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PT Exploitasi Energi Indonesia Tbk.
LAPORAN tahunan
LAPORAN keberlanjutan
2024
annual report
Sustainability report
www.energigroupindonesia.com
Jakarta Office
Sinar Mas Land Plaza Sudirman, 9th Floor
Jl. Jend. Sudirman Kav. 21
Jakarta 12930, Indonesia
Tel. +62 21 8051 1130
Fax. +62 21 8051 1135
Branch Office
Jl. Pramuka No.18A
Pemurus Luar, Banjarmasin Timur
Kalimantan Selatan 70249
Tel. +62 511 612 7021
Fax. +62 511 612 7021
Laporan Tahunan 2024 Annual Report
Back on the Green
Page 2
Daftar Isi
Table of Contents
Penjelasan Tema 1 Theme Page
Visi, Misi & Nilai Perusahaan 2 Vision, Mission & Corporate Values
Sekilas Perseroan 3 Company in Brief
Jejak Langkah 4 Milestones
Wilayah Kerja 6 Area of Operations
Ikhtisar Keuangan 8 Financial Highlights
Kepemilikan Manfaat 10 Beneficial Ownership
Ikhtisar Saham 12 Shares Highlights
Struktur Organisasi 13 Organizational Structure
Sekilas Peristiwa 14 Events Highlights
Laporan Dewan Komisaris 18 Board of Commissioners’ Report
Laporan Direksi 24 Board of Directors’ Report
Analisis & Pembahasan Manajemen 30 Management Discussion & Analysis
Tata Kelola Perusahaan 37 Corporate Governance
Manajemen Risiko 68 Risk Management
Faktor Penunjang Utama 72 Key Supporting Factors
Profil Dewan Komisaris 78 Board of Commissioners’ Profile
Profil Direksi 82 Board of Directors’ Profile
Profil Lainnya 85 Other Profiles
Informasi Perusahaan 87 Corporate Information
Tanggung Jawab Pelaporan Tahunan 89 Responsibility for Annual Reporting
Laporan Keberlanjutan 91 Sustainability Report
Laporan Keuangan Konsolidasian 125 Consolidated Financial Statements
Page 3
Back on the Green
Tahun 2024 menandai momen keberhasilan bagi PT Exploitasi Energi
Indonesia Tbk (CNKO) untuk kembali ke zona hijau. Setelah melalui berbagai
tantangan berat serta mengalami kerugian dalam beberapa tahun terakhir,
Perseroan akhirnya dapat membukukan laba komprehensif tahun berjalan.
Lebih dari sekadar kinerja finansial, pencapaian ini juga merefleksikan upaya
CNKO untuk tetap fokus pada strategi bisnisnya dan senantiasa menjaga
efisiensi di seluruh lini dalam menghadapi dinamika industri.
Dengan semangat yang diperbarui, CNKO siap untuk menjaga momentum
positif ini, sekaligus memperkuat daya saing serta menciptakan nilai tambah
bagi para pemangku kepentingan.
The year 2024 marked a successful moment for PT Exploitasi Energi
Indonesia Tbk (CNKO) to be back on the green. After going through various
tough challenges and experiencing losses during the last few years,
the Company was finally able to record a comprehensive profit
for the current year.
More than just financial performance, this achievement also reflects CNKO's
efforts to remain focused on its business strategy and continue to maintain
efficiency across all lines in facing industry dynamics.
With renewed enthusiasm, CNKO is ready to maintain this positive
momentum, while strengthening competitiveness and creating added value
for stakeholders.
Page 4
Visi, Misi & Nilai Perusahaan
Vision, Mission & Corporate values
Visi • Vision
Menjadi penyedia layanan energi berbasis batubara To become the leading integrated coal-based
terintegrasi yang terkemuka di Indonesia. energy provider in Indonesia.
Misi • Mission
Memenuhi kebutuhan energi nasional dengan To fulfill national energy demand in a cost-effective
hemat biaya dan cara yang bertanggung jawab. and responsible ways.
Mengembangkan keunggulan dan sinergi To develop operational excellence and synergy in
operasional dalam bidang usaha terkait batubara coal-related businesses to maximize shareholders’
guna memaksimalkan nilai bagi para pemegang value.
saham.
Dikelola oleh manajemen yang berpengalaman, To be managed by an experienced, innovative and
inovatif dan berorientasi pada hasil. result-oriented management.
Tunduk dan patuh terhadap seluruh peraturan dan To comply with all laws and regulations governing a
undang-undang yang berlaku bagi perusahaan publicly listed company.
terbuka.
Nilai Perusahaan • Corporate Values
INTEGRITAS • INTEGRITY
bertindak sesuai ucapan/janji sehingga dapat menumbuhkan kepercayaan pihak lain
acting accordingly/fulfilling promises to gain trust from others
SIKAP POSITIF • POSITIVE ATTITUDES
menampilkan perilaku yang mendukung terciptanya lingkungan kerja yang saling menghargai dan kondusif
displaying attitudes which support the creations of conducive and mutually-respectful working environment
KOMITMEN • COMMITMENT
melaksanakan pekerjaan dengan sepenuh hati untuk mencapai hasil terbaik
performing works whole-heartedly to achieve the best results
PERBAIKAN BERKELANJUTAN • SUSTAINABLE IMPROVEMENT
meningkatkan kemampuan/kapasitas diri, unit kerja dan organisasi
secara terus menerus tanpa batas untuk mencapai hasil terbaik
improving skills/personal capacity, work units and organization in a sustainable manner
to achieve the best results
KEMAMPUAN INOVATIF • INNOVATIVENESS
memunculkan gagasan atau menciptakan produk/alat kerja/sistem kerja baru
yang dapat meningkatkan produktivitas dan pertumbuhan perusahaan
promoting ideas or creating new products/equipment/systems that can
enhance productivity and growth of the company
LOYALITAS • LOYALTY
menumbuh kembangkan semangat untuk mengerti, memahami dan
melaksanakan nilai-nilai perusahaan sebagai bagian dari Keluarga Besar Perseroan
nurturing the spirit to understand, comprehend and implement corporate values
as part of the Company’s Big Family
2 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
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Sekilas Perseroan
Company in Brief
Perseroan didirikan pada 13 September 1999 dengan The Company was founded on 13 September 1999 under
nama PT Central Korporindo International. Pada 21 the name PT Central Korporindo International. On 21
November 2001, Perseroan menjadi perusahaan publik November 2001, the Company became a public company
yang terdaftar di Bursa Efek Jakarta (saat ini Bursa Efek listed on the Jakarta Stock Exchange (currently the
Indonesia) dengan kode saham ‘CNKO’. Pada tahun 2010 Indonesian Stock Exchange) with the stock code ‘CNKO’.
Perseroan berganti nama menjadi PT Exploitasi Energi In 2010, the Company changed its name to PT Exploitasi
Indonesia Tbk. Energi Indonesia Tbk.
Berdasarkan Anggaran Dasar Perseroan, CNKO According on the Company's Articles of Association,
menjalankan usaha dalam bidang ketenagalistrikan, CNKO operates in the electricity sector, specialized
perdagangan besar khusus lainnya, aktivitas penunjang wholesale trade, transportation support activities, holding
angkutan, aktivitas perusahaan holding serta aktivitas company activities, management consulting and coal
konsultasi manajemen dan perdagangan batubara. trading. The Company's Articles of Association have
Anggaran Dasar Perseroan telah mengalami beberapa undergone several amendments, with the most recent
kali perubahan dengan akta perubahan terakhir yaitu Akta being Notarial Deed No.14, dated 28 May 2024, from
Notaris No.14 tanggal 28 Mei 2024 dari Notaris Dahlia, Notary Dahlia, S.H. This amendment has been approved
S.H.. Akta perubahan terakhir ini telah memperoleh by Ministry of Law and Human Rights of the Republic of
persetujuan dari Kementerian Hukum dan Hak Asasi Indonesia through the Approval Letter for Amendments
Manusia Republik Indonesia dalam surat Persetujuan to the Articles of Association Limited Liability Company
Perubahan Anggaran Dasar Perseroan Terbatas Nomor Number AHU-0035709.AH.01.02 of the year 2024 on 18
AHU-0035709.AH.01.02 tahun 2024 tanggal 18 Juni 2024. June 2024.
Sejak 2006, Perseroan telah menandatangani beberapa Since 2006, the Company has signed several Coal Sale
kontrak Perjanjian Jual Beli Batubara (PJBB) dengan PT and Purchase Agreement (PJBB) contracts with PT
Perusahaan Listrik Negara (PLN) dan anak usahanya. Saat Perusahaan Listrik Negara (PLN) and and its subsidiaries.
ini Perseroan merupakan pemasok batubara untuk tujuh Currently, the Company is the coal supplier for seven
pembangkit listrik tenaga uap (PLTU) milik PLN di Jawa. coal-fired power plants (PLTU) owned by PLN in Java. In
Selain penjualan batubara, CNKO juga memiliki dan addition to coal sales, CNKO also owns and operates
mengoperasikan sebuah PLTU di Kalimantan Tengah. PLTU in Central Kalimantan.
Pada penghujung 2024, terjadi perubahan saham Toward the end of 2024, there was a change in the
pengendali di Perseroan dengan masuknya Anderson Bay controlling shareholding in the Company with the entry
Pte. Ltd. Pada tahun yang sama, CNKO juga mencatat of Anderson Bay Pte. Ltd. During the same year, CNKO
perbaikan kinerja yang luar biasa dengan kembali also recorded an extraordinary performance improvement
membukukan laba komprehensif tahun berjalan, setelah by once again post a comprehensive profit for the current
mengalami kerugian selama beberapa tahun kebelakang. year, after experiencing losses for the past few years.
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 3
Page 6
Jejak Langkah
Milestones
Memulai aktifitas
komersial di bidang
pertambangan dan
penjualan batubara.
Menandatangani
Tercatat di Bursa Efek kontrak jangka
Jakarta (sekarang menengah dan
Bursa Efek Indonesia) panjang dengan Memulai operasi PLTU
dengan kode saham PT Perusahaan Listrik milik Perseroan di Mencatat volume
‘CNKO’. Negara (Persero) untuk Pangkalan Bun dengan penjualan batubara
menjadi salah satu kapasitas produksi tertinggi dalam sejarah
Began commercial pemasok batubara. 2x7 MW. Perseroan selama dua
activities in coal mining tahun berturut-turut.
and trading business. Signed mid-term and Began the operations
Listed on the Jakarta long-term contracts of Company-owned Recorded the highest
Stock Exchange (now with PT Perusahaan PLTU in Pangkalan Bun coal sales volume
Indonesian Stock Listrik Negara with production throughout the
Exchange) with the (Persero) to be one of capacity of Company’s history for
ticker symbol ‘CNKO’. the coal suppliers. 2x7 MW. two consecutive years.
2001 2006 2011 2015-2016
1999 2003 2010 2013
Didirikan pada tanggal Menyelesaikan Mengganti nama Memulai produksi
13 September 1999 Rights Issue I dengan menjadi PT Exploitasi batubara di salah satu
dengan nama nilai Rp 322 miliar. Energi Indonesia Tbk. tambang Perseroan.
PT Central Korporindo Mengubah kegiatan melalui Rapat Umum Menyelesaikan Rights
Internasional. usaha dari Pemegang Saham Issue II dengan nilai
perdagangan dan (RUPS). Rp2,3 triliun.
Founded on pengolahan batubara Mendapatkan Izin
13 September 1999 menjadi Pembangkit Usaha Pertambangan Began coal production
under the name Listrik Tenaga Uap Operasi Produksi in one of the
PT Central Korporindo (PLTU). (IUPOP) di Kalimantan Company’s mines.
Internasional. Selatan. Completed Rights
Completed Rights Issue II with a value of
Issue I with a value of Changed its name to Rp2.3 trillion.
IDR 322 billion. PT Exploitasi Energi
Changed the business Indonesia Tbk. through
activities from coal the Annual General
trading and processing Meeting of
into coal-fired power Shareholders (AGMS).
plant. Obtained a license for
Production Operation
Mining (IUPOP) in
South Kalimantan.
4 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
Page 7
Menerapkan berbagai
kebijakan untuk
menghadapi wabah
Covid-19, guna Membukukan
Menandatangani spot memastikan peningkatan laba
contract sebagai salah keberlangsungan operasional tertinggi
satu pemasok usaha. dalam lima tahun
batubara di terakhir.
PT PLN Batubara. Implemented various
policies in response to Posted the highest
Signed a spot contract the Covid-19 outbreak, increase of income
as a coal supplier at to ensure business from operations during
PT PLN Batubara. continuity. the last five years.
2018 2020 2023
2017 2019 2021-2022 2024
Mencatatkan saham Melepas kepemilikan Meningkatkan volume Anderson Bay Pte.Ltd.
anak perusahaannya, di anak perusahaan, pasokan batubara ke menjadi pemegang
PT Dwi Guna Laksana PT Dwi Guna Laksana PLN guna saham pengendali
di Bursa Efek Indone- Tbk. kepada mengantisipasi baru.
sia dengan kode Hawthorn-Capital kelangkaan.
saham ‘DWGL’. Investment Pte. Ltd. Menerima penghargaan Membukukan laba
dari PLN atas kinerja komprehensif tahun
Listed the shares of its Divested the dan kontribusi dalam berjalan setelah
subsidiary, PT Dwi ownership in pemenuhan pasokan mencatat kerugian
Guna Laksana on the subsidiary PT Dwi batubara untuk dalam empat tahun
Indonesian Stock Guna Laksana Tbk. to ketenagalistrikan. terakhir.
Exchange with the Hawthorn-Capital
ticker symbol ‘DWGL’. Investment Pte. Ltd. Increased coal supply Anderson Bay Pte. Ltd.
volume to PLN in became the new
anticipation of controlling
shortages. shareholder.
Received an award Posted comprehensive
from PLN for its profit for the year after
performance and recording losses in the
contribution in fulfilling last four years.
coal supply for
electricity.
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 5
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Wilayah Kerja
Area of Operations
SRI
AJP
PEMBANGKIT LISTRIK PLTU Pangkalan Bun
POWER PLANT
1
2 3 4 7
5
6
DAFTAR LOKASI ASET • LIST OF ASSETS LOCATION
Pembangkit Listrik Tenaga Uap (PLTU) • Coal-Fired Power Plant
PLTU Pangkalan Bun: Kumai, Kotawaringin Barat
Konsesi Batubara • Coal Concession
PT Sekti Rahayu Indah (SRI): Mentaya Hulu, Kotawaringin Timur
PT Abe Jaya Perkasa (AJP): Gunung Timang, Barito Utara
6 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
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TAMBANG BATUBARA DAFTAR PELANGGAN • LIST OF CLIENTS
COAL CONCESSION
1 - PLTU SURALAYA BARU, JAWA BARAT • WEST JAVA
2 - PLTU LABUAN, JAWA BARAT • WEST JAVA
3 - PLTU TELUK NAGA, JAWA BARAT • WEST JAVA
4 - PLTU INDRAMAYU, JAWA BARAT • WEST JAVA
5 - PLTU REMBANG, JAWA TENGAH • CENTRAL JAVA
6 - PLTU ADIPALA CILACAP, JAWA TENGAH • CENTRAL JAVA
7 - PLTU TANJUNG AWAR-AWAR, JAWA TIMUR • EAST JAVA
LEGEND
LOKASI ASET • ASSET LOCATION
PELANGGAN • CLIENT #
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 7
Page 10
Ikhtisar Keuangan
Financial Highlights
PER 31 DESEMBER 2024 • AS OF 31 DECEMBER 2024
2024 2023 2022 2021 2020
LAPORAN POSISI KEUANGAN • STATEMENT OF FINANCIAL POSITION
dalam ribuan Rupiah • in thousand Rupiah
Aset Lancar • Current Assets 477.967.312 478.128.660 357.342.129 557.796.856 421.671.344
Aset Tidak Lancar • Non-Current Assets 431.783.590 498.323.284 548.550.421 649.045.780 688.541.896
Jumlah Aset • Total Assets 909.750.902 976.451.944 905.892.550 1.206.842.636 1.110.213.240
Liabilitas Jangka Pendek • Current Liabilities 1.765.870.170 1.727.957.485 1.567.490.086 1.717.108.630 1.777.594.073
Liabilitas Jangka Panjang • Non-Current Liabilities 399.627.250 575.449.269 623.359.042 714.538.408 482.570.455
Ekuitas • Equity (1.255.746.518) (1.326.954.810) (1.284.956.578) (1.224.804.402) (1.149.951.288)
Jumlah Liabilitas & Ekuitas • Total Liability & Equity 909.750.902 976.451.944 905.892.550 1.206.842.636 1.110.213.240
LAPORAN LABA RUGI DAN PENGHASILAN KOMPREHENSIF LAIN • STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME
dalam ribuan Rupiah, kecuali laba (rugi) per saham • in thousand Rupiah, except for basic earnings (loss) per share
Pendapatan Usaha • Operating Revenues 1.731.480.206 1.741.978.238 1.375.279.833 980.326.231 884.575.360
Laba Bruto • Gross Profit 244.878.601 198.526.588 105.835.273 133.736.289 110.369.779
Laba Sebelum Bunga, Pajak, Depresiasi dan 200.257.621 161.778.867 113.051.439 110.643.738 79.963.270
Amortisasi • Earnings Before Interest,Tax,
Depreciation and Amortization (EBITDA)
Laba Operasional • Income from Operations 180.428.583 141.076.066 51.798.438 89.988.994 57.021.308
Laba (Rugi) Sebelum Pajak Penghasilan 96.742.476 (34.046.746) (42.058.641) (73.152.107) (266.991.306)
• Profit (Loss) Before Income Tax
Jumlah Laba (Rugi) Komprehensif Tahun Berjalan * 71.094.445 (41.365.647) (54.229.937) (72.909.400) (262.078.688)
• Total Comprehensive Profit (Loss) for the Year *
Jumlah Saham yang Beredar • Outstanding Shares 8.956.361.206 8.956.361.206 8.956.361.206 8.956.361.206 8.956.361.206
Laba (Rugi) per Saham Dasar * 8,15 (4,59) (5,98) (8,18) (29,43)
• Basic Profit (Loss) per Share *
RASIO KEUANGAN • FINANCIAL RATIOS
Marjin Laba Kotor • Gross Profit Margin 14,1% 11,4% 7,7% 13,6% 12,5%
Marjin EBITDA • EBITDA Margin 11,6% 9,3% 8,3% 11,3% 9,0%
Marjin Laba Bersih • Net Profit Margin 4,1% n.a. n.a. n.a. n.a.
Tingkat Pengembalian Aset • Return on Assets 7,8% n.a. n.a. n.a. n.a.
Tingkat Pengembalian Ekuitas • Return on Equity n.a. n.a. n.a. n.a. n.a.
Rasio Lancar • Current Ratio 0,3x 0,3x 0,2x 0,3x 0,2x
Liabilitas Terhadap Aset • Debts to Assets 238,0% 235,9% 241,8% 201,5% 203,6%
Liabilitas Terhadap Ekuitas • Debts to Equity (172,4%) (173,6%) (170,5%) (198,5%) (196,5%)
* dapat diatribusikan kepada pemilik entitas induk • attributable to owners of the parent entity
8 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
Page 11
PENDAPATAN USAHA • OPERATING REVENUES LABA BRUTO • GROSS PROFIT
dalam miliar Rupiah • in billion Rupiah dalam miliar Rupiah • in billion Rupiah
EBITDA • EBITDA JUMLAH EKUITAS • TOTAL EQUITY
dalam miliar Rupiah • in billion Rupiah dalam miliar Rupiah • in billion Rupiah
JUMLAH LABA (RUGI) KOMPREHENSIF TAHUN
BERJALAN * • COMPREHENSIVE PROFIT (LOSS) LABA (RUGI) PER SAHAM DASAR *
FOR THE YEAR * • BASIC PROFIT (LOSS) PER SHARE *
dalam miliar Rupiah • in billion Rupiah dalam Rupiah • in Rupiah
* yang dapat diatribusikan kepada pemegang saham entitas induk * yang dapat diatribusikan kepada pemegang saham entitas induk
attributable to owners of the parent entity attributable to owners of the parent entity
JUMLAH ASET • TOTAL ASSETS JUMLAH LIABILITAS • TOTAL LIABILITIES
dalam miliar Rupiah • in billion Rupiah dalam miliar Rupiah • in billion Rupiah
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 9
Page 12
Kepemilikan Manfaat
Beneficial Ownership
PER 31 DESEMBER 2024 • AS OF 31 DECEMBER 2024
KUSNO HARDJIANTO ANDRI CAHYADI HENRI SETIADI
40,00% 30,00% 30,00%
PT ENERGI SINAR ANDRI CAHYADI
BANUA
99,00% 1,00%
PT CENKO
RICHARD
KORPORINDO
SOEPRAPTO
INTERNASIONAL
84,80% 85,20%
PT SABATAMA
INTERNASIONAL
MANDIRI
9,63%
10 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
Page 13
CHO WAI CHENG
100%
ANDERSON BAY PTE MASYARAKAT
LTD
10,00% 80,37%
PT EXPLOITASI ENERGI
INDONESIA Tbk. (CNKO)
MODAL DISETOR:
SERI A 115.000.000
SERI B 8.841.361.206
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 11
Page 14
Ikhtisar Saham
Share Highlights
PER 31 DESEMBER 2024 • AS OF 31 DECEMBER 2024
Informasi Saham • Shares Information
Kuartal Tertinggi Terendah Penutup Volume Saham Beredar
Quarter High Low Close Outstanding Shares
2024 I 50 34 34 2.036.500 8.956.361.206
II 31 4 8 124.112.200 8.956.361.206
III 10 4 6 1.861.659.700 8.956.361.206
IV 22 6 22 2.884.287.700 8.956.361.206
Kapitalisasi Pasar* • Market Capitalization* 447.818.060.300
2023 I 50 50 50 1.200.200 8.956.361.206
II 50 50 50 481.300 8.956.361.206
III 50 50 50 404.600 8.956.361.206
IV 50 50 50 1.452.700 8.956.361.206
Kapitalisasi Pasar* • Market Capitalization* 447.818.060.300
* posisi akhir tahun (dalam Rupiah) • year-end position (in Rupiah)
Komposisi Pemegang Saham • Shareholders Composition
Keterangan Jumlah Saham Persentase Nilai Nominal
Description Number of Shares Percentage Nominal Value
Kustodian Sentral Efek Indonesia • Indonesia Central 8.956.356.106 99,99994% 895.635.610.600
Securities Depository
Perorangan - Dalam Negeri • Individual - Domestic 5.100 0,00006% 510.000
TOTAL 8.956.361.206 100,0% 895.636.120.600
Struktur Usaha • Business Structure
PT EXPLOITASI ENERGI INDONESIA Tbk.
(CNKO)
99,9%
PT ENERGI BATUBARA INDONESIA
(EBI)
94,6% 99,9% 52,0% 51,3%
PT KORPORINDO PT TRANS PT SEKTI PT ABE JAYA
GUNA BARA LINTAS SEGARA RAHAYU INDAH PERKASA
(KGB) (TLS) (SRI) (AJP)
12 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
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Struktur Organisasi
Organizational Structure
RAPAT UMUM PEMEGANG SAHAM
GENERAL MEETING OF SHAREHOLDERS
DEWAN KOMISARIS
BOARD OF COMMISSIONERS
Presiden Komisaris
President Commissioner
PUDJIANTO GONDOSASMITO
Komisaris
Commissioner
KOMITE AUDIT DJOKO SUMARYONO
AUDIT COMMITTEE
Komisaris Independen
Independent Commissioner
EDWIN PAMIMPIN SITUMORANG
Komisaris Independen
Independent Commissioner
CAHYO SURYO PUTRO
Presiden Direktur
President Director
ROBIN WIRAWAN
Wakil Presiden Direktur
Auditor Internal Sekretaris Perusahaan
Internal Auditor
Vice President Director Corporate Secretary
SUDARWANTA
Direktur
Director
ERRY INDRIYANA
Vice President
Vice President
Finance
Engineering
Accounting
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 13
Page 16
Sekilas Peristiwa
Events Highlights
Donor darah dalam acara K3
7 Februari 2024
Blood Donation during OHS Event
7 February 2024
Peresmian kantor Banjarmasin
22 Februari 2024
Official Opening of Banjarmasin office
22 February 2024
Kegiatan Imtihan pada Madrasah
di Kumai, 29 Februari 2024
Imtihan event at Madrasah in
Kumai, 29 February 2024
14 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
Page 17
Acara buka puasa bersama di kantor pusat
21 Maret 2024
Fast breaking gathering at head office
21 March 2024
Bantuan pembangunan musholla
25 April 2024
Donation for the construction of musholla
25 April 2024
Penyaluran hewan qurban Idul Adha
di beberapa PLTU
Juni 2024
Distribution of Eid al-Adha sacrificial
animals in several PLTU
June 2023
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 15
Page 18
Paparan Publik
13 Juni 2024
Public Expose
Jakarta, 13 June 2024
RUPS Tahunan 2024
25 Juni 2024
2024 Annual GMS
25 June 2024
Sponsor untuk turnamen sepak
bola Persekum Cup
27 Juni 2024
Sponsorship for Persekum Cup
soccer tournament
27 June 2024
16 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
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Outing perusahaan, 9 Agustus 2024 | Company outing, 9 August 2024
Penanaman Mangrove di Pangkalan Bun
8 November 2024
Mangrove planting in Pangkalan Bun
8 November 2024
Bantuan kursi untuk
beberapa masjid
24 Desember 2024
Chair donation for
several mosques
24 December 2024
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 17
Page 20
Laporan Dewan Komisaris
Board of Commissioners’ Report
Pemegang Saham yang Terhormat,
Tahun 2024 merupakan periode penuh
tantangan bagi industri perdagangan
batubara global. Namun tahun
tersebut juga merupakan titik balik
penting bagi PT Exploitasi Energi
Indonesia Tbk. (CNKO). Setelah dalam
empat tahun terakhir terus menerus
mengalami kerugian Perseroan
kembali membukukan laba
komprehensif tahun berjalan.
Dear Shareholders,
The year 2024 has been a challenging
period for global coal trading industry.
Nevertheless, this year has also
become an important turning point for
PT Exploitasi Energi Indonesia Tbk.
(CNKO). After experiencing
continuous losses in the past four
years, the Company has again posted
a comprehensive profit for the year.
18 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
Page 21
Pemulihan ekonomi yang berjalan, terutama di Asia telah The ongoing economic recovery, especially in Asia, has
memberikan dampak positif terhadap permintaan energi, provided a positive impact toward energy demand,
termasuk batubara. Hal ini telah memicu negara-negara including coal. This has triggered major coal producing
produsen batubara utama seperti Tiongkok dan India countries such as China and India to increase their
untuk meningkatkan produksinya sehingga memicu production, thus triggering price volatility. This dynamic
volatilitas harga. Dinamika ini juga dipengaruhi oleh is also influenced by the talk on energy transition as well
wacana transisi energi serta ketegangan geopolitik dunia. as global geopolitical tensions.
Di dalam negeri, data dari Kementerian Energi dan Domestically, data from the Ministry of Energy and Mineral
Sumber Daya Mineral (ESDM) mencatat produksi Resources (Energi dan Sumber Daya Mineral / ESDM)
batubara tahun 2024 mencapai 836 juta ton, melampaui reported that coal production in 2024 reached 836 million
target nasional dan naik 7,9% dari tahun sebelumnya. tons, surpassing the national target and rising by 7.9%
Sementara permintaan domestik tetap stabil, terutama compared to the previous year. Meanwhile, domestic
dari sektor ketenagalistrikan. demand remained stable, particularly from the electricity
sector.
Penilaian atas Kinerja Direksi Evaluation of Board of Directors’
Performance
Dewan Komisaris memberikan apresiasi atas The Board of Commissioners extends its appreciation
kepemimpinan dan respon strategis Direksi dalam for the leadership and strategic response of the Board of
menghadapi dinamika industri sepanjang tahun 2024. Directors in navigating industry dynamics throughout
Direksi dinilai mampu menjaga arah kebijakan yang 2024. The Board of Directors is considered capable of
konsisten serta menavigasi tantangan pasar dengan baik. maintaining consistent policy direction as well as
effectively navigate market challenges.
Upaya efisiensi operasional, terutama dalam Operational efficiency efforts, especially in cost control
pengendalian biaya yang diterapkan selama tahun implemented during the current year have had a positive
berjalan telah memberikan dampak positif terhadap impact on the Company’s performance. This is reflected
kinerja Perseroan. Hal ini tercermin dari pencapaian laba in the achievement of comprehensive profit for the year
komprehensif tahun berjalan yang dapat diatribusikan attributable to the owners of the parent entity that was
kepada pemilik entitas induk yang berhasil dicatatkan successfully recorded at the end of 2024 after four
pada akhir 2024, setelah selama empat tahun mengalami consecutive years of losses.
kerugian.
Selama tahun berjalan, CNKO juga berhasil Throughout the year, CNKO also successfully upheld its
mempertahankan komitmennya dalam memenuhi commitment to fulfilling obligations to PLN, its main client,
kewajiban kepada PLN sebagai klien utama, sehingga thereby once again earning an ‘excellent’ rating for
kembali memperoleh penghargaan ‘excellent’ atas kinerja consistently maintained performance and service quality.
dan kualitas layanan yang terjaga dengan konsisten.
Dengan kemampuan Perseroan menunjukkan kinerja yang With the Company’s ability to deliver solid performance
baik sepanjang 2024, Dewan Komisaris meyakini throughout 2024, the Board of Commissioners believes
kapabilitas CNKO untuk menjaga keberlanjutan usaha dan in CNKO’s capability to sustain its business and create
menciptakan nilai yang lebih baik bagi para pemegang greater value for shareholders and other stakeholders.
saham dan pemangku kepentingan lainnya.
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 19
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Pengawasan atas Implementasi Strategi Supervision of the Company's Strategy
Perseroan dan Pandangan atas Prospek Implementation and Outlook on the
Usaha Perseroan Company's Business Prospects
Dewan Komisaris secara konsisten menjalankan fungsi The Board of Commissioners consistently carries out its
pengawasan terhadap implementasi strategi yang supervisory function on the implementation of strategies
dijalankan oleh Direksi. Melalui forum pertemuan berkala carried out by the Board of Directors. Through regular
dan evaluasi atas laporan manajemen, Dewan Komisaris meeting forums and evaluation of management reports,
memberikan arahan strategis dan rekomendasi yang the Board of Commissioners provides strategic direction
konstruktif guna memastikan bahwa pelaksanaan strategi and constructive recommendations to ensure that the
sejalan dengan visi, misi serta tujuan jangka panjang implementation of strategies is in line with the Company's
Perseroan. vision, mission and long-term goals.
Dewan Komisaris juga mencermati upaya mitigasi risiko The Board of Commissioners also observes the risk
yang dilakukan Direksi dalam merespons dinamika pasar, mitigation efforts carried out by the Board of Directors in
perubahan kebijakan serta potensi gangguan responding to market dynamics, policy changes and
operasional. Langkah-langkah antisipatif tersebut dinilai potential operational disruptions. These anticipatory steps
berhasil menjaga stabilitas bisnis Perseroan di tengah are considered successful in maintaining the stability of
tantangan eksternal. the Company's business amid external challenges.
Melihat arah kebijakan energi nasional, permintaan Seeing the direction of national energy policy, strong
batubara domestik yang masih kuat serta komitmen domestic coal demand and CNKO's commitment to
CNKO dalam menjaga efisiensi operasional, Dewan maintaining operational efficiency, the Board of
Komisaris meyakini bahwa Perseroan memiliki prospek Commissioners believes that the Company has positive
usaha yang positif dan peluang pertumbuhan yang business prospects and sustainable growth opportunities
berkelanjutan ke depan. going forward.
Opini atas Prospek Bisnis yang Disusun Opinion on Business Prospect Prepared
Direksi by the Board of Directors
Dewan Komisaris menilai bahwa strategi yang disusun The Board of Commissioners assesses that the strategy
Direksi menunjukkan arah yang terukur dan responsif formulated by the Board of Directors shows a measurable
terhadap tantangan industri. Komitmen jangka panjang direction and is responsive to industry challenges. Long-
kepada PLN sebagai klien utama, peningkatan kontribusi term commitment to PLN as a major client, increasing
PLTU, serta efisiensi berkelanjutan menjadi fondasi penting the contribution of PLTU, and sustainable efficiency are
bagi keberlanjutan bisnis Perseroan. important foundations for the sustainability of the
Company's business.
Kinerja tahun ini mencerminkan langkah positif yang telah This year's performance reflects the positive steps taken
diambil Direksi, termasuk perbaikan posisi keuangan by the Board of Directors, including significant
yang signifikan. Dewan Komisaris optimis terhadap improvements in the financial position. The Board of
prospek usaha ke depan dan berharap strategi dijalankan Commissioners is optimistic about future business
secara konsisten dengan kemampuan adaptasi terhadap prospects and hopes that the strategy will be
dinamika industri dan kebijakan energi. implemented consistently with the ability to adapt to
industry dynamics and energy policies.
Dewan Komisaris juga mencatat bahwa sejumlah inisiatif The Board of Commissioners also noted that a number
strategis telah dijalankan dengan baik. Salah satunya of strategic initiatives have been implemented well. One
adalah pengambilalihan 10% saham Perseroan oleh of them is the acquisition of 10% of the Company's shares
Anderson Bay Pte.Ltd. pada Desember 2024, yang by Anderson Bay Pte. Ltd. on December 2024, which
20 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
Page 23
menjadikannya pemegang saham pengendali baru makes it the new controlling shareholder through a
melalui transaksi di Bursa Efek Indonesia. Sehubungan transaction on the Indonesia Stock Exchange. In
dengan transaksi tersebut, Perseroan akan melaksanakan connection with the transaction, the Company will
penawaran tender pada awal 2025 sesuai dengan conduct a tender offer in early 2025 in accordance with
ketentuan POJK No.9/POJK.04/2018 tentang the provisions of POJK No.9/POJK.04/2018 concerning
Pengambilalihan Perusahaan Terbuka. Takeover of Public Companies.
Penerapan Tata Kelola Perusahaan Implementation of Good Corporate
Governance
CNKO menempatkan tata kelola perusahaan yang baik CNKO places good corporate governance (GCG) as the
(Good Corporate Governance / GCG) sebagai fondasi main foundation in carrying out operations and strategic
utama dalam menjalankan operasional dan pengambilan decision-making. The Board of Commissioners, together
keputusan strategis. Dewan Komisaris, bersama Komite with the Audit Committee, plays an active role in ensuring
Audit, berperan aktif dalam memastikan penerapan prinsip the implementation of the principles of transparency,
transparansi, akuntabilitas, tanggung jawab, independensi accountability, responsibility, independence and fairness
dan kewajaran secara konsisten di seluruh tingkatan consistently at all levels of the organization.
organisasi.
Selama tahun berjalan, Komite Audit telah melaksanakan During the year, the Audit Committee has conducted a
serangkaian pertemuan rutin untuk mengkaji laporan series of routine meetings to review periodic financial
keuangan berkala, menilai efektivitas proses audit internal reports, assess the effectiveness of internal and external
maupun eksternal serta mengevaluasi sistem audit processes and evaluate the applicable internal
pengendalian internal yang berlaku. Komite Audit juga control system. The Audit Committee also provides
memberikan rekomendasi strategis kepada Direksi untuk strategic recommendations to the Board of Directors for
perbaikan berkelanjutan guna memperkuat integritas dan continuous improvement to strengthen the integrity and
keandalan informasi keuangan Perseroan. reliability of the Company's financial information.
Dewan Komisaris menilai bahwa penerapan GCG selama The Board of Commissioners evaluate that the
tahun berjalan telah berlangsung dengan baik dan sejalan implementation of GCG during the year has been carried
dengan ketentuan regulator, sehingga mampu menopang out well and in line with regulatory provisions, thus
kepercayaan pemegang saham dan pemangku supporting the trust of shareholders and other
kepentingan lainnya terhadap keberlangsungan usaha stakeholders in the sustainability of the Company's
Perseroan. business.
Komposisi Dewan Komisaris Board of Commissioners’ Composition
Sepanjang tahun 2024 tidak terdapat perubahan dalam Throughout 2024 there were no changes in the
susunan Dewan Komisaris, sehingga tetap terdiri dari: composition of the Board of Commissioners, so it remains
composed of:
• Pudjianto Gondosasmito (Presiden Komisaris) • Pudjianto Gondosasmito (President Commissioner)
• Djoko Sumaryono (Komisaris) • Djoko Sumaryono (Commissioner)
• Edwin Pamimpin Situmorang (Komisaris Independen) • Edwin Papimpin Situmorang (Independent
Commissioner)
• Cahyo Suryo Putro (Komisaris Independen) • Cahyo Suryo Putro (Independent Commissioner)
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 21
Page 24
Apresiasi Appreciation
Keberhasilan CNKO dalam menghadapi tantangan 2024 CNKO's success in facing the challenges of 2024 cannot
tidak terlepas dari kerja keras Direksi serta seluruh be separated from the hard work of the Board of Directors
karyawan Perseroan. Oleh karena itu, Dewan Komisaris and all employees of the Company. Therefore, the Board
menyampaikan penghargaan setinggi-tingginya atas of Commissioners expresses its highest appreciation for
dedikasi dan kontribusi yang telah diberikan. the dedication and contribution that has been given.
Ucapan terima kasih juga kami sampaikan kepada para We also extend our gratitude to the shareholders for their
pemegang saham atas dukungan dan kepercayaannya support and trust, as well as to our business partners,
serta kepada para mitra bisnis, pemerintah, regulator, the government, regulators, the community, and all
masyarakat dan seluruh pemangku kepentingan atas kerja stakeholders for the strong cooperation that has been
sama yang telah terjalin dengan baik. well established.
Untuk dan atas nama Dewan Komisaris,
For and on behalf of the Board of Commissioners,
Pudjianto Gondosasmito
Presiden Komisaris • President Commissioner
22 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
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PUDJIANTO GONDOSASMITO
Presiden Komisaris • President Commissioner
EDWIN PAMIMPIN SITUMORANG DJOKO SUMARYONO CAHYO SURYO PUTRO
Komisaris Independen • Independent Commissioner Komisaris • Commissioner Komisaris Independen • Independent Commissioner
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 23
Page 26
Laporan Direksi
Board of Directors’ Report
Pemegang Saham yang Terhormat,
Pada saat industri perdagangan
batubara dunia tengah menghadapi
tantangan akibat berbagai faktor
eksternal, PT Exploitasi Energi
Indonesia Tbk. (CNKO) berhasil
membalikkan kondisi keuangan dan
membukukan laba komprehensif tahun
berjalan pada tahun 2024. Pencapaian
yang didapat melalui penerapan
strategi yang tepat serta efisiensi yang
konsisten ini menjadi titik balik penting
setelah empat tahun berturut-turut
mencatatkan kerugian.
Dear Shareholders,
At a time when the global coal trading
industry is facing challenges due to
various external factors, PT Exploitasi
Energi Indonesia Tbk. (CNKO)
managed to turn around its financial
condition and posted a comprehensive
profit for the year in 2024. This
achievement, which was obtained
through the implementation of the
right strategy and consistent
efficiency, is an important turning
point after four consecutive years of
recording losses.
24 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
Page 27
Tinjauan Ekonomi dan Industri Economic and Industry Overview
Salah satu tantangan besar yang dihadapi oleh One of the major challenges faced by the industry
industri selama 2024 adalah fluktuasi harga during 2024 is the significant fluctuation in global coal
komoditas batubara dunia yang cukup signifikan. commodity prices. The average price during the
Harga rata-rata selama tahun berjalan tercatat current year was recorded at USD134 per metric ton,
sebesar USD134 per metrik ton, jauh dibawah far below USD172 in 2023. This condition was mainly
USD172 di tahun 2023. Kondisi ini terutama dipicu triggered by increased supply from major producing
oleh peningkatan pasokan dari negara-negara countries such as China and India.
produsen utama seperti Tiongkok dan India.
Volatilitas pasar juga dipengaruhi oleh perubahan Market volatility is also influenced by changes in
permintaan akibat percepatan rencana transisi demand due to the acceleration of energy transition
energi di Eropa serta meningkatnya tensi geopolitik plans in Europe as well as increasing global
dunia. Namun demikian, permintaan batubara tetap geopolitical tensions. However, coal demand remains
tinggi, terutama dari kawasan Asia yang masih high, especially from the Asian region which still relies
mengandalkan batubara sebagai sumber utama on coal as its main source of electricity generation.
pembangkit listrik.
Pasar dalam negeri tetap bertahan, terutama Domestic market remains resilient, mainly supported
ditopang oleh kebutuhan dari sektor ketenagalistrikan by the demands from the electricity sector to support
guna mendukung operasional industri serta industrial operations and infrastructure development.
pembangunan infrastruktur. Produksi Indonesia Indonesia’s production throughout 2024 reached 836
selama 2024 mencapai 836 juta ton, meningkat 7,9% million tons, an increase of 7.9% compared to the
dibanding tahun sebelumnya. previous year.
Kebijakan Strategis Tahun 2024 Strategic Policies for 2024
Sepanjang 2024, CNKO terus menunjukkan Throughout 2024, CNKO continues to demonstrate
komitmen tinggi dalam memenuhi kewajiban high commitment in fulfilling its supply obligations to
pasokannya kepada PLN sebagai klien utama. Atas PLN as the main client. Based on this good
dasar hubungan profesional yang baik ini, Perseroan professional relationship, the Company again
kembali memperoleh penugasan khusus dari PLN received a special assignment from PLN which
yang memberikan tambahan alokasi pengiriman granted additional coal delivery allocation above the
batubara diatas kontrak yang sudah ada. existing contract.
Di sisi pembangkit listrik, PLTU Pangkalan Bun In the power generation side, PLTU Pangkalan Bun
mengalami gangguan teknis selama tahun berjalan, experienced technical problems during the year,
yang akhirnya sempat mengakibatkan penghentian which ultimately resulted in the suspension of
operasi selama beberapa bulan. Kondisi ini operations for several months. This condition had
berdampak pada penurunan kinerja PLTU yang an impact on the significant decline in the PLTU's
cukup signifikan di 2024. Upaya perbaikan tengah performance in 2024. Improvement efforts are being
dilakukan, dengan target penyelesaian pada paruh made, with a target completion in the first half of 2025.
pertama 2025.
Pada akhir Desember 2024, Anderson Bay Pte. Ltd. At the end of December 2024, Anderson Bay Pte.
menjadi pemegang saham pengendali Perseroan Ltd. became the Company's new controlling
yang baru, menyusul pembelian 10% saham shareholder, following the purchase of 10% of the
Perseroan melalui Bursa Efek Indonesia. Company's shares through Indonesia Stock
Sehubungan dengan transaksi ini, Perseroan akan Exchange. In connection with this transaction, the
melaksanakan penawaran tender wajib pada awal Company will carry out a mandatory tender offer in
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 25
Page 28
2025, sesuai dengan ketentuan POJK tentang early 2025, in accordance with the provisions of POJK
Pengambilalihan Perusahaan Terbuka. regarding the Takeover of Public Companies.
Kinerja Tahun 2024 2024 Performance
Pada 2024 CNKO berhasil membukukan pengiriman In 2024, CNKO managed to record coal shipments
batubara sebesar 2.197,5 ribu ton, melampaui target of 2,197.5 thousand tons, exceeding the target of
1.900,0 ribu ton atau setara 115,6% dari rencana. 1,900.0 thousand tons or equivalent to 115.6% of
Pendapatan usaha tercatat Rp1.731,5 miliar pada the plan. Operating revenues was recorded at
2024, 0,6% lebih rendah dibandingkan tahun Rp1,731.5 billion in 2024, 0.6% lower than the
sebelumnya. Penurunan ini terutama disebabkan previous year. This decline was mainly due to the to
oleh penurunan pendapatan dari PLTU Pangkalan a decrease in income from the Pangkalan Bun PLTU
Bun akibat gangguan teknis. due to technical problems.
Laba komprehensif yang dapat diatribusikan kepada Comprehensive profit attributable to owners of the
pemilik entitas induk pada akhir 2024 tercatat parent entity at the end of 2024 was recorded at
sebesar sebesar Rp71,1 miliar. Pencapaian ini, Rp71.1 billion. This achievement was a turning point
merupakan titik balik bagi CNKO setelah selama for CNKO after four consecutive years of losses. This
empat tahun berturut-turut mencatatkan kerugian. condition also reflects the Company's success in
Kondisi ini juga mencerminkan keberhasilan implementing efficiency strategies throughout the
Perseroan dalam menerapkan strategi efisiensi year.
sepanjang tahun berjalan.
Atas keberhasilannya dalam memenuhi kewajiban For its success in consistently fulfilling its obligations
kepada PLN secara konsisten, CNKO kembali to PLN, CNKO again received the "Excellent" award
menerima penghargaan “Excellent” untuk kinerja for its delivery performance in 2024. This recognition
pengiriman tahun 2024. Pengakuan ini menjadi bukti is proof of the Company's commitment to maintaining
komitmen Perseroan dalam menjaga keandalan the reliability of the national energy supply.
pasokan energi nasional.
Prospek Usaha Business Prospects
Di tahun 2025 industri perdagangan batubara In 2025, the coal trading industry is expected to still
diperkirakan masih akan menghadapi tantangan dari face challenges from global energy transition policies
kebijakan transisi energi global serta fluktuasi harga. as well as price fluctuations.. However, domestic
Namun, permintaan domestik diprediksi tetap kuat, demand is predicted to remain strong, along with
seiring kebutuhan listrik nasional. Kebijakan energi increasing national electricity needs. Energy policies
yang masih mengandalkan batubara hingga 2030 juga that still rely on coal until 2030 are also a supporting
menjadi faktor pendukung keberlanjutan industri ini. factor for the sustainability of this industry.
Perseroan memandang ketahanan energi nasional The Company views national energy security as an
sebagai bagian penting dari strategi usaha. important part of its business strategy. Domestic coal
Permintaan batubara dalam negeri diperkirakan demand is expected to remain strong, supported by
tetap kuat, ditopang oleh kebutuhan listrik serta electricity needs and the government's priority in
prioritas pemerintah dalam menjaga stabilitas energi maintaining national energy stability. On the other
nasional. Di sisi lain, Perseroan juga melihat potensi hand, the Company also sees the potential for
pengembangan menuju energi terbarukan, sejalan development towards renewable energy, in line with
dengan upaya Pemerintah Indonesia dalam the Indonesian Government's efforts to achieve the
mencapai target net zero emission pada 2060. net zero emission target by 2060.
