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Membangun Jalan, Wujudkan Asta Cita
Building Roads, Realizing Asta Cita
2025 Laporan Tahunan
Annual Report
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Membangun Jalan,
Wujudkan Asta Cita
Building Roads,
Realizing Asta Cita
2025
PT Hutama Karya (Persero) atau yang PT Hutama Karya (Persero) (herein after referred Laporan Tahunan
selanjutnya disebut Perseroan berkomitmen to as Hutama Karya or the Company) remains Annual Report
untuk menjalankan peran strategis sebagai committed to fulfilling its strategic role as a key
penggerak pembangunan infrastruktur driver of national infrastructure development,
nasional, khususnya melalui percepatan particularly through the acceleration of
pembangunan Jalan Tol Trans Sumatera the Trans-Sumatra Toll Road (JTTS), which
(JTTS) yang menjadi tulang punggung serves as the backbone of connectivity and
konektivitas dan pemerataan ekonomi di economic equity across Sumatra. This effort
wilayah Sumatera. Upaya ini dijalankan tidak extends beyond infrastructure development,
hanya melalui pembangunan infrastruktur, representing a strategic initiative to unlock
melainkan sebagai langkah strategis dalam interregional connectivity that was previously
membuka keterhubungan antarwilayah yang limited, thereby creating broader access for
sebelumnya terbatas, sehingga menciptakan mobility. Through enhanced connectivity,
akses yang lebih luas bagi mobilitas. Melalui regional economic potential can be more
konektivitas tersebut, potensi ekonomi daerah optimally developed, fostering the emergence
dapat berkembang lebih optimal, mendorong of new economic centers and accelerating
tumbuhnya pusat-pusat ekonomi baru, serta equitable development.
mempercepat pemerataan pembangunan.
Sementara itu, wujud dari Asta Cita tercermin Alongside this, the realization of Asta Cita
dalam kontribusi Perseroan dalam mendukung is reflected in the Company’s contributions
agenda prioritas pembangunan nasional, to supporting national development
termasuk peningkatan daya saing ekonomi, priorities, including strengthening economic
pemerataan pembangunan, dan penguatan competitiveness, promoting equitable
konektivitas antarwilayah. Sepanjang tahun development, and enhancing interregional
2025, kinerja Perseroan menunjukkan progres connectivity. Throughout 2025, the Company
yang solid melalui penyelesaian sejumlah demonstrated solid performance, marked by
ruas tol strategis, peningkatan pendapatan the completion of several strategic toll road
usaha seiring bertambahnya ruas operasional, sections, increased operating revenues in line
serta penguatan struktur keuangan melalui with the expansion of operational segments,
dukungan pemerintah dan optimalisasi skema and a strengthened financial structure
pendanaan. supported by government backing and the
optimization of financing schemes.
PT Hutama Karya (Persero)
2025 Annual Report 3
Page 4
Kesinambungan Tema
Theme Continuity
Bergerak, Berlari, Melesat Hadirkan Karya Terbaik
Leap Forward, Sprint Ahead, Shine: Presenting Our Best
Bergerak, Berlari, Melesat
Hadirkan Karya Terbaik
Leap Forward, Sprint Ahead, Shine:
Presenting Our Best Kegigihan Hutama Karya dalam mengatasi setiap Hutama Karya’s determination to overcome challenges
tantangan melalui penajaman strategi serta through strategic refinement and consistent
konsistensi di bidang penerapan prinsip ESG, berhasil adherence to ESG principles has led to significant
mengantarkan Hutama Karya pada peningkatan performance improvements across economic, social,
pencapaian kinerja, baik di bidang ekonomi, sosial, and governance aspects. Through the implementation
maupun tata kelola. Melalui implementasi strategi yang of an adaptive strategy and a focus on operational
adaptif dan fokus pada efisiensi operasional, Perseroan efficiency, the Company has successfully achieved
berhasil mencatat sejumlah pencapaian penting yang several key milestones that serve as the foundation
Laporan Tahunan 2024 Annual Report
menjadi fondasi pertumbuhan berkelanjutan. Kinerja for sustainable growth. Marketing performance
pemasaran menunjukkan posisi yang kokoh dengan remained strong, with the acquisition of new contracts
perolehan kontrak baru sebesar Rp34,84 triliun yang amounting to IDR34.84 trillion, predominantly from the
2024 didominasi oleh portofolio jalan dan jembatan, hal
ini selaras dengan champion segment Perseroan.
road and bridge portfolio, in line with the Company’s
champion segment. Furthermore, on a consolidated
Laporan Tahunan Selain itu, secara konsolidasi keuangan Perseroan basis, the Company’s financial performance remained
Annual Report menunjukkan kinerja yang solid dengan pencatatan solid, recording revenue of IDR30.25 trillion, reflecting
pendapatan sebesar Rp30,25 triliun atau tumbuh a year-on-year growth of 12.35%.
12,35% yoy.
Laporan Tahunan 2023
Hadirkan Karya Terbaik Membangun Negeri
Annual Report 2023
Hadirkan Karya Terbaik
Membangun Negeri Deliver Masterpiece to Shape the Nation
Deliver Masterpiece to Shape the Nation
Hadirkan Karya Terbaik Membangun Negeri
Kondisi internal dan lingkungan bisnis eksternal yang The Company’s dynamic internal conditions and
Deliver Masterpiece to Shape the Nation
sangat dinamis, mendorong semangat transformasi external business environment foster a spirit of
Perseroan untuk melakukan langkah-langkah strategis transformation, prompting the implementation of
berbasis keberlanjutan yang mampu meningkatkan sustainability-focused strategic measures to enhance
kinerja. Upaya tersebut dilakukan oleh Perseroan work performance. The Company undertook this
dengan memperluas cakupan usaha di berbagai endeavour by diversifying its business scope into
bidang infrastruktur yang menjanjikan. several prospective infrastructure sectors.
Dipimpin oleh manajemen yang berpengalaman dan Under the guidance of seasoned leadership and with
didukung oleh sumber daya manusia yang berdedikasi the assistance of committed and skilled personnel, the
dan profesional, Perseroan dengan cerdas menjawab Company adeptly addresses diverse difficulties and
2023 ragam tantangan dan hadir dengan berbagai alternatif
sumber pertumbuhan yang potensial. Upaya ini
devises multiple prospective avenues for expansion.
This endeavour is an inherent asset that will enable the
Laporan Tahunan menjadi kekuatan tersendiri yang membawa Perseroan Company to conclude 2023 with commendable and
Annual Report untuk menutup tahun 2023 dengan performa yang sustained performance.
baik dan terjaga.
In the future, the Company plans to enhance
Di masa depan, melalui strategi terintegrasi yang operational excellence by implementing an integrated
berfokus pada peningkatan operasional yang unggul, strategy. This will ensure stability and consistency
Perseroan bertujuan untuk meningkatkan stabilitas in delivering top notch services to all stakeholders,
dan konsistensi dalam memberikan pelayanan kelas ultimately contributing to the achievement of the
dunia kepada seluruh pemangku kepentingan demi Sustainable Development Goals.
menggapai Tujuan Pembangunan Berkelanjutan.
PT Hutama Karya (Persero)
4 Laporan Tahunan 2025
Page 5
Bekerja Tangguh dan Berkelanjutan
Work Resilient and Sustainable
Penanganan pandemi yang semakin baik didukung The improved management of the pandemic,
dengan kebijakan strategis pemerintah yang supported by the government’s strategic policies that
akomodatif, efektif, dan relevan dengan kebutuhan are accommodating, effective, and relevant to the
masyarakat, berhasil mendongkrak aktivitas usaha needs of the community, has succeeded in boosting
dan mendorong iklim investasi yang inklusif dan business activities and promoting an inclusive and
berkualitas. Perseroan sebagai representatif/agen quality investment climate. As the government’s
pemerintah dalam pembangunan infrastruktur di representative in infrastructure development in
Indonesia berkomitmen kuat merealisasikan program Indonesia, the company is firmly committed to the
pembangunan Pemerintah sebagaimana yang implementation of the government’s development
tertuang dalam Rencana Kerja Pemerintah (RKP) dan programs as stated in the Government Work Plan (RKP)
Rencana Pembangunan Jangka Menengah Nasional and the National Medium Term Development Plan
2022 (RPJMN). (RPJMN).
Laporan Tahunan Di sisi lain, sebagai sebuah entitas bisnis, Perseroan On the other hand, as a business entity, the Company
Annual Report juga mengedepankan pengembangan bisnis di luar is also prioritizing the development of its business
dari penugasan pemerintah. Terkait dengan hal outside of government contracts. In this respect, in
tersebut, seiring dengan momentum perbaikan line with the momentum of Indonesia’s economic
ekonomi Indonesia, Perseroan mengembangkan recovery, the Company is developing infrastructure-
multi-bisnis berbasis infrastruktur melalui usaha based multibusinesses through investment,
investasi, jasa konstruksi, dan manufaktur yang construction services, and manufacturing businesses
mampu memberikan nilai tambah premium pada that can provide high value-added to companies.
korporasi. Langkah transformasi ini terbukti efektif This transformation step has proven to be effective
untuk bangkit bersama-sama menggerakkan roda in standing up together to move the wheels of the
perekonomian disamping untuk pengembangan bisnis economy. In addition, the company’s business is being
Perseroan secara berkelanjutan. developed in a sustainable manner.
2021
Laporan Tahunan Semangat Tak Terbatas untuk Berinovasi dan Membangun Bangsa
Annual Report
Infinite Spirit To Innovate and Build the Nation
Jalan Tol merupakan salah satu infrastruktur yang Toll roads are one of the infrastructure that the
terus dikembangkan pemerintah untuk memperkuat government continues to develop to strengthen
konektivitas antar wilayah. Jalan tol mengemban peran connectivity between regions. Toll roads play a
strategis dalam meningkatkan kualitas infrastruktur strategic role in improving the quality of infrastructure
SEMANGAT TAK TERBATAS
dan mempercepat aktivitas untuk mendukung and accelerating activities to support economic growth
UNTUK BERINOVASI DAN MEMBANGUN BANGSA
Infinite Spirit To Innovate and Build the Nation
pertumbuhan ekonomi di sektor infrastruktur di in the infrastructure sector in Indonesia. Indonesia
Indonesia. Indonesia sebagai negara kepulauan as an archipelagic country requires adequate road
memerlukan infrastruktur jalan yang memadai karena infrastructure because it can connect one region to
www.hutamakarya.com @HutamaKarya @HutamaKarya PT Hutama Karya (Persero) @HutamaKarya Hutama Karya
dapat menghubungkan satu daerah dengan daerah another so that this connectivity will spur economic
lain sehingga konektivitas tersebut akan memacu growth.
PT Hutama Karya (Persero)
pertumbuhan ekonomi.
2021 Kepercayaan Pemerintah kepada Hutama Karya The government’s trust in Hutama Karya through
Laporan Tahunan melalui penugasan pembangunan Jalan Tol Trans the assignment of the Trans Sumatra Toll Road
Annual Report Sumatera sebagai Jalan Tol terpanjang di Indonesia construction as the longest toll road in Indonesia
yang menghubungkan Provinsi Aceh hingga connecting Aceh Province to Lampung in Sumatra
Lampung di Sumatera mengharuskan Hutama Karya requires Hutama Karya to transform into a construction
bertransformasi menjadi perusahaan konstruksi dan and investment company that previously only focused
investasi yang sebelumnya hanya fokus pada bidang on the construction sector. Hutama Karya is committed
konstruksi. Hutama Karya berkomitmen mendukung to supporting the acceleration of national economic
percepatan pertumbuhan ekonomi nasional. growth. For this reason, the Company will continue
Untuk itu Perseroan akan terus berupaya untuk to strive to improve the quality of infrastructure
meningkatkan kualitas pembangunan infrastruktur development and operation of managed toll roads.
dan pengoperasian ruas tol yang dikelola.
Perjalanan Perseroan sebagai pengembang The Company's journey as an infrastructure developer
infrastruktur akan terus berlanjut dengan menuntaskan will continue by completing the assignment for
penugasan pembangunan ruas-ruas Jalan Tol Trans the construction of the Trans Sumatra Toll Road
Sumatera. Hutama Karya berkontribusi terhadap sections. Hutama Karya contributes to strengthening
penguatan konektivitas antar wilayah sekaligus connectivity between regions as well as developing the
mengembangkan pertumbuhan bisnis Perseroan. Company's business growth.
PT Hutama Karya (Persero)
2025 Annual Report 5
Page 6
Daftar Isi
Table of Contents
Tema dan Arti Tema 3 Daftar Isi 6 Jejak Langkah 10
Theme and Theme Meaning Table of Contents Milestones
Kesinambungan Tema 4 Sekilas tentang Perseroan 9 Kontribusi Terbaik Kami 12
Theme Continuity Company Overview Our Best Contribution
Kilas Kinerja
Performance Highlights
Pencapaian Kinerja Penting Tahun 16 Informasi Obligasi, Sukuk dan/atau 24 Peringkat Perusahaan 28
2025 Obligasi Konversi Company Rating
Key Performance Achievements in 2025 Information of Bonds, Sukuk and/or
Conversion Bonds Peristiwa Penting 29
Ikhtisar Data Keuangan Penting 17 Important Events
Key Financial Highlight Informasi Sumber Pendanaan Lainnya 26
Other Funding Sources Information
Informasi Harga Saham 24
Stock Price Information
Laporan Direksi dan Dewan Komisaris
Board of Directors’ and Board of Commissioners’ Report
Laporan Direksi 40 Laporan Dewan Komisaris 54 Tanggung Jawab Laporan Tahunan 68
Report of the Board of Directors Report of the Board of 2025
Commissioners Responsibility for the 2025 Annual
Report
Profil Perusahaan
Company Profile
Identitas Perusahaan 72 Profil Pegawai 127 Pemegang Saham Utama dan 149
Company Identity Employee Profile Pengendali
Major and Controlling Shareholders
Nama dan Alamat Kantor Wilayah 73 Jumlah Pegawai Berdasarkan 127
dan Kantor Cabang Jenis Kelamin Daftar Entitas Anak, dan/atau Entitas 150
Names and Locations of Regional Number of Employees by Gender Asosiasi
Office and Branch Office List of Subsidiaries and/or Associates
Jumlah Pegawai Berdasarkan 127
Brand Perusahaan 74 Level Jabatan Struktur Grup Perusahaan 162
Company Brand Number of Employees by Position Company’s Groups Structure
Level
Riwayat Singkat Perusahaan 75 Kronologis Pencatatan Saham 163
Brief History of The Company Jumlah Pegawai Berdasarkan 127 Shares Issuance Chronology
Tingkat Pendidikan
Visi, Misi, dan Budaya Perusahaan 76 Number of Employees by Kronologi Penerbitan dan/atau 164
Vision, Mission, and Corporate Educational Level Pencatatan Efek Lainnya
Culture Chronology of Share Issuance and/or
Jumlah Pegawai Berdasarkan 128 on Other Securities Listing
Kegiatan Usaha 79 Rentang Usia
Business Fields Number of Employees by Age Informasi Penggunaan Jasa Akuntan 168
Range Publik (AP) dan Kantor Akuntan
Daftar Keanggotaan Asosiasi 83 Publik (KAP)
List of Association Membership Jumlah Pegawai Berdasarkan Information on The Use of Services
128
Wilayah Operasional Status Kepegawaian from Public Accountant (AP) and
84 Number of Employees by Public Accountant Firm (KAP)
Operational Area
Employee Status
Struktur Organisasi Nama dan Alamat Lembaga dan/ 169
86 Jumlah Pegawai Berdasarkan atau Profesi Penunjang
Organization Structure 128
Wilayah Kerja Names and Addresses of Supporting
Profil Direksi 88 Number of Employees by Work Institutions and/or Professions
Profile of The Board of Directors Area
Penghargaan dan Sertifikasi 172
Profil Dewan Komisaris 104 Pengembangan Kompetensi Pegawai Awards and Certification
129
Profile of The Board of Commissioners Employee Competency Development
Informasi pada Website 178
Profil Pejabat Eksekutif 118 Komposisi Pemegang Saham Information Available on Website
148
Executive Officer Profile Shareholders Composition
PT Hutama Karya (Persero)
6 Laporan Tahunan 2025
Page 7
Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
Tinjauan Perekonomian 182 Investasi Barang Modal 235 Informasi Transaksi Material 251
Economic Review Capital Goods Investment yang Mengandung Benturan
Kepentingan, Afiliasi, dan Pihak
Analisis Perekonomian Global 182 Informasi dan Fakta Material 236 Berelasi
Global Economic Analysis Setelah Tanggal Laporan Akuntan Material Transaction Information
Information and Material Facts Containing Conflicts of Interest
Analisis Perekonomian Nasional 182 after Balance Sheet Date
National Economic Analysis and/or Transactions with Affiliated
Prospek Usaha dan Strategi ke Parties
Analisis Industri Infrastruktur 236
183 Depan Tahun 2026 Kebijakan Pemberian Pinjaman
Infrastructure Industry Analysis Business Prospects and Strategies 257
Bagi Dewan Komisaris/Direksi
Tinjauan Operasional for 2026 Policy on Loans to the Board of
184
Operational Review Pencapaian Target dan Target ke Commissioners/Board of Directors
239
Strategi Perseroan Depan Perubahan Peraturan Perundang-
184 Target Achievements and Future 258
Company Strategy Undangan dan Dampaknya
Target Changes in Laws and Regulations
Aspek Pemasaran 185 Evaluasi Rencana Jangka Panjang and Their Impact
Marketing Aspects 245
(RJP) Perubahan Kebijakan Akuntansi
Tinjauan Operasi Per Segmen Usaha Evaluation of the Long-Term Plan 261
187 Changes in Accounting Policy
Review of Operations By Business (RJP)
Segment Tingkat Kesehatan Perseroan
Kebijakan, Pengumuman dan 261
246 Company Soundness Level
Proyek Strategis Nasional (PSN) 208 Pembayaran Dividen
atau Penugasan Lain Policy, Announcement, and Informasi Kelangsungan Usaha 262
National Strategic Projects (PSN) Payment of Dividends Business Continuity Information
or Other Government Assignments
Realisasi Penggunaan Dana Hasil 247 Pengungkapan Kerangka 266
Tinjauan Keuangan 212 Penawaran Umum Governansi, Pengelolaan dan
Financial Review Realization of The Use of The Pengendalian Aspek Perpajakan
Proceeds From The Public Offering Disclosure of Governance
Kinerja Keuangan 212 Framework, Management and
Financial Performance Informasi Material Mengenai 248 Control of Taxation Aspects
Investasi, Ekspansi, Divestasi,
Kemampuan Membayar Utang dan 229 Penggabungan/Peleburan Usaha, Laporan Penggunaan Tambahan 268
Kolektibilitas Piutang
Akuisisi, dan Restrukturisasi Penyertaan Modal Negara (PMN)
Debt Payment Ability and
Utang/Modal Report on Additional Use of State
Receivables Collectibility
Material Information on Capital Inclusion (PMN)
Struktur Modal Investment, Expansion,
233 Divestment, Merger/Consolidation,
Capital Structure
Acquisition, and Debt/Capital
Ikatan Material Terkait Investasi 234 Restructuring
Barang Modal
Material Commitment for Capital
Goods Investment
Human Capital
Human Capital
Strategi Manajemen Human Capital 276 Penilaian Kinerja 284 Keterbukaan Informasi kepada 290
Human Capital Management Strategy Performance Appraisal Pegawai
Transparency of Information to
Kebijakan dan Pelaksanaan 278 Remunerasi 285 Employees
Manajemen Human Capital Remuneration
Human Capital Management Policies Struktur Pengelola Human Capital 291
and Implementation Program Pensiun 287 Human Capital Management
Pension Program Structure
Rekrutmen 278
Recruitment Human Capital Information System 289 Rencana Kerja Human Capital 292
Tahun 2026
Pengembangan Kompetensi 280 Internalisasi Budaya
Competency Development 289 Human Capital Work Plan for 2026
Internalization of Culture
Pengembangan Karir 283
Career Development
PT Hutama Karya (Persero)
2025 Annual Report 7
Page 8
Teknologi Informasi
Information Technology
Rencana Strategis Teknologi Informasi 298 Infrastruktur Teknologi Informasi 299 Struktur Pengelola Teknologi Informasi 301
Information Technology Strategic Plan Information Technology Infrastructure Information Technology
Management Structure
Inovasi Teknologi Informasi 299 Tata Kelola Teknologi Informasi 300
Information Technology Innovation Information Technology Governance Rencana Kerja Teknologi Informasi 301
Tahun 2026
Information Technology Work Plan
for 2026
Tata Kelola Perusahaan
Corporate Governance
Pencapaian dalam Penerapan Tata 306 Organ dan Komite di Bawah 427 Kebijakan Pemberian 606
Kelola Perusahaan Dewan Komisaris Kompensasi Jangka Panjang
Achievement in Corporate Organs and Committees Under Berbasis Kinerja
Governance Implementation The Board of Commissioners Policy on the Granting of
Performance-Based Long-Term
Dasar Penerapan Tata Kelola 306 Organ dan Komite di Bawah 504 Compensation
Perusahaan Direksi
Foundations of Corporate Organs and Committees Under Kebijakan Pengungkapan 607
Governance Implementation The Board of Directors Informasi Kepemilikan Saham
Dewan Komisaris dan Direksi
Struktur dan Mekanisme Tata Kelola 307 Akuntan Publik 536 serta Pelaksanaannya
Perusahaan Public Accountant Disclosure Policy on Share
Corporate Governance Structure and Ownership of The Board of
Mechanism Sistem Pengendalian Internal 537 Commissioners and Directors
Internal Control System and Its Implementation
Struktur Organ Perusahaan 307
Company Organ Structure Manajemen Risiko 550
Risk Management
Whistleblowing System 607
Mekanisme Tata Kelola Perusahaan 308 Perkara Hukum Program Anti Korupsi 614
Corporate Governance Mechanism 584 Anti Corruption Program
Legal Cases
Pemegang Saham 308 Sanksi Administratif yang Pengelolaan Laporan Harta 618
Shareholders 586 Kekayaan Penyelenggara Negara
Dikenakan Kepada Perusahaan,
RUPS Anggota Dewan Komisaris dan (LHKPN)
309 Management of State Officials’
GMS Direksi, Oleh Otoritas Pasar
Modal dan Otoritas lainnya. Wealth Report (LHKPN)
Direksi 323 Administrative Sanctions
Board of Directors Imposed on The Company, Insider Trading 619
Board of Commissioners, and
Dewan Komisaris 366 Tata Kelola Terintegrasi
Directors by Capital Market 620
Board of Commissioners Authorities and Other Regulators Integrated Governance
Nominasi dan Remunerasi 420 Penerapan Pedoman Tata Kelola
Akses Informasi dan Data 586 631
Direksi dan Dewan Komisaris Perusahaan Perusahaan Terbuka
Nomination and Remuneration Access to Company Information Implementation of The Guidelines
of The Board of Directors and and Data for Open Corporate Governance
Board of Commissioners
Kode Etik Good Corporate Governance 647
Kebijakan Keberagaman 603 Assessment
424 Code of Conduct
Komposisi Dewan Komisaris dan
Direksi
Diversity Policy for the
Composition of the Board of
Commissioners and the Board of
Directors
Referensi OJK dan Kriteria ARA
OJK References and ARA Criteria
Referensi ASEAN Corporate Governance Scorecard
ASEAN Corporate Governance Scorecard Reference
Informasi Keuangan
Financial Information
PT Hutama Karya (Persero)
8 Laporan Tahunan 2025
Page 9
Sekilas Tentang Perseroan
Company Overview
Kelompok Usaha Kepemilikan Saham:
Business Group Share Ownership:
Entitas Anak / Subsidiary: Negara Republik Indonesia
(1 Lembar Saham Dwiwarna)
Kepemilikan Langsung
Direct Ownership Entitas Asosiasi: Government of the Republic
Associated Entities: (1 Series A Dwiwarna Share)
• PT HK Realtindo (“HKR”)
• PT Hakaaston (“HKA”)
• PT Hutama Karya Infrastruktur (“HKI”)
• PT Indonesia Internasional
Automotive Proving Ground
0.00000076%
• EPC Energy Singapore, PTE. LTD • PT Hutama Prima PT Danantara Aset
• PT Hutama Marga Waskita • PT Takenaka Indonesia Management (Persero)
• PT Terbanggi Besar Kayu Agung Toll • PT Jasa Marga Bali Tol (131,645,999
• PT Hutama Mambelim Trans Papua • PT Gorontalo Energy Lembar Saham Seri B)
• PT Hutama Panorama Sitinjau Lauik • PT Anggrek Gorontalo (131.645.999 Series B Share)
Internasional Terminal
Entitas Cucu / • PT Karya Logistik Nusantara 99.99999924%
Second-tier Subsidiary:
Kepemilikan Tidak Langsung
Indirect Subsidiary
• PT Bhirawa Steel
• PT Nusa Pratama Properti
• PT Petronesia Benimel
• PT Semen Indogreen Sentosa
Total Aset:
Total Assets:
Rp
189,10
triliun
trillion
Produk dan Jasa:
Products and Services
Jasa Kontruksi
Construction Services Tanggal Berdiri:
Investasi Date of Establishment:
Investment
EPC 29 Maret
EPC March 29
Properti
Properties 1961
Manufaktur
Manufacture
Jalan Tol
Toll Road
PT Hutama Karya (Persero)
2025 Annual Report 9
Page 10
Jejak Langkah
Milestone
1960 1970
Tahun 1960 merupakan tonggak transformasi Hutama Karya dari perusahaan Menandai dimulainya teknologi Beton pra-tekan di Indonesia, dimana
swasta ‘Hollandsche Beton Maatschappij’ menjadi PN Hutama Karya. Sejak PN Hutama Karya menjadi yang pertama kali mengenalkan sistem
fase transformasi, PN Hutama Karya telah menghasilkan karya konstruksi prategang BBRV dari Swiss. Sebagai wujud eksistensi terhadap teknologi
yang bernilai sejarah dan monumental seperti Gedung DPR/MPR RI di ini PN Hutama Karya membentuk Divisi khusus prategang. Pada dekade
Senayan, Jakarta, dan Monumen Patung Dirgantara di Pancoran, Jakarta. ini pula, Hutama Karya berubah status menjadi PT Hutama Karya
1960 was the milestone of Hutama Karya’s transformation from the private (Persero).
company ‘Hollandsche Beton Maatschappij’ to PN. HUTAMA KARYA. Since the Marks the start of precast concrete technology in Indonesia, where PN.
transformation phase, PN. Hutama Karya has produced construction works Hutama Karya was the first to introduce the BBRV prestressing system
that have historical and monumental value, such as the Republic of Indonesia from Switzerland. As a form of existence of this technology, PN. Hutama
DPR / MPR Building in Senayan, Jakarta, and the Dirgantara Statue Monument Karya formed a special prestressed division. Also in this decade, Hutama
in Pancoran, Jakarta. Karya changed its status to PT Hutama Karya (Persero).
1980 1990
Mengantisipasi tantangan bisnis konstruksi yang semakin kompetitif Hutama Sejalan dengan pengembangan inovasi yang terus ditingkatkan, juga seiring
Karya kembali melakukan inovasi melalui diversifikasi usaha dengan dengan pesatnya perkembangan dan kemajuan teknologi konstruksi,
mendirikan Unit Bisnis Haka Pole yang merupakan pabrik penghasil tiang Hutama Karya telah mampu menghasilkan produk berteknologi tinggi
penerangan jalan umum sebagai tipe dari baja bersegi delapan (oktagonal), berupa Jembatan Bentang Panjang (Suspension Cable Bridge, Balanced
serta melakukan ekspansi usaha di luar negeri yang menjadi awal inovasi Cantilever Bridge, Arch Steel Bridge, Cable Stayed). Kala itu, Hutama Karya
teknologi konstruktif dengan diciptakannya LPBH (Landasan Putar Bebas juga sukses memenuhi standar internasional dalam hal kualitas, keselamatan
Hambatan)-80 ‘SOSROBAHU’ oleh Dr. Ir. Tjokorda Raka Sukawati. kerja dan lingkungan dengan diraihnya sertifikat ISO 9002:1999.
Anticipating the challenges of an increasingly competitive construction In line with the development of innovation that continues to be improved,
business, Hutama Karya re-innovates through business diversification by also in line with the rapid development and progress of construction
establishing the Haka Pole Business Unit, which is a factory producing public technology, Hutama Karya has been able to produce high-tech products in the
street lighting poles as octagonal steel types, as well as expanding business form of a Long Spans Bridge (Suspension Cable Bridge, Balanced Cantilever
overseas which is the beginning of innovation. Constructive technology with Bridge, Arch Steel Bridge, Cable Stayed). At that time, Hutama Karya also
the creation of Effortless Turnaround ‘SOSROBAHU’ by Dr. Ir. Tjokorda Raka successfully met international standards in terms of quality, work safety, and
Sukawati. the environment with the achievement of ISO 9002:1999 certificate.
PT Hutama Karya (Persero)
10 Laporan Tahunan 2025
Page 11
2000 2010
Memasuki era milenial dimana dinamika perekonomian semakin pesat, Lepas satu dekade di era milenial, Hutama Karya semakin menguatkan
Hutama Karya merevitalisasi diri dengan melakukan pengembangan usaha eksistensinya di industri konstruksi nasional. Hal ini ditandai dengan
untuk sektor-sektor swasta melalui pembangunan High Rise Building (Bakrie diversifikasi usaha melalui pendirian anak perusahaan di bidang
Tower dan apartemen) maupun infrastruktur lainnya seperti jalan tol. Seiring pengembangan properti dan manufaktur aspal serta baja.
dengan perkembangan tersebut, kualitas dan mutu tetap menjadi perhatian, After a decade in the millennial era, Hutama Karya has strengthened
yang dibuktikan dengan diraihnya sertifikat ISO 9001:2008, ISO 14001:2004 its existence in the national construction industry. This is marked by
dan OHSAS 18001:2007. business diversification through the establishment of a subsidiary in
Entering the millennial era where the dynamics of the economy are increasing the field of property development and manufacturing of asphalt and
rapidly, Hutama Karya is revitalizing itself by developing business for the steel.
private sectors through the construction of High Rise Buildings and other
infrastructure, such as toll roads. Along with these developments, quality
remains a concern, as evidenced by the achievement of ISO 9001: 2008, ISO
14001: 2004 and OHSAS 18001: 2007 certificates.
2015 - Sekarang / Present
• Bertransformasi menjadi Pengembangan Infrastruktur dan akan • Transformed into an Infrastructure Developer and will become the
menjadi Operator Jalan Tol terbesar di Indonesia. largest Toll Road Operator in Indonesia.
• Penerbitan Global Medium Term Notes pertama senilai US$600 juta yang • Issued the first Global Medium-Term Notes worth US$600.00 million
dijamin oleh pemerintah Republik Indonesia pada bulan Mei 2020. guaranteed by the Government of the Republic of Indonesia in May 2020.
• Penerbitan obligasi di pasar modal Indonesia yakni Obligasi • Issued corporate bond Indonesian capital market comprising of
Berkelanjutan I Hutama Karya Tahap I Tahun 2016 (Rp1 triliun); Obligasi Hutama Karya Sustainable Bonds I Phase I 2016 (IDR1Trillion);
Berkelanjutan I Hutama Karya Tahap II Tahun 2017 (Rp1,97 triliun); Hutama Karya Sustainable Bonds I Phase II 2017(IDR1.97 trillion);
Obligasi Berkelanjutan I Hutama Karya III Tahun 2017 (Rp3,53 triliun); Hutama Karya Sustainable Bonds I Phase III 2017 (IDR3.53 trillion);
Obligasi Berkelanjutan II Hutama Karya Tahun 2021 (Rp1 triliun); dan Hutama Karya Bonds II Phase I 2021(IDR1 trillion); and Hutama
Obligasi Berkelanjutan II Hutama Karya Tahap II tahun 2022 (Rp1 triliun). Karya Sustainable Bonds II Phase II 2022 (IDR1trillion).
• Penerbitan sukuk korporasi di pasar modal Indonesia yaitu Sukuk • Issued Sukuk in the Indonesian capital market comprising of
Mudharabah Berkelanjutan I Hutama Karya Tahap I Tahun 2021 (Rp500 Hutama Karya Sustainable Mudharabah Bonds I Phase I 2021
miliar); Sukuk Mudharabah Berkelanjutan I Hutama Karya Tahap II (IDR500 billion; and Hutama Karya Sustainable Mudharabah Bonds
tahun 2022 (Rp313 miliar). I Phase II 2022 (IDR313 billion).
• Melakukan Asset Recycling atas PT Medan Binjai Toll (PTMB) dan • Conducting Asset Recycling of PT Medan Binjai Toll (PTMB) and
PT Bakauheni Terbanggi Besar Toll (PTBTB) yang saham keduanya PT Bakauheni Terbanggi Besar Toll (PTBTB) whose shares are
dimiliki oleh Indonesia Investment Authority (INA) dengan nilai transaksi both owned by the Indonesia Investment Authority (INA) with a
Rp12,4 triliun di tahun 2023. transaction value of IDR12.4 trillion in 2023.
• Hingga tahun 2025 Hutama Karya berhasil mengoperasikan jalan tol • As of 2025 Hutama Karya succeeded in succeeding the government
sepanjang 745 km. Jalan Tol Trans Sumatera akan terus dibangun untuk assignment by operating 745 Km. The Trans Sumatra Toll Road will
menghubungkan konektivitas Lampung hingga Aceh demi menunjang continue to be built to connect Lampung to Aceh connectivity to
keberlanjutan Infrastruktur untuk Indonesia Maju. support the sustainability of Infrastructure for Advanced Indonesia.
PT Hutama Karya (Persero)
2025 Annual Report 11
Page 12
Kontribusi Terbaik Kami
Our Best Contributions
Sebagai Perseroan yang berkomitmen untuk
memberikan dampak positif bagi negara, proyek As a company committed to making a positive
utama yang sedang dijalankan saat ini adalah impact on the nation, our primary ongoing
pembangunan Jalan Tol Trans Sumatera (JTTS). project is the construction of the Trans-Sumatra
Proyek ini tidak hanya sebagai simbol kemajuan Toll Road (JTTS). This project is not only a symbol
infrastruktur, tetapi juga memiliki dampak sosial of infrastructure progress but also has significant
dan ekonomi yang signifikan. Berdasarkan kajian social and economic impacts. According to a
dari Core Indonesia (2024), pembangunan JTTS study by Core Indonesia (2024), the construction
diprediksi akan menciptakan hingga 4,46 juta of JTTS is projected to create up to 4.46 million
lapangan pekerjaan selama masa konstruksi. jobs during the construction phase. This
Hal ini membuktikan bahwa proyek infrastruktur demonstrates that large-scale infrastructure
besar dapat memberikan manfaat langsung projects can provide direct benefits to society,
kepada masyarakat, baik secara langsung di both within the construction sector itself and in
proyek konstruksi maupun dalam sektor-sektor related industries.
terkait lainnya.
Selain itu, proyek ini diharapkan dapat Furthermore, this project is expected to boost
meningkatkan output ekonomi Pulau Sumatra Sumatra’s economic output by IDR924 trillion.
sebesar Rp924 triliun. Dengan adanya jalan tol ini, The presence of this toll road will enhance land
efisiensi transportasi darat juga akan meningkat, transportation efficiency by reducing travel time
mengurangi waktu perjalanan dan jarak tempuh, and distance, significantly contributing to the
yang tentunya akan berkontribusi besar pada smooth distribution of goods and people in the
kelancaran distribusi barang dan orang di region. This, in turn, will create opportunities
wilayah tersebut. Ini akan membuka peluang for various business sectors, enhance regional
bagi berbagai sektor bisnis, meningkatkan daya competitiveness, and ultimately support more
saing daerah, dan pada akhirnya mendukung equitable economic growth.
pertumbuhan ekonomi yang lebih merata.
PT Hutama Karya (Persero)
12 Laporan Tahunan 2025
Page 13
Lebih lanjut, proyek ini juga memberikan dampak positif terhadap Moreover, this project also has a positive indirect impact on various
sektor-sektor lain secara tidak langsung. Aktivitas baru yang other sectors. The emergence of new economic activities around
muncul di sekitar pembangunan tol, seperti peningkatan sektor the toll road construction, such as growth in trade, tourism, and
perdagangan, pariwisata, dan industri, turut membuka lapangan industry, has contributed to the creation of new job opportunities
kerja baru bagi masyarakat setempat. Masyarakat yang sebelumnya for local communities. People who previously relied on agriculture
bergantung pada sektor pertanian atau usaha kecil kini memiliki or small businesses now have the chance to engage in sectors
kesempatan untuk terlibat dalam sektor-sektor yang terdampak directly influenced by this infrastructure development.
langsung oleh pembangunan infrastruktur ini.
Melalui proyek Jalan Tol Trans Sumatera dan proyek lainnya Through the Trans-Sumatra Toll Road project and other ongoing
yang tengah dikerjakan, perseroan berkomitmen untuk terus initiatives, the company remains committed to making a significant
memberikan kontribusi signifikan terhadap pembangunan contribution to national development. Every step taken is expected
negeri ini. Setiap langkah yang diambil diharapkan tidak hanya not only to generate economic benefits but also to bring tangible
memberikan keuntungan ekonomi, tetapi juga membawa positive changes to society, improve the quality of life, and create
perubahan positif yang nyata bagi masyarakat, meningkatkan more opportunities for future generations.
kualitas hidup, serta membuka lebih banyak peluang bagi generasi
mendatang.
PT Hutama Karya (Persero)
2025 Annual Report 13
Page 14
Kilas Kinerja
Performance Highlights
PT Hutama Karya (Persero)
14 Laporan Tahunan 2025
Page 15
PT Hutama Karya (Persero)
2025 Annual Report 15
Page 16
Pencapaian Kinerja Penting Tahun 2025
Key Performance Achievements in 2025
Laba Tahun Berjalan
Tahun 2025
Profit for the Year 2025
Rp
3,09 triliun
trillion
meningkat 11.64% dibandingkan
dengan tahun 2024 yang sebesar
Rp2,77 triliun.
Ekuitas tahun 2025
an increase of 11.64% compared
Equity in 2025
to IDR2.77 trillion in 2024.
Rp
141,18 triliun
trillion
meningkat 2.30% dibandingkan dengan
tahun 2024 yang sebesar Rp138,00 triliun.
an increase of 2.30% compared
to IDR138.00 trillion in 2024
Penjualan Properti
Property Sales
Rp
22,05 miliar
billion
meningkat 18.87% dibandingkan dengan tahun 2024 yang
sebesar Rp18,55 miliar.
an increase of 18,87% compared to IDR18.55 billion in 2024.
Total Perolehan Kontrak Konstruksi Gedung
Total Acquisition of Building Construction Contracts
meningkat 251.08% dibandingkan dengan tahun 2024 yang
Rp
4,84 triliun
trillion
sebesar Rp1,38 triliun.
an increase of 251.08% compared to IDR1.38 trillion in 2024.
Panjang Jalan Tol yang Beroperasi
Length of Toll Roads in Operation
meningkat 16.14% dibandingkan dengan tahun 2024 yang
745 km
km
sebesar 640 km.
an increase of 16.14% compared to 640 km in 2024.
PT Hutama Karya (Persero)
16 Laporan Tahunan 2025
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Kilas Kinerja
Performance Highlights
Ikhtisar Data Keuangan Penting
Key Financial Highlight
Ikhtisar Keuangan dan Rasio Keuangan Financial Overview and Financial Ratios
Tabel Ikhtisar Keuangan dan Rasio Keuangan (dalam Jutaan Rupiah)
Table of Financial Overview and Financial Ratios (In million Rupiah)
Uraian 2025 2024 2023 2022* 2021 Description
LAPORAN POSISI KEUANGAN KONSOLIDASIAN CONSOLIDATED STATEMENT OF FINANCIAL POSITION
ASET ASSETS
Aset lancar Current assets
Kas dan setara kas 20,097,210 36,769,029 39,059,927 33,656,186 21,205,226 Cash and cash equivalents
Piutang usaha Trade receivables
Pihak ketiga 505,723 366,567 414,910 118,205 185,450 Third parties
Pihak berelasi 451,517 690,303 714,461 444,453 395,263 Related parties
Piutang ventura bersama 116,816 130,206 86,348 80,564 141,076 Receivables from joint ventures
Piutang retensi Retention receivables
Pihak ketiga 156,304 93,623 61,981 43,943 44,462 Third parties
Pihak berelasi 28,911 85,199 129,785 165,614 219,455 Related parties
Tagihan bruto kepada pemberi
1,590,481 3,414,061 2,541,154 2,473,814 1,923,507 Gross amounts due from customers
kerja
Piutang lain-lain Other receivables
Pihak ketiga 139,712 5,368,107 76,807 162,869 269,493 Third parties
Pihak berelasi 83,096 132,726 64,305 176,830 28,648 Related parties
Persediaan 666,108 360,019 495,274 767,063 939,536 Inventories
Aset real estat 577,261 622,367 670,525 665,791 582,001 Real estate assets
Uang muka dan beban dibayar
304,119 438,616 350,128 361,998 365,457 Advances and prepayments
dimuka
Aset keuangan hak konsesi 956,678 - - - - Financial assets concession rights
Pajak dibayar dimuka Prepaid taxes
Pajak lain-lain 1,553,222 694,479 1,572,155 1,667,234 1,898,369 Other taxes
Kas yang dibatasi penggunaannya 8,863,771 7,292,670 3,364,613 250,000 - Restricted cash
Aset keuangan lain-lain - - 2,962 648 8,961 Other financial assets
Jumlah aset lancar 36,090,929 56,457,972 49,614,335 41,035,212 28,206,904 Total current assets
Aset tidak lancar Non-current assets
Piutang lain-lain Other receivables
Pihak ketiga 259 662,506 5,545,128 1,126,660 1,179,614 Third parties
Pihak berelasi 147,099 3,642 - - 17,630 Related parties
Piutang retensi Retention receivables
Pihak ketiga 87,316 47,856 49,196 3,731 43,152 Third parties
Pihak berelasi 201,619 136,604 47,458 26,775 72,498 Related parties
Uang muka dan beban dibayar
324,684 984,944 780,065 651,101 655,590 Advances and prepayments
dimuka
PT Hutama Karya (Persero)
2025 Annual Report 17
Page 18
Uraian 2025 2024 2023 2022* 2021 Description
Pajak dibayar dimuka jangka
Long-term prepaid taxes
panjang
Pajak penghasilan 72,446 78,289 82,155 - - Corporate income taxes
Pajak lain-lain 1,815,802 2,010,539 643,060 - - Other taxes
Bagian tidak lancar dari aset real Non-current portion of real estate
1,022,728 1,067,899 953,928 1,506,689 1,705,570
estate assets
Properti investasi 381,578 259,554 229,367 247,077 247,077 Investment properties
Investasi pada entitas asosiasi 45,637 45,893 45,893 77,083 81,933 Investment in associates
Investasi pada ventura bersama 544,763 632,713 259,885 151,936 242,137 Investment in joint ventures
Aset tetap 2,911,422 3,319,839 3,460,096 3,549,370 3,740,219 Fixed assets
Aset tak berwujud Intangible assets
- Hak pengusahaan jalan tol 136,649,749 127,111,601 107,731,985 107,613,447 96,245,998 Toll road concession rights -
- Lain-lain 22,268 29,718 25,001 22,615 23,749 Others -
Aset keuangan jangka panjang - Hak Long-term Financial Assets –
8,502,192 2,865,228 - - -
konsesi Concession Rights
Goodwill 56,295 116,743 116,743 116,743 116,743 Goodwill
Aset pajak tangguhan 49,728 43,492 17,291 18,449 15,764 Deferred tax assets
Kas yang dibatasi penggunaannya 45,341 37,025 25,839 25,196 - Restricted cash
Aset keuangan lain-lain 99,123 73,422 65,225 35,785 218,514 Other financial assets
Aset tidak lancar lain-lain 27,192 56,984 46,837 111,549 104,411 Other non-current assets
Jumlah aset tidak lancar 153,007,241 139,584,491 120,125,152 115,284,206 104,710,599 Total non-current assets
JUMLAH ASET 189,098,170 196,042,463 169,739,487 156,319,418 132,917,503 TOTAL ASSETS
LIABILITAS LIABILITIES
Liabilitas jangka pendek Current liabilities
Utang usaha Trade payables
Pihak ketiga 7,915,132 10,105,074 8,943,727 11,334,072 10,501,246 Third parties
Pihak berelasi 1,398,584 1,316,922 2,249,416 3,073,241 7,917,864 Related parties
Pinjaman jangka pendek Short-term loans
Bank 4,204,659 5,921,908 3,454,956 926,387 499,009 Bank
Non-bank - - - - 90,817 Non-bank
Utang lain-lain Other payables
Pihak ketiga 271,002 311,542 212,142 180,219 213,676 Third parties
Pihak berelasi 817,756 2,719,537 18 62,783 73,971 Related parties
Utang retensi Retention payables
Pihak ketiga 174,665 218,960 113,404 82,626 113,615 Third parties
Pihak berelasi 148,975 149,051 181,475 34,630 780,973 Related parties
Utang pajak Taxes payable
Pajak penghasilan 67,895 88,113 24,344 11,443 13,198 Corporate income taxes
Pajak lain-lain 308,982 600,929 427,210 431,391 447,866 Other taxes
Uang muka kontrak jangka pendek 273,392 405,123 680,818 255,678 278,229 Short-term contract advances
Akrual dan provisi 3,788,852 3,865,774 3,027,446 2,447,961 1,989,111 Accruals and provision
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Kilas Kinerja
Performance Highlights
Uraian 2025 2024 2023 2022* 2021 Description
Bagian lancar atas pinjaman jangka Current maturities of long-term
panjang: loans:
Bank 11,478 - - 71,521 163,439 Bank
Non-bank - 40,000 40,000 20,000 - Non-bank
Medium Term Notes - - 1,475,000 - 1,893,999 Medium Term Notes
Utang obligasi 1,185,289 81,000 33,445 - 1,164,301 Bonds payables
Sukuk Mudharabah 64,389 138,250 16,474 - - Sukuk Mudharabah
Liabilitas sewa 108,428 54,566 46,786 57,678 155,128 Lease liabilities
Kewajiban imbalan kerja jangka Short-term employee benefit
354,987 389,420 317,517 35,650 25,418
pendek obligations
Bagian lancar atas pendapatan
- - 575,843 1,023,703 387,093 Current portion of deferred revenue
ditangguhkan
Jumlah liabilitas jangka pendek 21,094,465 26,406,169 21,820,021 20,048,983 26,708,953 Total current liabilities
Liabilitas jangka panjang Non-current liabilities
Utang usaha Trade payables
Pihak berelasi - - - 20,425 1,456,261 Related parties
Pinjaman jangka panjang - setelah
Long-term loans - net of current
dikurangi bagian yang jatuh tempo
maturities:
dalam satu tahun:
Bank 7,687,722 11,106,392 11,083,452 27,369,620 28,640,565 Bank
Non-bank - 686,326 908,184 1,417,075 1,487,075 Non-bank
Medium Term Notes 10,033,843 9,649,315 9,195,353 10,845,223 8,495,336 Medium Term Notes
Utang obligasi 6,030,760 7,213,920 7,292,677 7,323,798 6,325,566 Bonds payables
Sukuk Mudharabah 592,466 656,214 793,627 809,225 496,676 Sukuk Mudharabah
Liabilitas sewa 71,845 116,494 141,272 160,914 244,870 Lease liabilities
Uang muka kontrak jangka panjang 72,006 121,136 109,238 160,838 23,535 Long-term contract advances
Akrual dan provisi 776,408 449,415 478,435 515,160 295,614 Accruals and provision
Pendapatan ditangguhkan - - - 353,116 2,964,871 Deferred revenues
Kewajiban imbalan kerja jangka Long-term employee benefit
115,516 164,523 71,551 30,166 172,756
panjang obligations
Liabilitas pajak tangguhan 901,327 698,646 532,644 490,145 345,628 Deferred tax liabilities
Utang tidak lancar lain-lain Other non-current payables
Pihak ketiga - 12,456 13,198 65,467 - Third parties
Pihak berelasi 1,027 1,027 1,027 - - Related parties
Utang retensi Retention payables
Pihak ketiga 469,117 478,613 433,470 342,802 210,857 Third parties
Pihak berelasi 73,599 281,366 240,825 584,787 240,190 Related parties
Jumlah liabilitas jangka panjang 26,825,636 31,635,843 31,294,953 50,488,761 51,399,800 Total non-current liabilities
JUMLAH LIABILITAS 47,920,101 58,042,012 53,114,974 70,537,744 78,108,753 TOTAL LIABILITIES
EKUITAS EQUITY
Modal saham - nilai nominal Share capital – par value of
Rp1.000.000 per saham, modal IDR1,000,000 per share, authorized
dasar - 1 lembar saham seri A capital – 1 Series A Dwiwarna
Dwiwarna dan 249.999.999 lembar share and 249,999,999 Series B
saham seri B modal ditempatkan 131,646,000 131,646,000 113,042,000 52,808,000 33,808,000 shares, issued and fully paid-up
dan disetor penuh - 1 lembar saham capital – 1 Series A Dwiwarna share
seri A Dwiwarna dan 131.645.999 and 131,645,999 Series B shares
lembar saham seri B (31 Desember (December 31, 2024: 131,646,000
2024:131.646.000 lembar saham) shares)
PT Hutama Karya (Persero)
2025 Annual Report 19
Page 20
Uraian 2025 2024 2023 2022* 2021 Description
Penyertaan modal negara - - - 31,350,000 19,000,000 Government capital investment
Tambahan modal disetor 44,037 44,037 44,037 44,037 44,037 Additional paid-in capital
Cadangan revaluasi aset tetap 775,283 740,784 740,784 636,255 636,255 Fixed assets revaluation reserve
Retained earnings/(accumulated
Saldo laba/(akumulasi rugi)
deficit)
Dicadangkan 5,619,215 5,619,215 5,619,215 5,619,215 5,619,215 Appropriated
Belum dicadangkan 2,497,966 (995,205) (3,731,874) (5,541,519) (5,165,208) Unappropriated
Ekuitas merging entity - - - - - Merging Entity Equity
Ekuitas yang dapat diatribusikan Equity attributable to owners of
140,582,501 137,054,831 115,714,162 84,915,988 53,942,299
kepada pemilik entitas induk the parent
Kepentingan non-pengendali 595,568 945,620 910,351 865,686 866,451 Non-controlling interests
JUMLAH EKUITAS 141,178,069 138,000,451 116,624,513 85,781,674 54,808,750 TOTAL EQUITY
JUMLAH LIABILITAS DAN EKUITAS 189,098,170 196,042,463 169,739,487 156,319,418 132,917,503 TOTAL LIABILITIES AND EQUITY
LAPORAN POSISI LABA RUGI DAN PENGHASILAN KOMPREHENSIF CONSOLIDATED STATEMENTS OF PROFIT OR LOSS AND OTHER
LAIN KONSOLIDASIAN COMPREHENSIVE INCOME
Pendapatan 25,132,919 30,252,293 26,926,321 24,082,441 20,484,998 Revenue
Beban pokok pendapatan (21,271,951) (25,978,271) (24,568,527) (20,470,541) (18,133,606) Cost of revenue
Laba bruto 3,860,968 4,274,022 2,357,794 3,611,900 2,351,392 Gross profit
Beban penjualan (15,178) (39,940) (11,995) (17,358) (14,058) Selling expenses
General and administrative
Beban umum dan administrasi (1,106,057) (1,221,718) (929,515) (698,052) (672,214)
expenses
Beban (penurunan)/pemulihan nilai Impairment (loss)/reversal of
526,596 (142,147) (1,167,263) (119,223) -
piutang receivables
Beban pajak penghasilan final (592,862) (662,452) (482,744) (430,494) (407,757) Final tax expense
Beban penurunan nilai aset real
- - (180,000) - - Impairment of real estate assets
estat
Bagian atas laba bersih entitas Share in net profit of associates and
290,462 452,433 175,118 144,315 170,220
asosiasi dan ventura bersama joint ventures
Provisions related to insurance
Provisi terkait klaim asuransi - - - - (183,000)
claims
Keuntungan dari penjualan hak Gain on sale of toll road concession
- - 3,643,245 - -
pengusahaan jalan tol rights
Beban lain-lain, bersih (226,605) (176,955) (178,007) (160,514) (484,675) Other expenses, net
Laba usaha 2,737,324 2,483,243 3,226,633 2,330,574 759,908 Operating income
Penghasilan keuangan 1,890,461 2,168,801 807,635 260,053 202,827 Finance income
Biaya keuangan (1,241,216) (1,643,551) (2,039,715) (2,497,867) (3,085,212) Finance costs
Keuntungan/(kerugian) dari selisih
(10,617) (22,714) 149,650 (348,829) (81,897) Gain/(loss) of foreign exchanges, net
kurs, bersih
Laba/(rugi) sebelum pajak
3,375,952 2,985,779 2,144,203 (256,069) (2,204,374) Profit/(loss) before income tax
penghasilan
Beban pajak penghasilan (287,369) (219,257) (271,647) (189,163) (203,922) Income tax expenses
Laba/(rugi) tahun berjalan 3,088,583 2,766,522 1,872,556 (445,232) (2,408,296) Profit/(loss) for the year
Penghasilan komprehensif lain Other comprehensive income
Pos-pos yang tidak akan Items that will not be reclassified
direklasifikasi ke laba rugi: subsequently to profit or loss:
Keuntungan revaluasi tanah 34,499 - 104,529 - - Gain on revaluation of land
Pengukuran kembali imbalan Remeasurement of post
54,536 5,416 (18,246) 68,156 18,153
pascakerja employment benefits
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20 Laporan Tahunan 2025
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Kilas Kinerja
Performance Highlights
Uraian 2025 2024 2023 2022* 2021 Description
Jumlah laba/(rugi) komprehensif Total comprehensive income/
3,177,618 2,771,938 1,958,839 (377,076) (2,390,143)
tahun berjalan (loss) for the year
Laba/(rugi) tahun berjalan yang Profit/(loss) for the year
dapat diatribusikan kepada: attributable to:
Pemilik entitas induk 3,290,426 2,731,253 1,827,891 (444,467) (2,449,897) Owners of the parent entity
Kepentingan non-pengendali (201,843) 35,269 44,665 (765) 41,601 Non-controlling interests
3,088,583 2,766,522 1,872,556 (445,232) (2,408,296)
Jumlah laba/(rugi) komprehensif
Total comprehensive income/
tahun berjalan yang dapat
(loss) for the year attributable to:
diatribusikan kepada:
Pemilik entitas induk 3,379,461 2,736,669 1,914,174 (376,311) (2,431,744) Owners of the parent entity
Kepentingan non-pengendali (201,843) 35,269 44,665 (765) 41,601 Non-controlling interests
3,177,618 2,771,938 1,958,839 (377,076) (2,390,143)
Laba/(rugi) per saham Profit/(loss) per share - Basic and
24,995 22,062 21,787 (8,753) (88,022)
- Dasar dan Dilusian (Rupiah penuh) Diluted (full Rupiah)
LAPORAN ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CASH FLOWS
ARUS KAS DARI AKTIVITAS OPERASI CASH FLOWS FROM OPERATING ACTIVITIES
Penerimaan dari pelanggan 11,914,850 12,202,085 9,449,914 11,316,501 8,065,181 Cash receipts from customers
Pembayaran kepada pemasok dan
(10,109,207) (14,017,777) (9,678,673) (8,863,436) (5,034,126) Cash paid to suppliers and others
lain-lain
Pembayaran kepada karyawan (811,854) (692,092) (565,278) (787,303) (437,832) Cash paid to employees
Kas yang dihasilkan dari operasi 993,789 (2,507,784) (794,037) 1,665,762 2,593,223 Cash generated from operations
Penerimaan bunga 1,290,179 1,738,402 807,635 260,053 196,722 Receipts of interest
Pembayaran beban keuangan (1,166,550) (1,651,654) (1,934,480) (2,232,823) (3,132,052) Payment of finance costs
Pembayaran pajak penghasilan (157,627) (64,275) (77,535) (49,086) (29,784) Payment of income taxes
Pembayaran pajak final (539,791) (554,851) (515,370) (669,392) (528,383) Payment of final taxes
Penerimaan pengembalian pajak Receipt of Corporate income taxes
58,563 20,203 - - -
penghasilan badan refund
Penerimaan pengembalian pajak 675,947 1,063,849 257,711 1,012,748 648,025 Receipt of tax refund
Arus kas bersih digunakan untuk Net cash flows used in operating
1,154,510 (1,956,110) (2,256,076) (12,738) (252,249)
aktivitas operasi activities
ARUS KAS DARI AKTIVITAS CASH FLOW FROM INVESTING
INVESTASI ACTIVITIES
Perolehan aset hak pengusahaan Additions to toll road concession
(17,439,866) (15,761,081) (18,567,711) (17,338,422) (14,311,568)
jalan tol rights
Perolehan aset tak berwujud Acquisition of other intangible
- (10,551) (6,110) (11,787) (10,927)
lainnya assets
Penambahan dana talangan Addition of bridging fund for land
(56,987) (120,768) (118,474) (297,330) -
pembebasan lahan acquisition
Penerimaan kembali dana talangan Receipt of land acquisition advance
34,164 189,218 92,510 264,782 636,465
pembebasan lahan funds
Perolehan aset tetap (62,690) (62,894) (57,210) (24,067) (82,757) Acquisition of fixed assets
Penerimaan atas pelepasan Receipts on disposal of other
- - 40,000 187,954 -
investasi lainnya investments
Penerimaan atas penjualan hak Proceeds from sale of toll road
5,504,636 - 6,832,200 - -
konsesi jalan tol concession rights
Penempatan kas yang dibatasi
(1,127,389) (3,740,306) (3,114,613) (250,000) - Placement of restricted cash
penggunaannya
Penambahan atas investasi ventura Additional in investment in joint
(35,098) (212,064) - - -
bersama venture
PT Hutama Karya (Persero)
2025 Annual Report 21
Page 22
Uraian 2025 2024 2023 2022* 2021 Description
Penambahan atas investasi lainnya (25,701) (8,197) (15,000) (1,750) - Addition of investment advances
Penerimaan dividen dari ventura Dividends received from joint
351,378 288,904 132,848 262,123 222,124
bersama venture
Arus kas bersih digunakan untuk Net cash flows used in investing
(11,657,553) (19,437,739) (14,781,560) (17,208,497) (13,581,534)
aktivitas investasi activities
ARUS KAS DARI AKTIVITAS PENDANAAN CASH FLOW FROM FINANCING ACTIVITIES
Investasi modal pemerintah - 18,604,000 28,884,000 31,350,000 25,208,000 Government capital investment
Penerimaan pinjaman jangka
6,590,984 7,558,258 6,893,960 2,752,521 3,577,010 Receipts of short-term loans
pendek
Pembayaran pinjaman jangka
(8,319,803) (5,184,921) (4,638,749) (2,461,745) (5,963,423) Repayments of short-term loans
pendek
Penerimaan pinjaman jangka
1,061,872 - 168,849 1,636,593 2,610,442 Receipts of long-term loans
panjang
Pembayaran pinjaman jangka
(5,445,576) (1,746,858) (8,928,041) (3,578,649) (1,288,403) Repayments of long-term loans
panjang
Pembayaran dividen - - - - (3,932) Dividend payment
Pembayaran liabilitas sewa (93,914) (161,017) (14,648) (196,236) (230,618) Repayment of lease liabilities
Arus kas bersih diperoleh dari Net cash provided by financing
(6,206,437) 19,069,462 22,365,371 29,502,484 23,909,076
aktivitas pendanaan activities
Penurunan bersih kas dan setara Net decrease in cash and cash
(16,709,480) (2,324,388) 5,327,735 12,281,249 10,075,293
kas equivalents
Cash and cash equivalents at
Kas dan setara kas pada awal tahun 36,769,029 39,059,927 33,656,186 21,205,226 11,130,641
beginning of the year
Pengaruh selisih kurs 37,661 33,490 76,006 169,711 (708) Effect of foreign exchange rate
Kas dan setara kas pada akhir Cash and cash equivalents at end
20,097,210 36,769,029 39,059,927 33,656,186 21,205,226
tahun of year
RASIO KEUANGAN FINANCIAL RATIOS
RASIO PROFITABILITAS PROFITABILITY RATIO
Imbalan terhadap Total Aset (%) 1.63 1.41 1.10 (0.28) (1.81) Return on Total Asset (%)
Imbalan kepada Pemegang Saham
2.29 1.95 1.56 (0.52) (4.35) Return to Shareholders (%)
(%)
Imbalan Investasi (%) 2.53 2.54 4.11 3.29 2.26 Return on Investment (%)
Rasio Pertumbuhan Penjualan (%) (16.92) 12.35 11.81 17.56 (12.46) Sales Growth Ratio (%)
Margin Laba Bersih (%) 12.29 9.14 6.95 (1.85) (11.76) Net Profit Margin (%)
Margin Operasi (%) 10.89 8.21 11.98 9.68 3.71 Operating Margin (%)
Margin Laba Kotor (%) 15.36 14.13 8.76 15.00 11.48 Gross Profit Margin (%)
RASIO LIKUIDITAS LIQUIDITY RATIO
Rasio Kas (%) 95.27 139.24 183.86 176.90 81.30 Cash Ratio (%)
Rasio Cepat (%) 101.24 144.42 190.49 181.38 85.08 Quick Ratio (%)
Rasio Lancar (%) 171.09 213.81 233.54 215.70 108.15 Current Ratio (%)
RASIO SOLVABILITAS SOLVENCY RATIO
PT Hutama Karya (Persero)
22 Laporan Tahunan 2025
Page 23
Kilas Kinerja
Performance Highlights
Uraian 2025 2024 2023 2022* 2021 Description
Rasio Pinjaman terhadap Ekuitas
4.90 6.41 6.78 6.39 10.88 Loan to Equity Ratio (%)
(%)
Rasio Pinjaman terhadap Aset (%) 3.66 4.51 4.66 3.50 4.49 Loan to asset ratio (%)
Rasio Total Kewajiban terhadap
17.60 22.63 22.27 29.89 56.68 Debt to Equity Ratio (%)
Ekuitas (%)
Rasio Total Kewajiban terhadap
13.14 15.93 15.30 16.40 23.37 Debt to Total Asset Ratio
Total Aset
Rasio Modal terhadap Total Aset (%) 74.00 70.06 68.86 55.89 42.81 Equity to Total Asset Ratio (%)
Kemampuan Membayar Beban
168.91 219.09 81.32 139.67 44.11 Times Interest Earned Ratio (%)
Bunga (%)
RASIO AKTIVITAS ACTIVITY RATIO
Periode Penagihan (hari) 43 40 53 26 40 Collection Period (days)
Perputaran Aset (kali) 0.09 0.04 0.08 0.10 0.17 Asset Turnover (times)
* Disajikan kembali / Restated
Ikhtisar Operasional Operational Overview
Tabel Ikhtisar Operasional
Table of Operational Overview
Keterangan 2025 2024 2023 2022 2021 Description
Penyelenggaraan Jalan Tol Toll Road Operations
Panjang jalan tol beroperasi (km) 745 640 722 603 555 Operational Toll Road Length (km)
Volume Lalu Lintas Transaksi Transaction Traffic Volume (million
93 88 79 83 84
(jutaan kendaraan) vehicles)
Volume Lalu Lintas Transaksi Harian Average Daily Transaction Traffic
256 242 294 291 230
Rata-Rata (ribuan kendaraan) Volume (thousand vehicles)
Konstruksi Construction
Order Book (RpMiliar) 59,773 70,032 59,858 42,544 31,859 Order Book (Billion Rupiah)
Kontrak Baru (RpMiliar) 18,373 34,839 30,876 19,854 11,471 New Contracts (Billion Rupiah)
Building 4,843 1,379 3,775 1,268 893 Building
EPC 118 476 1,276 3,295 2,933 EPC
Property & Realty 805 138 99 188 211 Property & Realty
Toll, Road & Bridges 11,762 29,557 24,103 13,993 4,160 Toll, Road & Bridges
Prasarana Perhubungan 347 560 77 571 1,913 Transportation Infrastructure
Water Resources 844 2,728 1,545 537 1,361 Water Resources
PT Hutama Karya (Persero)
2025 Annual Report 23
Page 24
Informasi Saham
Stock Information
Sampai dengan 31 Desember 2025, Perseroan belum mencatatkan As of December 31, 2025, the Company has not yet listed its shares
sahamnya di bursa saham. Dengan demikian, tidak terdapat on the stock exchange. Therefore, there is no information available
informasi harga saham, kapitalisasi pasar saham, dan volume regarding share prices, market capitalization, or trading volume.
perdagangan saham. Namun demikian, untuk informasi modal However, information on share capital for the past two years is
saham selama dua tahun terakhir disajikan sebagai berikut: presented as follows:
Tabel Modal Saham (dalam Jutaan Rupiah)
Table of Share Capital (in million rupiah)
Uraian
2025 2024
Description
Modal saham - nilai nominal Rp1.000.000 per saham, modal dasar - 1 lembar saham seri A Dwiwarna dan
249.999.999 lembar saham seri B modal ditempatkan dan disetor penuh - 1 lembar saham seri A Dwiwarna dan
131.645.999 lembar saham seri B (31 Desember 2024:131.646.000 lembar saham)
131,646,000 131,646,000
Share capital – par value of IDR1,000,000 per share, authorized capital – 1 Series A Dwiwarna share and
249,999,999 Series B shares; issued and fully paid-up capital – 1 Series A Dwiwarna share and 131,645,999 Series
B shares (December 31, 2024: 131,646,000 shares)
Informasi Obligasi, Sukuk, dan/atau Obligasi Konversi
Information of Bonds, Sukuk and/or Conversion Bonds
Informasi Obligasi Information of Bonds
Tabel Informasi Obligasi yang Masih Beredar
Table of Outstanding Bond Information
Jumlah Obligasi
Tanggal
Uraian Mata Uang (jutaan)
No. Penerbitan Tenor
Description Currency Number of Bonds
Issuance Date
(Million)
Obligasi Berkelanjutan I Hutama Karya Tahap I Tahun 2016 21 Desember 2016 10 Tahun Rp
1. 1,000,000
Hutama Karya Sustainable Bonds I Phase I 2016 December 21, 2016 10 Years IDR
Obligasi Berkelanjutan I Hutama Karya Tahap II Tahun 2017 7 Juni 2017 10 Tahun Rp
2. 1,968,000
Hutama Karya Sustainable Bonds I Phase II 2017 June 7, 2017 10 Years IDR
Obligasi Berkelanjutan I Hutama Karya Tahap III Tahun 2017 Seri B 26 September 2017 10 Tahun Rp
3. 2,367,000
Hutama Karya Sustainable Bonds I Phase III 2017 Series B September 26, 2017 10 Years IDR
Obligasi Berkelanjutan II Hutama Karya Tahap I Tahun 2021 Seri B 7 September 2021 5 Tahun Rp
4. 185,550
Hutama Karya Sustainable Bonds II Phase I 2021 Series B September 7, 2021 5 Years IDR
Obligasi Berkelanjutan II Hutama Karya Tahap I Tahun 2021 Seri C 7 September 2021 7 Tahun Rp
5. 780,950
Hutama Karya Sustainable Bonds II Phase I 2021 Series C September 7, 2021 7 Years IDR
Obligasi Berkelanjutan II Hutama Karya Tahap II Tahun 2022 Seri A 12 Januari 2022 3 Tahun Rp
6. 81,000
Hutama Karya Sustainable Bonds II Phase II 2022 Series A January 12, 2022 3 Years IDR
Obligasi Berkelanjutan II Hutama Karya Tahap II Tahun 2022 Seri B 12 Januari 2022 5 Tahun Rp
7. 176,500
Hutama Karya Sustainable Bonds II Phase II 2022 Series B January 12, 2022 5 Years IDR
Obligasi Berkelanjutan II Hutama Karya Tahap II Tahun 2022 Seri C 12 Januari 2022 7 Tahun Rp
8. 742,500
Hutama Karya Sustainable Bonds II Phase II 2022 Series C January 12, 2022 7 Years IDR
PT Hutama Karya (Persero)
24 Laporan Tahunan 2025
Page 25
Kilas Kinerja
Performance Highlights
Aksi Korporasi Corporate Action
Pada tahun 2025, Perseroan tidak melakukan Aksi Korporasi In 2025, the Company did not undertake any Corporate Actions
terkait dengan aktivitas yang berpengaruh terhadap jumlah saham related to activities affecting the number of outstanding shares,
beredar, di antaranya pemecahan saham, penggabungan saham, including stock splits, reverse stock splits, stock dividends, bonus
dividen saham, saham bonus, perubahan nilai nominal saham, shares, changes in par value, issuance of convertible securities, as
penerbitan efek konversi, serta penambahan dan pengurangan well as capital increases and reductions.
modal.
Aksi Penghentian Sementara The Action of Provisional Suspension
Perdagangan Saham (Suspension) dan/ of Share Trading (Suspension) and/or
atau Penghapusan Pencatatan Saham Delisting of Share
(Delisting)
Sampai dengan 31 Desember 2025, Perseroan tidak pernah As of December 31, 2025, the Company has never been subject
dikenakan sanksi penghentian sementara perdagangan saham to a temporary suspension of stock trading (suspension) and/or
(suspension) dan/atau penghapusan pencatatan saham (delisting). delisting of its shares.
Tingkat Suku Status Peringkat
Tanggal Jatuh Rating
Harga Penawaran Bunga Pembayaran Wali Amanat
Tempo
Bid Price Interest Payment Trustee
Maturity Date
Rates Status 2025 2024
100% dari jumlah pokok obligasi 21 Desember 2026 Belum Lunas
8.55% AAA (gg) AAA (gg) Bank BJB
100% of the bond principal amount December 21, 2026 Not yet paid off id id
100% dari jumlah pokok obligasi 7 Juni 2027 Belum Lunas
8.07% AAA (gg) AAA (gg) Bank BJB
100% of the bond principal amount June 7, 2027 Not yet paid off id id
100% dari jumlah pokok obligasi 26 September 2027 Belum Lunas
8.40% AAA (gg) AAA (gg) Bank BJB
100% of the bond principal amount September 26, 2027 Not yet paid off id id
100% dari jumlah pokok obligasi 7 September 2026 Belum Lunas
8.55% AA- AA- Bank BJB
100% of the bond principal amount September 7, 2026 Not yet paid off id id
100% dari jumlah pokok obligasi 7 September 2028 Belum Lunas
9.30% AA- AA- Bank BJB
100% of the bond principal amount September 7, 2028 Not yet paid off id id
100% dari jumlah pokok obligasi 12 Januari 2025 Lunas
6.50% AA- AA- Bank BJB
100% of the bond principal amount January 12, 2025 Paid off id id
100% dari jumlah pokok obligasi 12 Januari 2027 Belum Lunas
7.75% AA- AA- Bank BJB
100% of the bond principal amount January 12, 2027 Not yet paid off id id
100% dari jumlah pokok obligasi 12 Januari 2029 Belum Lunas
8.25% AA- AA- Bank BJB
100% of the bond principal amount January 12, 2029 Not yet paid off id id
PT Hutama Karya (Persero)
2025 Annual Report 25
Page 26
Informasi Sukuk Sukuk Information
Tabel Informasi Sukuk Yang Masih Beredar
Table of Outstanding Sukuk Information
Jumlah Sukuk
Tanggal
Uraian Mata Uang (jutaan)
No. Penerbitan Tenor
Description Currency Number of Bonds
Issuance date
(Million)
Sukuk Mudharabah Berkelanjutan I Hutama Karya Tahap I Tahun 2021
7 September 2021 7 Tahun Rp
1. Seri C 419,050
September 7, 2021 7 Years IDR
Hutama Karya Sustainable Sukuk Mudharabah I Phase I 2021 Series C
Sukuk Mudharabah Berkelanjutan I Hutama Karya Tahap I Tahun 2021
7 September 2021 5 Tahun Rp
2. Seri B 64,450
September 7, 2021 5 Years IDR
Hutama Karya Sustainable Sukuk Mudharabah I Phase I 2021 Series B
Sukuk Mudharabah Berkelanjutan I Hutama Karya Tahap II Tahun
12 Januari 2022 7 Tahun Rp
3. 2022 Seri C 69,490
January 12, 2022 7 Years IDR
Hutama Karya Sustainable Sukuk Mudharabah I Phase II 2022 Series C
Sukuk Mudharabah Berkelanjutan I Hutama Karya Tahap II Tahun
12 Januari 2022 5 Tahun Rp
4. 2022 Seri B 105,260
January 12, 2022 5 Years IDR
Hutama Karya Sustainable Sukuk Mudharabah I Phase II 2022 Series B
Sukuk Mudharabah Berkelanjutan I Hutama Karya Tahap II Tahun
12 Januari 2022 3 Tahun Rp
5. 2022 Seri A 138,250
January 12, 2022 3 Years IDR
Hutama Karya Sustainable Sukuk Mudharabah I Phase II 2022 Series A
Obligasi Konversi Convertible Bonds
Sampai dengan 31 Desember 2025, Perseroan tidak menerbitkan As of December 31, 2025, the Company has not issued any
obligasi konversi. convertible bonds.
Informasi Sumber Pendanaan Lainnya
Other Funding Sources Information
Tabel Informasi Medium Term Notes
Table of Medium Term Notes Information
Nominal
Tingkat Suku
Nama Mata Uang (Juta)
No. Bunga Tenor
Name Currency Nominal
Interest Rate
(Million)
Global Medium Term Notes Hutama Karya 10 Tahun
1. USD 600 3.75%
Global Medium Term Notes Hutama Karya 10 Years
PT Hutama Karya (Persero)
26 Laporan Tahunan 2025
Page 27
Kilas Kinerja
Performance Highlights
Status Peringkat
Tanggal Jatuh Tingkat Suku Rating
Harga Penawaran Pembayaran Wali Amanat
Tempo Bunga
Bid Price Payment Trustee
Maturity Date Interest Rates
Status 2025 2024
100% dari jumlah pokok Sukuk 7 September 2028 Belum Lunas
9.30% AA-(sy) AA-(sy) Bank BJB
100% of the sukuk principal amount September 7, 2028 Not yet paid off id id
100% dari jumlah pokok Sukuk 7 September 2026 Belum Lunas
8.55% AA-(sy) AA-(sy) Bank BJB
100% of the sukuk principal amount September 7, 2026 Not yet paid off id id
100% dari jumlah pokok Sukuk 12 Januari 2029 Belum Lunas
8.25% AA-(sy) AA-(sy) Bank BJB
100% of the sukuk principal amount January 12, 2029 Not yet paid off id id
100% dari jumlah pokok Sukuk 12 Januari 2027 Belum Lunas
7.75% AA-(sy) AA-(sy) Bank BJB
100% of the sukuk principal amount January 12, 2027 Not yet paid off id id
100% dari jumlah pokok Sukuk 12 Januari 2025 Lunas
6.50% AA-(sy) AA-(sy) Bank BJB
100% of the sukuk principal amount January 12, 2025 Not yet paid off id id
Moody’s Fitch
Tanggal Jatuh Rating Rating
Tanggal Penerbitan
Tempo
Issuance Date
Maturity Date
2025 2024 2025 2024
11 Mei 2020 11 Mei 2030
Baa3 Baa3 BBB- BBB-
May 11, 2020 May 11, 2030
PT Hutama Karya (Persero)
2025 Annual Report 27
Page 28
Peringkat Perusahaan
Company Rating
Sampai dengan periode yang berakhir tanggal 31 Desember 2024 As of the periods ending on December 31, 2024, and December 31,
dan 31 Desember 2025, Perseroan telah mendapatkan peringkat 2025, the Company has received credit ratings from several rating
kredit dari beberapa lembaga pemeringkat yang berskala domestik agencies, both domestic and international, as follows:
maupun berskala internasional sebagai berikut:
Peringkat
Lembaga Pemeringkat Rating
No. Outlook
Rating Agency
2025 2024
Domestik / Domestic
1. Pefindo (Corporate Rating) id
AA- id
AA- Stable
Shelf-Registered Bond I Id
AAA (gg) AAA (gg)
Id
Shelf-Registered Bond II id
AA- AAA (gg)
Id
Shelf-Registered Sukuk I id
AA-(sy) id
AA-(sy)
Internasional / Internasional
2. Moody’s Baa3 Baa3 Stable
3. Fitch Ratings BBB- BBB- Stable
PT Hutama Karya (Persero)
28 Laporan Tahunan 2025
Page 29
Kilas Kinerja
Performance Highlights
Peristiwa Penting
Important Events
2 Januari / January 2025 22 - 24 Januari / January 2025
Site Visit Menteri Pekerjaan Umum ke Proyek Underpass Joglo. Jalan Tol Pertama di Provinsi Sumatra Barat Sukses Jalani Uji Laik Fungsi.
Site Visit by the Minister of Public Works to the Joglo Underpass Project. The First Toll Road in West Sumatra Province Successfully Completed the
Functional Feasibility Test
30 Januari / January 2025 14 Februari / February 2025
Rapat Umum Pemegang Saham: Pengesahan RKAP 2025 PT Hutama Karya Groundbreaking Gedung Pelayanan Kanker Terpadu RSUP Prof. Dr. R. D.
(Persero). Kandou.
General Meeting of Shareholders: Approval of the 2025 RKAP of PT Hutama Groundbreaking of the Integrated Cancer Service Building at Prof. Dr. R. D.
Karya (Persero) Kandou Central General Hospital
28 Februari / February 2025 4 Maret / March 2025
Penandatanganan Kontrak Pembangunan Gedung RSUD Kabupaten Press Conference BUMN: Penguatan Infrastruktur untuk Arus Mudik Lebaran
Bengkulu Tengah. 2025.
Signing of the Construction Contract for the Bengkulu Tengah Regional State-Owned Enterprises Press Conference: Strengthening Infrastructure for
General Hospital Building the 2025 Eid Homecoming Flow
PT Hutama Karya (Persero)
2025 Annual Report 29
Page 30
5 Maret / March 2025 9 Maret / March 2025
Peletakan Batu Pertama Rumah Sakit Umum Daerah Bengkulu Tengah. Kunjungan Spesial Duta Besar Uni Emirat Arab & Mubadala Energy Delegation
ke Tol Sigli-Banda Aceh.
Groundbreaking Ceremony of Bengkulu Tengah Regional General Hospital Special Visit of the Ambassador of the United Arab Emirates & Mubadala
Energy Delegation to the Sigli–Banda Aceh Toll Road
14 Maret / March 2025 14 Maret / March 2025
Kunjungan Wakil Menteri Pekerjaan Umum ke Tol Terbanggi Besar-Kayu Penandatanganan Kontrak Gedung RSUD Tafaeri, Sumatra Utara.
Agung.
Visit of the Vice Minister of Public Works to the Terbanggi Besar–Kayu Agung Signing of the Construction Contract for Tafaeri Regional General Hospital,
Toll Road North Sumatra
19 Maret / March 2025 21 Maret / March 2025
Wakil Menteri Pekerjaan Umum dan Gubernur Sumatera Utara Tinjau Penandatanganan Perjanjian KPBU Flyover Panorama I (Sitinjau-Lauik I).
Kesiapan Layanan Jalan Tol di Sumatera Utara.
Vice Minister of Public Works and Governor of North Sumatra Review the Signing of the Public-Private Partnership (PPP) Agreement for Panorama I
Readiness of Toll Road Services in North Sumatra Flyover (Sitinjau Lauik I)
PT Hutama Karya (Persero)
30 Laporan Tahunan 2025
Page 31
Kilas Kinerja
Performance Highlights
22 Maret / March 2025 22 Maret / March 2025
Penandatanganan Nota Kesepahaman Dukungan Program Makan Bergizi Peletakan Batu Pertama RSUD Tafaeri Sumatra Utara.
Gratis.
Signing of a Memorandum of Understanding for the Support of the Free Groundbreaking Ceremony of Tafaeri Regional General Hospital, North
Nutritious Meals Program Sumatra
27 Maret / March 2025 8 April / April 2025
Hutama Karya Sukseskan Program Mudik Gratis BUMN 2025. Manajemen Hutama Karya Silaturahmi dengan Insan Hutama di HK Tower,
Sambut Idul fitri 1446 H.
Hutama Karya Successfully Implemented the 2025 SOEs Free Homecoming Hutama Karya Management Held a Gathering with Hutama Personnel at HK
Program Tower in Celebration of Eid al-Fitr 1446 H
15 April / April 2025 22 April / April 2025
Halal Bihalal dan Syukuran Hari Ulang Tahun Hutama Karya ke-64. Dukung Sentra Durian Unggulan di Hari Bumi, Hutama Karya Serahkan 1.340
Bibit Durian di Pati.
