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PT MITRABAHTERA SEGARA SEJATI Tbk
Autograph Tower
Thamrin Nine Complex
Navigating Future
Jl, MH. Thamrin No. 10 Tanah Abang, Jakarta 10230
Phone : (62 21) 57944755, 57944766
Fax : (62 21) 57944767, 57944768
for Sustainable Shipping
coorporate.secretary@mbss.co.id
investor.relation@mbss.co.id
www.mbss.co.id
2025
S u s t a in a bilit y
Rep o r t
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Statement and Disclaimer This 2025 Sustainability Report of PT Mitrabahtera Segara Sejati Tbk (MBSS) has been prepared to present the Company’s economic, environmental, and social performance throughout the reporting period, in accordance with applicable standards and regulations. The information presented is derived from internal data and official reports; however, certain sections may include estimates or projections that are subject to change due to operational dynamics, economic conditions, or regulatory developments. Therefore, this report is not intended to serve as a guarantee or an investment recommendation, and the Company shall not be held responsible for any decisions made by third parties based on the information contained herein. All content in this report has been internally verified, and feedback from stakeholders is highly appreciated as part of our efforts to improve the quality of reporting in the years ahead.
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Cover Story
Navigating
the Future
for Sustainable
Shipping
“Navigating the Future for Sustainable Shipping” is the theme of the 2025 Sustainability Report of
PT Mitrabahtera Segara Sejati Tbk. The visual representation of this theme features a footprint as
its central element. However, this footprint is more than just a symbol of a journey. Within it, there
are illustrations of lush trees, a ship sailing forward, and the richness of marine ecosystems. Each of
these elements reflects the close relationship between people, the environment, and the shipping
industry. The footprint symbolizes the path taken by MBSS in running its business, while the natural
and marine imagery within it highlights that every step carries a significant responsibility to maintain
balance and preserve the planet. Through this design, MBSS aims to emphasize that the journey
Synergy for
toward a sustainable future is not only about technology or operational efficiency, but also about the
awareness of leaving a “positive footprint” for future generations.
Sustainability
This theme also reflects Company’s belief that the future direction of shipping must align with
sustainability values. The ship moving forward within the footprint illustrates how the Company
continues to grow without losing sight of the environment as our shared home. The integration of
trees and marine life within the design reinforces that the shipping industry can progress hand in
hand with environmental preservation. Altogether, this cover encapsulates MBSS’s vision to keep
navigating the future with steps that are greener, wiser, and more responsible. At its core, it also
conveys that every journey is not only about moving the Company forward, but also about sustaining
the life that surrounds us.
2 2025 Sustainability Report
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Sustainability Highlights
2025 2024 2023
Operating revenues 841,736,847,393 830,544,188,125 964,020,091,013
Net profit 370,882,285,560 295,644,140,189 375,906,314,944
*in Rupiah
Number of Employee Status 2025
Year
employees Category Male Female Total
2025 162 Permanent employee 86 58 144
2024 144 Temporary employee 17 1 18
2023 184
2025 2024 2023
Lost Time Injury Frequency Rate (LTIFR) 0 0 0
Total Recordable Injury Rate (TRIR) 0.29 0.19 2.04
Free Man Hours 6,852,515 5,364,307 3,551,946
Fatality Rate 0 0 0
Year Local Supplier Total Supplier Percentage
2025 104 240 43.33%
2024 115 215 53.48%
2023 58 201 28.85%
Types of Waste Emissions 2025 2024 2023
B3 Waste 43.4 Ton All Scope 28.591,28 ton CO₂eq 30.116,40 ton CO₂eq 37.350,3 ton CO₂eq
Emission Intensity/
Non B3 Waste 0.7 Ton 0,00056 kg CO₂eq/USD 0,00057 kg CO₂eq/USD 0,00059 kg CO₂eq/USD
Revenue
Environmentally Friendly Products
The Company consistently applies sustainability principles in its operations, which by the end of 2025 is
reflected through the achievement of ISO 14001:2015, ISO 9001:2015, and ISO 45001:2018 certifications,
as international standards in environmental management, quality, and occupational health and safety.
Rehabilitation of
2.000
Mangrove
Transplantation
of
1.200
Coral Reefs
2025 Sustainability Report 3
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Table of Contents
Statement and Disclaimer 1
Cover Story 2
Sustainability Highlight 3
Table of Contents 4
A. MAIN REPORT
Board of Commissioners’ Message 5
Board of Directors’ Report 6
Company Profile
• History and Development 7
• Vision, Mission, and Values 8
• Business Overview 9
• Shareholding Structure 10
• Subsidiaries 10
• Association Memberships 10
Material Topics 11
Macroeconomic and Industry Overview 12
Operational and Financial Performance Analysis 15
Business Outlook 2026 16
B. CORPORATE GOVERNANCE REPORT
Governance Structure 18
GCG Implementation and Compliance Commitment 18
Internal and External Audit Functions 19
Whistleblowing System 20
Anti-Fraud Policy and Business Ethics 20
Stakeholder Engagement 22
C. SUSTAINABILITY REPORT
Sustainability Report Profile 23
About the Sustainability Repor
• Responsibility for Sustainability Governance Implementation 23
• Sustainability Strategy 24
• Stakeholder Engagement 24
Sustainability Performance 27
• Economic Performance 27
• Environmental Performance 28
• Social Performance 32
• Governance Performance 33
• Occupational Safety and Health (OSH) Performance 36
• Sustainable Development Goals Mapping 38
D. SUSTAINABILITY DATA AND INDICATORS
Performance Indicator Table 39
Certifications and Awards 41
E. ADDITIONAL INFORMATION / APPENDICES
Investor Information & Sustainability Contact 42
Statement of Compliance with GRI and POJK 51/2017 42
4 2025 Sustainability Report
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Board of Commissioners Message
With great gratitude, I present the 2025 Sustainability Report of PT Mitrabahtera Segara Sejati Tbk.
This report reflects our journey in navigating the challenges of the shipping and energy logistics
industry, as well as our commitment to running a business that is not only operationally strong, but
also responsible toward the environment and society. Amid global economic dynamics, shifting
market demands, and increasing sustainability expectations, MBSS continues to ensure that every
step we take is aligned with good governance principles and long-term sustainability values.
Throughout 2025, MBSS focused on strengthening
the foundation of sustainability through improved
fleet efficiency, emission reduction, and the Sustainability for MBSS
optimization of technology-based operational
processes.Our efforts are not only aimed at
is not just a goal, but a
increasing productivity, but also at ensuring that strategic journey carried
our operations create a positive environmental out through efficiency,
impact. On the social front, we continued to invest
in employee competency development, expanded innovation, and strong
occupational health and safety programs, and governance.
strengthened our contributions to communities
around our operational areas.
From a governance perspective, MBSS has taken strategic steps to enhance internal oversight, improve
transparency, and ensure compliance with national regulations and global standards, including GRI
standards and OJK requirements related to sustainable finance. We have also strengthened our
whistleblowing system, anti-fraud policies, and risk control mechanisms as part of the integrity
principles we uphold. By reinforcing this governance structure, we affirm that long-term success can
only be achieved when a company stands on a foundation of trust and accountability.
This year’s theme, “Navigating the Future for Sustainable Shipping,” reflects our belief that the
future of the shipping industry lies at a critical intersection between efficiency demands and the
responsibility to preserve the planet. MBSS chooses to move forward carefully yet firmly, navigating
change through innovation, collaboration, and a strong commitment to sustainability values. We
understand that sustainability is not an end goal, but an ongoing journey that requires consistency
from everyone within the organization.
In the end, I would like to express my deepest appreciation to all employees, shareholders, customers,
business partners, regulators, and communities who have been part of MBSS’s journey. Your support
and trust are the driving forces behind our continued transformation. We hope this report provides a
clear picture of MBSS’s steps, achievements, and future direction in realizing safer, greener, and more
sustainable shipping for generations to come.
Board of Commissioners
PT Mitrabahtera Segara Sejati Tbk
2025 Sustainability Report 5
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Board of Directors’ Report
The year 2025 marks an important chapter in MBSS’s journey in navigating changes within the shipping
and energy logistics industry. Amid global dynamics and increasing sustainability expectations,
we believe that business strength is not only defined by operational performance, but also by the
Company’s ability to maintain a balance between growth, environmental responsibility, and social
contribution. This sustainability report captures that commitment, how MBSS continues to move
forward responsibly.
Throughout the year, MBSS strengthened its sustainability foundation through improved fleet
efficiency, emission management, and technology-driven work process optimization. These efforts
were complemented by continuous investment in human capital, strengthening occupational health
and safety, and active engagement with communities around our operational areas. We believe that
sustainability begins with empowered people and a well-preserved environment.
We also recognize that every operational activity carries an impact. This awareness drives MBSS to
map environmental and social risks, engage in dialogue with stakeholders, and build solution-oriented
collaborations. Through environmental and social responsibility initiatives, including mangrove
rehabilitation and marine ecosystem protection in collaboration with communities and younger
generations, we strive to make sustainability a shared movement that grows from the ground up.
On the governance side, MBSS continues to strengthen transparency, compliance, and integrity
through consistent oversight, risk management, and the implementation of reporting standards
aligned with national regulations and global practices. For us, good governance is the foundation of
trust and the key to long-term business continuity.
With the theme “Navigating the Future for Sustainable Shipping,” MBSS reaffirms its commitment to
continue moving forward with prudence, innovation, and collaboration. This journey is far from over,
but we believe that with the support of all stakeholders, MBSS can continue to grow as a responsible
and sustainable shipping company.
On Behalf of the Board of Directors
Zhang Hao
President Director
6 2025 Sustainability Report
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Company Profile
History and Development
PT Mitrabahtera Segara Sejati Tbk (MBSS) is a national shipping company providing integrated marine
transportation services for the energy sector, particularly coal, nickel, and other bulk commodities.
Established on March 24, 1994, and officially listed on the Indonesia Stock Exchange on April 6, 2011,
MBSS has grown into one of Indonesia’s leading maritime logistics companies through its marine
barging and tug & barge services. With a reliable fleet, experienced professionals, and an extensive
operational network, MBSS is committed to delivering safe, efficient, and sustainable marine logistics
solutions.
MBSS is committed to continuously creating sustainable
value in every operational dynamic, with the belief that
the future of shipping is determined by the responsibilities
realized today.
