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Overcoming Challenges,
Delivering Growth
Sustainability Report 2023
Intiland. Developing your world. www.intiland.com
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Overcoming Challenges, Delivering Growth
Table of contents
FOUNDATION OF SUSTAINABILITY ENVIRONMENTAL VALUE REVIEW
4 Intiland at a Glance 48 Environmental Sustainability
10 About this Report 49 Intiland Building Performance
12 Sustainability Highlights
14 Awards and Certification
SOCIAL VALUE REVIEW
16 Message from Founder and CEO
51 The Organization
20 Key Financial Performance
75 The People
RESPONSIBILITY AND COMMITMENT 84 The Workplace
28 Our Approach 90 The Community
29 Our Sustainability Strategy
31 Intiland Sustainable Guideline
33 Materiality Assessment ANNEXES
34 Stakeholder Engagement 102 GRI Content Index
38 Our Supply Chain 108 POJK Content Index
40 Vendor Assessment Checklist
42 Delivering Values and Innovation
This Sustainability Report is an integral part of the Annual Report 2023 and other sustainability-related
disclosures on our website.
This report contains the words “Company”, “Intiland” and “we” hereinafter referred to PT Intiland
Development Tbk, as the company and the management that run business in property industry.
For any questions regarding this report, please contact us at info@intiland.com.
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Foundation Of Responsibility And Environmental Social Value
Annexes
Sustainability Commitment Value Review Review
I. Foundation of Sustainability
PT Intiland Development Tbk 3
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About Intiland
With over 45 years of experience, Intiland has become Other notable properties of the company that have
one of the leading property developers in Indonesia. become city icons include Pantai Mutiara, a luxurious
Its role as a trendsetter in the development of the beachfront area in Pluit, North Jakarta; Regatta the
nation’s properties has enabled it to develop more Icon, premium condominiums in Pantai Mutiara
than 65 projects, covering over 1,981 hectares of with views of Jakarta Bay’s landscape; South Quarter,
landbank, with 1,288 employees spread across an office buildings that implement green building
Jakarta, Tangerang, Surabaya, Mojokerto, and Batang. principles in Jakarta; and Graha Famili, a residential
development with the first golf course facility in
Various Intiland properties have become icons Surabaya.
due to their architectural beauty, for examples the
Intiland Tower in Jakarta and Surabaya. Long before Listed on the Indonesia Stock Exchange since 1991,
green building concepts became popular as they Intiland develops a diverse portfolio of property
are today, Intiland’s Founder and CEO, Mr. Hendro development within four key portfolios namely
S. Gondokusumo, had a vision to build energy- mixed-use and highrise, landed residentials, industrial
efficient office buildings. In 1983, the company began estate and investment properties (office buildings,
constructing the Wisma Dharmala Sakti Building on apartments, golf course, and sports facilities).
Jalan Jenderal Sudirman, Jakarta Pusat now renamed
Intiland Tower with energy-saving approaches such As a concrete action towards sustainable
as using terraces or canopies on the building’s facade development, Intiland is one of the companies that
to reduce heat indoors. Thus, Intiland Tower stands as founded the Green Building Council Indonesia (GBCI),
the antithesis of box-shaped buildings that rely solely an organization advocating for the implementation of
on room coolers, which are built worldwide. green building principles in the construction sector.
Vision Mission
Intiland provides opportunities for
all Indonesian citizens to enjoy a Intiland is reputed as a transparent,
comfortable life. A comfortable life is a trustworthy and trendsetting property
happy and prosperous one, surrounded developer committed to highly
by loved ones and close friends, in a sustainable and long-term growth and
comfortable and beautiful home, in a profitability that deals fairly with all
clean and pleasant environment with stakeholders.
the best facilities.
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Corporate values
TRICE: One Roof, Five Pillars
Corporate values are the attitudes that are
continuously upheld in carrying out all activities for
the growth and development of the Company.
Trustworthy
We build TRUSTWORTHINESS by upholding
our commitment to carrying ourselves with
integrity and a sense of responsibility.
Respect
RESPECT is integral to the trustworthiness, and Ensuring that the Company’s culture
we have as much regard to our stakeholders as and values are embedded and applied
to the environment in which we operate.
in the daily work activities and lives
of employees is an important factor
for the Company. The process of
Innovative internalizing the Company’s culture
We are firm believers in conquering challenges and values has been carried out by
through awesome INNOVATION, which can the Company continuously through
only thrive in a culture that endorses openness orientation programs for new
and the courage to try. employees and refresher programs
for other employees through training,
Caring webinars, and GLADIS (Global Learning
and Development Information
Yet, innovation is empty without the human
System) e-learning application. These
touch and this is the reason why we ingrain
empathy in our acts of CARE, whether it be programs help employees to build
through our sincere service or assistance to trust and develop knowledge and
those in need of relief. competencies equally. We also require
all employees to sign integrity and
confidentiality agreements as an
Excellence effort to ensure transparency and
trust of stakeholders who deal with
We operate in the above ways to attain
EXCELLENCE in all our ventures and thus, the Company.
cement our role in the lives of people today and
in the future.
PT Intiland Development Tbk 5
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Business Activities
The Company divides its business activities into four core segments portfolio, mixed-use and high-rise
development, landed residential, industrial estate, and investment properties in the Greater Jakarta area
(Jakarta, Bogor, Depok, Tangerang, and Bekasi) as well as Surabaya and its surrounding areas and Batang,
Central Java.
In terms of revenue, the Company earns revenue from sales of real estate and recurring income from office
rental, the development of hotel chain and management of golf course as well as sports facilities in several
cities in Indonesia.
Our Project Development Portfolios
12 Mixed-use
and Highrise 13 Landed
Residential 3 Industrial and
Warehouse
Development
7 Office
buildings
Development Development
2 Shopping
centers 8 Golf and
sports clubs
26 Hotels
More Land
1.981 hectares
5 Cities in Indonesia
(Jakarta, Tangerang, Batang,
Surabaya & Mojokerto)
bank to
than develop
Market Segmentation
95%
Ninety-five percent (95%) of our market segment for all portfolios either in Jakarta or
Surabaya is middle-upper class in the project’s respective areas.
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Organization Memberships
No Organization Position Period
Founder 2009
Green Building Corporate Member 2009 – 2024
1
Council of Indonesia
Supervisory Board Member
2021 – 2024
(Chandra M. Makmoen)
Corporate Member 2010 – 2026
Advisory Board Member
2021 – 2026
(Hendro S. Gondokusumo)
Indonesia Chamber Secretary of the Integrated Property Area
2021 – 2026
2 of Commerce and Development Agency (Theresia Rustandi)
Industry (KADIN) Member of TOD Division
2021 – 2026
(Utama Gondokusumo)
Member of Tourism Division
2021 – 2026
(Moedjianto S. Tjahjono)
Corporate Member 1985 – 2024
Advisory Board Member
2019 – 2024
(Hendro S. Gondokusumo)
Real Estate
3
Indonesia (REI) Head of the Consumer Protection
2023 – 2027
(Theresia Rustandi)
Vice Treasurer
2019 – 2024
(Utama Gondokusumo)
International Real Corporate Member 2019 – 2024
4 Estate Federation
Corporate Representative
(FIABCI) 2022 – 2024
(Hendro S. Gondokusumo)
Indonesia Corporate Member 2015 – 2024
Employers
5
Associations Head of Residential and Hospitality Development
2018 – 2024
(Apindo) (Theresia Rustandi)
Indonesian
6 Listed Companies Corporate Member 2019 – 2024
Association (AEI)
PT Intiland Development Tbk 7
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No Organization Position Period
Member of Advisory Board
2019 – 2024
Indonesian (Hendro S. Gondokusumo)
Shopping Center
7
Management Corporate Member
Association (APPBI) • Poins Mall TB Simatupang 2019 – 2024
• WTC Surabaya
Corporate Member
2000 – 2024
• Graha Famili
Indonesian Golf
Member of Advisory Board
8 Course Owners 2000 – 2024
(Hendro S. Gondokusumo)
Association (APLGI)
Golf Course Representative
2000 – 2024
(Moedjianto S. Tjahjono)
Golf Club Manager
Corporate Member
9 Association of 2000 – 2024
• Graha Famili
Indonesia
Corporate Member
• Ngoro Industrial Park 2020 – 2025
• Batang Industrial Park
Member of Advisory Board
2021-2025
(Hendro S. Gondokusumo)
Indonesia Industrial
10
Estates Associations Vice Secretary General 1
2023 – 2026
(Happy Gunawarman)
Vice Chairman of Policy and Regulations Division
2023 – 2026
(Paramita Adininggar)
Cordinator of Central Java 1 (Wihardi Hosen) 2023 – 2026
Association of
Member of Advisory Board
11 Real Estate Broker 1992 – 2024
(Hendro S. Gondokusumo)
Indonesia (AREBI)
Corporate Member 2012 - 2026
Indonesian
12 Flat Residents
Association (P3RSI) Chairman of East Java Area (Ariyanto Hermawan) 2023 - 2026
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Shareholders Composition as of 31 December 2023
Classification Number of Shares Number of Investors %
Institutions
Domestic 3.919.879.664 125 37,82%
Domestic 2.881.742.813 123 27,80%
Domestic 3.563.659.628 16.162 34,38%
Individuals
Domestic 572.080 39 0,01%
Total 10.365.854.185 16.449 100.00%
Major and Controlling Shareholders
as of 31 December 2023
Hendro S. Masyarakat
Gondokusumo
49,79%
50,21%
PT. CGS-CIMB CGS - CIMB
Bali Private PT. Graha
Hendro S. PT. Bina Yatra Securities
Sekuritas Villa(s) Pte Ltd Intan Mandiri
Gondokusumo Sentosa (Singapore) Pte Ltd
Indonesia
0,00%*** 14,07%* 11,97% 14,96%** 7,49% 1,73%
* Mr. Hendro S. Gondokusumo’s total ownership in PT CGS - CIMB Sekuritas PT Intiland
Indonesia is 14.07% while the 1.716% represents public ownership which is also
Development
under PT CGS – CIMB Sekuritas Indonesia.
** Mr. Hendro S. Gondokusumo’s total ownership in CGS - CIMB Securities Tbk
100%
(Singapore) Pte Ltd is 14.96% while the 0.06% represents public ownership
which is also under CGS – CIMB Securities (Singapore) Pte. Ltd
*** Direct ownership of 50.432 shares
PT Intiland Development Tbk 9
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Head Office Social Media
Intiland Tower, Penthouse Floor, Instagram :
Jl. Jendral Sudirman 32, Jakarta 10220 @intilanddev
Telephone Facebook :
Intiland Development Tbk
+62 21 5701912 / 5708808
Fax
Youtube :
+62 21 5700014 / 5700015 Intiland Development Tbk
Email
info@intiland.com LinkedIn :
PT Intiland Development Tbk
Website
www.intiland.com
About This Report
This report covers Intiland’s sustainability-related activities for the financial year 1 January – 31
December 2023, unless otherwise stated. This report has to be read as an integral part of the Annual
Report 2023 and other information disclosures published in Intiland website. Details of this report
can be found in our website:
https://www.intiland.com/en/sustainability-report/
In determining the most important issues to our stakeholders, we referred to POJK No 51/
POJK.03/2017 and GRI (Global Reporting Initiative) standard which we believe provide best practice
and widely used guidance. In determining the materiality, we engaged our stakeholders to identify
material topics significant to our business process.
In 2023 report, we added Graha Golf and The Rosebay for the environmental issues. For social,
economic and governance issues, consolidated corporate data will be displayed unless otherwise
stated. For CSR activities, we include relevant projects as necessary. Entities included in the
consolidated financial report are PT Intiland Development Tbk and its subsidiaries.
Although it does not involve External Assurance, we have been assisted by consultants to preparing
and analyzing environmental data.
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PT Intiland Development Tbk 11
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Sustainability highlights
Rp3.91 trillion Rp 950.7 billion
Consolidated revenue in 2023. Marketing-sales in 2023
Rp14.6 trillion Rp174.11 billion
Total assets in 2023 The Company’s Net Profit in 2023
<200 kWh/m2 Energy Reduced 300 Tonnes
Intensity in 2023 Organic Waste
Intiland has managed to keep its two In 2023, we reduced organic waste by 300
offices building and four apartment tonnes from all properties due to a number
buildings’ energy intensity below 200 kWh/ of initiatives from our projects.
m2 in 2023.
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EV Chargers Intitiatives Gold Rating for Existing Building –
Intiland has made initiatives to implementation and Greenship V1.1 2022 - 2025
installation of EV Chargers Station in our properties, Our integrated office complex South Quarter received
including South Quarter, Intiland Tower Jakarta, 1Park the Gold Rating for Existing Building – Greenship V1.1
Avenue, Aeropolis, and Fifty Seven Promenade. from Green Building Council Indonesia.
The Favorite National Housing SROI 1,1
Figure Award In 2023, the Company will carry out 43 CSR’s
Founder & CEO of Intiland Mr. Hendro S. Gondokusumo, activities that provide an average Social Re-
received the Favorite National Housing Figure award from turn on Investment value of 1.11.
the Association of Settlement and Public Housing Developers
(HIMPERRA).
>82% 5S Audit Results 98% Satisfied
The building management of the 1Park Avenue 98% of the customers expressed satisfaction
apartment successfully to maintained 5S audit with services based on the survey results of our 7
score for two consecutive years above 80%. property projects.
PT Intiland Development Tbk 13
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Awards and Certification
Awards
June 9, 2023 December 7, 2023
SQ Rés
Mr. Hendro S. Gondokusumo
Best High-End Apartment (Java Area) Most Favorite Figure for National Housing
Lamudi.co.id Property Awards 2022 HIMPERRA 2023
Certification
• South Quarter
• “Greenship New Buliding 1.2 – Gold Rating
for Design Recognition and Final Assessment”
• From: Green Building Council Indonesia, 2015
ISO 9001 – 2020.
Quality Management System • “Greenship V1.1 – Gold Rating for Existing
Intiland Hospitality and Property Management Building.
From: Lloyd Register Indonesia
Quality Assurance • From: Green Building Council Indonesia, 2022
2021 – 2024 – 2025
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PT Intiland Development Tbk 15
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Message From Founder and CEO
“Overcoming Challenges, Delivering Growth”
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Distinguished Stakeholders, from various projects. Increased sales and market
share strengthening can provide greater revenue to
The year 2023 marked a dynamic and challenging enhance profitability. This achievement will create
period for the national property industry. long-term business growth for the company. The
Throughout the year, we faced various factors next step is to focus on organic growth through
influencing the dynamics of the property market, the development of new projects to optimize and
such as economic fluctuations, changing consumer increase the value of the property portfolio.
buying trends, and political conditions as the general
election campaign period began. Concrete steps Secondly, refining the financial structure reflects the
were necessary to maintain business performance company’s efforts to manage the balance between
and foster growth. expenditures and revenues. Having a healthy
financial structure provides a solid foundation
Facing these challenges, Intiland proactively sought for the company to create long-term growth and
the best solutions to maintain business stability. enhance the trust of stakeholders.
