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Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan Penjelasan Direksi
Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
Profil n
s a h a a
PerCoumpany Profile
Laporan Keberlanjutan 2024 Sustainability Report | PT PP (Persero) Tbk
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Profil Perusahaan
Profil Perusahaan Tata Kelola Keberlanjutan Kinerja Keberlanjutan Lain-lain dan Index
Profile
Company Profile Sustainable Governance Sustainable Performance Others and Index
PT PP (Persero) Tbk | Laporan Keberlanjutan 2024 Sustainability Report
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Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan Penjelasan Direksi
Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
Informasi Umum dan
Identitas Perusahaan
General Information and Company Identity
Nama Perusahaan [GRI 2-1] Tanggal Beroperasi Tanggal Pendirian
Company Name [GRI 2-1] Date of Operation Date of Establishment
Perusahaan Perseroan (Persero) PT Pembangunan 26 Agustus 1953 26 Agustus 1953
Perumahan Tbk atau disingkat PT PP (Persero) Tbk August 26, 1953 August 26, 1953
Perusahaan Perseroan (Persero) PT Pembangunan
Perumahan Tbk or abbreviated as PT PP (Persero) Tbk
Status Badan Hukum [GRI 2-1]
Legal Entity Status [GRI 2-1]
Informasi Perubahan Nama
Information on Name Change Perseroan Terbatas (PT)/Perusahaan Terbuka
(Tbk)/Badan Usaha Milik Negara (BUMN)
1971 Perusahaan Perseroan (Persero) Limited Liability Company (PT)/Public Company
PT Pembangunan Perumahan (Tbk)/State-Owned Enterprise (BUMN)
1961 Perusahaan Negara (PN) Ruang Lingkup Pasar [OJK C.3] [GRI 2-1]
Pembangunan Perumahan Market Scope [OJK C.3] [GRI 2-1]
Indonesia dan Filipina
Indonesia and Filipina
1953 NV Pembangunan Perumahan
Sektor [GRI 2-6]
Domisili Jumlah Karyawan Sector [GRI 2-6]
Domicile Total Employees
Layanan Rekayasa & Konstruksi (kode Sustainable
DKI Jakarta, Indonesia
1.766 karyawan
employees
Industry Classification System (SICS): IF-EN)
Engineering & Construction Services (Sustainable
Industry Classification System (SICS) code: IF-EN)
Dasar Hukum Pembentukan
Legal Basis of Incorporation Modal Dasar
Authorized Capital
Akta No. 78 tanggal 15 Maret 1973, dibuat dihadapan
Notaris Kartini Muljadi dan telah memperoleh
persetujuan Menteri Kehakiman Republik Indonesia
Rp
750 miliar
billion
No. Y.A.5/105/2 tanggal 30 Maret 1974, serta telah
diumumkan dalam Berita Negara Republik Indonesia Modal Ditempatkan dan Disetor Penuh
No. 249 tanggal 4 Juni 1974. Issued and Fully-Paid Capital
Deed No. 78 dated March 15, 1973, made before the
Notary Kartini Muljadi and obtained approval by the
Justice Minister of the Republic of Indonesia No.
Rp
500 miliar
billion
Y.A.5.105/2 dated March 30, 1974, and was announced
in the Official Gazette of the Republic of Indonesia No.
Pencatatan Saham di Bursa Saham [GRI 2-1]
249 dated June 4, 1974.
Share Listing in Stock Exchange [GRI 2-1]
9 Februari 2010, Bursa Efek Indonesia
Bidang Usaha [OJK C.4] February 9, 2010, Indonesia Stock Exchange
Line of Business [OJK C.4]
Konstruksi, (Gedung, Sipil/Infrastruktur, EPC, Spesialis,
Plant dan Peralatan) dan Investasi (Infrastruktur,
Properti, dan Energi)
Construction, (Building, Civil, EPC, Specialist, Plant,
and Equipment) and Investment (Infrastructure,
Property, and Energy)
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Profil Perusahaan
Profil Perusahaan Tata Kelola Keberlanjutan Kinerja Keberlanjutan Lain-lain dan Index
Profile
Company Profile Sustainable Governance Sustainable Performance Others and Index
Kepemilikan Saham [OJK C.3] [GRI 2-1] Obligasi
Shareholding [OJK C.3] [GRI 2-1] Bonds
Obligasi Berkelanjutan IV PTPP Tahap I Tahun 2024
51,00% 48,74% PTPP Shelf-Registered Bond IV Phase I 2024
Pemerintah Republik Masyarakat (Masing-
Sukuk Mudharabah Berkelanjutan I PTPP Tahap
Indonesia masing kurang dari 5%)
III Tahun 2023
Government of the Public (Each less than 5%)
PTPP Sustainable Mudharabah Sharia Bond I
Republic of Indonesia
Phase III 2023
Obligasi Berkelanjutan III PTPP Tahap III Tahun
0,23% 0,03% 2023
Saham Treasury Koperasi Karyawan Pemegang PTPP Sustainable Bond III Phase III 2023
Treasury Stock Saham PP (KKPSPP)
PP Shareholder Employee Sukuk Mudharabah Berkelanjutan I PTPP Tahap
Cooperation II Tahun 2022 Seri A dan Seri B
PTPP Sustainable Mudharabah Sharia Bond I
Phase II 2022 Series A and B
Nomor Pokok Wajib Pajak (NPWP)
Taxpayer Identification Number Obligasi Berkelanjutan III PTPP Tahap II Tahun
2022 Seri A dan Seri B
01.001.613.7-093.000
PTPP Sustainable Bond III Phase II 2022 Series
A and B
Nomor Induk Berusaha (NIB)
Business License Number (NIB) Sukuk Mudharabah Berkelanjutan I PTPP Tahap I
Tahun 2021 Seri B
8120410102025 PTPP Sustainable Mudharabah Sharia Bond I
Phase I 2021 Series B
Surat Izin Usaha Perdagangan (SIUP) Obligasi Berkelanjutan III PTPP Tahap I Tahun
Business Permit 2021 Seri B
PTPP Sustainable Bond III Phase I 2021 Series B
8120410102025
Kode Saham di Bursa Saham
Ticker Code in Stock Exchange
PTPP Surel
Email
corsec@ptpp.co.id
Jaringan Kelompok Usaha [GRI 2-6]
Business Network [GRI 2-6] Telepon
9 Entitas Anak Langsung, 23 Entitas Anak Tidak langsung, Phone
23 Entitas Asosiasi, dan 2 Kerja Sama Operasi (KSO) +62 21 840 3883 (hunting)
9 Direct Subsidiaries, 23 Indirect Subsidiaries,
23 Associates, and 2 Joint Operations (JO) Situs Web
Website
Alamat [OJK C.2] [GRI 2-1] www.ptpp.co.id
Address [OJK C.2] [GRI 2-1]
Media Sosial
Plaza PP - Wisma Subiyanto
Jl. Letjend. TB. Simatupang No. 57
Social Media
Pasar Rebo, Jakarta Timur 13760 PT PP - Persero Tbk
DKI Jakarta, Indonesia
@PTPP_ID
Kontak Perusahaan @PTPP_ID PTPP_ID
Company Contact
PT PP PERSERO TBK
Corporate Secretary
Tel. | Phone: +62 21 840 3883 ext. 1016 PT PP (PERSERO) TBK
Surel | Email: corsec@ptpp.co.id
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Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan Penjelasan Direksi
Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
Sejarah Singkat PTPP
Brief History of PTPP
PT PP (Persero) Tbk, yang selanjutnya disebut dengan PT Pembangunan Perumahan (Persero) Tbk, hereinafter
PTPP atau Perusahaan, berdiri pada 26 Agustus referred to as PTPP or the Company, was established
1953, dengan nama NV Pembangunan Perumahan, on August 26, 1953, under the name NV Pembangunan
berdomisili di Jakarta. Selama menjalankan usaha, Perumahan, domiciled in Jakarta. While engaging in
Perusahaan mengalami beberapa kali perubahan nama. the business, the Company underwent several name
Perubahan terakhir terjadi pada tahun 1971 berdasarkan changes. The last change occurred in 1971 based on
Peraturan Pemerintah No. 39Tahun 1971, yang membuat Government Regulation No. 39 of 1971, which made
Perusahaan dikenal dengan sebutan PT Pembangunan the Company known as PT Pembangunan Perumahan
Perumahan (Persero) dan/atau PT PP (Persero) sampai (Persero) and/or PT PP (Persero) until now.
sekarang.
Pada 2004, PTPP menjalankan program EMBO (Employee In 2004, PTPP carried out an EMBO (Employee
Management Buy Out), yaitu penjualan saham Management Buy Out) program, i.e., the sale of shares of
Negara Republik Indonesia (divestasi) untuk program the Republic of Indonesia (divestment) for employee and
kepemilikan saham oleh karyawan dan manajemen. management shareholding program. The sale of shares
Pelaksanaan penjualan saham melalui program through the EMBO program was executed through a
EMBO dilakukan melalui perjanjian tersendiri antara separate agreement between the shareholders and
pemegang saham dan Koperasi Karyawan Pemegang Koperasi Karyawan Pemegang Saham Pembangunan
Saham Pembangunan Perumahan (“KKPSPP”) yang Perumahan (“KKPSPP”), which in this case represented
dalam hal ini mewakili karyawan dan manajemen. employees and management. The EMBO program
Dengan pelaksanaan program EMBO tersebut, terjadi has led to changes in the Company’s share ownership
perubahan kepemilikan saham Perusahaan menjadi to 51% owned by the Government of the Republic of
51% milik Pemerintah Republik Indonesia dan 49% milik Indonesia and 49% owned by KKPSPP.
KKPSPP.
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Profil Perusahaan
Profil Perusahaan Tata Kelola Keberlanjutan Kinerja Keberlanjutan Lain-lain dan Index
Profile
Company Profile Sustainable Governance Sustainable Performance Others and Index
Berdasarkan Peraturan Pemerintah No. 39 Tahun 1971,
yang membuat Perusahaan dikenal dengan sebutan
PT Pembangunan Perumahan (Persero) dan/atau PT PP
(Persero) sampai sekarang.
Based on Government Regulation
No. 39 of 1971, which made the Company known as
PT Pembangunan Perumahan (Persero) and/or
PT PP (Persero) until now.
Pada tahun 2010 sesuai dengan visi dan misi Perusahaan, Following the Company’s vision and mission, in 2010,
PTPP melakukan aksi korporasi melalui Initial Public PTPP carried out a corporate action through an Initial
Offering (IPO). Setelah semua persyaratan dan perizinan Public Offering (IPO). After all requirements and
dipenuhi, pada 9 Februari 2010, saham Perusahaan permits were met, on February 9, 2010, the Company’s
diperdagangkan di Bursa Efek Indonesia. Sejak saat itu, shares were traded on the Indonesia Stock Exchange.
Perusahaan resmi menjadi perusahaan terbuka (Tbk) Since then, the Company has officially become a
sehingga nama lengkapnya menjadi PT Pembangunan public company (Tbk), so its full name becomes PT
Perumahan (Persero) Tbk dan/atau PT PP (Persero) Tbk. Pembangunan Perumahan (Persero) Tbk and/or PT PP
Kepemilikan saham Perusahaan pun berubah, yaitu (Persero) Tbk. The ownership of the Company’s shares
adanya kepemilikan oleh publik. Per 31 Desember 2022, has also changed, namely ownership by the public.
kepemilikan saham oleh publik tercatat sebesar 48,74%. On December 31, 2022, public share ownership was
recorded at 48.73%.
Dalam industri yang semakin kompetitif, Perusahaan The increasingly fierce competition requires the Company
dituntut untuk mampu melakukan terobosan dan to make business breakthroughs and transformations.
transformasi bisnis. Semula PTPP berperan sebagai Initially, PTPP engaged as a construction, realty, and
perusahaan jasa konstruksi, realti, dan pengembang, developer services company. Currently, the Company
namun saat ini Perusahaan telah bertransformasi has transformed by dividing its business scope into two
dengan memecah lingkup bisnisnya menjadi 2 (dua) main businesses, i.e., as a construction and investment
bisnis utama, yaitu sebagai perusahaan konstruksi dan company. Until the end of 2024, the PTPP business
investasi. Hingga akhir tahun 2024, jejaring kelompok group network includes nine Direct Subsidiaries, 23
usaha PTPP meliputi 9 (sembilan) Entitas Anak Indirect Subsidiaries, 23 Associated Entities, and two
Langsung, 23 Entitas Anak Tidak Langsung, 23 Entitas Joint Operations (JOs).
Asosiasi, dan 2 (dua) Kerja Sama Operasi (KSO).
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Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan Penjelasan Direksi
Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
Visi, Misi, Budaya,
dan Nilai-nilai Perusahaan [GRI 2-23] [OJK C.1]
Company Vision, Mission, Culture, and Company Values
[GRI 2-23] [OJK C.1]
Dengan berpegang pada VISI, MISI, dan AKHLAK sebagai nilai-
nilai perusahaan, PTPP membangun landasan yang kokoh untuk
mewujudkan pertumbuhan berkelanjutan.
By adhering to the VISION, MISSION, and AKHLAK as the Company’s values, PTPP
establishes a solid foundation to realize sustainable growth.
Visi Menjadi Kontraktor Pilihan Utama yang Inovatif, Unggul
Vision dan Berkelanjutan didukung Keuangan yang Sehat.
To be an Innovative, Superior, and Sustainable Contractor of First
Choice supported by Sound Finance.
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Profil Perusahaan
Profil Perusahaan Tata Kelola Keberlanjutan Kinerja Keberlanjutan Lain-lain dan Index
Profile
Company Profile Sustainable Governance Sustainable Performance Others and Index
Misi
Menyediakan jasa konstruksi dan EPC dengan fokus pada pengembangan gedung dan infrastruktur,
yang berbasis tata kelola Perusahaan yang baik, manajemen QHSE, manajemen risiko, dan prinsip
keberlanjutan.
Mission Providing construction and EPC services with a focus on building and infrastructure development
based on good corporate governance, QHSE management, risk management, and sustainability
principles.
Menciptakan nilai tambah optimal bagi pemangku kepentingan melalui daya saing yang tinggi
dan sinergi strategis dalam konstruksi dan EPC, serta investasi terkait.
Creating optimal added value for stakeholders through high competitiveness and strategic synergy
in construction and EPC, as well as related investments.
Mewujudkan talenta unggul dan tangguh dengan proses pemenuhan, pengembangan, dan
evaluasi yang selaras dengan budaya Perusahaan.
Realizing superior and resilient talents with fulfillment, development, and evaluation processes
that are aligned with the Company’s culture.
Mencapai kinerja unggul berkelanjutan lewat pengoptimalan inovasi teknologi dan manajemen
pengetahuan.
Achieving sustainable superior performance through optimizing technological innovation and
knowledge management
Membangun Perusahaan yang berkelanjutan berlandaskan keuangan yang sehat.
Building a sustainable Company based on sound finances.
Persetujuan Manajemen Kunci atas Visi dan Misi Perusahaan
Key Management Approval for Company Vision and Mission
Visi dan Misi telah disetujui oleh Dewan Komisaris dan The Vision and Mission have been approved by the
Direksi melalui Surat Keputusan Direksi No. 129/SK/PP/ Board of Commissioners and the Board of Directors
DIR/2024 tentang Perubahan Visi dan Misi Perusahaan PT through the Board of Directors Decree No. 129/SK/PP/
PP (Persero) Tbk tanggal 7 Oktober 2024. DIR/2024 on Changes in the Vision and Mission of PT PP
(Persero) Tbk dated October 7, 2024.
Strategi Pencapaian Visi dan Misi Perusahaan
Strategy for Achieving the Company’s Vision and Mission
PTPP memandang visi dan misi perusahaan sebagai PTPP views the corporate vision and mission as a
landasan strategis untuk mewujudkan keberlanjutan strategic foundation for realizing sustainability and
dan keunggulan di sektor konstruksi dan EPC excellence in the construction and EPC (Engineering,
(Engineering, Procurement, and Construction). Dalam Procurement, and Construction) sectors. To achieve
upaya mencapai visi menjadi kontraktor pilihan the vision of becoming an innovative, superior, and
utama yang inovatif, unggul, dan berkelanjutan, sustainable contractor of first choice, the Company
Perusahaan mengedepankan Tata Kelola Perusahaan prioritizes Good Corporate Governance and sound
yang Baik (Good Corporate Governance) dan keuangan corporate finance as the foundation.
perusahaan yang sehat sebagai fondasi Perusahaan.
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Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan Penjelasan Direksi
Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
Strategi utama Perusahaan mencakup penyediaan The Company’s main strategies include providing
layanan konstruksi berbasis manajemen QHSE (Quality, construction services based on QHSE (Quality,
Health, Safety, Environment), pengelolaan risiko yang Health, Safety, Environment) management, adaptive
adaptif, serta penerapan prinsip keberlanjutan pada risk management, and applying sustainability
setiap tahapan operasional.Terdapat 23 inisiatif strategis principles at every stage of operations. There are 23
yang mendukung pencapaian visi dan misi perusahaan. strategic initiatives that support the achievement of
Dengan fokus pada pengembangan proyek Gedung the Company’s vision and mission. With a focus on
dan Infrastruktur, PTPP terus mengadopsi teknologi developing Building and Infrastructure projects, PTPP
mutakhir dan inovasi terkini guna memastikan efisiensi, continues to adopt the latest technology and innovation
kualitas, serta daya saing dalam setiap proyek yang to ensure efficiency, quality, and competitiveness in
dijalankan. every project undertaken.
Pada proyek Gedung, PTPP berstrategi untuk Grow In Building projects, PTPP has a strategy to Grow
Buildings, yaitu ekspansi bisnis gedung melalui Buildings, i.e., expanding the building business by
penerapan inovasi teknologi konstruksi dan diversifikasi applying construction technology innovation and
portofolio. Hal ini bertujuan untuk membuka peluang portfolio diversification. This aims to open up new
pertumbuhan baru di sektor properti dan konstruksi. growth opportunities in the property and construction
Kedua, pada Proyek Infrastruktur PTPP berstrategi sector. Second, on Infrastructure Projects, PTPP has a
untuk Elevate Infrastructure, yaitu peningkatan strategy to Elevate Infrastructure, i.e., increasing the
bisnis infrastruktur dengan memprioritaskan proyek- infrastructure business by prioritizing investment-based
proyek berbasis investasi dan keberlanjutan yang and sustainability projects that can have a long-term
dapat memberikan dampak jangka panjang bagi impact on the company. Third, on EPC Projects, PTPP
perusahaan. Ketiga, pada Proyek EPC PTPP Berstrategi Strategizes to Refocus EPC, i.e., selective development
untuk Refocus EPC, yaitu pengembangan bisnis EPC of the EPC business with a focus on projects managed
secara selektif dengan fokus pada proyek yang dikelola through measurable risk mitigation to ensure
melalui mitigasi risiko yang terukur, guna memastikan profitability and efficiency.
profitabilitas dan efisiensi.
Dalam hal investasi, strategi PTPP diarahkan pada In terms of investment, PTPP’s strategy is directed at
Orchestrate Corporate Action & Portfolio Management, Orchestrate Corporate Action & Portfolio Management,
yaitu restrukturisasi portofolio bisnis untuk i.e., the restructuring of business portfolios to improve
meningkatkan efisiensi dan identifikasi sinergi baru efficiency and identification of new synergies after
pasca klasterisasi. Selain itu, PTPP juga menekankan clusterization. In addition, PTPP also emphasizes
Strengthen Investment & Cash Management dengan Strengthen Investment & Cash Management by
cara memperkuat pengelolaan kas, optimalisasi cash strengthening cash management, optimizing cash flow,
flow, serta peningkatan efisiensi dalam proses investasi. and increasing efficiency in the investment process.
Langkah ini bertujuan untuk menjaga likuiditas dan This step aims to maintain liquidity and support
mendukung pendanaan proyek-proyek strategis yang funding strategic projects with high-profit potential.
memiliki potensi keuntungan tinggi. Strategi enablers The enablers strategy is focused on three main aspects.
difokuskan pada tiga aspek utama. Pertama, Enhance First, Enhance Organization & Talent, which seeks to
Organization & Talent, yang berupaya meningkatkan improve organizational efficiency through management
efisiensi organisasi melalui optimalisasi manajemen optimization and developing HR capabilities to suit
dan pengembangan kapabilitas SDM agar sesuai future business needs. Second, Advance Digital &
dengan kebutuhan bisnis masa depan. Kedua, Advance Technology which encourages technological innovation
Digital &Technology, yaitu mendorong inovasi teknologi through digitizing processes and strengthening IT-
melalui digitalisasi proses dan penguatan sistem based management systems to improve operational
manajemen berbasis IT untuk meningkatkan efisiensi efficiency. Third, Intensify Risk Management which
operasional. Ketiga, Intensify Risk Management, yaitu strengthens risk management with a comprehensive
penguatan pengelolaan risiko dengan pendekatan control approach and applies the principle of “all-in
kendali menyeluruh dan penerapan prinsip "all-in profitability” to minimize financial and operational risks.
profitability" untuk meminimalkan risiko finansial dan This strategy is designed to strengthen the company’s
operasional. Strategi ini didesain untuk memperkuat competitiveness and ensure operational sustainability
daya saing Perusahaan dan memastikan keberlanjutan in all aspects of the business.
operasional di semua aspek bisnis.
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Dalam mewujudkan misi menciptakan nilai In realizing the mission of creating optimal added value
tambah optimal bagi pemangku kepentingan, PTPP for stakeholders, PTPP utilizes a collaborative approach
memanfaatkan pendekatan kolaboratif melalui sinergi through internal and external strategic synergies. PTPP
strategis baik di internal maupun eksternal Perusahaan. prioritizes strategic partnerships to strengthen the supply
PTPP memprioritaskan kemitraan yang strategis untuk chain and create solid integration when implementing
memperkuat rantai pasok serta menciptakan integrasi major projects. In addition, high competitiveness
yang solid dalam pelaksanaan proyek-proyek besar. is encouraged through optimizing innovation in
Selain itu, daya saing yang tinggi didorong melalui various fields, including digitizing work processes and
optimalisasi inovasi di berbagai bidang, termasuk developing organizational capabilities. In line with the
digitalisasi proses kerja dan pengembangan kapabilitas AKHLAK culture guiding the company’s ethics, PTPP
organisasi. Sejalan dengan budaya AKHLAK yang is committed to building superior and resilient talents
menjadi pedoman etika perusahaan, PTPP berkomitmen through comprehensive fulfillment, training, and
untuk membangun talenta unggul dan tangguh melalui evaluation. This culture shapes professional human
proses pemenuhan, pelatihan, dan evaluasi yang resources and strengthens employees’ dedication to
komprehensif. Budaya ini tidak hanya membentuk achieving the company’s vision and mission.
SDM yang profesional, tetapi juga memperkuat
dedikasi karyawan terhadap pencapaian visi dan misi
Perusahaan.
Keberlanjutan menjadi inti dari strategi PTPP untuk Sustainability is at the core of PTPP’s strategy to
mencapai kinerja unggul secara konsisten. Perusahaan achieve consistently superior performance. The
terus mengoptimalkan keuangan yang sehat melalui Company continues to optimize sound finances through
manajemen kas yang prudent, investasi strategis, prudent cash management, strategic investments, and
dan diversifikasi sumber pendapatan. Di sisi lain, diversification of revenue sources. On the other hand,
inovasi teknologi dan manajemen pengetahuan technological innovation and knowledge management
menjadi elemen penggerak utama untuk mendorong are the main elements that drive operational efficiency
efisiensi operasional dan keberlanjutan perusahaan. and corporate sustainability. With a structured approach
Dengan pendekatan yang terstruktur dan berbasis and based on the corporate vision, mission, and
pada visi, misi, serta nilai-nilai perusahaan, PTPP telah values, PTPP has built a solid foundation to face future
membangun landasan yang kokoh untuk menghadapi challenges and continue to be the contractor of choice at
tantangan masa depan dan terus menjadi kontraktor the national and international levels. This combination
pilihan utama di tingkat nasional maupun internasional. of innovation, integrity, and sustainability reflects the
Kombinasi dari inovasi, integritas, dan keberlanjutan company’s commitment to positively contributing to all
ini mencerminkan komitmen perusahaan dalam stakeholders and national development.
memberikan kontribusi positif bagi seluruh pemangku
kepentingan dan pembangunan nasional.
Kajian Periodik Visi dan Misi Perusahaan oleh Manajemen Kunci
Periodic Review of the Company’s Vision and Mission by Key Management
Dewan Komisaris dan Direksi telah melakukan kajian The Board of Commissioners and the Board of Directors
atas visi dan misi Perusahaan, baik dalam periodik have reviewed the corporate vision and mission, both in
jangka pendek Rencana Kerja dan Anggaran Perusahaan the short-term periodic Work Plan and Budget (RKAP) for
(RKAP) tahun 2024 yang telah ditandatangani oleh 2024, which was signed by the Board of Commissioners
Dewan Komisaris dan Direksi pada 31 Juli 2024, maupun and the Board of Directors on July 31, 2024, as well as
Rencana Jangka Panjang Perusahaan (RJPP) 2025-2029 the Company’s Long Term Plan (RJPP) 2025-2029 which
yang telah disetujui pada 23 September 2024. was approved on September 23, 2024.
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Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan Penjelasan Direksi
Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
Budaya/Tata Nilai Perusahaan
Corporate Values/Culture
Sebagai Badan Usaha Milik Negara (BUMN), PTPP As a State-Owned Enterprise (SOE), PTPP has adopted
telah mengadopsi Budaya/Tata Nilai “AKHLAK” the “AKHLAK” Culture/Values (Trustworthy, Competent,
(Amanah, Kompeten, Harmonis, Loyal, Adaptif, dan Harmonious, Loyal, Adaptive, and Collaborative)
Kolaboratif) yang ditetapkan oleh Kementerian BUMN established by the State-Owned Enterprises Ministry
sebagai core values BUMN serta identitas dan perekat as the core values of SOEs as well as the identity and
budaya kerja yang mendukung peningkatan kinerja adhesive of a work culture that supports continuous
secara berkelanjutan di BUMN, Anak Perusahaan, dan performance improvement in SOEs, Subsidiaries, and
Perusahaan Afiliasi Terkonsolidasi. Core values BUMN Consolidated Affiliated Companies. “AKHLAK” SOE core
“AKHLAK” telah ditetapkan sebagai Budaya/Tata Nilai values have been established as PTPP Culture/Values
PTPP berdasarkan Surat Keputusan Direksi No. 111/SK/ based on the Decree of the Board of Directors No. 111/
PP/DIR/2020 tanggal 14 Juli 2020 tentang Penetapan SK/PP/DIR/2020 dated July 14, 2020, on the stipulation of
Nilai-nilai Utama (Core Values) Perusahaan AKHLAK. the Company’s core values AKHLAK.
Berikut Budaya/Tata Nilai PTPP yang wajib diterapkan oleh seluruh insan Perusahaan.
The following are PTPP Culture/Values that must be implemented by all Company employees:
Amanah Kompeten Harmonis
Trustworthy Competent Harmonious
Memegang Teguh Kepercayaan Terus Belajar dan Saling Peduli dan
yang Diberikan Mengembangkan Kapabilitas Menghargai Perbedaan
Uphold the Trust Given Continue to Learn and Mutual Care and Respect
Develop Capabilities for Differences
Loyal Adaptif Kolaboratif
Loyal Adaptive Collaborative
Berdedikasi dan Mengutamakan Terus Berinovasi dan Antusias Membangun Kerjasama yang Sinergis
Kepentingan Bangsa dan Negara dalam Menggerakkan ataupun Build Synergic Cooperation
Dedicated and Prioritizing the Interests Menghadapi Perubahan
of the Nation and the State Continue to Innovate and be
Enthusiastic in Driving or
Facing Change
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Panduan Perilaku
Code of Conduct
• Memenuhi janji dan komitmen Meningkatkan kompetensi diri untuk
Fulfill promises and commitments menjawab tantangan yang selalu
• Bertanggung jawab atas tugas, berubah
keputusan dan tindakan yang dilakukan Improve self -competence in facing
Responsibility for the duties, decisions, dynamic challenges
and actions taken Membantu orang lain belajar
Help others learn
• Berpegang teguh kepada nilai moral
Menyelesaikan tugas dengan kualitas
dan etika terbaik
Uphold moral and ethical values Complete tasks with the best quality
Menghargai setiap orang apapun latar Menjaga nama baik sesama karyawan,
belakangnya Pimpinan, BUMN, dan Negara
Appreciate anybody regardless of their Maintain the good name of fellow
background employees, Leaders, SOEs, and State
Suka menolong orang lain Rela berkorban untuk mencapai tujuan
Keen on helping others yang lebih besar
Willingness to sacrifice for the greater good
Membangun lingkungan kerja yang
Patuh kepada pimpinan sepanjang tidak
produktif bertentangan dengan hukum & etika
Establish a productive working Obedient to the leaders as long as it
environment doesn’t contradict the law and ethics
Cepat menyesuaikan diri untuk lebih
baik
Adaptive to be better
Terus menerus melakukan perbaikan
mengikuti perkembangan teknologi
Continuously adapt following
technological development
Bertindak proaktif
Act proactively
Memberi kesempatan kepada berbagai
pihak berkontribusi
Offer opportunities to various parties to
contribute
Terbuka dalam bekerjasama untuk
menghasilkan nilai tambah
Be open to cooperation in creating added value
Menggerakan pemanfaatan berbagai
sumber daya untuk tujuan bersama
Encourage the use of various resources for
the common goals
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Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan Penjelasan Direksi
Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
Internalisasi Visi, Misi, dan Nilai-nilai Perusahaan
Internalization of Vision, Mission, and Corporate Values
Perusahaan menyadari pentingnya fondasi yang kuat The Company realizes the importance of a strong
dalam membangun keselarasan budaya kerja di setiap lini foundation in building a harmonious work culture in
organisasi. Dengan dukungan tim internalisasi budaya every line of the organization. With the support of the
yang dibentuk berdasarkan Surat Keputusan Direksi culture internalization team formed based on the Board
No. 115/SK/PP/DIR/2022 tanggal 15 Juni 2022 tentang of Directors Decree No. 115/SK/PP/DIR/2022 dated
Perubahan Culture Internalization Team “AKHLAK” PT June 15, 2022, on Changes in the “AKHLAK” Culture
PP (Persero) Tbk Tahun 2022, kami mengembangkan Internalization Team in PT PP (Persero) Tbk of 2022, we
struktur yang terintegrasi untuk memastikan visi, develop an integrated structure to ensure the corporate
misi, dan nilai-nilai perusahaan tertanam dalam setiap vision, mission, and values are embedded in every
aspek operasional. Tim ini menjalankan peran strategis aspect of operations. This team plays a strategic role in
dalam menyusun inisiatif-inisiatif berkelanjutan yang developing sustainable initiatives that generate a sense
membangkitkan rasa memiliki, menyelaraskan tujuan of belonging, align common goals, and encourage
bersama, dan mendorong sinergi antar unit bisnis synergy between business units in achieving the
dalam mencapai aspirasi Perusahaan. Company’s aspirations.