As a strategic partner to various leading mining and energy companies, MBSS upholds international
safety standards, responsible environmental management, and transparent corporate governance
practices. The Company’s operations are centered on fleet reliability, route efficiency, and the
application of technology to enhance productivity while minimizing environmental impact. In carrying
out its activities, MBSS consistently ensures compliance with both national and international maritime
regulations, including shipping safety and marine ecosystem protection.
Beyond its focus on energy logistics services, MBSS places sustainability as an integral part of its
business strategy. This is reflected in initiatives such as improving fuel efficiency, reducing emissions,
enhancing waste management, and strengthening human capital capabilities. The Company also
strives to create added value for communities through social responsibility programs focused on
education, local economic empowerment, and improving the quality of life in areas surrounding its
operations.
With a vision to become a leading and sustainable shipping and energy logistics service provider,
MBSS continues to move forward through innovation and collaboration. The Company believes that
long-term success can only be achieved by maintaining a balance between operational performance,
human well-being, and environmental preservation. Through a forward-looking approach, MBSS
is committed to remaining a trusted partner in supporting Indonesia’s energy supply chain and
advancing safer, more efficient, and environmentally friendly shipping.
2025 Sustainability Report 7
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Business Activities
For MBSS, the sea is not just a space to navigate, but a lifeline that connects energy from its source to
destinations across the nation. This is where MBSS’s business journey begins. As a national shipping
company, MBSS provides integrated maritime logistics services from upstream to downstream,
particularly in supporting coal distribution as a vital component of Indonesia’s energy needs. With
a reliable fleet of tugboats and barges, the Company transports commodities from mining sites,
navigating rivers and coastal areas to offshore vessels or directly to ports across the archipelago.
Supporting services such as fleet management, vessel maintenance, and operational coordination
further strengthen the service chain offered. With over thirty years of experience and deep familiarity
with Indonesia’s maritime landscape, MBSS continues to navigate these waters with a clear purpose:
to deliver dependable, safe, and adaptive maritime logistics services that meet the evolving needs of
the energy industry.
Fleet
The Company manages its fleet in a planned and sustainable manner, consisting of tugboats, barges,
mother vessels, and other support vessels. This fleet plays a vital role in ensuring that maritime
transportation and transshipment operations run effectively and efficiently.
A large-capacity cargo vessel (geared vessel) used to transport and move coal, minerals, and other
bulk commodities on domestic inter-island and international routes. The vessel is equipped with 4
grab cranes capable of handling up to 56,000 MT (safety working load) and features 5 cargo holds.
This is one of the Company’s business strategies to expand its market share in the future.
The Company’s entire fleet meets the classification requirements of national and international
classification societies, including the Indonesian Classification Bureau (BKI), the Italian Naval Register
(RINA), Nippon Kaiji Kyokai (NK), the American Bureau of Shipping (ABS), Bureau Veritas (BV), and
the China Classification Society (CSS). The barges operated range in size from 300 to 365 feet, while
the tugboats are powered by engines ranging from 2,000 HP to 2,800 HP.
18 Tugs 33 Barges 1 Mother Vessel
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Wilayah Operasional
• Borneo: Samarinda, Balikpapan, Banjarmasin, Taboneo, Kelanis, Putting River.
• Sumatra: Belawan, Dumai, Padang, Bengkulu, Kertapati, Tarahan.
• Java: Suralaya, Cilegon, Tanjung Priok, Cilacap, Gresik, Paiton (and other major ports).
• Sulawesi: Kendari, Konawe, Morowali, Biringkasi, Luwuk.
Vision, Mission, and Values
Vision
To become a leading service provider across our diverse portfolio with a global presence and a
source of pride for Indonesia.
Mission
• Deliver energy with safety and excellence
• Develop and empower high-quality talent
• Leverage the power of digital and data
Value
Integrity
Being honest with ourselves and others, and understanding and doing what is right.
Collaboration
Actively contributing and working together based on trust and shared interests rather
than personal gain.
Agility
Having a growth mindset, continuously improving, and solving problems creatively.
Performance Excellence
Delivering outstanding achievements
Awareness
Prioritizing attention, empathy, and active listening in interactions with one another,
customers, and communities.
2025 Sustainability Report 9
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The Company’s Business Scale
Description 2025 2024 2023 Unit
Number of Employees 162 144 184 Person Stakeholder
Total Operating Profit 370.88 295.64 375.91 Billion Rupiah
trust is the main
Capitalization
foundation of
Liability 407.02 446.84 558.88 Billion Rupiah
MBSS in driving
Equity 3,922.14 3,547.21 3,249.92 Billion Rupiah
Total Assets 4,329.16 3,994.06 3,808.80 Billion Rupiah
transformation
towards a
sustainable
Shareholder Structure
business.
Share ownership as of December 31, 2025 is as follows:
PT Galley Adhika Arnawama Masyarakat
82.5% 17.5%
Ownership structure as of December 31, 2025
PT Mitra Galley PT Mitra Alam PT Mitra Hartono PT Transship Teknik
Segara Sejati* Segara Sejati Sejati Solusi
99% 99% 50% 99%
*) Perubahan nama PT Mitra Swire CTM menjadi PT Mitra Galley Segara Sejati berdasarkan perubahan akta Perseroan No. 3 tanggal 8 Agustus 2023.
Subsidiaries
The Company’s subsidiaries whose financial statements are consolidated at the end of the
reporting period are:
PT Mitra Galley Segara Sejati (MGSS) PT Mitra Alam Segara Sejati (MASS)
PT Mitra Hartono Sejati (MHS) PT Transship Teknik Solusi
Association Membership
The Company has been members in some associations as follows:
Nama Asosiasi Status Skala
INSA – Indonesian National Shipowners’ Association Member Nasional
ICSA – Indonesia Corporate Secretary Association Member Nasional
KADIN – Kamar Dagang dan Industri Indonesia Member Nasional
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Material Topics
In determining the material topics for its
Sustainability Report, the Company follows
a structured and evolving process that has
been continuously refined since it was first
introduced in 2016. The process begins with
understanding the Company’s business
context and its operational relationships,
followed by identifying various economic,
social, and environmental impacts that
may arise from its activities. Each of these
impacts is then assessed based on its level of
significance to determine the most relevant
and important issues, which are ultimately
summarized in a materiality matrix as the
primary foundation for reporting.
The determination of topics is carried out through internal cross-division discussions in Focus Group
Discussion (FGD) forums, which also reflect the aspirations of external stakeholders. In the 2025
reporting year, the Company maintained material topics that are relatively consistent with previous
years, as they are still considered relevant and allow for performance comparison across periods.
After the key topics are established, the Company analyzes their boundaries and impacts on both
internal and external stakeholders, ensuring that each disclosure reflects the real influence of the
Company’s business activities on sustainable development.
The following outlines the analysis of boundaries and stakeholder impacts, as presented in the table
below:
Internal Stakeholders External Stakeholders
Material Topics
Shareholders Customer/
Employee Government Vendor Public
and Investors Client
1 Economic Performance V V V V V V
2 Company’s local contribution V - V - - V
3 Local supplier mainstreaming - - - V - V
4 Energy V V V V V -
5 Emission V V V V V V
6 Good Employment Practices - V V - - -
7 Corruption Prevention V V V V - -
8 Education and training - V - V - -
9 Industrial Relation - V V V - -
10 Occupational Health & Safety V V V V - V
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Macroeconomic and Industry Overview
In 2025, Indonesia’s economy faced a number of external and internal pressures. According to
rating agencies, economic growth in 2025 is projected to reach approximately 4.9%, slightly below
the government’s target of around 5.2%. Key challenges include slowing global trade, weakening
domestic consumption, and geopolitical conditions affecting export flows.
At the same time, the national logistics sector shows strong growth potential. For example,
Indonesia’s freight logistics market is projected to grow at a compound annual growth rate (CAGR) of
around 8.3% between 2024 and 2029. In the maritime transport and shipping sector, the Indonesian
market is expected to grow by approximately 8.2% in 2025 and further increase to over 11% by 2029.
These macro conditions create both opportunities and challenges for MBSS: opportunities due to the
growth in logistics and maritime transportation demand, but also challenges due to a sluggish global
economy and pressures on energy commodities, which remain the backbone of its business.
MBSS believes that every business is part of a broader development ecosystem. Every decision,
activity, and relationship built by the Company carries an impact on the various stakeholders involved.
This belief drives MBSS to consistently implement fair, ethical, and sustainable business practices,
as a well-managed business not only benefits the Company but also creates positive impacts for
communities, partners, and the environment. In the long term, these responsible practices are
expected to contribute to regional growth and support national development. This principle is applied
by ensuring that all parties within the value chain both internal and external receive fair treatment and
proper recognition.
Within the Company, the benefits of sustainability are reflected in strategic decisions that are based on
financial performance and prudent measures to maintain long-term stability. MBSS also recognizes
that employees are an essential part of the Company’s journey. They are not merely a workforce, but
partners who build the operational foundation every day. Therefore, MBSS provides various forms of
benefits and recognition, aligned with their contributions and applicable regulations. This exchange
of value creates a symbiotic relationship that enables both the Company and its employees to grow
together.
MBSS’s sustainability
is built through
synergy between
business
performance and
employee welfare.
12 2025 Sustainability Report
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However, MBSS’s sustainability journey extends beyond internal stakeholders. The Company
understands that relationships with external stakeholders are equally central to its operations. Clients,
for instance, play a key role in shaping the rhythm of the business. For this reason, MBSS continuously
enhances service quality to deliver the best possible experience and maintain the trust that has been
given. Meanwhile, for communities around its operational areas, the Company strives to create
value through indirect economic contributions, including empowerment programs, employment
opportunities, and other initiatives that support local well-being.
In summary, the following are the key parties involved in the business value chain:
External Internal External
Shareholder
Client
Supplier The Company
Society
Employee
In another part of the value chain, suppliers also play a crucial role in maintaining the quality of
MBSS’s services. The Company believes that sustainable development must involve empowering
local businesses. By supporting local vendors that operate and have facilities within the Company’s
operational areas, MBSS helps strengthen regional economies while building long-term, mutually
beneficial relationships. This initiative not only supports the smooth operation of the Company but
also extends the benefits of sustainability to local entrepreneurs who grow alongside MBSS.