Halal Bihalal and Thanksgiving Ceremony for the 64th Anniversary of Hutama Supporting Superior Durian Centers on Earth Day, Hutama Karya Distributed
Karya 1,340 Durian Seedlings in Pati
PT Hutama Karya (Persero)
2025 Annual Report 31
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29 April / April 2025 3 Mei / May 2025
Peresmian Gedung Bundar Jampidsus oleh Jaksa Agung Republik Indonesia. Peletakan Batu Pertama KPBU Pembangunan Flyover Panorama I (Sitinjau
Lauik I).
Inauguration of the Bundar Building of Jampidsus by the Attorney General of Groundbreaking of the PPP Development of Panorama I Flyover (Sitinjau
the Republic of Indonesia Lauik I)
21 Mei / May 2025 28 Mei / May 2025
HK Tower Pertahankan Golden Flag dalam Audit Sistem Manajemen Wakil Presiden Republik Indonesia Tinjau Dua Proyek Hutama Karya di IKN:
Pengamanan 2025. Tol IKN Segmen Jembatan Pulau Balang-Simpang Riko dan Masjid Negara.
HK Tower Maintained the Golden Flag in the 2025 Security Management Vice President of the Republic of Indonesia Reviewed Two Hutama Karya
System Audit Projects in the IKN: IKN Toll Road Segment Pulau Balang Bridge–Simpang
Riko and the State Mosque
11 Juni / June 2025 18 Juni / June 2025
Penandatanganan Kontrak Paket Pekerjaan Peningkatan Jalan di Kawasan Rapat Koordinasi Pembangunan Jalan Tol Trans Sumatera dan Kereta Cepat
Inti Pusat Pemerintahan IKN. Indonesia China.
Signing of the Contract for Road Improvement Works in the Core Government Coordination Meeting on the Development of the Trans-Sumatra Toll Road
Center Area of the IKN and High-Speed Railway.
PT Hutama Karya (Persero)
32 Laporan Tahunan 2025
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Kilas Kinerja
Performance Highlights
25 Juni / June 2025 26 Juni / June 2025
Presiden RI Resmikan Pusat Layanan Modern di RSUP Prof. Ngoerah, Bali. Rapat Umum Pemegang Saham Tahunan Tahun Buku 2024 PT Hutama Karya
(Persero).
President of the Republic of Indonesia Inaugurated the Modern Service Annual General Meeting of Shareholders for Fiscal Year 2024 of PT Hutama
Center at Prof. Ngoerah Central General Hospital, Bali Karya (Persero)
1 Juli / July 2025 17 Juli / July 2025
Penandatanganan Kontrak Proyek Rehabilitasi Jaringan Irigasi di Provinsi Serah Terima Kontrak Baru Pekerjaan Rancang Bangun Pembangunan New
Riau. Priok Eastern Access (NPEA) Seksi I.
Signing of the Contract for the Irrigation Network Rehabilitation Project in Handover of a New Contract for the Design and Build of New Priok Eastern
Riau Province Access (NPEA) Section I
1 Agustus / August 2025 1 Agustus / August 2025
Topping Off Kawasan IT Center BRI Ragunan Paket 2. Hutama Karya Raih Penghargaan Rekor MURI untuk Pembangunan Tol
Bayung Lencir-Tempino Seksi 3.
Topping Off of IT Center BRI Ragunan Area Package 2 Hutama Karya Received the MURI Record Award for the Construction of
Bayung Lencir-Tempino Toll Road Section 3
PT Hutama Karya (Persero)
2025 Annual Report 33
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6 Agustus / August 2025 17 Agustus / August 2025
Hutama Karya Rampungkan Proyek EPC SBI Tuban Jetty. Upacara Peringatan Hari Kemerdekaan RI ke-80 di Hutama Karya.
Hutama Karya Completed the EPC SBI Tuban Jetty Project Commemoration Ceremony of the 80th Anniversary of the Independence of
the Republic of Indonesia at Hutama Karya
28 Agustus / August 2025 14 September / September 2025
Kunjungan IAMKRI ke Proyek IT Center BRI Ragunan Paket 2. Tol Betejam Seksi 3 Resmi Beroperasi Tanpa Tarif.
Visit of IAMKRI to the IT Center BRI Ragunan Project Package 2 Betejam Toll Road Section 3 Officially Commenced Operation Without Tariff
16 September / September 2025 25 September / September 2025
Forum Edukasi Keterbukaan Informasi Publik: Wujudkan Transparansi & Wakil Presiden RI Tinjau Progres Tol Palembang–Betung.
Akuntabilitas di BUMN.
Public Information Disclosure Education Forum: Realizing Transparency and Vice President of the Republic of Indonesia Reviewed the Progress of the
Accountability in SOEs Palembang–Betung Toll Road
PT Hutama Karya (Persero)
34 Laporan Tahunan 2025
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Kilas Kinerja
Performance Highlights
26 September / September 2025 28 September / September 2025
Kunjungan ke Dapur MBG Jambi oleh Dirjen Prasarana Strategis, Kementerian Kunjungan Wamen PU Tinjau Progres Pembangunan Jalan Tol Padang–
PU. Sicincin.
Visit to the MBG Kitchen in Jambi by the Director General of Strategic Visit of the Vice Minister of Public Works to Review the Progress of the Padang–
Infrastructure, Ministry of Public Works Sicincin Toll Road Construction
30 September / September 2025 15 Oktober / October 2025
Menteri Koordinator Bidang Infrastruktur dan Pembangunan Kewilayahan Jalan Tol Junction Palembang Jalani Uji Laik Fungsi dan Operasi, Hutama
AHY Tinjau Proyek Jalan Tol Padang–Sicincin, Perkuat Konektivitas Sumbar. Karya Perkuat Konektivitas Sumatra Selatan.
Coordinating Minister for Infrastructure and Regional Development AHY Palembang Junction Toll Road Underwent Functional Feasibility and
Reviewed the Padang–Sicincin Toll Road Project, Strengthening Connectivity Operational Testing, Hutama Karya Strengthened Connectivity in South
in West Sumatra Sumatra
23 Oktober / October 2025 31 Oktober / October 2025
Hutama Karya Dukung Finalisasi Pembangunan Satuan Pelayanan Hutama Karya Tandatangani Kontrak Pembangunan Jalan Kawasan Yudikatif
Pemenuhan Gizi (SPPG) di Jambi. di IKN.
Hutama Karya Supported the Finalization of the Development of the Nutrition Hutama Karya Signed the Contract for the Development of the Judicial Area
Fulfillment Service Unit (SPPG) in Jambi Road in the IKN
PT Hutama Karya (Persero)
2025 Annual Report 35
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31 Oktober / October 2025 3 November / November 2025
Hutama Karya Berpartisipasi dalam 17th REAAA Conference & Business Forum Hutama Karya Bangun Jalan KSPP Wanam–Muting Segmen II di Papua
2025 di Korea Selatan. Selatan.
Hutama Karya Participated in the 17th REAAA Conference & Business Forum Hutama Karya Constructed the KSPP Wanam–Muting Road Segment II in
2025 in South Korea South Papua
4 November / November 2025 20 November / November 2025
Hutama Karya Tegaskan Komitmen Lindungi Gajah dan Vegetasi di Jalan Tol Hutama Karya Paparkan Inovasi dan Capaian Keterbukaan Informasi Publik
Pekanbaru–Dumai. di Uji Publik 2025.
Hutama Karya Reaffirmed Its Commitment to Protect Elephants and Hutama Karya Presented Innovations and Achievements in Public Information
Vegetation Along the Pekanbaru–Dumai Toll Road Disclosure at the 2025 Public Test
PT Hutama Karya (Persero)
36 Laporan Tahunan 2025
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Kilas Kinerja
Performance Highlights
4 Desember / December 2025 12 Desember / December 2025
Hutama Karya Tandatangani Kontrak Pembangunan Kawasan MA dan MPR Menteri Koordinator Bidang Infrastruktur dan Pembangunan Kewilayahan
di IKN. AHY Tinjau Lokasi Jalan Nasional Terputus di Lembah Anai.
Hutama Karya Signed the Contract for the Development of the MA and MPR Coordinating Minister for Infrastructure and Regional Development AHY
Complex in the IKN Reviewed the Location of a Disrupted National Road in Lembah Anai
15 Desember / December 2025 26 Desember / December 2025
Hutama Karya Lakukan Topping Off Proyek Gedung Layanan Kanker Terpadu Dukung Pemulihan Pascabencana, Hutama Karya Bangun Huntara di Aceh
RS R.D. Kandou Manado. Tamiang.
Hutama Karya Conducted the Topping Off of the Integrated Cancer Service Supporting Post-Disaster Recovery, Hutama Karya Constructed Temporary
Building Project at R.D. Kandou Hospital, Manado Housing in Aceh Tamiang
PT Hutama Karya (Persero)
2025 Annual Report 37
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PT Hutama Karya (Persero) 38 Laporan Tahunan 2025
Page 39
Laporan Direksi dan
Dewan Komisaris
Report of The Board of Directors and
Board of Commissioners
PT Hutama Karya (Persero)
2025 Annual Report 39
Page 40
Laporan
Direksi
Report of the
Board of Directors
Koentjoro
Direktur Utama
President Director
Para Pemegang Saham dan Pemangku Kepentingan yang terhormat,
Puji dan syukur kami panjatkan ke hadirat Tuhan Yang Maha Esa atas limpahan
rahmat dan karunia-Nya. Pada tahun 2025, Perseroan terus menunjukkan
komitmen yang kuat dalam menjalankan peran strategisnya sebagai
pengembang infrastruktur nasional,
khususnya dalam pembangunan Jalan Tol Trans Sumatera.
Dear Shareholders and Stakeholders,
We extend our highest gratitude to Almighty God for His abundant blessings and
grace. In 2025, the Company continued to demonstrate a strong commitment in
carrying out its strategic role as a national infrastructure developer, particularly in
the development of the Trans-Sumatra Toll Road.
PT Hutama Karya (Persero)
40 Laporan Tahunan 2025
Page 41
Laporan Direksi dan Dewan Komisaris
Report of Directors and Board of Commissioners
Di tengah dinamika perekonomian global dan tantangan industri Amid global economic dynamics and increasingly complex challenges
konstruksi yang semakin kompleks, Perseroan tetap mampu in the construction industry, the Company remained capable of
menjaga kinerja yang solid melalui penerapan strategi bisnis yang maintaining solid performance through the implementation of
adaptif, inovatif, dan berkelanjutan. adaptive, innovative, and sustainable business strategies.
Bersama ini izinkan kami melaporkan analisis kinerja Perseroan, We hereby present the report on the Company’s performance
analisis prospek Perseroan, perkembangan penerapan tata kelola analysis, business prospects analysis, the development of
perusahaan, penilaian kinerja Komite di bawah Direksi, serta corporate governance implementation, the performance evaluation
perubahan komposisi Direksi sepanjang tahun 2025. of Committees under the Board of Directors, as well as changes in
the composition of the Board of Directors throughout 2025.
Analisis Atas Kinerja Perseroan Analysis of The Company’s Performance
Kondisi Perekonomian yang Secara Langsung Economic Conditions Directly Affecting The
Berdampak Terhadap Kinerja Perseroan Company’s Performance
Berdasarkan International Monetary Fund dalam publikasi Based on the International Monetary Fund’s World Economic
World Economic Outlook dan pembaruan hingga Januari 2026, Outlook publication and its updates through January 2026, global
realisasi kinerja ekonomi global pada tahun 2025 menunjukkan economic performance in 2025 recorded relatively moderate yet
pertumbuhan yang relatif moderat namun tetap resilien. resilient growth. The global economy expanded by approximately
Pertumbuhan ekonomi dunia tercatat sekitar 3,2%, sedikit melambat 3.2%, slightly lower than 3.3% in 2024, reflecting the impact of tight
dibandingkan tahun 2024 yang sebesar 3,3%, mencerminkan monetary policies, trade fragmentation, and ongoing geopolitical
dampak kebijakan moneter ketat, fragmentasi perdagangan, serta uncertainties. Meanwhile, growth in advanced economies ranged
ketidakpastian geopolitik yang masih berlangsung. Sementara between approximately 1.5%–1.6%, while developing countries
itu, pertumbuhan di negara maju berada di kisaran ±1,5%–1,6%, and emerging markets recorded higher growth above 4%, thereby
sedangkan negara berkembang dan emerging markets tumbuh continuing to serve as the primary drivers of global economic
lebih tinggi, yaitu di atas 4%, sehingga tetap menjadi motor utama growth.
pertumbuhan global.
Sejalan dengan kondisi perekonomian global yang mengalami In line with the global economic condition, which experienced
perlambatan moderat namun tetap resilien, perekonomian moderate slowdown yet remained resilient, Indonesia’s economy
Indonesia pada tahun 2025 menunjukkan kinerja yang solid dengan in 2025 demonstrated solid performance, growing by 5.11% (yoy),
pertumbuhan sebesar 5,11% (yoy), meningkat dibandingkan tahun an increase compared to 5.03% (yoy) in 2024. Gross Domestic
2024 sebesar 5,03% (yoy). Nilai Produk Domestik Bruto (PDB) Product (GDP) was recorded at approximately IDR23,821.1 trillion at
tercatat mencapai sekitar Rp23.821,1 triliun pada harga berlaku current prices and IDR13,580.5 trillion at constant prices, reflecting
dan Rp13.580,5 triliun pada harga konstan, mencerminkan ekspansi expansion in both nominal and real economic activities. This
aktivitas ekonomi baik secara nominal maupun riil. Pertumbuhan ini growth was supported by strong domestic demand, particularly
ditopang oleh permintaan domestik yang kuat, khususnya konsumsi household consumption and investment (Gross Fixed Capital
rumah tangga dan investasi (PMTB), serta kontribusi ekspor yang tetap Formation), as well as positive export contributions despite
positif meskipun di tengah moderasi perdagangan global. Secara moderating global trade. Sectorally, almost all business sectors
sektoral, hampir seluruh lapangan usaha tumbuh positif dengan recorded positive growth, with notable performance in the services
kinerja menonjol pada sektor jasa, transportasi dan pergudangan, sector, transportation and warehousing, and business services,
serta jasa perusahaan, sementara sektor pertambangan mengalami while the mining sector experienced pressure. Growth stability
tekanan. Stabilitas pertumbuhan juga tercermin dari tren triwulanan was also reflected in the increasing quarterly trend, reaching
yang meningkat hingga mencapai 5,39% pada Triwulan IV-2025, 5.39% in the fourth quarter of 2025, one of the highest levels in
menjadikannya salah satu level tertinggi pascapandemi. Secara the post-pandemic period. Overall, this achievement underscores
keseluruhan, capaian ini menegaskan ketahanan ekonomi Indonesia the resilience of Indonesia’s economy amid global uncertainties,
dalam menghadapi ketidakpastian global, didukung oleh struktur supported by a diversified economic structure and ongoing
ekonomi yang terdiversifikasi dan transformasi yang terus berjalan. transformation.
Dari sisi industri infrastruktur Indonesia pada Triwulan IV tahun From the perspective of Indonesia’s infrastructure industry, the
2025 menunjukkan akselerasi yang kuat dan erat kaitannya fourth quarter of 2025 demonstrated strong acceleration, closely
dengan agenda pemerintah pusat, khususnya melalui program aligned with the central government’s agenda, particularly through
Kementerian Pekerjaan Umum dan Perumahan Rakyat. Tingkat programs of the Ministry of Public Works and Housing. Budget
realisasi anggaran mencapai 95,23% dari pagu Daftar Isian realization reached 95.23% of the State Budget Implementation
Pelaksanaan Anggaran (DIPA) sebesar Rp112,13 triliun (±Rp106,78 List (DIPA) ceiling amounting to IDR112.13 trillion (approximately
triliun), yang mencerminkan percepatan signifikan pada akhir IDR106.78 trillion realized), reflecting significant acceleration
PT Hutama Karya (Persero)
2025 Annual Report 41
Page 42
tahun anggaran. Akselerasi ini berdampak langsung pada capaian toward the end of the fiscal year. This acceleration had a direct
fisik, seperti pembangunan jalan baru 113 km, peningkatan dan impact on physical achievements, including the construction of 113
preservasi jalan 720 km, pembangunan jembatan 2,5 km dan 48 unit km of new roads, improvement and preservation of 720 km of roads,
jembatan gantung, serta jalan tol 27,9 km. Selain itu, pembangunan construction of 2.5 km of bridges and 48 suspension bridge units, as
infrastruktur permukiman juga mencakup pengembangan kawasan well as 27.9 km of toll roads. In addition, residential infrastructure
153,75 hektare, serta peningkatan layanan air minum dan sanitasi. development included the development of 153.75 hectares of areas,
Dengan demikian, percepatan belanja pemerintah pada akhir tahun as well as improvements in water supply and sanitation services.
secara langsung mendorong lonjakan aktivitas sektor konstruksi. Accordingly, the acceleration of government spending at year-end
directly contributed to the surge in construction sector activities.
Strategi dan Kebijakan Strategis yang Strategies and Strategic Policies Implemented
Diterapkan oleh Perseroan by The Company
Dalam menghadapi kondisi perekonomian dan industri infrastruktur In response to the prevailing economic conditions and the
tersebut, Perseroan telah menetapkan berbagai strategi usaha infrastructure industry landscape, the Company established various
yang diperlukan. Perseroan senantiasa menjalankan berbagai necessary business strategies. The Company consistently implemented
sinergi strategi untuk mencapai sustainability dalam profitabilitas, synergistic strategies to achieve sustainability in profitability, liquidity,
likuiditas dan solvabilitas. Strategi korporasi perusahaan tahun and solvency. The Company’s corporate strategy in 2025 focused on
2025 difokuskan pada penguatan bisnis inti, khususnya pada strengthening its core businesses, particularly in the Toll Road Business
segmen Badan Usaha Jalan Tol (BUJT) dan jasa konstruksi, serta Entity (BUJT) segment and construction services, supported by other
didukung oleh fungsi-fungsi strategis lainnya. Pada segmen BUJT, strategic functions. In the BUJT segment, the Company targeted the
perusahaan menargetkan penyelesaian Jalan Tol Trans Sumatera completion of Phase I of the Trans-Sumatra Toll Road (JTTS) and the
(JTTS) tahap I dan kelanjutan tahap II secara efektif untuk effective continuation of Phase II to enhance connectivity along the
meningkatkan konektivitas back bone JTTS. Dari sisi operasi dan JTTS backbone. In terms of toll road operations and maintenance, the
pemeliharaan jalan tol, perusahaan fokus pada pengoperasian Company focused on effective operations and efficiency, implemented
yang efektif dan efisiensi, melakukan penyesuaian tarif tol berbasis toll tariff adjustments based on the latest ability-to-pay considerations,
ability to pay terkini, serta optimalisasi pengelolaan dan kerjasama and optimized the management and partnerships of rest areas, both
pada rest area, baik ruas JTTS maupun Non JTTS. on JTTS and non-JTTS sections.
Pada segmen jasa konstruksi, perusahaan fokus pada penyelesaian In the construction services segment, the Company focused on
proyek dengan kualitas yang bagus, timing yang tepat dan cost project completion with high quality, timely delivery, and cost
yang benar. Dimulai dari selektif pada perolehan proyek melalui accuracy. This began with a selective approach in project acquisition
peningkatan proses tender berbasis digital serta penguatan through enhanced digital-based tender processes and strengthened
manajemen risiko, selanjutnya Perusahaan juga melakukan risk management. Furthermore, the Company undertook
pembenahan proyek eksisting, meningkatkan efisiensi biaya, improvements in existing projects, enhanced cost efficiency, quality,
mutu, dan waktu, serta optimalisasi implementasi teknologi dan and timeliness, and optimized the implementation of technology
penyelesaian klaim. and claims settlement.
Fungsi pendukung seperti Human Capital diarahkan untuk Supporting functions such as Human Capital were directed to
menjadi mitra strategis bisnis melalui penyelarasan kapabilitas become strategic business partners through alignment of workforce
SDM, pengembangan talenta, digitalisasi proses, serta penciptaan capabilities, talent development, process digitalization, and the
lingkungan kerja yang inklusif dan berbudaya kuat. Bidang creation of an inclusive work environment with a strong corporate
manajemen risiko berfokus pada penguatan kebijakan, sistem, dan culture. The risk management function focused on strengthening
kapabilitas risiko secara terintegrasi, termasuk peningkatan risk integrated risk policies, systems, and capabilities, including
awareness dan pencapaian target Risk Maturity Index. Sementara enhancing risk awareness and achieving the targeted Risk Maturity
itu, bidang teknologi informasi mendorong inovasi, digital Index. Meanwhile, the information technology function promoted
construction, serta tata kelola TI dan keamanan informasi guna innovation, digital construction, as well as IT governance and
mendukung transformasi digital perusahaan. information security to support the Company’s digital transformation.
Di sisi Environmental, Social, and Governance (ESG) atau Tanggung From the Environmental, Social, and Governance (ESG) perspective,
Jawab Sosial dan Lingkungan (TJSL), perusahaan mengembangkan or Corporate Social and Environmental Responsibility (TJSL),
kebijakan ESG, meningkatkan kinerja pelaksanaan program, the Company developed ESG policies, enhanced program
serta mengimplementasikan konsep Creating Shared Value. implementation performance, and implemented the Creating
Selanjutnya pada bidang hukum, perusahaan konsisten untuk Shared Value concept. In the legal field, the Company consistently
terus melakukan penanganan dan penyelesaian seluruh perkara undertook efforts to manage and resolve all legal cases to ensure
untuk keberlangsungan perusahaan di masa mendatang serta business continuity in the future, while strengthening legal aspects
memperkuat aspek legal melalui sinergi dengan berbagai pihak through synergy with various parties and process digitalization.
serta digitalisasi proses.
PT Hutama Karya (Persero)
42 Laporan Tahunan 2025
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Laporan Direksi dan Dewan Komisaris
Report of Directors and Board of Commissioners
Peranan Direksi dalam Perumusan Strategi The Role of The Board of Directors in
dan Kebijakan Strategis Formulating Strategies and Strategic Policies
Dalam perumusan strategi dan kebijakan strategis Perseroan, In formulating the Company’s strategies and strategic policies,
Direksi telah memimpin penyusunan strategi dan kebijakan the Board of Directors led the development of such strategies and
strategis tersebut yang dituangkan dalam Rencana Kerja dan policies as outlined in the Company’s Work Plan and Budget (RKAP)
Anggaran Perusahaan (RKAP) tahun 2025. for 2025.
Direksi memiliki peran sentral dalam merumuskan strategi dan The Board of Directors plays a central role in formulating the
kebijakan strategis Perseroan guna memastikan keberlanjutan Company’s strategies and strategic policies to ensure business
usaha dan pencapaian target jangka panjang. Dalam menjalankan sustainability and the achievement of long-term targets. In carrying
perannya, Direksi secara aktif melakukan kajian komprehensif out this role, the Board of Directors actively conducts comprehensive
terhadap kondisi eksternal dan internal, termasuk dinamika assessments of both external and internal conditions, including
makroekonomi, perkembangan industri, serta kapabilitas dan profil macroeconomic dynamics, industry developments, as well as the
risiko Perseroan. Berdasarkan analisis tersebut, Direksi menetapkan Company’s capabilities and risk profile. Based on such analyses, the
arah strategis yang adaptif dan terukur, mencakup penguatan bisnis Board of Directors determines adaptive and measurable strategic
inti, optimalisasi portofolio usaha, serta peningkatan efisiensi directions, encompassing the strengthening of core businesses,
operasional dan keuangan. optimization of the business portfolio, and enhancement of
operational and financial efficiency.
Proses perumusan strategi dilakukan secara terstruktur melalui The strategy formulation process is carried out in a structured
penyusunan Rencana Jangka Panjang Perusahaan (RJPP) manner through the preparation of the Company’s Long-Term
dan Rencana Kerja dan Anggaran Perusahaan (RKAP), dengan Plan (RJPP) and the Company’s Work Plan and Budget (RKAP),
melibatkan fungsi-fungsi terkait untuk memastikan keselarasan involving relevant functions to ensure alignment across business
antarunit bisnis. Direksi juga memastikan bahwa setiap kebijakan units. The Board of Directors also ensures that every strategic
strategis yang ditetapkan telah mempertimbangkan prinsip policy established has taken into account the principles of
kehati-hatian, manajemen risiko yang memadai, serta penerapan prudence, adequate risk management, and the implementation
corporate governance. Selain itu, Direksi secara berkelanjutan of good corporate governance. In addition, the Board of Directors
melakukan evaluasi dan penyesuaian strategi agar tetap relevan continuously evaluates and adjusts strategies to maintain their
terhadap perubahan lingkungan usaha. relevance to changes in the business environment.
Proses yang Dilakukan Direksi untuk The Process Undertaken by The Board of
Memastikan Implementasi Strategi Directors to Ensure Strategy Implementation
Direksi memastikan implementasi strategi Perseroan berjalan The Board of Directors ensured that the implementation of the
efektif dan selaras dengan target yang telah ditetapkan. Proses Company’s strategies was carried out effectively and aligned with the
ini diawali dengan penjabaran strategi ke dalam rencana kerja established targets. The process commenced with the translation
operasional melalui Rencana Kerja dan Anggaran Perusahaan of strategies into operational work plans through the Company’s
(RKAP) serta cascading target ke seluruh unit kerja dalam bentuk Work Plan and Budget (RKAP), as well as the cascading of targets
Key Performance Indicators (KPI) yang terukur. Direksi memastikan across all work units in the form of measurable Key Performance
setiap program strategis memiliki peta jalan (roadmap), alokasi Indicators (KPI). The Board of Directors ensured that each strategic
sumber daya yang memadai, serta penanggung jawab yang jelas di program had a clear roadmap, adequate resource allocation, and
masing-masing lini organisasi. well-defined accountabilities across all organizational lines.
Selanjutnya, Direksi melakukan penguatan koordinasi lintas fungsi Furthermore, the Board of Directors strengthened cross-functional
melalui forum manajemen secara berkala guna memantau progres coordination through regular management forums to monitor
implementasi, mengidentifikasi kendala, serta menetapkan implementation progress, identify challenges, and determine
langkah mitigasi secara cepat dan tepat. Sistem pengendalian timely and appropriate mitigation measures. Internal control
internal dan manajemen risiko juga diintegrasikan dalam setiap systems and risk management were integrated into each stage
tahapan pelaksanaan untuk memastikan prinsip kehati-hatian of implementation to ensure that prudential principles were
tetap terjaga. Direksi juga secara konsisten melakukan evaluasi maintained. The Board of Directors also consistently conducted
kinerja melalui mekanisme review berkala, baik secara bulanan, performance evaluations through periodic review mechanisms
triwulanan, maupun tahunan, untuk memastikan pencapaian monthly, quarterly, and annually to ensure the achievement of
target strategis serta melakukan penyesuaian apabila terdapat strategic targets and to make necessary adjustments in response to
perubahan kondisi bisnis. Selain itu, Direksi mendorong budaya changes in business conditions. In addition, the Board of Directors
kinerja yang akuntabel dan berorientasi hasil di seluruh organisasi, promoted an accountable and results-oriented performance culture
termasuk melalui penguatan fungsi pengawasan internal dan throughout the organization, including through the strengthening
tindak lanjut atas hasil audit. of internal control functions and follow-up on audit findings.
PT Hutama Karya (Persero)
2025 Annual Report 43
Page 44
Analisis Kinerja Perseroan Analysis of The Company’s Performance
Sejalan dengan penerapan strategi Perseroan dan didukung In line with the implementation of the Company’s strategies and
oleh kondisi perekonomian nasional yang tetap solid di tengah supported by solid national economic conditions amid global
perlambatan global serta akselerasi industri infrastruktur, slowdown and the acceleration of the infrastructure industry,
Perseroan berhasil membukukan kinerja yang positif sepanjang the Company successfully recorded positive performance
tahun 2025. Pada tahun 2025, Perseroan mencatatkan laba tahun throughout 2025. In 2025, the Company recorded profit for the
berjalan sebesar Rp3,09 triliun, tumbuh 11,64% dibandingkan year amounting to IDR3.09 trillion, representing an increase of
tahun sebelumnya. Pencapaian ini diraih di tengah konsolidasi 11.64% compared to the previous year. This achievement was
pendapatan usaha, yang mencerminkan keberhasilan Perseroan attained amid the consolidation of operating revenues, reflecting
dalam meningkatkan efisiensi operasional serta disiplin dalam the Company’s success in improving operational efficiency and
pengelolaan beban keuangan. Laba usaha tercatat sebesar Rp2,74 maintaining discipline in managing financial expenses. Operating
triliun atau meningkat 10,23% (YoY), sementara beban keuangan profit amounted to IDR2.74 trillion, or increased by 10.23% (YoY),
berhasil ditekan secara signifikan sebesar 24,48% menjadi Rp1,24 while financial expenses were significantly reduced by 24.48% to
triliun. Sejalan dengan itu, struktur permodalan Perseroan juga IDR1.24 trillion. In line with this, the Company’s capital structure
menunjukkan perbaikan, ditandai dengan penurunan total liabilitas also improved, as reflected in the decrease in total liabilities by
sebesar 17,44% dari Rp58,04 triliun menjadi Rp47,92 triliun serta 17.44% from IDR58.04 trillion to IDR47.92 trillion, as well as the
penguatan ekuitas menjadi Rp141,18 triliun atau meningkat strengthening of equity to IDR141.18 trillion, or an increase of 2.30%
2,30% (YoY), yang dicapai tanpa tambahan Penyertaan Modal (YoY), achieved without additional State Capital Injection (PMN).
Negara (PMN) baru. Hingga akhir tahun 2025, total aset konsolidasi As of the end of 2025, the Company’s consolidated total assets
Perseroan tercatat sebesar Rp189,10 triliun. amounted to IDR189.10 trillion.
Dari sisi operasional, transformasi model bisnis Perseroan From an operational perspective, the transformation of the
semakin terlihat melalui kontribusi signifikan segmen jalan tol Company’s business model became increasingly evident through
yang menjadi sumber pertumbuhan utama. Pada tahun 2025, the significant contribution of the toll road segment, which served
panjang jalan tol yang beroperasi tercatat sepanjang 745 km, as the primary growth driver. In 2025, the total length of operational
mengalami peningkatan sebesar 16,41% dibandingkan dengan toll roads reached 745 km, representing an increase of 16.41%
tahun 2024 yang tercatat sepanjang 640 km. Selain itu, Perseroan compared to 640 km recorded in 2024. In addition, the Company
juga terus memperkuat fondasi bisnis jangka panjang melalui continued to strengthen its long-term business foundation through
ekspansi skema Kerja Sama Pemerintah dan Badan Usaha (KPBU), the expansion of the Public-Private Partnership (PPP) scheme,
antara lain melalui penandatanganan proyek Flyover Panorama including the signing of the Flyover Panorama I Sitinjau Lauik
I Sitinjau Lauik di Sumatera Barat senilai Rp2,8 triliun pada tahun project in West Sumatra valued at IDR2.8 trillion in 2025, as well as
2025, serta keberhasilan memperoleh proyek KPBU Trans Papua the successful acquisition of the Trans Papua Jayapura–Wamena
Jayapura–Wamena senilai Rp3,3 triliun pada tahun sebelumnya. PPP project valued at IDR3.3 trillion in the previous year. The
Pembangunan Jalan Tol Trans Sumatera (JTTS) juga terus development of the Trans-Sumatra Toll Road (JTTS) also continued
menunjukkan progres, ditandai dengan mulai beroperasinya secara to show progress, marked by the commencement of commercial
komersial ruas Betung–Tempino–Jambi Seksi 4 pada September operations of the Betung–Tempino–Jambi Section 4 in September
2025. Secara keseluruhan, kinerja tahun 2025 mencerminkan 2025. Overall, the Company’s performance in 2025 reflected
keberhasilan transformasi Perseroan yang berfokus pada the success of its transformation, focusing on quality growth,
pertumbuhan berkualitas, penguatan struktur keuangan, serta strengthening financial structure, and creating sustainable long-
penciptaan nilai jangka panjang yang berkelanjutan. term value.
Perbandingan Antara Hasil yang Dicapai Comparison Between Achieved Results
dengan yang Ditargetkan and Targets
Di tengah dinamika industri infrastruktur yang diwarnai oleh Amid the dynamics of the infrastructure industry, which were
penyesuaian anggaran pemerintah serta tertundanya sejumlah characterized by government budget adjustments and delays
proyek strategis, Perseroan tetap mampu menjaga kinerja in several strategic projects, the Company remained able to
operasional dan keuangan secara optimal melalui penerapan maintain optimal operational and financial performance through
strategi yang adaptif dan pengelolaan usaha yang prudent. the implementation of adaptive strategies and prudent business
Pendapatan Perseroan tercatat sebesar Rp25,13 triliun atau management. The Company’s revenue amounted to IDR25.13
mencapai 93,13% dari target RKAP 2025, meskipun mengalami trillion, or reached 93.13% of the 2025 RKAP target, although it
penurunan sebesar 16,92% dibandingkan tahun sebelumnya declined by 16.92% compared to the previous year’s figure of
yang sebesar Rp30,25 triliun. Penurunan ini terutama dipengaruhi IDR30.52 trillion. This decrease was primarily attributable to the
oleh berkurangnya alokasi anggaran infrastruktur nasional serta reduction in national infrastructure budget allocation and the
tertundanya proses lelang proyek yang berdampak pada serapan slowdown in project tender processes, which affected contract
kontrak. realization.
PT Hutama Karya (Persero)
44 Laporan Tahunan 2025
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Laporan Direksi dan Dewan Komisaris
Report of Directors and Board of Commissioners
Di sisi lain, Perseroan berhasil mencatatkan kinerja profitabilitas On the other hand, the Company successfully recorded very
yang sangat kuat, dengan laba bersih sebesar Rp3,09 triliun atau strong profitability performance, with net profit amounting to
mencapai 382,25% dari target RKAP 2025. Pencapaian ini didorong IDR3.09 trillion, or reaching 382.25% of the 2025 RKAP target. This
oleh keberhasilan Perseroan dalam meningkatkan efisiensi biaya, achievement was driven by the Company’s success in improving
baik melalui pengendalian Harga Pokok Pendapatan (HPP), cost efficiency, including through the control of Cost of Revenue,
beban usaha, maupun beban keuangan, serta kontribusi dari operating expenses, and financial expenses, as well as contributions
pendapatan non-operasional. Hal ini mencerminkan kemampuan from non-operating income. This reflects the Company’s ability
Perseroan dalam menjaga kualitas pertumbuhan dan memperkuat to maintain the quality of growth and strengthen its financial
fundamental keuangan di tengah tantangan yang ada. fundamentals amid existing challenges.
Kendala-Kendala yang Dihadapi oleh Challenges Faced by The Company and
Perseroan dan Langkah-Langkah Mitigation Measures
Penyelesaiannya
Berbagai capaian positif yang diperoleh di tahun 2025 tidak lepas The various positive achievements attained in 2025 were inseparable
dari kemampuan Perseroan dalam menghadapi berbagai kendala. from the Company’s ability to address a number of challenges.
Kendala yang dihadapi Perseroan antara lain, posisi Perseroan Among the challenges faced was the Company’s position, which
yang belum sepenuhnya menjadi top of mind dalam industri had not yet fully become top of mind in the construction services
jasa konstruksi mendorong perlunya penguatan kapabilitas dan industry, thereby necessitating the strengthening of capabilities and
reputasi. Dalam mengatasi kendala tersebut, Perseroan memiliki reputation. To address this challenge, the Company implemented
strategi dengan memperkuat kualitas proyek, meningkatkan strategies to enhance project quality, improve selectivity in
selektivitas tender berbasis digital, serta memperluas penetrasi digital-based tender processes, and expand market penetration in
pasar konstruksi pada sektor industri, hilirisasi, dan skema KPBU, construction sectors such as industry, downstream processing, and
sehingga dapat meningkatkan daya saing dan visibilitas Perseroan Public-Private Partnership (PPP) schemes, thereby increasing the
di industri. Company’s competitiveness and visibility within the industry.
Kemudian terdapat kendala beberapa lini bisnis yang In addition, several business lines experienced suboptimal
profitabilitasnya belum optimal, khususnya pada unit EPC dan profitability, particularly in the EPC and property units. To address
properti. Untuk mengatasi hal tersebut, Perseroan memiliki this issue, the Company implemented strategies including the
strategi dengan penataan portofolio bisnis, peningkatan efisiensi restructuring of its business portfolio, improvement of operational
operasional, optimalisasi aset, serta penguatan sinergi strategis efficiency, asset optimization, and strengthening of strategic
guna memastikan setiap lini bisnis memberikan kontribusi yang synergies to ensure that each business line contributed more
lebih optimal terhadap kinerja keuangan. Selain itu, langkah optimally to financial performance. Furthermore, short-term
jangka pendek dilakukan melalui pembenahan proyek eksisting, measures were undertaken through the improvement of existing
pengendalian biaya, serta peningkatan kualitas dan ketepatan projects, cost control, and enhancement of project quality and
waktu penyelesaian proyek. timeliness.
Penugasan Jalan Tol Trans Sumatera (JTTS) yang belum sepenuhnya The assignment of the Trans-Sumatra Toll Road (JTTS), which had not
sejalan dengan tingkat pengembalian investasi (IRR) pasar menjadi been fully aligned with prevailing market Internal Rate of Return (IRR)
kendala tersendiri bagi keberlanjutan finansial. Perseroan merespons levels, also posed a challenge to financial sustainability. In response,
hal ini dengan memperkuat strategi melalui optimalisasi operasional the Company strengthened its strategy through the optimization
jalan tol, penyesuaian tarif berbasis ability to pay, serta peningkatan of toll road operations, tariff adjustments based on ability-to-pay
pendapatan non-tol seperti pengelolaan rest area, sekaligus considerations, and increased non-toll revenues such as rest area
mendorong skema pendanaan alternatif dan sinergi investasi guna management, while also promoting alternative financing schemes
menjaga kelayakan proyek dalam jangka panjang. and investment synergies to maintain long-term project feasibility.
Analisis Prospek Usaha Business Outlook Analysis
Berdasarkan proyeksi International Monetary Fund, pertumbuhan Based on projections by the International Monetary Fund, global
ekonomi global diperkirakan berada di kisaran 3,1%, lebih rendah economic growth is estimated to be around 3.1%, lower than the
dibandingkan rata-rata sebelum pandemi, yang mencerminkan pre-pandemic average, reflecting a continued global economic
tren perlambatan ekonomi dunia. Kondisi ini dipengaruhi oleh slowdown. This condition is influenced by increasing external
meningkatnya tekanan eksternal, termasuk eskalasi ketegangan pressures, including the escalation of trade tensions among
perdagangan antarnegara dan kecenderungan penerapan kebijakan countries and the growing tendency toward protectionist policies,
proteksionis yang berpotensi menahan arus perdagangan serta which may hinder global trade and investment flows. In addition,
PT Hutama Karya (Persero)
2025 Annual Report 45
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investasi global. Di samping itu, dinamika geopolitik yang semakin increasingly complex geopolitical dynamics and uncertainties in
kompleks serta ketidakpastian arah kebijakan ekonomi di berbagai economic policy directions across countries have heightened risks
negara turut meningkatkan risiko terhadap stabilitas rantai pasok to supply chain stability and commodity price volatility. Under
dan volatilitas harga komoditas. Dalam situasi tersebut, prospek these conditions, the global economic outlook for 2026 is expected
perekonomian global pada tahun 2026 diperkirakan masih tumbuh to remain moderately growing with a high level of uncertainty,
moderat dengan tingkat ketidakpastian yang tinggi, sehingga thus requiring adaptive and well-coordinated policy responses to
memerlukan respons kebijakan yang adaptif dan terkoordinasi untuk maintain stability and sustainable global economic growth.
menjaga stabilitas serta keberlanjutan pertumbuhan ekonomi global.
Sejalan dengan dinamika global tersebut, perekonomian domestik In line with these global dynamics, the domestic economy is also
turut menghadapi tekanan eksternal yang memerlukan kebijakan facing external pressures that require responsive and targeted
yang responsif dan terarah. Memasuki tahun 2026, Pemerintah policies. Entering 2026, the Government targets Indonesia’s
menargetkan pertumbuhan ekonomi Indonesia sebesar economic growth at 5.4%, reflecting optimism in maintaining
5,4% sebagai wujud optimisme dalam menjaga momentum growth momentum amid global uncertainty. In the 2026 State
pertumbuhan di tengah ketidakpastian global. Dalam RAPBN Budget Plan (RAPBN), development policy is directed toward
2026, arah kebijakan pembangunan difokuskan pada penguatan strengthening food and energy security, implementing the free
ketahanan pangan dan energi, program makan bergizi gratis, nutritious meal program, improving the quality of education and
peningkatan kualitas pendidikan dan kesehatan, pembangunan healthcare, developing rural areas, strengthening cooperatives
desa, penguatan koperasi dan UMKM, pertahanan semesta, serta and MSMEs, enhancing total defense, and achieving water self-
pencapaian swasembada air. Kebijakan fiskal juga diarahkan untuk sufficiency. Fiscal policy is also directed toward strengthening
memperkuat resiliensi ekonomi nasional sekaligus mendorong national economic resilience while encouraging productivity in
produktivitas sektor-sektor strategis. Di sisi lain, komitmen strategic sectors. Meanwhile, the Government’s commitment
Pemerintah terhadap percepatan pembangunan infrastruktur tetap to accelerating infrastructure development remains strong,
terjaga, khususnya pada pembangunan gedung, jalan, irigasi, dan particularly in the development of buildings, roads, irrigation, and
fasilitas publik lainnya, sebagai pendorong utama pencapaian other public facilities, as key drivers in achieving economic growth
target pertumbuhan ekonomi. targets.
Sejalan dengan asumsi makroekonomi tersebut, sektor infrastruktur In line with these macroeconomic assumptions, the infrastructure
sebagai salah satu pendorong utama pertumbuhan ekonomi sector, as one of the key drivers of economic growth, is expected
diperkirakan tetap menunjukkan prospek yang positif pada tahun to continue demonstrating positive prospects in 2026. Referring
2026. Mengacu pada laporan Global Data dan Research and Markets, to reports by Global Data and Research and Markets, Indonesia’s
sektor konstruksi Indonesia sebagai indikator utama perkembangan construction sector, as a key indicator of infrastructure development,
infrastruktur diproyeksikan tumbuh sekitar 5,4% secara riil, dengan is projected to grow by approximately 5.4% in real terms, with a
nilai pasar mencapai kurang lebih Rp2.223 triliun, meningkat market value reaching approximately IDR2,223 trillion, an increase
dibandingkan sekitar Rp2.089 triliun pada tahun 2025. Dalam jangka from around IDR2,089 trillion in 2025. In the medium term, the sector
menengah, sektor ini juga diperkirakan mencatat pertumbuhan rata- is also projected to record an average annual growth rate (CAGR)
rata tahunan (CAGR) sekitar 5,1% sepanjang periode 2026–2030, yang of approximately 5.1% over the 2026–2030 period, supported by
didukung oleh peningkatan pembangunan kawasan industri, fasilitas increased development of industrial areas, public facilities, and
publik, serta proyek-proyek di sektor transportasi dan energi. projects in the transportation and energy sectors.
Berbagai perkiraan kondisi perekonomian global dan nasional serta Based on these projections of global and national economic
industri infrastruktur tersebut, Perseroan memiliki peluang untuk conditions as well as the infrastructure industry, the Company
tumbuh. Peluang yang dimiliki Perseroan antara lain: has opportunities for growth. The opportunities available to the
Company include the following:
1. Kebutuhan infrastruktur akan selalu ada di Indonesia sebagai 1. The demand for infrastructure in Indonesia as a developing
negara berkembang. country will continue to grow.
2. Sektor industri dan hilirisasi mendominasi pasar didorong oleh 2. The industrial and downstream sectors dominate the market,
inisiatif hilirisasi pemerintah seperti industri nikel, petrokimia, driven by government downstreaming initiatives such as in
dan lainnya. nickel, petrochemicals, and other industries.
3. Implementasi teknologi terdepan untuk meningkatkan akurasi 3. The implementation of advanced technologies to enhance the
perencanaan dan engineering design proyek konstruksi. accuracy of planning and engineering design in construction
projects.
4. Peluang adanya strategic partnership dengan pihak 4. Opportunities for strategic partnerships with external parties
eksternal untuk memberikan akses pasar baru (KPBU), serta to expand market access through PPP schemes, as well as to
meningkatkan kualitas, kapabilitas & efisiensi. enhance quality, capability, and efficiency.
PT Hutama Karya (Persero)
46 Laporan Tahunan 2025
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Laporan Direksi dan Dewan Komisaris
Report of Directors and Board of Commissioners
Hutama Karya memiliki sejumlah kekuatan fundamental yang Hutama Karya possesses several fundamental strengths that form
menjadi fondasi daya saing Hutama Karya. Pengalaman Hutama the foundation of its competitiveness. The Company’s experience,
Karya, kepemilikan konsesi JTTS sebagai sumber recurring ownership of JTTS concessions as a source of recurring income, solid
income, posisi keuangan yang solid dengan rating setara Republik financial position with a rating equivalent to that of the Republic of
Indonesia, serta rekam jejak dan reputasi yang baik di hadapan para Indonesia, as well as its strong track record and reputation among
pemangku kepentingan menjadi modal utama Hutama Karya dalam stakeholders, constitute key capital in facing industry competition.
menghadapi persaingan industri. Kekuatan ini perlu dimanfaatkan These strengths need to be optimally leveraged to respond to the
secara optimal untuk merespons peluang yang terbuka lebar, wide range of opportunities, particularly the increasing demand for
terutama kebutuhan infrastruktur yang terus meningkat di Indonesia infrastructure in Indonesia as a developing country, the growth of
sebagai negara berkembang, pertumbuhan sektor industri dan industrial and downstream sectors driven by government policies,
hilirisasi yang didorong kebijakan pemerintah, serta potensi strategic and the potential for strategic partnerships with external parties to
partnership dengan pihak eksternal untuk memperluas akses pasar expand PPP market access and enhance the Company’s technical
KPBU dan meningkatkan kapabilitas teknis perusahaan. capabilities.
Namun demikian, Hutama Karya tetap mengupayakan perbaikan yang Nevertheless, Hutama Karya continues to pursue continuous
berkelanjutan dan antisipasi terhadap potensi ancaman ke depan, baik improvement and anticipates potential future challenges,
dari sisi internal maupun dari sisi eksternal. Dengan memaksimalkan both internally and externally. By maximizing strengths and
kekuatan dan peluang sekaligus memitigasi kelemahan dan opportunities while mitigating weaknesses and threats in a
ancaman secara terstruktur, Hutama Karya terus mengharapkan structured manner, Hutama Karya continues to strive to contribute
dan mengupayakan kontribusi tetap diberikan pada perkembangan to the development of the industry and the overall economy in the
industri dan perekonomian secara keseluruhan di masa mendatang. future. With a strong fundamental foundation, government policy
Dengan landasan fundamental yang kuat, dukungan kebijakan support, and the growing demand for infrastructure, Hutama Karya
pemerintah, serta prospek kebutuhan infrastruktur yang terus is well-positioned to maintain sustainable business prospects going
meningkat, Hutama Karya diyakini memiliki prospek usaha yang forward and to further strengthen its role as a key driver of national
baik dan berkelanjutan di masa mendatang, serta berada pada posisi infrastructure development.
yang strategis untuk terus memperkuat perannya sebagai salah satu
penggerak pembangunan infrastruktur nasional.
Perkembangan Penerapan Tata Kelola Development of Corporate Governance
Perusahaan Implementation
Hutama Karya terus menunjukkan perkembangan yang signifikan Hutama Karya has continued to demonstrate significant progress
dalam penerapan corporate governance sebagai fondasi utama in the implementation of corporate governance as a fundamental
dalam mendukung transformasi dan keberlanjutan bisnis. foundation in supporting business transformation and
Penerapan GCG di Hutama Karya mengacu pada keempat pilar sustainability. The implementation of Good Corporate Governance
GCG yaitu ETAK (Perilaku Beretika, Transparansi, Akuntabilitas, dan (GCG) at Hutama Karya refers to the four pillars of GCG, namely ETAK
Keberlanjutan). (Ethical Behavior, Transparency, Accountability, and Sustainability).
Penerapan perilaku beretika di Hutama Karya diwujudkan melalui The implementation of ethical behavior at Hutama Karya is
penguatan budaya integritas sebagai bagian yang tidak terpisahkan reflected through the strengthening of an integrity-driven culture
dari corporate governance. Perseroan menanamkan nilai-nilai as an integral part of corporate governance. The Company has
etika bisnis kepada seluruh insan perusahaan melalui kode etik instilled business ethics values among all employees through a
(code of conduct) yang menjadi pedoman dalam menjalankan code of conduct that serves as a guideline in carrying out business
aktivitas usaha, baik dalam hubungan internal maupun dengan activities, both in internal relations and with external stakeholders.
pemangku kepentingan eksternal. Implementasi perilaku beretika The implementation of ethical behavior has also been supported
juga didukung oleh berbagai program sosialisasi dan pelatihan by various continuous socialization programs and training
yang berkelanjutan, guna memastikan pemahaman yang merata initiatives to ensure a comprehensive understanding of integrity
terhadap prinsip-prinsip integritas, kepatuhan, serta pencegahan principles, compliance, and the prevention of conflicts of interest.
benturan kepentingan. Selain itu, Perseroan menyediakan In addition, the Company has established a secure and transparent
mekanisme pelaporan pelanggaran (whistleblowing system) whistleblowing system, encouraging active employee participation
yang aman dan transparan, sehingga mendorong partisipasi in maintaining a clean and professional work environment. This
aktif karyawan dalam menjaga lingkungan kerja yang bersih dan commitment has been reinforced through the implementation of
profesional. Komitmen ini diperkuat melalui penerapan kebijakan strict anti-fraud and anti-corruption policies, as well as consistent
anti-fraud dan anti-korupsi yang tegas, serta penegakan disiplin enforcement of disciplinary actions for any violations.
secara konsisten terhadap setiap pelanggaran.
PT Hutama Karya (Persero)
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Terkait dengan transparansi, Hutama Karya secara rutin With regard to transparency, Hutama Karya has consistently
mengungkapkan laporan keuangan yang telah diaudit dan disclosed audited financial statements that have received
mendapat opini wajar dalam semua hal yang material. Laporan unqualified opinions in all material respects. These reports include
ini mencakup laporan laba rugi, neraca, arus kas, serta catatan statements of profit or loss, balance sheets, cash flow statements,
atas laporan keuangan yang memberikan gambaran yang and notes to the financial statements, providing a clear overview
jelas mengenai kinerja finansial Perseroan. Hutama Karya juga of the Company’s financial performance. Hutama Karya has also
menerbitkan Laporan Tahunan yang memuat informasi tentang published an Annual Report containing information on operational
kinerja operasional, finansial, serta strategi Perseroan yang telah and financial performance, as well as strategies implemented
dilaksanakan selama setahun. Laporan ini juga mengandung throughout the year. The report also includes information on
informasi mengenai tantangan yang dihadapi, kebijakan yang challenges faced, policies implemented, and achievements
diterapkan, dan pencapaian yang diraih. Selain itu, Perseroan attained. In addition, the Company has prepared a Sustainability
juga menyusun Laporan Keberlanjutan yang memaparkan Report outlining its commitments and the implementation of
komitmen dan implementasi program-program tanggung jawab corporate social responsibility (CSR) programs, as well as measures
sosial perusahaan (CSR), serta langkah-langkah yang diambil undertaken to ensure environmental and social sustainability.
dalam menjaga keberlanjutan lingkungan dan sosial. Informasi This information has been publicly disclosed and made accessible
ini dipublikasikan secara terbuka dan dapat diakses oleh para to stakeholders through the Company’s official website at www.
pemangku kepentingan, melalui situs web resmi Perseroan di www. hutamakarya.com.
hutamakarya.com.
Terkait akuntabilitas Perseroan memastikan bahwa setiap aktivitas With respect to accountability, the Company has ensured that all
dan keputusan bisnis dapat dipertanggungjawabkan secara jelas business activities and decisions are clearly accountable through
melalui pembagian peran dan tanggung jawab yang tegas antara a well-defined distribution of roles and responsibilities among
organ perusahaan, didukung oleh sistem pengendalian internal yang corporate organs, supported by an adequate internal control
memadai. Dalam implementasinya, Perseroan meningkatkan kualitas system. In its implementation, the Company has enhanced the
perencanaan, pelaksanaan, hingga evaluasi kinerja melalui mekanisme quality of planning, execution, and performance evaluation through
monitoring yang terstruktur dan berbasis indikator kinerja utama (Key structured monitoring mechanisms based on Key Performance
Performance Indicators/KPI). Transparansi pelaporan juga menjadi Indicators (KPI). Transparency in reporting has also been a primary
fokus utama, dengan penyajian laporan keuangan dan operasional focus, with the presentation of accurate and timely financial and
yang akurat, tepat waktu, serta sesuai dengan standar akuntansi dan operational reports in accordance with applicable accounting
regulasi yang berlaku. Selain itu, penguatan fungsi audit internal standards and regulations. Furthermore, the strengthening of the
dan sinergi dengan auditor eksternal turut memastikan efektivitas internal audit function and synergy with external auditors have
pengawasan serta keandalan proses bisnis. Melalui penerapan ensured effective oversight and the reliability of business processes.
akuntabilitas yang konsisten, Hutama Karya mampu meningkatkan Through the consistent application of accountability principles,
kredibilitas perusahaan serta memperkuat kepercayaan para Hutama Karya has enhanced its credibility and strengthened
pemangku kepentingan terhadap kinerja dan integritas Perseroan. stakeholders’ trust in the Company’s performance and integrity.
Selain itu, dalam rangka memperkuat akuntabilitas kepada In addition, to strengthen accountability to Shareholders, the Company
Pemegang Saham, Perseroan mengimplementasikan Internal has implemented Internal Control over Financial Reporting (ICOFR)
Control Over Financial Reporting (ICOFR) secara terstruktur untuk in a structured manner to ensure the reliability and transparency of
memastikan keandalan dan transparansi laporan keuangan. Melalui financial statements. Through control mechanisms that enable data
mekanisme pengendalian yang memungkinkan keterlacakan data traceability down to the general ledger level, the implementation of
hingga tingkat general ledger, implementasi ICOFR pada tahun ICOFR in 2025 was overseen by the Management Team as the second
2025 dikawal oleh Tim Pengelola sebagai lini kedua yang menyusun line of defense, responsible for designing, determining the scope,
desain, menetapkan ruang lingkup, serta melakukan pemantauan and conducting continuous monitoring. This process includes the
berkelanjutan. Proses ini mencakup perancangan Risk Control development of Risk Control Matrices (RCM) and Business Process
Matrices (RCM) dan Business Process Mapping (BPM), pelaksanaan Mapping (BPM), the execution of Control Self-Assessment, evaluation
Control Self Assessment, evaluasi oleh Satuan Pengawasan Intern by the Internal Audit Unit as the third line of defense, and follow-up
sebagai lini ketiga, serta tindak lanjut berupa remediasi atas setiap actions in the form of remediation for each identified finding. Through
temuan. Dengan penerapan yang konsisten dan terintegrasi, ICOFR consistent and integrated implementation, ICOFR serves as a key
menjadi instrumen penting dalam memastikan praktik pelaporan instrument in ensuring accurate, reliable, and accountable financial
keuangan yang akurat, andal, dan dapat dipertanggungjawabkan. reporting practices.
Terkait dengan keberlanjutan, Hutama Karya percaya bahwa With regard to sustainability, Hutama Karya believes that corporate
keberhasilan perusahaan tidak hanya diukur dari kinerja finansial, success is not solely measured by financial performance, but also
tetapi juga dari kontribusinya terhadap lingkungan, masyarakat, dan by its contributions to the environment, society, and sustainable
tata kelola yang berkelanjutan. Dengan semangat keberlanjutan, governance. With this sustainability mindset, the Company is
PT Hutama Karya (Persero)
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Perseroan berkomitmen untuk terus tumbuh secara inklusif dan committed to achieving inclusive and responsible growth in
bertanggung jawab, sejalan dengan tujuan pembangunan nasional alignment with national and global development goals. Hutama
dan global. Hutama Karya berkomitmen untuk menjalankan kegiatan Karya is committed to conducting its business activities sustainably
usaha secara berkelanjutan sebagai bagian dari tanggung jawab as part of its responsibility to create long-term value for all
perusahaan dalam menciptakan nilai jangka panjang bagi seluruh stakeholders. This commitment is realized through the integration
pemangku kepentingan. Komitmen ini diwujudkan melalui integrasi of Environmental, Social, and Governance (ESG) principles across
prinsip-prinsip Environmental, Social, and Governance (ESG) dalam all business lines, particularly in the execution of national strategic
setiap lini bisnis perusahaan, terutama dalam pelaksanaan proyek- infrastructure projects.
proyek infrastruktur strategis nasional.
Dalam aspek Environmental, Hutama Karya mendukung pelestarian From an environmental perspective, Hutama Karya supports
lingkungan hidup dengan menjalankan operasional yang ramah environmental preservation by conducting environmentally
lingkungan. Pelestarian lingkungan hidup yang dilaksanakan responsible operations. The Company has undertaken various
Perseroan antara lain dengan efisiensi energi dan pengurangan environmental initiatives, including energy efficiency and carbon
emisi karbon di proyek konstruksi dan operasional, pengelolaan emission reduction in construction projects and operations,
limbah (padat dan cair) secara sistematis sesuai regulasi lingkungan systematic management of solid and liquid waste in compliance
dan rehabilitasi lingkungan dan penghijauan kawasan terdampak with environmental regulations, as well as environmental
proyek. Dalam menjalankan kegiatan operasionalnya, Perseroan rehabilitation and greening of project-affected areas. In carrying out
menggunakan material konstruksi yang berkelanjutan dan its operations, the Company has utilized sustainable and certified
bersertifikasi dan senantiasa berkomitmen dalam kepatuhan construction materials and has consistently ensured compliance
terhadap AMDAL dan monitoring berkala atas dampak lingkungan with Environmental Impact Assessments (AMDAL) and periodic
proyek. monitoring of project environmental impacts.
Dalam aspek Social, Hutama Karya berperan aktif dalam mendukung From a social perspective, Hutama Karya has actively contributed
pembangunan sosial dan ekonomi masyarakat. Dukungan tersebut to supporting social and economic development. This support has
dilaksanakan melalui pemberdayaan masyarakat lokal di sekitar been implemented through the empowerment of local communities
proyek, termasuk penyerapan tenaga kerja serta program Tanggung surrounding project areas, including workforce absorption and
Jawab Sosial dan Lingkungan (TJSL) yang fokus pada pendidikan, Corporate Social and Environmental Responsibility (TJSL) programs
kesehatan, lingkungan, dan pengembangan UMKM. Kepada focusing on education, healthcare, environmental preservation, and
karyawan, Perseroan memberikan kesetaraan kesempatan kerja, MSME development. For employees, the Company has ensured equal
inklusivitas, dan perlindungan hak-hak tenaga kerja, memberikan employment opportunities, inclusivity, and the protection of labor
peningkatan kompetensi SDM melalui pelatihan, pengembangan rights, as well as competency development through training, career
karier, dan sertifikasi teknis serta penerapan Keselamatan dan development programs, and technical certifications. In addition,
Kesehatan Kerja (K3) secara ketat untuk menciptakan tempat kerja strict implementation of Occupational Health and Safety (OHS)
yang aman dan sehat. practices has been carried out to create a safe and healthy workplace.
Dalam aspek Governance, Hutama Karya menerapkan prinsip GCG From a governance perspective, Hutama Karya has implemented
sebagai dasar dalam pengambilan keputusan yang berintegritas GCG principles as the basis for integrity-driven and responsible
dan bertanggung jawab. Implementasi tata kelola keberlanjutan decision-making. The implementation of sustainability governance
dilakukan melalui, transparansi, akuntabilitas, dan pengawasan has been carried out through transparency, accountability, and
internal yang kuat, sistem Whistleblowing dan kebijakan anti-fraud strong internal oversight, the implementation of a whistleblowing
untuk mencegah pelanggaran, penilaian dan pemetaan risiko system and anti-fraud policies to prevent violations, the assessment
keberlanjutan dalam setiap aktivitas proyek serta integrasi nilai- and mapping of sustainability risks in all project activities, as well as
nilai AKHLAK sebagai budaya perusahaan yang mendukung etika the integration of AKHLAK core values as a corporate culture that
dan keberlanjutan. supports ethics and sustainability.
Dalam rangka evaluasi penerapan Good Corporate Governance In evaluating the implementation of Good Corporate Governance
(GCG), Perseroan melaksanakan GCG Assessment yang dilaksanakan (GCG), the Company has conducted periodic and consistent GCG
secara periodik dan konsisten setiap tahun. Penilaian GCG Assessments on an annual basis. The GCG Assessment at Hutama
Assessment di Hutama Karya menggunakan standar ACGS dengan Karya has referred to ACGS standards, with the assessment period
periode assessment Tahun Buku 2024 menghasilkan total skor for Fiscal Year 2024 resulting in a total achievement score (Level 1
capaian (Level 1 dan Level 2) sebesar 71,19%. and Level 2) of 71.19%.
PT Hutama Karya (Persero)
2025 Annual Report 49
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Penilaian Komite di Bawah Direksi Assessment of Committees Under
The Board of Directors
Dalam melaksanakan tugas kepengurusannya, Direksi dibantu oleh In carrying out its management duties, the Board of Directors was
Komite di bawah Direksi sebanyak 8 (delapan) Komite, yaitu: supported by 8 (eight) Committees under the Board of Directors,
namely:
1. Komite Risiko Investasi; 1. Committee of Investment Risk;
2. Komite Risiko Konstruksi; 2. Committee of Construction Risk;
3. Komite KPI; 3. Committee of KPI;
4. Komite Keberlanjutan; 4. Committee of Sustainability;
5. Komite Sanksi; 5. Committee of Sanctions;
6. Komite Talenta; 6. Committee of Talent;
7. Komite Perlindungan Data Pribadi; 7. Committee of Personal Data Protection;
8. Komite Pengarah Teknologi Informasi. 8. Committee of IT Steering.
Prosedur penilaian kinerja Komite di bawah Direksi dilakukan secara The performance assessment procedure of the Committees under
tahunan oleh Direksi dengan kriteria penilaian yaitu pelaksanaan the Board of Directors was conducted annually by the Board of
tugas dan tanggung jawab masing-masing Komite di bawah Direksi. Directors based on evaluation criteria covering the implementation
Secara umum, Direksi menilai masing-masing komite telah bekerja of duties and responsibilities of each Committee. In general, the
secara baik selama 2025 yang tercermin melalui dukungan dan Board of Directors assessed that each Committee performed well
peran komite dalam mendukung pelaksanaan tugas dan tanggung throughout 2025, as reflected in their support and roles in assisting
jawab Direksi. Dukungan yang telah diberikan mencakup dalam the Board of Directors in carrying out its duties and responsibilities.
pengambilan keputusan dan pemberian rekomendasi sesuai Such support included decision-making processes and the provision
dengan batasan kewenangannya. of recommendations within the scope of their respective authorities.
Perubahan Komposisi Anggota Direksi Changes in The Composition of The Board
of Directors
Selama tahun 2025, telah terjadi perubahan komposisi anggota During 2025, there were changes in the composition of the Board of
Direksi. Perubahan komposisi anggota Direksi dilakukan Directors. These changes were carried out in accordance with the
berdasarkan kebutuhan Perseroan. Perubahan komposisi anggota Company’s needs. The changes in the composition of the Board of
Direksi adalah sebagai berikut: Directors are as follows:
KOMPOSISI DIREKSI PERIODE 1 JANUARI 2025 – COMPOSITION OF THE BOARD OF DIRECTORS FOR THE PERIOD
30 OKTOBER 2025 OF JANUARY 1, 2025 – OCTOBER 30, 2025
Komposisi Direksi periode 1 Januari 2025 sampai dengan 30 Oktober The composition of the Board of Directors for the period from
2025 yaitu sebanyak 7 (tujuh) orang yang terdiri dari 1 (satu) orang October 30, 2025 to July 5, 2025 consisted of 7 (seven) members,
Direktur Utama merangkap Plt. Wakil Direktur Utama dan 6 (enam) comprising 1 (one) President Director concurrently serving as Acting
orang Direktur sebagai berikut: Vice President Director and 6 (six) Directors, as follows:
Direktur Utama merangkap President Director concurrently Acting
Budi Harto* : Budi Harto* :
Plt. Wakil Direktur Utama Vice President Director
Eka Setya Adrianto : Direktur Keuangan Eka Setya Adrianto : Finance Director
Muhammad Fauzan : Direktur Human Capital & Legal Muhammad Fauzan : Human Capital and Legal Director
Agung Fajarwanto : Direktur Operasi I Agung Fajarwanto : Operations Director I
Gunadi : Direktur Operasi II Gunadi : Operations Director II
Koentjoro : Direktur Operasi III Koentjoro : Operations Director III
Sugiarti : Direktur Manajemen Risiko Sugiarti : Risk Management Director
* Pada tanggal 5 Juni 2025, sehubungan dengan berakhirnya masa jabatan Budi * On June 5, 2025, following the end of Budi Harto’s term of office as President
Harto sebagai Direktur Utama merangkap Plt. Wakil Direktur Utama, maka Dewan Director concurrently serving as Acting Vice President Director, the Board of
Komisaris menunjuk Koentjoro sebagai Plt. Direktur Utama dan Eka Setya Adrianto Commissioners appointed Koentjoro as Acting President Director and Eka Setya
sebagai Plt. Wakil Direktur Utama. Adrianto as Acting Vice President Director.
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KOMPOSISI DIREKSI PERIODE 31 OKTOBER 2025 – COMPOSITION OF THE BOARD OF DIRECTORS FOR THE PERIOD
31 DESEMBER 2025 OF OCTOBER 31, 2025 – DECEMBER 31, 2025
Berdasarkan Keputusan Kepala Badan Pengaturan Badan Usaha Based on the Decree of the Head of the State-Owned Enterprises
Milik Negara Dan Direktur Utama Perusahaan Perseroan (Persero) Regulatory Agency and the President Director of PT Danantara
PT Danantara Asset Management (Persero) Selaku Para Pemegang Asset Management (Persero), acting as the Shareholders of PT
Saham Perusahaan Perseroan (Persero) PT Hutama Karya Nomor Hutama Karya (Persero), Number 31 of 2025 and Number SK.073/
31 Tahun 2025 dan Nomor SK.073/DI-DAM/DO/2025 Tentang DI-DAM/DO/2025 concerning the Dismissal, Reassignment, and
Pemberhentian, Pengalihan Tugas, dan Pengangkatan Anggota- Appointment of Members of the Board of Directors of PT Hutama
Anggota Direksi Perusahaan Perseroan (Persero), PT Hutama Karya Karya (Persero) dated October 31, 2025, it was resolved to:
tanggal 31 Oktober 2025 telah memutuskan:
1. Mengukuhkan pemberhentian dengan hormat Budi Harto sebagai 1. Confirm the honorable dismissal of Budi Harto as President
Direktur Utama dan Aloysius Kiik Ro sebagai Wakil Direktur Utama. Director and Aloysius Kiik Ro as Vice President Director.
2. Mengalihkan penugasan Koentjoro semula sebagai Direktur 2. Reassign Koentjoro from Operations Director III to President
Operasi III menjadi Direktur Utama. Director.
3. Mengangkat Moeharmein Zein Chaniago sebagai Wakil Direktur 3. Appoint Moeharmein Zein Chaniago as Vice President Director.
Utama.
Dengan demikian, komposisi Direksi periode 31 Oktober 2025 Accordingly, the composition of the Board of Directors for the
sampai dengan 31 Desember 2025 yaitu sebanyak 7 (tujuh) orang period from October 31, 2025 to December 31, 2025 consisted of
yang terdiri dari 1 (satu) orang Direktur Utama, 1 (satu) orang Wakil 7 (seven) members, comprising 1 (one) President Director, 1 (one)
Direktur Utama, dan 5 (lima) orang Direktur sebagai berikut: Vice President Director, and 5 (five) Directors, as follows:
Koentjoro : Direktur Utama Koentjoro : President Director
Moeharmein Zein Moeharmein Zein
: Wakil Direktur Utama : Vice President Director
Chaniago* Chaniago*
Eka Setya Adrianto : Direktur Keuangan Eka Setya Adrianto : Finance Director
Muhammad Fauzan : Direktur Human Capital & Legal Muhammad Fauzan : Human Capital & Legal Director
Agung Fajarwanto** : Direktur Operasi I Agung Fajarwanto** : Operations Director I
Gunadi : Direktur Operasi II Gunadi : Operations Director II
Sugiarti : Direktur Manajemen Risiko Sugiarti : Director of Risk Management
* Pada tanggal 19 Desember 2025, sehubungan dengan berakhirnya tugas * On December 19, 2025, in relation to the completion of the term of office of
Moeharmein Zein Chaniago sebagai Wakil Direktur Utama, maka Dewan Komisaris Moeharmein Zein Chaniago as Vice President Director, the Board of Commissioners
menunjuk Koentjoro sebagai Plt. Wakil Direktur Utama. appointed Koentjoro as Acting Vice President Director.
** Pada tanggal 11 November 2025, sehubungan dengan pengalihan tugas Koentjoro ** On November 11, 2025, in relation to the reassignment of Koentjoro from previously
sebagai semula Direktur Operasi III menjadi Direktur Utama, maka Dewan Komisaris serving as Operations Director III to President Director, the Board of Commissioners
menunjuk Agung Fajarwanto sebagai Plt. Direktur Operasi III. appointed Agung Fajarwanto as Acting Operations Director III.
KOMPOSISI DIREKSI PERIODE 1 JANUARI 2026 – BOARD OF DIRECTORS COMPOSITION FOR THE PERIOD OF
12 FEBRUARI 2026 JANUARY 1, 2026 – FEBRUARY 12, 2026
Pada tanggal 19 Desember 2025, sehubungan dengan berakhirnya On December 19, 2025, in relation to the completion of the term
tugas Moeharmein Zein Chaniago sebagai Wakil Direktur Utama, of office of Moeharmein Zein Chaniago as Vice President Director,
maka Dewan Komisaris menunjuk Koentjoro sebagai Plt. Wakil the Board of Commissioners appointed Koentjoro as Acting Vice
Direktur Utama. Kemudian, pada tanggal 11 November 2025, President Director. Subsequently, on November 11, 2025, in relation to
sehubungan dengan pengalihan tugas Koentjoro sebagai semula the reassignment of Koentjoro from previously serving as Operations
Direktur Operasi III menjadi Direktur Utama, maka Dewan Komisaris Director III to President Director, the Board of Commissioners
menunjuk Agung Fajarwanto sebagai Plt. Direktur Operasi III. appointed Agung Fajarwanto as Acting Operations Director III.
Sehingga, komposisi Direksi periode 1 Januari 2026 sampai dengan Accordingly, the composition of the Board of Directors for the period
12 Februari 2026 yaitu sebanyak 6 (enam) orang yang terdiri dari 1 of January 1, 2026 to February 12, 2026 consisted of 6 (six) members,
(satu) orang Direktur Utama merangkap Plt. Wakil Direktur Utama, comprising 1 (one) President Director concurrently serving as Acting
dan 5 (lima) orang Direktur sebagai berikut: Vice President Director and 5 (five) Directors as follows:
Direktur Utama merangkap President Director concurrently Acting
Koentjoro : Koentjoro :
Plt. Wakil Direktur Utama Vice President Director
Eka Setya Adrianto : Direktur Keuangan Eka Setya Adrianto : Finance Director
Muhammad Fauzan : Direktur Human Capital & Legal Muhammad Fauzan : Human Capital & Legal Director
PT Hutama Karya (Persero)
2025 Annual Report 51
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Direktur Operasi I merangkap Plt. Operations Director I concurrently
Agung Fajarwanto : Agung Fajarwanto :
Direktur Operasi III serving as Acting Operations Director III
Gunadi : Direktur Operasi II Gunadi : Operations Director II
Sugiarti : Direktur Manajemen Risiko Sugiarti : Risk Management Director
KOMPOSISI DIREKSI PERIODE 13 FEBRUARI 2026 – SAAT INI COMPOSITION OF THE BOARD OF DIRECTORS FOR THE PERIOD
OF FEBRUARY 13, 2026 – PRESENT
Berdasarkan Keputusan Para Pemegang Saham Perusahaan Based on the Shareholders’ Resolution of PT Hutama Karya
Perseroan (Persero) PT Hutama Karya Nomor 124 Tahun 2026, (Persero) Number 124 of 2026 and Number SK.053/DI-DAM/DO/2026
Nomor SK.053/DI-DAM/DO/2026 Tentang Pemberhentian, concerning the Dismissal, Reassignment, and Appointment of
Pengalihan Tugas, dan Pengangkatan Anggota-Anggota Direksi Members of the Board of Directors of PT Hutama Karya (Persero)
Perusahaan Perseroan (Persero) PT Hutama Karya tanggal dated February 13, 2026, it was resolved to:
13 Februari 2026 telah memutuskan:
1. Mengukuhkan pemberhentian dengan hormat Moeharmein 1. Confirm the honorable dismissal of Moeharmein Zein Chaniago
Zein Chaniago sebagai Wakil Direktur Utama. as Vice President Director.
2. Memberhentikan dengan hormat Agung Fajarwanto sebagai 2. Honorably dismiss Agung Fajarwanto as Operations Director I
Direktur Operasi I dan Sugiarti sebagai Direktur Manajemen and Sugiarti as Risk Management Director.
Risiko.
3. Mengalihkan penugasan Gunadi semula sebagai Direktur 3. Reassign Gunadi from Operations Director II to Operations
Operasi II menjadi Direktur Operasi I. Director I.
4. Mengangkat Sugeng Rochadi sebagai Wakil Direktur Utama, 4. Appoint Sugeng Rochadi as Vice President Director,
Mardiansyah sebagai Direktur Operasi II, Fatma Dewi Setyowati Mardiansyah as Operations Director II, Fatma Dewi Setyowati as
sebagai Direktur Manajemen Risiko dan Iwan Hermawan Risk Management Director, and Iwan Hermawan as Operations
sebagai Direktur Operasi III. Director III.
Dengan demikian, komposisi Direksi periode 13 Februari 2026 Accordingly, the composition of the Board of Directors for the period
sampai saat ini yaitu sebanyak 8 (delapan) orang yang terdiri dari from February 13, 2026 to present consists of 8 (eight) members,
1 (satu) orang Direktur Utama, 1 (satu) Wakil Direktur Utama dan 6 comprising of 1 (one) President Director, 1 (one) Vice President
(enam) orang Direktur sebagai berikut: Director, and 6 (six) Directors, as follows:
Koentjoro : Direktur Utama Koentjoro : President Director
Sugeng Rochadi : Wakil Direktur Utama Sugeng Rochadi : Vice President Director
Eka Setya Adrianto : Direktur Keuangan Eka Setya Adrianto : Finance Director
Muhammad Fauzan : Direktur Human Capital & Legal Muhammad Fauzan : Human Capital and Legal Director
Gunadi : Direktur Operasi I Gunadi : Operations Director I
Mardiansyah : Direktur Operasi II Mardiansyah : Operations Director II
Iwan Hermawan : Direktur Operasi III Iwan Hermawan : Operations Director III
Fatma Dewi Setyowati : Direktur Manajemen Risiko Fatma Dewi Setyowati : Risk Management Director
PT Hutama Karya (Persero)
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Report of Directors and Board of Commissioners
Penutup Closing
Pencapaian yang diraih sepanjang tahun ini tidak terlepas dari The achievements attained throughout the year were inseparable
dukungan dan kepercayaan yang diberikan oleh Pemerintah selaku from the support and trust extended by the Government as the
pemegang saham, serta sinergi yang solid dari seluruh pemangku shareholder, as well as the strong synergy among all stakeholders.
kepentingan. Kami juga mengapresiasi dedikasi dan kerja keras seluruh We also express our appreciation for the dedication and hard work
insan Hutama Karya yang telah berkontribusi dalam menghadapi of all Hutama Karya personnel who have contributed to overcoming
berbagai tantangan dan mendorong kemajuan Perseroan. various challenges and driving the Company’s progress.
Ke depan, Perseroan akan terus melanjutkan transformasi dan Going forward, the Company will continue its transformation
memperkuat perannya sebagai agen pembangunan dengan and strengthen its role as an agent of development by upholding
mengedepankan prinsip keberlanjutan, inovasi, dan tata kelola the principles of sustainability, innovation, and sound corporate
yang unggul. Dengan semangat kolaborasi dan komitmen yang governance. With a strong spirit of collaboration and commitment,
tinggi, kami optimis Hutama Karya akan terus memberikan we remain confident that Hutama Karya will continue to deliver
kontribusi nyata bagi kemajuan infrastruktur dan perekonomian tangible contributions to the advancement of infrastructure and the
Indonesia. Indonesian economy.
Jakarta, 30 April 2026 / Jakarta, April 30, 2026
Atas Nama Direksi / On Behalf of the Board of Directors
Koentjoro
Direktur Utama
President Director
PT Hutama Karya (Persero)
2025 Annual Report 53
Page 54
Laporan
Dewan
Komisaris
Report of the
Board of
Commissioners
Denny Abdi
Komisaris Utama
President Commissioners
Para Pemegang Saham dan Pemangku Kepentingan yang
terhormat,
Puji dan syukur kami panjatkan ke hadirat Tuhan Yang Maha Esa
atas rahmat dan karunia-Nya, Hutama Karya telah menunjukkan
kinerja yang resilien di tengah dinamika perekonomian dan
tantangan industri infrastruktur yang terus berkembang.
Dear Shareholders and Stakeholders,
We extend praise and gratitude to God Almighty, for by His
grace and blessings, Hutama Karya has demonstrated resilient
performance amidst the dynamics of the economy and the
challenges of the ever-evolving infrastructure industry.
PT Hutama Karya (Persero)
54 Laporan Tahunan 2025
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Laporan Direksi dan Dewan Komisaris
Report of Directors and Board of Commissioners
Melalui penguatan strategi bisnis dan peningkatan disiplin Through strengthening business strategies and improving
operasional, Perseroan mampu menjaga kesinambungan kinerja operational discipline, the Company has been able to maintain
sekaligus melanjutkan peran strategisnya dalam pembangunan performance continuity while continuing its strategic role in
infrastruktur nasional, khususnya Jalan Tol Trans Sumatera. national infrastructure development, particularly the Trans
Sumatra Toll Road.
Pada kesempatan ini, Dewan Komisaris akan menyampaikan On this occasion, the Board of Commissioners would like to submit
laporan pengawasan dan pemberian nasihat kepada Direksi a report on its supervision and advisory duties to the Board of
sepanjang tahun 2025. Dalam laporan ini akan kami sampaikan Directors throughout 2025. This report includes an assessment of
antara lain penilaian kinerja Direksi, pandangan atas prospek the Board of Directors' performance, an overview of the Board of
usaha yang disusun Direksi, pandangan atas penerapan tata kelola Directors' business prospects, an overview of the implementation
perusahaan, serta susunan dan perubahan komposisi anggota of corporate governance, and the composition and changes to
Dewan Komisaris. Berikut kami sampaikan laporan pengawasan the Board of Commissioners' membership. We hereby submit the
dan pemberian nasihat Dewan Komisaris terhadap jalannya Board of Commissioners' supervisory and advisory report on the
kepengurusan Perusahaan untuk tahun buku 2025. Company's management for the 2025 fiscal year.
Performance Assessment of The Board of
Penilaian Kinerja Direksi Directors
Dewan Komisaris secara konsisten menjalankan fungsi pengawasan The Board of Commissioners consistently performs its supervisory
dan pemberian nasihat kepada Direksi guna memastikan bahwa and advisory functions to the Board of Directors to ensure that
setiap kebijakan dan langkah strategis yang diambil telah sejalan every policy and strategic step taken is in line with the principles of
dengan prinsip corporate governance, manajemen risiko yang corporate governance, prudent risk management, and compliance
prudent, serta kepatuhan terhadap peraturan perundang-undangan. with laws and regulations. In this regard, the Board of Commissioners
Dalam hal ini, Dewan Komisaris menilai bahwa Direksi telah assesses that the Board of Directors has demonstrated optimal
menunjukkan upaya yang optimal dalam mengimplementasikan efforts in implementing the Company's strategy, including
strategi Perseroan, termasuk dalam menjaga keseimbangan antara maintaining a balance between achieving performance targets and
pencapaian target kinerja dan pengelolaan risiko usaha. managing business risks.
