeli
• PT Cumawis Kendari 93234
200 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 202
KUALA TANJUNG Jl. P. Diponegoro, RT 18 SAMARINDA
• PT Samudera Kel. Bukuan, Kec. Palaran • PT Samudera
Agencies Indonesia Samarinda 75241 Agencies Indonesia
Jl. Dusun VI Pandau Palas • PT Silkargo Indonesia
Desa Lalang • PT Samudera Golden Mitra • PT Samudera Perdana
Kec. Medang Deras, Kab. Batu Bara • PT Samudera Mitra Depo Jl. Mulawarman Blok II No. 8
Sumatera Utara 21258 Jl. P. Diponegoro, RT 22 Samarinda 75113
Kel. Bukuan, Kec. Palaran
MAKASSAR Samarinda 75241 SEMARANG
• PT Samudera • PT Silkargo Indonesia
Agencies Indonesia PALEMBANG • PT Galangan
• PT Masaji Kargosentra Tama • PT Samudera Agencies Samudera Semarang
• PT Silkargo Indonesia Indonesia • PT Samudera
• PT Samudera Perdana • PT Silkargo Indonesia Agencies Indonesia
• PT Perusahaan Pelayaran Gedung Samudera Indonesia Gedung Samudera Indonesia
Nusantara Panurjwan Jl. Jend. Sudirman No. 3528/2083 Jl. Perkutut No. 2
Jl. Sungai Saddang No. 82 KM 3.5 Semarang - Kota Lama
Makassar 90142 20 Ilir D III, Kec. Ilir Timur I Tanjung Emas
Palembang 30129 Semarang 50174
• PT Masaji Tatanan
Kontainer Indonesia • PT Masaji Tatanan • PT Masaji Kargosentra Tama
Jl. Ir. Sutami No. 24 Kontainer Indonesia • PT Masaji Tatanan
Makassar • PT Samudera Perdana Kontainer Indonesia
Depo Intirub MTKI Palembang Kawasan Industri Cipta Kav. 11
MEDAN Jl. Dr. Ir. Sutami RT 13 RW 04 Jl. Arteri Yos Sudarso
• PT Samudera Agencies Kel. Sei Selayur, Kec. Kalidoni Kel. Bandarharjo,
Indonesia Palembang Kec. Semarang Utara
• PT Masaji Tatanan Sumatera Selatan Semarang 50175
Kontainer Indonesia
• PT Silkargo Indonesia PEKANBARU • PT Samudera Perdana
• PT Samudera Perdana • PT Samudera Agencies • PT Samudera Laksana Perdana
• PT Masaji Kargosentra Tama Indonesia Jl. Walisongo No. 60
• PT Mitra Tanki Komplek Riau Business Centre Tugurejo, Tugu
Kontainer Indonesia Blok F. 23 Semarang 50151
Samudera Logistics Center Jl. Riau, Air Hitam, Payung Sekaki
Jl. Raya Pelabuhan Gabion, Belawan Kota Pekanbaru SOLO
Medan 20411 Riau 28292 • PT Silkargo Indonesia
Hartono Trade Center
PADANG PONTIANAK Blok GR-A 09
• PT Samudera • PT Samudera Jl. Ir. Soekarno, Grogol, Solo Baru
Agencies Indonesia Agencies Indonesia Jawa Tengah 57552
Jl. Ratulangi No. 10 • PT Perusahaan Pelayaran
Padang Barat, Padang Nusantara Panurjwan
Sumatera Barat 25111 Jl. Merdeka No. 633B SUBANG
Pontianak 78118 • PT Samudera
• PT Masaji Tatanan Agencies Indonesia
Kontainer Indonesia PROBOLINGGO Jl. Raya Kotasari No. 97
Jl. Raya By Pass Teluk Bayur No. b27 • PT Samudera Agencies Dusun Liang Buaya Utara
Parak Laweh Pulau Aia XX Indonesia Desa Kotasari, Pusakanegara
Lubuk Begalung, Padang Jl. Puyengan, RT 03 RW 02 Subang 41255
Kel. Jati, Probolinggo
PALARAN Jawa Timur
• PT Pelabuhan
Samudera Palaran
201 /PT SAMUDERA INDONESIA TBK
Page 203
202 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 204
SURABAYA 402, 4th Fl. Rustomjee Aspiree, Off SINGAPORE
• PT Samudera Eastern Express Highway • Samudera Shipping Line Ltd
Agencies Indonesia Sion-Wadala Road, Sion • Samudera Tankers Pte Ltd
• PT Perusahaan Pelayaran Mumbai 400022 - India • Ocean Ships Investment Pte Ltd
Nusantara Panurjwan • Samudera Ship Management
• PT Silkargo Indonesia • Samudera Shipping Pte Ltd
PT Masaji Prayasa Cargo Line (India) Pvt. Ltd. • Ocean Technologies Pte Ltd
Gedung Samudera Indonesia 57/3, 3rd Fl. Armenian Street 6 Raffles Quay # 25-01
Jl. Tanjung Perak Timur 400 Chennai 600001 - India Singapore 048580
Surabaya 60165
• Samudera Shipping • Silkargo Logistics Pte Ltd
• PT Asta Rika Stuwarindo Line (India) Pvt. Ltd. • Foremost Maritime Pte Ltd
Jl. Perak Timur No. 260 PS Arcadia Centrum 6 Raffles Quay # 24-01
Surabaya 60165 69, Park Street, 2nd Fl. Singapore 048580
Kolkata 700016 - India
• KMTC Division • LNG East-West Shipping
Plaza BRI Surabaya • Samudera Shipping Company Pte Ltd
Suite 1801 Line (India) Pvt. Ltd. 1st Harbourfront Place # 13 -01
Jl. Basuki Rahmat 122-138 2nd Fl. Ward No 12-B, Plot No 351 Harbourfront Tower One
Surabaya 60271 Gandhidham, Tagore Road Singapore 098633
Kandla, Kachchh
• PT Masaji Tatanan Gujarat 370201 - India THAILAND
Kontainer Indonesia • Samudera Traffic Co., Ltd.
Jalan Greges Jaya III No. 2-4-6 • Samudera Shipping 3656/27-28 Green Tower, 9th Fl.