The following presents the number of registered suppliers based on the scope of operations:
Supplier Total Supplier
Supplier type
Origin 2025 2024 2023
Local 104 115 58
Procurement of goods National 55 87 63
International 6 1 1
Local 59 109 51
Procurement of Service National 14 84 28
International 2 0 0
Meanwhile, the amount of budget realization from registered suppliers is as follows:
Description 2025 2024 2023
Total Realization of Overall Supplier Funds Rp 68,343.253 Rp 459.201 Rp 318.881
Percentage of Local Suppliers 43% 57% 51%
In Million
2025 Sustainability Report 13
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Suppliers particularly local vendors play an important role in how MBSS creates, distributes, and
sustains economic value throughout 2023–2025. By empowering local suppliers in its operational
areas, the Company not only ensures the smooth flow of its supply chain, but also supports regional
economic circulation through the continuous procurement of goods and services. This economic
contribution is directly linked to the value generated by MBSS’s operational activities, which is then
redistributed to stakeholders in the form
of payments to suppliers, employee
compensation, and contributions to the
community. At the same time, a portion
of this economic value is retained to
support long-term investments, fleet
maintenance, and operational efficiency
improvements, enabling MBSS to
continue transforming and sustaining
its business. MBSS therefore views its
relationship with suppliers not merely
as a procurement function, but as an
integral part of an economic ecosystem
that supports the Company’s overall
sustainability value.
The following presents the direct
economic value generated, distributed,
and retained by the Company during the
2023–2025 period:
Description 2025 2024 2023
Economic Value Generated (In Million Rupiah)
Income 841,736.85 830,544.18 964,020.09
Total Economic Value Generated 841,736.85 830,544.18 964,020.09
Economic Value Distributed
Direct expenses 572,678.08 556,028.85 670,385.78
Employee Expenses (Salary and Allowances) 53,378.52 47,521.39 53,509.59
Government tax 42,929.69 14,382.5 11,853.1
Expenditures for Social and Community
367.21 407.0 294.7
Activities
Total Economic Value Distributed 669,036.29 618,339.8 736,043.2
Retained Direct Economic Value
Total Economic Value Retained 2,001,883.12 1,634,354.0 1,338,931.3
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Operational and Financial Performance Analysis
In 2025, MBSS demonstrated relatively stable performance amid pressures in the energy logistics
industry. The company was able to maintain its revenue, improve profitability, and sustain operational
efficiency despite facing uncertainty in the commodities market and global dynamics.
Operational Performance Analysis
Fleet Productivity & Logistics Activities
MBSS operates 33 barges and 18 tugboats. This stable fleet capacity enables the Company to
maintain reliable logistics services. Operational activities are primarily focused on the distribution
of energy commodities, particularly coal and nickel. To maintain margins, route efficiency and fleet
management remain key priorities.
Safety & Operational Performance
In 2025, there were no fatalities or accidents resulting in lost work
time. The Company achieved a zero-incident record, with 6.85 million
accident-free working hours.
This is evident, in part, from the decline in the TRIR, which reflects
continuous improvements in operational risk management, and the
increase in safe working hours, indicating a high and controlled level
of operational activity.
Environmental Performance
Total emissions in 2025 amounted to 28,591.28 tons of CO₂eq, representing a significant reduction
from 30,116.40 tons of CO₂eq in 2024. This achievement reinforces the Company’s commitment to
continuously improving fuel efficiency and optimizing operations, contributing not only to emission
reductions but also to lower operational costs and improved profitability.
Human Capital Performance
The total number of employees in 2025 reached 162, an increase from 144 in the previous year.
This workforce growth reflects increased operational activity, while the composition of permanent
and non-permanent employees supports operational flexibility. The Company also continues to
enhance the quality of its human resources, recognizing them as a key pillar for long-term operational
sustainability.
Supply Chain and Vendor Analysis
In 2025, local suppliers accounted for 104 out of a total of 246 suppliers, with a local contribution of
43%. The decline in the proportion of local suppliers was driven by specific technical requirements
and the Company’s expansion to national and international vendors.
External Factors Affecting Performance
The following factors influenced MBSS performance in 2025:
1. Fluctuations in coal prices and demand
2. Annual RKAB policy limiting production
3. Shifts in global demand (China vs. India)
4. Global energy transition
5. Growth of the national maritime logistics sector
2025 Sustainability Report 15
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Financial Performance Analysis
Revenue
MBSS recorded operating revenue of IDR 841.7 billion in 2025, an increase from IDR 830.5 billion in
2024, although still lower than IDR 964.0 billion recorded in 2023.
The increase from 2024 to 2025 indicates a recovery in operational volume and stable demand for
logistics services. Meanwhile, the decline compared to 2023 reflects market normalization following
a commodity peak period. External factors such as coal price fluctuations and production policies
also influenced contract volumes.
Net Profit
Net profit in 2025 reached IDR 370.9 billion, showing a significant increase from IDR 295.6 billion in
2024, and approaching the 2023 figure of IDR 375.9 billion.
This improvement reflects better operational cost efficiency, with higher profit margins indicating
optimized fleet utilization and improved control over direct costs.
Financial Structure
Total Assets 2025 : IDR 4.329,16 billion
Equity 2025 : IDR 3.922,14 billion Every step of MBSS
Liabilities 2025 : IDR407,02 billion
is directed towards
The capital structure indicates a low level of leverage, ensuring efficient,
reflecting a healthy financial position. The dominant equity environmentally
ratio demonstrates the Company’s strong ability to finance
operations independently. Meanwhile, the decline in liabilities friendly operations
compared to the previous year reflects a conservative debt based on good
management approach.
governance.
Financial Contribution to the Government
Financial contributions to the government represent an important indicator of a corporation’s
role in national development. For PT Mitrabahtera Segara Sejati Tbk, this obligation goes beyond
administrative compliance; it forms part of the Company’s strategy to support fiscal stability and
sustainable economic growth in Indonesia.
Throughout 2025, MBSS maintained relatively stable financial performance amid the dynamics of
the energy logistics industry. This stability is reflected in increased tax contributions aligned with
the Company’s operational activities. Taxes paid include various components such as Article 4(2)
Income Tax, Article 21 Income Tax, Article 23 Income Tax, and other applicable taxes that contribute
to state revenue. These contributions directly support national development financing, including
infrastructure, education, and public services.
16 2025 Sustainability Report
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The relevance of MBSS’s financial contribution becomes more apparent when viewed within the
broader global and national economic context. In 2026, global economic growth is projected to slow
to around 2.9%–3.1%, influenced by trade tensions, geopolitical uncertainty, and pressures on the
global financial system. Meanwhile, Indonesia is expected to maintain stable growth of approximately
5.0%, supported by domestic consumption, investment, and economic transformation through
downstream industrialization and strengthening of the manufacturing sector.
Amidst global dynamics,
MBSS maintains performance
stability while contributing
to state revenue as part of
its commitment to national
economic sustainability.
In this context, the maritime logistics sector continues to play a strategic role, particularly in supporting
the distribution of key commodities. The tug and barge business, which forms the core of MBSS
operations, remains a primary mode of transportation for commodities such as coal and nickel. These
activities contribute to the smooth functioning of the national supply chain, ultimately supporting
increased state revenue from the energy and trade sectors.
However, industry developments also present challenges. Government policies regarding the annual
Work Plan and Budget (RKAB) aim to control production and maintain commodity price stability. In
addition, the potential decline in coal exports due to shifts in energy policy in China is a factor that
requires anticipation.
In the nickel commodity sector, the global market is expected to experience a surplus in 2026 due to
increased production. The Indonesian government plays an active role in regulating output through
RKAB policies to maintain market balance and promote domestic downstream industrialization.
Within this framework, MBSS’s financial contribution to the government cannot be separated from
the broader industrial ecosystem. Taxes paid by the Company are part of an interconnected economic
cycle, where operational activities support commodity production and distribution, ultimately
generating state revenue.
Furthermore, this contribution reflects MBSS’s commitment to sustainability principles. The
Company is not solely focused on internal economic value creation but also on distributing benefits
to stakeholders, including the government. Through this approach, MBSS acts as a strategic partner
in fostering inclusive and sustainable economic growth.
Looking ahead, MBSS will continue to optimize its financial contributions to the state through
improved operational efficiency, compliance with tax regulations, and adaptation to evolving policies
and global market dynamics. With an adaptive and sustainability-driven strategy, the Company
remains confident in its ability to maintain business performance while delivering long-term value to
the nation.
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Governance Structure
Main Organ Supporting Organ Infrastructures
GMS
General Meeting of
Company Regulations,
Code of Ethics, Work
Guideline for BOC, BOD
Committees SOP
Shareholders
Audit, Risk and
Compliance
Board of Commissoners
Nomination &
Remuneration Committe
Internal Audit
Board of Director
Corporate Secretary
The Company has identified a range of key stakeholders considered to have significant influence on
its sustainability performance, namely:
1. Customers, in this case mining companies;
2. Partners, referring to parties within the supply chain that contribute to the Company’s operations,
such as dockyards, material suppliers, consultants, auditors, and other partners;
3. Government, referring to ministries and agencies at both national and local levels affiliated with
the Government of Indonesia, including regulators;
4. Shareholders, referring to the Company’s controlling and major shareholders, as well as minority
shareholders;
5. Communities, referring to those living both near and beyond the Company’s operational areas;
6. Other parties, such as media, universities, foundations, or other stakeholders that support the
Company in realizing its vision and mission, as well as in carrying out its social responsibilities.
GCG Implementation and Commitment to Compliance
MBSS recognizes that taxation serves as a vital bridge between the business sector and national
development. As part of the country’s economic system, taxes are not merely a source of government
revenue, but also an instrument that delivers tangible benefits to society, from infrastructure
development to public services. Therefore, MBSS views its tax obligations as a direct contribution to
national progress and is committed to fulfilling them in a timely manner and in full compliance with
applicable regulations.
As a Taxable Entrepreneur (PKP), MBSS pays various types of central and regional taxes, ensuring
that all processes are conducted transparently through a tax strategy formulated in accordance with
government regulations and periodically reviewed by the Board of Directors. The Tax Division serves
as the frontline in maintaining this compliance, ensuring that any regulatory changes are promptly
implemented to minimize risk.