Frekuensi dan Cara Pemberian Nasihat Frequency and Methods of Providing Advice to
Kepada Anggota Direksi Members of The Board of Directors
Dewan Komisaris memberikan nasihat kepada Direksi secara The Board of Commissioners provides advice to the Board of Directors
berkala dan insidental sesuai dengan kebutuhan Perseroan. periodically and incidentally as needed by the Company. Formally,
Secara formal, pemberian nasihat dilakukan melalui rapat Dewan this advice is provided through regular Board of Commissioners
Komisaris dan rapat gabungan dengan Direksi yang diselenggarakan meetings and joint meetings with the Board of Directors, which are
secara rutin, sebagai bagian dari evaluasi kinerja dan pembahasan held as part of performance evaluations and discussions of strategic
isu-isu strategis. Selain itu, Dewan Komisaris juga memberikan issues. In addition, the Board of Commissioners also provides
arahan dalam proses penelaahan dokumen strategis seperti guidance in the review process of strategic documents such as the
Rencana Jangka Panjang Perusahaan (RJPP) dan Rencana Kerja Company's Long-Term Plan (RJPP) and the Company's Work and
dan Anggaran Perusahaan (RKAP). Sepanjang tahun 2025 Dewan Budget Plan (RKAP). Throughout 2025, the Board of Commissioners
Komisaris telah melaksanakan Rapat Gabungan Dewan Komisaris held Joint Meetings of the Board of Commissioners and the Board of
dan Direksi sebanyak 12 kali. Directors as many as 12 times.
Di luar forum formal, nasihat juga disampaikan secara insidental Outside of formal forums, advice is also provided incidentally
melalui komunikasi langsung, baik dalam bentuk surat resmi, through direct communication, either in the form of official letters,
notulen rapat, maupun diskusi informal antara Dewan Komisaris minutes of meeting, or informal discussions between the Board of
dan Direksi untuk merespons dinamika bisnis yang memerlukan Commissioners and the Board of Directors to respond to business
perhatian segera. Dalam memberikan nasihat kepada Direksi, dynamics that require immediate attention. In providing advice to
Dewan Komisaris memastikan bahwa Direksi memperoleh arahan the Board of Directors, the Board of Commissioners ensures that
yang tepat waktu, relevan, dan konstruktif dalam menjalankan the Board of Directors receives timely, relevant, and constructive
pengelolaan Perseroan, sehingga setiap kebijakan dan keputusan direction in carrying out the management of the Company, so that
strategis dapat diambil secara lebih prudent, efektif, dan selaras every policy and strategic decision can be taken more prudently,
dengan kepentingan jangka panjang Perseroan. effectively, and in line with the long-term interests of the Company.
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Pengawasan Dewan Komisaris dalam Supervision by The Board of Commissioners
Perumusan dan Implementasi Strategi yang in The Formulation and Implementation
Dilakukan oleh Direksi of Strategies Undertaken by The Board of
Directors
Dalam pengawasan terhadap implementasi strategi, Dewan In supervising the implementation of strategy, the Board of
Komisaris mengarahkan, memantau, dan mengevaluasi pelaksanaan Commissioners directs, monitors, and evaluates the execution of
RJPP dan RKAP serta kebijakan strategis secara berkala. the RJPP and RKAP as well as strategic policies on a periodic basis.
Dewan Komisaris menjalankan fungsi pengawasan secara aktif dan The Board of Commissioners performs an active and continuous
berkelanjutan dalam memastikan bahwa proses perumusan dan oversight function to ensure that the strategy formulation and
implementasi strategi yang dilakukan Direksi telah berjalan sesuai implementation process conducted by the Board of Directors
dengan prinsip tata kelola perusahaan yang baik, arah jangka is in line with the principles of good corporate governance, the
panjang Perseroan, serta kepentingan pemegang saham. Dalam Company's long-term direction, and the interests of shareholders.
tahap perumusan strategi, Dewan Komisaris memberikan arahan During the strategy formulation, the Board of Commissioners
dan masukan strategis atas rencana yang disusun Direksi, termasuk provides strategic direction and input on the plans prepared by the
melakukan penelaahan terhadap Rencana Jangka Panjang Board of Directors, including conducting a review of the Company's
Perusahaan (RJPP) dan Rencana Kerja dan Anggaran Perusahaan Long-Term Plan (RJPP) and the Company's Work Plan and Budget
(RKAP), dengan mempertimbangkan kondisi makroekonomi, (RKAP), taking into account macroeconomic conditions, industry
dinamika industri, serta profil risiko Perseroan. dynamics, and the Company's risk profile.
Sedangkan pengawasan Dewan Komisaris terhadap implementasi Meanwhile, the Board of Commissioners oversees strategy
strategi dilakukan melalui mekanisme rapat berkala, evaluasi implementation through regular meetings, performance
laporan kinerja, serta pemantauan atas pencapaian indikator report evaluations, and monitoring the achievement of key
kinerja utama (KPI) dan program strategis. Dewan Komisaris juga performance indicators (KPIs) and strategic programs. The
memastikan bahwa Direksi menjalankan strategi secara konsisten Board of Commissioners also ensures that the Board of Directors
dengan memperhatikan aspek manajemen risiko, pengendalian consistently implements the strategy, taking into account aspects of
internal, serta kepatuhan terhadap peraturan yang berlaku. Dalam risk management, internal control, and compliance with applicable
pelaksanaannya, Dewan Komisaris didukung oleh komite-komite regulations. In its implementation, the Board of Commissioners is
di bawah Dewan Komisaris untuk melakukan kajian yang lebih supported by committees under the Board of Commissioners to
mendalam, termasuk terkait audit, manajemen risiko, dan tata conduct more in-depth studies, including those related to audits,
kelola. risk management, and governance.
Melalui fungsi pengawasan yang terstruktur tersebut, Dewan Through this structured supervisory function, the Board of
Komisaris tidak hanya memastikan implementasi strategi berjalan Commissioners not only ensures that the implementation of
efektif dan sesuai rencana, tetapi juga mendorong Direksi untuk strategies runs effectively and according to plan, but also encourages
tetap adaptif terhadap perubahan lingkungan usaha, sehingga the Board of Directors to remain adaptive to changes in the business
Perseroan dapat menjaga kinerja yang berkelanjutan dan environment, so that the Company can maintain sustainable
memberikan nilai tambah bagi seluruh pemangku kepentingan. performance and provide added value to all stakeholders.
Kondisi Perekonomian yang Secara Langsung Economic Conditions That Directly Impact The
Berdampak Terhadap Kinerja Perseroan Company's Performance
Berdasarkan publikasi World Economic Outlook dari International Based on the publication of the International Monetary Fund's
Monetary Fund serta pembaruan hingga Januari 2026, kinerja World Economic Outlook and its update through January 2026,
perekonomian global pada tahun 2025 tercatat tumbuh moderat global economic performance in 2025 was recorded as moderate
namun tetap menunjukkan ketahanan. Pertumbuhan ekonomi but still showing resilience. Global economic growth was around
dunia berada di kisaran 3,2%, sedikit lebih rendah dibandingkan 3.2%, slightly lower than 3.3% in the previous year, reflecting
3,3% pada tahun sebelumnya, yang mencerminkan dampak the continuing impact of tight monetary policy, increasing trade
berlanjut dari kebijakan moneter ketat, meningkatnya fragmentasi fragmentation, and geopolitical uncertainty. Growth in advanced
perdagangan, serta ketidakpastian geopolitik. Pertumbuhan di economies was relatively limited to the 1.5%–1.6% range, while
negara maju relatif terbatas pada kisaran 1,5%–1,6%, sementara developing and emerging markets remained the main drivers, with
negara berkembang dan emerging markets masih menjadi growth above 4%. Inflation, the trend showed a decline to around
pendorong utama dengan pertumbuhan di atas 4%. Dari sisi inflasi, 4.2%, driven by easing energy price pressures and improving global
tren menunjukkan penurunan ke level sekitar 4,2%, didorong supply chains, although differences remained between regions
oleh meredanya tekanan harga energi dan membaiknya rantai and had not yet fully returned to the long-term target. Overall,
pasok global, meskipun masih terdapat perbedaan antar wilayah this condition reflected a soft landing phase, where the economic
dan belum sepenuhnya kembali ke target jangka panjang. Secara slowdown was controlled without triggering a global recession,
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Laporan Direksi dan Dewan Komisaris
Report of Directors and Board of Commissioners
keseluruhan, kondisi ini mencerminkan fase soft landing, di mana while also laying the foundation for stabilizing growth in 2026.
perlambatan ekonomi berlangsung terkendali tanpa memicu resesi
global, sekaligus menjadi landasan bagi stabilisasi pertumbuhan
pada tahun 2026.
Perekonomian Indonesia sepanjang tahun 2025 mencatat kinerja The Indonesian economy continued to record solid performance
yang tetap solid dengan pertumbuhan sebesar 5,11% (yoy), throughout 2025, growing by 5.11% (yoy), an increase compared
meningkat dibandingkan tahun 2024 sebesar 5,03% (yoy). Nilai to 5.03% (yoy) in 2024. Gross Domestic Product (GDP) reached
Produk Domestik Bruto (PDB) tercatat mencapai sekitar Rp23.821,1 approximately IDR23,821.1 trillion (current prices) and IDR13,580.5
triliun (harga berlaku) dan Rp13.580,5 triliun (harga konstan), trillion (constant prices), reflecting increased national economic
mencerminkan peningkatan aktivitas ekonomi nasional secara activity in both nominal and real terms. This growth was widespread
nominal maupun riil. Pertumbuhan ini terjadi secara luas di across nearly all business sectors, demonstrating a fairly diversified
hampir seluruh lapangan usaha, menunjukkan struktur ekonomi and resilient economic structure. Quarterly growth also remained
yang cukup terdiversifikasi dan resilien. Secara triwulanan, tren relatively stable, with performance increasing to 5.39% in Q4 2025,
pertumbuhan juga relatif stabil, dengan kinerja yang meningkat one of the highest levels since the pandemic.
hingga mencapai 5,39% pada Triwulan IV-2025, menjadi salah satu
level tertinggi pascapandemi.
Dari sisi industri infrastruktur, pada Triwulan IV 2025, Indonesia In terms of the infrastructure industry, in the fourth quarter of 2025,
mencatat akselerasi yang kuat seiring percepatan belanja Indonesia's recorded a strong acceleration in line with accelerated
pemerintah, khususnya melalui program Kementerian Pekerjaan government spending, particularly through the Ministry of Public
Umum dan Perumahan Rakyat, dengan realisasi anggaran Works and Housing program, with budget realization reaching
mencapai sekitar 95,23% dari pagu Rp112,13 triliun. Peningkatan ini approximately 95.23% of the IDR112.13 trillion ceiling. This increase
mendorong capaian fisik yang signifikan, antara lain pembangunan drove significant physical achievements, including the construction
dan peningkatan jalan, jembatan, serta jalan tol, disertai and improvement of roads, bridges, and toll roads, along with the
pengembangan kawasan permukiman serta layanan air minum development of residential areas, drinking water, and sanitation
dan sanitasi. Kinerja tersebut turut memperkuat aktivitas sektor services. This performance also strengthened the construction
konstruksi, yang menurut Badan Pusat Statistik berkontribusi sector's activity, which, according to the Central Statistics Agency,
9,83% terhadap PDB nasional sepanjang 2025. Sejalan dengan itu, contributed 9.83% to national GDP throughout 2025. Correspondingly,
berbagai indikator seperti nilai konstruksi yang diselesaikan, tenaga various indicators such as the value of completed construction, labor
kerja, dan balas jasa pekerja menunjukkan peningkatan pada akhir force, and worker remuneration showed increases at the end of the
tahun, mencerminkan bahwa pertumbuhan sektor ini tidak hanya year, reflecting that the sector's growth was not only influenced
dipengaruhi faktor musiman, tetapi juga didukung oleh stimulus by seasonal factors, but also supported by fiscal stimulus and the
fiskal dan percepatan proyek strategis pemerintah. acceleration of strategic government projects.
Kinerja Perseroan Company Performance
Di tengah kondisi perekonomian dan industri infrastruktur tersebut, Amidst the economic and infrastructure industry conditions, the
Direksi mampu menghadapi tantangan dan peluang yang terjadi Board of Directors was able to face the challenges and opportunities
dengan mencatatkan kinerja yang baik di tahun 2025. Pada tahun that occurred by recording good performance in 2025. In 2025, the
2025, panjang jalan tol yang beroperasi tercatat sepanjang 745 km, length of operational toll roads was recorded at 745 km, an increase
mengalami peningkatan sebesar 16,41% dibandingkan dengan of 16.41% compared to 2024 which was recorded at 640 km. The
tahun 2024 yang tercatat sepanjang 640 km. Volume lalu lintas average daily transaction traffic volume in 2025 was recorded
transaksi harian rata-rata pada tahun 2025 tercatat sebanyak at 256.77 thousand vehicles, an increase of 6.04% compared to
256,77 ribu kendaraan, mengalami peningkatan sebesar 6,04% 2024 which was recorded at 242.14 thousand vehicles. In the
dibandingkan dengan tahun 2024 yang tercatat sebanyak 242,14 property sales sector in 2025, the Company recorded an increase in
ribu kendaraan. Dalam sektor penjualan properti pada tahun 2025, performance with a growth of 18.87% compared to 2024, namely
Perseroan mencatatkan peningkatan kinerja dengan pertumbuhan from IDR18.55 billion to IDR22.05 billion. The transformation of the
sebesar 18,87% dibandingkan dengan tahun 2024, yaitu dari Company’s business model is increasingly reflected in the strong
Rp18,55 miliar menjadi Rp22,05 miliar. Transformasi model bisnis contribution of the toll road segment as the main growth driver.
Perseroan semakin tercermin dari kuatnya kontribusi segmen jalan
tol sebagai motor utama pertumbuhan.
Di samping itu, Perseroan terus memperkokoh fondasi bisnis jangka In addition, the Company continues to strengthen its long-term
panjang melalui pengembangan skema Kerja Sama Pemerintah business foundation through the development of Public-Private
dan Badan Usaha (KPBU). Hal ini antara lain diwujudkan melalui Partnership (PPP) schemes. This is reflected, among others, in the
penandatanganan proyek Flyover Panorama I Sitinjau Lauik signing of the Flyover Panorama I Sitinjau Lauik project in West
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di Sumatera Barat senilai Rp2,8 triliun pada tahun 2025, serta Sumatra valued at IDR2.8 trillion in 2025, as well as the successful
keberhasilan memperoleh proyek KPBU Trans Papua Jayapura– acquisition of the Trans Papua Jayapura–Wamena PPP project
Wamena senilai Rp3,3 triliun pada tahun sebelumnya. valued at IDR3.3 trillion in the previous year.
Progres pembangunan Jalan Tol Trans Sumatera (JTTS) juga The development progress of the Trans Sumatra Toll Road (JTTS)
terus berlanjut, yang ditandai dengan mulai beroperasinya secara has also continued, marked by the commencement of commercial
komersial ruas Betung–Tempino–Jambi Seksi 4 pada September operations of the Betung–Tempino–Jambi Section 4 in September
2025. Secara keseluruhan, kinerja Perseroan sepanjang tahun 2025 2025. Overall, the Company’s performance throughout 2025
menunjukkan keberhasilan transformasi yang menitikberatkan demonstrates the success of its transformation, focusing on quality
pada pertumbuhan berkualitas, penguatan struktur keuangan, growth, strengthening of the financial structure, and the creation of
serta penciptaan nilai jangka panjang yang berkelanjutan. sustainable long-term value.
Selain kinerja operasional dan keuangan, tingkat kesehatan In addition to operational and financial performance, the
Perseroan juga menjadi salah satu pertimbangan Dewan Komisaris Company's soundness is also a consideration for the Board of
dalam melakukan penilaian atas kinerja Direksi. Penilaian tingkat Commissioners in assessing the Board of Directors' performance.
kesehatan Perseroan dilakukan oleh PT Fitch Ratings Indonesia The Company's soundness assessment was conducted by PT Fitch
dengan hasil, Peringkat Berdiri Sendiri (Stand Alone Rating): BB Ratings Indonesia, resulting in a Stand-Alone Rating of BB (idn) and
(idn) dan Peringkat Akhir (Final Rating): AA+(idn)/Outlook Stabil. a Final Rating of AA+ (idn)/Stable Outlook.
Adapun hasil tersebut menunjukkan ekspektasi tingkat risiko gagal These results indicate a very low expected level of default risk
bayar yang sangat rendah dibandingkan dengan emiten atau obligasi compared to other issuers or bonds in the same country or
lain di negara atau serikat moneter yang sama. Risiko gagal bayar monetary union. The inherent default risk differs only slightly from
inheren hanya sedikit berbeda dari emiten atau obligasi dengan the highest-rated issuers or bonds in the country. Fitch Ratings
peringkat tertinggi di negara tersebut. Fitch Ratings mengevaluasi evaluates a company's credit risk by considering several key factors,
risiko kredit perusahaan dengan mempertimbangkan beberapa such as ability to pay debt, capital structure, earnings stability, and
faktor utama seperti kemampuan membayar hutang, struktur prevailing macroeconomic and industry conditions.
permodalan, stabilitas pendapatan serta kondisi makroekonomi
dan industri yang sedang berlangsung.
Pandangan Atas Prospek Usaha yang Outlook on Business Prospects Prepared
Disusun Direksi by The Board of Directors
Berdasarkan proyeksi International Monetary Fund, pertumbuhan Based on projections from the International Monetary Fund, global
ekonomi global pada tahun 2026 diperkirakan berada di kisaran economic growth in 2026 is estimated to be around 3.1%, reflecting
3,1%, mencerminkan perlambatan dibandingkan periode a slowdown compared to the pre-pandemic period. Pressures
prapandemi. Tekanan berasal dari ketegangan perdagangan, stem from trade tensions, protectionist policies, and geopolitical
kebijakan proteksionis, serta dinamika geopolitik yang dynamics that increase uncertainty and risks to supply chains and
meningkatkan ketidakpastian dan risiko terhadap rantai pasok commodity prices, keeping the growth outlook moderate.
serta harga komoditas, sehingga prospek pertumbuhan tetap
moderat.
Sejalan dengan dinamika global, perekonomian domestik pada In line with global dynamics, the domestic economy is projected
tahun 2026 diproyeksikan tetap tumbuh dengan target sebesar to maintain growth in 2026 with a target of 5.4%, supported
5,4%, didukung kebijakan pemerintah yang adaptif melalui by adaptive government policies through strengthening food
penguatan ketahanan pangan dan energi, peningkatan kualitas and energy security, improving human resource quality, and
SDM, serta percepatan pembangunan infrastruktur prioritas. accelerating priority infrastructure development. Fiscal policy is
Kebijakan fiskal juga diarahkan untuk menjaga daya tahan also directed at maintaining economic resilience and boosting
ekonomi dan mendorong produktivitas sektor strategis, dengan productivity in strategic sectors, with macroeconomic assumptions
asumsi makro yang mencerminkan stabilitas, antara lain inflasi reflecting stability, including inflation of 2.5%, an exchange rate of
sebesar 2,5%, nilai tukar Rp16.500 per dolar AS, serta suku bunga IDR16,500 per US dollar, and a 10-year government bond interest
SUN 10 tahun sebesar 6,9%. Di sektor energi, harga minyak mentah rate of 6.9%. In the energy sector, the price of Indonesian crude oil is
Indonesia diasumsikan sebesar USD70 per barel, dengan target assumed to be USD70 per barrel, with an oil lifting target of 610,000
lifting minyak 610 ribu barel per hari dan gas 984 ribu barel setara barrels per day and gas of 984,000 barrels of oil equivalent per day,
minyak per hari, sebagai upaya menjaga ketahanan energi dan as an effort to maintain energy security and support state revenues.
mendukung penerimaan negara.
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Report of Directors and Board of Commissioners
Sejalan dengan asumsi makroekonomi, sektor infrastruktur In line with macroeconomic assumptions, the infrastructure sector
diperkirakan tetap tumbuh positif pada tahun 2026 dengan proyeksi is expected to maintain positive growth in 2026, with projected
pertumbuhan konstruksi sekitar 5,4% dan nilai pasar mencapai construction growth of around 5.4% and a market value of IDR2,223
Rp2.223 triliun, meningkat dari tahun sebelumnya. Dalam jangka trillion, an increase from the previous year. In the medium term,
menengah, sektor ini diproyeksikan tumbuh stabil dengan CAGR the sector is projected to grow steadily with a CAGR of around 5.1%
sekitar 5,1% pada periode 2026–2030, didorong oleh pembangunan in the 2026–2030 period, driven by the development of industrial
kawasan industri, fasilitas publik, serta proyek transportasi dan estates, public facilities, and transportation and energy projects.
energi. Nilai investasi proyek strategis pada awal 2026 diperkirakan The investment value of strategic projects in early 2026 is estimated
mencapai Rp202,4 triliun, sementara pengembangan energi to reach IDR202.4 trillion, while renewable energy development is
terbarukan ditargetkan mencapai kapasitas 42,6 GW hingga targeted to reach a capacity of 42.6 GW by 2034. However, this sector
2034. Meski demikian, sektor ini masih menghadapi tantangan still faces challenges such as fluctuating material prices, limited
seperti fluktuasi harga material, keterbatasan pembiayaan, financing, and the complexity of permits and land acquisition,
serta kompleksitas perizinan dan pembebasan lahan, sehingga requiring strengthened project governance and consistent policy
diperlukan penguatan tata kelola proyek dan dukungan kebijakan support to maintain sustainable growth.
yang konsisten untuk menjaga keberlanjutan pertumbuhan.
Berdasarkan prediksi kondisi perekonomian dan industri Based on the predicted economic and infrastructure industry
infrastruktur serta kekuatan internal Perseroan, Dewan Komisaris conditions, as well as the Company's internal strengths, the Board
berpendapat bahwa prospek usaha yang telah disusun oleh Direksi of Commissioners believes that the business prospects outlined by
sudah tepat. Dewan Komisaris berkeyakinan bahwa Perseroan akan the Board of Directors are appropriate. The Board of Commissioners
dapat memanfaatkan peluang yang ada di antaranya, kebutuhan is confident that the Company will be able to capitalize on existing
infrastruktur di Indonesia sebagai negara berkembang akan terus opportunities, including the continued increase in infrastructure
meningkat seiring dengan pertumbuhan ekonomi dan pemerataan demand in Indonesia, a developing country, in line with economic
pembangunan. Hal ini turut didukung oleh dominasi sektor industri growth and equitable development. This is also supported by the
dan hilirisasi yang didorong oleh kebijakan pemerintah, seperti dominance of the industrial sector and downstreaming driven by
pengembangan industri nikel dan petrokimia, yang membuka government policies, such as the development of the nickel and
peluang besar bagi sektor konstruksi. Di sisi lain, penerapan petrochemical industries, which open up significant opportunities
teknologi terdepan menjadi faktor penting dalam meningkatkan for the construction sector. Furthermore, the application of cutting-
akurasi perencanaan dan engineering design proyek, sehingga edge technology is a crucial factor in improving the accuracy of
mendorong efisiensi dan kualitas hasil pembangunan. Selain project planning and engineering design, thereby boosting the
itu, peluang pengembangan strategic partnership dengan pihak efficiency and quality of development outcomes. In addition,
eksternal, termasuk melalui skema KPBU, semakin terbuka untuk opportunities for developing strategic partnerships with external
memperluas akses pasar sekaligus meningkatkan kapabilitas, parties, including through PPP schemes, are increasingly open to
kualitas, dan efisiensi dalam pelaksanaan proyek infrastruktur. expand market access while improving the capabilities, quality, and
efficiency of infrastructure project implementation.
Pandangan atas Penerapan Tata Kelola Outlook on The Implementation of
Perusahaan Corporate Governance
Dewan Komisaris memandang bahwa penerapan Corporate The Board of Commissioners believes that Hutama Karya's
Governance Hutama Karya sepanjang tahun 2025 telah berjalan implementation of Corporate Governance throughout 2025 has
secara efektif dan menunjukkan kemajuan yang positif. Dewan been effective and has shown positive progress. The Board of
Komisaris juga melihat adanya komitmen yang kuat dari Direksi Commissioners also recognizes a strong commitment from the
dalam mengimplementasikan kebijakan dan sistem pengendalian Board of Directors to implementing integrated policies and internal
internal yang terintegrasi, termasuk penguatan manajemen risiko control systems, including strengthening risk management and
dan kepatuhan terhadap regulasi yang berlaku. Optimalisasi peran compliance with applicable regulations. Optimizing the role of
organ perusahaan beserta komite pendukung turut meningkatkan corporate organs and supporting committees has also increased
efektivitas fungsi pengawasan dan pemberian nasihat strategis. the effectiveness of the supervisory function and providing strategic
Dalam menilai penerapan GCG di Perseroan, Dewan Komisaris advice. In assessing the implementation of GCG in the Company,
memberikan penilaian terhadap sistem manajemen risiko, sistem the Board of Commissioners assesses the risk management system,
pengendalian internal, whistleblowing system, dan Sustainability internal control system, whistleblowing system, and Sustainability
Governance. Governance.
Sistem Manajemen Risiko Risk Management System
Penerapan manajemen risiko Perseroan dilaksanakan secara The implementation of the Company's risk management is
terstruktur, berkelanjutan, dan terintegrasi dalam seluruh proses structured, sustainable, and integrated into all business processes.
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bisnis perusahaan. Proses ini diawali dengan komunikasi dan This process begins with active communication and consultation
konsultasi aktif bersama para pemangku kepentingan, serta with stakeholders, as well as risk management planning, which
perencanaan manajemen risiko yang mencakup penetapan includes establishing a risk taxonomy and risk strategy, as well
taksonomi risiko, strategi risiko, hingga penyusunan sasaran dan as developing business objectives and strategies based on the
strategi usaha berbasis risk appetite dan kapasitas risiko perusahaan. company's risk appetite and risk capacity.
Pada tahap inti, Perseroan melakukan asesmen risiko secara In the core stage, the Company conducts a comprehensive risk
komprehensif melalui identifikasi, analisis, dan evaluasi risiko assessment through risk identification, analysis, and evaluation
menggunakan sistem manajemen risiko (Risk Management System/ using a risk management system (RMS), which produces a risk
RMS), yang menghasilkan risk register sebagai dasar pengambilan register as the basis for decision-making. This process ensures
keputusan. Proses ini memastikan setiap risiko, baik strategis, that every risk, whether strategic, operational, or financial, can
operasional, maupun finansial, dapat terukur secara kuantitatif be measured quantitatively and qualitatively and prioritized for
dan kualitatif serta diprioritaskan penanganannya sesuai tingkat handling according to the level of exposure. Furthermore, in the final
eksposur. Selanjutnya, pada tahap akhir, Perseroan menetapkan stage, the Company establishes and implements an appropriate risk
dan melaksanakan rencana perlakuan risiko yang tepat, termasuk treatment plan, including risk mitigation, transfer, or acceptance,
mitigasi, transfer, atau penerimaan risiko, yang diintegrasikan ke which is integrated into the company's strategic planning and
dalam perencanaan strategis dan anggaran perusahaan. Seluruh budget. The entire process is supported by a continuous monitoring
proses tersebut didukung oleh mekanisme pemantauan dan and evaluation mechanism and the active involvement of risk
evaluasi berkelanjutan serta keterlibatan aktif pemilik risiko di owners in each business unit, thereby maintaining business
setiap unit kerja, sehingga mampu menjaga ketahanan bisnis dan resilience and ensuring optimal achievement of company goals.
memastikan pencapaian tujuan perusahaan secara optimal.
Dewan Komisaris, Direksi, dan Komite Audit melakukan telaah The Board of Commissioners, Board of Directors, and Audit
secara tahunan atas penerapan sistem pengendalian internal Committee conduct an annual review of the Company's internal
Perseroan. Hasil evaluasi atas kecukupan sistem manajemen control system. The evaluation of the adequacy of the Company's
risiko Perseroan selama tahun 2025 menunjukkan bahwa sistem risk management system during 2025 indicates that the Company's
pengendalian internal Perseroan telah berjalan dengan efektif dan internal control system has been operating effectively and
memadai. Perseroan terus menerapkan langkah-langkah strategis adequately. The Company continues to implement strategic
untuk memastikan keamanan, transparansi, serta kepatuhan measures to ensure security, transparency, and compliance in every
dalam setiap aspek operasionalnya. aspect of its operations.
Sistem Pengendalian Internal Internal Control System
Sistem Pengendalian Internal merupakan suatu proses yang The Internal Control System is a process implemented continuously
dilaksanakan secara berkesinambungan oleh Dewan Komisaris, by the Board of Commissioners, Board of Directors, management,
Direksi, manajemen dan seluruh personel Perseroan untuk and all Company personnel to provide adequate assurance in
memberikan keyakinan yang memadai dalam pencapaian visi, achieving the Company's vision, mission, targets, and objectives
misi, sasaran, dan tujuan Perseroan melalui kegiatan yang efektif through effective and efficient activities, reliable financial reporting,
dan efisien, keandalan pelaporan keuangan, pengamanan aset safeguarding company assets, and compliance with policies and
perusahaan, dan ketaatan terhadap prosedur/kebijakan serta applicable laws and regulations. The internal control system
peraturan perundangan yang berlaku. Sistem pengendalian includes financial and operational controls.
internal, antara lain mencakup pengendalian keuangan dan
operasional.
Perseroan secara berkala melakukan evaluasi atas efektivitas The Company periodically evaluates the effectiveness of its
sistem pengendalian internal keuangan dan operasional. Satuan financial and operational internal control systems. The Internal
pengawasan intern bertanggung jawab untuk melakukan Audit Unit is responsible for evaluating and enhancing the
evaluasi dan meningkatkan keefektifan proses manajemen effectiveness of risk management, control, and governance
risiko, pengendalian dan tata kelola sesuai dengan peraturan processes in accordance with prevailing laws and regulations as
perundang-undangan dan kebijakan perusahaan. Melalui laporan well as the Company’s policies. Through audit reports, the Internal
hasil audit, satuan pengawasan intern menyajikan rekomendasi Audit Unit provides recommendations for improvement to be
perbaikan untuk ditindaklanjuti dan dimonitor pelaksanaannya, followed up and monitored for implementation, submits such
menyampaikan laporan tersebut kepada Direktur Utama dan reports to the President Director and the Board of Commissioners
Dewan Komisaris cq. Komite Audit dan melaporkan temuan yang cq. the Audit Committee, and reports significant findings to the
signifikan kepada Direktur Utama dan Dewan Komisaris untuk President Director and the Board of Commissioners for prompt
dilakukan tindakan perbaikan dalam waktu yang cepat. Kemudian corrective actions. Furthermore, based on the 2025 Annual Internal
berdasarkan Program Kerja Pengawasan Tahunan (PKPT) SPI tahun Audit Work Program (PKPT), the Internal Audit Unit has conducted
2025, SPI telah melakukan evaluasi pengendalian internal. Hasil an evaluation of internal controls. The results of the evaluation
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evaluasi selama tahun 2025 diperoleh bahwa manajemen telah during 2025 indicate that management has implemented an
menerapkan sistem pengendalian internal yang memadai sesuai adequate internal control system in accordance with the standards
dengan Standar yang ditetapkan Perusahaan. established by the Company.
Dewan Komisaris sepanjang tahun 2025 telah melakukan fungsi Throughout 2025, the Board of Commissioners has carried out
pengawasan Perusahaan yang terkait dengan penerapan sistem its supervisory function over the Company in relation to the
pengendalian internal yang diterapkan di Perusahaan. Pelaksanaan implementation of the internal control system. The execution of this
fungsi pengawasan Dewan Komisaris tersebut di antaranya adalah supervisory function includes, among others, the review of reports
melalui penelahaan laporan Direksi, pembahasan hasil audit from the Board of Directors, discussions of internal audit results
internal bersama Satuan Pengawas Internal, pembahasan bersama with the Internal Audit Unit, discussions with the Public Accounting
Kantor Akuntan Publik, pembahasan bersama Komite Audit, Firm, discussions with the Audit Committee, as well as the review
serta penelahaan informasi relevan lainnya. Dewan Komisaris of other relevant information. The Board of Commissioners is of the
memandang bahwa sistem pengendalian internal Perusahaan view that the Company’s internal control system in 2025 has been
pada tahun 2025 telah dirancang dan diimplementasikan secara adequately designed and implemented to support the achievement
memadai untuk mendukung pencapaian tujuan Perusahaan, of the Company’s objectives, safeguard assets, ensure the reliability
menjaga aset, memastikan keandalan pelaporan, meningkatkan of reporting, enhance compliance with applicable regulations, and
kepatuhan terhadap ketentuan yang berlaku, serta memitigasi mitigate the key risks faced by the Company.
risiko-risiko utama yang dihadapi Perusahaan.
Namun demikian, Dewan Komisaris juga memandang bahwa sistem However, the Board of Commissioners is of the view that the
pengendalian internal tersebut masih perlu terus disempurnakan internal control system still requires continuous enhancement
secara berkelanjutan sejalan dengan perkembangan kegiatan in line with the development of business activities, operational
usaha, kompleksitas operasional, dan dinamika risiko Perusahaan. complexity, and the Company’s risk dynamics. Such improvements
Penyempurnaan tersebut perlu difokuskan antara lain pada should be focused, among others, on strengthening the design
penguatan desain dan implementasi Internal Control over Financial and implementation of Internal Control over Financial Reporting
Reporting (ICOFR), agar pengendalian atas proses pelaporan (ICOFR), to ensure that controls over the financial reporting process
keuangan semakin terstruktur, terdokumentasi, dan efektif. Selain become more structured, well-documented, and effective. In
itu, penguatan sistem pengendalian internal juga perlu dilakukan addition, the strengthening of the internal control system also
secara lebih konsisten dan terintegrasi pada entitas anak, needs to be implemented more consistently and in an integrated
entitas cucu, serta kerja sama operasi (KSO) dimana Perusahaan manner across subsidiaries, sub-subsidiaries, and joint operations
bertindak sebagai anggota, guna memastikan penerapan standar (KSO) in which the Company acts as a participant, in order to ensure
pengendalian yang memadai di seluruh entitas dan aktivitas yang the application of adequate control standards across all entities and
memiliki dampak terhadap kinerja, pelaporan, dan profil risiko activities that impact the Company’s performance, reporting, and
Perusahaan secara konsolidasian. consolidated risk profile.
Whistleblowing System Whistleblowing System
Whistleblowing System (WBS) merupakan acuan mekanisme bagi The Whistleblowing System (WBS) serves as a reference mechanism
pelaporan pelanggaran sehingga apabila ada pelanggaran yang for reporting violations, ensuring that any violations are handled
terjadi, Perseroan memiliki penanganan secara internal terlebih internally before becoming public issues. The WBS also aims to
dahulu sebelum menjadi pelanggaran yang bersifat publik. WBS establish an early detection mechanism for violations. It is also
ditujukan agar terdapat mekanisme deteksi dini untuk masalah necessary as a preventative measure to prevent unclear reporting
pelanggaran. Mekanisme ini juga diperlukan sebagai langkah mechanisms, which can lead to violations not being properly
antisipatif dari ketidakjelasan mekanisme pelaporan sehingga addressed and ultimately leading to uncontrolled violations within
pelanggaran tidak dapat diatasi dengan tepat dan akan berujung the Company. Furthermore, the WBS also serves as a preventative
pada pelanggaran di Perseroan menjadi tidak terkendali. Selain measure to prevent the Company's image from being negatively
itu, penerapan WBS menjadi langkah preventif dari buruknya citra impacted by violations not being managed internally.
Perseroan karena pelanggaran tidak dikelola secara internal.
Perseroan telah mengatur cara penyampaian laporan pelanggaran The Company has regulated the method of submitting reports of
yang dapat dilakukan oleh seluruh pihak, tidak terbatas pada violations that can be done by all parties, not limited to internal
pihak internal saja akan tetapi juga untuk pihak eksternal. Dalam parties only but also for external parties. In submitting reports
menyampaikan laporan dugaan pelanggaran, pelaporan wajib of alleged violations, the report must include the complete
dilengkapi dengan identitas pelapor lengkap disertai alamat identity of the reporter along with an address and a contactable
dan nomor telepon yang dapat dihubungi. Meskipun Perseroan telephone number. Although the Company requires reporters
mewajibkan pelapor untuk menyertakan identitas lengkap disertai to include their complete identity along with an address and a
alamat dan nomor telepon yang dapat dihubungi akan tetapi contactable telephone number, the confidentiality of the reporter
kerahasiaan pelapor akan dijaga oleh Hutama Karya. Perseroan will be maintained by Hutama Karya. The Company believes
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memandang perlindungan pelapor akan menumbuhkan rasa aman that the protection of reporters will foster a sense of security for
bagi pejabat/karyawan Perseroan dan pelapor lainnya. Perseroan the Company's employees and other reporters. The Company is
berkomitmen untuk melindungi pelapor yang beritikad baik dan committed to protecting reporters acting in good faith and the
Perseroan akan patuh terhadap segala peraturan perundangan yang Company will comply with all relevant laws and regulations and
terkait serta best practices yang berlaku dalam penyelenggaraan applicable best practices related to the whistleblower protection
sistem perlindungan pelapor. system.
Terkait implementasi Whistleblowing System (WBS), Dewan Regarding the implementation of the Whistleblowing System
Komisaris memiliki peran dalam menelaah hasil laporan audit (WBS), the Board of Commissioners plays a role in reviewing
khusus dari laporan WBS. Dewan Komisaris berpandangan bahwa the results of special audit reports from the WBS report. The
penerapan WBS di Perseroan telah berjalan dengan baik. Namun Board of Commissioners believes that the implementation of the
demikian, Dewan Komisaris memberikan arahan agar ke depannya WBS in the Company has been running well. Nevertheless, the
penerapan WBS lebih ditingkatkan efektivitasnya. Board of Commissioners advises that the effectiveness of WBS
implementation should be further enhanced in the future.
Tata Kelola Keberlanjutan Sustainability Governance
Penerapan tata kelola keberlanjutan di Hutama Karya tidak hanya The implementation of sustainability governance at Hutama Karya
menjadi alat kendali dan pengawasan, tetapi juga menjadi strategi serves not only as a control and oversight tool but also as a core
inti dalam menciptakan nilai tambah berkelanjutan, baik bagi strategy for creating sustainable added value for the Company,
Perseroan, masyarakat, maupun lingkungan. Dengan tata kelola the society, and the environment. With strong governance, the
yang kuat, Perseroan siap menghadapi tantangan masa depan dan Company is well-prepared to face future challenges and contribute
berkontribusi nyata terhadap pembangunan nasional yang inklusif significantly to inclusive and sustainable national development.
dan berkelanjutan.
Pertumbuhan bisnis yang berkelanjutan bagi Perseroan bergantung The Company's sustainable business growth depends on
pada pertimbangan investasi dan keputusan yang dibangun untuk thoughtful investment considerations and decision-making
tenaga kerja yang siap menghadapi masa depan. Hal ini termasuk that focus on preparing a future-ready workforce. This includes
mengelola faktor Lingkungan, Sosial, dan Tata Kelola (LST) serta managing Environmental, Social, and Governance (ESG) factors and
penciptaan nilai langsung dan tidak langsung yang positif di creating both direct and indirect positive value across all strategic
seluruh keputusan investasi strategis untuk meningkatkan nilai investment decisions to enhance shareholder value.
tambah pemegang saham.
Perseroan berusaha untuk mengintegrasikan keberlanjutan The Company strives to integrate sustainability across all levels
di seluruh lini Perseroan dengan menjalankan bisnis secara of the Company by conducting business responsibly, despite the
bertanggung jawab, terlepas dari tantangan untuk beroperasi di challenges of operating in a complex, interconnected, and evolving
industri yang kompleks, saling berhubungan, dan terus berkembang. industry. The Company continuously improves internal processes
Perseroan terus meningkatkan proses internal untuk memastikan to ensure operational excellence while exceeding regulatory
keunggulan operasional sekaligus melampaui kepatuhan terhadap compliance requirements. The Company aims to create value for its
persyaratan peraturan. Perseroan bertujuan untuk menciptakan nilai stakeholders through concrete actions, with the hope of generating
bagi para pemangku kepentingan melalui tindakan nyata, dengan more positive environmental, social, economic, and financial
harapan dapat menghasilkan dampak lingkungan, sosial, ekonomi, impacts for future generations.
dan keuangan yang lebih positif bagi generasi mendatang.
Dalam menerapkan keberlanjutan, Perseroan menyusun Rencana In implementing sustainability, the Company has developed a Long-
Jangka Panjang Perusahaan (RJPP) yang merupakan landasan Term Corporate Plan (RJPP), which serves as the primary foundation
utama yang digunakan untuk mengatur mekanisme keberlanjutan for regulating sustainability mechanisms within the Company.
di Perseroan. RJPP ini diikuti dengan penyusunan target setiap This RJPP is followed by the formulation of annual targets in the
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tahun dalam Rencana Kerja dan Anggaran Perusahaan (RKAP) guna Corporate Work Plan and Budget (RKAP) to achieve positive and
mencapai kinerja yang positif dan diharapkan. RJPP mencakup expected performance. The RJPP encompasses corporate direction,
arah, strategi, dan aksi korporasi yang dipertimbangkan dengan strategy, and actions, considering the promising growth potential of
memperhitungkan potensi pertumbuhan pembangunan infrastruktur infrastructure development and the domestic economy, particularly
dan ekonomi domestik yang menjanjikan, terutama melalui mandat through the mandated development of the Trans Sumatra Toll Road.
penugasan pengembangan Jalan Tol Trans Sumatera.
Program Anti Korupsi Anti-Corruption Program
Perseroan secara konsisten menjalankan program pencegahan The Company consistently implements an integrated corruption
korupsi melalui pendekatan yang terintegrasi, mencakup prevention program, encompassing the implementation of an
penerapan Sistem Manajemen Anti Penyuapan (SMAP), strategi Anti-Bribery Management System (SMAP), an anti-fraud strategy,
anti fraud, serta kebijakan pengendalian gratifikasi. Implementasi and a gratification control policy. The implementation of the SNI
SMAP berbasis SNI ISO 37001:2016 diperkuat melalui audit ISO 37001:2016-based SMAP is reinforced through surveillance
surveillance, pelatihan awareness, serta sosialisasi berkelanjutan audits, awareness training, and continuous socialization to ensure
guna memastikan kepatuhan dan meningkatkan budaya integritas compliance and foster a culture of integrity across the organization.
di seluruh lini organisasi.
Di sisi lain, Perseroan menerapkan prosedur anti fraud sebagai Furthermore, the Company implements anti-fraud procedures as
pedoman dalam mendeteksi, mencegah, dan menindak potensi guidelines for detecting, preventing, and responding to potential
kecurangan, sekaligus mendorong keterlibatan aktif seluruh insan fraud, while simultaneously encouraging the active involvement of
perusahaan dalam menjaga lingkungan kerja yang bersih. Kebijakan all company personnel in maintaining a clean work environment.
pengendalian gratifikasi juga diberlakukan secara ketat, baik dalam Gratuity control policies are also strictly enforced, both in terms
aspek penerimaan maupun pemberian. Melalui berbagai inisiatif of receiving and giving. Through these various initiatives, Hutama
tersebut, Hutama Karya berhasil menjaga integritas operasional Karya has successfully maintained the company's operational
perusahaan, yang tercermin dari tidak adanya laporan gratifikasi integrity, as reflected in the zero reports of gratuities throughout
sepanjang tahun 2025, serta semakin kuatnya komitmen terhadap 2025, as well as a strengthened commitment to transparent and
praktik bisnis yang transparan dan bebas dari korupsi. corruption-free business practices.
Tata Kelola Terintegrasi Integrated Governance
PT Hutama Karya (Persero) sebagai salah satu BUMN Konglomerasi PT Hutama Karya (Persero) as one of the State-Owned Enterprises
sehingga diwajibkan menerapkan Three Lines Model dan Tata Conglomerates is required to implement the Three Lines Model and
Kelola Terintegrasi. Sehingga Dewan Komisaris perlu membentuk Integrated Governance. Therefore, the Board of Commissioners is
Komite Tata Kelola Terintegrasi merujuk pada Petunjuk Teknis required to establish an Integrated Governance Committee, referring
Komposisi dan Kualifikasi Organ Pengelola Risiko Nomor SK-3/ to the Technical Instructions for the Composition and Qualifications
DKU.MBU/05/2023 disebutkan bahwa komposisi Komite Tata of Risk Management Organs Number SK-3/DKU.MBU/05/2023,
Kelola Terintegrasi terdiri dari Komisaris Utama menjabat sebagai which states that the composition of the Integrated Governance
Ketua merangkap anggota, anggota komite yang berasal dari Committee consists of the President Commissioner serving as
Dewan Komisaris Induk dan Dewan Komisaris Anak Perusahaan, Chairperson and concurrently as a member, committee members
dan anggota komite lain yang bukan berasal dari anggota Dewan from the Board of Commissioners of the Parent Company and the
Komisaris tidak menjadi anggota Komite Tata Kelola Terintegrasi, Board of Commissioners of Subsidiaries, while other committee
namun ditugaskan untuk membantu tugas Komite Tata Kelola members who are not members of the Board of Commissioners are
Terintegrasi. Selanjutnya, sebagai bentuk komitmen Direksi dalam not considered members of the Integrated Governance Committee,
menjalankan tata kelola terintegrasi pada konglomerasi PT Hutama but are assigned to assist the Integrated Governance Committee.
Karya (Persero) maka disusun Pedoman Tata Kelola Terintegrasi Furthermore, as a form of commitment from the Board of Directors
Konglomerasi Perusahaan. in implementing integrated governance in the PT Hutama Karya
(Persero) conglomerate, the Integrated Governance Guidelines for
the Company's Conglomerate have been developed.
Penilaian Kinerja Komite-Komite di Performance Assessment of Committees
Bawah Dewan Komisaris Under The Board of Commissioners
Dalam menjalankan tugasnya, Dewan Komisaris dibantu oleh In carrying out its duties, the Board of Commissioners is supported
Komite Audit, Komite Nominasi dan Remunerasi, Komite Pemantau by the Audit Committee, the Nomination and Remuneration
Manajemen Risiko dan GCG, dan Komite Tata Kelola Terintegrasi. Committee, the Risk Management and GCG Monitoring Committee,
Dewan Komisaris melakukan penilaian atas efektivitas kinerja and the Integrated Governance Committee. Each activity
komite-komite di bawah Dewan Komisaris. Prosedur penilaian within the Work Program of the Committees under the Board
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kinerja Komite di bawah Dewan Komisaris dilakukan secara of Commissioners is formulated with measurable quantities,
tahunan yang mengacu pada KPI yang telah ditetapkan oleh Dewan which serve as benchmarks for evaluating the performance
Komisaris. Dalam melakukan penilaian kinerja Komite, Dewan achievements of the respective Committees. The procedure for
Komisaris melakukan telaah atas laporan-laporan pelaksanaan evaluating the performance of the Committees under the Board of
tugas Komite di bawah Dewan Komisaris. Kriteria penilaian kinerja Commissioners is conducted for a specific term of assignment, with
Komite di bawah Dewan Komisaris dilihat dari pencapaian KPI each activity assigned a certain weight. Through such weighting,
masing-masing Komite. Dewan Komisaris menilai bahwa selama the achievement of each activity can be assessed proportionally,
Tahun 2025 komite Dewan Komisaris telah menjalankan tugas dan and when aggregated, results in an overall performance evaluation
tanggung jawabnya dengan cukup efektif dilihat dari pencapaian of the Committees. Throughout 2024, the Board of Commissioners
Key Performance Indicator (KPI) masing-masing komite. assessed that the performance of the Committees under its
supervision has been carried out effectively.
Perubahan Komposisi Dewan Komisaris Changes in The Composition of The Board
of Commissioners
Selama tahun 2025, telah terjadi perubahan komposisi anggota Throughout 2025, there were changes to the composition of the
Dewan Komisaris. Perubahan komposisi anggota Dewan Komisaris Board of Commissioners. These changes were made based on the
dilakukan berdasarkan kebutuhan Perseroan. Perubahan komposisi Company's needs. The changes to the composition of the Board of
anggota Dewan Komisaris adalah sebagai berikut: Commissioners are as follows:
KOMPOSISI DEWAN KOMISARIS PERIODE 1 JANUARI 2025 – COMPOSITION OF THE BOARD OF COMMISSIONERS FOR THE
30 OKTOBER 2025 PERIOD OF JANUARY 1, 2025 – OCTOBER 30, 2025
Komposisi Dewan Komisaris periode 1 Januari 2025 sampai dengan The composition of the Board of Commissioners for the period
30 Oktober 2025 yaitu sebanyak 7 (tujuh) orang yang terdiri dari of January 1, 2025 to October 30, 2025 was composed of 7 (seven)
1 (satu) orang Komisaris Utama merangkap sebagai Komisaris people consisting of 1 (one) President Commissioner concurrently as
Independen, 1 (satu) orang Wakil Komisaris Utama merangkap an Independent Commissioner, 1 (one) Vice President Commissioner
sebagai Komisaris Independen, 2 (dua) orang Komisaris Independen concurrently as an Independent Commissioner, 2 (two) Independent
dan 3 (tiga) orang Komisaris sebagai berikut: Commissioners and 3 (three) Commissioners as follows:
Komisaris Utama merangkap President Commissioner
Yudo Margono : Komisaris Independen Yudo Margono : concurrently Independent
Commissioner
Wakil Komisaris Utama Vice President Commissioner
Muhamad Lukman Edy* : merangkap Komisaris Muhamad Lukman Edy* : concurrently Independent
Independen Commissioner
Agung Sabar Santoso : Komisaris Independen Agung Sabar Santoso : Independent Commissioner
R. Wahyu Muryadi : Komisaris Independen R. Wahyu Muryadi : Independent Commissioner
Chairiah : Komisaris Chairiah : Commissioner
Susdiyarto Agus Praptono** : Komisaris Susdiyarto Agus Praptono** : Commissioner
Iwan Suprijanto : Komisaris Iwan Suprijanto : Commissioner
* Berhenti menjabat sejak 14 Mei 2025. * Stopped serving since May 14, 2025.
** Berhenti menjabat sejak 7 Februari 2025. ** Stopped serving since February 7, 2025.
KOMPOSISI DEWAN KOMISARIS PERIODE 31 OKTOBER 2025 – COMPOSITION OF THE BOARD OF COMMISSIONERS FOR THE
31 DESEMBER 2025 PERIOD OF OCTOBER 31, 2025 – DECEMBER 31, 2025
Berdasarkan Keputusan Kepala Badan Pengaturan Badan Usaha Based on the Decree of the Head of the State-Owned Enterprises
Milik Negara dan Direktur Utama Perusahaan Perseroan (Persero) Regulatory Agency and the President Director of the Limited
PT Danantara Asset Management Selaku Para Pemegang Saham Liability Company (Persero) PT Danantara Asset Management as
Perusahaan Perseroan (Persero) PT Hutama Karya Nomor 30 Tahun Shareholders of the Limited Liability Company (Persero) PT Hutama
2025 dan Nomor SK.074/DI-DAM/DO/2025 Tentang Pemberhentian Karya Number 30 of 2025 and Number SK.074/DI-DAM/DO/2025
dan Pengangkatan Anggota-Anggota Dewan Komisaris Perusahaan Concerning the Dismissal and Appointment of Members of the
Perseroan (Persero) PT Hutama Karya tanggal 31 Oktober 2025 telah Board of Commissioners of the Limited Liability Company (Persero)
memutuskan: PT Hutama Karya dated October 31, 2025, it was resolved to:
1. Mengukuhkan pemberhentian dengan hormat Muhamad 1. Confirm the honorable dismissal of Muhamad Lukman Edy
Lukman Edy sebagai Wakil Komisaris Utama merangkap as Vice President Commissioner concurrently Independent
Komisaris Independen dan Susdiyarto Agus Praptono sebagai Commissioner and Susdiyarto Agus Praptono as Commissioner.
Komisaris.
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2. Memberhentikan dengan hormat Agung Sabar Santoso sebagai 2. Honorably dismiss Agung Sabar Santoso as Independent
Komisaris Independen, Iwan Suprijanto sebagai Komisaris dan Commissioner, Iwan Suprijanto as Commissioner, and Chairiah
Chairiah sebagai Komisaris. as Commissioner.
3. Mengangkat Siti Jamaliah Lubis sebagai Komisaris Independen, 3. Appoint Siti Jamaliah Lubis as Independent Commissioner,
Essy Asiah sebagai Komisaris, Andus Winarno sebagai Essy Asiah as Commissioner, Andus Winarno as Commissioner,
Komisaris, dan Mudanto Hatta Komisaris Independen. and Mudanto Hatta as Independent Commissioner.
Sehingga komposisi Dewan Komisaris periode 31 Oktober 2025 Thus, the composition of the Board of Commissioners for the period
sampai dengan 31 Desember 2025 yaitu sebanyak 6 (enam) orang 31 October 2025 to December 31, 2025 was 6 (six) people consisting
yang terdiri dari 1 (satu) orang Komisaris Utama merangkap sebagai of 1 (one) President Commissioner concurrently as an Independent
Komisaris Independen, 3 (tiga) orang Komisaris Independen dan 2 Commissioner, 3 (three) Independent Commissioners, and 2 (two)
(dua) orang Komisaris sebagai berikut: Commissioners as follows:
Komisaris Utama merangkap Komisaris President Commissioner concurrently
Yudo Margono : Yudo Margono :
Independen Independent Commissioner
R. Wahyu Muryadi : Komisaris Independen R. Wahyu Muryadi : Independent Commissioner
Siti Jamaliah Lubis : Komisaris Independen Siti Jamaliah Lubis : Independent Commissioner
Mudanto Hatta : Komisaris Independen Mudanto Hatta : Independent Commissioner
Essy Asiah : Komisaris Essy Asiah : Commissioner
Andus Winarno : Komisaris Andus Winarno : Commissioner
KOMPOSISI DEWAN KOMISARIS PERIODE 1 JANUARI 2026 – 12 BOARD OF COMMISSIONERS COMPOSITION FOR THE PERIOD OF
FEBRUARI 2026 JANUARY 1, 2026 – FEBRUARY 12, 2026
Komposisi Dewan Komisaris periode 1 Januari 2026 sampai dengan The composition of the Board of Commissioners for the period of
12 Februari 2026 yaitu sebanyak 6 (enam) orang yang terdiri dari January 1, 2026 to February 12, 2026 consisted of 6 (six) members,
1 (satu) orang Komisaris Utama merangkap sebagai Komisaris comprising 1 (one) President Commissioner concurrently serving as
Independen, 3 (tiga) orang Komisaris Independen dan 2 (dua) orang Independent Commissioner, 3 (three) Independent Commissioners,
Komisaris sebagai berikut: and 2 (two) Commissioners as follows:
Komisaris Utama merangkap Komisaris President Commissioner concurrently
Yudo Margono : Yudo Margono :
Independen Independent Commissioner
R. Wahyu Muryadi : Komisaris Independen R. Wahyu Muryadi : Independent Commissioner
Siti Jamaliah Lubis : Komisaris Independen Siti Jamaliah Lubis : Independent Commissioner
Mudanto Hatta : Komisaris Independen Mudanto Hatta : Independent Commissioner
Essy Asiah : Komisaris Essy Asiah : Commissioner
Andus Winarno : Komisaris Andus Winarno : Commissioner
KOMPOSISI DEWAN KOMISARIS PERIODE 13 FEBRUARI 2026 – COMPOSITION OF THE BOARD OF COMMISSIONERS FOR THE
SAAT INI PERIOD OF FEBRUARY 13, 2026 – PRESENT
Berdasarkan Keputusan Para Pemegang Saham Perusahaan Based on the Decision of the Shareholders of the Limited Liability
Perseroan (Persero) PT Hutama Karya Nomor: 126 Tahun 2026 Company (Persero) PT Hutama Karya Number: 126 of 2026 and
dan Nomor: SK.054/DI-DAM/DO/2026 Tentang Pemberhentian dan Number: SK.054/DI-DAM/DO/2026 Concerning the Dismissal and
Pengangkatan Anggota-Anggota Dewan Komisaris Perusahaan Appointment of Members of the Board of Commissioners of the
Perseroan (Persero) PT Hutama Karya tanggal 13 Februari 2026 Limited Liability Company (Persero) PT Hutama Karya dated
telah memutuskan: February 13, 2026, it was resolved to:
1. Memberhentikan dengan hormat Yudo Margono sebagai 1. Honorably dismiss Yudo Margono as President Commissioner
Komisaris Utama merangkap Komisaris Independen. concurrently Independent Commissioner.
2. Mengangkat Denny Abdi sebagai Komisaris Utama dan Mukri 2. Appoint Denny Abdi as President Commissioner and Mukri as
sebagai Komisaris. Commissioner.
Sehingga komposisi Dewan Komisaris periode 13 Februari 2026 Thus, the composition of the Board of Commissioners for the period
sampai saat ini yaitu sebanyak 6 (enam) orang yang terdiri dari 1 of February 13, 2026 until now is 6 (six) people consisting of 1 (one)
(satu) orang Komisaris Utama, 3 (tiga) orang Komisaris Independen President Commissioner, 3 (three) Independent Commissioners
dan 2 (dua) orang Komisaris sebagai berikut: and 2 (two) Commissioners as follows:
PT Hutama Karya (Persero)
2025 Annual Report 65
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Denny Abdi : Komisaris Utama Denny Abdi : President Commissioner
R. Wahyu Muryadi : Komisaris Independen R. Wahyu Muryadi : Independent Commissioner
Siti Jamaliah Lubis : Komisaris Independen Siti Jamaliah Lubis : Independent Commissioner
Mudanto Hatta : Komisaris Independen Mudanto Hatta : Independent Commissioner
Essy Asiah : Komisaris Essy Asiah : Commissioner
Mukri : Komisaris Mukri : Commissioner
Penutup Closing
Dewan Komisaris memberikan apresiasi kepada Direksi dan seluruh The Board of Commissioners extends its appreciation to the Board of
insan Hutama Karya atas dedikasi dan kerja keras yang telah Directors and all Hutama Karya employees for their dedication and
ditunjukkan dalam menghadapi berbagai tantangan serta dalam hard work in facing various challenges and realizing the Company's
merealisasikan program-program strategis Perseroan. Dukungan dari strategic programs. Support from shareholders and all stakeholders
pemegang saham dan seluruh pemangku kepentingan juga menjadi is also a crucial factor in achieving the Company's performance.
faktor penting dalam mendukung pencapaian kinerja Perseroan.
Ke depan, Dewan Komisaris akan terus memperkuat fungsi Moving forward, the Board of Commissioners will continue to
pengawasan dan memastikan bahwa Perseroan tetap berada pada strengthen its oversight function and ensure that the Company
jalur pertumbuhan yang sehat dan berkelanjutan. Dengan sinergi remains on a sound and sustainable growth path. With solid synergy
yang solid antara Dewan Komisaris dan Direksi, kami optimis between the Board of Commissioners and the Board of Directors,
Hutama Karya akan terus berkontribusi secara signifikan dalam we are optimistic that Hutama Karya will continue to contribute
pembangunan infrastruktur dan perekonomian nasional. significantly to infrastructure development and the national
economy.
Akhir kata, Dewan Komisaris menyampaikan terima kasih atas Finally, the Board of Commissioners expresses its gratitude for
kepercayaan yang diberikan kepada Perseroan dan berharap the trust placed in the Company and hopes that Hutama Karya
Hutama Karya dapat terus memberikan nilai tambah bagi seluruh continues to provide added value to all stakeholders.
pemangku kepentingan.
Jakarta, 30 April 2026 / Jakarta, April 30, 2026
Atas Nama Dewan Komisaris / On Behalf of the Board of Commissioners
Denny Abdi
Komisaris Utama
President Commissioner
PT Hutama Karya (Persero)
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Laporan Direksi dan Dewan Komisaris
Report of Directors and Board of Commissioners
Halaman ini sengaja dikosongkan
This page is intentionally left blank
PT Hutama Karya (Persero)
2025 Annual Report 67
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Surat Pernyataan Anggota Direksi tentang Tanggung Jawab Atas Laporan Tahunan
Tahun 2025 PT Hutama Karya (Persero)
Statement Letter Members of Board of Directors about Responsibility
for Annual Report 2025 PT Hutama Karya (Persero)
Kami yang bertanda tangan di bawah ini menyatakan bahwa semua We, the undersigned, declare that all information in the Annual
informasi dalam Laporan Tahunan PT Hutama Karya (Persero) Report of PT Hutama Karya (Persero) 2025 has been published in
tahun 2025 telah dimuat secara lengkap dan bertanggung jawab its entirety and we are fully responsible for the correctness of the
penuh atas kebenaran isi Laporan Tahunan perusahaan. contents of the company’s Annual Report.
Demikian pernyataan ini dibuat dengan sebenarnya. This statement is made truthfully.
Jakarta, 30 April 2026 Jakarta, April 30, 2026
DIREKSI
Board of Directors
Koentjoro
Direktur Utama
President Director
Sugeng Rochadi Eka Setya Adrianto Muhammad Fauzan
Wakil Direktur Utama Direktur Keuangan Direktur Human Capital & Legal
Vice President Director Finance Director Human Capital & Legal Director
Gunadi Mardiansyah
Direktur Operasi I Direktur Operasi II
Operations Director I Operations Director II
Iwan Hermawan Fatma Dewi Setyowati
Direktur Operasi III Direktur Manajemen Risiko
Operations Director III Risk Management Director
PT Hutama Karya (Persero)
68 Laporan Tahunan 2025
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Laporan Direksi dan Dewan Komisaris
Report of Directors and Board of Commissioners
Surat Pernyataan Anggota Dewan Komisaris tentang Tanggung Jawab Atas Laporan
Tahunan Tahun 2025 PT Hutama Karya (Persero)
Statement Letter Members of the Board of Commissioners about Responsibility
for Annual Report 2025 PT Hutama Karya (Persero)
Kami yang bertanda tangan di bawah ini menyatakan bahwa semua We, the undersigned, declare that all information in the Annual
informasi dalam Laporan Tahunan PT Hutama Karya (Persero) Report of PT Hutama Karya (Persero) 2025 has been published in
tahun 2025 telah dimuat secara lengkap dan bertanggung jawab its entirety and we are fully responsible for the correctness of the
penuh atas kebenaran isi Laporan Tahunan perusahaan. contents of the company’s Annual Report.
Demikian pernyataan ini dibuat dengan sebenarnya. This statement is made truthfully.
Jakarta, 30 April 2026 Jakarta, April 30, 2026
DEWAN KOMISARIS
Board of Commissioners
Denny Abdi
Komisaris Utama
President Commissioner
R. Wahyu Muryadi Mudanto Hatta Siti Jamaliah Lubis
Komisaris Independen Komisaris Independen Komisaris Independen
Independent Commissioner Independent Commissioner Independent Commissioner
Mukri Essy Asiah
Komisaris Komisaris
Commissioner Commissioner
PT Hutama Karya (Persero)
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Profil Perusahaan
Company Profile
PT Hutama Karya (Persero)
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Page 71
PT Hutama Karya (Persero)
2025 Annual Report 71
Page 72
Identitas Perusahaan
Company Identity
Nama Perusahaan Nama Panggilan Kode Obligasi
Company Name Referred as Bond Ticker
PT Hutama Karya (Persero) Perseroan/Company PTHK
Dasar Hukum Pendirian
Legal Basis of Establishment
• Penetapan Pemerintah dalam Berita Negara Republik Indonesia No. 14 • Government stipulation in the State Gazette of the Republic of Indonesia
tahun 1971 menjadi Perusahaan Negara dan berganti nama menjadi No. 14 of 1971 became a State Company and changed its name to Hutama
Perusahaan Negara Hutama Karya. Karya State Company.
• Perubahan Hutama Karya menjadi PT Hutama Karya (Persero) dengan akta • The change of Hutama Karya to PT Hutama Karya (Persero) with deed
No. 74 tanggal 15 Maret 1973 dari notaris Kartini Muljadi, S.H. yang disahkan No. 74 dated March 15, 1973 from notary Kartini Muljadi, S.H. which was
oleh Menteri Kehakiman Republik Indonesia dengan Surat Keputusan No. authorized by the Minister of Justice of the Republic of Indonesia with
Y.A.5/300/4 tanggal 20 Agustus 1973, serta diumumkan dalam Lembaran Decree No. Y.A.5/300/4 dated August 20, 1973, and announced in the State
Berita Negara No. 54 tanggal 1 Februari 1974, Tambahan No.10. Gazette No. 54 dated February 1, 1974, Supplement No.10.
• Akta notaris No. 01 tanggal 1 Oktober 2021 dan akta notaris No. 11 tanggal 8 • Notarial deed No. 01 dated October 1, 2021 and notarial deed No. 11 dated
Februari 2022 dari notaris Ashoya Ratam, S.H, M.Kn., tentang penambahan February 8, 2022 from notary Ashoya Ratam, S.H, M.kn., concerning additional
modal dari Negara Republik Indonesia. Perubahan ini mendapat capital from the Republic of Indonesia. These amendments were approved by
persetujuan dari Menteri Hukum dan Hak Asasi Manusia Republik the Minister of Law and Human Rights of the Republic of Indonesia No. AHU
Indonesia No. AHU-AH.01.03-0455708 tanggal 1 Oktober 2021 dan No. AHU- AH.01.03- 0455708 dated October 1, 2021 and No. AHU-AH.01.03-0088020
AH.01.03-0088020 tanggal 9 Februari 2022. dated February 9, 2022.
• Akta Notaris No. 07 tanggal 16 Januari 2023 dari notaris Yumna Shabrina, • Notarial Deed No. 07 dated January 16, 2023 from notary Yumna Shabrina,
S.H, M.Kn tentang Perubahan Anggaran Dasar. Perubahan ini telah disetujui S.H, M.Kn regarding amendments to the articles of association. This
Menteri Hukum dan Hak Asasi Manusia Republik Indonesia No. AHU-AH. amendment was approved by the Minister of Law and Human Rights of the
01.03-0008478 tanggal 19 Januari 2023. Republic of Indonesia No. AHU AH.01.03- 0008478 dated January 19, 2023.
• Akta Notaris No. 50 tanggal 19 Desember 2023 dari notaris Ashoya Ratam, S.H, • Notarial Deed No. 50 dated December 19, 2023 from notary Ashoya Ratam,
M.Kn tentang penambahan modal dari Negara Republik Indonesia. Perubahan S.H, M.Kn regarding additional capital from the Republic of Indonesia. This
ini telah termuat dalam Berita Negara Republik Indonesia tanggal 2 Januari amendment has been published in the State Gazette of the Republic of
2024 nomor I, Tambahan nomor 43/2024. Indonesia dated January 2, 2024 number I, Supplement number 43/2024.
Data Jaringan Kantor Bidang Usaha
Office Network Data Business Activities
1 Kantor Pusat/Head Office Industri konstruksi, pengusahaan jalan tol, layanan jasa peningkatan kemampuan
8 Entitas Anak (Kepemilikan Langsung) di bidang jasa konstruksi, pengembangan properti, real estate, penyewaan ruangan serta
Subsidiaries (Direct Ownership) hotel, dan manufaktur.
4 Entitas Cucu (Kepemilikan Tidak Construction industry, toll road concessions, capacity building services in the field of
Langsung)/Sub-subsidiaries construction services, property developer, real estate, rent of space and hotel, and
(Indirect Ownership) manufacture.
Tanggal Pendirian Akses Informasi
Date of Establishment Information Access
29 Maret 1961 / March 29, 1961 Kantor Pusat Sekretaris Perusahaan
Head Office Corporate Secretary
Status Perusahaan HK Tower Hamdani
Company Status Jl. Letjen M.T Haryono, Kav. 8, Cawang, Telp | Phone : (021) 8193708
Jakarta 13340 Indonesia E-mail : pthk@hutamakarya.com
Perseroan Terbatas Telp | Phone : (021) 8193708
Limited Liability Company Faks | Fax : (021) 819 6107
E-mail : pthk@hutamakarya.com
Website : www.hutamakarya.com
Media Sosial
Social Media
Total Karyawan
Total Employees Hubungan Investor @HutamaKarya
Investor Relations
2.097
Hutamakarya
orang
employees E-mail : investor.relations@hutamakarya.com Hutama Karya
per 31 Desember 2025
as of Dec 31, 2025
PT Hutama Karya (Persero)
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Profil Perusahaan
Company Profile
Modal Dasar
Kepemilikan Authorized Capital
Ownership
Rp250,000,000,000,000
0.00000076%
Pemerintah Republik Indonesia
Government of the Republic of Indonesia
Modal Ditempatkan
99.99999924% dan Disetor Penuh
PT Danantara Asset Management (Persero) Issued and Fully Paid-up Capital
Rp131,646,000,000,000
Nama dan Alamat Kantor Wilayah
dan Kantor Cabang
Names and Locations of Regional Office and Branch Office
Sampai dengan 31 Desember 2025, Perseroan belum memiliki As of December 31, 2025, the company had no branch office yet.
Kantor Cabang.
PT Hutama Karya (Persero)
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Brand Perusahaan
Company Brand
Filosofi Logo Logo Philosophy
Hutama Karya memiliki makna karya luhur dan bermutu. Dari Hutama Karya means noble and quality work. From its inception
awal berdiri hingga kini Hutama Karya telah mempersembahkan until now, Hutama Karya has presented various works for the
beragam karya bagi ibu pertiwi, untuk kesejahteraan bangsa motherland, for the welfare of the nation. The letters H and K of the
Huruf H dan K Kapital yang dirangkai menyiratkan kekuatan untuk Capital are strung together, implying strength to advance beyond
maju melampaui batas negeri, melebarkan sayap membangun the borders of the country, expanding to build other works to
karya-karya lain untuk mengharumkan Indonesia. Warna merah make Indonesia proud. The red color symbolizes the courage and
melambangkan keberanian dan semangat Hutama Karya dalam enthusiasm of Hutama Karya in developing works in managing
membangun karya-karya dalam pengolahan aktivitas dan activities and solving problems.
penyelesaian permasalahan.
Filosofi Tagline - Inovasi untuk Solusi The Philosophy of Tagline - Innovation through
Solutions
Insan Hutama Karya mengutamakan profesionalisme, dedikasi, Employees of Hutama Karya prioritize professionalism, dedication,
pengetahuan, dan ketekunan dalam setiap karya yang dibangun. knowledge, and persistence in every work they build.
PT Hutama Karya (Persero)
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Profil Perusahaan
Company Profile
Riwayat Singkat Perusahaan
Brief History of The Company
PT Hutama Karya (Persero) (“Perusahaan”) merupakan Badan PT Hutama Karya (Persero) (“Company”) is a State Owned
Usaha Milik Negara (“BUMN”) yang pada awalnya merupakan Enterprise (“BUMN”) which was initially a private company named
perusahaan swasta bernama Hollandsche Beton Maatschappij Hollandsche Beton Maatschappij that accordance with Government
yang selanjutnya berdasarkan Peraturan Pemerintah Republik Regulation No. 61/1961, which was published in the State Gazette
Indonesia No. 61 Tahun 1961 tentang Pendirian Perusahaan of the Republic of Indonesia No. 14 of 1971, Hollandsche Beton
Negara “Hutama Karya” diumumkan dalam Berita Negara Republik Maatschappij became a state-owned company and changed its
Indonesia No. 14 tahun 1971 menjadi Perusahaan Negara dan name to Hutama Karya State Company. The company started its
berganti nama menjadi Perusahaan Negara Hutama Karya. commercial business activities on March 29, 1961.
Perusahaan memulai kegiatan usaha komersialnya pada tanggal 29
Maret 1961.
Sejalan dengan dipenuhinya persyaratan untuk menjadi Perseroan In line with the fulfillment of the requirements to become a Limited
Terbatas, maka status Hutama Karya berubah menjadi PT Hutama Liability Company, the status of Hutama Karya was changed to PT
Karya (Persero) dengan akta No. 74 tanggal 15 Maret 1973 dari notaris Hutama Karya (Persero) based on Deed No. 74 dated March 15,
Kartini Muljadi, S.H.. Perubahan status Perseroan disahkan oleh 1973, drawn up before Notary Kartini Muljadi, S.H.. The change in
Menteri Kehakiman Republik Indonesia dengan Surat Keputusan the Company’s status was approved by the Minister of Justice of the
No. Y.A.5/300/4 tanggal 20 Agustus 1973, serta diumumkan dalam Republic of Indonesia through Decree No. Y.A.5/300/4 dated August
Lembaran Berita Negara No. 54 tanggal 1 Februari 1974, Tambahan 20, 1973, and was announced in the State Gazette No. 54 dated
No. 10. Anggaran Dasar Perusahaan telah beberapa kali mengalami February 01, 1974, Supplement No. 10. The Company’s Articles of
perubahan, terakhir dengan akta notaris No. 37 tanggal 16 Juli 2025 Association have been amended several times, most recently by
dari notaris Ashoya Ratam, SH, M.Kn. Notarial Deed No. 37 dated July 16, 2025, drawn up before Notary
Ashoya Ratam, S.H., M.Kn.
Keterangan Perubahan Nama Description of Name Change
Sejak pertama kali didirikan, Hutama Karya mengalami perubahan Since its establishment, Hutama Karya has undergone name
nama sebagaimana penjelasan berikut: changes as explained below:
29 Maret 1961 15 Maret 1973
March 29, 1961 March 15, 1973
Sesuai dengan Peraturan Pemerintah No. 61/1961 Sejalan dengan dipenuhinya persyaratan untuk menjadi
diumumkan dalam Berita Negara Republik Indonesia Perseroan Terbatas, maka status Hutama Karya berubah
No. 14 tahun 1971, Hollandsche Beton Maatschappij menjadi PT Hutama Karya (Persero) dengan akta No. 74
menjadi Perusahaan Negara dan berganti nama menjadi tanggal 15 Maret 1973 dari notaris Kartini Muljadi, S.H.
Perusahaan Negara Hutama Karya.
In conjunction with the fulfilment of all necessary
In accordance with Government Regulation requirements to become a limited liability company,
No. 61/1961, which was published in the State Gazette the Company’s status had changed into PT Hutama Karya
of the Republic of Indonesia No. 14 of 1971, Hollandsche (Persero) under the notarial deed No. 74 dated March 15,
Beton Maatschappij became a state-owned company 1973 of the Kartini Muljadi, S.H.
and changed its name to Hutama Karya State Company.
PT Hutama Karya (Persero)
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Page 76
Visi, Misi dan Budaya Perusahaan
Vision, Mission, and Corporate Culture
Perusahaan
VISI
Vision
Konstruksi dan Pengembang
Infrastruktur Terdepan yang
Berkelanjutan
Leading Sustainable Construction
Enterprise and Infrastructure
Developer
Menyediakan layanan Investasi selektif berbasis
konstruksi yang andal untuk infrastruktur untuk mendukung
memberikan nilai tambah bagi ekosistem bisnis konstruksi;
stakeholder; Selective infrastructure-based
Providing reliable construction investment to support the
services to deliver added value construction business ecosystem;
to stakeholders;
Menyelesaikan mandat Meningkatkan kapabilitas
Pemerintah atas pengusahaan korporasi yang berkelanjutan
Jalan Tol Trans Sumatera yang melalui penguatan kapasitas
memberikan nilai tambah keuangan, transformasi
ekonomi dan sosial bagi human capital, digitalisasi,
Masyarakat; risk dan safety culture serta
Fulfilling the Government’s mengedepankan prinsip ESG.
mandate for the development
MISI
Enhancing sustainable
and operation of the Trans corporate capabilities through
Sumatra Toll Road, delivering strengthening financial capacity,
economic and social added value human capital transformation,
to the community;
Mission digitalization, risk and safety
culture, while prioritizing ESG
principles.
PT Hutama Karya (Persero)
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Profil Perusahaan
Company Profile
Review Visi dan Misi oleh Dewan Komisaris dan Direksi
Review of Vision and Mission by The Board of Commissioners and Board of Directors
Visi dan Misi PT Hutama Karya (Persero) disusun dengan melibatkan The Vision and Mission of PT Hutama Karya (Persero) were formulated by
seluruh pemangku kepentingan antara lain Dewan Komisaris, Manajemen, involving all stakeholders, including the Board of Commissioners, Management,
Anak Perusahaan, perwakilan semua lapisan karyawan, pemegang saham Subsidiaries, representatives from all levels of employees, shareholders, and
dan pihak-pihak terkait dalam Klaster Infrastruktur melalui beberapa relevant parties within the Infrastructure Cluster, through various methods such
metode seperti survei, benchmarking, dan diskusi bersama. Dalam as surveys, benchmarking, and joint discussions. In the context of updating the
rangka pembaharuan penyusunan Rencana Jangka Panjang Perusahaan Company’s Long-Term Plan for the 2026–2030 period, the Company conducted
2026 – 2030, PT Hutama Karya (Persero) telah mengadakan visioning dan visioning sessions and workshops to align its Vision and Mission. These activities
workshop untuk menyelaraskan Visi dan Misi Perusahaan. Kegiatan ini involved the entire Board of Directors, Executive Vice Presidents, Boards of
melibatkan seluruh jajaran Direksi, Executive Vice President, Direksi Anak Directors of Subsidiaries, as well as representatives from each employee group
Perusahaan, dan perwakilan dari setiap karyawan pada Divisi Kantor at the Head Office Divisions, Operational Divisions, and representatives from
Pusat, Divisi Operasi, serta perwakilan dari BUMN Muda Hutama Karya. Young BUMN Community of Hutama Karya. The aligned Vision and Mission were
Hasil penyelarasan Visi dan Misi tersebut selanjutnya disampaikan kepada subsequently submitted to the Board of Commissioners for review, feedback,
Dewan Komisaris untuk direviu, mendapatkan tanggapan dan persetujuan. and approval. The Vision and Mission of the Company are set out in the Long-
Visi dan Misi Hutama Karya dituangkan dalam Rencana Jangka Panjang Term Plan in accordance with the approval of the Board of Commissioners No.
sesuai persetujuan Dewan Komisaris No. S-09.II/DK/PTHK/2026 tanggal 5 S-09.II/DK/PTHK/2026 dated February 5, 2026, and were subsequently ratified
Februari 2026 yang kemudian disahkan melalui Surat Keputusan Direksi through the Board of Directors Decree of PT Hutama Karya (Persero) Number
PT Hutama Karya (Persero) Nomor SK-18/HK/II/2026 Tanggal 6 Februari SK-18/HK/II/2026 dated February 6, 2026 concerning the Amendment to the
2026 tentang Perubahan Visi dan Misi PT Hutama Karya (Persero). Vision and Mission of PT Hutama Karya (Persero).
BUDAYA PERUSAHAAN/TATA NILAI PERUSAHAAN
Corporate Culture/ Corporate Values
Hutama Karya sebagai salah satu BUMN di Indonesia telah Hutama Karya, as one of the State-Owned Enterprises in Indonesia,
mengadopsi Tata Nilai "AKHLAK" (Amanah, Kompeten, Harmonis, has adopted the “AKHLAK” Core Values (Trustworthy, Competent,
Loyal, Adaptif, dan Kolaboratif) yang diperkenalkan oleh Harmonious, Loyal, Adaptive, and Collaborative) introduced by
Kementerian Badan Usaha Milik Negara sebagai Core Values BUMN the Ministry of State-Owned Enterprises as the BUMN Core Values,
sebagai identitas dan perekat budaya kerja yang mendukung serving as the identity and unifying work culture that supports
visi Perseroan dan peningkatan kinerja secara berkelanjutan di the Company’s vision and continuous performance improvement
Perusahaan BUMN, Anak Perusahaan dan Perusahaan Afiliasi across State-Owned Enterprises, Subsidiaries, and Consolidated
Terkonsolidasi. Core Values BUMN "AKHLAK" telah ditetapkan Affiliated Companies. The BUMN Core Values “AKHLAK” have been
sebagai Tata Nilai Perseroan. Hal ini dilakukan untuk menciptakan established as the Company’s core values. This initiative aims to
karakter Insan Hutama yang Tangguh dalam mewujudkan Employee build resilient Hutama personnel in realizing the Employee Value
Value Proposition (EVP) PT Hutama Karya (Persero) yaitu Belajar, Proposition (EVP) of PT Hutama Karya (Persero), namely Learn,
Bertumbah, Berinovasi, dan Menghubungkan Kebaikan untuk Grow, Innovate, and Connect Goodness for Indonesia.
Indonesia.
Employee Value Proposition (EVP) PT Hutama Karya (Persero): Employee Value Proposition (EVP) PT Hutama Karya:
Menghubungkan
Kebaikan untuk
Belajar Bertumbuh Berinovasi Indonesia
To learn To grow To innovate Connecting
Virtueness
for Indonesia
Memperoleh/menguatkan Kesempatan berkembang Melakukan pembaharuan Memberikan kontribusi
pengetahuan, perilaku, secara personal maupun dan/atau terobosan dan andil, serta
keterampilan atau nilai profesional. yang bermanfaat atau memberikan makna dan
baru atau berbeda. The opportunity to grow memberikan nilai yang manfaat untuk Indonesia.
Gain knowledge, attitude, both personally and berarti untuk Indonesia. Contributing and take
skill, and breakthrough professionally. Upgrading things and/ part, as well as providing
new or different values. or inventing something meaning and benefits to
impactful and valuable Indonesia.
for Indonesia.