Surabaya Line (India) Pvt. Ltd. Rama 4 Road
Office No. 311 2nd Fl. Ram Complex Klongton, Klongtoey
• PT Samudera Perdana Near Terminal 4-Way Main Gate, Bangkok 10110 - Thailand
Jl. Dumar Industri Blok i No. 2 Pipavav Port
Margomulyo Rajula City, District Amreli UNITED ARAB EMIRATES
Surabaya 60182 Gujarat 365560 - India • Prime Maritime DWC LLC
• Samudera Logistics DWC LLC
• PT Masaji Kargosentra Tama MALAYSIA Office 416, Building E (A5)
Pergudangan Waringin 65 • Samudera Intermodal Sdn Bhd DWC Business Park, Dubai Aviation/
Blok B & C No. B-1 Suite P1.01A, Level P1 Logistics City
Jl. Margomulyo No. 65 B Menara Trend Intan Millennium Dubai South, United Arab Emirates
Kel. Greges, Kec. Asem Rowa Square
Surabaya 60183 No. 68, Jalan Batai Laut 4 • Prime Maritime DWC LLC
Taman Intan, 41300 Klang, Selangor Office No. 0-345, Building E
TARAKAN Darul Ehsan - Malaysia Business Park, Dubai Logistics City
• PT Silkargo Indonesia Dubai World Central
Jl. Mulawarman RT 11 No. 12 • Samudera Lautan Emas
Kel. Karang Anyar Pantai, • Shal Hawk Silkargo Sdn Bhd • Samudera Cargo Services LLC
Kec. Tarakan Barat Suite P1.01B, Level P1 Samudera Property Ltd
Tarakan 77111 Menara Trend Intan Millennium Office 1109, The Onyx Tower-1
Square Sheikh Zayed Road, The Greens
WORlDwIDE OFfICE No. 68, Jalan Batai Laut 4 Dubai, United Arab Emirates
Taman Intan, 41300 Klang, Selangor
AUSTRALIA Darul Ehsan - Malaysia VIETNAM
• Samudera Australia Pty Ltd • Samudera Shipping Line Ltd
C/- CBA Australia, Level 1 • Samudera Intermodal Sdn Bhd 17th Fl. Unit No. 5, Pearl Plaza
8 Beulah Road Norwood SA 5067 Suite 17.05, 17th Fl. MWE Plaza Building
No. 8, Lebuh Farquhar 561A Dien Bien Phu Str, Ward 25
INDIA 10200, Penang - Malaysia Binh Thanh District,
• Samudera Shipping Ho Chi Minh City
Line (India) Pvt. Ltd.
203 /PT SAMUDERA INDONESIA TBK
Page 205
204 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 206
Accountability Statement of
AnNuAl & SusTaInability
ReporT 2024
This Annual & Sustainability Report, together with the Financial Statements and other relevant information, is
the responsibility of the Management of PT Samudera Indonesia Tbk and has been approved
by all members of the Board of Commissioners and the Board of Directors.
Jakarta, April 2024
BOaRd OF COMmISIoNERs
Masli Mulia Shanti Lasminingsih Poesposoetjipto Amir Abadi Jusuf
Commissioner President Commissioner Commissioner
Ken Narotama Hidayatullah Anugerah Pekerti Hoesen
Commissioner Independent Commissioner Independent Commissioner
BoArD of DirecTorS
Bani M. Mulia Ridwan Hamid
President Director Financial Director
Tara Hidayat F. Helianti Sastrosatomo
Human Capital Director Compliance Director
205 /PT SAMUDERA INDONESIA TBK
Page 207
FeEdBacK ForM
We would like to ask all stakeholders to kindly provide feedback after reading this sustainability report by sending
email or send this form by mail and email.
Your Profile
Your Profile :
Name (if you please) :
Institution/Company Email :
Phone/Mobile :
Stakeholders Group
Government Media
NGO Academic
Corporate Investor
Community Others, please state
Please choose the most appropriate answer
1. This report is useful to you:
Very Disagree Disagree Neutral Agree Strongly Agree
2. This report describes the Company’s performance in sustainability development:
Very Disagree Disagree Neutral Agree Strongly Agree
3. This report is easy to understand:
Very Disagree Disagree Neutral Agree Strongly Agree
4. This report is interesting:
Very Disagree Disagree Neutral Agree Strongly Agree
5. This report increases your trust in the Company’s sustainability:
Very Disagree Disagree Neutral Agree Strongly Agree
Kindly elaborate your feedback
1. Which part of this report is most useful to you :
2. Which part of this report is less useful to you :
3. Which part of this report is the most interesting to you :
4. Which part of this report is less interesting to you :
5. Please give us your advice/suggestions/comments on this report :
Thank you for your participation.
Kindly send this form to:
Corporate Secretary PT Samudera Indonesia Tbk
Jl. Letjen S. Parman Kav.35
Jakarta
Phone : (+62 21) 5480088
Website : samudera.id
Email : corporate.secretary@samudera.id
investor.relations@samudera.id
206 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 208
207 /PT SAMUDERA INDONESIA TBK
Page 209
ReferenCe to OJk CirCular
LetTer No. 16/SEoJk.04/2021
I. Highlights Of Key Financial Information Page
1. Highlights of Key Financial Information containing financial information 10
incomparative form throughout 3 (three) fiscal years or since thecommencement
of business if the Issuer or Listed Company has been running its business
activities for less than 3 (three) years, at least contains:
a. Sales/revenue;
b. Gross profit (loss);
c. Profit (loss);
d. Net profit attributable to owners of the parent and non-controlling interest;
e. Total comprehensive profit (loss);
f. Net comprehensive profit (loss) attributable to owners of the parent and non-
controlling interest;
g. Profit (loss) per share;
h. Total assets;
i. Total liabilities;
j. Total equity;
k. Profit (loss) ratio to total assets;
l. Profit (loss) ratio to equity;
m. Profit (loss) ratio to revenue;
n. Current ratio;
o. Liabilities-to-equity ratio;
p. Liabilities- to-total assets ratio; and
q. Other relevant financial ratio and information about the Issuer or Listed
Company or its industry.
II. Shares Information Page
Information on Shares (if any) shall include at least:
1. Shares issued for every quarter (if any) presented in the comparison of the 12
latest 2 (two) fiscal years (if any), at least include:
a. Number of issued shares;
b. Market capitalization based on the price on the Stock Exchange where shares
are listed;
c. Highest, lowest, and closing price based on the price on the Stock Exchange
where shares are listed; and
d. Transaction volume on the Stock Exchange where shares are listed.
208 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 210
II. Shares Information Page
2. In case of Corporate Actions, such as stock split, reverse stock, shares dividend, 13
bonus shares, and change in nominal value, issuance of convertible securities,
and capital issuance or withdrawal, the shares information referred to in point 1
shall have explanations which included at least:
a. The execution date of corporate action;
b. Ratio of the stock split, reverse stock, share dividend, bonus share, number
of the issued convertible securities, and change in nominal value;
c. Shares volume issued before and after corporate actions; and
d. The number of executed convertible securities (if any); and
e. Shares price before and after corporate actions.
3. In case of suspended stock trading and/or delisting in the fiscal year, the 13
Issuer or Listed Company shall explain the reason for such suspension
and/or delisting.
4. In case of stock suspension as referred to point 3 and/or delisting process is still 13
in progress at the end of Annual Report period, the Issuer or Listed Company
shall explain the actions of the Company to resolve such stock suspension and/or
delisting
III. Report of The Board of Directors Page
The Board of Directors’ Report shall include at least:
1. The Issuer’s or Listed Company’s Performance, at least includes: 39
a. Strategy and strategic policy of Issuer or Listed Company;
b. The Directors’ role in establishing strategy and strategic policy of the Issuer
or Listed Company;
c. Process implemented by the Directors to ensure the implementation of the
strategy of the Issuer or Listed Company;
d. Comparison between the achievement of results and targets; and
e. Challenges faced by the Issuer or Listed Company.
2. An overview of Business Prospects. 47
3. Implementation of Good Corporate Governance by the Issuer or Listed 45
Company.
IV. Report of The Board of Commissioners Page
Report of the Board of Commissioner shall include at least:
1. Assessment on the Performance of the Directors in managing the Company, 29
including the Board of Commissioners’ supervision in the Directors’ establishing
and implementing strategy of the Issuer or Listed Company;
2. View on the Prospects of the Issuer or Listed Company as established by the 29
Directors.