Perseroan juga menyambut baik peluang yang The Company also welcomes the opportunities
ditawarkan melalui mekanisme Mitra Instansi offered through the Mitra Instansi Pengelola (MIP)
Pengelola (MIP) yang diharap dapat memberikan mechanism which is expected to provide additional
26 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
Page 29
insentif tambahan bagi pelaku usaha yang telah incentives for business actors who have fulfilled their
memenuhi kewajiban domestic market obligation domestic market obligation (DMO) obligations.
(DMO).
Penerapan Tata Kelola Perusahaan Implementation of Corporate Governance
Direksi menjalankan peran pengawasan secara aktif The Board of Directors actively and consistently
dan konsisten terhadap implementasi tata kelola carries out its supervisory role in the implementation
perusahaan yang baik (Good Corporate Governance of good corporate governance (GCG). Strategic
/ GCG). Komunikasi strategis antara unit kerja communication between work units is carried out
dilakukan secara berkala guna memastikan periodically to ensure decision-making that is in line
pengambilan keputusan yang sejalan dengan prinsip with GCG principles and responsive to business risk
GCG serta tanggap terhadap dinamika risiko usaha. dynamics. The Board of Directors also oversees the
Direksi juga mengawasi pelaksanaan sosialisasi implementation of internal socialization around
internal seputar prinsip tata kelola. Kegiatan ini juga governance principles. This activity also includes
mencakup peningkatan pemahaman terhadap increasing understanding of applicable capital market
regulasi pasar modal dan standar etika bisnis yang regulations and business ethics standards.
berlaku.
Sebagai bagian dari upaya berkelanjutan, Perseroan As part of ongoing efforts, the Company continues
terus menyempurnakan kebijakan dan prosedur to improve operational policies and procedures
operasional melalui evaluasi internal dan through internal evaluations and benchmarking
benchmarking terhadap praktik terbaik industri. against industry best practices. These improvements
Penyempurnaan ini diharapkan mampu memperkuat are expected to strengthen operational resilience and
ketahanan operasional serta menjaga kepercayaan maintain stakeholder trust in the Company.
pemangku kepentingan terhadap Perseroan.
Kesehatan dan Keselamatan Kerja dan Occupational Health and Safety and the
Lingkungan (K3L) dan Tanggung Jawab Environment (OHSE) and Corporate
Sosial Social Responsibility
Perusahaan
CNKO berhasil mempertahankan pencapaian zero CNKO successfully maintained its zero accident
accident sepanjang 2024. Perseroan juga tetap achievement throughout 2024. The Company also
mengutamakan kesehatan dan keselamatan kerja continues to prioritize occupational health and safety
melalui pemantauan lingkungan kerja serta through monitoring the work environment and
peningkatan standar keselamatan. improving safety standards.
Sebagai bagian dari tanggung jawab sosial As part of its Corporate Social Responsibility (CSR),
perusahaan (Corporate Social Responsibility / CSR), CNKO prioritizes employment opportunities for local
CNKO memberikan prioritas kesempatan kerja bagi communities and continues to contribute in improving
masyarakat di daerah tempatan serta terus welfare in that areas. The company also establishes
berkontribusi dalam peningkatan kesejahteraan di synergy with PLN in distributing social assistance
daerah tersebut. Perseroan juga menjalin sinergi order to provide wider impacts and benefits.
dengan PLN dalam penyaluran bantuan sosial agar
mampu memberikan dampak dan manfaat yang
lebih luas.
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 27
Page 30
Komposisi Direksi Board of Directors’ Composition
Komposisi Direksi tidak mengalami perubahan pada There was no change in the composition of the Board
tahun 2024. of Directors in 2024.
Apresiasi Appreciation
Direksi menyampaikan apresiasi yang sebesar- The Board of Directors expresses its deepest
besarnya kepada seluruh karyawan CNKO atas appreciation to all CNKO employees for their
dedikasi dan kerja kerasnya. Terima kasih juga kami dedication and hard work. We also express our
sampaikan kepada Dewan Komisaris, pemegang gratitude to the Board of Commissioners,
saham, mitra usaha serta regulator yang telah shareholders, business partners and regulators who
memberikan dukungan kepada Perseroan. have provided support to the Company.
Dengan strategi yang tepat dan kerja sama yang With the right strategy and solid cooperation, CNKO
solid, CNKO optimis dapat terus meningkatkan is optimistic that it can continue to improve its
kinerja dan mencapai hasil yang lebih baik di masa performance and achieve better results in the future
mendatang.
Untuk dan atas nama Direksi,
For and on behalf of the Board of Directors,
Robin Wirawan
Presiden Direktur • President Director
28 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
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ROBIN WIRAWAN
Presiden Direktur • President Director
ERRY INDRIYANA SUDARWANTA
Direktur • Director Wakil Presiden Direktur • Vice President Director
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 29
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Analisis & Pembahasan Manajemen
Management Discussion & Analysis
Tinjauan Operasional Operational Review
Sepanjang 2024, CNKO mencatat kinerja yang solid, di Throughout 2024, CNKO recorded solid performance in
tengah berbagai tantangan. Perubahan dari posisi rugi the midst of various challenges. The shift from a loss to a
menjadi laba mencerminkan keberhasilan Perseroan profit reflects the Company's success in improving its cost
dalam memperbaiki struktur biaya dan mengoptimalkan structure and optimizing overall operational processes.
proses operasional secara menyeluruh.
Capaian ini menjadi indikasi positif dari efektivitas strategi This achievement is a positive indication of the
penyesuaian dan penguatan internal yang dijalankan effectiveness of the internal strengthening and adjustment
sepanjang tahun. CNKO memfokuskan upaya operasional strategies implemented throughout the year. CNKO
pada pemenuhan komitmen pasokan batubara kepada focused its operational efforts on fulfilling coal supply
PLN, perbaikan kinerja PLTU serta penguatan efisiensi di commitments to PLN, improving the power plant (PLTU)
berbagai lini. Langkah-langkah ini tidak hanya menjaga performance as well as enhancing efficiency across
kelangsungan operasional, tetapi juga memperkuat various areas. These measures not only ensured
posisi Perseroan di tengah tantangan industri yang terus operational continuity but also strengthened the
berkembang. Company's position amid the ongoing challenges in the
industry.
Laporan Laba Rugi dan Penghasilan Consolidated Statement Of Profit or Loss
Komprehensif Lain Konsolidasian and Other Comprehensive Income
Pendapatan Usaha Operating Revenues
Pada 2024, CNKO membukukan pendapatan usaha In 2024, CNKO recorded operating revenue of Rp1,731.5
sebesar Rp1.731,5 miliar, turun tipis 0,6% dibandingkan billion, a slight decrease of 0.6% compared to the previous
tahun sebelumnya yang mencapai Rp1.742,0 miliar. Hal year's Rp1,742.0 billion. This was primarily due to a decline
ini terutama disebabkan oleh berkurangnya pendapatan in revenue from the PLTU Pangkalan Bun.
dari PLTU Pangkalan Bun.
Kontributor Pendapatan Usaha • Revenue Contributors
1,5%
2023 1,2%
98,5% 2024
98,8%
Pendapatan PLTU • Revenue from PLTU
Penjualan Batubara • Coal Sales
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Pendapatan Perseroan pada 2024 tetap didominasi oleh In 2024, the Company’s revenue continued to be
segmen penjualan batubara sebesar Rp1.711,1 miliar. dominated by the coal sales segment amounting
Angka ini sedikit lebih rendah dibandingkan tahun Rp1,711.1 billion. This figure was slightly lower than the
sebelumnya yang mencapai Rp1.715,6 miliar. Mayoritas previous year’s Rp1,715.6 billion. The majority of sales
penjualan berasal dari PT PLN Indonesia Power dan PT came from PT PLN Indonesia Power and PT PLN
PLN Nusantara Power yang merupakan sub-holding dari Nusantara Power, both of which are sub-holdings of PT
PT PLN (Persero), dimana masing-masing menyumbang PLN (Persero), contributing Rp983.4 billion (56.8%) and
Rp983,4 miliar (56,8%) dan Rp727,7 miliar (42,0%) Rp727.7 billion (42.0%) respectively to total operating
terhadap total pendapatan usaha. revenue.
Sementara itu, pendapatan dari PLTU Pangkalan Bun Meanwhile, revenue from the PLTU Pangkalan Bun was
tercatat sebesar Rp20,4 miliar, menurun 22,7% dari Rp26,4 recorded at Rp20.4 billion, down 22.7% from Rp26.4
miliar pada tahun sebelumnya. Hal ini disebabkan oleh billion in the previous year. This was caused by technical
adanya kendala teknis yang sempat menyebabkan PLTU constraints which caused the PLTU to not operate for
tidak beroperasi selama beberapa bulan. several months.
Secara keseluruhan, kontribusi penjualan batubara Overall, coal sales contributed 98.8% to total operating
terhadap total pendapatan usaha mencapai 98,8%, revenue, an increase from 98.5% the previous year. While
meningkat dibandingkan tahun sebelumnya yang 98,5%. during the same period, contribution from the PLTU
Sementara pada periode yang sama, kontribusi PLTU Pangkalan Bun dropped to 1.2%, from 1.5% in the same
Pangkalan Bun turun menjadi 1,2%, dari 1,5%. period.
Laba Bruto Gross Profit
Selama tahun berjalan, beban pokok pendapatan tercatat Throughout the year, the cost of revenues was recorded
sebesar Rp1.486,6 miliar, turun 3,7% dibandingkan tahun at Rp1,486.6 billion, down 3.7% from the previous year’s
sebelumnya yang mencapai Rp1.543,5 miliar. Penurunan Rp1,543.5 billion. This decrease was primarily due to a
ini terutama disebabkan oleh berkurangnya biaya reduction in transportation costs, from Rp436.2 billion in
pengangkutan dari Rp436,2 miliar pada 2023 menjadi 2023 to Rp394.0 billion in 2024. This condition reflects
Rp394,0 miliar pada 2024. Kondisi ini mencerminkan the Company’s success in optimizing cost efficiency,
keberhasilan Perseroan dalam mengoptimalkan efisiensi particularly through the renegotiation of transportation
biaya, terutama melalui negosiasi tarif pengangkutan. tariffs. Efficiency gains were also evident in the significant
Keberhasilan efisiensi juga ditunjukkan oleh berkurangnya decrease in late penalty charges, from Rp6.6 billion to
denda keterlambatan yang signifikan dari Rp6,6 miliar Rp0.4 billion.
menjadi Rp0,4 miliar.
Sebagai hasil dari efisiensi biaya ini, laba bruto CNKO As a result of these cost efficiencies, CNKO’s gross profit
tumbuh 23,4% menjadi Rp244,9 miliar dari Rp198,5 miliar. grew by 23.4%, reaching Rp244.9 billion compared to
Oleh Karena itu, marjin laba bruto juga mengalami Rp198.5 billion. Therefore, the gross profit margin also
perbaikan, naik menjadi 14,1% dari 11,4% pada tahun improved, rising to 14.1% from 11.4% in the previous
sebelumnya. year.
EBITDA EBITDA
CNKO mencatatkan EBITDA sebesar Rp200,3 miliar di CNKO recorded an EBITDA of Rp200.3 billion in 2024,
tahun 2024, meningkat sekitar 23,8% dibandingkan tahun increased approximately 23.8% compared to Rp161.7
sebelumnya yang sebesar Rp161,7 miliar. billion in the previous year.
Seiring dengan peningkatan tersebut, marjin EBITDA Along with this improvement, the Company’s EBITDA
Perseroan juga mengalami perbaikan, naik menjadi 11,4% margin also strengthened, rising to 11.4% from 9.3% in
dibandingkan 9,3% pada tahun sebelumnya. the prior year.
Laba Operasional Income from Operations
Beban operasional CNKO di 2024 tercatat sebesar CNKO’s operating expenses in 2024 were recorded at
Rp64,5 miliar, naik 12,2% dibandingkan tahun Rp64.5 billion, rose 12.2% compared to Rp57.5 billion
sebelumnya yang sebesar Rp57,5 miliar. Peningkatan ini in the previous year. This increase was mainly came from
terutama berasal dari peningkatan beban umum dan higher general and administrative expenses, including
administrasi, termasuk biaya tenaga kerja. labor costs
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 31
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Namun, Perseroan dapat tetap mencatatkan Nevertheless, the Company was still able to record a
pertumbuhan laba operasional yang signifikan sebesar significant growth in income from operations of 27.9%
27,9% selama tahun berjalan, dari Rp141,1 miliar menjadi during the year, rising from Rp141.1 billion to Rp180.4
Rp180,4 miliar. Sebagai hasilnya, marjin laba operasional billion. As a result, the income from operations margin
juga mengalami perbaikan, naik menjadi 10,4%, dari also improved, increasing to 10.4% from 8.1%.
8,1%.
Laba Sebelum Pajak Penghasilan Profit Before Income Tax
Pada 2024, Perseroan berhasil membukukan laba In 2024, the Company successfully recorded a profit
sebelum pajak penghasilan sebesar Rp96,7 miliar, before income tax of Rp96.7 billion, a positive turnaround
berbalik positif dari rugi sebelum pajak penghasilan from a loss before income tax of Rp34.0 billion in the
sebesar Rp34,0 miliar pada tahun sebelumnya. year before.
Perubahan ini terutama ditopang oleh penurunan This shift was primarily supported by a substantial
signifikan pada beban lain-lain – neto, yang tercatat decrease in other expenses – net, which stood at Rp18.4
sebesar Rp18,4 miliar pada 2024, jauh lebih rendah billion in 2024, much lower when compared to the
dibandingkan posisi tahun sebelumnya yang sebesar previous year of Rp104.0 billion. In addition, interest
Rp104,0 miliar. Selain itu, beban bunga dan keuangan and other financial charges during the same period also
lainnya pada periode yang sama juga turun dari Rp71,4 down from Rp71.4 billion in 2023 to Rp65.8 billion.
miliar pada 2023 menjadi Rp65,8 miliar.
Laba Komprehensif Tahun Berjalan yang Dapat Comprehensive Profit Attributable to Owners of
Diatribusikan kepada Pemilik Entitas Induk the Parent Entity
CNKO mencatat laba komprehensif tahun berjalan yang CNKO recorded a comprehensive profit for the year
dapat diatribusikan kepada pemilik entitas induk sebesar attributable to owners of the parent entity of Rp71.1 billion
Rp71,1 miliar pada akhir 2024. Ini merupakan pencapaian at the end of 2024. This is an extraordinary achievement
yang luar biasa karena dalam empat tahun terakhir, because in the last four years, the Company still had to
Perseroan masih membukukan kerugian. post losses.
Laporan Posisi Keuangan Konsolidasian Consolidated Statement of Financial
Position
Aset Assets
CNKO membukukan total aset sebesar Rp909,8 miliar CNKO recorded total assets of Rp909.8 billion at the end
pada akhir tahun 2024, mengalami penurunan sebesar of 2024, representing a decrease of 6.8% compared to
6,8% dibandingkan dengan Rp976,5 miliar pada akhir Rp976.5 billion at the end of the previous year. This decline
tahun sebelumnya. Penurunan ini terutama disebabkan was primarily driven by a reduction in non-current assets,
oleh turunnya nilai aset tidak lancar, sementara aset lancar while current assets remained relatively stable.
relatif stabil.
Aset lancar Perseroan tercatat sebesar Rp478,0 miliar, The Company’s current assets stood at Rp478.0 billion,
sedikit menurun dibandingkan dengan posisi akhir 2023 slightly lower than Rp478.1 billion at the end of 2023.
sebesar Rp478,1 miliar. Penurunan ini sebagian besar The decrease was mainly attributable to a significant drop
disebabkan oleh berkurangnya piutang usaha dari pihak in trade receivables from third parties, which declined by
ketiga yang turun signifikan sebesar 38,8% menjadi 38.8% to Rp124.4 billion from Rp203.2 billion.
Rp124,4 miliar dari sebelumnya Rp203,2 miliar.
Aset tidak lancar tercatat sebesar Rp431,8 miliar pada Non-current assets were recorded at Rp431.8 billion at
akhir 2024, turun 13,3% dibandingkan Rp498,3 miliar di the end of 2024, down 13.3% from Rp498.3 billion in the
tahun sebelumnya. Penurunan ini terutama disebabkan previous year. This was mainly due to a substantial
oleh turunnya nilai uang muka keuangan yang turun decrease in financial advances, which fell by 65.1% to
sebesar 65,1% menjadi Rp27,4 miliar dari Rp78,5 miliar. Rp27.4 billion from Rp78.5 billion.
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Liabilitas Liabilities
Perseroan memiliki total liabilitas sebesar Rp2.165,5 miliar The Company has a total liabilities of Rp2,165.5 billion
di 2024. Posisi ini lebih rendah 6,0% dibanding tahun in 2024. This position is 6.0% lower compared to the
sebelumnya yang sebesar Rp2.303,4 miliar. Ini terutama previous year's of Rp2,303.4 billion. This was mainly due
disebabkan oleh penurunan pada pos liabilitas jangka to a decrease in the non-current liabilities, while non-
panjang, sementara liabilitas jangka pendek mencatat current liabilities recorded a slight increase.
sedikit peningkatan.
Liabilitas jangka pendek Perseroan meningkat 2,2%, dari The Company's current liabilities increased by 2.2%, from
Rp1.728,0 miliar menjadi Rp1.765,9 miliar selama tahun Rp1,728.0 to Rp1,765.9 billion during the year. This
berjalan. Kenaikan ini terutama disumbang oleh increase was mainly contributed by an increase in tax
peningkatan utang pajak serta porsi utang bank jangka payables as well as current maturity of long-term bank
panjang yang akan jatuh tempo dalam waktu satu tahun. loan portion.
Sebaliknya, liabilitas jangka panjang berkurang signifikan On the other hand, non-current liabilities decreased
sebesar 30,6%, dari Rp575,4 miliar menjadi Rp399,6 significantly by 30.6%, from Rp575.4 billion to Rp399.6
miliar, menyusul pelunasan Rp175,9 miliar utang bank. billion, following a Rp175.9 billion bank loan repayment.
Ekuitas Equity
Pada akhir 2024, Perseroan masih membukukan defisiensi At the end of 2024, the Company still recorded a capital
modal sebesar Rp1.255,7 miliar. Angka ini menunjukkan deficiency of Rp1,255.7 billion. This figure shows an
perbaikan dari posisi Rp1.327,0 miliar di tahun improvement from the position of Rp1,327.0 billion in
sebelumnya. the year before.
Laporan Arus Kas Konsolidasian Consolidated Statement of Cash Flows
Arus Kas dari Aktivitas Operasi Cash Flow from Operating Activities
Sepanjang 2024, CNKO mencatat kas neto yang diperoleh Throughout 2024, CNKO recorded net cash obtained from
dari aktivitas operasi sebesar Rp73,9 miliar, turun 26,0% operating activities of Rp73.9 billion, down 26.0%
dibandingkan tahun sebelumnya yang sebesar Rp99,8 compared to the previous year of Rp99.8 billion. This
miliar. Penurunan ini terutama disebabkan oleh kenaikan decrease was mainly due to a quite significant increase
yang cukup signifikan pada pembayaran kepada in payments to suppliers, which was up by 21.1%, from
pemasok yang meningkat 21,1% dari Rp1.324,0 miliar Rp1,324.0 billion to Rp1,603.0 billion.
menjadi Rp1.603,0 miliar.
Arus Kas dari Aktivitas Investasi Cash Flow from Investing Activities
Kas neto yang diperoleh dari aktivitas investasi mencapai Net cash obtained from investment activities reached
Rp587,3 juta di akhir tahun 2024, naik hampir tiga kali Rp587.3 million at the end of 2024, up almost three times
lipat dibanding Rp196,1 juta yang diperoleh pada tahun compared to Rp196.1 million obtained during the year
sebelumnya. Hal ini terutama disebabkan oleh before. This was mainly due to a 126.8% jump in interest
melonjaknya penerimaan bunga sebesar 126,8% dari income from Rp222.8 million to Rp505.3 million.
Rp222,8 juta menjadi Rp505,3 juta.
Arus Kas untuk Aktivitas Pendanaan Cash Flows for Financing Activities
Kas neto yang digunakan untuk aktivitas pendanaan Net cash used in financing activities during the year was
selama tahun berjalan adalah Rp47,9 miliar atau Rp47.9 billion or increased 8.8% from the previous year
meningkat 8,8% dari tahun sebelumnya yang sebesar of Rp44.0 billion. This increase was mainly driven by the
Rp44,0 miliar. Kenaikan ini terutama didorong oleh addition payment of bank loans by 11.6%, from Rp44.0
penambahan pembayaran utang bank sebesar 11,6%, billion to Rp49.1 billion.
dari Rp44,0 miliar menjadi Rp49,1 miliar.
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 33
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Ikatan yang Material untuk Investasi Material Bind for Capital Expenditure
Barang Modal Investments
Perseroan tidak memiliki ikatan material terhadap investasi The Company has no material commitments to capital
barang modal, sebagaimana yang telah dilaporkan dalam goods investments, as reported in the 2024 Financial
Laporan Keuangan tahun 2024. Statement.
Investasi Barang Modal yang Actual Capital Expenditure Investments
Direalisasikan
Perseroan tidak merealisasikan investasi barang modal The Company did not realize capital goods investment
selama 2024, sejalan dengan kondisi tahun sebelumnya. during 2024, in line with conditions in the previous year.
Analisa Kemampuan Membayar Hutang Ability to Pay Debt Analysis
Kemampuan CNKO dalam memenuhi kewajiban CNKO's ability to meet its financial obligations depends
keuangannya bergantung pada likuiditas yang dimiliki on the Company's liquidity. In 2024, the Company's
Perseroan. Pada 2024, rasio lancar Perseroan tetap stabil current ratio remained stable at around 0.3x, the same
di kisaran 0,3x, sama seperti tahun sebelumnya. as the previous year.
Hal ini mencerminkan bahwa CNKO masih mampu This reflects that CNKO is still able to manage its short-
mengelola kewajiban jangka pendeknya dengan baik, term obligations well, despite slight changes in the
meskipun terjadi sedikit perubahan dalam struktur aset structure of assets and liabilities. The Company continues
dan liabilitas. Perseroan terus mengoptimalkan strategi to optimize its cash and working capital management
pengelolaan kas dan modal kerja guna memastikan strategies to ensure financial stability and maintain healthy
stabilitas keuangan serta menjaga likuiditas yang sehat. liquidity.
Analisa Kolektibilitas Piutang Receivables Collectibility Analysis
CNKO terus menjaga kualitas piutang usaha melalui CNKO continues to maintain the quality of its trade
komunikasi yang intensif dengan pelanggan serta receivables through intensive communication with
penerapan sistem penagihan yang efisien dan tepat customers and the implementation of an efficient and
waktu. timely collection system.
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Pada tahun 2024, rasio perputaran piutang Perseroan In 2024, the Company's receivables turnover ratio was
tercatat 35 hari, lebih panjang dibandingkan pada tahun recorded at 35 days, longer than in 2023 which was
2023 yaitu 24 hari. recorded at 24 days.
Analisa Struktur Modal Capital Structure Analysis
Hingga akhir 2024, Perseroan masih mencatatkan Until the end of 2024, the Company still recorded a capital
defisiensi modal. deficiency.
Kebijakan Dividen Dividend Policy
Sesuai dengan ketentuan dalam Anggaran Dasar, CNKO In accordance with the provisions in the Articles of
memiliki kebijakan pembagian dividen yang disesuaikan Association, CNKO has a dividend distribution policy that
dengan capaian laba bersih tahunan dan keputusan Rapat is adjusted based on the company’s annual net profit
Umum Pemegang Saham (RUPS). Perseroan menetapkan and the resolution of the General Meeting of Shareholders
skema pembagian dividen sebagai berikut: (GMS). The Company has established the following
dividend distribution scheme:
• Sebesar 30% dari laba bersih apabila laba bersih tahun • 30% of net profit if the current year’s net profit is less
berjalan kurang dari Rp50 miliar. than Rp50 billion.
• Sebesar 40% dari laba bersih apabila laba bersih tahun • 40% of net profit if the current year’s net profit is equal
berjalan lebih dari atau sama dengan Rp50 miliar. to or greater than Rp50 billion.
Pada 2024, Perseroan tidak membagikan dividen kepada In 2024, the Company did not distribute dividends to
pemegang saham. Keputusan ini diambil dengan shareholders. This decision was made in consideration
mempertimbangkan kondisi keuangannya. of its financial condition.
Perbandingan Budget, Pencapaian dan Comparison of Budget, Achievement and
Proyeksi Projection
Total volume pengiriman batubara CNKO pada tahun The total coal shipment volume of CNKO in 2024 reached
2024 mencapai 2.197,5 ribu ton, sedikit meningkat 2,197.5 thousand tons, showing a slight increase
dibandingkan realisasi tahun 2023 sebesar 2.194,0 ribu compared to the 2023 realization of 2,194.0 thousand
ton. Capaian ini jauh melampaui budget internal tahun tons. This performance significantly exceeded the
2024 yang ditetapkan sebesar 1.900,0 ribu ton, atau company's internal budget for 2024 of 1,900.0 thousand
mencapai sekitar 115,7% dari target. tons, achieving approximately 115.7% of the target.
Untuk 2025, Perseroan kembali menetapkan target For 2025, the company has maintained a conservative
pengiriman sebesar 1.900,0 ribu ton, sama seperti target approach by setting the shipment target at 1,900.0
tahun 2024. thousand tons, the same as in 2024.
Proyeksi Kinerja dan Strategi Keuangan Projection of Performance and Financial
Perseroan untuk Tahun Mendatang Strategies for the Coming Year
Memasuki tahun 2025, CNKO menegaskan kembali fokus Entering the year 2025, CNKO reaffirms its strategic focus
strategisnya dalam mempertahankan kinerja positif yang on maintaining the positive performance achieved in the
telah dicapai di tahun sebelumnya. Penjualan batubara previous year. Coal sales to PLN will remain a key pillar
ke PLN tetap menjadi pilar utama pendapatan, di mana of revenue, with the Company continuing to ensure
Perseroan akan terus memastikan keandalan pengiriman reliable deliveries in order to fulfill its long-term
guna memenuhi komitmen jangka panjangnya sebagai commitments as a national energy partner.
mitra energi nasional.
Di saat yang sama, kontribusi pendapatan dari PLTU At the same time, revenue contribution from the
Pangkalan Bun diharap akan meningkat, mendukung Pangkalan Bun PLTU is expected increase, supporting
diversifikasi portofolio usaha sekaligus memperkuat posisi the diversification of business portfolio diversification while
Perseroan dalam rantai pasok energi domestik. strengthening the Company’s position within the domestic
energy supply chain.
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 35
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Strategi efisiensi tetap menjadi prioritas utama, baik dari Efficiency strategies remain a top priority, both from the
sisi operasional maupun keuangan. Perseroan akan operational as well as financial side. The Company will
melanjutkan pengendalian biaya secara disiplin serta continue discipline cost control as well as encourage
mendorong peningkatan produktivitas untuk menjaga productivity improvements to maintain profit margins
margin keuntungan di tengah tantangan industri dan amid industry challenges and potential commodity price
potensi volatilitas harga komoditas. volatility.
Perjanjian dan Komitmen Penting Significant Agreements and
Commitments
CNKO memiliki berbagai perjanjian dan komitmen CNKO holds various important agreements and
penting dengan pihak ketiga yang mendukung commitments with third parties that support its operational
kelangsungan operasional dan strategi bisnisnya. Rincian continuity and business strategy. Further details regarding
lebih lanjut mengenai perjanjian dan komitmen tersebut these agreements and commitments can be found in Note
dapat ditemukan pada Catatan 36 dalam Laporan 36 of the Company’s 2024 Consolidated Financial
Keuangan Konsolidasian tahun 2024. Statements.
Perubahan Ketentuan Peraturan Changes in Provisions of Regulations
Perundang-Undangan
Sepanjang tahun 2024, tidak terdapat perubahan Throughout 2024, there were no changes in laws or
ketentuan peraturan perundang-undangan yang regulations that had a significant impact on the
berdampak signifikan terhadap kegiatan operasional dan Company’s operational and financial activities.
keuangan Perseroan.
Perubahan Kebijakan Akuntansi Changes in Accounting Policies
Setiap perubahan dalam Pernyataan Standar Akuntansi Any changes in the Statements of Financial Accounting
Keuangan (PSAK) dan Interpretasi Pernyataan Standar Standards (PSAK) and the Interpretations of Financial
Akuntansi Keuangan (ISAK) yang berdampak pada Accounting Standards (ISAK) that affected the Company’s
pencatatan dalam laporan keuangan Perseroan telah financial reporting have been adjusted in accordance with
disesuaikan sesuai dengan ketentuan yang berlaku. the applicable regulations. Further details on the impact
Rincian lebih lanjut mengenai dampaknya dapat dilihat of these changes can be found in Note 2C of the 2024
pada Catatan 2C dalam Laporan Keuangan Konsolidasian Consolidated Financial Statements.
tahun 2024.
Peristiwa Setelah Pelaporan Subsequent Event After Report
Setiap peristiwa yang terjadi setelah periode pelaporan All events occurring after the reporting period that have
yang memiliki dampak terhadap laporan keuangan an impact on the Company’s financial statements have
Perseroan telah dicatat sesuai dengan standar akuntansi been recorded in accordance with applicable accounting
yang berlaku. Rincian lengkap mengenai peristiwa standards. Full details of these events can be found in
tersebut dapat ditemukan pada Catatan 41 dalam Note 41 of the audited 2024 Consolidated Financial
Laporan Keuangan Konsolidasian tahun 2024 yang telah Statements.
diaudit (Audited).
36 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
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Tata Kelola Perusahaan
Corporate Governance
Tinjauan Umum Penerapan Tata Kelola General Overview of the Implementation
Perusahaan of Corporate Governance
Tata kelola perusahaan (corporate governance) adalah Corporate governance is the main foundation for ensuring
landasan utama untuk memastikan keberlanjutan, sustainability, transparency and accountability in an
transparansi dan akuntabilitas dalam sebuah organisasi. organization. PT Exploitasi Energi Indonesia Tbk (CNKO)
PT Exploitasi Energi Indonesia Tbk (CNKO) memiliki has a high commitment in implementing Good Corporate
komitmen yang tinggi dalam menerapkan Good Corporate Governance (GCG) as the primary framework for creating
Governance (GCG) sebagai kerangka kerja utama untuk value for all stakeholders. Good governance is not only
menciptakan nilai bagi seluruh pemangku kepentingan. about compliance with regulations but also as a catalyst
Tata kelola yang baik bukan hanya tentang kepatuhan to encourage innovation, efficiency as well as corporate
terhadap regulasi, tetapi juga sebagai katalis untuk competitiveness.
mendorong inovasi, efisiensi serta daya saing perusahaan.
Prinsip-Prinsip Tata Kelola CNKO CNKO Governance Principles
1. Transparansi 1. Transparency
CNKO percaya bahwa informasi yang terbuka dan tepat CNKO believes that open and timely information is the
waktu adalah kunci untuk membangun kepercayaan. key to building trust. Therefore, the Company ensures
Oleh karena itu Perseroan memastikan semua laporan, that all reports, both financial and non-financial, are easily
baik keuangan maupun non-keuangan, dapat diakses accessible and support informed decision-making.
dengan mudah dan mendukung pengambilan keputusan
yang informatif.
2. Akuntabilitas 2. Accountability
Kejelasan tanggung jawab di antara Dewan Komisaris, Clarity of responsibility among the Board of
Direksi dan pemegang saham adalah prioritas Perseroan. Commissioners, Board of Directors and shareholders is
Dengan sistem pengukuran kinerja yang terintegrasi, the Company's priority. With an integrated performance
setiap keputusan yang diambil dapat measurement system, every decision taken can be
dipertanggungjawabkan secara transparan. accounted for transparently.
3. Tanggung Jawab 3. Responsibility
Tanggung jawab CNKO melampaui kewajiban hukum. CNKO's responsibilities go beyond legal obligations. The
Perseroan berkomitmen untuk menciptakan dampak Company is committed to creating a positive impact on
positif bagi masyarakat, lingkungan dan ekonomi. Ini society, the environment and the economy. This makes
menjadikan CNKO sebagai warga korporasi yang CNKO a corporate citizen with high integrity.
berintegritas tinggi.
4. Independensi 4. Independence
Di CNKO, setiap keputusan dibuat secara objektif dan At CNKO, every decision is made objectively and
profesional. Perseroan menjaga keseimbangan antara professionally. The Company maintains a balance
kebutuhan perusahaan dan para pemangku kepentingan between the needs of the company and the stakeholders
untuk memastikan kepentingan bersama selalu menjadi to ensure that common interests are always a priority.
prioritas.
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 37
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5. Kesetaraan 5. Equality
CNKO menjunjung tinggi prinsip keadilan dengan CNKO upholds the principle of justice by ensuring that
memastikan seluruh pemangku kepentingan menerima all stakeholders receive their rights in accordance with
hak mereka sesuai peraturan yang berlaku. Kesetaraan applicable regulations. This equality is the foundation for
ini adalah fondasi untuk membangun lingkungan kerja building an inclusive and harmonious work environment.
yang inklusif dan harmonis.
Dengan tata kelola yang kokoh, CNKO tidak hanya With solid governance, CNKO not only faces challenges
menghadapi tantangan, tetapi juga menciptakan peluang but also creates new opportunities for growth. CNKO is
baru untuk pertumbuhan. CNKO berkomitmen untuk terus committed to continuously adapting, innovating and
beradaptasi, berinovasi serta memperkuat hubungan strengthening relationships with stakeholders to create a
dengan para pemangku kepentingan demi menciptakan brighter and more sustainable future.
masa depan yang lebih cerah dan berkelanjutan.
Struktur Tata Kelola CNKO CNKO Governance Structure
Struktur tata kelola perusahaan di CNKO dirancang untuk The corporate governance structure in CNKO is designed
memastikan efisiensi, akuntabilitas dan transparansi to ensure efficiency, accountability and transparency in
dalam pengambilan keputusan. Elemen-elemen utama decision- making. The main elements in this structure
dalam struktur ini melibatkan semua organ penting yang involve all important organs that play a role in managing
berperan dalam mengelola perusahaan dan melayani the company and serving the interests of stakeholders
kepentingan pemangku kepentingan secara optimal. optimally.
Elemen Utama Struktur Tata Kelola: Main Elements of the Governance Structure:
1. Rapat Umum Pemegang Saham (RUPS) 1. General Meeting of Shareholders (GMS)
2. Dewan Komisaris 2. Board of Commissioners
3. Komite Audit 3. Audit Committee
4. Direksi 4. Board of Directors
5. Sekretaris Perusahaan 5. Corporate Secretary
6. Auditor Internal 6. Internal Auditor
7. Auditor Eksternal (melibatkan Kantor Akuntan Publik) 7. External Auditor (involving Public Accounting Firm)
Rapat Umum Pemegang Saham General Meeting of Shareholders
Sebagai organ tertinggi perusahaan, RUPS memegang As the highest organ of the Company, the GMS holds
kendali strategis dan pengawasan tertinggi terhadap the highest strategic control and supervision over CNKO.
CNKO. RUPS berwenang untuk: The GMS has the authority to:
1. Mengevaluasi serta meminta pertanggungjawaban 1. Evaluate as well as hold the Board of Commissioners
Dewan Komisaris dan Direksi. and Board of Directors accountable.
2. Mengubah Anggaran Dasar Perseroan. 2. Change the Company's Articles of Association.
3. Mengangkat atau memberhentikan anggota Dewan 3. Appoint or dismiss members of the Board of
Komisaris dan Direksi. Commissioners and Board of Directors.
4. Menyetujui laporan tahunan dan laporan keuangan. 4. Approve the annual report and financial statements.
5. Menentukan kebijakan strategis seperti rencana bisnis, 5. Determine strategic policies, such as business plans,
pembagian laba dan alokasi modal. profit sharing and capital allocation.
Selain itu, RUPS juga memiliki otoritas untuk menetapkan In addition, the GMS also has the authority to determine
bentuk serta jumlah remunerasi bagi Dewan Komisaris the form and amount of remuneration for the Board of
dan Direksi. Wewenang terkait remunerasi Direksi dapat Commissioners and the Board of Directors. The authority
didelegasikan kepada Dewan Komisaris jika diperlukan. related to the remuneration of the Board of Directors can
be delegated to the Board of Commissioners if necessary.
Jenis RUPS Types of GMS
1. Rapat Umum Pemegang Saham Tahunan (RUPST) 1. Annual General Meeting of Shareholders (AGM)
Diselenggarakan satu kali dalam setahun, paling Held once a year, no later than six months after the
lambat enam bulan setelah akhir tahun buku. end of the financial year.
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2. Rapat Umum Pemegang Saham Luar Biasa 2. Extraordinary General Meeting of Shareholders
(RUPSLB) (EGM)
Diadakan di luar jadwal RUPST atas permintaan Dewan Held outside the GMS schedule at the request of the
Komisaris atau pemegang saham. Board of Commissioners or shareholders.
Tata Cara Pemungutan Suara dalam RUPS Procedures for Voting in GMS
Proses pemungutan suara dalam RUPS dilakukan The voting process in GMS is carried out based on
berdasarkan peraturan yang berlaku, dengan applicable regulations, taking into account the principles
memperhatikan asas keadilan dan transparansi: of fairness and transparency:
• Pemungutan Suara Tertutup • Closed Voting
Untuk keputusan yang melibatkan individu, For decisions involving individuals, use unsigned
menggunakan surat suara tanpa tanda tangan. ballots.
• Pemungutan Suara Terbuka • Open Voting
Untuk hal-hal lain, dilakukan secara lisan kecuali For other matters, it is carried out verbally unless
ditentukan sebaliknya oleh Pimpinan Rapat. otherwise determined by the Chairperson of the
Meeting.
Setiap keputusan yang diambil mencerminkan Every decision made reflects the interests of all
kepentingan seluruh pemegang saham dengan shareholders while considering legality and compliance
memperhatikan legalitas dan kepatuhan terhadap with applicable regulations.
peraturan yang berlaku.
RUPST 2023 2023 AGMS
Pada tahun 2023 telah dilaksanakan RUPS Tahunan Kedua In 2023, the Second Annual GMS was held on 21 June
pada tanggal 21 Juni 2023, di mana penyelenggaraannya 2023, where the quorum was met because it was attended
telah memenuhi kuorum karena dihadiri oleh pemegang by shareholders representing 3,141,608,750 shares, or
saham yang mewakili 3.141.608.750 saham, atau sebesar 35.08% of all shares with valid voting rights that had been
35,08% dari seluruh saham dengan hak suara yang sah issued by Company, in accordance with the Company's
yang telah dikeluarkan oleh Perseroan, sesuai dengan Articles of Association.
Anggaran Dasar Perseroan.
Dalam RUPS Tahunan tersebut telah diambil keputusan- At the Annual GMS the following decisions were taken:
keputusan sebagai berikut:
Mata Acara Pertama First Agenda
1. Menerima dan menyetujui Laporan Pengawasan 1. Received and approved the Supervisory Report of
Dewan Komisaris Perseroan dan Laporan Tahunan the Company's Board of Commissioners and the
Direksi Perseroan untuk tahun buku yang berakhir Annual Report of the Company's Board of Directors
pada tanggal 31 Desember 2022. for the financial year ending 31 December 2022.
2. Menyetujui dan mengesahkan Laporan Keuangan 2. Approved and ratified the Financial Report for the
untuk tahun buku yang berakhir pada tanggal 31 financial year ending 31 December 2022 which was
Desember 2022 yang disusun dan disajikan oleh prepared and presented by the current Board of
Direksi dan Dewan Komisaris Perseroan yang Directors and Board of Commissioners of the
menjabat pada saat ini dan telah diaudit oleh Kantor Company and has been audited by the Suharli,
Akuntan Publik Suharli, Sugiharto & Rekan. Sugiharto & Partners Public Accounting Firm.
3. Memberikan pembebasan dan pelunasan sepenuhnya 3. Provide full release and repayment (acquit et
(acquit et décharge) kepada seluruh anggota Direksi décharge) to all members of the Board of Directors
dan Dewan Komisaris Perseroan atas tindakan and Board of Commissioners of the Company for their
pengurusan dan pengawasan jalannya kegiatan actions in managing and supervising the running of
Perseroan yang telah dilakukan selama tahun buku the Company's activities which have been carried out
yang berakhir pada tanggal 31 Desember 2022, during the financial year ending 31 December 2022,
sepanjang tindakan-tindakan mereka tersebut bukan as long as their actions are not constitutes a criminal
merupakan tindakan pidana dan/atau melanggar act and/or violates applicable legal provisions and
ketentuan dan prosedur hukum yang berlaku serta procedures and is related to matters recorded in the
terkait dengan hal-hal yang dicatat di dalam Laporan Company's Annual Report and Financial Report for
Tahunan dan Laporan Keuangan Perseroan untuk the financial year ending 31 December 2022.
tahun buku yang berakhir pada tanggal 31 Desember
2022.
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Mata Acara Kedua Second Agenda
1. Menyetujui penunjukan Akuntan Publik dari Kantor 1. Approved the appointment of a Public Accountant
Akuntan Publik Suharli, Sugiharto & Rekan untuk from the Suharli, Sugiharto & Partners Public
melaksanakan Audit Umum atas Laporan Keuangan Accounting Firm to carry out a General Audit of the
Konsolidasian Perseroan untuk tahun buku yang Company's Consolidated Financial Statements for the
berakhir pada tanggal 31 Desember 2023 dan periode financial year ending 31 December 2023 and other
lainnya dalam Tahun Buku 2023 serta melaksanakan periods in the 2023 Financial Year as well as carrying
audit umum atas laporan keuangan Perseroan untuk out a general audit of the Company's financial
tahun buku yang berakhir pada tanggal 31 Desember statements for financial year ending 31 December
2023; 2023;
2. Melimpahkan wewenang kepada Dewan Komisaris 2. Approved the delegation of authority to the Board of
untuk menunjuk Akuntan Publik dan menetapkan Commissioners to appoint a Public Accountant and
Kantor Akuntan Publik pengganti apabila Kantor determine a replacement Public Accounting Firm if
Akuntan Publik yang telah ditunjuk tidak dapat the appointed Public Accounting Firm is unable to
melanjutkan atau melaksanakan tugas karena sebab continue or carry out its duties for any reason; And
apapun; dan 3. Approved the delegation of authority to the Board of
3. Melimpahkan wewenang kepada Direksi untuk Directors to determine the conditions, appointment
menetapkan kondisi, persyaratan penunjukan, dan requirements and honorarium of the Public
honorarium Kantor Akuntan Publik yang telah ditunjuk Accounting Firm that has been appointed and/or its
dan/atau penggantinya. replacement.
Mata Acara Ketiga Third Agenda
Menyetujui pemberian pelimpahan wewenang kepada Approved the delegation of authority to the Company's
Dewan Komisaris Perseroan untuk Penetapan Remunerasi Board of Commissioners to Determine Remuneration and
dan Fasilitas Lain untuk Dewan Komisaris dan Direksi. Other Facilities for the Board of Commissioners and Board
Adapun keseluruhan remunerasi berikut fasilitas lain untuk of Directors. The total remuneration and other facilities
seluruh anggota Dewan Komisaris dan Direksi Perseroan for all members of the Company's Board of
selama 1 (satu) tahun untuk kinerja tahun buku yang Commissioners and Board of Directors for 1 (one) year
berakhir pada 31 Desember 2023 adalah maksimum for the financial year ending 31 December 2023 is the
sebesar jumlah remunerasi dan tunjangan lainnya yang maximum amount of remuneration and other allowances
diterima oleh masing-masing anggota Dewan Komisaris received by each member of the Company's Board of
dan Direksi Perseroan untuk tahun buku sebelumnya Commissioners and Board of Directors for the previous
hingga ada keputusan lain dari RUPS Perseroan yang financial year until there are other decisions from the
akan datang. Company's upcoming GMS.
Mata Acara Keempat Fourth Agenda
1. Menyetujui Pengangkatan Kembali Susunan Dewan 1. Approved the re-appointment of the composition of
Komisaris Perseroan serta mengusulkan untuk the Company's Board of Commissioners and
mengangkat Bapak Cahyo Suryo Putro dengan proposed to appoint Mr. Cahyo Suryo Putro to the
jabatannya sebagai Komisaris Independen, position of Independent Commissioner, as the
sebagaimana usulan untuk susunan anggota Dewan proposal for the composition of the members of the
Komisaris Perseroan ini telah mempertimbangkan Company's Board of Commissioners has taken into
rekomendasi dari Komite Nominasi dan Remunerasi account recommendations from the Company's
Perseroan. Sehingga untuk selanjutnya susunan Nomination and Remuneration Committee. So that
Dewan Komisaris Perseroan menjadi sebagai berikut: henceforth the composition of the Company's Board
of Commissioners will be as follows:
- Presiden Komisaris: - President Commissioner:
Bapak Pudjianto Gondosasmito Mr. Pudjianto Gondosasmito
- Komisaris: - Commissioner:
Bapak Djoko Sumaryono Mr. Djoko Sumaryono
- Komisaris Independen: - Independent Commissioner:
Bapak Edwin Pamimpin Situmorang Mr. Edwin Pamimpin Situmorang
- Komisaris Independen: - Independent Commissioner:
Bapak Cahyo Suryo Putro Mr. Cahyo Suryo Putro
Seluruhnya untuk jangka waktu 5 (lima) tahun. Dengan All for a period of 5 (five) years. Thus, the term of
demikian masa jabatan dari Dewan Komisaris yang office of the new Board of Commissioners is from the
baru adalah terhitung sejak ditutupnya rapat ini sampai closing of this meeting until the closing of the
dengan penutupan Rapat Umum Pemegang Saham Company's Annual General Meeting of Shareholders
Tahunan Perseroan untuk tahun buku yang berakhir for the financial year ending 31 December 2027.
pada tanggal 31 Desember 2027.
