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RINGKASAN PELAKSANAAN DAN SESI TANYA JAWAB
PAPARAN PUBLIK TAHUNAN
PT SILOAM INTERNATIONAL HOSPITALS TBK
(“Perseroan” atau “Siloam”)
A. Pendahuluan dan Informasi Umum tentang Paparan Publik Tahunan
1. Informasi tentang pelaksanaan paparan publik tahunan:
Hari/Tanggal/Waktu : Selasa, 12 Mei 2026, 11.00 Waktu Indonesia Barat - Selesai
Tempat : Auditorium Mochtar Riady Institute for Nanotechnology, Jl. Jenderal
Sudirman No.1688, Lippo Karawaci, Tangerang 15811
Jenis Pertemuan : Paparan Publik Tahunan
2. Manajemen Perseroan: Paparan publik tahunan dipimpin oleh Bapak Elbert Hartanto, selaku
Head of Investor Relations Perseroan dan didampingi oleh Bapak Lewi Aga Basoeki selaku
Sekretaris Perusahaan, keduanya telah ditunjuk dan mewakili manajemen Perseroan. Paparan
publik disampaikan dalam Bahasa Indonesia.
3. Peserta Paparan Publik: Paparan publik tahunan dihadiri oleh media dan jurnalis dari berbagai
institusi pemberitaan, untuk daftar lengkap peserta mohon merujuk pada Lampiran 1, untuk foto
dokumentasi dari paparan publik tahunan, mohon merujuk pada Lampiran 2.
B. Ringkasan Pelaksanaan Paparan Publik Tahunan
1. Ringkasan Pemaparan oleh Bapak Elbert Hartanto
(a) Profil & jangkauan layanan (2025)
(i) Siloam termasuk penyedia layanan kesehatan terbesar di Indonesia dengan jaringan
rumah sakit dan klinik yang tersebar luas di berbagai provinsi/kota.
(ii) Kapasitas tempat tidur dengan volume layanan tahunan mencakup rawat inap, rawat jalan,
dan tindakan bedah dalam skala besar.
(iii) Komposisi pasien mencakup pasien Badan Penyedia Jaminan Sosial Kesehatan (“BPJS”)
serta pasien non-BPJS.
(b) Visi, positioning, dan rekam jejak
(i) Visi utama: jangkauan (reach), compassion, skala, dan kualitas internasional.
(ii) Menegaskan posisi sebagai pelopor melalui berbagai pencapaian layanan/klinis dan
pengakuan akreditasi.
Siloam International Hospitals 1
Gedung FK UPH, 32nd Floor
Jl. Boulevard Sudirman No. 1688
Lippo Village, Tangerang 15811, Indonesia
www.siloamhospitals.com
Page 2
(c) Kualitas berkelas dunia & peningkatan kapabilitas klinis
(i) Penekanan pada standar mutu dan keselamatan pasien melalui akreditasi internasional
(termasuk Joint Commission International di beberapa rumah sakit).
(ii) Penguatan layanan berbasis teknologi/peralatan medis mutakhir (robotik, onkologi,
diagnostik, dan lainnya).
(iii) Pengembangan kompetensi klinis melalui penyelenggaraan rangkaian clinical summits
dan kolaborasi ilmiah.
(d) Strategi pertumbuhan: Next Generation Siloam (“NGS”) & network model
(i) NGS sebagai kelanjutan dari fondasi transformasi sebelumnya, dengan fokus pada digital
health, program klinis, pertumbuhan inti, dan ekspansi jaringan.
(ii) Transformasi operasional menuju model network dan pembaruan identitas merek.
(iii) Segmentasi layanan berdasarkan archetype/network: Premium Specialist, Premium
Generalist, Value Seeker, dan Community Generalist, dengan fokus model bisnis yang
berbeda.
(e) Environmental, Social, and Governance (Keberlanjutan, “ESG”): Penekanan komitmen
ESG serta pengakuan dari lembaga pemeringkat keberlanjutan global (EcoVadis),
menunjukkan perbaikan berkelanjutan.
(f) Kinerja keuangan (Tahun Buku 2025): Pendapatan bersih, EBITDA, dan laba bersih
menunjukkan pertumbuhan year-on-year, ditopang efisiensi operasional dan perbaikan
margin.