3. View on the Implementation of Issuer’s or Listed Company’s Governance. 29
209 /PT SAMUDERA INDONESIA TBK
Page 211
V. Company Profile Page
Profile of Issuer or Listed Company shall include at least:
1. Name of the Issuer or Listed Company, including if there is a change of name, 52
the reason for the change, and the effective date of the name change in the fiscal
year.
2. Access to the Issuer or Listed Company including branch office or representative 53
office which allows the public to obtain information about the Issuer or Listed
Company, including:
a. Address;
b. Phone number;
c. E-mail address; and
d. Website address;
3. Brief History of Issuer or Listed Company. 56
4. Vision and mission of the Issuer or Listed Company, and corporate culture or 54
values.
5. Business Activities according to the latest articles of association, business 52
activities carried on in the fiscal year, and type of products and/or services
provided.
6. Operating Area of the Issuer or Public Company. Operating areas are areas 60
whereas the Company does its business activities or covered by the activities.
7. Organizational Structure of Issuer or Listed Company in the form of a chart, 71
giving the names and titles and at least up to 1 (one) level below the Directors,
including committees under the Directors (if any) and committees under the
Board of Commissioners..
8. Lists of membership in industry-related associations, national and international, 70
related to the sustainable finance implementation.
9. Profile of the Directors, at least includes: 82
a. Name and position in accordance with the duties and responsibilities;
b. Latest picture;
c. Age;
d. Citizenship;
e. Educational history and/or certification;
f. Work experience, includes:
1) legal basis for the appointment of Directors’ members;
2) concurrent position; and
3) work experience as well as the working period both inside or outside the
Issuer or Listed Company;
g. Affiliate relationships with another member of the Directors, Board of Com-
missioners’ members, and ultimate shareholders (if any) including the name
of affiliated parties;
h. Changes in the Composition of the Directors’ Members and the reason for
such changes. In the event that there is no change in the composition of the
members of the Directors, this matter shall be disclosed;
210 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 212
V. Company Profile Page
10. Profile of the Board of Commissioners, at least: 72
a. Name and position in accordance with the duties and responsibilities;
b. Latest picture;
c. Age;
d. Citizenship;
e. Educational history and/or certification;
f. Work experience, includes:
1) legal basis for the appointment of Board of Commissioners’ members;
2) legal basis for the first appointment of Board of Commissioners’
members as Independent Commissioner in the Issuer or Listed Company
concerned;
3) concurrent position; and
4) work experience as well as the working period both inside or outside the
Issuer or Listed Company;
g. Affiliate relationships with another member of the Board of Commissioners’
members, majority and controlling shareholders, both direct and indirectly,
to the individual owners, including names of the affiliates;
h. Statement of Independence of Independent Commissioner in the event that
the Independent Commissioner has served more than 2 (two) periods;
i. Changes in the Composition of the Board of Commissioners’ Members and
the reason for such changes.
11. In case of a change in the composition of the Directors and/or the Board of
Commissioners that occurred after the fiscal year ends until the deadline for
submission of the Annual Report, then the structure set out in the Annual Report
is the recent and previous composition of the Directors members and/or the
Board of Commissioners’ members.
12. The number of Employees categorized based on gender, position, age, 52
educational level, and work status (permanent/ contract) in the fiscal year.
13. The names of Shareholders and percentage of ownership at the start and end 66
of the financial year, which consists of:
a. Shareholders owning 5% (five percent) or more shares of the Issuer or Listed
Company;
b. Member of the Directors and Board of Commissioners who hold shares of the
Issuer or Listed Company; and
c. Public shareholders, a group of shareholders who each own less than 5%(five
percent) of the shares of Issuer or Listed Company.
14. Percentage of indirect ownership of shares of Issuers or Listed Companies 65
by members of the Directors and the Board of Commissioners at the start and
end of the financial year, including information on shareholders registered in
the shareholder register for the benefit of indirect ownership of members of the
Directors and members of the Board of Commissioners..
15. The number of Shareholders and the percentage of ownership as of the end of 65
the fiscal year based on the classification:
a. a. Local institution ownership;
b. Foreign institution ownership;
c. Local individual ownership; and
d. Foreign individual ownership;
16. Information on the Major and Controlling Shareholders of the Issuer or Listed 66
Company, either directly or indirectly, to the individual owners, presented in the
form of schemes or charts.
211 /PT SAMUDERA INDONESIA TBK
Page 213
V. Company Profile Page
17. Name of Subsidiaries, Associates, Joint Venture Company in which the Issuer 96
or Listed Company has joint controlled entities (if any), along with shareholding
percentage, line of business and status of such subsidiaries, associates, joint
venture company.
For subsidiaries, please add information about the address.
18. Chronology of Share Listing, number of shares, nominal value, and the offering 64
price from the beginning of listing until the end of fiscal year and name of the
stock exchange where the Issuer’s or Listed Company’s share is listed, including
stock split, reverse stock, stock dividend, stock bonus, and changes in nominal
stock value, executed convertible securities, completed capital addition and
withdrawal (if any).
19. Information on other Securities listing other than Securities referred to in point 65
18, that has not been due, which at least includes the name of Securities, year of
issuance, interest/return rate, maturity date, offering value, and Securities rating
(if any).
20. Information on the Service Rendered by Public Accountants (AP) and Public 68,147
Accounting Firms (KAP) and their networks/associations/allies include:
a) name and address;
b) assignment period;
c) information on audit and/or non-audit services rendered;
d) audit and/or non-audit fees for each assignment given during the financial
year; and
e) in the event that AP and KAP and their network/association/alliance, which
are appointed do not provide non-audit services, then the information is dis-
closed.
21. Name and address of Capital Market Institutions and/or Supporting 65
Professions other than AP and KAP.
VI. Management Discussion And Analysis Page
1. Operational Review per Business Segment in accordance with the type of 108
industry of the Issuer or Listed Company, contains at least:
a. Production,which includes the process, capacity, and development;
b. Revenue/sales; and
c. Profitability.
2. Comprehensive Financial Performance analysis which includes a comparison 112
between the last 2 (two) fiscal year, explanation about the cause of changes and
the impact, among others concerning:
a. Current assets, non-current assets, and total assets;
b. Short-term liabilities, long-term liabilities, and total liabilities;
c. Equity;
d. Revenue/sales, expense, profit/loss, other comprehensive income, and total
of comprehensive income/loss; and
e. Cash flow.
212 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 214
VI. Management Discussion And Analysis Page
3. Ability to Pay Debt or Liabilities by presenting relevant ratio calculations. 116
4. The Collectability level of the Issuer or Listed Company by presenting relevant 116
ratio calculation.
5. Capital Structure and management policy on such capital structure with the 116
basis for determining such policy.
6. Discussion on Material Ties for the Investment of Capital Goods with 117
description includes at least:
a. The purpose of the ties;
b. Source of funds expected to fulfill the said ties;
c. Currency of denomination; and
d. Steps taken by the Issuer or Listed Company to protect the risk against the
position of related foreign currency.
7. Discussion on Capital Goods Investment Realized in the last fiscal year, at least 117
includes:
a. Type of capital goods investment;
b. Objective of capital goods investment; and
c. The investment value of capital goods;
8. Significant Information and Fact Subsequent to the Accountant’s Report 119
Date (if any).
9. Business prospects of the Issuer of Listed Company in connection with the 120
condition of the industry, the economy in general, and the international market
supported by quantitative data from a reliable data source.