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2. Memberikan kuasa dan wewenang kepada Direksi 2. Approved the granting of power and authority to the
Perseroan dengan hak subtitusi, untuk menyatakan Board of Directors of the Company with the right of
kembali keputusan agenda keempat Rapat ini di substitution, to restate the decisions on the fourth
dalam suatu akta Notaris, dan untuk itu menghadap agenda of this Meeting in a Notarial deed, and to
di mana perlu, memberikan keterangan dan/atau appear where necessary, provide information and/or
laporan, membuat atau suruh buatkan serta reports, make or have them made and sign all letters
menandatangani semua surat dan/atau akta yang and/or necessary deeds and do everything deemed
diperlukan dan mengerjakan segala sesuatu yang necessary and useful to request reporting and/or
dianggap perlu dan berguna untuk memohon notification and/or approval of changes to the
pelaporan dan/atau pemberitahuan dan/atau composition of the company's Board of
persetujuan atas perubahan susunan Dewan Komisaris Commissioners from the authorized agency, and to
perseroan dari instansi yang berwenang, dan untuk make changes and/or additions in any form
membuat pengubahan dan/atau tambahan dalam whatsoever necessary to obtain such reporting and/
bentuk yang bagaimanapun juga yang diperlukan or notification and/or approval as well as to submit
untuk memperoleh pelaporan dan/atau and sign all applications and other document(s), to
pemberitahuan dan/atau persetujuan tersebut serta select the place of legal domicile and to carry out all
untuk mengajukan dan menandatangani semua actions and/or deeds deemed necessary and useful
permohonan dan dokumen(-dokumen) lainnya, untuk for that purpose, one or the other is not excluded.
memilih tempat kedudukan hukum dan untuk
mengerjakan segala tindakan dan/atau perbuatan
yang dianggap perlu dan berguna untuk itu, satu dan
lain tidak ada yang dikecualikan.
Mata Acara Kelima Fifth Agenda
1. Menyetujui pengangkatan kembali susunan Direksi 1. Approved the reappointment of the Company's Board
Perseroan, dengan susunan sebagai berikut: of Directors, with the following composition:
- Presiden Direktur: Bapak Robin Wirawan - President Director: Mr. Robin Wirawan
- Wakil Presiden Direktur: Bapak Sudarwanta - Vice President Director: Mr. Sudarwanta
- Direktur: Bapak Erry Indriyana - Director: Mr. Erry Indriyana
Seluruhnya untuk jangka waktu lima tahun. Dengan All for a period of five years. Thus, the term of office
demikian masa jabatan dari Direksi yang baru adalah of the new Directors is from the closing of this meeting
terhitung sejak ditutupnya rapat ini sampai dengan until the closing of the Company's Annual General
penutupan Rapat Umum Pemegang Saham Tahunan Meeting of Shareholders for the financial year ending
Perseroan untuk tahun buku yang berakhir pada 31 December 2027.
tanggal 31 Desember 2027.
2. Memberikan kuasa dan wewenang kepada Direksi 2. Approved the granting of power and authority to the
Perseroan dengan hak subtitusi, untuk menyatakan Board of Directors of the Company with the right of
kembali keputusan agenda kelima Rapat ini di dalam substitution, to restate the decisions on the fifth agenda
suatu akta Notaris, dan untuk itu menghadap di mana of this Meeting in a Notarial deed, and to appear
perlu, memberikan keterangan dan/atau laporan, where necessary, provide information and/or reports,
membuat atau suruh buatkan serta menandatangani make or have them made and sign all letters and/or
semua surat dan/atau akta yang diperlukan dan the necessary deeds and do everything that is deemed
mengerjakan segala sesuatu yang dianggap perlu dan necessary and useful to request reporting and/or
berguna untuk memohon pelaporan dan/atau notification and/or approval of changes to the
pemberitahuan dan/atau persetujuan atas perubahan composition of the Company's Board of Directors
susunan Direksi perseroan dari instansi yang from the authorized agency, and to make changes
berwenang, dan untuk membuat pengubahan dan/ and/or additions in any form whatsoever. necessary
atau tambahan dalam bentuk yang bagaimanapun to obtain such reporting and/or notification and/or
juga yang diperlukan untuk memperoleh pelaporan approval as well as to submit and sign all applications
dan/atau pemberitahuan dan/atau persetujuan and other document(s), to select the place of legal
tersebut serta untuk mengajukan dan menandatangani domicile and to carry out all actions and/or deeds
semua permohonan dan dokumen(-dokumen) deemed necessary and useful for that purpose, one
lainnya, untuk memilih tempat kedudukan hukum dan or the other nothing is excluded.
untuk mengerjakan segala tindakan dan/atau
perbuatan yang dianggap perlu dan berguna untuk
itu, satu dan lain tidak ada yang dikecualikan.
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 41
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Sebelumnya, pada tanggal 8 Juni 2023, Perseroan Previously, on June 8 2023, the Company held the Annual
melaksanakan RUPST untuk menyetujui dan General Meeting of Shareholders (AGMS) to approve and
mengesahkan: ratify:
1. Laporan Tahunan dan Laporan Keuangan untuk tahun 1. The Annual Report and Financial Report for the fiscal
buku yang berakhir pada 31 Desember 2022. year ending on December 31, 2022.
2. Penunjukan Akuntan Publik dan/atau Kantor Akuntan 2. The appointment of the Public Accountant and/or
Publik. Public Accounting Firm.
3. Penetapan renumerasi dan fasilitas lain untuk Dewan 3. The determination of remuneration and other facilities
Komisaris dan Direksi. for the Board of Commissioners and Board of
4. Pengangkatan kembali/perubahan susunan Dewan Directors.
Komisaris dan Direksi. 4. The reappointment/change in the composition of the
Namun karena kuorum kehadiran tidak terpenuhi, maka Board of Commissioners and Board of Directors.
dilakukan rapat kedua pada tanggal 21 Juni 2023. However, because the attendance quorum was not met,
a second meeting was held on 21 June 2023.
Realisasi Keputusan RUPS Tahunan 2023 Realization of 2023 Annual GMS Decisions
Seluruh keputusan RUPS Tahunan 2023 yang All decisions of the 2023 Annual GMS held on 21 June
diselenggarakan pada tanggal 21 Juni 2023 telah 2023 have been realized.
direalisasikan.
RUPSLB 2023 2023 EGMS
Pada tahun 2023 telah dilaksanakan RUPS Luar Biasa In 2023, the First Extraordinary GMS was held on June 8
Pertama pada tanggal 8 Juni 2023 dan RUPS Luar Biasa 2023 and the Second Extraordinary GMS on June 21
Kedua pada tanggal 21 Juni 2023 untuk melakukan 2023 to make adjustments to the Articles of Association.
penyesuaian Anggaran Dasar. Namun ketentuan However, the provisions regarding the quorum for
mengenai kuorum kehadiran Rapat tidak terpenuhi attendance at the Meeting were not met so that the third
sehingga dilakukan RUPSLB ketiga dilaksanakan pada Extraordinary GMS was held on May 28 2024. The
tanggal 28 Mei 2024, di mana penyelenggaraannya telah meeting met the quorum requirement as it was attended
memenuhi kuorum karena dihadiri oleh pemegang saham by shareholders representing 3,294,155,700 shares, or
yang mewakili 3.294.155.700 saham atau sebesar 36,78% 36.78% of all shares with valid voting rights that have
dari seluruh saham dengan hak suara yang sah yang telah been issued by the Company, in accordance with the
dikeluarkan oleh Perseroan, sesuai dengan Anggaran Company's Articles of Association.
Dasar Perseroan.
Dalam RUPS Luar Biasa tersebut telah diambil keputusan- In the Annual GMS, the following decisions were made:
keputusan sebagai berikut:
1. Menyetujui perubahan seluruh ketentuan yang tersebut 1. Approve the changes to all provisions stated in Article
di dalam Pasal 3 Anggaran Dasar Perseroan mengenai 3 of the Company's Articles of Association regarding
“Maksud dan Tujuan serta Kegiatan Usaha” Perseroan, the "Purpose and Objectives and Business Activities"
sehingga untuk selanjutnya Pasal 3 Anggaran Dasar of the Company, so that henceforth Article 3 of the
Perseroan ditulis dan berbunyi sebagai berikut: Company's Articles of Association is written and reads
as follows:
1.1 Maksud dan tujuan Perseroan adalah dalam 1.1 The purpose and objectives of the Company are
bidang: in the fields of:
a. Kode 351: Ketenagalistrikan a. Code 351: Electricity.
b. Kode 466: Perdagangan Besar Khusus Lainnya b. Code 466: Other Special Wholesale Trade.
c. Kode 522: Aktivitas Penunjang Angkutan c. Code 522: Transportation Support Activities.
d. Kode 642: Aktivitas Perusahaan Holding d. Code 642: Holding Company Activities.
e. Kode 702: Aktivitas Konsultasi Manajemen e. Code 702: Management Consulting Activities
2.1 Untuk mencapai maksud dan tujuan tersebut di 2.1 To achieve the above purposes and objectives,
atas Perseroan dapat melaksanakan kegiatan the Company may carry out the following business
usaha sebagai berikut: activities:
a. Kode 35111: Pembangkitan Tenaga Listrik, a. Code 35111: Electricity Generation, including
mencakup usaha memproduksi tenaga listrik the business of producing electricity through
melalui pembangkitan tenaga listrik yang various energy sources. Fossil energy sources
menggunakan berbagai jenis sumber energi. such as coal, gas, fuel oil and diesel.
Sumber energi fosil seperti batubara, gas, Renewable energy sources such as
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bahan bakar minyak dan diesel. Sumber geothermal, wind, bioenergy, sunlight, water
energi terbarukan seperti panas bumi, angin, flow and waterfalls, movement and temperature
bioenergi, sinar matahari, aliran dan terjunan differences of ocean layers. Hybrid energy
air, gerakan dan perbedaan suhu lapisan laut. sources that combine fossil energy sources
Sumber energi hybrid yang with renewable energy and energy derived
menggabungankan sumber energi fosil from energy storage technology.
dengan energi terbarukan dan energi yang
berasal dari teknologi energy storage.
b. Kode 46610: Perdagangan Besar Bahan Bakar b. Code 46610: Wholesale Trade of Solid, Liquid
Padat, Cair Dan Gas Dan Produk YBDI. Ini and Gas Fuels and YBDI Products. This
mencakup mencakup usaha perdagangan includes wholesale trade of gas, liquid and
besar bahan bakar gas, cair dan padat serta solid fuels and similar products, such as crude
produk sejenisnya, seperti minyak bumi oil, crude oil, diesel fuel, gasoline, fuel oil,
mentah, minyak mentah, bahan bakar diesel, kerosene, premium, solar, kerosene, coal,
gasoline, bahan bakar oli, kerosin, premium, charcoal, coal dregs, wood fuel, naphtha,
solar, minyak tanah, batu bara, arang, ampas biofuels and other fuels including gas fuels
arang batu, bahan bakar kayu, nafta, bahan (LPG, butane and propane gas and others)
bakar nabati (biofuels) dan bahan bakar and polish oil, lubricating oil and refined
lainnya termasuk pula bahan bakar gas (LPG, petroleum products, as well as nuclear fuel.
gas butana dan propana dan lain-lain) dan
minyak semir, minyak pelumas dan produk
minyak bumi yang telah dimurnikan, serta
bahan bakar nuklir.
c. Kode 52221: Aktivitas Pelayanan Kepelabuhan c. Code 52221: Seaport Service Activities,
Laut, mencakup kegiatan usaha pelayanan covering seaport service business activities,
kepelabuhan laut, yang berhubungan dengan related to water transportation for passengers,
angkutan perairan untuk penumpang, hewan animals or goods, such as the operation of
atau barang, seperti pengoperasian fasilitas terminal facilities such as ports and docks,
terminal misalnya pelabuhan dan dermaga, navigation, inspection of cargo and/or
navigasi, pemeriksaan barang muatan dalam containers using ionizing radiation sources
kargo dan/atau peti kemas dengan (radioactive substances and ionizing radiation
menggunakan sumber radiasi pengion (zat generators), shipping and anchoring activities,
radioaktif dan pembangkit radiasi pengion), mooring services, pilotage and towing
pelayaran dan kegiatan berlabuh, jasa services.
penambatan, jasa pemanduan dan
penundaan.
d. Kode 64200: Aktivitas Perusahaan Holding, d. Code 64200: Holding Company Activities,
mencakup kegiatan dari perusahaan holding covering activities of holding companies,
(holding companies), yaitu perusahaan yang specifically companies that control assets
menguasai aset dari sekelompok perusahaan from a group of subsidiary companies with
subsidiari dan kegiatan utamanya adalah their main activity is ownership of the group.
kepemilikan kelompok tersebut. “Holding "Holding Companies" are not involved in the
Companies” tidak terlibat dalam kegiatan business activities of their subsidiary
usaha perusahaan subsidiarinya. Kegiatannya companies. Their activities include services
mencakup jasa yang diberikan penasihat provided by counselors and negotiators in
(counsellors) dan perunding (negotiators) designing company mergers and acquisitions.
dalam merancang merjer dan akuisisi
perusahaan.
e. Kode 70204: Aktivitas Konsultasi Manajemen e. Code 70204: Industrial Management
Industri, mencakup kegiatan bantuan nasihat, Consulting Activities, covering activities of
bimbingan dan operasional usaha dan advisory assistance, guidance and operational
permasalahan organisasi dan manajemen business and organizational and management
perusahaan industri. Layanan ini termasuk problems of industrial companies. These
seperti perencanaan strategi dan organisasi; services include strategic and organizational
keputusan berkaitan dengan keuangan; tujuan planning; decisions related to finance;
dan kebijakan pemasaran; perencanaan, marketing objectives and policies; human
praktik dan kebijakan sumber daya manusia; resource planning, practices and policies;
perencanaan penjadwalan dan pengontrolan production planning, scheduling and control.
produksi.
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 43
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2. Memberi kuasa dan wewenang kepada Direksi 2. Granting power and authority to the Board of Directors
Perseroan dengan hak substitusi, untuk menyatakan of the Company, with the right of substitution, to
kembali keputusan agenda Rapat ini dalam akta restate the decisions of the agenda of this Meeting in
Notaris, termasuk menyusun kembali seluruh a Notarial deed, including redrafting the entire articles
anggaran dasar Perseroan sehubungan dengan of association of the Company in connection with
perubahan terkait dengan keputusan(-keputusan) changes related to the decision(s) made in the agenda
yang dibuat di dalam agenda Rapat ini (bilamana of this Meeting (if necessary). For that to appear where
perlu) dan untuk itu menghadap di mana perlu, necessary, provide information and reports, make or
memberikan keterangan dan laporan, membuat atau order to make and sign all letters and/or deeds
suruh buatkan serta menandatangani semua surat dan/ required and do everything deemed necessary and
atau akta yang diperlukan dan mengerjakan segala useful to request reporting and/or notification and/or
sesuatu yang dianggap perlu dan berguna untuk approval of changes to the company's articles of
memohon pelaporan dan/atau pemberitahuan dan/ association from the authorized agency and to make
atau persetujuan atas perubahan anggaran dasar changes and/or additions in any form whatsoever
perseroan dari instansi yang berwenang dan untuk required to obtain such reporting and/or notification
membuat pengubahan dan/atau tambahan dalam and/or approval and to submit and sign all
bentuk yang bagaimanapun juga yang diperlukan applications and other documents, to choose a legal
untuk memperoleh pelaporan dan/atau domicile and to carry out any other actions and/or
pemberitahuan dan/atau persetujuan tersebut serta deeds deemed necessary and useful for these
untuk mengajukan dan menandatangani semua purposes without exclusion.
permohonan dan dokumen lainnya, untuk memilih
tempat kedudukan hukum dan untuk mengerjakan
segala tindakan dan/atau perbuatan yang dianggap
perlu dan berguna untuk itu, satu dan lain tidak ada
yang dikecualikan.
Realisasi Keputusan RUPS Luar Biasa 2023 Realization of the Decisions of the 2023
Extraordinary GMS
Seluruh keputusan RUPS Luar Biasa 2023 yang All decisions of the 2023 Extraordinary GMS held on May
diselenggarakan pada tanggal 28 Mei 2024 telah 28 2024 have been realized.
direalisasikan.
44 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
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RUPST 2024 2024 AGMS
Pada tahun 2024 telah dilaksanakan RUPS Tahunan Kedua In 2024, the Second Annual GMS was held on June 25
pada tanggal 25 Juni 2024, di mana penyelenggaraannya 2024, where the quorum requirement was met, as it was
telah memenuhi kuorum karena dihadiri oleh pemegang attended by shareholders representing 3,042,380,204
saham yang mewakili 3.042.380.204 saham atau sebesar shares, or 33.97% of all shares with valid voting rights
33,97% dari seluruh saham dengan hak suara yang sah that have been issued by the Company, in accordance
yang telah dikeluarkan oleh Perseroan, sesuai dengan with the Company's Articles of Association.
Anggaran Dasar Perseroan.
Dalam RUPS Tahunan tersebut telah diambil In the Annual GMS, the following decisions were taken:
keputusankeputusan sebagai berikut:
Mata Acara Pertama First Agenda
1. Menerima dan menyetujui Laporan Pengawasan 1. Accepting and approving the Supervisory Report of
Dewan Komisaris Perseroan dan Laporan Tahunan the Company's Board of Commissioners and the
Direksi Perseroan untuk tahun buku yang berakhir Annual Report of the Company's Board of Directors
pada tanggal 31 Desember 2023. for the financial year ending December 31 2023.
2. Menyetujui dan mengesahkan Laporan Keuangan 2. Approving and ratifying the Financial Statements for
untuk tahun buku yang berakhir pada tanggal 31 the financial year ending December 31 2023 prepared
Desember 2023 yang disusun dan disajikan oleh and presented by the Company's Board of Directors
Direksi dan Dewan Komisaris Perseroan yang and Board of Commissioners currently in office and
menjabat pada saat ini dan telah diaudit oleh Kantor audited by the Public Accounting Firm Suharli,
Akuntan Publik Suharli, Sugiharto & Rekan. Sugiharto & Rekan.
3. Memberikan pembebasan dan pelunasan sepenuhnya 3. Granting full release and discharge (acquit et décharge)
(acquit et décharge) kepada seluruh anggota Direksi to all members of the Board of Directors and Board
dan Dewan Komisaris Perseroan atas tindakan of Commissioners of the Company for their
pengurusan dan pengawasan jalannya kegiatan management and supervision of the Company's
Perseroan yang telah dilakukan selama tahun buku activities during the financial year ending on December
yang berakhir pada tanggal 31 Desember 2023, 31 2023, as long as their actions do not constitute
sepanjang tindakan-tindakan mereka tersebut bukan criminal acts and/or violate applicable legal provisions
merupakan tindakan pidana dan/atau melanggar and procedures and are related to matters recorded
ketentuan dan prosedur hukum yang berlaku serta in the Company's Annual Report and Financial
terkait dengan hal-hal yang dicatat di dalam Laporan Statements for the financial year ending on December
Tahunan dan Laporan Keuangan Perseroan untuk 31 2023.
tahun buku yang berakhir pada tanggal 31 Desember
2023.
Mata Acara Kedua Second Agenda
1. Menyetujui penunjukan Akuntan Publik dari Kantor 1. Approving the appointment of a Public Accountant
Akuntan Publik Suharli, Sugiharto & Rekan untuk from the Public Accounting Firm Suharli, Sugiharto &
melaksanakan Audit Umum atas Laporan Keuangan Rekan to carry out a General Audit of the Company's
Konsolidasian Perseroan untuk tahun buku yang Consolidated Financial Statements for the financial
berakhir pada tanggal 31 Desember 2024 dan periode year ending on December 31 2024 and other periods
lainnya dalam Tahun Buku 2024 serta melaksanakan in the 2024 Financial Year and to carry out a general
audit umum atas laporan keuangan Perseroan untuk audit of the Company's financial statements for the
tahun buku yang berakhir pada tanggal 31 Desember financial year ending on December 31 2024.
2024.
2. Melimpahkan wewenang kepada Dewan Komisaris 2. Delegating authority to the Board of Commissioners
untuk menunjuk Akuntan Publik dan menetapkan to appoint a Public Accountant and determine a
Kantor Akuntan Publik pengganti apabila Kantor replacement Public Accounting Firm if the appointed
Akuntan Publik yang telah ditunjuk tidak dapat Public Accounting Firm cannot continue or carry out
melanjutkan atau melaksanakan tugas karena sebab its duties for any reason.
apapun.
3. Melimpahkan wewenang kepada Direksi untuk 3. Delegating authority to the Board of Directors to
menetapkan kondisi, persyaratan penunjukan dan determine the conditions, requirements for
honorarium Kantor Akuntan Publik yang telah ditunjuk appointment and honorarium of the appointed Public
dan/atau penggantinya. Accounting Firm and/or its replacement.
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 45
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Mata Acara Ketiga Third Agenda
Menyetujui pemberian pelimpahan wewenang kepada Approving the delegation of authority to the Company's
Dewan Komisaris Perseroan untuk Penetapan Remunerasi Board of Commissioners for the Determination of
dan Fasilitas Lain untuk Dewan Komisaris dan Direksi. Remuneration and Other Facilities for the Board of
Adapun keseluruhan remunerasi berikut fasilitas lain untuk Commissioners and Board of Directors. The total
seluruh anggota Dewan Komisaris dan Direksi Perseroan remuneration including other facilities for all members of
selama satu tahun untuk kinerja tahun buku yang berakhir the Company's Board of Commissioners and Board of
pada 31 Desember 2024 adalah maksimum sebesar Directors for one year for the performance of the financial
jumlah remunerasi dan tunjangan lainnya yang diterima year ending on December 31, 2024 is a maximum of the
oleh masing-masing anggota Dewan Komisaris dan amount of remuneration and other benefits received by
Direksi Perseroan untuk tahun buku sebelumnya hingga each member of the Company's Board of Commissioners
ada keputusan lain dari RUPS Perseroan yang akan datang. and Board of Directors for the previous financial year until
there is another decision from the Company's upcoming
GMS.
Realisasi Keputusan RUPS Tahunan 2024 Realization of 2024 Annual GMS Decisions
Seluruh keputusan RUPS Tahunan 2024 yang All decisions of the 2024 Annual GMS held on June 25
diselenggarakan pada tanggal 25 Juni 2024 telah 2024 have been realized.
direalisasikan.
RUPSLB 2024 2024 EGMS
Tidak ada Agenda RUPS Luar Biasa pada tahun 2024. There is no Extraordinary GMS Agenda in 2024.
Dewan Komisaris Board of Commissioners
Dewan Komisaris CNKO terdiri dari individu-individu yang CNKO's Board of Commissioners consists of competent
berkompeten dan berpengalaman, baik dari kalangan and experienced individuals, both from within and outside
internal maupun eksternal perusahaan. Dewan Komisaris the Company. The Board of Commissioners is elected
dipilih oleh pemegang saham untuk mewakili kepentingan by shareholders to represent the interests of shareholders
pemegang saham dan memiliki tanggung jawab utama and has the primary responsibility for supervising and
dalam mengawasi serta memberikan arahan kepada providing direction to the Board of Directors. The Board
Direksi. Dewan Komisaris memastikan bahwa perusahaan of Commissioners ensures that the company implements
menerapkan prinsip tata kelola yang baik (Good Corporate the principles of good corporate governance (GCG) in
Governance / GCG) dalam setiap aspek operasionalnya. every aspect of its operations.
Tanggung Jawab Dewan Komisaris Responsibilities of the Board of Commissioners
Dewan Komisaris memiliki peran pengawasan yang krusial The Board of Commissioners has a crucial supervisory
dan bertanggung jawab langsung kepada RUPS. Tanggung role and is directly responsible to the GMS. Its main
jawab utamanya antara lain: responsibilities include:
1. Mengawasi jalannya kebijakan dan strategi 1. Supervising the implementation of company policies
perusahaan yang dijalankan oleh Direksi. and strategies implemented by the Board of Directors.
2. Memastikan perusahaan melakukan tata kelola 2. Ensuring that the company implements good
perusahaan yang baik dan sesuai dengan prinsip corporate governance in accordance with GCG
GCG. principles.
3. Memberikan arahan dan evaluasi terhadap 3. Provide direction and evaluation of the
pelaksanaan kebijakan strategis Perseroan. implementation of the Company's strategic policies.
4. Memastikan efektivitas dalam manajemen risiko dan 4. Ensure effectiveness in risk management and internal
pengendalian internal perusahaan. control of the company.
5. Menyusun dan menyetujui rencana kerja serta 5. Prepare and approve the company's annual work plan
anggaran tahunan perusahaan. and budget.
Dewan Komisaris juga memiliki wewenang untuk The Board of Commissioners also has the authority to
mengusulkan calon Direksi yang akan diajukan dalam propose candidates for the Board of Directors to be
RUPS, menentukan jumlah dan bentuk remunerasi, serta submitted to the GMS, determine the amount and form
46 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
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menunjuk Komite Audit untuk mendukung tugas of remuneration and appoint an Audit Committee to
pengawasan yang lebih mendalam. support deeper supervisory duties.
Komisaris Independen Independent Commissioners
Dewan Komisaris CNKO terdiri dari Komisaris Independen, The CNKO Board of Commissioners consists of
yang tidak memiliki saham di perusahaan, baik langsung Independent Commissioners, who do not own shares in
maupun tidak langsung. Mereka tidak memiliki hubungan the company, either directly or indirectly. They have no
afiliasi dengan perusahaan, Dewan Komisaris, Direksi atau affiliation with the company, the Board of Commissioners,
pemegang saham utama. Komisaris Independen berperan the Board of Directors, or major shareholders.
penting dalam menjaga objektivitas dan independensi Independent Commissioners play an important role in
dalam pengambilan keputusan yang berkaitan dengan maintaining objectivity and independence in decision-
pengawasan dan pemberian nasihat kepada Direksi. making related to supervision and providing advice to
the Board of Directors.
Keberadaan Komisaris Independen merupakan elemen The presence of Independent Commissioners is a very
yang sangat penting dalam memastikan praktik tata kelola important element in ensuring good governance practices
yang baik dan menghindari potensi konflik kepentingan, and avoiding potential conflicts of interest, with the aim
dengan tujuan untuk menjaga kepentingan semua of protecting the interests of all stakeholders.
pemangku kepentingan.
Pedoman Dewan Komisaris Board of Commissioners Guidelines
Pedoman Dewan Komisaris menjadi acuan utama dalam The Board of Commissioners Guidelines are the main
melaksanakan tugas, tanggung jawab dan kewenangan reference in carrying out the duties, responsibilities and
Dewan Komisaris dengan efektif dan bertanggung jawab. authorities of the Board of Commissioners effectively and
Pedoman ini dirancang untuk memastikan bahwa seluruh responsibly. This guideline is designed to ensure that all
kegiatan Dewan Komisaris selaras dengan prinsip-prinsip activities of the Board of Commissioners are in line with
GCG dan nilai-nilai perusahaan, serta memperhatikan the principles of GCG and the company's values, while
kepentingan pemegang saham dan pemangku considering the interests of shareholders and other
kepentingan lainnya. stakeholders.
Dewan Komisaris berkomitmen untuk menjalankan The Board of Commissioners is committed to carrying
tugasnya dengan penuh integritas dan transparansi, out its duties with full integrity and transparency,
mengedepankan standar etika yang tinggi dalam setiap prioritizing high ethical standards in every decision taken
keputusan yang diambil serta memastikan bahwa and ensuring that decisions taken always consider the
keputusan yang diambil selalu mempertimbangkan long-term sustainability of the company.
keberlanjutan jangka panjang perusahaan.
Melalui pedoman ini, Dewan Komisaris juga memastikan Through this guidelines, the Board of Commissioners also
bahwa seluruh anggota berperan aktif dalam pengawasan ensures that all members play an active role in supervising
dan memberikan arahan strategis kepada Direksi serta and providing strategic direction to the Board of Directors
menjaga hubungan yang harmonis antara perusahaan, as well as maintaining harmonious relations between the
pemegang saham dan pemangku kepentingan lainnya. company, shareholders and other stakeholders. The
Perseroan senantiasa berusaha memperbarui dan Company continuously strives to update and improve
menyempurnakan pedoman ini untuk menanggapi this guideline to respond to regulatory developments and
perkembangan regulasi dan dinamika pasar, demi market dynamics, in order to create sustainable value for
menciptakan nilai yang berkelanjutan bagi perusahaan the company and all its stakeholders.
dan seluruh pemangku kepentingannya.
Selain itu, Dewan Komisaris memastikan bahwa pedoman Additionally, the Board of Commissioners ensures that
ini dipatuhi dan diterapkan dalam setiap aspek this guideline is complied with and implemented in every
operasional perusahaan, dengan menekankan pentingnya aspect of the company's operations, emphasizing the
akuntabilitas, transparansi dan perlindungan hak-hak importance of accountability, transparency and protection
pemegang saham. of shareholder rights.
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 47
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Susunan Dewan Komisaris Perseroan 2024 2024 Composition of the Company's Board of
Commissioners
Susunan Dewan Komisaris Perseroan pada tahun 2024 The composition of the Company’s Board of
adalah sebagai berikut: Commissioners in 2024 is as follows:
Dewan Komisaris • Board of Commissioners
Nama Jabatan Masa Jabatan Hubungan Afiliasi Kepemilikan Saham
Langsung / Tidak Langsung
Name Position Term of Office Affiliate Relations Direct / Indirect
Share Ownership
Pudjianto Gondosasmito Presiden Komisaris 21 Juni 2023 - sekarang Tidak Ada 0%
President Commissioner 21 June 2023 - present None
Djoko Sumaryono Komisaris 21 Juni 2023 - sekarang Tidak Ada 0%
Commissioner 21 June 2023 - present None
Edwin Pamimpin Situmorang Komisaris Independen 21 Juni 2023 - sekarang Tidak Ada 0%
Independent Commissioner 21 June 2023 - present None
Cahyo Suryo Putro Komisaris Independen 21 Juni 2023 - sekarang Tidak Ada 0%
Independent Commissioner 21 June 2023 - present None
Pada tahun 2024, Dewan Komisaris PT Exploitasi Energi In 2024, the Board of Commissioners of PT Exploitasi
Indonesia Tbk telah melaksanakan tugas dan tanggung Energi Indonesia Tbk carried out its duties and
jawabnya dengan penuh dedikasi dan komitmen untuk responsibilities with full dedication and commitment to
memastikan keberlanjutan serta perkembangan ensure the sustainability and development of the
perusahaan. Sesuai dengan peraturan yang berlaku, company. In accordance with applicable regulations, the
Dewan Komisaris mengadakan pertemuan rutin dengan Board of Commissioners holds regular meetings with a
frekuensi minimal satu kali setiap dua bulan. Pertemuan- minimum frequency of once every two months. These
pertemuan ini dilaksanakan sesuai jadwal yang telah meetings are scheduled in advance to discuss various
ditetapkan guna membahas berbagai aspek strategis dan strategic aspects and ensure the effectiveness of
memastikan efektivitas pengawasan terhadap jalannya supervision of the company's operations.
perusahaan.
Selama pertemuan-pertemuan tersebut, Dewan Komisaris During these meetings, the Board of Commissioners will
akan membahas sejumlah hal penting terkait dengan discuss a number of important matters related to the latest
perkembangan terkini Perseroan, termasuk di antaranya: developments in the Company, including:
• Perkembangan Terkini Perusahaan: Pembahasan • Latest Company Developments: Discussion related
terkait pencapaian kinerja perusahaan, termasuk to the company's performance achievements,
tantangan yang dihadapi dan langkah-langkah yang including challenges faced and steps that need to be
perlu diambil. taken.
• Rencana RUPS: Penyusunan agenda dan materi untuk • GMS Plan: Preparation of the agenda and materials
Rapat Umum Pemegang Saham (RUPS), serta for the General Meeting of Shareholders (GMS), as
keputusan-keputusan yang akan diajukan kepada well as decisions to be submitted to the GMS.
RUPS.
• Evaluasi Kebijakan: Peninjauan kembali kebijakan- • Policy Evaluation: Review of policies that have been
kebijakan yang telah diterapkan oleh Direksi dan implemented by the Board of Directors and
penilaian terhadap efektivitasnya. assessment of their effectiveness.
• Evaluasi Kinerja Direksi: Penilaian terhadap kinerja • Board of Directors Performance Evaluation:
Direksi dalam menjalankan kebijakan strategis yang Assessment of the Board of Directors' performance in
telah ditetapkan serta pencapaian terhadap tujuan implementing strategic policies that have been set
perusahaan. and the achievement of company goals.
Rapat-rapat tersebut juga memberikan kesempatan bagi These meetings also provide an opportunity for the Board
Dewan Komisaris untuk memberikan arahan strategis dan of Commissioners to offer strategic direction and ensure
memastikan bahwa keputusan yang diambil sudah sesuai that decisions taken are in accordance with the principles
dengan prinsip tata kelola perusahaan yang baik (GCG). of good corporate governance (GCG).
Secara berkala, Rapat Gabungan antara Dewan Komisaris Periodically, Joint Meetings between the Board of
dan Direksi PT Exploitasi Energi Indonesia Tbk (CNKO) Commissioners and the Board of Directors of PT Exploitasi
48 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
Page 51
diselenggarakan untuk meningkatkan efektivitas fungsi Energi Indonesia Tbk (CNKO) are held to improve the
pengawasan Dewan Komisaris serta memperkuat effectiveness of the Board of Commissioners' supervisory
komunikasi dan koordinasi antara kedua organ function and strengthen communication and coordination
perusahaan. Forum ini memungkinkan Dewan Komisaris between the two company organs. This forum allows the
dan Direksi untuk mendiskusikan secara langsung Board of Commissioners and the Board of Directors to
perkembangan strategis perusahaan, tantangan yang directly discuss the company's strategic developments,
dihadapi, serta langkah-langkah yang perlu diambil untuk challenges faced and steps that need to be taken to
memastikan pencapaian tujuan perusahaan. Rapat ensure the achievement of the company's goals. The
Gabungan tersebut dilaksanakan dengan frekuensi yang frequency of the joint meeting is adjusted to comply with
disesuaikan dengan ketentuan yang berlaku. applicable provisions.
Kehadiran Rapat Umum Pemegang Saham 2024 • 2024 General Meeting of Shareholders Attendance
Nama Jabatan Jumlah Rapat Kehadiran Persentase
Name Position Number of Meetings Attendance Percentage
Pudjianto Gondosasmito Presiden Komisaris 1 1 100%
President Commissioner
Djoko Sumaryono Komisaris 1 1 100%
Commissioner
Edwin Pamimpin Situmorang Komisaris Independen 1 1 100%
Independent Commissioner
Cahyo Suryo Putro Komisaris Independen 1 1 100%
Independent Commissioner
Robin Wirawan Presiden Direktur 1 1 100%
President Director
Sudarwanta Wakil Presiden Direktur 1 1 100%
Vice President Director
Erry Indriyana Direktur 1 1 100%
Director
Pelatihan dan Peningkatan Kompetensi Anggota Training and Competency Improvement of Board
Dewan Komisaris of Commissioners Members
Untuk memastikan bahwa Dewan Komisaris dapat To ensure that the Board of Commissioners can carry out
melaksanakan tugas dan tanggung jawabnya secara its duties and responsibilities effectively, the Company
efektif, Perseroan memiliki kebijakan yang mendukung has a policy that supports training and competency
pelatihan dan peningkatan kompetensi bagi seluruh improvement for all its members. This policy aims to
anggotanya. Kebijakan ini bertujuan untuk memberikan provide clear guidance on the competency development
panduan yang jelas mengenai proses pengembangan process of Board of Commissioners members, including
kompetensi anggota Dewan Komisaris, termasuk melalui through an orientation program specifically designed for
program orientasi yang dirancang khusus untuk anggota newly appointed members. This orientation program
yang baru diangkat. Program orientasi ini memberikan provides an in-depth understanding of the organizational
pemahaman yang mendalam tentang struktur organisasi, structure, company values and GCG principles that must
nilai-nilai perusahaan, serta prinsip-prinsip GCG yang be upheld by each member of the Board of
harus dijunjung tinggi oleh setiap anggota Dewan Commissioners.
Komisaris.
Selama tahun 2024, Dewan Komisaris tidak mengikuti In 2024, the Board of Commissioners did not participate
pelatihan atau kegiatan peningkatan kompetensi lainnya. in training or other competency improvement activities.
Meskipun demikian, komitmen Dewan Komisaris untuk However, the Board of Commissioners' commitment to
menjalankan fungsinya secara optimal tetap terjaga, fulfilling out its functions optimally remains maintained,
dengan berpegang pada prinsip-prinsip GCG yang by adhering to the GCG principles applicable in the
berlaku di perusahaan. company.
Peningkatan kompetensi anggota Dewan Komisaris The competency improvement of Board of Commissioners
bertujuan untuk memastikan bahwa setiap keputusan members aims to ensure that every decision taken
yang diambil tetap mencerminkan prinsip-prinsip GCG. continues to reflect GCG principles. Thus, the Board of
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 49
Page 52
Dengan demikian, Dewan Komisaris dapat menjalankan Commissioners can carry out its role better, maintain the
peranannya dengan lebih baik, menjaga integritas integrity of the company and maintain the trust of
perusahaan dan tetap menjaga kepercayaan pemegang shareholders and other stakeholders.
saham serta pemangku kepentingan lainnya.
Penilaian Kinerja Direksi dan Dewan Komisaris Performance Assessment of the Board of
Directors and Board of Commissioners
Penilaian kinerja Direksi dan Dewan Komisaris memegang Performance assessment of the Board of Directors and
peranan penting dalam meningkatkan efektivitas tata Board of Commissioners plays an important role in
kelola perusahaan. Proses penilaian ini dilakukan dengan improving the effectiveness of corporate governance. This
pendekatan yang objektif dan transparan dengan tujuan assessment process is carried out with an objective and
untuk memastikan bahwa setiap anggota Direksi dan transparent approach with the aim to ensure that each
Dewan Komisaris menjalankan tugas serta tanggung member of the Board of Directors and Board of
jawabnya dengan baik, sekaligus memenuhi standar Commissioners carries out their duties and responsibilities
kinerja yang telah ditetapkan perusahaan. properly, while meeting the performance standards set
by the company.
Prosedur Pelaksanaan Penilaian Kinerja Performance Assessment Implementation
Procedure
Penilaian kinerja dilakukan melalui evaluasi tahunan yang The performance assessment is conducted annually,
melibatkan seluruh anggota Direksi dan Dewan Komisaris. involving all members of the Board of Directors and Board
Proses ini dimulai dengan pengumpulan data mengenai of Commissioners. This process begins with the
kinerja individu dan kolektif, yang mencakup pencapaian collection of data on individual and collective
yang telah diraih sepanjang tahun buku. Laporan kinerja performance, which includes achievements made the
yang disusun oleh masing-masing pihak terkait akan financial year. Performance reports prepared by each
diperiksa dan dikaji oleh Dewan Komisaris sebagai bagian related party will be examined and reviewed by the Board
dari evaluasi. of Commissioners as part of the evaluation.
Kriteria Penilaian Kinerja Performance Assessment Criteria
Dalam penilaian kinerja, beberapa kriteria utama In performance assessment, several key criteria are taken
diperhitungkan untuk menggambarkan kualitas into account to describe the quality of management
pengelolaan yang dilakukan oleh Direksi dan Dewan carried out by the Board of Directors and Board of
Komisaris. Kriteria-kriteria tersebut meliputi: Commissioners. These criteria include:
1. Capaian Kinerja: Penilaian berdasarkan pencapaian 1. Performance Achievement: Assessment based on
target dan sasaran yang telah ditetapkan sebelumnya the achievement of targets and objectives that have
dalam tahun buku, baik dari segi kinerja keuangan, been previously set in the financial year, both in terms
operasional, maupun pencapaian strategis lainnya. of financial performance, operations and other
strategic achievements.
2. Kompetensi: Kemampuan dan keahlian yang dimiliki 2. Competence: The ability and expertise possessed
oleh anggota Direksi dan Dewan Komisaris dalam by members of the Board of Directors and Board of
menjalankan tugasnya, termasuk kemampuan dalam Commissioners in carrying out their duties, including
pengambilan keputusan yang tepat, serta the ability to make the right decisions, as well as
pengetahuan terkait regulasi dan perkembangan knowledge related to regulations and relevant industry
industri yang relevan. developments.
3. Kehadiran dalam Rapat: Tingkat kehadiran anggota 3. Attendance at Meetings: The level of attendance of
Direksi dan Dewan Komisaris dalam rapat rutin members of the Board of Directors and Board of
maupun rapat gabungan antara Dewan Komisaris dan Commissioners in routine meetings or joint meetings
Direksi, serta dalam Rapat Umum Pemegang Saham between the Board of Commissioners and the Board
(RUPS). Kehadiran yang tinggi mencerminkan of Directors, as well as in the General Meeting of
komitmen dan tanggung jawab masing-masing Shareholders (GMS). High attendance reflects the
anggota dalam menjalankan peranannya. commitment and responsibility of each member in
carrying out their role.
Pihak yang Melakukan Penilaian Party Conducting the Assessment
Penilaian kinerja Direksi dilakukan oleh Dewan Komisaris. The performance assessment of the Board of Directors is
Dewan Komisaris memiliki tanggung jawab untuk carried out by the Board of Commissioners. The Board
50 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
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memastikan bahwa seluruh proses penilaian berjalan of Commissioners is responsible for ensuring that the
dengan adil, sesuai dengan kebijakan yang telah entire assessment process runs fairly, in accordance with
ditetapkan. Selain itu, Dewan Komisaris berperan established policies. In addition, the Board of
memberikan rekomendasi perbaikan atau Commissioners plays a role in providing
pengembangan untuk Direksi berdasarkan hasil penilaian recommendations for improvement or development for
yang telah dilakukan. the Board of Directors based on the results of the
assessment.
Melalui proses penilaian kinerja yang sistematis dan Through a systematic performance assessment process
berbasis pada kriteria yang jelas ini, perusahaan berupaya based on clear criteria, the company strives to
untuk terus meningkatkan kualitas kepemimpinan dan continuously improve the quality of leadership and
pengawasan yang dilakukan oleh Direksi dan Dewan supervision carried out by the Board of Directors and the
Komisaris. Harapannya, dengan adanya penilaian yang Board of Commissioners. It is hoped that with an objective
objektif, perusahaan dapat mewujudkan tujuan jangka assessment, the company can realize its long-term goals
panjangnya dan meningkatkan nilai bagi para pemegang and increase value for shareholders and other
saham serta pemangku kepentingan lainnya. stakeholders.
Penilaian Kinerja Dewan Komisaris Board of Commissioners Performance
Assessment
Sebagai bagian dari upaya untuk memastikan kinerja As part of the effort to ensure effective and transparent
yang efektif dan transparan dalam pengelolaan performance in managing the company, the Board of
perusahaan, Dewan Komisaris berkomitmen untuk Commissioners is committed to evaluating its
melakukan evaluasi terhadap kinerjanya. Namun, perlu performance. However, it should be conveyed that until
disampaikan bahwa hingga saat ini Perseroan belum now the Company has not implemented a formal self-
menerapkan mekanisme penilaian mandiri (self- assessment mechanism for the Board of Commissioners,
assessment) secara formal bagi Dewan Komisaris, baik either individually or collectively. Nevertheless, the Board
secara individu maupun kolektif. Meskipun demikian, of Commissioners continues to carry out its supervisory
Dewan Komisaris tetap menjalankan fungsi pengawasan function with full responsibility and makes significant
dengan penuh tanggung jawab dan memberikan contribution in supporting the achievement of the
kontribusi yang signifikan dalam mendukung pencapaian corporate goals.
tujuan perusahaan.
Kinerja Dewan Komisaris diukur melalui partisipasi aktif The performance of the Board of Commissioners is
dalam setiap pertemuan, ketepatan dalam memberikan measured through active participation in every meeting,
rekomendasi strategis, serta kemampuan untuk accuracy in providing strategic recommendations and
memastikan bahwa seluruh kebijakan dan keputusan yang the ability to ensure that all policies and decisions taken
diambil sejalan dengan prinsip tata kelola perusahaan are in line with the principles of good corporate
yang baik. Dewan Komisaris juga senantiasa berupaya governance. The Board of Commissioners also
untuk meningkatkan efektivitas dan kualitas kinerjanya continuously strives to improve the effectiveness and
melalui koordinasi yang intensif dengan Direksi serta quality of its performance through intensive coordination
pemantauan terhadap perkembangan operasional dan with the Board of Directors and monitoring the Company's
strategis Perseroan. operational and strategic developments.
Melalui kebijakan ini, Dewan Komisaris berkomitmen Through this policy, the Board of Commissioners is
untuk terus meningkatkan efektivitas dan kualitas committed to continuously improving the effectiveness
pengawasan terhadap jalannya operasional Perseroan, and quality of supervision of the Company's operational
memastikan bahwa setiap tindakan dan keputusan yang processes, ensuring that every action and decision taken
diambil selalu selaras dengan tujuan jangka panjang is always in line with the Company's long-term goals and
Perseroan dan kepentingan pemegang saham. the interests of shareholders.
Penilaian Kinerja Komite Dewan Komisaris Performance Assessment of the Board of
Commissioners Committees
Penilaian kinerja Komite Dewan Komisaris merupakan Performance assessment of the Board of Commissioners
bagian integral dari upaya untuk memastikan bahwa Committees is an integral part of the effort to ensure that
setiap komite di bawah Dewan Komisaris dapat each committee under the Board of Commissioners can
menjalankan tugasnya dengan efektif dan sesuai dengan carry out its duties effectively and in accordance with the
tujuan perusahaan. Penilaian ini mencakup evaluasi company's objectives. This assessment includes an
terhadap kinerja Komite Audit serta Komite Nominasi dan evaluation of the performance of the Audit Committee as
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 51
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Remunerasi, yang merupakan komite utama yang ada well as the Nomination and Remuneration Committee,
di bawah Dewan Komisaris di CNKO. which are the main committees under the Board of
Commissioners at CNKO.