(g) Pertumbuhan segmen privat: Segmen privat terus bertumbuh; kontribusi corporate
insurance dan private insurance meningkat, sejalan dengan strategi segmentasi layanan.
(h) Produktivitas operasional dan throughput: Throughput tetap bertumbuh dengan fokus
menjaga profil pendapatan per bed/hari pasien yang kuat, meskipun terdapat disrupsi
eksternal.
(i) Ekspansi kapasitas dan pipeline: Komitmen menambah kapasitas bed dan memperluas
jaringan melalui pembukaan/ekspansi rumah sakit serta pipeline proyek yang sedang berjalan.
Siloam International Hospitals 2
Gedung FK UPH, 32nd Floor
Jl. Boulevard Sudirman No. 1688
Lippo Village, Tangerang 15811, Indonesia
www.siloamhospitals.com
Page 3
2. Ringkasan Sesi Tanya Jawab
No. Nama dan instansi Pertanyaan Diskusi dan Jawaban
1. Andi Arief - Sudut Langkah dan strategi apa Perseroan menegaskan bahwa Perseroan
Negeri yang dilakukan berfokus pada peningkatan patient experience
perusahaan hingga dan clinical outcomes sebagai prioritas utama
bertahan selama 30 layanan.
tahun?
Perseroan berkomitmen untuk menjadi yang
terbaik dan tidak ragu menjadi pelopor di
Indonesia, termasuk dalam investasi teknologi
kesehatan bernilai tinggi (misalnya Da Vinci Xi)
meskipun tidak semua pelaku industri berani
mengambil langkah serupa.
Memasuki era Kecerdasan Artifisial atau Artificial
Intelligence (“AI”), Perseroan juga mengambil
langkah proaktif dengan mengadopsi solusi AI
yang relevan bagi operasional rumah sakit,
sekaligus mendorong pengembangan kapabilitas
sumber daya manusia agar mampu
memanfaatkan teknologi tersebut secara optimal.
Perseroan tetap berfokus pada pasar Indonesia,
namun juga memperkuat daya saing dengan
standar layanan setara internasional melalui
rekrutmen dokter yang tepat, program pelatihan,
dan pengembangan berkelanjutan.
Secara keseluruhan, Perseroan siap mengambil
risiko yang terukur dan tepat untuk mendorong
kemajuan layanan, kualitas, dan pertumbuhan
bisnis.
2. Made - Satelit News Sehubungan dengan Perseroan menjelaskan bahwa keputusan
rencana penambahan investasi akan dilakukan secara kasus per kasus.
fasilitas baru melalui Perseroan juga terbuka terhadap peluang M&A;
pembangunan Gedung C setiap rumah sakit yang ditawarkan untuk dijual
serta implementasi AI, akan ditelaah dan dianalisis terlebih dahulu.
berapa estimasi nilai
investasi (capex) yang Disampaikan pula bahwa prioritas Perseroan
akan dialokasikan? tidak semata-mata ekspansi, melainkan
memastikan langkah yang diambil sesuai
kebutuhan dan memberikan nilai tambah.
Perseroan saat ini menempatkan fokus utama
pada investasi di sumber daya manusia, dan akan
melanjutkan investasi atau aksi korporasi jika
terdapat kecocokan strategis serta kebutuhan
yang relevan.
Bagaimana pandangan Disampaikan bahwa persaingan industri rumah
Siloam terhadap dinamika sakit di Indonesia semakin ketat dari waktu ke
persaingan rumah sakit di waktu.
Indonesia saat ini?
Dalam menghadapi kompetisi tersebut,
Perseroan memiliki strategi untuk memastikan
masing-masing rumah sakit memiliki fokus yang
Siloam International Hospitals 3
Gedung FK UPH, 32nd Floor
Jl. Boulevard Sudirman No. 1688
Lippo Village, Tangerang 15811, Indonesia
www.siloamhospitals.com
Page 4
No. Nama dan instansi Pertanyaan Diskusi dan Jawaban
berbeda, baik yang lebih berorientasi pada BPJS
maupun yang berada di segmen premium, dan
pendekatan ini telah dibangun konsisten selama
bertahun-tahun.
Perseroan menekankan pentingnya
mempertahankan nilai utama (value proposition)
melalui penguatan kualitas layanan pasien
(patient care) serta fokus pada dokter dan
kapabilitas klinis.