10. Comparison between Target/Projection in the beginning of the fiscal year and 120
the achieved result (realization), which includes:
a. Revenue/sales;
b. Profit (loss);
c. Capital structure; or
d. Other issues that are considered important for the Issuer or Listed Company..
11. Issuer’s or Listed Company’s Target/Projection in 1 (one) year, which 120
includes:
a. Revenue/sales;
b. b. Profit (loss);
c. Capital structure;
d. Dividend policy; or
e. Other issues that are considered important for the Issuer or Listed Company.
12. Marketing Aspect for the product and service of Issuer or Listed Company, such 118
as: marketing strategy and market share.
213 /PT SAMUDERA INDONESIA TBK
Page 215
VI. Management Discussion And Analysis Page
13. Description regarding Dividends for the last 2 (two) fiscal years (if any), which at 118
least includes:
a. Dividend policy;
b. Date of cash dividend payment and/or date of noncash dividend distribution;
c. Amount of dividend per share (cash/non-cash); and
d. Amount of paid dividend per year..
14. Actual Use of Proceeds from the Public Offering, provided that: 119
a. a.In the event that during fiscal year, the Issuer has the obligation to report
realization of the use of proceeds, thus the cumulative use of the proceeds
from the Public Offering shall be disclosed until the last fiscal year; and
b. In the event of any changes the use of proceeds as stipulated in the Regulation
of Financial Services Authority on Report on Realization of the Use of Proceeds
from Public Offerings, Issuers shall explain such changes.
15. Material Information (if any) regarding investments, expansion, divestment, 119
business merger/takeover,acquisition, debt/equity restructuring, material
transaction, affiliated transaction, and transaction that contains conflict of interest
occurred in fiscal year, among others includes:
a. a.Date, value, and object of transaction;
b. Name of the parties conducting transaction;
c. Nature of affiliation (if any);
d. Description about transaction fairness; and
e. Relevant regulation compliance;
f. In the case of affiliated relations present, the Issuer or Listed Company shall
disclose information other than refered to in point a to e as follows:
(1) The Directors’ statement that the affiliated transactions have been
processed through adequate procedures in accordance to the general
business practices, i.e. with armslength principle; and
(2) The roles of the Board of Commissioners and audit committee is adequate
to ensure that the affiliated transactions have been implemented in
accordance to the general business practices, i.e. with armslength
principles.
g. Affiliated transactions and material transactions that generate recurring and/or
sustainable revenues, shall be explained that the transactions are implemented
to generate recurring and/or sustainable revenues.
h. disclosure on affiliated transactions and/or transaction with conflict of interest
that have been approved by independent shareholders, shall have explanation
on the date of the general meeting of shareholders that approving the
affiliated transactions and/or transaction with conflict of interest.
i. in the absent of affiliated transaction and/or transaction with conflict of
interest, disclose the absence of such transaction.
16. Changes in Regulation which have a significant impact on the Issuer and Listed 119
Company and the impact on financial statements (if any); and
119
17. Changes in the Accounting Policy, reason and its impact on financial statements
(if any).
214 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 216
VII. Corporate Governance Page
Governance of Issuer or Listed Company shall contain at least a brief description
about:
127
1. GMS
a. Information on GMS resolution in the financial year and 1 (one) year prior to the
financial year
b. In the event of the Issuer or Public Company uses independent party for voting
count
2. The Directors, include, among others: 133
a. The duties and responsibilities of each member of the Directors;
b. A statement that the Directors has the Directors’ guidelines or charter;
c. Policy and the implementation of the Directors meeting frequency, including
meeting with Board of Commissioners, and attendance of the Directors in such
meeting;
d. trainings and/or competence development of the members of the Directors
e. The assessment on the performance of committee which supports the
implementation of the Directors’ duties; disclose a situation where there is no
committee under the Directors
3. The Board of Commissioners, include, among others: 130
a. a.The duties and responsibilities of each member of the Board of
Commissioners;
b. Statement that the Board of Commissioners has the Board of Commissioners’
guidelines or charter;
c. Policy and the implementation of the Board of Commissioners meeting
frequency, including meeting with the Directors, and level of attendance of
the members of the Board of Commissioners in such meeting;
d. trainings and/or competence development of the members of the Board of
Commissioners
e. Issuer’s or Listed Company’s policy on the assessment of the performance of
the Directors’ and Board of Commissioners’ members and its implementation,
which includes at least:
1) procedure of performance assessment;
2) the criteria used; and
3) the party carrying out the assessment;;
f. The assessment on the performance of committee which supports the
implementation of the Board of Commissioners’ duties; including:
(1) performance assessment procedure
(2) usable criteria
4. Nomination and Remuneration of the Directors and the Board of 134
Commissioners
a. The nomination procedure, including a brief description of the policies and
process for nomination of members of the Directors and/or the Board of
Commissioners
b. Procedures and implementation of remuneration for Directors and
Commissioners, among others:
(1) procedures for determining remuneration for the Board of Directors and the
Board of Commissioners
215 /PT SAMUDERA INDONESIA TBK
Page 217
VII. Corporate Governance Page
(2) the remuneration structure of the Board of Directors and the Board of
Commissioners, such as salaries, allowances, bonuses/bonuses, and
others
(3) The amount of remuneration for each member of the Board of Directors
and the Board of Commissioners
5. Sharia Supervisory Board, for Issuer or Listed Company which carries out
business activity based on sharia principle as stated in the article of association.