Prosedur Penilaian Kinerja Komite Committee Performance Assessment Procedure
Penilaian kinerja terhadap Komite Audit serta Komite Performance assessment of the Audit Committee as well
Nominasi dan Remunerasi dilakukan melalui evaluasi as the Nomination and Remuneration Committee is
tahunan yang dilaksanakan oleh Dewan Komisaris. carried out through an annual evaluation carried out by
Proses penilaian dimulai dengan pengumpulan informasi the Board of Commissioners. The assessment process
terkait kinerja masing-masing komite sepanjang tahun begins with the collection of information related to the
buku. Penilaian dilakukan berdasarkan laporan kinerja performance of each committee throughout the financial
yang disusun oleh setiap komite, yang kemudian dikaji year. The assessment is carried out based on the
oleh Dewan Komisaris. Hasil dari penilaian ini bertujuan performance report prepared by each committee, which
untuk memastikan bahwa komite-komite tersebut telah is then reviewed by the Board of Commissioners. The
melaksanakan tugasnya secara optimal, sesuai dengan results of this assessment aim to ensure that the
tujuan perusahaan dan kebijakan yang telah ditetapkan. committees have carried out their duties optimally, in
accordance with the company's objectives and
established policies.
Kriteria yang Digunakan dalam Penilaian The Assessment Criteria
Beberapa kriteria utama yang digunakan dalam penilaian Some of the main criteria used in assessing committee
kinerja komite meliputi: performance include:
1. Capaian Kinerja: Penilaian didasarkan pada 1. Performance Achievement: The assessment is based
pencapaian target dan tujuan yang telah ditetapkan on the achievement of targets and objectives that have
untuk masing-masing komite sepanjang tahun buku. been set for each committee throughout the financial
Bagi Komite Audit, hal ini mencakup sejauh mana year. For the Audit Committee, this includes the extent
komite telah mengawasi dan memberikan to which the committee has supervised and provided
rekomendasi yang efektif terkait laporan keuangan effective recommendations regarding financial
dan pengendalian internal. Sedangkan bagi Komite reporting and internal control. Meanwhile, for the
Nominasi dan Remunerasi, penilaian meliputi Nomination and Remuneration Committee, the
pencapaian dalam merekomendasikan calon anggota assessment includes achievements in recommending
Direksi dan Dewan Komisaris yang sesuai, serta appropriate candidates for members of the Board of
memberikan rekomendasi terkait kebijakan Directors and Board of Commissioners, as well as
remunerasi yang adil dan kompetitif. providing recommendations regarding fair and
competitive remuneration policies.
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2. Kompetensi: Penilaian dilakukan berdasarkan tingkat 2. Competence: The assessment is based on the level
kompetensi anggota komite dalam menjalankan of competence of committee members in carrying
tugasnya. Kompetensi yang dimaksud mencakup out their duties. The competence in question includes
pengetahuan terkait regulasi yang berlaku, knowledge of applicable regulations, analytical skills
kemampuan analisis, serta kemampuan untuk and the ability to provide recommendations that add
memberikan rekomendasi yang bernilai tambah bagi value to the company.
perusahaan.
3. Kehadiran dalam Rapat: Tingkat kehadiran anggota 3. Attendance at Meetings: The level of attendance of
komite dalam rapat-rapat rutin yang diselenggarakan, committee members in routine meetings held, both
baik rapat internal komite maupun rapat gabungan internal committee meetings and joint meetings with
dengan Dewan Komisaris dan Direksi. Kehadiran yang the Board of Commissioners and Board of Directors.
tinggi menunjukkan komitmen dan tanggung jawab High attendance indicates a high commitment and
yang tinggi terhadap tugas dan fungsi masing-masing responsibility towards the duties and functions of each
komite. committee.
Selain penilaian terhadap kinerja komite-komite tersebut, In addition to assessing the performance of these
Dewan Komisaris juga melakukan perbandingan terhadap committees, the Board of Commissioners also compares
struktur organisasi perusahaan. Hal ini bertujuan untuk the company's organizational structure. This ensures that
memastikan bahwa komite-komite yang ada di bawah the committees under the Board of Commissioners are
Dewan Komisaris sudah cukup mendukung jalannya sufficient to support the implementation of the supervisory
fungsi pengawasan dan pengambilan keputusan. Dewan and decision-making functions. The Board of
Komisaris akan mengevaluasi apakah ada komite Commissioners will evaluate whether additional
tambahan yang perlu dibentuk atau apakah struktur yang committees need to be formed or whether the existing
ada sudah cukup untuk menjalankan tugas secara efektif. structure is sufficient to carry out tasks effectively.
Melalui penilaian yang sistematis dan berbasis pada Through this systematic assessment based on clear
kriteria yang jelas ini, CNKO berharap dapat terus criteria, CNKO hopes to continue to improve the
meningkatkan efektivitas pengawasan yang dilakukan effectiveness of supervision carried out by the Board of
oleh Dewan Komisaris dan komite-komite yang ada di Commissioners and the committees under it. The results
bawahnya. Hasil dari penilaian ini juga akan digunakan of this assessment will also be used for further improvement
untuk perbaikan dan pengembangan lebih lanjut, baik and development, both in terms of organizational structure
dalam hal struktur organisasi maupun kinerja komite- and the performance of the committees that support the
komite yang mendukung Dewan Komisaris, guna Board of Commissioners, to ensure better company
memastikan pengelolaan perusahaan yang lebih baik di management in the future.
masa depan.
Komite Audit Audit Committee
Komite Audit berfungsi sebagai organ pengawasan yang The Audit Committee functions as a supervisory organ
dibentuk oleh Dewan Komisaris dengan tujuan utama formed by the Board of Commissioners with the primary
untuk memastikan keberlanjutan prinsip tata kelola objective of ensuring the sustainability of good corporate
perusahaan yang baik, khususnya dalam hal pengawasan governance principles, especially in terms of supervision
atas fungsi audit internal dan eksternal perusahaan. of the company's internal and external audit functions.
Komite ini memiliki peran strategis dalam menjaga This committee has a strategic role in maintaining the
integritas laporan keuangan, memantau kepatuhan integrity of financial reports, monitoring compliance with
terhadap regulasi yang berlaku, serta mengevaluasi applicable regulations and evaluating the effectiveness
efektivitas sistem pengendalian internal yang diterapkan of the internal control system implemented by the
oleh Perseroan. Company.
Komite Audit Perseroan menjalankan fungsinya sesuai The Company's Audit Committee carries out its functions
dengan ketentuan Peraturan Otoritas Jasa Keuangan in accordance with the provisions of the Financial Services
(OJK) No.55/POJK.04/2015 tentang Pembentukan dan Authority (OJK) Regulation No.55/POJK.04/2015
Pedoman Pelaksanaan Kerja Komite Audit. Dalam concerning the Establishment and Guidelines for the
menjalankan tugasnya, Komite Audit bertanggung jawab Implementation of the Audit Committee's Work. In
atas sejumlah aktivitas penting, di antaranya: carrying out its duties, the Audit Committee is responsible
for several key activities, including:
1. Penelaahan Laporan Keuangan: Komite Audit 1. Review of Financial Reports: The Audit Committee
melakukan peninjauan terhadap laporan keuangan reviews the financial reports to be published by the
yang akan dipublikasikan oleh Perseroan, termasuk Company, including projections and other related
proyeksi dan laporan terkait lainnya, untuk reports, to ensure that the financial information
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 53
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memastikan bahwa informasi keuangan yang presented is accurate and in accordance with
disampaikan akurat dan sesuai dengan prinsip applicable accounting principles.
akuntansi yang berlaku.
2. Pendapat Independen: Jika terjadi perbedaan 2. Independent Opinion: If there is a difference of opinion
pendapat antara manajemen dan auditor, Komite Audit between management and the auditor, the Audit
memberikan pendapat independen untuk mendukung Committee provides an independent opinion to
keputusan yang objektif. support objective decision-making.
3. Pengawasan terhadap Auditor Internal: Komite Audit 3. Supervision of Internal Auditors: The Audit Committee
memantau pelaksanaan audit oleh auditor internal dan monitors the implementation of audits by internal
memastikan bahwa tindak lanjut atas temuan audit auditors and ensures that follow-up on audit findings
dilakukan dengan tepat oleh Direksi. is carried out appropriately by the Board of Directors.
4. Kerahasiaan dan Kepatuhan Regulasi: Komite Audit 4. Confidentiality and Regulatory Compliance: The Audit
bertanggung jawab untuk menjaga kerahasiaan data Committee is responsible for maintaining the
dan informasi Perseroan, serta memastikan bahwa confidentiality of the Company's data and information,
seluruh operasional perusahaan mematuhi peraturan as well as ensuring that all company operations
dan perundang-undangan yang berlaku. comply with applicable laws and regulations.
Anggota Komite Audit CNKO diangkat berdasarkan Surat Members of the CNKO Audit Committee were appointed
Keputusan Dewan Komisaris No.01.21/SK/KOM/EEI/VII/ based on the Decree of the Board of Commissioners
2023 yang diterbitkan pada 21 Juli 2023. Struktur Komite No.01.21/SK/KOM/EEI/VII/2023 issued on 21 July 2023.
Audit terdiri dari individu-individu dengan kompetensi The structure of the Audit Committee consists of individuals
tinggi di bidang keuangan dan akuntansi, yaitu: with high competence in the fields of finance and
accounting, namely:
Komite Audit • Audit Committee
Nama • Name Jabatan • Position
Cahyo Suryo Putro Ketua • Chairman
Limi Mulyanto Anggota • Member
Sudimin Mina Anggota • Member
Anggota Komite Audit menjabat selama periode lima Members of the Audit Committee serve for a five-year
tahun, yang sejalan dengan masa jabatan Dewan term, which is in line with the term of office of the Board
Komisaris, sebagaimana diatur dalam Anggaran Dasar of Commissioners, as stipulated in the Company's Articles
Perseroan. Selama masa tugasnya, Komite Audit of Association. During their term of office, the Audit
diberikan kewenangan penuh untuk mengakses informasi Committee is given full authority to access important
dan dokumen penting yang berhubungan dengan information and documents related to the company's
operasional perusahaan. Komite ini juga memiliki hak operations. This committee also has the right to interact
untuk berinteraksi langsung dengan Direksi, staf internal directly with the Board of Directors, internal staff as well
serta pihak-pihak yang terlibat dalam audit, manajemen as parties involved in audits, risk management and internal
risiko dan pengendalian internal guna memastikan setiap control to ensure that every aspect is running in
aspek berjalan sesuai dengan standar yang telah accordance with established standards.
ditetapkan.
Sepanjang tahun 2024, Komite Audit telah melaksanakan Throughout 2024, the Audit Committee has held four
empat kali pertemuan. Dalam setiap pertemuan tersebut, meetings. In each meeting, various topics related to the
berbagai topik terkait evaluasi laporan keuangan, hasil evaluation of financial statements, audit results and follow-
audit dan tindak lanjut temuan audit dibahas secara up to audit findings were discussed thoroughly.
menyeluruh.
Meskipun pada tahun 2024 tidak ada pelatihan atau Although there were no training or competency
kegiatan peningkatan kompetensi yang diikuti oleh improvement activities attended by members of the Audit
anggota Komite Audit, mereka tetap menjalankan peran Committee in 2024, they continued to carry out their
pengawasan dengan dedikasi yang tinggi untuk supervisory role with high dedication to ensure that every
memastikan bahwa setiap aspek tata kelola perusahaan aspect of corporate governance is running in accordance
berjalan sesuai dengan standar dan regulasi yang berlaku. with applicable standards and regulations.
Riwayat hidup anggota Komite Audit dapat dilihat pada The resume of members of the Audit Committee can be
halaman 85-86 Laporan Tahunan ini. seen on page 85-86 of this Annual Report.
Pada Laporan Tahunan ini, Laporan Komite Audit tahun In this Annual Report, the 2024 Audit Committee Report
2024 dapat dilihat pada halaman 56-57. can be seen on pages 56-57.
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Komite Nominasi dan Remunerasi Nomination and Remuneration
Committee
Komite Nominasi dan Remunerasi memiliki peran strategis The Nomination and Remuneration Committee has a very
yang sangat penting dalam mendukung keberlanjutan important strategic role in supporting the sustainability and
dan kesuksesan perusahaan. Komite ini bertugas antara success of the company. This Committee is tasked with,
lain untuk: among other responsibilities:
1. Mengelola proses nominasi dan pemilihan anggota 1. Managing the nomination and election process for
Dewan Komisaris dan Direksi members of the Board of Commissioners and Board
of Directors
2. Menetapkan kebijakan dan program remunerasi yang 2. Establishing remuneration policies and programs that
sesuai dengan visi dan strategi perusahaan. are in accordance with the corporate vision and
strategy.
3. Memastikan bahwa struktur kepemimpinan Perseroan 3. Ensuring that the Company's leadership structure can
dapat berjalan secara efektif dan mampu mendukung run effectively and is able to support the achievement
pencapaian tujuan jangka panjang Perseroan. of the Company's long-term goals.
Selain itu, Komite ini juga memiliki tanggung jawab yaitu Additionally, this Committee also has the following
untuk: responsibilities:
1. Menjaga integritas dan transparansi dalam proses tata 1. Maintaining integrity and transparency in the corporate
kelola perusahaan governance process
2. Memastikan bahwa kebijakan remunerasi yang 2. Ensuring that the remuneration policies implemented
diterapkan adil dan sejalan dengan kinerja masing- are fair and in line with the performance of each
masing anggota Direksi dan Dewan Komisaris. member of the Board of Directors and Board of
Commissioners.
Pada tahun 2024, berdasarkan Surat Keputusan Dewan In 2024, based on the Decree of the Board of
Komisaris No.01.22/SK/KOM/EEI/VI/2023 tanggal 22 Juni Commissioners No.01.22/SK/KOM/EEI/VI/2023 dated June
2023 tentang Perubahan Susunan Komite Nominasi dan 22 2023 concerning Changes to the Composition of the
Remunerasi Perseroan, susunan anggota Komite Company's Nomination and Remuneration Committee, the
Nominasi dan Remunerasi adalah sebagai berikut: composition of the Nomination and Remuneration
Committee members is as follows:
Komite Nominasi dan Remunerasi • Nomination and Remuneration Committee
Nama • Name Jabatan • Position
Cahyo Suryo Putro Ketua • Chairman
Pudjianto Gondosasmito Anggota • Member
Djoko Sumaryono Anggota • Member
Edwin Pamimpin Situmorang Anggota • Member
Masing-masing anggota Komite Nominasi dan Each member of the Nomination and Remuneration
Remunerasi memiliki masa tugas yang berlaku sesuai Committee has a term of office that is in accordance with
dengan masa jabatan Dewan Komisaris. Dalam the term of office of the Board of Commissioners. In carrying
menjalankan tugasnya, anggota-anggota Komite ini out their duties, the members of this Committee bring
membawa pengalaman dan keahlian yang sangat penting experience and expertise that are very important to ensure
untuk memastikan bahwa kebijakan nominasi dan that the nomination and remuneration policies adopted
remunerasi yang diambil sesuai dengan standar yang are in accordance with applicable standards and support
berlaku dan mendukung pencapaian tujuan Perseroan. the achievement of the Company's goals.
Sepanjang tahun 2024, Komite Nominasi dan Remunerasi Throughout 2024, the Nomination and Remuneration
telah menyelenggarakan empat kali pertemuan. Dalam Committee has held four meetings. In each meeting, the
setiap pertemuan, Komite membahas berbagai isu Committee discussed various strategic issues related to
strategis terkait dengan struktur kepemimpinan dan the leadership structure and remuneration policy and
kebijakan remunerasi, serta memberikan rekomendasi provided recommendations to the Board of
kepada Dewan Komisaris untuk keputusan-keputusan Commissioners for important decisions that support the
penting yang mendukung keberlanjutan dan kinerja sustainability and performance of the Company.
Perseroan.
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 55
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Laporan Komite Audit
Jakarta, 16 April 2025
Kepada Yth.
Dewan Komisaris
PT Exploitasi Energi Indonesia Tbk.
Sinar Mas Land Plaza Sudirman, Lantai 9
Jl. Jendral Sudirman, Kav. 21
Karet - Setiabudi, Jakarta 12930
Perihal : Laporan Komite Audit 2024
Dengan hormat,
Untuk memenuhi ketentuan sebagaimana diatur dalam Peraturan Otoritas Jasa Keuangan Nomor 55/POJK.04/
2015 tentang Pembentukan dan Pedoman Pelaksanaan Kerja Komite Audit, kami selaku Komite Audit PT
Exploitasi Energi Indonesia Tbk. (“Perseroan”) dengan ini menyampaikan Laporan Komite Audit atas kegiatan
yang diselenggarakan selama tahun 2024.
Sepanjang tahun 2024, Komite Audit menyelenggarakan 4 (empat) kali pertemuan dengan tingkat kehadiran
100% dari Ketua dan masing-masing Anggota Komite Audit. Rapat juga dihadiri oleh perwakilan dari Manajemen
Perseroan yang terkait dengan agenda yang dibahas. Pertemuan Komite Audit pada tahun 2024 dilaksanakan
secara virtual dengan tetap memperhatikan kualitas dan pembahasan dalam rapat. Realisasi program kerja
Komite Audit selama tahun 2024 adalah sebagai berikut:
1. Melakukan pembahasan dengan Manajemen Perseroan dan Kantor Akuntan Publik Suharli, Sugiharto &
Rekan (firma anggota jaringan ShineWing International) mengenai hasil audit laporan keuangan Perseroan
tahun buku 2023 oleh Kantor Akuntan Publik.
2. Memberikan evaluasi atas pelaksanaan jasa audit atas laporan keuangan tahunan 2023 oleh Kantor
Akuntan Publik Suharli, Sugiharto & Rekan, dengan Akuntan Publik Henny Dewanto, CPA.
3. Melakukan penelaahan dan pembahasan dengan Manajemen Perseroan atas laporan keuangan triwulan
yang dipublikasikan oleh Perseroan, yaitu laporan keuangan triwulan I tahun 2024 (tidak diaudit), triwulan
II tahun 2024 (tidak diaudit) dan laporan keuangan triwulan III tahun 2024 (tidak diaudit).
4. Menghadiri Rapat Umum Pemegang Saham Tahunan (RUPST) tahun buku 2023 dan Rapat Umum
Pemegang Saham Luar Biasa (RUPSLB) yang dilaksanakan pada tanggal 13 Juni 2024 dan 25 Juni 2024
di Jakarta.
5. Memberikan rekomendasi kepada Dewan Komisaris mengenai penunjukan Kantor Akuntan Publik Suharli,
Sugiharto & Rekan (firma anggota jaringan ShineWing International) untuk melakukan audit atas laporan
keuangan Perseroan tahun buku 2024.
Demikian Laporan Komite Audit ini disampaikan.
Hormat Kami,
Komite Audit PT Exploitasi Energi Indonesia Tbk.
Cahyo Suryo Putro
Ketua
Sinar Mas Land Plaza Sudirman, Lantai 9
56 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
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Audit Committee Report
Jakarta, 16 April 2025
Board of Commissioners
PT Exploitasi Energi Indonesia Tbk
Sinar Mas Land Plaza Sudirman, 9th Floor
Jl. Jendral Sudirman, Kav. 21
Karet - Setiabudi, Jakarta 12930
Re : Audit Committee Report 2024
Dear Sir,
In compliance with the requirements stipulated in the Regulation of the Financial Services Authority No.55/
POJK.04/2015 on the Establishment and Work Implementation Guidelines of Audit Committee, on behalf of the
Audit Committee of PT Exploitasi Energi Indonesia Tbk. (“the Company”) I report the Audit Committee activities
conducted in 2024.
In 2024, the Audit Committee held 4 (four) meetings with a 100% attendance level of Committee Chairman and
Members. The meetings were also attended by representatives of the Company Management related to the
topics of discussions. Audit Committee meetings in 2024 were held virtually with adequate attention to quality
and topics of discussion in the meetings. The implementation of the Audit Committee’s work programs in 2024
are as follows:
1. Conducting discussions with the Company’s Management and Public Accounting Firm Suharli, Sugiharto
& Rekan (member firm of the ShineWing International network) on audit results of the Company’s financial
statements for the 2023 fiscal year by the Public Accounting Firm.
2. Providing evaluation on the implementation of audit services of the 2023 annual financial statements by
Public Accounting Firm Suharli, Sugiharto & Rekan, with Public Accountant Henny Dewanto, CPA.
3. Conducting reviews and discussions with the Company’s Management on quarterly financial statements
published by the Company, namely the financials statements for the first quarter of 2024 (unaudited), the
second quarter of 2024 (unaudited) and the third quarter of 2024 (unaudited).
4. Attending the Annual General Meetings of Shareholders (AGMS) for the 2023 fiscal year and the
Extraordinary General Meeting of Shareholders (EGMS) held on 13 June 2024 and 25 June 2024 in
Jakarta.
5. Provided the recommendations to the Board of Commissioners for the appointment of Public Accounting
Firm Suharli, Sugiharto & Rekan (member firm of the ShineWing International network) to audit the
Company’s financial statements for the 2024 fiscal year.
The Audit Committee Report is hereby submitted.
Best Regards,
Audit Committee of PT Exploitasi Energi Indonesia Tbk.
Cahyo Suryo Putro
Chairman
Sinar Mas Land Plaza Sudirman, Lantai 9
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 57
Page 60
Komite Nominasi dan Remunerasi juga selalu The Nomination and Remuneration Committee also always
mengutamakan transparansi dan akuntabilitas dalam prioritizes transparency and accountability in its processes.
prosesnya. Meskipun pada tahun 2024, tidak ada Although no training or competency improvement activities
pelatihan atau kegiatan peningkatan kompetensi yang were attended by the members of the committee in 2024,
diikuti oleh anggota Komite, komite terus memastikan the committee continues to ensure that the policies
bahwa kebijakan yang diterapkan tetap relevan dengan implemented remain relevant to current developments and
perkembangan terkini dan kebutuhan Perseroan. the needs of the Company.
Riwayat hidup masing-masing anggota Komite Nominasi The resume of each member of the Nomination and
dan Remunerasi dapat dilihat pada halaman 78-81 Remuneration Committee can be found on pages 78-81
Laporan Tahunan ini. of this Annual Report.
Direksi Board of Directors
Direksi PT Exploitasi Energi Indonesia Tbk (CNKO) The Board of Directors of PT Exploitasi Energi Indonesia
berfungsi sebagai pengambil keputusan utama dalam Tbk (CNKO) serves as the primary decision maker in the
Perseroan. Anggota Direksi diangkat oleh pemegang Company. Members of the Board of Directors are appointed
saham untuk memastikan pengelolaan perusahaan by shareholders to ensure that the management of the
berjalan sesuai dengan tujuan dan sasaran jangka panjang company aligns with the long-term goals and objectives
yang telah ditetapkan. Pemilihan anggota Direksi that have been set. The selection of members of the Board
didasarkan pada keahlian, pengalaman dan kapasitas of Directors is based on the expertise, experience and
masing-masing individu dalam mendukung visi capacity of each individual in supporting the company's
perusahaan. Setiap anggota Direksi memiliki kewajiban vision. Each member of the Board of Directors is obliged to
untuk menjalankan tugasnya sesuai dengan ketentuan carry out their duties in accordance with applicable laws
hukum dan regulasi yang berlaku, agar kegiatan usaha and regulations, so that the Company's business activities
Perseroan dapat berjalan dengan baik dan sesuai dengan can run smoothly and in line with the principles that have
prinsip-prinsip yang telah ditetapkan. been set.
Tanggung Jawab Direksi Board of Directors' Responsibilities
Sebagai pengelola perusahaan, Direksi memiliki As the company's manager, the Board of Directors has the
tanggung jawab utama dalam merumuskan strategi, main responsibility in formulating strategies, policies and
kebijakan dan arah pengembangan perusahaan. directions for the company's development. These
Tanggung jawab tersebut meliputi: responsibilities include:
1. Merumuskan dan menjalankan strategi serta kebijakan 1. Formulating and implementing the company's main
utama perusahaan yang relevan dengan kebutuhan strategies and policies that are relevant to market
pasar dan tantangan bisnis. needs and business challenges.
2. Mengawasi dan mengevaluasi kinerja perusahaan 2. Supervising and evaluating the company's
untuk memastikan bahwa seluruh aktivitas operasional performance to ensure that all operational activities
dan keputusan strategis memberikan dampak positif and strategic decisions have a positive impact on
terhadap pertumbuhan Perseroan. the Company's growth.
3. Memastikan penerapan prinsip tata kelola perusahaan 3. Ensuring the implementation of good corporate
yang baik dan kepatuhan terhadap peraturan governance principles and compliance with
perundang-undangan yang berlaku. applicable laws and regulations.
4. Mengelola risiko perusahaan serta memastikan sistem 4. Managing company risks and ensuring that the internal
pengendalian internal berfungsi secara efektif. control system functions effectively.
5. Menyusun dan mengajukan rencana kerja, anggaran 5. Preparing and submitting work plans, annual budgets
tahunan serta laporan keuangan kepada Dewan and financial reports to the Board of Commissioners
Komisaris dan RUPS untuk mendapatkan persetujuan. and the GMS for approval.
6. Mengelola sumber daya perusahaan, termasuk 6. Managing the company's resources, including human
sumber daya manusia, keuangan dan aset, secara resources, finances and assets, optimally to support
optimal untuk mendukung pencapaian tujuan the achievement of the company's goals.
perusahaan.
7. Menjaga keseimbangan antara kepentingan jangka 7. Maintaining a balance between the company's short-
pendek dan jangka panjang perusahaan. term and long-term interests.
8. Memastikan transparansi dan akuntabilitas dalam 8. Ensuring transparency and accountability in every
setiap pengambilan keputusan yang dilakukan. decision-making process.
9. Mengusulkan dan melaksanakan inisiatif-inisiatif 9. Proposing and implementing strategic initiatives to
strategis untuk mendukung pertumbuhan dan support the Company's growth and sustainability.
keberlanjutan Perseroan.
58 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
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10. Menjaga komitmen terhadap etika, integritas dan 10. Maintaining a commitment to ethics, integrity and
tanggung jawab kepada seluruh pemangku responsibility to all stakeholders.
kepentingan.
Dengan menjalankan tanggung jawab tersebut, Direksi By carrying out these responsibilities, the Board of Directors
memastikan bahwa Perseroan dapat terus berkembang ensures that the Company can continue to grow sustainably
secara berkelanjutan sambil menjaga kepentingan para while protecting the interests of shareholders and other
pemegang saham dan stakeholder lainnya. stakeholders.
Susunan Direksi Perseroan 2024 2024 Composition of the Company's Board of
Directors
Pada tahun buku 2024 tidak ada perubahan susunan In the 2024 financial year there will be no changes to the
Direksi dari tahun sebelumnya, sebagai berikut: composition of the Board of Directors from the previous
year, as follows:
Direksi • Board of Directors
Nama Jabatan Masa Jabatan Hubungan Afiliasi Kepemilikan Saham
Langsung / Tidak Langsung
Name Position Term of Office Affiliate Relations Direct / Indirect
Share Ownership
Robin Wirawan Presiden Direktur 21 Juni 2023 - sekarang Ya (dengan Anderson Bay Pay Pte.Ltd.) 0%
President Director 21 June 2023 - present Yes (with Anderson Bay Pay Pte.Ltd.)
Sudarwanta Wakil Presiden Direktur 21 Juni 2023 - sekarang Tidak Ada 0%
Vice President Director 21 June 2023 - present None
Erry Indriyana Direktur 21 Juni 2023 - sekarang Tidak Ada 0%
Director 21 June 2023 - present None
Sepanjang tahun 2024, Direksi Perseroan secara konsisten Throughout 2024, the Company's Board of Directors
mengadakan rapat rutin untuk memastikan koordinasi consistently held regular meetings to ensure effective
dan pengambilan keputusan yang efektif dalam coordination and decision-making in addressing the various
menghadapi berbagai tantangan serta peluang yang challenges and opportunities faced by the company. In each
dihadapi perusahaan. Dalam setiap pertemuan, Direksi meeting, the Board of Directors discussed various strategic
membahas berbagai agenda strategis, termasuk evaluasi agendas, including performance evaluation, human resource
kinerja, pengembangan sumber daya manusia, development, updating company policies and formulating
pembaruan kebijakan perusahaan, serta penyusunan strategies to support the Company's long-term growth.
strategi guna mendukung pertumbuhan jangka panjang
Perseroan.
Dalam setiap pertemuan, Direksi membahas sejumlah In each meeting, the Board of Directors discussed a number
agenda penting, antara lain: of important agendas, including:
• Evaluasi Kinerja Perusahaan • Company Performance Evaluation
Meninjau pencapaian perusahaan selama periode Reviewing the company's achievements during a
tertentu, termasuk tantangan yang dihadapi serta certain period, including the challenges faced and
langkah-langkah yang perlu diambil untuk steps that need to be taken to improve efficiency and
meningkatkan efisiensi dan profitabilitas. profitability.
• Strategi Bisnis dan Pengembangan Perusahaan • Business Strategy and Corporate Development
Menyusun dan membahas strategi bisnis jangka Preparing and discussing short-term and long-term
pendek maupun jangka panjang. business strategies.
• Pengembangan Sumber Daya Manusia • Human Resource Development
Membahas kebijakan terkait pengelolaan dan Discussing policies related to HR management and
pengembangan SDM guna memastikan kesiapan development to ensure the organization's readiness
organisasi dalam menghadapi tantangan bisnis. to face business challenges.
• Persiapan Rapat Umum Pemegang Saham (RUPS) • Preparation for the General Meeting of
Shareholders (GMS)
Menyusun agenda dan materi RUPS, serta membahas Preparing the agenda and materials for the GMS and
keputusan-keputusan strategis yang akan diajukan discussing strategic decisions that will be submitted
kepada pemegang saham. to shareholders.
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 59
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• Evaluasi Kebijakan dan Tata Kelola Perusahaan • Evaluation of Corporate Governance and Policy
Melakukan peninjauan terhadap kebijakan yang telah Reviewing the policies that have been implemented
diterapkan serta memastikan keselarasan dengan and ensuring alignment with GCG principles.
prinsip GCG.
Kehadiran anggota Direksi dalam setiap rapat The presence of members of the Board of Directors in every
menunjukkan komitmen yang tinggi terhadap kepentingan meeting shows a high commitment to the interests of the
perusahaan dan para pemangku kepentingan. Rapat-rapat company and stakeholders. These meetings are an
ini menjadi landasan penting dalam memastikan important foundation in ensuring the achievement of strategic
tercapainya tujuan strategis serta keberlanjutan operasional goals and the sustainability of the Company's operations
Perseroan sepanjang tahun 2024. throughout 2024.
Sepanjang tahun 2024, Direksi tidak mengikuti pelatihan Throughout 2024, the Board of Directors did not participate
maupun kegiatan peningkatan kompetensi lainnya. in training or other competency improvement activities.
Meskipun demikian, Direksi tetap menjalankan tugas dan However, the Board of Directors continued to carry out its
tanggung jawabnya dengan mengandalkan pengalaman, duties and responsibilities by relying on the experience,
pengetahuan, serta wawasan strategis yang telah dimiliki. knowledge and strategic insights it possesses.
Kondisi ini tidak mengurangi komitmen Direksi untuk terus This condition does not reduce the Board of Directors'
meningkatkan kapabilitas dan memastikan bahwa setiap commitment to continually improving capabilities and ensure
keputusan yang diambil mendukung kepentingan that every decision taken supports the interests of the
perusahaan dan para pemangku kepentingan. Untuk tahun- company and stakeholders. In the coming years, the Board
tahun mendatang, Direksi akan mempertimbangkan untuk of Directors will consider participating in relevant
mengikuti program pengembangan yang relevan guna development programs to face increasingly dynamic
menghadapi tantangan bisnis yang semakin dinamis. business challenges.
Penilaian Direksi terhadap Komite Board of Directors' Assessment of Committees
Sebagai bagian dari evaluasi tata kelola perusahaan, As part of the corporate governance evaluation, the Board
Direksi menilai peran komite dalam mendukung efektivitas of Directors assesses the role of committees in supporting
pengambilan keputusan dan implementasi kebijakan the effectiveness of decision-making and implementation
strategis. of strategic policies.
Komite di Bawah Direksi Committees Under the Board of Directors
Pada tahun 2024, Perseroan tidak memiliki komite yang In 2024, the Company does not have a committee that
secara khusus mendukung pelaksanaan tugas Direksi. specifically supports the implementation of the Board of
Dalam struktur organisasi yang ada, fungsi-fungsi Directors' duties. In the existing organizational structure, the
pengawasan dan eksekusi langsung dikelola oleh Direksi supervisory and execution functions are directly managed
sesuai dengan lingkup tanggung jawab masing-masing by the Board of Directors in accordance with the scope of
anggota. responsibility of each member.
Meskipun tidak terdapat komite khusus, Direksi tetap Although there is no special committee, the Board of
memastikan bahwa setiap aspek operasional dan strategis Directors continues to ensure that every operational and
perusahaan berjalan secara optimal melalui koordinasi strategic aspect of the company runs optimally through
yang intensif dengan berbagai unit kerja terkait. Evaluasi intensive coordination with various related work units.
kinerja operasional dan keuangan tetap dilakukan secara Evaluation of operational and financial performance is still
berkala, dengan pengawasan ketat terhadap kepatuhan carried out periodically, with strict supervision to ensure
terhadap regulasi dan kebijakan internal perusahaan. compliance with regulations and internal company policies.
Evaluasi dan Pertimbangan Pembentukan Komite Evaluation and Consideration of Committee
Formation
Dalam rangka meningkatkan efektivitas tata kelola In order to improve the effectiveness of corporate
perusahaan, Direksi senantiasa mengevaluasi kebutuhan governance, the Board of Directors continuously evaluates
akan pembentukan komite khusus di masa mendatang. the need to form special committees in the future. Several
Beberapa faktor yang menjadi pertimbangan dalam factors that are considered in this evaluation including:
evaluasi ini meliputi:
• Kompleksitas operasional dan regulasi yang dihadapi • The complexity of operations and regulations faced
oleh perusahaan. by the company.
60 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
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• Kebutuhan untuk meningkatkan pengawasan dan • The need to improve supervision and risk management
manajemen risiko di berbagai aspek bisnis. in various aspects of the business.
• Optimalisasi fungsi-fungsi strategis guna mendukung • Optimization of strategic functions to support the
pertumbuhan perusahaan dalam jangka panjang. company's long-term growth.
Ke depan, Direksi akan terus meninjau perkembangan Going forward, the Board of Directors will continue to review
kebutuhan organisasi dan mempertimbangkan the development of organizational needs and consider the
pembentukan komite jika dinilai dapat memberikan nilai formation of a committee if it is considered to provide added
tambah bagi efektivitas pengelolaan perusahaan. value to the effectiveness of company management.
Sekretaris Perusahaan Corporate Secretary
Sekretaris Perusahaan adalah posisi strategis yang berperan The Corporate Secretary is a strategic position that plays
penting dalam memastikan pengelolaan administrasi, an important role in ensuring that the administration, legal
kepatuhan hukum, serta komunikasi perusahaan dengan compliance and communication of the company with
para pemangku kepentingan berjalan secara efektif. Dalam stakeholders run effectively. In the organizational
struktur organisasi, Sekretaris Perusahaan bertanggung structure, the Corporate Secretary is directly responsible
jawab langsung kepada Presiden Direktur. to the President Director.
Sejalan dengan ketentuan POJK No.35/POJK.04/2014 In line with the provisions of POJK No.35/POJK.04/2014
dan Keputusan Direksi Bursa Efek Jakarta No.339/BEJ/ and the Decree of the Board of Directors of the Jakarta
07-2001, Perseroan memiliki fungsi Sekretaris Perusahaan Stock Exchange No.339/BEJ/07-2001, the Company has
yang bertindak sebagai penghubung utama antara a Corporate Secretary function that acts as the main
Perseroan dengan pemegang saham, regulator, media, liaison between the Company and shareholders,
investor, institusi pemerintah dan pemangku kepentingan regulators, media, investors, government institutions and
lainnya. Fungsi ini bertujuan untuk menjaga kelancaran other stakeholders. This function aims to maintain smooth
komunikasi, memastikan kepatuhan terhadap regulasi communication, ensure compliance with capital market
pasar modal, serta mendukung implementasi tata kelola regulations and support the implementation of good
perusahaan yang baik. corporate governance.
Tugas dan tanggung jawab Sekretaris Perusahaan The duties and responsibilities of the Corporate Secretary
mencakup: include:
1. Memelihara hubungan komunikasi yang baik antara 1. Maintaining good communication relations between
Perseroan dan para pemangku kepentingan, termasuk the Company and stakeholders, including the
Otoritas Jasa Keuangan (OJK) dan Bursa Efek Financial Services Authority (OJK) and the Indonesia
Indonesia (BEI). Stock Exchange (IDX).
2. Mengikuti perkembangan terbaru di bidang pasar 2. Keeping up with the latest developments in the capital
modal, termasuk peraturan yang relevan. market, including relevant regulations.
3. Memberikan saran kepada Direksi dan Dewan 3. Providing advice to the Board of Directors and Board
Komisaris terkait kepatuhan terhadap peraturan yang of Commissioners regarding compliance with
berlaku. applicable regulations.
4. Mendukung pelaksanaan tata kelola perusahaan yang 4. Supporting the implementation of good corporate
baik, termasuk keterbukaan informasi, penyampaian governance, including information transparency,
laporan berkala, dokumentasi rapat, serta program submission of periodic reports, meeting
orientasi Direksi dan Dewan Komisaris. documentation and orientation programs for the
Board of Directors and Board of Commissioners.
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 61
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Selain itu, Sekretaris Perusahaan di Perseroan juga In addition, the Corporate Secretary in the Company also
menjalankan fungsi investor relations dan komunikasi carries out investor relations and corporate
korporat. Fungsi ini melibatkan publikasi informasi kinerja communication functions. This function involves the timely
perusahaan secara tepat waktu melalui berbagai saluran, publication of company performance information through
termasuk media elektronik dan cetak, untuk memastikan various channels, including electronic and print media,
transparansi kepada investor dan publik. to ensure transparency to investors and the public.
Pada tahun 2024, jabatan Sekretaris Perusahaan masih In 2024, the position of Corporate Secretary will continue
dijabat oleh Wim Andrian, yang diangkat berdasarkan to be held by Wim Andrian, who was appointed based
Surat Penunjukan Direksi No.01.08/DIR/EEI/IV/2015 on the Letter of Appointment of the Board of Directors
tanggal 15 April 2015. No.01.08/DIR/EEI/IV/2015 dated April 15 2015.
Untuk mendukung pelaksanaan tugasnya, Sekretaris To support the implementation of his duties, the Corporate
Perusahaan secara aktif berpartisipasi dalam sejumlah Secretary actively participates in a number of training
pelatihan dan seminar sepanjang tahun 2024. Kegiatan ini and seminars throughout 2024. These activities are
diselenggarakan oleh regulator maupun pihak ketiga, baik organized by regulators and third parties, both online
secara daring maupun luring, guna memastikan kompetensi and offline, to ensure that competencies and insights
dan wawasan tetap relevan dengan kebutuhan Perusahaan. remain relevant to the Company's needs.
Auditor Internal Internal Auditor
Auditor Internal adalah profesional yang berperan penting Internal Auditors are professionals who play an important
dalam memastikan bahwa sistem pengendalian internal role in ensuring that the company's internal control system
perusahaan berjalan secara efektif. runs effectively.
Tugas dan tanggung jawab Auditor Internal mencakup: The duties and responsibilities of the Internal Audit include:
1. Menilai dan mengevaluasi efektivitas kontrol internal 1. Assessing and evaluating the effectiveness of the
perusahaan. company's internal controls.
2. Memberikan rekomendasi untuk meningkatkan 2. Providing recommendations to improve operational
efisiensi operasional serta memastikan bahwa efficiency and ensuring that company policies and
kebijakan dan prosedur perusahaan sesuai dengan procedures comply with established standards.
standar yang telah ditetapkan.
3. Mengidentifikasi, menganalisis dan mengelola risiko 3. Identifying, analyzing and managing risks that the
yang mungkin dihadapi oleh perusahaan. company may face.
4. Auditor Internal bertanggung jawab langsung kepada 4. The Internal Auditor is directly responsible to the
Presiden Direktur dan secara berkala memberikan President Director and periodically provides information
informasi kepada Komite Audit terkait hasil evaluasi to the Audit Committee regarding the results of
serta rekomendasi yang dapat diterapkan untuk evaluations and recommendations that can be
mendukung tata kelola perusahaan yang baik. implemented to support good corporate governance.
Berdasarkan Peraturan Otoritas Jasa Keuangan (OJK) dan Based on the Financial Services Authority (OJK)
Peraturan Bursa Efek Indonesia (BEI), pada 16 September Regulation and the Indonesia Stock Exchange (IDX)
2016, Perseroan menunjuk Andryan Sembiring sebagai Regulation, on September 16 2016, the Company
Auditor Internal melalui Surat Keputusan Direksi No.01.16/ appointed Andryan Sembiring as Internal Auditor through
SK/DIR/EEI/IX/2016. Hingga tahun 2024, Andryan Board of Directors Decree No.01.16/SK/DIR/EEI/IX/2016.
Sembiring masih menjabat sebagai Auditor Internal Until 2024, Andryan Sembiring will still serve as the
Perseroan. Company's Internal Auditor.
Sepanjang tahun 2024, untuk mendukung pelaksanaan Throughout 2024, to support the implementation of his
tugasnya Auditor Internal secara aktif mengikuti pelatihan duties, the Internal Auditor will actively participate in
maupun kegiatan peningkatan kompetensi lainnya. training and other competency improvement activities.
Kegiatan ini diselenggarakan oleh regulator maupun pihak These activities are organized by regulators and third
ketiga, baik secara daring maupun luring, guna parties, both online and offline, to ensure that
memastikan kompetensi dan wawasan tetap relevan competencies and insights remain relevant to the
dengan kebutuhan Perusahaan. Company's needs.
Sistem Pengendalian Internal Internal Control System
Sistem Pengendalian Internal merupakan serangkaian The Internal Control System is a series of procedures,
prosedur, kebijakan dan praktik yang dirancang oleh policies and practices designed by the Company under
62 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
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Perseroan di bawah divisi Audit Internal untuk memastikan the Internal Audit division to ensure that the Company's
tercapainya tujuan Perseroan secara efektif dan efisien objectives are achieved effectively and efficiently. It also
serta untuk melindungi aset, mencegah kecurangan dan aims to protect assets, prevent fraud and ensure
memastikan kepatuhan terhadap peraturan yang berlaku. compliance with applicable regulations. The internal
Sistem pengendalian internal sangat penting untuk control system is very important to ensure good
memastikan operasional yang baik dan transparansi operations and transparency in financial and resource
dalam pengelolaan keuangan dan sumber daya. management.
Akuntan Publik Public Accountant
Pada tahun 2024, Perseroan kembali menunjuk Kantor In 2024, the Company reappointed Public Accounting
Akuntan Publik (KAP) Suharli, Sugiharto & Rekan sebagai Firm (KAP) Suharli, Sugiharto & Rekan as Independent
Auditor Independen berdasarkan keputusan Rapat Umum Auditor based on the decision of the Annual General
Pemegang Saham Tahunan yang diadakan pada 25 Juni Meeting of Shareholders held on 25 June 2024. This
2024. Penunjukan ini dilakukan untuk melakukan audit appointment was made to audit the Company's financial
terhadap laporan keuangan Perseroan untuk tahun buku statements for the financial year ending 31 December
yang berakhir pada tanggal 31 Desember 2024. KAP 2024. KAP Suharli, Sugiharto & Rekan has extensive
Suharli, Sugiharto & Rekan memiliki pengalaman yang experience in the field of auditing and is expected to
luas dalam bidang audit dan diharapkan dapat provide an objective and independent assessment of the
memberikan penilaian yang objektif dan independen Company's financial statements. The fee paid for this audit
terhadap laporan keuangan Perseroan. Imbalan jasa yang service was recorded at Rp355 million for the 2024 audit
dibayarkan untuk layanan audit ini tercatat sebesar Rp355 period.
juta untuk periode audit tahun 2024.
Peningkatan Kompetensi Competency Enhancement
Selama tahun 2024, Perseroan terus berkomitmen untuk During 2024, the Company continues to be committed
meningkatkan kompetensi seluruh organ perusahaan to improving the competency of all company organs to
guna mendukung penerapan prinsip GCG. Sebagian support the implementation of GCG principles. Most
besar kegiatan pelatihan dan peningkatan kompetensi training and competency improvement activities are still
masih dilaksanakan secara virtual, dengan tujuan carried out virtually, with the aim of ensuring the
memastikan keberlanjutan program meski dalam situasi sustainability of the program even in situations that require
yang menuntut fleksibilitas. flexibility.
Setelah pandemi Covid-19, sesi pelatihan sudah mulai After the Covid-19 pandemic, training sessions have begun
dillakukan secara tatap muka (offline) kembali di tahun to be carried in person (offline) again in 2023. In 2024,
2023, baik oleh internal maupun pihak ketiga yang either internally or by competent third parties. These
kompeten. Pelatihan ini dirancang untuk mengasah training sessions are designed to enhance the skills and
keterampilan dan pengetahuan karyawan serta jajaran knowledge of employees and management, so that they
manajemen, sehingga dapat lebih efektif dalam can be more effective in carrying out their duties and
menjalankan tugas dan tanggung jawab mereka dalam responsibilities in the organization.
organisasi.
Kegiatan peningkatan kompetensi yang terus berlanjut These ongoing competency improvement activities are
ini diharapkan dapat mendorong kualitas operasional dan expected to encourage the operational quality and
pengelolaan GCG Perseroan, serta memperkuat management of the Company's GCG, as well as
kapabilitas seluruh tim dalam menghadapi tantangan strengthen the capabilities of the entire team in facing
yang ada dan menciptakan nilai jangka panjang bagi existing challenges and creating long-term value for the
perusahaan. company.
Tanggung Jawab Sosial Social Responsibility
Tanggung Jawab Sosial Perusahaan (Corporate Social Corporate Social Responsibility (CSR) is a company's
Responsibility / CSR) merupakan komitmen perusahaan commitment to contribute to the welfare of employees,
untuk berkontribusi pada kesejahteraan karyawan, society, the environment and other stakeholders beyond
masyarakat, lingkungan dan pemangku kepentingan lainnya mere financial interests. This includes various initiatives
di luar kepentingan finansial semata. Hal ini mencakup aimed at providing positive impacts both socially,
berbagai inisiatif yang bertujuan memberikan dampak economically and environmentally.
positif baik secara sosial, ekonomi, maupun lingkungan.