Ke depannya, Perseroan akan terus menjaga
diferensiasi tersebut dan tetap berani mengambil
risiko yang terukur untuk mendorong
pertumbuhan dan keunggulan kompetitif.
Sejauh mana segmen Perseroan menyampaikan bahwa segmen BPJS
BPJS berperan dalam tetap dapat memberikan kontribusi yang
meningkatkan menguntungkan apabila strategi segmentasinya
pendapatan dan volume tepat. Di sisi layanan, terdapat batasan tertentu,
pasien Siloam? sehingga pendekatan operasional perlu
disesuaikan dengan karakteristik pasien BPJS.
Perseroan memahami bahwa pasien BPJS
mengutamakan kesembuhan dan kualitas hasil
layanan.
Untuk memastikan keberlanjutan, layanan BPJS
perlu dijalankan dengan efisiensi yang tepat dan
didukung volume. Saat ini, dari total 41 rumah
sakit, lebih dari separuh merupakan rumah sakit
yang melayani segmen BPJS.
Perseroan menambahkan bahwa setiap rencana
investasi maupun aksi korporasi dilakukan
dengan kehati-hatian, termasuk memastikan
penggunaan alat/teknologi selaras dengan Key
Risk Indicator (KRI) serta risk capacity (kapasitas
risiko) yang dimiliki Perseroan.
3. Hansah - Media Bagaimana strategi Perseroan menyampaikan bahwa Siloam
Kawasan Siloam dalam memperkuat layanan di daerah melalui
memperluas dan menjaga knowledge exchange, antara lain lewat forum
kualitas layanan rumah ilmiah dan clinical summits, agar standar klinis
sakit, khususnya untuk dan praktik terbaik dapat tersebar merata.
wilayah/daerah terpencil?
Untuk rumah sakit di daerah (e.g., Siloam Hospital
Kupang), Siloam juga mendorong transfer
pengetahuan dari pusat (Jakarta) serta
penguatan kapabilitas klinis dengan melibatkan
dokter/tenaga ahli dari jaringan pusat untuk
mendukung rumah sakit daerah.
Setiap rumah sakit memiliki kepemimpinan lokal
yang jelas, dengan sistem kontrol dan tata kelola
operasional yang rapi, termasuk penyesuaian
Siloam International Hospitals 4
Gedung FK UPH, 32nd Floor
Jl. Boulevard Sudirman No. 1688
Lippo Village, Tangerang 15811, Indonesia
www.siloamhospitals.com
Page 5
No. Nama dan instansi Pertanyaan Diskusi dan Jawaban
pendekatan layanan sesuai kebutuhan segmen
(e.g., layanan BPJS).
Perseroan menambahkan bahwa fokus utama
tetap pada patient safety dan peningkatan patient
experience, dengan upaya edukasi agar pasien
semakin memahami layanan yang diterima. Dari
sisi corporate social responsibility, Siloam
menyediakan program “Selangkah” untuk
pelayanan skrining dan edukasi terkait breast
cancer bagi masyarakat yang juga tersedia di
wilayah terpencil.
Perseroan menutup dengan menegaskan
pemanfaatan referral network antar rumah sakit
dalam grup: apabila suatu rumah sakit di daerah
memerlukan kapabilitas tertentu, pasien akan
dirujuk ke RS Siloam lain yang paling sesuai dan
memiliki kompetensi yang dibutuhkan.
Mengapa Perseroan tidak Perseroan menjelaskan bahwa Perseroan
membagikan dividen memutuskan untuk menunda pembagian dividen.
pada tahun ini? Bagi pemegang saham, imbal hasil dapat berasal
dari dividen maupun capital gain, sehingga nilai
yang diterima dapat diperoleh “sekarang atau
nanti” melalui peningkatan nilai perusahaan.
Laba tahun berjalan diprioritaskan untuk
diinvestasikan kembali guna mendukung rencana
pengembangan Perseroan, dengan harapan
menghasilkan capital gain yang lebih optimal
dibandingkan pembagian dividen jangka pendek.
Disampaikan pula bahwa sebagai perusahaan
yang telah mature, Perseroan tidak harus selalu
membagikan dividen setiap tahun, dan memilih
mengelola dana untuk memperkuat pertumbuhan
dan nilai Perseroan ke depan.