18 2025 Sustainability Report
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Tax projections are prepared carefully by taking into account revenue estimates, cash flow, operational
costs, and capital expenditures, and are subsequently approved by shareholders. In 2025, MBSS’s tax
contribution reached approximately IDR 10,481,712,423, consisting of various central taxes such as
Article 4(2) Income Tax, Article 21 Income Tax, Article 23 Income Tax, Article 26 Income Tax, as well as
regional taxes including land and building tax (PBB) and regional levies. This reflects the Company’s
commitment to supporting state revenue and development in MBSS’s operational areas.
No Description 2025 2024 2023
1 PPh Pasal 4 ayat 2 588.352.528 580.382.883 623.102.952
2 PPh Pasal 21 8.344.668.291 6.934.395.002 5.051.926.238
3 PPh Pasal 23 1.543.138.316 1.281.800.451 2.361.269.510
4 PPh Pasal 26 5.553.288 7.868.230 792.138
Total Taxes 10.481.712.423 8.804.448.590 8.037.092.8
* dalam Rupiah
Internal and External Audit Functions
In maintaining the trust of stakeholders, MBSS understands that sustainability is built not only through
programs and policies, but also through strong and independent oversight. This is where internal and
external audits play a critical role as foundational elements that ensure the Company’s operations
are conducted transparently, accountably, and in accordance with applicable sustainability standards.
Both serve as “guardians of integrity,” helping the Company assess whether its business processes,
sustainability strategies, and data reporting are carried out properly and responsibly.
Internal audit functions as a compass that guides the organization from within. The MBSS internal audit
team regularly reviews operational processes, control systems, and compliance with sustainability
policies to ensure that no gaps are overlooked. With its close vantage point, internal audit is able to
identify fine details that may not be visible on the surface, from the effectiveness of risk management
to adherence to environmental, social, and governance (ESG) procedures. Their findings provide
the basis for the Board of Directors to improve processes, refine strategies, and ensure that the
Company’s sustainability journey remains on the right track.
On the other hand, external audit serves as an independent set of eyes from outside the organization.
External auditors provide an objective review that enhances the credibility of MBSS’s sustainability
reporting. Guided by professional standards and applicable reporting frameworks, they assess
whether the information presented in the report is accurate, consistent, and aligned with regulatory
requirements and international practices. The presence of an external party adds an extra layer
of assurance for stakeholders, affirming that the report is not only internally assessed but also
independently verified.
The collaboration between internal and external audit creates a strong balance: internal audit
ensures accuracy from within, while external audit ensures objectivity from outside. Together, they
form an essential part of MBSS’s transparency journey toward more sustainable operations. Through
these oversight mechanisms, the Company ensures that all environmental, social, and economic
data presented in the 2025 Sustainability Report not only reflect the Company’s efforts, but also
demonstrate a level of integrity that can be trusted by all stakeholders.
2025 Sustainability Report 19
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Whistleblowing System
In maintaining trust and corporate integrity, MBSS recognizes that sustainability is not only built
through environmental or social programs, but also through a culture that upholds ethics and
transparency. For this reason, the Company has established a Whistleblowing System a channel
that enables any individual, both internal and external to the Company, to report information when
they observe actions that deviate from regulations or the Company’s values. This system serves as
a guiding light in the open sea, helping the Company stay on the right course even amid challenges.
The MBSS Whistleblowing System is designed to be easily accessible and to provide a sense of
security for anyone submitting a report. The Company understands that the courage to report a
violation often stems from a genuine concern for the Company’s future. Therefore, MBSS ensures
that the identity of the whistleblower is kept confidential, and that all reports are followed up without
intimidation or discrimination. Through this approach, the Company aims to create an open working
environment, where every voice is heard and every allegation is examined fairly.
Once a report is received, the authorized team, operating under
the principles of independence and objectivity, reviews
the submitted information, conducts verification, and
determines the necessary follow-up actions. These may
include further investigation, recommendations for
improvement, or disciplinary actions in accordance
with applicable regulations. Each process is carefully
documented, allowing the Company to learn from
every case and strengthen its internal control system
in the future.
Furthermore, the existence of this system serves
not only as a preventive tool but also as a reflection of
MBSS’s commitment to upholding clean and responsible
business practices. By opening space for transparency, the
Company hopes to foster an ethical culture across all levels
of the organization—from crew members to top management.
Ultimately, the Whistleblowing System becomes an integral part of MBSS’s sustainability governance
foundation: ensuring that the Company’s journey within the shipping industry remains firmly within
the corridor of integrity and trust.
Anti-Fraud and Business Ethics Policy
In every aspect of its business journey, MBSS believes that integrity is the compass that keeps the
Company on a straight course, just as vital as navigation systems that ensure a vessel remains on its
path. Amid the complexities of the shipping industry, the Company understands that the risks of fraud
and ethical misconduct may arise at any time. Therefore, MBSS has established an Anti-Fraud and
Business Ethics Policy as a foundation to ensure that all Company personnel consistently uphold the
values of honesty, responsibility, and professionalism.
Through this policy, MBSS firmly asserts that all forms of fraud, manipulation, data falsification, abuse
of authority, and conflicts of interest have no place within the organization. The Company strives to
build a working environment where honesty is not only required, but also valued. This policy is not
merely a set of written rules, but a moral guideline embedded within the Company’s culture. Every
employee, from crew members to top management, is encouraged to understand that even minor
unethical actions can have significant consequences for the Company’s reputation and sustainability.
20 2025 Sustainability Report
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To reinforce this commitment, MBSS provides a secure and confidential reporting mechanism,
enabling anyone to report suspected violations without fear. This mechanism functions like a
lighthouse, signalling when corrective action is needed. Every report received is handled with utmost
care by the authorized team, ensuring that the investigation process is conducted independently and
objectively. The findings are then utilized by the Company to improve internal controls, mitigate risks,
and ensure that unethical behavior can be prevented at the earliest stage.
Behind all these procedures, what MBSS ultimately seeks to safeguard is simple: trust. Trust from
stakeholders, partners, the public, and all employees. The Anti-Fraud and Business Ethics Policy serves
as a pillar ensuring that the Company’s journey toward sustainability is not only about economic or
environmental achievements, but also about the moral quality that drives every step it takes. With a
strong commitment to integrity, MBSS continues to move forward with confidence, believing that
ethical business practices are the true foundation of sustainable growth.
Policy Components Description Implementation Status
Prevent, detect and address Socialization to all
Policy objectives fraudulent activities across all employees and work Ongoing
operational lines. units
All employees, management,
Applicable at all MBSS
Scope business partners, and related Active
operational locations
parties in the value chain
Abuse of authority, manipulation of
reports, embezzlement of assets,
Prohibited Types of Fraud Zero tolerance applied No violations reported
bribery, gratuities, and conflicts of
interest
Confidential reporting channels
Disseminated through
Reporting Mechanism via the WBS, email, and internal No obstacles
internal media
oversight unit
Ensuring confidentiality and No complaints regarding
Whistleblower Protection Complied
preventing retaliation reprisals
Independent audits by the internal
Investigation Procedures In accordance with SOP Active
audit unit and authorities
Disciplinary action up to
and including termination of
No cases requiring
Sanctions and Violations employment and legal proceedings Zero case
sanctions in 2025
according to the severity of the
violation
Integrity awareness, strengthening
Dissemination provided
Fraud Prevention internal controls, and increasing On going
to each work unit
process transparency
Evaluation and Annual review of oversight policies Board of Directors and
Done
Improvement and processes Internal Audit
In 2025, there were no findings indicating disciplinary violations, fraud, or unethical conduct
throughout the year
2025 Sustainability Report 21
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Stakeholder Engagement
In navigating its business journey within the shipping industry, MBSS recognizes that it never sails
alone. There are many parties along its route, from employees working on the front lines, to customers
who entrust their logistics needs, to communities living around its operational areas. All of them
are stakeholders who form the Company’s ecosystem. Therefore, their engagement is not merely a
formality, but an essential part of the lifeblood of MBSS’s sustainability.
MBSS approaches stakeholder engagement by fostering mutually reinforcing relationships. The
Company strives to listen to their needs, expectations, and concerns through various communication
mechanisms, such as regular meetings with clients, internal discussion forums, dialogue with
government institutions, and community empowerment programs. Each interaction is viewed as a
conversation among partners on a shared journey, all aiming toward a greater goal: creating a value
chain that is safe, ethical, and sustainable.
Employees serve as a critical starting point in this engagement. Through training, two-way
communication, and various development programs, MBSS ensures that their voices are heard and
their well-being is taken into account. Meanwhile, customers are positioned as strategic partners
who shape the rhythm of the business. MBSS continuously improves service quality based on their
feedback to deliver the best possible experience in every logistics process.
On the other hand, government bodies and regulators play an important role in ensuring that
the Company remains within the framework of laws and good governance. Through regulatory
compliance, consultation, and transparent reporting, MBSS builds relationships that are both
constructive and transparent. For communities, the Company seeks to contribute through indirect
economic impact, social dialogue, and programs that support the quality of life in surrounding areas.
MBSS believes that business sustainability is inseparable from the well-being of the communities in
which it operates.
Equally important are suppliers and business partners, who serve as the driving force of the supply
chain. MBSS engages them in efforts to enhance operational quality and sustainability, including
encouraging the empowerment of local suppliers so they can
grow alongside the Company. Media, academics, and
social organizations also serve as knowledge partners, Shareholders &
helping the Company gain a broader understanding Investors
of sustainability issues.
Through all these efforts, MBSS builds an
Government Employee
interconnected ecosystem, a reinforcing circle
in which each stakeholder strengthens the
other. Stakeholder engagement not only helps
the Company understand expectations, but
also forms the foundation for sustainability
MBSS
strategies that are more relevant, responsive,
and impactful. By continuously opening space Customers/ Vendor
for dialogue, MBSS believes that trust can grow, Clients
and that the journey toward a sustainable future
can be undertaken together.
Public
22 2025 Sustainability Report
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Sustainability Report Profile
About the Sustainability Report
The Sustainability Report is prepared as an overview of the Company’s journey in managing its
economic, environmental, and social performance over a financial year. Through this report, the
Company transparently conveys its commitment to conducting a sustainable business, not only to
shareholders but also to all stakeholders involved in and affected by its activities.