Struktur Organisasi Culture Internalization Team (CIT) PTPP
PTPP Culture Internalization Team (CIT) Organizational Structure
Culture Sponsor
CIT Coordinator
CDP Strategis Culture Leader CDP Kreatif
Coordinator
Culture Leader
Culture Leader UKP Culture Leader AP
Operasi
Culture Leader
Proyek
Culture Influencer
(CI)
Culture Target
Dalam upaya menguatkan karakter dan nilai yang To strengthen the character and values that become
menjadi identitas Perusahaan, kami secara konsisten the corporate identity, we consistently implement the
menjalankan Roadmap Internalisasi Budaya AKHLAK AKHLAK Culture Internalization Roadmap 2020-2024 as
2020-2024 sebagai berikut. follows.
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Roadmap Internalisasi AKHLAK PTPP Tahun 2020-2024
PTPP AKHLAK Internalization Roadmap 2022-2024
2020 2021 2022 2023 2024
Awareness Alignment Behavior Transform Continuous
Awareness terhadap to System Change Transformasi budaya Improvement
perubahan budaya memberikan dampak
Penyesuaian sistem Budaya AKHLAK Perbaikan dan
baru pada peningkatan
perusahaan selaras sudah menjadi peningkatan terhadap
Awareness of new kerja perusahaan
dengan AKHLAK mindset dan perilaku program internalisasi
cultural changes The cultural
Adjustment of the karyawan budaya
transformation
company system in AKHLAK culture Improvement and
has an impact on
line with AKHLAK has become the enhancement of
improving the
employee mindset culture internalization
company’s work
and behavior program
• Culture
Development
Program
• AKHLAK Survei
Evaluation
• Awarding Unit &
Culture Influencer
Melalui strategi ini, Perusahaan memastikan bahwa Through this strategy, the Company ensures that every
setiap nilai yang terkandung dalam AKHLAK, value contained in AKHLAK (Trustworthy, Competent,
Amanah, Kompeten, Harmonis, Loyal, Adaptif, dan Harmonious, Loyal, Adaptive, and Collaborative) is
Kolaboratif, diimplementasikan secara menyeluruh dan implemented thoroughly and sustainably. This step not
berkelanjutan. Langkah ini tidak hanya menciptakan only creates cultural harmony in the work environment
keselarasan budaya di lingkungan kerja, tetapi juga but also builds a solid work ethic, supports the
membangun etos kerja yang kokoh, mendukung achievement of the corporate vision, and strengthens
pencapaian visi Perusahaan, dan memperkuat hubungan the Company’s relationship with stakeholders.
Perusahaan dengan para pemangku kepentingan.
PTPP melaksanakan sosialisasi dan internalisasi PTPP carries out dissemination and internalization of
nilai-nilai “AKHLAK” di Perusahaan melalui program- “AKHLAK” values in the Company through programs
program di antaranya: including:
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Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan Penjelasan Direksi
Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
1 Refreshment Culture
Agenda dilaksanakan secara offline di Auditorium The agenda was held offline at the Wisma Subiyanto
Wisma Subiyanto pada tanggal 1 Februari 2024 Auditorium on February 1, 2024, by inviting an
dengan mengundang narasumber expert yaitu Bapak expert speaker, Mr. Soleh Ayubi as the Chairperson
Soleh Ayubi selaku Ketua BUMN Muda periode of BUMN Muda for the 2021-2024 period who
2021-2024 yang membawakan topik “Elevate Your presented the topic “Elevate Your Performance.”
Performance”.
2 BOD X Millennials
Agenda tersebut dilaksanakan pada 22 Maret 2024 The agenda was held offline on March 22, 2024, at
secara offline di Urban Forest Jakarta Selatan yang Urban Forest South Jakarta, which aims to capture
bertujuan untuk menjaring dan meningkatkan and increase the contributions and aspirations of
kontribusi serta aspirasi Insan PP millennials yang PP millennials, who can be conveyed directly to the
dapat disampaikan secara langsung kepada jajaran management.
manajemen.
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3 Sosialisasi Culture Program 2024
2024 Culture Program Dissemination
Agenda dilaksanakan secara online melalui platform The agenda was held online via Zoom on April 30,
Zoom pada tanggal 30 April 2024 yang bertujuan 2024, and it aims to convey the results of the 2023
untuk menyampaikan hasil evaluasi pengelolaan cultural management evaluation and the 2024
budaya 2023 dan Target Behavior 2024 yang akan Behavior Targets to be achieved.
dicapai.
4 Refreshment AKHLAK on Project
AKHLAK on Project Refreshment
Agenda tersebut dilaksanakan pada 27 Juni 2024 The offline agenda was held on June 27, 2024, at
secara offline di Swiss-Belhotel Darmo Surabaya Swiss-Belhotel Darmo Surabaya, which aims to
yang bertujuan untuk memberikan arahan seputar provide direction on the internalization of AKHLAK
internalisasi AKHLAK secara langsung oleh directly by the BOD representative, i.e., Mr. Tommy
perwakilan BOD yaitu Bapak Tommy Wiranata Wiranata Anwar as Director of Risk Management
Anwar selaku Direktur Manajemen Risiko & Legal & Legal to PP personnel in the Project unit and the
kepada Insan PP di unit Proyek maupun unit Cucu Second-Tier Subsidiary units of the East Java area.
Perusahaan area Jawa Timur.
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Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan Penjelasan Direksi
Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
Kegiatan Usaha serta Produk
dan Layanan [GRI 2-6] [OJK C.4]
Business Activities, Products, and Services
[GRI 2-6] [OJK C.4]
Bidang Usaha, Produk, dan Jasa Line of Business, Products, and
Services
Berdasarkan Pasal 3 Anggaran Dasar Perusahaan dalam Based on Article 3 of the Company’s Articles of
Akta Perubahan Anggaran Dasar PT PP (Persero) Tbk Association in the Deed of Amendment to the Articles
No. 31 tanggal 14 April 2023 yang dibuat di hadapan of Association of PT PP (Persero) Tbk No. 31 dated April
Ir. Nanette Cahyanie Handari Adi Warsito Notaris di 14, 2023, made before Ir. Nanette Cahyanie Handari Adi
Jakarta, PTPP didirikan dengan maksud dan tujuan Warsito, a Notary in Jakarta, PTPP was established with
Perusahaan untuk turut serta melakukan usaha di the Company’s purpose and objective to participate in
bidang industri konstruksi, Engineering Procurement the construction industry, Engineering Procurement and
dan Construction (EPC), perdagangan, pengelolaan Construction (EPC), trade, area management, service of
kawasan, layanan jasa peningkatan kemampuan di improving construction capabilities, engineering and
bidang konstruksi, jasa engineering dan perencanaan, planning services, development, as well as optimizing
pengembangan serta optimalisasi pemanfaatan sumber the utilization of company resources to produce high-
daya perusahaan untuk menghasilkan barang dan/ quality and highly competitive goods and/or services,
atau jasa yang bermutu tinggi dan berdaya saing kuat, to obtain or pursue profits and increase the company’s
untuk mendapatkan atau mengejar keuntungan guna value by applying the principles of a Limited Liability
meningkatkan nilai perusahaan dengan menerapkan Company.
prinsip-prinsip Perseroan Terbatas.
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Dalam rangka mewujudkan maksud dan tujuan To achieve these purposes and objectives, the Company
tersebut, Perusahaan dapat melaksanakan kegiatan may carry out the following business activities:
usaha dengan penjabaran sebagai berikut:
Telah/Belum
Kegiatan Usaha Berdasarkan Anggaran Dasar
Dijalankan Keterangan
Business Activities based on the
Executed/Not Description
Articles of Association
Executed
Pekerjaan Pelaksanaan Konstruksi dan Investasi
Telah dilaksanakan oleh PTPP dan entitas anak
Construction and Investment Implementation
Carried out by PTPP and subsidiaries
Work
Telah dilaksanakan oleh entitas anak dan entitas
Properti
asosiasi
Property
Carried out by subsidiaries and associates
Telah dilaksanakan oleh entitas anak dan entitas
Pengelolaan Kawasan
asosiasi
Area Management
Carried out by subsidiaries and associates
Instalasi Bangunan Gedung dan Bangunan Sipil Telah dilaksanakan oleh PTPP dan entitas anak
Building and Civil Building Installation Carried out by Infrastructure PTPP and subsidiaries
Jasa Perdagangan Bahan Komponen Bangunan
dan Peralatan Konstruksi Telah dilaksanakan oleh entitas anak
Building Materials and Construction Equipment Carried out by subsidiaries
Trading Services
Building Management Telah dilaksanakan oleh entitas anak
Building Management Carried out by subsidiaries
System Development Telah dilaksanakan oleh PTPP
System Development Carried out by PTPP
Pelaksanaan Pekerjaan EPC Telah dilaksanakan oleh Divisi EPC
EPC Work Implementation Carried out by EPC Division
= telah dijalankan | = belum dijalankan
= carried out | = not carried out
Produk dan Jasa yang Dihasilkan Products and Services Produced
PTPP memiliki usaha dalam 2 (dua) bidang yaitu jasa PTPP operates in two fields, i.e., Construction and
konstruksi dan investasi. Di bidang jasa konstruksi Investment Services. The Construction Services
terdiri dari kontraktor (gedung, sipil, dan EPC) dan bisnis Sector comprises Contractors (Building, Civil, and
kontraktor spesialis (Specialist, Plant, Equipment), EPC) and Specialist Contractors (Specialists, Plants,
sedangkan dalam bidang investasi, PTPP membagi ke and Equipment). Meanwhile, the Investment Sector is
dalam infrastruktur, energi, dan properti. divided into Infrastructure, Energy, and Property.
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Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan Penjelasan Direksi
Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
Investasi
dan Konsesi Infrastruktur
Infrastructure
Energi
Energy
Properti
Property
Investments and Concessions
Jalan Tol Pembangkit Listrik Realti
Toll Road Power Plant Realty
Pelabuhan Minyak dan Gas Komersial
Seaport Oil and Gas Commercial
SPAM Hospitality
Drinking Water Supply Pengelolaan Gedung
System Building Management
Infrastruktur Limbah
Waste Infrastructure
Infrastruktur
Telekomunikasi
Telcom Infrastructure
Konstruksi
Construction
Gedung Infrastruktur EPC Spesialis Pabrik Peralatan
Building Infrastructure Specialist Plant Equipment
Perkantoran Jalan Tol Pembangkit Listrik Pracetak Readymix Alat Berat
Office Toll Road Power Plant Precast Pabrik Pracetak Heavy Equipment
Apartemen Bendungan Minyak dan Gas Gedung Precast Plant Shoring
Apartment Dam Oil and Gas Building Campuran Aspal Bekisting
Rumah sakit Jembatan Smelter Mekanikal Asphalt Mixing Aluminium
Hospital Bridge Industri Mechanical Aluminium
Pabrik
Bandara Landasan Industrial Kelistrikan Formwork
Plant
Airport Runway Kilang Minyak Electrical
Universitas Irigasi Tank Storage Earth Moving
University Irrigation Bored Pile
Mall Pelabuhan Bekisting
Stadion Port Formwork
Stadium Jasa Tambang
Mining Services
Erection
Uraian rinci tentang produk dan jasa yang dihasilkan A detailed description of the products and services
kelompok usaha PTPP dapat dilihat pada bab Profil produced by the PTPP business group can be seen on
Perusahaan dalam Laporan Tahunan halaman 130-144. page 130-144 of the Company Profile chapter in the
Annual Report.
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Pasar yang Dilayani dan
Sebaran Proyek [OJK C.3] [GRI 2-1, 2-6]
Markets Served and Project Distribution
[OJK C.3] [GRI 2-1, 2-6]
PTPP melakukan pengembangan segmen usaha, PTPP develops its business segments, products, and
produk, dan jasa dengan melakukan investasi pada services by investing in various subsidiaries, associated
berbagai entitas anak dan entitas asosiasi maupun Kerja entities, and Joint Operations (JOs). Until the end of
Sama Operasi (KSO). Hingga akhir tahun 2024, sebaran 2024, the geographical market distribution of PTPP
pasar geografis kelompok usaha PTPP meliputi berbagai business group covers various regions in Indonesia
wilayah di Indonesia mencakup Sumatra, Jakarta, Jawa including Sumatra, Jakarta, West Java, Central Java,
Barat, Jawa Tengah, Jawa Timur, Kalimantan, Bali, Nusa East Java, Kalimantan, Bali, Nusa Tenggara, Sulawesi,
Tenggara, Sulawesi, dan Gorontalo. dan Gorontalo.
Perusahaan memiliki 3 (tiga) kelompok sebagai segmen The Company has three market segment groups: the
pasar, yaitu pemerintah, perusahaan (BUMN maupun government, companies (SOE and private), and the
swasta), dan masyarakat. Dari segmen pemerintah, community. From the government segment, PTPP has
PTPP telah dipercaya untuk menggarap berbagai been trusted to work on various infrastructure and
proyek infrastruktur dan bangunan gedung. Sedangkan building projects. As for the SOE and private companies
untuk segmen perusahaan BUMN dan swasta, selain segment, in addition to infrastructure, PTPP has worked
infrastruktur, PTPP telah mengerjakan berbagai on multiple property development projects in the form
proyek pembangunan properti berupa apartemen, of apartments, office buildings, airports, hotels, etc.
gedung perkantoran, bandara, hotel, dan sebagainya. Meanwhile, for the community segment, the projects
Sementara itu, untuk segmen masyarakat, proyek yang undertaken by the Company are derivative products
dikerjakan Perusahaan adalah produk-produk turunan needed for supporting development materials.
yang merupakan kebutuhan material pendukung
pembangunan.
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Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
Wilayah Operasional
Operational Area
Per 31 Desember 2024, kelompok usaha PTPP menaungi On December 31, 2024, the PTPP business group
9 (sembilan) Entitas Anak Langsung, 23 Entitas Anak oversees nine Direct Subsidiaries, 23 Indirect
Tidak Langsung, 23 Entitas Asosiasi, dan 2 (dua) Kerja Subsidiaries, 23 Associates, and two Joint Operations
Sama Operasi (KSO) yang tersebar diseluruh Indonesia. (KSOs) spread throughout Indonesia. A total of 84 PTPP
Selain itu, proyek-proyek oleh PTPP dengan total 84 Projects are available in the following distribution map:
proyek dapat dilihat pada peta sebaran berikut:
Peta Sebaran Proyek PTPP per 31 Desember 2024
PTPP Project Distribution Map As of December 31, 2024
Kalimantan
20
Sumatera
7
Projects
Projects
Jawa
40
Projects Bali & Nusa Tenggara
5
Projects
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84
Proyek Aktif
On-going projects
Sulawesi Filipina
6
Projects
2
Projects
Papua & Maluku
4
Projects
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Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan Penjelasan Direksi
Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
Skala Perusahaan [OJK C.3] [GRI 2-7]
Company Scale [OJK C.3] [GRI 2-7]
Kenaikan (Penurunan)
2023-2024
Deskripsi Satuan 2023-2024 Increase (Decrease)
2024 2023 2022
Description Unit Persentase
Selisih
Percentage
Difference
(%)
Jumlah Karyawan* Orang
1.766 1.780 1.765 (14) (0,79)
Total Employees* Personnel
Jumlah Pendapatan Rp-juta
19.812.143 18.464.215* 18.921.839 1.347.928 7,30
Total Revenue Rp-million
Laba Tahun Berjalan Rp-juta
129.438 127.090 365.742 2.348 1,85
Profit for the Year Rp-million
Jumlah Aset Rp-juta
56.589.716 56.525.042 57.612.383 64.674 0,11
Total Assets Rp-million
Jumlah Liabilitas Rp-juta
41.334.800 41.381.651 42.791.331 (46.851) (0,11)
Total Liabilities Rp-million
Jumlah Ekuitas Rp-juta
15.254.915 15.143.391 14.821.052 111.524 0,74
Total Equity Rp-million
Jumlah Produk dan Jasa Segmen
yang Ditawarkan Operasi
8 7** 6 1 14,29
Total Products and Operations
Services Offered Segment
Informasi Produksi/Kinerja
Information on Production/Performance of
Konstruksi Rp-juta
18.444.302 17.078.941* 16.457.816 1.365.361 7,99
Construction Rp-million
Investasi Rp-juta
1.490.985 1.385.270* 2.464.022 105.715 7,63
Investment Rp-million
Pemerintah Pemerintah Pemerintah
Pemegang saham Indonesia Indonesia Indonesia
Persen
terbesar*** Government Government Government - -
Percentage
Largest Shareholder* of Indonesia: of Indonesia: of Indonesia:
51,00% 51,00% 51,00%
Wilayah Operasional***
Operational Area***
Entitas Anak Langsung Entitas
9 9 8 - -
Direct Subsidiary Entity
Entitas Anak Tidak
Entitas
Langsung 23 22 23 1 4,54
Entity
Indirect Subsidiary
Entitas Asosiasi Entitas
23 25 30 2 (8,00)
Associates Entity
Kerja Sama Operasi
Entitas
(KSO) 2 2 2 - -
Entity
Joint Operations
*) Disajikan ulang sebagai dampak reissued atas Laporan Keuangan teraudit tahun buku 2023.
**) Disajikan ulang atas Laporan Keuangan teraudit tahun buku 2023.
***) Informasi lebih lengkap disampaikan secara terpisah dalam Laporan Keberlanjutan ini.
*) Restated due to the reissue in the audited Financial Statements for the 2023 fiscal year.
**) Restated for the audited Financial Statements for the 2023 fiscal year.
***) Further information is provided separately in this Sustainability Report.
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Keanggotaan pada Asosiasi [OJK C.5] [GRI 2-28]
Membership in Associations [OJK C.5] [GRI 2-28]
Untuk memperkuat bisnisnya, PTPP telah tergabung To strengthen its business, PTPP has joined the
dalam keanggotaan organisasi, di antaranya adalah: membership of organizations, including:
Nama Organisasi Lingkup Peran dan Kontribusi PTPP
Organization Name Scale PTPP’s Role and Contribution
Asosiasi Kontraktor Indonesia (AKI) Nasional Anggota Biasa
Indonesian Contractors Association (AKI) National General Member
Asosiasi Pelaksana Konstruksi Nasional (ASPEKNAS) Nasional Anggota
National Construction Executor Association (ASPEKNAS) National Member
Perkumpulan Pengusaha Konstruksi Terintegrasi (PAKTI) Nasional Anggota
Integrated Construction Entrepreneurs Association (PAKTI) National Member
Asosiasi Kontraktor Terintegrasi Indonesia (AKTI) Nasional Anggota
Indonesian Integrated Contractors Association (AKTI) National Member
Asosiasi Kontraktor Listrik dan Mekanikal Indonesia (AKLI)
Nasional Anggota
Indonesian Electrical and Mechanical Contractors
National Member
Association (AKLI)
Kamar Dagang dan Industri (KADIN) Nasional Anggota Biasa
Chamber of Commerce and Industry (KADIN) National General Member
Gabungan Perusahaan Konstruksi Nasional Indonesia
(GAPEKSINDO) Nasional Anggota
Indonesian National Construction Company Association National Member
(GAPEKSINDO)
Green Building Council Indonesia (GBCI) Nasional Anggota
Green Building Council Indonesia (GBCI) National Member
Institut BIM Indonesia (IBIMI) Nasional Anggota
Indonesian BIM Institute (IBIMI) National Member
Forum Human Capital Indonesia (FHCI) Nasional Anggota
Indonesian Human Capital Forum (FHCI) National Member
Forum Humas BUMN (FH BUMN) Nasional Anggota
SOE Public Relations Forum (FH BUMN) National Member
Asosiasi Emiten Indonesia (AEI) Nasional Anggota
Indonesian Publicly Listed Companies Association (AEI) National Member
Anugerah Kontraktor Mekanikal Elektrikal Indonesia
(AKMEI) Nasional Anggota
Association of Indonesian National Design and Construction National Member
Companies (AKMEI)
Himpunan Jasa Konstruksi Indonesia (HKJI) Nasional Anggota
Indonesian Construction Services Association (HKJI) National Member
Ikatan Ahli Manajemen Konstruksi Ramping Indonesia
(IAMKRI) Nasional Anggota
Indonesian Lean Construction Management Association National Member
(IAMKRI)
Forum QHSE BUMN Konstruksi Nasional Anggota
Construction SOE QHSE Forum National Member
Forum Digital BUMN (Fordigi) Nasional Anggota
Digital BUMN Forum (Fordigi) National Member
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Struktur Organisasi
Organizational Structure
Struktur Organisasi Perusahaan telah disahkan melalui Surat The Company’s Organizational Structure has been ratified
Keputusan Direksi No. 044/SK/PP/DIR/2024 tanggal 20 Juni through Board of Directors Decree No. 044/SK/PP/DIR/2024
2024 tentang Perubahan Struktur Organisasi Perusahaan dated June 20, 2024, on Changes in the Company’s
tahun 2024. Organizational Structure in 2024.
Komisaris Utama merangkap Komisaris
Independen
President Commissioner concurrently as
Independent Commissioner
Dhony Rahajoe
Komisaris Independen Komisaris Independen Komisaris Independen
Independent Commissioner Independent Commissioner Independent Commissioner
Istiono Jaya Kesuma Pundjung Setya Brata
Dewan Direksi
Direktur Utama
Board of Directors
President Director
Novel Arsyad
Direktur Strategi
Direktur Manajemen
Korporasi & HCM Direktur Keuangan
Risiko & Legal
Director of Corporate Director of Finance
Director of Risk Management & Legal
Strategy & HCM
Tommy Wiranata Anwar I Gede Upeksa Negara Agus Purbianto
Divisi Strategic Planning, Divisi Finance &
Biro Internal Audit Divisi Risk Management Engineering & Technology Accounting
Internal Audit Bureau Risk Management Division Strategic Planning, Engineering Finance & Accounting Division
& Technology Division
I Komang Sudarma M. Ichsan Yusuf Maharani Muhammad Zahid
Divisi Business
Development & Portfolio Divisi Operation & Supply
Biro Corporate Secretary Divisi Legal Chain Control
Management
Corporate Secretary Bureau Legal Division Operation & Supply Chain
Business Development &
Control Division
Portfolio Management Division
Joko Raharjo Fakhrul Ulum Anwar Ismail Niekke Kusuma Wardani
Divisi Human Capital
Biro QHSE Management
QHSE Bureau Human Capital Management
Division
Budi Suanda Adelia Auliyanti
Komite ESG Komite Kepatuhan
ESG Committee Compliance Committee
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Profil Perusahaan Tata Kelola Keberlanjutan Kinerja Keberlanjutan Lain-lain dan Index
Profile
Company Profile Sustainable Governance Sustainable Performance Others and Index
Komite Audit Komite GCG, Pemantau Risiko, Komite Tata Kelola
Audit Committee Nominasi dan Remunerasi Terintegrasi
GCG, Risk Monitoring, Nomination Integrated Governance
and Remuneration Committee Committee
Ketua Komite Tata Kelola
Ketua Komite GCG, Pemantau
Sekretaris Dewan Komisaris Terintegrasi
Ketua Komite Audit Risiko, Nominasi dan Remunerasi
Secretary of The Board of Head of the Integrated
Head of the Audit Committee Head of the GCG, Risk
Commissioners Governance Committee
Monitoring, Nomination and
Committee
Remuneration Committee
Dody Heriawan Priatmoko
Istiono Jaya Kesuma Dhony Rahajoe
Sekretaris Komite GCG, Pemantau Anggota Komite Tata Kelola
Risiko, Nominasi dan Remunerasi
Sekretaris Komite Audit Terintegrasi
Secretary of the GCG, Risk
Secretary of the Audit Committee Member of the Integrated
Monitoring, Nomination and
Remuneration Committee Governance Committee
Committee
Pundjung Setya Brata Ernadhi Sudarmanto
Ernadhi Sudarmanto
Hedy Rahadian
Anggota Komite Audit/Pihak Anggota Komite GCG, Pemantau
Independen Risiko, Nominasi dan Remunerasi Pudjung Setya Brata
Member of the Audit Member of the GCG, Risk
Committee/Independent Party Jaya Kesuma
Monitoring, Nomination and
Remuneration Committee Istiono
Handoko Tripriyono Fakhrul Ulum
Aria Farah Mita Hasnil Djamin Nur Rochmad
Nurahini Fatchul Birri
Anwar Ismail
Anton Satyo Hendriatmo
Nawang Sri Retno Kartiko
Komisaris Komisaris
Commissioner Commissioner
Ernadhi Sudarmanto Hedy Rahadian
PP Properti
PP Presisi
Direksi Operasi Bidang Direktur Operasi
Gedung Bidang Infrastruktur
PP Urban
Director of Building Director of Infrastructure
Operations Operations
Yuyus Juarsa Yul Ari Pramuraharjo
PP Energi
Divisi Building Divisi Infrastructure 1 PP Infra
Building Division Infrastructure 1 Division
Daniel Rinsani Pakpahan Yusdiantoro Subsidiari Lainnya & Afiliasi
Other Subsidiaries and Affiliations
Divisi Infrastructure 2
Infrastructure 2 Division
Pande Ketut Gede Karmawan
Divisi EPC
EPC Division Branch Filipina
Philippines Branch
Bakhtiyar Efendi
Organisasi yang fleksibel dan kokoh
memungkinkan seluruh elemen PTPP untuk
bersinergi dan tumbuh secara berkelanjutan.
A flexible and robust organization allows all
elements of PTPP to synergize and grow sustainably.
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Susunan Dewan Komisaris dan Direksi
Composition of the Board of Commissioners and Board
of Directors
Ir. Dhony Irjen. Pol. (Purn) Drs. Dr. Jaya Kesuma,
Rahajoe Istiono, MH S.H., M.Hum.
Komisaris Utama merangkap Komisaris Independen Komisaris Independen
Komisaris Independen Independent Commissioner Independent Commissioner
President Commissioner concurrently as
Independent Commissioner
Pundjung Dr. Ernadhi Dr.Ir. Hedy Rahadian,
Setya Brata Sudarmanto Ak., M.Sc.
Komisaris Independen MM., M.Ak., CFE., Komisaris
Independent Commissioner
CFr.A.,CA., QIA., Commissioner
CGCAE., ASEAN CPA.,
CIAE.
Komisaris
Commissioner
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Ir. Novel Agus Purbianto, SE, Ir. Yul Ari
Arsyad, MM. Ak., MM. Pramuraharjo, M.Si.
Direktur Utama Direktur Keuangan Direktur Operasi Bidang Infrastruktur
President Director Director of Finance Director of Infrastructure Operations
Yuyus Juarsa, Ing. Tommy I Gede Upeksa
S.T., M.M. Wiranata Anwar, Negara, S.T.
Direktur Operasi Bidang Gedung M.Sc., CRMP., CRGP. Direktur Strategi Korporasi dan HCM
Director of Building Operations Director of Corporate Strategy and HCM
Direktur Manajemen Risiko dan Legal
Director of Risk Management and Legal
Profil masing-masing Dewan Komisaris dan Direksi The profile of each Board of Commissioners and Board
dapat dilihat pada bab Profil Perusahaan dalam Laporan of Directors member is on page 153-169 of the Company
Tahunan halaman 153-169. Profile chapter in the Annual Report.
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Demografi Karyawan
Employee Demographic
Demografi Karyawan [OJK C.3] [GRI 2-7] Employee Demographics [OJK C.3] [GRI 2-7]
PTPP memiliki karyawan dengan budaya kerja unggul PTPP has employees with a superior work culture who
yang merupakan aset paling berharga dalam mencapai are the most valuable asset in achieving the vision “To
visi “Menjadi Kontraktor Pilihan Utama yang Inovatif, be an Innovative, Superior, and Sustainable Contractor
Unggul dan Berkelanjutan Didukung Keuangan yang of First Choice Supported by Sound Finance”. At the end
Sehat”. Di akhir tahun 2024, PTPP memiliki 1.766 karyawan, of 2024, PTPP had 1,766 employees, a 0.79% decrease or
mengalami penurunan 0,79% atau setara dengan 14 orang equivalent to 14 personnel compared to the number of
dibandingkan jumlah karyawan per 31 Desember 2023 employees on December 31, 2023, of 1,780 personnel.
sebanyak 1.780 orang. Penurunan tersebut disebabkan The decrease was due to the Zero-Growth policy.
adanya kebijakan zero-growth. Pada tahun 2024, PTPP In 2024, PTPP only runs the SOE Joint Recruitment
hanya menjalankan Program Rekrutmen Bersama BUMN Program (RBB) with a limited number to replace retired
(RBB) dengan jumlah yang terbatas untuk menggantikan and resigned employees.
karyawan pensiun dan mengundurkan diri.