Siloam International Hospitals 5
Gedung FK UPH, 32nd Floor
Jl. Boulevard Sudirman No. 1688
Lippo Village, Tangerang 15811, Indonesia
www.siloamhospitals.com
Page 6
C. Penutup
Ringkasan ini disampaikan di dalam versi bahasa Indonesia dan bahasa Inggris, dan dalam hal
terjadi perbedaan penafsiran informasi di dalam kedua versi tersebut, maka informasi versi bahasa
Indonesia yang berlaku dan informasi versi bahasa Inggris yang terkait akan disesuaikan dengan
informasi versi bahasa Indonesia tersebut.
Untuk informasi lebih lanjut mengenai paparan publik tahunan dapat mengacu kepada press
release yang telah diterbitkan oleh Perseroan. Demikian disampaikan ringkasan ini kepada para
pemangku kepentingan. Terima kasih untuk kerja sama dan dukungan dari para pemangku
kepentingan sehingga paparan publik tahunan ini dapat berlangsung dengan baik.
Tangerang, 15 Mei 2026
Direksi Perseroan
Siloam International Hospitals 6
Gedung FK UPH, 32nd Floor
Jl. Boulevard Sudirman No. 1688
Lippo Village, Tangerang 15811, Indonesia
www.siloamhospitals.com
Page 7
Lampiran 1 Daftar Hadir Paparan Publik Tahunan Perseroan Siloam International Hospitals 7 Gedung FK UPH, 32nd Floor Jl. Boulevard Sudirman No. 1688 Lippo Village, Tangerang 15811, Indonesia www.siloamhospitals.com
Page 8
Siloam International Hospitals 8 Gedung FK UPH, 32nd Floor Jl. Boulevard Sudirman No. 1688 Lippo Village, Tangerang 15811, Indonesia www.siloamhospitals.com
Page 9
Lampiran 2
Dokumentasi pelaksanaan Paparan Publik Tahunan Perseroan
Siloam International Hospitals 9
Gedung FK UPH, 32nd Floor
Jl. Boulevard Sudirman No. 1688
Lippo Village, Tangerang 15811, Indonesia
www.siloamhospitals.com
Page 10
SUMMARY OF THE ANNUAL PUBLIC EXPOSE
AND THE Q&A SESSION
PT SILOAM INTERNATIONAL HOSPITALS TBK
(the "Company" or “Siloam”)
A. Introduction and General Information on the Annual Public Expose
1. Information regarding the annual public expose
Day/Date/Time : Tuesday, May 12, 2026, 11.00 Western Indonesian Time - End
Location : Auditorium Mochtar Riady Institute for Nanotechnology, Jl. Jenderal
Sudirman No.1688, Lippo Karawaci, Tangerang 15811
Type of Meeting : Annual Public Expose
2. Management of the Company: The annual public expose led by Mr. Elbert Hartanto, as the Head
of Investor Relations of the Company and accompanied by Mr. Lewi Aga Basoeki as Corporate
Secretary, both have been appointed and represent the management of the Company. The annual
public expose was presented in Indonesian.
3. Public Expose Attendees: The public expose was attended by the media and journalists from
various news institutions, for a complete list of participants, please refer to Appendix 1, for photos
documentation of this annual public expose, please refer to Appendix 2.
B. Summary of the Annual Public Expose
1. Summary of Presentation by Mr. Elbert Hartanto
(a) Service profile & reach (2025)
(i) Siloam is one of the largest healthcare providers in Indonesia with a network of hospitals and
clinics spread across various provinces/cities.
(ii) Bed capacity with annual service volume include inpatient, outpatient, and surgical services at
scale.
(iii) The composition of patients includes Badan Penyedia Jaminan Sosial Kesehatan (“BPJS”)
patients and non-BPJS patients.
(b) Vision, positioning, and track record
(i) Key vision: reach, compassion, scale, and quality.
(ii) Affirming a position as a pioneer through various service/clinical achievements and
accreditation recognition.
Siloam International Hospitals 1
UPH FK Building, 32nd Floor
Copyright © 2019 All Rights Reserved. All rights reserved.
Lippo Village, Tangerang 15811, Indonesia
www.siloamhospitals.com
Page 11
(c) World-class quality & enhanced clinical capabilities
(i) Emphasis on quality standards and patient safety through international accreditation (including
Joint Commission International in some hospitals).
(ii) Strengthening services based on cutting-edge medical technology/equipment (robotics,
oncology, advanced diagnostics, and others).