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Sebagai bagian dari komitmen perusahaan terhadap nilai As part of the company's commitment to the value of
“Keselarasan”, CNKO menjalankan sejumlah kegiatan CSR “Harmony”, CNKO carries out a number of CSR activities
yang berfokus pada pengembangan karyawan, masyarakat that focus on employee development, local communities
lokal serta pelestarian lingkungan sekitar wilayah and environmental preservation around the Company's
operasional Perseroan. Upaya ini dilakukan dengan tujuan operational areas. These efforts are carried out with the
menciptakan dampak jangka panjang yang berkelanjutan, aim of creating a sustainable long-term impact, by
dengan melibatkan berbagai pihak, terutama masyarakat involving various parties, especially the community
di sekitar area operasional Perseroan. around the Company's operational areas.
Di antara kegiatan jangka panjang yang dilaksanakan, Among the long-term activities carried out, CNKO provides
CNKO membuka peluang kerja bagi masyarakat lokal, job opportunities for the local community, with most field
dengan sebagian besar karyawan lapangan berasal dari employees coming from around the area. In addition,
sekitar wilayah tersebut. Di samping itu, Perseroan secara the Company routinely holds various social activities that
rutin mengadakan berbagai kegiatan sosial yang bersifat are emergency response and support community needs.
tanggap darurat dan mendukung kebutuhan masyarakat. In the health sector, the Company holds an annual blood
Di sektor kesehatan, Perseroan mengadakan kegiatan donation activity as part of its efforts to support
donor darah tahunan sebagai bagian dari upaya humanitarian programs.
mendukung program kemanusiaan.
Dalam rangka meningkatkan hubungan antar karyawan To improve relations between employees, the Company
Perseroan melakukan beberapa kegiatan antara lain carries out several activities including outing activities,
dengan melakukan kegiatan outing, perlombaan dalam competitions to commemorate 17 August, sports events
rangka memperingati 17 Agustus, event-event olahraga and breaking the fast together during the month of
serta acara buka puasa bersama di bulan Ramadhan. Ramadhan. These activities aim to improve teamwork,
Kegiatan ini bertujuan untuk meningkatkan kerja sama provide opportunities to rest or relax together and
tim, memberikan kesempatan untuk beristirahat atau strengthen relations between members and increase
bersantai bersama dan mempererat hubungan antar employee morale.
anggota dan meningkatkan semangat karyawan.
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Kegiatan sosial keagamaan juga menjadi bagian dari Social and religious activities are also part of the
agenda CSR Perseroan, di antaranya pemotongan hewan Company's CSR agenda, including the slaughter of
kurban saat Idul Adha, bantuan pembangunan rumah sacrificial animals during Eid al-Adha, assistance in
ibadah dan pemberian santunan kepada yatim piatu di building houses of worship and providing assistance to
bulan Ramadhan. Dalam bidang pendidikan, CNKO orphans during the month of Ramadhan. In the field of
memberikan sumbangan untuk pengembangan fasilitas education, CNKO provides donations for the development
pendidikan yang mendukung pertumbuhan masyarakat. of educational facilities that support community growth.
Untuk menjaga kelestarian lingkungan, CNKO secara aktif To maintain environmental sustainability, CNKO actively
melakukan perbaikan infrastruktur jalan di sekitar wilayah repairs road infrastructure around the operational area
operasional dan menanam mangrove di sepanjang sungai and plants mangroves along the river near the PLTU, as
dekat PLTU, sebagai upaya melestarikan alam dan an effort to preserve nature and support the sustainability
mendukung keberlanjutan ekosistem di wilayah tersebut. of the ecosystem in the area.
Kebijakan Remunerasi Remuneration Policy
Remunerasi di Perseroan dirancang sebagai bentuk Remuneration in the Company is designed as a form of
penghargaan terhadap karyawan yang menunjukkan appreciation for employees who demonstrate optimal
kinerja optimal dan kontribusi signifikan terhadap performance and significant contributions to the company.
perusahaan. Kebijakan ini mencakup sistem penggajian This policy includes a transparent salary system, objective
yang transparan, penilaian kinerja yang objektif, serta performance assessments and competitive allowances and
tunjangan dan insentif yang kompetitif. incentives.
Mengacu pada ketentuan dalam pasal 96 dan pasal 113 Referring to the provisions in Article 96 and Article 113 of
Undang-Undang Nomor 40 Tahun 2007 tentang Perseroan Law Number 40 of 2007 concerning Limited Liability
Terbatas, baik Dewan Komisaris maupun Direksi menerima Companies, both the Board of Commissioners and the
remunerasi yang ditetapkan berdasarkan hasil keputusan Board of Directors receive remuneration determined based
dalam Rapat Umum Pemegang Saham (RUPS). Imbalan on the results of decisions in the General Meeting of
yang diberikan berupa gaji, tunjangan dan fasilitas lain Shareholders (GMS). The compensation given is in the form
yang sesuai dengan peran serta tanggung jawab masing- of salary, allowances and other facilities in accordance with
masing anggota organ perusahaan. Kebijakan ini the role and responsibilities of each member of the
bertujuan untuk memastikan adanya keseimbangan antara company's organs. This policy aims to ensure a balance
penghargaan yang diberikan kepada para pemimpin between the rewards given to company leaders and the
perusahaan dan hasil yang dicapai oleh Perseroan. results achieved by the Company.
Sebagai bagian dari sistem evaluasi kinerja, Perseroan As part of the performance evaluation system, the Company
juga mengacu pada Key Performance Indicators (KPI) also refers to the Key Performance Indicators (KPI) that have
yang telah ditetapkan untuk menilai pencapaian setiap been set to assess the achievements of each individual in
individu dalam jajaran manajemen. Selain itu, pendekatan the management ranks. Additionally, a 360° assessment
penilaian 360° digunakan untuk mendapatkan masukan approach is used to obtain input from various internal
dari berbagai pemangku kepentingan internal guna stakeholders to ensure objectivity in the evaluation process.
memastikan objektivitas dalam proses evaluasi. Hasil dari The results of this system are one of the factors considered
sistem ini menjadi salah satu faktor yang dipertimbangkan in providing remuneration and incentives for the Board of
dalam pemberian remunerasi dan insentif bagi Direksi Directors and the Board of Commissioners.
serta Dewan Komisaris.
Kebijakan Pencegahan Insider Trading Insider Trading Prevention Policy
Perseroan berkomitmen untuk mencegah terjadinya The Company is committed to preventing insider trading.
insider trading. Sebagai bagian dari kebijakan ini, As part of this policy, the Company ensures that confidential
Perseroan memastikan bahwa informasi yang bersifat information is separated from public information and
rahasia dipisahkan dengan informasi publik dan dikelola managed efficiently. Access to sensitive information is limited
secara efisien. Akses terhadap informasi sensitif dibatasi to authorized parties only, to prevent misuse of information
hanya kepada pihak yang berwenang, guna mencegah for personal gain.
penyalahgunaan informasi untuk kepentingan pribadi.
Dengan langkah-langkah ini, Perseroan memastikan With these steps, the Company ensures compliance with
kepatuhan terhadap regulasi pasar modal yang berlaku, applicable capital market regulations while maintaining
serta menjaga integritas dan transparansi dalam semua integrity and transparency in all operational activities and
kegiatan operasional dan transaksi perusahaan. company transactions.
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Kebijakan Anti-Korupsi Anti-Corruption Policy
Perseroan berkomitmen untuk mencegah segala bentuk The Company is committed to preventing all forms of
praktik korupsi dan memastikan operasional perusahaan corrupt practices and ensuring that the company's
bebas dari tindakan penggelapan, pencucian uang dan operations are free from embezzlement, money laundering
praktik tidak etis lainnya. Kebijakan anti-korupsi yang and other unethical practices. The anti-corruption policy
diterapkan mewajibkan seluruh karyawan untuk implemented requires all employees to support efforts
mendukung upaya pemberantasan korupsi, baik melalui to eradicate corruption, both through preventive
tindakan pencegahan maupun deteksi dini terhadap measures and early detection of potential violations.
potensi pelanggaran.
Kebijakan ini disosialisasikan melalui pedoman kode etik This policy is socialized through the company's code of
perusahaan yang menjadi acuan dalam setiap tindakan ethics guidelines which serve as a reference in every action
dan keputusan yang diambil, guna menjaga integritas and decision taken to maintain the integrity and reputation
dan reputasi Perseroan. CNKO senantiasa berusaha of the Company. CNKO always strives to create a safe,
menciptakan lingkungan kerja yang aman, adil dan fair and responsible work environment, ensuring that all
bertanggung jawab, serta memastikan bahwa seluruh parties involved in the company's operations can
pihak yang terlibat dalam operasional perusahaan dapat contribute without the risk of violating the law.
berkontribusi tanpa risiko pelanggaran hukum.
Program Kepemilikan Saham (Employee Stock Ownership Program (Employee
Stock Ownership Program / ESOP or Stock Ownership Program / ESOP or
Management Stock Ownership Program Management Stock Ownership Program /
/ MSOP). MSOP).
Pada tahun 2024, Perseroan masih belum memiliki In 2024, the Company still does not have a stock
program kepemilikan saham (ESOP atau MSOP) dan tidak ownership program (ESOP or MSOP) and does not plan
berencana untuk mengimplementasikan program tersebut to implement such a program in the near future. As a
dalam waktu dekat. Sebagai pengganti kompensasi jangka substitute for long-term compensation, the Company
panjang, Perseroan terus memberikan insentif dalam bentuk continues to provide incentives in other forms that are
lain yang dinilai lebih sesuai dengan kebutuhan dan strategi considered more appropriate to the needs and
pengembangan perusahaan. development strategies of the company.
Kode Etik dan Perilaku Code of Ethics and Conduct
Penerapan kode etik dan perilaku merupakan bagian The implementation of the code of ethics and conduct is
integral dari budaya kerja yang diterapkan oleh an integral part of the work culture implemented by the
Perseroan. Setiap anggota Dewan Komisaris, Direksi dan Company. Every member of the Board of Commissioners,
karyawan diwajibkan untuk berperilaku sesuai dengan Directors and employees are required to behave in
standar etika yang tinggi dan mengutamakan accordance with high ethical standards and prioritize
profesionalisme dalam menjalankan tugasnya. professionalism in carrying out their duties.
Perseroan menjaga komitmen terhadap integritas dengan The Company maintains its commitment to integrity by
memastikan tidak ada konflik kepentingan antara kepentingan ensuring that there is no conflict of interest between
pribadi dan kepentingan perusahaan. Setiap individu di personal interests and the interests of the company. Every
perusahaan berusaha untuk mendukung terciptanya individual in the company strives to support the creation
lingkungan kerja yang harmonis dan produktif, dengan of a harmonious and productive work environment by
mematuhi prinsip-prinsip etika yang telah ditetapkan. adhering to the established ethical principles.
Dalam hal pelanggaran kode etik, Perseroan siap In the event of a violation of the code of ethics, the
memberikan sanksi sesuai dengan ketentuan yang Company is prepared to impose sanctions in accordance
berlaku. Sanksi tersebut dapat berupa peringatan hingga with applicable provisions. These sanctions can range
tindakan yang lebih tegas, termasuk pemecatan atau from warnings to stricter actions, including dismissal or
proses hukum, sesuai dengan peraturan perusahaan dan legal proceedings, in accordance with company
hukum yang berlaku. regulations and applicable laws.
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Sistem Pelaporan Pelanggaran Violation Reporting System
(Whistleblowing System) (Whistleblowing System)
Perseroan juga mengedepankan mekanisme pelaporan The Company also prioritizes a whistleblowing system
pelanggaran (Whistleblowing System) sebagai langkah as an important step in maintaining a transparent and
penting dalam menjaga budaya kerja yang transparan dan responsible work culture. This system provides an
bertanggung jawab. Sistem ini memberi kesempatan bagi opportunity for all parties, both employees and external
seluruh pihak, baik karyawan maupun pihak eksternal, parties, to report any form of ethical violation, fraud, or
untuk melaporkan segala bentuk pelanggaran etika, action that is detrimental to the company.
penipuan atau tindakan yang merugikan perusahaan.
Pada tahun 2024, kanal pelaporan melalui e-mail hotline In 2024, the reporting channel via e-mail hotline will remain
tetap tersedia sebagai sarana bagi pelapor untuk available as a means for reporters to submit their reports
menyampaikan laporan mereka dengan aman. Perseroan safely. The Company ensures that every report received
memastikan bahwa setiap laporan yang diterima akan will be evaluated and followed up in accordance with
dievaluasi dan ditindaklanjuti sesuai dengan prosedur applicable procedures. During 2024, the Company did
yang berlaku. Selama tahun 2024, Perseroan tidak not receive any reports of violations through this system.
menerima laporan pelanggaran melalui sistem ini. Hal ini This reflects the effectiveness of the compliance policy
mencerminkan efektivitas kebijakan kepatuhan serta and the commitment of all levels in implementing the
komitmen seluruh jajaran dalam menjalankan prinsip tata principles of good governance.
kelola yang baik.
Keterbukaan Informasi Information Disclosure
Transaksi Material Material Transactions
Pada tahun 2024, Perseroan tidak melakukan transaksi In 2024, the Company did not conduct any material
material yang wajib dilaporkan sesuai dengan ketentuan transactions that must be reported in accordance with
yang diatur dalam OJK No.31/POJK.04/2015 mengenai the provisions stipulated in OJK No.31/POJK.04/2015
Keterbukaan Informasi atau Fakta Material oleh Emiten concerning Disclosure of Information or Material Facts
atau Perusahaan Publik, serta Keputusan Direksi PT Bursa by Issuers or Public Companies, as well as Decree of the
Efek Jakarta No.Kep-006/BEJ/09-2022 tentang Perubahan Board of Directors of PT Bursa Efek Jakarta No.Kep-006/
Peraturan No.IE mengenai Kewajiban Penyampaian BEJ/09-2022 concerning Amendments to Regulation
Informasi. Semua transaksi yang dilakukan oleh Perseroan No.IE concerning the Obligation to Submit Information.
tetap mematuhi peraturan dan pedoman yang berlaku. All transactions conducted by the Company continue to
comply with applicable regulations and guidelines.
Transaksi Afiliasi dan Benturan Kepentingan Affiliate Transactions and Conflicts of Interest
Transactions
Perseroan senantiasa menjaga kepatuhan terhadap The Company continues to maintain compliance with
Peraturan Otoritas Jasa Keuangan Nomor 42/POJK.04/ Financial Services Authority Regulation Number 42/
2020 mengenai Transaksi Afiliasi dan Transaksi Benturan POJK.04/2020 concerning Affiliated Transactions and
Kepentingan. Sepanjang tahun 2024, tidak ada transaksi Conflicts of Interest Transactions. Throughout 2024, there
yang mengandung benturan kepentingan atau transaksi were no transactions involving conflicts of interest or
afiliasi yang dilakukan oleh Perseroan. Perseroan tetap affiliated transactions conducted by the Company. The
berkomitmen untuk menjalankan kegiatan usaha dengan Company remains committed to carrying out business
transparansi penuh dan menghindari setiap kemungkinan activities with full transparency and avoiding any potential
konflik kepentingan yang dapat memengaruhi integritas conflicts of interest that could affect the integrity of the
Perseroan. Company.
Perkara Penting yang Dihadapi Material Litigation Case
Pada tahun 2024, Perseroan tidak menghadapi perkara In 2024, the Company did not face any material or
hukum material atau penting yang melibatkan Pengendali significant legal cases involving the Company's Controllers
maupun pengurus Perseroan. Perseroan terus menjaga or Management. The Company continues to maintain
kepatuhan terhadap peraturan yang berlaku dan compliance with applicable regulations and is committed
berkomitmen untuk mengelola risiko hukum dengan hati- to managing legal risks carefully to protect the interests
hati untuk melindungi kepentingan Perseroan dan of the Company and stakeholders.
pemangku kepentingan.
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Manajemen Risiko
Risk Management
CNKO senantiasa berupaya mengelola risiko secara efektif CNKO consistently strives to manage risk effectively and
dan terintegrasi dari waktu ke waktu. Hal ini comprehensively over time. This is driven by the element
dilatarbelakangi adanya unsur ketidakpastian yang timbul of uncertainty that arises due to various risk factors that
akibat adanya berbagai risiko yang menjadi bagian tidak are an inseparable part of that are an inseparable part of
terpisahkan dari bisnis Perseroan. the Company's business.
CNKO dituntut untuk dapat menghadapi setiap tantangan CNKO is required to be able to face every challenge or
atau perubahan yang terjadi dengan cepat dan tepat. change that occur quickly and precisely. This step can
Langkah ini bisa dilakukan melalui proses manajemen be done through an adequate risk management and
risiko dan pengendalian internal yang memadai. internal control process. Effective risk management is very
Manajemen risiko yang efektif sangat penting dalam important in helping the Company achieve its goals,
membantu Perseroan dalam mencapai tujuannya, protect assets, maintain reputation, while safeguarding
melindungi aset, memelihara reputasi, sekaligus menjaga the interests of shareholders.
kepentingan pemegang saham.
Risiko yang Dihadapi Perseroan dan Risks Faced by the Company and Risk
Upaya Pengelolaan Risiko Management Efforts
CNKO telah melakukan identifikasi berbagai risiko yang CNKO has identified various risks that could affect its
dapat mempengaruhi kinerjanya. Beberapa risiko yang performance. Some of the risks faced by the Company
dihadapi Perseroan selama tahun berjalan adalah: during the year are:
1. Risiko Ketergantungan pada PLN 1. Risk of Dependence on PLN
Sampai saat ini Perseroan masih bergantung pada Currently, the Company is still dependent on PLN as
PLN sebagai satu-satunya pelanggan, yang mana its only client, where in practice, the selling price of
dalam praktiknya harga jual batubara ke PLN dibatasi coal to PLN is limited and tied to policies set by the
dan terikat pada kebijakan yang ditetapkan oleh government. Therefore, any price adjustments done
pemerintah. Dengan demikian, setiap penyesuaian by PLN could significantly impact the Company’s
harga yang dilakukan PLN akan sangat berdampak revenue.
pada pendapatan Perseroan.
Dalam memitigasi risiko ini, CNKO membangun serta In mitigating this risk, CNKO builds and maintains
menjaga hubungan yang baik dengan PLN agar good relationships with PLN to facilitate
memudahkan komunikasi, klarifikasi atau negosiasi communication, clarification or negotiation if problems
apabila terjadi permasalahan terkait kontrak atau arise regarding contracts or coal deliveries with PLN
pengiriman batubara dengan PLN. Perseroan juga . The Company also carries out a strict quality control
melakukan proses kontrol kualitas yang ketat guna processes to ensure that the coal shipped meets PLN
memastikan batubara yang dikirim memenuhi contract specifications.
spesifikasi kontrak PLN.
2. Risiko Harga Komoditas 2. Price Commodity Risk
Harga komoditas, termasuk batubara sangat Commodity prices, including coal, are heavily
dipengaruhi oleh faktor eksternal yang diluar kendali influenced by external factors beyond the Company's
Perseroan. Sebagai contoh fluktuasi pasar global, control. For example global market fluctuations,
kebijakan pemerintah serta kondisi ekonomi baik government policies and economic conditions both
domestik maupun internasional, yang mana semuanya domestic and international, all of which can influence
dapat mempengaruhi permintaan dan pasokan coal demand and supply.
batubara.
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Guna memastikan kelancaran pasokan batubara To ensure a steady coal supply through long-term,
melalui kemitraan jangka panjang yang saling mutually beneficial partnerships, including securing
menguntungkan, termasuk mendapatkan harga the best prices, CNKO consistently maintains good
terbaik, CNKO senantiasa menjaga hubungan baik relationships with the supplier.
dengan pemasok.
3. Risiko Cuaca dan Musim 3. Weather and Climate Risks
Perubahan kondisi cuaca serta musim yang ekstrem Changes in weather conditions and extreme seasons
atau peristiwa alam lainnya dapat mengganggu or other natural events can disrupt mining operations.
kegiatan operasi tambang. Kondisi ini dapat memicu This condition can trigger an increase in operational
peningkatkan biaya operasional, mengancam costs, threaten work safety, reduce production output
keselamatan kerja, mengurangi hasil produksi sampai and even hinder distribution.
menghambat distribusi.
Guna memitigasi risiko ini, Perseroan memanfaatkan In order to mitigate these risks, the Company the
prakiraan cuaca serta data historis dalam mengatur Company utilizes weather forecasts as well as
pengiriman. Perseroan juga dapat merubah waktu historical data in scheduling deliveries. The Company
pengiriman atau memilih jalur pelayaran alternatif yang can also change delivery times or choose safer
lebih aman apabila ada indikasi akan terjadi cuaca alternative shipping routes if there are indications that
buruk, seperti hujan lebat atau badai. bad weather will occur, such as heavy rain or storms.
Lebih jauh, CNKO juga memberikan pelatihan kepada Furthermore, CNKO also provides training to
karyawan tentang protokol keselamatan kerja dalam employees on work safety protocols in extreme
kondisi cuaca ekstrem. weather conditions.
4. Risiko Persaingan 4. Competition Risk
Risiko persaingan timbul saat Perseroan Competition risk arises when the Company faces
menghadapai peningkatan persaingan dari increased competition from other firms within the same
perusahaan lain dalam industri yang sama, baik lokal industry, both local and international. This competition
maupun internasional. Persaingan ini dapat terjadi can occur in various forms, such as competition in
dalam berbagai bentuk seperti persaingan dalam hal terms of pricing, market share, access to natural
harga, pangsa pasar, akses ke sumber daya alam, resources, technological innovation, or company
inovasi teknologi atau reputasi perusahaan. reputation.
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Mengantisipasi hal di atas, Perseroan sebagai trader To address this, the Company as a trader consistently
selalu menjaga hubungannya, baik dengan klien maintains its relationships with both key client and
utama dan pemasok. Dengan kualitas batubara yang supplier. By ensuring coal quality that meets the
sesuai spesifikasi, didukung oleh pengiriman yang required specifications and ensuring accurate delivery
tepat waktu, akan menjamin kepuasan dan loyalitas schedules, the Company can maintain customer
pelanggan. satisfaction and loyalty.
5. Risiko Likuiditas 5. Liquidity Risk
Risiko likuiditas dapat terjadi karena ketidakmampuan Liquidity risk may occur due to the Company’s inability
Perseroan untuk menghasilkan arus kas yang cukup to generate sufficient cash flow or difficulty in
atau kesulitan dalam memperoleh pendanaan untuk obtaining funding to finance operations or expansion
membiayai kegiatan operasional atau ekspansi. activities.
CNKO membuat proyeksi arus kasnya dengan cermat CNKO makes its cash flow projections carefully and
dan teliti agar dapat menghitung kapan pendapatan precisely in order to calculate when revenue will be
akan diterima dan kapan kewajiban harus dibayar received and when obligations will need to be paid
dengan akurat. Perseroan harus memastikan bahwa accurately. The company must ensure that the
dana yang tersedia cukup untuk memenuhi kewajiban available funds are sufficient to cover short-term
jangka pendek serta kebutuhan operasional tanpa obligations as well as operational needs without
mengorbankan proyek jangka panjang. compromising long-term projects.
6. Risiko Cadangan Batubara 6. Coal Reserve Risk
Cadangan batubara adalah sumber daya yang sangat Coal reserves are a very important resource, as they
penting karena menjadi dasar untuk produksi dan form the basis for production and company revenue.
pendapatan perusahaan. Jika cadangan batu bara If existing coal reserves are found to be more limited
yang ada ternyata lebih terbatas atau kurang or of lower quality than expected, the Company could
berkualitas dari yang diperkirakan, Perseroan dapat face significant challenges in maintaining its
menghadapi tantangan besar dalam performance.
mempertahankan kinerjanya.
Mitigasi CNKO terkait risiko ini yaitu dengan menjalin To mitigate this risk, CNKO establishes strategic
kerjasama strategis dengan pemasok batubara yang cooperation with coal suppliers who have adequate
memiliki jumlah cadangan serta kualitas batubara yang reserves and quality coal.
memadai.
7. Risiko Hubungan dengan Masyarakat Setempat 7. Risk of Relations with Local Community
Risiko hubungan dengan masyarakat setempat The risk of relations with local communities refers to
mengacu pada potensi konflik antara Perseroan the potential for conflict between the Company and
dengan komunitas lokal di sekitar lokasi PLTU local communities around Pangkalan Bun power
Pangkalan Bun. Jika tidak dikelola dengan baik, risiko plant. If not managed properly, these risks can result
ini dapat mengarah pada protes, pemblokiran jalan in protests, road blockades or even operational
atau bahkan penghentian operasional yang pada shutdowns, which will ultimately damage the
akhirnya akan merusak reputasi Perseroan. Company's reputation.
Dalam hal ini, CNKO membangun hubungan yang In this case, CNKO builds a good relationship through
baik melalui komunikasi yang transparan dengan transparent communication with the local community,
masyarakat setempat, yang membahas mulai dari discussing everything from operational impacts, future
dampak operasional, rencana ke depan sampai plans to expected benefits. The Company also plays
manfaat yang diharapkan. Perseroan juga berperan an active role in preserving the surrounding
aktif dalam menjaga kelestarian lingkungan sekitar, environment, especially in managing pollution or
terutama dalam pengelolaan polusi atau limbah yang waste resulting from its operational activities.
berasal dari kegiatan operasionalnya.
8. Risiko Perubahan Peraturan Perundang-undangan 8. Risk of Changes in Laws and Regulations
Risiko perubahan peraturan perundang-undangan The risk of changes in laws and regulations refers to
merujuk pada potensi dampak negatif yang the potential negative impact caused by changes,
ditimbulkan oleh perubahan, pembaruan atau updates or implementation of new legal policies that
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penerapan kebijakan hukum baru yang dapat could affect the Company’s operations. These
mempengaruhi operasional Perseroan. Perubahan regulatory changes can cover various aspects such
regulasi dapat mencakup berbagai aspek seperti as taxation, environment, labor, security, licensing or
pajak, lingkungan, tenaga kerja, keamanan, perizinan trade.
atau perdagangan.
Oleh karena itu, Perseroan harus senantiasa Therefore, the Company must continuously monitor
memantau perubahan kebijakan dan siap untuk policy changes and be prepared to adapt to new
beradaptasi dengan peraturan yang baru demi regulations in order to maintain business continuity
menjaga kelangsungan usaha serta menghindari and avoid losses. CNKO also ensures that the
kerugian. CNKO juga memastikan bahwa perusahaan Company have adequate policies and procedures to
memiliki kebijakan dan prosedur yang memadai untuk comply with existing regulations.
mematuhi peraturan yang ada.
Tinjauan Efektivitas Sistem Manajemen Risk Management System Effectiveness
Risiko Review
Sistem manajemen risiko yang efektif adalah kunci untuk An effective risk management system is key to an
keberlanjutan dan kesuksesan organisasi dalam organization's sustainability and success in the face of
menghadapi ketidakpastian dan potensi ancaman. uncertainty and potential threats. Reviewing the
Tinjauan terhadap efektivitas sistem ini sangat penting effectiveness of these systems is essential to ensure that
untuk memastikan bahwa risiko terkelola dengan baik, risks are well managed, operations run smoothly and
operasional berjalan lancar dan tujuan strategis tercapai. strategic objectives are achieved. With a structured and
Dengan pendekatan yang terstruktur dan komprehensif, comprehensive approach, the Company can proactively
Perseroan dapat merespon perubahan lingkungan secara respond to environmental changes as well as reduce the
proaktif serta mengurangi dampak negatif dari risiko yang negative impact of existing risks.
ada.
Pernyataan Dewan Komisaris dan/atau Board of Commissioners and/or the
Direksi atas Kecukupan Sistem Board of Directors Statement regarding
Manajemen Risiko the Adequacy of the Risk Management
System
Pernyataan dari Dewan Komisaris dan Direksi mengenai Statements from the Board of Commissioners and the
kecukupan sistem manajemen risiko memberikan Board of Directors regarding the adequacy of the risk
penilaian sejauh mana sistem yang ada mampu management system provides an assessment to which
mengidentifikasi, mengelola dan memitigasi risiko yang the existing system can identify, manage, and mitigate
dihadapi Perseroan. the risks faced by the Company.
Dewan Komisaris dan Direksi CNKO dengan ini The Board of Commissioners and the Board of Directors
menyatakan bahwa sistem manajemen risiko yang of CNKO hereby declare that the implemented risk
diterapkan telah cukup memadai untuk mengidentifikasi, management system is sufficient to identify, evaluate as
mengevaluasi serta mengelola risiko-risiko yang mungkin well as manage risks that may affect the achievement of
mempengaruhi pencapaian tujuan Perseroan. Dewan the Company's objectives. The Board of Commissioners
Komisaris dan Direksi juga memastikan bahwa sistem and the Board of Directors also ensure that the risk
manajemen risiko telah diterapkan secara komprehensif management system has been implemented
pada semua tingkatan organisasi dan diawasi secara comprehensively at all levels of the organization and is
berkala. monitored regularly.
Didukung oleh sistem manajemen risiko yang baik, Supported by a well-structured risk management system,
Perseroan optimis dapat terus berkembang dengan lebih the Company is optimistic that it can grow can continue
aman dan terkendali, sambil meminimalkan potensi to grow safely and in a controlled manner while minimizing
dampak negatif dari risiko yang ada. the potential negative impact of existing risks.
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Faktor Penunjang Utama
Key Supporting Factors
Kesuksesan CNKO dalam menjalankan kegiatan CNKO's success in carrying out its integrated operational
operasionalnya yang terintegrasi tidak terjadi begitu saja. activities did not just happen by chance. This success
Keberhasilan ini lahir dari sinergi tiga pilar utama yang stems from the synergy of three main pillars which form
menjadi landasan kokoh Perseroan yaitu Kesehatan, the Company's solid foundation: Occupational Health,
Keselamatan Kerja dan Lingkungan (K3L), Sumber Daya Safety and Environment (OHSE), Human Resources (HR)
Manusia (SDM) dan Teknologi Informasi (TI). and Information Technology (IT).
Ketiga elemen ini berfungsi sebagai kekuatan pendorong These three elements function as driving forces that
yang saling melengkapi dan mendukung. Komitmen complement and support each other. Commitment
terhadap penerapan K3L memastikan bahwa operasional toward OHSE implementation ensures that operations are
berjalan dengan standar keselamatan dan keberlanjutan conducted with high standards of safety and sustainability,
yang tinggi, melindungi karyawan sekaligus lingkungan protecting employees and the surrounding environment.
sekitar. Di sisi lain, SDM menjadi motor penggerak Meanwhile, HR serves as the Company's driving force,
Perseroan, di mana kompetensi dan dedikasi karyawan where employee competence and dedication play a vital
berperan vital dalam menghadapi dinamika industri. role in navigating industrial dynamics. In complementing
Dalam upaya melengkapi itu semua, TI menghadirkan all those efforts, IT provides efficiency and innovation that
efisiensi dan inovasi yang memungkinkan CNKO tetap enable CNKO to remain adaptive amidst rapid
adaptif di tengah pesatnya perkembangan teknologi. technological developments.
Dengan ketiga pilar ini, CNKO tidak hanya berhasil With these three pillars, CNKO has not only succeeded
menjaga daya saingnya, tetapi juga menciptakan fondasi in maintaining its competitiveness but has also built a
yang kuat untuk terus tumbuh di masa depan menghadapi strong foundation to continue to grow in the future facing
tantangan dengan strategi yang terarah. challenges with a focused strategy.
Kesehatan, Keselamatan Kerja dan Occupational Health, Safety and
Lingkungan (K3L) Environment (OHSE)
Kesehatan dan Keselamatan Kerja Occupational Health and Safety
Perseroan berkomitmen untuk menciptakan lingkungan The Company is committed to creating a safe and healthy
kerja yang aman dan sehat bagi seluruh karyawan melalui work environment for all employees through the
penerapan program Kesehatan dan Keselamatan Kerja implementation of a structured Occupational Health and
(K3) yang terstruktur. Program ini bertujuan untuk Safety (OHS) program. This program aims to prevent work
mencegah terjadinya kecelakaan kerja dan penyakit accidents and occupational diseases.
akibat pekerjaan.
Penerapan Standard Operating Procedures (SOP) yang The implementation of the latest Standard Operating
terkini menjadi fondasi utama dalam pelaksanaan K3 di Procedures (SOP) serves as the primary foundation for
seluruh tahap operasional, mulai dari pengapalan applying OHS at all operational stages, from coal
batubara hingga pembongkaran di pembangkit listrik shipment to unloading at the destination power plant.
tujuan. SOP ini mencakup langkah-langkah detail terkait This SOP includes detailed guidelines on the use of
penggunaan Alat Pelindung Diri (APD) seperti helm Personal Protective Equipment (PPE) such as safety
keselamatan, rompi, sepatu keamanan, masker, helmets, vests, safety shoes, masks, glasses, signage
kacamata, rambu petunjuk hingga alat pemadam api and light fire extinguishers.
ringan.
Dalam rangka meningkatkan kepatuhan terhadap To enhance compliance with procedures, OHS briefings
prosedur, pengarahan K3 dilakukan setiap hari sebelum are conducted daily before the start of operational
dimulainya kegiatan operasional di lapangan, dipandu activities in the field, guided by appointed OHSE officers.
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oleh petugas K3L yang ditunjuk. Selain itu, Perseroan In addition, the Company regularly organizes Advance
rutin mengadakan Advance Safety Training sebagai upaya Safety Training to improve employee competency in
meningkatkan kompetensi karyawan dalam mengenali identifying and managing potential workplace risks.
dan mengelola potensi risiko kerja.
Perseroan juga memantau kinerja K3 melalui indikator The Company also monitors OHS performance through
seperti tingkat insiden, tingkat kecelakaan kerja dan indicators such as incident rates, work accident rates and
pelaporan insiden yang dapat ditindaklanjuti. Selama incident reporting for follow-up action. Throughout the
tahun berjalan, tidak terdapat insiden yang dilaporkan, year, no incidents were reported, reflecting the successful
hal ini mencerminkan keberhasilan implementasi budaya implementation of OHS culture across the organization.
K3 di seluruh lini organisasi.
Lingkungan Environment
Komitmen CNKO terhadap kelestarian lingkungan hidup CNKO's commitment towards environmental sustainability
tidak hanya menjadi kewajiban moral, tetapi juga bagian is not only a moral obligation but also an integral part of
integral dari operasional Perseroan. Dengan menjunjung the Company's operations. By upholding the principle
prinsip keberlanjutan, CNKO terus berupaya menjaga of sustainability, CNKO continuously strives to maintain
keseimbangan antara kebutuhan energi dan perlindungan a balance between the demands for energy and
lingkungan. environmental protection.
Sebagai langkah nyata, berdasarkan PP No.22 tahun As a concrete step, based on PP No.22 of 2021, CNKO
2021, CNKO secara rutin melaksanakan Upaya routinely conducts Environmental Management Efforts and
Pengelolaan Lingkungan Hidup dan Upaya Pemantauan Environmental Monitoring Efforts (UKL-UPL) annually at
Lingkungan Hidup (UKL-UPL) tahunan di PLTU Pangkalan the Pangkalan Bun PLTU. These activities ensure that the
Bun. Kegiatan ini bertujuan untuk memastikan bahwa quality of water, air and soil in operational areas remains
kualitas air, udara dan tanah di area operasional tetap in accordance with established standards. This reflects
sesuai dengan standar yang ditetapkan. Hal ini the Company's commitment to identify and manage
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mencerminkan komitmen Perseroan untuk environmental impacts in a systematic and measurable
mengidentifikasi dan mengelola dampak lingkungan manner.
secara sistematis dan terukur.
Lebih jauh, Perseroan juga telah mengoperasikan Instalasi Furthermore, the Company also operates a Waste Water
Pengolahan Air Limbah (IPAL) di PLTU tersebut. Fasilitas Treatment Plant (IPAL) at the PLTU. This facility ensures
ini memastikan bahwa air limbah hasil pembakaran that wastewater resulting from combustion is managed
dikelola dengan baik sehingga memenuhi syarat sebelum properly so that it meets the regulatory requirements
dialirkan ke sungai. before being flowed into the river.
Di sisi lain, CNKO terus menunjukkan dedikasinya On the other hand, CNKO continues to demonstrate its
terhadap pelestarian lingkungan melalui program commitment to environmental preservation through
penghijauan. Sebagai upaya mengurangi abrasi, reforestation programs. As an effort to reduce abrasion,
penanaman mangrove secara dilakukan secara mangrove planting is carried out continuously in the area
berkesinambungan di area sekitar PLTU guna around the PLTU to create a healthier and more
menciptakan ekosistem yang lebih sehat dan sustainable ecosystem.
berkelanjutan.
Seluruh langkah ini dilaksanakan dengan mematuhi All of these measures are implemented in compliance
peraturan yang berlaku, termasuk Peraturan Menteri with applicable regulations, including Regulation of the
Negara Lingkungan Hidup Republik Indonesia No.05 Minister of Environment of the Republic of Indonesia No.
Tahun 2012. Kegiatan pengelolaan lingkungan yang 05 of 2012. These environmental management activities
dilakukan oleh CNKO diawasi secara berkala oleh instansi conducted by CNKO are monitored periodically by
pemerintah daerah yang berwenang, memastikan bahwa authorized local government agencies, ensuring that the
operasional Perseroan selalu mengacu kepada standar Company's operations consistently adhere to compliance
kepatuhan. standards.
Dengan pendekatan ini, Perseroan tidak hanya menjaga With this approach, the Company not only maintains
keberlanjutan lingkungan hidup, tetapi juga memastikan environmental sustainability but also ensures that its
bahwa kegiatan operasionalnya memberikan dampak operations have a positive impact on the community and
positif bagi masyarakat dan ekosistem di sekitarnya. surrounding ecosystem.
Sumber Daya Manusia (SDM) Human Resources (HR)
Sumber Daya Manusia (SDM) adalah semua individu yang Human Resources (HR) are individuals involved in an
terlibat dalam suatu organisasi atau perusahaan termasuk organization or company including the knowledge, skills,
pengetahuan, keterampilan, kemampuan, pengalaman abilities, experience and potential. HR covers all aspects
dan potensi yang dimiliki. SDM mencakup seluruh aspek related to the workforce starting from the recruitment
yang berhubungan dengan tenaga kerja mulai dari proses process, skills development, performance management
perekrutan, pengembangan keterampilan, pengelolaan up to compensation system. The main elements in HR
kinerja hingga sistem kompensasi. Elemen utama dalam include the workforce or individuals employed by the
SDM antara lain tenaga kerja atau individu yang Company, skills and competencies, experience and
dipekerjakan oleh Perseroan, keterampilan dan potential as well as managerial and leadership roles in
kompetensi, pengalaman dan potensi serta peran achieving organizational goals.
manajerial dan kepemimpinan untuk mencapai tujuan
organisasi.
Perseroan menggunakan sistem penilaian kinerja yang The Company implements a performance assessment
berbasis pada Key Performance Indicators (KPI) dan goal system based on Key Performance Indicators (KPI) and
setting untuk memastikan produktivitas serta kualitas goal setting to ensure productivity and work quality. The
pekerjaan. Perseroan juga menggunakan pendekatan Company also employs a 360° assessment approach,
penilaian 360°, dimana karyawan mendapatkan umpan where employees receive constructive feedback from
balik yang konstruktif dari berbagai pihak, mulai dari various parties, from superiors, colleagues to
atasan, rekan sejawat sampai bawahan. Di 2024, CNKO subordinates. In 2024, CNKO made several revisions
melakukan beberapa revisi terhadap sistem tersebut agar within the system to better align with the company's vision
lebih sejalan dengan visi perusahaan dan karyawan dapat and so that employees can receive better input.
menerima masukan yang lebih baik.
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Profil Sumber Daya Manusia • Human Resources Profile
Jabatan • Position Pendidikan • Education
44,4% S1
16,7% Manajer • Manager
11,1% D3
16,7% Staf • Staff
22,2% < SMA • < Senior High School
66,7% Supervisor 22,2% S2
Usia • Age Status Kepegawaian • Employment Status
50,0% 36-45
5,6% Kontrak • Contract
22,2% >46
27,8% 26-35 94,4% Tetap • Permanent
Sebagai bagian dari pengembangan SDM, Perseroan As part of HR development, the Company regularly holds
secara berkala melakukan Leaders’ Communication Leaders' Communication Meetings and Focus Group
Meeting dan Focus Group Discussions (FGD) untuk Discussions (FGD) for General Manager-level and above,
tingkat General Manager ke atas serta pertemuan rutin as well as regular meetings in the field to ensure that
di lapangan untuk memastikan setiap karyawan terlibat every employee is engaged in forming a positive
dalam pembentukan budaya perusahaan yang positif. corporate culture. The Company also continues to utilize
Perseroan juga melanjutkan penggunaan platform the MyLearning platform to support employee
MyLearning untuk mendukung pengembangan competency development. This application offers various
kompetensi karyawan. Aplikasi ini menyediakan berbagai interactive training modules, both domestic and
modul pelatihan interaktif baik dari dalam maupun luar international that can be accessed online and at flexible
negeri yang dapat diakses secara online dan dalam waktu times by all employees. Throughout 2024, CNKO also
yang fleksibel oleh seluruh karyawan. Selama 2024 CNKO participate in several seminars organized by the capital
juga berpartisipasi dalam beberapa seminar yang market regulators to ensure understanding and
diselenggarakan oleh regulator pasar modal guna compliance with the applicable laws and regulations.
memastikan pemahaman serta kepatuhan terhadap
undang-undang dan peraturan yang berlaku.
Perseroan juga melakukan beberapa kegiatan untuk The Company also organizes several activities to improve
meningkatkan hubungan antar karyawan, memberikan relationships between employees, provide enjoyable
pengalaman yang menyenangkan di luar rutinitas sehari- experiences outside the daily routine and create a better
hari serta menciptakan suasana kerja yang lebih baik. working atmosphere. During the current year, CNKO has
Selama tahun berjalan CNKO mengadakan outing organized corporate outing that was also aimed at
perusahaan yang juga bertujuan untuk meningkatkan enhancing teamwork (team building) as well as
kerja sama tim (team building) serta berpartisipasi dalam participating in competitions in celebrating The
perlombaan perayaan Hari Kemerdekaan dan beberapa Independence Day and several sporting events. In terms
event olahraga. Dalam kegiatan keagamaan, Perseroan of religious activities, the Company, among other things,
antara lain mengadakan acara buka bersama di bulan hosts an fast-breaking gathering in the month of
Ramadhan. Ramadhan.
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Dalam rangka memastikan operasional yang lebih efektif, To ensure more effective operations, the Company is
Perseroan membuka kantor cabang baru di Banjarmasin opening a new branch office in Banjarmasin in 2024. With
pada 2024. Dengan adanya kantor ini, CNKO akan dapat this office, CNKO will be able recruit local workers to
lebih mudah untuk merekrut tenaga kerja lokal, sekaligus more easily, as well as provide opportunities for career
memberikan kesempatan bagi pengembangan karir development for employees from the head office to be
karyawan dari kantor pusat untuk dipindahkan ke cabang. relocated to the branch.
Kedepan, CNKO akan terus berinovasi dalam sistem Going forward, CNKO will continue to innovate its
pelatihan dan pengembangan karyawan untuk employee training and development systems to support
mendukung keberlanjutan dan daya saing perusahaan, the company's sustainability and competitiveness, while
sekaligus memastikan karyawan memiliki keterampilan ensuring employees have the skills that are relevant to
yang relevan dengan kebutuhan industri yang terus the needs of the ever-growing industry.
berkembang.
Teknologi Informasi (TI) Information Technology (IT)
Teknologi Informasi (TI) adalah bidang yang melibatkan Information Technology (IT) is a field that involves the use
penggunaan perangkat keras, perangkat lunak, sistem of hardware, software, network systems as well as
jaringan serta proses untuk mengelola, menyimpan, processes to manage, store, process, and transmit
memproses, dan mentransmisikan informasi dalam information in various forms. IT plays an important role in
berbagai bentuk. TI berperan penting dalam optimizing various aspects of business, from data
mengoptimalkan berbagai aspek bisnis, mulai dari collection, information processing to the effective and
pengumpulan data, pengolahan informasi hingga efficient distribution of information in order to support
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distribusi informasi secara efektif dan efisien dalam rangka decision-making, communication as well as operations
mendukung pengambilan keputusan, komunikasi serta of the Company.
operasi Perseroan.
CNKO menggunakan Human Resources Information CNKO utilizes Human Resources Information System
System (HRIS) sebagai alat utama dalam mengelola data (HRIS) as the primary tool for managing HR data in an
SDM secara terpadu. Dengan adanya HRIS, proses integrated manner. With HRIS, HR administration
administrasi SDM, termasuk penilaian kinerja, dapat processes, including performance appraisal, can be
dilakukan dengan lebih cepat dan transparan. Selain itu, carried out more quickly and transparently. In addition,
CNKO juga mengoptimalkan penggunaan penyimpanan CNKO also optimizes the use of cloud-based storage.
berbasis cloud. Sistem ini memungkinkan akses dokumen This system allows flexible document access from various
secara fleksibel dari berbagai lokasi. locations.
Penguatan infrastruktur TI, termasuk jaringan internet, terus Strengthening IT infrastructure, including the internet
dilakukan untuk memastikan komunikasi antar unit kerja network, is consistently undertaken to ensure efficient
tetap efisien, terutama dalam mendukung integrasi proses communication between work units, particularly in
produksi dengan administrasi. Perseroan juga secara integrating production processes with administration. The
berkala melakukan perawatan untuk semua perangkat Company also conducts regular maintenance for all IT
kerja TI serta melakukan peremajaan perangkat kerja work equipment as well as upgrades by replacing laptops
dengan mengganti laptop dan perangkat lainnya. and other equipments. Meanwhile, the quality of the
Sementara kualitas sambungan internet selalu dipantau internet connection is always monitored so that
agar komunikasi dengan klien atau pemangku communication with clients or other stakeholders can run
kepentingan lain dapat berjalan dengan lancar. smoothly.
Di era digital ini, CNKO akan terus berinvestasi dalam In this digital era CNKO will continue to invest in IT system
pengembangan sistem TI untuk menjamin efisiensi dan development to ensure efficiency and sustainability.
keberlanjutan. Implementasi TI juga diharapkan dapat Implementation of IT implementation is also expected to
meningkatkan daya saing Perseroan di pasar yang increase the Company's competitiveness in an
semakin kompetitif. increasingly competitive market.