Sustainable initiatives continued to be carried
out, covering various aspects of our business Thirdly, enhancing human resources quality through
from planning, procurement, construction, sales, the development of outstanding, competent, and
to operational and human resources quality service-oriented Intiland personnel. Excellent
improvement. These crucial steps include in- human resources will enhance customer experience
depth studies and a strong understanding of the and satisfaction levels. We realize this goal through
market and consumer needs. The company also various employee development programs, such as
implemented important strategies to enhance training, mentoring, rotation, and open promotions.
its business amidst an increasingly competitive The company provides fair and open opportunities
market environment, both in terms of developing for all employees to advance their careers and
new products and improving operational efficiency. enhance their knowledge and skills.
We remain focused on identifying and optimizing These combined strategies form a solid foundation
new business opportunities, including market for achieving long-term growth. Strengthening
exploration, innovative project developments, and sales performance and organic growth, improving
strategic partnerships with other stakeholders. By financial structure, and focusing on enhancing
expanding the scope and reach of the company’s human resources quality will help the company
business, Intiland’s position in the market is address industry challenges and enhance overall
expected to strengthen further, leading to company value. We maintain an optimistic attitude
sustainable growth. The company also conducts as we have established the right steps to ensure
careful risk management to identify, evaluate, business sustainability in the future.
and manage risks associated with its operational
activities. These measures aim to protect the Focus on Sustainability and Contribution
company from potential losses and ensure stable
operational continuity. This sustainability report is our fourth report with
the theme “Overcoming Challenges, Delivering
Optimism Based on Key Strategies Growth.” Sustainability has always been our priority
and a tangible contribution to achieving the United
The company has established key strategies to be Nations Sustainable Development Goals (UN SDGs).
implemented in 2024. Firstly, strengthening sales We are committed to minimizing the negative
performance, particularly of ready-to-use units impacts of our business activities and the properties
PT Intiland Development Tbk 17
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we manage, as reflected in our main sustainability progressing well. In 2023, we successfully reduced
principles of living healthy and quality lives, as well up to 300 tons of organic waste across all properties.
as contributing to urban development. For example, Intiland Tower Jakarta launched a
bottle waste collection campaign for recycling
Environmental sustainability is one of the pillars with a third party. Through cooperation with office
of the Environment, Social, Governance (ESG) management, we managed to collect around 7-8 kg
sustainability efforts we undertake at Intiland. per month.
As a leading property developer in Indonesia, we
recognize the importance of paying more attention We also took steps to minimize carbon emissions and
to environmental impacts. Therefore, we continue embodied carbon in new development construction
to maintain sustainable lifestyle and practices in all through sustainable procurement practices. This
aspects of company operations. commitment is manifested, among other things, in
selecting local materials within a 1,000 km radius
Intiland promotes living well in terms of welfare of the project location, utilizing and preserving local
and health, a focus that has been growing in recent and native plants, and selecting other low-carbon
years among the younger generation. We continue materials. In 2023, a noticeable trend emerged
to maintain the quality of products in our property from the total amount of materials used in three of
portfolio by adopting best practices in all aspects of our projects, experiencing a significant decrease, by
business activities. only 18% compared to the previous year. Another
achievement was maintaining energy intensity in
We believe that effective waste management is a two office buildings and four apartment buildings
key component of our vision to provide quality living below 200 kWh/m2. These six buildings consist
spaces in beautiful environments that will promote of South Quarter, Intiland Tower Jakarta, 1Park
the well-being of building occupants. We aspire to Avenue, Aeropolis, Graha Golf, and The Rosebay.
implement waste management hierarchy as an
effort to strengthen our goal to be more sustainable Commitment to sustainability does not stop at
in all property and business practices. In 2023, we the company’s internal scope. We emphasize the
continued our waste reduction program by increasing importance of contributing to the community
initiatives that support target achievement. and the surrounding areas of projects by always
considering ways to add value to the social lives
Overall, the waste reduction program has been of the surrounding communities. These efforts are
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practiced in all aspects of business activities, from Customer management has always been an
design, construction, operation, to maintenance important factor to be measured and further
and project development. studied. We are grateful to have successfully
maintained and retained customer satisfaction
We continue to monitor the performance of levels over the past two years. Based on surveys
the company’s property portfolio and make our conducted in five projects, the average customer
best efforts to reduce negative impacts on the satisfaction rate exceeded 90 percent. These results
environment and society. An important effort to are encouraging and drive us to continuously
be undertaken is to provide real added value from improve and enhance them.
our projects to society. Through comprehensive
stakeholder engagement processes, both internal In compiling this report, we added reports from two
and external, we ensure the accuracy and reliability apartment projects in Surabaya, namely Graha Golf
of the data reported in the 2023 Sustainability and The Rosebay. These two projects complement
Report. the reports from the apartment projects 1Park
Avenue, Aeropolis, as well as three commercial
Social responsibility programs are also key priorities office buildings, namely South Quarter, Intiland
for the company’s long-term sustainability. In 2023, Tower Jakarta, and Intiland Tower Surabaya. Thus,
the company carried out 43 CSR activities, mostly there are a total of seven properties covered in the
focused on the community and the environment 2023 Sustainability Report. We are committed to
around the projects. In 2023, we also initiated the progressively increasing the number of properties
calculation of the impact of these CSR programs reported while ensuring the reliability and
through the Social Return on Investment (SRoI) accountability of the reported data.
method. Of the 43 CSR activities, an SRoI value
of 1.11 was generated, meaning that the social
investment conducted successfully provided
positive added value to the company.
Hendro S. Gondokusumo
Founder & CEO
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Key Financial Performance
Based on the audited financial report ending 31 The Company’s performance in 2023 demonstrated
December 2023, the Company posted operating a positive trend, as reflected in the increase in profit
revenues of Rp3,907 billion, an increase of 24.08% for the year booked in 2023, at Rp758 billion, from
from the same period in the previous year, Rp192 billion in 2022.
amounting to Rp3,149 billion. This increase mainly
came from the recognition of revenue from Fifty There was a significant amount of revenue
Seven Promenade and the handover of housing recognized in 2023 originating from the Fifty Seven
units to landed housing projects, such as Talaga Promenade project, which began to be handed over
Bestari and Graha Natura. to buyers since the completion of the project in
September 2022.
Details of Revenue
Development income contributed Rp3,135 billion in 2023, or an increase of 29.17% from Rp2,427 billion in
2022. Meanwhile, recurring income generated Rp771 billion in 2023, or an increase of 6.92% from Rp721
billion in 2022.
The highest contribution to total operating income in 2023 was from the mixed-use & high-rise segment
amounting to Rp2,028 billion (51.91%), the residential area segment amounting to Rp861 billion (22%), the
recurring income segment amounting to Rp771 billion (19.74%), and the industrial area segment amounted
to Rp246 billion (6.30%).
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Sales Performance
Our marketing sales in 2023 were recorded at
Rp950.7 billion, or 40 percent of the target of
Rp2.4 trillion. This income decreased by 2 percent
compared to marketing sales in 2022 which reached
Rp1.08 trillion. We observed that the condition of
the national property market in 2023 remained
challenging. Expectations of significant market
growth have not yet occurred throughout 2023. The
lack of purchases of apartment products was also
one of the factors causing the low marketing sales
acquisition in 2023.
Marketing sales contribution still mainly came from
sales in the residential area segment amounting to
Rp450.7 billion, or 34.8 percent achievement of the
target of Rp1.29 trillion. In the mixed use & high
rise segment, the Company recorded marketing
sales of Rp161.8 billion, or 21 percent of the target.
Meanwhile, the industrial area development
segment contributed marketing sales of Rp338.2
billion, or 99 percent of the target of Rp342 billion. All strategies implemented by the Company will be
in line with efforts to increase the competency and
The Company remains optimistic that economic capacity of the internal sales and marketing team
stability in 2024 will improve. This condition provides and agent partners. Through a targeted marketing
a positive signal for business people to increase strategy, the Company is ready to face the challenges
trust and investment. By optimally harnessing all of 2024. The Company will not only adapt to the
of its strategic resources, the Company is confident increasingly dynamic market conditions, but also
that it will be able to surmount all challenges and take advantage of existing opportunities to remain
take advantage of every opportunity to create a key player in the national property industry.
sustainable and long-term business growth.
Economic Value Generated (in Rp million)
Description 2023 2022 2021
Consolidated Revenue 3.906.828 3.148.755 2,628,632
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Economic Value Distributed (in Rp million)
Description 2023 2022 2021
Operating Expenses
• Procurement
2.344.133 1.936.399 1,715,275
• Payments to contractors and suppliers
• Marketing expenses
Employee Salaries and Benefits
• Salaries
• Work insurance
292.224 243.130 246,350
• Medical expenses
• Retirement plan
• Other compensation & allowances
Payments to Providers of Capital
• Interest expense 389.477 408.134 401,852
• Dividends paid to shareholders
Payments to the Government
• Value added tax
• Luxury goods sales tax
95.867 67.194 81,877
• Acquisition Duty on Rights on Land and
Buildings
• Other taxes
Social Investments**
• Social and public facilities
630 343 411
• Social services
• Philanthropic donations
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Economic Value Retained (in Rp million)
Description 2023 2022 2021
Profit for the year:
• Reinvested in the core business
758.028 191.968 -29,065
• Future business acquisitions and
investments
Total assets :
• Inventories
• Investment properties for recurring 14.603.908 16.351.848 16,460,005
income
• Land for development
* Certain accounts in the 2022 consolidated financial statements have been reclassified to conform to the presentation of the 2023 consolidated
financial statements. The consolidated financial statements of PT Intiland Development Tbk and subsidiaries for the period 31 December 2023, 2022
and 2021 have been audited by the Mirawati Sensi Idris Public Accounting Firm, an independent member of Moore Global Network Limited, with a
qualified opinion in all material matters, in accordance with Indonesian Financial Accounting Standards.
** Not including allocation of funds for building public and social facilities as required in the permit.
Financial Incentives from the Government
The Government-funded Value Added Tax Incentive (PPNDTP) was extended again by the Government in
2023 based on Regulation No. 120 of 2023. This program targets property buyers in the form of landed
houses and apartment units. The incentive is divided into two periods. First, from November 1, 2023, to June
30, 2024, a 100 percent tax discount is provided for properties with a maximum value of Rp 2 billion with a
selling price not exceeding Rp 5 billion. The second period applies from July 1, 2024, to December 31, 2024,
with a 50 precent tax discount for properties with a maximum value of Rp2 billion and a selling price not
exceeding Rp5 billion.
Throughout this program period in 2023, the Company could sell 50 house/shop/apartment units with a
total sales of IDR76.3 billion where buyers can benefit from PPNDTP incentives.
Sustainable Finance
We continuously review and monitor the latest developments in sustainable finance trends in Indonesia.
In principle, we are open to opportunities in exploring the issuance of sustainability-oriented financial
instruments with a focus on implementing ESG in the Company. We hope that the authorities will provide
further incentives to companies that deploy ESG initiatives that utilize sustainability-oriented financial
resources.
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Defined Benefit Plans and Other Retirement Plans
For full time employees, benefits and welfare include holiday allowances and bonus, travel allowance, health
allowance, BPJS kesehatan (social health insurance), BPJS ketenagakerjaan (employment social security),
social assistance, pension program, employee co-operative facility, transportation allowance for managers
above and overtime allowance for non-staff.
At Intiland, employees’ health facilities is covered both by:
1. The Company and insurance company through medical fee reimbursement, and
2. The Government (social health insurance administration body). These schemes give employees peace of
mind at work.
The Company adopts maternity
leaves based on Manpower
Law Number 13 of 2003. It is
stated that female employees
are entitled to 3 (three) month
maternity leaves and male
employees are entitled to 2
(two) days paternity leaves.
In 2023, there 22 employees
had their maternity leaves and
returned to work after their
maternity leaves. The number
consists of 9 female employees
and 13 male employees.
In Indonesia, employees
pensiun program have
employment social security
savings plan managed by social security administrator for workers (BPJSTK). Details on the
plan can be found at https://www.bpjsketenagakerjaan.go.id/en. The funds can be used
for work accident, death, retirement, job loss and investment. In addition to that, Intiland
sets up its own pension fund managed by Manulife Indonesia. The proceeds can be used
as cash fund for workers when they retire.
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Foundation Of Responsibility And Environmental Social Value
Annexes
Sustainability Commitment Value Review Review
Community Investments
See “Social Value Review” chapter for details.
Anti Corruption
Intiland has Code of Ethics and Integrity Pact that necessary criminal proceedings are carried out.
all stakeholders must read and understand.
The Code of Ethics and Integrity Pact are signed by
The Company’s Code of Ethics contains standard all employees and third parties who cooperate with
norms and business ethics that apply in Intiland as companies such as contractors, suppliers, etc. Prior
the embodiment of the Company’s values. The Code to signing, socialization and education will be given
of Ethics is a guide for all organs of the Company in regarding the contents of the Code of Ethics and the
attitude, behavior and decision making. Integrity Pact.
The Integrity Pact regulates, among other things, To ensure good governance, the Company
anti-corruption, collusion, and nepotism (KKN) has a whistleblowing facility as a means of
policies and regulates gratuities policies. The communication to receive information about
gratification policy regulates employees not to take violations that have occurred in the company. Each
actions that fall into the category of gratification, input will be followed up by the Internal Audit
including receiving benefits or inducements in any team and given guaranteed confidentiality. The
form from third parties. Company has procedures to protect and keep the
the confidentiality of whistleblower’s identity as
The Company takes firm action against every an important thing in the Whistleblowing System
employee and third party who is proven to be process.
involved in KKN and gratuities, namely dishonorably
terminating employment, or contract and if
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Komitmen Terhadap Penyampaian Mengelola Mengelola
Lampiran
Keberlanjutan Berdasarkan Nilai Keberlanjutan Lingkungan Keberlanjutan Sosial
II. Responsibility and Commitment
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Our Approach
Intiland continues to strive to create sustainable responsible for each business process. The risk
business growth trends. To ensure that this target profile is then refined by the Project Leader or Head
is achieved, we synergize the Company’s values and of the relevant Division which then results in a risk
culture into all aspects of business processes and registration which is monitored and updated regularly.
decision making. Fundamentally, we prioritize the Through this approach, we ensure that potential risks
creation of “renewal and innovation” as the main that arise in business operations can be identified
pillars in a sustainable approach to facing current in a timely manner and proactively managed to
dynamics in the industry. We are acutely aware maintain long-term continuity and sustainability of
that in order to remain relevant and progress, the the business.