The 2025 Sustainability Report marks the Company’s eleventh sustainability report, covering both
financial and non-financial performance for the period of January 1 to December 31, 2025. This
report is prepared on an annual basis and will continue to be published consistently, allowing the
Company’s performance to be monitored and compared over time. During this reporting period, the
Company confirms that there were no restatements of data.
This report has been prepared with reference to the GRI Universal Standards 2021 and aligned with
the provisions of POJK No. 51/POJK.03/2017 and SEOJK No. 16 of 2021, as part of the Company’s
support for national sustainable development. The scope of economic performance reporting is
based on the consolidated financial statements, while non-financial disclosures are adjusted to data
availability and ongoing business processes.
Responsibility for the Implementation of Sustainability Governance
In carrying out its commitment to sustainability, MBSS ensures that every key aspect, ranging from
environmental management, occupational health and safety, community empowerment, to service
quality and client relationships, is handled by the appropriate parties. Like a large vessel that relies
on a crew with distinct yet complementary roles, the implementation of sustainability governance
requires a clear structure defining responsibilities across different areas. Therefore, the Company
has developed a dedicated framework that outlines the flow of roles and responsibilities, illustrating
how various units within MBSS collaborate to ensure that the sustainability journey remains on the
right course. This framework demonstrates that every element within the organization plays a role
in ensuring that sustainability is not merely a concept, but is realized in every process and service
delivered.
.
President Director
HSE Aspects Employment Social and Aspects of
Aspects Community Responsibility for
Development Aspects Products/Services
and Clients
Ricky Kurniawan Achmad Aminulloh Tito Hari Prasetya Feby Andriansyah
2025 Sustainability Report 23
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Sustainability Strategy
The sustainability strategy serves as the starting point to ensure that all aspects of the business
economic, environmental, and social move in the same direction: responsible growth. By embedding
Environmental, Social, and Governance (ESG) principles at the core of its operations, MBSS seeks to
ensure that every business decision supports a more sustainable long-term journey. As a company
serving the energy and mining sectors, MBSS fully recognizes the scale of responsibility it carries,
both toward the environment in which it operates and the communities that live around it.
In the environmental aspect, the Company is gradually but steadily shifting its operational
practices toward a greener approach. Measures such as improving fuel efficiency, enhancing waste
management, and reducing carbon emissions from its fleet serve as tangible evidence of the
Company’s commitment to operating without leaving a harmful footprint on the planet. MBSS also
conducts environmental quality monitoring, both within its operational areas and surrounding waters,
to ensure the sustainability of ecosystems.
From a social perspective, the sustainability journey is equally important. MBSS believes that strong
relationships with surrounding communities act as an anchor that maintains the Company’s stability.
Therefore, various CSR programs are directed toward real needs, such as education, healthcare, and
community economic empowerment, as well as environmental initiatives. Internally, the Company
focuses on creating a safe, healthy, and growth-oriented work environment for employees. For MBSS,
sustainability begins with people and grows through mutually reinforcing relationships between the
Company and its communities.
Stakeholder Engagement
MBSS understands that running a business never means
moving forward alone. Throughout the Company’s
journey, numerous parties influence the direction, rhythm,
and quality of each step taken. Therefore, stakeholder
engagement is an integral and inseparable part of the Stakeholder
Company’s activities. Through this process, MBSS seeks engagement is
to understand various issues, impacts, and opportunities
from multiple perspectives, ensuring that every decision the foundation
reflects a balance between business needs and stakeholder of MBSS in
expectations.
creating mutually
MBSS defines stakeholders as individuals or groups who reinforcing
are ultimately affected by the Company’s operations, either relationships and
directly or indirectly, and who may come from both internal
and external environments. These include shareholders supporting long-
and investors, regulators and government authorities, term sustainability.
employees, surrounding communities, business partners,
customers, and the media. Each of these groups maintains
a unique relationship with the Company, some provide
input, some are impacted, and others are part of MBSS’s
journey toward sustainability.
24 2025 Sustainability Report
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To maintain these relationships in a healthy and constructive manner, MBSS adopts a two-way
dialogue approach. The Company provides space for stakeholders to express their views, while also
creating opportunities to communicate its policies, plans, and actions. This approach resembles a
conversation among partners on a shared journey: listening to one another, respecting different
perspectives, and striving to reach common understanding. Through this method, MBSS aims to
build trust while gaining support for its sustainability strategy.
The publication of the Sustainability Report itself represents a tangible form of engagement. This
report is not merely a document summarizing the Company’s achievements, but also a bridge to
strengthen relationships with stakeholders. Within it, the Company outlines various sustainability
programs intended to serve as a foundation for future collaboration. Internally, the report functions
as an evaluation tool, helping the Company assess how far its sustainability strategy has progressed
and identify areas for improvement in the coming year.
As part of its commitment to transparency, MBSS includes a Feedback Form at the end of the
report. Through this form, the Company invites stakeholders to provide assessments and input,
allowing the sustainability journey to be continuously improved year by year. The Company has also
categorized its stakeholders into internal and external groups and maintains regular communication
with them through various methods. Detailed information on these stakeholders, as well as how
MBSS communicates and coordinates with them, is presented in the following table as part of the
Company’s transparency efforts.
Stakeholders and Engagement Approaches
Basis for
Method of
Stakeholders Determination Frequency of Engagement
Engagement
and Selection
1a. The Annual General Meeting of
Shareholders (GMS) is held once a
1. General Meeting
year.
of Shareholders
1b. The Extraordinary General
(GMS).
Meeting of Shareholders (EGMS) is
2. Submission
Responsibility held as needed.
Shareholders and of financial
2a. Quarterly Report on Annual
Investor information and
Influence Performance Information.
reports.
2b. Consolidated Financial
3. Annual
Statements along with the
Performance
independent auditor’s report.
Information.
Issued once per fiscal year.
3. Once a year.
1. Implementation
of Good Corporate
Governance (GCG).
Influence 1. Conducted periodically as needed.
Regulators and 2. Fulfillment
2. Conducted periodically as needed.
Government of Social and
Responsibility
Environmental
Responsibility
(CSR).
2025 Sustainability Report 25
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Basis for
Method of
Stakeholders Determination Frequency of Engagement
Engagement
and Selection
1. Preparation of 1. Conducted periodically as needed.
Employee Responsibility Company Regulations. 2. 1-2 times every year
2. Town Hall Meeting
Fulfillment of
CSR, social and
Community Influence Conducted as needed.
environmental
responsibilities
1a. Work Contracts are executed as
Employment
needed.
Partners Dependence Contracts and
1b. Performance Reports are
Performance Reports.
submitted once a year.
During the periodic reporting period,
Influence
Customer/ Influence the Company has submitted a report
Client Dependence on the progress of its work and
Dependence
activity targets.
Media Influence Public Expose At least once a year.
26 2025 Sustainability Report
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Sustainability Performance
Economic Performance
MBSS understands that every business decision it makes leaves an impact on many parties within its
sphere of influence. Business is not merely about transactions or operations, but about interconnected
relationships with various agents of development, from employees to communities, from suppliers to
government institutions. Therefore, the Company believes that when business practices are conducted
fairly and sustainably, the positive impact will be experienced by all parties within its ecosystem. In the
long term, such integrity-driven practices not only strengthen the Company’s foundation, but also
contribute to regional and national development.
This belief encourages MBSS to ensure that every
partner within its value chain, both internal and
external, receives fair treatment and equitable rights.
The Company views each stakeholder as part of a
MBSS positions
shared journey, and recognizes that its success is
stakeholders as strategic inseparable from their well-being. To provide a
partners in building a clearer picture of the parties involved in this value
chain, MBSS presents a diagram illustrating the key
sustainable ecosystem that relationships established, both directly and indirectly,
supports business growth within the Company’s business cycle.
and shared prosperity. Within its internal scope, MBSS considers its
relationship with shareholders and employees as
a fundamental part of its business journey. Each
year, when the Company achieves solid financial
performance and after careful consideration during the General Meeting of Shareholders, dividends
are distributed as a form of value return to shareholders. This is not merely an obligation, but a
reflection of MBSS’s commitment to ensuring that those who place their trust in the Company receive
benefits commensurate with its growth.
At the same time, employees represent one of the most vital pillars of the Company’s sustainability.
They are the individuals who ensure that operations continue to run smoothly, from the ship deck to
office desks. Therefore, the Company provides various forms of benefits in accordance with applicable
regulations and individual performance achievements. MBSS believes that when employees grow,
the Company grows alongside them. The mechanism of this value exchange is described in more
detail in other sections of this report.
However, value creation extends beyond the Company’s internal environment. MBSS also builds
strong relationships with external parties within its value chain. Customers or clients, for instance,
play a crucial role in shaping the direction of the Company’s business. For this reason, MBSS
continuously enhances service quality to ensure that each client receives the best possible experience
and continues to regard the Company as a trusted partner.
Communities surrounding operational areas also receive significant attention. As part of the
Company’s social ecosystem, they are entitled to benefit from MBSS’s presence. The Company’s
indirect economic contributions are intended to help improve community welfare.
2025 Sustainability Report 27
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Environmental Performance
MBSS’s sustainability programs in 2025 are rooted in the awareness that every business journey
leaves a footprint, both on the environment and on surrounding communities. Amid the dynamics
of the shipping and energy industries, MBSS chooses to move forward responsibly by managing
operational impacts, strengthening governance, and fostering collaboration with employees, local
communities, and younger generations.
The following are several environmental preservation initiatives carried out by the Company
throughout 2025:
Biodiversity
MBSS implements biodiversity protection through conservation programs focused on coastal and
marine ecosystems. Mangrove rehabilitation and coral reef transplantation, which carried out in
collaboration with local communities and younger generations, represent tangible manifestations
of the Company’s commitment to maintaining ecological balance and supporting the sustainability
of ecosystems in its operational areas. Throughout 2025, several biodiversity-related initiatives
undertaken by the Company include:
Tahoa Kolaka Mangrove Rehabilitation
On May 18, 2025, the Company planted and added 2,000
mangrove seedlings in forest gaps and open coastal
areas. This activity was carried out in collaboration
with several stakeholders, including BPSPL Makassar
(Kendari working unit), the Pucuk Mekar Mangrove
Community, the Kolaka Marine and Fisheries Agency,
Universitas 19 November Kolaka, and the Tahoa
Village administration. This ongoing maintenance and
monitoring program has been conducted since 2022,
while the Company itself has actively planted 12,500
mangrove trees in East Kalimantan and Southeast
Sulawesi since 2018.