Profil demografi karyawan Perusahaan dapat dilihat The demographic profile of the Company’s employees
pada tabel dan bagan berikut ini. is available in the following table and chart.
Pergerakan Jumlah Karyawan dalam 5 (Lima) Tahun Terakhir
Movement in the Number of Employees in the Last Five Years
2020-2024
2024 1.766
2023 1.780
2022 1.765
2021 1.833
2020 1.946
Perusahaan memetakan karyawan berdasarkan jenis The Company maps employees based on gender, status,
kelamin, status, wilayah kerja, usia, pendidikan, level work area, age, education, position level, and expertise.
jabatan, dan keahlian. Informasi selengkapnya mengenai Further information on employee demographics can be
demografi karyawan dapat dilihat pada bab Profil found on page 174-181. of the Company Profile chapter
Perusahaan dalam Laporan Tahunan halaman 174-181. in the Annual Report.
Pekerja yang Bukan Pekerja Indirect Employees [GRI 2-8]
Langsung [GRI 2-8]
Selain membagi tenaga kerja dengan kategori di atas, In addition to grouping the workforce according to
Perusahaan juga memiliki pekerja yang bukan pekerja the aforementioned categories, the Company also
langsung, yaitu mereka yang melakukan pekerjaan has indirect employees, i.e., those who work for PTPP
untuk PTPP tetapi tidak memiliki hubungan kerja but do not have a direct working relationship with
langsung dengan PTPP. Tenaga kerja yang masuk PTPP. Employees who fall into this category include
kategori ini antara lain pekerja alih daya dan magang. outsourced employees and intern. The Company also
Perusahaan juga memiliki pekerja yang bukan pekerja has employees who are not permanent employees
langsung dan bukan karyawan yang pekerjaannya and are not employees whose work is controlled by
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dikendalikan oleh organisasi, yaitu tenaga kerja dari the organization, namely labor from supervisors and
mandor dan subkontraktor yang bekerja di proyek- subcontractors who work on PP projects.
proyek PP.
Informasi tentang pekerja alih daya merujuk kerja Information on outsourced employees refers to the
sama yang dilakukan oleh PP Urban, entitas anak PTPP, cooperation carried out by PP Urban, a subsidiary of
dengan perusahaan penyedia pekerja alih daya untuk PTPP, with companies providing outsourced employees
mengelola berbagai layanan di lingkungan Gedung to manage various services within the PTPP building, as
PTPP, sebagaimana tabel berikut: shown in the following table:
Kenaikan (Penurunan)
2023-2024
2024 2023 2022
2023-2024 Increase
(Decrease)
Deskripsi
Description
Jumlah Jumlah Jumlah Jumlah
L P L P L P
(orang) (orang) (orang) (orang)
(orang) (orang) (orang) (orang) (orang) (orang) %
Total Total Total Total
(personnel) (personnel) (personnel) (personnel) (personnel) (personnel)
(personnel) (personnel) (personnel) (personnel)
Alih Daya
Outsourced 75 18 93 95 18 113 147 13 160 (20) (17,70)
Employees
Magang
132 91 223 152 70 222 182 78 260 1 0,45
Interns
Jumlah
207 109 316 247 88 335 329 91 420 (19) (5,67)
Total
L = Laki-laki / P = Perempuan
L = Male / P = Female
PTPP menyerahkan sebagian pelaksanaan pekerjaan PTPP outsources some of the work to outsourcing
kepada perusahaan alih daya yang dibuat secara companies in writing. Outsourcing of work is a support
tertulis. Penyerahan pekerjaan sebagian merupakan service activity or one that is not directly related to
kegiatan jasa penunjang atau yang tidak berhubungan the production process. The outsourcing of work to
langsung dengan proses produksi. Adapun penyerahan outsourcing companies includes the following work:
pekerjaan sebagian kepada perusahaan alih daya antara
lain pekerjaan:
1. Security/ Satpam; dan 1. Security/Security Guard; and
2. Cleaning service. 2. Cleaning service.
Tenaga kerja yang merupakan tenaga kerja dari pemasok The workforce of suppliers services working on PTPP
jasa yang bekerja di proyek-proyek PTPP, sebagaimana projects, as shown in the following table:
tabel berikut:
Kenaikan (Penurunan)
2024 2023 2022 2023-2024
2023-2024 Increase (Decrease)
Deskripsi
Jumlah (orang) Jumlah (orang) Jumlah (orang) Jumlah (orang)
Description
Total Total Total Total %
(personnel) (personnel) (personnel) (personnel)
(1) (2) (3) (4=1-2) (4/2)
Pemasok Jasa
69.473 18.921 30.664 50.552 267,17
Services Suppliers
Jumlah
69.473 18.921 30.664 50.552 267,17
Total
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PTPP menyerahkan sebagian pelaksanaan pekerjaan PTPP outsources part of the work to service providers,
kepada pemasok jasa dalam hal ini mandor dan in this case foremen and subcontractors, through work
subkontraktor melalui kontrak pekerjaan yang contracts officially issued by the OC & SCC Division
dikeluarkan secara resmi oleh Divisi OC & SCC kepada to the foremen and the companies of the respective
mandor dan perusahaan masing-masing subkontraktor. subcontractors. The work delegated in part to foremen
Adapun penyerahan pekerjaan sebagian kepada and subcontractors includes the following:
mandor dan subkontraktor antara lain pekerjaan:
1. Pekerjaan Struktur Proyek; 1. Structure Work Project;
2. Pekerjaan Arsitektur Proyek; 2. Architecture Work Project;
3. Pekerjaan MEP Proyek; 3. MEP Work Project;
4. Pekerjaan Interior; dan 4. Interior Work; and
5. Pekerjaan Landscape. 5. Landscape work.
Kenaikan jumlah tenaga kerja tidak langsung dari tahun The increase in temporary workers from 2023 to 2024
2023 ke 2024 dikarenakan adanya percepatan pekerjaan is due to the acceleration of work on several national
pada beberapa proyek strategis nasional yang dikerjakan strategic projects carried out by the Company. In
oleh Perusahaan. Selain itu juga terdapat proyek yang addition, some projects use a two-shift system with a
menggunakan sistem 2 shift dengan maksimal jam kerja maximum working hours per shift of 12 hours (including
per shift 12 jam (termasuk istirahat). breaks).
Perjanjian Perundingan Kolektif Collective Labor Agreement [GRI 2-30]
[GRI 2-30]
Hingga akhir tahun 2024, tidak terdapat organisasi Until the end of 2024, there is no trade union organization in
serikat pekerja di lingkungan PTPP. Perusahaan tidak PTPP. The Company does not limit the rights of employees
membatasi hak karyawan terkait pembentukan serikat related to the formation of trade unions as stipulated in
pekerja sebagaimana tertuang dalam pasal 5 ayat 1 dan articles 5 paragraph 1 and 9 of Law No. 21 of 2000 onTrade
9 Undang-undang RI No. 21 Tahun 2000 tentang Serikat Unions. PTPP has carried out the obligations required as
Pekerja. PTPP telah menjalankan kewajiban yang in article 106 of Law No. 13 of 2003 on Manpower and
disyaratkan sebagaimana dalam pasal 106 Undang- the Manpower and Transmigration Minister Regulation
undang RI No. 13 Tahun 2003 tentang Ketenagakerjaan No. PER.32/MEN/XII/2008 of 2008 on Procedures for the
dan Peraturan Menteri Tenaga Kerja dan Transmigrasi Establishment and Membership Structure of Bipartite
RI No. PER.32/MEN/XII/2008 Tahun 2008 tentang Cooperation Institutions, where PTPP has established LKS
Tata Cara Pembentukan dan Susunan Keanggotaan Bipartit as a forum for communication and consultation
Lembaga Kerja Sama Bipartit, di mana PTPP telah between employers and workers’ representatives for the
membentuk LKS Bipartit sebagai forum komunikasi continuity, growth and development of the company,
dan konsultasi antara pengusaha dengan wakil pekerja including workers’ welfare. The formation document and
untuk kelangsungan, pertumbuhan dan perkembangan activities of the LKS Bipartit have been recorded at the
perusahaan, termasuk kesejahteraan pekerja. Dokumen East Jakarta Manpower, Transmigration, and Energy Sub-
pembentukan dan kegiatan LKS Bipartit telah dicatatkan Department with recording number e-0024, which was first
pada Suku Dinas Tenaga Kerja, Transmigrasi, dan recorded on February 23, 2023. Since the first registration,
Energi Kota Administrasi Jakarta Timur dengan nomor there have been two changes in the composition of the
pencatatan e-0024, yang dicatatkan pertama kali pada LKS Bipartit management with the last change recorded
23 Februari 2023. Sejak pencatatan pertama, telah on October 28, 2024.
terjadi 2 (dua) kali perubahan susunan pengurus LKS
Bipartit dengan perubahan terakhir dicatatkan pada 28
Oktober 2024.
Jika terdapat permasalahan perburuhan, secara personal If there are labor issues, employees can personally
karyawan dapat langsung menyampaikan aspirasinya convey their aspirations to the Company through
kepada Perusahaan melalui media komunikasi internal internal communication media at PTPP, including email,
di PTPP, antara lain email, chat WhatsApp resmi Divisi official WhatsApp chat of the HCM Division, and direct
HCM, dan pertemuan secara langsung. Dengan adanya meetings. With such easy access, employees can fight
kemudahan akses tersebut, maka karyawan dapat for their rights and convey their aspirations through
memperjuangkan hak dan menyampaikan aspirasinya various communication media.
melalui berbagai media komunikasi.
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Profil Perusahaan Tata Kelola Keberlanjutan Kinerja Keberlanjutan Lain-lain dan Index
Profile
Company Profile Sustainable Governance Sustainable Performance Others and Index
PTPP telah mengatur hubungan industrial antara karyawan PTPP has regulated industrial relations between
dan perusahaan dalam Peraturan Perusahaan yang tertuang employees and the Company in the Company
dalam Buku Saku Peraturan Perusahaan yang diperbaharui Regulations contained in the Company Regulation
setiap 2 (dua) tahun sekali. Untuk tahun 2024, Peraturan Handbook which is updated every two years. For 2024,
Perusahaan yang berlaku telah disetujui oleh Kementerian the applicable Company Regulation has been approved
Ketenagakerjaan RI melalui Keputusan Direktur Jenderal by the Manpower Ministry through the Industrial
Pembinaan Hubungan Industrial dan Jaminan Sosial Tenaga Relations and Labor Social Security Director General
Kerja No.Kep.4/HI.00.00/00.000.22110817/B/V/2023 tanggal Decree No. Kep.4/HI.00.00/00.000.22110817/B/V/2023
30 Mei 2023 tentang Pengesahan Peraturan Perusahaan PT dated May 30, 2023, on the Ratification of the Company
PP (Persero) Tbk untuk periode 30 Mei 2023 sampai dengan Regulation of PT PP (Persero) Tbk for the period of May
29 Mei 2025. 30, 2023 to May 29, 2025.
Setiap tahun, Perusahaan juga menyampaikan Wajib Every year, the Company also submits a Mandatory
Lapor Ketenagakerjaan di Perusahaan (WLKP) kepada Report on Employment in the Company (WLKP) to
Kementerian Ketenagakerjaan RI, antara lain terkait the Manpower Ministry, including information on the
keadaan perusahaan, keadaan ketenagakerjaan, dan pakta company’s state, the state of employment, and the
integritas. Pencatatan terakhir dilakukan untuk periode 13 integrity pact. The last listing was carried out for the
September 2024 sampai dengan 13 September 2025. period of September 13, 2024, to September 13, 2025.
Kepemilikan Saham [OJK C.3] [GRI 2-6]
Share Ownership [OJK C.3] [GRI 2-6]
Sejak 9 Februari 2010, PTPP mencatat dan
memperdagangkan sahamnya kepada publik
di Bursa Efek Indonesia (BEI).
Since February 9, 2010, PTPP has listed and traded its shares to the public on the
Indonesia Stock Exchange (IDX).
0,23%
Pemerintah Republik Indonesia
The Government of the Republic of Indonesia
Koperasi Karyawan Pemegang Saham - PT PP (Persero) Tbk
Koperasi Karyawan Pemegang Saham - PT PP (Persero) Tbk
Kode
Saham Dewan Komisaris dan Direksi
48,73% 51,00%
PTPP Board of Commissioners and Board of Directors
Publik (masing-masing kepemilikan di bawah 5%)
Public (each less than 5% ownership)
Saham Treasuri
Treasury Stock
0,01% 0,03%
Lebih rinci tentang pemegang saham PTPP dapat dilihat More details about PTPP’s shareholders can be found in
dalam Laporan Tahunan Tahun 2024 halaman 184-191, the 2024 Annual Report on page 184-191, as an integral
sebagai dokumen yang tidak terpisahkan dari Laporan document of this Sustainability Report.
Keberlanjutan ini.
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Struktur Grup dan
Kelompok Usaha PTPP [OJK C.3]
PTPP Group and Business Group Structure [OJK C.3]
Pemerintah Republik Indonesia Koperasi Karyawan Pemegang Saham
The Government of the Republic of Indonesia Pembangunan Perumahan
51,00% 0,03%
PT PP Properti Tbk PT PP Presisi Tbk PT PP Infrastruktur PT PP Urban PT PP Energi
64,96% 76,99% 99,15% 99,99% 99,09%
PT Gita Nusa PT Lancarjaya PT Tirta Tangsel PT Griyaton PT Sepoetih Daya
Sarana Niaga Mandiri Abadi Mandiri Indonesia Prima
99,99% 51,00% 99,00% 97,69% 75,00%
PT Hasta Kreasi PT Widya Tirta PT Mahkota
Mandiri Selaras Dinamika Niaga
99,00% 99,00% 73,00%
PT Grahaprima PT Odira Energy
PT PP Tirta Madani
Realtindo Karang Agung
99,00% 85,00% 70,00%
PT Pekanbaru Permai PT PP Krakatau
Propertindo Tirta
97,50% 75,00%
PT PPRO Sampurna PT PP Tirta Tanah
Jaya Merah
77,14% 51,00%
PT Limasland Realty
Cilegon PT Air Batam Hulu
70,00% 40,00%
PT PPRO BIJB AD PT Air Batam Hilir
68,30% 40,00%
PT PPRO Properti
PT PP Tirta Riau
Suramadu 3,20%
60,00% 90,30%
PT Wisma Seratus
Sejahtera
55,00% Pemegang Saham Utama/Pengendali/Entitas Pemilik Akhir Entitas Anak Tidak Langsung
Major/Controlling Shareholders/Ultimate Shareholder Entity Indirect Subsidiaries
PT PP Properti Pemegang Saham Pendiri Entitas Asosiasi
Jababeka Residen Founders Shares Associated Entity
52,60% Entitas Anak Langsung Dimiliki PTPP Ventura Bersama/Kerja Sama Operasi (KSO)
Direct Subsidiaries of PPTP Joint Venture/Joint Operation Project (KSO)
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Profile
Company Profile Sustainable Governance Sustainable Performance Others and Index
Saham Treasury Publik (Masing-Masing Kurang Dari 5%)
Treasury Stock Public (each ownership below 5%)
0,23% 48,74%
PT Centurion Entitas Asosiasi
PT Sinergi Colomadu PT Sinergi Banjaratma PT PP Semarang Demak Perkasa Iman dibawah 50%
Associate Entity Less Than
95,27% 79,04% 75,10% 67,82% 50%
Kepemilikan di Bawah
Kepemilikan di Bawah PP Properti PP Energi Kepemilikan di Bawah PTPP
Ownership by PP Properti Ownership by PP Energi Ownership by PTPP
PT Pancakarya PT Muba Daya PT Indonesia Ferry PT JSMR Balikpapan
PT Aryan PP Properti
Grahatama Indonesia Pratama Property Samarinda
49,00% 5,36% 13,00% 49,00% 13,75%
PT Mikroland Payon PT Meulaboh Power PT Celebes Railway
Hotel Karya Indonesia PT Citra Waspphutowa
Amartha Generation Indonesia
49,00% 10,56% 7,51% 47,81% 6,74%
PT Jababeka PP PT Mitracipta PT Solo Citra Metro PT Jasamarga Akses
Properti Polasarana Plasma Palimban
49,00% 4,67% 40,00% 6,31% 3,12%
PT Wika Serang PT Jasamarga Jogja
PT Sentul PP Properti KSO PP - Grand Soho
Panimbang Bawen
49,00% 90,00% 15,01% 4,81%
PT Perusahaan Resort KSO PP - Perkasa PT Jasamarga PT Jasamarga Rest
Indonesia Amerika Abadi Manado Bitung Area Batang
17,16% 75,00% 14,99% 5,30%
PT Karya Logistik
PT KIT Batang
Nusantara
13,95% 1,70%
Rincian tentang informasi masing-
masing entitas dapat dilihat pada
bab Profil Perusahaan dalam Laporan PT Prima Multi
Terminal
Tahunan halaman 192-237.
1,26%
Details of each entity's information
can be found on page 192-237 of the
Company Profile chapter in the Annual
Report.
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Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan Penjelasan Direksi
Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
Penerbitan dan Pencatatan
Efek Surat Utang [OJK C.3]
Issuance and Listing of Debt Securities [OJK C.3]
Dalam rangka memperkuat struktur pendanaan, PTPP telah
menerbitkan obligasi sejak tahun 1993.
To strengthen the funding structure, PTPP has issued bonds since 1993.
Daftar Efek Surat Utang yang Telah Dilunasi di Tahun 2024
List of Debt Securities Repaid in 2024
Tahun Nilai Tingkat Bun- Tanggal Bursa Tempat
Tanggal
Penerbitan Nama Efek Value ga Imbalan Jatuh Tempo Peringkat Status Pencatatan
Penerbitan Tenor
Year of Name of Security Interest Rate/ Maturity Rating Status Stock Exchange
Issuance Date (Rp)
Issuance Yield Date for Listing
Obligasi Berkelanjutan
III PTPP Tahap I
Tahun 2021 Seri
A (Kode Obligasi: • A; Pefindo
PTPP03ACN1; Kode (2024) Lunas pada 2
3 Tahun 2 Juli 2024
ISIN: • A; Pefindo Juli 2024
2 Juli 2021 850.000.000.000 3 Years 8,50% July 2, 2024 BEI
IDA0001157A9) (2023) Repaid on
PTPP Shelf-Registered • A; Pefindo July 2, 2024
Bond III Phase I 2021 (2022)
Serie A (Bond Code:
PTPP03ACN1; ISIN
Code: IDA0001157A9)
2021 Sukuk Mudharabah
Pendapatan
Berkelanjutan I PTPP
Bagi Hasil
Tahap I Tahun 2021
Sukuk
Seri A (Kode Obligasi:
Mudharabah • A (sy); Pefindo
SMPTPP01ACN1;
Ekuivalen (2024) Lunas pada 2
Kode ISIN: 3 Tahun 2 Juli 2024
8,50% • A (sy); Pefindo Juli 2024
IDJ0000189A4) 2 Juli 2021 400.000.000.000 3 Years July 2, 2024 BEI
Equivalent (2023) Repaid on
PTPP Shelf-Registered
Profit Sharing • A (sy); Pefindo July 2, 2024
Mudharabah Sharia
Income of (2022)
Bond I Phase I 2021
Mudharabah
Serie A (Bond Code:
Sharia Bond
SMPTPP01ACN1; ISIN
at 8.50%
Code: IDJ0000189A4)
Obligasi Berkelanjutan
II PTPP Tahap II
Tahun 2019 Seri
• A; Pefindo Lunas pada
B (Kode Obligasi: 27
27 November (2024) 27 November
PTPP02BCN2; Kode November
2019 5 Tahun • A; Pefindo 2024
2019 ISIN: IDA0001029B8) 250.000.000.000 8,50% 2024 BEI
November 27, 5 Years (2023) Repaid on
PTPP Shelf-Registered November
2019 • A; Pefindo November 27,
Bond II Phase II 2019 27, 2024
(2022) 2024
Serie B (Bond Code:
PTPP02BCN2; ISIN
Code: IDA0001029B8)
Hingga akhir tahun 2024, PTPP tidak memiliki surat Until the end of 2024, PTPP has no defaulted debt
utang dengan status gagal bayar. securities.
Rincian tentang obligasi yang masih belum jatuh Details about outstanding securities can be found on
tempo dapat dilihat pada bab Profil Perusahaan dalam page 238-241 in the Company Profile chapter of the
Laporan Tahunan halaman 238-241. Annual Report.
Laporan Keberlanjutan 2024 Sustainability Report | PT PP (Persero) Tbk
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Profil Perusahaan
Profil Perusahaan Tata Kelola Keberlanjutan Kinerja Keberlanjutan Lain-lain dan Index
Profile
Company Profile Sustainable Governance Sustainable Performance Others and Index
Inisiatif Eksternal: Penghargaan
dan Sertifikasi
External Initiatives: Awards and Certifications
PTPP berkomitmen untuk meningkatkan kemampuan dan kapabilitas dalam pengelolaan
usaha serta mematuhi ketentuan pemerintah dan menerapkan standar baku yang berlaku
di semua bidang usaha Perusahaan. Oleh karena itu, Perusahaan mengadopsi standar
sistem mutu dan sertifikasi yang diakui secara nasional maupun internasional. Atas
komitmen itu, selama tahun 2024, PTPP mendapat sejumlah penghargaan sebagai bukti
apresiasi dari pihak eksternal terhadap keberhasilan dalam menjalankan usaha baik yang
berkaitan dengan aspek ekonomi, lingkungan, maupun sosial.
PTPP is committed to enhancing its capabilities and capacities in business management,
obeying government regulations, and implementing applicable standard practices across
all business sectors of the Company, both in governance and in general business practices.
To achieve this, the Company adopts nationally and internationally recognized quality
standards and certifications. As a result of this commitment, throughout 2024, PTPP
received several awards as evidence of external recognition for its success in business
operations related to economic, environmental, and social aspects.
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Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan Penjelasan Direksi
Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
Sertifikasi yang Berlaku di Tahun 2024
Valid Certifications in 2024
Lembaga yang Tanggal Dikeluarkannya
Masa Berlaku Sertifikasi
Nama Sertifikasi Mengeluarkan Sertifikasi
Certification Validity
Certification Name Sertifikasi Certification Issuance
Expiration
Certification Agency Date
Sistem Manajemen Keselamatan dan
Kementerian
Kesehatan Kerja 13 Mei 2022 13 Mei 2025
Ketenagakerjaan
Occupational Health and Safety May 13, 2022 May 13, 2025
Manpower Ministry
Management System
ISO 14001:2015 tentang Sistem Manajemen
Sucofindo International
Lingkungan 1 Agustus 2022 31 Juli 2025
Certification Servives
ISO 14001:2015 on Environment August 1, 2022 July 31, 2025
Management Systems
ISO 14001:2015 tentang Sistem Manajemen LRQA Limited 7 September 2022 6 September 2025
Lingkungan September 7, 2022 September 6, 2025
ISO/IEC 27001:2013 tentang Information
Security Management System 13 Oktober 2023 31 Oktober 2025
bsi. KAN
ISO/IEC 27001:2013 on Information Security October 13, 2023 October 31, 2023
Management System
ISO 37001:2016 tentang Anti Bribery
Management Systems 16 Oktober 2023 23 Oktober 2026
KAN
ISO 37001:2016 on Anti-Bribery Management October 16, 2023 October 23, 2026
Systems
ISO 19650 tentang BIM Delivery Phase 29 November 2023 25 Oktober 2026
bsi
ISO 19650 on BIM Delivery Phase November 29, 2023 October 25, 2026
ISO 45001:2018 tentang Sistem Manajemen
Keselamatan dan Kesehatan Kerja -
Persyaratan dengan Pedoman Penggunaan LRQA Limited 12 Juni 2024 11 Juni 2027
ISO 45001:2018 on Occupational Health and June 12, 2024 June 11, 2027
Safety Management System - Requirements
with Guidelines for Use
ISO 31000:2018 tentang Risk Manajemen LRQA Limited 24 Juni 2024 23 Juni 2025
ISO 31000:2018 on Risk Management June 24, 2024 June 23, 2025
ISO 9001:2015 tentang Manajemen Mutu LRQA Limited 28 Juli 2024 27 Juli 2027
ISO 9001:2015 on Quality Management July 28, 2024 July 27, 2027
ISO 21502:2020 tentang Guidance on Project dgicert 28 Oktober 2024 1 November 2027
Management October 28, 2024 November 1, 2027
ISO 21502:2020 on Guidance on Project
Management
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Profil Perusahaan
Profil Perusahaan Tata Kelola Keberlanjutan Kinerja Keberlanjutan Lain-lain dan Index
Profile
Company Profile Sustainable Governance Sustainable Performance Others and Index
Penghargaan Tahun 2024
Awards in 2024
Pemberi Tanggal
Nama Penghargaan Deskripsi Acara/Kegiatan
Penghargaan Diberikan
Award Name Description Event/Activity
Awarding Institution Date
The Winner of Anugerah Indonesia
20 Best Companies 20 Best Companies 29 Januari 2024
20 Best Companies 2024 in The Iconomics
2024 2024 January 29, 2024
Infrastructure Category
Living Legend Company in
Indonesia Living Indonesia Living
Maintaining Corporate Financial 31 Januari 2024
Legend Companies Warta Ekonomi Legend Companies
Health Through Strategic Portfolio January 31, 2024
Awards 2024 Awards 2024
Management, Platinum Category
Perusahaan Pembayar Zakat Terbaik
Indonesian National
BAZNAZ RI 2024 13 Maret 2024
Baznas Awards 2024 Alms Agency Baznas Awards 2024
BAZNAZ Best Zakat Paying March 13, 2024
(Baznaz RI)
Company 2024
Juara 1 Kategori Transformasi
Organisasi Perusahaan Terbaik
Anugerah BUMN Anugerah BUMN 13 Maret 2024
1st Place in the Best Company BUMN Track
2024 2024 March 13, 2024
Organization Transformation
Category
Penghargaan Listrik The Most Competent EPC Company Majalah Listrik Penghargaan Listrik 2 Mei 2024
Indonesia 2024 in Electricity Sector Indonesia Indonesia 2024 May 2, 2024
Indonesia Best CSR Indonesia Best 50 CSR Brand Equity Indonesia Best CSR 7 Mei 2024
The Iconomics
Awards 2024 Awards 2024 Construction Category Awards 2024 May 7, 2024
Partisipasi yang baik dan Selaku
Official Partner Penyelenggaraan
10th World Water 10th World Water Forum 10th World Water 22 Mei 2024
World Water Council
Forum Good participation and Official Forum May 22, 2024
Partner of the 10th World Water
Forum
#4 Star untuk Program TJSL Sarana
TOP CSR AWARDS Air Bersih Tirto Kamulyan TOP CSR Awards 29 Mei 2024
Top Business
2024 #4 Star for Tirto Kamulyan Clean 2024 May 29, 2024
Water Facility CSR Program
Top Leader on CSR Commitment
TOP CSR AWARDS 2024 untuk Direktur Utama PTPP TOP CSR Awards 29 Mei 2024
Top Business
2024 Top Leader on CSR Commitment 2024 May 29, 2024
2024 for PTPP President Director
Transparansi dan
Transparansi dan
Perusahaan dengan Transparansi Penurunan Emisi
Penurunan Emisi
Penurunan Emisi Korporasi Terbaik Korporasi Terbaik
Korporasi Terbaik 2024
2024 (Kategori Gold) Investortrust dan 2024 29 Mei 2024
Best Corporate
Company with the Best Corporate BGK Foundation Best Corporate May 29, 2024
Transparency and
Emission Reduction Transparency Transparency and
Emissions Reduction
2024 (Gold Category) Emissions Reduction
2024
2024
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Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan Penjelasan Direksi
Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
Pemberi Tanggal
Nama Penghargaan Deskripsi Acara/Kegiatan
Penghargaan Diberikan
Award Name Description Event/Activity
Awarding Institution Date
BUMN Brand Equity Best Social Reputation in BUMN Brand Equity 20 Juni 2024
The Iconomics
Awards 2024 Construction Category Awards 2024 June 20, 2024
Indonesia Top SOEs Popular Leader
204 Presented Komisaris Utama
BUMN Brand Equity BUMN Brand Equity 20 Juni 2024
PTPP The Iconomics
Awards 2024 Awards 2024 June 20, 2024
Top SOEs Popular Leader 2024
(PTPP President Commissioner)
Anugerah Ekonomi Komitmen Perseroan dalam Anugerah Ekonomi
Hijau Penerapan Konstruksi Hijau Hijau 2024 30 Juli 2024
detik.com
Green Economy Company's Commitment to Green Green Economy July 30, 2024
Awards Construction Implementation Awards 2024
TOP #4 Start (Gold) untuk kategori
Pilar Sosial dan Pilar Ekonomi
kategori BUMN & Anak Perusahaan
TJSL & CSR Awards BUMN Tbk TJSL & CSR Awards 30 Juli 2024
BUMN Track
2024 TOP #4 Star (Gold) for the 2024 July 30, 2024
Social Pillar and Economic Pillar
categories of SOEs & Subsidiaries
of Publicly Listed SOEs
Salutee.id & Metro Prominent Awards
Prominent Awards Excellent Leadership on Green 9 Agustus 2024
TV 2024
2024 Building & Construction August 9, 2024
Penghargaan Penyedia Jasa
Festival
Festival Kemerdekaan Konstruksi Terbaik untuk
Kemerdekaan
Kementerian PUPR pembangunan Proyek Jalan Sumbu
Kementerian PUPR
2024 Barat Ibu Kota Nusantara Kementerian PUPR 20 Agustus 2024
2024
PUPR Ministry Best Construction Service Provider PUPR Ministry August 20, 2024
PUPR Ministry
Independence Award for the construction of the
Independence
Festival 2024 West Axis Road Project of the
Festival 2024
Nusantara Capital City
Penghargaan Penyedia Jasa
Festival
Festival Kemerdekaan Konstruksi Terbaik untuk
Kemerdekaan
Kementerian PUPR pembangunan Proyek Istana
Kementerian PUPR
2024 Negara Ibu Kota Nusantara Kementerian PUPR 20 Agustus 2024
2024
PUPR Ministry Best Construction Service Provider PUPR Ministry August 20, 2024
PUPR Ministry
Independence Award for the construction of
Independence
Festival 2024 the State Palace Project of the
Festival 2024
Nusantara Capital City
Penghargaan Penyedia Jasa
Festival
Festival Kemerdekaan Konstruksi Terbaik untuk
Kemerdekaan
Kementerian PUPR pembangunan Proyek Hunian Pekerja
Kementerian PUPR
2024 Konstruksi Ibu Kota Nusantara Kementerian PUPR 20 Agustus 2024
2024
PUPR Ministry Best Construction Service Provider PUPR Ministry August 20, 2024
PUPR Ministry
Independence Award for the construction of the
Independence
Festival 2024 Construction Workers Residential
Festival 2024
Project of the Nusantara Capital City
Pembangunan Rumah Sakit dengan
Peresmian RS
Bungker Radiotherapi Terdalam
Dharmais Jakarta
Rekor MURI untuk RS Dharmais Div. Gedung 22 Agustus 2024
MURI Inauguration of
MURI Record Construction of the Deepest August 22, 2024
Dharmais Hospital
Hospital Radiotherapy Bunker for
Jakarta
Dharmais Hospital - Building Div.