Company needs to adapt and innovate at all times.
We regularly evaluate and make improvements In 2023, the Company’s risk profile remained the same
to every aspect of strategy, planning, business as in 2022. This risk profile included the following risks:
processes and business performance.
Intiland is committed to improving the quality of 1. 2.
the supply chain, improving customer experience,
and strengthening relationships with employees to
achieve the ultimate goal of becoming a superior
property developer in this industry. We realize that
Sales & marketing risk Construction risks
as a member of the national property industry,
compliance with rules and regulations is very 3. 4. 5.
important. We ensure that every project complies
with safety, comfort and sustainability standards,
so that it can be the best choice for consumers and
investors. This goal reflects our commitment to Building management Financial risks Licensing &
achieving long-term growth values that go beyond risk and recurring & planning legal risks.
mere profit factors. By strengthening these principles, revenue
the Company not only strengthens its business
resilience, but also safeguards the long-term interests
of its stakeholders. The strategies that we have The Risk Committee added a new risk sector that had
designed and implemented aim to create long-term been identified, namely the risk of being a holding
added value for stakeholders and to ensure continuity company. Based on this identification, there are a
and sustainability for Intiland’s future. total of 39 risks in the “very high” category, 72 risks
in the “high” category, and 89 risks in the “medium”
Risk mitigation is an important step that cannot be category. The results of this identification are then
ignored in implementing any sustainability strategy. followed up by management, project leaders and
Intiland’s Risk Committee is tasked and responsible divisions by carrying out comprehensive mitigation
for compiling risk profiles collaboratively with those of these risks.
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Foundation Of Responsibility Environmental Social Value Annexes
Sustainability And Commitment Value Review Review
Our Sustainability Strategy
DEVELOPMENT
INVESTMENT MANAGEMENT
LANDED INDUSTRIAL
HIGHRISE & RESIDENTIAL ESTATE
INVESTMENT
MIXED USE PROPESTIES
ORGANIC OPPORTUNITIES TRATEGIC CAPITAL &
ACQUITITION PARTNERSHIP INVESTMENT
GROWTH
MANAGEMENT
TRUST RESPECT INNOVATION CARING EXCELLENCE
Aligned to best-practice and widely-used standards :
Sustainability reporting since 2020 2021 2022 2023
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Since 2000, Intiland has laid the foundation of its Intiland espouses five main values which form the
main growth strategy, defined as the Four Pillars of moral basis and strength of the Company, namely:
Growth. These pillars serve as the main strategic
foundation for growth, which encompasses 1. Trustworthy
organic growth, acquisition opportunities, Trustworthy (business transparency,
strategic partnerships, and capital and investment honesty, and straightforwardness)
management. This vision has been designed to
support business development in Intiland’s three 2. Respect
main business lines, which include property Respect (commitment to integrity and
development, property investment, and property responsibility)
management. The three business lines are
consolidated through four development segment 3. Innovation
portfolios, namely mixed-use & highrise, residential Innovation (a culture that prioritizes
areas, industrial areas and investment properties. openness and the courage to strive)
It is our view that these four pillars are the basis
for the Company to maximize its rate of return 4. Caring
on investment, through increasing the value of Caring (appreciation for stakeholders
portfolio assets and increasing land reserves. This and the environment)
step is more than just to increase financial value,
but is also an opportunity to expand the land bank 5. Excellence
which has significant long-term potential and Excellence (commitment to achieving
value for shareholders. In addition, we are always sustainable and long-term growth and
looking for strategic partnership opportunities profitability)
to develop our entity more broadly. This strategy
aims to increase financial capabilities to ensure In carrying out business processes and business
financial stability and the availability of adequate operations, we follow Intiland’s Sustainable
resources for the continuity of the Company’s Guidelines and GBCI (Green Building Council
overall operations. Indonesia) norms. Our Sustainability Report has
been prepared based on two leading practice
standards that are widely recognized, namely, OJK
(Financial Services Authority) standards and GRI
(Global Reporting Initiative) standards.
Intiland has been reporting its sustainability
initiatives in official publications since 2020.
However, such initiative has been an integral part
of the planning of every Intiland project since the
beginning. The principles of sustainability have
been the foundation that inspired our founders.
These sustainability principles continue to guide
every step we take.
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Foundation Of Responsibility Environmental Social Value Annexes
Sustainability And Commitment Value Review Review
Intiland Sustainable Guideline
Building
Location &
Transportation
17 1
16 2
15 3
Minimizing
Indoor Quality 14 4 GHG & Energy
in Building Consumption
13 5
12 6
11 7
10 9 8
Material &
Water
Waste
Management
Management
In 2022, Intiland introduced the Intiland Sustainable Guidelines (ISG), an initiative that affirms our
commitment to maintaining exceptional quality standards while continuing to shift towards greater
sustainability. ISG is an evolution of our previous internal guidelines, namely Intiland’s Sustainable Design
Guidelines (ISDG) in 2017. This change reflects our commitment to always innovate, update and follow the
latest developments in sustainable construction research and technology.
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The ISG serves as a design guide for our entire team. These guidelines aim to ensure that each project
meets strict sustainability standards and adheres to applicable green building regulations and standards.
At Intiland, ISG not only incorporates sustainability elements and green building features for a variety of
building categories, but also incorporates these principles into every phase of project development.
In 2023, Intiland consistently focused on five key categories. The five categories are Building Location and
Transportation (BLT), Reducing Energy Consumption and Greenhouse Gases (MGE), Water Management
(WMA), Material and Waste Management (MWM), and In-Building Quality (IQB). Through this comprehensive
approach, we strive to ensure that projects are environmentally high-performing and also create spaces that
accommodate the well-being and productivity of their occupants. Description of the ISG is presented in the
chapter titled “Managing Environmental Sustainability”
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Materiality Assessment
In order to prepare the 2023 Sustainability Report, we conducted two stages of materiality assessment,
referring to the guidelines provided by GRI. These stages include: First, a survey conducted with our
stakeholders, and Second, the identification of key issues considered material by the Board of Directors. We
carried out this assessment as an internal evaluation step towards issues deemed important to determine
economic, environmental, social and governance aspects that have a significant impact on Intiland and its
stakeholders.
Based on the survey results, we then determined three main categories that have a material impact on
overall business operations and objectives at this time.
Products and Customers
Ensuring a sense of security and comfort for consumers by
paying attention to every stage of project development,
starting from product selection, commitment to using
quality materials, to minimizing the risk of product defects
during handover.
Economy
Managing capital and finances carefully and prudently to
ensure business operations run well, as well as develop more
effective marketing strategies to achieve predetermined
growth targets.
Employees
Capable of maintaining business performance and stability
so as to provide a comfortable working environment and
atmosphere for employees as an important asset.
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Stakeholder Engagement
We choose to actively engage stakeholders through level of involvement in the company’s business
various corporate communication channels and activities. At Intiland, transparency is not only
programs. This step includes conveying the latest a principle, but also a value that we uphold in all
information regarding the Company’s performance interactions with stakeholders.
and progress through various information media,
such as annual reports, quarterly reports, and We have identified stakeholder groups that played
press releases which we publish regularly on the a major role in the Company’s business processes.
company website. In addition, we also maintain In 2023, we analyzed at least seven stakeholder
open and responsive communication channels with groups; this number was consistent with the
stakeholders to provide a clearer picture of their previous year’s.
needs and expectations, as well as increase their
Key Stakeholder Key Concerns Engagement Platforms
• Profitability.
• Intiland Town Hall Meetings.
• Organizational structure with
• GM Forum.
clear job descriptions and
• Learning Corner.
responsibilities.
• Leader’s Journey.
• Fair performance appraisal.
• My Stage, I’m Possible.
• Company stability.
• GLADIS (Global Learning and
• Customer satisfaction.
Development Information
• Pension program.
System).
• Award.
• NEST (Newton Enhancing,
• Occupational Health and
Sharing and Transforming),
1. Safety.
official channel of
• Comfortable work
Employees environment.
communication between
employees to share
• Gender equality
knowledge.
(opportunities, remuneration,
• Corin e-newsletter,
non-discrimination).
information medium for
• Mechanisms to communicate
employees regarding updates
with customers.
on Company achievements
• Suitability of competency to
to foster a sense of pride and
the job given.
belonging.
• Training programs.
• Employee engagement
• Employee turnover rate.
surveys.
• Rotation and mutation
• Employee volunteerism
programs.
program.
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Key Stakeholder Key Concerns Engagement Platforms
• Company stability.
• Customer satisfaction. • Customer contact.
• Timely handover. • Regular product introduction
• Conformity to specifications events.
as promised. • Official letters.
• Product clarity to customers. • Website, social media and
2. • Communication with email.
customers. • Intiland Circle.
Customers • More affordable products or • Damage tracking application
payment terms. and management procedures.
• Safe and non-harmful • Surveys.
building materials. • Marketing activities.
• Sustainable and • BAMMS application for
environmentally-friendly tenants.
designs and concepts.
• Timely delivery.
• Conformity to promised
specifications.
• Intiland Sustainable Guideline.
• Safe and non-harmful
• Standard Operating
3. •
building materials.
Sustainable and
Procedures.
• Procurement specifications.
Consultants, environmentally-friendly
• Confidentiality agreements.
designs and concepts.
Contractors, • Integrity agreements.
• Evaluate vendors based on
and Vendors • Technical overviews.
ESG criteria.
• Routine inspections and risk
• Occupational Health and
assessments.
Safety.
• Vendor evaluations.
• Waste and waste water
management.
• Payment to vendors.
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Key Stakeholder Key Concerns Engagement Platforms
• Annual General Meeting of
Shareholders.
• Announcement of quarterly
financial results.
• Company disclosure.
• Meetings with analysts &
4. • Profitability. investors.
• Company stability. • Roadshows.
Investors and • Payments to investors. • Conferences, meetings and site
Banks • Land reserves. visits.
• Annual reports.
• Company website and social
media platforms.
• Intiland Investor Updates.
• Timely response to requests
from rating agencies and
analysts.
• Community development
programs and activities.
• Sustainability strategy. • Participation in GBCI.
• Stakeholder involvement. • Participation in conferences/
• Violation reporting system. forums.
5. • Citizen activities. • Consultations and discussions
• Local community with academics, NGOs or
Communities development. associations.
• Recruitment of local • Annual reports.
employees. • Company website and social
• Community investment. media platforms.
• Advertisement.
• Assistance and donations.
• Annual reports.
• Disclosure of company
• Growth strategy.
information.
• Company performance and
• Press conference.
updates.
• • Media interviews and project
6. • New product development.
visits.
• Future development plans.
• Media group discussions.
Media • Market diversification and
• Company website and social
innovation.
media platforms.
• Environmentally friendly
• Timely response to media
technology.
requests.
• Licenses and permits.
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Key Stakeholder Key Concerns Engagement Platforms
• Payment of taxes.
• Senior representatives on
• Fulfillment of statutory and
7. regulatory obligations.
the management of various
organizations.
• Wages and benefits for
Regulators • Participation in consultation
employees.
and dialogue with regulators.
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Our Supply Chain
Amidst the increasingly complex business dynamics, we have been involving various stakeholders,
both internal and external, in every stage of the business process. Effective coordination and excellent
collaboration are important keys to ensuring smooth operations and overall business success. By integrating
diverse perspectives and interests, we can be more responsive to the challenges and opportunities that exist
around us, and create an inclusive and productive work environment for all parties involved.
In general, Intiland’s business processes are as follows:
Feasibility Studies
• Government • Finance
Land Acquisitions
• Consultants • Legal/ 1 • Government • Land Clearance
• Business Licensing • Broker/sales Advisors/Teams
Development/ • Marketing 2 • Finance • Lawyers
Planning • Legal/Licensing
Licensing
Main Plans
• Government • Consultants 3
• Legal/Licensing • Lawyers • Consultants • Government
4 • Business • Marketing
Development/
Marketing Planning
• Consultants • Finance
• Agencies • Legal/Notaries
5 Construction
• Broker/sales • Customers
• Marketing • Government
• Consultants • Business
• Banks
• Contractors Development/
• Taxation 6
• Project Teams Planning
• Government
• Vendors/Suppliers
7
Property Management
• Government • Consultants
• Legal/Licensing • Property Management
• Customers • Project Teams
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Foundation Of Responsibility Environmental Social Value Annexes
Sustainability And Commitment Value Review Review
In 2023, the main challenges in project management in many tenders. As a solution, reviews had to be
continued to result from material waste which arose carried out from the beginning of the planning
due to building over-specification. We continued to and design process. The collaborative effort begins
strengthen the clarification process with suppliers with rationalizing the design and everything in it.
to ensure that the quality and quantities offered are We will continue to encourage our consultants and
optimized as much as possible, according to project engineers to question the validity and accuracy of
needs while still paying attention to cost efficiency. initial estimates.
Procurement has a strategic role in improving The use of Building Information Modeling (BIM) is
quality standards and profitability. We believe that of paramount importance to verify the volume and
by implementing effective procurement policies and quantity of materials used. Through this detailed
processes, costs could be managed more efficiently engineering review through modeling, we were
and in accordance with the needs of the Company able to generate material usage savings of up to
and customers. 30%. Areas such as partitions, pipes, cables, etc. are
usually the areas that are checked the most and
In 2023, in our procurement system we continued
contribute the most. BIM, in addition to modeling,
to carry out a waste reduction policy through
is also used to determine takeoff quantities and
engineering reviews to check specifications and
collision detection.
rationalize design elements in all aspects. We
found that over-specification was a major finding
Engineering and Procurement Consultation
In an effort to improve the quality of the This breakthrough was a challenge for us
procurement system, we expanded to considering that the project was not owned
professional services in the capacity of by Intiland. This trust served as a form of
engineering and procurement consultants for recognition of our competence and expertise
third party health facility projects in 2023. We in engineering consulting and procurement.
received a mandate to protect investments The entire procurement team has the mandate
from excessive spending, but also to develop and trust to be able to complete the work in
projects that are designed, determined, 2024, at the same time as the construction
and held appropriately. This breakthrough work phase of the project begins.
means challenging design consultants to
ensure they deliver a design that meets all
design aesthetic, engineering and solution
requirements without completely exhausting
the given budget.