Coral Reef Transplantation
On November 18, 2025, in Kendari Bay,
Southeast Sulawesi, the Company collaborated
with BPSPL Makassar (Kendari working
unit), the OK Dive Community, POLAIRUD of
Southeast Sulawesi Regional Police, Universitas
Muhammadiyah Kendari, Universitas Halu
Oleo, and the Provincial Marine and Fisheries
Agency to conduct a CSR initiative titled Ocean
Ranger. This collaboration aimed to support the
preservation of marine ecosystems and raise
awareness about the importance of underwater
environmental conservation. Previously, the
Company had transplanted 600 spider frames
in Kendari Bay, 850 spider frames in Bokori Sea,
Kendari Bay, and the Seribu Islands. In 2025, the
Company carried out coral reef transplantation
involving 1,200 coral seedlings placed on 200
spider media structures.
28 2025 Sustainability Report
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Fostering a Green Mindset
In 2025, MBSS positioned the development of a green mindset as a foundation for sustainability.
Through internal education, environmental awareness campaigns, and employee involvement in
conservation programs, the Company instills the understanding that every individual plays a role
in protecting the planet. This green mindset is cultivated through daily practices, ranging from
compliance with environmental procedures to active care for the marine and coastal ecosystems
where MBSS operates.
One example is the Company’s continued focus on coastal clean-up activities and waste bank
initiatives. As part of this effort, a coastal clean-up program and the establishment of the Tahoa Waste
Bank were conducted in Tahoa, Kolaka, on November 20, 2025. During this activity, in collaboration
with BPSPL Makassar (Kendari working unit), POLAIRUD of Southeast Sulawesi Regional Police,
the Pucuk Mekar Mangrove Community, the Kolaka Marine and Fisheries Agency, Universitas 19
November Kolaka, and the Tahoa Village administration, the Company successfully collected 115
quintals of coastal waste. Participants also carried out a symbolic mangrove planting and installed
a 100-meter wave breaker structure to help prevent coastal abrasion and strengthen the mangrove
ecosystem.
Efficient Use of Materials
MBSS promotes material efficiency through more careful planning, inventory control, and optimization
of operational material usage. These efforts not only reduce waste but also minimize waste generation
and ensure responsible resource utilization throughout the Company’s value chain.
One example is the Company’s initiative to minimize paper usage (paperless practices) by replacing
it with digital formats such as soft-copy files. The amount of paper used by the Company during
2023–2025 is as follows:
Number of Use
Material Unit
2025 2024 2023
Paper 19,859 21,000 42,000 Sheet
2025 Sustainability Report 29
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Energy Efficiency Commitment
Energy efficiency became one of MBSS’s primary focuses in 2025. The Company monitors energy
consumption across its fleet and operational facilities, optimizes sailing patterns, and enhances the
maintenance of vessel machinery to ensure more efficient performance. These measures form part of
a long-term strategy to reduce energy consumption without compromising service reliability.
The following table presents the Company’s energy consumption for the period 2023–2025:
Total Usage
Energy Source Quantity Giga Joule
2025 2024 2023 2025 2024 2023
Electricity (kWh) 83,124.5 84,335.2 87,057.7 299.2 303.6 313.4
Fuel (L) 10,558,994 10,995,424 13,932,197 424,446 441,989 560,041
Total 424.745,2 442.292,6 560.354,4
Emissions
MBSS recognizes that shipping activities contribute to
emissions. Therefore, the Company gradually manages
and monitors the emissions generated, while balancing
them through environmental initiatives such as mangrove
rehabilitation and marine ecosystem protection. This
approach reflects MBSS’s commitment to taking
responsibility for its carbon footprint.
The following table shows the total emissions generated
by the Company during 2023–2025, based on the
applicable emission scopes:
Emission Source (In Tonnes CO₂eq) 2025 2024 2023
Scope 1
Fleet 28,409.8 29,923.5 37,226.3
Operational Car 34.7 33.4 23.3
Total Scope 1 28,444.5 29,956.9 37,249.6
Scope 2
Electricity 85.2 84.9 83.5
Total Scope 2 85.2 84.9 83.5
Scope 3
Business Trip 61.6 74.1 17.5
Total Scope 3 61.6 74.1 17.5
Total 28,591.3 30,115.9 37,350.6
30 2025 Sustainability Report
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Sustainable Water Consumption
In its operations, MBSS strives to manage water usage prudently,
both on board vessels and within onshore facilities. Monitoring
water consumption, maintaining clean water systems, and
managing wastewater are carried out to ensure that water is used
efficiently and does not pollute the surrounding environment. The
following table presents the Company’s freshwater consumption
from 2023 to 2025:
Jumlah Penggunaan
Jenis Material Satuan
2025 2024 2023
Air Bersih 36.000 24.960 41.760 Ton
Waste Management
As a company operating in maritime transportation services, MBSS faces environmental risks that have
been identified, including both hazardous and non-hazardous waste. In monitoring and managing
its waste, the Company adheres to the standards set out in the International Convention for the
Prevention of Pollution from Ships (MARPOL), issued by the International Maritime Organization. This
convention regulates the prevention of marine pollution caused by ships, whether from operational
activities or accidental incidents. Compliance with these standards covers both hazardous and non-
hazardous waste, as well as air pollution generated by the Company’s fleet.
Waste categorized as Non-Hazardous Waste includes:
• Category 1: Plastics
• Category 2: Dunnage, lining materials, packaging, crates, and similar materials
• Category 3: Paper materials that may sink, rags, glass, metals, bottles, ceramics, and similar items
• Category 4: Cargo residues, paper products, textiles, glass, metals, bottles, equipment, and
similar materials
• Category 5: Food waste (decomposed)
Meanwhile, Hazardous Waste refers to waste classified as hazardous and toxic substances, as
regulated under the MARPOL 73/78 Convention and/or Government Regulation No. 101 of 2014
on the Management of Hazardous and Toxic Waste. The management of hazardous waste (B3) is
carried out by certified vendors or partners registered and licensed in accordance with regulations
set by the Ministry of Environment and Forestry.
Amount of Waste Managed Unit Description
• Contaminated Water = 20,800 Liters
Hazardous Waste (B3) Liter • Sludge Waste = 22,000 Liters
• Used Oil = 600 Liters
• Waste Category 1:152 kg
• Waste Category 2: 70 kg
Non Hazardous Waste Kg • Waste Category 3: 132 kg
• Waste Category 4: 125 kg
• Waste Category 5: 299 kg
In managing its operational waste, the Company adheres to MARPOL standards established by the
International Maritime Organization as guidelines for preventing marine pollution. All waste, whether
non-hazardous or hazardous, is handled in accordance with applicable regulations, including the
provisions set out in MARPOL 73/78 and Government Regulation No. 101 of 2014. Through the
implementation of these standards, the Company ensures that residues from its fleet operations are
managed responsibly and do not cause significant adverse impacts on the marine environment.
2025 Sustainability Report 31
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Social Performance
The following outlines the Company’s social performance related to humanitarian and educational
initiatives carried out throughout 2025:
Blood Donation
Throughout 2025, the Company conducted two blood
donation drives, held on June 26, 2025, and September
19, 2025, at its head office in Jakarta. These activities
received an overwhelmingly positive response, as
reflected in the high number of participants. During
the first event, 144 prospective donors participated,
resulting in 89 units of blood collected. In the second
event, 123 prospective donors took part, with 93 units
of blood successfully collected. These activities were
carried out successfully through collaboration with
MBSS.
Since the program was first initiated in 2014, more than
1,700 prospective donors have participated, and over
1,200 units of blood have been collected. This reflects
a growing culture of care over time. With this spirit,
MBSS continues to encourage employee participation,
making blood donation a tangible expression of care
embedded within the Company’s culture.
Cerdaskan Anak Bangsa Scholarship
In 2025, the Company once again collaborated with HCGS and the MBSS Crewing Department to
implement the MBSS Cerdaskan Anak Bangsa scholarship program, which has now reached its 14th
batch, conducted from August to October 2025, with 20 students selected as scholarship recipients.
For more than 14 years, MBSS has upheld a tradition
rooted in the belief that education is a gateway to a better
future. Through this scholarship program, the Company
provides educational opportunities for the children of crew
members, staff and non-staff employees, as well as the
extended families within the MBSS. These opportunities
are awarded to individuals who demonstrate academic
achievement and a strong motivation to grow. The program
is not merely financial assistance, but a form of recognition
and support for future generations who will drive change.
As of 2025, a total of 752 scholarship recipients have
benefited from the program since its inception in 2013.
Each recipient carries their own story, hopes, and journey,
while MBSS takes pride in being a small part of their path
toward a brighter future.
32 2025 Sustainability Report
Page 34
Governance Performance
Throughout 2025, MBSS continued to strengthen its corporate governance as a fundamental pillar
in maintaining trust and ensuring business sustainability. By placing the principles of transparency,
accountability, and integrity as its guiding compass, the Company refined various key policies, including
business ethics, anti-fraud measures, whistleblowing systems, and risk management frameworks. The
Board of Directors and the Board of Commissioners work closely to oversee their implementation,
ensuring that every unit understands its role in upholding good governance standards. Internal and
external audits are conducted regularly to ensure that the information presented remains accurate
and accountable. Through open communication, employee training, and continuous improvements
in reporting quality, MBSS demonstrates a strong commitment to governance practices that not only
comply with regulations but also reflect the sustainability values underpinning the Company’s long-
term journey.
MBSS places human capital management at the core of strengthening corporate governance. The
Company believes that operational success begins with a competent, integrity-driven team that
is committed to continuous development. Throughout the year, MBSS organized various training
programs on safety, compliance, business ethics, and technical skill enhancement to ensure that each
employee is able to perform their duties professionally. In addition to competency development, the
Company also reinforces a culture of safety and well-being through the consistent implementation
of occupational health and safety (OHS) programs. Through open communication and continuous
dialogue between management and employees, MBSS fosters a work environment that supports
growth, participation, and a sense of ownership positioning human capital as a key pillar in the
Company’s journey toward sustainability.