PT Hutama Karya (Persero)
2025 Annual Report 77
Page 78
Sejak tahun 2020, setiap Badan Usaha Milik Negara (BUMN) wajib Since 2020, every State-Owned Enterprise (BUMN) is required to
menerapkan nilai-nilai utama yang disebut AKHLAK, sesuai dengan implement the core values known as “AKHLAK,” in accordance
Surat Edaran Menteri BUMN Nomor: SE-7/MBU/07/2020 tanggal with the Circular Letter of the Minister of State-Owned Enterprises
1 Juli 2020 tentang Nilai-Nilai Utama (Core Values) Sumber Daya No. SE-7/MBU/07/2020 dated July 1, 2020 concerning the Core
Manusia Badan Usaha Milik Negara. Values of Human Resources of State-Owned Enterprises.
manah Trustworthy
Memegang teguh kepercayaan yang diberikan. Uphold the trust given.
Panduan perilaku nilai “Amanah”: “Amanah” value behavior guide:
• Memenuhi janji dan komitmen. • Fulfilling promises and commitment.
• Bertanggung jawab atas tugas, keputusan, dan tindakan yang dilakukan. • Responsible for duty, decision, and actions done.
• Berpegang teguh kepada nilai moral dan etik. • Firmly hold on to moral and ethics values.
ompeten Competence
Terus belajar dan mengembangkan kapabilitas. Continue to learn and develop capabilities.
Panduan perilaku nilai “Kompeten”: “Kompeten” value behavior guide:
• Meningkatkan kompetensi diri untuk menjawab tantangan yang selalu berubah. • Improving self competency to face the everchanging challenge.
• Membantu orang lain belajar. • Help others to learn.
• Menyelesaikan tugas dengan kualitas terbaik. • Finishing duty with best quality.
armonis Harmonious
Saling peduli dan menghargai perbedaan. Mutual care and respect for difference.
Panduan perilaku nilai “Harmonis”: “Harmonis” value behavior guide:
• Menghargai setiap orang apapun latar belakangnya. • Respect people regardless of background.
• Suka menolong orang lain. • Like to help others.
• Membangun lingkungan kerja yang kondusif. • Building a conducive work environment.
oyal Loyal
Berdedikasi dan mengutamakan kepentingan bangsa dan negara. Dedicated and prioritizing the interests of the Nation and the State.
Panduan perilaku nilai “Loyal”: “Loyal” value behavior guide:
• Menjaga nama baik sesama karyawan, pimpinan, BUMN, dan Negara. • Keeping good names of fellow employees, leaders, State Owned
• Rela berkorban untuk mencapai tujuan yang lebih besar. Enterprises, and Nation.
• Willing to sacrifice for bigger purposes.
• Patuh kepada pimpinan sepanjang tidak bertentangan dengan hukum dan etika. • Obey the leaders as long as not going against law and ethics.
daptif Adaptive
Terus berinovasi & antusias dalam menggerakkan ataupun menghadapi perubahan. Continue to innovate and be enthusiastic in driving or facing change.
Panduan perilaku nilai “Adaptif”: “Adaptif” value behavior guide:
• Cepat menyesuaikan diri untuk menjadi lebih baik. • Quickly adaptive to become better.
• Terus-menerus melakukan perbaikan mengikuti perkembangan teknologi. • Continue to keep up with technology development.
• Bertindak proaktif. • Act proactively.
olaboratif Collaborative
Membangun kerja sama yang sinergis. Build synergistic cooperation.
Panduan perilaku nilai “Kolaboratif”: “Kolaboratif” value behavior guide:
• Memberi kesempatan kepada berbagai pihak untuk berkontribusi. • Give opportunities to various parties to contribute.
• Terbuka dalam bekerja sama untuk menghasilkan nilai tambah. • Openness for partnership to create additional value.
• Menggerakkan pemanfaatan berbagai sumber daya untuk tujuan bersama. • Mobilizing the use of various resources for common goals.
Nilai Layanan: Melayani Sepenuh Hati Service Value: Serving with Wholehearted Commitment
Melayani Sepenuh Hati merupakan nilai komitmen Perusahaan sebagai Serving with Wholehearted Commitment reflects the Company’s
bagian dari BUMN di bawah Danantara dalam penyelenggaraan layanan commitment, as part of a State-Owned Enterprise under Danantara, in
yang berintegritas, profesional, dan berorientasi pada kepentingan delivering services with integrity, professionalism, and a strong orientation
masyarakat. Nilai ini diwujudkan melalui pelaksanaan tugas dan tanggung toward the public interest. This value is implemented through the execution
jawab dengan mengedepankan empati, kepedulian, dan kerendahan hati, of duties and responsibilities by prioritizing empathy, care, and humility, as
serta pemahaman yang memadai terhadap kebutuhan para pemangku well as an adequate understanding of stakeholders’ needs. The application
kepentingan. Penerapan nilai Melayani Sepenuh Hati tercermin dalam of the Serving with Wholehearted Commitment value is reflected in work
perilaku kerja yang menjunjung tinggi etika, kualitas layanan, akuntabilitas, behavior that upholds ethics, service quality, accountability, and continuous
dan perbaikan berkelanjutan, sehingga setiap interaksi dan proses pelayanan improvement, thereby ensuring that every interaction and service process is
dilakukan secara bertanggung jawab, berkeadilan, dan memberikan manfaat carried out responsibly, fairly, and provides optimal benefits to the people
optimal bagi masyarakat Indonesia. of Indonesia.
PT Hutama Karya (Persero)
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Profil Perusahaan
Company Profile
Kegiatan Usaha
Business Fields
Kegiatan Usaha Menurut Anggaran Dasar Business Activities Based on The Articles
dan yang Dijalankan of Association and Are Conducted
Berdasarkan Akta Anggaran Dasar No. 37 tanggal 16 Juli 2025, Based on the Articles of Association No. 37 dated July 16, 2025,
Hutama Karya melakukan usaha di bidang industri konstruksi, Hutama Karya engages in business activities in the fields of
pengusahaan jalan tol, industri pabrikasi, jasa penyewaan, jasa construction industry, toll road development and operation,
keagenan, investasi, agro industri, perdagangan, pengelolaan fabrication industry, rental services, agency services, investment,
kawasan, layanan jasa peningkatan kemampuan di bidang jasa agro-industry, trading, area management, capacity building
konstruksi, teknologi informasi, pengembang dan pengelolaan services in construction services, information technology, company
perusahaan serta optimalisasi pemanfaatan sumber daya development and management, as well as the optimization of the
Perseroan dengan menerapkan prinsip-prinsip Perseroan Terbatas. utilization of the Company’s resources by applying the principles of
Untuk mencapai maksud dan tujuan tersebut, Perusahaan a Limited Liability Company. In order to achieve these purposes and
menyelenggarakan usaha utama dan usaha lainnya sebagai berikut: objectives, the Company conducts its main business activities and
other business activities as follows:
1. Pekerjaan Pelaksana Konstruksi 1. Construction Work
• Pekerjaan Sipil (seluruh sektor pembangunan); • Civil Works (all development sectors);
• Pekerjaan Gedung (seluruh sektor pembangunan); • Building Works (all development sectors);
• Pekerjaan Mekanikal-Elektrikal termasuk jaringan dan • Mechanical-Electrical Works, including networks and
instalasi; installations;
• Pekerjaan Radio, Telekomunikasi dan Instrumentasi. • Radio, Telecommunications, and Instrumentation Works.
2. Pekerjaan Pengusahaan Jalan Tol 2. Toll Road Management Activities
• Aktivitas Manajemen Dana lainnya; • Other Financial Fund Management Activities;
• Aktivitas Keinsinyuran dan Konsultasi Teknis. • Engineering and Technical Consulting Activities.
3. Pengusahaan lahan di ruang milik jalan tol dan lahan 3. Development and management of land within toll road right-
yang berbatasan dengan lahan di ruang milik jalan tol, of-way areas and adjacent land, including but not limited to
meliputi namun tidak terbatas pada tempat istirahat (rest rest areas and fuel stations (SPBU), encompassing toll road-
area), Stasiun Pengisian Bahan Bakar Umum (SPBU), yang related activities.
mencakup aktivitas jalan tol.
4. Pekerjaan terintegrasi Engineering, Procurement, and 4. Integrated Engineering, Procurement, and Construction (EPC)
Construction (EPC) dalam bidang perminyakan, agro industri works in the fields of oil and gas, agro-industry, electricity,
kelistrikan, telekomunikasi, dan petrokimia. telecommunications, and petrochemicals.
5. Perbaikan/pemeliharaan/renovasi pada pekerjaan EPC. 5. Repair/maintenance/renovation works related to EPC projects.
6. Kegiatan usaha perkeretaapian. 6. Railway business activities.
7. Kegiatan usaha penyelenggaraan Pelabuhan Umum dan 7. Business activities related to the operation of Public and
Pelabuhan Khusus. Special Ports.
8. Kegiatan usaha penyelenggaraan kebandaraan. 8. Airport operation business activities.
9. Kegiatan usaha logistik. 9. Logistics business activities.
10. Pengembangan dan pengelolaan Kawasan ekonomi khusus. 10. Development and management of Special Economic Zones.
11. Investasi dan/atau pengelolaan usaha (penyertaan modal 11. Investment and/or business management (equity
pada perusahaan lain). participation in other companies).
12. Jasa pertambangan. 12. Mining services.
13. Melakukan usaha di bidang agro industri. 13. Agro-industry business activities.
14. Ekspor impor. 14. Export and import activities.
15. Perdagangan besar atas dasar balas jasa (fee) atau kontrak. 15. Wholesale trade on a fee or contract basis.
16. Penerbitan piranti lunak (software). 16. Software publishing.
17. Aktivitas teknologi informasi dan jasa komputer lainnya. 17. Information technology activities and other computer services.
18. Layanan jasa peningkatan kemampuan dibidang jasa 18. Capacity building services in the construction services sector.
konstruksi.
19. Pengembangan: 19. Development activities:
• Real estate atas dasar balas jasa (fee) atau kontrak; • Real estate on a fee or contract basis;
• Real estate yang dimiliki Sendiri atau Disewa; • Owned or leased real estate;
• Hotel Bintang. • Star-rated hotels.
20. Aktivitas Kantor Pusat. 20. Head Office Activities.
PT Hutama Karya (Persero)
2025 Annual Report 79
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Selain kegiatan usaha utama di atas, Perseroan dapat melakukan In addition to the aforementioned main business activities, Hutama
usaha penunjang dalam rangka optimalisasi pemanfaatan sumber Karya may undertake supporting business activities in order to
daya yang dimiliki untuk: optimize the utilization of its resources, including:
1) Pelaksanaan penugasan Pemerintah sesuai dengan prinsip- 1) The implementation of Government assignments in
prinsip pengelolaan perusahaan dan peraturan perundang- accordance with corporate governance principles and
undangan, termasuk namun tidak terbatas pada moda prevailing laws and regulations, including but not limited to
transportasi umum; public transportation modes;
2) Optimalisasi pemanfaatan sumber daya Perseroan meliputi 2) Optimization of the Company’s resources, including
pendidikan dan pelatihan jasa konstruksi, penyewaan aktiva education and training in construction services, as well as
tetap; dan leasing of fixed assets; and
3) Jasa informasi pariwisata. 3) Tourism information services.
Seluruh Kegiatan usaha menurut Anggaran Dasar telah dijalankan All business activities as stipulated in the Articles of Association
oleh Perusahaan. have been carried out by the Company.
Produk dan Jasa Products and Services
Pengembangan Jalan Tol Toll Road Development
1. Ruas Bakauheni–Terbanggi Besar 1. Bakauheni–Terbanggi Besar Section
2. Ruas Terbanggi Besar–Pematang Panggang-Kayu Agung 2. Terbanggi Besar–Pematang Panggang–Kayu Agung Section
3. Ruas Palembang–Sp Indralaya 3. Palembang–Sp Indralaya Section
4. Ruas Pekanbaru–Dumai 4. Pekanbaru–Dumai Section
5. Ruas Indrapura–Kisaran 5. Indrapura–Kisaran Section
6. Ruas Medan–Binjai 6. Medan–Binjai Section
7. Ruas Binjai–Langsa 7. Binjai–Langsa Section
8. Ruas Lubuk Linggau–Curup–Bengkulu 8. Lubuk Linggau–Curup–Bengkulu Section
9. Ruas Sp Indralaya–Muara Enim 9. Sp Indralaya–Muara Enim Section
10. Ruas Kuala Tanjung–Tebing Tinggi–Parapat 10. Kuala Tanjung–Tebing Tinggi–Parapat Section
11. Ruas Betung–Jambi 11. Betung–Jambi Section
12. Ruas Jambi–Rengat 12. Jambi–Rengat Section
13. Ruas Batu Ampar – Hangnadim 13. Batu Ampar–Hangnadim Section
14. Ruas Langsa–Lhokseumawe 14. Langsa–Lhokseumawe Section
15. Ruas Lhokseumawe–Sigli 15. Lhokseumawe–Sigli Section
16. Ruas Muara Enim–Lahat–Lubuk Linggau 16. Muara Enim–Lahat–Lubuk Linggau Section
17. Ruas Padang–Pekanbaru 17. Padang–Pekanbaru Section
18. Ruas Sigli–Banda Aceh 18. Sigli–Banda Aceh Section
19. Ruas Rengat–Pekanbaru 19. Rengat–Pekanbaru Section
20. Ruas Palembang–Tanjung Api Api 20. Palembang–Tanjung Api Api Section
21. Ruas Prapat–Taruntung–Sibolga 21. Prapat–Taruntung–Sibolga Section
22. Ruas Rantau Prapat–Kisaran 22. Rantau Prapat–Kisaran Section
Operasi dan Pemeliharaan Jalan Tol Toll Road Operation and Maintenance
1. Jalan Tol Ruas Bakauheni–Terbanggi Besar 1. Bakauheni–Terbanggi Besar Toll Road Section
2. Jalan Tol Ruas Terbanggi Besar–Pematang Panggang–Kayu 2. Terbanggi Besar–Pematang Panggang–Kayu Agung Toll Road
Agung Section
3. Jalan Tol Ruas Binjai–Stabat 3. Binjai–Stabat Toll Road Section
4. Jalan Tol Ruas Palembang–Indralaya 4. Palembang–Indralaya Toll Road Section
5. Jakarta Outer Ring Road Seksi S (JORR-S) 5. Jakarta Outer Ring Road Seksi S (JORR-S) Toll Road Section
6. Jalan Tol Akses Tanjung Priok 6. Tanjung Priok Toll Road Section
7. Jalan Tol Ruas Pekanbaru–Dumai; 7. Pekanbaru–Dumai Toll Road Section
8. Jalan Tol Ruas Banda Aceh–Sigli (Sibanceh) Seksi 2, 3, 4 8. Banda Aceh–Sigli (Sibanceh) Seksi 2, 3, 4 Toll Road Section
9. Jalan Tol Ruas Pekanbaru–Bangkinang–Koto Kampar 9. Pekanbaru–Bangkinang – Koto Kampar Toll Road Section
10. Jalan Tol Ruas Bengkulu–Taba Penanjung 10. Bengkulu–Taba Penanjung Toll Road Section
11. Jalan Tol Rusa Indralaya–Prabumulih 11. Indralaya–Prabumulih Toll Road Section
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Profil Perusahaan
Company Profile
Jasa Konstruksi Construction Services
1. Infrastruktur Jembat Bendungan Meninting 1. Meninting Dam Bridge Infrastructure
2. Bandara Pattimura, Ambon 2. Pattimura Airport, Ambon
3. MRT CP 106 Stasiun Bawah Tanah Dukuh Atas, Bundaran HI 3. MRT CP 106 Underground Stations (Dukuh Atas, Bundaran HI)
4. Bandara Jenderal Besar Soedirman Wirasaba 4. General Soedirman Airport
5. East Connection Taxyway I, Soetta 5. East Connection Taxiway I, Soekarno-Hatta International
Airport
6. Bendungan Ladongi Paket II 6. Ladongi Dam Package II
7. Spillway Bendungan Bintang Bano 7. Bintang Bano Dam Spillway
8. Pembangunan Spam IKK Sambong, IKK Jiken, IKK Jepon, IKK 8. Construction of SPAM IKK Sambong, IKK Jiken, IKK Jepon, IKK
Bogorejo, dan MBR Blora Bogorejo, and MBR Blora
9. Jalan Tol Manado–Bitung 9. Manado–Bitung Toll Road
10. Jalan Tol Tebing Tinggi–Indrapura–Kisaran 10. Tebing Tinggi–Indrapura–Kisaran Toll Road
11. PLBN Entikong 11. Entikong Border Crossing
12. Jembatan Pulau Balang II 12. Pulau Balang II Bridge
13. Pelabuhan Belawan 13. Belawan Port
14. Design & Build New Jetty For PT Sarana Citranusa Kabil 14. Design & Build of New Jetty for PT Sarana Citranusa Kabil
at Kabil Industrial Estate, Batam at Kabil Industrial Estate, Batam
15. Dermaga Pelabuhan Merauke 15. Merauke Port Jetty
16. Pelabuhan Sanur 16. Sanur Port
17. Pekerjaan Design and Build Pembangunan Dermaga Curah 17. Design and Build of Dry Bulk Jetty at Teluk Lamong Terminal
Kering di Terminal Teluk Lamong
18. Design & Build Perkuatan dan Peninggian Dermaga Samudera 18. Design & Build of Reinforcement and Elevation of Samudera
Pelabuhan Tanjung Emas Jetty at Tanjung Emas Port
19. Pembangunan Perkuatan dan Peninggian Dermaga Peldam 2 19. Construction of Reinforcement and Elevation of Peldam 2
Pelabuhan Tanjung Emas Semarang Jetty at Tanjung Emas Port, Semarang
20. Dermaga Pelabuhan Ahmad Yani 20. Ahmad Yani Port Jetty
21. Dermaga Ex Presiden dan Pembangunan Lapangan Dry Bulk 21. Former Presidential Jetty and Development of Dry Bulk Yard
Ex. Dermaga Presiden Di Pelabuhan Tanjung Priok at Tanjung Priok Port
22. Gedung HK Office Tower 22. HK Office Tower Building
23. Extension T3 Pier 1 Bandara Soetta 23. Terminal 3 Pier 1 Extension at Soekarno-Hatta International
Airport
24. RSKD Duren Sawit 24. RSKD Duren Sawit
25. RSUD Pangandaran 25. RSUD Pangandaran
26. Rusun Daan Mogot 26. Daan Mogot Apartment (Rusun)
27. Hotel Ultimate 3 Bandara Soetta 27. Hotel Ultimate 3 at Soekarno-Hatta International Airport
28. Tol Serbelawan Siantar (Seksi 4) 28. Serbelawan – Siantar Toll Road (Section 4)
29. Irigasi Rentang 29. Rentang Irrigation Project
30. Gedung Kawasan Kemenko 2, IKN 30. Coordinating Ministry Complex Building 2, Nusantara Capital
City
31. Gedung Rusun ASN II, IKN 31. ASN Apartment Building II, Nusantara Capital City
32. Sumatra Operation Road & Well Pad Improvement 32. Sumatra Operation Road & Well Pad Improvement
33. Gedung Fasilitas Bandara VVIP, IKN 33. VVIP Airport Facility Building, Nusantara Capital City
34. Gedung Infrastruktur Tahap II (PK9) BI Karawang 34. Infrastructure Building Phase II (PK9) Bank Indonesia Karawang
35. Proving Ground Bekasi 35. Proving Ground Bekasi
36. Gedung RSUD Bengkulu 36. RSUD Bengkulu Building
37. Gedung RSUD Bima 37. RSUD Bima Building
38. Irigasi Aceh 38. Aceh Irrigation Project
39. Irigasi Riau 39. Riau Irrigation Project
40. Rehabilitasi Irigasi Solo 40. Solo Irrigation Rehabilitation
41. Rehabilitasi Irigasi Bali 41. Bali Irrigation Rehabilitation
42. Rehabilitasi Irigasi Maluku Utara 42. North Maluku Irrigation Rehabilitation
43. Tol IKN Karangjoang –KKT Kariangau 43. IKN Toll Road Karangjoang–KKT Kariangau
44. Sarana Prasarana 1B IKN 44. Infrastructure Facilities Package 1B, Nusantara Capital City
45. RS Vertikal IKN 45. Vertical Hospital, Nusantara Capital City
46. Jalan OIKN 46. OIKN Road
47. Bendungan Jatigede 47. Jatigede Dam
48. Jembatan Pulau Balang 48. Pulau Balang Bridge
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EPC EPC
1. Grati CCPP Extension Project 450 MW 1. Grati CCPP Extension Project 450 MW
2. PLTU Takalar (2 100 MW) 2. PLTU Takalar (2 100 MW)
3. PLTU Cilacap 1 660 MW (PKT 2) 3. PLTU Cilacap 1 660 MW (Package 2)
4. Transmisi PLN Pasuruan 4. PLN Pasuruan Transmission Project
5. Pabrik Gula Dompu 5. Dompu Sugar Factory
6. Cement Grinding Plant Cigading 6. Cement Grinding Plant Cigading
7. Clinker Plant Line-2 7. Clinker Plant Line-2
8. PLTM Lambur 8. PLTM Lambur
9. PLTU Suralaya 9. PLTU Suralaya
10. Dermaga TBBM Tanjung Batu 10. TBBM Tanjung Batu Jetty
11. Proyek EPC Pengembangan Pelabuhan PT Petrokimia Gresik 11. EPC Project for Port Development of PT Petrokimia Gresik
Pengembangan Properti Property Development
1. Habitare Apart & Hotel 1. Habitare Apart & Hotel
2. H Residence M. T. Haryono 2. H Residence M.T. Haryono
3. H Residence Kemayoran 3. H Residence Kemayoran
4. The Enviro Cikarang 4. The Enviro Cikarang
5. H Residence Sentul 5. H Residence Sentul
6. Kubikahomy 6. Kubikahomy
7. Harper Hotel MT Haryono 7. Harper Hotel MT Haryono
8. Up Peak Hotel Simpang Lima Semarang 8. Up Peak Hotel Simpang Lima Semarang
9. Aston Priority Simatupang 9. Aston Priority Simatupang
10. Citadines Ascott Rasuna 10. Citadines Ascott Rasuna
11. HK Tower 11. HK Tower
12. H Mansion Pejaten 12. H Mansion Pejaten
13. H City Sawangan 13. H City Sawangan
14. Southern Mampang 14. Southern Mampang
15. The H Tower 15. The H Tower
Manufaktur Manufacturing
1. Aspal 1. Asphalt
2. Ready Mix 2. Ready Mix
3. Beton Precast 3. Precast Concrete
4. Spunpile 4. Spunpile
5. Baja (Round Bar, Deformed Bar, Baja Tulangan Polos dan Baja 5. Steel (Round Bar, Deformed Bar, Plain Reinforcing Steel,
Tulangan Sirip SNI) and Ribbed Reinforcing Steel – SNI Standard)
Investasi Investment
Perseroan melakukan penyertaan modal (kegiatan investasi) pada Hutama Karya undertakes equity participation (investment
proyek-proyek KPBU antara lain: activities) in Public-Private Partnership (PPP) projects, including:
• Investasi pada PT Anggrek Gorontalo International Terminal • Investment in PT Anggrek Gorontalo International Terminal
sesuai dengan porsi Hutama Karya dalam konsorsium in accordance with Hutama Karya’s ownership portion within
tersebut. the consortium.
• Investasi pada PT Indonesia International Automotive Proving • Investment in PT Indonesia International Automotive Proving
Ground sesuai dengan porsi Hutama Karya dalam konsorsium Ground in accordance with Hutama Karya’s ownership portion
tersebut. within the consortium.
Selain itu Perseroan juga melakukan penyertaan modal/investasi In addition, the Company also undertakes other equity
lain yaitu: participation/investment activities, including:
• Pembentukan PT Karya Logistik Nusantara • Establishment of PT Karya Logistik Nusantara
Pemerintah saat ini sedang berfokus pada pembangunan The Government currently focusing on the development of
Ibu Kota Nusantara (IKN) di Kalimantan Timur, mulai dari the Nusantara Capital City, covering basic infrastructure,
infrastruktur dasar, kawasan pemerintahan Negara hingga government administrative areas, and housing for civil
perumahan Aparatur Sipil Negara (ASN). Melihat rencana servants (ASN). Considering the substantial IKN budget plan,
anggaran IKN yang sangat besar, terdapat potensi pasar there is significant market potential within the construction
pada industri konstruksi di IKN, salah satunya adalah industry, including the provision of construction materials
penyediaan material konstruksi termasuk beton, di mana such as concrete. To ensure sustainable availability, Hutama
PT Hutama Karya (Persero)
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Profil Perusahaan
Company Profile
untuk memastikan ketersediaan secara berkesinambungan Karya, together with PT Wijaya Karya (Persero) Tbk, PT Adhi
maka Hutama Karya bersama PT Wijaya Karya (Persero) Tbk, Karya (Persero) Tbk, PT Pembangunan Perumahan (Persero)
PT Adhi Karya (Persero) Tbk, PT Pembangunan Perumahan Tbk, PT Brantas Abipraya (Persero), and PT Nindya Karya
(Persero) Tbk, PT Brantas Abipraya (Persero) dan PT Nindya (Persero) established PT Karya Logistik Nusantara, which
Karya (Persero) mendirikan PT Karya Logistik Nusantara operates in the concrete production and logistics business to
yang bergerak di bisnis produksi beton dan logistik untuk support the development of IKN.
mendukung pelaksanaan pembangunan IKN.
• Setoran modal kepada PT Hutama Marga Waskita • Capital injection into PT Hutama Marga Waskita
Pemerintah memberikan penugasan kepada Hutama Karya The Government has assigned Hutama Karya to develop
untuk membangun dan mengoperasikan Jalan Tol Trans and operate the Trans-Sumatra Toll Road from Lampung
Sumatera dari Provinsi Lampung sampai Provinsi Aceh Province to Aceh Province, including the Kuala Tanjung–
termasuk Jalan Tol Ruas Kuala Tanjung–Tebing Tinggi– Tebing Tinggi– Parapat Toll Road Section in North Sumatra
Parapat di Provinsi Sumatera Utara yang dikelola oleh Province managed by PT Hutama Marga Waskita as a
PT Hutama Marga Waskita selaku Anak Perusahaan Hutama subsidiary of the Company. In order to support the successful
Karya. Dalam rangka mensukseskan penugasan tersebut, execution of this assignment, the Company made additional
Hutama Karya melakukan penambahan setoran modal capital injections in 2023 to fulfill the funding requirements
di tahun 2023 untuk memenuhi pendanaan pembangunan for the toll road development.
jalan tol tersebut.
Daftar Keanggotaan Asosiasi
List of Association Membership
Hingga akhir tahun 2025, Perseroan memperkuat bisnis dengan As of the end of 2025, the Company strengthened the business
menjadi anggota di berbagai organisasi sebagai berikut: by being a member of some organisation as follows:
Nama Organisasi Lingkup (Nasional/Internasional) Peran dan Kontribusi
Organization Name Scope (National/International) Role and Contribution
Indonesia Risk Management Professional Association (IRMAPA) Nasional/ National Anggota/ Member
Perkumpulan Ahli Keselamatan Konstruksi Indonesia (PAKKI)
Nasional/ National Anggota/ Member
Indonesian Association of Construction Safety Experts (PAKKI)
Asosiasi Tol Indonesia (ATI)
Nasional/ National Anggota/ Member
Indonesia Toll Road Association (ATI)
Asosiasi Kontraktor Indonesia (AKI)
Nasional/ National Anggota/ Member
Indonesia Contractor Association (AKI)
Persatuan Insinyur Indonesia (PII)
Nasional/ National Anggota/ Member
The Institution of Engineers Indonesia (PII)
Perkumpulan Tenaga Profesional dan Ahli Konstruksi Mandiri (PERPAKOM)
Nasional/ National Anggota/ Member
Independent Constructor Professionals and Experts Association (PERPAKOM)
Himpunan Pengembang Jalan Indonesia
Nasional/ National Anggota/ Member
Indonesian Road Development Association
Lembaga Pengembangan Jasa Konstruksi
Nasional/ National Anggota/ Member
Construction Services Development Agency
Asosiasi Aspal dan Beton Indonesia
Nasional/ National Anggota/ Member
Indonesian Asphalt and Concrete Association
Gabungan Perusahaan Nasional Rancangbangun Indonesia
Nasional/ National Anggota/ Member
Association of National Engineering and Development Companies of Indonesia
Asosiasi Kontraktor Air Indonesia
Nasional/ National Anggota/ Member
Indonesian Water Contractor Association
Kamar Dagang dan Industri
Nasional/ National Anggota/ Member
Chamber of Commerce and Industry
Perkumpulan Afiliasi Konstruksi dan Instalasi Indonesia
Nasional/ National Anggota/ Member
Association of Indonesian Construction and Installation Affiliates
Ikatan Ahli Manajemen Konstruksi Ramping Indonesia (IAMKRI) Nasional/ National
Anggota/ Member
Indonesian Lean Construction Management Experts Association (IAMKRI)
PT Hutama Karya (Persero)
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Wilayah Operasional
Operational Area
Operasional Perseroan tersebar di seluruh wilayah Indonesia The Company’s operations are spread throughout Indonesia
sebagai berikut: as follows:
Jumlah Jumlah proyek Jumlah proyek
Pulau Provinsi proyek aktif - 2025 selesai - 2025
Island Province Number Number of active Number of projects
of projects projects - 2025 completed - 2025
• Aceh
• Sumatra Barat/ West Sumatra
• Riau
• Sumatra Utara/ North Sumatra
Sumatera 26 16 10
• Bengkulu
• Sumatra Selatan/South Sumatra
• Jambi
• Lampung
• Jawa Timur / East Java
• Jawa Tengah/Central Java
• Jawa Barat / West Java
Jawa 35 28 7
• Yogyakarta
• Banten
• DKI Jakarta
Kalimantan Kalimantan Timur/East Kalimantan 18 9 9
PT Hutama Karya (Persero)
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Profil Perusahaan
Company Profile
Jumlah Jumlah proyek Jumlah proyek
Pulau Provinsi proyek aktif - 2025 selesai - 2025
Island Province Number Number of active Number of projects
of projects projects - 2025 completed - 2025
• Bali
Bali & Nusa Tenggara 5 2 3
• Nusa Tenggara Barat / West Nusa Tenggara
• Gorontalo
• Sulawesi Tenggara/Southeast Sulawesi
Sulawesi 7 7 0
• Sulawesi Tengah/Central Sulawesi
• Sulawesi Selatan/South Sulawesi
• Maluku
• Papua Barat / West Papua
Maluku & Papua 8 7 1
• Papua Selatan/ South Papua
• Papua Pegunungan/ Highland Papua
Maliana, Distrik Bobonaro
Timor Leste 1 1 0
Maliana, Bobonaro District
PT Hutama Karya (Persero)
2025 Annual Report 85
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Struktur Organisasi
Organization Structure
Dalam rangka meningkatkan daya saing perusahaan untuk menghadapi persaingan yang semakin ketat, diperlukan struktur organisasi
yang sesuai dengan strategi perusahaan dan peningkatan efisiensi serta efektivitas proses bisnis untuk memaksimalkan proses output.
Perusahaan merancang dan menetapkan struktur, fungsi dan hubungan antar unit dalam organisasi untuk memastikan efisiensi,
efektivitas dan pencapaian tujuan strategis Perusahaan. Terkait dengan hal ini, Direksi Perseroan telah menerbitkan Surat Keputusan
Direksi PT Hutama Karya (Persero) Nomor SK-35/HK/II/2026 tanggal 27 Februari 2026 tentang Perubahan Struktur Organisasi PT Hutama
Karya (Persero). Berdasarkan keputusan Direksi tersebut, struktur organisasi Perseroan adalah sebagai berikut:
DIREKTORAT UTAMA
MAIN DIRECTORATE
Direktur Utama
President Director
Koentjoro
Wakil Direktur Utama
Vice President Director
Sugeng Rochadi
Direktur
Direktur Direktur Direktur Operasi III
Keuangan Operasi I Operasi II
Operations Director III
Finance Director Operations Director I Operations Director II
Iwan Hermawan
Eka Setya Adrianto Gunadi Mardiansyah
Divisi Engineering, Riset,
Divisi Divisi Divisi Divisi & Teknologi Informasi
QHSSE Corporate Planning Infrastruktur I Infrastruktur II Engineering, Research &
Corporate Planning Information Technology
QHSSE DIvision Division Infrastructure Division I Infrastructure Division II
Division
Nyoman Endi Mahendra Muhammad Rifqy (Plt) Arif Rahman (Plt) Andung Damar
Sasongko (Plt) Amy Rachmadhani
Widyastuti (Plt)
Divisi
Akuntansi & Keuangan Divisi
Accounting & Finance Pembangunan Jalan Tol
Division Toll Road Development
Juni Iranto (Plt) Division
Dwi Aryono Bayuaji (Plt)
Divisi
Pengembangan Bisnis
& Manajemen Portofolio Divisi Operasi &
Pemeliharaan Jalan Tol
Business Development
& Portfolio Management Toll Road Operation and
Division Maintenance Division
Heru Ermadi Ni Putu Oki Wirastuti (Plt)
Keterangan: Dalam struktur organ Perseroan terdapat Dewan Komisaris yang berada di luar struktur organisasi Perseroan.
Nama Anggota Dewan Komisaris dapat dilihat pada bagian Profil Dewan Komisaris dan nama Anggota Komite di Bawah Dewan Komisaris
dan Komite di Bawah Direksi dapat dilihat pada Bab Corporate Governance.
Note: The Board of Commissioner is not written inside the Company’s organizational structure.
The names of the Board of Commissioner members can be found in the Profile of The Board of Commissioners section,
and the Committee Members’ names can be seen in the Corporate Governance chapter.
PT Hutama Karya (Persero)
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Profil Perusahaan
Company Profile
In order to enhance the Company’s competitiveness in facing increasingly intense competition, it is necessary to establish an organizational
structure aligned with the Company’s strategy, as well as to improve the efficiency and effectiveness of business processes to maximize
output. The Company designs and establishes the structure, functions, and relationships among organizational units to ensure efficiency,
effectiveness, and the achievement of the Company’s strategic objectives. In this regard, the Board of Directors of PT Hutama Karya (Persero)
has issued Board of Directors Decree Number SK-35/HK/II/2026 dated February 27, 2026 concerning the Amendment to the Organizational
Structure of PT Hutama Karya (Persero). Based on such decree, the Company’s organizational structure is as follows:
Direktur
Direktur
Human Capital & Legal
Manajemen Risiko
Human Capital & Legal
Risk Management Director Director
Fatma Dewi Setyowati Muhammad Fauzan
Divisi Pengelolaan Risiko, Divisi
Human Capital Sekretaris
Sistem, & Kepatuhan Perusahaan
Risk Management, Systems Human Capital
Division Corporate Secretary
& Compliance Division
Eko Nurmaryadi Alfa Haga Rachmady Hamdani (Plt)
Divisi Divisi
Satuan
Pengendalian Operasi Legal
Pengawasan Intern
Operations Control Legal Division
Internal Audit Unit
Division
Sarastuti Laksmi
Muhroni (Plt)
Paryanto Wardhani (Plt)
Divisi Supply Chain
Management
PT HAKAASTON
Supply Chain Management
Division
PT HUTAMA KARYA INFRASTRUKTUR
Aji Prasetyanti
PT HK REALTINDO
PT HUTAMA MARGA WASKITA
Jalur Pelaporan & Perintah/Reporting & Command Lines PT HUTAMA MAMBELIM TRANS PAPUA
Direktorat/Directorate
PT HUTAMA PANORAMA SITINJAU LAUIK
Entitas Lainnya
PT Hutama Karya (Persero)
2025 Annual Report 87
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Profil Direksi
Profile of The Board of Directors
Koentjoro
Direktur Utama
President Director
Kewarganegaraan | Citizenship
Warga Negara Indonesia | Indonesian Citizen
Domisili | Domicile
Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Grobogan pada tahun 1970.
Usia 55 tahun Per Desember 2025.
Born in Grobogan in 1970.
Age 55 years old as of December 2025.
Riwayat Pendidikan • Sarjana Teknik Sipil dari Universitas Diponegoro, Semarang (1993).
Educational Background • Magister Administrasi Bisnis dari Institut Teknologi Bandung (2022).
• Bachelor of Civil Engineering from Diponegoro University, Semarang (1993).
• Master of Business Management from Bandung Institute of Technology (2022).
Sertifikasi • Insinyur Profesional Utama (2024).
Certification • ASEAN Chartered Professional Engineer.
• Professional Engineer (2024).
• ASEAN Chartered Professional Engineer.
Riwayat Jabatan
Employment History
Dasar Hukum Diangkat menjadi Direktur Operasi III untuk pertama kalinya berdasarkan Surat Keputusan Menteri Badan Usaha Milik Negara
Pengangkatan No. SK-51/MBU/02/2021 tentang Pemberhentian dan Pengangkatan Anggota-anggota Direksi Perusahaan Perseroan (Persero)
Legal Basis of PT Hutama Karya pada tanggal 25 Februari 2021. Kemudian diangkat menjadi Direktur Utama berdasarkan Surat Keputusan
Appointment Kepala Badan Pengaturan Badan Usaha Milik Negara dan Direktur Utama Perusahaan Perseroan (Persero) PT Danantara Asset
Management Selaku Para Pemegang Saham Perusahaan Perseroan (Persero) PT Hutama Karya pada tanggal 31 Oktober 2025
Nomor: 31 Tahun 2025 dan Nomor: SK.073/DI-DAM/DO/2025 tentang Pemberhentian, Pengalihan Tugas dan Pengangkatan
Anggota-Anggota Direksi Perusahaan Perseroan (Persero) PT Hutama Karya.
Appointed as Operations Director III for the first time based on the Decree of the Minister of State-Owned Enterprises Number SK-
51/MBU/02/2021 concerning the Dismissal and Appointment of Members of the Board of Directors of PT Hutama Karya (Persero)
on February 25, 2021. Subsequently, appointed as President Director based on the Joint Resolution of the Head of the State-
Owned Enterprises Regulatory Agency and the President Director of PT Danantara Asset Management (Persero) acting as the
Shareholders of PT Hutama Karya (Persero) on October 31, 2025, Number: 31 of 2025 and Number: SK.073/DI-DAM/DO/2025
concerning the Dismissal, Reassignment of Duties, and Appointment of Members of the Board of Directors of the Company.
Jabatan Rangkap • Ketua Tim Pengarah Komite Keberlanjutan Hutama Karya.
Concurrent Position • Ketua Komite Sanksi Tingkat I Hutama Karya.
• Ketua Komite Talenta Tingkat Jabatan Profesional III Hutama Karya.
• Penasihat Komite Pengarah TI Hutama Karya.
• Chairman of the Sustainability Committee Steering Team of Hutama Karya.
• Chairman of the Level I Sanctions Committee of Hutama Karya.
• Chairman of the Professional Level III Talent Committee of Hutama Karya.
• Advisor of the IT Steering Committee of Hutama Karya.
Pengalaman Kerja • Kepala Divisi Pengembangan Bisnis Konstruksi PT Hutama Karya (Persero) (2018–2019).
Work Experience • Kepala Divisi Pengendalian Operasi & Anak Perusahaan PT Hutama Karya (Persero) (2019–2020).
• Executive Vice President Divisi Manajemen Risiko PT Hutama Karya (Persero) (2020–2021).
• Direktur Operasi III PT Hutama Karya (Persero) (2022–2025).
• Direktur Utama PT Hutama Karya (Persero) (2025–sekarang).
• Head of Construction Business Development Division, PT Hutama Karya (Persero) (2018–2019).
• Head of Operations Control & Subsidiaries Division, PT Hutama Karya (Persero) (2019–2020).
• Executive Vice President of Risk Management Division, PT Hutama Karya (Persero) (2020–2021).
• Operations Director III, PT Hutama Karya (Persero) (2022–2025).
• President Director of PT Hutama Karya (Persero) (2025–present).
Periode Menjabat 2021–2026, Periode Pertama.
Term of Office 2021–2026, First Period.
Kepemilikan Saham –
di Hutama Karya
Share Ownership
in Hutama Karya
PT Hutama Karya (Persero)
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Profil Perusahaan
Company Profile
Sugeng Rochadi
Wakil Direktur Utama
Vice President Director
Kewarganegaraan | Citizenship
Warga Negara Indonesia | Indonesian Citizen
Domisili | Domicile
Jakarta, Indonesia
Tempat dan Tahun Lahir/ Usia | Place and Year of Birth/Age
Lahir di Tuban pada tahun 1966.
Usia 59 tahun Per Desember 2025.
Born in Tuban in 1966.
Age 59 years old as of December 2025.
Riwayat Pendidikan • Sarjana Teknik Sipil dari Universitas Merdeka, Malang (1990).
Educational Background • Magister Manajemen dari Universitas Negeri Jakarta (2016).
• Bachelor of Civil Engineering from Merdeka University, Malang (1990).
• Master of Management from State University of Jakarta (2016).
Sertifikasi -
Certification
Riwayat Jabatan
Employment History
Dasar Hukum Diangkat pertama kali menjadi Wakil Direktur Utama berdasarkan Keputusan Para Pemegang Saham PT Hutama Karya Nomor
Pengangkatan 124 Tahun 2026 dan No. SK-053/DI-DAM/DO/2026 tanggal 13 Februari 2026 tentang Pemberhentian, Pengalihan Tugas, dan
Legal Basis of Pengangkatan Anggota-Anggota Dewan Direksi Perusahaan Perseroan (Persero) PT Hutama Karya.
Appointment Appointed for the first time as Vice President Director based on the Resolution of the Shareholders of PT Hutama Karya (Persero)
Number 124 of 2026 and Number SK-053/DI-DAM/DO/2026 dated February 13, 2026 concerning the Dismissal, Reassignment
of Duties, and Appointment of Members of the Board of Directors of the Company.
Jabatan Rangkap • Wakil Ketua Tim Pengarah Komite Keberlanjutan Hutama Karya.
Concurrent Position • Anggota Komite Sanksi Tingkat I Hutama Karya.
• Anggota Komite Talenta Jabatan Profesional III Hutama Karya.
• Ketua Komite Talenta Jabatan Profesional II Hutama Karya.
• Penasihat Komite Pengarah TI Hutama Karya.
• Vice Chairman of the Sustainability Committee Steering Team of Hutama Karya.
• Member of the Level I Sanctions Committee of Hutama Karya.
• Member of the Professional Level III Talent Committee of Hutama Karya.
• Chairman of the Professional Level II Talent Committee of Hutama Karya.
• Advisor of the IT Steering Committee of Hutama Karya.
Pengalaman Kerja • General Manager Produksi PT Brantas Abipraya (Persero) (2012–2014).
Work Experience • Direktur Wilayah Timur PT Hutama Karya (Persero) (2014–2018).
• Direktur Operasi III PT Hutama Karya (Persero) (2018–2020).
• Direktur Operasi III PT Wijaya Karya (Persero) Tbk (2020–2021).
• Direktur Utama PT Brantas Abipraya (Persero) (2021–2026).
• Wakil Direktur Utama PT Hutama Karya (Persero) (2026–sekarang).
• General Manager of Production at PT Brantas Abipraya (Persero) (2012–2014).
• Eastern Region Director at PT Hutama Karya (Persero) (2014–2018).
• Operations Director III at PT Hutama Karya (Persero) (2018–2020).
• Operations Director III at PT Wijaya Karya (Persero) Tbk (2020–2021).
• President Director at PT Brantas Abipraya (Persero) (2021–2026).
• Vice President Director at PT Hutama Karya (Persero) (2026–present).
Periode Menjabat 2026–2031, Periode Pertama.
Term of Office 2026–2031, First Period.
Kepemilikan Saham -
di Hutama Karya
Share Ownership
in Hutama Karya
PT Hutama Karya (Persero)
2025 Annual Report 89
Page 90
Eka Setya Adrianto
Direktur Keuangan
Finance Director
Kewarganegaraan | Citizenship
Warga Negara Indonesia | Indonesian Citizen
Domisili | Domicile
Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Bandung pada tahun 1984.
Usia 41 tahun Per Desember 2025.
Born in Bandung in 1984.
Age 41 years old as of December 2025.
Riwayat Pendidikan • Sarjana Akuntansi dari Universitas Gadjah Mada, Yogyakarta (2008).
Educational Background • Magister Manajemen dari Universitas Indonesia (2024).
• Bachelor of Accounting from Gadjah Mada University, Yogyakarta (2008).
• Master of Management from University of Indonesia (2024).
Sertifikasi • Qualified Risk Governance Professional (2023).
Certification • Chartered Accountant.
• Qualified Risk Governance Professional (2023).
• Chartered Accountant.
Riwayat Jabatan
Employment History
Dasar Hukum Diangkat menjadi Direktur Keuangan & Manajemen Risiko untuk pertama kalinya berdasarkan Surat Keputusan Menteri Badan
Pengangkatan Usaha Milik Negara No. SK-92/MBU/04/2022 tanggal 4 April 2022. Kemudian diangkat kembali sebagai Direktur Keuangan
Legal Basis of berdasarkan Surat Keputusan Menteri Badan Usaha Milik Negara Nomor: SK-66/MBU/03/2024 tentang Pemberhentian dan
Appointment Pengangkatan Anggota-anggota Dewan Direksi Perusahaan Perseroan (Persero) PT Hutama Karya tanggal 15 Maret 2024.
Appointed as Finance & Risk Management Director for the first time based on the Decree of the Minister of State-Owned Enterprises
Number SK-92/MBU/04/2022 dated April 4, 2022. Subsequently, reappointed as Finance Director based on the Decree of the Minister
of State-Owned Enterprises Number SK-66/MBU/03/2024 concerning the Dismissal and Appointment of Members of the Board of
Directors of PT Hutama Karya (Persero) dated March 15, 2024.
Jabatan Rangkap • Pembina Komite Risiko Investasi Hutama Karya.
Concurrent Position • Anggota Tim Pengarah Komite Keberlanjutan Hutama Karya.
• Anggota Komite Sanksi Tingkat I Hutama Karya.
• Anggota Komite Talenta Jabatan Profesional III Hutama Karya.
• Wakil Ketua Komite Pengarah TI Hutama Karya.
• Advisor of the Investment Risk Committee of Hutama Karya.
• Member of the Sustainability Committee Steering Team of Hutama Karya.
• Member of the Level I Sanctions Committee of Hutama Karya.
• Member of the Professional Level III Talent Committee of Hutama Karya.
• Vice Chairman of the IT Steering Committee of Hutama Karya.
Pengalaman Kerja • Business Strategy Manager PT Jasa Marga (Persero) Tbk (2012–2015).
Work Experience • Assistant Vice President Strategic Planning PT Jasa Marga (Persero) Tbk (2016–2017).
• Corporate Finance Group Head PT Jasa Marga (Persero) Tbk (2017–2022).
• Direktur Keuangan & Manajemen Risiko PT Hutama Karya (Persero) (2022–2024).
• Direktur Keuangan PT Hutama Karya (Persero) (2024–sekarang).
• Business Strategy Manager PT Jasa Marga (Persero) Tbk (2012–2015)
• Assistant Vice President Strategic Planning, PT Jasa Marga (Persero) Tbk (2016–2017).
• Corporate Finance Group Head PT Jasa Marga (Persero) Tbk (2017–2022).
• Finance and Risk Management Director PT Hutama Karya (Persero) (2022–2024).
• Finance Director PT Hutama Karya (Persero) (2024–present).
Periode Menjabat 2022–2027, Periode Pertama.
Term of Office 2022–2027, First Period.
Kepemilikan Saham –
di Hutama Karya
Share Ownership
in Hutama Karya
PT Hutama Karya (Persero)
90 Laporan Tahunan 2025
Page 91
Profil Perusahaan
Company Profile
Muhammad Fauzan
Direktur Human Capital & Legal
Human Capital and Legal Director
Kewarganegaraan | Citizenship
Warga Negara Indonesia | Indonesian Citizen
Domisili | Domicile
Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Bengkalis pada tahun 1973.
Usia 52 tahun Per Desember 2025.
Born in Bengkalis in 1973.
Age 52 years old as of December 2025.
Riwayat Pendidikan • Sarjana Teknik Sipil dari Institut Teknologi Sepuluh November, Surabaya (1998).
Educational Background • Magister Manajemen Keuangan dari Universitas Riau (2009).
• Doktor Manajemen Teknologi, Sekolah Interdisiplin Manajemen dan Teknologi, Institut Teknologi Sepuluh November (2024).
• Bachelor of Civil Engineering from Institut Teknologi Sepuluh November, Surabaya (1998).
• Master of Financial Management from Universitas Riau (2009).
• Doctor of Technology Management, Interdisciplinary School of Management and Technology, Institut Teknologi Sepuluh November (2024).
Sertifikasi • Insinyur Profesional Utama (2023).
Certification • Certified Risk Executive Leader (CREL) (2023)
• ASEAN Chartered Professional Engineer (2023).
• Certified HR Director (2024).
• Penilai Ahli Kegagalan Bangunan (2024).
• Sertifikasi Ahli Utama Bidang Pelaksanaan Gedung Jenjang 9 (2025)
• Ahli Teknik Bangunan Gedung (2025)
• Professional Engineer (2023).
• Certified Risk Executive Leader (CREL)(2023).
• ASEAN Chartered Professional Engineer (2023).
• Certified HR Director (2024).
• Certified Expert in Building Failure Assessment (2024).
• Main Expert Certification in Building Construction Implementation, Level 9 (2025)
• Building Engineering Expert (2025)
Riwayat Jabatan
Employment History
Dasar Hukum Diangkat menjadi Direktur Human Capital & Legal untuk pertama kalinya berdasarkan Surat Keputusan Menteri Badan Usaha Milik Negara
Pengangkatan No. SK-51/MBU/02/2021 tentang Pemberhentian dan Pengangkatan Anggota-anggota Direksi Perusahaan Perseroan (Persero) PT Hutama
Legal Basis of Karya pada tanggal 25 Februari 2021.
Appointment Appointed as Human Capital & Legal Director for the first time based on the Decree of the Minister of State-Owned Enterprises Number SK-51/
MBU/02/2021 concerning the Dismissal and Appointment of Members of the Board of Directors of PT Hutama Karya (Persero) dated February
25, 2021.
Jabatan Rangkap • Anggota Tim Pengarah Komite Keberlanjutan Hutama Karya.
Concurrent Position • Anggota Komite Sanksi Tingkat I Hutama Karya.
• Ketua Komite Sanksi Tingkat II Hutama Karya.
• Sekretaris Komite Talenta Jabatan Profesional III Hutama Karya.
• Wakil Ketua Komite Talenta Jabatan Profesional II Hutama Karya.
• Ketua Komite Talenta Jabatan Profesional I Hutama Karya.
• Pengarah Komite Perlindungan Data Pribadi Hutama Karya.
• Penasihat Komite Pengarah TI Hutama Karya.
• Member of the Sustainability Committee Steering Team of Hutama Karya.
• Member of the Level I Sanctions Committee of Hutama Karya.
• Chairman of the Level II Sanctions Committee of Hutama Karya.
• Secretary of the Professional Level III Talent Committee of Hutama Karya.
• Vice Chairman of the Professional Level II Talent Committee of Hutama Karya.
• Chairman of the Professional Level I Talent Committee of Hutama Karya.
• Steering Member of the Personal Data Protection Committee of Hutama Karya.
• Advisor of the IT Steering Committee of Hutama Karya.
Pengalaman Kerja • Berbagai posisi dari Project Manager hingga Vice Direktur Pemasaran Divisi Pengembangan Bisnis Konstruksi PT Hutama Karya (Persero)
Work Experience (1999–2011).
• General Manager Divisi Pemasaran Kantor Pusat PT Hutama Karya (Persero) di Jakarta (2012–2013).
• General Manager Divisi Gedung pada Direktorat Operasi I PT Hutama Karya (Persero) (2013–2014).
• Direksi HK Realtindo, entitas anak dari PT Hutama Karya (Persero) (2014–2016).
• Kepala Divisi Pengembangan Bisnis dan Investasi Kantor Pusat pada Direktorat Pengembangan PT Hutama Karya (Persero) (2016–2018).
• Executive Vice President Divisi Sekretaris Perusahaan PT Hutama Karya (Persero) (2018–2021).
• Direktur Human Capital & Legal PT Hutama Karya (Persero) (2021–sekarang).
• Various positions from Project Manager to Vice Director of Marketing of Construction Business Development Division, PT Hutama Karya
(Persero) (1999–2011).
• General Manager of Marketing Division of PT Hutama Karya (Persero) Head Office in Jakarta (2012–2013).
• General Manager of Building Division at Operations Directorate I PT Hutama Karya (Persero) (2013–2014).
• Board of Directors of PT HK Realtindo, a subsidiary of PT Hutama Karya (Persero) (2014–2016).
• Head of Business Development and Investment Division of Head Office at Development Directorate, PT Hutama Karya (Persero (2016–2018).
• Executive Vice President of Corporate Secretary Division of PT Hutama Karya (Persero) (2018–2021).
• Human Capital & Legal Director at Hutama Karya (2021–present).
Periode Menjabat 2021–2026, Periode Pertama.
Term of Office 2021–2026, First Period.
Kepemilikan Saham –
di Hutama Karya
Share Ownership
in Hutama Karya
PT Hutama Karya (Persero)
2025 Annual Report 91
Page 92
Gunadi
Direktur Operasi I
Operations Director I
Kewarganegaraan | Citizenship
Warga Negara Indonesia | Indonesian Citizen
Domisili | Domicile
Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Purworejo pada tahun 1968.
Usia 57 tahun Per Desember 2025.
Born in Purworejo in 1968.
Age 57 years old as of December 2025.
Riwayat Pendidikan • Sarjana Teknik Sipil dari Universitas Sebelas Maret, Surakarta (1993).
Educational Background • Magister Manajemen dari Institut Bisnis Nusantara Jakarta Timur (2019).
• Bachelor of Civil Engineering from Sebelas Maret University, Surakarta (1993).
• Master of Management from Nusantara Business Institute, East Jakarta (2019).
Sertifikasi Qualified Risk Governance Professional (2023).
Certification Qualified Risk Governance Professional (2023).
Riwayat Jabatan
Employment History
Dasar Hukum Diangkat pertama kali menjadi Direktur Operasi I berdasarkan Surat Keputusan Menteri Badan Usaha Milik Negara Nomor SK-145/
Pengangkatan MBU/07/2022 tanggal 11 Juli 2022 Jis. Pengalihan tugas dari semula Direktur Operasi I menjadi Direktur Operasi II berdasarkan Surat
Legal Basis of Keputusan Menteri Badan Usaha Milik Negara Nomor SK-224/MBU/09/2022 tanggal 30 September 2022. Pengalihan tugas menjadi
Appointment Direktur Operasi I berdasarkan Keputusan Para Pemegang Saham PT Hutama Karya Nomor 124 Tahun 2026 dan Nomor SK-053/
DI-DAM/DO/2026 tanggal 13 Februari 2026 tentang Pemberhentian, Pengalihan Tugas dan Pengangkatan Anggota-anggota Dewan
Direksi Perusahaan Perseroan (Persero) PT Hutama Karya.
Appointed for the first time as Operations Director I based on the Decree of the Minister of State-Owned Enterprises Number
SK-145/MBU/07/2022 dated July 11, 2022. Subsequently, reassigned from Operations Director I to Operations Director II based on
the Decree of the Minister of State-Owned Enterprises Number SK-224/MBU/09/2022 dated September 30, 2022. Further reassigned
as Operations Director I based on the Resolution of the Shareholders of PT Hutama Karya (Persero) Number 124 of 2026 and
Number SK-053/DI-DAM/DO/2026 dated February 13, 2026 concerning the Dismissal, Reassignment of Duties, and Appointment of
Members of the Board of Directors of the Company.
Jabatan Rangkap • Anggota Tim Pengarah Komite Keberlanjutan Hutama Karya.
Concurrent Position • Anggota Komite Sanksi Tingkat I Hutama Karya.
• Anggota Komite Talenta Jabatan Profesional III Hutama Karya.
• Pengarah Komite Perlindungan Data Pribadi Hutama Karya.
• Ketua Komite Pengarah TI Hutama Karya.
• Member of the Sustainability Committee Steering Team of Hutama Karya.
• Member of the Level I Sanctions Committee of Hutama Karya.
• Member of the Professional Level III Talent Committee of Hutama Karya.
• Steering Member of the Personal Data Protection Committee of Hutama Karya.
• Chairman of the IT Steering Committee of Hutama Karya.
Pengalaman Kerja • Berbagai posisi dari Staf Adkon hingga Kepala Divisi dari PT Waskita Karya (Persero) Tbk Divisi VI (1995–2018).
Work Experience • Senior Vice President - Division VI PT Waskita Karya (Persero) Tbk (2018–2019).
• Direktur Utama PT Waskita Infrastruktur (2019–2019).
• Direktur Operasi III PT Waskita Karya (Persero) Tbk (2019–2022).
• Direktur Operasi I PT Hutama Karya (Persero) (2022–2022).
• Direktur Operasi II PT Hutama Karya (Persero) (2022–2026).
• Direktur Operasi I PT Hutama Karya (Persero) (2026–sekarang).
• Various positions from Adkon Staff to Division Head of PT Waskita Karya (Persero) Tbk Division VI (1995–2018).
• Senior Vice President - Division VI, PT Waskita Karya (Persero) Tbk (2018–2019).
• President Director of PT Waskita Karya Infrastruktur (2019–2019).
• Operations Director III, PT Waskita Karya (Persero) Tbk (2019–2022).
• Operations Director I, PT Hutama Karya (Persero) (2022–2022).
• Operations Director II, PT Hutama Karya (Persero) (2022–2026)
• Operations Director I, PT Hutama Karya (Persero) (2026–present).
Periode Menjabat 2022–2027, Periode Pertama.
Term of Office 2022–2027, First Period.
Kepemilikan Saham –
di Hutama Karya
Share Ownership
in Hutama Karya
PT Hutama Karya (Persero)
92 Laporan Tahunan 2025
Page 93
Profil Perusahaan
Company Profile
Mardiansyah
Direktur Operasi II
Operations Director II
Kewarganegaraan | Citizenship
Warga Negara Indonesia | Indonesian Citizen
Domisili | Domicile
Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Bandung pada tahun 1978.
Usia 47 tahun Per Desember 2025.
Born in Bandung in 1978.
Age 47 years old as of December 2025.
Riwayat Pendidikan • Sarjana Teknik Sipil Universitas Bung Hatta (2002).
Educational Background • Magister di Bidang Proyek Manajemen dari Universitas Indonesia (2019).
• Master of Business Administration dari Institut Teknologi Bandung (2025).
• Bachelor of Civil Engineering, Bung Hatta University (2002).
• Master of Project Management, University of Indonesia (2019).
• Master of Business Administration from Bandung Institute of Technology (2025).
Sertifikasi • Certified Human Resources Manager (2022).
Certification • Qualified Risk Management Professional (2023).
• Insinyur Profesional Utama (2026).
• Certified Human Resources Manager (2022).
• Qualified Risk Management Professional (2023).
• Professional Engineer (2026).
Riwayat Jabatan
Employment History
Dasar Hukum Diangkat pertama kali menjadi Direktur Operasi II berdasarkan Keputusan Para Pemegang Saham PT Hutama Karya Nomor 124
Pengangkatan Tahun 2026 dan Nomor SK-053/DI-DAM/DO/2026 tanggal 13 Februari 2026 tentang Pemberhentian, Pengalihan Tugas dan
Legal Basis of Pengangkatan Anggota-anggota Dewan Direksi Perusahaan Perseroan (Persero) PT Hutama Karya.
Appointment Appointed for the first time as Operations Director II based on the Resolution of the Shareholders of PT Hutama Karya (Persero)
Number 124 of 2026 and Number SK-053/DI-DAM/DO/2026 dated February 13, 2026 concerning the Dismissal, Reassignment of
Duties, and Appointment of Members of the Board of Directors of the Company.
Jabatan Rangkap • Ketua Dewan Pengawas Dana Pensiun PT Hutama Karya (Persero).
Concurrent Position • Anggota Tim Pengarah Komite Keberlanjutan Hutama Karya.
• Anggota Komite Sanksi Tingkat I Hutama Karya.
• Anggota Komite Talenta Jabatan Profesional III Hutama Karya.
• Chairman of the Supervisory Board of the Pension Fund of PT Hutama Karya (Persero).
• Member of the Sustainability Committee Steering Team of Hutama Karya.
• Member of the Level I Sanctions Committee of Hutama Karya.
• Member of the Professional Level III Talent Committee of Hutama Karya.
Tidak memiliki rangkap jabatan pada emiten lain.
Does not hold concurrent positions in other issuers.
Pengalaman Kerja • Kepala Dept. Infrastruktur PT HK Infrastruktur (2020–2021).
Work Experience • Kepala Satuan Pengawasan Intern PT HK Infrastruktur (2021–2022).
• EVP Divisi Human Capital PT Hutama Karya (Persero) (2022–2025).
• EVP Sekretaris Perusahaan PT Hutama Karya (Persero) (2025–2026).
• Direktur Operasi II PT Hutama Karya (Persero) (2026–sekarang).
• Head of Infrastructure Department at PT HK Infrastruktur (2020–2021).
• Head of Internal Audit Unit at PT HK Infrastruktur (2021–2022).
• EVP of Human Capital Division at PT Hutama Karya (Persero) (2022–2025).
• EVP of Corporate Secretary at PT Hutama Karya (Persero) (2025–2026).
• Operations Director II at PT Hutama Karya (Persero) (2026–present).
Periode Menjabat 2026–2031, Periode Pertama.
Term of Office 2026–2031, First Period.
Kepemilikan Saham –
di Hutama Karya
Share Ownership
in Hutama Karya
PT Hutama Karya (Persero)
2025 Annual Report 93
Page 94
Iwan Hermawan
Direktur Operasi III
Operations Director III
Kewarganegaraan | Citizenship
Warga Negara Indonesia | Indonesian Citizen
Domisili | Domicile
Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Karawang pada tahun 1980.
Usia 45 tahun Per Desember 2025.
Born in Karawang in 1980.
Age 45 years old as of December 2025.
Riwayat Pendidikan • Sarjana Teknik Sipil Universitas Gadjah Mada (2004).
Educational Background • Magister Teknik Sipil Universitas Trisakti (2022).
• Magister Manajemen, Universitas Indonesia (2023).
• Bachelor of Civil Engineering, Gadjah Mada University (2004).
• Master of Civil Engineering, Trisakti University (2022).
• Master of Management Indonesian University (2023).
Sertifikasi • Insinyur Profesional Utama (2024).
Certification • ASEAN Federation of Engineering Organisations (2024).
• Insinyur Profesional Utama (2024).
• Asean Federation of Engineering Organisations (2024).
Riwayat Jabatan
Employment History
Dasar Hukum Diangkat pertama kali menjadi Direktur Operasi III berdasarkan Keputusan Para Pemegang Saham PT Hutama Karya (Persero)
Pengangkatan Nomor 124 Tahun 2026 dan Nomor SK-053/DI-DAM/DO/2026 tanggal 13 Februari 2026 tentang Pemberhentian, Pengalihan Tugas
Legal Basis of dan Pengangkatan Anggota-anggota Dewan Direksi Perusahaan Perseroan (Persero) PT Hutama Karya.
Appointment Appointed for the first time as Operations Director III based on the Resolution of the Shareholders of PT Hutama Karya (Persero)
Number 124 of 2026 and Number SK-053/DI-DAM/DO/2026 dated February 13, 2026 concerning the Dismissal, Reassignment of
Duties, and Appointment of Members of the Board of Directors of the Company.
Jabatan Rangkap • Anggota Tim Pengarah Komite Keberlanjutan Hutama Karya.
Concurrent Position • Anggota Komite Sanksi Tingkat I Hutama Karya.
• Anggota Komite Talenta Jabatan Profesional III Hutama Karya.
• Member of the Sustainability Committee Steering Team of Hutama Karya.
• Member of the Level I Sanctions Committee of Hutama Karya.
• Member of the Professional Level III Talent Committee of Hutama Karya.
Pengalaman Kerja • Vice President Bagian Teknik pada Divisi Pengembangan Jalan Tol (2018–2020).
Work Experience • Vice President Bagian Perencanaan dan Engineering pada Divisi Perencanaan Jalan Tol (2020–2021).
• EVP Divisi Perencanaan Jalan Tol (2021–2026).
• Direktur Operasi III PT Hutama Karya (Persero) (2026–sekarang).
• Vice President of Engineering at Toll Road Development Division (2018–2020).
• Vice President of Planning and Engineering at Toll Road Planning Division (2020–2021).
• EVP of Toll Road Planning Division (2021–2026).
• Operation Director III of PT Hutama Karya (Persero) (2026–present).
Periode Menjabat 2026–2031, Periode Pertama.
Term of Office 2026–2031, First Period.
Kepemilikan Saham –
di Hutama Karya
Share Ownership
in Hutama Karya
PT Hutama Karya (Persero)
94 Laporan Tahunan 2025
Page 95
Profil Perusahaan
Company Profile
Fatma Dewi Setyowati
Direktur Manajemen Risiko
Risk Management Director
Kewarganegaraan | Citizenship
Warga Negara Indonesia | Indonesian Citizen
Domisili | Domicile
Bekasi, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Grobogan pada tahun 1972.
Usia 53 tahun Per Desember 2025.
Born in Grobogan in 1972.
Age 53 years old as of December 2025.
Riwayat Pendidikan Sarjana Teknik Sipil dari Universitas Diponegoro Semarang (1996).
Educational Background Bachelor of Civil Engineering from Diponegoro University, Semarang (1996).
Sertifikasi • Qualified Risk Governance Professional (QRGP) (2024).
Certification • Insinyur Profesional Utama (2024).
• Qualified Risk Governance Professional (QRGP) (2024).
• Professional Engineer (2024).
Riwayat Jabatan
Employment History
Dasar Hukum Diangkat menjadi Direktur Manajemen Risiko untuk pertama kalinya berdasarkan Keputusan Para Pemegang Saham PT Hutama
Pengangkatan Karya Nomor 124 Tahun 2026 dan Nomor SK-053/DI-DAM/DO/2026 tanggal 13 Februari 2026 tentang Pemberhentian, Pengalihan
Legal Basis of Tugas dan Pengangkatan Anggota-anggota Dewan Direksi Perusahaan Perseroan (Persero) PT Hutama Karya.
Appointment Appointed as Risk Management Director for the first time based on the Resolution of the Shareholders of PT Hutama Karya (Persero)
Number 124 of 2026 and Number SK-053/DI-DAM/DO/2026 dated February 13, 2026 concerning the Dismissal, Reassignment of
Duties, and Appointment of Members of the Board of Directors of the Company.
Jabatan Rangkap • Anggota Tim Pengarah Komite Keberlanjutan Hutama Karya.
Concurrent Position • Anggota Komite Sanksi Tingkat I Hutama Karya.
• Anggota Komite Talenta Jabatan Profesional III Hutama Karya.
• Wakil Ketua Komite Pengarah TI Hutama Karya.
• Member of the Sustainability Committee Steering Team of Hutama Karya.
• Member of the Level I Sanctions Committee of Hutama Karya.
• Member of the Professional Level III Talent Committee of Hutama Karya.
• Vice Chairman of the IT Steering Committee of Hutama Karya.
Pengalaman Kerja • Manajer Senior pada Wilayah II PT Hutama Karya (Persero) (2016–2017).
Work Experience • Manajer Senior Divisi Infrastruktur PT Hutama Karya (Persero) (2017–2018).
• Kepala Divisi Pengendalian & Operasi PT Hutama Karya (Persero) (2019).
• Direktur Operasi I PT Hutama Karya Infrastruktur (2019–2025).
• Direktur Operasi II PT Hutama Karya Infrastruktur (2025–2026).
• Direktur Manajemen Risiko PT Hutama Karya (Persero) (2026–sekarang).
• Senior Manager, Region II at PT Hutama Karya (Persero) (2016–2017).
• Senior Manager, Infrastructure Division at PT Hutama Karya (Persero) (2017–2018).
• Head of Control & Operations Division at PT Hutama Karya (Persero) (2019).
• Operations Director I at PT Hutama Karya Infrastruktur (2019–2025).
• Operations Director II at PT Hutama Karya Infrastruktur (2025–2026).
• Risk Management Director at PT Hutama Karya (Persero) (2026–present).
Periode Menjabat 2026–2031, Periode Pertama.
Term of Office 2026–2031, First Period.
Kepemilikan Saham –
di Hutama Karya
Share Ownership
in Hutama Karya
PT Hutama Karya (Persero)
2025 Annual Report 95
Page 96
Moeharmein Zein Chaniago*
Wakil Direktur Utama
Vice President Director
Kewarganegaraan | Citizenship
Warga Negara Indonesia | Indonesian Citizen
Domisili | Domicile
Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Palembang pada tahun 1965.
Usia 60 tahun Per Desember 2025.
Born in Palembang in 1965.
Age 60 years old as of December 2025.
Riwayat Pendidikan • Sarjana Teknik Sipil dari Universitas Muhammadiyah Sumatera Utara (1996).
Educational Background • Master of Engineering and Construction dari Griffith University (2004).
• Bachelor of Civil Engineering from North Sumatera Muhammadiyah University (1996).
• Master of Engineering and Construction from Griffith University (2004).
Sertifikasi Certified Governance Oversight Professional.
Certification Certified Governance Oversight Professional.
Riwayat Jabatan
Employment History
Dasar Hukum Diangkat menjadi Wakil Direktur Utama untuk pertama kalinya berdasarkan Surat Keputusan Kepala Badan Pengaturan Badan
Pengangkatan Usaha Milik Negara dan Direktur Utama Perusahaan Perseroan (Persero) PT Danantara Asset Management Selaku Para Pemegang
Legal Basis of Saham Perusahaan Perseroan (Persero) PT Hutama Karya pada tanggal 31 Oktober 2025 Nomor 31 Tahun 2025 dan Nomor: SK.073/
Appointment DI-DAM/DO/2025 tentang Pemberhentian, Pengalihan Tugas dan Pengangkatan Anggota-Anggota Direksi Perusahaan Perseroan
(Persero) PT Hutama Karya.
Appointed as Vice President Director for the first time based on the Joint Resolution of the Head of the State-Owned Enterprises
Regulatory Agency and the President Director of PT Danantara Asset Management (Persero) acting as the Shareholders of
PT Hutama Karya (Persero) dated October 31, 2025, Number 31 of 2025 and Number SK.073/DI-DAM/DO/2025 concerning the
Dismissal, Reassignment of Duties, and Appointment of Members of the Board of Directors of the Company.
Jabatan Rangkap • Wakil Ketua Tim Pengarah Komite Keberlanjutan Hutama Karya.
Concurrent Position • Anggota Komite Sanksi Tingkat I Hutama Karya.
• Anggota Komite Talenta Jabatan Profesional III Hutama Karya.
• Ketua Komite Talenta Jabatan Profesional II Hutama Karya.
• Penasihat Komite Pengarah TI Hutama Karya.
• Vice Chairman of the Sustainability Committee Steering Team of Hutama Karya.
• Member of the Level I Sanctions Committee of Hutama Karya.
• Member of the Professional Level III Talent Committee of Hutama Karya.
• Chairman of the Professional Level II Talent Committee of Hutama Karya.
• Advisor of the IT Steering Committee of Hutama Karya.
Pengalaman Kerja • Senior Vice President of Infrastructure Division PT Nindya Karya (Persero) (2017–2020).
Work Experience • Direktur Pemasaran dan Pengembangan PT Nindya Karya (Persero) (2020–2023).
• Direktur Utama PT Nindya Karya (Persero) (2023–2025).
• Wakil Direktur Utama PT Hutama Karya (Persero) (2025).
• Senior Vice President of Infrastructure Division at PT Nindya Karya (Persero) (2017–2020).
• Marketing and Development Director at PT Nindya Karya (Persero) (2020–2023).
• President Director at PT Nindya Karya (Persero) (2023–2025).
• Vice President Director at PT Hutama Karya (Persero) (2025).
Periode Menjabat 2025, Periode Pertama.
Term of Office 2025, First Period.
Kepemilikan Saham –
di Hutama Karya
Share Ownership
in Hutama Karya
* Berhenti menjabat sejak 16 Desember 2025.
Stopped serving since December 16, 2025.
PT Hutama Karya (Persero)
96 Laporan Tahunan 2025
Page 97
Profil Perusahaan
Company Profile
Agung Fajarwanto*
Direktur Operasi I
Operations Director I
Kewarganegaraan | Citizenship
Warga Negara Indonesia | Indonesian Citizen
Domisili | Domicile
Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Surabaya pada tahun 1973.
Usia 52 tahun Per Desember 2025.
Born in Surabaya in 1973.
Age 52 years old as of December 2025.
Riwayat Pendidikan • Sarjana Teknik Sipil dari Universitas Diponegoro, Semarang (1996).
Educational Background • Magister Administrasi Bisnis Institut Teknologi Bandung (2022).
• Bachelor of Civil Engineering from Diponegoro University, Semarang (1996).
• Master of Business Administration Bandung Institute of Technology (2022)
Sertifikasi Certified Risk Governance Professional (CRGP), LSPMR (2024).
Certification Certified Risk Governance Professional (CRGP), LSPMR (2024).
Riwayat Jabatan
Employment History
Dasar Hukum Diangkat menjadi Direktur Operasi I untuk pertama kalinya berdasarkan Surat Keputusan Menteri Badan Usaha Milik Negara
Pengangkatan No. SK-224/MBU/09/2022 tentang Pemberhentian dan Pengangkatan Anggota-anggota Direksi Perusahaan Perseroan (Persero)
Legal Basis of PT Hutama Karya pada tanggal 30 September 2022.
Appointment Appointed as Operations Director I for the first time based on the Decree of the Minister of State-Owned Enterprises Number SK-224/
MBU/09/2022 concerning the Dismissal and Appointment of Members of the Board of Directors of PT Hutama Karya (Persero) dated
September 30, 2022.
Jabatan Rangkap • Anggota Tim Pengarah Komite Keberlanjutan Hutama Karya.
Concurrent Position • Anggota Komite Sanksi Tingkat I Hutama Karya.
• Anggota Komite Talenta Jabatan Profesional III Hutama Karya.
• Pengarah Komite Perlindungan Data Pribadi Hutama Karya.
• Ketua Komite Pengarah TI Hutama Karya.
• Member of the Sustainability Committee Steering Team of Hutama Karya.
• Member of the Level I Sanctions Committee of Hutama Karya.
• Member of the Professional Level III Talent Committee of Hutama Karya.
• Steering Member of the Personal Data Protection Committee of Hutama Karya.
• Chairman of the IT Steering Committee of Hutama Karya.
Pengalaman Kerja • Senior Manager II Bagian Teknik pada Div. Jalan & Jembatan, PT Hutama Karya (Persero) (2009–2013).
Work Experience • Senior Manager II Bagian Pemasaran pada Div. Jalan & Jembatan, PT Hutama Karya (Persero) (2013–2014).
• Kepala Wilayah V PT Hutama Karya (Persero) (2014–2017).
• Kepala Wilayah IV PT Hutama Karya (Persero) (2017–2018).
• Kepala atau SEVP Divisi Pengembangan Jalan Tol PT Hutama Karya (Persero) (2018–2020).
• Kepala atau EVP Divisi Pembangunan Jalan Tol PT Hutama Karya (Persero) (2020–2022).
• Direktur Operasi I PT Hutama Karya (Persero) (2022–2026).
• Senior Manager II of Engineering Division at Road & Bridge Division, PT Hutama Karya (Persero) (2009–2013).
• Senior Manager II of Marketing Division at Road & Bridge Division, PT Hutama Karya (Persero) (2013–2014).
• Head of Region V PT Hutama Karya (Persero) (2014–2017).
• Head of Region IV PT Hutama Karya (Persero) (2017–2018).
• Head or SEVP of Toll Road Development Division PT Hutama Karya (Persero) (2018–2020).
• Head or EVP of PT Hutama Karya (Persero) Toll Road Development Division (2020–2022).
• Operations Director I in PT Hutama Karya (Persero) (2022–2026).
Periode Menjabat 2022–2026, Periode Pertama.
Term of Office 2022–2026, First Period.
Kepemilikan Saham –
di Hutama Karya
Share Ownership
in Hutama Karya
* Berhenti menjabat sejak 13 Februari 2026.
Stopped serving since February 13, 2026.
PT Hutama Karya (Persero)
2025 Annual Report 97
Page 98
Sugiarti*
Direktur Manajemen Risiko
Risk Management Director
Kewarganegaraan | Citizenship
Warga Negara Indonesia | Indonesian Citizen
Domisili | Domicile
Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Semarang pada tahun 1965.
Usia 61 tahun Per Desember 2025.
Born in Semarang in 1965.
Age 61 years old as of December 2025.
Riwayat Pendidikan • Sarjana Ekonomi Manajemen dari Universitas Diponegoro Semarang (1987).
Educational Background • Magister Manajemen dari Universitas Diponegoro, Semarang (2021).
• Bachelor of Economics Management from Diponegoro University Semarang (1987).
• Master of Management from Diponegoro University (2021).
Sertifikasi Qualified Risk Governance Professional (QRGP) (2024).
Certification Qualified Risk Governance Professional (QRGP) (2024).
Riwayat Jabatan
Employment History
Dasar Hukum Diangkat menjadi Direktur Manajemen Risiko untuk pertama kalinya berdasarkan Surat Keputusan Menteri Badan Usaha Milik
Pengangkatan Negara Nomor: SK-66/MBU/03/2024 tentang Pemberhentian dan Pengangkatan Anggota-anggota Dewan Direksi Perusahaan
Legal Basis of Perseroan (Persero) PT Hutama Karya tanggal 15 Maret 2024.
Appointment Appointed as Risk Management Director for the first time based on the Decree of the Minister of State-Owned Enterprises Number
SK-66/MBU/03/2024 concerning the Dismissal and Appointment of Members of the Board of Directors of PT Hutama Karya (Persero)
dated March 15, 2024.
Jabatan Rangkap • Anggota Tim Pengarah Komite Keberlanjutan Hutama Karya.
Concurrent Position • Anggota Komite Sanksi Tingkat I Hutama Karya.
• Anggota Komite Talenta Jabatan Profesional III Hutama Karya.
• Wakil Ketua Komite Pengarah TI Hutama Karya.
• Member of the Sustainability Committee Steering Team of Hutama Karya.
• Member of the Level I Sanctions Committee of Hutama Karya.
• Member of the Professional Level III Talent Committee of Hutama Karya.
• Vice Chairman of the IT Steering Committee of Hutama Karya.
Pengalaman Kerja • EVP Mass Banking Division di PT Bank Rakyat Indonesia (Persero) Tbk (2014–2016).
Work Experience • Direktur Keuangan Perum Perhutani (2016–2019).
• Direktur Keuangan PT Hutama Karya (Persero) (2019–2020).
• Direktur Utama HK Realtindo (2020–2024).
• Direktur Manajemen Risiko PT Hutama Karya (Persero) (2024–2026).
• EVP Mass Banking Division at PT Bank Rakyat Indonesia (Persero) Tbk (2015–2016).
• Finance Director of Perum Perhutani (2016–2019).
• Finance Director of PT Hutama Karya (Persero) (2019–2020).
• President Director of PT HK Realtindo (2020–2024).
• Risk Management Director at PT Hutama Karya (Persero) (2024–2026).
Periode Menjabat 2024–2026, Periode Pertama.
Term of Office 2024–2026, First Period.
Kepemilikan Saham –
di Hutama Karya
Share Ownership
in Hutama Karya
* Berhenti menjabat sejak 13 Februari 2026.
Stopped serving since February 13, 2026.
PT Hutama Karya (Persero)
98 Laporan Tahunan 2025
Page 99
Profil Perusahaan
Company Profile
Hubungan Afiliasi Anggota Direksi Affiliation Relationships of The Board
of Directors
Tabel Hubungan Afiliasi Direksi
Table of the Affiliation Relationship of the Board of Directors
Hubungan Keuangan, Keluarga dan Kepengurusan Direksi
Financial, Familial, and Management Relationships of the Board of Directors
Hubungan Keuangan Dengan Hubungan Keluarga Dengan
Financial Relationship With Familial Relationship With
Hubungan
Pemegang Pemegang Kepengurusan*
Dewan Dewan
Direksi* Saham Direksi* Saham Management
Nama Jabatan Komisaris* Komisaris*
Board of Pengendali* Board of Pengendali* Relations*
Name Position Board of Board of
Directors* Controlling Directors* Controlling
Commissioners* Commissioners*
Shareholder* Shareholder*
Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak
Yes No Yes No Yes No Yes No Yes No Yes No Yes No
Direktur Utama
Koentjoro
President Director
Wakil Direktur Utama
Sugeng Rochadi
Vice President Director
Direktur Keuangan
Eka Setya Adrianto
Finance Director
Direktur Human
Capital & Legal
Muhammad Fauzan
Human Capital
& Legal Director
Direktur Operasi I
Gunadi
Operations Director I
Direktur Operasi II
Mardiansyah
Operations Director II
Direktur Operasi III
Iwan Hermawan
Operations Director III
Direktur Manajemen
Fatma Dewi Risiko
Setyowati Risk Management
Director
Direktur Operasi I
Agung Fajarwanto**
Operations Director I
Direktur Manajemen
Risiko
Sugiarti **
Risk Management
Director
* Langsung maupun Tidak Langsung /Directly or Indirectly.