(iii) Clinical competency development through the implementation of a series of clinical summits
and scientific collaboration.
(d) Growth strategy: Next Generation Siloam (“NGS”)) & network model
(i) NGS is a continuation of the foundations of the previous transformation, with a focus on digital
health, clinical programs, core growth, and network expansion.
(ii) Operational transformation towards a network model and brand identity update.
(iii) Segmentation of services by archetype/network: Premium Specialist, Premium Generalist,
Value Seeker, and Community Generalist, with different execution focuses on business model.
(e) Environmental, Social, and Governance (Sustainability, “ESG”): The emphasis on ESG
commitment and recognition from the global sustainability rating agency (EcoVadis), shows
continuous improvement.
(f) Financial performance (Financial Year 2025): Net revenue, EBITDA, and net profit showed year
on year growth, supported by operational efficiency and margin improvement.
(g) Private segment growth: The private segment continues to grow; corporate insurance and private
insurance contributions increased, in line with the service segmentation strategy.
(h) Operational productivity and throughput: Throughput continues to grow with a focus on
maintaining a strong revenue per bed/patient day profile, despite external disruptions.
(i) Capacity and pipeline expansion: Commitment to increasing bed capacity and expanding the
network through hospital opening/expansion as well as ongoing project pipelines.
Siloam International Hospitals 2
UPH FK Building, 32nd Floor
Copyright © 2019 All Rights Reserved. All rights reserved.
Lippo Village, Tangerang 15811, Indonesia
www.siloamhospitals.com
Page 12
2. Summary of the Q&A Session
No. Name and Institution Questions Discussion and Answers
1. Andi Arief - Sudut What steps and The Company emphasized that the Company
Negeri strategies did the focuses on improving patient experience and
company take to survive clinical outcomes as a top priority for services.
for 30 years?
The Company is committed to being the best and
does not hesitate to take a pioneering role in
Indonesia, including in high-value health
technology investments (e.g. Da Vinci Xi)
although not all industry players dare to take
similar steps.
Entering the Artificial Intelligence (“AI”) era, the
Company also takes proactive steps by adopting
AI solutions that are relevant to hospital
operations, while encouraging the development
of human resources capabilities to be able to
utilize this technology optimally.
The Company remains focused on the
Indonesian market, but also strengthens its
competitiveness with international equivalent
service standards through the recruitment of
appropriate doctors, training programs, and
continuous development.
Overall, the Company is ready to take
measurable and appropriate risks to drive service
progress, quality, and business growth.
2. Made - Satellite News In connection with the The Company explained that investment
plan to add new facilities decisions will be made on a case-by-case basis.
through the construction The Company is also open to merger and
of Building C and the acquisition opportunities; Each hospital offered
implementation of AI, for sale will be examined and analyzed first.
what is the estimated
investment value (capex) It was also conveyed that the Company's priority
that will be allocated? is not solely expansion, but to ensure that steps
are taken as needed and provide added value.
The Company currently places the main focus on
investing in human resource and will continue
investment or corporate action if there is a
strategic fit and relevant needs.
What is Siloam's view on It was conveyed that the competition in the
the dynamics of hospital hospital industry in Indonesia is getting tighter
competition in Indonesia from time to time.
today?
In facing this competition, the Company has a
strategy to ensure that each hospital has a
different focus, both those that are more oriented
to BPJS and those in the premium segment, and
this approach has been built consistently over the
Siloam International Hospitals 3
UPH FK Building, 32nd Floor
Copyright © 2019 All Rights Reserved. All rights reserved.
Lippo Village, Tangerang 15811, Indonesia
www.siloamhospitals.com
Page 13
years.
The Company emphasizes the importance of
maintaining a value proposition through
strengthening the quality of patient care and
focusing on doctors and clinical capabilities.
In the future, the Company will continue to
maintain this differentiation and remain daring to
take measurable risks to encourage growth and
competitive advantage.
To what extent does the The Company said that the BPJS segment can
BPJS segment play a still make a profitable contribution if the
role in increasing the segmentation strategy is right. On the service
income and volume of side, there are certain limitations, so the
Siloam patients? operational approach needs to be adjusted to the
characteristics of BPJS patients.
The Company understand that BPJS patients
prioritize recovery and the quality of service
results.