Laporan Keberlanjutan 2024 Sustainability Report | PT PP (Persero) Tbk
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Profil Perusahaan
Profil Perusahaan Tata Kelola Keberlanjutan Kinerja Keberlanjutan Lain-lain dan Index
Profile
Company Profile Sustainable Governance Sustainable Performance Others and Index
Pemberi Tanggal
Nama Penghargaan Deskripsi Acara/Kegiatan
Penghargaan Diberikan
Award Name Description Event/Activity
Awarding Institution Date
4 September
75th Jawa Pos 75th Jawa Pos
2024
Jawa Pos 75th 7 Most Popular Brand of The Year Jawa Pos Jawa Pos 75th
September 4,
Anniversary Anniversary
2024
Indonesia’s Biggest Companies 6 September
Fortune Indonesia Infrastructures untuk PTPP IDN Fortune Fortune Indonesia 2024
100 Indonesia’s Biggest Infrastructure Indonesia 100 September 6,
Companies - PTPP 2024
Program Akselerasi Penciptaan 19 September
Merdeka Awards
Lapangan Kerja untuk PTPP Merdeka.com 2024
Merdeka Awards 2024
Job Creation Acceleration Program September 19,
- PTPP 2024
K2R Neo 2.0 tahun K2R Neo 2.0 tahun
Institut Teknologi
2024 (Kompetisi Juara 1 K2R Neo 2.0 tahun 2024 2024 (Kompetisi
Bandung
Konstruksi Ramping) Awarding Konstruksi Ramping) 8 Oktober 2024
Bandung Institute of
2024 K2R Neo 2.0 1st Place K2R Neo 2.0 2024 2024 K2R Neo 2.0 October 8, 2024
Technology
(Lean Construction Awarding (Lean Construction
Competition) Competition)
Dual Fuel Power Plant of The Year-
Silver Awards untuk Proyek PSPP
Port Site Dual Fuel Power
Asian Power Awards Plant 150 MW Asian Power Awards 22 Oktober 2024
Asian Power
2024 Dual Fuel Power Plant of the Year 2024 October 22, 2024
- Silver Awards for PSPP Port Site
Dual Fuel Power Plant 150 MW
Project
Juara 1 Kategori Infrastruktur -
ASEAN BIM Proyek Valley (EPC) ASEAN BIM 24 Oktober 2024
CAFEO Malaysia
Competition 1st Place in Infrastructure Category - Competition October 24, 2024
Valley Project (EPC)
Juara 2 Kategori Infrastruktur -
ASEAN BIM Proyek Akses Masjid IKN (Infra 1) ASEAN BIM 24 Oktober 2024
CAFEO Malaysia
Competition 2nd place in Infrastructure Category - Competition October 24, 2024
IKN Mosque Access Project (Infra 1)
Juara 3 Kategori Infrastruktur -
Proyek Airside Bandara VVIP IKN
ASEAN BIM (Infra 1) ASEAN BIM 24 Oktober 2024
CAFEO Malaysia
Competition 3rd place in Infrastructure Category Competition October 24, 2024
- IKN VVIP Airport Airside Project
(Infra 1)
Juara 2 Kategori Gedung - Proyek
Bank Indonesia IKN (Gedung)
ASEAN BIM ASEAN BIM 24 Oktober 2024
2nd Place in Building Category CAFEO Malaysia
Competition Competition October 24, 2024
- Bank Indonesia IKN Project
(Building)
Juara 3 Kategori Gedung - Proyek
ASEAN BIM Sekretariat Negara (Gedung) ASEAN BIM 24 Oktober 2024
CAFEO Malaysia
Competition 3rd Place in Building Category - Competition October 24, 2024
State Secretariat Project (Building)
Best Corporate Social and
Indonesia Best
Indonesia Best Environmental Responsibility Warta Ekonomi 31 Oktober 2024
BUMN 2024
BUMN 2024 Awards 2024 for Responsible & October 31, 2024
Reliable Distribution of Social Aid
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Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan Penjelasan Direksi
Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
Pemberi Tanggal
Nama Penghargaan Deskripsi Acara/Kegiatan
Penghargaan Diberikan
Award Name Description Event/Activity
Awarding Institution Date
Best BUMN Awards 2024 for Indonesia Best
Indonesia Best Warta Ekonomi 31 Oktober 2024
Continuous Improvement of BUMN 2024
BUMN 2024 October 31, 2024
Construction Project Quality
Peran Besar PTPP dalam
Meningkatkan Literasi Zakar Infak Malam Apresiasi
11 November
Sedekah dan Pelayanan Zakat Mitra BAZNAS 2024
Baznas RI 2024
Baznas RI Penghasilan Karyawan The 2024 BAZNAZ
November 11,
PTPP's Major Role in Improving Partner Appreciation
2024
Zakat Infak Sedekah Literacy and Night
Employee Income Zakat Services
Platinum Winner Kategori brand
Strategy Excellence Brand Agility & 14 November
BUMN Branding &
BUMN Branding & Perception BUMN Track 2024
Marketing Awards
Marketing Awards Platinum Winner - Brand Strategy November 14,
Excellence Brand Agility & 2024
Perception Category
Silver, Category Best Energy Indonesia Corporate 21 November
Indonesia Corporate
Transition Initiative untuk PTPP Sustainability 2024
Sustainability Awards ICSA
Silver, Best Energy Transition Awards 2024 November 21,
2024
Initiative Category - PTPP 2024
Appreciated Environmental ESG Daily ESG 25 November
Investor Daily ESG
Report untuk PTPP Appreciation Night 2024
Appreciation Night Investor Daily
Appreciated Environmental ESG 2024 November 25,
2024
Report - PTPP 2024
Outstanding Green Construction 5 Desember 2024
BUMN Awards 2024 iNews BUMN Awards 2024
and Investment December 5, 2024
Top Digital Implementation 2024
Top Digital Awards 5 Desember 2024
Top Digital Awards #Level Star 5 untuk PTPP
It Works Magazine 2024 December 5,
2024 Top Digital Implementation 2024
2024
#Level Star 5 - PTPP
Top CIO on Digital Implementation
2024 untuk Bapak Yusuf Maharani
Top Digital Awards 5 Desember 2024
Top Digital Awards (SVP-Stratech)
It Works Magazine 2024 December 5,
2024 Top CIO on Digital Implementation
2024
2024 - Mr. Yusuf Maharani (SVP
Stratech)
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Profil Perusahaan
Profil Perusahaan Tata Kelola Keberlanjutan Kinerja Keberlanjutan Lain-lain dan Index
Profile
Company Profile Sustainable Governance Sustainable Performance Others and Index
Pemberi Tanggal
Nama Penghargaan Deskripsi Acara/Kegiatan
Penghargaan Diberikan
Award Name Description Event/Activity
Awarding Institution Date
Top Leader on Digital
Implementation 2024 untuk I Gede
Top Digital Awards 5 Desember 2024
Top Digital Awards Upeksa Negara (DSH)
It Works Magazine 2024 December 5,
2024 Top Leader on Digital
2024
Implementation 2024 - I Gede
Upeksa Negara (DSH)
Kontribusi Penerapan ESG dengan
Indeks Total Sapphire (71,05) untuk Awarding Indeks 10 Desember
Awarding Indeks
PTPP Integritas Bisnis 2024
Integritas Bisnis Tempo
Contribution of ESG Lestari 2024 December 10,
Lestari 2024
Implementation with Sapphire Total 2024
Index (71.05) - PTPP
Anugerah Utama Kategori Proses
Anugerah Inovasi Anugerah Inovasi
Internal untuk Optimasi Digital
Indonesia 2024 Indonesia 2024 10 Desember 2024
Waste Material Satu Dimensi
Indonesian IDX Channel Indonesian December 10,
Main Award for Internal Process
Innovation Awards Innovation Awards 2024
Category for One-Dimensional
2024 2024
Material Waste Digital Optimization
Most Excellence in ESG Green
Construction Practices, Kategori
Best Construction Company untuk
CNBC Indonesia PTPP CNBC Indonesia 11 Desember 2024
CNBC
Awards 2024 Most Excellence in ESG Green Awards 2024 December 11, 2024
Construction Practices, Best
Construction Company Category -
PTPP
Penghargaan Penghargaan
Keterbukaan Komisi Informasi Keterbukaan
Badan Publik dengan Kualifikasi
Informasi Publik Pusat Informasi Publik 18 Desember 2024
Informatif untuk PTPP
Tahun 2024 Central Information Tahun 2024 December 18,
Public Agency with Informative
2024 Public Commission 2024 Public 2024
Qualification - PTPP
Information Information
Disclosure Award Disclosure Award
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K e l o l a
Tata a n
e b e r l a n j u t
K i n a brnance
l e Gove
Su s t a
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Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan Penjelasan Direksi
Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
Tata Kelola Perusahaan yang Baik dan
Penerapan di Lingkup Perusahaan
Good Corporate Governance and Implementation in
the Company
Prinsip-prinsip Tata Kelola Good Corporate Governance
Perusahaan yang Baik dan Principles and Implementation
Perkembangan Penerapannya Development
Tata Kelola Perusahaan yang Baik atau Good Corporate Good Corporate Governance (GCG) serves as the
Governance (GCG) menjadi pilar utama bagi PTPP main pillar for PTPP in managing and developing its
dalam pengelolaan dan pengembangan usaha serta business and ensuring the company’s sustainability.
keberlanjutan. Penerapan GCG telah menjadi perhatian Implementing GCG has become a demand from
dari para pemangku kepentingan dan pemegang stakeholders and a primary concern for shareholders,
saham di samping pencapaian kinerja finansial dan alongside achieving financial performance and business
pertumbuhan bisnis. Menyadari akan pentingnya hal growth. Recognizing the importance of this, the
tersebut, maka penerapan GCG di lingkup Perusahaan implementation of GCG in the Company goes beyond
lebih dari sekedar memenuhi ketentuan regulasi yang fulfilling the applicable regulations in Indonesia (beyond
berlaku di Indonesia atau ”beyond compliance”. compliance).
Dalam menerapkan GCG, PTPP terus melakukan In applying GCG, PTPP continuously carries out
perbaikan internal dengan mengadopsi standar internal improvements by adopting best practice
best practice dari korporasi-korporasi unggulan standards from leading corporations and adapting to
dan menyesuaikan terhadap perubahan peraturan changes in corporate governance regulations. As an
perundang-undangan atas tata kelola perusahaan. SOE, PTPP has also responded to and followed up on
Sebagai BUMN, PTPP juga telah merespon dan the implementation of GCG under the SOE Ministry
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Profil Perusahaan Kelola Keberlanjutan
Tata Kelola Keberlanjutan Kinerja Keberlanjutan Lain-lain dan Index
Company Profile SustainableGovernance
Sustainable Governance Sustainable Performance Others and Index
menindaklanjuti penerapan GCG mengacu pada Regulation No. PER-2/ MBU/03/2023 on Guidelines for
Peraturan Menteri BUMN RI No. PER-2/MBU/03/2023 Governance and Significant Corporate Activities of State-
tentang Pedoman Tata Kelola dan Kegiatan Korporasi Owned Enterprises. Additionally, the Company refers to
Signifikan Badan Usaha Milik Negara. Selain itu, the SOE Ministry Regulation No. PER-3/MBU/03/2023 on
Perusahaan juga merujuk pada Peraturan Menteri the Organization and Human Resources of State-Owned
BUMN RI No. PER-3/MBU/03/2023 tentang Organ dan Enterprises.
Sumber Daya Manusia Badan Usaha Milik Negara.
Prinsip-Prinsip GCG Responsibilitas
GCG Principies Responsibility
Transparansi Independensi
Transparency Transparency
Akuntabilitas Kewajaran dan
Accountability Kesetaraan
Fairness and Equality
Prinsip-prinsip GCG selengkapnya adalah sebagai The complete GCG principles are as follows:
berikut:
1. Transparansi (transparency), Perusahaan menjamin 1. Transparency: The Company ensures that
ketersediaan akses informasi yang relevan secara Shareholders and other stakeholders have accurate
akurat dan tepat waktu kepada para Pemegang and timely access to relevant information. This is
Saham dan pemangku kepentingan lainnya. Hal ini important for the Company to fulfill the rights of
senantiasa mendapatkan perhatian Perusahaan guna Shareholders and other stakeholders;
menjamin terpenuhinya hak-hak para Pemegang
Saham dan pemangku kepentingan lainnya;
2. Akuntabilitas (accountability), Perusahaan telah 2. Accountability: The Company has arranged the
mengatur kejelasan fungsi, struktur, sistem, dan clarity of functions, structure, systems, and
pertanggungjawaban dari masing-masing organ accountability of every Company organ so that all of
Perusahaan sehingga seluruh kegiatan bisnis dan the Company’s business and operational activities
operasional Perusahaan dapat berjalan efektif dan run effectively and efficiently and can be accounted
efisien, serta dapat dipertanggungjawabkan secara for transparently and fairly to realize sustainable
transparan dan wajar guna terealisasinya kinerja performance;
yang berkesinambungan;
3. Pertanggungjawaban (responsibility), Perusahaan 3. Responsibility: The Company constantly complies
senantiasa patuh terhadap ketentuan perundang- with the applicable laws and regulations in daily
undangan yang berlaku dalam menjalankan setiap business and operational activities to create a
aktivitas bisnis dan operasionalnya sehari-hari guna healthy and favorable business climate. In addition,
terciptanya iklim bisnis yang sehat dan kondusif. Selain as part of the community, the Company continues
itu, sebagai bagian dari masyarakat, Perusahaan juga to carry out its social responsibilities towards the
senantiasa menjalankan tanggung jawab sosialnya community and the environment;
terhadap masyarakat dan lingkungan;
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4. Kemandirian (independency), Perusahaan memastikan 4. Independency: The Company ensures that the
bahwa pelaksanaan tugas, kewajiban serta wewenang implementation of duties, obligations, and
dari masing-masing organ Perusahaan senantiasa authorities of each organ of the Company always
berjalan dengan baik tanpa ada intervensi dari organ- runs smoothly without any intervention from other
organ Perusahaan lainnya maupun pihak lain yang organs of the Company or other parties that do not
tidak sesuai dengan peraturan perundang-undangan follow applicable laws and regulations; and
yang berlaku; dan
5. Kewajaran (fairness), Perusahaan tidak melakukan 5. Fairness: The Company does not do any
tindakan yang bersifat diskriminatif, serta menjamin discriminatory actions and ensures the protection of
perlindungan hak-hak para Pemegang Saham the rights of Shareholders and stakeholders per the
maupun pemangku kepentingan sesuai dengan applicable laws and regulations.
peraturan perundang-undangan yang berlaku.
Struktur dan Proses/Mekanisme serta Governance Structure and Processes/
Hasil/Evaluasi Tata Kelola Mechanisms and Outcomes/
Evaluations
Penerapan Prinsip-prinsip Tata Kelola atau Governance The implementation of Governance Principles within
Principles di lingkup Perusahaan terdiri dari 2 (dua) the Company consists of two main aspects: Governance
aspek utama, yaitu Struktur Tata Kelola atau Governance Structure and Governance Process. These two aspects
Structure, serta Proses Tata Kelola atau Governance are sustainable with each other, which in turn will reflect
Process. Kedua aspek ini berkesinambungan satu dengan the Governance Outcome as expected.
lainnya, yang pada akhirnya akan mencerminkan Hasil
Tata Kelola atau Governance Outcome sesuai dengan
yang diharapkan.
PTPP memiliki struktur tata kelola yang terdiri dari PTPP has a governance structure consisting of the
Rapat Umum Pemegang Saham (RUPS), Dewan General Meeting of Shareholders (RUPS), the Board of
Komisaris dan Direksi, sebagaimana diatur dalam Commissioners, and the Board of Directors, as regulated
Undang-Undang Republik Indonesia No. 40 Tahun 2007 in the Republic of Indonesia Law No. 40 of 2007 on
tentang Perseroan Terbatas (UU PT). Sementara, sistem Limited Liability Companies (LLC Law). Meanwhile,
kepengurusan yang berjalan di PTPP menganut sistem the management system in PTPP adopts a two-tier
dua badan (two tier system) yaitu Dewan Komisaris dan system, i.e., the Board of Commissioners and the Board
Direksi, sekaligus sebagai badan tata kelola tertinggi of Directors, serving as the highest governance bodies
yang memiliki wewenang dan tanggung jawab yang with clear authority and responsibilities according to
jelas sesuai fungsinya masing-masing sebagaimana their respective functions as mandated in the Articles of
diamanatkan dalam Anggaran Dasar dan peraturan Association and regulations. [GRI 2-11]
perundang-undangan. [GRI 2-11]
Dalam penerapan GCG, Dewan Komisaris menjalankan In the implementation of GCG, the Board of Commissioners
tugas dan tanggung jawabnya dibantu oleh organ carries out its duties and responsibilities with the assistance
pendukung antara lain: Komite Audit, Komite GCG, of supporting organs, including the Audit Committee,
Pemantau Risiko, Nominasi dan Remunerasi, Komite GCG Committee, Risk Monitoring, Nomination, and
Tata Kelola Terintegrasi serta Sekretaris Dewan Remuneration Committees, Integrated Governance
Komisaris. Sementara itu, Direksi dibantu oleh organ Committee, as well as the Board Secretary. Meanwhile,
pendukung yaitu Komite ESG, Komite Kepatuhan, the Board of Directors is assisted by supporting organs
Internal Audit, QHSE, dan Sekretaris Perusahaan. such as the ESG Committee, Compliance Committee,
Perusahaan telah melengkapi masing-masing organ Internal Audit Unit, QHSE, and the Corporate Secretary.
pendukung tata kelola baik Dewan Komisaris dan The Company has equipped each supporting organ of the
Direksi dengan tugas dan tanggung jawabnya. Board of Commissioners and the Board of Directors with
their respective duties and responsibilities.
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Company Profile SustainableGovernance
Sustainable Governance Sustainable Performance Others and Index
Struktur Tata Kelola Perusahaan [GRI 2-9]
Corporate Governance Structure [GRI 2-9]
Pemegang Saham dan Rapat Umum
Pemegang Saham (RUPS)
Shareholders and General Meeting of Shareholders
(GMS)
Dewan Komisaris Direksi
Board of Commissioners Board of Directors
Komite GCG,
Pemantau
Sekretaris Risiko, Komite
Dewan Nominasi, Tata Kelola Komite Komite
dan Komite Sekretaris
Komisaris Terintegrasi ESG Kepatuhan Perusahaan Internal
Remunerasi Audit QHSE
Secretary to
GCG, Risk
Integrated ESG Compliance Corporate Audit
Audit Committee
the Board of Governance Committee Committee Secretary
Monitoring,
Commissioners Committee
Nomination, and
Remuneration
Committee
Audit Eksternal/Akuntan Publik
External Audit/Public Accountant
Organ Utama Organ Pendukung Dewan Komisaris dan Direksi Organ Pendukung Eksternal
Main Organ Supporting Organs of the Board of Commissioners External Supporting Organ
and Board of Directors
Agar Struktur Tata Kelola di atas dapat berjalan dengan For the above Governance Structure to run well and have
baik dan memiliki batasan tanggung jawab masing- its respective responsibility boundaries, a Governance
masing, diperlukan Proses Tata Kelola atau Mekanisme Process or Governance Mechanism, such as laws and
Tata Kelola seperti peraturan dan perundang- regulations as previously described, is necessary, along
undangan seperti yang telah dijelaskan sebelumnya, with a set of internal rules that are expected to establish
dan serangkaian aturan internal, yang diharapkan a Company organization with accountable management
dapat menciptakan lingkungan organisasi Perusahaan as its basis.
berbasis pengelolaan yang akuntabel.
Selain itu, agar penerapan dan pengelolaan GCG di In addition, so that the implementation and
lingkup Perusahaan dapat berjalan sesuai dengan hasil management of GCG within the Company can follow
yang diinginkan, PTPP melaksanakan proses evaluasi the desired results, PTPP carries out an evaluation
atas pelaksanaan prinsip-prinsip GCG. Evaluasi dilakukan process to implement GCG principles. The evaluation is
melalui penilaian berbasis ASEAN Corporate Governance conducted through an assessment based on the ASEAN
Scorecard (ACGS) yang dilakukan oleh pihak ketiga atau Corporate Governance Scorecard (ACGS) conducted by
pihak independen. Tak hanya itu, PTPP juga memantau a third party or independent party. Not only that, PTPP
pelaksanaan praktik GCG melalui pemenuhan kepatuhan monitors the implementation of GCG practices through
atas Peraturan OJK No. 21/POJK.04/2015 tentang compliance with OJK Regulation No. 21/POJK.04/2015
Penerapan PedomanTata Kelola PerusahaanTerbuka, yang on the Implementation of Public Company Governance
dijabarkan dalam Surat Edaran OJK No. 32/SEOJK.04/2015 Guidelines, which is elaborated in OJK Circular Letter
tanggal 17 November 2015 tentang Pedoman Tata Kelola No. 32/SEOJK.04/2015 dated November 17, 2015, on
Perusahaan Terbuka. PTPP juga berupaya memantau dan Public Company Governance Guidelines. PTPP also
mengevaluasi penerapan praktik GCG melalui pemenuhan seeks to monitor and evaluate the implementation of
berbagai hal yang wajib dilakukan oleh perusahaan GCG practices by fulfilling various things that must be
terbuka sebagaimana tertuang dalam Pedoman Umum done by public companies, as stated in the Indonesia
Governansi Korporat Indonesia (PUGKI). Corporate Governance Manual (PUGKI).
Rincian proses dan hasil evaluasi serta pemantauan Details of the process and results of evaluation and
tindak lanjut yang dilakukan PTPP dapat dilihat pada follow-up monitoring carried out by PTPP are available
bab Tata Kelola Perusahaan yang Baik dalam Laporan on page 378-411, in the Good Corporate Governance
Tahunan tahun buku 2024 halaman 378-411. chapter of the Annual Report for the 2024 fiscal year.
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Rapat Umum Pemegang Saham General Meeting of Shareholders
Rapat Umum Pemegang Saham (RUPS) adalah organ The General Meeting of Shareholders (GMS) is a Company
Perusahaan yang mempunyai wewenang yang tidak organ that has authority not granted to the Board of
diberikan kepada Dewan Komisaris atau Direksi dalam Commissioners or the Board of Directors within the limits
batas yang ditentukan dalam peraturan perundang- specified in the laws and regulations and the articles of
undangan dan anggaran Dasar. Wewenang tersebut association. Such authority includes holding the Board of
mencakup meminta pertanggungjawaban Dewan Commissioners and the Board of Directors accountable for
Komisaris dan Direksi terkait dengan pengelolaan the management of the Company, amending the Articles
Perusahaan, mengubah anggaran Dasar, mengangkat of Association, appointing and dismissing the Board of
dan memberhentikan Direksi dan/atau Dewan Directors and/or the Board of Commissioners, deciding on
Komisaris, memutuskan pembagian tugas dan the division of management duties and authority among
wewenang pengurusan di antara Direksi dan lain-lain. the Board of Directors and others.
Lebih rinci tentang jenis RUPS, hak dan wewenang More details about the type of GMS, the rights and
pemegang saham dalam RUPS, serta pelaksanaan authorities of shareholders in the GMS, as well as the
RUPS dan keputusan serta tindak lanjutnya untuk implementation of the GMS, its resolutions, and follow-
periode 2023-2024 dapat dilihat pada bab Tata Kelola ups for the 2023-2024 period are available on page 413-
Perusahaan yang Baik dalam Laporan Tahunan tahun 436, in the Good Corporate Governance chapter of the
buku 2024 halaman 413-436. 2024 fiscal year Annual Report.
Dewan Komisaris Board of Commissioners
Dewan Komisaris merupakan organ Perusahaan The Board of Commissioners is a Company organ that
yang mempunyai tugas melakukan pengawasan dan supervises and monitors the effectiveness of GCG
pemantauan efektivitas pelaksanaan penerapan GCG di implementation at PTPP. The Board of Commissioners
PTPP. Dewan Komisaris mewakili Pemegang Saham dan represents the Shareholders and is independent, tasked
mempunyai kedudukan independen, bertugas melakukan with supervising policies and management in general
pengawasan atas kebijakan dan pengurusan pada as well as providing advice to the Board of Directors in
umumnya serta memberikan nasihat kepada Direksi dalam carrying out company activities, including monitoring
menjalankan kegiatan Perusahaan, termasuk memantau and ensuring that GCG is implemented effectively and
dan memastikan bahwa GCG diterapkan secara efektif sustainably. The Board of Commissioners has collective
dan berkelanjutan. Dewan Komisaris bertugas dan and collegial duties and responsibilities.
bertanggung jawab secara kolektif dan kolegial.
Lebih rinci tentang Dewan Komisaris dapat dilihat pada More details about the Board of Commissioners are
bab Tata Kelola Perusahaan yang Baik dalam Laporan available on page 436-472, in the Good Corporate
Tahunan tahun buku 2024 halaman 436-472. Governance chapter of the 2024 fiscal year Annual Report.
Direksi Board of Directors
Direksi merupakan organ Perseroan yang memiliki tugas The Board of Directors is the Company’s organ in
dan tanggung jawab secara kolektif untuk melakukan charge of and collectively responsible for managing
pengelolaan Perusahaan serta melaksanakan GCG the Company and implementing GCG at all ranks
pada seluruh tingkatan atau jenjang organisasi. Direksi or organizational levels. The Board of Directors is
bertanggung jawab penuhatas pengurusan Perusahaan fully responsible for managing the Company for the
untuk kepentingan dan tujuan Perusahaan sesuai Company’s interests and objectives under the provisions
dengan ketentuan Anggaran Dasar. [GRI 2-12] of the Articles of Association. [GRI 2-12]
Lebih rinci tentang Direksi dapat dilihat pada bab Tata More details about the Board of Directors are available
Kelola Perusahaan yang Baik dalam Laporan Tahunan on page 473-562, in the Good Corporate Governance
tahun buku 2024 halaman 473-562. chapter of the 2024 fiscal year Annual Report.
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Tata Kelola Keberlanjutan Kinerja Keberlanjutan Lain-lain dan Index
Company Profile SustainableGovernance
Sustainable Governance Sustainable Performance Others and Index
Organ Pendukung Dewan Komisaris Supporting Organs of the Board
dan Direksi of Commissioners and Board of
Directors
Agar dapat menjalankan penerapan prinsip GCG pada To implement GCG principles at the best practice level,
level praktik terbaik, Dewan Komisaris dan Direksi the Board of Commissioners and Board of Directors
membentuk beberapa organ pendukung. Berikut sekilas have established several supporting organs. The
organ pendukung Dewan Komisaris dan Direksi beserta following is a glimpse of these organs and their duties
tugas dan tanggung jawab yang diemban. and responsibilities.
Organ Sekilas Tugas dan Tanggung Jawab
Organ Roles and Responsibilities in Brief
Organ Pendukung Dewan Komisaris
Board of Commissioners Supporting Organs
Meliputi 3 (tiga) bidang yakni: laporan keuangan (financial reporting), tata kelola
Komite Audit
: Perusahaan (corporate governance), dan pengawasan Perusahaan (corporate control).
Audit Committee
Cover three areas: financial reporting, corporate governance, and corporate control.
Komite GCG, Pemantau
Risiko, Nominasi & Pengawasan atas pelaksanaan tata kelola, pemantauan pengelolaan risiko, serta nominasi
Remunerasi dan remunerasi.
:
GCG, Risk Monitoring, Oversight of governance implementation, risk management monitoring, as well as
Nomination & Remuneration nomination and remuneration.
Committee
Menjalankan fungsi tata kelola terintegrasi di lingkup PTPP. Pemantauan dan evaluasi
kebijakan Tata Kelola Terintegrasi atas kesesuaian kebijakan Tata Kelola Terintegrasi BUMN
Induk atau Anak Perusahaan BUMN, serta evaluasi pelaksanaan Tata Kelola Terintegrasi,
paling sedikit melalui penilaian kecukupan pengendalian internal dan pelaksanaan fungsi
Komite Tata Kelola Terintegrasi
kepatuhan secara terintegrasi.
Integrated Governance :
Carrying out the integrated governance function within PTPP. Monitoring and evaluating
Committee
Integrated Governance policies on the suitability of the Integrated Governance policies
of Parent SOEs or Subsidiary SOEs, as well as evaluation of the implementation of
Integrated Governance, at least through assessing the adequacy of internal control and
the implementation of integrated compliance functions.