** Berhenti menjabat sejak 13 Februari 2026/ Stopped serving since February 13, 2026.
Perubahan Komposisi Anggota Direksi Changes in The Composition of The Board
dan Alasan Perubahannya of Directors and The Reasons
Selama tahun 2025, telah terjadi perubahan komposisi anggota During 2025, there have been changes in the composition of the
Direksi. Perubahan komposisi anggota Direksi dilakukan Board of Directors. This change was made in accordance with the
berdasarkan kebutuhan Perseroan. Perubahan komposisi anggota Company’s needs. The changes in the composition of the Board of
Direksi adalah sebagai berikut: Directors are as follows:
Komposisi Direksi Periode 1 Januari 2025 – Board of Directors’ Composition Period of
30 Oktober 2025 January 1 2025 – October 30, 2025
Komposisi Direksi periode 1 Januari 2025 sampai dengan The composition of the Board of Directors for the period January
30 Oktober 2025 yaitu sebanyak 7 (tujuh) orang yang terdiri dari 1, 2025 to October 30, 2025 consisted of 7 (seven) members,
1 (satu) orang Direktur Utama merangkap Plt. Wakil Direktur Utama comprising 1 (one) President Director concurrently serving as Acting
dan 6 (enam) orang Direktur. Komposisi dan dasar pengangkatan Vice President Director and 6 (six) Directors. The composition and
Direksi dapat dilihat pada tabel di bawah ini. basis of appointment of the Board of Directors are presented in the
table below.
PT Hutama Karya (Persero)
2025 Annual Report 99
Page 100
Tabel Komposisi dan Dasar Pengangkatan Direksi Periode 1 Januari 2025 – 30 Oktober 2025
Table of the Composition and Basis of Appointment of the Board of Directors for the Period January 1, 2025 – October 30, 2025
Nama Jabatan Dasar Pengangkatan Tanggal Efektif
Name Position Basis of Appointment Effective Date
Direktur Utama merangkap
SK Menteri BUMN No. SK-182/MBU/06/2020
Plt. Wakil Direktur Utama 5 Juni 2020
Budi Harto* Decree of the Minister of State-Owned Enterprises
President Director concurrently serving June 5, 2020
No. SK-182/MBU/06/2020
as Acting Vice President Director
• SK Menteri BUMN No. SK-92/MBU/04/2022
• SK Menteri BUMN No. SK-66/MBU/03/2024
Direktur Keuangan • Decree of the Minister of State-Owned Enterprises 4 April 2022
Eka Setya Adrianto
Finance Director No. SK-92/MBU/04/2022 April 4, 2022
• Decree of the Minister of State-Owned Enterprises
No. SK-66/MBU/03/2024
SK Menteri BUMN No. SK-51/MBU/02/2021
Direktur Human Capital & Legal 25 Februari 2021
Muhammad Fauzan Decree of the Minister of State-Owned Enterprises
Human Capital and Legal Director February 25, 2021
No. SK-51/MBU/02/2021
SK Menteri BUMN No. SK-224/MBU/09/2022
Direktur Operasi I 30 September 2022
Agung Fajarwanto Decree of the Minister of State-Owned Enterprises
Operations Director I September 30, 2022
No. SK-224/MBU/09/2022
• SK Menteri BUMN No. SK-145/MBU/07/2022
• SK Menteri BUMN No. SK-224/MBU/09/2022
Direktur Operasi II • Decree of the Minister of State-Owned Enterprises 11 Juli 2022
Gunadi
Operations Director II No. SK-145/MBU/07/2022 July 11, 2022
• Decree of the Minister of State-Owned Enterprises
No. SK-224/MBU/09/2022
SK Menteri BUMN No. SK-51/MBU/02/2021
Direktur Operasi III 25 Februari 2021
Koentjoro Decree of the Minister of State-Owned Enterprises
Operations Director III February 25, 2021
No. SK-51/MBU/02/2021
SK Menteri BUMN No. SK-66/MBU/03/2024
Direktur Manajemen Risiko 15 Maret 2024
Sugiarti Decree of the Minister of State-Owned Enterprises
Risk Management Director March 15, 2024
No. SK-66/MBU/03/2024
* Pada tanggal 5 Juni 2025, sehubungan dengan berakhirnya masa jabatan Budi Harto sebagai Direktur Utama merangkap Plt. Wakil Direktur Utama,
maka Dewan Komisaris menunjuk Koentjoro sebagai Plt. Direktur Utama dan Eka Setya Adrianto sebagai Plt. Wakil Direktur Utama.
On June 5, 2025, following the end of Budi Harto’s term of office as President Director, concurrently serving as Acting Vice President Director,
the Board of Commissioners appointed Koentjoro as Acting President Director and Eka Setya Adrianto as Acting Vice President Director.
Komposisi Direksi Periode 31 Oktober 2025 – Composition of The Board of Directors for The
31 Desember 2025 Period October 31, 2025 – December 31, 2025
Berdasarkan Keputusan Kepala Badan Pengaturan Badan Usaha Based on the Joint Resolution of the Head of the State-Owned
Milik Negara Dan Direktur Utama Perusahaan Perseroan (Persero) Enterprises Regulatory Agency and the President Director of
PT Danantara Asset Management Selaku Para Pemegang Saham PT Danantara Asset Management (Persero) acting as the
Perusahaan Perseroan (Persero) PT Hutama Karya Nomor 31 Tahun Shareholders of PT Hutama Karya (Persero) Number 31 of 2025
2025 dan Nomor: SK.073/DI-DAM/DO/2025 Tentang Pemberhentian, and Number SK.073/DI-DAM/DO/2025 concerning the Dismissal,
Pengalihan Tugas, dan Pengangkatan Anggota-Anggota Direksi Reassignment of Duties, and Appointment of Members of the Board
Perusahaan Perseroan (Persero) PT Hutama Karya tanggal 31 of Directors of the Company dated October 31, 2025, it was resolved
Oktober 2025 telah memutuskan: as follows:
1. Mengukuhkan pemberhentian dengan hormat Budi Harto 1. Ratify the honorable dismissal of Budi Harto as President
sebagai Direktur Utama dan Aloysius Kiik Ro sebagai Wakil Director and Aloysius Kiik Ro as Vice President Director.
Direktur Utama.
2. Mengalihkan penugasan Koentjoro semula sebagai Direktur 2. Reassign Koentjoro from his previous position as Operations
Operasi III menjadi Direktur Utama. Director III to President Director.
3. Mengangkat Moeharmein Zein Chaniago sebagai Wakil 3. Appoint Moeharmein Zein Chaniago as Vice President Director.
Direktur Utama.
Dengan demikian, komposisi Direksi periode 31 Oktober 2025 Accordingly, the composition of the Board of Directors for the
sampai dengan 31 Desember 2025 yaitu sebanyak 7 (tujuh) orang period October 31, 2025 to December 31, 2025 consisted of
yang terdiri dari 1 (satu) orang Direktur Utama, 1 (satu) orang Wakil 7 (seven) members, comprising 1 (one) President Director, 1 (one)
Direktur Utama, dan 5 (lima) orang Direktur. Komposisi dan dasar Vice President Director, and 5 (five) Directors. The composition and
pengangkatan Direksi dapat dilihat pada tabel di bawah ini. basis of appointment of the Board of Directors are presented in the
table below.
PT Hutama Karya (Persero)
100 Laporan Tahunan 2025
Page 101
Profil Perusahaan
Company Profile
Tabel Komposisi dan Dasar Pengangkatan Direksi Periode 31 Oktober 2025 – 31 Desember 2025
Table of the Composition and Basis of Appointment of the Board of Directors for the Period October 31, 2025 – December 31, 2025
Nama Jabatan Dasar Pengangkatan Tanggal Efektif
Name Position Basis of Appointment Effective Date
• SK Menteri BUMN No. SK-51/MBU/02/2021
• Keputusan BP BUMN dan PT Danantara Asset
Management (Persero) No. 31 Tahun 2025 dan
No. SK.073/DI-DAM/DO/2025
Direktur Utama • Decree of the Minister of State-Owned Enterprises 25 Februari 2021
Koentjoro
President Director No. SK-51/MBU/02/2021 February 25, 2021
• Resolution of the State-Owned Enterprises
Regulatory Agency and PT Danantara Asset
Management (Persero) No. 31 of 2025 and
No. SK.073/DI-DAM/DO/2025
Keputusan BP BUMN dan PT Danantara Asset
Management (Persero) No. 31 Tahun 2025 dan
No. SK.073/DI-DAM/DO/2025
Wakil Direktur Utama 31 Oktober 2025
Moeharmein Zein Chaniago* Resolution of the State-Owned Enterprises
Vice President Director October 31, 2025
Regulatory Agency and PT Danantara Asset
Management (Persero) No. 31 of 2025 and
No. SK.073/DI-DAM/DO/2025
• SK Menteri BUMN No. SK-92/MBU/04/2022
• SK Menteri BUMN No. SK-66/MBU/03/2024
Direktur Keuangan • Decree of the Minister of State-Owned Enterprises 4 April 2022
Eka Setya Adrianto
Finance Director No. SK-92/MBU/04/2022 April 4, 2022
• Decree of the Minister of State-Owned Enterprises
No. SK-66/MBU/03/2024
SK Menteri BUMN No. SK-51/MBU/02/2021
Direktur Human Capital & Legal 25 Februari 2021
Muhammad Fauzan Decree of the Minister of State-Owned Enterprises
Human Capital and Legal Director February 25, 2021
No. SK-51/MBU/02/2021
SK Menteri BUMN No. SK-224/MBU/09/2022
Direktur Operasi I 30 September 2022
Agung Fajarwanto** Decree of the Minister of State-Owned Enterprises
Operations Director I September 30, 2022
No. SK-224/MBU/09/2022
• SK Menteri BUMN No. SK-145/MBU/07/2022
• SK Menteri BUMN No. SK-224/MBU/09/2022
Direktur Operasi II • Decree of the Minister of State-Owned Enterprises 11 Juli 2022
Gunadi
Operations Director II No. SK-145/MBU/07/2022 July 11, 2022
• Decree of the Minister of State-Owned Enterprises
No. SK-224/MBU/09/2022
SK Menteri BUMN No. SK-66/MBU/03/2024
Direktur Manajemen Risiko 15 Maret 2024
Sugiarti Decree of the Minister of State-Owned Enterprises
Risk Management Director March 15, 2024
No. SK-66/MBU/03/2024
* Pada tanggal 19 Desember 2025, sehubungan dengan berakhirnya tugas Moeharmein Zein Chaniago sebagai Wakil Direktur Utama,
maka Dewan Komisaris menunjuk Koentjoro sebagai Plt. Wakil Direktur Utama.
** Pada tanggal 11 November 2025, sehubungan dengan pengalihan tugas Koentjoro sebagai semula Direktur Operasi III menjadi Direktur Utama,
maka Dewan Komisaris menunjuk Agung Fajarwanto sebagai Plt. Direktur Operasi III.
* On December 19, 2025, in connection with the completion of Moeharmein Zein Chaniago’s term of office as Vice President Director,
the Board of Commissioners appointed Koentjoro as Acting Vice President Director.
** On November 11, 2025, in connection with the reassignment of Koentjoro from his previous position as Operations Director III to President Director, the Board
of Commissioners appointed Agung Fajarwanto as Acting Operations Director III.
Komposisi Direksi Periode 1 Januari 2026 – Composition of The Board of Directors
12 Februari 2026 for The Period Januari 1, 2026 – February 12,
2026
Pada tanggal 19 Desember 2025, sehubungan dengan berakhirnya On December 19, 2025, in relation to the completion of the term
tugas Moeharmein Zein Chaniago sebagai Wakil Direktur Utama, of office of Moeharmein Zein Chaniago as Vice President Director,
maka Dewan Komisaris menunjuk Koentjoro sebagai Plt. Wakil the Board of Commissioners appointed Koentjoro as Acting Vice
Direktur Utama. Kemudian, pada tanggal 11 November 2025, President Director. Subsequently, on November 11, 2025, in
sehubungan dengan pengalihan tugas Koentjoro sebagai semula relation to the reassignment of Koentjoro from previously serving
Direktur Operasi III menjadi Direktur Utama, maka Dewan Komisaris as Operations Director III to President Director, the Board of
menunjuk Agung Fajarwanto sebagai Plt. Direktur Operasi III. Commissioners appointed Agung Fajarwanto as Acting Operations
Sehingga, komposisi Direksi periode 1 Januari 2026 sampai dengan Director III. Accordingly, the composition of the Board of Directors
12 Februari 2026 yaitu sebanyak 6 (enam) orang yang terdiri dari 1 for the period of January 1, 2026 to February 12, 2026 consisted of
(satu) orang Direktur Utama merangkap Plt. Wakil Direktur Utama, 6 (six) members, comprising 1 (one) President Director concurrently
PT Hutama Karya (Persero)
2025 Annual Report 101
Page 102
dan 5 (lima) orang Direktur. Komposisi dan dasar pengangkatan serving as Acting Vice President Director and 5 (five) Directors. The
Direksi dapat dilihat pada tabel di bawah ini. composition and basis of appointment of the Board of Directors are
presented in the table below.
Tabel Komposisi dan Dasar Pengangkatan Direksi Periode 1 Januari 2026 – 12 Februari 2026
Table of the Composition and Basis of Appointment of the Board of Directors for the Period January 1, 2026 – February 12, 2026
Nama Jabatan Dasar Pengangkatan Tanggal Efektif
Name Position Basis of Appointment Effective Date
• SK Menteri BUMN No. SK-51/MBU/02/2021
• Keputusan BP BUMN dan PT Danantara Asset
Management (Persero) No. 31 Tahun 2025 dan
Direktur Utama merangkap No. SK.073/DI-DAM/DO/2025
Plt. Wakil Direktur Utama • Decree of the Minister of State-Owned Enterprises 25 Februari 2021
Koentjoro
President Director concurrently No. SK-51/MBU/02/2021 February 25, 2021
serving as Acting Vice President Director • Resolution of the State-Owned Enterprises
Regulatory Agency and PT Danantara Asset Man-
agement (Persero) No. 31 of 2025 and No. SK.073/
DI-DAM/DO/2025
SK Menteri BUMN No. SK-92/MBU/04/2022
Direktur Keuangan 4 April 2022
Eka Setya Adrianto Decree of the Minister of State-Owned Enterprises
Finance Director April 4, 2022
No. SK-66/MBU/03/2024
SK Menteri BUMN No. SK-51/MBU/02/2021
Direktur Human Capital & Legal 25 Februari 2021
Muhammad Fauzan Decree of the Minister of State-Owned Enterprises
Human Capital and Legal Director February 25, 2021
No. SK-51/MBU/02/2021
Direktur Operasi I merangkap
Plt. Direktur Operasi III SK Menteri BUMN No. SK-224/MBU/09/2022
30 September 2022
Agung Fajarwanto Decree of the Minister of State-Owned Enterprises
Operations Director I concurrently September 30, 2022
No. SK-224/MBU/09/2022
serving as Acting Operations Director III
• SK Menteri BUMN No. SK-145/MBU/07/2022
• SK Menteri BUMN No. SK-224/MBU/09/2022
Direktur Operasi II • Decree of the Minister of State-Owned Enterprises 11 Juli 2022
Gunadi
Operations Director II No. SK-145/MBU/07/2022 July 11, 2022
• Decree of the Minister of State-Owned Enterprises
No. SK-224/MBU/09/2022
SK Menteri BUMN No. SK-66/MBU/03/2024
Direktur Manajemen Risiko 15 Maret 2024
Sugiarti Decree of the Minister of State-Owned Enterprises
Risk Management Director March 15, 2024
No. SK-66/MBU/03/2024
Komposisi Direksi Periode 13 Februari 2026 – Composition of The Board of Directors
Saat Ini for The Period February 13, 2026 – Present
Berdasarkan Keputusan Para Pemegang Saham Perusahaan Based on the Resolution of the Shareholders of PT Hutama Karya
Perseroan (Persero) PT Hutama Karya Nomor 124 Tahun 2026, (Persero) Number 124 of 2026 and Number SK.053/DI-DAM/
Nomor SK.053/DI-DAM/DO/2026 Tentang Pemberhentian, DO/2026 concerning the Dismissal, Reassignment of Duties, and
Pengalihan Tugas, dan Pengangkatan Anggota-Anggota Direksi Appointment of Members of the Board of Directors of the Company
Perusahaan Perseroan (Persero) PT Hutama Karya tanggal 13 dated February 13, 2026, it was resolved as follows:
Februari 2026 telah memutuskan:
1. Mengukuhkan pemberhentian dengan hormat Moeharmein 1. Ratify the honorable dismissal of Moeharmein Zein Chaniago
Zein Chaniago sebagai Wakil Direktur Utama. as Vice President Director.
2. Memberhentikan dengan hormat Agung Fajarwanto sebagai 2. Honorably dismiss Agung Fajarwanto as Operations Director I
Direktur Operasi I dan Sugiarti sebagai Direktur Manajemen and Sugiarti as Risk Management Director.
Risiko.
3. Mengalihkan penugasan Gunadi semula sebagai Direktur 3. Reassign Gunadi from his previous position as Operations
Operasi II menjadi Direktur Operasi I. Director II to Operations Director I.
4. Mengangkat nama-nama tersebut di bawah ini sebagai 4. Appoint the following individuals as members of the Board of
anggota Direksi: Directors:
PT Hutama Karya (Persero)
102 Laporan Tahunan 2025
Page 103
Profil Perusahaan
Company Profile
Nama Jabatan
Name Position
Wakil Direktur Utama
Sugeng Rochadi
Vice President Director
Direktur Operasi II
Mardiansyah
Operations Director II
Direktur Manajemen Risk
Fatma Dewi Setyowati
Risk Management Director
Direktur Operasi III
Iwan Hermawan
Operations Director III
Dengan demikian, komposisi Direksi periode 13 Februari 2026 Accordingly, the composition of the Board of Directors for the
sampai saat ini yaitu sebanyak 8 (delapan) orang yang terdiri dari period February 13, 2026 to present consists of 8 (eight) members,
1 (satu) orang Direktur Utama, 1 (satu) orang Wakil Direktur Utama, comprising 1 (one) President Director, 1 (one) Vice President Director
dan 6 (enam) orang Direktur. Komposisi dan dasar pengangkatan and 6 (six) Directors. The composition and basis of appointment of
Direksi dapat dilihat pada tabel di bawah ini. the Board of Directors are presented in the table below.
Tabel Komposisi dan Dasar Pengangkatan Direksi Periode 13 Februari 2026 – Saat ini
Table of the Composition and Basis of Appointment of the Board of Directors for the Period February 13, 2026 – Present
Nama Jabatan Dasar Pengangkatan Tanggal Efektif
Name Position Basis of Appointment Effective Date
• SK Menteri BUMN No. SK-51/MBU/02/2021
• Keputusan BP BUMN dan PT Danantara Asset Management
(Persero) No. 31 Tahun 2025 dan No. SK.073/DI-DAM/
DO/2025
Direktur Utama 25 Februari 2021
Koentjoro • Decree of the Minister of State-Owned Enterprises
President Director February 25, 2021
No. SK-51/MBU/02/2021
• Resolution of the State-Owned Enterprises Regulatory
Agency and PT Danantara Asset Management (Persero)
No. 31 of 2025 and No. SK.073/DI-DAM/DO/2025
Wakil Direktur Utama Keputusan Pemegang Saham No. SK.053/DI-DAM/DO/2026 13 Februari 2026
Sugeng Rochadi
Vice President Director Resolution of the Shareholders No. SK.053/DI-DAM/DO/2026 February 13, 2026
• SK Menteri BUMN No. SK-92/MBU/04/2022
• SK Menteri BUMN No. SK-66/MBU/03/2024
Direktur Keuangan • Decree of the Minister of State-Owned Enterprises 4 April 2022
Eka Setya Adrianto
Finance Director No. SK-92/MBU/04/2022 April 4, 2022
• Decree of the Minister of State-Owned Enterprises
No. SK-66/MBU/03/2024
SK Menteri BUMN No. SK-51/MBU/02/2021
Direktur Human Capital & Legal 25 Februari 2021
Muhammad Fauzan Decree of the Minister of State-Owned Enterprises
Human Capital and Legal Director February 25, 2021
No. SK-51/MBU/02/2021
• SK Menteri BUMN No. SK-145/MBU/07/2022
• SK Menteri BUMN No. SK-224/MBU/09/2022
• SK Menteri BUMN No. SK-053/DI-DAM/DO/2026
• Decree of the Minister of State-Owned Enterprises
Direktur Operasi I 11 Juli 2022
Gunadi No. SK-145/MBU/07/2022
Operations Director I July 11, 2022
• Decree of the Minister of State-Owned Enterprises
No. SK-224/MBU/09/2022
• Decree of the Minister of State-Owned Enterprises
No. SK-053/DI-DAM/DO/2026
Direktur Operasi II Keputusan Pemegang Saham No. SK.053/DI-DAM/DO/2026 13 Februari 2026
Mardiansyah
Operations Director II Resolution of the Shareholders No. SK.053/DI-DAM/DO/2026 February 13, 2026
Direktur Manajemen Risiko Keputusan Pemegang Saham No. SK.053/DI-DAM/DO/2026 13 Februari 2026
Fatma Dewi Setyowati
Risk Management Director Resolution of the Shareholders No. SK.053/DI-DAM/DO/2026 February 13, 2026
Direktur Operasi III Keputusan Pemegang Saham No. SK.053/DI-DAM/DO/2026 13 Februari 2026
Iwan Hermawan
Operations Director III Resolution of the Shareholders No. SK.053/DI-DAM/DO/2026 February 13, 2026
PT Hutama Karya (Persero)
2025 Annual Report 103
Page 104
Profil Dewan Komisaris
Profile of The Board of Commissioners
Denny Abdi
Komisaris Utama
President Commissioner
Kewarganegaraan | Citizenship
Warga Negara Indonesia | Indonesian Citizen
Domisili | Domicile
Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Sungai Penuh pada tahun 1970.
Usia 55 tahun Per Desember 2025.
Born in Sungai Penuh in 1970.
Age 55 years old as of December 2025.
Riwayat Pendidikan • Sarjana Ekonomi dari Universitas Andalas, Padang (1995).
Educational Background • Magister Hubungan Internasional dari Universitas Indonesia, Depok (1999).
• Bachelor of Economics from Andalas University, Padang (1995).
• Master of International Relations from University of Indonesia, Depok (1999).
Sertifikasi –
Certification
Riwayat Jabatan
Employment History
Dasar Hukum Diangkat menjadi Komisaris Utama untuk pertama kalinya berdasarkan Keputusan Para Pemegang Saham PT Hutama Karya
Pengangkatan Nomor 126 Tahun 2026 dan Nomor SK.054/DI-DAM/DO/2026 tentang Pemberhentian dan Pengangkatan Anggota-Anggota Dewan
Legal Basis of Komisaris Perusahaan Perseroan (Persero) PT Hutama Karya tanggal 13 Februari 2026.
Appointment Appointed as President Commissioner for the first time based on the Resolution of the Shareholders of PT Hutama Karya (Persero)
Number 126 of 2026 and Number SK.054/DI-DAM/DO/2026 concerning the Dismissal and Appointment of Members of the Board of
Commissioners of the Company dated February 13, 2026.
Jabatan Rangkap • Ketua Komite Tata Kelola Terintegrasi Hutama Karya.
Concurrent Position • Komite Nominasi dan Remunerasi Hutama Karya.
• Chairman of the Integrated Governance Committee of Hutama Karya.
• Chairman of the Nomination and Remuneration Committee of Hutama Karya.
Tidak memiliki rangkap jabatan pada emiten lain.
Does not hold concurrent positions in other issuers.
Pengalaman Kerja • Direktur Urusan Asia Tenggara, Kementerian Luar Negeri Republik Indonesia (2017–2021).
Work Experience • Duta Besar Republik Indonesia untuk Republik Sosialis Vietnam (2021–2025).
• Sekretaris Jenderal Kementerian Luar Negeri Republik Indonesia (2025–sekarang).
• Director for Southeast Asian Affairs at the Ministry of Foreign Affairs of the Republic of Indonesia (2017–2021).
• Ambassador of the Republic of Indonesia to the Socialist Republic of Vietnam (2021–2025).
• Secretary-General of the Ministry of Foreign Affairs of the Republic of Indonesia (2025–present).
Periode Menjabat 2026–2031, Periode Pertama.
Term of Office 2026–2031, First Period
Kepemilikan Saham –
di Hutama Karya
Share Ownership
in Hutama Karya
PT Hutama Karya (Persero)
104 Laporan Tahunan 2025
Page 105
Profil Perusahaan
Company Profile
R. Wahyu Muryadi
Komisaris Independen
Independent Commissioner
Kewarganegaraan | Citizenship
Warga Negara Indonesia | Indonesian Citizen
Domisili | Domicile
Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Surabaya pada tahun 1964.
Usia 61 tahun Per Desember 2025.
Born in Surabaya in 1964.
Age 61 years old as of December 2025.
Riwayat Pendidikan • Sarjana Ekonomi dari Universitas Airlangga, Surabaya (1988).
Educational Background • Sarjana Ekonomi dari Universitas As-Syafi’iyah, Bekasi (2014).
• Magister Management dari Universitas Bina Nusantara, Jakarta (2016).
• Bachelor of Economics from Airlangga University, Surabaya (1988).
• Bachelor of Economics from As-Syafi’iyah University, Bekasi (2014).
• Master of Management from Bina Nusantara University, Jakarta (2016)
Sertifikasi Qualified Risk Governance Professional (QRGP).
Certification Qualified Risk Governance Professional (QRGP).
Riwayat Jabatan
Employment History
Dasar Hukum Diangkat menjadi Komisaris Independen untuk pertama kalinya berdasarkan Surat Keputusan Menteri Badan Usaha Milik Negara
Pengangkatan No. SK-107/MBU/05/2019 tentang Pemberhentian dan Pengangkatan Anggota-anggota Dewan Komisaris Perusahaan Perseroan
Legal Basis of (Persero) PT Hutama Karya 28 Mei 2019. Kemudian diangkat kembali berdasarkan Surat Keputusan Menteri Badan Usaha Milik
Appointment Negara No. SK Menteri BUMN No. SK-121/MBU/05/2024.
Appointed as Independent Commissioner for the first time based on the Decree of the Minister of State-Owned Enterprises Number
SK-107/MBU/05/2019 concerning the Dismissal and Appointment of Members of the Board of Commissioners of PT Hutama Karya
(Persero) dated May 28, 2019. Subsequently, reappointed based on the Decree of the Minister of State-Owned Enterprises Number
SK-121/MBU/05/2024.
Jabatan Rangkap • Ketua Komite Manajemen Risiko dan GCG Hutama Karya.
Concurrent Position • Anggota Komite Tata Kelola Terintegrasi Hutama Karya.
• Anggota Komite Nominasi dan Remunerasi Hutama Karya.
• Chairman of the Risk Management and GCG Committee at Hutama Karya.
• Member of the Integrated Governance Committee at Hutama Karya.
• Member of the Nomination and Remuneration Committee at Hutama Karya.
Tidak memiliki rangkap jabatan pada emiten lain.
Does not hold concurrent positions in other issuers.
Pengalaman Kerja • Kepala Biro Protokol Istana Presiden (1999–2001).
Work Experience • Managing Editor Desk Nasional di Majalah Tempo (2001–2003).
• Executive Editor di Majalah Tempo (2004–2010).
• Chief Editor di Majalah Tempo (2010–2013).
• Chief Editor di Tempo TV dan Tempo Channel (2013–2016).
• CCO PT Tempo Inti Media, Tbk. (2016–2019).
• Komisaris Independen PT Hutama Karya (Persero) (2019–sekarang).
• Head of the Presidential Palace Protocol Bureau (1999–2001).
• Managing Editor of the National Desk at Tempo Magazine (2001–2003).
• Executive Editor at Tempo Magazine (2004–2010).
• Chief Editor at Tempo Magazine (2010–2013).
• Chief Editor at Tempo TV and Tempo Channel (2013–2016).
• CCO of PT Tempo Inti Media, Tbk. (2016–2019).
• Independent Commissioner of PT Hutama Karya (Persero) (2019–present).
Periode Menjabat 2019–2024, Periode Pertama.
Term of Office 2024–2029, Periode Kedua.
2019–2024, First Period.
2024–2029, Second Period.
Kepemilikan Saham –
di Hutama Karya
Share Ownership
in Hutama Karya
PT Hutama Karya (Persero)
2025 Annual Report 105
Page 106
Siti Jamaliah Lubis
Komisaris Independen
Independent Commissioner
Kewarganegaraan | Citizenship
Warga Negara Indonesia | Indonesian Citizen
Domisili | Domicile
Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Asahan pada tahun 1960.
Usia 65 tahun Per Desember 2025.
Born in Asahan in 1960.
Age 65 years old as of December 2025.
Riwayat Pendidikan • Sarjana Hukum dari Universitas Borobudur, Jakarta (2000).
Educational Background • Magister Hukum dari Universitas Islam Sumatera Utara, Medan (2025).
• Bachelor of Law from Universitas Borobudur, Jakarta (2000).
• Master of Law from Universitas Islam Sumatera Utara, Medan (2025).
Sertifikasi –
Certification
Riwayat Jabatan
Employment History
Dasar Hukum Diangkat menjadi Komisaris Independen untuk pertama kalinya berdasarkan Surat Keputusan Kepala Badan Pengaturan Badan
Pengangkatan Usaha Milik Negara dan Direktur Utama Perusahaan Perseroan (Persero) PT Danantara Asset Management Selaku Para Pemegang
Legal Basis of Saham Perusahaan Perseroan (Persero) PT Hutama Karya pada tanggal 31 Oktober 2025 Nomor 30 Tahun 2025 dan Nomor: SK.074/
Appointment DI-DAM/DO/2025 tentang Pemberhentian dan Pengangkatan Anggota-Anggota Dewan Komisaris Perusahaan Perseroan (Persero)
PT Hutama Karya.
Appointed as Independent Commissioner for the first time based on the Joint Resolution of the Head of the State-Owned
Enterprises Regulatory Agency and the President Director of PT Danantara Asset Management (Persero) acting as the Shareholders
of PT Hutama Karya (Persero) dated October 31, 2025, Number 30 of 2025 and Number SK.074/DI-DAM/DO/2025 concerning the
Dismissal and Appointment of Members of the Board of Commissioners of the Company.
Jabatan Rangkap • Ketua Komite Audit Hutama Karya.
Concurrent Position • Anggota Komite Nominasi dan Remunerasi Hutama Karya.
• Anggota Komite Tata Kelola Terintegrasi Hutama Karya.
• Chairman of the Audit Committee at Hutama Karya.
• Member of the Nomination and Remuneration Committee at Hutama Karya.
• Member of the Integrated Governance Committee at Hutama Karya.
Tidak memiliki rangkap jabatan pada emiten lain.
Does not hold concurrent positions in other issuers.
Pengalaman Kerja • Pelaksana Presiden Kongres Advokat Indonesia (2018–2019).
Work Experience • Beberapa posisi penting lainnya dalam Kongres Advokat Indonesia dan organisasi advokat di Indonesia
Ketua Umum Dewan Pimpinan Pusat Kongres Advokat Indonesia (KAI) (2025–sekarang).
• Komisaris Independen PT Hutama Karya (Persero) (2025–sekarang).
• Acting President of the Kongres Advokat Indonesia (2018–2019).
• Held various key positions within the Kongres Advokat Indonesia and other advocate organizations in Indonesia,
including as Chairman of the Central Executive Board of the Kongres Advokat Indonesia (KAI) (2025–present).
• Independent Commissioner at PT Hutama Karya (Persero) (2025–present).
Periode Menjabat 2025–2030, Periode Pertama.
Term of Office 2025–2030, First Period.
Kepemilikan Saham –
di Hutama Karya
Share Ownership
in Hutama Karya
PT Hutama Karya (Persero)
106 Laporan Tahunan 2025
Page 107
Profil Perusahaan
Company Profile
Mudanto Hatta
Komisaris Independen
Independent Commissioner
Kewarganegaraan | Citizenship
Warga Negara Indonesia | Indonesian Citizen
Domisili | Domicile
Jakarta, Indonesia
Tempat dan Tahun Lahir/ Usia | Place and Year of Birth/Age
Lahir di Jakarta pada tahun 1968.
Usia 57 tahun Per Desember 2025.
Born in Jakarta in 1968.
Age 57 years old as of December 2025.
Riwayat Pendidikan Sarjana Ilmu Sosial dan Ilmu Politik dari Universitas Katolik Parahyangan, Bandung (1994).
Educational Background Bachelor’s Degree in Social and Political Sciences from Parahyangan Catholic University, Bandung (1994).
Sertifikasi –
Certification
Riwayat Jabatan
Employment History
Dasar Hukum Diangkat menjadi Komisaris Independen untuk pertama kalinya berdasarkan Surat Keputusan Kepala Badan Pengaturan Badan
Pengangkatan Usaha Milik Negara dan Direktur Utama Perusahaan Perseroan (Persero) PT Danantara Asset Management (Persero) selaku Para
Legal Basis of Pemegang Saham Perusahaan Perseroan (Persero) PT Hutama Karya pada tanggal 31 Oktober 2025 Nomor 30 Tahun 2025 dan
Appointment Nomor: SK.074/DI-DAM/DO/2025 tentang Pemberhentian dan Pengangkatan Anggota-Anggota Dewan Komisaris Perusahaan
Perseroan (Persero) PT Hutama Karya.
Appointed as Independent Commissioner for the first time based on the Joint Resolution of the Head of the State-Owned
Enterprises Regulatory Agency and the President Director of PT Danantara Asset Management (Persero) acting as the Shareholders
of PT Hutama Karya (Persero) dated October 31, 2025, Number 30 of 2025 and Number SK.074/DI-DAM/DO/2025 concerning the
Dismissal and Appointment of Members of the Board of Commissioners of the Company.
Jabatan Rangkap • Wakil Ketua Komite Audit Hutama Karya.
Concurrent Position • Anggota Komite Nominasi dan Remunerasi Hutama Karya.
• Anggota Komite Tata Kelola Terintegrasi Hutama Karya.
• Komisaris PT Lumina Persada Mandiri.
• Komisaris PT Agro Sumber Pertiwi.
• Vice Chairman of the Audit Committee of Hutama Karya.
• Member of the Nomination and Remuneration Committee at Hutama Karya.
• Member of the Integrated Governance Committee at Hutama Karya.
• Commissioner at PT Lumina Persada Mandiri.
• Commissioner at PT Agro Sumber Pertiwi.
Pengalaman Kerja • Account Director di PT Multimedia Prasetyakarya (1994–2004).
Work Experience • Komisaris PT Maserati Sriwijaya (2002–2006).
• Direktur Utama PT Adovelin Raharja Logistik (2005–2015).
• Direktur di PT Studio Enam Desain (2020–2025).
• Direktur Utama PT Valentina Mandiri Indonesia (2015–2025).
• Komisaris Independen PT Hutama Karya (Persero) (2025–sekarang).
• Account Director at PT Multimedia Prasetyakarya (1994–2004).
• Commissioner at PT Maserati Sriwijaya (2002–2006).
• President Director at PT Adovelin Raharja Logistik (2005–2015).
• Director at PT Studio Enam Desain (2020–2025).
• President Director at PT Valentina Mandiri Indonesia (2015–2025).
• Independent Commissioner at PT Hutama Karya (Persero) (2025–present).
Periode Menjabat 2025–2030, Periode Pertama.
Term of Office 2025–2030, First Period.
Kepemilikan Saham –
di Hutama Karya
Share Ownership
in Hutama Karya
PT Hutama Karya (Persero)
2025 Annual Report 107
Page 108
Essy Asiah
Komisaris
Commissioner
Kewarganegaraan | Citizenship
Warga Negara Indonesia | Indonesian Citizen
Domisili | Domicile
Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Jakarta pada tahun 1966.
Usia 59 tahun Per Desember 2025.
Born in Jakarta in 1966.
Age 59 years old as of December 2025.
Riwayat Pendidikan • Sarjana Teknik Lingkungan dari Institut Teknologi Bandung (1990).
Educational Background • Magister Teknik Sipil dari Universitas Indonesia, Depok (2004).
• Bachelor of Environmental Engineering from Bandung Institute of Technology (1990).
• Master of Civil Engineering from University of Indonesia, Depok (2004).
Sertifikasi –
Certification
Riwayat Jabatan
Employment History
Dasar Hukum Diangkat menjadi Komisaris untuk pertama kalinya berdasarkan Surat Keputusan Kepala Badan Pengaturan Badan Usaha Milik
Pengangkatan Negara dan Direktur Utama Perusahaan Perseroan (Persero) PT Danantara Asset Management Selaku Para Pemegang Saham
Legal Basis of Perusahaan Perseroan (Persero) PT Hutama Karya pada tanggal 31 Oktober 2025 Nomor 30 Tahun 2025 dan Nomor: SK.074/
Appointment DI-DAM/DO/2025 tentang Pemberhentian dan Pengangkatan Anggota - Anggota Dewan Komisaris Perusahaan Perseroan (Persero)
PT Hutama Karya.
Appointed as Commissioner for the first time based on the Joint Resolution of the Head of the State-Owned Enterprises Regulatory
Agency and the President Director of PT Danantara Asset Management (Persero) acting as the Shareholders of PT Hutama
Karya (Persero) dated October 31, 2025, Number 30 of 2025 and Number SK.074/DI-DAM/DO/2025 concerning the Dismissal and
Appointment of Members of the Board of Commissioners of the Company.
Jabatan Rangkap • Wakil Ketua Komite Manajemen Risiko dan GCG Hutama Karya.
Concurrent Position • Anggota Komite Nominasi dan Remunerasi Hutama Karya.
• Anggota Komite Tata Kelola Terintegrasi Hutama Karya.
• Vice Chairman of the Risk Management and GCG Committee at Hutama Karya.
• Member of the Nomination and Remuneration Committee at Hutama Karya.
• Member of the Integrated Governance Committee at Hutama Karya.
Tidak memiliki rangkap jabatan pada emiten lain.
Does not hold concurrent positions in other issuers.
Pengalaman Kerja • Kepala Subdirektorat Perencanaan Teknis Prasarana Strategis, Direktorat Prasarana Strategis, Direktorat Jenderal Cipta Karya,
Work Experience Kementerian Pekerjaan Umum dan Perumahan Rakyat (2020–2022).
• Direktur Prasarana Strategis, Direktorat Jenderal Cipta Karya, Kementerian Pekerjaan Umum dan Perumahan Rakyat
(2022–2025).
• Sekretaris Direktorat Jenderal Prasarana Strategis, Direktorat Jenderal Prasarana Strategis, Kementerian Pekerjaan Umum
(2025–sekarang).
• Komisaris PT Hutama Karya (Persero) (2025–sekarang).
• Head of Sub-Directorate of Strategic Infrastructure Technical Planning, Directorate of Strategic Infrastructure, Directorate General
of Human Settlements, Ministry of Public Works and Housing (2020–2022).
• Director of Strategic Infrastructure, Directorate General of Human Settlements, Ministry of Public Works and Housing (2022–2025).
• Secretary of the Directorate General of Strategic Infrastructure, Directorate General of Strategic Infrastructure, Ministry of Public
Works (2025–present).
• Commissioner at PT Hutama Karya (Persero) (2025–present).
Periode Menjabat 2025–2030, Periode Pertama.
Term of Office 2025–2030, First Period.
Kepemilikan Saham –
di Hutama Karya
Share Ownership
in Hutama Karya
PT Hutama Karya (Persero)
108 Laporan Tahunan 2025
Page 109
Profil Perusahaan
Company Profile
Mukri
Komisaris
Commissioner
Kewarganegaraan | Citizenship
Warga Negara Indonesia | Indonesian Citizen
Domisili | Domicile
Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Jakarta pada tahun 1965.
Usia 60 tahun Per Desember 2025.
Born in Jakarta in 1965.
Age 60 years old as of December 2025.
Riwayat Pendidikan • Sarjana Ilmu Hukum dari Universitas 17 Agustus 1945, Jakarta (1987).
Educational Background • Magister Ilmu Hukum dari Sekolah Tinggi Ilmu Hukum “IBLAM”, Jakarta (2004).
• Doktor Ilmu Hukum dari Universitas Airlangga, Surabaya (2015)
• Bachelor of Law from University of 17 August 1945, Jakarta (1987).
• Master of Law from IBLAM School of Law, Jakarta (2004).
• Doctor of Law from Airlangga University, Surabaya (2015).
Sertifikasi Certified Government Chief Audit Executive (CGCAE) (2022).
Certification Certified Government Chief Audit Executive (CGCAE) (2022).
Riwayat Jabatan
Employment History
Dasar Hukum Diangkat menjadi Komisaris untuk pertama kalinya berdasarkan Keputusan Para Pemegang Saham PT Hutama Karya Nomor 126
Pengangkatan Tahun 2026 dan Nomor SK.054/DI-DAM/DO/2026 tentang Pemberhentian dan Pengangkatan Anggota-Anggota Dewan Komisaris
Legal Basis of Perusahaan Perseroan (Persero) PT Hutama Karya tanggal 13 Februari 2026.
Appointment Appointed as Commissioner for the first time based on the Resolution of the Shareholders of PT Hutama Karya (Persero) Number
126 of 2026 and Number SK.054/DI-DAM/DO/2026 concerning the Dismissal and Appointment of Members of the Board of
Commissioners of the Company dated February 13, 2026.
Jabatan Rangkap • Wakil Ketua Komite Audit Hutama Karya.
Concurrent Position • Wakil Ketua Komite Manajemen Risiko dan GCG Hutama Karya.
• Anggota Komite Nominasi dan Remunerasi Hutama Karya.
• Anggota Komite Tata Kelola Terintegrasi Hutama Karya.
• Vice Chairman of the Audit Committee of Hutama Karya.
• Vice Chairman of the Risk Management and GCG Committee of Hutama Karya.
• Member of the Nomination and Remuneration Committee of Hutama Karya.
• Member of the Integrated Governance Committee of Hutama Karya.
Tidak memiliki rangkap jabatan pada emiten lain.
Does not hold concurrent positions in other issuers.
Pengalaman Kerja • Inspektur IV Jaksa Agung Muda Pengawasan (2021–2022).
Work Experience • Kepala Kejaksaan Tinggi Kalimantas Selatan (2022–2024).
• Sekretaris Jaksa Agung Muda Tindak Pidana Umum (2024–2025)
• Jaksa Ahli Utama pada Badan Diklat Kejaksaan Republik Indonesia (2025–sekarang).
• Komisaris PT Hutama Karya (Persero) (2026–sekarang).
• Inspector IV at the Deputy Attorney General for Supervision (2021–2022).
• Head of the High Prosecutor’s Office of South Kalimantan (2022–2024).
• Secretary to the Deputy Attorney General for General Crimes (2024–2025).
• Principal Prosecutor at the Education and Training Agency of the Attorney General’s Office of the Republic of Indonesia
(2025–present).
• Commissioner at PT Hutama Karya (Persero) (2026–present).
Periode Menjabat 2026–2031, Periode Pertama.
Term of Office 2026–2031, First Period.
Kepemilikan Saham –
di Hutama Karya
Share Ownership
in Hutama Karya
PT Hutama Karya (Persero)
2025 Annual Report 109
Page 110
Yudo Margono*
Komisaris Utama merangkap Komisaris Independen
President Commissioner concurrently serving as Independent Commissioner
Kewarganegaraan | Citizenship
Warga Negara Indonesia | Indonesian Citizen
Domisili | Domicile
Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Madiun pada tahun 1965.
Usia 60 tahun Per Desember 2025.
Born in Madiun in 1965.
Age 60 years old as of December 2025.
Riwayat Pendidikan • Sarjana Manajemen dari Universitas Krisnadwipayana, Bekasi (2014).
Educational Background • Magister Manajemen dari Universitas Krisnadwipayana, Bekasi (2016).
• Magister Terapan Operasi Laut dari Sekolah Staf dan Komando Angkatan Laut (Seskoal) (2020).
• Bachelor of Management from Krisnadwipayana University, Bekasi (2014).
• Master of Management from Krisnadwipayana University, Bekasi (2016).
• Applied Master’s Degree in Naval Operations from the Naval Command and Staff College (Seskoal) (2020).
Sertifikasi Sertifikasi Manajemen Risiko (QRGP).
Certification Risk Management Certification (QRGP).
Riwayat Jabatan
Employment History
Dasar Hukum Diangkat menjadi Komisaris Utama merangkap Komisaris Independen untuk pertama kalinya berdasarkan Surat Keputusan
Pengangkatan Menteri Badan Usaha Milik Negara SK-28/MBU/01/2024 tentang Pemberhentian dan Pengangkatan Komisaris Utama Perusahaan
Legal Basis of Perseroan (Persero) PT Hutama Karya tanggal 31 Januari 2024.
Appointment Appointed as President Commissioner concurrently serving as Independent Commissioner for the first time based on the Decree of
the Minister of State-Owned Enterprises Number SK-28/MBU/01/2024 concerning the Dismissal and Appointment of the President
Commissioner of PT Hutama Karya (Persero) dated January 31, 2024.
Jabatan Rangkap Tidak memiliki rangkap jabatan, baik sebagai anggota Dewan Komisaris, anggota Direksi, dan/atau anggota komite serta jabatan
Concurrent Position lainnya baik di dalam maupun di luar Emiten atau Perusahaan Publik.
Does not hold concurrent positions as a member of the Board of Commissioners, member of the Board of Directors, and/or member
of committees or other positions, whether within or outside the Issuer or Public Company.
Pengalaman Kerja • Pangkogabwilhan I (2019–2020).
Work Experience • Kepala Staf Angkatan Laut (KSAL) (2020–2022).
• Panglima TNI (2022–2023).
• Komisaris Utama merangkap Komisaris Independen PT Hutama Karya (Persero) (2026–sekarang).
• Commander of Joint Regional Defense Command I (2019–2020).
• Chief of Naval Staff (KSAL) (2020–2022).
• Commander of the Indonesian National Armed Forces (TNI) (2022–2023).
• President Commissioner concurrently serving as Independent Commissioner at PT Hutama Karya (Persero) (2026–present).
Periode Menjabat 2024–2026, Periode Pertama.
Term of Office 2024–2026, First Period.
Kepemilikan Saham –
di Hutama Karya
Share Ownership
in Hutama Karya
* Berhenti menjabat sejak 13 Februari 2026.
Stopped serving since February 13, 2026.
PT Hutama Karya (Persero)
110 Laporan Tahunan 2025
Page 111
Profil Perusahaan
Company Profile
Andus Winarno*
Komisaris
Commissioner
Kewarganegaraan | Citizenship
Warga Negara Indonesia | Indonesian Citizen
Domisili | Domicile
Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Gombong pada tahun 1971.
Usia 54 tahun Per Desember 2025.
Born in Gombong in 1971.
Age 54 years old as of December 2025.
Riwayat Pendidikan • Sarjana Ilmu Ekonomi dari Universitas Merdeka, Malang (1994).
Educational Background • Magister Ilmu Hukum dari Universitas Indonesia, Jakarta (2012).
• Bachelor of Economics from Merdeka University, Malang (1994).
• Master of Law from Universitas Indonesia, Jakarta (2012).
Sertifikasi • Certification in Audit Committee Practices - IKAI (2024).
Certification • Qualified Risk Governance Professional - Lembaga Sertifikasi Profesi-Mitra Kalyana Sejahtera (2024).
• Certification in Audit Committee Practices - IKAI (2024).
• Qualified Risk Governance Professional - Professional Certification Institute Mitra Kalyana Sejahtera (2024).
Riwayat Jabatan
Employment History
Dasar Hukum Diangkat menjadi Komisaris untuk pertama kalinya berdasarkan Surat Keputusan Kepala Badan Pengaturan Badan Usaha Milik
Pengangkatan Negara dan Direktur Utama Perusahaan Perseroan (Persero) PT Danantara Asset Management Selaku Para Pemegang Saham
Legal Basis of Perusahaan Perseroan (Persero) PT Hutama Karya pada tanggal 31 Oktober 2025 Nomor 30 Tahun 2025 dan Nomor: SK.074/
Appointment DI-DAM/DO/2025 tentang Pemberhentian dan Pengangkatan Anggota - Anggota Dewan Komisaris Perusahaan Perseroan (Persero)
PT Hutama Karya.
Appointed as Commissioner for the first time based on the Joint Resolution of the Head of the State-Owned Enterprises Regulatory
Agency and the President Director of PT Danantara Asset Management (Persero) acting as the Shareholders of PT Hutama
Karya (Persero) dated October 31, 2025, Number 30 of 2025 and Number SK.074/DI-DAM/DO/2025 concerning the Dismissal and
Appointment of Members of the Board of Commissioners of the Company.
Jabatan Rangkap • Staf Ahli Bidang Industri Kementerian BUMN (2023–sekarang).
Concurrent Position • Expert Staff for Industrial Affairs at the Ministry of State-Owned Enterprises (2023–present).
Tidak memiliki rangkap jabatan pada emiten lain.
Does not hold concurrent positions in other issuers.
Pengalaman Kerja • Komisaris PT Kereta Api Indonesia (Persero) (2017–2019).
Work Experience • Komisaris PT Angkasa Pura II (Persero) (2019–2023).
• Staf Ahli Bidang Industri Kementerian BUMN (2023–sekarang).
• Komisaris PT Pelabuhan Indonesia (Persero) (2024–2025).
• Komisaris PT Hutama Karya (Persero) (2025-2026).
• Commissioner at PT Kereta Api Indonesia (Persero) (2017–2019).
• Commissioner at PT Angkasa Pura II (Persero) (2019–2023).
• Expert Staff for Industrial Affairs at the Ministry of State-Owned Enterprises (2023–present).
• Commissioner at PT Pelabuhan Indonesia (Persero) (2024–2025).
• Commissioner at PT Hutama Karya (Persero) (2025–2026).
Periode Menjabat 2025–2026, Periode Pertama.
Term of Office 2025–2026, First Period.
Kepemilikan Saham –
di Hutama Karya
Share Ownership
in Hutama Karya
* Berhenti menjabat sejak 13 Februari 2026.
Stopped serving since February 13, 2026.
PT Hutama Karya (Persero)
2025 Annual Report 111
Page 112
Hubungan Afiliasi Anggota Dewan Affiliation Relationships of The Board
Komisaris of Commissioners
Tabel Hubungan Afiliasi Dewa Komisaris
Table of the Affiliation Relationship of the Board of Commissioners
Hubungan Keuangan, Keluarga dan Kepengurusan Komisaris
Financial, Familial, and Management Relationships of the Board of Commissioners
Hubungan Keuangan Dengan Hubungan Keluarga Dengan
Financial Relationship With Familial Relationship With
Hubungan
Pemegang Pemegang Kepengurusan*
Dewan Dewan
Direksi* Saham Direksi* Saham Management
Nama Jabatan Komisaris* Komisaris*
Board of Pengendali* Board of Pengendali* Relations*
Name Position Board of Board of
Directors* Controlling Directors* Controlling
Commissioners* Commissioners*
Shareholder* Shareholder*
Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak
Yes No Yes No Yes No Yes No Yes No Yes No Yes No
Komisaris Utama
Denny Abdi President
Commissioner
Komisaris Independen
R. Wahyu Muryadi Independent
Commissioner
Komisaris Independen
Siti Jamaliah Lubis Independent
Commissioner
Komisaris Independen
Mudanto Hatta Independent
Commissioner
Komisaris
Essy Asiah
Commissioner
Komisaris
Mukri
Commissioner
Komisaris Utama
merangkap Komisaris
Independen
President
Yudo Margono**
Commissioner
concurrently serving
as Independent
Commissioner
Komisaris
Andus Winarno**
Commissioner
* Langsung maupun Tidak Langsung /Directly or indirectly.
** Berhenti menjabat sejak 13 Februari 2026/ Stopped serving since February 13, 2026.
Perubahan Komposisi Anggota Dewan Changes in The Composition of The Board
Komisaris dan Alasan Perubahannya of Commissioners and The Reasons for
The Changes
Selama tahun 2025, telah terjadi perubahan komposisi anggota Throughout 2025, there have been changes in the composition
Dewan Komisaris. Perubahan komposisi anggota Dewan Komisaris of the Board of Commissioners. These changes were made based
dilakukan berdasarkan kebutuhan Perseroan. Perubahan komposisi on the needs of the Company. The details of the changes in the
anggota Dewan Komisaris adalah sebagai berikut: composition of the Board of Commissioners are as follows:
PT Hutama Karya (Persero)
112 Laporan Tahunan 2025
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Profil Perusahaan
Company Profile
Komposisi Dewan Komisaris Periode 1 Januari Composition of The Board of Commissioners
2025 – 30 Oktober 2025 for The Period January 1, 2025 – October 30,
2025
Komposisi Dewan Komisaris periode 1 Januari 2025 sampai The composition of the Board of Commissioners for the period
dengan 30 Oktober 2025 yaitu sebanyak 7 (tujuh) orang yang January 1, 2025 to October 30, 2025 consisted of 7 (seven)
terdiri dari 1 (satu) orang Komisaris Utama merangkap sebagai members, comprising 1 (one) President Commissioner concurrently
Komisaris Independen, 1 (satu) orang Wakil Komisaris Utama serving as Independent Commissioner, 1 (one) Vice President
merangkap sebagai Komisaris Independen, 2 (dua) orang Komisaris Commissioner concurrently serving as Independent Commissioner,
Independen, dan 3 (tiga) orang Komisaris. Komposisi dan dasar 2 (two) Independent Commissioners, and 3 (three) Commissioners.
pengangkatan Dewan Komisaris dapat dilihat pada tabel di bawah The composition and basis of appointment of the Board of
ini. Commissioners are presented in the table below.
Tabel Komposisi dan Dasar Pengangkatan Dewan Komisaris Periode 1 Januari 2025 – 30 Oktober 2025
Table of the Composition and Basis of Appointment of the Board of Commissioners
for the Period January 1, 2025 – October 30, 2025
Nama Jabatan Dasar Pengangkatan Tanggal Efektif
Name Position Basis of Appointment Effective Date
Komisaris Utama merangkap
Komisaris Independen SK Menteri BUMN No. SK-28/MBU/01/2024
31 Januari 2024
Yudo Margono President Commissioner Decree of the Minister of State-Owned Enterprises
January 31, 2024
concurrently serving as No. SK-28/MBU/01/2024
Independent Commissioner
Wakil Komisaris Utama merangkap
Komisaris Independen SK Menteri BUMN No. SK-146/ MBU/05/2020
14 Mei 2020
Muhamad Lukman Edy* Vice President Commissioner Decree of the Minister of State-Owned Enterprises
May 14, 2020
concurrently serving as No. SK-146/MBU/05/2020
Independent Commissioner
SK Menteri BUMN No. SK-316/ MBU/09/2021
Komisaris Independen 27 September 2021
Agung Sabar Santoso Decree of the Minister of State-Owned Enterprises
Independent Commissioner September 27, 2021
No. SK-316/MBU/09/2021
• SK Menteri BUMN No. SK-107/ MBU/05/2019
• SK Menteri BUMN No. SK-121/MBU/05/2024
Komisaris Independen • Decree of the Minister of State-Owned 28 Mei 2019
R. Wahyu Muryadi
Independent Commissioner Enterprises No. SK-107/MBU/05/2019 May 28, 2019
• Decree of the Minister of State-Owned
Enterprises No. SK-121/MBU/05/2024
• SK Menteri BUMN No. SK-107/ MBU/05/2019
• SK Menteri BUMN No. SK-121/MBU/05/2024
Komisaris • Decree of the Minister of State-Owned 28 Mei 2019
Chairiah
Commissioner Enterprises No. SK-107/MBU/05/2019 May 28, 2019
• Decree of the Minister of State-Owned
Enterprises No. SK-121/MBU/05/2024
• SK Menteri BUMN No. SK-45/MBU/02/2020
• SK Menteri BUMN No. SK-146/MBU/05/2020
Komisaris • Decree of the Minister of State-Owned 7 Februari 2020
Susdiyarto Agus Praptono**
Commissioner Enterprises No. SK-45/MBU/02/2020 February 7, 2020
• Decree of the Minister of State-Owned
Enterprises No. SK-146/MBU/05/2020
SK Menteri BUMN No. SK-61/MBU/03/2023
Komisaris 30 Maret 2023
Iwan Suprijanto Decree of the Minister of State-Owned Enterprises
Commissioner March 30, 2023
No. SK-61/MBU/03/2023
* Berhenti menjabat sejak 14 Mei 2025/Stopped serving since May 14, 2025.
** Berhenti menjabat sejak 7 Februari 2025/ Stopped serving since February 7, 2025.
PT Hutama Karya (Persero)
2025 Annual Report 113
Page 114
Komposisi Dewan Komisaris Composition of The Board of Commissioners
Periode 31 Oktober 2025 – 31 Desember 2025 for The Period October 31, 2025 – December
31, 2025
Berdasarkan Keputusan Kepala Badan Pengaturan Badan Usaha Based on the Joint Resolution of the Head of the State-Owned
Milik Negara dan Direktur Utama Perusahaan Perseroan (Persero) Enterprises Regulatory Agency and the President Director of PT
PT Danantara Asset Management Selaku Para Pemegang Saham Danantara Asset Management (Persero) acting as the Shareholders
Perusahaan Perseroan (Persero) PT Hutama Karya Nomor 30 Tahun of PT Hutama Karya (Persero) Number 30 of 2025 and No. SK.074/
2025 dan No. SK.074/DI-DAM/DO/2025 Tentang Pemberhentian DI-DAM/DO/2025 concerning the Dismissal and Appointment of
dan Pengangkatan Anggota-Anggota Dewan Komisaris Perusahaan Members of the Board of Commissioners of the Company dated
Perseroan (Persero) PT Hutama Karya tanggal 31 Oktober 2025 telah October 31, 2025, it was resolved as follows:
memutuskan:
1. Mengukuhkan pemberhentian dengan hormat Muhammad 1. Ratify the honorable dismissal of Muhammad Lukman Edy
Lukman Edy sebagai Wakil Komisaris Utama merangkap as Vice President Commissioner concurrently serving as
Komisaris Independen dan Susdiyarto Agus Praptono sebagai Independent Commissioner and Susdiyarto Agus Praptono as
Komisaris. Commissioner.
2. Memberhentikan dengan hormat Agung Sabar Santoso 2. Honorably dismiss Agung Sabar Santoso as Independent
sebagai Komisaris Independen, Iwan Suprijanto sebagai Commissioner, Iwan Suprijanto as Commissioner, and
Komisaris dan Chairiah sebagai Komisaris. Chairiah as Commissioner.
3. Mengangkat nama-nama tersebut di bawah ini sebagai 3. Appoint the following individuals as members of the Board of
anggota Dewan Komisaris: Commissioners:
Nama Jabatan
Name Position
Komisaris Independen
Siti Jamaliah Lubis
Independent Commissioner
Komisaris
Essy Asiah
Commissioner
Komisaris
Andus Winarno
Commissioner
Komisaris Independen
Mudanto Hatta
Independent Commissioner
Sehingga komposisi Dewan Komisaris periode 31 Oktober 2025 Accordingly, the composition of the Board of Commissioners for the
sampai dengan 31 Desember 2026 yaitu sebanyak 6 (enam) orang period October 31, 2025 to December 31, 2026 consisted of 6 (six)
yang terdiri dari 1 (satu) orang Komisaris Utama merangkap sebagai members, comprising 1 (one) President Commissioner concurrently
Komisaris Independen, 3 (tiga) orang Komisaris Independen dan serving as Independent Commissioner, 3 (three) Independent
2 (dua) orang Komisaris. Komposisi dan dasar pengangkatan Dewan Commissioners, and 2 (two) Commissioners. The composition and
Komisaris dapat dilihat pada tabel di bawah ini. basis of appointment of the Board of Commissioners are presented
in the table below.
Tabel Komposisi dan Dasar Pengangkatan Dewan Komisaris Periode 31 Oktober 2025 – 31 Desember 2025
Table of the Composition and Basis of Appointment of the Board of Commissioners for the Period October 31, 2025 –
December 31, 2025
Nama Jabatan Dasar Pengangkatan Tanggal Efektif
Name Position Basis of Appointment Effective Date
Komisaris Utama merangkap
Komisaris Independen SK Menteri BUMN No. SK-28/MBU/01/2024
31 Januari 2024
Yudo Margono President Commissioner Decree of the Minister of State-Owned Enterprises
January 31, 2024
concurrently serving as No. SK-28/MBU/01/2024
Independent Commissioner
• SK Menteri BUMN No. SK-107/ MBU/05/2019
• SK Menteri BUMN No. SK-121/MBU/05/2024
Komisaris Independen • Decree of the Minister of State-Owned 28 Mei 2019
R. Wahyu Muryadi
Independent Commissioner Enterprises No. SK-107/MBU/05/2019 May 28, 2019
• Decree of the Minister of State-Owned
Enterprises No. SK-121/MBU/05/2024
PT Hutama Karya (Persero)
114 Laporan Tahunan 2025
Page 115
Profil Perusahaan
Company Profile
Nama Jabatan Dasar Pengangkatan Tanggal Efektif
Name Position Basis of Appointment Effective Date
SK Kepala BP BUMN dan Direktur Utama
PT Danantara Asset Management (Persero) No. 30
Tahun 2025 dan No.SK.074/DI-DAM/DO/2025
Komisaris Independen Decree of the Head of the State-Owned 31 Oktober 2025
Siti Jamaliah Lubis
Independent Commissioner Enterprises Regulatory Agency and the President October 31, 2025
Director of PT Danantara Asset Management
(Persero) No. 30 of 2025 and No. SK.074/DI-DAM/
DO/2025
SK Kepala BP BUMN dan Direktur Utama
PT Danantara Asset Management (Persero) No. 30
Tahun 2025 dan No.SK.074/DI-DAM/DO/2025
Komisaris Independen Decree of the Head of the State-Owned 31 Oktober 2025
Mudanto Hatta
Independent Commissioner Enterprises Regulatory Agency and the President October 31, 2025
Director of PT Danantara Asset Management
(Persero) No. 30 of 2025 and No. SK.074/DI-DAM/
DO/2025
SK Kepala BP BUMN dan Direktur Utama
PT Danantara Asset Management (Persero) No. 30
Tahun 2025 dan No.SK.074/DI-DAM/DO/2025
Komisaris Decree of the Head of the State-Owned 31 Oktober 2025
Essy Asiah
Commissioner Enterprises Regulatory Agency and the President October 31, 2025
Director of PT Danantara Asset Management
(Persero) No. 30 of 2025 and No. SK.074/DI-DAM/
DO/2025
SK Kepala BP BUMN dan Direktur Utama
PT Danantara Asset Management (Persero) No. 30
Tahun 2025 dan No.SK.074/DI-DAM/DO/2025
Komisaris Decree of the Head of the State-Owned 31 Oktober 2025
Andus Winarno
Commissioner Enterprises Regulatory Agency and the President October 31, 2025
Director of PT Danantara Asset Management
(Persero) No. 30 of 2025 and No. SK.074/DI-DAM/
DO/2025
Komposisi Dewan Komisaris Composition of The Board of Commissioners
Periode 1 Januari 2026 – 12 Februari 2026 for The Period January 1, 2026 – February 12,
2026
Komposisi Dewan Komisaris periode 1 Januari 2026 sampai dengan The composition of the Board of Commissioners for the period of
12 Februari 2026 yaitu sebanyak 6 (enam) orang yang terdiri dari January 1, 2026 to February 12, 2026 consisted of 6 (six) members,
1 (satu) orang Komisaris Utama merangkap sebagai Komisaris comprising 1 (one) President Commissioner concurrently serving as
Independen, 3 (tiga) orang Komisaris Independen dan 2 (dua) orang Independent Commissioner, 3 (three) Independent Commissioners,
Komisaris. Komposisi dan dasar pengangkatan Dewan Komisaris and 2 (two) Commissioners. The composition and basis of
dapat dilihat pada tabel di bawah ini. appointment of the Board of Commissioners are presented in the
table below.
Tabel Komposisi dan Dasar Pengangkatan Dewan Komisaris Periode 1 Januari 2026 – 12 Februari 2026
Table of the Composition and Basis of Appointment of the Board of Commissioners for the Period January 1, 2026 –
February 12, 2026
Nama Jabatan Dasar Pengangkatan Tanggal Efektif
Name Position Basis of Appointment Effective Date
Komisaris Utama merangkap
Komisaris Independen SK Menteri BUMN No. SK-28/MBU/01/2024
31 Januari 2024
Yudo Margono President Commissioner Decree of the Minister of State-Owned Enterprises
January 31, 2024
concurrently serving as No. SK-28/MBU/01/2024
Independent Commissioner
• SK Menteri BUMN No. SK-107/ MBU/05/2019
• SK Menteri BUMN No. SK-121/MBU/05/2024
Komisaris Independen • Decree of the Minister of State-Owned 28 Mei 2019
R. Wahyu Muryadi
Independent Commissioner Enterprises No. SK-107/MBU/05/2019 May 28, 2019
• Decree of the Minister of State-Owned
Enterprises No. SK-121/MBU/05/2024
PT Hutama Karya (Persero)
2025 Annual Report 115
Page 116
Nama Jabatan Dasar Pengangkatan Tanggal Efektif
Name Position Basis of Appointment Effective Date
SK Kepala BP BUMN dan Direktur Utama
PT Danantara Asset Management (Persero) No. 30
Tahun 2025 dan No.SK.074/DI-DAM/DO/2025
Komisaris Independen Decree of the Head of the State-Owned 31 Oktober 2025
Siti Jamaliah Lubis
Independent Commissioner Enterprises Regulatory Agency and the President October 31, 2025
Director of PT Danantara Asset Management
(Persero) No. 30 of 2025 and No. SK.074/DI-DAM/
DO/2025
SK Kepala BP BUMN dan Direktur Utama
PT Danantara Asset Management (Persero) No. 30
Tahun 2025 dan No.SK.074/DI-DAM/DO/2025
Komisaris Independen Decree of the Head of the State-Owned 31 Oktober 2025
Mudanto Hatta
Independent Commissioner Enterprises Regulatory Agency and the President October 31, 2025
Director of PT Danantara Asset Management
(Persero) No. 30 of 2025 and No. SK.074/DI-DAM/
DO/2025
SK Kepala BP BUMN dan Direktur Utama
PT Danantara Asset Management (Persero) No. 30
Tahun 2025 dan No.SK.074/DI-DAM/DO/2025
Komisaris Decree of the Head of the State-Owned 31 Oktober 2025
Essy Asiah
Commissioner Enterprises Regulatory Agency and the President October 31, 2025
Director of PT Danantara Asset Management
(Persero) No. 30 of 2025 and No. SK.074/DI-DAM/
DO/2025
SK Kepala BP BUMN dan Direktur Utama
PT Danantara Asset Management (Persero) No. 30
Tahun 2025 dan No.SK.074/DI-DAM/DO/2025
Komisaris Decree of the Head of the State-Owned 31 Oktober 2025
Andus Winarno
Commissioner Enterprises Regulatory Agency and the President October 31, 2025
Director of PT Danantara Asset Management
(Persero) No. 30 of 2025 and No. SK.074/DI-DAM/
DO/2025
Komposisi Dewan Komisaris Composition of The Board of Commissioners
Periode 13 Februari 2026 – Saat Ini for The Period February 13, 2026 – Present
Berdasarkan Keputusan Para Pemegang Saham Perusahaan Based on the Resolution of the Shareholders of PT Hutama Karya
Perseroan (Persero) PT Hutama Karya Nomor: 126 Tahun 2026 (Persero) Number 126 of 2026 and Number SK.054/DI-DAM/DO/2026
dan Nomor: SK.054/DI-DAM/DO/2026 Tentang Pemberhentian dan concerning the Dismissal and Appointment of Members of the
Pengangkatan Anggota-Anggota Dewan Komisaris Perusahaan Board of Commissioners of the Company dated February 13, 2026,
Perseroan (Persero) PT Hutama Karya tanggal 13 Februari 2026 it was resolved as follows:
telah memutuskan:
1. Memberhentikan dengan hormat Yudo Margono sebagai 1. Honorably dismiss Yudo Margono as President Commissioner
Komisaris Utama merangkap Komisaris Independen. concurrently serving as Independent Commissioner.
2. Mengangkat nama-nama tersebut di bawah ini sebagai 2. Appoint the following individuals as members of the Board of
anggota Dewan Komisaris. Commissioners.
Nama Jabatan
Name Position
Komisaris Utama
Denny Abdi
President Commissioner
Komisaris
Mukri
Commissioner
Sehingga komposisi Dewan Komisaris periode 13 Februari 2026 Accordingly, the composition of the Board of Commissioners for
sampai saat ini yaitu sebanyak 6 (enam) orang yang terdiri dari 1 the period February 13, 2026 to present consists of 6 (six) members,
(satu) orang Komisaris Utama, 3 (tiga) orang Komisaris Independen, comprising 1 (one) President Commissioner, 3 (three) Independent
dan 2 (dua) orang Komisaris. Komposisi dan dasar pengangkatan Commissioners, and 2 (two) Commissioners. The composition and
Dewan Komisaris dapat dilihat pada tabel di bawah ini. basis of appointment of the Board of Commissioners are presented
in the table below.
PT Hutama Karya (Persero)
116 Laporan Tahunan 2025
Page 117
Profil Perusahaan
Company Profile
Tabel Komposisi dan Dasar Pengangkatan Dewan Komisaris Periode 13 Februari 2026 – Saat Ini
Table of the Composition and Basis of Appointment of the Board of Commissioners
for the Period February 13, 2026 – Present
Nama Jabatan Dasar Pengangkatan Tanggal Efektif
Name Position Basis of Appointment Effective Date
Denny Abdi Komisaris Utama Keputusan Pemegang Saham No. SK.054/DI-DAM/
President Commissioner DO/2026 13 Februari 2026
Resolution of the Shareholders No. SK.054/DI-DAM/ February 13, 2026
DO/2026
• SK Menteri BUMN No. SK-107/ MBU/05/2019
• SK Menteri BUMN No. SK-121/MBU/05/2024
Komisaris Independen • Decree of the Minister of State-Owned Enterprises 28 Mei 2019
R. Wahyu Muryadi
Independent Commissioner No. SK-107/MBU/05/2019 May 28, 2019
• Decree of the Minister of State-Owned Enterprises
No. SK-121/MBU/05/2024
SK Kepala BP BUMN dan Direktur Utama
PT Danantara Asset Management (Persero) No. 30
Tahun 2025 dan No. SK.074/DI-DAM/DO/2025
Komisaris Independen 31 Oktober 2025
Siti Jamaliah Lubis Decree of the Head of the State-Owned Enterprises
Independent Commissioner October 31, 2025
Regulatory Agency and the President Director of
PT Danantara Asset Management (Persero) No. 30
of 2025 and No. SK.074/DI-DAM/DO/2025
SK Kepala BP BUMN dan Direktur Utama
PT Danantara Asset Management (Persero) No. 30
Tahun 2025 dan No. SK.074/DI-DAM/DO/2025
Komisaris Independen 31 Oktober 2025
Mudanto Hatta Decree of the Head of the State-Owned Enterprises
Independent Commissioner October 31, 2025
Regulatory Agency and the President Director of
PT Danantara Asset Management (Persero) No. 30
of 2025 and No. SK.074/DI-DAM/DO/2025
SK Kepala BP BUMN dan Direktur Utama
PT Danantara Asset Management (Persero) No. 30
Tahun 2025 dan No. SK.074/DI-DAM/DO/2025
Komisaris 31 Oktober 2025
Essy Asiah Decree of the Head of the State-Owned Enterprises
Commissioner October 31, 2025
Regulatory Agency and the President Director of
PT Danantara Asset Management (Persero) No. 30
of 2025 and No. SK.074/DI-DAM/DO/2025
Mukri Komisaris Keputusan Pemegang Saham No. SK.054/DI-DAM/
Commissioner DO/2026 13 Februari 2026
Resolution of the Shareholders No. SK.054/DI-DAM/ February 13, 2026
DO/2026
PT Hutama Karya (Persero)
2025 Annual Report 117
Page 118
Profil Pejabat Eksekutif
Executive Officer Profile
Hamdani
Plt. EVP Sekretaris Perusahaan
Acting EVP of Corporate Secretary
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Magelang pada tahun 1974. Usia 51 tahun Per Desember 2025.
Born in Magelang in 1974. Age 51 years old as of December 2025.
Riwayat Pendidikan • Sarjana Teknik Sipil, Universitas Diponegoro (1999).
Educational Background • Magister Manajemen, Universitas Indonesia (2023).
• Bachelor’s Degree in Civil Engineering, Diponegoro University (1999).
• Master of Management, University of Indonesia (2023).
Pengalaman Kerja • VP Pengembangan Bisnis Konstruksi (2020–2023).
Work Experience • SVP Pengembangan Bisnis, Konstruksi dan Engineering (2023–2026).
• Senior Expert Sekretaris Perusahaan (2026).
• Plt. EVP Sekretaris Perusahaan (2026–sekarang).
• VP of Construction Business Development (2020–2023).
• SVP of Business Development, Construction and Engineering (2023–2026).
• Senior Expert of Corporate Secretary (2026).
• Acting EVP of Corporate Secretary (2026–present).
Dasar Hukum Pertama kali diangkat pada 2026 berdasarkan Surat Keputusan Direksi PT Hutama Karya (Persero) Nomor SK-53/HK/III/2026.
Pengangkatan First appointed in 2026 based on the Board of Directors’ Decree of PT Hutama Karya (Persero) Number SK-53/HK/III/2026.
Legal Basis of
Appointment
Kepemilikan Saham -
di Hutama Karya
Share Ownership
in Hutama Karya
PT Hutama Karya (Persero)
118 Laporan Tahunan 2025
Page 119
Profil Perusahaan
Company Profile
Muhroni
Plt. EVP Satuan Pengawasan Intern
Acting EVP of Internal Audit Unit
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Boyolali pada tahun 1970. Usia 55 tahun Per Desember 2025.
Born in Boyolali in 1970. Age 55 years old as of December 2025.
Riwayat Pendidikan • Sarjana Manajemen STIE STIKUBANK (2004).
Educational Background • Master of Business Administration SBM-ITB (2022).
• Bachelor of Management from STIE STIKUBANK (2004).
• Master of Business Administration from SBM ITB (2022).
Pengalaman Kerja • Site Administration Manager Proyek Utama 1 (2011–2014).
Work Experience • Manajer Senior Keuangan pada Wilayah I (Medan) (2014–2017).
• Manajer Senior Bagian Keuangan pada Wilayah IV (Jatim, Jateng, DIY, Bali, NTB) (2017–2018).
• Manager Senior Keuangan Kantor Pusat (2018).
• EVP Divisi Akuntansi & Keuangan (2019–2026).
• Plt. EVP Satuan Pengawasan Intern (2026–sekarang)
• Site Administration Manager, Main Project 1 (2011–2014).
• Senior Finance Manager, Region I (Medan) (2014–2017).
• Senior Finance Manager, Region IV (East Java, Central Java, Yogyakarta, Bali, NTB) (2017–2018).
• Senior Finance Manager, Head Office (2018).
• EVP of Accounting & Finance Division (2019–2026).
• Acting EVP of Internal Audit Unit (2026–present).
Dasar Hukum Diangkat pertama kali pada tahun 2026 berdasarkan Surat Keputusan Direksi PT Hutama Karya (Persero) Nomor SK-34/HK/II/
Pengangkatan 2026 tanggal 27 Februari 2026.
Legal Basis of Appointed for the first time in 2026 based on the Board of Directors Decree of PT Hutama Karya (Persero) Number SK-34/HK/II/
Appointment 2026 dated February 27, 2026.
Kepemilikan Saham -
di Hutama Karya
Share Ownership
in Hutama Karya
Nyoman Endi Mahendra
EVP Divisi QHSSE
EVP QHSSE Division
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Singaraja pada tahun 1971. Usia 54 tahun Per Desember 2025.
Born in Singaraja in 1971. Age 54 years old as of December 2025.
Riwayat Pendidikan • Sarjana Teknik Sipil dari Universitas Udayana (1997).
Educational Background • Master of Business Administration SBM-ITB (2022).
• Bachelor of Civil Engineering from Udayana University (1997).
• Master of Business Administration from SBM ITB (2022).
Pengalaman Kerja • VP Divisi Engineering Divisi Gedung (2020–2022).
Work Experience • VP Engineering Merangkap Plt. VP Procurement Divisi Gedung (2022).
• EVP Divisi Gedung (2022–2026).
• EVP Divisi QHSSE (2026–sekarang).
• VP of Engineering Division, Building Division (2020–2022).
• VP of Engineering concurrently serving as Acting VP of Procurement, Building Division (2022).
• EVP of Building Division (2022–2026).
• EVP of QHSSE Division (2026–present).
Dasar Hukum Diangkat pertama kali pada tahun 2026 berdasarkan Surat Keputusan Direksi PT Hutama Karya (Persero) Nomor SK-37/HK/II/2026
Pengangkatan tanggal 27 Februari 2026.
Legal Basis of Appointed for the first time in 2026 based on the Board of Directors Decree of PT Hutama Karya (Persero) Number SK-37/HK/II/
Appointment 2026 dated February 27, 2026.
Kepemilikan Saham -
di Hutama Karya
Share Ownership
in Hutama Karya
PT Hutama Karya (Persero)
2025 Annual Report 119
Page 120
Juni Iranto
Plt. EVP Divisi Akuntansi & Keuangan
Acting EVP Accounting & Finance Division
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Bandung, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Salatiga pada tahun 1983. Usia 42 tahun Per Desember 2025.
Born in Salatiga in 1983. Age 42 years old as of December 2025.
Riwayat Pendidikan • Sarjana Akuntansi dari Universitas Mercubuana, Jakarta (2022).
Educational Background • Master of Business Administration dari Institut Teknologi Bandung, Bandung (2026).
• Bachelor of Accounting from Mercu Buana University, Jakarta (2022).
• Master of Business Administration from Bandung Institute of Technology, Bandung (2026).
Pengalaman Kerja • Direktur Keuangan dan Manajemen Risiko PT Hutama Marga Waskita (2021–2023).
Work Experience • Direktur Keuangan dan Manajemen Risiko PT HK Realtindo (2023–2024).
• Plt. Direktur Utama merangkap Direktur Keuangan dan Manajemen Risiko PT HK Realtindo (2023–2026).
• Sr. Expert Divisi Akuntansi & Keuangan PT Hutama Karya (Persero) (2026).
• Plt. EVP Divisi Akuntansi & Keuangan PT Hutama Karya (Persero) (2026–sekarang).
• Finance and Risk Management Director at PT Hutama Marga Waskita (2021–2023).
• Finance and Risk Management Director at PT HK Realtindo (2023–2024).
• Acting President Director concurrently serving as Finance and Risk Management Director at PT HK Realtindo (2023–2026).
• Senior Expert, Accounting & Finance Division at PT Hutama Karya (Persero) (2026).
• Acting EVP of Accounting & Finance Division at PT Hutama Karya (Persero) (2026–present).
Dasar Hukum Diangkat pertama kali pada tahun 2026 berdasarkan Surat Keputusan Direksi PT Hutama Karya (Persero) Nomor SK-37/HK/II/2026
Pengangkatan tanggal 27 Februari 2026.
Legal Basis of Appointed for the first time in 2026 based on the Board of Directors Decree of PT Hutama Karya (Persero) Number SK-37/HK/II/
Appointment 2026 dated February 27, 2026.
Kepemilikan Saham -
di Hutama Karya
Share Ownership
in Hutama Karya
Muhammad Rifqy
Plt. EVP Divisi Corporate Planning
Acting EVP Corporate Planning Division
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Surabaya pada tahun 1989. Usia 36 tahun Per Desember 2025.
Born in Surabaya in 1989. Age 36 years old as of December 2025.
Riwayat Pendidikan • Sarjana Teknik Sipil dari Institut Teknologi Sepuluh Nopember (2012).
Educational Background • Magister Manajemen dari Universitas Indonesia (2023).
• Bachelor of Civil Engineering from Sepuluh Nopember Institute of Technology (2012).
• Master of Management from Universitas Indonesia (2023).
Pengalaman Kerja • VP Corporate Monitoring & Evaluation (2021–2022).
Work Experience • VP Corporate Banking & IR (2022–2026).