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Vendor Assessment Checklist
A number of projects that we manage have regularly carried out an assessment process for
key vendors and suppliers using the GRI (Global Reporting Initiative) assessment checklist. The
assessment process for vendors and suppliers uses an approach to the four most important
aspects being general, social, environmental and product/service quality aspects. More detailed
information and explanation of the vendor and supplier assessment process is as follows:
General Social Aspect
• Legal documentation • Local communities
• Product availability and • Local sub-vendors/suppliers
compatibility • Child labor
• Determination of standards • Forced labor
• Installation requirements and • Standard salaries
delivery schedules • Health and safety
• Financial stability • Reasonable working hours
• Experience • Discrimination
• Price vs. value vs. quality • Gratification
• Intiland Sustainability Guideline
• Technical designs or consultants
• Construction management
Product/Service Quality
• Consumer safety
• Certifications
Environmental Aspect
• Environmentally-friendly materials
• Environmental damage
• Zero waste
• Environmentally-friendly
production processes
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In 2023, we conducted an assessment of five major vendors or suppliers from nine projects. Specifically
for the Aeropolis project, we only assessed three main vendors but still used the previously-adapted data
processing methods. The results of this assessment showed a fairly good percentage value. The assessment
of general aspects of vendors in nine projects showed an average score of 94%.
In the product/service quality aspect, the average score was 79%, with the highest score from South Quarter
reaching 95%, followed by Aeropolis 92%, etc. The assessment of the social aspect received an average score
of 94%. Four of our projects, namely Fifty Seven Promenade, Aeropolis, Talaga Bestari, and Praxis received an
assessment score of up to 100%. Finally, in the environmental aspect, the average score was 89%. There were
four projects that received a score of 100% and met all the assessment criteria, namely Aeropolis, Intiland
Tower Jakarta, Talaga Bestari, and Praxis.
Based on our evaluation and observations, there remains a need for synergy between the project and
the vendors to ensure that all vendors fully understand the importance of the criteria explained in the
assessment checklist. From this assessment process, we conclude that there is still a need to carry out
continuous awareness raising regarding the assessment standards from GRI.
General Product/Service Social Environmental
No Project
Aspect Quality Aspect Aspect Aspect
Fifty Seven
1 98% 75% 100% 80%
Promenade
2 Aeropolis 100% 92% 100% 100%
Intiland Tower
3 83% 75% 99% 100%
Jakarta
4 South Quarter 96% 95% 98% 85%
5 Talaga Bestari 100% 80% 100% 100%
6 Graha Famili 72% 55% 60% 60%
Intiland Tower
7 98% 90% 86% 90%
Surabaya
8 Praxis 100% 75% 100% 100%
9 1Park Avenue 96% 75% 99% 83%
Average 94% 79% 94% 89%
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Delivering Values and Innovation
The Company understands that understanding and meeting customer needs and beliefs is key to success in
the property industry. We are committed to continuing to raise the value of all our property products, while
keenly observing the dynamics of market needs. Intiland has firmly focused the development of its projects
in strategic areas such as Jakarta, Tangerang, Surabaya, Mojokerto, Batang, and surrounding areas with a
focus on the middle to upper market segments in accordance with the characteristics of each project.
In 2023, we continued to utilize digital assets in the form of several application systems, starting from the
project development stage to pursuing avenues to communicate with our customers. Some of the application
systems used by the Company include:
BAMMS (Building Application Mobile Management System) to provide an automation
1. system for building/housing management to communicate with tenants and residents
regarding requests, questions, complaints, work orders, etc.
Integrated Smart Home System to provide safe access for security monitoring and
2. emergency handling.
SAP system for compiling financial data including accounts payable and receivable
3. systems.
Newforma for project information management which is useful for assisting the project
4. field team in monitoring the work progress of related parties.
Project Lifecycle to monitor project progress from the beginning to the topping-off and
5. handover stages, including progress photos, sales and purchase agreement records,
handover documents, and occupancy status.
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Apart from the above, our IT team has also successfully developed a number of applications that are useful
in carrying out business processes, including:
i-Pro (Integrated Purchasing Online) function to digitize existing business processes in the
1. Purchasing Department, from creating PRs as well as approval systems to later becoming
SOQ and PO.
LiSA (License System Automation) as a reminder system for everything that is due, such
2. as: contract extension, software license renewal, extension of letters/documents/permits,
and so on.
Another innovation is collaboration between the Human Capital division and the IT team which has
successfully developed several application systems that are already running, such as:
1. GLADIS functions as an online learning tool. Every employee can learn and carry out a
series of tests from learning materials anytime and anywhere.
STAR (Star Talent Assessment & Reinforcement) berfungsi untuk memonitor setiap
2. tahapan proses program pengembangan bakat.
In 2023, all digital assets were appropriately harnessed, and helped ensure the continuity of the Company’s
operations in every aspect of its business.
Customer Health and Safety
Since the first idea for project development, we guarantee for an average of 90 days after the
have involved consultants and experts to properly handover to every customer. Our customers can
ensure the feasibility of every project we are about view the detailed handover checklist and check it
to undertake. To ensure comfort and protection directly.
for customers, our procurement process has strict
procedures and standards that all consultants and Quality control is the largest part of a project team’s
suppliers must follow. We also provide a product work. During the construction phase, construction
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managers or construction supervisors carry out inspections and note any defects found or submit
quality checks which then record and log them into repair requests. From this stage, repair processing
the electronic system. The existing findings are then will then be carried out until the problem is
sent wirelessly to a centralized server to be provided resolved. These procedures and mechanisms help
to the appropriate party, who is responsible for us gain insight into work quality, material quality
corrective steps. and overall customer satisfaction. We use the data
collected for tactical and strategic decisions of
During the handover stage, the Intiland project interest regarding customer health and safety.
team was part of the handover process to record
defects found by the new owner. The same defect Intiland has an established track record of
management process will still be carried out, but commitment to quality. We receive appreciation
the main difference is that the new owner will and appreciation for this commitment. Please
receive a printed copy of all their findings signed access our website: https://www.intiland.com/en/
by both parties. We also collect customer surveys awards/ to learn more about the awards.
during the handover process to obtain data and
to help improve the product and overall customer For us, cases of non-compliance that had a direct
experience. impact on our customers became a critical factor
that had to be scrutinized at all times. In 2023, there
During the operational phase, the building or were zero cases of non-compliance, as detailed
property manager will have technicians conduct further below:
0 (zero) 0 (zero) 0 (zero)
Cases of non- Cases of non- Cases of non-
compliance related compliance regarding compliance regarding
to marketing the health and safety relevant laws, social
communications and impacts of Intiland and economic
product information. products and services. regulations.
0 (zero) 0 (zero)
Significant monetary fines
Reported cases of data
or sanctions imposed
privacy breach.
on Intiland and its
subsidiaries.
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Customer Satisfaction Survey
Customer satisfaction is one of the most important aspects to ensure the Company’s sustainability.
Customers, as one of the Company’s main stakeholders, have a right to obtain the best quality products
and services. In an effort to ensure the quality of products and services, every year we conduct surveys with
customers. This survey is not only intended to measure the level of customer satisfaction, but may also
provide valuable and effective feedback for us to improve the quality of our products and services.
In 2023, we updated the data processing methods in customer satisfaction surveys. From the survey results,
we learned that the satisfaction level of tenants and residents of the 5 projects that took part in the survey
is at the Satisfied level, and tends to be better than in 2022. Of the five projects, 1Park Avenue was the only
project where customer satisfaction scores had increased for three years in a row. Meanwhile, we saw that
only the South Quarter experienced a slight decline in the satisfaction level in 2023. Talaga Bestari project
was not included in the data calculations in the 2023 report, because the data obtained was not sufficiently
comprehensive. In general, we saw the need to encourage all residents to more actively participate in surveys.
The following is a table of customer satisfaction level values in 2023:
2023 Satisfaction 2022 Satisfaction 2021 Satisfaction
No Project
Level Level Level
1 1Park Avenue 3.31 3.27 3.20
2 Serenia Hills 3.36 3.17 3.20
3 South Quarter 3.03 3.15 3.20
4 Aeropolis 3.06 2.83 3.40
5 Intiland Tower Jakarta 3.19 3.18 3.30
6 Talaga Bestari* - 2.81 -
Exceedeed expectation :4
Met Expectation :3
Below Expectation :2
Unsatisfied :1
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Notes on respondents:
Project Total Occupied Units Total Respondents Percentage
1Park Avenue 281 55 20%
Serenia Hills 509 91 18%
South Quarter 106 44 42%
Aeropolis 2.660 101 4%
Intiland Tower Jakarta 68 66 97%
Overall, tenants and residents sincerely appreciated the services they had received. However, there were several
suggestions on what needed t o be improved, namely cleanliness of public areas such as toilets, places of worship,
etc. Apart from that, the attitude and quality of service of security officers and parking services was also noted for
improvement in terms of the quality.
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Environmental Sustainability
In 2023, we passed the half-time mark of the Intiland promotes Living Well in terms of well-being
United Nations Sustainable Development Goals and health, a focus that has been growing in recent
(UN SDGs), as such, sustainability continues to be years especially among younger generations. We
a priority in Intiland as we strive to contribute in maintain Quality in our portfolio by adopting the
achieving the goals. Intiland believe in minimising best practices in all aspects of our business activities,
the negative impacts of our business activities as from our choices in building materials, design
well as properties under our purview, as reflected decisions, and operational management system of
in our key sustainability principles of Living Well, our properties. Intiland’s pledge to sustainability
Quality, and Contribution to the City. does not stop on our doorsteps, we put emphasis
on the importance of our Contribution to the City
Environmental sustainability is one of the pillars of in which we operate by always taking into account
the ESG sustainability efforts we do in Intiland. As the surrounding environment and how to add value
a major property developer in Indonesia, Intiland in the community.
recognises the significance of our environmental
impacts and therefore continues to uphold These efforts are practised and enforced in all
means to accelerate sustainable lifestyle and aspects of our business activities from the design,
implementation of sustainability principles in all operation, and maintenance of our portfolio as well
aspects of our practices. as our corporate activities.
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Intiland Building Performance
Intiland continues to track the performance of our portfolio and to make improvements in order to lower
our negative impacts to the environment. To ensure accurate and reliable information and data in our
reports, Intiland team carried out a comprehensive stakeholder engagement process by meeting with
building managers, project managers, administrators, and engineers as well as conducted site visits with
the respective projects across our portfolio.
This year we are reporting two new residential projects in Surabaya namely Graha Golf and The Rosebay. This
raises our total reported properties to seven (7) properties, including two residential buildings: 1Park Avenue
and Aeropolis, and three commercial office buildings: South Quarter (SQ), Intiland Tower Jakarta (ITJ), and
Intiland Tower Surabaya (ITS). Intiland is committed to progressively increasing the number of our reported
properties all while ensuring reliability and accountability of the data reported.
This year, Intiland Tower Surabaya underwent a thorough update. Rather than just assessing office space,
they now measure the entire building, including areas like the data center and Internet Service Provider (ISP)
sections. These changes provide a more complete picture of building performance and can help building
managers understand building data better and plan for the future.
No Property Tipology Total area (m2)
1 South Quarter Perkantoran 120,916
2 Intiland Tower Jakarta Perkantoran 30,602
3 Intiland Tower Surabaya Perkantoran 19,348
4 1Park Avenue Apartemen 59,024
5 Aeropolis Apartemen 109,829
6 Graha Golf Apartemen 22,837
7 The Rosebay Apartemen 25,544
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Graha Golf is a luxury condominium complex on a 2,8 hectare land within Graha Famili residential district in
Surabaya that is currently being completed in stages. Graha Golf, as the name suggests, takes the golf centric
concept. Located right next to the Golf Graha Famili country club, Graha Golf offers premium housing with
the 18-hole golf course view. The facilities offered include two swimming pools, a gymnasium, barbeque
area, and playground for kids.
The Rosebay is a seven block low rise residential complex designed by WOW Architects Singapore, adopting
the green building concept by maximising natural light and ventilation reflected in the building facade, drop
off area, and corridors. Each block is only between 4-8 storeys in height with no face-to-face units, combining
luxury with the comfort of landed housing, giving a resort-like feel. The Rosebay stands on a one hectare land
within the Graha Famili residential area in West Surabaya, providing the blocks with a view of the golf course
on one side and lush greenery on the other.
Energy
Energy Usage
Building energy usage encompasses all of the building’s energy needs to operate and maintain lighting,
HVAC, and other building systems. The data is derived from the total grid electricity consumption of each
property as well as the amount of energy supplied from backup diesel generators.
Annual energy usage (MWh)
50,000
46,230
1,223
40,000 40,219 The Rosebay
Energy usage (MWh)
2,280
1,017
36,362 Graha Golf
7,718 2,133
818
30,000 5,687 1,886 Aeropolis
6,632
6,165
5,794 1Park Avenue
4,197
20,000 5,404 Intiland Tower
4,945
5,505 4,934 Surabaya
5,066
4,602 Intiland Tower
10,000
17,470 15,207
Jakarta
14,131
South Quarter
2023 2022 2021
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In 2023, our properties collectively used more energy—46,230 megawatt-hours (MWh) in total, which is
15% higher than the year before. This increase reflects the return to business as usual after the pandemic,
showing that our operations and the economy are picking up steam again. For example, at South Quarter,
where occupancy went up by more than 15% compared to the previous year, energy use also rose by 14%.
As mentioned earlier, ITS now tracks the entire building’s energy use, so reinstatement is made for the past
three years data.
Energy Consumption Index
As stated in the Governor Regulation of the Capital Region of Jakarta no. 38/2012, the energy consumption
index (IKE) takes into account the context in which the energy data taken such as the GFA, occupancy rate as
well as standardised operating hours and therefore illustrate a benchmarked comparison between building
performances. The regulation benchmarked building energy consumption index based on building function.
Two new residential buildings brought us to categorize energy intensity by function: Office and Residential,
in order to accurately compare between building data. In the office building, South Quarter and Intiland
Tower Jakarta consistently keep energy intensity below 200 kWh/m2, maintaining energy intensity in the
“efficient” office building category. However, Intiland Tower Surabaya (ITS)’s energy intensity has steadily
increased over the past two years because despite the fewer occupancy rate, energy consumption has risen
compared to 2021 in ITS.
With ITS now including a larger area, including data centers and ISPs, its energy intensity surpassed the
typical office buildings. This increase is primarily attributed to the energy-intensive equipment found in data
centers and ISPs, such as networking gear and storage drives. Consequently, the energy consumption per
square meter can be as high as 1,000 kWh/sqm in some data center cases.