Penyelenggaraan fungsi penghubung (liaison officer) internal Dewan Komisaris dan
diantara Dewan Komisaris dengan Manajemen dan stakeholders perusahaan, serta
penyediaan informasi untuk pelaksanaan tugas Dewan Komisaris dan KomiteDewan
Sekretaris Dewan Komisaris
Komisaris.
Secretary to the Board of :
Implementing the liaison officer function within the Board of Commissioners and between
Commissioners
the Board of Commissioners and the Management and stakeholders of the company,
as well as providing information for the implementation of the duties of the Board of
Commissioners and Committees of the Board of Commissioners.
Organ Pendukung Direksi
Board of Directors Supporting Organs
Pengawasan, pemantauan, dan evaluasi terhadap program ESG guna mendukung
keberlanjutan Perusahaan, serta mewujudkan penerapan ESG di lingkup Perusahaan
sebagaimana tertuang dalam Peraturan Menteri Pekerjaan Umum dan Perumahan Rakyat
Komite ESG RI No. 9 Tahun 2021 tentang Pedoman Penyelenggaraan Konstruksi Berkelanjutan.
:
ESG Commitee Oversight, monitoring, and evaluation of ESG programs to support the sustainability
of the Company, as well as realizing the implementation of ESG within the Company
as stipulated in the Public Works and Housing Minister Regulation No. 9 of 2021 on
Guidelines for the Implementation of Sustainable Construction.
Meningkatkan kepatuhan pegawai untuk mewujudkan integritas dalam rangka
Komite Kepatuhan memperkuat penerapan GCG secara berkelanjutan.
:
Compliance Committee Improving employee compliance to realize integrity and strengthens the sustainable
implementation of GCG.
Penyelenggaraan hubungan antara Perusahaan sebagai emiten dengan regulator dan
lembaga-lembaga penunjang pasar modal, kalangan investor, masyarakat luas dan
pemangku kepentingan pada umumnya, dan pengelola informasi yang terkait dengan
Sekretaris Perusahaan
: lingkungan bisnis Perusahaan.
Corporate Secretary
Organizing relationships between the Company as an issuer with regulators and capital
market supporting institutions, investors, the wider community, and stakeholders in general,
as well as managing information related to the Company's business environment.
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Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
Organ Sekilas Tugas dan Tanggung Jawab
Organ Roles and Responsibilities in Brief
Membantu Direktur Utama dalam melakukan evaluasi atas efektivitas pelaksanaan
pengendalian intern, manajemen risiko, dan proses tata kelola Perusahaan dengan cara
Audit Internal/Satuan
melakukan pemeriksaan, kajian, serta usulan perbaikan untuk mengamankan investasi
Pengawasan Internal
: dan aset Perusahaan.
Internal Audit/Internal Audit
Assisting the President Director in evaluating the effectiveness of internal control, risk
Unit
management, and corporate governance processes by conducting examinations, studies,
and proposals for improvements to secure the Company's investments and assets.
Pengelolaan, pembuatan, pengembangan, dan pemantauan seluruh program QHSE,
termasuk menciptakan budaya kesadaran QHSE seluruh pemangku kepentingan PTPP.
QHSE :
Management, creation, development, and monitoring of all QHSE programs, including
creating a culture of QHSE awareness among all PTPP stakeholders.
Pengelolaan Konflik Kepentingan Management of Conflicts of Interest
Dewan Komisaris dan Direksi [GRI 2-15] of the Board of Commissioners and
Board of Directors [GRI 2-15]
Sebagai BUMN sekaligus sebagai perusahaan terbuka As an SOE and a public company that trades its shares
yang memperdagangkan saham dan surat utangnya di and notes on the Indonesia Stock Exchange, PTPP has an
Bursa Efek Indonesia, PTPP memiliki kewajiban kepatuhan obligation to comply with various rules and regulations
atas berbagai peraturan dan ketentuan terkait konflik related to conflicts and conflicts of interest of the Board
dan benturan kepentingan Dewan Komisaris dan Direksi. of Commissioners and Directors. As also stipulated in
Sebagaimana pula tertuang dalam Peraturan Menteri the SOEs Minister Regulation No. PER-2/MBU/03/2023
BUMN RI No. PER-2/MBU/03/2023 tentang Pedoman Tata on Guidelines for Governance and Significant Corporate
Kelola dan Kegiatan Korporasi Signifikan Badan Usaha Activities of State-Owned Enterprises, the Board of
Milik Negara, Dewan Komisaris dan Direksi Perusahaan Commissioners and Directors of the Company strive
berupaya memenuhi pengelolaan konflik dan benturan to fulfill the management of conflicts and conflicts of
kepentingan, baik larangan atas rangkap jabatan di interest, both the prohibition of concurrent positions
dalam dan di luar Perusahaan, konflik kepentingan atas inside and outside the Company, conflicts of interest
kepemilikan saham baik saham Perusahaan maupun over share ownership of both the Company’s shares and
saham pemasok yang terlibat dalam rantai nilai, maupun the shares of suppliers involved in the value chain, as
transaksi afiliasi dan berelasi yang melibatkan Dewan well as affiliated and related transactions involving the
Komisaris dan Direksi sebagaimana juga diungkapkan Board of Commissioners and Directors as also disclosed
dalam Laporan Keuangan teraudit. in the audited Financial Statements.
Tentang transparansi transaksi afiliasi dan berelasi The transparency of affiliated and related transactions
dapat dilihat pada bagian Analisis dan Pembahasan can be seen on page 343-348, in the Management
Manajemen dalam Laporan Tahunan tahun 2024 Discussion and Analysis section of the 2024 Annual
halaman 343-348, sedangkan rangkap jabatan di dalam Report. Meanwhile, concurrent positions inside and
dan di luar Perusahaan serta konflik kepentingan atas outside the Company, as well as conflicts of interest over
kepemilikan saham Dewan Komisaris dan Direksi dapat the share ownership of the Board of Commissioners and
dilihat pada bagian Profil Perusahaan dan Tata Kelola Directors, can be seen on page 153-169 and 562-564, in
Perusahaan yang Baik dalam Laporan Tahunan tahun the Company Profile and Good Corporate Governance
2024 halaman 153-169 dan 562-564. section of the 2024 Annual Report.
Penyampaian Masalah Penting Submission of Important Issues to the
kepada Dewan Komisaris dan Direksi Board of Commissioners and Board of
[GRI 2-16] Directors [GRI 2-16]
PTPP memiliki beberapa saluran pengaduan, baik terkait PTPP has several channels for grievances related to
kualitas layanan produk dan jasa, pelanggaran hak-hak the quality of products and service services, violations
asasi karyawan, dampak negatif atas masyarakat dari of employee rights, as well as negative impacts on
kegiatan yang dilakukan, hingga potensi kecurangan atau the community, from activities to potential fraud or
korupsi dalam operasi yang dijalankan. Berbagai saluran corruption in operations carried out. These various
tersebut memiliki mekanisme tersendiri, termasuk channels have their own mechanisms, including the
Sistem Pelaporan Pelanggaran atau Whistleblowing Whistleblowing System (WBS) as an independent
System (WBS) sebagai saluran pengaduan independen complaint channel that protects the identity of the
yang melindungi identitas pelapor. whistleblower.
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Company Profile SustainableGovernance
Sustainable Governance Sustainable Performance Others and Index
Untuk berbagai masalah yang membutuhkan For various issues that require handling from the Board
penanganan dari Direksi dan/atau bahkan Dewan of Directors and/or even the Board of Commissioners as
Komisaris sebagai pengawas, badan tata kelola tertinggi a supervisor, the highest governance body has a Joint
memiliki Rapat Gabungan Dewan Komisaris dan Direksi Meeting of the Board of Commissioners and the Board
dengan ketentuan dan tata cara berdasarkan Pedoman of Directors with provisions and procedures based on
Pelaksanaan Tugas Dewan Komisaris (BOC Manual) No. the Board of Commissioners Manual No. 01/PPTDKOM/
01/PPTDKOM/PP/12/2022. Sedangkan kepada Direksi PP/12/2022. It is also conveyed to the Board of Directors
disampaikan melalui Rapat Direksi dengan ketentuan through the Board of Directors Meeting with provisions
dan tata cara berdasarkan Keputusan Direksi No. 125/ and procedures based on Board of Directors Decree No.
SK/PP/DIR/2021 tentang Piagam Board Manual Direksi 125/SK/PP/DIR/2021 on the Board Manual Charter of the
PT PP (Persero) Tbk. Board of Directors of PT PP (Persero) Tbk.
PTPP mengkategorikan beberapa masalah penting yang PTPP categorizes several important issues that will be
akan disampaikan kepada badan tata kelola tertinggi submitted to the highest governance body as follows:
sebagaimana berikut:
1. RKAP Tahun 2024 dan KPI Korporat 1. 2024 RKAP and Corporate KPIs
PTPP menjunjung tinggi target yang telah ditentukan PTPP upholds the targets set in the 2024 Annual Work
pada RKAP Tahun 2024, oleh karena itu dalam Plan and Budget. Therefore, in its implementation,
pelaksanaannya PTPP berkomitmen untuk mencapai PTPP is committed to achieving these targets by
target tersebut dengan menjalankan dan melakukan implementing and monitoring them so that they can
monitoring target tersebut agar dapat tercapai be achieved properly.
sebagaimana mestinya.
2. Pelaporan Pelanggan melalui Sistem Pelaporan 2. Customer Reporting through the Whistleblowing
Pelanggaran atau Whistleblowing System (WBS) System (WBS)
Pengaduan pelanggaran yang masuk melalui WBS Complaints of violations received through the WBS
ditindaklanjuti oleh Tim Pengelola Pengaduan are followed up by the Whistleblowing System
Pelanggaran yang merupakan gabungan dari Management Team, which is a combination of several
beberapa Biro, Divisi dan Komite yakni Biro Corsec, Bureaus, Divisions, and Committees, i.e., the Corsec
Biro SPI, Divisi Risk Management, Divisi Legal, dan Bureau, SPI Bureau, Risk Management Division, Legal
Komite Audit. Sepanjang tahun 2024 Perusahaan Division, and Audit Committee. Throughout 2024, the
menerima adanya pengaduan pelanggaran yang Company received complaints of violations through
masuk melalui mekanisme WBS, sebagai berikut: the WBS mechanism, as follows:
Media Penyampaian
2024
Delivery Media
Surat
-
Letter
Email 4
Aplikasi berbasis Web
1
Web-based App
Jumlah
5
Total
Status Laporan
2024
Reporting Status
Laporan Dalam Proses
-
Ongoing Process
Laporan yang Selesai Ditindaklanjuti
Reports Followed-Up
Laporan Tidak Terbukti
4
Reports not Proven
Laporan dengan Tindak Lanjut
1
Reports with Follow Up
Jumlah
5
Total
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3. Mitigasi Risiko Proyek 3. Project Risk Mitigation
Dalam proses pelaksanaan tender, perusahaan In the tender implementation process, the Company
menyediakan saluran penyampaian informasi provides a channel for submitting information about
mengenai risiko baik proyek berjalan maupun yang the risks of current and future projects through
akan didapatkan tersebut melalui Integrated Risk Integrated Risk Management, including regarding
Management, termasuk mengenai QHSE yang QHSE, which is followed up by the Risk Management
ditindaklanjuti oleh Divisi Risk Management dan Division and QHSE Bureau.
Biro QHSE.
4. Isu Legal 4. Legal Issues
Perusahaan berkomitmen untuk menangani dan The Company is committed to handling and resolving
menyelesaikan berbagai permasalahan legal various legal issues following applicable laws and
sesuai dengan peraturan perundang-undangan regulations by the Legal Division. Therefore, the
yang berlaku oleh Divisi Legal. Oleh karenanya submission and monitoring of case information,
penyampaian dan monitoring adanya informasi both new and ongoing cases, is carried out through
perkara baik perkara baru maupun yang sedang an Integrated Legal Case Management system that is
berjalan dilakukan melalui sistem Integrated Legal integrated into the UKP and the Operations Division.
Case Management yang terintegrasi baik pada UKP
maupun Divisi Operasi.
Delegasi Wewenang terkait Delegation of Authority related to
Pelaksanaan Keberlanjutan dan Sustainability Implementation and
Penanggung Jawab Penerapan Person in Charge of Sustainability
Keberlanjutan Implementation
Dalam rangka mewujudkan penerapan prinsip ESG To realize the application of ESG principles within the
di lingkup Perusahaan sebagaimana tertuang dalam scope of the Company as stipulated in the Public Works
Peraturan Menteri Pekerjaan Umum dan Perumahan and Housing Minister Regulation No. 9 of 2021 on
Rakyat RI No. 9 Tahun 2021 tentang Pedoman the Guidelines for the Implementation of Sustainable
Penyelenggaraan Konstruksi Berkelanjutan yang Construction, which is then realized in Board of Directors
kemudian diwujudkan ke dalam Keputusan Direksi No. Decree No. 036/SK/PP/DIR/2024 on Determination of
036/SK/PP/DIR/2024 tentang Penetapan Environmental, Environmental, Social & Governance (ESG) Policy of PT
Social & Governance (Esg) Policy PT PP (Persero) Tbk, PP (Persero) Tbk, in 2024 the Board of Commissioners
di tahun 2024 Dewan Komisaris dan Direksi membentuk and Board of Directors established the ESG Committee
Komite ESG Keputusan Direksi No. 024/SK/PP/DIR/2024 per the Board of Directors Decree No. 024/SK/PP/
tentang Pembentukan Komite Environmental, Social & DIR/2024 on the Establishment of the Environmental,
Governance (Esg) Policy PT PP (Persero) Tbk. Social & Governance (ESG) Policy Committee of PT PP
(Persero) Tbk.
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Company Profile SustainableGovernance
Sustainable Governance Sustainable Performance Others and Index
Struktur dan Susunan Komite ESG PTPP [OJK C.1] [GRI 2-13]
PTPP ESG Committee Structure and Composition [OJK C.1] [GRI 2-13]
Pembina: Direktur Utama Pengawas: Dewan Komisaris
Supervisor: President Director Overseer: Board of Commissioners
Internal Auditor: SVP-SPI
I Komang Sudarma
Ketua Komite
Chairman of the Committee
Direktur Keuangan | Director of Finance
Wakil Ketua Komite: SVP Stratec
Vice-Chairman of the Committee: SVP Stratec
Yusuf Maharani
Environmental Coordinator Social Coordinator: Governance Coordinator:
SVP QHSE SVP Corporate Secretary SVP Risk Management
Budi Suanda Joko Raharjo M. Ichsan
Anggota | Member Anggota | Member Anggota | Member
Dept.
Dept.HSE
HC Dept. Dept. Human Dept. Dept.
Dept. Dept. Dept. HC Human Capital Dept. Dept.
Dept. QHSE Operation Operation Investor Compliance Supply
& Green Quality Capital Strategic Corporate Holding Risk
Compliance & Employee & Employee Relation & Planning & & Corporate Chain
Management Management Services Corporate Governance Management
Services TJSL Transformation Action Control
Learning
Tugas dan tanggung jawab Komite ESG adalah sebagai The duties and responsibilities of the ESG Committee
berikut: [GRI 2-13] are as follows: [GRI 2-13]
1. Dewan Komisaris selaku Pengawas 1. Board of Commissioners as Overseer
Melakukan pengawasan, pemantauan, dan Supervise, monitor, and evaluate the ESG program
evaluasi terhadap program ESG guna mendukung to support the sustainability of the Company.
keberlanjutan Perusahaan.
2. Direktur Utama selaku Pembina 2. President Director as Supervisor
a. Memberikan arahan pelaksanaan dalam a. Provide directive on ESG program implementation
program-program ESG untuk keberlanjutan for the sustainability of the Company; and
Perusahaan; dan
b. Menentukan arah dan kebijakan (roadmap) b. Determining ESG-related directives and policies
terkait dengan ESG di lingkungan Perusahaan (roadmap) within the Company following the
sesuai dengan Visi, Misi, dan Tujuan Perusahaan. Company’s Vision, Mission, and Goals.
3. Internal Auditor 3. Internal Auditor
Melakukan review atas Pelaporan ESG, Menilai Review ESG Reporting, Assess the Materiality or
Materialitas atau Risiko pada Pelaporan ESG, Risk of ESG Reporting, and Integrate ESG in Audit
Mengintegrasikan ESG dalam Perencanaan Audit. Planning.
4. Direktur Keuangan selaku Ketua Komite 4. Finance Director as Chairman of the Committee
a. Memberikan arahan teknis dan menetapkan a. Provide technical directives and determine the
Rencana Kerja dan Anggaran Perusahaan (RKAP) Company’s Work Plan and Budget (RKAP) and the
serta Rencana Jangka Panjang Perusahaan Company’s Long Term Plan (RJPP) related to ESG
(RJPP) terkait dengan program-program ESG; programs;
b. Bertanggung jawab atas semua kegiatan b. Responsible for all planning, execution,
perencanaan, pelaksanaan, evaluasi, evaluation, and implementation activities per the
dan implementasi sesuai dengan Tujuan Sustainable Development Goals (SDGs); and
Pembangunan Berkelanjutan (TPB); dan
c. Mengkoordinasikan fungsi Unit Kerja yang terkait c. Coordinating the functions of Work Units related
dalam implementasi ESG. to ESG implementation.
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5. Wakil Ketua Komite 5. Vice Chairman of the Committee
Membantu dan mewakili Ketua Komite dalam Assist and represent the Chairman of the Committee
menjalankan tugas dan tanggung jawabnya terkait in carrying out its duties and responsibilities related
ESG di lingkup PTPP. to ESG within PTPP.
6. Koordinator 6. Coordinator
a. Merencanakan program kerja dan anggaran a. Plan work programs and budgets following
sesuai dengan Unit Kerja masing-masing dan their respective Work Units and report to the
melaporkan kepada Ketua/Wakil Ketua Komite; Chairman/Vice Chairman of the Committee;
b. Melakukan monitoring dan evaluasi atas b. Monitoring and evaluating the program
pelaksanaan program untuk keberhasilan implementation for program success and
program dan perbaikan; improvement;
c. Mengkoordinir penyusunan program kerja dan c. Coordinating the preparation of work programs
anggaran sesuai dengan bidang masing-masing; and budgets following their respective fields;
d. Mengimplementasikan program kerja sesuai d. Implementing work programs following their
dengan bidang masing-masing; dan respective fields; and
e. Mensosialisasikan dan mempublikasikan e. Disseminating and publicizing ESG programs
program-program ESG yang dilaksanakan implemented by the Company to internal and
Perusahaan kepada internal dan eksternal external parties.
Perusahaan.
7. Anggota 7. Member
a. Bidang Lingkungan atau Environmental a. Environmental
• Pelaksanaan pengelolaan air dan air limbah • Implementation of water and wastewater
di lingkungan Perusahaan; management within the Company;
• Pelaksanaan pengelolaan Konservasi • Implementation of Environmental
Lingkungan dengan program penanaman Conservation management with tree planting
pohon untuk skema Carbon-Offset dan program for Carbon-Offset scheme and
pelestarian lingkungan; environmental preservation;
• Penetapan roadmap Net Zero Emission (NZE) • Establishment of Net Zero Emission (NZE)
dan penurunan intensitas emisi Gas Rumah roadmap and reduction of Greenhouse Gas
Kaca (GRK); (GHG) emission intensity;
• Pelaksanaan pengelolaan perhitungan emisi • Implementation of GHG emission calculation
GRK; management;
• Pelaksanaan pengelolaan pemetaan dan • Implementation of mapping management
program penurunan produksi limbah and programs to reduce construction waste
konstruksi melalui program 3R (Reduce, production through the 3R (Reduce, Reuse,
Reuse, Recycling) serta menetapkan Recycling) program and set a 15% reduction
penurunan limbah konstruksi sebesar 15% in construction waste from the total running
dari total proyek berjalan; project;
• Pelaksanaan pengelolaan penerapan • Implementation of management of
konstruksi berkelanjutan di seluruh proyek sustainable construction implementation in
konstruksi PTPP; all PTPP construction projects;
• Pelaksanaan pengelolaan keselamatan dan • Implementation of occupational safety and
kesehatan kerja dengan mempertahankan health management by maintaining the
fatality rate di angka 0 atau nihil; fatality rate at zero;
• Mengembangkan dan meningkatkan produk • Developing and improving green building
green building; dan products; and
• Memberikan kualitas konstruksi terbaik tanpa • Providing the best construction quality
adanya kegagalan konstruksi. without any construction failure.
b. Bidang Sosial b. Social Sector
• Pelaksanaan pengelolaan jaminan program • Implementation of employee health insurance
kesehatan kerja karyawan; program management;
• Pelaksanaan komitmen untuk meningkatkan • Implementation of commitment to improve
kesejahteraan karyawan melalui well being employee welfare through a well-being
program; program;
• Meningkatkan ketersediaan program • Increasing the availability of training
pelatihan bagi seluruh karyawan; programs for all employees;
• Merancang kompensasi dan benefit bagi • Designing compensation and benefits for all
seluruh karyawan; employees;
• Meningkatkan rasio talent perempuan; • Increase the female talent ratio;
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Company Profile SustainableGovernance
Sustainable Governance Sustainable Performance Others and Index
• Pelaksanaan pengelolaan tanggung jawab •Implementation of social and environmental
sosial dan lingkungan; dan responsibility management; and
• Pelaksanaan pengelolaan aktivitas • Implementation of comprehensive
Perusahaan secara komprehensif dengan management of the Company’s activities
mempertimbangkan hak dasar manusia by considering basic human rights in a fair
yang berkualitas secara adil dan setara and equal manner to improve the welfare
untuk peningkatan kesejahteraan seluruh of the entire community, especially local
masyarakat, terutama masyarakat lokal. communities.
c. Bidang Tata Kelola atau Governance c. Governance
• Pelaksanaan pengelolaan tata kelola perusahaan • Implementation of good corporate
yang baik di lingkungan Perusahaan; governance management in the Company;
• Pelaksanaan pengelolaan kode etik • Implementation of management of code
dan integritas karyawan di lingkungan of conduct and employee integrity in the
Perusahaan; Company;
• Pelaksanaan dan pengelolaan penerapan • Implementation and management of the
Whistleblowing System (WBS) di lingkungan Whistleblowing System (WBS) in the
Perusahaan; Company;
• Pelaksanaan dan pengelolaan penerapan • Implementation and management of the
aturan Respectful Workplace Policy (RWP) di Respectful Workplace Policy (RWP) rules in
lingkungan Perusahaan; the Company;
• Peningkatan kualitas laporan keberlanjutan; • Improving the quality of sustainability reports;
• Pelaksanaan assessment dan monitor tindak • Implementation of assessment and
lanjut hasil assessment; monitoring of assessment results follow-up;
• Penurunan ESG risk rating terhadap hasil • Decreased ESG risk rating on Sustainalytics
analisis Sustainalytics; analysis results;
• Pengelolaan praktik pengadaan barang dan • Management of goods and services
jasa di lingkungan Perusahaan; procurement practices within the Company;
• Peningkatan nilai TKDN melalui sinergi • Increased TKDN value through synergy with
Perusahaan lokal dan peningkatan local companies and increased involvement
keterlibatan UMKM; dan of MSMEs; and
• Pelaksanaan pengelolaan sistem manajemen • Implementation of a risk management system
risiko dengan mengintegrasikan aspek by integrating environmental and social
lingkungan dan sosial ke dalam Enterprise aspects into Enterprise Risk Management
Risk Management (ERM) dalam pengelolaan (ERM) in the management of the Company’s
seluruh bisnis Perusahaan. entire business.
Rincian tentang pelaksanaan tugas Komite ESG, Details on the implementation of the ESG Committee’s
termasuk pelaksanaan rapat-rapat yang dilakukan, duties, including the meetings held, can be seen on page
dapat dilihat pada bab Tata Kelola Perusahaan yang Baik 642-650, in the Good Corporate Governance chapter of
dalam Laporan Tahunan tahun 2024 halaman 642-650. the 2024 Annual Report.
Peran Dewan Komisaris dan Direksi Role of the Board of Commissioners
dalam Pengembangan Keberlanjutan and Board of Directors in
dan Pelaporannya [GRI 2-12; 2-14] Sustainability Development and
Reporting [GRI 2-12; 2-14]
Dewan Komisaris dan Direksi melalui Komite ESG Through the ESG Committee, the Board of
sebagai penanggung jawab penerapan keberlanjutan Commissioners and the Board of Directors, in charge
di lingkup PTPP memiliki peran penting dalam of implementing sustainability within PTPP, have an
mengawasi, mengarahkan, dan memastikan important role in overseeing, directing, and ensuring
keberhasilan manajemen dampak suatu organisasi the successful management of an organization’s impact
terhadap ekonomi, lingkungan, dan masyarakat. Peran on the economy, environment and society. The role
ini mencakup berbagai tanggung jawab berikut: includes the following responsibilities:
1. Peran dalam Mengembangkan dan Memutakhirkan 1. Role in Developing and Updating Sustainability
Kebijakan Keberlanjutan Policy
Komite ESG bertugas merancang, menyetujui, The ESG Committee is tasked with designing,
dan secara berkala memperbarui elemen-elemen approving, and periodically updating strategic
strategis perusahaan, termasuk: elements of the Company, including:
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a. Pernyataan tujuan, nilai, atau misi PTPP, a. PTPP’s purpose, value, or mission statement,
khususnya terkait penerapan keberlanjutan; dan particularly related to sustainability implementation;
and
b. Strategi keberlanjutan, kebijakan, dan sasaran b. Sustainability strategies, policies, and sustainable
pembangunan berkelanjutan. development goals.
Melalui kolaborasi ini, Komite ESG memastikan Through this collaboration, the ESG Committee
bahwa kebijakan dan strategi yang dirancang tidak ensures that the designed policies and strategies
hanya relevan dengan kebutuhan internal, tetapi juga are relevant to internal needs and aligned with
selaras dengan ekspektasi pemangku kepentingan. stakeholder expectations.
2. Pengawasan Proses Identifikasi dan Manajemen 2. Oversight of Impact Identification and Management
Dampak Process
Dewan Komisaris dan Direksi, melalui Komite ESG The Board, through the ESG Committee, oversees
mengawasi uji tuntas perusahaan khususnya yang the Company’s due diligence specifically related
terkait dengan isu-isu keberlanjutan, termasuk proses to sustainability issues, including the process of
identifikasi dan pengelolaan dampak ekonomi, identifying and managing economic, environmental,
lingkungan, dan sosial. Dalam peran ini, Komite ESG: and social impacts. In this role, the ESG Committee:
a. Melibatkan Pemangku Kepentingan: a. Engages Stakeholders:
Komite ESG berkomunikasi dan melibatkan The ESG Committee communicates and engages
pemangku kepentingan untuk mendapatkan stakeholders to gain insight and support in
wawasan dan dukungan dalam mengelola managing impacts. This process ensures that
dampak. Proses ini memastikan bahwa perspektif external perspectives are considered in strategic
eksternal dipertimbangkan dalam pengambilan decision-making.
keputusan strategis.
b. Memanfaatkan Hasil Uji Tuntas: b. Utilize Due Diligence Results:
Hasil dari uji tuntas dan proses identifikasi Results from due diligence and impact
dampak yang terkait isu keberlanjutan digunakan identification processes related to sustainability
oleh Dewan Komisaris dan Direksi melalui Komite issues are used by the Board through the ESG
ESG untuk mengevaluasi risiko, peluang, dan Committee to evaluate risks, opportunities,
prioritas yang mendukung pencapaian tujuan and priorities that support the achievement of
keberlanjutan. sustainability goals.
3. Peninjauan dan Evaluasi Efektivitas Proses 3. Review and Evaluation of Process Effectiveness
Dewan Komisaris dan Direksi melalui Komite ESG juga The Board of Commissioners and Board of Directors,
bertanggung jawab untuk meninjau efektivitas proses through the ESG Committee, are also responsible
manajemen dampak yang dilakukan Perusahaan, for reviewing the effectiveness of the Company’s
khususnya yang terkait dengan penerapan impact management processes, particularly those
keberlanjutan. Frekuensi tinjauan ini dilaporkan related to sustainability implementation. This review
berkala setidaknya satu kali dalam 3 bulan untuk is reported at least once every three months to
memastikan proses tetap relevan, efisien, dan sesuai ensure the process remains relevant, efficient, and
dengan dinamika eksternal yang berkembang. in line with evolving external dynamics.
Dewan Komisaris dan Direksi melalui Komite ESG The Board of Commissioners and Board of Directors,
juga memainkan peran penting dalam pelaporan through the ESG Committee, also play an important
keberlanjutan perusahaan untuk memastikan role in the Company’s sustainability reporting to ensure
transparansi, akurasi, dan kredibilitas informasi yang transparency, accuracy, and credibility of information
dilaporkan kepada publik dan pemangku kepentingan. reported to the public and stakeholders. This role
Peran ini meliputi: includes:
1. Tinjauan dan Persetujuan Informasi yang Dilaporkan 1. Review and Approval of Reported Information
2. Dewan Komisaris, Direksi, dan Komite ESG 2. The Board of Commissioners, Board of Directors,
bertanggung jawab untuk meninjau dan menyetujui and ESG Committee are responsible for reviewing
laporan keberlanjutan, termasuk topik material and approving sustainability reports, including the
Perusahaan. Proses ini mencakup: Company’s material topics. This process includes:
a. Pemeriksaan apakah informasi yang disajikan a. An examination of whether the information
dalam laporan keberlanjutan konsisten dengan presented in the sustainability report is
tujuan, nilai, dan kebijakan perusahaan; dan consistent with the Company’s objectives, values
and policies; and
b. Penilaian bahwa laporan mencerminkan b. An assessment that the report reflects the
dampak material perusahaan terhadap ekonomi, Company’s material impacts on the economy,
lingkungan, dan masyarakat. environment, and society.