Employee Composition by Gender and Job Level in the Company 2023-2025
2025 2024
Job Level
Male Female Total Male Female Total
Executives *) 1 year 1 2 2 1 3
Manager 16 5 21 9 4 13
Supervisor 27 11 38 24 6 30
Staff 37 46 83 29 48 77
Non Staff 17 1 18 20 1 21
Total 98 64 162 84 60 144
Percentage 60.49% 39.51% 100% 58.33% 41.67% 100%
Company’s Ship Crew Composition Employee Composition by Age
Category 2025 2024 2023 Category 2025 2024 2023
Captain 19 59 38 51-60 year 8 9 12
Officer 95 295 184 41-50 year 26 22 29
Crew 76 236 170 31-40 year 60 60 78
21-30 year 68 53 64
Total 162 144 183
2025 Sustainability Report 33
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Employee Welfare Program
For MBSS, employees are not merely part of the organizational structure, but partners in the
Company’s journey who help determine its direction. Therefore, their well-being is a top priority that
is carefully maintained. Remuneration is provided in accordance with applicable standards; however,
beyond that, the Company implements a performance-based system in which each achievement
is rewarded proportionally. This approach helps maintain a healthy and professional relationship
between employees and the Company. MBSS continuously monitors the appropriateness of
remuneration levels, taking into account employees’ family needs as well as the Company’s condition,
to ensure retention is maintained and business sustainability remains stable.
In implementing welfare practices, MBSS is committed to the principle of fairness. There is no significant
difference in treatment between permanent and non-permanent employees, including in terms of
benefits. To ensure the absence of discrimination, the Company applies a zero percent gender pay
gap policy, ensuring equal remuneration for women and men in the same roles and responsibilities.
In addition, the lowest level of compensation provided by the Company is always above the regional
minimum wage in its operational areas. Throughout 2025, the Company confirmed that there were
no cases of discrimination within the workplace.
MBSS also ensures that all employment practices are
aligned with legal and ethical standards. The Company
sets a minimum hiring age of 21 years, ensuring that no
MBSS builds
child labor is involved in its operations. Working hours sustainability
are implemented in accordance with labor regulations, through employee
and any overtime is compensated accordingly.
Throughout 2025, no disputes related to working welfare, fairness and
hours or overtime policies were recorded, indicating protection.
that industrial relations remained harmonious.
With regard to employees’ future security, MBSS ensures protection through a pension program
that complies with Law No. 13 of 2003 on Manpower and the provisions of the National Social
Security System (SJSN) through BPJS Ketenagakerjaan. This pension policy has been consistently
implemented and did not undergo changes in 2025, while continuing to be adjusted in line with
applicable regulations in Indonesia. In this way, the Company not only supports employees in their
daily lives, but also helps prepare them for a more secure and prosperous future.
34 2025 Sustainability Report
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Employee Competency Development
Education and training are not merely routine agendas for the Company, but bridges toward
progress, for both employees and the wider community. MBSS believes that when individuals are
given opportunities to learn and grow, they not only improve their own capabilities, but also bring
positive change to their working environment. Therefore, MBSS consistently organizes various
training programs, both internal and external, as part of its contribution to developing highly capable
and professional human resources in the shipping and logistics industry.
This competency development program serves as one of the key drivers in enhancing service quality
and strengthening the team’s competitiveness. Through training activities that include leadership
counseling, team building, and technical training relevant to each employee’s role, MBSS supports
employees in facing workplace challenges with greater confidence. Each training program is designed
not only to improve skills, but also to build character and work values aligned with the Company’s
culture.
Throughout 2025, MBSS’s commitment to human capital development was demonstrated through
various competency enhancement programs, covering both soft skills and hard skills. The Company
views these efforts as a long-term investment that not only strengthens individual capabilities but also
serves as valuable capital for the Company’s sustainability. By providing broad learning opportunities,
MBSS aims to ensure that every employee has equal access to development and can contribute
meaningfully to the Company’s future.
Total
No Training Time
Participant
1 Socialization of ISM Code Implementation 9-10 Jan 2025 5
2 Vendor Management 20-21 Feb 2025 3
Second Session of Socialization of ISM Code
3 27-28 Feb 2025 7
Implementation
4 An Introduction to Marine Insurance 21 Mar 2025 7
5 Training Internal Auditor ISPS Code 14-16 Apr 2025 1
6 Maritime Labour Convention 23-25Apr 2025 1
7 Ms Excel for Beginner 12-13 Jun 2025 16
Fireside Talk HC: Core Values, Social Media Ethics,
8 3 Jul - 21 Okt 2025 107
and WBS
9 Fireside Talk IDMK: Cyber Security Awareness 8 Agt - 24 Okt 2025 106
10 Corporate Valuation 26-27 Agt 2025 1
11 Advanced Marine Insurance 4 Nov 2025 5
Fireside Talk HC & IDMK: Cyber Security & Pilot
12 13-19 Nov 2025 16
Phase Mobile Attendance Site
Warehouse Management, Inventory Control, and
13 14 Nov 2025 11
Logistics Flow
14 Basic Mandarin Language Training 19 Nov - 11 Des 2025 8
15 Managerial Qualified Internal Auditor (QIA) 24 Nov -1 Des 2025 1
16 Socialization of Cancer Preventation 22 Des 2025 18
2025 Sustainability Report 35
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Protection of Labor Rights and Industrial Relations
For MBSS, every employee is not merely an individual performing a job, but part of an extended
family whose rights, dignity, and well-being must be safeguarded. For this reason, the Company
provides a framework of protection and fairness for all workers, ensuring that all processes related
to legal enforcement and industrial relations are conducted in accordance with regulations and
humanitarian principles. These practices are grounded in UU No. 13 of 2003 on Manpower, which
MBSS implements through the establishment of a Bipartite Cooperation Institution, an official forum
where representatives of management and employees come together to discuss and formulate
solutions to labor-related issues.
This forum is not only a symbol of compliance, but also a tangible platform to promote employee
welfare while fostering a harmonious partnership between management and the workforce.
Through open dialogue, MBSS cultivates industrial relations based on mutual benefit. The Company
consistently prioritizes deliberation in addressing issues, while providing communication channels
that enable employees to directly convey aspirations, feedback, and concerns to management.
Each employee is also equipped with a clear understanding of their rights and obligations, as stipulated
in the Company Regulations. MBSS ensures equal opportunities for expression and representation
for all employees, regardless of position or background. Through these mutually agreed mechanisms,
the Company strives to create a fair, harmonious, and respectful working environment.
MBSS is committed
to maintaining safety
as the foundation
of operational
sustainability.
Occupational Health and Safety (OHS) Performance
MBSS Commitment to OSHE and Integrated Management System
For MBSS, safety, health, quality, and environmental responsibility are not merely operational
standards, but firm commitments upheld to meet the expectations of all stakeholders. The Company
positions itself as a leader in implementing QSHE management systems, ensuring that every
operational activity is carried out safely, orderly, and responsibly. To achieve this, MBSS adopts
various international standards such as the ISM Code, ISO 9001:2015, ISO 14001:2015, and ISO
45001:2018 as the foundation for building a safe working environment both on land and at sea. This
commitment is reflected in a series of policies that guide all employees and partners, including the
QSHE Policy, Drug & Alcohol Control Policy, Stop Work Authority (SWA) Policy, and Cyber Security
Policy, all of which emphasize that safety is a non-negotiable priority.
36 2025 Sustainability Report
Page 38
Since 2024, MBSS has developed an integrated management system known as “Marine QSHE,”
an initiative designed to unify all aspects of quality, safety, health, and environment within a robust
management framework. This effort has received recognition from SGS Certification Body and
government authorities, strengthening the Company’s credibility in managing risks and implementing
best operational practices. As of 2025, key certifications remain valid, including the Document of
Compliance (DoC) through 2029, ISO 9001 through 2027, and ISO 14001 and ISO 45001 both
through February 2028.
In addition, the Company continues to innovate
through a web-based management system
integrated into its Enterprise Resource Planning
(ERP) platform. This system supports MBSS
in managing and controlling documents
such as Procedures, Work Instructions, and
Forms, as well as incident reporting and safety
observations. As a result, processes become
more efficient and effective, supported by real-
time monitoring through a web-based system.
To maintain communication and employee participation in safety matters, MBSS also implements
a program called QSHE Consultations as part of its integrated management system. This program
serves as a platform for continuous improvement and innovation, where ideas or proposed changes
are first discussed between employees and the QSHE team to ensure effective implementation,
complemented by active participation through safety talk programs.
OHS-Related Activities
To ensure that all services are delivered safely and risks are minimized, MBSS demonstrates a strong
commitment to safety. No step is considered trivial when it involves human life and operational
security. Therefore, the Company consistently carries out a range of preventive measures designed
to meet the highest safety standards. These activities include routine inspections, testing, and
monitoring to ensure that all operational aspects remain in optimal condition.
On board vessels, equipment and machinery reliability is maintained through the Planned Maintenance
System (PMS), while emergency preparedness equipment is regularly inspected. Measurement
instruments such as multi-gas detectors are periodically calibrated to ensure accurate monitoring
results.
In addition, MBSS continuously monitors occupational health, safety, and environmental (HSE)
aspects both on vessels and at the head office, including temperature and humidity, indoor air quality,
wastewater and clean water conditions, as well as lighting and noise levels. Workplace cleanliness
and sanitation are also regularly assessed to ensure a safe and comfortable environment for all
employees, in compliance with applicable laws and regulations.
To strengthen oversight, internal QSHE audits are conducted by certified personnel, while external
audits are carried out by independent institutions as part of third-party quality assurance. Through
these comprehensive efforts, MBSS ensures that safety is not merely a slogan, but a living culture
embedded throughout all aspects of its operations.
2025 Sustainability Report 37
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OHS Training
During 2025, MBSS continued to reinforce its commitment to workplace safety by delivering
various training programs specifically designed to enhance OHS awareness across all levels of
the organization. For MBSS, creating a safe workplace requires more than just rules, it demands
knowledge, preparedness, and practical skills from every employee. Therefore, the Company
consistently encourages its teams to strengthen professionalism and capabilities in handling risk
situations through structured training programs.
One notable initiative is the provision of training and certification for first aid (P3K) officers, attended
by selected team representatives as part of preparedness for emergency situations such as building
fires and earthquakes. Through these training programs, MBSS ensures that each individual not only
understands safety principles, but is also capable of responding quickly and effectively when required.