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Profil Dewan Komisaris
Board of Commissioners’ Profile
Pudjianto Gondosasmito
Presiden Komisaris • President Commissioner
Warga Negara Indonesia, 54 tahun, berdomisili di Jakarta.
Pudjianto Gondosasmito diangkat pada RUPST Kedua pada tanggal 21 Juni
2023 sebagai Presiden Komisaris Perseroan. Telah bergabung dengan
Perseroan sebagai Direktur sejak tahun 2008 dan menjadi Komisaris Perseroan
tahun 2012. Sebelumnya, pernah menjadi Direktur di PT Prima Ksatrya Jaya
tahun 1996-2010, dan Direktur PT Akar Ksatrya Wiratama serta Manajer
Pemasaran Hotel Istana Rama di Bali tahun 1992-2010. Lulus dari Fakultas
Ekonomi Universitas Surabaya tahun 1992 dengan gelar Sarjana Ekonomi.
Selain menjadi Presiden Komisaris di CNKO, Pudjianto Gondosasmito juga
menjadi Komisaris di anak usaha Perseroan, PT Sekti Rahayu Indah (SRI).
Indonesian Citizen, 54 years old, residing in Jakarta.
Pudjianto Gondosasmito was appointed at the Second AGMS held on 21
June 2023 as the President Commissioner of the Company. Has joined the
Company as Director since 2008 and became the Company Commissioner
in 2012. Earlier was Director of PT Prima Ksatrya Jaya in 1996-2010 and
Director of PT Akar Ksatrya Wiratama as well as Marketing Manager of Istana
Rama Hotel in Bali in 1992-2010. Graduated with a Sarjana degree in
Economics from the Faculty of Economics of the University of Surabaya in
1992.
Apart from being the President Commissioner of CNKO, Pudjianto
Gondosasmito is also a Commissioner of the Company's subsidiary, PT Sekti
Rahayu Indah (SRI).
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Djoko Sumaryono
Komisaris • Commissioner
Warga Negara Indonesia, berusia 74 tahun, berdomisili di Jakarta.
Djoko Sumaryono diangkat pada RUPST Kedua pada tanggal 21 Juni 2023
sebagai Komisaris Perseroan. Berkarir di bidang militer dengan pangkat
terakhir Laksamana Madya TNI (Purn). Pernah menduduki beberapa jabatan
termasuk Kepala Pelaksana Harian Badan Koordinasi Keamanan Laut (Kalakhar
Bakorkamla) tahun 2006, Sekretaris Menteri Koordinator Politik dan Keamanan
(Sesmenko Polkam) tahun 2004 dan Panglima Komando Armada Kawasan
Barat (Koarmabar) tahun 2002.
Djoko Sumaryono tidak memiliki rangkap jabatan,baik sebagai anggota
Direksi, anggota Dewan Komisaris, dan/atau anggota komite serta jabatan
lainnya baik di dalam maupun di luar Emiten atau Perusahaan Publik.
Indonesian Citizen, 74 years old, residing in Jakarta.
Djoko Sumaryono was appointed at the Second AGMS held on 21 June
2023 as the Commissioner of the Company. Had a military career in the
Indonesian Armed Forces with the latest rank of Vice Admiral (Ret.). Held a
few high-ranking positions including Chief Executive of Maritime Security
Coordinating Board (Kalakhar Bakorkamla) in 2006, Secretary of the
Coordinating Minister for Politics and Security (Sesmenko Polkam) in 2004
and Commander of Western Fleet Command (Koarmabar) in 2002.
Djoko Sumaryono does not hold concurrent positions, either as a member
of the Board of Directors, member of the Board of Commissioners, and/or
member of committees or other positions both inside and outside the Issuer
or Public Company.
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 79
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Edwin Pamimpin Situmorang
Komisaris Independen • Independent Commissioner
Warga Negara Indonesia, berusia 72 tahun, berdomisili di Jakarta.
Edwin Pamimpin Situmorang diangkat pada RUPST Kedua pada tanggal 21
Juni 2023 sebagai Komisaris Independen Perseroan. Sebelumnya menjadi
Jaksa selama 35 tahun sampai masa purna tugas pada Nopember 2012.
Posisi yang pernah diemban termasuk Jaksa Agung Muda Intelijen (2010-
2012), Jaksa Agung Muda Perdata dan TUN (2008-2010), Deputy Menko
Polhukam Bidang Koordinasi Hukum dan HAM tahun 2008, Sekretaris Jaksa
Agung Muda Perdata dan TUN tahun 2007, Kepala Kejaksaan Tinggi Sumsel
(2005-2007), Direktur Ekonomi dan Keuangan Intelijen (2003-2005), Kepala
Kejaksaan Tinggi Kalbar (2001-2003) serta Asisten Umum Jaksa Agung tahun
2000. Lulus dari Fakultas Hukum Universitas Padjadjaran tahun 1997 dengan
gelar Sarjana Hukum dan meraih gelar Pasca Sarjana di bidang Hukum dari
Universitas Tanjungpura (2004).
Edwin Pamimpin Situmorang tidak memiliki rangkap jabatan,baik sebagai
anggota Direksi, anggota Dewan Komisaris, dan/atau anggota komite serta
jabatan lainnya baik di dalam maupun di luar Emiten atau Perusahaan Publik.
Indonesian Citizen, 72 years old, residing in Jakarta.
Edwin Pamimpin Situmorang was appointed at the Second AGMS held on
21 June 2023 as the Independent Commissioner of the Company. Served as
a Prosecutor for 35 years until his post duty period in November 2012. Among
the positions held were Deputy Attorney General for Intelligence (2010-2012),
Deputy Attorney General for Civil Law and State Administration (2008-2010),
Deputy Coordinating Minister for Politics, Law and Security for Law and Human
Rights (2008), Attorney General Deputy Secretary for Civil Law and State
Administration (2007), Head of South Sumatera High Public Prosecutors Office
(2005-2007), Economic and Finance Director of the Intelligence Agency (2003-
2005), Head of West Kalimantan High Public Prosecutors Office (2001-2003),
and General Assistant of the Attorney General (2000). Graduated with a Sarjana
degree in Law from the Faculty of Law of Padjadjaran University in 1997 and
obtained a Post-Graduate Law degree from the University of Tanjungpura in
2004.
Edwin Pamimpin Situmorang does not hold concurrent positions, either as a
member of the Board of Directors, member of the Board of Commissioners,
and/or member of committees or other positions both inside and outside the
Issuer or Public Company.
80 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
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Cahyo Suryo Putro
Komisaris Independen • Independent Commissioner
Warga Negara Indonesia, berusia 59 tahun, berdomisili di Bandung - Jawa
Barat.
Cahyo Suryo Putro diangkat pada RUPST Kedua pada tanggal 21 Juni 2023
sebagai Komisaris Independen Perseroan. Brigadir Jenderal TNI (Purn.) Cahyo
Suryo Putro, S.I.P., M.Si. adalah seorang Purnawirawan Tentara Nasional
Indonesia Angkatan Darat yang terakhir menjabat sebagai Kapoksahli
Danpusterad (Februari 2022-Januari 2023). Berasal dari kecabangan infanteri,
Cahyo Suryo Putro memulai karirnya sebagai Danton Yonif (1987), Dankipan
Yonif (1990-1995), Dandenma Pusdikif (1998-2000), Danyonif 410/Alugoro
(2001), Asops Kasdam II/Sriwijaya Dirbinjianbang Secapa (2013), Danrindam
I/Bukit Barisan (2013), Staf Ahli Pangdam VI/Mulawarman Bidang Sosial
Budaya (2015), Pamen Ahli Golongan IV Kodiklat TNI AD Bidang Doktrin
(2016), Paban Sahli Bidang Bahsenpar Pok Sahli Bidang Sosbud Sahli Kasad,
dan Danrem 091/Aji Surya Natakesuma (2020-2022). Lulusan Akademi Militer
(1987), Seskoad (2002), Fakultas Sosial Politik (2010) dan menyelesaikan
Pendidikan Magister (2016), serta dianugerahi tanda jasa atas penugasan
dan pengabdian Beliau baik di dalam maupun luar negeri.
Cahyo Suryo Putro tidak memiliki rangkap jabatan,baik sebagai anggota
Direksi, anggota Dewan Komisaris, dan/atau anggota komite serta jabatan
lainnya baik di dalam maupun di luar Emiten atau Perusahaan Publik.
Indonesian citizen, 59 years old, residing in Bandung - West Java.
Cahyo Suryo Putro was appointed at the Second AGMS held on 21 June
2023 as the Independent Commissioner of the Company. Brigadier General
(Ret.) Cahyo Suryo Putro, S.I.P., M.Si. is a retired Army Brigadier General of
the Indonesian Military Forces, with the latest position of Kapoksahli
Danpusterad (Februari 2022-Januari 2023). With military background in the
infantry, he started his career as Danton Yonif (1987), Dankipan Yonif (1990-
1995), Dandenma Pusdikif (1998-2000), Danyonif 410/Alugoro (2001), Asops
Kasdam II/Sriwijaya Dirbinjianbang Secapa (2013), Danrindam I/Bukit Barisan
(2013), Staf Ahli Pangdam VI/Mulawarman Bidang Sosial Budaya (2015),
Pamen Ahli Golongan IV Kodiklat TNI AD Bidang Doktrin (2016), Paban Sahli
Bidang Bahsenpar Pok Sahli Bidang Sosbud Sahli Kasad, and Danrem 091/
Aji Surya Natakesuma (2020-2022). He graduated from the Military Academy
(1987), Seskoad (2002), Social Politic Faculty (2010) and completed his
Master’s Degree (2016). He was also a highly decorated officer for his military
services and duties in Indonesia and overseas.
Cahyo Suryo Putro does not hold concurrent positions, either as a member
of the Board of Directors, member of the Board of Commissioners, and/or
member of committees or other positions both inside and outside the Issuer
or Public Company.
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 81
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Profil Direksi
Board of Directors’ Profile
Robin Wirawan
Presiden Direktur • President Director
Warga Negara Indonesia, berusia 63 tahun, berdomisili di Jakarta.
Robin Wirawan diangkat kembali pada RUPST Kedua pada tanggal 21 Juni
2023 sebagai Presiden Direktur Perseroan. Telah bergabung dengan Perseroan
sebagai Presiden Direktur sejak 29 Maret 2021. Sebelumnya pernah menjadi
Direktur PT Gane Permai Sentosa, PT Kemakmuran Pertiwi Tambang dan PT
Trimegah Bangun Persada, serta pernah menjabat sebagai Deputy Director
Harita Nickel (2011-2014), General Manager Daya Sakti Group (2009-2011),
Direktur PT Bara Pramulya Abadi (2008-2011), Direktur PT Wanamerta Era
Jaya (2003-2011), Project Director Gapura Prima Grup (PT Perdana Gapura
Prima dan PT Abadi Mukti, 1996-2000) dan Operational Director PT Mitra
Perdana Persada (1995-1996). Menyelesaikan pendidikan Sarjana Teknik Sipil
di Institut Teknologi Nasional (Itenas) - Bandung tahun 1990. Pernah menjadi
anggota Resimen Mahasiswa (1985), pemegang Sabuk Hitam Karate di INKAI
(1985) dan mengikuti Program Pemantapan Nilai-Nilai Kebangsaan bagi
APINDO di Lemhanas (2019).
Robin Wirawan tidak memiliki rangkap jabatan, baik sebagai anggota Direksi,
anggota Dewan Komisaris, dan/atau anggota komite serta jabatan lainnya
baik di dalam maupun di luar Emiten atau Perusahaan Publik.
Indonesian Citizen, 63 years old, residing in Jakarta.
Robin Wirawan was reappointed as the President Director of the Company at
the Second AGMS held on 21 June 2023. Has joined the Company as the
President Director since 29 March 2021. Previously has been Director of PT
Gane Permai Sentosa, PT Kemakmuran Pertiwi Tambang and PT Trimegah
Bangun Persada, and had the position of Deputy Director at Harita Nickel
(2011-2014), General Manager of Daya Sakti Group (2009-2011), Director of
PT Bara Pramulya Abadi (2008-2011), Director of PT Wanamerta Era Jaya
(2003-2011), Project Director of Gapura Prima Grup (PT Perdana Gapura
Prima and PT Abadi Mukti, 1996-2000) and Operational Director of PT Mitra
Perdana Persada (1995-1996). Obtained the Sarjana degree in Civil
Engineering from the National Technology Institute (Itenas) - Bandung in 1990.
Was a member of the University Student Regiment (1985), holder of the Black
Belt Honor in INKAI (1985) and participated in the Nationalism Values
Enhancement Program for APINDO in Lemhanas (2019).
Robin Wirawan does not hold concurrent positions, either as a member of
the Board of Directors, member of the Board of Commissioners, and/or
member of committees or other positions both inside and outside the Issuer
or Public Company.
82 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
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Sudarwanta
Wakil Presiden Direktur • Vice President Director
Warga Negara Indonesia, berusia 60 tahun, berdomisili di Jakarta.
Sudarwanta diangkat pada RUPST Kedua pada tanggal 21 Juni 2023 sebagai
Wakil Presiden Direktur Perseroan. Sebelumnya diangkat menjadi Direktur
Independen Perseroan pada tahun 2014. Telah bergabung dengan Perseroan
sejak 2004 sebagai Manager Pembangunan PLTU Pangkalan Bun dan menjadi
Direktur Teknik CNKO (2008-2012). Sebelum itu pernah menjadi Project
Manager Pembangunan pabrik minyak kelapa sawit (2001-2003), Site Manager
Pembangunan PLTU Asam-Asam, Banjarmasin (1997-2000), Site Manager
Pembangunan Pembangkit Listrik Tenaga Gas dan Uap (PLTGU) P. Sicanang,
Medan (1995-1997), Deputy Site Manager Pembangunan PLTU Paiton, Jawa
Timur (1990-1994) serta Project Control Engineer di PT Boma Bisma Indra
(Persero), Surabaya. Lulus dari Institut Teknologi Sepuluh Nopember tahun
1989 dengan gelar Sarjana.
Sudarwanta tidak memiliki rangkap jabatan, baik sebagai anggota Direksi,
anggota Dewan Komisaris, dan/atau anggota komite serta jabatan lainnya
baik di dalam maupun di luar Emiten atau Perusahaan Publik.
Indonesian Citizen, 60 years old, residing in Jakarta.
Sudarwanta was appointed at the Second AGMS on 21 June 2023 as Vice
President Director. Previously was appointed as Independent Director of the
Company in 2014. Has joined the Company since 2004 as Construction
Manager of Pangkalan Bun Steam Power Plant and became Technical Director
of the Company (2008-2012). Previously held the positions of Construction
Project Manager of a palm oil factory (2001-2003), Construction Site Manager
of Asam-Asam Steam Power Plant in Banjarmasin (1997-2000), Construction
Site Manager of Sicanang Island Combined-Cycle Power Plant in Medan
(1995-1997), Deputy Construction Site Manager of Paiton Steam Power Plant
in East Java (1990-1994), and Project Control Engineer at PT Boma Bisma
Indra (Persero) in Surabaya. Graduated with a Sarjana degree from Institut
Teknologi Sepuluh Nopember in 1989.
Sudarwanta does not hold concurrent positions, either as a member of the
Board of Directors, member of the Board of Commissioners, and/or member
of committees or other positions both inside and outside the Issuer or Public
Company.
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 83
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Erry Indriyana
Direktur • Director
Warga Negara Indonesia, 59 tahun, berdomisili di Jakarta.
Erry Indriyana diangkat kembali pada RUPST Kedua pada tanggal 21 Juni
2023 sebagai Direktur Perseroan. Sebelumnya diangkat sebagai Direktur
Perseroan tahun 2015. Bergabung di Perseroan tahun 1999 dan pernah
menjabat sebagai Direktur (2000) dan Direktur Utama (2003-2012). Pernah
menjadi Tax and Accounting Supervisor di PT Kayo Masterindo Pratama
(1995-1999), Kepala Keuangan dan Administrasi pada perusahaan Konsultan
Tehnik Matra Group (1994-1995), serta Supervisor pada perusahaan konsultan
PT Multipros & Associates (1992-1994). Lulus dari Universitas Islam Nusantara
Bandung dengan gelar Sarjana Ekonomi Jurusan Manajemen Keuangan tahun
1993 serta memperoleh gelar Magister Manajemen dari Universitas Padjadjaran
Bandung tahun 2008.
Selain menjabat sebagai Direktur di CNKO, Erry Indriyana juga menjabat
sebagai Direktur di anak usaha Perseroan, PT Energi batubara Indonesia
(EBI), PT Korporindo Guna Bara (KGB), PT Trans Lintas Segara (TLS) dan PT
Abe Jaya Perkasa (ABE). Selain itu, juga menjabat sebagai Direktur Utama
di PT Sekti Rahayu Indah (SRI).
Indonesian Citizen, 59 years old, residing in Jakarta.
Erry Indriyana was reappointed as the Company’s Director at the Second
AGMS on 21 June 2023. Previously was appointed as the Director of the
Company in 2015. Joined the Company in 1999 and was appointed as Director
in 2000 and President Director (2003-2012). Held the position of Tax and
Accounting Supervisor at PT Kayo Masterindo Pratama (1995-1999), Head of
Financial and Administration at Konsultan Tehnik Matra Group (1994-1995),
and Supervisor at PT Multipros & Associates (1992-1994). Graduated with a
Sarjana degree in Economics majoring in Financial Management from
Bandung Islamic Nusantara University in 1993 and obtained a Management
Magister degree from Padjadjaran University in Bandung in 2008.
Apart from being the Director of CNKO, Erry Indriyana also holds the Director
positions at the Company's subsidiaries, PT Energi Coal Indonesia (EBI), PT
Korporindo Guna Bara (KGB), PT Trans Lintas Segara (TLS) and PT Abe Jaya
Perkasa (ABE). In addition, also serves as the President Director of PT Sekti
Rahayu Indah (SRI).
84 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
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Profil Lainnya
Other Profiles
Cahyo Suryo Putro
Ketua Komite Audit • Chairman of Audit Committee
Lihat Profil Dewan Komisaris
See Board of Commissioners’ Profile
Limi Mulyanto
Anggota Komite Audit • Member of Audit Committee
Warga Negara Indonesia, 38 tahun.
Limi Mulyanto memulai karirnya di PricewaterhouseCoopers Indonesia dengan posisi terakhir Manajer
Financial Audit Assurance (2016), di Perum Peruri sebagai Head of Corporate Accounting dan Head of
Corporate Planning (2016-2022) di Grant Thornton Consulting Services sebagai Specialist & Subject Matter
Expert (2019), dan di PT Jasa Raharja sebagai Anggota Komite Audit (sejak 2019). Memperoleh gelar
Sarjana Ekonomi Akuntansi dari Universitas Atma Jaya Yogyakarta (2009), Magister Administrasi Bisnis
dari Sekolah Bisnis Internasional IPMI (2023), serta memiliki berbagai sertifikasi di bidang keuangan dan
akuntansi, termasuk Profesi Akuntan dari Universitas Indonesia (2014), Akuntan Publik dari IAPI (2016),
Akuntan Terdaftar di Kementerian Keuangan Republik Indonesia (2017), Akuntan Manajemen dari ICMA
Australia (2018), Qualified Risk Governance Professional dari IRMAPA dan Certified Audit Committee Practices
dari IKAI (2020).
Indonesian Citizen, 38 years old.
Limi Mulyanto started his career in PricewaterhouseCoopers Indonesia with the latest position of Manager
Financial Audit Assurance (2016), in Perum Peruri as Head of Corporate Accounting and Head of Corporate
Planning (2016-2022), in Grant Thornton Consulting Services as Specialist & Subject Matter Expert (2019),
and in PT Jasa Raharja as Audit Committee member (since 2019). Graduated from Atma Jaya Yogyakarta
University with a Bachelor’s Degree in Economics of Accounting (2009), from IPMI International Business
School with a Master’s Degree in Business Administration (2023), and holds several professional certifications
in finance and in accounting, including Accountant Profession from University of Indonesia (2014), Public
Accountant from IAPI (2016), Registered Accountant in Ministry of Finance (2017), Certified Management
Accountant from ICMA Australia (2018), Qualified Risk Governance Professional from IRMAPA and Certified
Audit Committee Practices from IKAI (2020).
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 85
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Sudimin Mina
Anggota Komite Audit • Member of Audit Committee
Warga Negara Indonesia, 55 tahun.
Sudimin Mina menjadi Anggota Komite Audit Perseroan sejak 2022. Saat ini juga menjabat sebagai Direktur
Bisnis Intikom Berlian Mustika (Salim Group), sebelumnya juga menjabat sebagai Direktur di Microsoft
Indonesia (2002-2021). Memperoleh gelar Magister Management of Information System dari Universitas
Bina Nusantara (2015), gelar MBA dari Asian Institute of Management - Makati City, Filipina (1994) dan
gelar Sarjana Ekonomi bidang Akuntansi dan Keuangan dari Universitas Tarumanegara (1990).
Indonesian Citizen, 55 years old.
Sudimin Mina was appointed as a member of the Company’s Audit Committee since 2022. Currently also
holds the position of Business Director at PT Intikom Berlian Mustika (Salim Group), earlier was also a
Director at Microsoft Indonesia (2002-2021). Obtained a Master degree in Management of Information
System from Bina Nusantara University (2015), an MBA degree from Asian Institute of Management -
Makati City, the Philippines (1994) and Bachelor of Economics degree in Accounting and Finance from
Tarumanegara University (1990).
Wim Andrian
Sekretaris Perusahaan • Corporate Secretary
Warga Negara Indonesia, 53 tahun.
Wim Andrian ditunjuk sebagai Sekretaris Perusahaan sejak April 2015. Sebelumnya pernah menjabat
sebagai Corporate Secretary di PT Samudera Indonesia Tbk. (2012-2014), sebagai Investor Relations di
PT Bakrie Telecom Tbk. (2008-2012), PT Bakrie & Brothers Tbk. (2005-2008) dan PT Apexindo Pratama
Duta Tbk. (2002-2005). Memulai karirnya sebagai Equity Research Analyst. Meraih gelar Bachelor of
Science jurusan International Business dari Ithaca College, USA (1995) dan Magister Manajemen Keuangan
dari Universitas Indonesia (2003).
Indonesian Citizen, 53 years old.
Wim Andrian was appointed as the Corporate Secretary in April 2015. Previously had the position of
Corporate Secretary at PT Samudera Indonesia Tbk. (2012-2014), Investor Relations at PT Bakrie Telecom
Tbk. (2008-2012), PT Bakrie & Brothers Tbk. (2005-2008) and PT Apexindo Pratama Duta Tbk. (2002-
2005). He began his career as an Equity Research Analyst. Obtained a Bachelor of Science degree
majoring in International Business from Ithaca College, USA (1995) and Master of Management in Finance
from University of Indonesia (2003).
Andryan Sembiring
Auditor Internal • Internal Auditor
Warga Negara Indonesia, 50 tahun.
Andryan Sembiring ditunjuk sebagai Auditor Internal sejak tahun 2016. Bergabung dengan Perseroan
sejak 2013; sebelumnya pernah menjabat sebagai Financial Controller di PT Moya Indonesia (2012), Senior
Consultant di PT Asia Strategic Advisory (2008-2012), serta Manajer Finance & Accounting di PT Power
Telecom (2005-2006) dan PT Metindo Era Sakti (2003-2005). Memperoleh gelar Sarjana Ekonomi bidang
Akuntansi dari Universitas Indonesia (1999) dan Magister Akuntansi dari Universitas Pancasila (2018).
Indonesian Citizen, 50 years old.
Andryan Sembiring was appointed as Internal Auditor in 2016. Joined the Company in 2013; previously
held the positions of Financial Controller at PT Moya Indonesia (2012), Senior Consultant at PT Asia
Strategic Advisory (2008-2012), as well as Finance & Accounting Manager at PT Power Telecom (2005-
2006) and PT Metindo Era Sakti (2003-2005). Obtained a Bachelor of Economics degree majoring in
Accounting from University of Indonesia (1999) and Magister of Accounting from Pancasila University
(2018).
86 LAPORAN TAHUNAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
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Informasi Perusahaan
Corporate Information
Bursa Terdaftar • Listed Exchange
Bursa Efek Indonesia • Indonesian Stock Exchange
Gedung Bursa Efek Indonesia, Tower 1, 6th Floor
Jl. Jendral Sudirman Kav.52-53, Jakarta 12190, Indonesia
Tel. +62 21 515 0515
Fax. +62 21 515 0330
www.idx.co.id
Kode Saham • Ticker Code : CNKO
Keanggotaan pada Asosiasi • Membership in
Associations
Perseroan merupakan anggota Asosiasi Emiten
Indonesia (AEI).
The company is a member of the Association of Indonesian
Issuers (AEI).
Kantor Akuntan Publik • Public Accounting Firm
Shine Wing
KAP Suharli, Sugiharto & Rekan
UOB Plaza, 34th Floor
Jl. MH Thamrin Kav.8-10, Jakarta 10230, Indonesia
Tel. +62 21 2993 2132 / +62 21 2993 2152
Fax. +62 21 2993 2173
www.shinewing.id
Biro Administrasi Efek • Share Registrar
PT Sinartama Gunita
Menara Tekno, 7th Floor
Jl. Fachrudin No.19, Kelurahan Kampung Bali Kantor Pusat • Head Office
Kecamatan Tanah Abang, Jakarta Pusat 10250, Indonesia
Tel. +62 21 392 2332 Sinar Mas Land Plaza Sudirman, 9th Floor
Fax. +62 21 392 3003 Jl. Jendral Sudirman, Kav.21
www.sinartama.co.id Karet, Setiabudi, Jakarta 12930, Indonesia
Tel. +62 21 8051 1130
Notaris • Notary Fax. +62 21 8051 1135
Dahlia, S.H.
Jl. Pluit Karang Utara No.18L, Blok J1 Selatan Kantor Cabang • Branch Office
Jakarta Utara, Indonesia
Tel. +62 21 666 70570 Jl. Pramuka No.18A
Fax. +62 21 666 70568 Kota Banjarmasin
Kalimantan Selatan 70249, Indonesia
Tel. + 62 511 612 7021
Fax. + 62 511 612 7021
Email:
corporate.secretary@energigroupindonesia.com
Website:
www.energigroupindonesia.com
PT Exploitasi Energi Indonesia Tbk. (CNKO) • 2024 ANNUAL REPORT 87
Page 90
Page 91
Tanggung Jawab Pelaporan Tahunan
Responsibility for Annual Reporting
Surat Pernyataan Anggota Dewan Komisaris dan Board of Commissioners’ and Board of Directors’
Direksi tentang Tanggung Jawab atas Laporan Statement on the Responsibility for the 2024 Annual
Tahunan 2024 PT Exploitasi Energi Indonesia Tbk. Report of PT Exploitasi Energi Indonesia Tbk.
Kami yang bertanda tangan di bawah ini menyatakan We, the undersigned, testify that all information
bahwa semua informasi dalam Laporan Tahunan PT contained in the 2024 Annual Report of PT Exploitasi
Exploitasi Energi Indonesia Tbk. tahun 2024 telah dimuat Energi Indonesia Tbk. has been presented in its entirety,
secara lengkap, dan bertanggung jawab penuh atas and assume full responsibility for the accuracy of the
kebenaran isi Laporan Tahunan Perusahaan. Demikian contents of the Company’s Annual Report. This statement
pernyataan ini dibuat dengan sebenarnya. is hereby made in all truthfulness.
Jakarta, 28 April 2025
DEWAN KOMISARIS • BOARD OF COMMISSIONERS
Pudjianto Gondosasmito
Presiden Komisaris • President Commissioner
Edwin P. Situmorang Djoko Sumaryono Cahyo Suryo Putro
Komisaris Independen Komisaris Komisaris Independen
Independent Commissioner Commissioner Independent Commissioner
DIREKSI • BOARD OF DIRECTORS
Robin Wirawan Sudarwanta
Presiden Direktur • President Director Wakil Presiden Direktur • Vice President Director
Erry Indriyana
Direktur • Director
Page 92
Page 93
Laporan Keberlanjutan Sustainability Report
Page 94
Laporan Keberlanjutan
Sustainability Report
Strategi Keberlanjutan 93 Sustainability Strategy
Ikhtisar Kinerja Aspek 95 Highlights of Sustainability Aspects
Keberlanjutan Performance
Profil Perusahaan 102 Corporate Profile
Pernyataan Direksi 106 Statement of the Board of Directors
Tata Kelola Keberlanjutan 109 Sustainability Governance
Kinerja Kberlanjutan 114 Sustainability Performance
Page 95
Strategi Keberlanjutan
Sustainability Strategy
PT Exploitasi Energi Indonesia Tbk (CNKO) berkomitmen PT Exploitasi Energi Indonesia Tbk (CNKO) is committed
untuk menerapkan strategi keberlanjutan yang sejalan to implementing a sustainability strategy that aligns with
dengan visi dan misi Perseroan serta mendukung prinsip- the Company's vision and mission, while supporting
prinsip keuangan berkelanjutan yang komprehensif. comprehensive sustainable financial principles. This
Strategi ini mencakup berbagai inisiatif yang fokus pada strategy includes various initiatives focused on achieving
pencapaian tujuan jangka pendek, menengah dan short, medium and long-term objectives, with structured
panjang, dengan pengelolaan risiko yang terstruktur dan risk management and measurable outcomes. The goal
hasil yang terukur. Hal ini bertujuan untuk mendukung is to support the achievement of the Sustainable
pencapaian Tujuan Pembangunan Berkelanjutan Development Goals (SDGs) and strengthen the
(Sustainable Development Goals / SDGs) dan memperkuat Company's social, environmental and economic
kinerja sosial, lingkungan dan ekonomi Perseroan. performance.
1. Orientasi pada Tujuan Pembangunan 1. Orientation towards the Sustainable
Berkelanjutan (SDGs): Development Goals (SDGs):
Perseroan berupaya untuk berkontribusi secara aktif The Company seeks to actively contribute to the
pada pencapaian SDGs, khususnya di bidang energi achievement of the SDGs, especially in the areas of
bersih dan pengentasan kemiskinan. Inisiatif strategis clean energy and poverty alleviation. Strategic
mencakup: initiatives include:
• Penerapan Prinsip Keberlanjutan dalam • Implementation of Sustainability Principles in
Operasional dan Manajemen Sumber Daya: Operations and Resource Management:
Menekankan pada penerapan prinsip-prinsip Emphasizing the application of sustainability
keberlanjutan dalam seluruh aspek operasional principles in all aspects of the Company's
dan pengelolaan sumber daya Perseroan. operations and resource management.
• Efisiensi Energi dan Pengelolaan Limbah: • Energy Efficiency and Waste Management:
Menerapkan teknologi dan proses untuk Implementing technology and processes to
mengurangi limbah dan meningkatkan efisiensi reduce waste and increase energy efficiency, in
energi, sejalan dengan komitmen untuk mencapai line with the commitment to achieve the SDGs
SDG terkait konsumsi dan produksi yang related to responsible consumption and
bertanggung jawab. production.
2. Penciptaan dan Berbagi Nilai dengan Pemangku 2 Creating and Sharing Value with Stakeholders:
Kepentingan:
Perseroan mengedepankan pendekatan berbasis The Company emphasizes an approach based on
partisipasi aktif dengan seluruh pemangku active participation with all stakeholders. This includes:
kepentingan. Hal ini mencakup:
• Dialog dan Kolaborasi: Menjalin komunikasi • Dialogue and Collaboration: Establishing open
yang terbuka dengan pemangku kepentingan, communication with stakeholders, including the
termasuk masyarakat, pemerintah dan investor, community, government and investors, to create
untuk menciptakan nilai bersama. shared value.
• Tanggung Jawab Sosial dan Lingkungan: • Social and Environmental Responsibility: The
Kebijakan strategis keberlanjutan dirancang sustainability strategic policy is designed with a
dengan mengutamakan keseimbangan antara focus on balancing business interests with social
kepentingan bisnis dan dampak sosial serta and environmental impacts, which are routinely
lingkungan yang dievaluasi secara rutin untuk evaluated to ensure continuity and relevance.
memastikan kelangsungan dan relevansi.
3. Pengelolaan Risiko Keberlanjutan: 3. Sustainability Risk Management:
Identifikasi dan mitigasi risiko keberlanjutan menjadi Identifying and mitigating sustainability risks are the
fokus utama untuk menjaga keberlanjutan bisnis. main focus to maintain business sustainability. Several
Beberapa langkah mitigasi yang diterapkan adalah: implemented mitigation steps are:
• Adaptasi terhadap Regulasi dan Perubahan • Adaptation to Regulations and Policy Changes:
Kebijakan: Menyesuaikan operasional dengan Adjusting operations to evolving environmental
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regulasi lingkungan yang terus berkembang serta regulations and ensuring compliance with global
memastikan kepatuhan terhadap standar global and national standards related to sustainability.
dan nasional terkait keberlanjutan.
• Diversifikasi dan Inovasi Sumber Daya: • Resource Diversification and Innovation:
Mengurangi ketergantungan pada sumber daya Reducing dependence on limited or non-
yang terbatas atau tidak terbarukan dengan renewable resources by innovating more efficient
berinovasi dalam solusi energi yang lebih efisien and sustainable energy solutions.
dan berkelanjutan.
• Optimisasi Proses Bisnis: Melakukan analisis • Business Process Optimization: Conduct
secara berkala untuk meningkatkan efisiensi regular analysis to improve operational efficiency
operasional dan mengurangi risiko terkait fluktuasi and reduce risks related to energy market
pasar energi dan dampak ekonomi lokal. fluctuations and local economic impacts.
4. Target Waktu dan Hasil yang Ingin Dicapai: 4. Time Targets and Results to be Achieved:
- Jangka Pendek (1–2 tahun): - Short Term (1–2 years):
• Meningkatkan Efisiensi Energi dengan • Improve Energy Efficiency by optimizing energy
mengoptimalkan penggunaan energi melalui use through the application of operational
penerapan teknologi efisiensi operasional, dengan efficiency technology, with a focus on reducing
fokus pada pengurangan pemborosan energi energy waste in the production and distribution
dalam proses produksi dan distribusi. process.
• Meningkatkan keterlibatan masyarakat lokal • Increase local community involvement in the
dalam operasional Perseroan, dengan Company's operations, by providing training and
memberikan pelatihan dan peluang kerja untuk job opportunities to support the development of
mendukung pengembangan komunitas sekitar communities around the Pangkalan Bun PLTU.
PLTU Pangkalan Bun.
- Jangka Menengah (3–5 tahun): - Medium Term (3–5 years):
• Implementasi proyek pilot energi terbarukan untuk • Implementation of renewable energy pilot project
mengurangi ketergantungan pada sumber energi to reduce dependence on fossil fuel sources.
fosil.
• Memperkuat kemitraan dengan pemangku • Strengthen partnerships with local stakeholders
kepentingan lokal guna mendukung inisiatif sosial to support social and environmental initiatives,
dan lingkungan serta memberikan dampak positif providing direct positive impacts to the
secara langsung kepada masyarakat. community.
- Jangka Panjang (5–10 tahun): - Long Term (5–10 years):
• Menjadi pemimpin pasar dalam penerapan • Become a market leader in the application of
keuangan berkelanjutan di perdagangan batubara sustainable finance in coal trading by ensuring
dengan memastikan seluruh operasional dan that all of the Company's operations and projects
proyek Perseroan memenuhi standar global meet global sustainability standards.
keberlanjutan.
• Menghasilkan kontribusi signifikan terhadap • Generate significant contributions to poverty
pengurangan kemiskinan dan peningkatan reduction and improving the quality of life of the
kualitas hidup masyarakat melalui program community through economic empowerment
pemberdayaan ekonomi. programs.
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Ikhtisar Kinerja
Aspek Keberlanjutan
Highlights of Sustainability Aspects Performance
Aspek Ekonomi Economic Aspect
Kinerja Perdagangan Batubara dan Operasi PLTU Coal Trading and PLTU Operation Performance
Sebagai perusahaan yang bergerak di sektor energi, As a company engaged in the energy sector, CNKO
CNKO terus berkomitmen untuk memberikan kontribusi continues to be committed to making significant
signifikan melalui aktivitas perdagangan batubara dan contributions through coal trading activities and the
pengoperasian Pembangkit Listrik Tenaga Uap (PLTU). operation of Steam Power Plants (PLTU).
• Perdagangan Batubara: • Coal Trading:
Penjualan batubara kepada PT Perusahaan Listrik Coal sales to PT Perusahaan Listrik Negara (Persero)
Negara (Persero) / PLN, tetap menjadi pilar utama / PLN, remain the main pillar of the Company's
pendapatan Perseroan. Pada tahun 2024, revenue. In 2024, coal trading recorded a contribution
perdagangan batubara mencatat kontribusi sebesar of Rp1,711.1 billion to the Company's total revenue.
Rp1.711,1 miliar terhadap total pendapatan
Perseroan.
• Operasi PLTU: • PLTU Operation:
PLTU Pangkalan Bun memberikan kontribusi Pangkalan Bun PLTU provides an additional
tambahan sebesar Rp20,4 miliar terhadap total contribution of Rp20.4 billion to the Company's total
pendapatan Perseroan. revenue.
Pendapatan Usaha Revenue
CNKO mencatatkan pendapatan usaha sebesar CNKO recorded total revenue of Rp1,731.5 billion in 2024,
Rp1.731,5 miliar di tahun 2024, sedikit turun sebesar 0,6% reflecting a slight decline of 0.6% compared to Rp1,742.0
dibandingkan tahun sebelumnya yang sebesar Rp1.742,0 billion in the previous year. Coal sales remained the
miliar. Penjualan batu bara masih menjadi kontributor primary contributor, amounting to Rp1,711.1 billion or
utama dengan total Rp1.711,1 miliar atau 98,8% dari total 98.8% of total revenue, slightly decreasing from Rp1,715.6
pendapatan usaha, sedikit menurun dari Rp1.715,6 miliar billion in the previous year. Meanwhile, revenue from the
di tahun sebelumnya. Sementara itu, pendapatan dari Pangkalan Bun PLTU was recorded at Rp20.4 billion,
PLTU Pangkalan Bun tercatat sebesar Rp20,4 miliar, lebih lower than the previous year's Rp26.4 billion.
rendah dibandingkan tahun sebelumnya yang sebesar
Rp26,4 miliar.
Mayoritas penjualan CNKO berasal dari PT PLN Indonesia The majority of CNKO’s sales came from PT PLN Indonesia
Power dan PT PLN Nusantara Power, dengan kontribusi Power and PT PLN Nusantara Power, contributing Rp983.4
masing-masing sebesar Rp983,4 miliar (56,8%) dan billion (56.8%) and Rp727.7 billion (42.0%) of total
Rp727,7 miliar (42,0%) dari total pendapatan usaha tahun revenue in 2024, respectively.
2024.
Laba Bersih Net Profit
CNKO berhasil mencatatkan laba komprehensif yang CNKO successfully recorded a comprehensive income
dapat diatribusikan kepada pemilik entitas induk sebesar attributable to the owners of the parent entity of Rp71.1
Rp71,1 miliar pada akhir tahun 2024, berbalik dari rugi billion by the end of 2024, reversing from a loss of Rp41.4
Rp41,4 miliar pada tahun sebelumnya. billion in the previous year.
Peningkatan signifikan ini mencerminkan keberhasilan This significant improvement reflects the Company’s
Perseroan dalam meningkatkan efisiensi operasional, success in enhancing operational efficiency, managing
mengelola beban keuangan dengan lebih efektif, serta financial expenses more effectively and optimizing its
mengoptimalkan strategi bisnisnya. business strategies.
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Dengan langkah-langkah strategis yang telah diambil With the strategic initiatives implemented throughout 2024,
sepanjang tahun 2024, Perseroan optimis dapat terus the Company remains optimistic about strengthening its
memperkuat kinerja keuangan dan menciptakan nilai yang financial performance and creating greater value in the
lebih baik di masa mendatang. future.
Produk Ramah Lingkungan Environmentally Friendly Products
Perseroan berkomitmen untuk selalu mengedepankan The Company is committed to always prioritizing
produk dan proses operasional yang ramah lingkungan. environmentally friendly products and operational
Dalam kegiatannya, Perseroan secara cermat mematuhi processes. During its activities, the Company carefully
standar lingkungan yang berlaku, menilai dampak complies with applicable environmental standards,
potensial terhadap ekosistem dan menerapkan inovasi assesses potential impacts on the ecosystem and
untuk meminimalkan jejak lingkungan. implements innovations to minimize the environmental
footprint.
Pada tahun 2024, Perseroan semakin memperkuat In 2024, the Company will further strengthen its
pendekatan keberlanjutannya dengan mengadopsi sustainability approach by adopting technologies that
teknologi yang mendukung efisiensi energi, pengelolaan support energy efficiency, better waste management as
limbah yang lebih baik serta penggunaan sumber daya well as wise use of resources. These steps are a concrete
secara bijak. Langkah-langkah ini merupakan wujud nyata manifestation of the Company's commitment to
dari komitmen Perseroan dalam mendukung keberlanjutan supporting environmental sustainability for a better future.
lingkungan untuk masa depan yang lebih baik.
Keterlibatan Pihak Lokal yang Berkaitan dengan Involvement of Local Parties Related to the
Proses Bisnis Keuangan Berkelanjutan Sustainable Finance Business Process
Perseroan terus berupaya melibatkan pihak lokal dalam The Company continues to strive to involve local parties
mendukung bisnis keuangan berkelanjutan, sebagai in supporting sustainable finance business, as part of an
bagian dari kontribusi aktif terhadap pembangunan active contribution to sustainable development. Through
berkelanjutan. Melalui pendekatan ini, Perseroan tidak this approach, the Company not only creates long-term
hanya menciptakan nilai jangka panjang bagi pemangku value for stakeholders but also provides a positive impact
kepentingan tetapi juga memberikan dampak positif bagi on the surrounding community.
masyarakat sekitar.
Dalam konteks keuangan berkelanjutan, keterlibatan In the context of sustainable finance, local involvement is
pihak lokal diwujudkan melalui berbagai inisiatif dan realized through various initiatives and policies that
kebijakan yang mendukung keseimbangan antara support the balance between economic, social and
pembangunan ekonomi, sosial dan lingkungan. Salah environmental development. One of the implementations
satu implementasinya adalah dengan memanfaatkan is by utilizing local workers around the PLTU area, either
tenaga kerja lokal di sekitar wilayah PLTU, baik sebagai as operators, drivers, cleaners or security.
operator, supir, petugas kebersihan maupun keamanan.
Aspek Lingkungan Hidup Environmental Aspects
Penggunaan Energi Energy Usage
Pada tahun 2024, Perseroan mengalami kenaikan biaya In 2024, the Company experienced an increase in costs
yang terkait dengan aspek penggunaan energi, sebagai related to energy usage aspects, as follows:
berikut:
• Pengangkutan • Transportation
Biaya pengangkutan tercatat sebesar Rp394,0 miliar, Transportation costs were recorded at Rp394.0 billion,
lebih rendah dibandingkan tahun sebelumnya yang lower than the previous year’s Rp436.2 billion.
sebesar Rp436,2 miliar.
• Bongkar Muat dan Angkut Lainnya • Loading, Unloading and Other Freight Costs
Biaya bongkar muat dan angkut lainnya mengalami Loading, unloading and other freight costs decreased
penurunan menjadi Rp1,3 miliar dari Rp1,7 miliar pada to Rp1.3 billion from Rp1.7 billion in the previous
tahun sebelumnya. year.
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• Akomodasi dan Perjalanan • Accommodation and Travel
Biaya akomodasi dan perjalanan mengalami Accommodation and travel expenses increased to
peningkatan menjadi Rp779,5 juta dibandingkan Rp779.5 million from Rp761.0 million in the previous
tahun sebelumnya yang sebesar Rp761 juta. Kenaikan year. This increase aligns with the rising need for
ini sejalan dengan meningkatnya kebutuhan business travel, which also contributed to higher
perjalanan dinas, yang turut berkontribusi pada transportation energy consumption.
konsumsi energi transportasi.
Dengan adanya kenaikan biaya ini, Perseroan akan lebih With this increase in costs, the Company will focus more
fokus pada pengoptimalan penggunaan energi dan on optimizing energy use and operational efficiency in
efisiensi operasional di berbagai lini, termasuk transportasi various lines, including transportation and
dan akomodasi, sejalan dengan komitmen terhadap accommodation. This aligns with its commitment to
keberlanjutan dan pengurangan dampak lingkungan. sustainability and reducing environmental impact.
Pengurangan Emisi yang Dihasilkan Reduction of Generated Emissions
Perseroan terus berkomitmen untuk mengurangi emisi The Company remains committed to reducing emissions
yang dihasilkan melalui berbagai upaya, antara lain: generated through various efforts, including:
• Peningkatan Efisiensi Energi • Increasing Energy Efficiency
Mengoptimalkan penggunaan energi dalam Optimizing energy use in daily operations, which can
operasional sehari-hari yang mana pada akhirnya ultimately reduce emissions.
dapat mengurangi emisi yang dihasilkan.
• Pengelolaan Sumber Daya yang Bijaksana • Wise Resource Management
Memperhatikan penggunaan sumber daya yang lebih Focusing on more efficient use of resources as well
efisien serta memperkecil dampak lingkungan dari as minimizing the environmental impact of operational
kegiatan operasional dengan mengurangi kegiatan activities, by reducing activities that have the potential
yang berpotensi meningkatkan emisi. to increase emissions.
• Evaluasi Rutin terhadap Praktik Operasional • Routine Evaluation of Operational Practices
Melakukan peninjauan secara berkala terhadap Conducting periodic reviews of operational processes
proses operasional untuk memastikan bahwa aktivitas to ensure that activities are efficient and minimize
yang dilakukan tetap efisien dan meminimalkan impacts on the environment.
dampak terhadap lingkungan.
Melalui langkah-langkah ini, perseroan berupaya untuk Through these steps, the Company seeks to reduce
mengurangi emisi yang dihasilkan dan mendukung upaya emissions generated and support better sustainability
keberlanjutan yang lebih baik. efforts.