Energy intensity (office)
500
437 436
426
400
Energy Intensity
Intiland Tower
300 Surabaya
195
Intiland Tower
200 185 184
Jakarta
137 135
137
100 South Quarter
2023 2022 2021
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In terms of residential buildings, restatements of energy intensity information in 1Park and Aeropolis were
made due to the incorrect formulas used in the previously reported energy intensity. Across all four residential
buildings, energy intensity remained relatively consistent between the years 2022 and 2023. However, a slight
increase in energy intensity was observed at 1Park Avenue in 2022 compared to 2021 primarily attributed to
a surge in energy consumption despite a slight rise in occupancy rates.
Energy intensity (apartment)
1200
184
180 180
164 164 149
150
134
103 98 The Rosebay
100
Aeropolis
92 89
91
Graha Golf
50 1Park Avenue
2023 2022 2021
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GHG Emissions
As our business grows, so do our efforts to maintain energy
efficiency and relatively low emissions. Our initial step in
doing so is by consistently including our GHG inventory in our
sustainability report. Intiland has been adhering to the GHG
Protocol framework in calculating our GHG inventory, our
Scope 1 emission includes direct emission from our on-site
diesel fuel-powered generators, while our Scope 2 emission
is defined as the indirect emissions from the grid electricity
generation (PLN). It is also worth noting that Intiland does not
use Ozone Depleting Substances (ODS) in any of our properties.
Total GHG Emissions
Intiland ensures accountability in each of its sustainability reporting, we currently report Scope 1 and 2
emissions of our reported properties in our GHG inventory, while making efforts in order to be able to
responsibly report our Scope 3 emissions. For Scope 1 calculation we use the emission factor from the
international academic paper, and our Scope 2 emission factor is from the latest Climate Transparency
Report of Indonesia.
2023 2022 2021
Scope 1 : 173 Scope 1 : 181 Scope 1 : 187
Scope 2 : 36,184 Scope 2 : 31,460 Scope 2 : 26,002
Total : 36,357 Total : 31,641 Total : 26,190
Intiland’s buildings for 7 assets contributed a total of 36,357 tonnes of CO2-equivalent (tCO2e) in 2023,
increasing 15% from 2022 (31,641 tCO2e). Our Scope 1 greenhouse gas emission has been constantly low
(contributing only 0.57% to total GHG emissions) due to the rare use of our genset. However, there is an
increase in electricity consumption in our Scope 2 mainly from the South Quarter of 13,728 tonnes of CO2-
equivalent (tCO2e) in 2023 compared to the last year (11,952 tCO2e) due to the increase in occupancy rate.
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Total emission (tonnes CO2e) - by property
40,000 The Rosebay
36,357
Graha Golf
962
GHG Emission (tonnes CO2e)
1,791 31,641 Aeropolis
30,000 799 1Park Avenue
6,063 1,677
26,171 Intiland Tower
4,466 589
5,210 1,356 Surabaya
4,163
20,000 4,841 Intiland Tower
4,269 3,040 Jakarta
3,910
4,333
3,574 South Quarter
3,995
3,307
10,000
13,728 11,952
10,143
2023 2022 2021
GHG Emissions Intensity
GHG emissions intensity considers the building size and occupancy to provide a more accurate data
representation across our portfolio. The emission intensity is calculated through the ratio of total GHG
emission to the total GFA occupied adjusted for the annual average occupancy rate, measured in tonnes of
carbon dioxide equivalent per square metres (tCO2e/m2). Restatement is needed for 1Park, and Aeropolis
due to a calculation correction and larger area included for Intiland Tower Surabaya (ITS). The GHG intensity
in ITS is larger compared to the other buildings mainly because the building is occupied by data centers and
Internet Service Providers (ISPs).
GHG emissions intensity
0,35
0,35 0,34
0,32
0,30
The Rosebay
GHG Emission Intensity
0,25 Graha Golf
Aeropolis
0,20
1Park Avenue
0,14
Intiland Tower
0,15 0,15 0,14 0,14
0,14 0,13
0,13
Surabaya
0,13 0,11
0,10
0,11 0,11 Intiland Tower
0,08 0,10 0,10
0,08 Jakarta
0,07 0,07 0,06
0,05 South Quarter
2023 2022 2021
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Water
Water is a finite resource that makes Earth the blue planet.
Highlighted in the UN SDGs as Goal 6 - Ensure availability and
sustainable management of water and sanitation for all, Intiland
is committed to do our part in achieving the goal by progressively
implementing water recycling systems in our existing properties
as well as our new developments and continuously tracks our
progress on the road to a more sustainable future.
In being responsible with our use of water, we also contribute to
ensuring water security in dry months as well as lowering the cost
incurred from water usage. Intiland actively promotes responsible
water management both within our corporate activities as well as
to our tenants and/or occupants, as each stakeholder has a role to
play and that only together can we achieve true sustainability.
Total Water Consumption
The total water consumption is the sum volume of all water withdrawals that is not discharged to the
city sewer system. This withdrawal from all sources including municipal water, deepwell, rainwater, and
recycled water. Do note that the water consumption data is excluding retail areas water usage. To avoid
misinterpretation of the terms we use in this section, please refer to the following formula:
Water consumption = water withdrawal - water discharge
Water withdrawal = municipal water supply + deep well + rainwater + recycled water
The overall water consumption across the properties has remained relatively consistent compared to the
previous year. This stability can be attributed to two primary factors: Firstly, the sustained similarity in water
consumption is largely a result of increased occupancy rates across all properties. The higher number of
occupants naturally leads to a consistent demand for water usage throughout the properties. Secondly, a
notable decrease in water usage occurred specifically at Aeropolis in 2023. This decrease can be traced back
to a significant event that took place in mid-2023: the repair of a major leak in an underground clean water
pipe. Initially detected towards the end of 2022, this leak had caused a substantial rise in water withdrawal
and consumption throughout that year. This repair effectively rectified the issue, resulting in a significant
improvement in water conservation efforts at Aeropolis.
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Annual water consumption (m3)
600,000
541,694 539,718
23,641 15,206
4,812 2,101
29,555 443,886
Water consumption (m3)
799 11,595
187,201 2,502
1,677
400,000 4,466 The Rosebay
251,231
Graha Golf
4,841 196,102
42,805 Aeropolis
24,507
1,824
43,130 1Park Avenue
55,427
3,995 20,580 26,272
200,000 20,147
Intiland Tower
43,773
11,952 34,027 Surabaya
203,238
Intiland Tower
163,667 153,181
Jakarta
South Quarter
2023 2022 2021
Alternative Water Sources
As a part of our commitment to water conservation water and rainwater harvesting, are juxtaposed
efforts, we in Intiland have made steps to integrate against the combined usage of water drawn from
water recycling systems into our properties and municipal supplies and deep wells. It’s worth noting
new developments. The recycled water is used that in the previous year’s data analysis, the total
mainly for flushing in lavatories in public areas and water consumption was considered instead of
for landscape maintenance purposes. We ensure primary water sources only. Therefore, to maintain
the quality and safety of the recycled water as well consistency and facilitate a clear understanding of
as the plumbing system to bolster the success of the trends over time, a new way to represent the
this initiative. data is utilized.
The table presented illustrates the utilization
percentages of alternative water sources in
comparison to water obtained from municipal
supplies and deep wells. This comparative analysis
aims to provide a comprehensive depiction of the
distribution of water sources utilized.
In ensuring accuracy and precision in portraying their
respective proportions, the percentages attributed
to alternative water sources, such as recycled
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Property South Quarter 1Park Avenue
Year 2023 2022 2021 2023 2022 2021
Primary water source(s) 234,452 147,664 114,857 76,982 67,937 61,961
Alternative water source(s 57,444 37,654 45,038 8,785 8,743 6,873
Alternative water
24.5% 25.5% 39.2% 11.4% 12.9% 11.1%
percentage
In 2022, the water recycling system at South the total percentage of alternative water sources in
Quarter encountered a minor issue, resulting in South Quarter experienced a slight decline relative
a reduction in the production of recycled water. to the preceding year due to the fact that primary
However, prompt repairs were carried out during water sources also saw an almost doubling in their
the same year, ensuring that the system was contribution during the same period. Meanwhile,
restored to normal functioning by 2023. During the at 1Park Avenue, the use of recycled water remains
subsequent year, 2023, there was a notable increase constant compared to the previous year, primarily
of 50% in the utilization of alternative water sources due to limitations in storage tank capacity.
in the South Quarter. This increase amounted to
approximately 20,000 cubic meters more compared
to the previous year. Despite this substantial rise,
Water Intensity
Water intensity is calculated through the ratio of total water consumption to the total GFA occupied
adjusted for the annual average occupancy rate. Just as other environment data intensity indicators, the
following figure provides a fairer comparison between properties and therefore showcasing a more accurate
representation of actual conditions by eliminating building size and occupancy factor of the property.
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Water consuption intensity
5
4.08
4
Water consumption intensity
3
3.03
2.51
2.27 2.13 2.11
2.18
1.94
2 1.86 Aeropolis
1.78
1.86 Intiland Tower
1.76 1.46 1.68 Surabaya
1.19
1.26 Intiland Tower
1.37
Jakarta
1 0.84 South Quarter
The Rosebay
0,35
0,16 0,24 1Park Avenue
0
Graha Golf
2023 2022 2021
The water intensity trends are on the rise across our entire portfolio, corresponding to the overall increase in
water consumption. Nevertheless, there is a notable exception in Aeropolis, where a substantial reduction
in water consumption is shown, primarily due to the repair period for the clean water pipe underground
leakage this year.
Effluents
Aside from resources we take from the environment, responsible water management also takes into
account the water we discharge to our surroundings. Intiland constantly monitored the quantity and quality
of effluent to ensure we optimised the water usage from our business activities where our portfolios are.
Responsible water management plays a major part in our environmental risk management as a real estate
developer.
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Graha Golf and The Rosebay are two of our reported properties this year that stand on Graha Famili, a major
residential complex in Surabaya. Graha Famili manages wastewater through a bozem, a vernacular man-
made lake system that serves as a runoff catchment as well as water storage system for dry season. The bozem
covers a large area of land and serves the residential properties within Graha Famili including containment of
treated wastewater and rainwater runoff.
In the current capital city, Jakarta, a portion of the central region has implemented a centralised wastewater
disposal system. Intiland Tower Jakarta is situated within the affected areas, and therefore is excluded from
the overall effluent data.
Our wastewater effluent is rising across properties alongside our water consumption increase. However,
Aeropolis experienced a notable surge due to errors in the water flow measurement device in previous years.
Water discharge (m3)
148,861
150.000 0
17,489
Water discharge (m3)
39,736
85,479
100.000
0 The Rosebay
72,294
15,334 0 Graha Golf
12,449 Aeropolis
42,962 13,209
8,876 1Park Avenue
50.000 0 Intiland Tower
1,793 33,550
42,562
Surabaya
46,881 0 Intiland Tower
1,725
21,651 0 Jakarta
1,693
6,714 South Quarter
2023 2022 2021
Intiland also monitored the quality of our water discharge to the city sewerage system through the BOD
parameters. BOD stands for Biochemical Oxygen Demand, which is the amount of oxygen needed by the
microorganisms to decompose organic matter in the wastewater. BOD serves as a crucial indicator for
assessing the quality of effluent; a higher BOD value corresponds to poorer water quality, which negatively
impacts aquatic ecosystems. Therefore, Intiland consistently oversees and manages BOD levels in the effluent
to ensure they stay below the maximum limit of 30 mg/L BOD specified in the Ministry of Environment and
Forestry Regulation no. 68/2016.
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Water discharge quality (mg/L).
25
20.5 20.5
Water discharge quality (mh/L)
20 19,0
16.0
The Rosebay
15.3
Graha Golf
15 14,0
13.9
14.8 Aeropolis
13.3 1Park Avenue
11,0 11.0
10,5
Intiland Tower
10 Surabaya
10,0 9,4
Intiland Tower
7,0 7.5
6,9 Jakarta
6,9
5 South Quarter
2023 2022 2021
BOD is one of the essential parameters to determine water quality. BOD level is influenced by the amount of
water. When there is a higher volume of water, the concentration of organic matter may be diluted, leading
to a potentially lower BOD level. Conversely, in a smaller volume of water, the same amount of organic matter
can result in a higher BOD concentration.
We have successfully maintained the BOD levels within the prescribed limits across all seven properties we
own. 1Park Avenue shows a significant increase from 11 mg/L in 2022 to 20.5 mg/L in 2023. This is because
the overflow is being collected separately, so the wastewater is more concentrated leading to a higher BOD
concentration.
Waste
Total Waste Generated
Intiland believe that effective waste management is a key component in our vision to provide a space for
quality living in picturesque environment that promotes the wellbeing of our building occupants. We aspire
to implement the waste management hierarchy in efforts to cement our goals of becoming more sustainable
in all our properties and business practices. To do so, we implement the crucial first step by segregating our
waste in categories.
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We classify our waste by its character, hazardous and non-hazardous waste. This classification is then divided
into more specific categories. Hazardous waste is divided into lighting, oil, electronics, and filters. Whilst
non-hazardous waste is divided into organics and inorganics (cardboard, paper, plastics, metals, and glasses).
In our non-hazardous waste, organic waste is reduced by 300 tons in 2023 across our properties, mostly due
to the lower organic waste production from Aeropolis. Meanwhile the inorganic category shows a slight
increase in waste mostly coming from the 1Park Avenue by 20 tons and The Rosebay.
Intiland Tower Jakarta began collecting bottle waste this year for recycling with a third party. Through
collaboration with office management, we’ve successfully gathered around 7-8 kg per month. This initiative
aims to make a positive impact on the environment.
Total non-hazardous waste generated (kg)
2500.000 2,407,597
2,248,028 Anorganik
318,779
2,034,682 245,541 Organik
Wasted Generated (kg)
2000.000 2,088,818
339,870 2,002,487
1500.000 1,694,812
1000.000
500.000
2023 2022 2021
Hazardous waste requires a specialised disposal methodology and expertise to avoid causing harm to
people’s health and the environment. We acknowledge this concern and therefore contracted certified
third-party vendors for collection and transportation of our hazardous waste. Our hazardous waste disposal
shows an increase, particularly in the electronic waste from Aeropolis.