6. Audit Committee, includes, among others: 134
a. Name and position in the committee;
b. Age
c. Citizenship;
d. Educational history;
e. Work experience, which includes information:
1) basis for the appointment as member of the committee;
2) concurrent position, either as member of the Board of Commissioners,
member of the Directors, and/or committee member as well as other
position (if any); and
3) work experience and working period both inside and outside the Issuer or
Listed Company;
f. Period and tenure of members of the Audit Committee;
g. Statement of Independence of the Audit Committee;
h. Policy and implementation regarding the frequency of Audit Committee
meetings and the attendance of members of the Audit Committee at these
meetings;
i. Training attended in the fiscal year (if any); and
j. Implementation of Audit Committee’s activity during the fiscal year in
accordance with the Audit Committee guideline or charter;
7. Nomination and Remuneration Committee, which includes: 137
a. Name and position in the committee;
b. Age;
c. Citizenship;
d. Educational history;
e. Work experience, which includes information:
1) basis for the appointment as member of the committee;
2) concurrent position, either as member of the Board of Commissioners,
member of the Directors, and/or committee member as well as other
position (if any); and
3) work experience and working period both inside and outside the Issuer or
Listed Company;
f. f. Period and tenure of member of committee;
g. Description of duties and responsibilities;
h. Statement of the committee’s guidelines or charter;
i. Statement of independence of the committee;
j. Policy and implementation regarding the frequency of Committee meetings
and the attendance of members of the Committee at these meetings;
k. Training attended in the fiscal year (if any); and
l. Brief description of the implementation of committee’s activity during the
fiscal year;
216 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 218
VII. Corporate Governance Page
m. in the event that no nomination and remuneration committee is formed, it is
sufficient for the Issuer and Public Company to disclose:
(1) reason not formed and
(2) parties carrying out nomination and remuneration functions
8. Other Committees that the Issuer or Listed Company have in order to support
the function and duties of the Directors and/or Board of Commissioners, which
includes:
a. Name and position in the committee;
b. Age;
c. Citizenship;
d. Educational history;
e. Work experience, which includes information:
1) basis for the appointment as member of the committee;
2) concurrent position, either as member of the Board of Commissioners,
member of the Directors, and/or committee member as well as other
position (if any); and
3) work experience and working period both inside and outside the Issuer or
Listed Company;
f. Period and tenure of member of committee;
g. Description of duties and responsibilities;
h. Statement of the committee’s guidelines or charter;
i. Statement of independence of the committee;
j. Policy and implementation regarding the frequency of Committee meetings
and the attendance of members of the Committee at these meetings;
k. Training attended in the fiscal year (if any); and
l. Brief description of the implementation of committee’s activity during the
fiscal year;
9. Corporate Secretary, among others includes; 138
a. Name;
b. Domicile;
c. Work experience, which includes information:
1) basis for the appointment as the Corporate Secretary;
2) work experience and working period both inside and outside the Issuer or
Listed Company;
d. Educational history;
e. Training attended in the fiscal year (if any); and
f. Brief description of the duties implementation ofCorporate Secretary in the
fiscal year;
10. Internal Audit Unit, among others includes: 139
a. Name of head of Internal Audit Unit;
b. Work experience, which includes information:
1) Basis for the appointment as the head of Internal Audit Unit; and
2) Work experience and working period both inside and outside the Issuer or
Listed Company;
c. Qualification and certification as internal auditor (if any);
d. Training attended in the fiscal year;
e. Structure and position of the Internal Audit Unit;
f. Description of duties and responsibilities;
g. Statement of Internal Audit Unit’s guidelines or charter; and
h. Brief description of the implementation of the duties of the Internal Audit Unit
in the fiscal year;
217 /PT SAMUDERA INDONESIA TBK
Page 219
VII. Corporate Governance Page
11. Description about Internal Control System implemented by the Issuer or Listed 142
Company, at least includes:
a. Financial and operational control, as well as compliance towards other
regulations; and
b. Review of the effectiveness of internal control system;
c. statement of the Board of Directors and/or Board of Commissioners on the
adequacy of the internal control system
12. Risk Management System implemented by the Issuer or Listed Company, at least 143
includes:
a. General description about the Issuer’s or Listed Company’s risk management
system;
b. Type of risk and its management; and
c. Review of the effectiveness of Issuer or Listed Company’s risk management;
d. statement of the Directors and/or Board of Commissioners on the adequacy of
the risk management
13. Important Cases encountered by Issuer or Listed Company, subsidiary entities, 147
members of Directors and Board of Commissioners, includes, among others:
a. Subject of the case/claim;
b. Status of settlement of case/claim; and
c. Potential impacts on the condition of the Issuer or Listed Company;
14. Information about Administrative sanctions imposed on the Issuer or Listed 147
Company, member of the Board of Commissioners and Directors, by the Capital
Market authority and others in the last fiscal year (if any);
15. Information about Issuer’s or Listed Company’s Code of Conduct which includes: 148
a. Principles of the code of conduct;
b. Form of dissemination of code of conduct and its enforcement attempt; and
c. Statement that the code of conduct is applicable to the members of the
Directors, Board of Commissioners, and employees of the Issuer or Listed
Company;
16. Description of the long-term performance-based compensation policy for
management and/or employees
17. A brief description of the information disclosure policy regarding: 149
a. share ownership of members of the Board of Directors and members of the
Board of Commissioners
b. implementation of the said policy
18. Description of Whistleblowing System in the Issuer and Listed Company (if any), 149
includes, among others:
a. Mechanism of whistleblowing system;
b. Protection for the whistleblower;
c. Complaint handling;
d. Party that manages the complaint; and
e. Result of complaint handling, at least includes:
1) Number of incoming and processed complaints in the fiscal year; and
2) Complaint follow-up;
19. Description of the anti-corruption policy of the Issuer or Public Company 148
218 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 220
VII. Corporate Governance Page
20. Implementation Corporate Governance Guidelines for the Issuer or Listed 150
Company which issues Equity-type Shares, which includes:
a. a.Statement regarding the recommendations that have been implemented;
and/or
b. Explanation of recommendations that have not been implemented, as well as
the reason and implementation alternatives (if any);
VIII. Audited Financial Statements Page
The annual financial statements contained in the Annual Report are prepared in As attached
accordance with the Financial Accounting Standard in Indonesia and have been in separate
audited by Accountant. The financial report referred to, contains a statement document
regarding the accountability for the financial report stipulated in the laws and
regulations in the Capital Market sector that govern the responsibilities of the
Directors for the financial statements or laws and regulations in the Capital Market
sector that regulate the periodic reports of Securities Companies in the event the
Issuer is a Securities Company; and
IX. Statements Of The Members Of Directors And Board Of Commissioners On
Responsibility For The Annual Report Page
The statement of the members of Board of Commissioners on the responsibility for 205
the Annual Report are prepared in accordance with the format of the Statement
of the members of the Directors and members of the Board of Commissioners on
Responsibility for the Annual Report as stated in the Appendix which is an integral
part of this Circular Letter of Financial Services Authority.
219 /PT SAMUDERA INDONESIA TBK
Page 221
ReferenCe to OJk RegulatiOn
No. 51/POJk.03/2017
A. Sustainability Strategy Page
A.1 About the Sustainability Strategy 157-158
B. Sustainability Performance Overview Page
B.1 Economic Performance Overview 10-11, 165
B.2 Environmental Performance Overview 11, 168
B.3 Social Performance Overview 11
C. Company Profile Page
C.1 Vision, Mission, and Sustainability Value 54
C.2 Company Address 53
C.3 Scale of Business 10, 60-61, 65
C.4 Products, Services, and Business Activities Operated 58-59
C.5 Association Membership 70
C.6 Significant Changes in Listed and Public Companies 12
D. Statement from Board of Directors Page
D.1 Statement from Board of Directors 32-49
E. Sustainability Governance Page
E.1 Person in Charge of Practicing Sustainable Finance 162-163
E.2 Capacity Development Related to Sustainable Finance Practice 133-134
E.3. Risk Assessment on Practicing Sustainable Finance 143
E.4 Stakeholders Relationship 163
E.5 Issues Related to Practicing Sustainable Finance 163
220 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 222
F. Sustainability Performance Page
F.1 Developing a Sustainability Culture 163
Economic Performance
F.2 Comparison of Target and Performance on Production, Portfolio, Financing,
164
Investment, Revenue and Profit - Loss
F.3 Comparison of Target and Performance on Portfolio, Financing and Investment on
164
Financial Instruments or Projects Aligned with Sustainable Finance Practices
General Aspect
F.4 Environmental Cost 168
Material Aspect
F.5 Use of Environmentally Friendly Materials 168
Energy Aspect
F.6 Amount and Intensity of Energy Use 170
Efforts to Achieve Energy Efficiency and the
F.7 168
Use of Renewable Energy
Water Aspect
F.8 Water Usage 170
Biodiversity Aspect
F.9 Impacts of Operating Near or Within Conservation or Biodiversity Areas 172
F.10 Biodiversity Conservation Efforts 172
Emission Aspect
F.11 Amount and Intensity of Emissions Based on Type 171
F.12 Emissions Reduction Efforts and Realization 170-171
Waste and Effluent Aspect
F.13 Volume of Waste and Effluent Based on Type 172-173
F.14 Waste and Effluent Management Methods 172-173
F.15 Spills (If Any) 173
Environmental Grievance Aspect
F.16 Number and Topic of Incoming and Resolved Environmental Grievances 173
221 /PT SAMUDERA INDONESIA TBK
Page 223
F. Sustainability Performance Page
Social Performance
F.17 Commitment to Providing Equal Products and/or Services to Customers 196-197
Employment Aspect
F.18 Equal Employment Opportunity 177-178
F.19 Child and Forced Labor 177
F.20 Regional Minimum Wage 179
F.21 Decent and Safe Work Environment 182-184
F.22 Employee Capacity Training and Development 181-182
Community Aspect
F.23 Impact of Operations to Local Communities 186
F.24 Community Grievances 187, 197
F.25 Social and Environmental Corporate Responsibility Program 186-195
Responsibility on Sustainable Product/Service Development
F.26 Sustainable Financial Product/Service Innovation and Development 168
F.27 Safety-Evaluated Products/Services for Customers 176, 196-197
F.28 Impacts from Products/Service Innovation and Development 164-168, 196-197
F.29 Number of Recalled Products 197
F.30 Customer Satisfaction Survey on Sustainable Financial Products/Services 197
G. Others Page
G.1 Written Verification by Independent Party (if any) 157
G.2 Feedback Form 206
G.3 Response on Feedback on the Previous Year’s Sustainability Report 157
Disclosure List in Accordance with Financial Services Authority’s Regulation No. 51/
G.4 POJK.03/2017 on the Implementation of Sustainable Finance for Financial Service 220-222
Institutions and Listed Public Companies
222 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 224
GrI StanDarD 2021
ConTenT InDex
PT Samudera Indonesia Tbk has reported the information cited in this GRI
Statement of use content index for the period of January, 1st 2024 up to December, 31st
2024 with reference to the GRI Standards.