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Company Profile SustainableGovernance
Sustainable Governance Sustainable Performance Others and Index
Pengembangan Kompetensi terkait Sustainability-related Competency
Keberlanjutan [OJK E.2] [GRI 2-17] Development [OJK E.2] [GRI 2-17]
Dewan Komisaris, Direksi, dan Komite ESG sebagai As the person in charge of sustainability implementation
penanggung jawab penerapan keberlanjutan di lingkup within PTPP, the Board of Commissioners, Board of
PTPP telah mengikuti berbagai kegiatan, seperti seminar, Directors, and ESG Committee have participated in
workshop, dan sebagainya, termasuk di dalamnya yang various activities, such as seminars, workshops, etc.,
berkaitan dengan penerapan keberlanjutan. including those related to sustainability implementation.
Pada tahun 2024 kegiatan pengembangan kompetensi Competency development activities related to
terkait keberlanjutan yang diikuti oleh: sustainability in 2024 were attended by:
1. Dewan Komisaris: sebanyak 8 pelatihan dengan 1. Board of Commissioners: Eight training sessions
beberapa materi pelatihan seperti New Special with several training materials such as New Special
Directorship, Internalizing Environmental, Social, Directorship, Internalizing Environmental, Social,
and Governance (ESG) in The Business Model and Governance (ESG) in the Business Model
Toward Sustainable Long Term Value Creation, ERM toward Sustainable Long Term Value Creation, ERM
ISO 31000 dan Accelerating National Development ISO 31000, and Accelerating National Development
Risk Management Implementation Forum 2024. Risk Management Implementation Forum 2024.
2. Direksi: sebanyak 4 pelatihan dengan beberapa 2. Board of Directors: Four training sessions with
materi pelatihan seperti Sustainability 101 & several training materials, such as Sustainability 101
International Financial Reporting Standards S1- & International Financial Reporting Standards S1-
S2, GRC Summit dan International Arbitrage at the S2, GRC Summit, and International Arbitration at the
International Chamber. International Chamber.
3. Komite ESG: sebanyak 3 pelatihan dengan beberapa 3. ESG Committee: Three training sessions with
materi pelatihan seperti Sustainability 101 & several training materials such as Sustainability 101
International Financial Reporting Standards S1-S2 & International Financial Reporting Standards S1-
dan ISO SMAP 13001. S2, and ISO SMAP 13001.
Nominasi Dewan Komisaris dan Board of Commissioners and Board of
Direksi [GRI 2-10] Directors Nomination [GRI 2-10]
Perencanaan suksesi Dewan Komisaris dan Direksi The succession plan of the Board of Commissioners
merupakan tanggung jawab Perusahaan, termasuk di and the Board of Directors is the responsibility of PTPP,
dalamnya Kementerian BUMN selaku kuasa pemegang including the SOE Ministry as the main/controlling
saham utama/pengendali, Pemerintah Indonesia, shareholder as well as the GCG, Risk Monitoring,
serta Komite GCG, Pemantau Risiko, Nominasi dan Nomination, and Remuneration Committee in preparing
Remunerasi, dalam mempersiapkan regenerasi dan for regeneration and maintaining leadership continuity
menjaga kesinambungan kepemimpinan di masa in the future. The policy basis related to the succession
mendatang. Kebijakan dasar terkait suksesi Dewan of the Board of Commissioners and Board of Directors
Komisaris dan Direksi Perusahaan sebagai BUMN as SOEs refers to the SOEs Minister Regulation No.
mengacu pada Peraturan Menteri BUMN RI No. PER-3/ PER-3/MBU/03/2023 dated March 24, 2023, on Organs
MBU/03/2023 tanggal 24 Maret 2023 tentang Organ dan and Human Resources of State-Owned Enterprises.
Sumber Daya Manusia Badan Usaha MIlik Negara.
Selain itu, sebagai perusahaan terbuka, pengangkatan As a Public Company, the appointment and dismissal
dan pemberhentian Direksi juga mengacu kepada of the Board of Directors also refer to the Financial
Peraturan OJK No. 33/POJK.04/2014 tentang Direksi dan Services Authority Regulation No. 33/POJK.04/2014 on
Dewan Komisaris Emiten atau Perusahaan Publik. the Board of Directors and the Board of Commissioners
of Issuers or Public Company.
Dewan Komisaris dan Direksi diangkat oleh Pemegang The Board of Commissioners and the Board of Directors
Saham melalui RUPS dari calon yang diusulkan oleh are appointed by the Shareholders through the GMS
Pemegang Saham Seri A Dwiwarna. Proses pencalonan from candidates proposed by Series A Golden Stock
dilakukan sesuai dengan peraturan perundang- Shareholders. The nomination process is conducted
undangan yang berlaku, dan pencalonan tersebut under the prevailing laws and regulations, and the
mengikat bagi RUPS. nomination is binding on the GMS.
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Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan Penjelasan Direksi
Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
Untuk memastikan integritas dan profesionalitas di To ensure integrity and professionalism in their fields,
bidangnya, seluruh calon Dewan Komisaris dan Direksi all candidates for the Board of Commissioners and
menjalani proses uji kemampuan dan kepatutan (fit Board of Directors undergo a fit and proper test process
and proper test) yang dilakukan sesuai peraturan conducted under applicable laws and regulations.
perundang-undangan yang berlaku. Dalam melakukan The fit and proper test refers to Law No. 40/2007 on
uji kemampuan dan kepatutan mengacu pada Undang- Limited Liability Companies, SOEs Minister Regulation
undang No. 40 Tahun 2007 tentang Perseroan Terbatas, on the appointment of the Board of Commissioners
Peraturan Menteri BUMN tentang pengangkatan Dewan and Board of Directors, as well as Financial Services
Komisaris dan Direksi, serta Peraturan Otoritas Jasa Authority Regulation No. 33/PojK.04/2014 on the Board
Keuangan No. 33/PojK.04/2014 tentang Direksi dan of Directors and Board of Commissioners of Issuers or
Dewan Komisaris Emiten atau Perusahaan Publik, dan Public Companies, as well as other laws and regulations.
peraturan perundang-undangan lainnya.
Skema dan Mekanisme Suksesi Dewan Komisaris dan Direksi: Pengusulan Hingga Penetapan
Succession Scheme and Mechanism for the Board of Commissioners and the Board of Directors:
Suggestion to Stipulation
Pengajuan Bakal Calon
Submission of Prospective Candidates
Pengajuan nama-nama calon
Dewan Komisaris dan Direksi didasarkan pada sumber-sumber bakal Penetapan
calon yang terdiri dari personal yang pernah menjabat Direksi BUMN
Stipulation
namun tidak lagi menjabat, Dewan Komisaris BUMN, Talenta BUMN,
Talenta Kementerian BUMN, dan sumber lain.
Penetapan dilakukan melalui mekanisme RUPS
The nomination of candidates for the Board of Commissioners and the Board of
sebagaimana diatur dalam Peraturan Otoritas Jasa
Directors is based on the sources of the candidates consisting of individuals who
Keuangan dan peraturan terkait lainnya.
have served as SEO Board of Directors but are no longer serving, SOE Board of
Commissioners, SOE talents, talents from the SOE Ministry, and other sources. The stipulation is made through the GMS mechanism,
which is regulated by the Financial Services Authority
Regulation and other related regulations.
Penjaringan Bakal Calon
Selection of Prospective Candidates Usulan Pengangkatan
Appointment Proposal
Penjaringan nama-nama Dewan Komisaris dan Direksi dilakukan
oleh Menteri BUMN, Sekretaris, Deputi Teknis, dan/atau Deputi Bagi calon yang telah mendapatkan rekomendasi “Disarankan”
mencari bakal calon dari berbagai sumber. Semua bakal calon oleh tim penilai dapat diangkat menjadi Dewan Komisaris dan
diadministrasikan oleh Deputi. Direksi Perusahaan.
Selection of the names of the Board of Commissioners and the Board of Candidates who have received a “Suggested”
Directors is carried out by the SOE Minister, Secretary, Technical Deputy, recommendation from the assessment team can be
and/or Deputy looking for prospective candidates from various sources. All appointed to the Company’s Board of Commissioners and
prospective candidates are administered by the Deputy. Board of Directors.
Uji Kelayakan dan Kepatutan (UKK)
Fit and Proper Test (UKK)
Bakal calon yang akan ditetapkan menjadi calon Dewan Komisaris dan Direksi, adalah seseorang yang telah dinyatakan memenuhi Persyaratan Formal dan
Persyaratan lain dan lulus uKK. uKK terhadap bakal calon dilakukan oleh lembaga profesional yang ditunjuk oleh Menteri.
The candidate who will be determined as a candidate for the Board of Commissioners and the Board of Directors has been declared to have
fulfilled the Formal Requirements and other Requirements and passed the UKK. UKK for prospective candidates is carried out by a professional
institution appointed by the Minister.
Infografis Fungsi nominasi di lingkup Perusahaan The nomination function in the Company is carried
dijalankan oleh Komite GCG, Pemantau Risiko, Nominasi, out by the GCG, Risk Monitoring, Nomination, and
dan Remunerasi dengan peran sebagai berikut: Remuneration Committee with the following roles:
1. Melakukan tinjauan secara berkala atas sistem 1. Conduct regular reviews of the Company’s Talent
Manajemen Talenta Perusahaan serta pengawasan Management system as well as monitoring and
dan evaluasi atas pelaksanaannya; evaluating its implementation;
2. Melakukan evaluasi terhadap sistem dan prosedur 2. Evaluate the Talent classification system and
pengklasifikasianTalenta yang dilakukan oleh Direksi; dan procedure by the Board of Directors; and
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Profil Perusahaan Kelola Keberlanjutan
Tata Kelola Keberlanjutan Kinerja Keberlanjutan Lain-lain dan Index
Company Profile SustainableGovernance
Sustainable Governance Sustainable Performance Others and Index
3. Melakukan validasi dan kalibrasi atas Talenta Terseleksi 3. Validate and calibrate the Selected Talent to produce
(selected talent), untuk menghasilkan daftar Talenta a list of Nominated Talents nominated by the Board
Ternominasi (nominated talent) yang dinominasikan of Commissioners to the Minister as the main/
oleh Dewan Komisaris kepada Menteri selaku controlling shareholder.
pemegang saham utama/pengendali.
Penilaian Kinerja Dewan Komisaris Board of Commissioners and Board
dan Direksi [GRI 2-18] of Directors Performance Appraisal
[GRI 2-18]
Dalam melakukan penilaian kinerja Dewan Komisaris In assessing the performance of the Board of
dan Direksi, Perusahaan mengacu kepada Peraturan Commissioners and Directors, the Company refers to the
Menteri BUMN No. PER-03/MBU/03/2023 tanggal 24 SOEs Minister Regulation No. PER-03/MBU/03/2023 dated
Maret 2023 tentang Organ dan Sumber Daya Manusia March 24, 2023, on Organs and Human Resources of
Badan Usaha Milik Negara. Kinerja Dewan Komisaris dan State-Owned Enterprises. The performance of the Board
Direksi dievaluasi setiap tahun oleh Pemegang Saham of Commissioners and Board of Directors is evaluated
dalam RUPS. Secara umum kinerja Dewan Komisaris annually by the Shareholders in the GMS. In general,
dan Direksi ditentukan berdasarkan tugas kewajiban the performance of the Board of Commissioners and
yang tercantum dalam peraturan perundang-undangan Board of Directors is determined based on the duties and
yang berlaku dan Anggaran Dasar Perusahaan maupun obligations stated in the prevailing laws and regulations,
amanat Pemegang Saham. Kriteria evaluasi formal the Company’s Articles of Association, as well as the
disampaikan secara terbuka kepada Dewan Komisaris mandate of the Shareholders. Formal evaluation criteria
dan Direksi sejak pengangkatannya. are disclosed to the Board of Commissioners and Board
of Directors since their appointment.
Hasil evaluasi terhadap kinerja Dewan Komisaris dan The results of the Board of Commissioners and Board
Direksi secara keseluruhan dan kinerja masing-masing of Directors performance evaluation as a whole and
anggota Dewan Komisaris dan Direksi secara individual the individual performance of each member will form
akan merupakan bagian yang tidak terpisahkan an integral part of the incentive compensation scheme
dalam skema kompensasi pemberian insentif bagi for the Board of Commissioners and Board of Directors.
Dewan Komisaris dan Direksi. Selain itu, hasil evaluasi In addition, the results of the individual performance
kinerja masing-masing anggota Dewan Komisaris dan evaluation of each Board of Commissioners and
Direksi secara individual merupakan salah satu dasar the Board of Directors member will be one of the
pertimbangan bagi Pemegang Saham/RUPS untuk basis of consideration for the Shareholders/RUPS to
pemberhentian dan/atau menunjuk kembali anggota dismiss and/or reappoint the members of the Board of
Dewan Komisaris dan Direksi yang bersangkutan. Commissioners and the Board of Directors concerned.
Di samping fungsi nominasi di atas, Komite GCG, In addition to the above nomination function, the
Pemantau Risiko, Nominasi, dan Remunerasi juga GCG, Risk Monitoring, Nomination, and Remuneration
melaksanakan peran terkait evaluasi kinerja Dewan Committee also carries out roles related to the
Komisaris dan Direksi dengan lingkup tugas sebagai performance evaluation of the Board of Commissioners
berikut: and Board of Directors with the following scope of
duties:
1. Melakukan evaluasi atas usulan KPI individu anggota 1. Evaluating the proposed individual KPIs of members
Direksi Perusahaan; dan of the Board of Directors; and
2. Menyiapkan usulan sistem evaluasi kinerja individu 2. Prepare a proposal for an individual performance
bagi anggota Direksi dan/atau anggota Dewan evaluation system for members of the Board
Komisaris. of Directors and/or members of the Board of
Commissioners.
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Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan Penjelasan Direksi
Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
Indikator Kinerja Utama Dewan Indikator Kinerja Utama Direksi
Komisaris Key Performance Indicators of the
Key Performance Indicators of the Board of Directors
Board of Commissioners
10%% 10%
10% 10%
30%
45%
18%
50%
17%
Aspek Proses Bisnis Internal Aspek Pengawasan dan Pemberian Arahan Nilai Ekonomi dan Sosial untuk Indonesia Inovasi Model Bisnis
Internal Business Process Aspect Supervision and Guidance Aspect Economic and Social Value for Indonesia Business Model Innovation
Aspek Pembelajaran dan Pertumbuhan Aspek Kontribusi terhadap Kinerja Kepemimpinan Teknologi Peningkatan Investasi
Learning and Growth Aspect Perusahaan Technology Leadership Increased Investment
Contribution to the Company’s Pengembangan Talenta
Performance Aspect Talent Development
Untuk indikator kinerja terkait aspek keberlanjutan, For performance indicators related to sustainability
di tahun 2024 PTPP berupaya mengintegrasikannya aspects, in 2024, PTPP seeks to integrate them into
ke dalam KPI Manajemen melalui KPI berbasis ESG Management KPIs through ESG-based KPIs within the
di lingkup Divisi Strategic Planning, Engineering & Strategic Planning, Engineering & Technology Division,
Technology, Biro Sekretaris Perusahaan, dan Biro Corporate Secretary Bureau, and QHSE & System
QHSE & System Management. Ke depan, PTPP Management Bureau. In the future, PTPP seeks to
mengupayakan untuk memasukkan KPI ESG Rating include the ESG Rating KPI as a joint Management KPI
sebagai KPI bersama Manajemen sebagai komitmen as PTPP’s commitment to implementing ESG, where
PTPP dalam menerapkan ESG, di mana hal ini juga this has also been outlined in the aspirations of the SOE
telah dituangkan dalam aspirasi Kementerian BUMN Ministry as the Company’s majority shareholder.
selaku kuasa pemegang saham mayoritas Perusahaan.
Atas penilaian kinerja yang telah dilakukan, Dewan Based on the performance assessment that has been
Komisaris dan Direksi sepenuhnya menerima dan carried out, the Board of Commissioners and Board
menyetujui atas hasil evaluasi tersebut. of Directors fully accept and approve the evaluation
results.
Remunerasi Dewan Komisaris dan Board of Commissioners and Board of
Direksi [GRI 2-19, 2-20, 2-21] Directors Remuneration [GRI 2-19, 2-20, 2-21]
Penghasilan Dewan Komisaris dan Direksi meliputi The income of the Board of Commissioners and
Remunerasi dan Tunjangan-tunjangan serta Tantiem Directors includes Remuneration and Allowances
yang diberikan berdasarkan kinerja dan pencapaian as well as Tantiem given based on the Company’s
Perusahaan. Remunerasi bagi Dewan Komisaris dan performance and achievements. Remuneration for the
Direksi ditetapkan oleh RUPS mengacu pada Keputusan Board of Commissioners and Directors is determined
Pemegang Saham. Prosedur penetapan remunerasi by the GMS referring to the Shareholders’ Decision.
Anggota Dewan Komisaris dan Direksi Perusahaan The procedure for determining the remuneration of
mengacu pada Peraturan Menteri BUMN No. PER-3/ Members of the Board of Commissioners and Directors
MBU/03/2023 tanggal 24 Maret 2023 tentang Organ dan of the Company refers to the Regulation of the Minister
Sumber Daya Manusia Badan Usaha Milik Negara dan of SOEs No. PER-3/MBU/03/2023 dated March 24, 2023
Anggaran Dasar Perusahaan. concerning Organs and Human Resources of State-
Owned Enterprises and the Company’s Articles of
Association.
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Sustainable Governance Sustainable Performance Others and Index
Mekanisme Pengusulan Hingga Penetapan Remunerasi Dewan Komisaris dan Direksi [GRI 2-20]
Mechanism for Proposing and Determining the Board of Commissioners and Board of Directors
Remuneration [GRI 2-20]
Pembahasan Faktor Penentu Remunerasi oleh Komite CG & Nominasi
Discussion of Remuneration Determinants by the CG & Nomination Committee
Peraturan dan Perundang- Kinerja Perusahaan Pencapaian KPI/Kontrak Remunerasi yang Berlaku
undangan yang Berlaku, Company Performance Manajemen Dewan dalam Industri
serta Regulasi Terkait Komisaris dan Direksi Applicable Remuneration in
Applicable Laws and Achievement of KPI/ the Industry
Regulations, as well as Management Contracts
Related Regulations of the Board of
Commissioners and the
Board of Directors
Direksi melakukan kajian perhitungan penghasilan diterima (take home pay) yang terdiri atas gaji, tunjangan,
fasilitas dan tantiem/insentif; serta membuat rekomendasi Kepada Dewan Komisaris
The Board of Directors conducts a take-home-pay review that includes salary, benefits, facilities, and bonuses/incentives and makes
recommendations to the Board of Commissioners
Rapat Bersama Dewan Komisaris dan Direksi melakukan pembahasan hasil rekomendasi Direksi
Joint Meeting between the Board of Commissioners and the Board of Directors to discuss the results of the Board of Directors’ recommendations
Setelah mendapatkan masukan dari Komite GCG, Pemantau Risiko, Nominasi dan Remunerasi, Dewan
Komisaris memberikan usulan remunerasi Dewan Komisaris dan Direksi kepada Pemegang Saham untuk
dibahas dalam RUPS
After gaining inputs from the GCG, Risk Monitoring, Nomination, & Remuneration Committee, the Board of Commissioners proposes the
remuneration of the Board of Commissioners and the Board of Directors to Shareholders to be discussed at the GMS
Usulan remunerasi Dewan Komisaris dan Direksi dibahas dan diputuskan dalam RUPS
The remuneration proposal for the Board of Commissioners and the Board of Directors is discussed and decided at the GMS
RUPS memberikan pengesahan atas ketetapan remunerasi Dewan Komisaris dan Direksi
The GMS provides ratification of the remuneration of the Board of Commissioners and the Board of Directors
Tindak Lanjut atas hasil keputusan RUPS terkait remunerasi Dewan Komisaris dan Direksi
Follow up on the GMS Resolution related to the remuneration of the Board of Commissioners and the Board of Directors
Remunerasi bagi anggota Dewan Komisaris dan Direksi Remuneration for members of the Board of Commissioners
dilakukan dengan basis formula yang ditetapkan oleh and the Board of Directors shall be based on a formula
Pemegang Saham serta telah melalui kajian oleh Dewan set by the Shareholders, which has been reviewed by
Komisaris melalui pendalaman yang dilakukan oleh the Board of Commissioners through an in-depth review
Pemegang Saham. Keputusan penetapan remunerasi by the Shareholders. The decision on the Board of
Dewan Komisaris dan Direksi ditetapkan melalui RUPS Commissioners and Board of Directors remuneration is
Tahunan. stipulated through the Annual GMS.
Berdasarkan keputusan RUPS Tahunan Tahun Buku 2023 Based on the resolution of the Annual General Meeting
yang diselenggarakan pada tanggal 24 April 2024, terkait of Shareholders for the 2023 fiscal year held on April 24,
penetapan tantiem tahun 2023 serta gaji/honorarium 2024, on the determination of tantiem for the year 2023 as
fasilitas serta tunjangan lainnya untuk anggota Direksi well as salary/honorarium and other facilities and benefits
dan Dewan Komisaris tahun 2024 adalah sebagai for members of the Board of Directors and Board of
berikut: Commissioners for the year 2024 are as follows:
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Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
1. Memberikan wewenang dan kuasa kepada Pemegang 1. To authorize the Shareholders of Series A Golden Stock
Saham Seri A Dwiwarna untuk menetapkan besarnya to determine the amount of tantiem/performance
tantiem/insentif kinerja/insentif khusus untukTahun Buku incentive/special incentive for the Financial Year 2023,
2023, serta menetapkan honorarium, tunjangan, dan as well as determine the honorarium, allowances, and
fasilitas bagi anggota Dewan Komisaris untuk tahun facilities for members of the Board of Commissioners
2024; dan for 2024; and
2. Memberikan wewenang dan kuasa kepada Dewan 2. To authorize the Board of Commissioners with prior
Komisaris dengan terlebih dahulu mendapatkan written approval from the Series A Golden Stock
persetujuan tertulis dari Pemegang Saham Seri A Shareholders to determine the amount of tantiem/
Dwiwarna untuk menetapkan besarnya tantiem/ performance incentive/special incentive for the
insentif kinerja/insentif khusus untuk Tahun Buku 2023 Fiscal Year, as well as determine the salaries,
2023, serta menetapkan gaji, tunjangan, dan fasilitas allowances, and facilities for the Board of Directors
bagi Direksi untuk tahun 2024. for 2024.
Menindaklanjuti hasil keputusan tersebut, Pemerintah Following up on the resolutions, the Government of
Indonesia selaku Pemegang Saham Seri A Dwiwarna Indonesia, as a Series A Golden Stock Shareholder
melalui Kementerian BUMN mengeluarkan Surat Asisten through the SOEs Ministry, issued a letter from the
Deputi Bidang Jasa Infrastruktur Kementerian BUMN Infrastructure Assistant Undersecretary of the SOEs
No. SR-292/Wk.MBU.10/08/2024 tanggal 23 Agustus Ministry No. SR-292/Wk.MBU.10/08/2024 dated August
2024 perihal Penetapan Penghasilan Direksi dan Dewan 23, 2024, on the Determination of Income of the
Komisaris PT Pembangunan Perumahan (Persero) Tbk Board of Directors and Board of Commissioners of
Tahun 2024 untuk menetapkan besarnya tantiem Dewan PT Pembangunan Perumahan (Persero) Tbk for 2024
Komisaris untuk Tahun Buku 2023 serta honorarium, to determine the amount of tantiem for the Board
tunjangan, dan fasilitas bagi anggota Dewan Komisaris of Commissioners for the 2023 Fiscal Year, as well as
untuk tahun 2024. Kemudian, berdasarkan Surat Dewan honorarium, allowances, and facilities for members
Komisaris PT PP (Persero) Tbk No. 060/KOM/PP/08/2024 of the Board of Commissioners for 2024. Then, based
tanggal 26 Agustus 2024 perihal Penetapan Penghasilan on the Letter of the Board of Commissioners of PT PP
Direksi dan Dewan Komisaris PT PP (Persero) Tbk Tahun (Persero) Tbk No. 060/KOM/PP/08/2024 dated August 26,
2024, Dewan Komisaris telah menetapkan besarnya 2024, on the Determination of the Income of the Board
tantiem Direksi untuk Tahun Buku 2023, serta gaji, of Directors and the Board of Commissioners of PT PP
tunjangan, dan fasilitas bagi Direksi untuk tahun 2024. (Persero) Tbk in 2024, the Board of Commissioners has
determined the amount of the tantiem of the Board of
Directors for the 2023 Fiscal Year, as well as salaries,
allowances, and facilities for the Board of Directors for
2024.
Tentang struktur dan komposisi serta besaran The structure and composition, as well as the amount of
remunerasi dan perhitungannya dapat dilihat pada remuneration and its calculation, can be seen on page
bab Tata Kelola Perusahaan yang Baik dalam Laporan 549-557, in the Good Corporate Governance chapter of
Tahunan tahun 2024 halaman 549-557. [GRI 2-19] the 2024 Annual Report. [GRI 2-19]
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Company Profile SustainableGovernance
Sustainable Governance Sustainable Performance Others and Index
Kode Etik dan Penerapan
Etika Bisnis [GRI 2-23; 2-24]
Code of Conduct and Business Ethics Implementation
[GRI 2-23; 2-24]
Agar Visi, Misi, dan Tata Nilai Perusahaan dapat A tool with a reward-and-punishment mechanism is
diterapkan secara lebih nyata, diperlukan sebuah necessary to implement the company’s vision, mission,
perangkat yang memiliki mekanisme reward & and values more pragmatically. The Company has a
punishment. Perusahaan memiliki Pedoman Etika atau Code of Conduct created to influence, form, regulate,
Code of Conduct yang disusun untuk mempengaruhi, control, and implement behavioral adjustments of
membentuk, mengatur, mengendalikan, dan PTPP personnel with what the Company expects.
melaksanakan kesesuaian perilaku insan PTPP dengan The Company’s Code of Conduct also describes the
apa yang diharapkan oleh Perusahaan. Kode Etik business philosophy and values within the Company
Perusahaan juga menjelaskan mengenai filsafat bisnis in regulating and managing it comprehensively to
dan nilai-nilai yang ada dalam mengatur dan mengelola achieve the business objectives as stated in its vision
Perusahaan secara menyeluruh untuk mencapai tujuan and mission.
bisnis sebagaimana tercantum dalam visi dan misinya.
Etika Usaha
Business Ethics
Visi & Misi Tata Nilai Kode Etik
Vision & Mission Values Code of Conduct
Etika Kerja
Work Ethics
PTPP telah menyusun Kode Etik Perusahaan yang PTPP has created the Company’s Code of Conduct,
tertuang dalam Pernyataan Bersama Dewan Komisaris as stated in the Joint Statement of the Board of
dan Direksi No. 159/KOM/PP/2022 dan No. 403/DIR/ Commissioners and Board of Directors No. 159/KOM/
PP/DU/2022 tanggal 30 November 2022. Kode Etik PP/2022 and No. 403/DIR/PP/DU/2022, dated November
Perusahaan mengatur 2 (dua) aspek mendasar, yaitu 30, 2022. The Code of Conduct regulates two basic
Etika Usaha dan Etika Kerja. Kode Etik ini mewajibkan aspects: Business Ethics and Work Ethics. The Code of
seluruh jajaran personil baik itu para pejabat, manajemen Conduct mandates all personnel, including officials,
maupun karyawan untuk patuh dan taat kepada hukum management, and employees, to comply with and
dan peraturan yang berlaku di dalam Perusahaan, adhere to the laws and regulations applicable within
termasuk budaya Perusahaan, menghindari kegiatan the Company, including its culture, avoid activities that
yang menyebabkan benturan kepentingan, serta may cause conflicts of interest, as well as safeguard
menyimpan dan menjaga kerahasiaan informasi bisnis and maintain the confidentiality of the Company’s
Perusahaan dan informasi yang berkaitan dengan pihak business information and information related to parties
yang memiliki hubungan dengan PTPP. Setiap karyawan, with a relationship with PTPP. Every employee, Board
anggota Direksi dan anggota Dewan Komisaris di of Directors member, and Board of Commissioners
PTPP diwajibkan untuk mengerti, menghayati, dan member at PTPP is required to understand, internalize,
menjalankan Kode Etik sebagai landasan moral, sikap, and adhere to the Code of Conduct as a moral foundation,
dan etika dalam bertindak dan berperilaku. attitude, and ethics in their actions and behavior.
Agar Kode Etik ini dapat dipahami secara baik dan For the Code of Conduct to be properly understood
diimplementasikan, PTPP senantiasa melakukan and implemented, PTPP continuously disseminates
sosialisasi kepada seluruh karyawan, mulai dari level the Company’s Guidelines of Business Ethics and Work
operasional sampai kepada top management. Di samping Ethics to all employees, from the operational level to
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Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan Penjelasan Direksi
Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
itu, PTPP melakukan penegakan terhadap Pedoman the top management. Moreover, PTPP enforces the
Etika Perusahaan yang dilakukan dengan melakukan Code of Conduct through periodic monitoring of its
pemantauan secara berkala terhadap penegakan implementation and providing facilities for grievances
Pedoman Etika Perusahaan dan menyediakan fasilitas about violations of the Code of Conduct.
bagi pengaduan terhadap pelanggaran Pedoman Etika
Perusahaan.