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Total hazardous waste generated (kg)
2409
2500
40
872
2000
1737
Wasted Generated (kg)
42 1484
404 20
1500
32
815 916
729
1000
Filter
683 Electricity
562
516
Oil
Lighting
2023 2022 2021
Material
Building materials and construction make up to 11% of the 39% of global energy related carbon emissions
contributed by buildings and the built environment according to the World Green Building Council. Intiland
has been making steps to minimise the carbon emissions as well as embodied carbon in the construction of
our new developments by means of sustainable procurement practices namely but not limited to to select
local materials within 1,000 km radius of the project site whenever possible, utilise and preserve local and
native plants, and selection other low-carbon materials. We avoid CFC in our refrigerants, usage of materials
containing asbestos, and high-VOC paints for our builds.
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In our comprehensive analysis, we’ve collated data on the top five materials utilized across three of our
prominent development projects: SQ Res, Fifty Seven Promenade, and the newly constructed warehouse
buildings at Aeropolis. Throughout the span of 2023, a notable trend emerged wherein the total quantity
of materials employed experienced a significant reduction, amounting to merely 18% compared to the
preceding year. This decline is mainly attributed to the completion of several projects within the portfolio
during this period, leading to a decreased demand for construction materials.
Over the course of the last three years, our analysis unveils a consistent pattern in material usage, with sand
emerging as the predominant material employed across all projects. Following behind are cement and steel,
which have consistently held prominent positions in the hierarchy of utilized materials.
Sand Cement Steel Glass Granite
80
187
5,892
15,733
40
93
2,998
15 7,860
31
30,326
1,138 16,499
2,618
5,528
2023 2022 2021
Biodiversity
To prevent is always better than to intervene, we in Intiland take into consideration the biodiversity value of
the land and the surroundings in the selection of our project sites and the function that we built on it. The
sites for our properties are not in protected areas or areas with high biodiversity value, regardless we always
want to ensure that we conserve and protect the natural biodiversity, both flora and fauna, on the land we
develop.
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Environmental Initiatives
The surge in commercial market adoption of electric vehicles (EVs) has correspondingly increased the
demand for EV chargers. Recognizing this, Intiland has made initiatives in the form of a team to handle
implementation and installation of EV chargers in our properties, including South Quarter, Intiland Tower
Jakarta, 1Park Avenue, Aeropolis, Fifty Seven Promenade, to name a few. In pursuit of this vision, Intiland
has forged partnerships with third-party collaborators, pooling resources and expertise to ensure the
seamless integration of EV chargers into our properties. Through these collaborations, we aim to accelerate
the transition towards electric mobility, offering convenient charging solutions that align with our ethos of
environmental stewardship and innovation.
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Intiland also encourages our facilities managers to
establish on-site plant nurseries in order to lower
the cost as well as the carbon footprint of the
purchase of new plants for landscape maintenance.
Plants on-site have also been statistically proven to
improve well being of building occupants. The goal
at this nursery is to produce a hundred polybag
plants every month. These plants are needed for
parks in the South Quarter and for various projects
like Serenia Hills and Talaga Bestari. It’s all part of a
plan to minimize waste and keep our environment
green.
Graha Natura is a 80 hectare mixed-use development in Surabaya. Together with Kebun Raya Purwodadi,
Seameo Biotrop (Southeast Asian Regional Centre for Tropical Biology), and several other scientific
institutions, we started an environment conservation program by planting 10,000 vegetation encompassing
1,000 national species in almost half of the green open spaces in the residential area.
Other than biodiversity, Graha Natura is also committed to build healthier and waste-free residential area
by implementing the Integrated Sewage Treatment Plant (ISTP), a system that centrally treats both liquid
and solid household waste. Through the application of this technology, every unit in Graha Natura no longer
requires an individual septic tank.
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The Praxis zero waste program aims to ensure that waste is managed in a thoughtful and eco-conscious
manner. Our strategies are to reduce the waste source, segregate it, and then reuse or recycle it. Using treated
liquid waste from the sewage treatment plant (STP) for activities like watering plants and cleaning outdoor
floors can potentially save more than 100 cubic metres of clean water from the water utility (PDAM) each
month. Praxis also collects and sells up to 100 kilograms of cardboard waste every three months and reuse
waste building materials like PPR pipes, gypsum, and iron for minor repairs in both units and public areas.
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IV. Social Value Review
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MANAGING SOCIAL SUSTAINABILITY
Social sustainability is a vital part that is inseparable from the Company’s long term growth. Social
sustainability involves a commitment to identifying and managing the business’s impact on society and the
environment. The Company’s relationships and engagement with stakeholders are paramount in ensuring
social investments directly enhance quality of life.
For us at Intiland, managing social sustainability is about managing and synergizing Human Resources
(HR), organization and work environment. Human capital remains our most valuable asset, requiring
opportunities for development and advancement. In organizational development, HR plays a pivotal role
in fostering an optimum work environment conducive to productivity and employee satisfaction. Effective
work management encompasses not only planning, organization, and execution but also factors such as job
descriptions, decision-making processes, interpersonal relationships, and job security, etc
Company
Human
Organization Corporate Policy and Risk Whistleblowing Resources
Governance Supervision Management Policy Management
Function
Human Workforce Equal Benefits & Local
Remuneration
Resources Composition Opportunity Welfare Workers
Policy
Working Occupational Service Quality
Environment Healty and Enhancement 5S Policy
Safety Initiative
Community Assistance
Youth
Community and
Outreach Engagement
Donation
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THE ORGANIZATION
Good Corporate Governance
Good corporate governance serves as a guideline in every operational activity of the Company. Good
corporate governance is a process of managing and overseeing business operations, including aspects of task
allocation, authority, and responsibility. Given its dynamic process, good corporate governance at Intiland is
continuously introduced to all levels of the organizational hierarchy. Please refer to our 2023 Annual Report
for a comprehensive overview of the good corporate governance practices we implement.
Sustainability Governance Structure
Environmental
Economic
Board of Sustainability Committee
Directors
Social
Governance
The sustainability governance structure Meanwhile, Division Heads and Project Leaders
encompasses several aspects of HR management serve as the operators of processes and risks,
across all projects and divisions. The Sustainability thus bearing the responsibility of harmonizing
Committee consists of senior management from sustainability priorities with business strategy
various divisions, such as Quality and Continuous and ensuring unwavering support for Intiland’s
Improvement, Risk, Finance, Internal Audit, Planning, sustainability efforts. Any strategic advancements
and Corporate Secretary. Its main responsibility and with the capacity to affect the Company at either
mandate is to oversee the process of identifying, the corporate or project level will be communicated
examining and mitigating environmental, economic to the Board of Directors, followed by the submission
and social problems that may affect the sustainability of proposals for mitigation initiatives.
of Intiland’s operations.
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Company Policy and Supervisory Function
Intiland has established company policies to govern business operations and regulate employee conduct. For
more information on these policies, please refer to the Annual Report and visit our website at https://www.
intiland.com/en/gcg.
The Board of Directors, the Board of Commissioners, and the Company Committees have the responsibility
to ensure the implementation of company policies in accordance with applicable regulations and laws. The
Board of Directors and/or the Board of Commissioners also reviews and simultaneously approves all Company
policies at the corporate level and major projects.
New members of the Board of Directors, the Board of Commissioners, and the Committees will participate in
an induction program. This program provides an introduction to and understanding of capital markets, public
company regulations, and the Company’s policies to ensure compliance. Furthermore, returning members will
undergo a refresher program and receive regular information updates on changes and regulatory provisions.
Risk Management
In 2017 Intiland developed a Risk Management Charter. The charter serves as the foundation for management
to assess, manage, report, and control risks systematically and holistically, safeguarding the Company’s
interests. Additionally, the Risk Management Charter serves as a framework for implementing integrated risk
management and internal controls, integral components of corporate governance. For further information,
visit https://www.intiland.com/wp-content/uploads/2023/05/Risk-Management-Committee-Charter.pdf
In 2023, a turning point was anticipated with respect to the development of the property sector following the
Covid-19 pandemic. However, the onset of the political campaign period, coinciding with the preparation of
2024 simultaneous general elections in Indonesia, also impacted the national property sector’s development.
The political campaign period during the simultaneous general elections in Indonesia presented new risks that
affected economic stability, investment in the national property sector, and people’s interest in purchasing
property.
In response to these circumstances and challenges, the Risk Management Committee re-evaluated and
mapped the Company’s risk profile and mitigation strategies. Furthermore, the committee conducted risk
profiling across all areas, encompassing project development risks in mixed-use and high-rise segments,
residential and industrial areas, and investment properties. Comprehensive risk management was
implemented throughout various stages, including planning, land acquisition, development, sales and
marketing, handover, and property management. Further details on risk mitigation measures implemented
in 2023 are available in the Company’s Annual Report.
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Whistleblowing Policy
The Whistleblowing Policy epitomizes the fraud, violations, or non-compliance that could pose
commitment to achieving Good Corporate financial or non-financial risks to the Company.
Governance. Any deviation from company policy, We also prepare a reporting mechanism through
whether carried out individually or collectively, the whistleblowing system, which includes email
with the intention of securing personal or group accounts and dedicated telephone numbers for
benefits at the expense of the Company, constitutes whistleblowing purposes. The Internal Audit Team
a violation. The implementation of a Whistleblowing is accountable and has ensured that every report
system is a pivotal measure for the Company to received through these channels is thoroughly
uphold or enhance transparency and to counteract addressed and resolved. For further details, please
practices that may jeopardize the Company’s refer to our Annual Report and visit the Company’s
operations and reputation official website.
The Company extends the widest scope for internal
and external parties to report any indications of
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Human Resources Management
Development Industrial relations
Vision & Mission
Strategy Process Service
Management Recruitment & Benefits &
Organization Selection Rewards
Value
Management Performance Management
Culture Management Termination
Management Learning
Strategy
Competence Management
Talent
Management
Career
Business Output
Management
At Intiland, we recognize HR as one of the most to effectively manage human resources. This
important assets for the Company in achieving comprehensive process spans from recruitment
our vision, mission and goals. For this reason, the to ongoing career management. By prioritizing
alignment of human potential with sustainable investment and focus on HR management, The
resource management principles stands as an Company ensure that the current HR capacity can
indispensable endeavor. The Company employ a propel the long-term sustainability of the Company’s
strategic organizational management approach, business.
foster internalization of company culture, and
facilitate continuous competence development
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1
ORGANIZATION COMPETENCE TALENT
MANAGEMENT MANAGEMENT MANAGEMENT
LEARNING CAREER
MANAGEMENT MANAGEMENT
n 2023, our strategic development areas remained Furthermore, in talent management, we allocated
focused on five key aspects: 1) organization, 2) resources to develop prospective supervisors
competence, 3) talent, 4) learning, and 5) career. into future leaders. In learning management, the
Regarding organizational development, the Company Company adapted to the new environment by
enhanced the efficiency of the organizational designing e-learning programs and sought to engage
structure. In competence development, our employees with company values. The Company
emphasis was on identifying the key attributes prioritized the formation of future leaders through
of each competence and assessing exceptional a series of continuous training, development,
individual talents. The implementation of the talent and mentoring processes. Ultimately, in career
pool program facilitated the Company’s acceleration management, the Company designed concepts and
and organizational growth by establishing internal systems that were widely communicated to the
forums for interaction and discussion between entire team.
junior employees, newly recruited employees, and
their managers.
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Sustainability Enhancement and Innovation Awards
In 2023, the principle of continuous improvement remained a cornerstone of our operations. Under the
theme of ‘Excellence’, various divisions and projects presented its ideas at the annual competition conducted
by the Company, many of which were successfully executed. These ideas encompassed both enhancements
to existing processes and entirely new concepts. This year, the Company received a total of 82 innovation
submissions, resulting in the recognition of 10 deserving winners for their outstanding contributions.
Compared to 2022, the number of entries for the 2023 competition increased, leading to a higher number
of winners. The Quality Continuous Improvement Division is consistently exploring ways to standardize
innovative ideas for widespread adoption across all subsidiaries and projects, while also integrating them
with other innovations and technologies
Participants* Winners*
Year Problem Solutions
Jakarta Surabaya Jakarta Surabaya
Golf Club Management &
2023 192 53 26 6 Operations Optimization
System
2022 116 62 17 21 SubCO Booking Software
2021 165 81 28 3 Integrated Online Purchasing
*the number of employees participated in the competition
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THE PEOPLE
The scope of discussion regarding Human Resources in this section includes the head office and project data
in Jakarta and Surabaya, unless otherwise stated.
Employee Composition
Total Number of Employees*
2023 2022 2021
Gender
74% 26% 75% 25% 75% 25%
Age Group JKT SBY JKT SBY JKT SBY JKT SBY JKT SBY JKT SBY
<30 years 50 26 51 39 49 36 42 57 61 36 57 63
30-50 years 247 407 106 105 275 455 100 93 314 468 96 103
>50 years 66 152 22 17 70 122 21 16 73 128 21 16
Total Employees : 1,288 Total Employees : 1,336 Total Employees : 1,436
Note: JKT = Jakarta, SBY = Surabaya
* Including permanent, contract, part-time and daily employees.
As of 31 December 2023, the number of Intiland employees reached 1,288 personnel, working at the head
office and projects in Jakarta and Surabaya. Based on gender composition, Intiland’s workforce consisted of
74% men and 26% women. There was a change in the percentage composition of female employees,
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which increased by 1% compared to the previous two years. Nevertheless, Intiland consistently offers fair and
open opportunities for career development to all of its employees, regardless of gender.
Intiland employees represented various age groups. In 2023, 67% of the total employees were in the 30-50
year age range. This condition indicated that more than half of Intiland’s workforce belonged to the productive
age group, which was a valuable asset for the Company in developing its business.
Permanent Employees
2023 2022 2021
75% 25% 77% 23% 77% 23%
JKT SBY JKT SBY JKT SBY JKT SBY JKT SBY JKT SBY
210 523 131 114 235 545 123 108 283 566 140 114
Total Employees : 978 Total Employees : 1,011 Total Employees : 1,103
Note: JKT = Jakarta, SBY = Surabaya
Contract Employees
2023 2022 2021
69% 31% 70% 30% 70% 30%
JKT SBY JKT SBY JKT SBY JKT SBY JKT SBY JKT SBY
153 62 48 47 159 68 40 58 165 55 34 60
Total Employees : 310 Total Employees : 325 Total Employees : 314
Note: JKT = Jakarta, SBY = Surabaya
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Daily Employees
2023 2022 2021
0% 0% 0% 0% 53% 47%
JKT SBY JKT SBY JKT SBY JKT SBY JKT SBY JKT SBY
0 0 0 0 0 0 0 0 0 10 0 9
Total Employees : 0 Total Employees : 0 Total Employees : 19
Note: JKT = Jakarta, SBY = Surabaya
In 2023, 76% of employees held permanent positions, while 24% were employed on a contractual basis,
and none were compensated daily. This distribution remained consistent with that of 2022. All employees
maintained full-time employment status, with no instances of part-time employment recorded in the years
2021, 2022, and 2023.