GRI 1 used GRI 1: Foundation 2021
GRI Standard Disclosure Page
General Disclosure
GRI 2: General 2-1 Organization details 52-53
Disclosures 2021
2-2 Entities included in the organization’s sustainability
157
reporting
2-3 Reporting period, frequency and contact point 157
2-4 Restatements of information 157
2-5 External Assurance 157
2-6 Activities, value chain, and other business relationships 164, 167
2-7 Employees 177-179
2-8 Workers who are not employees 179
2-9 Governance structure and composition 124, 162
2-10 Nomination and selection of the highest governance body 136-137
2-11 Chair of the highest governance body 130
2-12 Role of the highest governance body in sustainability
162-163
reporting
2-13 Delegation of responsibility for managing impacts 162-163
2-14 Role of the highest governance body in sustainability
163
reporting
223 /PT SAMUDERA INDONESIA TBK
Page 225
GRI Standard Disclosure Page
2-15 Conflict of interest 145, 177
2-16 Communication of critical concerns 152
2-17 Collective knowledge of the highest governance body 133, 134
2-18 Evaluation of the performance of the highest governance
131, 134
body
2-19 Remuneration policies 134
2-20 Process to determine remuneration 134
2-21 Annual total compensation ratio 179
2-22 Statement on sustainable development strategy 157-158
2-23 Policy Commitment 157
2-24 Embedding Policy Commitment 158, 160
2-25 Processes to remediate negative impacts 187, 197
2-26 Mechanisms for seeking advice and raising concerns 185, 187
2-27 Compliance with laws and regulations 160
2-28 Membership Associations 70
2-29 Approach to stakeholder engagement 163
2-30 Collective bargaining agreements 177
Material Topics
GRI 3 : Material Topics 3-1 Process to determine material topics 158
2021
3-2 List of material topics 159
Economic Performance
GRI 3 : Material Topic
3-3 Management of material topics 164
2021
GRI 201 : Economic
201-1 Direct economic value generated and distributed 165
Performance 2016
224 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 226
GRI Standard Disclosure Page
201-2 Financial implications and other risks and opportunities
164, 167
due to climate change
201-3 Defined benefit plan obligations and other retirement
180-181
plans
201-4 Financial assistance received from government 165
Management of Indirect Economic Impacts
GRI 3: Topic Material
3-3 Management of material topics 161, 167
2021
GRI 203: Inderect 203-1 Infrastructure investments and services supported 167, 187
Economic Impacts
2016
203-2 Significant indirect economic impacts 167, 187
Supply Chain
GRI 3: Topic Material
3-3 Management of material topics 167
2021
GRI 204 : Procurement
204-1 Proportion of spending on local suppliers 168
Practices 2016
Anti-Corruption
GRI 3: Topic Material
3-3 Management of material topics 148
2021
GRI 205: Anti- 205-1 Operations assessed for risks related to corruption 148
corruption 2016
205-2 Communication and training about anti-corruption
149
policies and procedures
205-3 Confirmed incidents of corruption and actions taken 149
Energy Efficiency
GRI 3: Topic Material 3-3 Management of material topics 160, 168
2021
GRI 302 : Energy 2016
302-1 Energy consumption within the organization 170
302-2 Energy consumption outside of the organization 170
302-3 Energy intensity 170
302-4 Reduction of energy consumption 170
225 /PT SAMUDERA INDONESIA TBK
Page 227
GRI Standard Disclosure Page
302-5 Reductions in energy requirements of products and
170
services
Water and Effluents
GRI 3: Topic Material
3-3 Management of material topics 171-172
2021
GRI 303: Water and 303-1 Interactions with water as a shared resources 172
Effluents 2018
303-2 Management of water discharge-related impacts 171-172
303-3 Water withdrawal 172
303-4 Water discharge 172
303-5 Water consumption 172
Reduction of Greenhouse Gas (GHG) Emissions
GRI 3: Topic Material
3-3 Management of material topics 160, 168, 170
2021
GRI 305: Emissions 305-1 Direct (Scope 1) GHG emissions 171
2016
305-2 Energy indirect (Scope 2) GHG emissions 171
305-3 Other indirect (Scope 3) GHG emissions 171
305-4 GHG emissions intensity 171
305-5 Reduction of GHG emissions 171
305-6 Emissions of ozone-depleting substances (ODS) 171
305-7 Nitrogen oxides (NOx), sulfur oxides (SOx), and other
170
significant air emissions
Waste Management
GRI 3: Topik Material
3-3 Management of material topics 173
2021
GRI 306: Effluents and 306-1 Waste generation and significant waste-related impacts 173
Waste 2016
306-2 Management of significant waste-related impacts 173
226 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 228
GRI Standard Disclosure Page
306-3 Waste generated 173
306-4 Waste diverted from disposal 173
306-5 Waste directed to disposal 173
Employment
GRI 3: Topic Material
3-3 Management of material topics 177
2021
GRI 401: Employment 401-1 New employee hires and employee turnover 177
2016
401-2 Benefits provided to full-time employees that are not
179-180
provided to temporary or part-time employees
401-3 Parental leave 181
Occupational Health and Safety
GRI 3: Topic Material
3-3 Management of material topics 182-184
2021
GRI 403: Occupational 403-1 Occupational health and safety management system 183
Health and Safety 2018
403-2 Hazard identification, risk assessment, and incident
184
investigation
403-3 Occupational health services 185
403-4 Worker participation, consultation, and communication
185
on occupational health and safety
403-5 Worker training on occupational health and safety 186
403-6 Promotion of worker health 185
403-7 Prevention and mitigation of occupational health and
184-185
safety impacts directly linked by business relationships
403-8 Workers by an occupational health and safety
183
management
403-9 Work-related injuries 186
403-10 Work-related ill health 185
227 /PT SAMUDERA INDONESIA TBK
Page 229
GRI Standard Disclosure Page
Competency Development
GRI 3: Topic Material
3-3 Management of material topics 181
2021
GRI 404: Training and 404-1 Average hours of training per year per employee 181-182
Education 2016
404-2 Programs for upgrading employee skills and transition
181
assistance programs
404-3 Percentage of employees receiving regular performance
182
and career development reviews
Diversity, Equal Opportunity and No Discrimination
GRI 3: Topic Material
3-3 Management of material topics 177
2021
GRI 405: Diversity and 405-1 Diversity of governance bodies and employees 177
Equal Opportunity
405-2 Ratio of basic salary and remuneration of women to men 179
GRI 406: Non-
406-1 Incidents of discrimination and corrective actions taken 177
discrimination 2016
Relations with Local Communities
GRI 3: Topic Material
3-3 Management of material topics 186-187
2021
GRI 413: Local 413-1 Operations with local community engagement, impact
187
Communities 2016 assessments, and development programs
413-2 Operations with significant actual and potential negative
187
impacts on local communities
Data and Information
GRI 3: Topic Material
3-3 Management of material topics 175-176
2021
GRI 418: Customer 418-1 Substantiated complaints concerning breaches of
176, 197
Privacy 2016 customer privacy and losses of customer data
228 /ANNUAL & SUSTAINABILITY REPORT 2024
Page 230
229 /PT SAMUDERA INDONESIA TBK
Page 231
PT SAMUDERA INDONESIA TBK 2024 ANNUAL & SUSTAINABILITY REPORT samudera.id 02 PT SAMUDERA INDONESIA TBK
Names mentioned 232 people and organisations named in the text · linked when the evidence is strong
unresolved
org
Financial Services Authority
p.5 ×17
unresolved
org
Established Samudera Australia Pty Ltd.