To ensure sustainability, BPJS services need to
be run with the right efficiency and supported by
volume. Currently, out of a total of 41 hospitals,
more than half are hospitals serving the BPJS
segment.
The Company added that every investment plan
or corporate action is carried out with caution,
including ensuring that the use of
tools/technology is in line with the Key Risk
Indicator (KRI) and risk capacity owned by the
Company.
3. Hansah - Media What is Siloam's strategy The Company said that Siloam strengthens
Kawasan in expanding and services in the region through knowledge
maintaining the quality of exchange, including through scientific forums
hospital services, and clinical summits, so that clinical standards
especially for remote and best practices can be spread evenly.
areas?
For hospitals in the region (e.g. Siloam Hospital
Kupang), Siloam also encourages knowledge
transfer from the center (Jakarta) as well as
strengthening clinical capabilities by involving
and influencing doctors/experts from the central
network to support regional hospitals.
Each hospital has a clear local leadership,with a
neat control and operational governance system,
including adjusting the service approach
according to the needs of the segment (e.g.
BPJS services).
The Company added that the main focus remains
Siloam International Hospitals 4
UPH FK Building, 32nd Floor
Copyright © 2019 All Rights Reserved. All rights reserved.
Lippo Village, Tangerang 15811, Indonesia
www.siloamhospitals.com
Page 14
on patient safety and improving patient
experience, with educational efforts so that
patients better understand the services received.
In terms of CSR, Siloam provides a "Selangkah"
program for breast cancer-related screening and
education services for the community which is
also available in remote areas.
The Company closed by emphasizing the use of
referral networks between hospitals in the group:
if a hospital in the region requires certain
capabilities, patients will be referred to other
Siloam hospitals that are most suitable and have
the required competencies.
Why is the Company not The Company explained that the Company
distributing dividends this decided to postpone the distribution of dividends.
year? For shareholders, returns can come from
dividends or capital gains, so the value received
can be obtained "now or later" through an
increase in the company's value.
The current year's profit is prioritized to be
reinvested to support the Company's
development plan, with the hope of generating
more optimal capital gains compared to short-
term dividend distribution.
It was also conveyed that as a mature company,
the Company does not always have to distribute
dividends every year and chooses to manage
funds to strengthen the Company's growth and
value in the future.
Siloam International Hospitals 5
UPH FK Building, 32nd Floor
Copyright © 2019 All Rights Reserved. All rights reserved.
Lippo Village, Tangerang 15811, Indonesia
www.siloamhospitals.com
Page 15
C. Closing
The summary is submitted in both Indonesian and English versions, and in the event of a difference
in the interpretation of the information in the two versions, the applicable Indonesian version
information and the relevant English version information will be adjusted to the Indonesian version.
For further information regarding the annual public expose, please refer to the press release issued
by the Company. This summary is hereby submitted to our stakeholders. We thank you for your
cooperation and support, which ensured the successful conduct of this annual public expose.
Tangerang, 15 May 2026
Board of Directors of the Company
Siloam International Hospitals 6
UPH FK Building, 32nd Floor
Copyright © 2019 All Rights Reserved. All rights reserved.
Lippo Village, Tangerang 15811, Indonesia
www.siloamhospitals.com
Page 16
Appendix 1 List of Attendees of the Company's Annual Public Expose Siloam International Hospitals 7 UPH FK Building, 32nd Floor Copyright © 2019 All Rights Reserved. All rights reserved. Lippo Village, Tangerang 15811, Indonesia www.siloamhospitals.com
Page 17
Siloam International Hospitals 8 UPH FK Building, 32nd Floor Copyright © 2019 All Rights Reserved. All rights reserved. Lippo Village, Tangerang 15811, Indonesia www.siloamhospitals.com
Page 18
Appendix 2
Documentation of the Company's Annual Public Expose
Siloam International Hospitals 9
UPH FK Building, 32nd Floor
Copyright © 2019 All Rights Reserved. All rights reserved.
Lippo Village, Tangerang 15811, Indonesia
www.siloamhospitals.com
Names mentioned 6 people and organisations named in the text · linked when the evidence is strong
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person
Elbert Hartanto
p.1 ×4
unresolved
person
Lewi Aga Basoeki
· Sekretaris Perusahaan
p.1 ×2
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org
Penyedia Jaminan Sosial Kesehatan
p.1 ×2
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