PTPP mewajibkan setiap karyawan dan manajemen PTPP obligates all employees and management of the
Perusahaan untuk menandatangani Pakta Integritas Company to sign an Integrity Pact related to compliance
mengenai kepatuhan terhadap Kode Etik Perusahaan with the Code of Conduct to ensure that all Company
untuk memastikan bahwa semua organ Perusahaan organs are committed to building sound business ethics
memiliki komitmen untuk membangun etika dan kultur and culture as well as building the understanding,
bisnis yang sehat serta membangun pemahaman, concern, and commitment of all levels of the Company.
kepedulian dan komitmen dari semua jajaran The Code of Conduct is the basis for implementing
Perusahaan. Buku Kode Etik merupakan landasan the Company’s business activities. Therefore, PTPP
dalam menjalankan aktivitas usaha Perusahaan. Oleh personnel must reference the Code of Conduct when
karena itu Insan PTPP harus menerapkan Kode Etik ini performing their duties and responsibilities. Every
sebagai sebagai acuan dalam menjalankan tugas dan leader of the work unit must disseminate this Code and
tanggung jawabnya. Setiap pimpinan unit kerja wajib ensure that the Code of Conduct has been implemented
mensosialisasikan Pedoman ini dan memastikan bahwa well in the work unit they lead. [SASB IF-EN-510a.3]
Kode Etik telah diterapkan dengan baik di unit kerja
yang dipimpinnya. [SASB IF-EN-510a.3]
Dalam rangka meningkatkan implementasi Peraturan To improve the implementation of Company Regulations
Perusahaan serta meningkatkan kepatuhan karyawan, and to improve employee compliance, per the Board of
sesuai Surat Keputusan Direksi No. 101/SK/PP/DIR/2019 Directors Decree No. 101/SK/PP/DIR/2019 dated October
tanggal 21 Oktober 2019 membentuk Komite Kepatuhan 21, 2019, the Company’s Regulatory Compliance
Peraturan Perusahaan. Tugas dan wewenang Komite Committee was formed. The duties and authorities of
Kepatuhan diatur dalam Surat Keputusan Direksi the Compliance Committee are regulated by the Decree
tersebut. of the Board of Directors.
Sosialisasi Kode Etik Perusahaan dilakukan bersamaan The Code of Conduct is disseminated simultaneously
dengan sosialisasi Sistem Manajemen Anti Penyuapan with the Dissemination of the Anti-Bribery Management
di seluruh unit, yang dikoordinir Divisi HCM dengan System in all units, coordinated by the HCM Division
menunjuk PIC di masing-masing unit. Selain itu by appointing a PIC in every unit. Furthermore, all
dilakukan juga kewajiban penandatanganan Form employees must sign a Form of Compliance with the
Kepatuhan Kode Etik Perusahaan & Pakta Integritas Anti Company’s Code of Conduct and the Anti-Bribery
Penyuapan kepada seluruh karyawan. Integrity Pact.
Di samping itu, implementasi bisnis yang beretika juga In addition, the implementation of ethical business is also
tak lepas dari kepatuhan Perusahaan yang kompleks. inseparable from the Company’s complex compliance.
Sebagai BUMN sekaligus perusahaan terbuka, PTPP As an SOE and a public company, PTPP has a series of
memiliki serangkaian kebijakan yang melandasi policies that underlie policies related to anti-corruption
kebijakan terkait anti korupsi di lingkup PTPP. Seluruh within PTPP. These policies must be complied with by
kebijakan ini wajib dipatuhi oleh seluruh Insan PTPP all PTPP personnel without exception. Some guidelines
tanpa terkecuali. Beberapa pedoman dan kebijakan and policies that specifically regulate policies related to
yang secara spesifik mengatur kebijakan terkait anti anti-corruption owned by PTPP include:
korupsi yang dimiliki PTPP antara lain:
1. Pedoman GCG (Board Manual & Corporate Manual); 1. GCG Guidelines (Board Manual & Corporate Manual);
2. Kode Etik Perusahaan; 2. Code of Conduct;
3. Pedoman Pelaksanaan Tugas Dewan Komisaris dan 3. Task Implementation Guidelines for the Board of
Direksi; Commissioners and Board of Directors;
4. Pedoman Pengendalian Gratifikasi; 4. Gratuity Control Guidelines;
5. Laporan Harta Kekayaan Pejabat Negara (LHKPN); 5. State Officials’ Wealth Report (LHKPN); and
dan
6. Pedoman Sistem Manajemen Anti Penyuapan. 6. Anti-Bribery Management System Guidelines
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Profil Perusahaan Kelola Keberlanjutan
Tata Kelola Keberlanjutan Kinerja Keberlanjutan Lain-lain dan Index
Company Profile SustainableGovernance
Sustainable Governance Sustainable Performance Others and Index
Sosialisasi Sistem Manajemen Anti Penyuapan Dissemination of the Anti-Bribery Management System
dilakukan di seluruh unit, yang dikoordinir Divisi HCM was conducted in all units, coordinated by the HCM
dengan menunjuk PIC di masing-masing unit. Selain Division by appointing PICs in each unit. In addition, all
itu dilakukan juga kewajiban penandatanganan Form employees are required to sign the Company’s Code of
Kepatuhan Kode Etik Perusahaan & Pakta Integritas Anti Conduct Compliance Form & Anti-Bribery Integrity Pact.
Penyuapan kepada seluruh karyawan.
Selain itu, perusahaan juga sudah memiliki sertifikasi In addition, the Company has an ISO 37001:2016
ISO 37001:2016 tentang Anti Bribery Management certification on Anti-Bribery Management systems
Systems yang dikeluarkan oleh KAN yang berlaku sejak issued by KAN, which is valid from October 16, 2023, to
16 Oktober 2023 hingga 23 Oktober 2026. October 23, 2026.
Sistem Pelaporan Pelanggaran [GRI 2-26]
Whistleblowing System [GRI 2-26]
Salah satu upaya penegakan Kode Etik sebagai As one of the efforts to enforce the Code of Conduct
komitmen kebijakan etika bisnis yang dimiliki, PTPP as a commitment to business ethics policies, PTPP
mengimplementasikan Sistem Pelaporan Pelanggaran implements a Whistleblowing System (WBS). The
atau Whistleblowing System (WBS). Sistem ini system was developed to prevent fraud by reporting
dikembangkan dalam rangka mencegah terjadinya incidents of infringing behavior and encouraging a
tindak kecurangan dengan melaporkan kejadian culture of honesty and openness. Implementing the
perilaku pelanggaran serta mendorong budaya WBS is beneficial for developing a well-managed
kejujuran dan keterbukaan. Penerapan WBS bermanfaat violation reporting system, which can be the foundation
untuk pengembangan sistem pelaporan pelanggaran for the Company to design evaluations and necessary
yang terkelola dengan baik, yang dapat menjadi fondasi follow-up actions. WBS is also part of an early warning
bagi Perusahaan untuk merancang evaluasi dan tindak system for possible problems due to a violation. For
lanjut yang diperlukan. WBS juga menjadi bagian whistleblowers, WBS guarantees the protection and
dari mekanisme deteksi dini (early warning system) confidentiality of their identity.
atas kemungkinan terjadinya masalah akibat sebuah
pelanggaran. Bagi pelapor, WBS memberikan jaminan
perlindungan dan kerahasiaan identitas.
Pedoman pelaksanaan Sistem Pelaporan Pelanggaran Guidelines for implementing the Whistleblowing System
di PTPP mengacu pada Surat Keputusan Direksi No. at PTPP refer to the Board of Directors Decree No. 149/
149/SK/PP/DIR/2021 tanggal 17 November 2021 tentang SK/PP/DIR/2021 dated November 17, 2021, on Changes
Perubahan Tim Pelaksana Penerapan Kebijakan Sistem in the Implementation Team of PTPP Whistleblowing
Pelaporan Pelanggaran (Whistleblowing System) PTPP. System Policy. The scope of reporting that can be
Lingkup pelaporan yang dapat ditindaklanjuti melalui followed up through WBS is an action considered to
WBS adalah tindakan yang dinilai dapat memberikan have a material and adverse impact on the Company,
dampak material dan merugikan Perusahaan, di including:
antaranya:
1. Penyalahgunaan jabatan untuk kepentingan lain di 1. Misuse of position for other interests outside the
luar Perusahaan; Company;
2. Benturan Kepentingan; dan 2. Conflict of Interest; and
3. Gratifikasi yang tidak dilaporkan oleh penerima. 3. Gratuities that are not reported by the recipient.
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Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan Penjelasan Direksi
Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
Pengelolaan Risiko Keberlanjutan
[OJK E.3] [GRI 2-25]
Sustainable Risk Management [OJK E.3] [GRI 2-25]
PTPP menyadari pentingnya mengelola risiko PTPP acknowledges the importance of managing
sebagai bagian penerapan GCG untuk memastikan risks as part of implementing GCG to ensure the
tercapainya target dan kinerja yang telah ditetapkan achievement of set targets and performance. The
Perusahaan. Perusahaan telah menetapkan kebijakan Company has established Risk Management policies,
Manajemen Risiko yang berisi mekanisme, maksud which include mechanisms, purposes, and directions
dan arah penerapan manajemen risiko Perusahaan dan for implementing risk management within the Company
tugas masing-masing unit dalam pengelolaan risiko and the respective tasks of each unit in managing
perusahaan. corporate risks.
Kebijakan manajemen risiko secara jelas mengatur The risk management policy clearly stipulates that
bahwa semua pegawai bertanggung jawab dan all employees are responsible and accountable for
akuntabel untuk mengelola risiko masing-masing secara managing their respective risks consistently and
konsisten dan berkelanjutan. Sedangkan manajemen sustainably. Meanwhile, management, as the highest
sebagai pemegang akuntabilitas tertinggi dalam accountability holder in corporate risk management,
pengelolaan risiko Perusahaan, memberikan arahan provides strategic guidance and sets risk parameters.
strategis dan menetapkan parameter risiko.
Kerangka dan Mekanisme Penerapan Framework and Mechanism for Risk
Manajemen Risiko Management Implementation
Penerapan manajemen risiko mengacu pada kebijakan The implementation of risk management refers to
manajemen risiko sebagai bagian dari kebijakan the risk management policy as part of the Company’s
Perusahaan yang ditandatangani oleh Direktur Utama. policy signed by the President Director. On June 20,
Pada tanggal 20 Juni 2024, Kebijakan Manajemen 2024, the Risk Management Policy was re-strengthened
Risiko diperkuat kembali dengan menambahkan pilar by adding the risk management implementation and
penerapan manajemen risiko dan prinsip manajemen the principle of risk management pillar per the SOE
risiko sesuai dengan Peraturan Menteri BUMN No. Minister Regulation No. PER-2/MBU/03/2023 through
PER-2/MBU/03/2023 melalui Surat Keputusan Direksi the Board of Directors Decree No. 075/SK/DIR/2024 on
No. 075/SK/DIR/2024 terkait dengan Penetapan Risk the Stipulation of Risk Management Policy of PT PP
Management Policy PT PP (Persero) Tbk. (Persero) Tbk.
Penerapan manajemen risiko melibatkan seluruh unsur The implementation of risk management involves
dalam Perusahaan mulai dari manajemen hingga all elements in the Company, from management to
karyawan dengan peran aktif dalam konsep Three Lines employees, with an active role in the Three Lines of
of Models yang merupakan implementasi terkini dari Models concept, which is the latest implementation
prinsip COSO (Committee of Sponsoring Organizations of the COSO (Committee of Sponsoring Organizations
of the Treadway Commission). Konsep Three Lines of of the Treadway Commission) principles. The Three
Model menempatkan peran lini pertama sebagai unit Lines of Model concept places the first line as a unit
yang langsung mengidentifikasi dan mengelola risiko that directly identifies and manages risks in business
dalam proses bisnis. Kemudian lini kedua sebagai fungsi processes. Then, the second line is an independent risk
manajemen risiko dan kepatuhan independen yang management and compliance function that measures,
mengukur, memantau, dan memperlakukan risiko secara monitors, and treats risks in aggregate and develops
agregat, mengembangkan metodologi dan kebijakan corporate risk management methodologies and policies.
manajemen risiko perusahaan.
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Profil Perusahaan Kelola Keberlanjutan
Tata Kelola Keberlanjutan Kinerja Keberlanjutan Lain-lain dan Index
Company Profile SustainableGovernance
Sustainable Governance Sustainable Performance Others and Index
Lini Ketiga adalah fungsi audit internal yang memastikan The third line is the internal audit function that
tata kelola dan pengendalian risiko diterapkan secara ensures governance and risk control are effectively
efektif oleh perusahaan, lini ketiga sebagai mekanisme implemented by the Company. The third line is the
pemeriksaan terakhir dan bertugas melakukan audit last check mechanism and is tasked with conducting
independen terhadap efektivitas tata kelola dan an independent audit of the effectiveness of corporate
pengendalian risiko perusahaan. Direksi sebagai governance and risk control. The Board of Directors is
pemegang akuntabilitas tertinggi dalam penerapan the highest accountability holder in implementing risk
manajemen risiko. management.
Perusahaan melakukan penerapan manajemen risiko The Company implements risk management effectively,
dengan baik, mulai dari proses identifikasi, pengelolaan, starting from the identification, management, control,
pengendalian, dan penanganan (mitigasi) risiko secara and appropriate handling (mitigation) of risks so
tepat sehingga tidak menimbulkan dampak negatif that they do not cause negative impacts on the
terhadap pencapaian tujuan Perusahaan. Lebih lanjut, achievement of company objectives. Furthermore,
untuk mengetahui tingkat kematangan (maturity level) to determine the maturity level of Risk Management
penerapan Manajemen Risiko, PTPP secara berkala implementation, PTPP regularly conducts evaluations
melakukan evaluasi penerapan manajemen risiko. Evaluasi of risk management implementation. The evaluation
sekaligus untuk memberikan keyakinan kepada Direksi also provides confidence to the Board of Directors that
bahwa penerapan Manajemen Risiko Perusahaan telah the implementation of the Company’s Risk Management
cukup memadai untuk mencapai tujuan yang diharapkan, is sufficiently adequate to achieve the expected goals,
memberikan rekomendasi kepada Direksi menyangkut provides recommendations to the Board of Directors
perbaikan penerapan Manajemen Risiko Perusahaan regarding improvements in the implementation of the
di masa yang akan datang (area of improvement) dan Company’s Risk Management in the future (areas of
menentukan perencanaan dan pendekatan audit yang improvement), and determines the planning and audit
akan digunakan oleh Internal Audit PTPP. approach to be used by PTPP’s Internal Audit.
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Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan Penjelasan Direksi
Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
Pada tahun pelaporan, PTPP melakukan penilaian In the reporting year, PTPP conducted a risk maturity
maturitas risiko (risk maturity index) dengan konsultan index assessment with an independent consultant
independen sesuai dengan Petunjuk Teknis tentang following the Technical Guidelines on Technical
Petunjuk Teknis Penilaian Indeks Kematangan Risiko Guidelines for Risk Maturity Index Assessment in State-
(Risk Index) di Lingkungan Badan Usaha Milik Negara Owned Enterprises No. SK-8/DKU.MBU/12/2023 dated
No. SK-8/DKU.MBU/12/2023 tanggal 6 Desember 2023. December 6, 2023Based on the evaluation, it can be
Berdasarkan evaluasi tersebut, dapat disimpulkan concluded that the level of risk maturity at PTPP in the
bahwa tingkat kematangan risiko pada PTPP tahun 2023 performance year received a score of 2.9 from a
kinerja 2023 mendapatkan skor 2,9 dari skor maksimal maximum score of 5.0 and is in the good practice phase.
5,0 dan berada pada fase praktik yang baik.
Peran Dewan Komisaris dan Direksi Board of Commissioners’ Role in Risk
terkait Penerapan Manajemen Risiko Management Implementation
Keberhasilan Perusahaan dalam penerapan manajemen The success of the Company in implementing risk
risiko didukung peran seluruh karyawan dan manajemen management is supported by the roles of all employees
baik Direksi maupun Dewan Komisaris beserta organ and management, both the Board of Directors and the
tata kelolanya. Dalam penerapan manajemen risiko, Board of Commissioners, along with its governance
Dewan Komisaris dan Direksi memiliki peran sesuai organs. In implementing risk management, Board
dengan tugas dan tanggung jawab masing-masing of Commissioners and Board of Directors have
sebagaimana dijelaskan pada Laporan Tahunan tahun roles in accordance with their respective duties and
2024 halaman 731-732, dan 737. responsibilities as explained in the 2024 Annual Report
on page 731-732, and 737.
Pengelolaan Risiko Keberlanjutan Sustainable Risk Management
Untuk proyek-proyek besar seperti proyek EPC dan For large projects such as EPC and Investment projects,
Investasi, serta proyek yang memiliki kompleksitas as well as projects that have high complexity, risk
tinggi, pembahasan manajemen risiko wajib dilakukan management discussions must be carried out by a team
oleh suatu tim yang merupakan gabungan dari unit that is a combination of related units and expert staff as
terkait dan staf ahli yang diatur dalam Surat Keputusan stipulated in the Board of Directors Decree No. 033/SK/
Direksi No. 033/SK/PP/DIR/2011 tanggal 14 Oktober 2011 PP/DIR/2011 dated October 14, 2011, and refined in the
dan disempurnakan dalam Surat Keputusan Direksi Board of Directors Decree No. 30/SK/PP/DIR/2019 dated
No. 30/SK/PP/DIR/2019 tanggal 18 Maret 2019. Hasil March 18, 2019. The results of the team discussion must
dari pembahasan tim tersebut harus mendapatkan be approved by the Board of Directors before it can
persetujuan Direksi terlebih dahulu sebelum dapat proceed to the next stage.
dilanjutkan ke tahap selanjutnya.
Daftar risiko Perusahaan dilaporkan oleh Divisi The Company’s risk register is reported by the Risk
Manajemen Risiko dan Legal kepada Direksi setiap Management and Legal Division to the Board of Directors
triwulan untuk mendapatkan umpan balik, dan every quarter for feedback and then reported to the Board
kemudian dilaporkan kepada Dewan Komisaris. Dewan of Commissioners. The Board of Commissioners provides
Komisaris memberikan tanggapan dan rekomendasi feedback and recommendations on implementing risk
pelaksanaan manajemen risiko di Perusahaan. management in the Company.
Berdasarkan kajian yang dilakukan selama periode Based on the review conducted during the 2024 period,
tahun 2024 risiko-risiko yang dihadapi Perusahaan the risks faced by the Company are as follows:
sebagai berikut:
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Profil Perusahaan Kelola Keberlanjutan
Tata Kelola Keberlanjutan Kinerja Keberlanjutan Lain-lain dan Index
Company Profile SustainableGovernance
Sustainable Governance Sustainable Performance Others and Index
Daftar Risiko (Risk Register) dan Penanganan Risiko
Risk Register and Risk Management
No. Peristiwa Penyebab Risiko Dampak Risiko Risiko Mitigasi Risiko Risiko
Risiko Risiko Risk Cause Risk Impact Inherent Risk Mitigation Residual
Risk Risk Event Inherent Residual
No. Risk Risk
1 Berkurangnya Semakin kompetitif 1. Kehilangan High 1. Perluasan market dengan Market High
perolehan kapabilitas, harga, potential Intelligence
proyek baru dan teknis pendapatan 2. Selektif pasar sesuai kapabilitas
Reduced Increased 2. Berkurangnya internal dan manajemen risiko
acquisition of competitive kontribusi yang terukur
new projects capability, price, laba dari 3. Peningkatan kapabilitas melalui
and technical proyek baru strategic partnership
1. Loss of 4. Optimalisasi strategic
potential procurement untuk meningkatkan
revenue competitiveness
2. Reduced 5. Optimalisasi Penggunaan BIM dan
profit VR untuk peningkatan kualitas
contribution proposal dan beauty contest
from new 6. Monitoring status tender proyek
projects baru dan mengumpulkan lesson
learned atas tender yang dilakukan
7. Peningkatan kompetensi dan
kapabilitas SDM dalam proses
tender
1. Market expansion with Market
Intelligence
2. Selective market according
to internal capabilities and
measurable risk management
3. Capability enhancement through
strategic partnership
4. Optimization of strategic
procurement to increase
competitiveness
5. Optimize BIM and VR to improve
the quality of proposals and beauty
contests
6. Monitoring the status of new
project tenders and collecting
lessons learned on tenders
conducted
7. Improved competency and
capability of human resources in
the tender process
2 Berkurangnya Hambatan 1. Kehilangan High 1. Kajian Pemantauan Pasar Low
kontribusi pelaksanaan proyek potensi berdasarkan data & Market
laba proyek dan menurunnya pendapatan IntelligenceI
carry over pendanaan owner sesuai target 2. Fokus pada BUMN, Kementerian &
Reduced profit Obstacles to project 2. Berkurangnya Lembaga yang memiliki kapasitas
contribution implementation kontribusi laba belanja modal besar dan Penetrasi
from carry- and reduced owner dari proyek pada sektor Industri
over projects funding carry over 3. Percepatan Proyek dengan Inovasi
1. Missed & Value Engineering
potential 1. Market Monitoring Study based on
revenue on data and Market Intelligence
target 2. Focus on SOEs, Ministries, and
2. Reduced profit Institutions that have large
contribution capital expenditure capacity and
from carry- Penetration in the Industrial sector
over projects 3. Project Acceleration with
Innovation & Value Engineering
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Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan Penjelasan Direksi
Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
No. Peristiwa Penyebab Risiko Dampak Risiko Risiko Mitigasi Risiko Risiko
Risiko Risiko Risk Cause Risk Impact Inherent Risk Mitigation Residual
Risk Risk Event Inherent Residual
No. Risk Risk
3 Kontribusi 1. Perbedaan 1. Target High Optimalisasi proyek yang dilakukan
negatif dari Asumsi ketika EBITDA tidak dengan cara:
Divisi Operasi tender dan terpenuhi 1. Pengembangan Platform Contract
& Entitas pelaksanaan 2. Berkurangnya & Claim Management
Asosiasi 2. Rendahnya kontribusi 2. Memaksimalkan Fungsi CARM
Profitabilitas laba dari AP (Contract Administration &
Anak & AF Risk Management) dengan
Perusahaan meningkatkan kompetensi
administrasi kontrak dan
manajemen risiko
3. Peningkatan Utilisasi Teknologi
Survei Digital (UAV, laser, LIDAR,
Photogrammetry)
4. Optimalisasi Penggunaan Teknologi
BIM di proyek
5. Implementasi Lean Construction di
seluruh Divisi Operasi
6. Peningkatan kompetensi dan
kapabilitas SDM dalam Project
Execution
Optimalisasi Profitabilitas Anak
dilakukan dengan melakukan
Divestasi dengan tahapan sebagai
berikut:
1. Kajian Divestasi bersama dengan
pihak ketiga
2. Optimalisasi Implementasi
Manajemen Risiko
3. Open Data Room & Due Diligence
Negative 1. Differences in 1. EBITDA target Project optimization is carried out by:
contribution assumptions not met 1. Development of the Contract and
from the during 2. Reduced Claim Management Platform
Operations tendering and profit 2. Maximizing the Contract
Division & implementation contribution Administration & Risk Management
Associated 2. Low profitability from AP and (CARM) function by improving
Entities of subsidiaries AF contract administration and risk
management competencies
3. Increased Utilization of Digital
Survey Technology (UAV, laser,
LIDAR, Photogrammetry)
4. Optimization of BIM Technology
Usage in projects
5. Implementation of Lean
Construction in all Operations
Divisions
6. Improvement of HR competencies
and capabilities in Project
Execution
Optimization of Subsidiaries’
Profitability is carried out by divesting
in the following stages:
1. Divestment Study with third parties
2. Optimization of Risk Management
Implementation
3. Open Data Room & Due Diligence
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Profil Perusahaan Kelola Keberlanjutan
Tata Kelola Keberlanjutan Kinerja Keberlanjutan Lain-lain dan Index
Company Profile SustainableGovernance
Sustainable Governance Sustainable Performance Others and Index
No. Peristiwa Penyebab Risiko Dampak Risiko Risiko Mitigasi Risiko Risiko
Risiko Risiko Risk Cause Risk Impact Inherent Risk Mitigation Residual
Risk Risk Event Inherent Residual
No. Risk Risk
4 Kenaikan suku Perubahan Kenaikan High 1. Perpanjangan dan Penambahan Low to
bunga signifikan atas Biaya Bunga Fasilitas Kredit dengan Moderate
Interest rate Suku Bunga Acuan Konsolidasi mempertibangkan suku bunga
increase A significant Increase in acuan dalam RKAP
change in the consolidation 2. Negosiasi suku bunga yang
benchmark interest interest costs kompetitif
rate 1. Extension and addition of
credit facilities, considering the
benchmark interest rate in the
RKAP
2. Negotiation of competitive interest
rates
5 Tidak Mundurnya waktu 1. Kehilangan High Optimalisasi cash out untuk unit- Low
tercapainya penerimaan cash in potensi cash in unit yang memberikan return ke
target cash in Delay in the cash-in 2. Kenaikan Perusahaan sehingga realisasi atas
Failure to receipt Biaya Bunga target NCFO dapat tetap dijaga
achieve the akibat Defisit Optimization of cash out for units that
cash-in target NCFO provide a return to the Company so
1. Loss of that the realization of the NCFO target
potential cash can be maintained
in
2. Increase in
Interest Costs
due to NCFO
Deficit
6 Tidak Penurunan 1. Penurunan Moderate Eksplorasi Alternatif Pendanaan Low to
mendapat Prospek Bisnis dan Likuiditas dengan Cost of Fund yang kompetitif Mederate
pendanaan Kinerja Historis Perusahaan dilakukan menggunakan fasilitas
dari Kreditur Perusahaan 2. Keterbatasan kredit dari perbankan
Not receiving A decline in Working Exploration of alternative funding with
funding from business prospects Capital untuk a competitive cost of funds is carried
creditors and the historical operasional out using credit facilities from banks
performance of the perusahaan
Company 1. Decrease in
Company
Liquidity
2. Limited
Working
Capital for
Company
Operations
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Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan Penjelasan Direksi
Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
No. Peristiwa Penyebab Risiko Dampak Risiko Risiko Mitigasi Risiko Risiko
Risiko Risiko Risk Cause Risk Impact Inherent Risk Mitigation Residual
Risk Risk Event Inherent Residual
No. Risk Risk
7 Tidak Terbatasnya calon 1. Target High 1. Terbatasnya calon investor High
tercapainya investor pendapatan dilakukan dengan cara:
target Limited potential dan laba 2. Komunikasi dan pertemuan kepada
divestasi investors divestasi tidak Pemegang Saham eksisting dalam
Failure terpenuhi rangka bentuk pendekatan dan
to meet 2. Potensi Loss meningkatkan potensi keberhasilan
divestment Opportunity divestasi
targets atas Efisiensi 3. Menunjuk lead advisor sebagai
Biaya pihak ke-tiga dalam rangka
1. Divestment memperluas network potential
Revenue and buyer dan meningkatkan
Profit Targets keberhasilan divestasi
Not Met 4. Melakukan penawaran kepada
2. Potential Loss potential buyer baik mandiri
Opportunity maupun bersama pihak ke-tiga
in Cost (agent/broker/arranger)
Efficiency 1. The limitation of potential investors
is carried out in the following ways:
2. Communication and meetings
with existing shareholders in
the context of approaching and
increasing the potential for
successful divestment
3. Appointing a lead advisor as a
third party to expand the network
of potential buyers and increase
the success of divestment
4. Making offers to potential buyers,
both independently and jointly
with third parties (agents/brokers/
arrangers)
Three Lines Models Three Lines Model
Pelaksanaan fungsi organ pengelola risiko dilakukan Implementing the risk management body function is carried
secara terpisah dalam rangka penerapan model tata out separately in implementing the three-line governance
kelola tiga lini (three lines model). Penerapan ini guna model (three lines model). This implementation is to
mendukung adanya audit berbasis risiko. Framework support risk-based audits. This implementation is to
three line model di Perusahaan dengan rincian support risk-based audits.The three-line model framework
dijelaskan pada Laporan Tahunan tahun 2024 halaman in the Company is explained in detail on page 739-740, of
739-740. the 2024 Annual Report
Di samping itu, PTPP juga berupaya merumuskan In addition, PTPP also seeks to formulate the ESG
risiko ESG yang tertuang dalam Roadmap ESG 2024- risks contained in the ESG Roadmap 2024-2028 as
2028 sebagai aspek fundamental dalam penyusunan a fundamental aspect in preparing the Company’s
materialitas Perusahaan jangka menengah periode medium-term materiality for the 2024-2028 period.
2024-2028. Tentang materialitas dan topiknya dapat The Introduction section of this Sustainability Report
dilihat pada bagian Pendahuluan dalam Laporan provides information about materiality and related
Keberlanjutan ini. Ringkasan risiko ESG yang tertuang topics. A summary of the ESG risks contained in the
dalam materialitas Perusahaan adalah sebagai berikut. Company’s materiality is as follows.
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Profil Perusahaan Kelola Keberlanjutan
Tata Kelola Keberlanjutan Kinerja Keberlanjutan Lain-lain dan Index
Company Profile SustainableGovernance
Sustainable Governance Sustainable Performance Others and Index
Environmental (E) Social (S) Governance (G)
Risiko terkait dampak lingkungan yang Risiko sosial yang dapat muncul dari Risiko atas penyimpangan dalam
ditimbulkan PTPP dari kegiatan konstruksi aspirasi perwujudan prinsip kesetaraan pengelolaan Perusahaan (baik karena
serta rantai nilainya. dalam operasi PTPP, termasuk dalam aspek pelanggaran peraturan dan perundang-
Risks related to environmental impacts hubungan humanis berbasis Hak Asasi undangan, maupun penyalahgunaan
caused by PTPP from construction Manusia (HAM) wewenang). Risiko sistemik juga dipantau
activities and its value chain. Social risks that can arise from aspirations dalam keterkaitan risiko melalui analisis
to realize the principle of equality in PTPP’s skenario perubahan iklim, peningkatan
operations, including aspects of human kerangka kerja berbasis risiko, dan
rights-based human relations. mengintegrasikan prinsip-prinsip ESG untuk
memastikan keberlanjutan dan ketahanan
• Air dan Air Limbah/Efluen.
dalam operasi bisnis.
• Pemanfaatan Lahan dan
Risk of irregularities in the management
Keanekaragaman Hayati.