p.18
unresolved
org
PT Mitra Tanki Kontainer Indonesia.
p.18 ×2
unresolved
org
PT Patimban Global Gateway Terminal.
p.19 ×2
unresolved
org
PTPTSAMUDERA SAMUDERAINDONESIA INDONESIA TBK
p.25 ×2
unresolved
org
PT Patimban Global Gateway
p.42
unresolved
person
Notary Soeleman Ardjasasmita
p.54
unresolved
person
Notary Jessy Darmawan
p.54 ×4
unresolved
org
NVPD Soedarpo Corporation
p.57
unresolved
org
Indonesia Stevedoring Ltd
p.57
unresolved
org
PT Sinar Harapan Veem Indonesia
p.57
unresolved
org
PT Perusahaan Pelayaran Samudera
p.57 ×2
unresolved
org
Shipping Line Ltd
p.59
unresolved
org
PVT LTD
p.60 ×3
unresolved
org
Repair SAMUDERA TRAFFIC CO LTD
p.60
unresolved
org
PT CUMAWIS NUSANTARA PANURJWAN
p.60
unresolved
org
PT SAMUDERA SARANA TERMINAL INDONESIA SAMUDERA SHIPPING LINE
p.60
unresolved
org
FOREMOST MARITIME PTE LTD
p.60 ×2
unresolved
org
PT PELABUHAN SAMUDERA LNG EAST-WEST SHIPPING
p.60
unresolved
org
PT SAMUDERA AGENCIES
p.60
unresolved
org
PT PRIMA NUR PANURJWAN
p.60
unresolved
org
PT SAMUDERA INDONESIA PRIME MARITIME DWC LLC SHIP
p.60
unresolved
org
PT TANGGUH SAMUDERA JAYA
p.60 ×2
unresolved
org
PT SAMUDERA PERKAPALAN
p.60
unresolved
org
PT ASTA RIKA STUWARINDO
p.60 ×2
unresolved
org
PT SAMUDERA SHIPPING SAMUDERA TANKERS PTE LTD SERVICES
p.60
unresolved
org
PT SAMUDERA GOLDEN MITRA
p.60 ×2
unresolved
org
PT SAMUDERA SHIPPING
p.60
unresolved
org
PT SAMUDERA MITRA DEPO
p.60 ×2
unresolved
org
PT SAMUDERA ASAHI
p.60
unresolved
org
PT PATIMBAN GLOBAL GATEWAY TERMINAL SAMUDERA CARGO
p.60
unresolved
org
PT GALANGAN SAMUDERA SERVICES LLC
p.60
unresolved
org
MADURA SAMUDERA INTERMODAL SAMUDERA AUSTRALIA PTY LTD
p.60
unresolved
org
PT SAMUDERA SARANA
p.61
unresolved
org
PTE LTD
p.61 ×5
unresolved
org
PT SAMUDERA PROPERTI INDONESIA
p.61 ×2
unresolved
org
PT SAMUDERA LAKSANA
p.61
unresolved
org
DWC LLC SAMUDERA PROPERTY LIMITED
p.61
unresolved
org
PT SAMUDERA LOGISTICS
p.61
unresolved
org
PT SAMUDERA PERDANA
p.61 ×2
unresolved
org
PT MARUZEN SAMUDERA
p.61
unresolved
org
PT ADIB COLD LOGISTIC
p.61 ×2
unresolved
org
PT PRAWEDA SARANA INFORMATIKA
p.61 ×3
unresolved
org
PT MASAJI KARGOSENTRA
p.61
unresolved
org
PT SAMUDERA JWD LOGISTICS TAMA
p.61
unresolved
org
PT ISTA INDONESIA SHAL HAWK SILKARGO
p.61
unresolved
org
OCEAN TECHNOLOGIES PTE LTD
p.61 ×2
unresolved
org
PT MASAJI TATANAN
p.61
unresolved
org
PT SAMUDERA INDONESIA MITRA MANAJEMEN
p.61 ×2
unresolved
org
PT MITRA TANKI KONTAINER
p.61
unresolved
org
PT ISTA RASA INDONESIA
p.61 ×2
unresolved
org
Indonesia Stock Exchange
p.66 ×5
unresolved
org
PT NBU Indonesia Utama
p.68 ×6
unresolved
org
PT SHARESTAR INDONESIA
p.70 ×2
unresolved
org
Sentral Efek Indonesia
p.70
unresolved
person
Notary Fathiah Helmi
p.70
unresolved
org
YOUNG GLOBAL LIMITED
p.70 ×11
unresolved
org
Rendered Services
p.70
unresolved
—
Assignment Period
p.70
unresolved
org
PT PEMERINGKAT EFEK INDONESIA
p.70
unresolved
person
Indra Sukmana Dewa
· Corporate Secretary
p.73
unresolved
org
PTSAMUDERA SAMUDERAINDONESIA INDONESIATBK TBK
p.73
unresolved
org
Singaswiss Event Services Pte. Ltd.