Proactive Safety Culture at MBSS
Throughout 2025, MBSS undertook an important journey in strengthening its occupational safety
culture. Management encouraged all site teams and the Health, Safety, and Environment (HSE)
Department not only to follow procedures, but also to adopt a more proactive mindset. Safety is
no longer viewed merely as an obligation, but as a reflection of care, for oneself, colleagues, and
operational sustainability. To support this, various HSE tools have been further strengthened in their
implementation, including Visual Safety Observation (VISIO), which involves direct field inspections
that allow even minor findings to be addressed before they escalate into greater risks.
Through this approach, MBSS strives to build a truly embedded safety culture, where every crew
member and onshore employee feels responsible for observing, reporting, and preventing hazardous
conditions. Active participation from all teams forms a critical foundation for creating a safer and
more resilient work environment. The objective is not only to prevent accidents, but also to minimize
losses affecting both individuals and Company assets through early detection and prompt corrective
actions.
These comprehensive measures have delivered tangible results. MBSS successfully maintained:
• Lost Time Injury Frequency Rate (LTIFR) YTD 2025: zero (corporate target: < 0.75)
• Total Recordable Injury Rate (TRIR): 0.29 (corporate target: < 1.25)
• LTI-free man-hours: 6,852,515
Sustainable Development Goals Mapping (SDGs Mapping)
MBSS
Mangrove Rehabilitation Blood Donation Coral Transplantation
Scholarship
Beach Cleanup and Trash Saving Material Energy Efficiency
Green Character
Bank usage Commitment
Sustainable Water
Emission Waste Biodiversity
Consumption
38 2025 Sustainability Report
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Sustainability Data & Indicators
GRI Index Table
Location in the POJK
GRI Code Indicator Description
Report Compatibility
Name, Activity, Operational
GRI 2-1 Organization Detail Company Profile Company Profile
Location
GRI 2-2 Entity in the Report Subsidiaries and Consolidation Subsidiaries Subsidiaries Profile
January 1st - December 31st
GRI 2-3 Report Periode Report Profile General
2025
GRI 2-5 External Verification External and Internal Audit Audit Function Governance
Company’s
GRI 2-6 Value Chain Maritime Logistic Service Business model
Business
Human
GRI 2-7 Employee Total: 162 employees Employment
Resources
Board of Commissioners &
GRI 2-9 Governance Structure Governance GCG
Directors
Board of
GRI 2-12 Board Roles Sustainable Oversight Commissioners’ Governance
Message
Statement of the Board
Board of
GRI 2-14 Leadership Statement of Directors & Board of Leadership
Directors’ Report
Commissioners
Critical Issue Industry
GRI 2-16 Risk & Industry Dynamics Risk Management
Communication Overview
Management
GRI 2-18 Audit & Oversight Internal Audit GCG
Performance Evaluation
Board of
GRI 2-22 Strategy Statement Sustainability Commitment Strategy
Directors’ Report
GRI 2-23 Ethical Policy Anti-Fraud & Business Ethics Anti-Fraud Policy Ethics
GRI 2-26 Grievance Mechanism Whistleblowing system WBS Compliance
Stakeholder Stakeholder
GRI 2-29 Stakeholder Dialogue POJK Stakeholder
Engagement Engagement
B. GRI 3: Material Topic
Process for determining
GRI 3-1 Impact analysis Topics Materiality
topics
Economy, Emissions, OHS,
GRI 3-2 List of material topics Material Topics ESG
Human Capital
Management of Sustainability
GRI 3-3 Strategy & mitigation Risk Management
material topics Strategy
C. GRI 200: Economi Performance
Economic Financial
GRI 201-1 Direct economic value Revenue of IDR 841.7 million
Performance Performance
GRI 201-1 Net Income IDR 370.8 billion Overview Profitability
Indirect economic
GRI 203-1 CSR and the community CSR Social impact
impact
GRI 204-1 Local supplier 43% of total supplier Supplier Supply chain
GRI 207-1 Tax approach Tax complience Tax Fiscal Transparency
Goverment
GRI 207-4 Tax payment Rp10,48 M Tax
Contribution
2025 Sustainability Report 39
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Sustainability Data and Indicators
D. GRI 300: Environmental Performance
Location in the POJK
GRI Code Indicator Description
Report Compatibility
Energy effiency
GRI 302-1 Energy Consumption 372,693 GJ Energy
commitment
Enivornmental
GRI 305-1 Emission Scope 1-3 28,584.93 CO₂eq Emissions
Performance
GRI 306-3 Hazardous waste 43.4 tonnes Waste Waste Management
GRI 306-3 Non hazardous waste 0.7 tonnes Waste Environment
Enivornmental
GRI 304-3 2,000 mangrove CSR Biodiversity
rehabilitation
Enivornmental
GRI 304-3 1,200 coral reefs CSR ecosystems
rehabilitation
E. GRI 400: Social Performance
Human
GRI 401-1 Recruitment Employees Employment
Resources
Human
GRI 401-2 Employee Benefit Gaji & tunjangan Welfare
Resources
GRI 403-9 Workplace injuries TRIR 0.29 K3 Health
GRI 403-9 Fatalitas 0 case K3 Safety
GRI 403-9 LTIFR 0 K3 Safety
GRI 403-9 Free man hours 6.8 million hours K3 Produktivitas
Governance
GRI 404-1 Training 16 training sessions Human resources
performance
GRI 413-1 Community involvement CSR program CSR Sosial
F. Governance & POJK Alignment
Aspect Indicator Implementation Location
Board and Board
GCG Governance structure Governance
of Directors
Ethics Anti-fraud policy Zero fraud Anti-Fraud
Transparency Internal & external audits Ongoing Audit
According to
Compliance Tax & Regulatory Tax
regulations
WBS Reporting system Active & Secure WBS
Stakeholder Stakeholder Engagemen Regular dialogue Stakeholder
40 2025 Sustainability Report
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Methodology and Data Validation
The preparation of MBSS’s 2025 Sustainability Report was carried out using a structured and
systematic methodology to ensure the accuracy, relevance, and reliability of the information presented.
The reporting scope covers economic, environmental, social, and governance performance for the
period of January 1 to December 31, 2025, in accordance with the GRI Standards 2021, as well as the
provisions of POJK No. 51/POJK.03/2017 and SEOJK No. 16/SEOJK.04/2021.
Data were collected in a coordinated manner by relevant work units at both the head office and
operational sites, sourced from financial reports, operational records, internal management
systems, and sustainability program documentation. All collected data underwent internal review
and verification processes by the respective units, including audit and oversight functions, to ensure
consistency and alignment with company policies. MBSS continues to enhance its data management
and reporting practices as part of its commitment to improving the quality and transparency of its
Sustainability Report year by year.
Certifications and Awards
In 2025, MBSS’s efforts to enhance operational quality and sustainability delivered notable
achievements. The Company obtained various certifications and awards in recognition of its
commitment to safety, environmental stewardship, and governance standards. The following is one
of the awards received:
TOP CSR Awards 2025 # Star 3 – Special Recognition on Environment CSR Program. This award
represents one of the highest recognitions in the field of corporate social responsibility in Indonesia,
organized by Top Business Magazine in collaboration with various experts and institutions. MBSS
received this recognition for meeting several key assessment criteria: First, the alignment of CSR
initiatives with the Company’s sustainable business strategy. Second, the level of adoption of CSR
policies and programs in accordance with ISO 26000:2010 Social Responsibility guidelines. Third,
the effectiveness of CSR governance systems, including planning, implementation, monitoring,
and reporting. Fourth, innovation in flagship CSR programs that can serve as benchmarks or
recommendations for other companies. Fifth, the identification of material ESG impacts on the
business and the strategies implemented to manage them in order to ensure sustainable business
growth.
2025 Sustainability Report 41
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Additional information
Investor Information & Sustainability Contacts
Autograph Tower
Thamrin Nine Complex
Jl. MH. Thamrin No. 10
Tanah Abang, Jakarta 10230
Telepon: (62-21) 50603688
Surel: corporate.secretary@mbss.co.id
investor.relations@mbss.co.id
Laman: www.mbss.co.id
Statement of Compliance with GRI and POJK 51/2017
The 2025 Sustainability Report of PT Mitrabahtera Segara Sejati Tbk has been prepared as a
manifestation of the Company’s commitment to conducting business in a transparent, accountable,
and sustainable manner. This report refers to the GRI Standards 2021 and is aligned with the provisions
of POJK No. 51/POJK.03/2017 regarding the implementation of sustainable finance for listed
companies and public entities. All disclosures presented in this report reflect MBSS’s performance in
managing economic, environmental, social, and governance aspects based on material topics. The
information is delivered in accordance with the principles of transparency, balance, and prudence,
ensuring that it is both understandable and relevant for stakeholders. MBSS remains committed to
continuously improving the quality and comparability of its sustainability reporting in the coming
years, in line with evolving best practices and applicable regulations.
Contact Us
As a leading energy-focused shipping company in Indonesia, particularly in coal and nickel, the
Company operates a head office in Jakarta and regional offices in Kalimantan.
Head Office
PT Mitrabahtera Segara Sejati Tbk
Autograph Tower, Thamrin Nine Complex
Jl. MH. Thamrin No. 10
Tanah Abang, Jakarta. 10230
Tel: +62 21 50603688
corporate.secretary@mbss.co.id
investor.relations@mbss.co.id
Weda
Jl. Trans Halmahera, Dusun 2 Desa Were, Weda District Central Halmahera Regency
Banjarmasin
Jl. Japri Zam Zam No. 3 Belitung Selatan Subdistrict West Banjarmasin District Banjarmasin, South
Kalimantan 70116
Kendari
Jl. Malaka Anduonohu Poasia District Southeast Sulawesi
Sepapah
Mangalau Hulu Village RT 03 No. 53 Dusun 1, Kelumpang District Kotabaru Regency 72183
42 2025 Sustainability Report
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Page 45
PT MITRABAHTERA SEGARA SEJATI Tbk
Autograph Tower
Thamrin Nine Complex
Navigating Future
Jl, MH. Thamrin No. 10 Tanah Abang, Jakarta 10230
Phone : (62 21) 57944755, 57944766
Fax : (62 21) 57944767, 57944768
for Sustainable Shipping
coorporate.secretary@mbss.co.id
investor.relation@mbss.co.id
www.mbss.co.id
2025
S u s t a in a bilit y
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