• Keselamatan dan Kesehatan Kerja (K3). of the Company (both due to violations
• Pemanfaatan Lahan dan of laws and regulations, as well as abuse
Keanekaragaman Hayati-Rantai Nilai. • Pendidikan dan Pelatihan bagi
Karyawan. of authority). Systemic risks are also
• Emisi Karbon dari Operasi Sendiri. monitored in risk linkages through climate
• Masyarakat Setempat/Lokal.
• Emisi Karbon dari Produk dan Jasa change scenario analysis, enhancing
yang Dihasilkan. • Mutu Produk dan Aspek risk-based frameworks, and integrating
Keselamatannya. ESG principles to ensure sustainability and
• Limbah.
• Occupational Health and Safety (OHS). resilience in business operations.
• Water and Wastewater/Effluent.
• Employee Education and Training.
• Land Use and Biodiversity.
• Local Community.
• Land Use and Biodiversity-Value • Etika dan Integritas.
Chain. • Product Quality and Safety Aspects.
• Tata Kelola Perusahaan yang Baik.
• Carbon Emissions from Own • Praktik Pengadaan.
Operations.
• Risiko Manajemen yang Sistemik.
• Carbon Emissions from Products and
• Ethics and Integrity.
Services Produced.
• Good Corporate Governance.
• Waste.
• Procurement Practices.
• Systemic Risk Management.
Integrasi Risiko Lingkungan dalam Integration of Environmental Risk
Proses Perencanaan Proyek in the Project Planning Process
[SASB IF-EN-160a.2]
[SASB IF-EN-160a.2]
PTPP memiliki standardisasi khusus untuk dapat PTPP has a specific standardization for integrating
mengintegrasikan risiko lingkungan dalam proses desain environmental risk into the project design and planning.
dan perencanaan proyek. Selama proses lelang proyek During the project bidding process, PTPP conducts
berlangsung, PTPP melakukan analisis manajemen a risk management analysis that includes the scope
risiko yang mencakup ruang lingkup pekerjaan, of work, the planned work methods to be used, the
rencana metode pekerjaan yang akan digunakan, environmental conditions of the project area, and other
kondisi lingkungan area proyek, dan informasi/isu information/issues that may be relevant. In addition,
lain yang mungkin relevan. Selain itu, penilaian risiko the initial risk assessment of the project must identify
awal proyek harus mengidentifikasi beberapa tahapan several stages of activity including but not limited to:
aktivitas berikut namun tidak terbatas pada:
1. Pre-mobilisasi; 1. Pre-mobilization;
2. Mobilisasi; 2. Mobilization;
3. Fase persiapan; 3. Preparation phase;
4. Fase konstruksi; 4. Construction phase;
5. Pre-commissioning & commissioning; 5. Pre-commissioning and commissioning;
6. Situasi darurat termasuk potensi bencana alam; 6. Emergencies, including potential natural disasters;
7. Penghancuran dan/atau pembongkaran (jika ada); dan 7. Destruction and/or demolition (if any); and
8. Evakuasi. 8. Evacuation.
Adapun beberapa kebijakan yang mengatur terkait hal The following are some of the policies that regulate this
tersebut adalah: matter:
1. Company Manual Manajemen Risiko No. PP/CM/M2- 1. Risk Management Company Manual No. PP/CM/M2-
045; 045;
2. Prosedur Manajemen Risiko No. PP/ 2. Risk Management Procedure No. PP/
DIVMR&LEGAL/P/001; dan DIVMR&LEGAL/P/001; and
3. SOP Manajemen Risiko QHSE No. PP/SOP/E5-037. 3. QHSE Risk Management SOP No. PP/SOP/E5-037.
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Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
Kepatuhan terhadap Hukum dan
Peraturan [GRI 2-27]
Compliance with Laws and Regulations [GRI 2-27]
Sebagaimana telah dijelaskan di atas, PTPP berkomitmen As explained above, PTPP is committed to implementing
untuk menerapkan prinsip-prinsip GCG pada level terbaik, GCG principles at the highest level. This is particularly
yang terutama terlihat dari pembentukan Divisi Legal evident from establishing the Legal Division under
di bawah Direktur Manajemen Risiko dan Legal sebagai the Director of Risk Management and Legal as the
Advisory & Advocate internal Perusahaan. Komitmen ini Company’s internal Advisory and Advocate. This
juga diperkuat dengan pemberlakuan berbagai komitmen commitment is also strengthened by enacting various
kebijakan yang mengatur tentang perilaku bisnis yang policy commitments governing responsible business
bertanggung jawab, perilaku bisnis yang menghormati conduct, business conduct that respects human rights,
hak asasi manusia dan kebijakan operasional hubungan and operational policies on business relations with
bisnis dengan pemangku kepentingan, sebagaimana juga stakeholders, as described earlier.
telah diuraikan sebelumnya.
Permasalahan dan/atau perkara hukum yang dihadapi Legal issues and/or cases faced by the Company,
Perusahaan, entitas anak, serta anggota Dewan its subsidiaries, and members of the Board of
Komisaris dan Direksi di sepanjang tahun 2024 dan Commissioners and Board of Directors throughout 2024
2023 adalah sebagai berikut: and 2023 are as follows:
2024 2023
Permasalahan Hukum
Legal Issues Perdata Pidana Perdata Pidana
Civil Criminal Civil Criminal
Selesai dan telah mempunyai kekuatan hukum tetap
Settled and with permanent legal force
Perusahaan
9 - 10 -
Company
Dewan Komisaris dan/atau Direksi
- - - -
Board of Commissioners and/or Board of Directors
Entitas Anak
10 - 5 -
Subsidiary
Dalam proses penyelesaian
In settlement
Perusahaan
3 - 5 -
Company
Dewan Komisaris dan/atau Direksi
- - - -
Board of Commissioners and/or Board of Directors
Entitas Anak
11 - 1 -
Subsidiary
Jumlah
33 - 21 -
Total
Atas berbagai permasalahan hukum yang dihadapi As shown in the table above, PTPP has a potential
Perusahaan sepanjang tahun 2024 sebagaimana terlihat nominal loss on legal risks of Rp1,378,743,444,775 on a
pada tabel di atas, secara konsolidasian grup, PTPP consolidated group basis due to the various legal issues
memiliki potensi kerugian nominal atas risiko hukum faced by the Company throughout 2024.
sebesar Rp1.378.743.444.775.
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Tata Kelola Keberlanjutan Kinerja Keberlanjutan Lain-lain dan Index
Company Profile SustainableGovernance
Sustainable Governance Sustainable Performance Others and Index
Sanksi Administrasi Administrative Sanctions
Sepanjang tahun 2024 terdapat 1 (satu) sanksi administrasi During 2024, there was one administrative sanction,
yaitu pada perkara No. 17/KPPU-L/2022, PTPP, dihukum i.e., in case No. 17/KPPU-L/2022, in which PTPP was
untuk membayar denda sebesar Rp16.800.000.000, yang sentenced to pay a fine of Rp16,800,000,000, which
harus disetor ke Kas Negara sebagai setoran pendapatan must be deposited to the State Treasury as a deposit
denda pelanggaran di bidang persaingan usaha Satuan of revenue from fines for violations in the field of
Kerja KPPU melalui bank Pemerintah dengan kode business competition of the KPPU Work Unit through
penerimaan 425812, dan menyerahkan jaminan bank a Government bank with the receipt code 425812, and
sebesar 20% dari nilai denda ke KPPU paling lama 14 submit a bank guarantee of 20% of the value of the fine
hari setelah menerima pemberitahuan Putusan ini, jika to KPPU no later than 14 days after receiving notification
mengajukan upaya hukum keberatan. of this Decision, if submitting an objection legal remedy.
Sanksi administratif telah dicabut melalui Putusan Administrative sanctions have been revoked through
Kasasi No. 523 K/Pdt.Sus-KPPU/2024 tanggal 31 Juli Cassation Decision No. 523 K/Pdt.Sus-KPPU/2024, dated
2024. July 31, 2024.
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Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
Perkara Perpajakan Taxation Cases
Sepanjang tahun 2024, tidak terdapat perkara perpajakan Throughout 2024, there were no taxation cases involving
yang melibatkan Perusahaan maupun anggota Dewan the Company, members of the Board of Commissioners,
Komisaris dan Direksi serta entitas anak. Board of Directors, or subsidiaries.
Perkara Lingkungan Environmental Cases
Sepanjang tahun 2024, tidak terdapat perkara lingkungan Throughout 2024, there were no environmental cases
yang melibatkan Perusahaan maupun anggota Dewan involving the Company, members of the Board of
Komisaris dan Direksi serta entitas anak. Commissioners, Board of Directors, or subsidiaries.
Perkara Terkait Standardisasi Matters Related to Construction
Konstruksi Standardization
Perusahaan selalu berupaya untuk memenuhi seluruh The Company always strives to meet all standardization
standardisasi atas proyek yang dibangun. Di sepanjang requirements for the projects it builds. Throughout 2024,
tahun 2024, tidak terdapat perkara terkait standardisasi no construction standardization-related cases were filed
konstruksi yang diajukan atas proyek yang dibangun against projects built by PTPP. PTPP also did not face any
PTPP. Di sepanjang tahun 2024, PTPP juga tidak legal proceedings related to incidents involving defects
mendapatkan adanya proses hukum terkait dengan and safety, especially those resulting in financial losses.
insiden terkait cacat dan keselamatan khususnya yang
berimbas pada kerugian finansial.
Perkara Terkait Korupsi [SASB IF-EN-510a.2] Corruption-Related Cases
[SASB IF-EN-510a.2]
Sepanjang tahun 2024, tidak terdapat perkara terkait Throughout 2024, there were no corruption-related
korupsi yang melibatkan Perusahaan maupun anggota cases involving the Company, members of the Board of
Dewan Komisaris dan Direksi serta entitas anak. Commissioners and Board of Directors, or subsidiaries.
Perkara Ketenagakerjaan dan Employment and Industrial Relations
Hubungan Industrial Cases
Sepanjang tahun 2024, tidak terdapat perkara Throughout 2024, there were no employment and
ketenagakerjaan dan hubungan industrial yang industrial relations cases involving the Company,
melibatkan Perusahaan maupun anggota Dewan members of the Board of Commissioners, Board of
Komisaris dan Direksi serta entitas anak. Directors, or subsidiaries.
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Profil Perusahaan Kelola Keberlanjutan
Tata Kelola Keberlanjutan Kinerja Keberlanjutan Lain-lain dan Index
Company Profile SustainableGovernance
Sustainable Governance Sustainable Performance Others and Index
Permasalahan terhadap Penerapan
Keberlanjutan [OJK E.5]
Issues with Sustainability Implementation [OJK E.5]
Pada Tahun 2024, PTPP berkomitmen untuk menerapkan In 2024, PTPP is committed to implementing
praktik Environment, Social, and Governance (ESG) Environment, Social, and Governance (ESG) practices
sebagaimana tertuang dalam Keputusan Direksi No. as stated in the Board of Directors’ Decree No. 036/SK/
036/SK/PP/DIR/2024 tentang Penetapan Environmental, PP/DIR/2024 on the Stipulation of Environmental, Social
Social & Governance (ESG) Policy PT PP (Persero) & Governance (ESG) Policy of PT PP (Persero)Tbk. In this
Tbk. Dalam hal ini penetapan ESG Policy perusahaan case, the establishment of the Company’s ESG Policy is
merupakan langkah strategis untuk meningkatkan kinerja a strategic step to improve the Company’s sustainable
perusahaan yang berkelanjutan dan bertanggungjawab and responsible performance and to support ethical and
serta mendukung praktik bisnis yang beretika dan environmentally friendly business practices to improve
ramah lingkungan dengan tujuan untuk meningkatkan the Company’s reputation and the trust of stakeholders,
reputasi Perusahaan dan kepercayaan para pemangku including shareholders, employees, customers, and the
kepentingan, termasuk pemegang saham, karyawan, wider community.
pelanggan, dan masyarakat luas.
Dalam menjalankan penerapan ESG Policy sebelumnya, In implementing the previous ESG Policy, PTPP
PTPP menemui beberapa permasalahan di antaranya: encountered several problems, including:
1. Awareness dari karyawan terhadap penerapan 1. Awareness of employees regarding the
ESG secara berkesinambungan dan menyeluruh implementation of ESG sustainably and
khususnya pada ranah konstruksi berkelanjutan, dan comprehensively, especially in sustainable
sebagai tindak lanjutnya Perusahaan membentuk construction, and as a follow-up, the Company
Komite ESG (SK 024/SK/PP/DIR/2024) dan Roadmap formed the ESG Committee (Decree 024/SK/PP/
ESG (SK 041/SK/PP/DIR/2024) sebagai guidance DIR/2024) and the ESG Roadmap (Decree 041/SK/PP/
dalam penerapan ESG di Perusahaan; DIR/2024) as guidance in the implementation of ESG
in the Company;
2. Kurangnya partisipasi aktif dan sukarela dari 2. Lack of active and voluntary participation from
karyawan terkait aspek lingkungan, sehingga employees on environmental aspects, so the
Perusahaan berupaya meningkatkan partisipasi Company strives to increase employee participation
karyawan dengan adanya SK Direksi No. 135/SK/PP/ with the Board of Directors Decree No. 135/SK/
DIR/2024 tentang Penetapan Program Quick Wins PP/DIR/2024 on the Determination of the Quick
Aspek Lingkungan (Environmental) PT PP (Persero) Wins Program for Environmental Aspects of PT PP
Tbk; dan (Persero) Tbk; and
3. Pengukuran emisi karbon yang belum optimal, 3. The measurement of carbon emissions is not optimal,
dan untuk mengatasi hal tersebut dilakukan upaya and to overcome this, a gradual optimization effort is
optimalisasi secara bertahap dengan pembuatan being made by creating a dashboard to collect data
dashboard untuk mengumpulkan data-data yang scattered throughout projects related to emissions,
tersebar di seluruh proyek terkait emisi, waste, waste, electricity use, and other ESG aspects that are
penggunaan listrik dan aspek-aspek ESG lainnya the focus of the Company’s monitoring.
yang menjadi fokus monitoring Perusahaan.
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Strategi Keberlanjutan Ikhtisar Kinerja Keberlanjutan Penjelasan Direksi
Sustainability Strategy Sustainable Performance Highlights Explanation of the Board of Directors
Hubungan dengan Pemangku
Kepentingan [OJK E.4] [GRI 2-29]
Stakeholder Engagement [OJK E.4] [GRI 2-29]
Pemangku kepentingan merupakan entitas atau individu Stakeholders are entities or individuals who are affected
yang terpengaruh dan mempengaruhi kegiatan, by and influence the Company’s activities, products,
produk, dan jasa Perusahaan. Keberadaan pemangku and services. The presence of stakeholders is a factor
kepentingan menjadi faktor yang berpengaruh dalam that influences the success of the implementation of
mewujudkan keberhasilan penerapan strategi dan strategies and achieving the Company’s objectives.
pencapaian tujuan Perusahaan. Oleh karena itu, penting Therefore, it is important to build harmonious
untuk membangun hubungan yang harmonis dengan relationships with stakeholders through various forums
para pemangku kepentingan, melalui berbagai forum and meetings held regularly or incidentally according to
pertemuan yang digelar, baik secara berkala maupun the Company’s needs or at the request of stakeholders.
insidental sesuai dengan kebutuhan Perusahaan atau
atas permintaan pemangku kepentingan.
Forum-forum tersebut memberikan ruang bagi para These forums provide a space for stakeholders
pemangku kepentingan membangun keterlibatan to engage with PTPP by contributing proposals,
dengan PTPP, dengan kontribusi berupa usulan, suggestions, criticisms, and feedback. At the same
sumbang saran, maupun kritik dan masukan, sebaliknya time, the Company can provide views and suggestions
Perusahaan juga bisa memberikan pandangan dan from the Company’s perspective. The engagement
sumbang saran sesuai dengan perspektif perusahaan. begins with identifying stakeholders and mapping their
Proses pelibatan dimulai dengan melakukan identifikasi expectations and related issues.
pemangku kepentingan serta pemetaan harapan dan
isu-isu yang terkait.
Perusahaan mengidentifikasi pemangku kepentingan The Company identifies stakeholders by referring to the
mengacu pada panduan AA1000 Stakeholder 2015 version of the AA1000 Stakeholder Engagement
Engagement Standard versi tahun 2015 dengan Standard, which divides stakeholders into five attributes
membagi dalam 5 atribut pemangku kepentingan as follows:
sebagai berikut:
1. Dependency (D), jika PTPP memiliki ketergantungan 1. Dependency (D) if PTPP depends on a person or an
pada seseorang atau sebuah organisasi, atau organization, or vice versa;
sebaliknya;
2. Responsibility (R), jika PTPP memiliki tanggung 2. Responsibility (R) if PTPP has legal, commercial,
jawab legal, komersial atau etika terhadap seseorang or ethical responsibilities towards a person or an
atau sebuah organisasi; organization;
3. Tension (T), jika seseorang atau sebuah organisasi 3. Tension (T) if a person or an organization needs
membutuhkan perhatian PTPP terkait isu ekonomi, PTPP’s attention regarding specific economic, social,
sosial atau lingkungan tertentu; or environmental issues;
4. Influence (I), jika seseorang atau sebuah organisasi 4. Influence (I) if a person or organization influences
memiliki pengaruh terhadap PTPP atau strategi atau PTPP or the strategies or policies of other
kebijakan pemangku kepentingan lain; dan stakeholders; and
5. Diverse Perspective (DP), jika seseorang atau sebuah 5. Diverse Perspective (DP) if a person or an
organisasi memiliki pandangan yang berbeda organization has a different view that can influence
yang dapat mempengaruhi situasi dan mendorong the situation and encourage action that did not exist
adanya aksi yang tidak ada sebelumnya. before.
Hasil identifikasi dan pemetaan pemangku kepentingan The results of the identification and mapping of PTPP
PTPP dapat dilihat di bawah ini. stakeholders are as follows
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Tata Kelola Keberlanjutan Kinerja Keberlanjutan Lain-lain dan Index
Company Profile SustainableGovernance
Sustainable Governance Sustainable Performance Others and Index
Basis Penetapan/
Topik dan Isu Utama
Daftar Pemangku Identifikasi Frekuensi Pelibatan
Pelibatan/Pendekatan Kepentingan
Kepentingan Assignment/ Engagement
Engagement/Approach Interest Topic and
List of Shareholders Identification Frequency
Main Issues
Basis
Seminar teknis Sesuai kebutuhan
Technical Seminar As needed
Sosialisasi proyek Sesuai kebutuhan
Project Dissemination As needed
Kepuasan dari kualitas
Sesuai kebutuhan pelayanan Perusahaan,
Leaflet
As needed keberlangsungan
Brosur Sesuai kebutuhan perusahaan berikut
Pelanggan Brochure As needed dengan produk
D, R, T, I
Customers Situs Web Setiap saat Perusahaan.
Website Anytime Satisfaction from quality
company service,
Media sosial (Twitter, Instagram,
Setiap saat apabila company continuity,
Facebook, Youtube)
Dibutuhkan and company products.
Social Media (Twitter, Instagram,
Whenever needed
Facebook, Youtube)
Iklan di media Sesuai kebutuhan
Advertisements in Media As needed
Iklim kerja yang
kondusif, dan
kesempatan kerja yang
Karyawan Majalah internal 4 kali setahun sama.
D, R, T, I
Employees Internal magazine 4 times a year
Conducive work
climate and equal job
opportunities.
Roadshow luar negeri Sesuai kebutuhan
International roadshow As needed
Roadshow domestik Sesuai kebutuhan
Pelaporan kinerja,
Domestic roadshow As needed
pembagian dividen,
Sesuai kebutuhan pergantian manajemen
Conference call
Pemegang Saham As needed Perusahaan, perluasan
dan Investor Pertemuan resmi secara pasar, dan lain-lain.
D, R, I
Shareholders and berkelompok/ Sesuai kebutuhan Performance reporting,
Investors Perorangan As needed dividend distribution,
Group/in person offical meeting changes in company
management, market
RUPS Tahunan
1 kali setahun expansion, etc.
Annual GMS
RUPS Luar Biasa Sesuai kebutuhan
Extraordinary GMS As needed
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Basis Penetapan/
Topik dan Isu Utama
Daftar Pemangku Identifikasi Frekuensi Pelibatan
Pelibatan/Pendekatan Kepentingan
Kepentingan Assignment/ Engagement
Engagement/Approach Interest Topic and
List of Shareholders Identification Frequency
Main Issues
Basis
Rapat Dengar Pendapat DPR
Sesuai kebutuhan
Hearing with the House of
As needed Hubungan kemitraan
Representatives
untuk perkembangan
Pelaporan yang teratur kepada
industri dan kepatuhan
regulator dan Pemerintah
Sesuai kebutuhan pada aspek peraturan
Pemerintah dan DPR Indonesia
As needed dan ketentuan yang
Government Regular reporting to the regulator
D, R, T, I, DP telah ditetapkan.
and House of and government
Partnership relationship
Representatives Perjanjian dengan Kepolisian for industrial
Daerah, Kejaksaan Tinggi, dan development and
BPKP Perwakilan Provinsi Sesuai kebutuhan compliance with set
MOU with the Regional Police, As needed rules and regulations.
High Court, and Provincial BPKP
Representative
Kontrak kerja Sesuai kebutuhan Mekanisme
Work contract As needed pengadaan barang
Mitra investasi Sesuai kebutuhan dan jasa, transparansi
Investment partners As needed penyeleksian pengadaan
barang dan jasa dengan
menerapkan tata kelola
perusahaan yang baik.
Mitra Kerja
D, R, T Goods and services
Work Partners
procurement
Situs Web Setiap saat mechanism, selection
Website Anytime transparency for
goods and services
procurement by
applying good
corporate governance.
Iklan publikasi pengumuman (di
luar pengumuman lelang)
Sesuai kebutuhan
Advertisement publication
As needed
announcements (outside tender
announcement)
Iklan publikasi laporan keuangan
kuartal 4 kali setahun Transparansi,
Advertising for publication of 4 times a year keterbukaan serta
quarterly financial statements akses informasi
mengenai aspek kinerja
Laporan tahunan 1 kali setahun
Perusahaan serta
Annual report Once a year
hubungan sebagai check
Media Massa Paparan kinerja Sesuai kebutuhan
T, I, DP and balance partner.
Mass Media Performance description As needed Transparency,
Sesuai kebutuhan openness, information
Press conference
As needed access on Company
Sesuai kebutuhan performance, and
Press release relationship as a check
As needed
and balance partner.
Sesuai kebutuhan
Media Visit
As needed
Sesuai kebutuhan
Media gathering
As needed
Sesuai kebutuhan
Greeting & advertorial agreement
As needed
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Profil Perusahaan Kelola Keberlanjutan
Tata Kelola Keberlanjutan Kinerja Keberlanjutan Lain-lain dan Index
Company Profile SustainableGovernance
Sustainable Governance Sustainable Performance Others and Index
Basis Penetapan/
Topik dan Isu Utama
Daftar Pemangku Identifikasi Frekuensi Pelibatan
Pelibatan/Pendekatan Kepentingan
Kepentingan Assignment/ Engagement
Engagement/Approach Interest Topic and
List of Shareholders Identification Frequency
Main Issues
Basis
Program Pendanaan UMK, untuk
meningkatkan kemampuan
usaha kecil mikro dan atau
usaha kecil dan koperasi, dalam
bentuk pemberian pinjaman dana
bergulir untuk perkuatan modal
usaha, yang disertai dengan
kegiatan pendampingan dalam
bentuk pelatihan manajerial serta
aktivitas promosi dan pemasaran.
Sesuai kebutuhan
SME Funding Program to
As needed
improve the ability of small and
micro businesses and/or small
businesses and cooperatives Kebutuhan akan
by providing revolving fund lapangan pekerjaan,
loans for business capital partisipasi Perusahaan
strengthening, accompanied by dalam mendukung
mentoring activities in the form kesejahteraan dan
of managerial training as well pemberdayaan
Masyarakat
D, R, T, I, DP as promotional and marketing masyarakat.
Public
activities. Need for employment
Program bantuan/kegiatan lainnya opportunities,
dielaborasi dalam fokus kegiatan, Company participation
yaitu program penyaluran untuk in supporting
bencana alam, pendidikan, community welfare and
kesehatan, sarana dan prasarana, empowerment.
sarana ibadah, pelestarian alam,
serta penyaluran bina lingkungan
untuk pengentasan kemiskinan.
The Aid/Other Activities Program
is elaborated into seven focus
activities, i.e., distribution
programs for natural disasters,
education, health, facilities
and infrastructure, worship
facilities, nature conservation,
and distribution of environmental
development for poverty
alleviation.
PT PP (Persero) Tbk | Laporan Keberlanjutan 2024 Sustainability Report
Names mentioned 135 people and organisations named in the text · linked when the evidence is strong
unresolved
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Perumahan Tbk
p.3 ×3
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Milik Negara
p.3 ×4
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Menteri Kehakiman Republik Indonesia Rp
p.3
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Indonesia Stock Exchange
p.3 ×4
unresolved
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Koperasi Karyawan Pemegang
p.4 ×2
unresolved
org
Persero Tbk
p.4
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Koperasi Karyawan Pemegang Saham Pembangunan Saham Pembangunan Perumahan
p.5
unresolved
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PT PP Kepemilikan
p.6
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Kementerian BUMN
p.11 ×6
unresolved
org
Culture PP (Persero) Tbk
p.13
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—
Chairperson Soleh Ayubi
· Ketua
p.15 ×2
unresolved
person
Tommy
p.16
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—
Wiranata Anwar
· Director
p.16
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Risk Management Anwar
· Direktur
p.16
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person
Ir. Nanette Cahyanie Handari Adi Warsito
p.17 ×2
unresolved
person
Ir. Dhony
p.27
unresolved
person
Istiono
p.27
unresolved
person
Dr. Ernadhi
p.27
unresolved
person
Ir. Novel
p.28
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person
Agus Purbianto
p.28
unresolved
person
Ir. Yul Ari Arsyad
p.28 ×2
unresolved
person
Pramuraharjo
p.28
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Menteri Tenaga Kerja dan Transmigrasi
p.31
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Kementerian Ketenagakerjaan RI
p.32
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Government of the Republic of Indonesia
p.32 ×2
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Koperasi Karyawan Pemegang Saham
p.32 ×2
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Koperasi Karyawan Pemegang Saham The Government
p.33
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PT PP Infrastruktur
p.33
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PT PP Urban
p.33
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PT PP Energi
p.33
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PT Gita Nusa
p.33
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PT Lancarjaya
p.33
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PT Tirta Tangsel
p.33
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PT Griyaton
p.33
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PT Sepoetih Daya Sarana Niaga
p.33
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PT Hasta Kreasi
p.33
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PT Widya Tirta
p.33
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PT Mahkota Mandiri
p.33
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PT Grahaprima
p.33
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PT Odira Energy
p.33
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org
PT PP Tirta Madani Realtindo
p.33
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PT Pekanbaru Permai
p.33
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PT PP Krakatau Propertindo
p.33
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PT PPRO Sampurna
p.33
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PT PP Tirta Tanah Jaya
p.33
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PT Limasland Realty Cilegon
p.33
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PT Air Batam Hulu
p.33
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PT PPRO BIJB AD
p.33
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PT Air Batam Hilir
p.33
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PT PPRO Properti
p.33
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PT PP Tirta Riau Suramadu
p.33
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PT Wisma Seratus Sejahtera
p.33
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PT Centurion
p.34
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PT Sinergi Banjaratma
p.34
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PT PP Semarang Demak
p.34
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PT Pancakarya
p.34
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PT Muba Daya
p.34
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PT Indonesia Ferry
p.34
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PT JSMR Balikpapan
p.34
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PT Aryan PP Properti Grahatama Indonesia
p.34
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PT Mikroland Payon
p.34
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PT Meulaboh Power
p.34
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PT Celebes Railway Hotel Karya Indonesia
p.34
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PT Citra Waspphutowa Amartha
p.34
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PT Jababeka PP
p.34
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PT Mitracipta
p.34
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PT Solo Citra Metro
p.34
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PT Jasamarga Akses Properti
p.34
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PT Wika Serang
p.34
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PT Jasamarga Jogja
p.34
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PT Sentul PP Properti
p.34
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PT Perusahaan Resort
p.34
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PT Jasamarga
p.34
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PT Jasamarga Rest Indonesia Amerika
p.34
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PT Karya Logistik
p.34
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PT KIT Batang Nusantara
p.34
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PT Prima Multi Terminal
p.34
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Kementerian Kesehatan Kerja
p.37
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LRQA Limited
p.37 ×4
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Kementerian PUPR
p.39 ×9
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Kota Nusantara
p.39 ×3
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Bank Indonesia
p.40 ×2
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Bank Indonesia IKN
p.40
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Bank Indonesia IKN Project
p.40
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person
Yusuf Maharani Top Digital Awards
p.41 ×2
unresolved
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Menteri BUMN RI No. PER-
p.46 ×2
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Milik Negara. Selain
p.46 ×2
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org
Milik Negara. Prinsip-Prinsip GCG
p.46
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person
Organ Pendukung
· Komisaris
p.48 ×3
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person
Supporting Organs
· Komisaris
p.50
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BOC Manual
· Komisaris
p.52
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Menteri Pekerjaan Umum dan Perumahan
p.53
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person
Pengawas
· Direktur Utama
p.54
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person
Overseer
· President Director
p.54 ×2
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SVP Risk Management
· Corporate Secretary
p.54
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person
Nominasi
· Komisaris
p.58
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Menteri BUMN
p.59 ×3
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Financial Services Authority
p.59
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Menteri BUMN No. PER-
p.60 ×2
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Milik Negara. Kinerja
p.60
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person
Key Performance Indicators
· Komisaris
p.61
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person
Mekanisme Pengusulan Hingga Penetapan Remunerasi
· Komisaris
p.62
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PT PP Direksi
p.63
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PT PP Management Policy
p.67
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KPPU
p.76 ×8
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