• Plt. EVP Divisi Corporate Planning (2026–sekarang).
• VP of Corporate Monitoring & Evaluation (2021–2022).
• VP of Corporate Banking & Investor Relations (IR) (2022–2026).
• Acting EVP of Corporate Planning Division (2026–present).
Dasar Hukum Diangkat pertama kali pada tahun 2026 berdasarkan Surat Keputusan Direksi PT Hutama Karya (Persero) Nomor SK-37/HK/II/
Pengangkatan 2026 tanggal 27 Februari 2026.
Legal Basis of Appointed for the first time in 2026 based on the Board of Directors Decree of PT Hutama Karya (Persero) Number SK-37/HK/II/
Appointment 2026 dated February 27, 2026.
Kepemilikan Saham -
di Hutama Karya
Share Ownership
in Hutama Karya
PT Hutama Karya (Persero)
120 Laporan Tahunan 2025
Page 121
Profil Perusahaan
Company Profile
Heru Ermadi
EVP Divisi Pengembangan Bisnis & Manajemen Portofolio
EVP Business Development & Portfolio Management Division
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Magelang pada tahun 1970. Usia 55 tahun Per Desember 2025.
Born in Magelang in 1970. Age 55 years old as of December 2025.
Riwayat Pendidikan • Sarjana Teknik Sipil dari Universitas Sebelas Maret (1993).
Educational Background • Magister Teknik Sipil dari Universitas Roorke (2001).
• Magister Manajemen dari Universitas Gadjah Mada (2024).
• Bachelor of Civil Engineering from Sebelas Maret University (1993).
• Master of Civil Engineering from Roorke University (2001).
• Master of Management from Gadjah Mada University (2024).
Pengalaman Kerja • Manajer Senior Pengembangan Jalan Tol (2018–2019).
Work Experience • EVP Divisi Corporate Planning (2018–2026).
• EVP Divisi Pengembangan Bisnis & Manajemen Portofolio (2026–sekarang)
• Senior Manager, Toll Road Development (2018–2019).
• EVP of Corporate Planning Division (2018–2026).
• EVP of Business Development & Portfolio Management Division (2026–present).
Dasar Hukum Diangkat pertama kali pada tahun 2026 berdasarkan Surat Keputusan Direksi PT Hutama Karya (Persero) Nomor SK-37/HK/II/2026
Pengangkatan tanggal 27 Februari 2026.
Legal Basis of Appointed for the first time in 2026 based on the Board of Directors Decree of PT Hutama Karya (Persero) Number SK-37/HK/II/
Appointment 2026 dated February 27, 2026.
Kepemilikan Saham -
di Hutama Karya
Share Ownership
in Hutama Karya
Eko Nurmaryadi
EVP Divisi Pengelolaan Risiko, Sistem & Kepatuhan
EVP of Risk Management, Systems & Compliance Division
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Tangerang, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Sukoharjo pada tahun 1979. Usia 46 tahun Per Desember 2025.
Born in Sukoharjo in 1979. Age 46 years old as of December 2025.
Riwayat Pendidikan Sarjana Teknik Sipil dari Universitas Gadjah Mada (2003).
Educational Background Bachelor of Civil Engineering from Gadjah Mada University (2003).
Pengalaman Kerja • Auditor pada Satuan Pengawasan Intern PT Hutama Karya (Persero) (2018–2020).
Work Experience • VP Risiko Operasional Pada Divisi Manajemen Risiko (2020–2024).
• EVP Divisi Sistem & Kepatuhan (2024–2026).
• EVP Divisi Pengelolaan Risiko, Sistem & Kepatuhan (2026–sekarang)
• Auditor at the Internal Audit Unit of PT Hutama Karya (Persero) (2018–2020).
• VP of Operational Risk, Risk Management Division (2020–2024).
• EVP of Systems & Compliance Division (2024–2026).
• EVP of Risk Management, Systems & Compliance Division (2026–present).
Dasar Hukum Diangkat pertama kali pada tahun 2026 berdasarkan Surat Keputusan Direksi PT Hutama Karya (Persero) Nomor SK-37/HK/II/2026
Pengangkatan tanggal 27 Februari 2026.
Legal Basis of Appointed for the first time in 2026 based on the Board of Directors Decree of PT Hutama Karya (Persero) Number SK-37/HK/II/
Appointment 2026 dated February 27, 2026.
Kepemilikan Saham -
di Hutama Karya
Share Ownership
in Hutama Karya
PT Hutama Karya (Persero)
2025 Annual Report 121
Page 122
Paryanto
EVP Divisi Pengendalian Operasi
EVP of Operations Control Division
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Boyolali pada tahun 1972. Usia 53 tahun Per Desember 2025.
Born in Boyolali in 1972. Age 53 years old as of December 2025.
Riwayat Pendidikan • Sarjana Teknik Sipil dari Universitas Cendrawasih (1996).
Educational Background • Magister Ilmu Ekonomi dari Universitas Sebelas Maret (2009).
• Doktor Teknik Sipil dari Universitas Gadjah Mada (2021).
• Bachelor of Civil Engineering from Cendrawasih University (1996).
• Master of Economics from Sebelas Maret University (2009).
• Doctor of Civil Engineering from Gadjah Mada University (2021).
Pengalaman Kerja • Direktur Operasi PT Hutama Karya Infrastruktur (2020–2021).
Work Experience • EVP Divisi Manajemen Risiko (2021–2024).
• EVP Divisi Pengelolaan Risiko (2024–2026).
• EVP Divisi Pengendalian Operasi (2026–sekarang)
• Operations Director at PT Hutama Karya Infrastruktur (2020–2021).
• EVP of Risk Management Division (2021–2024).
• EVP of Risk Management Division (2024–2026).
• EVP of Operations Control Division (2026–present).
Dasar Hukum Diangkat pertama kali pada tahun 2026 berdasarkan Surat Keputusan Direksi PT Hutama Karya (Persero) Nomor SK-37/HK/II/2026
Pengangkatan tanggal 27 Februari 2026.
Legal Basis of Appointed for the first time in 2026 based on the Board of Directors Decree of PT Hutama Karya (Persero) Number SK-37/HK/II/
Appointment 2026 dated February 27, 2026.
Kepemilikan Saham -
di Hutama Karya
Share Ownership
in Hutama Karya
Alfa Haga Rachmady
EVP Divisi Human Capital
EVP Human Capital Division
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Bandung pada tahun 1985. Usia 40 tahun Per Desember 2025.
Born in Bandung in 1985. Age 40 years old as of December 2025.
Riwayat Pendidikan • Sarjana Ilmu Komunikasi Universitas Padjajaran (2009).
Educational Background • Magister Keuangan Sunderland University (2014).
• Bachelor of Communication Science from Padjadjaran University (2009).
• Master of Finance from Sunderland University (2014).
Pengalaman Kerja • VP Bagian Perencanaan Strategi (2021–2025).
Work Experience • EVP Divisi Human Capital (2025–sekarang).
• VP of Strategic Planning Division (2021–2025).
• EVP of Human Capital Division (2025–present).
Dasar Hukum Diangkat pertama kali pada tahun 2025 berdasarkan Surat Keputusan Direksi PT Hutama Karya (Persero) Nomor SK-90/HK/X/2025.
Pengangkatan Appointed for the first time in 2025 based on the Board of Directors Decree of PT Hutama Karya (Persero) Number SK-90/HK/X/2025.
Legal Basis of
Appointment
Kepemilikan Saham -
di Hutama Karya
Share Ownership
in Hutama Karya
PT Hutama Karya (Persero)
122 Laporan Tahunan 2025
Page 123
Profil Perusahaan
Company Profile
Sarastuti Laksmi Wardhani
Plt. EVP Divisi Legal
Acting EVP Legal Division
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Yogyakarta pada tahun 1961. Usia 62 tahun Per Desember 2025.
Born in Yogyakarta in 1961. Age 62 years old as of December 2025.
Riwayat Pendidikan • Sarjana Hukum Universitas Indonesia (1987).
Educational Background • Program Hukum Kenotariatan Universitas Indonesia (2002).
• Bachelor of Law from Universitas Indonesia (1987).
• Notarial Law Program from Universitas Indonesia (2002).
Pengalaman Kerja • Kepala Kejaksaan Negeri Kulon Progo, Yogyakarta (2010–2013).
Work Experience • KABAG. SUNPROGLAPNIL Sekretariat Jaksa Agung Muda Perdata dan Tata Usaha Negara (2013–2021).
• Plt. EVP Divisi Legal (2021–sekarang).
• Head of the District Prosecutor’s Office of Kulon Progo, Yogyakarta (2010–2013).
• Head of SUNPROGLAPNIL Division, Secretariat of the Deputy Attorney General for Civil and State Administrative Affairs
(2013–2021).
• Acting EVP of Legal Division (2021–present).
Dasar Hukum Diangkat pertama kali pada tahun 2021 berdasarkan Surat Keputusan Direksi PT Hutama Karya (Persero) No. DHCL/HC.66/UDP/
Pengangkatan 3/I/2021.
Legal Basis of Appointed for the first time in 2021 based on the Board of Directors Decree of PT Hutama Karya (Persero) No. DHCL/HC.66/UDP/
Appointment 3/I/2021
Kepemilikan Saham -
di Hutama Karya
Share Ownership
in Hutama Karya
Aji Prasetyanti
EVP Divisi Supply Chain Management
EVP of Supply Chain Management Division
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Pati pada tahun 1971. Usia 54 tahun Per Desember 2025.
Born in Pati in 1971. Age 54 years old as of December 2025.
Riwayat Pendidikan • Sarjana Teknik Sipil, Universitas Diponegoro (1995).
Educational Background • Magister Teknik Sipil, Transportasi, Institut Teknologi Bandung (1998).
• Magister Ilmu Hukum, Universitas Gadjah Mada (2014).
• Bachelor of Civil Engineering, Diponegoro University (1995).
• Master of Civil Engineering (Transportation), Bandung Institute of Technology (1998).
• Master of Law, Gadjah Mada University (2014).
Pengalaman Kerja • Kepala Wilayah II PT Hutama Karya (Persero) (2017–2018).
Work Experience • Kepala Divisi Infrastruktur PT Hutama Karya (Persero) (2018–2019).
• Direktur Utama PT Hutama Karya Infrastruktur (2019–2026).
• EVP Divisi Supply Chain Management Hutama Karya (2026–sekarang).
• Head of Region II, PT Hutama Karya (Persero) (2017–2018).
• Head of Infrastructure Division, PT Hutama Karya (Persero) (2018–2019).
• President Director, PT Hutama Karya Infrastruktur (2019–2026).
• EVP of Supply Chain Management Division, Hutama Karya (2026–present).
Dasar Hukum Diangkat pertama kali pada tahun 2026 berdasarkan Surat Keputusan Direksi PT Hutama Karya (Persero) Nomor SK-59/HK/
Pengangkatan IV/2026 tanggal 24 April 2026.
Legal Basis of Appointed for the first time in 2026 based on the Board of Directors Decree of PT Hutama Karya (Persero) Number SK-59/HK/
Appointment IV/2026 dated April 24, 2026
Kepemilikan Saham -
di Hutama Karya
Share Ownership
in Hutama Karya
PT Hutama Karya (Persero)
2025 Annual Report 123
Page 124
Arif Rahman
Plt. EVP Divisi Infrastruktur I
Acting EVP of Infrastructure Division I
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Bima pada tahun 1981. Usia 44 tahun Per Desember 2025.
Born in Bima in 1981. Age 44 years old as of December 2025.
Riwayat Pendidikan • Sarjana Teknik Sipil dari Universitas Mataram (2005).
Educational Background • Magister Teknik Sipil dari Universitas Islam Indonesia (2019).
• Bachelor of Civil Engineering from Mataram University (2005).
• Master of Civil Engineering from Islamic University of Indonesia (2019).
Pengalaman Kerja • Kepala Proyek, Proyek Pembangunan Bendungan Meninting (2019–2022).
Work Experience • Kepala Proyek The Construction of Core Infrastructure, Package 2-East Side, Mandalika Urban & Tourism Infrastructure Project
(2021–2022).
• Sr. VP Divisi EPC (2022–2026).
• Plt. EVP Divisi Infrastruktur I (2026–sekarang).
• Project Head, Meninting Dam Construction Project (2019–2022).
• Project Head, Construction of Core Infrastructure, Package 2 – East Side, Mandalika Urban & Tourism Infrastructure Project
(2021–2022).
• Senior Vice President, EPC Division (2022–2026).
• Acting EVP, Infrastructure Division I (2026–present).
Dasar Hukum Diangkat pertama kali pada tahun 2026 berdasarkan Surat Keputusan Direksi PT Hutama Karya (Persero) Nomor SK-37/HK/II/
Pengangkatan 2026 tanggal 27 Februari 2026.
Legal Basis of Appointed for the first time in 2026 based on the Board of Directors Decree of PT Hutama Karya (Persero) Number SK-37/HK/II/
Appointment 2026 dated February 27, 2026.
Kepemilikan Saham -
di Hutama Karya
Share Ownership
in Hutama Karya
Andung Damar Sasongko
Plt. EVP Divisi Infrastruktur II
Acting EVP of Infrastructure Division II
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Pacitan pada tahun 1970. Usia 55 tahun Per Desember 2025.
Born in Pacitan in 1970. Age 55 years old as of December 2025.
Riwayat Pendidikan • Sarjana Teknik Arsitektur dari Universitas Diponegoro, Semarang (1996).
Educational Background • Magister Teknik Arsitektur dari Universitas Diponegoro, Semarang (2007).
• Bachelor of Architecture Engineering from Diponegoro University, Semarang (1996).
• Master of Architecture Engineering from Diponegoro University, Semarang (2007).
Pengalaman Kerja • General Manager Departemen Konstruksi II, Direktorat Operasi PT Hutama Karya (Persero) (2018–2020).
Work Experience • Sr. Vice President Depkon II pada Divisi Sipil Umum PT Hutama Karya (Persero) (2020–2023).
• EVP Divisi QHSSE (2023–2026).
• Plt. EVP Divisi Infrastruktur II (2026–sekarang).
• General Manager, Construction Department II, Operations Directorate at PT Hutama Karya (Persero) (2018–2020).
• Senior Vice President, Depkon II, Civil Engineering Division at PT Hutama Karya (Persero) (2020–2023).
• EVP of QHSSE Division (2023–2026).
• Acting EVP of Infrastructure Division II (2026–present).
Dasar Hukum Diangkat pertama kali pada tahun 2026 berdasarkan Surat Keputusan Direksi PT Hutama Karya (Persero) Nomor SK-37/HK/II/2026
Pengangkatan tanggal 27 Februari 2026.
Legal Basis of Appointed for the first time in 2026 based on the Board of Directors Decree of PT Hutama Karya (Persero) Number SK-37/HK/II/
Appointment 2026 dated February 27, 2026.
Kepemilikan Saham -
di Hutama Karya
Share Ownership
in Hutama Karya
PT Hutama Karya (Persero)
124 Laporan Tahunan 2025
Page 125
Profil Perusahaan
Company Profile
Amy Rachmadhani Widyastuti
Plt. EVP Divisi Engineering, Riset, & Teknologi Informasi
Acting EVP of Engineering, Research & Information Technology Division
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Ujung Pandang pada tahun 1985. Usia 40 tahun Per Desember 2025.
Born in Ujung Pandang in 1985. Age 40 years old as of December 2025.
Riwayat Pendidikan • Sarjana Teknik Arsitektur dari Universitas Sebelas Maret.
Educational Background • Magister BIM IL3 University of Barcelona dari Zigurat Global Institute of Technology.
• Bachelor of Architecture Engineering from Sebelas Maret University.
• Master in BIM (IL3 University of Barcelona) from Zigurat Global Institute of Technology.
Pengalaman Kerja • VP Bagian Digital Construction (2024–2025).
Work Experience • Plt. EVP Divisi Engineering & TI (2025–2026).
• Plt. EVP Divisi Engineering, Riset, & Teknologi Informasi (2026–sekarang).
• VP of Digital Construction Division (2024 –2025).
• Acting EVP of Engineering & IT Division (2025–2026).
• Acting EVP of Engineering, Research & Information Technology Division (2026–present).
Dasar Hukum Diangkat pertama kali pada tahun 2026 berdasarkan Surat Keputusan Direksi PT Hutama Karya (Persero) Nomor SK-37/HK/II/2026
Pengangkatan tanggal 27 Februari 2026.
Legal Basis of Appointed for the first time in 2026 based on the Board of Directors Decree of PT Hutama Karya (Persero) Number SK-37/HK/II/
Appointment 2026 dated February 27, 2026.
Kepemilikan Saham -
di Hutama Karya
Share Ownership
in Hutama Karya
Ni Putu Oki Wirastuti
Plt. EVP Divisi Operasi dan Pemeliharaan Jalan Tol
Acting Executive Vice President of the Toll Road Operations and Maintenance Division
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Kudus pada tahun 1989. Usia 36 tahun Per Desember 2025.
Born in Kudus in 1989. Age 36 years old as of December 2025.
Riwayat Pendidikan • Sarjana Teknik Sipil dari Universitas Udayana (2012).
Educational Background • Master of Business Administration dari Institut Teknologi Bandung (2022).
• Bachelor of Civil Engineering from Udayana University (2012).
• Master of Business Administration from Bandung Institute of Technology (2022).
Pengalaman Kerja • Manajer Pengendalian II Bagian Pembangunan Divisi Pembangunan Jalan Tol (2018–2021)
Work Experience • VP Manajemen Risiko dan Kontrak Divisi Pembangunan Jalan Tol (2021–2025)
• SVP Departemen Operasi Divisi Operasi dan Pemeliharaan Jalan Tol (2025–2026)
• Plt. EVP Divisi Operasi dan Pemeliharaan Jalan Tol (2026–sekarang)
• Manager of Control II, Development Section, Toll Road Development Division (2018–2021)
• Vice President of Risk Management and Contracts, Toll Road Development Division (2021–2025)
• Senior Vice President of Operations Department, Toll Road Operations and Maintenance Division (2025–2026)
• Acting Executive Vice President of Toll Road Operations and Maintenance Division (2026–present)
Dasar Hukum Diangkat pertama kali pada tahun 2026 berdasarkan Surat Keputusan Direksi PT Hutama Karya (Persero) Nomor SK-59/HK/IV/
Pengangkatan 2026 tanggal 24 April 2026.
Legal Basis of Appointed for the first time in 2026 based on the Board of Directors Decree of PT Hutama Karya (Persero) NumberSK-59/HK/IV/
Appointment 2026 dated April 24, 2026.
Kepemilikan Saham -
di Hutama Karya
Share Ownership
in Hutama Karya
PT Hutama Karya (Persero)
2025 Annual Report 125
Page 126
Dwi Aryono Bayuaji
Plt. EVP Divisi Pembangunan Jalan Tol
Acting of EVP of Toll Road Development Division
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Depok, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/Age
Lahir di Solo pada tahun 1976. Usia 49 tahun Per Desember 2025.
Born in Solo in 1976. Age 49 years old as of December 2025.
Riwayat Pendidikan • Sarjana Teknik Sipil dari UNIKA Atmajaya (2000).
Educational Background • Magister Manajemen Konstruksi dari UNIKA Atmajaya (2002).
• Bachelor of Civil Engineering from Atma Jaya Catholic University of Indonesia (2000).
• Master in Construction Management from Atma Jaya Catholic University of Indonesia (2002).
Pengalaman Kerja • Vice President Bagian Pemeliharaan pada Divisi Pengusahaan Jalan Tol (2019–2021).
Work Experience • EVP Divisi Operasi dan Pemeliharaan Jalan Tol (2021–2024).
• Executive Vice President merangkap Plt. SVP Departemen Operasi Jalan Tol (2024–2026).
• Plt. EVP Divisi Pembangunan Jalan Tol (2026–sekarang)
• Vice President of Maintenance Unit, Toll Road Concession Division (2019–2021).
• EVP of Toll Road Operation and Maintenance Division (2021–2024).
• Executive Vice President concurrently serving as Acting Senior Vice President of Toll Road Operations Department
(2024–2026).
• Acting of EVP of Toll Road Development Division (2026–present)
Dasar Hukum Diangkat pertama kali pada tahun 2026 berdasarkan Surat Keputusan Direksi PT Hutama Karya (Persero) Nomor SK-59/HK/
Pengangkatan IV/2026 tanggal 24 April 2026.
Legal Basis of Appointed for the first time in 2026 based on the Board of Directors Decree of PT Hutama Karya (Persero) Number SK-59/HK/
Appointment IV/2026 tanggal 24 April 2026.
Kepemilikan Saham -
di Hutama Karya
Share Ownership
in Hutama Karya
PT Hutama Karya (Persero)
126 Laporan Tahunan 2025
Page 127
Profil Perusahaan
Company Profile
Profil Pegawai
Employee Profile
Jumlah Pegawai Berdasarkan Jenis Kelamin
Number of Employees by Gender
Tabel Jumlah Pegawai Berdasarkan Jenis Kelamin
Table of Number of Employees by Gender
(dalam satuan orang / in number of persons)
Jenis Kelamin 2025 2024 Gender
Pria 1,619 1,659 Male
Wanita 478 482 Female
Jumlah 2,097 2,141 Total
Jumlah Pegawai Berdasarkan Level Jabatan
Number of Employees by Position Level
Tabel Jumlah Pegawai Berdasarkan Level Jabatan
Table of Number of Employees by Position Level
(dalam satuan orang / in number of persons)
2025 2024
Level Jabatan Pria Wanita Pria Wanita Position Level
Total Total
Male Female Male Female
EVP & Setingkat 56 7 63 54 4 58 EVP & Equivalent
VP & Setingkat 126 13 139 105 18 123 VP & Equivalent
Manajer & Setingkat 332 29 361 258 27 285 Manager & Equivalent
Asisten Manajer & Setingkat 506 122 628 663 125 788 Assistant Manager & Equivalent
Officer 599 307 906 579 308 887 Officer
Jumlah 1,619 478 2,097 1,659 482 2,141 Total
Jumlah Pegawai Berdasarkan Tingkat Pendidikan
Number of Employees by Education Level
Tabel Jumlah Pegawai Berdasarkan Tingkat Pendidikan
Table of Number of Employees by Education Level
(dalam satuan orang / in number of persons)
2025 2024
Tingkat Pendidikan Pria Wanita Pria Wanita Education Level
Total Total
Male Female Male Female
Pasca Sarjana 380 72 452 243 42 285 Postgraduate
Sarjana 1,099 374 1,473 1,170 384 1,554 Bachelor
Diploma 68 25 93 144 49 193 Diploma
Non akademik 72 7 79 102 7 109 Non-academic
Jumlah 1,619 478 2,097 1,659 482 2,141 Total
PT Hutama Karya (Persero)
2025 Annual Report 127
Page 128
Jumlah Pegawai Berdasarkan Rentang Usia
Number of Employees by Age Range
Tabel Jumlah Pegawai Berdasarkan Rentang Usia
Table of Number of Employees by Age Range
(dalam satuan orang / in number of persons)
2025 2024
Rentang Usia Pria Wanita Pria Wanita Age Range
Total Total
Male Female Male Female
> 55 95 9 104 109 12 121 >55
50–54 142 21 163 157 24 181 50–54
45–49 133 14 147 126 14 140 45–49
40– 44 123 27 150 145 21 166 40–44
35–39 246 45 291 195 37 232 35–39
30–34 551 153 704 452 121 573 30–34
25–29 277 172 449 406 213 619 25–29
20– 24 52 37 89 69 40 109 20–24
Jumlah 1,619 478 2,097 1,659 482 2,141 Total
Jumlah Pegawai Berdasarkan Status Kepegawaian
Number of Employees by Employee Status
Tabel Jumlah Pegawai Berdasarkan Status Kepegawaian
Table of Number of Employees by Employee Status
(dalam satuan orang / in number of persons)
2025 2024
Status Kepegawaian Pria Wanita Pria Wanita Employee Status
Total Total
Male Female Male Female
Karyawan Tetap 1,120 263 1,383 1,114 260 1,374 Permanent Employee
Kontrak 499 215 714 545 222 767 Contract
Jumlah 1,619 478 2,097 1,659 482 2,141 Total
Jumlah Pegawai Berdasarkan Wilayah Kerja
Number of Employees by Work Area
Tabel Jumlah Pegawai Berdasarkan Wilayah Kerja
Table of Number of Employees by Work Area
(dalam satuan orang / in number of persons)
2025 2024
Wilayah Kerja Pria Wanita Pria Wanita Work Area
Total Total
Male Female Male Female
Kantor 838 396 1,234 818 389 1,207 Office
Proyek 609 70 679 687 77 764 Project
Regional 96 4 84 65 7 72 Regional
Ruas Jalan Tol 76 8 100 89 9 98 Toll Road Section
Jumlah 1,619 478 2,097 1,659 482 2,141 Total
PT Hutama Karya (Persero)
128 Laporan Tahunan 2025
Page 129
Profil Perusahaan
Company Profile
Pengembangan Kompetensi Pegawai Employee Competency Development
Kebijakan Pengembangan Kompetensi Competency Development Policy
Perseroan memberikan kesempatan yang sama kepada seluruh The Company provides equal opportunities to all employees to
karyawan untuk dapat mengikuti program pengembangan participate in competency development programs organized by
kompetensi yang diadakan Perseroan. Sejalan dengan the Company. In line with this principle, the Company implements
prinsip tersebut, Perseroan mengimplementasikan program intensive and continuous employee competency development
pengembangan kompetensi pekerja secara intensif dan programs.
berkesinambungan.
Pelaksanaan Pengembangan Kompetensi Implementation Of Competency Development
Pelaksanaan pengembangan kompetensi yang dilaksanakan The competency development initiatives carried out by the
Perseroan adalah sebagai berikut: company were as follows:
1. Program Beasiswa Pendidikan Lanjutan (Pasca Sarjana) 1. Postgraduate Education Scholarship Program
Bahwa untuk mendukung upaya peningkatan kualitas dan To support efforts of quality improvement and competencies
kompetensi serta mendukung kesediaan Human Capital as well as to ensure the availability of Human Capital in
sesuai dengan Rencana Jangka Panjang Perusahaan (RJPP) line with the Company’s Long-Term Plan (RJPP) regarding
terkait lini bisnis di masa yang akan datang, maka PT Hutama future business lines, PT Hutama Karya (Persero) provides a
Karya (Persero) mengadakan Program Beasiswa Pendidikan Postgraduate Education Scholarship Program for employees
Lanjutan (Pasca Sarjana) bagi karyawan yang berprestasi who are high-performing and dedicated to the Company.
dan berdedikasi bagi Perusahaan. Berikut Program Beasiswa The following domestic and international postgraduate
Pendidikan Lanjutan Dalam Negeri maupun Luar Negeri yang scholarship programs implemented by the Company are still
dilaksanakan Perusahaan yang masih berlangsung di Tahun on going in 2025, among others:
2025, antara lain:
a. Program Beasiswa Pendidikan Lanjutan Luar Negeri a. International Postgraduate Education Scholarship
Program
b. Program Beasiswa Pendidikan Lanjutan Dalam Negeri b. Domestic Postgraduate Education Scholarship Program
Sampai dengan tahun 2025, Karyawan yang As of 2025, there are 365 employees who have received
mendapatkan beasiswa Pendidikan Lanjutan Strata domestic Master’s (S-2) scholarships, with 214
2 (S-2) Dalam Negeri sejumlah 365 orang dengan scholarship recipients having graduated.
Karyasiswa yang telah lulus sejumlah 214 orang.
S2 Dalam Negeri Jumlah Pegawai
No.
Domestic Master’s (S-2) Number of Employees
1. Program Master of Business Administration Institut Teknologi Bandung
53
Master of Business Administration Program Bandung Institute of Technology
Universitas Indonesia
30
University of Indonesia
Universitas Gadjah Mada
55
Gadjah Mada University
2. Program Magister Superspesialis Institut Teknologi Bandung
13
Master of Super-Specialization Program Bandung Institute of Technology
Universitas Gadjah Mada
12
Gadjah Mada University
Institut Teknologi Sepuluh November
12
Sepuluh Nopember Institute of Technology
PT Hutama Karya (Persero)
2025 Annual Report 129
Page 130
S2 Dalam Negeri Jumlah Pegawai
No.
Domestic Master’s (S-2) Number of Employees
3. Program Magister Geoteknik Universitas Indonesia
–
Master of Geotechnical Engineering Program University of Indonesia
Institut Teknologi Bandung
31
Bandung Institute of Technology
Institut Teknologi Sepuluh November
30
Sepuluh Nopember Institute of Technology
4. Program Magister Manajemen Rekayasa Konstruksi Universitas Indonesia
21
& Manajemen Proyek University of Indonesia
Master of Construction Engineering Management
& Project Management Program Universitas Diponegoro
3
Diponegoro University
Institut Teknologi Bandung
34
Bandung Institute of Technology
Universitas Gadjah Mada
3
Gadjah Mada University
Institut Teknologi Sepuluh November
23
Sepuluh Nopember Institute of Technology
5. Program Magister Ilmu Hukum Universitas Al Azhar Indonesia
40
Master of Law Program Al Azhar University Indonesia
Universitas Gadjah Mada
2
Gadjah Mada University
6. Program Magister Teknologi Informasi Institut Teknologi Sepuluh November
2
Master of Information Technology Program Sepuluh Nopember Institute of Technology
7. Program Magister Psikologi Industri dan Organisasi Universitas Indonesia
Master of Industrial and Organizational Psychology University of Indonesia 1
Program
2. Program Kepemimpinan Lapangan & Bela Negara 2. The Leadership and State Defense Program
Sebagai bentuk dukungan terhadap visi pemerintah dalam As part of its support for the government’s vision to develop
pengembangan Sumber Daya Manusia (SDM) unggul menuju superior human resources towards a progressive Indonesia,
Indonesia Maju, PT Hutama Karya (Persero) berkomitmen PT Hutama Karya (Persero) is committed to enhancing the
untuk meningkatkan kapasitas dan kapabilitas talenta capacity and capability of its talent. High-quality talent is
perusahaan. Talenta yang berkualitas tidak hanya dibutuhkan not only required in terms of technical expertise but also in
dalam hal keahlian teknis, tetapi juga dalam sikap, perilaku, attitude, behavior, and physical fitness. Therefore, national
dan kebugaran fisik. Oleh karena itu, wawasan kebangsaan insight and state defense awareness are essential aspects
dan bela negara menjadi aspek penting yang perlu dimiliki that every Hutama Karya employee should possess. The
oleh setiap Insan Hutama. Program Pelatihan Kepemimpinan Leadership and State Defense Training Program aims to shape
Lapangan dan Bela Negara bertujuan untuk membentuk employees who are not only disciplined and knowledgeable
karyawan yang tidak hanya disiplin dan berpengetahuan, but also skilled, physically fit, and highly dedicated. Some
tetapi juga terampil, memiliki kebugaran jasmani, serta of the core competencies developed in this program include
berintegritas tinggi. Beberapa kompetensi inti yang various essential skills necessary for professional and
dikembangkan dalam program ini meliputi: personal growth:
a. Kepemimpinan: Meningkatkan kemampuan a. Leadership: Enhancing leadership skills in both self-
kepemimpinan baik dalam memimpin diri sendiri management and team management.
maupun dalam mengelola tim secara efektif.
b. Kesadaran Bela Negara: Menumbuhkan rasa cinta b. State Defense Awareness: Fostering patriotism,
tanah air, pemahaman tentang nilai-nilai Pancasila, understanding of Pancasila values, and responsibility
dan tanggung jawab terhadap negara. towards the nation.
c. Kedisiplinan: Membangun sikap disiplin tinggi dalam c. Discipline: Building a high level of discipline in work
pekerjaan dan kehidupan sehari-hari. and daily life.
d. Kerja Sama Tim: Meningkatkan kemampuan bekerja d. Teamwork: Strengthening the ability to collaborate
sama dalam tim untuk mencapai tujuan bersama. effectively to achieve common goals.
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130 Laporan Tahunan 2025
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Profil Perusahaan
Company Profile
e. Keterampilan Komunikasi: Mengembangkan e. Communication Skills: Developing effective
kemampuan berkomunikasi secara efektif dan communication skills and constructive conflict
menyelesaikan konflik dengan cara yang konstruktif. resolution.
f. Ketahanan Fisik dan Mental: Meningkatkan daya tahan f. Physical and Mental Resilience: Improving physical
fisik dan ketangguhan mental untuk menghadapi endurance and mental toughness to face challenges in
tantangan dalam pekerjaan dan kehidupan. work and life.
g. Pemecahan Masalah: Mengasah kemampuan analisis g. Problem-Solving: Sharpening analytical and problem-
dan pemecahan masalah secara cepat dan tepat. solving abilities for quick and accurate decision-
making.
h. Etika dan Integritas: Menanamkan pentingnya h. Ethics and Integrity: Instilling the importance of acting
bertindak dengan integritas dan kejujuran dalam setiap with integrity and honesty in all aspects of work.
aspek pekerjaan.
i. Manajemen Sumber Daya: Meningkatkan kemampuan i. Resource Management: Enhancing the ability to
untuk mengelola sumber daya, termasuk waktu, manage resources, including time, equipment, and
peralatan, dan tenaga manusia, dengan efisien. manpower efficiently.
j. Perencanaan dan Strategi: Mengembangkan j. Planning and Strategy: Developing the ability to
kemampuan untuk merencanakan dan plan and implement appropriate strategies to tackle
mengimplementasikan strategi yang tepat dalam challenges in the field.
menghadapi tantangan di lapangan.
Melalui pengembangan kompetensi-kompetensi tersebut, Through the development of these competencies, employees
diharapkan karyawan PT Hutama Karya (Persero) dapat of PT Hutama Karya (Persero) are expected to become resilient
menjadi pemimpin yang tangguh, profesional, dan siap and professional leaders who are prepared to face challenges
menghadapi tantangan dalam rangka mendukung visi in support of the Indonesia Maju vision. This program
Indonesia Maju. Program ini telah dilaksanakan sepanjang has been implemented throughout 2025 through various
tahun 2025 dengan berbagai kegiatan yang melibatkan activities, including field training, leadership simulations, as
pelatihan lapangan, simulasi kepemimpinan, serta latihan well as physical and mental exercises, to prepare outstanding
fisik dan mental untuk mempersiapkan talenta unggul yang talents capable of making maximum contributions.
siap berkontribusi maksimal.
1) Pelatihan Kepemimpinan Lapangan & Bela Negara 1) Advanced Field Leadership & National Defense
(Tingkat Lanjut) bagi Personel Inti Proyek (PIP) Training for Core Project Personnel (PIP) Program This
Program Pelatihan ini merupakan salah satu inisiatif training program is one of the leadership development
pengembangan kepemimpinan yang diselenggarakan initiatives organized by PT Hutama Karya (Persero)
oleh PT Hutama Karya (Persero) bekerjasama in collaboration with the Special Education and
dengan Pusat Pendidikan dan Latihan Khusus Training Center (PUSDIKLATPASSUS) of KOPASSUS.
(PUSDIKLATPASSUS) KOPASSUS. Program ini bertujuan The program aims to develop competent leaders
untuk mencetak pemimpin yang kompeten serta and enhance loyalty to the nation, the state, and the
meningkatkan loyalitas terhadap bangsa, negara, dan Company. The training is specifically designed for Core
Perusahaan. Pelatihan ini dikhususkan bagi Personil Project Personnel and was held from November 3–18,
Inti Proyek, yang diselenggarakan pada tanggal 3-18 2025, with 67 participants.
November 2025 dengan 67 peserta.
PT Hutama Karya (Persero)
2025 Annual Report 131
Page 132
2) Pelatihan Kepemimpinan Lapangan & Bela Negara 2) Basic Field Leadership & National Defense Training
Tingkat Dasar
Pelatihan Kepemimpinan Lapangan dan Bela The Field Leadership and National Defense Training
Negara diselenggarakan dengan tujuan utama untuk was conducted with the primary objective of equipping
membekali karyawan dengan sikap dan perilaku employees with disciplined attitudes and behaviors as
disiplin sebagai warga negara yang bertanggung jawab, responsible citizens, as well as enhancing basic military
serta meningkatkan pengetahuan dan keterampilan knowledge and skills to support their readiness in
dasar kemiliteran yang mendukung kesiapan mereka facing field challenges. In addition, this program also
dalam menghadapi tantangan di lapangan. Selain itu, aims to ensure that participants are in prime physical
program ini juga bertujuan untuk memastikan kondisi condition to support optimal performance in various
jasmani peserta berada dalam keadaan prima, guna company and national assignments.
mendukung kinerja yang optimal dalam berbagai tugas
perusahaan dan negara.
Pelatihan ini diselenggarakan pada tanggal 26 The training was held from November 26 to December 9,
November - 09 Desember 2025 dengan 87 peserta 2025, with 87 participants consisting of Future Leaders
yang terdiri dari karyawan Future Leaders Program Program employees and newly appointed permanent
dan karyawan yang baru ditetapkan sebagai Karyawan employees. The program aims to produce employees
Tetap. Pelatihan ini bertujuan untuk menghasilkan who not only possess strong technical capabilities
karyawan yang tidak hanya memiliki kemampuan but also demonstrate strong leadership mentality,
teknis yang mumpuni, tetapi juga memiliki mentalitas high discipline, and commitment to national values,
kepemimpinan yang kuat, disiplin tinggi, dan supporting the success of PT Hutama Karya (Persero)
komitmen terhadap nilai-nilai kebangsaan, yang in achieving its vision and contributing to national
dapat mendukung kesuksesan Hutama Karya dalam development.
mewujudkan visi perusahaan serta berkontribusi pada
kemajuan negara.
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132 Laporan Tahunan 2025
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Profil Perusahaan
Company Profile
3. Program Pelatihan dan Sertifikasi Tahun 2025 3. Training and Certification Program 2025
Bahwa dalam rangka mengembangkan dan meningkatkan In order to develop and enhance work competencies,
kompetensi kerja, produktivitas, disiplin, sikap, dan etos kerja productivity, discipline, attitude, and work ethic at the
pada tingkat keterampilan dan keahlian di bidangnya, serta skill and expertise level in their respective fields, as well as
mengurangi atau menghilangkan terjadinya kesenjangan to reduce or eliminate gaps between required and actual
antara kemampuan karyawan yang dikehendaki, maka employee capabilities, the Company conducts a Training
Perusahaan mengadakan Program Pelatihan dan Sertifikasi and Certification Program in accordance with job levels
sesuai dengan jenjang dan kualifikasi jabatan dan pekerjaan. and qualifications. The following are some of the training
Berikut adalah beberapa pelatihan yang telah dilakukan pada programs conducted in 2025, among others:
Tahun 2025, antara lain:
Jumlah Jenis Kota & Waktu
Level Jabatan Peserta Pelatihan Judul Pelatihan Penyelenggara Pelaksanaan
No.
Position Level Number of Types of Training Title Organizer City & Time of
Participants Training Implementation
1. Officer - Analyst 51 Leadership Leadership Development Program Lembaga Pengembangan Jakarta,
(LDP) - First Line Manager Perbankan Indonesia (LPPI) Januari - Februari 2025
Development Program (FLMDP) Indonesian Banking Jakarta,
Development Institute January - February 2025
(LPPI)
2. Analyst - Manager 64 Leadership Leadership Development Lembaga Pengembangan Jakarta,
Program (LDP) - Middle Manager Perbankan Indonesia (LPPI) Januari - Februari 2025
Development Program (MMDP) Indonesian Banking Jakarta,
Development Institute January - February 2025
(LPPI)
3. Direktur 1 Leadership Chief Risk Officer (CRO) School Kementerian BUMN Bali,
Keuangan dan Tahun 2025 Ministry of State-Owned 02 Mei - 16 Juli 2025
Manajemen Enterprises Bali,
Risiko May 02 - July 16, 2025
Anak Perusahaan
Subsidiary
Director of
Finance and Risk
Management
4. Personil Inti 68 Leadership Pelatihan Kepemimpinan PUSDIKLATPASSUS Bandung,
Proyek Lapangan & Bela Negara KOPASSUS 03 - 18 November 2025
Core Project (Tingkat Lanjut) bagi Personel Inti KOPASSUS Special Bandung, November
Personnel Proyek (PIP) Tahun 2025 Forces Education 03 - 18, 2025
Advanced Field Leadership & and Training Center
National Defense Training for Core (PUSDIKLATPASSUS)
Project Personnel (PIP) 2025
5. BOD-1 21 Leadership Executive Leadership Development Divisi Human Capital Jakarta,
Program (ELDP) Human Capital Division 06 & 26 November 2025
Jakarta, November
06 & 26, 2025
6. Executive Vice 1 Leadership Program IMPACT Executive IMPACT Online,
President Education - BUMN Series November 2025
IMPACT Executive Education Online, November 2025
Program - SOE Series
7. Officer - Manager 72 Leadership Pelatihan Kepemimpinan PUSDIKLATPASSUS Bandung,
Lapangan & Bela Negara KOPASSUS 26 November - 09
Tingkat Dasar KOPASSUS Special Desember 2025
Basic Field Leadership & National Forces Education Bandung,
Defense Training and Training Center 26 November - 09
(PUSDIKLATPASSUS) December 2025
8. Analyst - Vice 2 Managerial Public Relation and Public Relation and Virtual class,
President & Business Communications Association Communications 22 Januari 2025
(PRCA) APAC Conference 2025 Association (PRCA) Virtual class,
PRCA APAC Conference 2025 Asia Pacific January 22, 2025
9. Senior Analyst 5 Managerial Double Certification Program: INTRINSICS Bandung,
- EVP & Business GRCE & ESG Certification 23–24 Januari 2025
Bandung,
January 23–24, 2025
10. Officer - EVP 26 Managerial Focus Group Discussion Divisi PBI Divisi PBI & Design Cianjur,
& Business & Workshop Design Thinking Thinking Academy 06 - 08 Februari 2025
PBI Division & Design Cianjur,
Thinking Academy February 06–08, 2025
PT Hutama Karya (Persero)
2025 Annual Report 133
Page 134
Jumlah Jenis Kota & Waktu
Level Jabatan Peserta Pelatihan Judul Pelatihan Penyelenggara Pelaksanaan
No.
Position Level Number of Types of Training Title Organizer City & Time of
Participants Training Implementation
11. Vice President 12 Managerial Pelatihan Qualified Chief Risk PT Cipta Raya Mekar Jakarta,
setingkat & Business Officer (QCRO) Sahitya (CRMS Indonesia) 10–12 Februari 2025
Vice President Qualified Chief Risk Officer Jakarta,
level equivalent (QCRO) Training February 10–12, 2025
12. Senior Analyst 23 Managerial Pelatihan Certified Compliance PT Cipta Raya Mekar Jakarta,
- Vice President & Business Professional (CCP) Sahitya (CRMS Indonesia) 25–28 Februari 2025
setingkat Certified Compliance Professional Jakarta,
Senior Analyst (CCP) Training February 25–28, 2025
- Vice President
level equivalent
13. Analyst - Senior 4 Managerial Strategic Discussion Forum The Indonesia Capital Jakarta,
Analyst & Business & Critical Business Insight Market Institute (TICMI) 21 Maret 2025
“Business Growth Through Merger, Jakarta,
Acquisition & Strategic Alliances” March 21, 2025
14. Vice President 2 Managerial Leadership & Business Global Business Amerika Serikat,
& Analyst & Business Management Certification Symposium 24 - 27 Maret 2025
United States of
America, March 24 - 27,
2025
15. Executive Vice 1 Managerial The 5th Last Planner System The Lean Construction Blog Virtual class,
President & Business Conference 16 - 18 April 2025
Virtual class,
April 16 - 18, 2025
16. Vice President 4 Managerial Workshop “Pengelolaan BUMN YAKASPI (Koran BUMN) Virtual class,
& EVP & Business Pasca Pendirian BPI Danantara YAKASPI (BUMN 25 April 2025
(Suatu Kajian atas Dampak Newspaper) Virtual class, April 25,
Pemberlakukan UU BUMN Baru 2025
terhadap Pengelolaan BUMN)”
Workshop: SOE Management Post
Establishment of BPI Danantara
(Study on Impact of New SOE Law
on SOE Management)
17. Officer 1 Managerial Knowledge Management PT Knoco Indonesia Virtual class,
& Business Masterclass Bootcamp 2025 28 April - 22 Mei 2025
Virtual class,
April 28 - May 22, 2025
18. Executive Vice 1 Managerial Strategic Thinking Forum Human Capital Jakarta,
President & Business and Decision Making Indonesia (FHCI) 05 - 06 Mei 2025
Jakarta, May 05 - 06,
2025
19. Analyst - EVP 8 Managerial Workshop “Workshop Beberapa YAKASPI (Koran BUMN) Virtual class,
& Business Isu Penting dalam Penerapan YAKASPI (BUMN 09 Mei & 11 Juli 2025
ICOFR Pasca Pemberlakuan Newspaper) Virtual class,
UU BUMN Baru” May 09 & July 11, 2025
Workshop: Key Issues in ICOFR
Implementation Post New SOE Law
20. Officer & Site 8 Managerial FGD - Pelaksanaan Kontrak Jasa Asosiasi Kontraktor Balikpapan,
Engineering & Business Konstruksi Indonesia 03 Juni 2025
Manager FGD - Construction Services Indonesian Contractors Balikpapan, June 03,
Contract Implementation Association 2025
21. Senior Analyst 3 Managerial Konferensi Auditor Internal Yayasan Pendidikan Yogyakarta,
& Business “Shifting Horizon for Internal Internal Auditor 01 - 03 Juli 2025
Auditors: Navigating Emerging Indonesian Internal Auditor Yogyakarta,
Risks, Governance and Education Foundation July 01 - 03, 2025
Opportunities in 2025”
Internal Audit Conference: Shifting
Horizon for Internal Auditors:
Navigating Emerging Risks,
Governance and Opportunities
in 2025
22. Executive Vice 1 Managerial Masterclass Program LSP Manajemen Risiko Virtual class,
President & Business Series XXIV “Mitigasi Risiko Risk Management 03 - 04 Juli 2025
dalam Transformasi Digital” Professional Certification Virtual class,
Masterclass Program Series Agency (LSP Manajemen July 03 - 04, 2025
XXIV: Risk Mitigation in Digital Risiko)
Transformation
PT Hutama Karya (Persero)
134 Laporan Tahunan 2025
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Profil Perusahaan
Company Profile
Jumlah Jenis Kota & Waktu
Level Jabatan Peserta Pelatihan Judul Pelatihan Penyelenggara Pelaksanaan
No.
Position Level Number of Types of Training Title Organizer City & Time of
Participants Training Implementation
23. Officer - Manager 35 Managerial Pelatihan Awareness 37001:2016 PT Cakra Biwa Consultant Virtual class,
& Business dan 37001:2025 Sistem Manajemen 16 Juli 2025
Anti Penyuapan (SMAP) Virtual class,
Awareness Training ISO 37001:2016 July 16, 2025
and 37001:2025 Anti-Bribery
Management System (ABMS)
24. Vice President 30 Managerial Pelatihan Executive Briefing PT Sucofindo Virtual class,
- EVP & Business Awareness 37001:2025 Sistem 17 Juli 2025
Manajemen Anti Penyuapan Virtual class,
(SMAP) July 17, 2025
Executive Briefing Awareness
ISO 37001:2025 Anti-Bribery
Management System (ABMS)
25. Manager - Kepala 2 Managerial ATD Southeast Asia Summit 2025 ATD Southeast Asia Malaysia,
Unit & Business “Transforming Talent, 22 - 26 Juli 2025
Manager - Unit Driving Innovation” Malaysia,
Head July 22 - 26, 2025
26. Vice President 1 Managerial ASEAN OSH Summit 2025 ASEAN OSH Workers Jakarta,
& Business 04 - 05 Agustus 2025
Jakarta, August 04 - 05,
2025
27. Vice President 13 Managerial GRC Summit 2025 - Asosiasi GRC, Perkumpulan Yogyakarta,
- EVP & Business Seminar & Masterclass Profesional Governansi 21 - 22 Agustus 2025
Indonesia (PaGI), IRMAPA, Yogyakarta,
ICoPI, dan IPACA August 21 - 22, 2025
GRC Association,
Indonesian Governance
Professionals Association
(PaGI), IRMAPA, ICoPI,
and IPACA
28. Direktur Anak 1 Managerial Pre-Class Top Gun 2025 PT Danantara Asset Virtual class,
Perusahaan & Business Management (Persero) 08 Agustus 2025
Subsidiary Virtual class,
Director August 08, 2025
29. Analyst - EVP 40 Managerial Seminar “Reinforcing Internal MarkPlus Institute Jakarta,
& Business Capabilities for Strategizing HK 19 Agustus 2025
Group’s Business” Jakarta, August 19,
2025
30. Senior Analyst 4 Managerial Pelatihan Manajemen Umum Dana Asosiasi Dana Pensiun Virtual class,
- EVP & Business Pensiun (MUDP) Indonesia (ADPI) 19 - 20 Agustus 2025
Pension Fund General Indonesian Pension Fund Virtual class,
Management Training (MUDP) Association (ADPI) August 19–20, 2025
31. Senior Analyst 2 Managerial Pelatihan Persiapan Sertifikasi Asosiasi Dana Pensiun Jakarta,
- EVP & Business Pengawasan Dana Pensiun Indonesia (ADPI) 21 - 22 Agustus 2025
Pension Fund Supervision Indonesian Pension Fund Jakarta, August 21 - 22,
Certification Preparation Training Association (ADPI) 2025
32. Executive Vice 1 Managerial IBEW Expert Series Singapore Ikatan Ahli Manajemen Singapura,
President & Business Konstruksi Ramping 01 - 02 September 2025
Indonesia (IAMKRI) Singapore, September
Lean Construction 01 - 02, 2025
Management Expert
Association of Indonesia
(IAMKRI)
33. Officer - Senior 4 Managerial Monash Impact Network Serries Monash University Jakarta,
Analyst & Business (MINS) “Envisioning Indonesia’s 02 Oktober 2025
Urban Future: Creating Change Jakarta,
in and Beyond Cities” October 02, 2025
34. Project Manager 1 Managerial United States of America (USA) Ikatan Ahli Manajemen San Fransisco (USA),
& Business Project Visit 2025 Konstruksi Ramping 07 - 10 Oktober 2025
Indonesia (IAMKRI) San Francisco (USA),
Lean Construction October 07 - 10, 2025
Management Expert
Association of Indonesia
(IAMKRI)
PT Hutama Karya (Persero)
2025 Annual Report 135
Page 136
Jumlah Jenis Kota & Waktu
Level Jabatan Peserta Pelatihan Judul Pelatihan Penyelenggara Pelaksanaan
No.
Position Level Number of Types of Training Title Organizer City & Time of
Participants Training Implementation
35. Analyst 1 Managerial Pelatihan, Studi Komparatif/ Lembaga Manajemen Brisbane,
& Business Diskusi, dan Kunjungan Lapangan Aset Negara Kementerian 12 - 18 Oktober 2025
dengan tema “Bangunan Hijau Keuangan Republik Brisbane,
untuk Optimalisasi Aset Negara” Indonesia October 12 - 18, 2025
Training, Comparative Study/ State Asset Management
Discussion, and Field Visit: Agency, Ministry
Green Building for State Asset of Finance of the Republic
Optimization of Indonesia
36. Vice President 26 Managerial Pelatihan Executive Briefing PT Sucofindo Virtual class,
- EVP & Business Awareness 37001:2025 Sistem 22 Oktober 2025
Manajemen Anti Penyuapan Virtual class, October
(SMAP) 22, 2025
Executive Briefing Awareness
ISO 37001:2025 Anti-Bribery
Management System (ABMS)
37. Analyst - EVP 4 Managerial The 17th International Conference Himpunan Pengembangan Korea Selatan,
& Business on Road Engineering Association Jalan Indonesia (HPJI) 28 - 30 Oktober 2025
of Asia and Australia (REAAA) 2025 Indonesian Road South Korea, October
Development Association 28 - 30, 2025
(HPJI)
38. Board of 5 Managerial The New Special Directorship Indonesian Institute for Bandung,
Directors & Board & Business Program “Governance Strategies – Corporate Directorship 29 - 30 Oktober 2025
of Commissioners Managing Corporate Risk (IICD) Bandung, October
(BOD & BOC) in a Volatile World” Indonesian Institute for 29 - 30, 2025
Corporate Directorship
(IICD)
39. Analyst - Vice 4 Managerial The PAVE Third Action Plan Kemitraan Indonesia Jakarta,
President & Business Check-In Session Australia untuk 25 November 2025
Infrastruktur (KIAT) Jakarta, November
Indonesia-Australia 25, 2025
Infrastructure Partnership
(KIAT)
40. Kepala Unit 1 Managerial Pelatihan Human Resource PPM Manajemen Jakarta,
Unit Head & Business Management PPM Management 25 - 28 Desember 2025
Human Resource Management Jakarta, December
Training 25 - 28, 2025
41. Analyst - Vice 8 Managerial Risk Beyond 2025 dengan tema Enterprise Risk Bali,
President & Business “Risk Odyssey: Engineering Management Academy 04 - 05 Desember 2025
Momentum, Building a Resilient (ERMA) & IRMAPA Bali, December
Risk DNA” 04 - 05, 2025
Risk Beyond 2025: Risk Odyssey -
Engineering Momentum,
Building a Resilient Risk DNA
42. Senior Analyst 4 Managerial Pelatihan Regulatory Compliance & Indonesia Training Institute Jakarta,
- EVP & Business Fraud Risk dalam Aksi Korporasi & Consulting Services 11 - 12 Desember 2025
Regulatory Compliance & Fraud (INTRINSICS) Jakarta, December
Risk in Corporate Actions Training 11 - 12, 2025
43. Officer - Vice 29 Technical Pelatihan dan Refreshment PT Dekarbon Nusantara Jakarta,
President Pembuatan Laporan Inventarisasi Unggul 10 Januari 2025
Emisi Gas Rumah Kaca Jakarta, January 10,
Training and Refreshment 2025
on Greenhouse Gas Emission
Inventory Reporting
44. Officer - Vice 53 Technical E-Learning Peningkatan Komisi Pemberantasan Virtual class,
President Pemahaman Gratifikasi Korupsi (KPK) 13 - 15 Januari 2025
E-Learning on Gratification Corruption Eradication Virtual class, January
Awareness Enhancement Commission (KPK) 13 - 15, 2025
45. Officer 1 Technical & Pelatihan & Sertifikasi Lifting LPK Lintas Kajima Virtual class,
Certification Engineer 21 - 23 Januari 2025
Lifting Engineer Certification & Virtual class, January
Training 21 - 23, 2025
46. Officer - Vice 3 Technical Workshop “Memahami Konsep Hukumonline Jakarta,
President Governance, Risk, and Compliance 23 Januari 2025
(GRC) Terintegrasi di Era Jakarta, January 23,
Kepatuhan Modern” 2025
Workshop: Understanding
Integrated Governance, Risk, and
Compliance (GRC) in the Modern
Compliance Era
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Profil Perusahaan
Company Profile
Jumlah Jenis Kota & Waktu
Level Jabatan Peserta Pelatihan Judul Pelatihan Penyelenggara Pelaksanaan
No.
Position Level Number of Types of Training Title Organizer City & Time of
Participants Training Implementation
47. Sr. Analyst 1 Technical Legal Training Program BUMN BUMN School of Excellence Jakarta,
School of Excellence 05 - 14 Februari 2025
SOE School of Excellence Legal Jakarta, February
Training Program 05 - 14, 2025
48. Officer 21 Technical Pelatihan Remote Pilot Drone Terra Drone Academy Virtual class,
Remote Pilot Drone Training 10 - 13 Februari 2025
Virtual class, February
10 - 13, 2025
49. Vice President 1 Technical Digital Leaders Insight Series Linxbrain Indonesia Virtual class,
#6 – How to Build HR Analytics 13 - 15 Februari 2025
Roadmap Using AI Virtual class, February
13 - 15, 2025
50. Sr. Analyst - Vice 6 Technical Pelatihan Certified Indonesia PT Sentra Proteksi Data Virtual class,
President Personal Data Protection Officer Teknologi Indonesia 17 - 18 Februari 2025
(CIPDPO) (Privasimu) Virtual class, February
Certified Indonesia Personal 17 - 18, 2025
Data Protection Officer (CIPDPO)
Training
51. Officer - Manager 30 Technical Pelatihan ISO 9001, ISO 14001, ISO PT BSI Group Indonesia Virtual class,
45001 & ISO 39001 (Refreshment) 18 Februari 2025
ISO 9001, ISO 14001, ISO 45001 & Virtual class, February
ISO 39001 (Refreshment Training) 18, 2025
52. Officer - Vice 6 Technical & Pelatihan Internal Control Over Pelindo Corpu Bogor,
President Certification Financial Reporting (ICOFR) (PT Pendidikan Maritim 18 - 19 Februari 2025
Internal Control Over Financial & Logistik Indonesia/ Bogor, February 18 - 19,
Reporting (ICOFR) Training PT PMLI) 2025
Pelindo Corporate
University (PT Pendidikan
Maritim & Logistik
Indonesia/PT PMLI)
53. Executive Vice 1 Technical Workshop & Seminar Business PT Media Madani Ultima Jakarta,
President Judgement Rule (BJR) & ESGRC Forum Manajemen Risiko 21 - 22 Februari 2025
UU BUMN 2025 for Corporate BUMN (FMR BUMN) Jakarta, February
Competitiveness & Sustainability 21 - 22, 2025
54. Officer - Analyst 30 Technical Bootcamp Infrabuddies PT Quindo Indonesia Virtual class,
Infrabuddies Bootcamp Cemerlang 26 Februari 2025
Virtual class, February
26, 2025
55. Analyst 5 Technical & Pelatihan Legislative Drafter Justitia Training Center Virtual class,
Certification (Angkatan VIII) 26 Februari - 02 Maret
Legislative Drafter Training 2025
(Batch VIII) Virtual class, February
26 - March 02, 2025
56. Officer - Vice 30 Technical Pelatihan ISO 140641-1, PT BSI Group Indonesia Jakarta,
President ISO 14064-2, ISO 14068-1 03 Maret - 04 April 2025
(Refreshment) Jakarta,
ISO 14064-1, ISO 14064-2, March 03 - April 04, 2025
ISO 14068-1 (Refreshment Training)
57. Officer - Sr. 10 Technical Pelatihan Oracle Primavera Cloud PT EDPMedia Multimitra Jakarta,
Analyst Oracle Primavera Cloud Training Primanusa 06 Maret 2025
Jakarta, March 06, 2025
58. Officer - EVP 25 Technical Pelatihan Awareness & Auditor PT Sucofindo Jakarta,
Internal ISO 37001:2016 (Sistem 09 - 11 April 2025
Manajemen Anti Penyuapan) Jakarta, April 09 - 11,
Awareness & Internal Auditor 2025
Training ISO 37001:2016 Anti-
Bribery Management System
59. Analyst - EVP 5 Technical Google Cloud Next 2025 Google Cloud Indonesia & Los Angeles (USA),
PT Data Labs Analytics 06 - 14 April 2025
Los Angeles (USA),
April 06 - 14, 2025
60. Officer & Vice 3 Technical 47th IFAWPCA Convention International Federation of Singapura,
President “Embracing Construction Asian and Western Pacific 08 - 11 April 2025
of Tomorrow” Constructors Association Singapore, April 08 - 11,
(IFAWPCA) 2025
PT Hutama Karya (Persero)
2025 Annual Report 137
Page 138
Jumlah Jenis Kota & Waktu
Level Jabatan Peserta Pelatihan Judul Pelatihan Penyelenggara Pelaksanaan
No.
Position Level Number of Types of Training Title Organizer City & Time of
Participants Training Implementation
61. Sr. Analyst & Vice 2 Technical Digital Construction Asia 2025 Geo Connect Asia Singapura,
President 09 - 10 April 2025
Singapore, April 09 - 10,
2025
62. Officer - Analyst 4 Technical Online Workshop PR from Crisis to PR Indonesia Virtual class,
Opportunity/Majalah PR Indonesia 07 Mei 2025
Virtual class,
May 07, 2025
63. Officer - Analyst 3 Technical Konferensi IC Prime “Digital IC Prime Bandung,
Transformation and Innovative 14 Mei 2025
Practices for Enterprise Success” Bandung,
IC Prime Conference: Digital May 14, 2025
Transformation and Innovative
Practices for Enterprise Success
64. Officer - Jr. 20 Technical Pelatihan Building Information PT EDPMedia Multimitra Virtual class,
Manager Modelling (BIM) - Aspek Primanusa 19 - 23 Mei 2025
Infrastructure Virtual class,
Building Information Modelling May 19 - 23, 2025
(BIM) Training - Infrastructure
Aspect
65. Analyst - Vice 6 Technical Pelatihan ISO 30414:2018 Proxsis HR Jakarta,
President (Manajemen Sumber Daya 22 - 23 Mei 2025
Manusia) Jakarta,
ISO 30414:2018 Human Resource May 22 - 23, 2025
Management Training
66. Officer - Jr. 12 Technical Pelatihan ArcGIS Pro: Essential PT Esri Indonesia Jakarta,
Manager Workflow (Batch 1 - Tahun 2025) 23 - 25 Juni 2025
ArcGIS Pro Essential Workflow Jakarta,
Training (Batch 1 - 2025) June 23 - 25, 2025
67. Officer - Jr. 12 Technical Pelatihan ArcGIS Pro: Essential PT Esri Indonesia Jakarta,
Manager Workflow (Batch 2 - Tahun 2025) 30 Juni - 02 Juli 2025
ArcGIS Pro Essential Workflow Jakarta, June 30 - July
Training (Batch 2 - 2025) 02, 2025
68. Executive Vice 1 Technical Certified Internal Audit Executive Badan Pengawasan Bogor, 30 Juni -
President (CIAE) Tahun 2025 - Sesi Self Keuangan dan 11 Juli 2025 &
Learning Pembangunan (BPKP) 17 - 18 Juli 2025
Certified Internal Audit Executive Financial and Development Bogor,
(CIAE) 2025 - Self Learning Session Supervisory Agency (BPKP) June 30 - July 11, 2025
& July 17 - 18, 2025
69. Officer - Vice 10 Technical Pelatihan Komunikasi Korporat Politeknik Tempo Jakarta,
President Corporate Communication Training Tempo Polytechnic 07 - 08 Juli 2025
Jakarta,
July 07 - 08, 2025
70. Officer - Vice 40 Technical Pelatihan Platform Digital Tim HukumOnline Virtual class,
President Compliance System HukumOnline Team 09 Juli 2025
Digital Compliance System Virtual class,
Platform Training July 09, 2025
71. Personil Inti 22 Technical Workshop ISO 19650 Kitemark Divisi Engineering & TI Virtual class,
Proyek Part 1–6 Engineering & IT Division 17 Juli 2025
Core Project Virtual class,
Personnel July 17, 2025
72. Officer - Vice 35 Technical Training Program Learning Center Divisi QHSSE & PT Mektan Virtual class,
President Quality Assurance (QA) Babakan Tujuh Konsultan 17 Juli - 21 Oktober
Learning Center Quality Assurance QHSSE Division 2025
(QA) Training Program & PT Mektan Babakan Virtual class,
Tujuh Consultant July 17 - October 21,
2025
73. Officer - Vice 65 Technical Pelatihan dan Simulasi Tanggap Divisi QHSSE Jakarta,
President Darurat Ancaman Bom QHSSE Division 11 - 22 Juli 2025
Emergency Response Simulation Jakarta,
Training (Bomb Threat) July 11 - 22, 2025
PT Hutama Karya (Persero)
138 Laporan Tahunan 2025
Page 139
Profil Perusahaan
Company Profile
Jumlah Jenis Kota & Waktu
Level Jabatan Peserta Pelatihan Judul Pelatihan Penyelenggara Pelaksanaan
No.
Position Level Number of Types of Training Title Organizer City & Time of
Participants Training Implementation
74. Analyst - Sr. 4 Technical Seminar SAP Now AI Tour SAP Southeast Asia Singapura,
Analyst SAP Now AI Tour Seminar 24 - 25 Juli 2025
Singapore,
July 24 - 25, 2025
75. Analyst - EVP 7 Technical & Pelatihan Ahli (Pratama) Perkumpulan Ahli Virtual class,
Certification Kerjasama Pemerintah dan Badan Profesional Kerjasama 25 Juli - 09 Agustus
Usaha (Certified Public Private Pemerintah dengan Badan 2025
Partnership Jr. Specialist) Usaha (KPBU) Indonesia Virtual class,
Public Private Partnership (PPP) Association of Professional July 25 - August 09,
Junior Specialist Certification Experts in Public-Private 2025
Training Partnership (PPP)
Indonesia
76. Vice President 4 Technical PAVE Women’s Leadership Training Kemitraan Indonesia Virtual class,
setingkat for Infrastructure BUMNs Australia Untuk 29 - 30 Juli 2025
Vice President Infrastruktur (KIAT) Virtual class,
level equivalent Indonesia-Australia July 29 - 30, 2025
Infrastructure Partnership
(KIAT)
77. Vice President 1 Technical Pelatihan Pengelolaan Aset dan Ikatan Akuntan Indonesia Virtual class,
Barang Milik Negara (BMN) Indonesian Institute of 06 - 08 Agustus 2025
State Property (BMN) Accountants Virtual class,
Management Training August 06 - 08, 2025
78. Analyst - Vice 10 Technical Perkumpulan Ahli Dewan Sengketa Perkumpulan Ahli Dewan Virtual class,
President Indonesia (PADSK) Society of Sengketa Indonesia 07 - 08 Agustus 2025
setingkat Construction Law Indonesia (SCLI) (PADSK) Virtual class,
International Conference 2025 Indonesian Association of August 07 - 08, 2025
Indonesian Society of Arbitration Arbitration Experts (PADSK)
Experts (PADSK) & Society of
Construction Law Indonesia (SCLI)
International Conference 2025
79. Officer - EVP 7 Technical NUCLEUS LIVE – Energy & Peepl Tech Jakarta,
Infrastructure” 06 Agustus 2025
Jakarta,
August 06, 2025
80. Officer - Sr. 20 Technical Pelatihan Microsoft SharePoint PT Sarana Solusindo Jakarta,
Analyst (Batch 1 - Tahun 2025) Informatika 12 - 14 Agustus 2025
Microsoft SharePoint Training Jakarta,
(Batch 1 - 2025) August 12 - 14, 2025
81. Vice President 7 Technical AKI Connect & 57th ACF Council Asosiasi Kontraktor Jakarta,
setingkat Meeting Indonesia (AKI) 14 Agustus 2025
Vice President Indonesian Contractors Jakarta,
level equivalent Association (AKI) August 14, 2025
82. Officer 1 Technical Pelatihan Perpajakan “Strategi Ortax Media Komunitas Jakarta,
dan Teknik Menghadapi Sengketa Perpajakan Indonesia 21 Agustus 2025
Pajak: SP2DK, Pemeriksaan, dan Ortax Media – Indonesian Jakarta,
Litigasi Pajak” Tax Community August 21, 2025
Taxation Training: Strategies
and Techniques for Handling Tax
Disputes - SP2DK, Tax Audit,
and Tax Litigation
83. Officer - Site 10 Technical Enrichment (Reroute) Program Divisi Human Capital Jakarta,
Manager Enrichment (Reroute) Program Human Capital Division 19 Agustus 2025
Jakarta,
August 19, 2025
84. Officer 5 Technical Pelatihan Unlock Your Leadership Prasetiya Mulya ELI Jakarta,
Potential - The Power of Effective Prasetiya Mulya Executive 19 - 20 Agustus 2025
Followership Learning Institute (ELI) Jakarta,
Leadership Potential Unlock August 19 - 20, 2025
Training - The Power of Effective
Followership
PT Hutama Karya (Persero)
2025 Annual Report 139
Page 140
Jumlah Jenis Kota & Waktu
Level Jabatan Peserta Pelatihan Judul Pelatihan Penyelenggara Pelaksanaan
No.
Position Level Number of Types of Training Title Organizer City & Time of
Participants Training Implementation
85. Officer - Analyst 20 Technical Pelatihan Microsoft SharePoint PT Sarana Solusindo Jakarta,
(Batch 2 - Tahun 2025) Informatika 19 - 21 Agustus 2025
Microsoft SharePoint Training Jakarta,
(Batch 2 - 2025 August 19 - 21, 2025
86. Officer - Manager 6 Technical Pelatihan Tollroad Business Kementerian PU dan Jakarta,
Management Himpunan Pengembangan 20 - 21 Agustus 2025
Tollroad Business Management Jalan Indonesia (HPJI) Jakarta,
Training Ministry of Public Works August 20 - 21, 2025
and Housing & Indonesian
Road Development
Association (HPJI)
87. Officer - Manager 26 Technical Workshop Shop Drawing Building Divisi Engineering & TI Virtual class,
Information Modelling (BIM) dan Divisi Gedung 21 Agustus 2025
Workshop: Shop Drawing Building Engineering & IT Division Virtual class,
Information Modelling (BIM) and Building Division August 21, 2025
88. Officer 2 Technical Young Engineers Capacity Forum Insinyur Muda Tiongkok,
Building - Civil and Transportation Persatuaan Insinyur 23 - 29 Agustus 2025
Engineering Indonesia (FIM PII) China,
Young Engineers Capacity Young Engineers Forum August 23 - 29, 2025
Building - Civil and Transportation – Institution of Engineers
Engineering Indonesia (FIM PII)
89. Officer - Sr. 20 Technical Pelatihan Microsoft PowerBI PT Sarana Solusindo Jakarta,
Analyst Microsoft PowerBI Training Informatika 26 - 28 Agustus 2025
Jakarta,
August 26 - 28, 2025
90. Officer - Manager 22 Technical Webinar – Ikatan Psikolog Klinis Ikatan Psikolog Klinis Virtual class,
Indonesia Indonesia 30 Agustus - 04 Oktober
Webinar – Indonesian Clinical Indonesian Clinical 2025
Psychologists Association Psychologists Association Virtual class,
August 30 - October 04,
2025
91. Officer - Sr. 7 Technical Sharing Session Kerampingan - Ikatan Ahli Manajemen Jakarta,
Analyst Seminar IAMKRI 2025 Konstruksi Ramping 09 September 2025
Sharing Session Kerampingan - Indonesia (IAMKRI) Jakarta, September
IAMKRI Seminar 2025 Lean Construction 09, 2025
Management Expert
Association of Indonesia
(IAMKRI)
92. Officer - Sr. 21 Technical Seminar IAMKRI 2025 dan Ikatan Ahli Manajemen Jakarta,
Analyst Kompetensi Konstruksi Ramping Konstruksi Ramping 10 September 2025
(K2R) Neo 3.0 Indonesia (IAMKRI) Jakarta, September
IAMKRI 2025 Seminar and Lean Lean Construction 10, 2025
Construction Competency (K2R) Management Expert
Neo 3.0 Association of Indonesia
(IAMKRI)
93. Analyst - Jr. Site 9 Technical Future Talent Marketing PT Hutama Karya Jakarta,
Engineering Development Program Infrastruktur dan MarkPlus 11 - 12 September 2025
Manager (Sesi In-Class Training 1 dan 2) Institute Jakarta, September 11
Future Talent Marketing - 12, 2025
Development Program (In-Class
Training Sessions 1 & 2)
94. Analyst 1 Technical Young Engineers Capacity Building Forum Insinyur Muda Tiongkok,
- Smart Manufacturing & Industrial Persatuaan Insinyur 13 - 19 September 2025
Automation Indonesia (FIM PII) China, September
Young Engineers Capacity Building Young Engineers Forum 13 - 19, 2025
- Smart Manufacturing & Industrial – Institution of Engineers
Automation Indonesia (FIM PII)
95. Analyst - Vice 2 Technical & Pelatihan Fraud Risk Management Pusdiklatwas BPKP Jakarta,
President Certification Professional (FRMP) Public Works Training 15 - 19 September 2025
Fraud Risk Management Center (BPKP Training Jakarta, September 15
Professional (FRMP) Training Center) - 19, 2025
PT Hutama Karya (Persero)
140 Laporan Tahunan 2025
Page 141
Profil Perusahaan
Company Profile
Jumlah Jenis Kota & Waktu
Level Jabatan Peserta Pelatihan Judul Pelatihan Penyelenggara Pelaksanaan
No.
Position Level Number of Types of Training Title Organizer City & Time of
Participants Training Implementation
96. Officer - Manager 10 Technical Pelatihan Claim & Change Indonesia Infrastructure Jakarta & Virtual class,
Management Learning Institute (I2LI) 15 - 25 September 2025
Claim & Change Management Jakarta & Virtual class,
Training September 15 - 25,
2025
97. Officer - Analyst 25 Technical Kegiatan Forum Edukasi Komisi Informasi Pusat Jakarta,
Peningkatan Pemahaman Literasi Republik Indonesia 16 September 2025
serta Kemampuan Pelaksanaan Central Information Jakarta, September
Keterbukaan Informasi Publik Commission of the 16, 2025
Public Information Disclosure Republic of Indonesia
Literacy & Implementation
Awareness Forum
98. Officer - Analyst 48 Technical Bimbingan Teknis (Bimtek) Sekretaris Perusahaan Jakarta,
Penciptaan dan Pengelolaan Arsip & Kemendikbudristek 19 September 2025
Technical Guidance on Records (Kemendikdasmen) Jakarta, September
Creation and Management Corporate Secretary & 19, 2025
Ministry of Education,
Culture, Research
and Technology
(Kemendikbudristek)
99. Analyst - Manager 4 Technical Project Management Batch 10 - I2LI Indonesia Infrastructure Virtual class,
Learning Institute (I2LI) 19 September -
05 November 2025
Virtual class,
September 19 -
November 05, 2025
100. Officer - Sr. 9 Technical & Pelatihan Petugas Investigasi PT Hanosen Pratama Virtual class,
Analyst Certification Insiden (HSP Academy) 22 - 24 September 2025
Incident Investigation Officer Virtual class,
Training September 22 - 24,
2025
101. Officer - Vice 35 Technical Respectful Workplace: Indonesia Business Jakarta,
President First Responder Trainer Coalition for Woman 24 - 25 September 2025
Respectful Workplace: Empowerment (IBCWE) Jakarta, September
First Responder Trainer 24 - 25, 2025
102. Analyst - Manager 9 Technical Future Talent Marketing PT Hutama Karya Hybrid,
setingkat Development Program Infrastruktur & MarkPlus 25 - 26 September 2025
(Sesi In-Class Training 3 dan 4) Institute Hybrid, September
Future Talent Marketing 25 - 26, 2025
Development Program (In-Class
Training Sessions 3 & 4)
103. Officer - Vice 4 Technical The 6th JKR BIM Day 2025 Jabatan Kerja Raya (JKR), Malaysia,
President “BIM Bridging Design to Kementerian Pekerjaan 29 September -
Sustainable Public Assets Malaysia 02 Oktober 2025
with AI and Digital Twins” Public Works Department Malaysia, September
(JKR), Ministry of Works 29 - October 02, 2025
Malaysia
104. Officer - Vice 29 Technical Pelatihan Masa Persiapan Pensiun PT Wijaya Karya (Persero) Bogor,
President (MPP) Tahun 2025 Tbk/ WIKASATRIAN 30 September -
setingkat Pre-Retirement Preparation 02 Oktober 2025
Officer - Vice Training (MPP) 2025 Bogor, September
President level 30 - October 02, 2025
equivalent
105. Personil Inti 6 Technical Pelatihan Persiapan Sertifikasi Pakar Utama Bangunan Virtual class,
Proyek STRA (Surat Tanda Registrasi Nusantara 30 September -
Core Project Arsitek) & SKK Ahli Arsitektur Senior Expert – Nusantara 20 Oktober 2025
Personnel Architect Registration Certificate Building Specialist Virtual class,
(STRA) & Professional Architect September 30 -
Competency (SKK) Preparation October 20, 2025
Training
106. Officer - Manager 15 Technical Pelatihan BIM Fundamental PT BSI Group Indonesia Jakarta,
setingkat ISO 19650 02 - 03 Oktober 2025
Officer - Manager BIM Fundamental Training Jakarta, October
level equivalent ISO 19650 02 - 03, 2025
PT Hutama Karya (Persero)
2025 Annual Report 141
Page 142
Jumlah Jenis Kota & Waktu
Level Jabatan Peserta Pelatihan Judul Pelatihan Penyelenggara Pelaksanaan
No.
Position Level Number of Types of Training Title Organizer City & Time of
Participants Training Implementation
107. Officer 2 Technical Bimbingan Teknis Program Forum Humas BUMN Virtual class,
Sertifikasi Kompetensi (FH BUMN) 02 Oktober 2025
Public Relations BUMN Public Relations Virtual class,
Public Relations Competency Forum (FH BUMN) October 02, 2025
Certification Technical Guidance
108. Officer - Vice 8 Technical Pelatihan ISO 27001:2022 PT BSI Group Indonesia Jakarta,
President (Sistem Manajemen Keamanan 06 - 07 Oktober 2025
Informasi) Internal Auditor Jakarta, October
ISO 27001:2022 Information 06 - 07, 2025
Security Management System
Internal Auditor Training
109. Officer - Manager 15 Technical Enhancing Professionalism PT Pertamina Training Jakarta,
in Protocol Services & Consulting 08 Oktober 2025
Jakarta, October 08,
2025
110. Analyst - Manager 9 Technical Future Talent Marketing PT Hutama Karya Jakarta,
Development Program Infrastruktur & MarkPlus 09 - 10 Oktober 2025
(Sesi In-Class Training 5 dan 6) Institute Jakarta, October
Future Talent Marketing 09 - 10, 2025
Development Program (In-Class
Training Sessions 5 & 6)
111. Officer - Sr. 5 Technical Pelatihan Assessment Center PT Pustaka Binaman Jakarta,
Analyst Assessor Certification (ACAC) Pressindo 13 - 17 Oktober 2025 &
Assessment Center Assessor (PPM Manajemen) 17 - 21 November 2025
Certification (ACAC) Training PPM Management Jakarta, October
(PT Pustaka Binama 13 - 17, 2025 &
Pressindo) November 17 - 21, 2025
112. Officer - Analyst 8 Technical & Pelatihan Certified Human PT Pustaka Binaman Virtual class & Jakarta,
setingkat Certification Resource Manager (CHRM) Pressindo 14 - 24 Oktober & 21
Officer - Analyst Certified Human Resource Manager (PPM Manajemen) November 2025
level equivalent (CHRM) Training PPM Management Virtual class & Jakarta,
(PT Pustaka Binama October 14 - 24 &
Pressindo) November 21, 2025
113. Officer - Analyst 3 Technical Pelatihan Pemodelan Analisa PT EDPMedia Consulting Jakarta,
Geoteknik dengan Aplikasi 14 - 16 Oktober 2025
Geostudio Release 25.1 Jakarta, October
Geotechnical Analysis Modeling 14 - 16, 2025
using GeoStudio Release 25.1
Training
114. Officer - Analyst 29 Technical Pelatihan Cost Control Mastery: Divisi Gedung - Pembicara Jakarta,
setingkat Pendalaman (Intensif) Kompetensi Internal: Samsuddin, 14 - 17 Oktober 2025
Officer - Analyst Pengendalian Biaya Proyek Fadilah Nuryunita, Agusta Jakarta, October
level equivalent Cost Control Mastery: Intensive Dicky Ferlanda, Martinus 14 - 17, 2025
Project Cost Control Competency Kesowo Utomo, Biyan
Training Widyawan, Hanri Surya
Wardan
Building Division - Internal
Speakers: Samsuddin,
Fadilah Nuryunita, Agusta
Dicky Ferlanda, Martinus
Kesowo Utomo, Biyan
Widyawan, Hanri Surya
Wardan
115. Officer - Analyst 8 Technical Pelatihan Ahli (Pratama) Perkumpulan Ahli Hybrid class,
Kerjasama Pemerintah dan Badan Profesional Kerjasama 17 Oktober - 07
Usaha (Certified Public Private Pemerintah dengan Badan November 2025
Partnership Jr. Specialist) Usaha (KPBU) Indonesia Hybrid class, October
(Batch 11) Association of Professional 17 - November 07, 2025
Public Private Partnership (PPP) Experts in Public-Private
Junior Specialist Certification Partnership (PPP)
Training (Batch 11) Indonesia
116. Analyst 2 Technical Pelatihan dan Sertifikasi IT Service Multimatics Jakarta,
Management - ITIL v4 Foundation 20 - 22 Oktober 2025
IT Service Management & ITIL v4 Jakarta, October
Foundation Certification Training 20 - 22, 2025
PT Hutama Karya (Persero)
142 Laporan Tahunan 2025
Page 143
Profil Perusahaan
Company Profile
Jumlah Jenis Kota & Waktu
Level Jabatan Peserta Pelatihan Judul Pelatihan Penyelenggara Pelaksanaan
No.