Governance Body
2023 2022 2021
Gender
67% 33% 66% 34% 68% 32%
Age Group JKT SBY JKT SBY JKT SBY JKT SBY JKT SBY JKT SBY
<30 years 0 0 0 0 0 0 0 0 0 0 0 0
30-50 years 51 16 19 11 35 15 15 12 41 15 14 14
>50 years 15 11 7 8 21 13 10 7 24 14 10 7
Number of Managers and Number of Managers and Number of Managers and
Above : 138 Above : 128 Above : 139
Note: JKT = Jakarta, SBY = Surabaya
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In 2023, the composition of Intiland’s governance body, or management team, consisted of 67% men and
33% women. The representation of women in senior management positions decreased by 1% compared
to 2022. This change, however, was not significant considering the overall employee composition, which
consisted of 74% men and 26% women.
The majority of employees who advanced to management positions, accounting for 70%, were in the 30-50
year age range, with the remaining 30% aged over 50. Additionally, 97% of the members of the Management
Board were Indonesian citizens recruited from the local community.
Employee Resignation
2023 2022 2021
Gender
70% 30% 61% 39% 40% 60%
Age Group JKT SBY JKT SBY JKT SBY JKT SBY JKT SBY JKT SBY
<30 years 10 4 6 11 15 13 11 25 4 4 7 19
30-50 years 45 18 11 7 48 19 18 16 11 10 10 14
>50 years 5 2 0 1 8 8 1 1 1 5 1 1
Number of Resignation : 120 Number of Resignation : 183 Number of Resignation : 87
Note: JKT = Jakarta, SBY = Surabaya
Involuntary Resignation
2023 2022 2021
Gender
79% 21% 90% 10% 81% 19%
Age Group JKT SBY JKT SBY JKT SBY JKT SBY JKT SBY JKT SBY
<30 years 0 0 0 0 0 0 0 0 0 0 0 0
30-50 years 1 1 0 1 5 0 1 0 3 3 1 0
>50 years 2 11 3 0 13 0 1 0 5 2 2 0
Number of Involuntary Number of Involuntary Number of Involuntary
Resignation : 19 Resignation : 20 Resignation : 16
Note: Jkt = Jakarta, Sby = Surabaya
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In 2023, the Company did not implement a reorganization program, which led to a decrease in job
opportunities. Procedures for terminating or resigning from employment required employees to give at least
one month’s notice before resignation.
New Employees
2023 2022 2021
Gender
49% 51% 46% 54% 46% 54%
Age Group JKT SBY JKT SBY JKT SBY JKT SBY JKT SBY JKT SBY
<30 years 16 6 17 10 16 10 17 15 4 3 7 16
30-50 years 15 4 11 4 30 5 7 5 10 9 2 5
>50 years 0 0 0 0 1 0 0 0 0 0 0 0
Number of New Employees Number of New Employees Number of New Employees
: 83 : 106 : 56
Note: JKT = Jakarta, SBY = Surabaya
In 2023, Intiland recruited 83 personnel. The number of new employees were smaller than in 2022, but
remained reasonably proportionate given the changes in employee composition over the past three years. The
recruitment process prioritized key positions to uphold operational quality in alignment with the Company’s
economic and business expansion.
Local Employment
In 2023, Intiland implemented its local employment policy to uphold the use of local workers. Through
this policy, the Company was able to hire local workers residing in the area of the project based on their
availability and suitability for various required positions. This approach helped the Company in enhancing the
project’s integration and contribution to local communities, while also serving as an initiative to elevate the
community’s living standards. Additionally, the Company conducted training programs for local employees to
enhance their skills, enabling them to meet the Company’s standards and criteria.
Equal Opportunity
Intiland remains steadfast in its commitment to upholding fair labor practices, as clearly outlined within
the Company’s policies. Our approach to employee recruitment and career development ensures non-
discrimination and fair treatment for all individuals, regardless of factors such as ethnicity, religion, race,
socioeconomic status, gender, age, marital status, and others.
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Anti-bullying and Anti-harassment
Intiland’s corporate regulations unequivocally stipulate that every employee is entitled to respectful
treatment without exception. Any form of harassment, whether physical, psychological, verbal, or sexual,
is strictly prohibited. The Company uphold the values of cultural tolerance and mutual respect among
employees by embracing cultural diversity. In 2023, There were no incidents of discrimination, bullying, or
harassment reported.
Remuneration Policy
The Company has a remuneration policy that is prepared and evaluated in accordance with the Company’s
Articles of Association and applicable regulations, including Law no. 13/2003 on Employment and regional
regulations regarding minimum wages in operational areas. The remuneration policy has been implemented
by the Board of Directors by proposing a general remuneration policy to the Board of Commissioners based
on recommendations from the Remuneration Committee, which takes into account industry and market
standards, as well as the Company’s financial performance.
Employee remuneration policies are established according to performance, as evaluated using Key
Performance Indicators (KPIs). Utilizing KPIs ensures that the employee performance evaluation process is
conducted objectively and quantifiably. The outcomes of the KPI assessment form the basis for the Company’s
decisions regarding rewards or penalties for employees.
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Minimum Wage
2023 2022 2021
Provincial JKT : Rp 4,905,000 JKT : Rp 4,460,000 JKT : Rp4,267,349
Minimum
Wage SBY : Rp 4,525,500 SBY : Rp 4,375,500 SBY : Rp 4,200,479
Gender
JKT SBY JKT SBY JKT SBY JKT SBY JKT SBY JKT SBY
Above
Minimum 244 465 152 159 327 435 151 144 239 44 146 0
Wage
Equivalent
to Minimum 119 120 27 2 67 178 12 22 165 237 18 23
Wage
Below
Minimum 0 0 0 0 0 0 0 0 0 0 0 0
Wage
Note: JKT = Jakarta, SBY = Surabaya
The Company has guaranteed adherence to government-mandated minimum wage regulations as well as
regional regulations. Furthermore, the Company consistently uphold non-discriminatory practices in salary
determination, ensuring parity between male and female employees.
Employee Training Hours
2023 2022 2021
6.116 7.219 2.927
Number of
Training
Hours
62% 38% 65% 35% 52% 48%
3,802.5 2,313.5 4,671 2,548 1,522.5 1,404.5
Average
Training Hours 4.75 4.75 5.40 5.40 1.32 1.32
/ Employee
The number of training hours only included training sessions attended by employees at the head office
and excluded training attended by the Board of Commissioners, Board of Directors, Committees, Corporate
Secretary, Internal Audit, or personnel at the project sites. Further details can be found in our Annual Report.
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In 2023, a total of 6,116 hours of employee training were recorded, attended by both male and female
employees. Based on this figure, the average training hours attended by employees amounted to 4.75 hours. In
addition to training, several programs related to company culture were implemented to internalize company
values. These programs aimed to enhance work effectiveness and foster a positive work environment within
the Company. One such program was the engagement day program, which was conducted for a total of 3,888
hours and attended by all employees.
Maternity Leave
In 2023, nine female employees took maternity leave and subsequently returned to work after its conclusion.
All nine employees continued working for a period of 12 months following the end of their maternity leave.
Additionally, 13 male employees took paternity leave and resumed work upon its completion. All male
employees continued working for 12 months after the conclusion of their leave period.
Internship
As property developers, our focus extends beyond constructing properties; we also strive to cultivate a
promising future for the younger generation. Fulfilling this commitment involves providing tangible support
to university students through an internship program integrated with the Merdeka Belajar Kampus Merdeka
initiative, as implemented by the Government. Through this initiative, the Company identify top talents and
proactively contribute to nurturing a highly skilled younger generation, poised to compete on a global scale.
In 2023, the Company accepted 54 interns from diverse universities and educational backgrounds in
Indonesia. This marked a 15% increase in the number of interns compared to 2022. These interns came from
various educational disciplines and were assigned to different divisions and projects in Jakarta and Surabaya,
including Corporate Secretary, Corporate Communications, Corporate Legal, Finance, Accounting, Tax, and
Planning and Supervision. Their internships lasted between 3 to 6 months.
The following figure illustrates the number of interns in 2023 and in the preceding years.
.
2023 2022 2021
Gender
Location JKT SBY JKT SBY JKT SBY JKT SBY JKT SBY JKT SBY
Number of
Internship 11 12 21 10 7 15 18 7 4 2 18 4
Participants
Total
Participants
54 47 28
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Over the past three years, there was a notable rise in the acceptance rates for internships. The number of
interns in 2023 increased by 15% compared to 2022. This uptick correlates with the expansion of admissions
across various divisions and underscores the Company’s steadfast dedication to supporting the Kampus
Merdeka program through partnerships with several universities in Indonesia. This strategic collaboration
yields tangible benefits for university students while concurrently bolstering Intiland’s position as a company
devoted to human resources development and the future of the property industry in Indonesia.
INTILAND YOUNG LEADERS (IYL)
The Intiland Young Leaders (IYL) program is an hailed from various regions in Indonesia, including
initiative under the Intiland Youth Panel (IYP). It Jakarta, Bandung, Central Java, Surabaya, Lampung,
aims to offer hands-on leadership experience to the and Jambi. Throughout the activity, participants
younger generation while emphasizing cooperation, were actively involved in preserving culture and the
community engagement, humility, cultural values environment. They engaged in community service
and local wisdom inherent in our society. In 2023, initiatives, learned about local culture and wisdom,
the Company organized the second IYL from took practical steps to clean up the village, and
30 August to 02 September 2023, in the Baduy provided warning boards for tourist or visitors and
community area, specifically in Marengo Hamlet, environmentally friendly waste bins.
Kanekes Village, Lebak, Banten. This event was
attended by 15 participants aged 20-25 years who
Labor Union
The Company upholds and acknowledges the entitlement of each employee to join a labor union. Guided
by the Company’s core values, which consistently prioritize fostering familial bonds and satisfying employee
requirements in order to effectively address all employee concerns.
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THE WORKPLACE
Occupational Health and Safety
Across all facets of its operations, Intiland maintains Personnel at project sites have the opportunity to
rigorous standards in implementing Occupational join the Health & Safety Committee (HSC) alongside
Safety and Health (OHS) measures. We hold a contractors, systematically documenting safety and
profound dedication to the collective well-being health statistics together.
of our employees, customers, and society at large,
ensuring that every project and business endeavor In 2023, the Company conducted 69 training
adheres to stringent OHS protocols. workshops, seminars, and webinars related to
occupational health and safety, totaling 1,909 hours
At every step, our actions are guided by meticulous of training. The training program primarily focused on
security principles, spanning from the initial managing the buildings where we operate, including
stages of building design and construction to Greenship Associate, Greenship Professional,
property management. The Company prioritizes Hazardous Waste Management Operator (OPLB3),
ongoing OHS training for both employees and work Security Insights and Supervision Standards (Gada
partners, ensuring widespread internalization of Madya and Gada Pratama), Overall Thermal Transfer
the importance of occupational health and safety (OTTV) Workshop, Fire & Evacuation Drill, Enhancing
throughout the Company. Our transparent accident the Competence of K3 Experts, Establishing an OHS
and health incident reporting system enables swift Culture in the Workplace, and Emergency Team
and efficient identification and management of Dissemination. The following is a table outlining the
potential risks. occupational health and safety training:
In the event of an accident, the Company conducts
thorough investigations, identifies root causes, and
enhances mitigation strategies and procedures.
Number of
Total Training Duration
Project Training
(hours)
Programs
South Quarter 7 288
Fifty Seven Promenade 43 1.681,5
Praxis 2 93,5
Intiland Tower Jakarta 5 990
Intiland Tower Surabaya 1 19
The Rosebay 11 612
Jumlah 69 1.909
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Working Hours and Work Accidents in 2023
In 2023, the Company recorded three work accidents at the South Quarter and The Rosebay. These work
accidents did not stem from employee negligence in adhering to Occupational Health and Safety (OHS)
protocols. The effective implementation of the OHS system, which has been in place, enabled us to mitigate
more significant risks.
Total Total Total Lost Accident Accident
Project Working Accidents / Time Injury Frequency Severity
Hours Injuries (LTI)* Rates (AFR) Rates (ASR)
South Quarter 883.456 2 15 2.26 16.98
Fifty Seven
425.436 0 0 0 0
Promenade
Graha Famili 524.768 0 0 0 0
Praxis 228.975 0 0 0 0
Intiland Tower
149.717 0 0 0 0
Jakarta
Intiland Tower
161.424 0 0 0 0
Surabaya
Aeropolis 869.372 0 0 0 0
The Rosebay 3.332.708 1 14 0.30 4.20
Talaga Bestari 1.062.656 0 0 0 0
Notes:
* Total lost time injury in daily scale
- LTI: Accident cases that result in lost work days.
- AFR: rThe ratio of Accident Frequency Rates within a certain period of time.
(total accidents/total working hours) X 1,000,000
- ASR: The ratio of Accident Severity Rates within a certain period of time.
(total lost work days/total working hours) X 1,000,000.
Despite encountering work accidents cases in 2023, overall, the Accident Frequency Rates (AFR) and Accident
Severity Rates (ASR) at the buildings under the Company’s management exhibited satisfactory values. This
accomplishment underscores the effectiveness of our risk mitigation measures for OHS, and underscores
our unwavering commitment to prioritize the safety of all workers across all project sites. To enhance OHS
quality standards, the Company consistently evaluates and enhances the OHS protocols within the Company’s
operations. We remain dedicated to fostering safety awareness among all employees and contractors engaged
in our project development.
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Service Quality Enhancement Initiative
Ensuring product and service excellence amid system. This system is developed not only to
challenging times is our foremost objective to efficiently address public and consumer grievances
sustain competitiveness in an ever-evolving but also to enhance coordination among the
market landscape. We recognize that consumer Company’s internal teams, including project teams
satisfaction stands as a key determinant of success
in the property Through this integrated grievance handling system,
sector. Hence, the Company is able to offer higher quality and
it is imperative responsive services. This enhancement in service
to promptly and quality is a demonstration of our commitment to
effectively address continually evolve in response to market demands
every consumer and to emerge as a prominent player in the
concern by property industry that is oriented towards customer
actively listening, satisfaction and service excellence. By utilizing
responding, and this system, the Company has established new
understanding standards in managing grievances and enhancing
their feedback. In September 2023, the Company service quality.
introduced an integrated grievance handling
Aeropolis 1Park Avenue Talaga Bestari
Number of Grievances* 2 Number of Grievances* 1 Number of Grievances* 3
Average handling Average handling Average handling 2,6
36,8 50,5
time (hours) time (hours) time (hours)
*The number of grievances received were calculated since its launch in September 2023
The Aeropolis and 1Park Avenue projects required a longer average complaint resolution time of 36.8 hours
and 50.5 hours, respectively, because the complaints were received during holidays and outside of operational
hours. However, the grievances were immediately responded to and followed up on the next working day.