Pengurangan Limbah dan Efluen Reduction of Waste and Effluent
Sebagai bagian dari komitmen Perseroan terhadap As part of the Company's commitment to sustainability,
keberlanjutan, perseroan terus berupaya mengurangi the Company continues to strive to reduce waste and
limbah dan efluen yang dihasilkan, terutama dari kegiatan effluent generated, especially from PLTU operational
operasional PLTU. Dalam rangka mencapai hal ini, activities. In order to achieve this, the Company has
Perseroan telah menerapkan berbagai pendekatan yang implemented various approaches that are more prudent
lebih bijaksana dan bertanggung jawab terhadap and responsible towards the environment.
lingkungan.
Perseroan mengelola limbah secara hati-hati dengan The Company manages waste carefully by ensuring that
memastikan bahwa setiap langkah operasional dilakukan every operational step is carried out with the principle of
dengan prinsip efisiensi. Perseroan berupaya mengurangi efficiency. The Company strives to reduce the volume of
volume limbah yang dihasilkan dan memastikan bahwa waste generated and ensure that existing waste is
limbah yang ada dikelola sesuai dengan peraturan dan managed in accordance with applicable environmental
standar lingkungan yang berlaku. regulations and standards.
Pengelolaan efluen juga menjadi fokus Perseroan. Dengan Effluent management is also a focus of the Company. By
melakukan optimalisasi dalam sistem pengolahan air dan optimizing the water and effluent treatment system, CNKO
efluen, CNKO memastikan bahwa kualitas air yang ensures that the quality of water discharged meets
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dibuang memenuhi standar baku mutu lingkungan dan environmental quality standards and does not have a
tidak memberikan dampak negatif bagi ekosistem sekitar. negative impact on the surrounding ecosystem.
Secara berkala, Perseroan melakukan evaluasi terhadap Periodically, the Company evaluates all operational
seluruh praktik operasional untuk memastikan bahwa practices to ensure that every activity continues to comply
setiap aktivitas tetap mematuhi regulasi lingkungan, with environmental regulations, while contributing to
sekaligus berkontribusi pada pengurangan dampak reducing negative impacts on nature and the community
negatif terhadap alam dan masyarakat di sekitar fasilitas around the Company's facilities.
Perseroan.
Pelestarian Keanekaragaman Hayati Biodiversity Conservation
Penilaian independen terhadap operasional PLTU An independent assessment of the Pangkalan Bun PLTU
Pangkalan Bun menunjukkan bahwa parameter kualitas operation shows that the surface water quality parameters
air permukaan yang dihasilkan memenuhi kriteria mutu produced meet the water quality criteria stipulated in
air yang diatur dalam Peraturan Pemerintah RI No.22 Government Regulation of the Republic of Indonesia
Tahun 2021. Berdasarkan peraturan tersebut, air tersebut No.22 of 2021. Based on this regulation, the water can
dapat dimanfaatkan untuk pengairan pertanaman atau be used for irrigation of crops or other purposes that
tujuan lain yang memerlukan kualitas air serupa. require similar water quality.
Dengan memastikan bahwa kualitas air yang dibuang By ensuring that the quality of the discharged water
tetap memenuhi standar yang ditetapkan, Perseroan turut continues to meet the established standards, the
berperan dalam menjaga kelestarian ekosistem air dan Company plays a role in maintaining the sustainability of
mendukung keberlanjutan kehidupan hayati di sekitar area the water ecosystem and supporting the sustainability of
operasional. life around the operational area.
Aspek Umum General Aspects
Perseroan berkomitmen untuk tidak hanya memenuhi, The Company is committed to not only meeting, but
tetapi melampaui harapan konsumen melalui layanan exceeding consumer expectations through high-quality
yang berkualitas tinggi. Keberhasilan ini tercermin dalam services. This success is reflected in the "excellent"
penilaian “excellent” yang diterima dari PLN sebagai klien assessment received from PLN as the main client. This
utama. Pencapaian tersebut membuktikan bahwa setiap achievement serves proves that every step taken by the
langkah yang diambil Perseroan selalu berorientasi pada Company is always oriented towards client. With a
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kepuasan klien. Dengan pendekatan yang professional approach, the Company has succeeded in
profesionalisme, Perseroan berhasil menciptakan creating a relationship that is more than just a business
hubungan yang lebih dari sekadar transaksi bisnis, transaction, but a mutually supportive and beneficial
melainkan kemitraan yang saling mendukung dan partnership.
memberi manfaat.
Komitmen ini menjadi landasan untuk terus berinovasi This commitment serves as a foundation for continuing
dalam memberikan pelayanan yang relevan serta unggul to innovate in providing relevant as well as superior
yang senantiasa fokus pada kebutuhan pelanggan yang services that focuses on the evolving needs of customers.
terus berkembang. Dengan demikian, CNKO bisa menjadi Thus, CNKO will become a reliable partner, providing the
mitra yang dapat diandalkan, memberikan solusi terbaik best sustainable solutions and creating a satisfying
yang berkelanjutan dan menciptakan pengalaman yang experience for every consumer.
memuaskan bagi setiap konsumen.
Aspek Material Material Aspect
CNKO secara konsisten berniat untuk merealisasikan CNKO consistently aims to fulfill its commitment to the
komitmennya terhadap penggunaan material yang ramah use of environmentally friendly materials in all of its
lingkungan dalam seluruh kegiatan operasionalnya. Baik operational activities. Whether in operational areas or in
di wilayah operasional maupun di perkantoran, Perseroan the offices, the Company strives to ensure that every
berusaha agar setiap bahan yang digunakan memenuhi material used meets sustainability standards. This step is
standar keberlanjutan. Langkah ini diambil untuk taken to reduce the environmental impact of the
mengurangi dampak lingkungan dari proses produksi, production process, while supporting environmentally
sekaligus mendukung prinsip ramah lingkungan dalam friendly principles in every activity.
setiap kegiatan.
Melalui pemilihan material yang tepat, CNKO berupaya Through the selection of appropriate materials, CNKO
mengurangi limbah dan meminimalkan jejak ekologis dari strives to reduce waste and minimize the ecological
setiap aktivitas. Dengan demikian, Perseroan tidak hanya footprint of every activity. Thus, the Company not only
memenuhi regulasi yang berlaku, tetapi juga turut meets applicable regulations, but also contributes to
berkontribusi dalam menciptakan lingkungan yang lebih creating a healthier and more sustainable environment
sehat dan berkelanjutan untuk masa depan. for the future.
Aspek Energi Energy Aspect
CNKO menyadari bahwa penggunaan energi yang efisien CNKO realizes that efficient energy use is the main key in
adalah kunci utama dalam mendukung upaya supporting environmental sustainability efforts. Therefore,
keberlanjutan lingkungan. Oleh karena itu, Perseroan the Company remain committed to optimize every aspect
berkomitmen untuk mengoptimalkan setiap aspek of energy use in all operational lines. Energy efficiency is
penggunaan energi dalam seluruh lini operasional. not only part of daily responsibility, but also part of the
Efisiensi energi bukan hanya sebagai bagian dari Company's contribution in combating climate change.
tanggung jawab sehari-hari, tetapi juga sebagai bagian
dari kontribusi Perseroan dalam memerangi perubahan
iklim.
CNKO menerapkan berbagai langkah inovatif untuk CNKO implements various innovative measures to
meminimalkan konsumsi energi. Hal ini mencerminkan minimize energy consumption. This reflects the Company's
komitmen Perseroan untuk menjaga keseimbangan commitment to maintain ecological balance in order to
ekologis demi menciptakan masa depan yang create a sustainable future.
berkelanjutan.
Aspek Air Water Aspect
CNKO menunjukkan komitmen yang kuat dalam CNKO demonstrates a strong commitment to managing
pengelolaan sumber daya air. Dengan mengutamakan water resources. By prioritizing the principles of efficiency
prinsip efisiensi dan konservasi, Perseroan memastikan and conservation, the Company ensures that the use of
bahwa penggunaan air dalam setiap kegiatan operasional water in every operational activity is carried out wisely,
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dilakukan secara bijaksana, menghindari pemborosan avoiding waste and minimizing the impact on the dan meminimalkan dampak terhadap lingkungan. environment. Hingga saat ini, tidak ada laporan mengenai masalah To date, there have been no reports of water problems or atau pencemaran air terkait dengan kegiatan Perseroan. pollution related to the Company’s activities. All activities Semua kegiatan yang berhubungan dengan penggunaan related to water use, both in operational areas and in the air, baik di wilayah operasional maupun di perkantoran, offices, have been monitored and managed in accordance dipantau dan dikelola sesuai dengan regulasi lingkungan with applicable environmental regulations. This shows the yang berlaku. Hal ini menunjukkan dedikasi Perseroan Company's dedication to ensuring that environmental untuk memastikan kualitas lingkungan yang terjaga, quality is maintained, while continuing to meet efficient sambil terus memenuhi kebutuhan operasional yang and responsible operational needs. efisien dan bertanggung jawab. Aspek Keanekaragaman Hayati Biodiversity Aspect CNKO menyadari pentingnya menjaga dan melestarikan CNKO recognizes the importance of maintaining and keanekaragaman hayati sebagai bagian yang tak preserving biodiversity as an inseparable part in efforts terpisahkan dari upaya menciptakan lingkungan yang to create a better environment. For this reason, the lebih baik. Untuk itu, Perseroan terus berupaya Company continues to strive to support and contribute mendukung dan berkontribusi pada pelestarian to the preservation of biodiversity, especially around the keanekaragaman hayati, terutama di sekitar wilayah operational area of Pangkalan Bun PLTU. operasional PLTU Pangkalan Bun. Dengan pendekatan yang bertanggung jawab, Perseroan With a responsible approach, the Company ensures that memastikan bahwa setiap keputusan dan aktivitas yang every decision and activity carried out not only prioritizes dilakukan tidak hanya mengutamakan efisiensi dan operational efficiency and sustainability, but also keberlanjutan operasional, tetapi juga mempertimbangkan considers the positive impact towards the surrounding dampak positif terhadap lingkungan dan kehidupan liar environment and wildlife. This commitment reflects the sekitar. Komitmen ini mencerminkan tanggung jawab great responsibility taken by the Company in realizing a besar yang diambil Perseroan dalam mewujudkan masa greener and more sustainable future. depan yang lebih hijau dan lebih berkelanjutan. Aspek Emisi Emission Aspect CNKO senantiasa berusaha untuk mengurangi tingkat CNKO always strives to reduce emission levels as part of emisi sebagai bagian dari tanggung jawab terhadap its environmental responsibility and sustainable efforts. lingkungan dan upaya berkelanjutan. Dalam setiap In every step of its operations, the Company focuses on langkah operasionalnya, Perseroan fokus pada penerapan implementing more efficient and environmentally friendly praktik-praktik yang lebih efisien dan ramah lingkungan practices to reduce negative impacts on air quality and guna mengurangi dampak negatif terhadap kualitas udara create greener processes. dan menciptakan proses yang lebih hijau. Melalui inisiatif pengelolaan yang lebih baik serta Through better management initiatives and continuous pemantauan yang terus-menerus, CNKO berupaya untuk monitoring, CNKO strives to minimize greenhouse gas meminimalkan emisi gas rumah kaca yang dihasilkan oleh emissions generated by its operational activities and kegiatan operasionalnya serta memastikan bahwa ensure that the Company remains on track with global Perseroan tetap berada pada jalur yang selaras dengan sustainability standards. standar keberlanjutan global. Aspek Limbah dan Efluen Waste and Effluent Aspect Perseroan bertanggung jawab penuh terhadap The Company takes full responsibility for waste and pengelolaan limbah dan efluen yang menjadi bagian effluent management, which is an important part of the penting dari prinsip keberlanjutan. Untuk memastikan sustainability principles. To ensure that this management bahwa pengelolaan ini dilakukan secara optimal, CNKO is carried out optimally, CNKO routinely involves 100 LAPORAN KEBERLANJUTAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
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melibatkan pihak independen secara rutin untuk independent parties to monitor and evaluate the entire
melakukan pemantauan dan evaluasi terhadap seluruh process.
proses.
Evaluasi tersebut bertujuan untuk memastikan bahwa The evaluation aims to ensure that all operational activities
semua kegiatan operasional berjalan sesuai dengan are carried out in accordance with applicable
standar lingkungan yang berlaku, serta untuk memberikan environmental standards, as well as to provide a quick
respons yang cepat dan tepat terhadap setiap perbaikan and appropriate response to any improvements needed.
yang diperlukan.
Aspek Pengaduan terkait Lingkungan Environmental Complaints Aspect
Hidup
CNKO memiliki komitmen untuk menjalankan operasional CNKO is committed to running operations that not only
yang tidak hanya mematuhi standar lingkungan, tetapi comply with environmental standards, but also maintain
juga menjaga hubungan yang baik dengan komunitas good relationships with the community and other
dan pemangku kepentingan lainnya. Hingga saat ini, stakeholders. To date, the Company has not received
Perseroan belum menerima pengaduan atau keluhan any complaints or grievances related to the environment
terkait lingkungan hidup dari pihak manapun. Hal ini from any party. This confirms the success of its efforts to
menegaskan keberhasilan upaya yang telah dilakukan ensure sustainability and positive environmental impacts.
dalam memastikan keberlanjutan dan dampak positif
terhadap lingkungan.
Kinerja Perseroan menunjukkan bahwa semua inisiatif The Company's performance shows that all initiatives
yang diambil, mulai dari pengelolaan limbah, penggunaan ranging from waste management, efficient energy use to
energi yang efisien hingga pengelolaan kualitas udara air and water quality management have been carried out
dan air telah dilakukan dengan penuh tanggung jawab. with full responsibility. The absence of complaints reflects
Tidak adanya pengaduan mencerminkan keberhasilan success in carrying out operations that are in line with
dalam menjalankan operasional yang selaras dengan the needs and expectations of the surrounding community
kebutuhan dan harapan masyarakat sekitar serta as well as comply with applicable rules and regulations.
mematuhi peraturan dan regulasi yang berlaku.
Aspek Sosial Social Aspect
Selain menjaga kelestarian lingkungan di sekitar wilayah In addition to maintaining environmental sustainability
operasionalnya, CNKO juga turut berperan aktif dalam around its operational areas, CNKO also plays an active
pemberdayaan masyarakat disana. Dalam hal ini, role in empowering the community there. In this case,
Perseroan fokus pada pengembangan program sosial the Company focuses on developing social programs
yang bertujuan untuk meningkatkan kualitas hidup that aim to improve the quality of life for local communities
masyarakat lokal dengan memberikan peluang kerja dan by providing job opportunities and real social benefits.
manfaat sosial yang nyata.
Melalui pendekatan yang inklusif dan berkelanjutan, Through an inclusive and sustainable approach, the
Perseroan berharap dapat memberikan dampak positif Company hopes to provide a long-term positive impact
jangka panjang bagi komunitas sekitar. on the surrounding community.
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Profil Perusahaan
Corporate Profile
Visi, Misi, dan Nilai Keberlanjutan Vision, Mission and Sustainability Values
Visi Vision
Menjadi penyedia layanan energi berbasis batubara To become a leading integrated coal-based energy
terintegrasi yang terkemuka di Indonesia. service provider in Indonesia.
Misi Mission
• Memenuhi kebutuhan energi nasional dengan hemat • Meeting national energy needs in a cost-effective and
biaya dan cara yang bertanggung jawab. responsible manner.
• Mengembangkan keunggulan dan sinergi operasional • Develop operational excellence and synergies in coal-
dalam bidang usaha terkait batubara guna related business fields in order to maximize
memaksimalkan nilai bagi para pemegang saham. shareholders’ value.
• Dikelola oleh manajemen yang berpengalaman, • Managed by experienced, innovative and results-
inovatif dan berorientasi pada hasil. oriented management.
• Tunduk dan patuh terhadap seluruh peraturan dan • Obey and comply with all applicable laws and
undang-undang yang berlaku bagi perusahaan regulations for public companies.
terbuka.
Nama, Alamat, Nomor Telepon, Nomor Company Name, Address, Telephone
Faksimili, E-mail, Situs Web Perusahaan Number, Facsimile Number, E-mail,
Corporate Website
Kantor Pusat Headquarters
Sinar Mas Land Plaza Sudirman, Lantai 9 Sinar Mas Land Plaza Sudirman, 9th Floor
Jl. Jenderal Sudirman Kav.21, Setiabudi, Jl. General Sudirman Kav.21, Setiabudi,
Karet, Jakarta Selatan 12930 Karet, South Jakarta 12930
Telepon: +62 21 8051 1130 Phone: +62 21 8051 1130
Fax: +62 21 8051 1135 Fax: +62 21 8051 1135
E-mail: corporate.secretary@energigroupindonesia.com E-mail: corporate.secretary@energigroupindonesia.com
Situs web: https://energigroupindonesia.com Website: https://energigroupindonesia.com
Kantor Cabang Branch office
Jl. Pramuka No.18A Jl. Pramuka No.18A
Pemurus Luar, Banjarmasin Timur Pemurus Luar, Banjarmasin Timur
Kalimantan Selatan 70249 Kalimantan Selatan 70249
Telepon: +62 511 612 7021 Telepon: +62 511 612 7021
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Skala Usaha Business Scale
Total Aset atau Kapitalisasi Aset dan Total Total Assets or Asset Capitalization and Total
Kewajiban Liabilities
Pada akhir tahun 2024, Perseroan mencatatkan total aset At the end of 2024, the Company recorded total assets
sebesar Rp909,8 miliar, mengalami penurunan sebesar of Rp909.8 billion, reflecting a 6.8% decline from
6,8% dibandingkan dengan tahun sebelumnya yang Rp976.5 billion in the previous year. Despite this
mencapai Rp976,5 miliar. Meskipun terjadi penurunan aset, decrease, the Company remains committed to
Perseroan tetap fokus dalam mengoptimalkan sumber optimizing its resources to sustain operational continuity
daya yang dimiliki guna menjaga kelangsungan and enhance business efficiency.
operasional dan efisiensi usaha.
Sementara itu, total kewajiban Perseroan tercatat sebesar Meanwhile, total liabilities stood at Rp2,165.5 billion,
Rp2.165,5 miliar, menurun 5,99% dari Rp2.303,4 miliar down 5.99% from Rp2,303.4 billion in 2023. This
pada tahun 2023. Penurunan kewajiban ini menunjukkan reduction underscores the Company's efforts to manage
upaya Perseroan dalam mengelola struktur keuangan its financial structure more prudently and improve
secara lebih disiplin serta meningkatkan efisiensi dalam efficiency in liability management.
pengelolaan liabilitas.
Jumlah Karyawan Berdasarkan Kategori Number of Employees by Category
Jabatan • Position Pendidikan • Education
S1 8
Manajer • Manager 3 44,4%
16,7%
D3 2
11,1%
Staf • Staff 12
16,7%
< SMA • < Senior High School 4
22,2%
Supervisor 3 S2 4
66,7% 22,2%
Usia • Age Status Kepegawaian • Employment Status
36-45 9
50,0%
Kontrak • Contract 1
>46 4 5,6%
22,2%
26-35 5 Tetap • Permanent 17
27,8% 94,4%
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Nama Pemegang Saham dan Persentase Name of Shareholders and Percentage of Share
Kepemilikan Saham Ownership
Keterangan Jumlah Saham Persentase Nilai Nominal
Description Number of Shares Percentage Nominal Value
Kustodian Sentral Efek Indonesia 8.956.356.106 99,99994% 895.635.610.600
Perorangan - Dalam Negeri • Individual - Domestic 5.100 0,00006% 510.000
TOTAL 8.956.361.206 100,0% 895.636.120.600
Wilayah Operasional Operational Area
Kegiatan Perseroan dilakukan dalam wilayah operasional The Company’s activities are conducted in the operational
yang mencakup Pulau Jawa dan Pulau Kalimantan, area covering Java and Kalimantan, with customer
dengan lokasi pelanggan yang berada di: locations at:
• PLTU Suralaya Baru, Jawa Barat • PLTU Suralaya Baru, West Java
• PLTU Labuan, Jawa Barat • PLTU Labuan, West Java
• PLTU Teluk Naga, Jawa Barat • PLTU Teluk Naga, West Java
• PLTU Indramayu, Jawa Barat • PLTU Indramayu, West Java
• PLTU Rembang, Jawa Tengah • PLTU Rembang, Central Java
• PLTU Adipala Cilacap, Jawa Tengah • PLTU Adipala Cilacap, Central Java
• PLTU Tanjung Awar-Awar, Jawa Timur • PLTU Tanjung Awar-Awar, East Java
Produk, Layanan, dan Kegiatan Usaha yang Products, Services and Business Activities
Dijalankan Conducted
CNKO memiliki dua bidang usaha utama, yaitu CNKO has two main business areas, coal trading and
perdagangan batubara dan pengoperasian pembangkit operation of coal-fired power plant (PLTU). The Company
listrik tenaga uap (PLTU). Perseroan berperan penting plays an important role in the procurement of coal to
dalam pengadaan batubara ke PLN yang digunakan PLN which is used for power generation needs.
untuk untuk kebutuhan pembangkit listrik. Sementara, Meanwhile, through the operation of Pangkalan Bun
melalui pengoperasian PLTU Pangkalan Bun, Perseroan PLTU, the Company also contributes directly to the
turut berkontribusi langsung dalam penyediaan listrik di provision of domestic electricity.
dalam negeri.
CNKO senantiasa berupaya memperbaiki efisiensi CNKO always strives to improve operational efficiency
operasional serta menjalankan kebijakan yang and implement policies that support environmental
mendukung keberlanjutan lingkungan dalam setiap sustainability in all its business activity.
kegiatan usahanya.
Keanggotaan pada Asosiasi Membership of the Association
Perseroan merupakan anggota aktif Asosiasi Emiten The Company is an active member of the Indonesian
Indonesia (AEI), sebuah organisasi yang mempertemukan Issuers Association (AEI), an organization that brings
berbagai perusahaan publik di Indonesia untuk saling together various public companies in Indonesia to share
berbagi informasi, pengalaman serta mendukung information, experiences as well as support common
kepentingan bersama dalam menjalankan kegiatan pasar interests in carrying out capital market activities. This
modal. Keanggotaan ini memungkinkan Perseroan untuk membership allows the Company to remain in a wide
tetap berada dalam jaringan yang luas, terhubung dengan network, connected with other stakeholders and always
pemangku kepentingan lainnya dan selalu mendapatkan receive updates on the latest policies and developments
pembaruan terkait kebijakan dan perkembangan terkini that affect the business world in Indonesia.
yang mempengaruhi dunia usaha di Indonesia.
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Perubahan Emiten dan Perusahaan Publik yang Significant Changes in Issuers and Public
Bersifat Signifikan Companies
Hingga saat ini, Perseroan tidak mengalami perubahan To date, the Company has not experienced any significant
yang bersifat signifikan terkait status sebagai perusahaan changes related to its status as a public company. The
publik. Kegiatan operasional dan struktur organisasi Company's operational activities and organizational
Perseroan tetap berjalan sesuai dengan kebijakan yang structure continue to run in accordance with established
telah ditetapkan, tanpa ada perubahan besar yang policies, without any major changes that affect the status
mempengaruhi status atau arah pengelolaan Perseroan. or direction of the Company's management.
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Pernyataan Direksi Statement of the Board of Directors Para Pemegang Saham dan Pemangku Kepentingan yang Dear Shareholders and Stakeholders, Terhormat, Tahun 2024 menjadi tonggak penting bagi CNKO, karena The year 2024 is an important milestone for CNKO, as it berhasil menyusun Laporan Keberlanjutan yang keempat, has successfully compiled its fourth Sustainability Report sesuai dengan ketentuan Otoritas Jasa Keuangan (POJK) in accordance with the provisions of the Financial Services No.51/POJK.03/2017. Laporan ini mencerminkan Authority (POJK) No. 51 / POJK.03 / 2017. This report komitmen Perseroan untuk terus mengintegrasikan reflects the Company's commitment to continuously prinsip-prinsip keberlanjutan dalam strategi dan integrate sustainability principles into its business strategy operasional bisnis. and operations. Perseroan menyadari bahwa keberlanjutan bukan hanya The Company realizes that sustainability is not just about sekadar kepatuhan terhadap regulasi, tetapi merupakan compliance with regulations, but is an inseparable element elemen yang tak terpisahkan dari nilai jangka panjang of the long-term value that it wants to build. Therefore, yang ingin dibangun. Oleh karena itu, CNKO terus CNKO continues to strive to minimize negative impacts berupaya meminimalkan dampak negatif terhadap on the environment, increase social contributions as well lingkungan, meningkatkan kontribusi sosial serta as strengthen transparent and accountable corporate memperkuat tata kelola perusahaan yang transparan dan governance. akuntabel. Dalam laporan ini, Perseroan menyajikan gambaran In this report, the Company presents an overview of the mengenai langkah-langkah yang telah ditempuh serta steps that have been taken as well as the achievements pencapaian yang diraih untuk memberikan manfaat made to provide sustainable benefits for all stakeholders. berkelanjutan bagi seluruh pemangku kepentingan. CNKO CNKO hopes that the information presented can provide berharap bahwa informasi yang disampaikan dapat a deeper understanding of the Company's efforts to memberikan pemahaman yang lebih mendalam support sustainability as a whole. mengenai upaya Perseroan dalam mendukung keberlanjutan secara menyeluruh. Kebijakan Merespon Tantangan Pemenuhan Policy Responding to Challenges in Fulfilling Strategi Keberlanjutan Sustainability Strategy Perseroan terus berkomitmen untuk memantau dan The Company remains committed to monitor and manage mengelola aspek ekonomi, sosial serta lingkungan hidup economic, social and environmental aspects in all of its dalam setiap kegiatan usahanya. Hal ini tercermin dalam business activities. This is reflected in the sustainability keberlanjutan operasional Perseroan, serta dukungan of the Company's operations, as well as the continued yang terus-menerus diterima dari masyarakat sekitar yang support received from the surrounding community who merasakan dampak positif dari keberadaan Perseroan. feel the positive impact of the Company's existence. Dalam menghadapi tantangan yang muncul selama In facing the challenges that arise during the penerapan strategi keberlanjutan, Perseroan selalu implementation of the sustainability strategy, the berpegang pada visi, misi dan nilai-nilai Perseroan yang Company always adheres to the Company's vision, selaras dengan prinsip-prinsip keberlanjutan. Dengan mission and values that are in line with the principles of pendekatan ini, Perseroan berusaha untuk sustainability. With this approach, the Company strives mengintegrasikan aspek keberlanjutan dalam setiap to integrate sustainability aspects into every decision and keputusan dan langkah yang diambil. step taken. Tahun 2024 menjadi tahun yang penuh dinamika bagi The year 2024 was a dynamic period for the Company, Perseroan, di mana Perseroan mencatatkan pendapatan with total revenue reaching Rp1,731.5 billion, a slight sebesar Rp1.731,5 miliar, sedikit menurun 0,6% decrease of 0.6% from Rp1,742.0 billion in the previous dibandingkan tahun sebelumnya yang mencapai year. Nevertheless, the Company’s strong operational 106 LAPORAN KEBERLANJUTAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
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Rp1.742,0 miliar. Meskipun demikian, ketahanan resilience enabled it to adapt and remain stable amidst
operasional yang kuat memungkinkan Perseroan untuk industry challenges.
tetap bertahan dan beradaptasi di tengah tantangan
industri.
Lebih lanjut, Perseroan berhasil membukukan laba bersih Furthermore, the Company successfully recorded a net
sebesar Rp73,0 miliar pada tahun 2024, mencerminkan profit of Rp73.0 billion in 2024, marking a significant
pemulihan signifikan dibandingkan dengan kerugian recovery from a net loss of Rp41.2 billion in the previous
Rp41,2 miliar pada tahun sebelumnya. Peningkatan ini year. This improvement was driven by a 23.4% increase
didorong oleh pertumbuhan laba bruto sebesar 23,4% in gross profit to Rp244.9 billion and a 7.8% decline in
menjadi Rp244,9 miliar, serta penurunan beban bunga interest and other financial expenses. Additionally,
dan keuangan lainnya sebesar 7,8%. Selain itu, strategi enhanced operational efficiency and better cost
efisiensi operasional dan pengelolaan biaya yang lebih management contributed to the Company’s improved
baik turut berkontribusi terhadap peningkatan profitability.
profitabilitas Perseroan.
Dengan fokus pada optimalisasi kinerja dan penguatan By focusing on performance optimization and financial
fundamental keuangan, Perseroan optimis dapat terus fundamentals reinforcement, the Company is optimistic
menciptakan nilai yang lebih baik bagi seluruh pemangku that it can continue to create better value for all
kepentingan di masa mendatang. stakeholders in the future.
Penerapan Keuangan Keberlanjutan Implementation of Sustainable Finance
Sebagai bagian dari tanggung jawab terhadap As part of its responsibility towards sustainability, the
keberlanjutan, Perseroan telah mengambil berbagai Company has taken various strategic steps to implement
langkah strategis untuk menerapkan keuangan sustainable finance across all of its business lines. One of
berkelanjutan di seluruh lini bisnisnya. Salah satu langkah the main steps taken is a comprehensive efficiency
utama yang diambil adalah program efisiensi yang program, which includes reducing the use of fuel oil,
menyeluruh, yang mencakup pengurangan penggunaan electricity, water and paper. This program aims to create
bahan bakar minyak, listrik, air serta kertas. Program ini more effective energy savings, while reducing the
bertujuan untuk menciptakan penghematan energi yang environmental impact of the Company's operations.
lebih efektif, sekaligus mengurangi dampak lingkungan
dari operasional Perseroan.
Langkah-langkah tersebut tidak hanya mencerminkan These steps not only reflect the Company's commitment
komitmen Perseroan terhadap kelestarian lingkungan, to environmental sustainability, but also show how the
tetapi juga menunjukkan bagaimana Perseroan berusaha Company strives to ensure that all of its activities are in
untuk memastikan bahwa seluruh aktivitasnya berjalan line with the principles of sustainability. As proof of this
seiring dengan prinsip keberlanjutan. Sebagai bukti commitment, the Company also ensures that all
komitmen tersebut, Perseroan juga memastikan bahwa parameters of air, water and noise quality in the operational
seluruh parameter kualitas udara, air dan kebisingan di area have met the standards set and have been declared
wilayah operasional telah memenuhi standar yang safe by an independent party.
ditetapkan dan dinyatakan aman oleh pihak independen.
Lebih jauh lagi, hasil penilaian dari pihak independen Furthermore, the results of the assessment by the
juga menunjukkan bahwa operasional PLTU yang dimiliki independent party also show that the operation of the
oleh Perseroan tidak hanya berkontribusi langsung PLTU owned by the Company not only contributes
terhadap perekonomian masyarakat sekitar, tetapi juga directly to the economy of the surrounding community,
menciptakan multiplier effect yang positif. Dengan but also creates a positive multiplier effect. Thus, in
demikian, selain berperan dalam keberlanjutan addition to playing a role in environmental sustainability,
lingkungan, operasional Perseroan juga memberikan the Company's operations also provide a broad social
dampak sosial dan ekonomi yang luas bagi komunitas and economic impact on the surrounding community.
sekitar.
Strategi Pencapaian Target Target Achievement Strategy
Dalam upaya mendukung pencapaian target yang telah In an effort to support the achievement of the targets that
ditetapkan, Perseroan tengah merumuskan sebuah have been set, the Company is formulating a strategy
strategi melalui penerapan Rencana Aksi Keuangan through the implementation of the Sustainable Finance
Berkelanjutan. Rencana ini dirancang dengan pendekatan Action Plan. This plan is designed with a structured and
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yang terstruktur dan menyeluruh, untuk memastikan comprehensive approach, to ensure that every step taken setiap langkah yang diambil dapat memberikan hasil can provide optimal results. yang optimal. Langkah pertama yang dilakukan adalah penguatan The first step taken is to strengthen the Company's internal kompetensi internal Perseroan yang bertujuan untuk competency, which aims to ensure that the entire team memastikan seluruh tim memiliki pemahaman yang baik has a good understanding of the principles of sustainable mengenai prinsip-prinsip keuangan berkelanjutan. Selain finance. In addition, to support more effective itu, untuk mendukung implementasi yang lebih efektif, implementation, the Company has formed an integrated Perseroan membentuk tim terintegrasi yang terdiri dari team consisting of various parties who synergize with each berbagai pihak yang saling bersinergi. Tim ini bertugas other. This team is tasked with ensuring that every program untuk memastikan bahwa setiap program yang dijalankan that is run can be implemented in a timely manner, dapat dilaksanakan secara tepat waktu, efektif dan effectively and has a significant impact on achieving the memberikan dampak yang signifikan terhadap targets that have been set. pencapaian target yang telah ditetapkan. Penutup Closing Sebagai penutup dari Laporan Keberlanjutan ini, In closing of this Sustainability Report, the Company would Perseroan ingin mengungkapkan apresiasi yang like to express its deep appreciation to all individuals mendalam kepada seluruh individu yang berkontribusi who have contributed to CNKO and all stakeholders who di CNKO serta seluruh pemangku kepentingan yang telah have provided ongoing support. The Company would memberikan dukungan berkelanjutan. Perseroan like to thank the shareholders, clients, partners, menyampaikan terima kasih kepada para pemegang surrounding communities as well as the government and saham, klien, rekanan, masyarakat sekitar serta regulators for their close cooperation and support. pemerintah dan regulator atas kerja sama yang erat dan dukungannya. Melalui kolaborasi yang solid dan komitmen yang kuat Through solid collaboration and a strong commitment terhadap kelestarian lingkungan, Perseroan optimis to environmental sustainability, the Company is optimistic bahwa inisiatif keberlanjutan yang telah diterapkan akan that the sustainability initiatives that have been menghasilkan dampak positif yang berkelanjutan, tidak implemented will produce sustainable positive impacts, hanya bagi Perseroan tetapi juga bagi seluruh pihak not only for the Company but also for all related parties. terkait. Bersama-sama, kita dapat terus membangun Together, we can continue to build a better, greener and masa depan yang lebih baik, lebih hijau dan lebih more sustainable future. berkelanjutan. 108 LAPORAN KEBERLANJUTAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
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Tata Kelola Keberlanjutan
Sustainability Governance
Penanggung Jawab Penerapan Units In Charge for the Implementation
Keuangan Berkelanjutan of Sustainable Finance
Keberlanjutan telah menjadi fondasi dalam strategi bisnis Sustainability has become the foundation of CNKO's
CNKO dan pelaksanaan Keuangan Berkelanjutan business strategy and the implementation of Sustainable
dilakukan melalui sinergi berbagai pihak yang memiliki Finance is carried out through the synergy of various
peran dan tanggung jawab yang jelas. Dalam upaya parties who have clear roles and responsibilities. In an
mewujudkan visi keberlanjutan Perseroan, struktur tata effort to realize the Company's sustainability vision, the
kelola keberlanjutan telah dirancang dengan cermat untuk sustainability governance structure has been carefully
memastikan implementasi yang efektif dan terukur. designed to ensure effective and measurable
implementation.
Dewan Komisaris memegang peran strategis dalam The Board of Commissioners plays a strategic role in
mengawasi implementasi Rencana Aksi Keuangan overseeing the implementation of the Sustainable Finance
Berkelanjutan (RAKB). Dengan pengalaman dan wawasan Action Plan (RAKB). With their experience and insight,
yang dimiliki, Dewan Komisaris memastikan bahwa arah the Board of Commissioners ensures that the direction
kebijakan dan strategi keberlanjutan tetap sejalan dengan of sustainability policies and strategies remains in line
visi jangka panjang Perseroan. Dukungan ini menjadi with the Company's long-term vision. This support is an
dasar penting dalam menjaga kualitas dan konsistensi important basis for maintaining the quality and
pelaksanaan inisiatif keberlanjutan di seluruh aspek consistency of the implementation of sustainability
operasional. initiatives across all operational aspects.
Direksi memiliki tanggung jawab utama dalam The Board of Directors has primary responsibility for the
pengelolaan dan pelaksanaan RAKB. Sebagai penggerak management and implementation of the RAKB. As the
utama strategi keberlanjutan, Direksi memastikan bahwa main driver of the sustainability strategy, the Board of
kebijakan yang dirancang mampu menghadirkan nilai Directors ensures that the policies designed are able to
tambah bagi Perseroan sekaligus memberikan dampak provide added value to the Company while providing a
positif bagi lingkungan dan masyarakat. Dalam positive impact on the environment and society. In
melaksanakan peran ini, Direksi juga mengandalkan carrying out this role, the Board of Directors also relies
dukungan dari berbagai divisi yang berperan secara on support from various divisions that play a synergistic
sinergis. role.
Sekretaris Perusahaan menjadi mitra utama Direksi dalam The Corporate Secretary is the main partner of the Board
mengelola dan menyusun dokumen-dokumen pendukung of Directors in managing and compiling supporting
RAKB. Perannya tidak hanya terbatas pada pengelolaan documents for the RAKB. His role is not only limited to
administratif, tetapi juga memberikan kontribusi strategis administrative management, but also provides strategic
untuk memastikan bahwa RAKB tersusun secara contributions to ensure that the RAKB is compiled in an
terintegrasi dan memenuhi standar regulasi. integrated manner and meets regulatory standards.
Kepala Divisi Keuangan memainkan peran kunci dalam The Head of Finance Division plays a key role in the
penyusunan RAKB, khususnya dalam memastikan bahwa preparation of the RAKB, especially in ensuring that all
semua rencana terukur secara finansial. Mereka juga plans are financially measurable. They are also responsible
bertanggung jawab atas penyediaan data dan analisis for providing the data and analysis needed to prepare
yang diperlukan untuk menyusun Laporan Keuangan the Sustainable Financial Report, as a form of transparency
Berkelanjutan, sebagai salah satu bentuk transparansi from the Company to stakeholders.
Perseroan kepada para pemangku kepentingan.
Kepala Divisi SDM juga berperan dalam membangun The Head of HR Division also plays a role in building the
kapasitas internal Perseroan melalui pelatihan dan Company's internal capacity through training and
pengembangan kompetensi terkait Keuangan competency development related to Sustainable Finance.
Berkelanjutan. Dengan memberikan pemahaman yang By providing comprehensive understanding to
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komprehensif kepada karyawan, Perseroan dapat employees, the Company can ensure that sustainability memastikan keberlanjutan menjadi bagian yang melekat becomes an inherent part of the work culture. dalam budaya kerja. Kepala Divisi Terkait berkontribusi dengan mengelola dan The Head of the Related Division contributes by managing mengevaluasi layanan Keuangan Berkelanjutan. Mereka and evaluating Sustainable Finance services. They also juga aktif mendukung penyusunan laporan keberlanjutan actively support the preparation of sustainability reports dan memastikan bahwa program-program keberlanjutan and ensure that the Company's sustainability programs Perseroan dijalankan dengan baik. Melalui pendekatan are implemented properly. Through this approach, the ini, pengembangan kompetensi internal terkait development of internal competencies related to keberlanjutan terus dilakukan untuk memastikan sustainability is continuously carried out to ensure long- keberhasilan jangka panjang. term success. Pengembangan Kompetensi Terkait Competency Development Related to Keuangan Berkelanjutan Sustainable Finance Dalam upaya memperkuat implementasi keuangan In an effort to strengthen the implementation of sustainable berkelanjutan, CNKO secara proaktif merancang dan finance, CNKO proactively designs and implements melaksanakan berbagai inisiatif untuk meningkatkan various initiatives to improve internal competencies. This kompetensi internal. Pengembangan ini tidak hanya development is not only aimed at ensuring a deep bertujuan untuk memastikan pemahaman yang mendalam understanding of sustainability principles, but also to mengenai prinsip-prinsip keberlanjutan, tetapi juga untuk strengthen the ability of each individual to support the memperkuat kemampuan setiap individu dalam achievement of the Company's sustainability goals. mendukung pencapaian tujuan keberlanjutan Perseroan. Salah satu langkah strategis yang dilakukan adalah One of the strategic steps taken is to plan a series of merencanakan serangkaian pelatihan internal. Pelatihan internal trainings. These programs designed to provide a ini dirancang untuk memberikan pemahaman menyeluruh comprehensive understanding of the concept of tentang konsep keuangan berkelanjutan, kerangka sustainable finance, the applicable regulatory framework regulasi yang berlaku serta praktik terbaik yang relevan as well as best practices that are relevant to the industry. dengan industri. Dengan pendekatan ini, CNKO With this approach, CNKO ensures that all employees, memastikan bahwa seluruh karyawan, mulai dari level from operational to managerial levels, have sufficient operasional hingga manajerial, memiliki kapabilitas yang capabilities to carry out their responsibilities effectively. memadai untuk menjalankan tanggung jawab mereka secara efektif. Selain pelatihan internal, CNKO juga senantiasa mengikuti In addition to internal training, CNKO also continues to perkembangan regulasi terkait keuangan berkelanjutan. follow regulatory developments related to sustainable Perseroan secara konsisten menghadiri sosialisasi yang finance. The Company consistently attends socializations diselenggarakan oleh regulator, termasuk pembahasan organized by regulators, including discussions on the mengenai standar dan pedoman terbaru untuk laporan latest standards and guidelines for sustainability reports. keberlanjutan. Partisipasi ini memungkinkan CNKO untuk This participation allows CNKO to always understand the selalu memahami peraturan yang relevan, sehingga relevant regulations, thus ensuring optimal compliance. memastikan kepatuhan yang optimal. Lebih lanjut, CNKO secara rutin bekerja sama dengan Furthermore, CNKO routinely collaborates with pihak independen untuk mendapatkan wawasan independent parties to gain additional insights regarding tambahan mengenai pelaksanaan dan pengelolaan the implementation and management of environmental pemantauan lingkungan di wilayah operasional. monitoring in operational areas. This collaboration Kolaborasi ini memberikan pandangan yang objektif dan provides an objective view and strengthens the memperkuat upaya Perseroan dalam menjaga Company's efforts in maintaining a balance between keseimbangan antara aktivitas bisnis dan keberlanjutan business activities and environmental sustainability. lingkungan. 110 LAPORAN KEBERLANJUTAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
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Penilaian Risiko atas Penerapan Risk Assessment on the Implementation
Keuangan Berkelanjutan of Sustainable Finance
Penilaian Risiko Dan Peran Pimpinan Dalam Risk Assessment and the Role of Leadership in
Penerapan Keuangan Berkelanjutan the Implementation of Sustainable Finance
Dalam perjalanan menuju keuangan yang berkelanjutan, In the journey towards sustainable finance, CNKO views
CNKO memandang pentingnya pengelolaan risiko yang the importance of well-integrated risk management. Risk
terintegrasi dengan baik. Penilaian risiko dilakukan secara assessments are carried out comprehensively to identify
menyeluruh untuk mengidentifikasi tantangan serta challenges and opportunities that may arise in the
peluang yang dapat muncul dalam penerapan strategi implementation of sustainability strategies. This process
keberlanjutan. Proses ini melibatkan koordinasi yang erat involves close coordination between various stakeholders,
antara berbagai pemangku kebijakan, termasuk Dewan including the Board of Board of Commissioners, Directors
Komisaris, Direksi dan divisi-divisi terkait. and related divisions.
Peran Strategis Direksi dan Dewan Komisaris Strategic Role of the Board of Directors and
Board of Commissioners
Direksi memegang peran sentral dalam memberikan arah The Board of Directors plays a central role in providing
pengembangan program Keuangan Berkelanjutan. direction for the development of the Sustainable Finance
Sebagai penggerak utama strategi keberlanjutan program. As the main driver of the Company's
Perseroan, Direksi memastikan bahwa langkah-langkah sustainability strategy, the Board of Directors ensures that
yang diambil selaras dengan visi perusahaan agar tercipta the steps taken are in line with the company vision in
nilai ekonomi, sosial dan lingkungan secara berkelanjutan. order to create economic, social and environmental value
Mereka bertanggung jawab untuk menetapkan prioritas in a sustainable manner. They are responsible for setting
utama dan mengarahkan pengelolaan sumber daya key priorities and directing effective resource
secara efektif, sehingga implementasi program management, so that the implementation of sustainability
keberlanjutan dapat memberikan dampak yang optimal. programs can provide optimal impact.
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Di sisi lain, Dewan Komisaris, sebagai pengawas utama, On the other hand, the Board of Commissioners, as the memberikan pengawasan strategis yang memastikan main supervisor, provides strategic oversight to ensure bahwa inisiatif keberlanjutan berjalan sesuai rencana. that sustainability initiatives are running according to plan. Dengan memberikan masukan yang konstruktif, Dewan By providing constructive input, the Board of Komisaris memastikan bahwa risiko yang mungkin timbul Commissioners ensures that risks that may arise in the dalam pelaksanaan program keberlanjutan dapat implementation of sustainability programs can be diidentifikasi dan dikelola dengan baik. identified and properly managed. Hubungan Dengan Pemangku Stakeholder Relations Kepentingan CNKO menyadari bahwa keberlanjutan Perseroan tidak CNKO realizes that the Company's sustainability is not hanya ditentukan oleh keberhasilan internal, tetapi juga only determined by internal success, but also through melalui keterlibatan yang erat dan produktif dengan close and productive engagement with various berbagai pemangku kepentingan. Oleh karena itu, stakeholders. Therefore, the Company continues to build Perseroan terus membangun hubungan yang konstruktif constructive relationships through various means of melalui beragam sarana komunikasi yang dirancang untuk communication designed to meet the needs, expectations memenuhi kebutuhan, harapan dan aspirasi para and aspirations of stakeholders. pemangku kepentingan. Pemegang Saham Shareholders Sebagai salah satu pemangku kepentingan utama, As one of the main stakeholders, shareholders have a pemegang saham memiliki peran strategis dalam strategic role in ensuring the direction of the Company's memastikan arah pertumbuhan Perseroan. CNKO growth. CNKO directly involves shareholders through the melibatkan pemegang saham secara langsung melalui Annual General Meeting of Shareholders (AGM) or Rapat Umum Pemegang Saham Tahunan (RUPST) atau Extraordinary General Meeting of Shareholders (EGM). Rapat Umum Pemegang Saham Luar Biasa (RUPSLB). In addition, Public Expose is held at least once a year to Selain itu, Paparan Publik diselenggarakan setidaknya provide an updated overview of the Company's sekali dalam setahun untuk memberikan gambaran terkini performance and plans. To bridge broader mengenai kinerja dan rencana Perseroan. Untuk communication, various communication channels are also menjembatani komunikasi yang lebih luas, berbagai provided so that shareholder aspirations can be properly saluran komunikasi juga disediakan agar aspirasi conveyed. pemegang saham dapat tersampaikan dengan baik. Pelanggan Clients Kepuasan pelanggan menjadi salah satu prioritas utama Customer satisfaction is one of CNKO's main priorities. CNKO. Interaksi langsung melalui pertemuan, kunjungan, Direct interaction through meetings, visits or digital maupun saluran digital seperti situs web, e-mail dan channels such as websites, e-mails and telephones, are telepon digunakan untuk memastikan kebutuhan used to ensure that customer needs are met. CNKO's pelanggan terpenuhi. Kehadiran CNKO di media sosial presence on social media is also an added value, offering juga menjadi nilai tambah sebagai sarana komunikasi a more interactive and flexible means of communication. yang lebih interaktif dan fleksibel. Vendor dan Mitra Bisnis Vendors and Business Partners Kemitraan yang solid dengan vendor dan mitra bisnis A solid partnership with vendors and business partners is adalah kunci dalam menciptakan ekosistem kerja yang key to creating a sustainable work ecosystem. CNKO berkelanjutan. CNKO aktif membangun komunikasi melalui actively builds communication through meetings, visits pertemuan, kunjungan serta penggunaan saluran digital and the use of digital channels such as e-mails and phone seperti e-mail dan telepon. Media sosial juga dimanfaatkan calls. Social media is also utilized to support efficient untuk mendukung komunikasi yang efisien dan efektif. and effective communication. Investor dan Analis Investors and Analysts Keterlibatan dengan investor dan analis dapat dilakukan Engagement with investors and analysts can be done melalui paparan publik, analyst briefing, one-on-one through public exposure, analyst briefings, one-on-one meeting, roadshow dan konferensi investor. Melalui meetings, roadshows and investor conferences. Through 112 LAPORAN KEBERLANJUTAN 2024 • PT Exploitasi Energi Indonesia Tbk. (CNKO)
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aktivitas ini, CNKO memberikan transparansi mengenai these activities, CNKO provides transparency regarding
strategi bisnis, kinerja keuangan serta peluang investasi. business strategies, financial performance and investment
Informasi penting juga tersedia melalui situs web resmi opportunities. Important information is also available
Perseroan sebagai bentuk keterbukaan informasi. through the Company's official website as a form of
information disclosure.