p.74
unresolved
org
PT Inter Pariwara Global
p.74
unresolved
person
Bani M. Mulia
· President Director
p.74 ×7
unresolved
person
PoEsPosoEtJipTo
· Commissioner
p.74 ×2
unresolved
org
Non-Executive Director Samudera Shipping Line Ltd
p.76
unresolved
org
PT Samudera Wadah Mitra
p.76
unresolved
org
Executive Samudera Shipping Line Ltd
p.76
unresolved
org
Samudera Shipping Line Ltd
p.77 ×6
unresolved
org
Bank Indonesia
p.78 ×4
unresolved
org
Bank Universal Tbk
p.78 ×2
unresolved
org
Bank Tiara Tbk
p.78 ×2
unresolved
org
PT Praweda Ciptakarsa Informatika
p.79
unresolved
org
PT NBU Mitra Manajemen
p.79
unresolved
org
PT NBU Investama Indonesia
p.79
unresolved
org
PT Bayu Buana Gemilang
p.79
unresolved
org
Ministry of Research and Technology
p.79
unresolved
org
PT Kliring Penjaminan Efek Indonesia
p.80 ×5
unresolved
org
PT GoTo
p.83
unresolved
org
Gojek Tokopedia Tbk
p.83
unresolved
org
PT Industri Jamu
p.83
unresolved
org
Farmasi Sido Muncul Tbk
p.83
unresolved
org
Bank Jabar Banten Tbk
p.83 ×2
unresolved
org
Dana Pensiun Samudera Indonesia Utama
p.85
unresolved
org
PT Jakarta International Container Terminal
p.85
unresolved
org
PT Pelabuhan Tanjung Priok
p.85
unresolved
org
Group Business Support Samudera Shipping Line Ltd
p.86
unresolved
org
Holcim Indonesia Tbk
p.87 ×5
unresolved
org
PT Holcim Beton
p.87
unresolved
org
PT Lafarge Indonesia
p.87
unresolved
org
Holcim Sdn Bhd
p.87
unresolved
org
PT Carrefour Indonesia
p.87
unresolved
org
American Express Bank Ltd
p.87
unresolved
org
PT Bormindo Nusantara
p.87
unresolved
person
Senior Managing
· Director
p.88 ×15
unresolved
person
Managing
· Director
p.88 ×13
unresolved
person
Commercial
· Director
p.89 ×3
unresolved
org
PT NGRUMAT BONDO UTOMO F. HELIANTI MASLI MULIA
p.94
unresolved
org
PT NBU
p.94
unresolved
org
PT SAMUDERA POESPOSOETJIPTO
p.94
unresolved
org
PT SAMUDERA
p.94 ×19
unresolved
org
INDONESIA TBK
p.94
unresolved
org
PT PRAWEDA
p.94
unresolved
org
PT MASAJI
p.94 ×3
unresolved
org
PT GALANGAN
p.94
unresolved
org
PT MARUZEN
p.94
unresolved
org
PT SILKARGO
p.94
unresolved
org
PT ISTA
p.94
unresolved
org
PT ASTA RIKA INDONESIA SHIP
p.94
unresolved
org
PT TANGGUH
p.94
unresolved
org
PT ISTA RASA
p.94
unresolved
org
INTERMODAL TRAFFIC CO LTD
p.94
unresolved
org
TANKERS PTE LTD
p.94
unresolved
org
PROPERTY LIMITED
p.94
unresolved
org
AUSTRALIA PTY LTD PTE LTD
p.94
unresolved
org
PT PRIMA NUR
p.94
unresolved
org
PT PERUSAHAAN OCEAN
p.94
unresolved
org
NUSANTARA MARITIME PTE LTD
p.94
unresolved
org
LOGISTICS DWC LLC
p.94
unresolved
org
DWC LLC
p.94
unresolved
org
PANURJWAN PTE LTD
p.94
unresolved
org
PT ADIB COLD
p.94
unresolved
org
PT PATIMBAN GLOBAL
p.94
unresolved
org
PT SAMUDERA SAMUDERA LAUTAN LAKSANA
p.94
unresolved
org
PT Perusahaan Pelayaran Nusantara Panurjwan
p.97
unresolved
org
PT Samudera Agencies Indonesia
p.97
unresolved
org
PT Samudera Indonesia Ship
p.97
unresolved
org
PT Samudera Shipping Services
p.97
unresolved
org
PT Samudera Shipping Indonesia
p.97
unresolved
org
PT Samudera Asahi Shipping
p.97
unresolved
org
Samudera Tankers Pte Ltd
p.97
unresolved
org
Ocean Ships Investment Pte Ltd
p.97
unresolved
org
Samudera Cargo Services LLC
p.97
unresolved
org
United Arab Emirates. Samudera Intermodal Sdn Bhd
p.97
unresolved
org
Samudera Intermodal Sdn Bhd
p.97
unresolved
org
Samudera Traffic Co Ltd
p.97
unresolved
org
Prime Maritime DWC LLC
p.97
unresolved
org
Samudera Ship Management Pte Ltd
p.97
unresolved
org
Samudera Ship Investment Pte Ltd
p.97
unresolved
org
Samudera Australia Pty Ltd
p.97
unresolved
org
PT Samudera Sarana Terminal
p.98
unresolved
org
PT Samudera Sarana Terminal Indonesia
p.98
unresolved
org
PT Pelabuhan Samudera Palaran
p.98 ×2
unresolved
org
PT Prima Nur Panurjwan Port
p.98
unresolved
org
PT Tangguh Samudera Jaya Port
p.98
unresolved
org
PT Samudera Laksana Perdana
p.98
unresolved
org
PT Masaji Kargosentra Tama
p.98
unresolved
org
PT Masaji Tatanan Kontainer
p.98
unresolved
org
PT Masaji Tatanan Kontainer Indonesia
p.98
unresolved
org
Silkargo Logistics (Singapore) Pte Ltd
p.99
unresolved
org
Samudera Logistics DWC LLC
p.99
unresolved
org
PT Samudera Logistics Services
p.99
unresolved
org
PT Maruzen Samudera Taiheyo
p.99
unresolved
org
Maruzen Showa Unyu Co., Ltd.
p.99
unresolved
org
Taiheiyo Kisen Kaisha Ltd.
p.99
unresolved
org
JWD Asia Holding Pvt. Ltd.
p.99
unresolved
org
PT Samudera JWD Logistics
p.99
unresolved
org
Port Klang Shal Hawk Silkargo Sdn Bhd
p.99
unresolved
org
Golden Sea Haulage Sdn. Bhd.
p.99
unresolved
org
Samudera Lautan Emas Sdn Bhd
p.99
unresolved
org
Samudera Property Limited
p.99
unresolved
org
Pusat Statistik
p.106
unresolved
org
Minister of Finance Regulation EMPLOYEE
p.120
unresolved
person
Soeroto.
p.127
unresolved
org
Minister of Law and Human Rights
p.130 ×2
unresolved
person
GMS Approval
· President Commissioner
p.131 ×12
unresolved
—
F. Helianti Sastrosatomo
· Compliance Director
p.132 ×3
unresolved
org
SI TBK
p.135
unresolved
—
Aria Farahmita
· Member
p.135 ×3
unresolved
—
Division Head
p.141
unresolved
—
Department Head
p.141
unresolved
org
Quality Assurance
p.141
unresolved
—
Auditor Specialist
p.141
unresolved
—
Certifications
p.141
unresolved
—
Certified Forensic Auditor (CFrA)
p.141
unresolved
—
Qualified Internal Auditor (QIA)
p.141
unresolved
person
Said Amru
p.148
unresolved
org
Satrio Bing Eny & Partners
p.148
unresolved
org
Koperasi Tenaga Kerja Bongkar Muat
p.148
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