Position Level Number of Types of Training Title Organizer City & Time of
Participants Training Implementation
117. Executive Vice 21 Technical Executive Leadership Development Divisi Human Capital Jakarta,
President & Program (ELDP) - Kick Off Meeting Human Capital Division 22 Oktober 2025
Direktur Anak Executive Leadership Development Jakarta, October 22,
Perusahaan Program (ELDP) - Kick Off Meeting 2025
Executive Vice
President &
Subsidiary
Director
118. Officer 1 Technical Pelatihan Manajemen Risiko Pajak Ikatan Akuntan Indonesia Virtual class,
atas Penerapan Core Tax sesuai (IAI) 28 - 29 Oktober 2025
Per-11/PJ/2025 Indonesian Institute Virtual class, October
Tax Risk Management Training on of Accountants (IAI) 28 - 29, 2025
Core Tax Implementation
(Per-11/PJ/2025)
119. Officer - Analyst 11 Technical & Pelatihan Certified Human PT Pustaka Binaman Jakarta, 29 - 30
Certification Resource Supervisor (CHRS) Pressindo Oktober 2025 &
Certified Human Resource (PPM Manajemen) 10 - 18 Desember 2025
Supervisor (CHRS) Training PPM Management Jakarta, October
(PT Pustaka Binama 29 - 30, 2025 &
Pressindo) December 10 - 18, 2025
120. Vice President 4 Technical Pelatihan Certified Internal Audit PT Cipta Raya Mekar Jakarta,
Professional (CIAP) Sahitya (CRMS Indonesia) 28 - 30 Oktober 2025
Certified Internal Audit Jakarta, October
Professional (CIAP) Training 28 - 30, 2025
121. Officer & Cost 25 Technical Workshop BIM 5D Cubicost Divisi Gedung - Pembicara Virtual class,
Control BIM 5D Cubicost Workshop Internal: Ruseva Zulfikar 23 - 24 Oktober 2025
Alifnur (Cost Control Virtual class, October
Proyek IKN) 23 - 24, 2025
Building Division - Internal
Speaker: Ruseva Zulfikar
Alifnur (Cost Control
Project IKN)
122. Analyst - Vice 7 Technical Seminar Nasional AAI Asosiasi Auditor Internal Jakarta,
President “Collaborative Corruption: Internal Audit Association 04 - 05 November 2025
setingkat Eradication Strategy and Jakarta, November
Analyst - Vice Challenges Roles of Internal 04 - 05, 2025
President level Auditors”
equivalent National Seminar AAI:
Collaborative Corruption
- Eradication Strategy and
Challenges Roles of Internal
Auditors
123. Vice President 10 Technical Sosialisasi Spesifikasi Umum 2025 Himpunan Pengembangan Virtual class,
setingkat untuk Pekerjaan Konstruksi Jalan Jalan Indonesia (HPJI) 19 - 20 November 2025
Vice President dan Jembatan Indonesian Road Virtual class, November
level equivalent Socialization of General Development Association 19 - 20, 2025
Specifications 2025 for Road and (HPJI)
Bridge Construction Works
124. Analyst - Sr. 4 Technical Strategic Discussion Forum The Indonesia Capital Jakarta,
Analyst & Critical Business Insight Market Institute (TICMI) 24 - 25 November 2025
“Investment Strategies and Jakarta, November
Portfolio Management – 24 - 25, 2025
Optimizing Capital, Managing Risk,
Delivering Value”
Strategic Discussion Forum
& Critical Business Insight:
Investment Strategies and Portfolio
Management - Optimizing Capital,
Managing Risk, Delivering Value
125. Officer - Analyst 4 Technical Bimtek Nasional “Best Practice Lembaga Pusat Institut Yogyakarta,
Manajemen Aset Berbasis Manajemen Nasional 27 - 28 November 2025
Teknologi” National Management Yogyakarta, November
National Technical Guidance: Institute Center 27 - 28, 2025
Best Practice for Technology-Based
Asset Management
PT Hutama Karya (Persero)
2025 Annual Report 143
Page 144
Jumlah Jenis Kota & Waktu
Level Jabatan Peserta Pelatihan Judul Pelatihan Penyelenggara Pelaksanaan
No.
Position Level Number of Types of Training Title Organizer City & Time of
Participants Training Implementation
126. Office boy, Driver, 99 Technical Pelatihan Service Excellent VSB Corporation Jakarta,
Security HK Service Excellence Training 08 November 2025
Tower Jakarta, November 08,
2025
127. Analyst - Vice 3 Technical Seminar Amandemen UU BUMN: Indonesia Training Institute Bandung,
President Danantara & Consulting Services 10 - 11 November 2025
BUMN Law Amendment Seminar: (INTRINSICS) Bandung, November
Danantara 10 - 11, 2025
128. Sr. Analyst - 14 Technical Training of Trainer (TOT) Level 4 PT Hanosen Pratama Jakarta,
Executive Vice Sertifikasi BNSP (HSP Academy) 10 - 13 November 2025
President HSP Academy Jakarta, November
(PT Hanosen Pratama) 10 - 13, 2025
129. Analyst - Sr. 2 Technical & Pelatihan Certified Practitioner of Yayasan Pendidikan Jakarta, 19 - 23 Mei
Analyst Certification Internal Audit (CPIA) Internal Audit (YPIA) 2025 &
Certified Practitioner of Internal Indonesian Internal Audit 17 - 20 November 2025
Audit (CPIA) Training Foundation (YPIA) Jakarta, May 19 - 23,
2025 & November
17 - 20, 2025
130. Officer - Site 2 Technical Pelatihan Finance for Non-Finance PPM Manajemen Jakarta,
Engineering Professional PPM Management 11 - 12 November 2025
Manager Finance for Non-Finance Jakarta, November
Professionals Training 11 - 12, 2025
131. Officer 2 Technical Braze Connections Jakarta 2025 Braze Connections Jakarta Jakarta,
for CRM 2025 13 November 2025
Jakarta, November 13,
2025
132. Kepala Unit 30 Technical Pelatihan HCM - Organizational Divisi Human Capital Jakarta,
Head Unit Development PT Hutama Karya (Persero) 25 November 2025
HCM - Organizational Development Human Capital Division of Jakarta, November 25,
Training PT Hutama Karya (Persero) 2025
133. Officer 1 Technical Triangulasi Disagregat Belanja Kementerian Kesehatan RI Jakarta,
Kesehatan LNPRT dan Korporasi Ministry of Health of the 01 Desember 2025
Triangulation of Disaggregated Republic of Indonesia Jakarta, December 01,
Health Expenditure for Non-Profit 2025
Institutions Serving Households
(NPISH) and Corporations
134. Site Engineering 3 Technical Pelatihan BIM Fundamental British Standard Virtual class,
Manager ISO 19650 Institute Malaysia (BSI) 01 Desember 2025
BIM Fundamental Training & Pertubuhan BIM Virtual class,
ISO 19650 Malaysia (PBM) December 01, 2025
British Standards Institute
Malaysia (BSI) & Malaysian
BIM Association (PBM)
135. Officer 2 Technical & Pelatihan Certified Human PT Pustaka Binaman Virtual class,
Certification Resource Staff (CHR Staff) Pressindo (PPM 03 - 04 & 18 Desember
Certified Human Resource Staff Manajemen) 2025
(CHR Staff) Training PPM Management Virtual class, December
(PT Pustaka Binama 03 - 04 & December
Pressindo) 18, 2025
136. Officer - Jr. 3 Technical The 13th Indonesian Plaxis Course PT Delta Sigma Nusantara Bali,
Manager 2025 07 - 12 Desember 2025
Bali, December 07 - 12,
2025
137. Officer - Sr. 5 Technical & Pelatihan Certified Anti Fraud GRC Management Virtual class,
Analyst Certification Officer (Level 1) 08 - 12 Desember 2025
Certified Anti-Fraud Officer Virtual class, December
Training (Level 1) 08 - 12, 2025
138. Officer - Analyst 21 Technical & Pelatihan Qualified Risk CRMS Indonesia Jakarta,
setingkat Certification Management Officer (QRMO) 08 - 10 Desember 2025
Officer - Analyst Qualified Risk Management Officer Jakarta, December
level equivalent (QRMO) Training 08 - 10, 2025
PT Hutama Karya (Persero)
144 Laporan Tahunan 2025
Page 145
Profil Perusahaan
Company Profile
Jumlah Jenis Kota & Waktu
Level Jabatan Peserta Pelatihan Judul Pelatihan Penyelenggara Pelaksanaan
No.
Position Level Number of Types of Training Title Organizer City & Time of
Participants Training Implementation
139. Analyst - Vice 3 Technical Internal Control over Financial Ikatan Akuntan Indonesia Virtual class,
President Reporting (ICoFR) (IAI) 10 - 12 Desember 2025
Indonesian Institute of Virtual class, December
Accountants (IAI) 10 - 12, 2025
140. Analyst - Vice 25 Technical Pelatihan Qualified Risk CRMS Indonesia & PPM Jakarta, 14 - 17 Juli
President Management Professional (QRMP) Manajemen 2025 &
setingkat Qualified Risk Management CRMS Indonesia & PPM 16 - 19 Desember 2025
Analyst - Vice Professional (QRMP) Training Management Jakarta, July 14 - 17,
President level 2025 & December
equivalent 16 - 19, 2025
141. Analyst 1 Technical Pelatihan Integration of Key CRMS Indonesia Virtual class,
Performance Indicators (KPI), 22 - 23 Desember 2025
Key Risk Indicators (KRI), Virtual class, December
Key Control Indicators (KCI) 22 - 23, 2025
Integration of KPI, KRI, and KCI
Training
142. Vice President 45 Technical Sosialisasi dan Awareness P3DN Divisi Sistem & Kepatuhan Jakarta,
setingkat (Peningkatan Penggunaan Produk PT Hutama Karya (Persero) 17 Desember 2025
Vice President Dalam Negeri) PT Hutama Karya Compliance & Systems Jakarta, December 17,
level equivalent (Persero) Division of PT Hutama 2025
Socialization and Awareness Karya (Persero)
of Domestic Product Utilization
Improvement (P3DN) - PT Hutama
Karya (Persero)
143. Officer - Vice 10 Technical FHCI Connect 2025 “Workforce Forum Human Capital Jakarta,
President Foresight: Winning Practices Indonesia 18 Desember 2025
setingkat for Strategic Workforce Planning Jakarta, December 18,
Officer - Vice with AI” 2025
President level
equivalent
144. Officer - Analyst 17 Technical Human Capital People Divisi Human Capital Virtual class,
Development Program (HCPDP) (Sdri. Adelia Murti 23 Desember 2025
Sharing Session - Modul Septyaningtyas) Virtual class,
Competency & Culture Human Capital Division December 23, 2025
Management (Ms. Adelia Murti
Septyaningtyas)
145. Officer - Analyst 17 Technical Human Capital People Divisi Human Capital Virtual class,
Development Program (HCPDP) (Sdr. Ichsan Ahmadi dan 24 Desember 2025
Sharing Session - Modul Sdri. Mahandena Tifanda Virtual class,
Individual Performance Luhzan) December 24, 2025
Management Human Capital Division
(Mr. Ichsan Ahmadi and
Ms. Mahandena Tifanda
Luhzan)
146. Officer - Analyst 18 Technical Human Capital People Divisi Human Capital Virtual class,
Development Program (HCPDP) (Sdr. M. Agung Rahmat 24 Desember 2025
Sharing Session - Modul Industrial Dianto) Virtual class,
Human Capital Division December 24, 2025
(Mr. M. Agung Rahmat
Dianto)
147. Officer - Analyst 12 Technical Human Capital People Divisi Human Capital Virtual class,
Development Program (HCPDP) (Sdr. M. Andy Hakim dan 24 Desember 2025
Sharing Session - Modul Learning Sdri. Aufa Salimah) Virtual class,
& Development & Knowledge Human Capital Division December 24, 2025
Management (Mr. M. Andy Hakim
and Ms. Aufa Salimah)
148. Personil Inti 39 Certification Project Management Professional PT Avenew Indonesia Virtual assessment,
Proyek & Project Management Januari, Maret, Agustus
Core Project Institute 2025
Personnel Virtual assessment,
January, March, August
2025
149. Personil Inti 134 Certification Sertifikasi Kompetensi Kerja (SKK) Pakar Utama Bangunan Hybrid,
Proyek Konstruksi Nusantara (PU BANGUN) Februari, Maret, Juni,
Core Project Construction Competency Senior Expert – Nusantara September 2025
Personnel Certification (SKK) Building Specialist Hybrid, February,
(PU BANGUN) March, June,
September 2025
PT Hutama Karya (Persero)
2025 Annual Report 145
Page 146
Jumlah Jenis Kota & Waktu
Level Jabatan Peserta Pelatihan Judul Pelatihan Penyelenggara Pelaksanaan
No.
Position Level Number of Types of Training Title Organizer City & Time of
Participants Training Implementation
150. Analyst 1 Certification Pelatihan dan Sertifikasi Certified Forum TJSL BUMN Bali,
Sustainability Reporting Specialist BUMN TJSL Forum 21 - 23 Januari 2025
(CSRS) Bali, January 21 - 23,
Certified Sustainability Reporting 2025
Specialist (CSRS) Training &
Certification
151. Officer 1 Certification Program Professional Leadership Global Peace Chain Inggris,
Certification & Oxford University 26 - 31 Januari 2025
Professional Leadership England, January
Certification Program 26 - 31, 2025
152. Officer 1 Certification Certified Pernyataan Standar PPA FEB Universitas Virtual class,
Akuntansi Keuangan (CPSAK) Indonesia 08 Februari - 31 Mei
Course Faculty of Economics and 2025
Certified Financial Accounting Business, University of Virtual class, February
Standards (CPSAK) Course Indonesia (PPA FEB UI) 08 - May 31, 2025
153. Officer - Analyst 5 Certification Pelatihan Diklat & Sertifikasi KAMSELINDO Jakarta,
Paralegal 10 - 12 Februari 2025
Paralegal Training & Certification Jakarta, February
Program 10 - 12, 2025
154. Officer 21 Certification Uji Sertifikasi Remote Pilot Drone Terra Drone Academy Jakarta,
Remote Pilot Drone Certification 22 - 23 Februari 2025
Examination Jakarta, February
22 - 23, 2025
155. Officer - Analyst 3 Technical & Pelatihan & Sertifikasi CIArb PT Justitia Global Mandiri Jakarta,
Certification Course Entry Level – International 24 - 25 Februari 2025
Arbitration Certification Jakarta, February
CIArb Entry Level Course 24 - 25, 2025
– International Arbitration
Certification
156. Officer - Analyst 4 Technical & Pelatihan Sertifikasi Qualified Yayasan Pendidikan Virtual class,
Certification Internal Auditor (QIA) Tingkat Internal Auditor 03 - 15 Maret 2025
Lanjutan Indonesian Internal Audit Virtual class, March
Advanced Qualified Internal Foundation (YPIA) 03 - 15, 2025
Auditor (QIA) Certification Training
157. Officer 1 Certification Junior Public Relations Officer Forum Humas BUMN Online test,
(FH BUMN) & BNSP 09 Oktober 2025
BUMN Public Relations Online test,
Forum (FH BUMN) & BNSP October 09, 2025
158. Officer 1 Certification Multimedia Content Visual Forum Humas BUMN Online test,
Specialist (FH BUMN) & BNSP 09 Oktober 2025
BUMN Public Relations Online test,
Forum (FH BUMN) & BNSP October 09, 2025
159. Analyst - Vice 9 Certification Certified Business Management PT Prasetiya Mulya ELI Jakarta,
President (CBM) Business Strategy Prasetiya Mulya Executive 09 Oktober -
Learning Institute (ELI) 09 Desember 2025
Jakarta, October 09 -
December 09, 2025
160. Analyst - Manager 10 Certification Certified Business Management PT Prasetiya Mulya ELI Virtual class,
setingkat (CBM) Financial Management Prasetiya Mulya Executive 10 Oktober - 10
Analyst - Manager Learning Institute (ELI) Desember 2025
level equivalent Virtual class, October
10 - December 10, 2025
161. Analyst 1 Certification Public Relations - Skema Strategic Perhimpunan Hubungan Jakarta,
Public Relations Advisor dan Masyarakat (PERHUMAS) 30 Oktober 2025
Managerial Public Relations Indonesian Public Jakarta, October 30,
Public Relations Scheme - Strategic Relations Association 2025
PR Advisor and Managerial PR (PERHUMAS)
PT Hutama Karya (Persero)
146 Laporan Tahunan 2025
Page 147
Profil Perusahaan
Company Profile
Evaluasi Pelaksanaan Pengembangan Evaluation of Competency Development
Kompetensi Implementation
Program Pelatihan dan Pengembangan dilakukan berdasarkan The Training and Development Program is conducted based on
pemetaan Training Need Analysis (TNA) pada level Divisi dan Training Need Analysis (TNA) mapping at the Division level and the
Individual Development Plan (IDP) dari setiap Karyawan. Dari hasil Individual Development Plan (IDP) of each employee. From the
pelaksanaan Pelatihan dan Pengembangan Karyawan yang sudah implementation of employee training and development activities
dilaksanakan pada tahun 2025 sejumlah 161 program pelatihan carried out in 2025, there were 161 training programs attended by
dengan diikuti sebanyak 5.423 peserta pelatihan, serta 2.836 5,423 participants, as well as 2,836 participants in sharing sessions
peserta sharing session melalui platform HK Academy. Hasil dari through the HK Academy platform. The results of the training
pelaksanaan pelatihan dan pengembangan diraih bahwa lebih dari and development implementation show that more than 90% of
90% peserta atau karyawan menunjukkan kemampuan dari hasil participants or employees demonstrated improved capabilities
akuisisi pengetahuan baru dari dilaksanakannya program pelatihan through the acquisition of new knowledge from the training and
dan pengembangan. Hal ini ditunjukkan dengan meningkatnya development programs. This is indicated by the increasing number
jumlah karyawan yang tersertifikasi sesuai dengan keahlian dan of employees certified in accordance with their areas of expertise
peningkatan nilai dari hasil pre dan pre-test setelah dilakukannya and the improvement in pre-test and post-test scores after the
pembelajaran. Dalam rangka evaluasi peningkatan program learning process. In order to evaluate the improvement of training
pelatihan dan pengembangan kompetensi, terdapat beberapa hal and competency development programs, there are several areas
yang perlu ditingkatkan, meliputi: that need to be enhanced, including:
1. Penyusunan program yang lebih tepat kompetensi sesuai 1. Developing more targeted competency programs that align
dengan kebutuhan bisnis Perusahaan; with the company’s business needs;
2. Pemetaan kompetensi karyawan yang sesuai dengan jabatan 2. Mapping employee competencies to their current positions
saat ini dan mendukung rencana karir karyawan ke depan; while also supporting their future career development;
3. Komitmen dari karyawan dalam mengikuti program 3. Strengthening employee commitment to following their
pembelajaran (learning path); designated learning path;
4. Peningkatan dukungan dari atasan karyawan yang 4. Increasing managerial support for employees who have
telah mengikuti program pelatihan dan pengembangan completed training and development programs, as
sebagaimana tertuang dalam Evaluasi Level 3 (Behavior) reflected in Level 3 (Behavior) Evaluation conducted by their
program pelatihan yang dilakukan oleh para atasan; dan supervisors; and
5. Optimalisasi Learning Platform sebagai media pembelajaran 5. Optimizing the Learning Platform as a medium for employees’
mandiri Karyawan. self-directed learning.
Biaya Pengembangan Kompetensi Competency Development Costs
Pada tahun 2025, Perseroan telah melaksanakan pengembangan In 2025, the Company implemented competency development
kompetensi bagi karyawan dengan mengikutsertakan 8.259 programs for employees involving 8,259 employees. The total
karyawan. Biaya yang telah dikeluarkan Perseroan pada expenses incurred by the Company in 2025 for competency
tahun 2025 dalam rangka pengembangan kompetensi adalah development amounted to IDR 27,741,529,522, a decrease from IDR
Rp27.741.529.522 menurun dari biaya yang dikeluarkan pada 32,938,000,000 in 2024. The reduction in competency development
2024 sebesar Rp32.938.000.000. Penurunan biaya pengembangan costs was due to the utilization of online learning platforms that
kompetensi dikarenakan oleh pemanfaatan platform pembelajaran support independent learning for each employee anytime and
online yang dapat mendukung proses pembelajaran secara mandiri anywhere, as well as a decrease in the planned education and
oleh masing-masing karyawan di mana pun dan kapan pun, training budget, where program allocation was focused on the
disertai adanya penurunan rencana biaya pendidikan dan pelatihan Engineering function.
dimana anggaran program difokuskan pada bidang Engineering.
Tabel Biaya Pengembangan Kompetensi Tahun 2024-2025
Table of Competency Development Cost 2024-2025
Keterangan 2025 2024 Description
Total Biaya (Rp) Rp27,741,529,522 Rp32,938,000,000 Total Cost (IDR)
PT Hutama Karya (Persero)
2025 Annual Report 147
Page 148
Komposisi Pemegang Saham
Shareholders Composition
Komposisi Pemegang Saham disajikan sebagai berikut: The composition of shareholders is presented as follows:
Tabel Komposisi Pemegang Saham Hutama Karya per 1 Januari 2025
Table of Shareholder Composition of Hutama Karya as of January 1, 2025
Pemegang Saham Jumlah Saham (lembar) Nominal (Rp) Kepemilikan
Shareholders Number of Shares (share) Amount (IDR) Ownership
Negara Republik Indonesia
131,646,000 131,646,000,000,000 100%
The Government of the Republic of Indonesia
Tabel Komposisi Pemegang Saham Hutama Karya per 31 Desember 2025
Table of Shareholder Composition of Hutama Karya as of December 31, 2025
Pemegang Saham Jumlah Saham (lembar) Nominal (Rp) Kepemilikan
Shareholders Number of Shares (share) Amount (IDR) Ownership
Saham Seri A Dwiwarna
Negara Republik Indonesia
1 1,000,000 0.00000076%
Series A Dwiwarna Shares
State of the Republic of Indonesia
Saham Seri B
PT Danantara Aset Management (Persero)
131,645,999 131,645,999,000,000 99.99999924%
Series B Shares
PT Danantara Asset Management (Persero)
Klasifikasi Pemegang Saham Classification of Shareholders
Sampai dengan tanggal 31 Desember 2025, Hutama Karya belum As of December 31, 2025, Hutama Karya has not listed its shares on
mencatatkan sahamnya di Bursa Efek, sehingga tidak terdapat the Stock Exchange; therefore, there is no domestic institutional
kepemilikan institusi lokal, kepemilikan institusi asing, kepemilikan ownership, foreign institutional ownership, domestic individual
individu lokal dan kepemilikan individu asing. ownership, or foreign individual ownership.
Komposisi 20 Pemegang Saham Terbesar Top 20 Largest Shareholders
Sampai dengan 31 Desember 2025, Hutama Karya merupakan As of December 31, 2025, Hutama Karya is a State-Owned Enterprise
Badan Usaha Milik Negara yang sahamnya 99,99999924% dimiliki in which 99.99999924% of shares are owned by PT Danantara Asset
oleh PT Danantara Asset Management (Persero). Dengan demikian, Management (Persero). Therefore, there is no information available
tidak terdapat informasi mengenai komposisi 20 (dua puluh) regarding the composition of the top 20 shareholders.
pemegang saham terbesar.
Komposisi Pemegang Saham 5% Shareholders With 5% or More Ownership
atau Lebih
Sampai dengan 31 Desember 2025, Hutama Karya merupakan As of December 31, 2025, Hutama Karya is a State-Owned Enterprise
Badan Usaha Milik Negara yang sahamnya 99,99999924% dimiliki in which 99.99999924% of shares are owned by PT Danantara Asset
oleh PT Danantara Asset Management (Persero). Informasi Management (Persero). Information regarding shareholders holding
mengenai komposisi pemegang saham 5% atau lebih Perseroan 5% or more has been described in the shareholding composition
telah dijelaskan pada uraian komposisi pemegang saham. section.
PT Hutama Karya (Persero)
148 Laporan Tahunan 2025
Page 149
Profil Perusahaan
Company Profile
Komposisi Kelompok Pemegang Saham Shareholding Composition
Kurang Dari 5% of Less Than 5%
Sampai dengan 31 Desember 2025, Hutama Karya merupakan As of December 31, 2025, Hutama Karya is a State-Owned Enterprise
Badan Usaha Milik Negara yang sahamnya 0,00000076% dimiliki in which 0.00000076% of shares are owned by the Government of
oleh Negara Republik Indonesia. Informasi mengenai komposisi the Republic of Indonesia. Information regarding shareholders
pemegang saham kurang dari 5% telah dijelaskan pada uraian less than 5% has been described in the shareholding composition
komposisi pemegang saham. section.
Kepemilikan Saham Dewan Komisaris, Share Ownership of The Board
Direksi dan Manajemen of Commissioners, Board of Directors,
and Management
Sampai dengan 31 Desember 2025, Dewan Komisaris, Direksi dan As of December 31, 2025, the Board of Commissioners, Board of
Manajemen Hutama Karya tidak mempunyai kepemilikan saham Directors, and Management of Hutama Karya do not own any
atas Hutama Karya. Kepemilikan saham Hutama Karya dimiliki oleh shares in the Company. The Company’s shares are owned by the
Pemerintah Republik Indonesia 0,00000076% dan PT Danantara Government of the Republic of Indonesia (0.00000076%) and PT
Aset Management (Persero) 99,99999924%. Dengan demikian, Danantara Asset Management (Persero) (99.99999924%). Therefore,
Hutama Karya tidak menyajikan menyajikan rincian anggota Direksi the Company does not disclose details of Board of Directors or
atau Dewan Komisaris yang memiliki saham langsung maupun Board of Commissioners members who hold direct or indirect share
tidak langsung. ownership.
Pemegang Saham Utama dan Pengendali
Major and Controlling Shareholders
Kepemilikan saham utama dan pengendali Hutama Karya The majority and controlling shareholding of PT Hutama Karya
dimiliki oleh PT Danantara Asset Management (Persero) dengan (Persero) is held by PT Danantara Asset Management (Persero) with
kepemilikan saham sebesar 99,99999924% dengan jenis saham ownership of 99.99999924% in Series B shares, while 0.00000076%
Seri B dan 0,00000076% dimiliki oleh Negara Republik Indonesia is owned by the State of the Republic of Indonesia in the form of
dimiliki oleh Pemerintah Republik Indonesia dengan jenis saham Series A Dwiwarna shares through the State-Owned Enterprises
Seri A Dwiwarna melalui Badan Pengaturan (BP) Badan Usaha Regulatory Agency (BP BUMN). There are no shareholders acting on
Milik Negara (BUMN), serta tidak terdapat Pemegang Saham yang behalf of other shareholders.
bertindak atas nama pemegang saham lain.
Negara Republik Indonesia
The Government of the Republic of Indonesia PT Danantara Asset Management
(0.00000076%) (99.99999924%)
HUTAMA K ARYA
PT Hutama Karya (Persero)
2025 Annual Report 149
Page 150
Daftar Entitas Anak, Entitas Asosiasi
dan Perusahaan Ventura Bersama
List of Subsidiaries, Associates, and Joint Venture Companies
Entitas Anak Subsidiaries
Kepemilikan Langsung Direct Ownership
PT HK REALTINDO (“HKR”)
Bidang Usaha Pengembang properti
Line of Business Property Developer
Tahun Beroperasi
2010
Operation Year
Jumlah Aset Rp3.356.331 juta
Total of Assets IDR3,356,331 million
Kepemilikan (%)
99.96%
Ownership (%)
Status Operasi Beroperasi
Operation Status Operating
Alamat HK Tower - Lantai 17
Address Jl. Letjen M.T. Haryono Kav. 8 RT. 12 RW. 11 Cawang, Kecamatan Jatinegara Jakarta Timur 13340
Telp : (021) 8193570
Email : marketing@hkrealtindo.co.id
Web : hkrealtindo.com
Pengurus Perusahaan Dewan Komisaris
Company Management Board of Commissioners
Plt. Komisaris Utama
Eko Nurmaryadi
Acting President Commissioner
Komisaris
-
Commissioner
Komisaris Independen
-
Independent Commissioner
Direksi
Board of Directors
Plt Direktur Utama
Juni Iranto
Acting President Director
Direktur Keuangan & Manajemen Risiko
Juni Iranto
Finance & Risk Management Director
Plt Direktur Bisnis & Teknik
M Reza Arisandy
Acting Business and Technique Director
PT Hutama Karya (Persero)
150 Laporan Tahunan 2025
Page 151
Profil Perusahaan
Company Profile
PT HAKAASTON (“HKA”)
Bidang Usaha Layanan Jalan dan Operasi Halan Tol & Manufaktur
Line of Business Road Services, Toll Road Operations & Manufacturing
Tahun Beroperasi
2011
Operation Year
Jumlah Aset Rp1.066.929 juta
Total of Assets IDR1,066,929 million
Kepemilikan (%)
99.75%
Ownership (%)
Status Operasi Beroperasi
Operation Status Operating
Alamat HK Tower - Lantai 16
Address Jl. Letjen M.T. Haryono Kav. 8 RT. 12 RW. 11 Cawang, Kecamatan Jatinegara Jakarta Timur 13340
Telp : (021) 84995068
Fax : (021) 8497116868
Email : mail.info@hakaaston.co.id
Web : hakaaston.co.id
Pengurus Perusahaan Dewan Komisaris
Company Management Board of Commissioners
Plt. Komisaris Utama dan Independen
Djoni Suherman
Acting President Commissioner and Independent
Plt. Komisaris
Andung Damar Sasongko
Acting Commissioner
Direksi
Board of Directors
Direktur Utama
Rozi Rinjayadi
President Director
Direktur Keuangan, SDM & Pengembangan
M Izzan Zubair
Finance, HR & Development Director
Direktur Teknik dan Operasi
Martin Barita Uli Nababan
Engineering and Operations Director
PT Hutama Karya (Persero)
2025 Annual Report 151
Page 152
PT HK INFRASTRUKTUR (“HKI”)
Bidang Usaha Jasa konstruksi
Line of Business Construction services
Tahun Beroperasi
2011
Operation Year
Jumlah Aset Rp9.988.161 juta
Total of Assets IDR9,988,161 million
Kepemilikan (%)
99.75%
Ownership (%)
Status Operasi Beroperasi
Operation Status Operating
Alamat HK Tower - Lantai 15
Address Jl. Letjen M.T. Haryono Kav. 8 RT. 12 RW. 11 Cawang, Kecamatan Jatinegara Jakarta Timur 13340
Telp : (021) 296 34957
Email : hki@hkinfrastruktur.com
Web : hkinfrastruktur.com
Pengurus Perusahaan Dewan Komisaris
Company Management Board of Commissioners
Komisaris Utama
Taufik Widjoyono
President Commissioner
Komisaris
Heru Ermadi
Commissioner
Komisaris
Tumik Kristianingsih
Commissioner
Komisaris
Mulyadi Wiriatmadja
Commissioner
Direksi
Board of Directors
Plt. Direktur Utama
Aji Prasetyanti
Acting President Director
Direktur Keuangan & Manajemen Risiko
Dadan Hikmat Ramdhani
Finance & Risk Management Director
Plt. Direktur Operasi I
G. Aji Sentosa
Acting Operations Director I
Plt. Direktur Operasi II
Fatma Dewi Setyowati
Acting Operations Director II
Direktur Operasi III
Aditya Novendra Jaya
Operations Director III
PT Hutama Karya (Persero)
152 Laporan Tahunan 2025
Page 153
Profil Perusahaan
Company Profile
EPC ENERGY SINGAPORE, PTE. LTD
Bidang Usaha Jasa konstruksi
Line of Business Construction Services
Tahun Beroperasi
2019
Operation Year
Jumlah Aset Rp79.027 juta
Total of Assets IDR79,027 million
Kepemilikan (%)
100.00%
Ownership (%)
Status Operasi Beroperasi
Operation Status Operating
Alamat 24 Sin Ming Lane, #05-107 Midview City, Singapore
Address Telp :-
Email : -
Web :-
Pengurus Perusahaan Direksi
Company Management Board of Directors
Direktur Utama
Ready Bela Adhitama
President Director
Direktur
Ng Lay Hoon
Director
PT HUTAMA MARGA WASKITA
Bidang Usaha Pengusahaan jalan tol
Line of Business Toll Road Management
Tahun Beroperasi
2017
Operation Year
Jumlah Aset Rp13.882.028 juta
Total of Assets IDR13,882,028 million
Kepemilikan (%)
99.188%
Ownership (%)
Status Operasi Beroperasi
Operation Status Operating
Alamat Jl. Bina Marga No.3, Cipayung, Jakarta Timur
Address Telp : (021) 8444640
Fax : (021) 8444640
Email : sekretariat@hmwtollroad.com
Web : www.hmwtollroadweb.com
Pengurus Perusahaan Dewan Komisaris
Company Management Board of Commissioners
Komisaris Utama
Muhroni
President Commissioner
Komisaris
Dwi Aryono Bayuaji
Commissioner
Komisaris
Sunandar
Commissioner
Direksi
Board of Directors
Direktur Utama
Dindin Solakhuddin
President Director
Direktur Keuangan & Manajemen Risiko
Ayu Hutami Hariyanti
Finance & Risk Management Director
Direktur Teknik
Jimmy Leonard
Engineering Director
PT Hutama Karya (Persero)
2025 Annual Report 153
Page 154
PT TERBANGGI BESAR KAYU AGUNG TOLL
Bidang Usaha Pengusahaan jalan tol
Line of Business Toll Road Management
Tahun Beroperasi -
Operation Year
Jumlah Aset Rp61 juta
Total of Assets IDR61 million
Kepemilikan (%)
99.90%
Ownership (%)
Status Operasi Dalam tahap pengembangan
Operation Status In the development stage
Alamat Jl. Dewa Ruci Km 218+800 Desa Bumi Harapan, Way Serdang, Mesuji, Lampung
Address Telp :-
Email : -
Web :-
Pengurus Perusahaan Dewan Komisaris
Company Management Board of Commissioners
Komisaris
Gunadi
Commissioner
Direksi
Board of Directors
Direktur
Dinny Suryakencana
Director
PT HUTAMA MAMBELIM TRANS PAPUA
Bidang Usaha Pembangunan dan Pemeliharaan Jalan Trans Papua
Line of Business Construction and Maintenance of Trans Papua Road
Tahun Beroperasi
2024
Operation Year
Jumlah Aset Rp1.159.050 juta
Total of Assets IDR1,159,050 million
Kepemilikan (%) 100% (55% kepemilikan langsung & 45% milik PT Hutama Karya Infrastruktur)
Ownership (%) 100% (55% direct ownership & 45% owned by PT Hutama Karya Infrastruktur)
Status Operasi Beroperasi
Operation Status Operating
Alamat HK Tower
Address Jl. Letjen Haryono MT. Kav.8 RT. 12 RW. 11 Cawang, Kecamatan Jatinegara Jakarta Timur 13340
Telp :-
Email : -
Web :-
Pengurus Perusahaan Dewan Komisaris
Company Management Board of Commissioners
Komisaris
Paryanto
Commissioner
Direksi
Board of Directors
Plt. Direktur
Kun Hartawan Adi Satria
Acting Director
PT Hutama Karya (Persero)
154 Laporan Tahunan 2025
Page 155
Profil Perusahaan
Company Profile
PT HUTAMA PANORAMA SITINJAU LAUIK
Bidang Usaha Konstruksi Bangunan Sipil, Aktivitas Arsitektur dan keinsinyuran serta konsultasi Manajemen
Line of Business Civil Building Construction, Architectural and Engineering Activities, and Management Consulting
Tahun Beroperasi
2025
Operation Year
Jumlah Aset Rp381.037 juta
Total of Assets IDR381,037 million
Kepemilikan (%) 100% (55% kepemilikan langsung & 45% milik PT Hutama Karya Infrastruktur)
Ownership (%) 100% (55% direct ownership & 45% owned by PT Hutama Karya Infrastruktur)
Status Operasi Beroperasi
Operation Status Operating
Alamat HK Tower
Address Jl. Letjen Haryono MT. Kav.8 RT. 12 RW. 11 Cawang, Kecamatan Jatinegara Jakarta Timur 13340
Telp :
Email : hpsl@hutamakarya.com
Web :-
Pengurus Perusahaan Dewan Komisaris
Company Management Board of Commissioners
Komisaris
Busmart Zuriantomy
Commissioner
Direksi
Board of Directors
Direktur
Michael AP Rumenser
Director
Kepemilikan Tidak Langsung Indirect Ownership
PT BHIRAWA STEEL
Bidang Usaha Manufaktur
Line of Business Manufacture
Tahun Beroperasi
1974
Operation Year
Jumlah Aset Rp1.810.375 juta
Total of Assets IDR1,810,375 million
Kepemilikan (%) 65,00% milik PT Hutama Karya Infrastruktur
Ownership (%) 65.00% owned by PT Hutama Karya Infrastruktur
Status Operasi Beroperasi
Operation Status Operating
Alamat Representative Office
Address HK Tower Lt.3
Jl. Letjen Haryono MT. Kav.8 RT. 12 RW. 11 Cawang, Kecamatan Jatinegara Jakarta Timur 13340
Telp :-
Email : -
Web :-
PT Hutama Karya (Persero)
2025 Annual Report 155
Page 156
PT NUSA PRATAMA PROPERTI
Bidang Usaha Properti
Line of Business Property
Tahun Beroperasi
2008
Operation Year
Jumlah Aset Rp780.696 juta
Total of Assets IDR780,696 million
Kepemilikan (%) 90,00% milik PT HK Realtindo
Ownership (%) 90.00% owned by PT HK Realtindo
Status Operasi Beroperasi
Operation Status Operating
Alamat Jl. Let Jend TB Simatupang Kav. 9 Kebagusan – Pasar Minggu Jakarta Selatan 12520
Address Telp : (021) 82470131
Email : -
Web :-
PT PETRONESIA BENIMEL
Bidang Usaha Jasa Konstruksi
Line of Business Construction Services
Tahun Beroperasi
2005
Operation Year
Jumlah Aset Rp643.491 juta
Total of Assets IDR643,491 million
Kepemilikan (%) 57,00% milik PT Hutama Karya Infrastruktur
Ownership (%) 57.00% owned by PT Hutama Karya Infrastruktur
Status Operasi Beroperasi
Operation Status Operating
Alamat L’Avenue Office Tower Unit 20F
Address Jl. Raya KH Guru Amin No Kav.16 Jakarta Selatan 12780
Telp : (021)
Email : mailbox@petronesia.co.id
Web :-
PT SEMEN INDOGREEN SENTOSA
Bidang Usaha Manufaktur
Line of Business Manufacture
Tahun Beroperasi
2012
Operation Year
Jumlah Aset Rp823.565 juta
Total of Assets IDR823,565 million
Kepemilikan (%) 85,00% milik PT Hutama Karya Infrastruktur
Ownership (%) 85.00% owned by PT Hutama Karya Infrastruktur
Status Operasi Beroperasi
Operation Status Operating
Alamat HK Tower Lt 17
Address Jl. Letjen Haryono M.T. Kav. 8 RT. 12 RW. 11 Cawang, Kecamatan Jatinegara, Jakarta Timur 13340
Telp :-
Email : -
Web :-
PT Hutama Karya (Persero)
156 Laporan Tahunan 2025
Page 157
Profil Perusahaan
Company Profile
Entitas Asosiasi Associated Entities
PT HUTAMA PRIMA
Bidang Usaha Pembuatan Asphalt Emulsion
Line of Business Asphalt Emulsion Production
Tahun Beroperasi
1990
Operation Year
Jumlah Aset
-
Total of Assets
Kepemilikan (%)
30%
Ownership (%)
Status Operasi Beroperasi
Operation Status Operating
Alamat Jl. Metro Duta Niaga Blok II BA-3, Pondok Indah, Jakarta 12310
Address Telp : (021) 7669501, 7507202
Email : -
Web :-
Penyertaan Lainnya Other Investments
PT INDONESIA INTERNASIONAL AUTOMOTIVE PROVING GROUND
Bidang Usaha Aktivitas Perancangan dan Pembangunan Fasilitas
Line of Business serta Penyediaan Peralatan Pengujian Kendaraan Bermotor
Design and Development of Facilities and Provision of Motor Vehicle Testing Equipment
Tahun Beroperasi
-
Operation Year
Jumlah Aset
-
Total of Assets
Kepemilikan (%)
5.00%
Ownership (%)
Status Operasi Dalam Tahap Pengembangan
Operation Status In the development stage
Alamat Jl. Dewi Sartika No 14, Cawang II, Jakarta – 13630, Indonesia
Address Telp : (021) 9015663/4
Email : gobelinternationalpg@gobel.co.id
Web :-
PT TAKENAKA INDONESIA
Bidang Usaha Jasa Konstruksi
Line of Business Construction Services
Tahun Beroperasi
1974
Operation Year
Jumlah Aset
-
Total of Assets
Kepemilikan (%)
1.07%
Ownership (%)
Status Operasi Beroperasi
Operation Status Operating
Alamat Mid Plaza 1 18th
Address Jl. Jenderal Sudirman, Kav. 10-11, Karet Tengsin, Tanah Abang, Jakarta, Jakarta 10220
Telp : (021) 5735660
Email : info@takenaka.co.id
Web :-
PT Hutama Karya (Persero)
2025 Annual Report 157
Page 158
PT JASA MARGA BALI TOL
Bidang Usaha Pengusahaan Jalan Tol
Line of Business Toll Road Management
Tahun Beroperasi
2013
Operation Year
Jumlah Aset Rp1.890,4 miliar
Total of Assets IDR1,890.4 billion
Kepemilikan (%)
0.79%
Ownership (%)
Status Operasi Beroperasi
Operation Status Operating
Alamat Grha Bali Tol Jalan Raya Pelabuhan Benoa Nomor. 88
Address Pesanggaran Pedungan Denpasar Selatan Bali 80222
Telp : (0361) 725326
Email : -
Web :-
PT GORONTALO ENERGY
Bidang Usaha Pembangunan pembangkit tenaga listrik
Line of Business Power Plant Construction
Tahun Beroperasi
-
Operation Year
Jumlah Aset
-
Total of Assets
Kepemilikan (%)
1.00 %
Ownership (%)
Status Operasi Beroperasi
Operation Status Operating
Alamat Jl. Bulungan Raya No 26, Kebayoran Baru, Jakarta - 12130
Address Telp : (021) 72796733
Email : -
Web :-
PT ANGGREK GORONTALO INTERNASIONAL TERMINAL
Bidang Usaha Aktivitas Pelayanan Kepelabuhanan Laut
Line of Business Seaport Services Activities
Tahun Beroperasi
2021
Operation Year
Jumlah Aset
-
Total of Assets
Kepemilikan (%)
5.00%
Ownership (%)
Status Operasi Beroperasi
Operation Status Operating
Alamat Jl. Ahmad A. Wahab No 2, Gorontalo, Gorontalo
Address Telp : (021)
Email : -
Web :-
PT Hutama Karya (Persero)
158 Laporan Tahunan 2025
Page 159
Profil Perusahaan
Company Profile
PT KARYA LOGISTIK NUSANTARA
Bidang Usaha Penyediaan readymix dan material alam lainnya
Line of Business Provision of Readymix and Other Natural Materials
Tahun Beroperasi
2023
Operation Year
Jumlah Aset Rp415,7 miliar
Total of Assets IDR415.7 billion
Kepemilikan (%)
13.95%
Ownership (%)
Status Operasi Beroperasi
Operation Status Operating
Alamat Jakarta Office:
Address MTH Square Apartment & Office Tower 2nd Floor Unit 233
Jl. Otista Raya No 390, Jakarta Timur, DKI Jakarta 13330
Telp :-
Email : karya.logistiknusantara@gmail.com
Web :-
Kerjasama Operasi yang Dikonsolidasikan Consolidated Joint Operations
KSO HUTAMA - YODYA
Bidang Usaha Jasa konstruksi
Line of Business Construction services
Tahun Beroperasi
2018
Operation Year
Jumlah Aset Rp6.197 juta
Total of Assets IDR6,197 million
Kepemilikan (%)
99.50%
Ownership (%)
Status Operasi Beroperasi
Operation Status Operating
Alamat
Jl. Duren Sawit Baru No. 2, Duren Sawit, Kota Jakarta Timur, DKI Jakarta
Address
KSO HUTAMA - PERAPEN
Bidang Usaha Jasa konstruksi
Line of Business Construction services
Tahun Beroperasi
2014
Operation Year
Jumlah Aset Rp3.966 juta
Total of Assets IDR3,966 million
Kepemilikan (%)
90.00%
Ownership (%)
Status Operasi Beroperasi
Operation Status Operating
Alamat
Jl. Masjid Helvetia Ujung No. 48, Helvetia Tengah, Kota Medan, Sumatera Utara
Address
PT Hutama Karya (Persero)
2025 Annual Report 159
Page 160
KSO HUTAMA - MOELADI
Bidang Usaha Jasa konstruksi
Line of Business Construction services
Tahun Beroperasi
2018
Operation Year
Jumlah Aset Rp4.745 juta
Total of Assets IDR4,745 million
Kepemilikan (%)
100.00%
Ownership (%)
Status Operasi Beroperasi
Operation Status Operating
Alamat
Jl. Ir. H. Juanda No. 27 RT 059, Sidodadi, Samarinda Ulu, Samarinda, Kalimantan Timur
Address
KSO HUTAMA - NSE
Bidang Usaha Jasa konstruksi
Line of Business Construction services
Tahun Beroperasi
2019
Operation Year
Jumlah Aset Rp9.886 juta
Total of Assets IDR9,886 million
Kepemilikan (%)
97.00%
Ownership (%)
Status Operasi Beroperasi
Operation Status Operating
Alamat HK Tower Lt. 14, Jl. Letjen MT Haryono
Address Kav.8 RT 012, RW 011, Cipinang Cempedak, Jatinegara, Jakarta Timur
KSO HUTAMA - GERBANG SARANA BAJA
Bidang Usaha Jasa konstruksi
Line of Business Construction services
Tahun Beroperasi
2021
Operation Year
Jumlah Aset Rp211.240 juta
Total of Assets IDR211,240 million
Kepemilikan (%)
99.99%
Ownership (%)
Status Operasi Beroperasi
Operation Status Operating
Alamat Jalan Letjen MT Haryono, Cawang 8 No. – RT 012, RW 011,
Address Cipinang Cempedak, Jatinegara, Jakarta Timur
PT Hutama Karya (Persero)
160 Laporan Tahunan 2025
Page 161
Profil Perusahaan
Company Profile
KSO HUTAMA KARYA – HK INFRASTRUKTUR
Bidang Usaha Jasa konstruksi
Line of Business Construction services
Tahun Beroperasi
2025
Operation Year
Jumlah Aset Rp243.468 juta
Total of Assets IDR243,468 million
Kepemilikan (%)
100.00%
Ownership (%)
Status Operasi Beroperasi
Operation Status Operating
Alamat Jl. Padang Solok Lubuk Parakuh, Kel Indarung, Kec. Lubuk Kilangan
Address Kota Padang, Sumatera Barat. 25237
KSO HUTAMA KARYA – BASUKI – LESTARI
Bidang Usaha Jasa konstruksi
Line of Business Construction services
Tahun Beroperasi
2020
Operation Year
Jumlah Aset Rp218.363 juta
Total of Assets IDR218,363 million
Kepemilikan (%)
70.00%
Ownership (%)
Status Operasi Beroperasi
Operation Status Operating
Alamat
Jl. Raya Kopi-Tuloa, Desa Tuloa, Kec. Bulango Utara, Kab. Bone Bolango, Gorontalo, 96181
Address
KSO HUTAMA KARYA – PANDU
Bidang Usaha Jasa konstruksi
Line of Business Construction services
Tahun Beroperasi
2025
Operation Year
Jumlah Aset Rp72.199 juta
Total of Assets IDR72,199 million
Kepemilikan (%)
97.70%
Ownership (%)
Status Operasi Beroperasi
Operation Status Operating
Alamat Jl. Letjen M.T. Haryono, Cawang 8, RT 012, RW 011,
Address Cipinang Cempedak, Jatinegara, Jakarta Timur
PT Hutama Karya (Persero)
2025 Annual Report 161
Page 162
Struktur Grup Perusahaan
Company’s Groups Structure
Negara Republik Indonesia
The Government of the Republic PT Danantara Asset
of Indonesia Management 30.00%
(0.00000076%) (99.99999924%)
13.95%
5.00%
99.90% 5.00%
1.07%
1.00%
0.97%
100% 99.186% 99.96% 99.75% 99.75% 55.00%
45.00%
25.00%
90.00% 85.00%
25.00% 65.00%
20.00% 57.00%
10.00%
Sampai dengan 31 Desember 2025, Hutama Karya tidak memiliki As of December 31, 2025, Hutama Karya does not have any Special
Special Purpose Vehicle (SPV). Purpose Vehicles (SPVs).
PT Hutama Karya (Persero)
162 Laporan Tahunan 2025
Page 163
Profil Perusahaan
Company Profile
Kronologi Penerbitan Saham
Shares Issuance Chronology
Hutama Karya per 31 Desember 2025, belum melakukan As of December 31, 2025, Hutama Karya has not listed its shares on
pencatatan saham di Bursa Efek. Dengan demikian, tidak terdapat the Stock Exchange. Therefore, there is no information regarding
informasi mengenai tindakan korporasi (corporate action), harga corporate actions, share offering prices for each corporate action,
penawaran saham untuk masing-masing tindakan korporasi, the number of shares recorded after each corporate action, or the
jumlah saham tercatat setelah masing-masing tindakan korporasi name of the stock exchange where the company’s shares are listed.
dan nama bursa tempat saham perusahaan dicatatkan.
PT Hutama Karya (Persero)
2025 Annual Report 163
Page 164
Kronologi Penerbitan dan/atau
Pencatatan Efek Lainnya
Chronology of Share Issuance and/or on Other Securities Listing
Kronologi Penerbitan Chronology of Bonds Issuance
dan/atau Pencatatan Obligasi and/or Listing
Tabel Kronologi Penerbitan dan/atau Pencatatan Obligasi
Table of Bonds Issuance and/or Listing
Jumlah Obligasi
Tanggal Mata
Uraian Tenor (jutaan)
No. Description
Penerbitan
Tenure
Uang
Total of Obligation
Date of Issuance Currency
(million)
Obligasi I Hutama Karya Tahun 2013 Seri A 24 Juni 2013 3 Tahun Rp
1. 135,000
Bond I of Hutama Karya Year 2013 Series A June 24, 2013 3 Years IDR
Obligasi I Hutama Karya Tahun 2013 Seri B 24 Juni 2013 5 Tahun Rp
2. 290,000
Bond I of Hutama Karya Year 2013 Series B June 24, 2013 5 Years IDR
Obligasi I Hutama Karya Tahun 2013 Seri C 24 Juni 2013 7 Tahun Rp
3. 325,000
Bond I of Hutama Karya Year 2013 Series C June 24, 2013 7 Years IDR
Obligasi Berkelanjutan I Hutama Karya Tahap I Tahun 2016 21 Desember 2016 10 Tahun Rp
4. 1,000,000
Sustainable Bond I of Hutama Karya Phase I Year 2016 December 21, 2016 10 Years IDR
Obligasi Berkelanjutan I Hutama Karya Tahap II Tahun 2017 7 Juni 2017 10 Tahun Rp
5. 1,968,000
Sustainable Bond I of Hutama Karya Phase II Year 2017 June 7, 2017 10 Years IDR
Obligasi Berkelanjutan I Hutama Karya Tahap III Tahun 2017 Seri B 26 September 2017 10 Tahun Rp
6. 2,367,000
Sustainable Bond I of Hutama Karya Phase III Year 2017 Series B September 26, 2017 10 Years IDR
Obligasi Berkelanjutan II Hutama Karya Tahap I Tahun 2021 Seri A 7 September 2021 3 Tahun Rp
7. 33,500
Sustainable Bond II of Hutama Karya Phase I Year 2021 Series A September 7, 2021 3 Years IDR
Obligasi Berkelanjutan II Hutama Karya Tahap I Tahun 2021 Seri B 7 September 2021 5 Tahun Rp
8. 185,550
Sustainable Bond II of Hutama Karya Phase I Year 2021 Series B September 7, 2021 5 Years IDR
Obligasi Berkelanjutan II Hutama Karya Tahap I Tahun 2021 Seri C 7 September 2021 7 Tahun Rp
9. 780,950
Sustainable Bond II of Hutama Karya Phase I Year 2021 Series C September 7, 2021 7 Years IDR
Obligasi Berkelanjutan II Hutama Karya Tahap II Tahun 2022 Seri A 12 Januari 2022 3 Tahun Rp
10. 81,000
Sustainable Bond II of Hutama Karya Phase II Year 2022 Series A January 12, 2022 3 Years IDR
Obligasi Berkelanjutan II Hutama Karya Tahap II Tahun 2022 Seri B 12 Januari 2022 5 Tahun Rp
11. 176,500
Sustainable Bond II of Hutama Karya Phase II Year 2022 Series B January 12, 2022 5 Years IDR
Obligasi Berkelanjutan II Hutama Karya Tahap II Tahun 2022 Seri C 12 Januari 2022 7 Tahun Rp
12. 742,500
Sustainable Bond II of Hutama Karya Phase II Year 2022 Series C January 12, 2022 7 Years IDR
PT Hutama Karya (Persero)
164 Laporan Tahunan 2025
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Profil Perusahaan
Company Profile
Tingkat Peringkat
Status
Tanggal Suku Rating Wali
Harga Penawaran Pembayaran
Jatuh Tempo Bunga Amanat
Offering Price Payment
Maturity Date Interest Trustee
Status 2025 2024
Rate
100% dari jumlah pokok obligasi 24 Juni 2016 Lunas PT CIMB
8.75% – –
100% of the principal amount of the bond June 24, 2016 Paid off Niaga Tbk
100% dari jumlah pokok obligasi 24 Juni 2018 Lunas PT CIMB
9.10% – –
100% of the principal amount of the bond June 24, 2018 Paid off Niaga Tbk
100% dari jumlah pokok obligasi 24 Juni 2020 Lunas PT CIMB
9.50% – –
100% of the principal amount of the bond 24 June, 2020 Paid off Niaga Tbk
100% dari jumlah pokok obligasi 21 Desember 2026 Belum Lunas
8.55% AAA (gg) AAA (gg) Bank BJB
100% of the principal amount of the bond December 21, 2026 Not yet paid off id id
100% dari jumlah pokok obligasi 7 Juni 2027 Belum Lunas
8.07% AAA (gg) AAA (gg) Bank BJB
100% of the principal amount of the bond June 7, 2027 Not yet paid off id id
100% dari jumlah pokok obligasi 26 September 2027 Belum Lunas
8.40% AAA (gg) AAA (gg) Bank BJB
100% of the principal amount of the bond September 26, 2027 Not yet paid off id id
100% dari jumlah pokok obligasi 7 September 2024 Lunas AA-
8.25% – id
Bank BJB
100% of the principal amount of the bond September 7, 2024 Paid off
100% dari jumlah pokok obligasi 7 September 2026 Belum Lunas AA-
8.55% AA- id
Bank BJB
100% of the principal amount of the bond September 7, 2026 Not yet paid off id
100% dari jumlah pokok obligasi 7 September 2028 Belum Lunas AA-
9.30% AA- id
Bank BJB
100% of the principal amount of the bond September 7, 2028 Not yet paid off id
100% dari jumlah pokok obligasi 12 Januari 2025 Lunas AA-
6.50% AA- id
Bank BJB
100% of the principal amount of the bond January 12, 2025 Paid off id
100% dari jumlah pokok obligasi 12 Januari 2027 Belum Lunas AA-
7.75% AA- id
Bank BJB
100% of the principal amount of the bond January 12, 2027 Not yet paid off id
100% dari jumlah pokok obligasi 12 Januari 2029 Belum Lunas
8.25% AA- AA- Bank BJB
100% of the principal amount of the bond January 12, 2029 Not yet paid off id id
PT Hutama Karya (Persero)
2025 Annual Report 165
Page 166
Kronologi Penerbitan Chronology of Sukuk Issuance
dan/atau Pencatatan Sukuk and/or Listing
Tabel Kronologi Penerbitan dan/atau Pencatatan Sukuk
Table of Chronology of Sukuk Issuance and/or Listing
Tanggal Jumlah Sukuk
Mata
Uraian Penerbitan Tenor (jutaan)
No. Description Date of Tenure
Uang
Total of Sukuk
Currency
Issuance (million)
Sukuk Mudharabah Berkelanjutan I Hutama Karya Tahap I
Tahun 2021 Seri C 7 September 2021 7 Tahun Rp 419,050
1.
Sustainable Mudharabah Sukuk I Hutama Karya Phase I September 7, 2021 7 Years IDR 419.050
Year 2021 Series C
Sukuk Mudharabah Berkelanjutan I Hutama Karya Tahap I
Tahun 2021 Seri B 7 September 2021 5 Tahun Rp 64,450
2.
Sustainable Mudharabah Sukuk I Hutama Karya Phase I September 7, 2021 5 Years IDR 64.450
Year 2021 Series B
Sukuk Mudharabah Berkelanjutan I Hutama Karya Tahap I
Tahun 2021 Seri A 7 September 2021 3 Tahun Rp 16,500
3.
Sustainable Mudharabah Sukuk I Hutama Karya Phase I September 7, 2021 3 Years IDR 16.500
Year 2021 Series A
Sukuk Mudharabah Berkelanjutan I Hutama Karya Tahap II
Tahun 2022 Seri C 12 Januari 2022 7 Tahun Rp 69,490
4.
Sustainable Mudharabah Sukuk I Hutama Karya Phase II Januari 12, 2022 7 Years IDR 69.490
Year 2022 Series C
Sukuk Mudharabah Berkelanjutan I Hutama Karya Tahap II
Tahun 2022 Seri B 12 Januari 2022 5 Tahun Rp 105,260
5.
Sustainable Mudharabah Sukuk I Hutama Karya Phase II January 12, 2022 5 Years IDR 105.260
Year 2022 Series B
Sukuk Mudharabah Berkelanjutan I Hutama Karya Tahap II
Tahun 2022 Seri A 12 Januari 2022 3 Tahun Rp 138,250
6.
Sustainable Mudharabah Sukuk I Hutama Karya Phase II January 12, 2022 3 Years IDR 138.250
Year 2022 Series A
Kronologi Penerbitan dan/atau Chronology of Convertible Bonds
Pencatatan Obligasi Konversi and/or Listing
Sampai dengan 31 Desember 2025, Perseroan belum menerbitkan As of 31 December 2025, the Company has not issued any convertible
obligasi konversi. bonds.
Kronologi Penerbitan dan/atau Chronology of Other Fundings Issuance
Pencatatan Sumber Pendanaan Lainnya and/or Listing
Tabel Kronologi Penerbitan dan/atau Pencatatan Medium Term Notes
Table of Issuance and/or Listing Chronology of Medium-Term Notes
Nama Mata Uang Nominal (Juta) Tingkat Suku Bunga
No.
Name Currency Amount (million) Interest Rate
1. Global Medium Term Notes Hutama Karya USD 600 3.75%
PT Hutama Karya (Persero)
166 Laporan Tahunan 2025
Page 167
Profil Perusahaan
Company Profile
Tingkat Peringkat
Status
Tanggal Suku Rating Wali
Harga Penawaran Pembayaran
Jatuh Tempo Bunga Amanat
Offering Price Payment
Maturity Date Interest Trustee
Status 2025 2024
Rate
100% dari jumlah pokok Sukuk 7 September 2028 Belum Lunas
9.30% AA–(sy) AA–(sy) Bank BJB
100% of the principal amount of the Sukuk September 7, 2028 Not yet paid off id id
100% dari jumlah pokok Sukuk 7 September 2026 Belum Lunas
8.55% AA–(sy) AA–(sy) Bank BJB
100% of the principal amount of the Sukuk September 7, 2026 Not yet paid off id id
100% dari jumlah pokok Sukuk 7 September 2024 Lunas
8.25% – AA–(sy) Bank BJB
100% of the principal amount of the Sukuk September 7, 2024 Paid off id
100% dari jumlah pokok Sukuk 12 Januari 2029 Belum Lunas
8.25% AA–(sy) AA–(sy) Bank BJB
100% of the principal amount of the Sukuk January 12, 2029 Not yet paid off id id
100% dari jumlah pokok Sukuk 12 Januari 2027 Belum Lunas
7.75% AA–(sy) AA–(sy) Bank BJB
100% of the principal amount of the Sukuk January 12, 2027 Not yet paid off id id
100% dari jumlah pokok Sukuk 12 Januari 2025 Lunas
6.50% AA–(sy) AA–(sy) Bank BJB
100% of the principal amount of the Sukuk January12, 2025 Paid off id id
Tanggal Jatuh Moody’s Rating FitchRating
Tenor Tanggal Penerbitan
Tempo
Tenure Date of Issuance
Maturity Date 2025 2024 2025 2024
10 Tahun 11 Mei 2020 11 Mei 2030
Baa3 Baa3 BBB– BBB–
10 Years May 11, 2020 May 11, 2030
PT Hutama Karya (Persero)
2025 Annual Report 167
Page 168
Informasi Penggunaan Jasa Akuntan Publik (AP)
dan Kantor Akuntan Publik (KAP)
Information on The Use of Services from Public Accountant (AP)
and Public Accountant Firm (KAP)
Nama KAP
KAP Rintis, Jumadi, Rianto & Rekan
KAP’s name
Jaringan Asosiasi
PwC (PricewaterhouseCoopers)
Asscociation Networking
Alamat KAP WTC 3
KAP’S address Jl. Jenderal Sudirman, Kav. 29-31, Jakarta 12920
Nama AP
Yusron
AP’S name
Periode Penugasan KAP Periode Ke 3
KAP’S Assignment Period 3 rd Period
Periode Penugasan AP Periode Ke 5
AP’S Assignment Period 5th Period
Jasa Audit Audit Laporan Keuangan
Audit Services Financial Report Audit
Fee Audit Rp15,7 Miliar*
Audit Fee IDR15.7 Billion*
Jasa Non Audit Tidak memiliki jasa non audit
Non Audit Services Does not have non-audit services
Fee Non Audit Tidak memiliki fee non audit
Non Audit Fee Does not have non-audit fees
* Termasuk PPN dan Prosedur yang disepakati.
Inclusive of VAT and agreed-upon procedures.
PT Hutama Karya (Persero)
168 Laporan Tahunan 2025
Page 169
Profil Perusahaan
Company Profile
Lembaga dan/atau Profesi Penunjang
Supporting Institutions and/or Professions
Jenis Lembaga/
Profesi Nama Periode Penugasan Ruang Lingkup Penugasan
Institutions / Name Assignment Period Assignment Scopes
profession
Pencatatan tahunan PT Bursa Efek Indonesia 2013 – selama Hutama Karya Pihak yang menyelenggarakan dan menyediakan sistem dan atau
saham dan/atau efek Gedung Bursa Efek Indonesia tergolong perusahaan tercatat sarana untuk mempertemukan penawaran jual dan beli Efek pihak-
bersifat utang dan sukuk Menara I Lantai 6 2013 – as long as Hutama Karya pihak lain dengan tujuan memperdagangkan Efek di antara mereka.
Annual listing of shares Jl. Jend. Sudirman is classified as a listed company A party that organizes and provides a system and/or platform to
and/or debt securities
Kav. 52-53, Jakarta – 12190 facilitate the meeting of buy and sell offers of securities between other
and sukuk
parties with the purpose of trading such securities among them
Notaris • Ashoya Ratam, S.H., Penggunaan jasa Notaris • Pembuatan Akta Notaris dan Legalisir Akta
Notary M.Kn Notaris & PPAT bersifat kasuistis, pembayaran • Pembuatan Akta Kuasa Direksi
Kota Administrasi dilakukan per penerbitan akta • Preparation of Notarial Deeds and Deed Legalization
Jakarta Selatan notaril. • Preparation of Board of Directors Power
• Esi Susanti, S.H., M.Kn. The use of notary services is of Attorney deeds
Notaris & PPAT, on an ad hoc basis; payments
Kota Administrasi Jakarta are made per notarized deed
issuance.
Konsultan Hukum Tumbuan & Partners (T&P) Kontrak sejak 2024 - on going Konsultan Penunjuang Divisi Legal – Pemberian Pendampingan & Legal
Legal Consultant Jl. Gandaria Tengah III No. 8, Contract from 2024 – on going Opini
Kramat Pela, Legal Division Supporting Consultant – Provision of assistance and legal
Kec. Kebayoran Baru, opinions
Jakarta, 12130
Hukum online Pro Kontrak sejak 2025 – sekarang Penyedia Jasa Hukum Online Pro
PT Justika Siar Publika Contract since 2025 – present Online Legal Service Provider Pro
Jl. TB Simatupang No. 5,
Jakarta Selatan
Dwiman Akhmat Firdaus Kontrak sejak bulan Agustus Konsultan Hukum
2025 – November 2024 Legal Consultant
Contract from August 2025 –
November 2024
Rivai, Triprasetio Kontrak sejak bulan Juni 2021 – Konsultan Penunjuang Divisi Legal
& Partners (RTNP) Desember 2025 Legal Division Supporting Consultant
KMO Building (suite 305), Contract from June 2021 –
3rd Floor, December 2025
Jl. Kyai Maja No 1, RT. 3/RW. 8,
Gunung, Kec. Kebayoran Baru,
Jakarta Selatan
Hendro, Widodo & Partners Kontrak sejak 2024 - on going Konsultan Penunjuang Divisi Legal
(HWP) Contract since 2024 – on going Legal Division Supporting Consultant
The Mansion Bougenville,
Fontana Office Tower,
Zona 1, Lt-38, BF-F1 – BF-K1,
Jl. Trembesi, Blok D,
Pademangan Timur, Jakarta
Konsultan Hukum Priyadi & Co Kontrak sejak 2024 - 2025 Konsultan Perkara
Legal Consultant Gd. Soho Capital 32nd Floor Contract from 2024 – 2025 Case Consultant
Unit 7, Jl. Letjend S. Parman.
Kav 28, Jakarta Barat
Lawfirm Arifin Pratama Kontrak sejak 2023 – 2025 Konsultan Perkara
& Partners Contract from 2023 – 2025 Case Consultant
Jl. Mayor Zen No. 78
(Depan PT PUSRI)
Kalidoni, Palembang
Frans Winarta & Partners Kontrak sejak 2023 – on going Konsultan Perkara
Kompleks Bukit Gading Contract since 2023 – on going Case Consultant
Mediterania (Florencia)
Boulevard Bukit Gading Raya,
Blok A 15–17 Kelapa Gading
Permai, Jakarta 14240
Silvia Harsida & Partners Kontrak sejak 2025 – on going Konsultan Perkara
Jl. Janur Indah XII LB 14 Contract since 2025 – on going Case Consultant
No. 8, Rt. 07/018
Kelapa Gading Timur,
Jakarta Utara 14240
PT Hutama Karya (Persero)
2025 Annual Report 169
Page 170
Jenis Lembaga/
Profesi Nama Periode Penugasan Ruang Lingkup Penugasan
Institutions / Name Assignment Period Assignment Scopes
profession
ASK Law Office Kontrak sejak 2025 – on going Konsultan Hukum Divisi Legal
• Bandung: Gedung Markaz Contract since 2025 – on going Legal Division Legal Consultant
Collective Space Unit VIS,
Jalan Ciumbuleuit No. 73
Kota Bandung,
Jawa Barat 40142
• Jakarta : Gedung Arva
(ARVAHUB) Lantai 3, Jalan
Gondangdia
Jakarta Pusat, DKI Jakarta
10330
Ampon Dani & Partners Kontrak sejak 2025 – on going Konsultan Perkara
Jalan Taman Makam Pahlawan Contract since 2025 – on going Case Consultant
No.9 Kp. Ateuk Pahlawan,
Kecamatan Baiturrahman,
Kota Banda Aceh, Provinsi
Aceh
Forte Law Firm Kontrak sejak 2025 – on going Pendampingan Hukum
JL. Wijaya II No 30 Melawai, Contract since 2025 – on going Legal Assistance
Kebayoran Baru, Jakarta
12160
Konsultan Hukum Adi Putra Buana Kontrak sejak Maret 2025 – April Pemberian pendapat hukum
Legal Consultant Revenue Tower Level 19, 2025 Provision of Legal Opinion
Sudirman Central Business Contract from March 2025 – April
District, Senayan, Kebayoran 2025
Baru, DKI Jakarta
Kustodian PT Kustodian Sentral Penatausahaan Pencatatan Kepemilikan atau Perubahan Kepemilikan
Custodian Efek Indonesia Efek, Agen Pembayaran dan/atau jasa administraasi lainnya
Gedung Bursa Efek Indonesia sehubungan dengan Efek Bersifat Utang Hutama Karya di Bursa Efek
Tower 1 Lantai 5 Indonesia
Jl. Jend. Sudirman Administration of recording ownership or changes in ownership of
Kav. 52-53 Jakarta 12190 securities, payment agent, and/or other administrative services related
Indonesia to Hutama Karya debt securities on the Indonesia Stock Exchange
Biro Administrasi Efek PT Bursa Efek Indonesia 2016 – sampai dengan Obligasi Penatausahaan Pencatatan Kepemilikan atau Perubahan Kepemilikan
Securities Hutama Karya dan/atau Sukuk Efek, Agen Pembayaran dan/atau jasa administrasi lainnya sehubungan
Administration Bureau Hutama Karya dinyatakan lunas dengan Efek Bersifat Utang Hutama Karya di Bursa Efek Indonesia
2016 – until Hutama Karya Administration of recording ownership or changes in ownership of
Bonds and/or Sukuk Hutama securities, payment agent, and/or other administrative services related
Karya are declared fully repaid to Hutama Karya debt securities on the Indonesia Stock Exchange
PT Kustodian Sentral 2016 – sampai dengan Obligasi Penatausahaan Pencatatan Kepemilikan atau Perubahan Kepemilikan
Efek Indonesia Hutama Karya dan/atau Sukuk Efek, Agen Pembayaran dan/atau jasa administrasi lainnya sehubungan
Hutama Karya dinyatakan lunas dengan Efek Bersifat Utang Hutama Karya di Bursa Efek Indonesia
2016 – until Hutama Karya Administration of recording ownership or changes in ownership of
Bonds and/or Sukuk Hutama securities, payment agent, and/or other administrative services related
Karya are declared fully repaid to Hutama Karya debt securities on the Indonesia Stock Exchange
Wali Amanat Obligasi Bank BJB 2016 – sampai dengan Obligasi • Mewakili kepentingan pemegang surat berharga di dalam maupun
Bond Trustee Hutama Karya dan/atau Sukuk di luar pengadilan sesuai dengan kontrak perwaliamanatan,
Hutama Karya dinyatakan lunas peraturan OJK mengenai kontrak perwaliamanatan efek, dan
2016 – until Hutama Karya ketentuan peraturan perundang- undangan.
Bonds and/or Sukuk Hutama • Mengikatkan diri untuk melaksanakan tugas pokok dan tanggung
Karya are declared fully repaid jawab sejak menandatangani kontrak perwaliamanatan dengan
emiten.
• Melaksanakan ketentuan berdasarkan kontrak perwaliamanatan
dan dokumen terkait lainnya.
• Memberikan keterangan atau informasi berkaitan dengan
pelaksanaan tugas perwaliamanatan kepada OJK.
• Representing the interests of bondholders in and out of court in
accordance with the trust agreement, OJK regulations on trust
agreements for securities, and applicable laws and regulations
• Binding itself to carry out its main duties and responsibilities upon
signing the trust agreement with the issuer
• Implementing provisions based on the trust agreement and other
related documents
• Providing information or data related to the implementation of
trustee duties to the Financial Services Authority (OJK)
PT Hutama Karya (Persero)
170 Laporan Tahunan 2025
Page 171
Profil Perusahaan
Company Profile
Jenis Lembaga/
Profesi Nama Periode Penugasan Ruang Lingkup Penugasan
Institutions / Name Assignment Period Assignment Scopes
profession
Obligasi Berkelanjutan II HK Tahap I Tahun 2021
Sustainable Bond II HK Phase I Year 2021
Obligasi Berkelanjutan II HK Tahap II Tahun 2022
Sustainable Bond II HK Phase II Year 2022
Sukuk Mudharabah Berkelanjutan I HK Tahap I Tahun 2021
Mudharabah Sustainable Sukuk I HK Phase I
Year 2021
Sukuk Mudharabah Berkelanjutan I HK Tahap II Tahun 2022
Mudharabah Sustainable Sukuk I HK Phase II
Year 2022
Obligasi Berkelanjutan I HK Tahap II Tahun 2017
Sustainable Bond I HK Phase II Year 2017
Obligasi Berkelanjutan I HK Tahap I Tahun 2016
Sustainable Bond I HK Phase I Year 2016
Obligasi Berkelanjutan I HK Tahap III Tahun 2017
Sustainable Bond I HK Phase I Year 2016
BNY Mellon 2020 – sampai dengan Global Tugas wali amanat adalah mewakili kepentingan pemegang surat
Medium Term Notes Hutama berharga di dalam maupun di luar pengadilan sesuai dengan kontrak
Karya dan/atau Sukuk Hutama perwaliamanatan, peraturan SGX mengenai kontrak perwaliamanatan
Karya dinyatakan lunas efek, dan ketentuan peraturan perundang- undangan yang berlaku.
2020 – until Hutama Karya The trustee’s duties are to represent bondholders’ interests in and
Global Medium Term Notes and/ out of court in accordance with the trust agreement, SGX regulations
or Sukuk Hutama Karya are regarding securities trust agreements, and applicable laws and
declared fully repaid regulations.
Perusahaan PT Pemeringkat Efek Sampai dengan Hutama Karya Pemeringkatan atas Perusahaan
Pemeringkat Efek Indonesia (Pefindo) menginginkan diakhirinya dan Efek Bersifat Utang Perusahaan
Securities kerja sama pemering- katan/ Rating of the Company and its Debt Securities
Rating dinyatakan pailit/dibubarkan
Company dan/atau sampai dengan
seluruh Efek Bersifat Utang
Perseroan dinyatakan lunas.
Until Hutama Karya decides to
terminate the rating cooperation
/ is declared bankrupt /
dissolved and/or until all of the
Company’s debt securities are
fully repaid.
Moody’s Investor Service 2022 - Sampai dengan Hutama Pemeringkatan atas Perusahaan
Singapore Pte. Limited Karya menginginkan diakhirinya dan Efek Bersifat Utang Perusahaan (GMTN)
kerja sama pemeringkatan/ Rating of the Company and its Debt Securities (GMTN)
dinyatakan pailit/ dibubarkan
dan/atau sampai dengan
seluruh Efek Bersifat Utang
Perseroan dinyatakan lunas.
2022 – until Hutama Karya
decides to terminate the rating
cooperation / is declared
bankrupt / dissolved and/or
until all of the Company’s debt
securities are fully repaid.
Fitch Ratings Ltd 2022 - Sampai dengan Hutama Pemeringkatan atas Perusahaan
Karya menginginkan diakhirinya dan Efek Bersifat Utang Perusahaan (GMTN)
kerja sama pemeringkatan/ Rating of the Company and its Debt Securities (GMTN)
dinyatakan pailit/ dibubarkan
dan/atau sampai dengan Entity Rating Fee
seluruh Efek Bersifat Utang Entity Rating Fee
Perseroan dinyatakan lunas.
2022 – until Hutama Karya
decides to terminate the rating
cooperation / is declared
bankrupt / dissolved and/or
until all of the Company’s debt
securities are fully repaid.
PT Hutama Karya (Persero)
2025 Annual Report 171
Page 172
Penghargaan dan Sertifikasi
Award and Certification
Penghargaan Award
Nama Penghargaan Lembaga Kategori Tahun
No.
Awards Institutions Category Year
Manajemen Institut Teknologi
1. Anugerah Avirama Nawasena ESG Award 2025
Bandung (SBM ITB)
Gubernur Jawa Timur 4.949.590 jam kerja orang tanpa kecelakaan
2. Keselamatan dan Kesehatan Kerja (K3) 2025
Governor of East Java 4,949,590 man-hours without accident
Bronze Winner - Kategori Kanal Digital -
Humas Indonesia
Subkategori Media Sosial
3. PR Indonesia Awards 2025 Indonesia Public Relations 2025
Bronze Winner - Digital Channel Category -
Association
Social Media Subcategory
Silver Winner - Kategori Owned Media -
Subkategori Majalah Internal
Humas Indonesia
(Majalah IMVID Vol. 2 2024)
4. PR Indonesia Awards 2025 Indonesia Public Relations 2025
Silver Winner - Owned Media Category
Association
- Internal Magazine Subcategory (IMVID
Magazine Vol. 2 2024)
TRAS N CO Indonesia & Special Achievement for Social Initiative
5. TOP CSR of The Year 2025 2025
INFOBRAND.ID “Mudik Lebaran”
6. Glodon AEC Connect Day Glodon 5D BIM Competition 2025
Glodon 5D BIM Competition 2025: Mastering
7. Glodon 1st Place - Meitisa Aura Maharani 2025
Profit in Construction Phase
Glodon 5D BIM Competition 2025: Mastering
8. Glodon 1st Place - John Stefanus Sineri 2025
Profit in Construction Phase
Notable Enterprise in Regulatory
9. Indonesia Regulatory Compliance Awards 2025 Hukumonline 2025
Compliance
10. TOP CSR Awards 2025 Top Business TOP CSR Award #Star 5 2025
11. TOP CSR Awards 2025 Top Business TOP Leader on CSR Commitment 2025 2025
Pilar Sosial - #4 Star
12. TJSL & CSR Awards 2025 BUMN Track 2025
Social Pillar - #4 Star
Pilar Lingkungan - #5 Star
13. TJSL & CSR Awards 2025 BUMN Track 2025
Environmental Pillar - #5 Star
Pilar Ekonomi - #5 Star
14. TJSL & CSR Awards 2025 BUMN Track 2025
Economic Pillar - #5 Star
PT Hutama Karya (Persero)
172 Laporan Tahunan 2025
Page 173
Profil Perusahaan
Company Profile
Nama Penghargaan Lembaga Kategori Tahun
No.