Media Media
Media memiliki peran penting sebagai mitra strategis The media plays an important role as a strategic partner
dalam menyampaikan informasi kepada publik. CNKO in conveying information to the public. CNKO maintains
menjaga hubungan baik dengan media melalui paparan good relations with the media through public expose,
publik, konferensi pers, wawancara serta komunikasi press conferences, interviews and other communications
lainnya seperti telepon dan e-mail. Hubungan yang erat such as phone calls and e-mails. This close relationship
ini membantu memperkuat citra Perseroan di mata helps strengthen the Company's image in the eyes of the
masyarakat. public.
Masyarakat Community
Sebagai bagian dari komunitas yang lebih luas, CNKO As part of the wider community, CNKO continues to build
terus membangun hubungan positif dengan masyarakat. positive relations with the public. Engagement is carried
Keterlibatan dilakukan melalui paparan publik, informasi out through public expose, information available on the
yang tersedia di situs web atau komunikasi langsung bila website or direct communication when needed. This
diperlukan. Komitmen ini menjadi bukti nyata bahwa commitment is real evidence that CNKO strives to provide
CNKO berupaya memberikan dampak positif bagi a positive impact on the environment and surrounding
lingkungan dan komunitas sekitarnya. communities.
Permasalahan dalam Penerapan Problems in the Implementation of
Keuangan Berkelanjutan Sustainable Finance
Dalam perjalanan menuju implementasi keuangan On the journey towards implementing integrated
berkelanjutan yang terintegrasi, CNKO dihadapkan pada sustainable finance, CNKO faces a major challenge,
tantangan utama, yaitu perlunya untuk meningkatkan namely the need to increase employee understanding
pemahaman dan kesadaran karyawan terhadap konsep and awareness of the concept and implementation of
dan penerapan Keuangan Berkelanjutan. Sustainable Finance.
CNKO menyadari bahwa keberhasilan penerapan keuangan CNKO realizes that the success of implementing
berkelanjutan sangat bergantung pada komitmen dan sustainable finance is highly dependent on commitment
konsistensi di seluruh tingkat organisasi. Namun, and consistency across all levels of the organization.
perbedaan tingkat pemahaman di antara karyawan However, differences in the level of understanding among
menjadi tantangan yang memerlukan perhatian khusus. employees are a challenge that requires special attention.
Hal ini disebabkan oleh kompleksitas konsep keberlanjutan This is due to the complexity of the sustainability concept
yang tidak hanya melibatkan aspek keuangan, tetapi juga which not only involves financial aspects, but also touches
menyentuh dimensi sosial dan lingkungan. on social and environmental dimensions.
Tantangan lain yang dihadapi adalah bagaimana Another challenge faced is how to ensure that every
memastikan setiap individu dalam Perseroan mampu individual in the Company is able to translate sustainability
menerjemahkan strategi keberlanjutan ke dalam praktik strategies into daily work practices. Integrating
kerja sehari-hari. Integrasi nilai-nilai keberlanjutan ke dalam sustainability values into the work culture requires a holistic
budaya kerja membutuhkan pendekatan yang holistik, approach, including training, effective communication and
termasuk pelatihan, komunikasi yang efektif serta providing examples of inspiring leadership.
pemberian contoh dari kepemimpinan yang inspiratif.
Untuk mengatasi hal ini, CNKO terus berupaya To address this, CNKO continues to develop relevant
mengembangkan program pelatihan dan pengembangan training and competency development programs. In
kompetensi yang relevan. Selain itu, pendekatan addition, a collaborative approach and clear information
kolaboratif dan penyampaian informasi yang jelas delivery are designed to ensure that every part of the
dirancang untuk memastikan bahwa setiap bagian organization has a uniform understanding.
organisasi memiliki pemahaman yang seragam.
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Kinerja Keberlanjutan
Sustainability Performance
Upaya Membangun Budaya Efforts to Build a Culture of
Keberlanjutan Sustainability
Dalam upaya untuk menjadikan keberlanjutan sebagai In an effort to make sustainability the core of the company
inti dari budaya perusahaan, CNKO mencoba merancang culture, CNKO tries to design a socialization and training
program sosialisasi dan pelatihan yang terfokus pada program that focuses on the implementation of the
implementasi Rencana Aksi Keuangan Berkelanjutan Sustainable Finance Action Plan (RAKB). This step is taken
(RAKB). Langkah ini diambil untuk memastikan bahwa to ensure that all employees not only understand the
seluruh karyawan tidak hanya memahami pentingnya importance of sustainability, but are also able to integrate
keberlanjutan, tetapi juga mampu mengintegrasikan nilai- its values into daily work practices.
nilainya ke dalam praktik kerja sehari-hari.
Program ini dirancang secara holistik untuk mencakup This program is designed holistically to cover all levels
semua tingkatan organisasi, dari manajemen puncak of the organization, from top management to the
hingga level operasional. Dengan pendekatan ini, CNKO operational level. With this approach, CNKO ensures that
memastikan bahwa setiap individu memiliki peran yang every individual has a significant role in realizing the
signifikan dalam mewujudkan visi keberlanjutan Company's sustainability vision. The training provided
Perseroan. Pelatihan yang diberikan mencakup berbagai covers various aspects, from understanding the concept
aspek, mulai dari pemahaman konsep keberlanjutan, of sustainability, policy implementation to measuring the
implementasi kebijakan hingga pengukuran dampak impact of sustainability on business and the surrounding
keberlanjutan terhadap bisnis dan lingkungan sekitar. environment.
Selain pelatihan internal, CNKO juga melibatkan In addition to internal training, CNKO also involves the
lingkungan eksternal melalui kegiatan sosialisasi yang external environment through socialization activities aimed
bertujuan untuk membangun kesadaran keberlanjutan di at building sustainability awareness in communities
komunitas sekitar wilayah operasional Perseroan. around the Company's operational areas.
Kinerja Ekonomi 3 Tahun Terakhir Economic Performance in the Last
3 Years
dalam ribuan Rupiah • in thousand
2024 2023 2022
Pendapatan Usaha • Operating Revenues 1.731.480.206 1.741.978.238 1.375.279.833
Laba Bruto • Gross Profit 244.878.601 198.526.588 105.835.273
Laba (Rugi) Sebelum Pajak Penghasilan • Profit (Loss) Before Income Tax 96.742.476 (34.046.746) (42.058.641)
Jumlah Laba (Rugi) Komprehensif Tahun Berjalan * 71.094.445 (41.365.647) (54.229.937)
• Total Comprehensive Profit (Loss) for the Year *
Kas Neto Diperoleh dari Aktivitas Operasi 73.917.842 99.754.000 415.988.248
• Net Cash Provided by Operating Activities
Kas Neto Diperoleh dari Aktivitas Investasi 587.317 196.061 109.791.881
• Net Cash Provided by Investing Activities
Kas Neto Digunakan untuk Aktivitas Pendanaan (47.889.042 ) (44.024.906 ) (497.964.603)
• Net Cash Used in Financing Activities
* dapat diatribusikan kepada pemegang saham entitas induk • attributable to owners of the parent entity
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Kinerja Lingkungan Hidup Environmental Performance
Sebagai bagian dari komitmennya terhadap pelestarian As part of its commitment to environmental preservation,
lingkungan hidup, CNKO menjalankan berbagai inisiatif CNKO is implementing various initiatives designed to
yang dirancang untuk mendukung keberlanjutan. Salah support sustainability. One of the main pillars of this effort
satu pilar utama dari upaya ini adalah program Kesehatan, is the Health, Safety and Environment (K3L) program,
Keselamatan Kerja dan Lingkungan (K3L), yang tidak which not only focuses on operational safety, but also
hanya berfokus pada keselamatan operasional, tetapi places environmental aspects as a priority.
juga menempatkan aspek lingkungan sebagai prioritas.
Dalam rangka menjaga keseimbangan antara operasional In order to maintain a balance between business
bisnis dan keberlanjutan lingkungan, CNKO bersama operations and environmental sustainability, CNKO
dengan konsultan independen secara berkala menyusun together with independent consultants periodically
Laporan Upaya Pengelolaan Lingkungan dan Upaya prepares Environmental Management Efforts and
Pemantauan Lingkungan (UKL-UPL). Proses ini dirancang Environmental Monitoring Efforts Report (UKL-UPL). This
untuk mengidentifikasi, mengelola dan memitigasi potensi process is designed to identify, manage and mitigate
dampak operasional terhadap lingkungan sekitar serta potential operational impacts on the surrounding
memastikan bahwa standar lingkungan yang diterapkan environment and ensure that the environmental standards
tidak hanya memenuhi peraturan, tetapi juga applied not only meet regulations but also reflect best
mencerminkan praktik terbaik di industri. practices in the industry.
Lebih dari itu, CNKO juga terus berupaya mengadopsi Moreover, CNKO also continues to adopt environmentally
teknologi ramah lingkungan dan praktik operasional friendly technologies and sustainable operational
berkelanjutan yang dirancang untuk mengurangi jejak practices designed to reduce carbon footprint and
karbon serta penggunaan sumber daya alam secara excessive use of natural resources. With a holistic and
berlebihan. Dengan pendekatan yang holistik dan comprehensive approach, CNKO not only maintains
komprehensif, CNKO tidak hanya menjaga kepatuhan regulatory compliance but also makes a real contribution
terhadap regulasi, tetapi juga memberikan kontribusi to environmental sustainability for future generations.
nyata terhadap kelestarian lingkungan untuk generasi
mendatang.
Kinerja Sosial 3 Tahun Terakhir Social Performance in the Last 3 Years
Selama tiga tahun terakhir, CNKO terus berkomitmen Over the last three years, CNKO has remained committed
untuk memperkuat dampak sosial yang positif melalui to strengthening positive social impacts through various
berbagai inisiatif yang mendukung kesejahteraan initiatives that support employee and community welfare.
karyawan dan komunitas. Pencapaian ini mencerminkan This achievement reflects the Company's vision to create
visi Perseroan untuk menciptakan lingkungan kerja yang an inclusive, safe and empowering work environment.
inklusif, aman dan memberdayakan.
1. Kesetaraan dan Hak Karyawan 1. Equality and Employee Rights
CNKO berpegang teguh pada prinsip kesetaraan CNKO adheres to the principle of equality in all
dalam seluruh aspek operasionalnya. Perseroan aspects of its operations. The Company ensures that
memastikan bahwa setiap individu memiliki akses every individual has equal access to employment
yang sama terhadap peluang kerja, tanpa opportunities, regardless of gender, race or other
memandang gender, ras atau latar belakang lainnya. background. In addition, CNKO strictly enforces the
Selain itu, CNKO dengan tegas menegakkan policy of prohibiting forced labor and child labor, in
kebijakan larangan tenaga kerja paksa dan pekerja accordance with international standards and national
anak, sesuai dengan standar internasional dan regulations.
regulasi nasional.
2. Kebijakan Remunerasi yang Adil 2. Fair Remuneration Policy
Dalam mendukung kesejahteraan karyawan, CNKO In supporting employee welfare, CNKO implements
mengimplementasikan kebijakan remunerasi yang a remuneration policy based on the regional minimum
berlandaskan pada kebijakan upah minimum wage policy. This step not only ensures fairness in
regional. Langkah ini tidak hanya memastikan wages, but also serves as concrete evidence of the
keadilan dalam pengupahan, tetapi juga menjadi bukti Company's commitment to improving the standard
nyata komitmen Perseroan terhadap peningkatan taraf of living of employees.
hidup karyawan.
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3. Lingkungan Kerja yang Layak dan Aman 3. Decent and Safe Work Environment
CNKO memahami pentingnya menciptakan CNKO understands the importance of creating a
lingkungan kerja yang layak dan aman bagi seluruh decent and safe work environment for all employees.
karyawan. Perseroan telah mengadopsi langkah- The Company has adopted proactive measures to
langkah proaktif untuk memastikan tempat kerja yang ensure a workplace that supports productivity while
mendukung produktivitas sekaligus menjaga maintaining health and safety. By providing conducive
kesehatan dan keselamatan. Dengan menyediakan facilities, CNKO encourages the creation of a balance
fasilitas yang kondusif, CNKO mendorong terciptanya between the physical and mental well-being of its
keseimbangan antara kesejahteraan fisik dan mental employees.
para karyawan.
4. Pengembangan dan Pelatihan Berkelanjutan 4. Continuous Development and Training
CNKO percaya bahwa keberhasilan jangka panjang CNKO believes that long-term success depends on
bergantung pada kemampuan karyawannya untuk the ability of its employees to develop professionally
berkembang secara profesional dan pribadi. Oleh and personally. Therefore, the Company actively
karena itu, Perseroan secara aktif mengadakan conducts training and development programs
pelatihan dan program pengembangan yang designed to improve the skills and broaden the
dirancang untuk meningkatkan keterampilan serta horizons of its employees. This initiative is in line with
memperluas wawasan karyawan. Inisiatif ini sejalan CNKO's commitment to creating an inclusive work
dengan komitmen CNKO untuk menciptakan environment and supporting the growth of every
lingkungan kerja yang inklusif dan mendukung individual in it.
pertumbuhan setiap individu di dalamnya.
Melalui pencapaian-pencapaian ini, CNKO tidak hanya Through these achievements, CNKO not only
menunjukkan komitmen terhadap tanggung jawab demonstrates its commitment to its social responsibility
sosialnya, tetapi juga membangun budaya kerja yang but also builds a progressive and sustainability-oriented
progresif dan berorientasi pada keberlanjutan. work culture.
Aspek Material Material Aspect
CNKO memahami pentingnya pengelolaan material yang CNKO understands the importance of responsible material
bertanggung jawab sebagai bagian dari komitmen management as part of its commitment to sustainability.
terhadap keberlanjutan. Dalam setiap kegiatan usaha, In every business activity, the Company strives to
Perseroan berupaya untuk meminimalkan dampak minimize environmental impacts without neglecting the
lingkungan tanpa mengabaikan kebutuhan energi nasional national energy needs for which it is responsible.
yang menjadi tanggung jawabnya.
Di sisi operasional, CNKO fokus pada optimalisasi On the operational side, CNKO focuses on optimizing
penggunaan sumber daya dan penerapan teknologi yang the use of resources and implementing more efficient
lebih efisien untuk mengurangi pemborosan material. technology to reduce material waste. In coal trading, the
Dalam perdagangan batu bara, Perseroan memastikan Company ensures that every stage of work is carried out
bahwa setiap tahapan pekerjaan dilakukan dengan in accordance with strict environmental standards.
mematuhi standar lingkungan yang ketat. Pengelolaan Management of waste from the process and combustion
limbah hasil proses dan sisa pembakaran PLTU juga residue of the PLTU is also a priority through the
menjadi prioritas melalui penerapan prosedur yang sesuai implementation of procedures in accordance with
dengan regulasi. regulations.
Di sisi lain, dalam kegiatan perkantoran, CNKO On the other hand, in office activities, CNKO supports
mendukung keberlanjutan dengan langkah-langkah sustainability with simple but significant steps, such as
sederhana namun signifikan, seperti digitalisasi untuk digitalization to reduce paper consumption and the
mengurangi konsumsi kertas dan penerapan kebijakan implementation of responsible office waste management
pengelolaan limbah kantor yang bertanggung jawab. policies. The Company also encourages an
Perseroan juga mendorong budaya kerja yang sadar environmentally conscious work culture by involving
lingkungan dengan melibatkan karyawan dalam berbagai employees in various sustainability initiatives.
inisiatif keberlanjutan.
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Aspek Energi Energy Aspect
Efisiensi energi merupakan elemen kunci dalam Energy efficiency is a key element in CNKO's operations,
operasional CNKO, baik dalam perdagangan batu bara both in coal trading and PLTU operations. The Company
maupun pengoperasian PLTU. Perseroan menyadari realizes that smart energy management not only provides
bahwa pengelolaan energi yang cerdas tidak hanya economic benefits but also contributes to sustainability
memberikan manfaat ekonomi tetapi juga berkontribusi and reducing the impact of climate change.
terhadap keberlanjutan dan pengurangan dampak
perubahan iklim.
Sebagai bagian dari komitmen untuk meraih efisiensi As part of its commitment to achieving energy efficiency,
energi, CNKO terus mengadopsi teknologi dan praktik CNKO continues to adopt the best technology and
terbaik di industri guna mengoptimalkan penggunaan practices in the industry to optimize the use of energy
sumber daya energi dalam proses produksi dan distribusi. resources in the production and distribution process. This
Langkah ini mencakup pengurangan konsumsi energi di step includes reducing energy consumption at every stage
setiap tahap operasional. of operations.
Aspek Air Water Aspect
CNKO memandang pengelolaan air sebagai elemen CNKO views water management as an important element
penting dalam mendukung kegiatan operasionalnya, in supporting its operational activities, especially in PLTU.
terutama di PLTU. Perseroan berkomitmen untuk The Company is committed to ensuring that every
memastikan bahwa setiap proses yang melibatkan process involving the use of water is carried out
penggunaan air dilakukan secara bertanggung jawab responsibly in order to prevent environmental pollution
guna mencegah pencemaran lingkungan dan menjaga and maintain the sustainability of water resources.
keberlanjutan sumber daya air.
Hasil evaluasi independen selama beberapa tahun The results of independent evaluations over the past few
terakhir menunjukkan bahwa kualitas air permukaan di years have shown that the quality of surface water in
wilayah operasional CNKO telah memenuhi standar yang CNKO's operational areas has met the standards set by
ditetapkan oleh Pemerintah. the Government.
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Di PLTU Pangkalan Bun, CNKO telah mengadopsi At the Pangkalan Bun PLTU, CNKO has adopted a number
sejumlah inisiatif pengelolaan air yang berkelanjutan, of sustainable water management initiatives, including:
termasuk:
1. Daur Ulang Air Limbah 1. Wastewater Recycling
Limbah air yang dihasilkan dari wet scrubber Wastewater generated from the wet scrubber is
disalurkan ke ash water pool dan dimanfaatkan channeled to the ash water pool and reused through
kembali melalui proses daur ulang, sehingga a recycling process, thereby reducing the need for
mengurangi kebutuhan air baru. new water.
2. Pengelolaan Limbah Air Melalui Instalasi 2. Wastewater Management Through Wastewater
Pengolahan Air Limbah (IPAL) Treatment Plant (WWTP)
CNKO mengelola air limbah operasionalnya CNKO manages its operational wastewater using a
menggunakan IPAL yang memastikan air yang WWTP which ensures that water released into the
dilepaskan ke lingkungan, yaitu sungai, telah environment, which is the river, meets the established
memenuhi standar kualitas yang ditetapkan. quality standards.
3. Pengaturan Suhu Air Pendingin 3. Cooling Water Temperature Regulation
Untuk menjaga keseimbangan ekosistem perairan, To maintain the balance of the aquatic ecosystem,
suhu air pendingin dari unit kondensor diatur melalui the temperature of the cooling water from the
pengaliran di saluran terbuka sebelum dilepaskan condenser unit is regulated through flow in an open
kembali ke lingkungan. channel before being released back into the
environment.
4. Manajemen Limpasan Air Hujan 4. Rainwater Runoff Management
CNKO membangun saluran drainase untuk CNKO builds drainage channels to reduce rainwater
mengurangi limpasan air hujan yang berpotensi runoff that has the potential to carry coal waste
membawa material limbah batu bara, sehingga material, thereby preventing contamination of the
mencegah kontaminasi terhadap lingkungan sekitar. surrounding environment.
Aspek Keanekaragaman Hayati Biodiversity Aspect
CNKO menyadari bahwa kegiatan operasionalnya dapat CNKO is aware that its operational activities can have an
berdampak pada lingkungan sekitar, termasuk impact on the surrounding environment, including
keanekaragaman hayati. Oleh karena itu, Perseroan biodiversity. Therefore, the Company is committed to
berkomitmen untuk memainkan peran aktif dalam playing an active role in protecting and preserving
melindungi dan melestarikan keanekaragaman hayati di biodiversity in its operational areas.
wilayah operasionalnya.
Sebagai bagian dari komitmen ini, CNKO memastikan As part of this commitment, CNKO ensures that every
bahwa setiap langkah operasionalnya, mulai dari step of its operations, from planning to implementation,
perencanaan hingga implementasi, mematuhi peraturan complies with applicable environmental conservation
dan standar konservasi lingkungan yang berlaku. Laporan regulations and standards. The UKL-UPL report is the
UKL-UPL menjadi pedoman utama Perseroan dalam Company's main guideline in identifying and managing
mengidentifikasi dan mengelola potensi dampak terhadap potential impacts on local flora and fauna.
flora dan fauna lokal.
Aspek Emisi Emission Aspect
CNKO menyadari betapa penting perannya dalam CNKO realizes how important its role is in supporting
mendukung upaya global untuk mengurangi dampak emisi global efforts to reduce the impact of emissions on the
terhadap lingkungan. Oleh karena itu, Perseroan environment. Therefore, the Company is committed to
berkomitmen untuk mengelola emisi dari seluruh kegiatan managing emissions from all its operational activities
operasionalnya secara bertanggung jawab dan responsibly and sustainably.
berkelanjutan.
CNKO memastikan kepatuhan terhadap peraturan dan CNKO ensures compliance with applicable environmental
standar lingkungan yang berlaku, termasuk yang terkait regulations and standards, including those related to
dengan pengelolaan emisi serta terus berupaya untuk emission management and continues to strive to improve
meningkatkan efisiensi proses demi meminimalkan dampak process efficiency to minimize impacts on the
terhadap lingkungan. environment.
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Aspek Limbah dan Efluen Waste and Effluent Aspects
CNKO memprioritaskan pengelolaan limbah dan efluen CNKO prioritizes waste and effluent management as part
sebagai bagian dari komitmen Perseroan terhadap of the Company's commitment to environmental
keberlanjutan lingkungan. Dalam operasionalnya, sustainability. In its operations, the Company ensures that
Perseroan memastikan bahwa semua limbah dan efluen all waste and effluent are managed in accordance with
dikelola sesuai dengan peraturan dan standar lingkungan applicable environmental regulations and standards, in
yang berlaku, guna meminimalkan dampaknya terhadap order to minimize their impact on the surrounding
ekosistem sekitar. ecosystem.
Untuk menjaga kualitas pengelolaan, CNKO secara teratur To maintain the quality of management, CNKO regularly
melibatkan pihak independen dalam memantau dan involves independent parties in monitoring and evaluating
mengevaluasi proses pengelolaan limbah dan efluen. the waste and effluent management process. This
Evaluasi ini bertujuan untuk memastikan bahwa prosedur evaluation aims to ensure that the procedures
yang diterapkan sesuai dengan ketentuan yang berlaku implemented are in accordance with applicable provisions
dan untuk mengidentifikasi area yang memerlukan and to identify areas that require improvement.
perbaikan.
Aspek Udara dan Kebisingan Air and Noise Aspects
CNKO berkomitmen untuk memastikan bahwa kualitas CNKO is committed to ensuring that air quality and noise
udara dan tingkat kebisingan di wilayah operasionalnya levels in its operational areas are well maintained, in
terjaga dengan baik, sesuai dengan peraturan dan accordance with applicable environmental regulations
standar lingkungan yang berlaku. Perseroan memahami and standards. The Company understands that managing
bahwa pengelolaan aspek tersebut merupakan termasuk these aspects is an important part of employee welfare.
bagian penting dalam kesejahteraan karyawan.
Sebagai bagian dari tanggung jawab tersebut, CNKO As part of this responsibility, CNKO periodically monitors
secara berkala melakukan pemantauan dan evaluasi and evaluates air quality and noise levels at operational
terhadap kualitas udara dan tingkat kebisingan di lokasi locations. The Company also continues to improve
operasional. Perseroan juga terus meningkatkan langkah- mitigation measures to minimize potential impacts that
langkah mitigasi untuk meminimalkan potensi dampak may be caused, both to the environment and the
yang dapat ditimbulkan, baik terhadap lingkungan surrounding community.
maupun masyarakat sekitar.
Aspek Pengaduan Terkait Lingkungan Hidup Aspects of Complaints Related to the
Environment
CNKO memprioritaskan keberlanjutan lingkungan dalam CNKO prioritizes environmental sustainability in all of its
setiap aktivitas operasionalnya, termasuk dalam operational activities, including in managing relationships
pengelolaan hubungan dengan masyarakat sekitar. with the surrounding community. As part of this
Sebagai bagian dari komitmen ini, Perseroan commitment, the Company provides a transparent and
menyediakan saluran pengaduan yang transparan dan responsive complaint channel to receive input,
responsif untuk menerima masukan, keluhan, atau complaints, or complaints related to the environment from
pengaduan terkait lingkungan hidup dari berbagai various stakeholders.
pemangku kepentingan.
Hingga saat ini, CNKO belum menerima pengaduan To date, CNKO has not received any complaints related
terkait lingkungan hidup dari pihak manapun. Hal ini to the environment from any party. This reflects the
mencerminkan upaya Perseroan dalam menjaga kualitas Company's efforts to maintain the quality of the
lingkungan di sekitar wilayah operasionalnya. Meskipun environment around its operational areas. Nevertheless,
demikian, Perseroan tetap berkomitmen untuk terus the Company remains committed to continuously
meningkatkan kualitas pengelolaan lingkungan dan improving the quality of environmental management and
memastikan bahwa semua prosedur operasional berjalan ensuring that all operational procedures are carried out
sesuai dengan standar yang berlaku. in accordance with applicable standards.
Sebagai langkah antisipatif, CNKO juga secara berkala As an anticipatory step, CNKO also periodically evaluates
melakukan evaluasi terhadap potensi dampak lingkungan the potential environmental impacts of operational
dari kegiatan operasional, dengan melibatkan pihak activities, by involving independent parties to ensure
independen untuk memastikan kepatuhan terhadap compliance with applicable regulations. This is done to
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regulasi yang berlaku. Hal ini dilakukan untuk menjaga maintain public trust and support the creation of
kepercayaan masyarakat dan mendukung terciptanya responsible and sustainable operations.
operasional yang bertanggung jawab dan berkelanjutan.
Aspek Ketenagakerjaan Employment Aspect
CNKO memandang aspek ketenagakerjaan sebagai CNKO views the employment aspect as a vital component
komponen vital dalam mendukung keberlanjutan in supporting the sustainability of its business. This
usahanya. Komitmen ini diwujudkan melalui penerapan commitment is realized through the implementation of
kebijakan dan praktik ketenagakerjaan yang sejalan employment policies and practices that are in line with
dengan peraturan perundang-undangan yang berlaku. applicable laws and regulations. The Company upholds
Perseroan menjunjung tinggi prinsip keadilan, the principles of fairness, openness and inclusiveness in
keterbukaan dan inklusivitas dalam mengelola tenaga managing its workforce.
kerja.
CNKO berkomitmen untuk: CNKO is committed to:
• Memberikan kesempatan kerja yang setara kepada • Providing equal employment opportunities to all
seluruh individu, tanpa memandang latar belakang, individuals, regardless of background, by ensuring
dengan memastikan kesetaraan gender dan gender equality and protection of workers' rights.
perlindungan hak-hak pekerja.
• Menjamin kesejahteraan karyawan melalui penerapan • Ensuring employee welfare through the
kebijakan remunerasi yang sesuai dengan upah implementation of remuneration policies in
minimum regional. accordance with regional minimum wages.
• Menciptakan lingkungan kerja yang aman, layak dan • Creating a safe, decent and conducive working
kondusif untuk produktivitas serta kesejahteraan environment for employee productivity and welfare.
karyawan.
• Memastikan tidak adanya praktik tenaga kerja anak • Ensuring the absence of child labor and forced labor
dan tenaga kerja paksa di seluruh kegiatan practices in all of the Company's operational activities,
operasional Perseroan, sesuai dengan standar in accordance with international labor standards and
ketenagakerjaan internasional dan peraturan nasional. national regulations.
Sebagai bentuk pemberdayaan karyawan, CNKO As a form of employee empowerment, CNKO always
senantiasa menyelenggarakan program pelatihan dan organizes training and competency development
pengembangan kompetensi. Langkah ini tidak hanya programs. This step is not only aimed at improving
bertujuan meningkatkan keterampilan karyawan tetapi employee skills but also ensuring that each individual
juga memastikan setiap individu memiliki kesempatan has the opportunity to develop professionally and provide
untuk berkembang secara profesional dan memberikan optimal contribution to the Company.
kontribusi optimal bagi Perseroan.
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Aspek Masyarakat Community Aspect
CNKO menyadari bahwa hubungan yang harmonis CNKO realizes that a harmonious relationship with the
dengan masyarakat sekitar merupakan elemen penting surrounding community is an important element in
dalam mendukung keberlanjutan usahanya. Oleh karena supporting the sustainability of its business. Therefore,
itu, Perseroan secara aktif melibatkan diri dalam berbagai the Company actively involves itself in various efforts to
upaya untuk meningkatkan kesejahteraan masyarakat di improve the welfare of the community in its operational
wilayah operasionalnya. areas.
Sebagai bentuk kontribusi nyata, CNKO memprioritaskan As a form of real contribution, CNKO prioritizes
pemberdayaan masyarakat lokal melalui peluang kerja empowering local communities through job opportunities
yang sesuai dengan kebutuhan perusahaan. Selain itu, that are align with the company's needs. In addition, the
Perseroan juga mendukung pengembangan masyarakat Company also supports community development by
dengan berpartisipasi dalam berbagai kegiatan sosial, participating in various social, cultural and religious
budaya dan keagamaan. Langkah ini dilakukan untuk activities. This step is taken to strengthen relations with
mempererat hubungan dengan komunitas setempat the local community while creating a sustainable positive
sekaligus menciptakan dampak positif yang impact.
berkelanjutan.
CNKO juga menyediakan saluran komunikasi yang CNKO also provides an open communication channel to
terbuka untuk menerima pengaduan atau masukan dari receive complaints or input from the community regarding
masyarakat terkait operasional Perseroan. Mekanisme the Company's operations. This complaint mechanism
pengaduan ini mencakup beberapa saluran, seperti: includes several channels, such as:
• Kantor Pengaduan Lokal: Masyarakat dapat • Local Complaints Office: The public can directly
langsung menyampaikan keluhan atau masukan di submit complaints or input at the complaint office
kantor pengaduan yang tersedia di wilayah available in the operational area.
operasional.
• Saluran Telepon dan Email Khusus: Perseroan • Special Telephone and Email Line: The Company
menyediakan nomor telepon dan alamat email khusus provides a special telephone number and email
untuk menangani pengaduan masyarakat secara address to handle public complaints quickly and
cepat dan transparan. transparently.
• Pertemuan dengan Perwakilan Masyarakat: Secara • Meetings with Community Representatives:
berkala, CNKO mengadakan pertemuan dengan Periodically, CNKO holds meetings with community
tokoh masyarakat atau perwakilan komunitas untuk leaders or community representatives to hear their
mendengar langsung aspirasi mereka. aspirations directly.
Setiap pengaduan yang masuk akan ditangani dengan Every complaint received will be handled with transparent
prosedur yang transparan dan akuntabel, termasuk and accountable procedures, including conducting
melakukan verifikasi dan memberikan solusi yang sesuai verification and providing appropriate solutions within a
dalam waktu yang telah ditentukan. specified time.
CNKO akan terus menjalankan program-program yang
mendukung kesejahteraan masyarakat sekitar, sejalan CNKO will continue to run programs that support the
dengan prinsip keberlanjutan dan tanggung jawab sosial welfare of the surrounding community, in line with the
Perseroan. Dengan pendekatan yang inklusif dan Company's principles of sustainability and social
kolaboratif, Perseroan berupaya menjadi mitra yang responsibility. With an inclusive and collaborative
andal dalam pembangunan sosial di lingkungan approach, the Company strives to be a reliable partner
operasionalnya. in social development in its operational environment.
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Sebagai contoh, hasil pemantauan pihak independen For example, the results of independent party monitoring
adalah sebagai berikut: are as follows:
Dampak • Impact Sumber Dampak • Sources of Impact Kegiatan Pengelolaan Lingkungan •
Environmental Management Activities
Sosial dan Ekonomi • Peluang usaha • Pembentukan kelompok usaha
Masyarakat (Partisipasi Business opportunities Establishment of business groups
Kerja, Peluang Usaha, • Corporate Social Responsibility • Bantuan manajemen usaha
Pendapatan Masyarakat, (CSR) Business management assistance
Pendidikan Masyarakat, • Pelaksanaan K3 • Memberikan pelatihan
dan Persepsi Masyarakat) Implementation of OHS kewirausahaan
Community Social and • Pengadaan Tenaga Kerja Training on entrepreneurship
Economics (Job Operasional • Sinergitas di tingkat PLTU
Participation, Business Procurement of Operational Synergy at PLTU level
Opportunities, Community Manpower • Kegiatan Bulan Ramadhan: buka
Income, Public Education, puasa bersama anak yatim
and Community Ramadhan Month Activities: fast-
Perception) breaking gathering with orphans
Tanggung Jawab Pengembangan Responsibility for Sustainable Product/
Produk/Jasa Berkelanjutan Service Development
CNKO memiliki komitmen untuk menyediakan produk CNKO is committed to providing products and services
dan layanan yang tidak hanya berkualitas tinggi tetapi that are not only of high quality but also support
juga mendukung keberlanjutan. Sebagai mitra strategis sustainability. As a strategic partner in the energy sector,
dalam sektor energi, Perseroan senantiasa memastikan the Company always ensures that the coal products and
bahwa produk batu bara dan jasa terkait yang disediakan related services provided are in accordance with the
sesuai dengan standar kualitas yang telah ditetapkan oleh quality standards set by the main client, which is PLN.
pelanggan utama, yaitu PLN.
Dalam kurun waktu tiga tahun terakhir, CNKO berturut- In the last three years, CNKO has received an "excellent"
turut menerima penilaian "excellent" dari pelanggan rating from its main client for the services provided. This
utamanya atas layanan yang diberikan. Pencapaian ini achievement reflects the Company's commitment in
mencerminkan komitmen Perseroan dalam menjaga maintaining product quality, delivery reliability and
kualitas produk, keandalan pengiriman dan kepuasan customer satisfaction. During the period, no coal
pelanggan. Selama periode tersebut, tidak ada shipments were rejected by PLN, confirming the
pengiriman batu bara yang ditolak oleh PLN, menegaskan Company's consistency in meeting customer needs
konsistensi Perseroan dalam memenuhi kebutuhan according to the agreed specifications.
pelanggan sesuai dengan spesifikasi yang disepakati.
Inovasi dan Pengembangan Produk/Jasa Innovation and Development of Sustainable
Keuangan Berkelanjutan Financial Products/Services
Perseroan menyadari pentingnya peran inovasi dalam The Company recognizes the importance of innovation
mendukung keberlanjutan, termasuk dalam in supporting sustainability, including in the development
pengembangan produk dan jasa keuangan yang of sustainable financial products and services. Currently,
berkelanjutan. Saat ini, Belum belum secara spesifik it has not specifically produced sustainable financial
menghasilkan produk atau jasa keuangan yang bersifat products or services.
berkelanjutan.
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Namun, sebagai bagian dari komitmen keberlanjutan, However, as part of its sustainability commitment, CNKO
CNKO tetap terbuka terhadap peluang-peluang remains open to development opportunities in this area.
pengembangan di bidang ini. Perseroan percaya bahwa The Company believes that innovative steps in the future
langkah inovatif di masa depan akan memungkinkan will enable the creation of financial products and services
terciptanya produk dan jasa keuangan yang mendukung that support the principles of sustainability, while
prinsip keberlanjutan, sekaligus memberikan nilai tambah providing added value to stakeholders.
bagi pemangku kepentingan.
Produk/Jasa yang Sudah Dievaluasi Products/Services That Have Been Evaluated for
Keamanannya bagi Pelanggan Safety for Customers
CNKO berkomitmen untuk memastikan bahwa produk CNKO is committed to ensuring that the products and
dan jasa yang disediakan memenuhi standar keamanan services provided meet applicable safety and quality
dan kualitas yang berlaku. Sebagai pemasok batubara standards. As a coal supplier to PLN for national energy
kepada PLN untuk kebutuhan energi nasional, Perseroan needs, the Company consistently evaluates the products
secara konsisten menjalankan evaluasi terhadap produk sold to ensure safety and suitability to customer needs.
yang dijual guna menjamin keamanan dan kesesuaian
dengan kebutuhan pelanggan.
Evaluasi ini dilakukan dengan mematuhi peraturan yang This evaluation is carried out by complying with the
telah ditetapkan oleh regulator serta menerapkan standar regulations set by the regulator and implementing
operasional yang berlaku di industri. Selain itu, operational standards applicable in the industry. In
pengawasan rutin dilakukan untuk memastikan bahwa addition, routine supervision is carried out to ensure that
setiap produk yang dikirimkan memenuhi spesifikasi teknis each product delivered meets the technical specifications
yang telah disepakati dengan PLN. agreed upon with PLN.
Dampak Produk/Jasa Product/Service Impact
CNKO berkomitmen untuk memastikan transparansi CNKO is committed to ensuring transparency in delivering
dalam penyampaian informasi terkait dampak positif information related to the positive and negative impacts
maupun negatif dari produk dan jasa yang dihasilkan. of the products and services produced. As part of the
Sebagai bagian dari tanggung jawab Perseroan terhadap Company's responsibility to stakeholders, CNKO
pemangku kepentingan, CNKO secara konsisten consistently complies with industry standards and
mematuhi standar industri dan peraturan yang berlaku applicable regulations to ensure the safety and quality of
untuk memastikan keamanan dan kualitas produk serta the products and services distributed.
jasa yang didistribusikan.
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Page 127
Laporan Keuangan Konsolidasian Consolidated Financial Statements
Page 128
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HALAMAN INI SENGAJA DIKOSONGKAN THIS PAGE IS INTENTIONALLY LEFT BLANK
Page 217
Daftar Isi
Table of Contents
Penjelasan Tema 1 Theme Page
Visi, Misi & Nilai Perusahaan 2 Vision, Mission & Corporate Values
Sekilas Perseroan 3 Company in Brief
Jejak Langkah 4 Milestones
Wilayah Kerja 6 Area of Operations
Ikhtisar Keuangan 8 Financial Highlights
Kepemilikan Manfaat 10 Beneficial Ownership
Ikhtisar Saham 12 Shares Highlights
Struktur Organisasi 13 Organizational Structure
Sekilas Peristiwa 14 Events Highlights
Laporan Dewan Komisaris 18 Board of Commissioners’ Report
Laporan Direksi 24 Board of Directors’ Report
Analisis & Pembahasan Manajemen 30 Management Discussion & Analysis
Tata Kelola Perusahaan 37 Corporate Governance
Manajemen Risiko 68 Risk Management
Faktor Penunjang Utama 72 Key Supporting Factors
Profil Dewan Komisaris 78 Board of Commissioners’ Profile
Profil Direksi 82 Board of Directors’ Profile
Profil Lainnya 85 Other Profiles
Informasi Perusahaan 87 Corporate Information
Tanggung Jawab Pelaporan Tahunan 89 Responsibility for Annual Reporting
Laporan Keberlanjutan 91 Sustainability Report
Laporan Keuangan Konsolidasian 125 Consolidated Financial Statements
Page 218
PT Exploitasi Energi Indonesia Tbk.
LAPORAN tahunan
LAPORAN keberlanjutan
2024
annual report
Sustainability report
www.energigroupindonesia.com
Jakarta Office
Sinar Mas Land Plaza Sudirman, 9th Floor
Jl. Jend. Sudirman Kav. 21
Jakarta 12930, Indonesia
Tel. +62 21 8051 1130
Fax. +62 21 8051 1135
Branch Office
Jl. Pramuka No.18A
Pemurus Luar, Banjarmasin Timur
Kalimantan Selatan 70249
Tel. +62 511 612 7021
Fax. +62 511 612 7021
Laporan Tahunan 2024 Annual Report
Back on the Green
Names mentioned 114 people and organisations named in the text · linked when the evidence is strong
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PT Central Korporindo International.
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PT Central Korporindo International. On
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PT Exploitasi Energi
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org
Exploitasi Indonesia Tbk.
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Energi Indonesia Tbk.
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Notary Dahlia
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Ministry of Law and Human Rights
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Kementerian Hukum dan Hak Asasi
p.5
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org
Pte. Ltd.
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PT Exploitasi
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PT Central Korporindo
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(IUPOP) di Kalimantan
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PT Exploitasi Energi Changed
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Indonesia Tbk.
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PT PLN Batubara.
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PT Dwi
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Guna Laksana Tbk.
p.7
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PT Sekti Rahayu Indah
p.8 ×5
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PT Abe Jaya Perkasa
p.8 ×3
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PT ENERGI SINAR
p.12
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PT CENKO RICHARD KORPORINDO SOEPRAPTO INTERNASIONAL
p.12
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PT SABATAMA INTERNASIONAL MANDIRI
p.12
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Sentral Efek Indonesia
p.14
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PT KORPORINDO
p.14
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PT TRANS
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PT SEKTI
p.14
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PT ABE JAYA GUNA BARA
p.14
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Kementerian Energi
p.21
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Ministry of Energy and Mineral Sumber Daya Mineral
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Indonesia Stock Exchange
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PT PLN Indonesia Power
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PT PLN PLN Nusantara Power
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PT PLN (Persero)
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Sugiharto & Rekan
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Erry Indriyana Seluruhnya
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p.50
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p.58 ×2
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Akuntan Publik Henny Dewanto
p.58
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Financial Services Authority
p.59 ×4
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Public Accountant Henny Dewanto
p.59
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Anderson Bay Pay Pte.Ltd.
p.61 ×2
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Stock Exchange
· Sekretaris Perusahaan
p.63
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Suharli
p.65 ×2
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Minister of Environment
p.76
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PT Prima Ksatrya Jaya
p.80 ×2
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org
PT Akar Ksatrya Wiratama
p.80 ×2
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Koordinasi Keamanan Laut
p.81
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Menteri Koordinator Politik dan Keamanan
p.81
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p.83 ×2
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PT Gane Permai Sentosa
p.84 ×2
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PT Kemakmuran Pertiwi Tambang
p.84 ×2
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PT Bara Pramulya Abadi
p.84 ×2
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PT Wanamerta Era Jaya
p.84 ×2
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PT Abadi Mukti
p.84 ×2
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PT Mitra Perdana Persada
p.84 ×2
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org
PT Boma Bisma Indra (Persero)
p.85 ×2
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org
PT Kayo Masterindo Pratama
p.86 ×2
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org
PT Multipros
p.86 ×2
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PT Korporindo Guna Bara
p.86 ×2
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PT Trans Lintas Segara
p.86 ×2
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Lihat Profil
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p.87
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org
Kementerian Keuangan Republik Indonesia
p.87
unresolved
org
Ministry of Finance
p.87
unresolved
org
PT Intikom Berlian Mustika
p.88
unresolved
org
PT Bakrie
p.88 ×2
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org
Brothers Tbk.
p.88 ×2
unresolved
org
PT Asia Strategic Advisory
p.88 ×2
unresolved
org
PT Power Telecom
p.88 ×2
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org
PT Metindo Era Sakti
p.88 ×2
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PT Sinartama Gunita Menara Tekno
p.89
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Dahlia
p.89
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org
PT PLN Indonesia
p.97
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org
PT PLN Nusantara Power
p.97 ×2
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memastikan arah pertumbuhan Perseroan. CNKO
p.114
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—
Selain itu, Paparan Publik diselenggarakan setidaknya
p.114
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sekali dalam setahun untuk memberikan gambaran terkini
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menjembatani komunikasi yang lebih luas, berbagai
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saluran komunikasi juga disediakan agar aspirasi
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Kepuasan pelanggan menjadi salah satu prioritas
p.114
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CNKO. Interaksi langsung melalui pertemuan, kunjungan,
p.114
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maupun saluran digital seperti situs web,
p.114
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pelanggan terpenuhi. Kehadiran CNKO di media sosial
p.114
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berkelanjutan. CNKO aktif membangun komunikasi melalui
p.114
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pertemuan, kunjungan serta penggunaan saluran digital
p.114
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p.114 ×2
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melalui paparan publik, analyst briefing, one-on-one
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meeting, roadshow dan konferensi investor. Melalui
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