We strive to ensure that every complaint received is handled quickly, efficiently and solutively through clear
procedures and systems.
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5S System
The implementation of the 5S system (Sort, Set in Order, Shine, Standardize, and Sustain) has proven to
be a successful framework for upholding an orderly, systematic, and efficient work environment. With
a decade of utilization, the 5S system has evolved into a cornerstone for the Company, enhancing the
quality, comfort, and productivity of the work environment. At Intiland, the 5S system serves as a model
approach, demonstrating its effectiveness in enhancing efficiency and sustainability in managing work
environment and resources.
The following are the 5S system steps implemented by the Company:
1 Sort
Eliminate unnecessary items or objects from the work environment to declutter,
maximize space, and optimize resource utilization.
Set In
2 Order
Arrange the remaining items in a logical and orderly manner, ensuring they are
placed in the correct location for easy access and retrieval.
Regularly clean surfaces, remove dust, and maintain equipment to ensure
3 Shine proper functionality.
Implement procedures and standards to ensure a consistently
4 Standardize organized and clean working environment.
Implement sustainable efforts to preserve an organized, clean, and
5 Sustain efficient work environment over time.
To maintain consistency in the implementation of the 5S system, the Company, via the Internal Services and
Audit Division, conducts regular audits of the system across projects. Presented below are the assessment
findings from the audits conducted over the past three years:
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64% 48%
82% 75%
1Park Avenue – Serenia
Building Management 81% Mansion 47%
16% 53%
44% 57,5%
Aeropolis South Quarter
Building Management 37% Building Management 76%
38% 86%
56% 76%
Aeropolis South Quarter
Sports Club 52% Retail & Function Halls 38%
64% -
78% 33%
Intiland Hospitality &
Property Management 74% Talaga Bestari 24%
29% -
- -
Pantai Mutiara* - Splash** 42%
47% -
52% -
Serenia Hills – Building Fifty Seven
Management 51% Promenade*** 73%
2021 2022 2023
* Since 2022, Mutiara Beach is no longer be included due to the closing of its sports club.
** In 2023, Splash underwent its inaugural 5S implementation audit.
*** Fifty Seven Promenade commenced its inaugural operations in 2023.
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Based on the table above, the Company observed for greater focus on improving aspects of care and
that there was a decrease in the results from maintaining sustainability of the work environment
implementing the 5S system compared to the and resources. It is imperative to intensify regular
previous year. However, this decrease in value improvements and evaluations to ensure that
was attributed to the adoption of new, more sustainability and conservation principles are
comprehensive standards in 2023. Consequently, it effectively integrated throughout the process.
will take time for projects to implement and adapt Additionally, efforts are ongoing to enhance
to these changes. One crucial aspect of this new awareness and organize training programs for all
standardization is the emphasis on a more thorough relevant personnel, improve infrastructure and
measurement and assessment of each 5S value. management systems, and review existing policies
This has led to stricter and more detailed criteria, and procedures.
necessitating greater effort for implementation.
The Company extended its appreciation to projects
As per the audit results, the Company noted that that have consistently implemented and upheld
the S1 (sort) score attained the highest ranking. high 5S scores over the years. The recipients of the
This indicates that efforts to streamline processes 5S Culture Reward 2023 includes 1Park Avenue -
and optimize resource usage are progressing well, Building Management project as the first winner,
serving as the foundation for further enhancement South Quarter - Building Management as the
of work efficiency and productivity. second winner, and Intiland Hospitality & Property
Management as the third winner.
On the contrary, there was a decline in the S4
(standardize) value, which scores were recorded as
the lowest. This assessment underscores the need
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THE COMMUNITY
The community plays an integral role in Intiland’s development journey. The Company firmly believe that the
success of our growth is intertwined with the progress of the surrounding community. Hence, the Company
conducts community development programs aimed at delivering lasting contributions and advantages to
local community, fostering stronger community bonds, and collectively shaping a brighter future.
Throughout the project development process, the Company recognized the significance of addressing social
issues that often emerge. Thus, the Company have adopted a structured approach to managing the impact
of our projects right from the onset of their life cycle. In addition to social risk management, the Company
acknowledges the importance of stakeholder engagement and grievances resolution. As a result, the
Company consistently aligns our collaborations with related stakeholders, including contractors, suppliers,
and local community leaders.
Furthermore, the Company extends support to the community through a series of social responsibility
initiatives that are deeply ingrained in the Company’s identity and values. By focusing on education, health,
and other vital areas, the Company aims to generate tangible positive outcomes for the communities
surrounding our project sites. Concurrently, the Company endeavors to fortify harmonious and sustainable
relationships with local communities.
In 2023, there were no major grievances formally lodged by the community regarding the progress of our
projects.
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COMMUNITY OUTREACH
Health Care
• Aeropolis promoted the Your Way to Wellness program by organizing free
2 ZERO
HUNGER
pound fit classes for Aeropolis tenants and residents. The program was
conducted twice with 50 participants.
• Intiland Tower Surabaya, through the Journey to Health program,
3 GOOD HEALTH
AND WELL-BEING
organized free yoga classes as a facility for exercising and maintaining
health for tenants. The provision of this facility was a form of action and
health support for employees at the Intiland Tower Surabaya building.
This program was implemented for 9 months after working hours and
17 PARTNERSHIP
FOR THE GOALS was attended by 510 participants.
• 1Park Avenue, through the Nourish at Work program, provided nutritious
food for 57 building management employees. Held every Friday, this
program was not just a health improvement initiative but had become
part of the Company culture that paid attention to employee welfare.
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Blood Donor
• Blood donor events are routinely
3 GOOD HEALTH
AND WELL-BEING
organized across several of the
Company’s projects, including
Aeropolis, Serenia Hills, Spazio,
and Intiland Tower Jakarta. In
17 PARTNERSHIP
FOR THE GOALS
2023, each of these projects saw
participation from 537 donors,
with 59 donors at Aeropolis, 98 at
Serenia Hills, 140 at Spazio, and
240 at Intiland Tower Jakarta.
Zero Stunting
• Zero Stunting is a government program to overcome the problem of
2 ZERO
HUNGER
malnutrition among children. As a form of support for this program,
Graha Famili Surabaya, in collaboration with the Surabaya City
Government, provided aid to enhance nutrition for 2 toddlers residing
in the vicinity during the lunar month. Additionally, Spazio and Spazio
3 GOOD HEALTH
AND WELL-BEING Tower facilitated fundraising efforts for the Zero Stunting program
through a garage sale initiative involving all employees.
17 PARTNERSHIP
FOR THE GOALS
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Environmental Care
11 sustainable city
and communities 15 life
on land
• Recognizing the significance of environmental sustainability,
Intiland Tower Jakarta and Graha Natura undertook
initiatives to support neighboring communities. Intiland
Tower Jakarta donated 220 flower pots for community
nursery activities in the Tanah Abang District of Central
17 PARTNERSHIP
FOR THE GOALS 13 climate
action Jakarta. Similarly, Graha Natura contributed by providing
1,000 polybags of bougainvillea flower plants to assist in
preserving the environment of Surabaya City, managed by
the Surabaya Environmental Service. Moreover, Intiland
Tower Jakarta and South Quarter collaborated with the
Nusantara Nature Conservation Foundation, a non-profit
organization specializing in environmental conservation.
They provided support by allocating a space for fundraising
activities aimed at mangrove conservation programs across
Indonesia.
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Local Recruitment
• Enhancing the quality of life for local communities is a
1 NOPOVERTY 4 QUALITY
EDUCATION
significant aspect of project development, particularly
through the provision of employment opportunities
for local residents. The Company has actively fulfilled
this commitment across various projects by recruiting
11 sustainable individuals from local communities. Examples of projects
8 DECENT WORK AND
ECONOMIC GROWTH
city
and communities
where this initiative has been implemented include Graha
Famili, Graha Natura, Talaga Bestari, Aeropolis, 1Park
Avenue, and South Quarter. Additionally, these local workers
receive essential training and guidance to enhance their skill
17 PARTNERSHIP
FOR THE GOALS sets. In 2023, a total of 94 project employees hailed from the
vicinity surrounding the project site.
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Youth Engagement
Intiland Youth Panel (IYP)
4 QUALITY
EDUCATION 8 DECENT WORK AND
ECONOMIC GROWTH 17 PARTNERSHIP
FOR THE GOALS
Since 2018, The Intiland Youth Panel is an integral part of Intiland’s Corporate Social Responsibility (CSR)
initiatives, which is designed to empower the younger generation through diverse activities and platforms.
These activities focus on fostering their development across various domains including self-improvement,
motivation, education, investment, leadership, and career advancement. Through this program, the
Company facilitates a range of activities encompassing education, training, social skills, and environmental
awareness. The program aims to equip the youth with holistic development opportunities, enabling them to
become proactive agents of positive change within society and the environment.
One of the core activities of the Intiland Youth Panel involves organizing workshops, seminars, and training
sessions addressing topics crucial to the younger generation’s growth, such as leadership, entrepreneurship,
interpersonal skills, and sustainable development. Furthermore, the IYP offers participants the chance to
join Intiland’s talent pool, providing them with priority access to internships and job opportunities.
As of December 2023, the Intiland Youth Panel has 25 thousand followers on Instagram under the handle @
intiland_iyp.
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IYP Activities in 2023
Intiland Young Leaders (IYL)
• IYL is an initiative aimed at nurturing and empowering youth in leadership, problem-
solving, analytical thinking, and public speaking abilities. In 2023, the second edition of
Intiland Young Leaders was held with the participation of 15 individuals from various parts
of Indonesia, IYL activities were conducted from 30 August to 2 September 2023, in the
Baduy community area, Lebak, Banten. This program integrated direct learning methods
with principles of leadership and social consciousness, serving as a valuable platform for
participants to enhance their social aptitude, awareness, and leadership skills.
Study Visit to Project Sites
• The Company extends its support to
the education sector by organizing
study visit programs to project sites
to students from various universities
across Indonesia. These visits cover
projects such as Spazio, South Quarter,
Regatta, and Fifty Seven Promenade.
In 2023, Intiland conducted seven
project site visits, which were attended
by 279 students representing diverse
departments and universities in
Indonesia.
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Assistance and Donation
Intiland Care
• Through its projects,
1 NOPOVERTY
Intiland provided various
forms of assistance and
donation s to communities
surrounding the project
11 sustainable city
and communities
sites. These assistance
programs included
providing basic necessities
(sembako), cash aid,
3 GOOD HEALTH
AND WELL-BEING
building materials, and
sacrificial animals.
Par ticipating projects
encompassed 1Park
17 PARTNERSHIP
FOR THE GOALS Avenue, 1Park Homes, Fifty Seven Promenade, Aeropolis, Graha Famili, South
Quarter, Intiland Tower Jakarta, Intiland Tower Surabaya, Serenia Hills, Golf
Graha Famili, Praxis, and Talaga Bestari. The total value of these assistance and
donations amounted to approximately Rp392.9 million.
Infrastructure Support
• Improving infrastructure
8 DECENT WORK AND
ECONOMIC GROWTH
and public amenities
represented one aspect
of support provided by
the Company to the local
11 sustainable city
and communities
communities. Various forms
of assistance were rendered,
including the construction
of multipurpose buildings,
17 PARTNERSHIP
FOR THE GOALS
renovation of office spaces,
establishment of mosques
and prayer rooms, bridge repairs, and installation of institutional boards. Projects
participating in this initiative comprised Talaga Bestari, Serenia Hills, 1Park
Homes, Aeropolis, and Graha Natura. In 2023, the total value of infrastructure
support exceeded Rp1.5 billion.
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Support for Social Activities
• Intiland actively engaged in a range of events orchestrated by both the community
3 GOOD HEALTH
AND WELL-BEING
and governmental bodies. Such engagements encompassed the celebration of
religious holidays, the commemoration of Independence Day on 17 August, and
the maintenance of places of worship. Furthermore, the Company extended
opportunities for individuals with disabilities to acquaint themselves with our
11 sustainable city
and communities
projects. At the Serenia Hills residential development, the Company organized a
Cane Rally for the Blind, aiming to advocate for enhanced accessibility and the
advancement of adaptive
tools fitted with sensors
17 PARTNERSHIP
FOR THE GOALS to detect obstacles and
hazards for visually
impaired individuals.
The total allocation for
supporting participation
in these events amounted
to Rp42 million.
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CSR Activities in 2023
10
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Donation Community Product Environment Employment
Development Responsibility
In 2023, there were 46 CSR activities conducted by our development projects. The most frequently conducted
activities were in the fields of community development and assistance & donation.
CSR Funding Allocation*
2023 2022 2021**
Total Cost 630,000,000 996,000,000 411,480,758
*Allocation of funds for the CSR initiatives carried out by the Company and projects, excluding funds allocated for the construction of
public and social facilities mandated by permits.
**Only CSR activities carried out by the Company
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Measuring Impact
Intiland has employed the Social Return on Investment (SROI) framework to evaluate the effectiveness of its
CSR programs. Through careful measurements and in-depth analysis, we obtained an average Social Return
on Investment (SROI) score across our CSR programs, i.e., >1.1. This score reflects that social investments
carried out through CSR activities provide a new optimal level of return for the Company. This achievement
confirms our commitment to ensuring that every CSR program implemented is able to provide positive
benefits for the surrounding community and provide a real impact for the Company.
The following are the results of the SROI assessment of CSR activities by development segment:
SROI SROI SROI SROI
Residential Area Industrial area Mixed-use and High Investment Property
Rise
14 CSR Programs 0 CSR Programs 19 CSR Programs 13 CSR Programs
SROI < 1 SROI < 1 SROI > 1 SROI > 1
Annually, the Company determines crucial
programs and agendas to advance social,
economic, and environmental sustainability
within the Company’s internal environment.
One such activity involves conducting training,
refreshment, and outreach programs on Social
Return on Investment (SROI) for project teams.
In 2023, representatives from 22 projects
located in Jakarta and Surabaya took part in
these initiatives.
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Hadapi Tantangan, Ciptakan Pertumbuhan
Intiland Tower Lantai PH
Jl. Jend Sudirman 32 Jakarta
10220 Indonesia
T : 6221 5701912
E : info@intiland.com
www.intiland.com
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