Awards Institutions Category Year
15. Fortune 500 South-East Asia Fortune Magazine South-East Asia - #177 2025
16. 6th Corporate Reputation Awards 2025 The Iconomics Construction Category 2025
17. 6th Corporate Reputation Awards 2025 The Iconomics 50 Popular PR Person Awards 2025 2025
Pengerjaan Proyek Jalan Bebas Hambatan
Museum Rekor Indonesia
Dengan Tingkat Efisiensi Waktu Tertinggi
18. Rekor Indonesia MURI Indonesian World Records 2025
Highest Time Efficiency Highway Project
Museum (MURI)
Execution
Penyedia Jasa Terbaik pada kategori
Peningkatan Penggunaan Produk Dalam
Negeri pada pembangunan
Kementerian PU Tol Serang - Panimbang Seksi III
19. Sutami Award dalam Acara Hari Bhakti ke-80 2025
Ministry of Public Works Best Service Provider in Domestic Product
Utilization Improvement Category for
Serang–Panimbang
Toll Road Section III Development
Mitra Kerja BUMN yang telah berkontribusi
selama 80 tahun mendukung tugas
Kementerian PU
20. Sutami Award dalam Acara Hari Bhakti ke-80 Kementerian PU 2025
Ministry of Public Works
SOE Partner contributing for 80 years
supporting Ministry of Public Works
Komisi Informasi Pusat RI
Central Information KBUMN
21. Anugerah Keterbukaan Informasi Publik 2025 2025
Commission of the Republic Ministry of SOE
of Indonesia
22. Sertifikasi “Greenship Existing Building” World Green Building Council Platinum 2025
Founder’s Honoree The 2025 Going Digital
23. Bentley Systems Founder’s Honors Category 2025
Awards Year in Infrastructure (YII)
Juara 1 BIM ISO 19650 Digital Delivery BSI & JKR Malaysia
24. Leadership Award – The 6th JKR BIM Day 2025 BSI & Public Works Department Digital Delivery Leadership Award 2025
Malaysia (JKR) Malaysia
Outstanding Research Award of AAROHAN 3.0
25. Atlas SkillTech Outstanding Research Award 2025
in Global Innovation and Technology Summit
PT Hutama Karya (Persero)
2025 Annual Report 173
Page 174
Sertifikasi Certification
Jenis Sertifikasi/Certification Type: Jenis Sertifikasi/Certification Type:
Sistem Manajemen K3 ISO 45001:2018 Sistem Manajemen K3 ISO 45001:2018
K3 Management System ISO 45001:2018 K3 Management System ISO 45001:2018
Validasi/ Validation: Validasi/Validation:
2022 – 2025 2022 – 2025
Penerima Sertifikasi/Certification Recipient: Penerima Sertifikasi/Certification Recipient:
Kantor Pusat Kantor Pusat
Head Office Head Office
Dikeluarkan Oleh/Issued by: Dikeluarkan Oleh/Issued by:
SGS SGS
PT Hutama Karya (Persero)
174 Laporan Tahunan 2025
Page 175
Profil Perusahaan
Company Profile
Jenis Sertifikasi/Certification Type: Jenis Sertifikasi/Certification Type: Jenis Sertifikasi/Certification Type:
Sistem Manajemen K3 ISO 45001:2018 Sistem Manajemen Mutu ISO 9001:2015 Sistem Manajemen Anti-Penyuapan
K3 Management System ISO 45001:2018 Quality Management System ISO 9001:2015 ISO 37001:2016
Anti-Bribery Management SystemISO 37001:2016
Validasi/ Validation: Validasi/Validation:
23 Februari 2024 – 4 Februari 2025 2023 – 2026 Validasi/Validation:
February 23, 2024 – February 4, 2025 2023 – 2026
Penerima Sertifikasi/
Penerima Sertifikasi/ Certification Recipient: Penerima Sertifikasi/
Certification Recipient: Divisi Pembangunan Jalan Tol (PJT); Certification Recipient:
Divisi Pembangunan Jalan Tol (PJT); Divisi Operasi dan Pemeliharaan Jalan Tol Satuan Pengawasan Intern (SPI); Divisi Sistem,
Divisi Operasi dan Pemeliharaan Jalan Tol (OPT); (OPT); Divisi Perencanaan Jalan Tol (RJT); Divisi TI, dan Riset Teknologi; Divisi Human Capital,
Divisi Perencanaan Jalan Tol (RJT); Sipil Umum; Divisi Gedung; Divisi Engineering, Divisi EPC; Divisi Quality, Health, Safety,
Divisi Sipil Umum; Divisi Gedung; Procurement & Construction (EPC) Security, dan Environment; Divisi Akuntansi
Divisi Engineering, Procurement Toll Road Development Division (PJT); Toll Road & Keuangan; Divisi Legal; Divisi Sipil Umum;
& Construction (EPC) Operation and Maintenance Division (OPT); Toll Divisi Pembangunan Jalan Tol; Divisi Gedung;
Toll Road Development Division (PJT); Road Planning Division (RJT); Infrastructure Divisi Perencanaan Jalan Tol; Divisi Operasi dan
Toll Road Operation and Maintenance Division Division; Building Division; Engineering, Pemeliharaan Jalan Tol; Divisi pengembangan
(OPT); Toll Road Planning Division (RJT); Procurement & Construction (EPC) Division Bisnis & Investasi; Sekretaris Perusahaan; Divisi
Infrastructure Division; Building Division; Corporate Planning; Divisi Manajemen Risiko
Engineering, Procurement & Construction (EPC) Dikeluarkan Oleh/Issued by: Internal Audit Unit (SPI); Systems, IT, and
Division SGS Technology Research Division; Human Capital
Division; EPC Division; Quality, Health, Safety,
Dikeluarkan Oleh/Issued by: Security, and Environment Division; Accounting
SGS & Finance Division; Legal Division; Infrastructure
Division; Toll Road Development Division; Building
Division; Toll Road Planning Division; Toll Road
Operation and Maintenance Division; Business
Development & Investment Division; Corporate
Secretary; Corporate Planning Division; Risk
Management Division
Dikeluarkan Oleh/Issued by:
Sucofindo
PT Hutama Karya (Persero)
2025 Annual Report 175
Page 176
Jenis Sertifikasi/Certification Type: Jenis Sertifikasi/Certification Type: Jenis Sertifikasi/Certification Type:
Sistem Manajemen Mutu ISO 9001:2015 Sistem Manajemen Lingkungan ISO 14001:2015 Sertifikat Audit Sistem Manajemen
Quality Management System ISO 9001:2015 Environment Management System ISO 14001:2015 Pengamanan Gold Reward
Security Management System Audit Certificate
Validasi/ Validation: Validasi/Validation: Gold Reward
19 Februari 2024 – 25 Maret 2026 27 April 2024 – 27 April 2027
February, 19 2024 –March 25, 2026 April 27, 2024-April 27, 2027 Validasi/Validation:
25 Juni 2024 – 2027
Penerima Sertifikasi/ Penerima Sertifikasi/ June 25, 2024 – 2027
Certification Recipient: Certification Recipient:
Divisi Pembangunan Jalan Tol (PBJT); Divisi Pembangunan Jalan Tol (PBJT); Divisi Penerima Sertifikasi/
Divisi Operasi dan Pemeliharaan Jalan Tol (OPT); Operasi dan Pemeliharaan Jalan Tol (OPT); Certification Recipient:
Divisi Perencanaan Jalan Tol (RJT); Divisi Perencanaan Jalan Tol (Divisi RJT); Divisi PT Hutama Karya (Persero)
Divisi Sipil Umum; Divisi Gedung; Sipil Umum; Divisi Gedung; Divisi Engineering,
Divisi Engineering, Procurement Procurement & Construction (EPC) Dikeluarkan Oleh/Issued by:
& Construction (EPC) Toll Road Development Division (PJT); Toll Road Kepolisian Negara Republik Indonesia
Toll Road Development Division (PJT); Operation and Maintenance Division (OPT); Toll Indonesian National Police
Toll Road Operation and Maintenance Division Road Planning Division (RJT); Infrastructure
(OPT); Toll Road Planning Division (RJT); Division; Building Division; Engineering,
Infrastructure Division; Building Division; Procurement & Construction (EPC) Division
Engineering, Procurement
& Construction (EPC) Division Dikeluarkan Oleh/Issued by:
SGS
Dikeluarkan Oleh/Issued by:
SGS
PT Hutama Karya (Persero)
176 Laporan Tahunan 2025
Page 177
Profil Perusahaan
Company Profile
Jenis Sertifikasi/Certification Type: Jenis Sertifikasi/Certification Type: Jenis Sertifikasi/Certification Type:
ISO 39001:2012 Sistem Manajemen Keamanan Informasi (SMKI) Mengelola Informasi di Seluruh Siklus Hidup
ISO 27001:2022 Aset Bangunan menggunakan Pemodelan
Validasi/Validation: Information Security Management System (ISMS) Informasi Bangunan (BIM)
3 Mei 2024 – 2 Mei 2027 ISO 27001:2022 ISO 19650 Kitemark
May 3, 2024 – May 2, 2027 Managing Information Across the Entire
Validasi/Validation: Asset Lifecycle Using Building Information
Penerima Sertifikasi/ 2022 – 2025 Modeling (BIM)
Certification Recipient:
Divisi Perencanaan Jalan Tol (Divisi RJT); Penerima Sertifikasi/ Validasi/Validation:
Divisi Pembangunan Jalan Tol (Divisi PJT); Certification Recipient: 2024 – 2027
Divisi Operasi dan Pemeliharaan Jalan Tol PT Hutama Karya (Persero)
(Divisi OPT) Penerima Sertifikasi/
Toll Road Planning Division (RJT Division); Dikeluarkan Oleh/Issued by: Certification Recipient:
Toll Road Development Division (PJT Division); BSI PT Hutama Karya (Persero)
Toll Road Operation and Maintenance Division
(OPT Division) Dikeluarkan Oleh/Issued by:
BSI
Dikeluarkan Oleh/Issued by:
Kepolisian Negara Republik Indonesia
Indonesian National Police
PT Hutama Karya (Persero)
2025 Annual Report 177
Page 178
Informasi yang Tersedia pada Website
Information Available on Website
Muatan situs web Hutama Karya terdiri terdiri atas berbagai The Hutama Karya website contains the following information:
informasi sebagai berikut
1. Informasi terkait Hubungan Investor: Laporan Tahunan, 1. Investor Relations Information: Annual Reports, Financial
Laporan Keuangan, Ikhtisar Laporan Keuangan, Pemegang Reports, Financial Highlights, Shareholders, Financial Position,
Saham, Posisi Keuangan, Presentasi Perusahaan, dan Dividen. Company Presentations, and Dividends.
2. Informasi terkait Media: Berita Perusahaan, Siaran Pers, Berita 2. Media Information: Company News, Press Releases, CSR &
CSR & Lingkungan, Video, IMVID Magazine, Pengumuman, Environmental News, Videos, IMVID Magazine, Announcements,
E-Procurement, dan Pengumuman Pelelangan. E-Procurement, and Tender Announcements.
3. Informasi terkait Good Corporate Governance: Ikhtisar GCG, 3. Good Corporate Governance (GCG) Information: GCG Overview,
Prinsip GCG, Pedoman GCG, Penerapan GCG, Buku Saku GCG Principles, GCG Guidelines, GCG Implementation,
Pengenalan Gratifikasi, Buku Saku Pengendalian GCG, Video Gratification Awareness Pocketbook, GCG Control Pocketbook,
Pedoman Whistle Blowing System, Rapat Umum Pemegang Whistle Blowing System Guidelines Video, General Meeting of
Saham, dan Anggaran Dasar. Shareholders, and Articles of Association.
4. Informasi terkait Profil Perusahaan: Sejarah Perusahaan, 4. Company Profile Information: Company History, Vision
Visi dan Misi Perusahaan, Dewan Komisaris, Dewan Direksi, and Mission, Board of Commissioners, Board of Directors,
Sekretaris Perusahaan, dan SPI, Struktur Organisasi, Standar Corporate Secretary & Internal Audit, Organizational
Internasional, Anak Perusahaan dan Afiliasi, serta Penghargaan. Structure, International Standards, Subsidiaries and
Affiliates, and Awards.
5. Informasi terkait Bisnis Perusahaan: Jalan Tol Trans Sumatera, 5. Business Information: Trans-Sumatra, Toll Road Operation
Operasi dan Pemeliharaan Jalan Tol, Jasa Konstruksi dan EPC, and Maintenance, Construction and EPC Services, Property
Pengembangan Properti, dan Manufaktur. Development, and Manufacturing.
6. Informasi terkait Tanggung Jawab Sosial & Lingkungan (TJSL): 6. Information related to Corporate Social & Environmental
Aktivitas TJSL, Program Pendanaan Usaha Mikro & Usaha Kecil Responsibility (TJSL) Information : Activities, Micro & Small
(PUMK), Program TJSL Non PUMK, serta Laporan Kegiatan TJSL. Business Funding Program (PUMK), Non-PUMK TJSL Program,
and TJSL Activity Reports.
7. Informasi terkait Karier. 7. Career information.
PT Hutama Karya (Persero)
178 Laporan Tahunan 2025
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Profil Perusahaan
Company Profile
PT Hutama Karya (Persero)
2025 Annual Report 179
Page 180
PT Hutama Karya (Persero) 180 Laporan Tahunan 2025
Page 181
Analisis dan Pembahasan
Manajemen atas Kinerja
Management Discussion
and Analysis
PT Hutama Karya (Persero)
2025 Annual Report 181
Page 182
Tinjauan Perekonomian
Economic Review
Analisis Perekonomian Global Global Economic Analysis
Berdasarkan International Monetary Fund dalam publikasi World Based on the International Monetary Fund (IMF) in its World
Economic Outlook dan pembaruan hingga Januari 2026, realisasi Economic Outlook publication and updates through January 2026,
kinerja ekonomi global pada tahun 2025 menunjukkan pertumbuhan global economic performance in 2025 demonstrated relatively
yang relatif moderat namun tetap resilien. Pertumbuhan ekonomi moderate yet resilient growth. Global economic growth was
dunia tercatat sekitar 3,2%, sedikit melambat dibandingkan recorded at approximately 3.2%, slightly moderating from 3.3%
tahun 2024 yang sebesar 3,3%, mencerminkan dampak kebijakan in 2024, reflecting the impact of tight monetary policies, trade
moneter ketat, fragmentasi perdagangan, serta ketidakpastian fragmentation, and ongoing geopolitical uncertainties. Meanwhile,
geopolitik yang masih berlangsung. Sementara itu, pertumbuhan growth in advanced economies was in the range of approximately
di negara maju berada di kisaran ±1,5%–1,6%, sedangkan negara 1.5%–1.6%, while developing countries and emerging markets
berkembang dan emerging markets tumbuh lebih tinggi, yaitu di recorded higher growth of above 4%, thereby remaining the primary
atas 4%, sehingga tetap menjadi motor utama pertumbuhan global. drivers of global economic expansion.
Dari sisi stabilitas harga, inflasi global pada tahun 2025 menunjukkan In terms of price stability, global inflation in 2025 showed a
tren penurunan menjadi sekitar 4,2%, meskipun masih berada di declining trend to approximately 4.2%, although it remained above
atas level target jangka panjang di banyak negara. Penurunan ini long-term target levels in many countries. This decline was driven
didorong oleh meredanya tekanan harga energi dan normalisasi by easing energy price pressures and the normalization of global
rantai pasok global, namun tetap diwarnai ketimpangan antar supply chains, albeit with disparities across regions. Overall, global
kawasan. Secara keseluruhan, kinerja ekonomi global tahun 2025 economic performance in 2025 reflects a soft landing phase, where
mencerminkan fase soft landing, di mana perlambatan terjadi the slowdown occurred in a controlled manner without entering
secara terkendali tanpa masuk ke dalam resesi global, sekaligus a global recession, while also providing a foundation for growth
menjadi fondasi bagi stabilisasi pertumbuhan pada tahun 2026. stabilization in 2026.
Sumber: World Economic Outlook (WEO), International Monetary Fund (IMF), Oktober Source: World Economic Outlook (WEO), International Monetary Fund (IMF), October
2025 dan Januari 2026 2025 and January 2026
Analisis Perekonomian Nasional National Economic Analysis
Berdasarkan rilis Badan Pusat Statistik dalam Berita Resmi Statistik Based on the release of Statistics Indonesia (BPS) in the Berita
(BRS), perekonomian Indonesia sepanjang tahun 2025 mencatat Resmi Statistik (BRS), Indonesia’s economy in 2025 recorded solid
kinerja yang tetap solid dengan pertumbuhan sebesar 5,11% (yoy), performance, with growth of 5.11% (yoy), an increase compared
meningkat dibandingkan tahun 2024 sebesar 5,03% (yoy). Nilai Produk to 5.03% (yoy) in 2024. Gross Domestic Product (GDP) reached
Domestik Bruto (PDB) tercatat mencapai sekitar Rp23.821,1 triliun approximately IDR23,821.1 trillion (current prices) and IDR13,580.5
(harga berlaku) dan Rp13.580,5 triliun (harga konstan), mencerminkan trillion (constant prices), reflecting an increase in national economic
peningkatan aktivitas ekonomi nasional secara nominal maupun activity both in nominal and real terms. This growth was broadly
riil. Pertumbuhan ini terjadi secara luas di hampir seluruh lapangan distributed across nearly all business sectors, indicating a relatively
usaha, menunjukkan struktur ekonomi yang cukup terdiversifikasi diversified and resilient economic structure. On a quarterly basis,
dan resilien. Secara triwulanan, tren pertumbuhan juga relatif stabil, the growth trend remained stable, with performance strengthening
dengan kinerja yang meningkat hingga mencapai 5,39% pada Triwulan to 5.39% in Q4-2025, representing one of the highest levels in the
IV-2025, menjadi salah satu level tertinggi pascapandemi. post-pandemic period.
Dari sisi sumber pertumbuhan, BPS mencatat bahwa kinerja From the growth drivers perspective, Statistics Indonesia (BPS)
ekonomi 2025 didorong oleh kuatnya permintaan domestik, reported that the 2025 economic performance was supported by
terutama konsumsi rumah tangga serta investasi (Pembentukan strong domestic demand, particularly household consumption
Modal Tetap Bruto/PMTB) yang tumbuh positif. Selain itu, ekspor and investment (Gross Fixed Capital Formation/GFCF), which
barang dan jasa masih memberikan kontribusi signifikan meskipun recorded positive growth. In addition, exports of goods and
menghadapi moderasi global. Secara sektoral, hampir seluruh services continued to provide a significant contribution despite
lapangan usaha tumbuh positif, dengan pertumbuhan tinggi pada global moderation. On a sectoral basis, nearly all business sectors
sektor jasa lainnya, transportasi dan pergudangan, serta jasa experienced positive growth, with high growth observed in other
perusahaan, sementara sektor pertambangan mengalami tekanan. services, transportation and storage, and business services, while
Secara keseluruhan, realisasi ini mencerminkan ketahanan ekonomi the mining sector faced pressures. Overall, this performance reflects
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Management Discussion and Analysis
Indonesia di tengah ketidakpastian global, dengan kombinasi the resilience of Indonesia’s economy amid global uncertainty,
pertumbuhan yang stabil, permintaan domestik yang kuat, serta supported by stable growth, strong domestic demand, and ongoing
dukungan transformasi struktural yang terus berlanjut. structural transformation.
Sumber: Berita Resmi Statistik, Badan Pusat Statistik (BPS), Februari 2026 Source: Official Statistics Release, Statistics Indonesia (BPS), February 2026.
Analisis Industri Infrastruktur Infrastructure Industry Analysis
Industri infrastruktur Indonesia pada Triwulan IV tahun 2025 Indonesia’s infrastructure industry in the fourth quarter of 2025
menunjukkan akselerasi yang kuat dan erat kaitannya dengan demonstrated strong acceleration and was closely aligned with the
agenda pemerintah pusat, khususnya melalui program Kementerian central government’s agenda, particularly through programs of the
Pekerjaan Umum dan Perumahaan Rakyat dipisah menjadi Ministry of Public Works and Public Housing, which was subsequently
Kementerian Pekerjaan Umum dan Kementerian Perumahan separated into the Ministry of Public Works and the Ministry of
dan Kawasan Pemukiman. Tingkat realisasi anggaran mencapai Housing and Settlement Areas. Budget realisation reached 95.23%
95,23% dari pagu Daftar Isian Pelaksanaan Anggaran (DIPA) of the allocated ceiling under the Budget Implementation List (DIPA)
sebesar Rp112,13 triliun (±Rp106,78 triliun), yang mencerminkan amounting to IDR112.13 trillion (approximately IDR106.78 trillion
percepatan signifikan pada akhir tahun anggaran. Akselerasi ini realized), reflecting significant acceleration toward the end of the fiscal
berdampak langsung pada capaian fisik, seperti pembangunan year. This acceleration had a direct impact on physical achievements,
jalan baru 113 km, peningkatan dan preservasi jalan 720 km, including the construction of 113 km of new roads, improvement and
pembangunan jembatan 2,5 km dan 48 unit jembatan gantung, preservation of 720 km of roads, construction of 2.5 km of bridges and
serta jalan tol 27,9 km. Selain itu, pembangunan infrastruktur 48 suspension bridge units, as well as 27.9 km of toll roads. In addition,
permukiman juga mencakup pengembangan kawasan 153,75 residential infrastructure development covered 153.75 hectares of area
hektare, serta peningkatan layanan air minum dan sanitasi. Dengan development, along with improvements in water supply and sanitation
demikian, percepatan belanja pemerintah pada akhir tahun secara services. Accordingly, the acceleration of government spending at year-
langsung mendorong lonjakan aktivitas sektor konstruksi. end directly drove a surge in construction sector activity.
Kinerja tersebut merupakan bagian dari agenda pembangunan yang This performance forms part of a more structured and sustainable
lebih terstruktur dan berkelanjutan. Data Badan Pusat Statistik melalui development agenda. Data from Statistics Indonesia (BPS) through
publikasi Indikator Konstruksi Triwulan IV-2025 menunjukkan bahwa the publication Construction Indicators Q4-2025 indicates that the
sektor konstruksi berkontribusi sebesar 9,83% terhadap PDB nasional construction sector contributed 9.83% to national GDP throughout
sepanjang 2025, menjadikannya salah satu sektor utama pendorong 2025, positioning it as one of the key drivers of the national
ekonomi nasional. Selain itu, indikator seperti nilai konstruksi yang economy. Furthermore, indicators such as the value of completed
diselesaikan, indeks tenaga kerja, serta balas jasa pekerja meningkat construction, labor index, and employee compensation increased
pada Triwulan IV, yang mencerminkan percepatan aktivitas proyek. in the fourth quarter, reflecting accelerated project activities.
Hal ini menunjukkan bahwa peningkatan kinerja industri infrastruktur This suggests that the improvement in infrastructure industry
tidak hanya bersifat musiman, tetapi juga didorong oleh stimulus fiskal performance is not merely seasonal but is also driven by fiscal
dan implementasi proyek prioritas pemerintah. stimulus and the implementation of priority government projects.
Secara keseluruhan, kombinasi antara realisasi anggaran yang Overall, the combination of high budget realisation, tangible
tinggi, capaian fisik infrastruktur yang konkret, serta kontribusi infrastructure achievements, and significant contribution to GDP
signifikan terhadap PDB menegaskan bahwa industri infrastruktur underscores that the infrastructure industry at the end of 2025 was
pada akhir 2025 berada dalam fase ekspansi yang kuat. Kinerja in a strong expansion phase. This performance is in line with the
ini sejalan dengan agenda pemerintah pusat dalam mendorong central government’s agenda to promote economic transformation,
transformasi ekonomi, peningkatan konektivitas, serta pemerataan enhance connectivity, and support equitable regional development.
pembangunan antarwilayah. Dengan demikian, sektor infrastruktur Accordingly, the infrastructure sector serves not only as an
tidak hanya berperan sebagai hasil dari kebijakan jangka pendek, outcome of short-term policies but also as a strategic instrument
tetapi juga sebagai instrumen strategis dalam menjaga momentum in maintaining sustainable national economic growth momentum.
pertumbuhan ekonomi nasional secara berkelanjutan.
Sumber: Source:
- Indikator Konstruksi Triwulan IV 2025, Badan Pusat Statistik, Maret 2026 - Construction Indicators Q4-2025, Statistics Indonesia (BPS), March 2026
- Konstruksi Dalam Angka 2025, Badan Pusat Statistik, Desember 2025 - Construction in Figures 2025, Statistics Indonesia (BPS), December 2025
- Realisasi Anggaran 2025 Kementerian PU Capai 95,23 Persen, Lebih Tinggi dari Tahun - 2025 Budget Realisation of the Ministry of Public Works and Housing Reaches 95.23%,
Sebelumnya, website sahabat.pu.go.id, Kementerian Pekerjaan Umum, 05 Februari Higher than the Previous Year, Ministry of Public Works and Housing website, February
2026 05, 2026
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Tinjauan Operasional
Operational Review
Strategi Perseroan Company Strategy
Strategi Jangka Panjang Long-Term Strategy
Rencana Jangka Panjang disusun dalam periode 5 (lima) tahunan The Long-Term Plan is prepared for a five-year period of 2026–2030
2026-2030 dengan tema strategis BRAVE. Tema strategis BRAVE under the strategic theme BRAVE. The BRAVE strategic theme is
dijabarkan sebagai berikut: elaborated as follows:
1. Business Resilience 1. Business Resilience
Tema ini bertujuan untuk memastikan perusahaan mencapai This theme aims to ensure the Company achieves positive
profitabilitas positif di seluruh segmen bisnis dengan profitability across all business segments by enhancing
meningkatkan ketangguhan perusahan melalui penguatan corporate resilience through strengthening construction
jasa konstruksi, mengupayakan keberlanjutan penugasan, dan services, ensuring the sustainability of assignments, and
meningkatkan efisiensi operasional. improving operational efficiency.
2. Realigned Portofolio 2. Realigned Portfolio
Tema ini bertujuan untuk meningkatkan efisiensi struktur This theme aims to enhance the efficiency of the holding
holding dan efisiensi bisnis untuk memperkuat integrasi antar structure and business operations in order to strengthen
unit bisnis dan meningkatkan efektivitas perusahaan secara integration among business units and improve overall
menyeluruh. corporate effectiveness.
3. Accelerated Growth 3. Accelerated Growth
Tema ini menjadi arah pengembangan perusahaan untuk This theme serves as the Company’s development direction
mendorong optimalisasi potensi pendapatan dan peningkatan to drive optimization of revenue potential and improve future
profitabilitas ke depan, dengan ekspansi bisnis jasa konstruksi profitability, through expansion of construction services,
khususnya pada pasar industri, hilirisasi, dan KPBU serta particularly in industrial markets, downstream sectors,
inkubasi bisnis yang mendukung program pemerintah di and Public-Private Partnerships (PPP), as well as business
bidang infrastruktur. incubation that supports government infrastructure programs.
4. Value Enhancement 4. Value Enhancement
Menciptakan manfaat yang maksimal dan hasil yang signifikan This theme focuses on creating optimal value and delivering
dari segi potensi pendapatan dan efisiensi biaya atas sinergi significant outcomes in terms of revenue potential and cost
strategic partnership untuk keandalan proyek Jasa Konstruksi efficiency through strategic partnerships, enhancing the
serta optimalisasi aset aset guna meningkatkan nilai reliability of construction service projects, and optimizing
perusahaan secara berkelanjutan. assets to sustainably increase corporate value.
Strategi Jangka Pendek Short Term Strategy
Perusahaan senantiasa menjalankan berbagai sinergi strategi The Company consistently implements various strategic synergies
untuk mencapai sustainability dalam profitabilitas, likuiditas dan to achieve sustainability in profitability, liquidity, and solvency. The
solvabilitas. Strategi korporasi perusahaan tahun 2025 difokuskan Company’s corporate strategy in 2025 is focused on strengthening
pada penguatan bisnis inti, khususnya pada segmen Badan its core business, particularly in the Toll Road Business Entity
Usaha Jalan Tol (BUJT) dan jasa konstruksi, serta didukung oleh (BUJT) segment and construction services, supported by other
fungsi-fungsi strategis lainnya. Pada segmen BUJT, perusahaan strategic functions. In the BUJT segment, the Company targets the
menargetkan penyelesaian Jalan Tol Trans Sumatera (JTTS) completion of Phase I of the Trans-Sumatra Toll Road (JTTS) and the
tahap I dan kelanjutan tahap II secara efektif untuk meningkatkan effective continuation of Phase II to enhance backbone connectivity.
konektivitas back bone JTTS. Dari sisi operasi dan pemeliharaan From the toll road operation and maintenance perspective, the
jalan tol, perusahaan fokus pada pengoperasian yang efektif dan Company focuses on effective and efficient operations, tariff
efisiensi, melakukan penyesuaian tarif tol berbasis ability to pay adjustments based on the latest ability-to-pay considerations, and
terkini, serta optimalisasi pengelolaan dan kerjasama pada rest optimization of management and partnerships in rest areas, both
area, baik ruas JTTS maupun Non JTTS. within JTTS and non-JTTS sections.
Pada segmen jasa konstruksi, perusahaan fokus pada penyelesaian In the construction services segment, the Company focuses
proyek dengan kualitas yang bagus, timing yang tepat dan cost on project completion with high quality, timely execution, and
yang benar. Dimulai dari selektif pada perolehan proyek melalui cost accuracy. This begins with a selective approach in project
peningkatan proses tender berbasis digital serta penguatan acquisition through enhanced digital-based tender processes
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Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
manajemen risiko, selanjutnya Perusahaan juga melakukan and strengthened risk management. Furthermore, the Company
pembenahan proyek eksisting, meningkatkan efisiensi biaya, undertakes improvements in existing projects, enhances cost,
mutu, dan waktu, serta optimalisasi implementasi teknologi dan quality, and time efficiency, and optimizes the implementation of
penyelesaian klaim. technology and claim settlements.
Fungsi pendukung seperti Human Capital diarahkan untuk Supporting functions such as Human Capital are directed to act
menjadi mitra strategis bisnis melalui penyelarasan kapabilitas as strategic business partners through the alignment of workforce
SDM, pengembangan talenta, digitalisasi proses, serta penciptaan capabilities, talent development, process digitalization, and
lingkungan kerja yang inklusif dan berbudaya kuat. Bidang the creation of an inclusive and strong work culture. The risk
manajemen risiko berfokus pada penguatan kebijakan, sistem, dan management function focuses on strengthening integrated
kapabilitas risiko secara terintegrasi, termasuk peningkatan risk risk policies, systems, and capabilities, including enhancing
awareness dan pencapaian target Risk Maturity Index. Sementara risk awareness and achieving the targeted Risk Maturity Index.
itu, bidang teknologi informasi mendorong inovasi, digital Meanwhile, the information technology function drives innovation,
construction, serta tata kelola TI dan keamanan informasi guna digital construction, and IT governance and information security to
mendukung transformasi digital perusahaan. support the Company’s digital transformation.
Di sisi Environmental, Social, and Governance (ESG) atau Tanggung In terms of Environmental, Social, and Governance (ESG), or
Jawab Sosial dan Lingkungan (TJSL), perusahaan mengembangkan Corporate Social and Environmental Responsibility (TJSL), the
kebijakan ESG, meningkatkan kinerja pelaksanaan program, Company develops ESG policies, enhances program implementation
serta mengimplementasikan konsep Creating Shared Value. performance, and applies the Creating Shared Value concept. In
Selanjutnya pada bidang hukum, perusahaan konsisten untuk addition, in the legal field, the Company consistently manages and
terus melakukan penanganan dan penyelesaian seluruh perkara resolves all legal matters to support long-term business continuity,
untuk keberlangsungan perusahaan di masa mendatang serta while strengthening legal aspects through synergy with various
memperkuat aspek legal melalui sinergi dengan berbagai pihak stakeholders and process digitalization.
serta digitalisasi proses.
Aspek Pemasaran Marketing Aspect
Strategi Pemasaran Marketing Strategy
Pada tahun 2025, Hutama Karya memfokuskan upayanya pada In 2025, Hutama Karya focused its efforts on the completion of
penyelesaian Proyek Strategis Nasional (PSN), khususnya dalam National Strategic Projects (PSN), particularly the development of
pembangunan Jalan Tol Trans Sumatera (JTTS). Komitmen Hutama the Trans-Sumatra Toll Road (JTTS). The Company’s commitment
Karya terhadap PSN ini mencerminkan perhatian yang kuat terhadap to these PSN initiatives reflects a strong emphasis on large-
proyek-proyek infrastruktur besar yang tidak hanya mendukung scale infrastructure projects that not only enhance interregional
konektivitas antar wilayah, tetapi juga memberikan dampak connectivity but also deliver significant impacts on economic
signifikan bagi perekonomian dan kemajuan negara. Keberhasilan growth and national development. The successful completion
proyek ini akan meningkatkan mobilitas, memperlancar distribusi of these projects is expected to improve mobility, facilitate
barang dan jasa, serta mempercepat pembangunan wilayah the distribution of goods and services, and accelerate regional
Sumatera secara menyeluruh. Selain itu, Hutama Karya juga terus development across Sumatra. In addition, Hutama Karya continues
berinovasi dengan menerapkan teknologi terbaru dalam setiap lini to drive innovation by adopting advanced technologies across its
bisnis, termasuk pada proyek-proyek yang sedang berjalan. business lines, including ongoing projects.
Dalam hal strategi pemasaran, Hutama Karya berfokus pada In terms of marketing strategy, Hutama Karya focuses on several
beberapa langkah kunci untuk mendukung pertumbuhan dan key initiatives to support its growth and performance, as follows:
keberhasilan Hutama Karya diantaranya sebagai berikut:
1. Membangun kemitraan strategis dengan mitra terpercaya 1. Establishing strategic partnerships with trusted partners to
untuk memperkuat kapabilitas bisnis. strengthen business capabilities.
2. Menerapkan value added dan value engineering guna 2. Implementing value-added and value engineering approaches
mengoptimalkan dan meningkatkan layanan operasi serta to optimize and enhance toll road operation and maintenance
pemeliharaan jalan tol. services.
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3. Mengidentifikasi proyek-proyek potensial secara selektif 3. Selectively identifying potential projects based on institutional
berdasarkan kelembagaan dan kriteria yang sesuai dengan considerations and criteria aligned with the Company’s
threshold Perseroan. established thresholds.
4. Meningkatkan kualitas perencanaan mulai dari tahap pra- 4. Enhancing planning quality from the pre-tender stage through
tender hingga pelaksanaan tender berbasis digitalisasi. to the implementation of digitally enabled tender processes.
5. Memperoleh proyek-proyek berkualitas dengan melakukan 5. Securing high-quality projects through comprehensive risk
penilaian manajemen risiko secara menyeluruh. management assessments.
6. Menjalin kerjasama dengan mitra berskala global untuk 6. Establishing collaborations with global partners to further
pengembangan kapabilitas Perseroan. develop the Company’s capabilities.
7. Memperkuat hubungan dengan pelanggan melalui customer 7. Strengthening customer relationships through effective
relationship management, merespon aspirasi klien, dan customer relationship management, responsiveness to client
mengelola hubungan dengan klien utama secara efektif. needs, and proactive engagement with key clients.
Pangsa Pasar Market Share
Pendapatan Hutama Karya berasal dari kontrak-kontrak yang Hutama Karya’s revenue is derived from contracts secured
dimenangkan melalui tender. Selain itu, penunjukan langsung dari through tender processes. In addition, direct appointments from
pemerintah juga memainkan peran signifikan dalam memperoleh the Government also play a significant role in obtaining project
kontrak pekerjaan. contracts.
Pangsa pasar bisnis Hutama Karya dapat dibagi menjadi dua Hutama Karya’s business market share can be categorized into two
segmen utama, yaitu: main segments, namely:
- Segmen pemilik (owner), yang meliputi Pemerintah, BUMN, - Owner segment, comprising the Government, State-Owned
dan sektor swasta. Enterprises (SOEs), and the private sector.
- Segmen bidang pekerjaan, yang mencakup sumber daya air, - Work segment, encompassing water resources, roads and
jalan dan jembatan, prasarana perhubungan, gedung, EPC, dan bridges, transportation infrastructure, buildings, Engineering,
properti lainnya. Procurement, and Construction (EPC), as well as other
property-related projects.
Pada tahun 2025, kinerja pemasaran Hutama Karya menunjukkan In 2025, Hutama Karya’s marketing performance recorded an increase
kenaikan dibandingkan rencana walaupun terdeviasi terhadap compared to the plan, although it showed a deviation compared
periode sebelumnya, dengan total kontrak yang berhasil diperoleh to the previous period, with total contracts secured amounting to
senilai Rp59.773 miliar, atau terealisasi 85,35% dibandingkan tahun IDR59,773 billion, or 85.35% realisation compared to the previous
sebelumnya. Dari total tersebut, komposisi kontrak didominasi oleh year. Of the total, the contract composition was dominated by new
kontrak baru sebesar 64% dan kontrak di tangan sebesar 83%. contracts at 64% and contracts on hand at 83%.
Secara umum, Hutama Karya menghadapi persaingan ketat In general, Hutama Karya faces intense competition with similar
dengan perusahaan sejenis dalam upaya menguasai pangsa pasar. companies in its efforts to capture market share. This competition
Persaingan ini dapat dilihat dari realisasi ruas jalan tol yang telah is reflected in the realisation of toll road sections that have been
dibangun developed
Tabel Pangsa Pasar
Table of Market Share
Satuan
Uraian 2025 2024 Description
Unit
Hutama Karya km 1,098.10 1,015.20 Hutama Karya
Jalan Tol Indonesia km 3,116.98 3,020.50 Indonesia Toll Road
Pangsa Pasar Berdasarkan Jalan Tol % 35.23% 33.61% Market Share by Toll Road
Sumber: Source:
- Website Resmi Badan Pengatur Jalan Tol (BPJT). Tersedia pada: https://bpjt.pu.go.id/, - Official Website of the Indonesia Toll Road Authority (BPJT). Available at: https://bpjt.
Diakses 20 April 2026. pu.go.id/, accessed April 20, 2026.
- Tol Terpeka, Jalan Tol Terpanjang Indonesia yang Mempercepat Nadi Logistik - Tol Terpeka, the Longest Toll Road in Indonesia Accelerating Sumatra’s Logistics
Sumatera, News Konstruksi Media, 1 Januari 2026. Tersedia pada: https:// Artery, Konstruksi Media, January 01, 2026. Available at: https://konstruksimedia.
konstruksimedia.com/tol-terpeka-jalan-tol-terpanjang-indonesia-yang-mempercepat- com/tol-terpeka-jalan-tol-terpanjang-indonesia-yang-mempercepat-nadi-logistik-
nadi-logistik-sumatera/, Diakses 20 April 2026. sumatera/, accessed April 20, 2026.
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Total panjang jalan tol di Indonesia hingga tahun 2025 mencapai The total length of toll roads in Indonesia as of 2025 reached 3,116.98
3.116,98 km, sementara Hutama Karya telah berhasil membangun km, while Hutama Karya has successfully developed 1,098.10 km of
jalan tol sepanjang 1.098,10 km. Dengan demikian, pangsa toll roads. Accordingly, Hutama Karya’s market share in the toll road
pasar Hutama Karya dalam sektor jalan tol mencapai 35,23%, sector reached 35.23%, reflecting a significant contribution to the
mencerminkan kontribusi Hutama Karya yang cukup signifikan development of toll road infrastructure in Indonesia.
terhadap pembangunan infrastruktur jalan tol di Indonesia.
Secara keseluruhan, pada tahun 2025, pangsa pasar Hutama Overall, in 2025, Hutama Karya’s market share was predominantly
Karya didominasi oleh proyek-proyek Pemerintah, dengan segmen driven by Government projects, with its primary portfolio
portofolio utama pada jalan dan jembatan. Hal ini sejalan dengan concentrated in roads and bridges. This is aligned with Hutama
fokus Hutama Karya sebagai champion segment di sektor ini, yang Karya’s focus as a champion segment in this sector, as reflected in
tercermin dalam kumulatif panjang jalan tol yang telah dibangun, the cumulative toll road length constructed, totaling 1,098.10 km
yaitu 1.098,10 km pada tahun 2025. Keberhasilan ini tidak hanya in 2025. This achievement not only demonstrates Hutama Karya’s
menunjukkan kemampuan Hutama Karya dalam mengelola proyek capability in managing large-scale projects but also underscores its
besar, tetapi juga membuktikan peran penting Hutama Karya dalam strategic role in supporting national infrastructure development,
mendukung pengembangan infrastruktur nasional, khususnya particularly in enhancing interregional connectivity through toll
dalam meningkatkan konektivitas antar wilayah melalui jalan tol. roads.
Tinjauan Operasi Per Segmen Usaha Review of Operations By Business Segment
Pembahasan kinerja per segmen pada laporan tahunan ini disusun The discussion of performance by segment in this annual report
sesuai dengan catatan “informasi segmen” yang tersaji pada is prepared in accordance with the “segment information” notes
Laporan Keuangan Audited PT Hutama Karya (Persero). presented in the Audited Financial Statements of PT Hutama Karya
(Persero).
Segmen Usaha
Business Segments
Pabrikasi Aspal dan Beton,
Operasi dan Pemeliharaan, dan
Konstruksi Badan Usaha Jalan Tol Pengembang Properti Rest Area Jalan Tol
Construction Toll Road Business Entity Property Developer Asphalt and Concrete Production,
Toll Road Operations and
Maintenance, and Rest Areas
Segmen Usaha Business Segments
Penjelasan dan Produktivitas Segmen Usaha Explanation snd Productivity Of Business Segments
Konstruksi Construction
Hutama Karya terus mendorong kinerja segmen usaha konstruksi Hutama Karya continues to enhance the performance of its
dengan berbagai strategi usaha yang terintegrasi dan berfokus pada construction business segment through various integrated business
pertumbuhan jangka panjang. Mulai dari mengandalkan proyek- strategies focused on long-term growth. These efforts range from
proyek internal yang telah terbukti memberikan kontribusi signifikan leveraging internal projects that have consistently contributed
terhadap pendapatan, hingga memperluas jangkauan dengan fokus significantly to revenue, to expanding its reach by targeting
membidik proyek-proyek besar yang didanai oleh pemerintah. large-scale government-funded projects. Through a prudent and
Dengan pendekatan yang cermat dan terukur, Hutama Karya measured approach, Hutama Karya ensures stable cash availability
memastikan ketersediaan kas yang stabil dan mampu mengelola and effective liquidity management, thereby supporting project
likuiditas secara efektif, sehingga dapat mendukung keberlanjutan sustainability and strengthening its financial position amid market
proyek dan memperkuat posisi finansial Hutama Karya di tengah dynamics. This approach not only reinforces Hutama Karya’s
dinamika pasar. Hal ini tidak hanya memperkuat daya saing Hutama competitiveness but also creates new opportunities to secure
Karya, tetapi juga membuka peluang baru dalam memenangkan increasingly large and strategic infrastructure project tenders.
tender proyek infrastruktur yang semakin besar dan strategis.
PT Hutama Karya (Persero)
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KEUNGGULAN KOMPETITIF DAN INOVASI KONSTRUKSI COMPETITIVE ADVANTAGES AND CONSTRUCTION INNOVATION
Keunggulan kompetitif dan inovasi dalam industri konstruksi Competitive advantages and innovation within the construction
sangat penting untuk meningkatkan daya saing Perseroan. Berikut industry are essential to enhance the Company’s competitiveness.
adalah penjelasan dari beberapa keunggulan dan inovasi yang The following outlines several key advantages and innovations
diterapkan oleh Hutama Karya: implemented by Hutama Karya:
1. Berpengalaman dalam Mega Proyek Infrastruktur 1. Extensive Experience in Mega Infrastructure Projects
Pada tahun 2014 Hutama Karya mendapatkan penugasan dari In 2014, Hutama Karya was assigned by the Government to
pemerintah untuk membangun Jalan Tol Trans Sumatera (JTTS) develop the Trans-Sumatra Toll Road (JTTS), one of the largest
yang merupakan salah satu proyek infrastruktur terbesar di infrastructure projects in Indonesia. This experience provides
Indonesia. Pengalaman ini memberikan keunggulan dalam hal a competitive advantage in terms of project management,
manajemen proyek, efisiensi operasional, dan penyelesaian operational efficiency, and timely project completion.
proyek tepat waktu.
2. Implementasi Environmental, Social, and Governance (ESG) 2. Implementation of Environmental, Social, and Governance
Sebagai Perseroan yang berorientasi pada keberlanjutan, (ESG)
Hutama Karya telah mengadopsi prinsip ESG dalam As a sustainability-oriented company, Hutama Karya has
operasionalnya. Beberapa inisiatif ESG yang telah diterapkan adopted ESG principles in its operations. Key ESG initiatives
meliputi: implemented include:
a. Penggunaan material ramah lingkungan. a. Utilization of environmentally friendly materials.
b. Optimalisasi efisiensi energi dalam proyek konstruksi. b. Optimization of energy efficiency in construction projects.
c. Program tanggung jawab sosial (CSR) untuk masyarakat c. Corporate Social Responsibility (CSR) programs for
sekitar proyek. communities surrounding project areas.
d. Good Corporate Governance (GCG) untuk memastikan tata d. Implementation of Good Corporate Governance (GCG) to
kelola perusahaan yang baik ensure sound corporate governance practices
3. Lean Construction 3. Lean Construction
Lean Construction dapat mendukung Perseroan jasa konstruksi Lean Construction supports the Company’s construction
dalam meningkatkan kualitas proses dan produktivitas proyek services in enhancing process quality and project productivity
secara kolaboratif. Dengan pendekatan ini, efisiensi dan in a collaborative manner. Through this approach, efficiency
akurasi meningkat, proses desain dan konstruksi menjadi and accuracy are improved, design and construction processes
lebih ramping dan transparan, perhitungan lebih akurat, become more streamlined and transparent, calculations
serta kesalahan dapat dihindari sejak perencanaan hingga become more precise, and errors can be minimized from
pelaksanaan, sehingga waktu pelaksanaan proyek menjadi planning through execution, thereby accelerating project
lebih cepat. completion timelines.
4. Budaya Quality, Health, Safety, Security, and Environment 4. Quality, Health, Safety, Security, and Environment (QHSSE)
(QHSSE) untuk Karyawan dan Lingkungan Kerja Culture for Employees and the Working Environment
HK Shield adalah platform terintegrasi yang menggabungkan HK SHIELD is an integrated platform that consolidates
QHSSE untuk memastikan bahwa seluruh karyawan dan QHSSE aspects to ensure that all employees and the working
lingkungan kerja tetap aman, sehat, dan produktif. Platform ini environment remain safe, healthy, and productive. This
mencakup: platform encompasses:
a. Komitmen manajemen terhadap standar QHSSE. a. Management commitment to QHSSE standards.
b. Upaya menciptakan lingkungan kerja yang lebih aman. b. Initiatives to create a safer working environment.
c. Penerapan budaya keselamatan yang kuat di seluruh level c. Implementation of a strong safety culture across all levels
Perseroan. of the Company.
5. Konstruksi Digital Melalui Integrasi Standar Digital 5. Digital Construction Through Integration of Digital
Construction Construction Standards
Hutama Karya telah mengimplementasikan teknologi digital Hutama Karya has implemented digital technologies in its
dalam proses konstruksi. Dengan adanya standar Digital construction processes. Through the adoption of Digital
Construction, proyek-proyek akan lebih efisien dan terukur. Construction standards, projects become more efficient
Implementasi yang dilakukan pada tahun 2024 menunjukkan and measurable. Implementation in 2024 demonstrated
hasil yang positif, dengan pengukuran kinerja dilakukan positive results, with performance measurement conducted
melalui monitoring dan evaluasi setiap bulan dan realisasi through monthly monitoring and evaluation, achieving
mencapai 106,7%, menandakan efektivitas implementasi 106.7% realisation, indicating the effectiveness of technology
teknologi dalam proyek. implementation in projects.
6. Audit ISO 19650 Kitemark 6. ISO 19650 Kitemark Audit
Pada tahun 2024, Hutama Karya telah melakukan audit internal In 2024, Hutama Karya conducted internal audits and BIM ISO
dan resertifikasi BIM ISO 19650, yang menunjukkan komitmen 19650 recertification, demonstrating its commitment to quality
terhadap kualitas dan standar internasional. Beberapa poin and international standards. Key aspects related to the audit
terkait audit dan sertifikasi: and certification include:
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Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
a. Audit Internal ISO 19650: Menyusun dan a. ISO 19650 Internal Audit: Development and implementation
mengimplementasikan BIM sesuai dengan dokumen tata of BIM in accordance with governance documentation,
kelola, dengan temuan minor. with minor findings.
b. Resertifikasi BIM ISO 19650: Dilakukan oleh BSI Group b. BIM ISO 19650 Recertification: Conducted by BSI Group
Indonesia dengan hasil positif dan tanpa temuan. Indonesia with positive results and no findings.
STRATEGI KONSTRUKSI TAHUN 2025 CONSTRUCTION STRATEGY IN 2025
Strategi Segmen Konstruksi pada tahun 2025 adalah sebagai The Construction Segment strategy in 2025 is as follows:
berikut:
1. Pemasaran 1. Marketing
a. Identifikasi proyek berdasarkan kelembagaan secara a. Selective project identification based on institutional
selektif dan sesuai dengan threshold Perusahaan. considerations and in line with the Company’s established
thresholds.
b. Peningkatan kualitas perencanaan mulai dari pra tender b. Enhancement of planning quality starting from the pre-
diiringi kualitas proses tender berbasis digitalisasi. tender stage, supported by improved tender processes
through digitalization.
c. Perolehan proyek yang berkualitas dengan assessment c. Acquisition of high-quality projects through risk
manajemen risiko dan eksplorasi kemampuan internal management assessment and exploration of the
korporasi. Company’s internal capabilities.
d. Moratorium untuk segmen EPC. d. Moratorium on the EPC segment.
e. Kerjasama untuk pengembangan kapabilitas. e. Collaboration to develop capabilities.
f. Peningkatan customer relationship. f. Strengthening customer relationships.
2. Procurement dan Produksi 2. Procurement and Production
a. Pembenahan proyek eksisting yang berpotensi mismatch a. Improvement of existing projects with potential
serta memiliki risiko tinggi. mismatches and high-risk exposure.
b. Penguatan pengendalian biaya (efisien), mutu dan kualitas b. Strengthening cost control (efficiency), quality assurance
(zero rework), serta waktu. (zero rework), and time management.
c. Implementasi ERP dan BIM untuk meningkatkan efisiensi c. Implementation of Enterprise Resource Planning (ERP) and
dan pengendalian kinerja secara transparan. Building Information Modeling (BIM) to enhance efficiency
and ensure transparent performance control.
d. Optimasi proses desain melibatkan departemen d. Optimization of the design process involving engineering
engineering di divisi dan/atau bekerjasama dengan departments within divisions and/or in collaboration with
konsultan. consultants.
e. Mempekuat hubungan yang harmonis dengan rekanan e. Strengthening harmonious relationships with strategic
strategis. partners.
3. SDM, Administrasi, dan Keuangan 3. Human Capital, Administration, and Finance
a. Optimalisasi personil dan meningkatkan kompetensi a. Optimization of personnel and enhancement of the
Personil Inti Proyek. competencies of Key Project Personnel.
b. Peningkatan kapabilitas serta pemenuhan dan perkuatan b. Enhancement of capabilities, as well as fulfillment and
Sertifikasi Keahlian (SKA). strengthening of Professional Certification (SKA).
c. Perbaikan administrasi proyek (mulai dari proses c. Improvement of project administration (starting from
perencanaan), administrasi kontrak, dan construction the planning process), contract administration, and
claim. construction claims.
d. Menjaga arus kas positif, percepatan pengelolaan cash d. Maintaining a positive cash flow, accelerating the management
conversion cycle dan perbaikan rasio keuangan. of the cash conversion cycle, and improving financial ratios.
e. Kaderisasi karyawan dalam rangka optimalisasi sumber e. Employee succession planning in order to optimize the
daya Perusahaan. Company’s human resources.
4. Manajemen Kontrak dan Risiko 4. Contract and Risk Management
a. Identifikasi risiko rencana proyek baru. a. Identification of risks in new project plans.
b. Mengkaji dan merencanakan mitigasi risiko yang tepat dan b. Assessment and planning of appropriate and targeted risk
sesuai sasaran. mitigation measures.
c. Optimasi upaya penyelesaian klaim (mulai dari c. Optimization of claim resolution efforts (including approval
persetujuan, koordinasi serta perkuatan evidence. processes, coordination, and strengthening of supporting
evidence).
Melalui strategi-strategi tersebut, Hutama Karya berkomitmen Through these strategies, Hutama Karya is committed to supporting
untuk mendukung pembangunan infrastruktur nasional yang sustainable and high-quality national infrastructure development,
berkelanjutan, berkualitas, dan memberikan dampak positif bagi while delivering positive impacts on Indonesia’s economic growth.
kemajuan ekonomi Indonesia.
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PRODUKTIVITAS KONSTRUKSI CONSTRUCTION PRODUCTIVITY
Informasi mengenai produktivitas badan usaha jalan tol adalah Information regarding the productivity of the toll road business
sebagai berikut. entity is presented as follows.
Tabel Kinerja/Produktivitas Konstruksi
Table of Construction Performance/Productivity
(dalam jutaan Rupiah / in million Rupiah)
Pertumbuhan
Growth
Uraian 2025 2024 Description
Nominal
%
Amount
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3) (1)
Jalan dan Jembatan 11,761,864 29,557,181 (17,795,317) (60.21%) Roads and Bridges
Gedung 4,843,195 1,379,500 3,463,695 251.08% Buildings
Sumber Daya Air (SDA) 844,421 2,727,582 (1,883,161) (69.04%) Water Resources
Prasarana Perhubungan 347 560,366 (560,019) (99.94%) Transportation Infrastructure
Lainnya 923,271 613,969 309,302 50.38% Others
Total Perolehan Kontrak 18,373,098 34,838,598 (16,465,500) (47.26%) Total Contract Acquisition
Total perolehan kontrak konstruksi pada tahun 2025 mencapai Total construction contract acquisition in 2025 amounted to
Rp18,37 triliun, terdapat penurunan sebesar 47,26% dibandingkan IDR18.37 trillion, representing a decrease of 47.26% compared to
dengan tahun 2024 yang sebesar Rp34,84 triliun. Penurunan ini IDR34.84 trillion in 2024. This decline was primarily attributable to
disebabkan oleh penurunan alokasi anggaran infrastruktur nasional reduced national infrastructure budget allocations and delays in
serta tertundanya proses lelang sejumlah proyek strategis. Sektor the tender processes for several strategic projects. The construction
konstruksi didominasi oleh perolehan kontrak baru pada segmen sector remained dominated by new contract acquisitions in the
Jalan dan Jembatan, yang walaupun mengalami penurunan, tetap Roads and Bridges segment, which, despite the decline, continued
menjadi segment champion perusahaan. Disusul dengan proyek to serve as the Company’s champion segment. This was followed
gedung yang menunjukkan kenaikan dibandingkan tahun lalu, yang by building projects, which recorded an increase compared to the
didominasi oleh proyek strategis nasional yaitu sekolah rakyat dan previous year, largely driven by national strategic projects, including
proyek gedung pemerintahan di IKN. public schools and government building projects in IKN.
PROSPEK USAHA DAN STRATEGI KONSTRUKSI TAHUN 2026 BUSINESS PROSPECTS AND CONSTRUCTION STRATEGY IN 2026
Memasuki tahun 2026, Perusahaan mengupayakan untuk terus Entering 2026, the Company remains committed to developing
berkomitmen dalam membangun infrastruktur dan penyediaan infrastructure and providing public facilities through the
fasilitas publik melalui pembangunan jalan, jembatan, bendungan, construction of roads, bridges, dams, and other transportation
serta prasarana perhubungan lainnya yang berkualitas. Selaras infrastructure with high quality standards. In alignment with
dengan Asta Cita, Perusahaan turut andil berkontribusi pada the Asta Cita agenda, the Company continues to contribute to
program Pemerintah dalam menyelesaikan proyek strategis nasional. Government programs in completing national strategic projects. In
Selain menargetkan produksi yang menantang, Perusahaan juga addition to targeting challenging production levels, the Company
menargetkan pengembangan dan penguatan faktor-faktor pendukung also focuses on strengthening supporting factors, including
diantaranya human capital, manajemen risiko, penguatan digitalisasi, human capital, risk management, digitalization enhancement,
inovasi teknologi, dan pengelolaan sistem yang lebih efisien serta technological innovation, and more efficient system management,
dukungan penuh dalam menciptakan kesinambungan pada aspek as well as providing full support in ensuring sustainability across
Environmental, Social, dan Governance (ESG). Environmental, Social, and Governance (ESG) aspects.
Target perolehan kontrak baru tahun 2026 dari kegiatan pemasaran The target for new contract acquisition from marketing activities
diproyeksikan sebesar Rp19.204 miliar. Dengan adanya kontrak in 2026 is projected at IDR19,204 billion. With the addition of new
baru tersebut, serta dengan adanya lanjutan pembangunan JTTS, contracts, along with the continued development and operation
pengoperasian JTTS, Pendapatan JORR-S dan ATP serta Anak of JTTS, revenue contributions from JORR-S and ATP, as well
Perusahaan, diharapkan pendapatan Perusahaan dapat mencapai as subsidiaries, the Company is expected to achieve revenue
pendapatan sebesar Rp25.698 miliar dan laba bersih sebesar of IDR25,698 billion and a net profit of IDR1,404 billion in 2026.
Rp1.404 miliar pada tahun 2026. Selain itu, sebagai Badan Usaha Furthermore, as a Toll Road Business Entity, in 2026 the Company
Jalan Tol, pada tahun 2026 Perusahaan menargetkan konstruksi targets the construction of 83 km of JTTS, with the total cumulative
JTTS sepanjang 83 km, dan total panjang ruas yang terbangun length of completed toll road sections expected to reach 1,215 km
hingga akhir tahun 2026 mencapai 1.215 km. by the end of 2026.
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Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
Badan Usaha Jalan Tol Toll Road Business Entity
Dalam mengelola bisnisnya, segmen usaha Badan Usaha Jalan Tol In managing its business, the Toll Road Business Entity (BUJT)
(BUJT) dibagi ke dalam empat bagian utama, yaitu: segment is divided into four main components, namely:
1. Perencanaan Jalan Tol (RJT) 1. Toll Road Planning (RJT)
2. Pembangunan Jalan Tol (PJT) 2. Toll Road Development (PJT)
3. Operasi dan Pemeliharaan Jalan Tol (OPT) 3. Toll Road Operation and Maintenance (OPT)
4. PT Hutama Marga Waskita 4. PT Hutama Marga Waskita
Berdasarkan Peraturan Presiden Nomor 42 Tahun 2024, yang Pursuant to Presidential Regulation No. 42 of 2024, which
merupakan perubahan ketiga atas Peraturan Presiden Nomor constitutes the third amendment to Presidential Regulation No.
100 Tahun 2014 tentang Percepatan Pembangunan Jalan Tol 100 of 2014 concerning the Acceleration of Toll Road Development
di Sumatera, yang diterbitkan pada 25 Maret 2024. Penugasan in Sumatra, issued on March 25, 2024, the assignment to Hutama
kepada Hutama Karya mencakup pembangunan 24 ruas jalan Karya covers the development of 24 toll road sections in Sumatra.
tol di Sumatera. Dari sisi konsesi, Hutama Karya memiliki hak From a concession perspective, Hutama Karya holds operational
pengoperasian di beberapa jalan tol, antara lain: rights over several toll roads, including:
- Jalan Tol Lingkar Luar Jakarta (S/Jakarta Outer Ring Road S - - Jakarta Outer Ring Road S (JORR-S)
JORR S)
- Jalan Tol Akses Tanjung Priok (ATP) - Tanjung Priok Access Toll Road (ATP)
Selain itu, hingga saat ini Hutama Karya juga mengoperasikan In addition, to date, Hutama Karya also operates several sections of
beberapa ruas-ruas Jalan Tol Trans Sumatera (JTTS), di antaranya: the Trans-Sumatra Toll Road (JTTS), including:
- Ruas Palembang - Indralaya - Palembang – Indralaya Section
- Ruas Terbanggi Besar - Pematang Panggang - Kayu Agung - Terbanggi Besar – Pematang Panggang – Kayu Agung Section
- Ruas Pekanbaru - Dumai - Pekanbaru – Dumai Section
- Ruas Sigli - Banda Aceh - Sigli – Banda Aceh Section
- Ruas Indralaya - Muara Enim Seksi Sp. Indralaya - Prabumulih - Indralaya – Muara Enim Section (Sp. Indralaya – Prabumulih)
- Ruas Lubuk Linggau - Curup - Bengkulu Seksi Bengkulu - Taba - Lubuk Linggau – Curup – Bengkulu Section (Bengkulu – Taba
Penanjung Penanjung)
- Ruas Indrapura - Kisaran - Indrapura – Kisaran Section
- Ruas Binjai - Langsa Seksi Binjai - Pangkalan Brandan - Binjai – Langsa Section (Binjai – Pangkalan Brandan)
- Ruas Kuala Tanjung - Tebing Tinggi - Parapat - Kuala Tanjung – Tebing Tinggi – Parapat Section
- Ruas Pekanbaru - Padang Seksi Pekanbaru - XIII Koto Kampar - Pekanbaru – Padang Section (Pekanbaru – XIII Koto Kampar)
- Ruas Pekanbaru - Padang Seksi Sicincin - Padang - Pekanbaru – Padang Section (Sicincin – Padang)
- Ruas Kuala Tanjung - Tebing Tinggi - Parapat - Kuala Tanjung – Tebing Tinggi – Parapat Section
- Ruas Betung - Tempino - Jambi Seksi Bayung Lencir - Tempino - Betung – Tempino – Jambi Section (Bayung Lencir – Tempino –
- Sp. Ness Sp. Ness)
KEUNGGULAN KOMPETITIF DAN INOVASI BADAN USAHA JALAN COMPETITIVE ADVANTAGES AND INNOVATION IN THE TOLL
TOL ROAD BUSINESS ENTITY
Hutama Karya senantiasa memprioritaskan kualitas, keselamatan, Hutama Karya consistently prioritizes quality, occupational safety,
dan kesehatan kerja dalam setiap tahap pembangunan jalan tol. and health at every stage of toll road development. One of the
Salah satu inovasi teknologi yang diusung untuk meningkatkan technological innovations implemented to enhance earthquake
ketahanan terhadap gempa adalah Lead Rubber Bearing (LRB), yaitu resilience is the Lead Rubber Bearing (LRB), a lead-core rubber
bantalan karet inti timbal yang banyak diterapkan pada struktur bearing widely applied in bridge structures. This technology
jembatan. Teknologi ini telah diterapkan pada beberapa ruas Jalan has been implemented in several sections of the Trans-Sumatra
Tol Trans Sumatera (JTTS), seperti Tol Binjai-Brandan dan Tol Toll Road (JTTS), such as the Binjai–Brandan Toll Road and the
Bangkinang-Koto Kampar. Penerapan teknologi LRB memberikan Bangkinang–Koto Kampar Toll Road. The application of LRB
kualitas terbaik pada jalan tol yang dikelola oleh Hutama Karya. technology provides superior quality for toll roads managed by
Teknologi ini memperpanjang umur ketahanan jalan tol dan Hutama Karya by extending structural durability and improving
meningkatkan kualitas infrastruktur, sehingga menciptakan jalan tol infrastructure quality, thereby creating safer and more comfortable
yang lebih aman dan nyaman bagi pengguna yang melintas di JTTS. toll roads for users traveling on JTTS.
Hutama Karya menerapkan Building Information Modeling (BIM) Hutama Karya has implemented Building Information Modeling
secara terintegrasi sejak tahap perencanaan, pelaksanaan (BIM) in an integrated manner, from the planning and construction
konstruksi, hingga akuisisi data leger jalan tol dan manajemen aset phases to the acquisition of toll road ledger data and asset
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pada masa operasi jalan tol, sehingga seluruh elemen infrastruktur management during operations. Through this approach, all
mulai dari geometrik jalan, struktur, drainase, perkerasan, hingga infrastructure elements—including road geometry, structures,
perlengkapan jalan terbangun dalam satu basis data digital yang drainage, pavements, and road equipment—are developed
konsisten dan akurat. BIM memungkinkan koordinasi lintas disiplin, within a consistent and accurate digital database. BIM enables
pengendalian mutu dan biaya saat konstruksi, serta menghasilkan cross-disciplinary coordination, quality and cost control during
data as-built yang menjadi dasar pemeliharaan berbasis kondisi, construction, and the generation of as-built data that serves as
perencanaan rehabilitasi, dan optimalisasi siklus hidup aset a foundation for condition-based maintenance, rehabilitation
jalan tol, sehingga Hutama Karya mampu meningkatkan efisiensi planning, and lifecycle optimization of toll road assets. As a result,
operasional, mengurangi risiko kesalahan data, dan memastikan Hutama Karya enhances operational efficiency, reduces the risk of
keberlanjutan pengelolaan aset jalan tol secara modern dan data inaccuracies, and ensures sustainable and technology-driven
berbasis teknologi. asset management.
Dalam pengoperasian, Hutama Karya juga menerapkan teknologi In operations, Hutama Karya also implements Weight in Motion
Weight in Motion (WIM) yang merupakan inovasi strategis untuk (WIM) technology as a strategic innovation to automatically detect
mendeteksi kendaraan Over Dimension Over Load (ODOL) secara Over Dimension Over Load (ODOL) vehicles without disrupting
otomatis tanpa mengganggu arus lalu lintas, melalui sensor yang traffic flow. This system utilizes sensors to weigh vehicles in
menimbang kendaraan saat melintas guna merekam berat, jumlah motion, capturing data on weight, axle count, speed, and load
sumbu, kecepatan, dan distribusi beban secara real-time yang distribution in real time, integrated with the toll road Intelligent
terintegrasi dengan sistem ITS tol. Teknologi ini berfungsi tidak Transportation System (ITS). This technology functions not only as
hanya sebagai alat pengendalian ODOL untuk meningkatkan a control mechanism for ODOL vehicles to enhance safety but also
keselamatan, tetapi juga sebagai dasar manajemen aset berbasis as a foundation for data-driven asset management, enabling the
data dalam memprediksi umur perkerasan, merencanakan prediction of pavement lifespan, targeted maintenance planning,
pemeliharaan secara tepat sasaran, menekan biaya perbaikan reduction of repair costs due to overloading, and support for the
akibat beban berlebih, serta mendukung kebijakan nasional Zero national Zero ODOL policy through preventive and collaborative
ODOL melalui pendekatan preventif dan kolaboratif dengan instansi approaches with relevant authorities. Consequently, it contributes
terkait, sehingga menjaga keberlanjutan infrastruktur dan kualitas to maintaining infrastructure sustainability and service quality
layanan Jalan Tol Trans Sumatera. across the Trans-Sumatra Toll Road network.
STRATEGI BADAN USAHA JALAN TOL TAHUN 2025 TOLL ROAD BUSINESS ENTITY STRATEGY IN 2025
Strategi Badan Usaha Jalan Tol Tahun 2025 meliputi perencanaan The Toll Road Business Entity (BUJT) strategy in 2025 encompasses
dan pembangunan serta operasi yang diuraikan sebagai berikut: planning and development, as well as operations, as outlined below:
1. Perencanaan dan Pembangunan 1. Planning and Development
a. Penyelesaian JTTS tahap I dan melanjutkan beberapa ruas a. Completion of Phase I of the Trans-Sumatra Toll Road
pada tahap II secara efektif dan efisien. (JTTS) and continuation of several sections in Phase II in an
effective and efficient manner.
- Fokus dalam pengendalian progres, biaya konstruksi - Focus on controlling progress, construction costs, and
dan perubahan lingkup; scope changes;
- Melakukan monitoring mutu, optimalisasi metode - Monitoring quality, optimizing construction methods,
konstruksi dan sumber daya proyek; and project resources;
- Meningkatkan kapabilitas dan produktivitas sumber - Enhancing the capability and productivity of resources
daya dalam perencanaan dan pembangunan jalan tol; in toll road planning and development;
- Optimalisasi biaya investasi dengan menerapkan - Optimizing investment costs through the
desain tipikal yang distandarkan serta penggunaan implementation of standardized typical designs and
teknologi BIM advanced; the use of advanced BIM technology;
- Monitoring dan pendampingan proses pengadaan - Monitoring and facilitating the ongoing land
tanah yang sedang berjalan serta pengembalian Dana acquisition process, as well as the reimbursement of
Talangan Tanah (DTT) serta biaya Cost of Fund (CoF); Land Bridging Funds (DTT) and Cost of Fund (CoF);
- Penyelesaian Detail Engineering Design (DED)/Rencana - Completion of the Detail Engineering Design (DED)/
Teknik Akhir (RTA); Final Engineering Design (RTA);
b. Pemenuhan pendanaan melalui ekuitas (PMN) dan b. Fulfillment of funding through equity (State Capital
pinjaman, termasuk persiapan dalam melakukan kajian Injection/PMN) and loans, including preparation for
atas potensi asset recycling ruas tol. conducting assessments on the potential asset recycling of
toll road sections.
c. Inisiasi konsep keberlanjutan pembangunan JTTS dengan c. Initiation of sustainability concepts for the development
pemerintah baru. of the Trans-Sumatra Toll Road (JTTS) in coordination with
the new government.
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2. Operasi 2. Operations
a. Pengoperasian jalan tol yang efektif dan efisien: a. Effective and efficient toll road operations:
- Preventive maintenance - Preventive maintenance;
- Pengembangan dan integrasi sistem/teknologi - Development and integration of information systems/
informasi technology;
- Internalisasi operasi dan pemeliharaan jalan tol - Internalization of toll road operations and
maintenance;
b. Penyesuaian tarif tol mengikuti ability to pay terkini dalam b. Adjustment of toll tariffs in line with the latest ability to pay
rangka memperbaiki kelayakan dari JTTS. to improve the feasibility of the Trans-Sumatra Toll Road
(JTTS).
c. Fokus dalam pengelolaan dan menjalin kerjasama pada c. Focus on the management of and establishment of
rest area ruas JTTS dan non JTTS. partnerships for rest areas on both JTTS and non-JTTS
sections.
d. Peningkatan kompetensi personil pengoperasian dan d. Enhancement of the competencies of toll road operations
pemeliharaan jalan tol. and maintenance personnel.
PRODUKTIVITAS BADAN USAHA JALAN TOL TOLL ROAD BUSINESS ENTITY PRODUCTIVITY
Informasi mengenai produktivitas badan usaha jalan tol adalah Information regarding the productivity of the toll road business
sebagai berikut. entity is presented as follows.
Tabel Kinerja/Produktivitas Badan Usaha Jalan Tol
Table of Toll Road Business Entity Performance/Productivity
Pertumbuhan
Growth
Uraian 2025 2024 Description
Nominal
%
Amount
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3) (1)
Panjang jalan tol beroperasi (km) 745 640 105 16.41% Operating Toll Road Length (km)
Volume Lalu Lintas Transaksi (jumlah Traffic Transaction Volume (million
93.07 87.88 5 5.91%
kendaraan dalam jutaan) vehicles)
Volume Lalu Lintas Transaksi Harian Average Daily Traffic Transaction
256.77 242.14 15 6.04%
Rata-Rata (Ribuan kendaraan) Volume (thousand vehicles)
Pendapatan Tol Harian Rata-Rata Average Daily Toll Revenue (million
10,391 8,829 1,562 17.69%
(jutaan Rupiah) Rupiah)
Pada tahun 2025, panjang jalan tol yang beroperasi tercatat sepanjang In 2025, the total length of operating toll roads reached 745 km,
745 km, mengalami peningkatan sebesar 16,14% dibandingkan representing an increase of 16.14% compared to 640 km in 2024.
dengan tahun 2024 yang tercatat sepanjang 640 km. Peningkatan ini This increase was driven by the addition of newly operational toll
dipengaruhi oleh penambahan ruas tol baru yang beroperasi, yaitu road sections, namely the Betung–Jambi Section, Padang–Sicincin
ruas tol Betung – Jambi, ruas tol Padang – Sicincin dan ruas tol Binjai Section, and Binjai–Langsa Section (Tanjung Pura–Pangkalan
– Langsa Seksi Tanjung Pura – Pangkalan Brandan. Sehingga, volume Brandan). Accordingly, total traffic transaction volume in 2025
lalu lintas transaksi pada tahun 2025 tercatat sebanyak 93,07 juta reached 93.07 million vehicles, reflecting an increase of 5.91%
kendaraan, meningkat sebesar 5,91% dibandingkan dengan tahun compared to 87.88 million vehicles in 2024.
2024 yang tercatat sebanyak 87,88 juta kendaraan.
Volume lalu lintas transaksi harian rata-rata pada tahun 2025 tercatat The average daily traffic transaction volume in 2025 was recorded at
sebanyak 256,77 ribu kendaraan, mengalami peningkatan sebesar 256.77 thousand vehicles, an increase of 6.04% compared to 242.14
6,04% dibandingkan dengan tahun 2024 yang tercatat sebanyak thousand vehicles in 2024. This growth was primarily supported by
242,14 ribu kendaraan. Peningkatan ini dipengaruhi oleh ketiga ruas the operation of the three new toll road sections in 2025. Meanwhile,
tol yang telah beroperasi di tahun 2025. Pendapatan tol harian rata- the average daily toll revenue in 2025 reached IDR10.39 billion,
rata pada tahun 2025 tercatat sebesar Rp10,39 miliar, mengalami representing an increase of 17.69% compared to 2024. This increase
peningakatan sebesar 17,69% dibandingkan dengan tahun 2024 was in line with the expansion of operating toll road length in 2025.
yang tercatat sebesar Rp8,83 miliar. Peningkatan ini sejalan dengan
peningkatan panjang jalan tol yang beroperasi di tahun 2025.
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PROSPEK USAHA DAN STRATEGI BADAN USAHA JALAN TOL BUSINESS PROSPECTS AND STRATEGY OF THE TOLL ROAD
TAHUN 2026 BUSINESS ENTITY IN 2026
Memasuki tahun 2026, PT Hutama Karya (Persero) melihat Entering 2026, PT Hutama Karya (Persero) views the business
prospek bisnis Jalan Tol Trans Sumatera (JTTS), termasuk ruas prospects of the Trans-Sumatra Toll Road (JTTS), including the
Kuala Tanjung–Tebing Tinggi–Parapat, tetap berada pada tren Kuala Tanjung–Tebing Tinggi–Parapat Section, as remaining on
pertumbuhan positif seiring penguatan fungsi Pelabuhan Kuala a positive growth trajectory in line with the strengthening role of
Tanjung sebagai hub logistik internasional yang terintegrasi dengan Kuala Tanjung Port as an international logistics hub integrated with
Kawasan Ekonomi Khusus (KEK) serta peningkatan konektivitas the Special Economic Zone (SEZ), as well as enhanced interregional
antarwilayah di Pulau Sumatera. Ruas tol ini berperan strategis connectivity across Sumatra. This toll road section plays a strategic
dalam mendukung kelancaran distribusi barang dari pelabuhan role in supporting the smooth distribution of goods from the port to
menuju kawasan industri, sentra produksi, dan pusat konsumsi industrial areas, production centers, and consumption hubs in North
di Sumatera Utara. Seiring peningkatan aktivitas logistik, Sumatra. Along with the increase in logistics activities, tourism,
pariwisata, dan mobilitas masyarakat, Perseroan memproyeksikan and community mobility, the Company projects sustained traffic
pertumbuhan lalu lintas yang berkelanjutan, khususnya kendaraan growth, particularly for commercial vehicles, which is expected to
niaga, yang pada akhirnya akan berdampak positif terhadap kinerja positively impact operational performance and toll revenue.
operasional dan pendapatan ruas tol.
Selain sektor logistik, pengembangan Destinasi Pariwisata Super In addition to the logistics sector, the development of the Lake Toba
Prioritas Danau Toba turut memperkuat permintaan layanan Super Priority Tourism Destination further strengthens demand
jalan tol. Aksesibilitas yang semakin baik melalui jaringan JTTS for toll road services. Improved accessibility through the JTTS
mendorong peningkatan pergerakan wisatawan dan distribusi network encourages increased tourist mobility and the distribution
logistik pendukung pariwisata. Dengan peran JTTS sebagai tulang of tourism-supporting logistics. With JTTS serving as the backbone
punggung konektivitas Sumatera, Perseroan memandang ruas of connectivity in Sumatra, the Company considers the Kuala
Kuala Tanjung–Tebing Tinggi–Parapat sebagai koridor strategis yang Tanjung–Tebing Tinggi–Parapat Section as a strategic corridor
menghubungkan pelabuhan, kawasan industri, pusat pariwisata, connecting ports, industrial zones, tourism centers, and hinterland
dan wilayah hinterland, sehingga memberikan kontribusi signifikan areas, thereby contributing significantly to logistics cost efficiency
terhadap efisiensi biaya logistik dan pertumbuhan ekonomi regional. and regional economic growth.
Dalam rangka mengoptimalkan peluang tersebut, strategi To optimize these opportunities, the Company’s strategy in
Perseroan pada tahun 2026 difokuskan pada tiga pilar utama, yaitu 2026 focuses on three main pillars: strengthening operational
penguatan digitalisasi operasional, pengembangan layanan dan digitalization, developing value-added services and assets,
aset bernilai tambah, serta pengelolaan infrastruktur berkelanjutan. and implementing sustainable infrastructure management.
Digitalisasi dilakukan melalui optimalisasi transaksi nirsentuh di Digitalization efforts include the optimization of contactless
gerbang tol, penguatan Intelligent Transport System (ITS), integrasi transactions at toll gates, enhancement of Intelligent Transport
data lalu lintas, serta penerapan teknologi seperti Weight in Motion Systems (ITS), integration of traffic data, and the implementation
(WIM) untuk pengendalian kendaraan Over Dimension Over Load of technologies such as Weight in Motion (WIM) to control Over
(ODOL) guna menjaga keselamatan dan umur layanan perkerasan Dimension Over Load (ODOL) vehicles, thereby ensuring safety
jalan. Di sisi pengembangan, Perseroan meningkatkan fungsi and extending pavement service life. On the development side, the
rest area sebagai pusat layanan terpadu, termasuk penambahan Company enhances the function of rest areas as integrated service
kapasitas parkir kendaraan logistik, penguatan peran UMKM, serta centers, including increasing parking capacity for logistics vehicles,
pengembangan fasilitas penunjang perjalanan jarak jauh pada strengthening the role of MSMEs, and developing supporting
koridor JTTS. facilities for long-distance travel along the JTTS corridor.
Pada aspek keberlanjutan, Perseroan memperkuat manajemen From a sustainability perspective, the Company strengthens asset
aset berbasis Building Information Modeling (BIM) dan data as-built management through Building Information Modeling (BIM) and
sebagai dasar pemeliharaan berbasis kondisi (condition-based as-built data as the basis for condition-based maintenance, energy
maintenance), efisiensi energi, serta pengendalian biaya siklus efficiency, and lifecycle cost control. Greening programs along
hidup aset. Program penghijauan koridor tol dan optimalisasi toll road corridors and the optimization of energy usage also form
penggunaan energi turut menjadi bagian dari komitmen Perseroan part of the Company’s commitment to supporting sustainable
dalam mendukung agenda pembangunan berkelanjutan dan development agendas and emissions reduction.
pengurangan emisi.
Ke depan, Perseroan tidak hanya mengandalkan pendapatan dari Going forward, the Company will not solely rely on toll tariff revenues
tarif tol, tetapi juga mengembangkan diversifikasi usaha jalan tol, but will also develop toll road business diversification, including the
antara lain melalui optimalisasi aset rest area, pemanfaatan ruang optimization of rest area assets, utilization of toll road right-of-way
milik jalan tol, pengembangan kawasan berbasis konektivitas, serta areas, development of connectivity-based zones, and synergies
sinergi dengan pelabuhan, kawasan industri, dan sektor pariwisata with ports, industrial areas, and the tourism sector across Sumatra.
di Sumatera. Dengan posisi strategis JTTS sebagai tulang punggung With JTTS positioned as the backbone of connectivity in Sumatra,
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Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
konektivitas Pulau Sumatra, Hutama Karya optimistis mampu Hutama Karya remains optimistic in enhancing competitiveness,
meningkatkan daya saing, memperkuat kinerja operasional, serta strengthening operational performance, and creating sustainable
menciptakan nilai tambah jangka panjang yang berkelanjutan bagi long-term value for the Company and the national economy.
Perseroan dan perekonomian nasional.
.
Pengembang Properti Property Developer
Lini usaha realty dan properti Hutama Karya dikelola melalui anak Hutama Karya’s realty and property business line is managed
perusahaannya, HK Realtindo, yang bergerak di bidang realty, jasa through its subsidiary, HK Realtindo, which operates in the realty,
properti, serta layanan pendukung lainnya. Kegiatan usahanya property services, and supporting services sectors. Its business
mencakup pengembangan hunian tapak, bangunan bertingkat seperti activities include the development of landed housing, high-rise
apartemen, condotel, dan perkantoran mixed-use, hingga kawasan buildings such as apartments, condotels, and mixed-use office
industri. Pada segmen manajemen properti, HK Realtindo juga telah buildings, as well as industrial estates. In the property management
berhasil mengembangkan sejumlah produk unggulan, antara lain segment, HK Realtindo has also successfully developed several
pengelolaan hotel di berbagai wilayah Pulau Jawa, pengelolaan rest flagship products, including hotel management across various
area, serta layanan building management. Adapun jumlah rest area regions in Java, rest area management, and building management
yang dikelola oleh HK Realtindo sampai saat ini berjumlah 15 rest area services. As of now, HK Realtindo manages a total of 15 rest areas, 4
dan terdapat 4 bangunan di bawah kelola HK Realtindo, serta 1 estate buildings under its management, and 1 estate management project
management yaitu di H City Sawangan, Depok. located in H City Sawangan, Depok.
KEUNGGULAN KOMPETITIF DAN INOVASI PENGEMBANG COMPETITIVE ADVANTAGES AND INNOVATION IN PROPERTY
PROPERTI DEVELOPMENT
Keunggulan kompetitif dan inovasi merupakan faktor kunci bagi Competitive advantages and innovation are key factors for
pelaku industri properti untuk dapat bertahan dan bersaing secara property industry players to sustain and compete in the long
berkelanjutan. Penerapan inovasi, khususnya dalam pemanfaatan term. The implementation of innovation, particularly in the
teknologi dan pengembangan desain, mampu meningkatkan utilization of technology and design development, enhances
efisiensi proses pengembangan produk sekaligus memperkuat efficiency in product development processes while strengthening
daya tarik bagi konsumen. Sementara itu, keunggulan kompetitif attractiveness to consumers. Meanwhile, competitive advantages
dapat dibangun melalui penerapan strategi pemasaran yang efektif, can be built through effective marketing strategies, strengthening
penguatan brand awareness, optimalisasi pemasaran digital, brand awareness, optimizing digital marketing, improving product
peningkatan kualitas produk, penyediaan fasilitas kawasan yang quality, providing adequate estate facilities, offering clear unique
memadai, penawaran unique selling point yang jelas, serta didukung selling points, and being supported by excellent customer service
oleh layanan pelanggan dan pelayanan purna jual yang unggul. and after-sales services.
STRATEGI PENGEMBANG PROPERTI TAHUN 2025 PROPERTY DEVELOPMENT STRATEGY IN 2025
Strategi pengembangan dan penjualan properti berfokus pada Property development and sales strategies focus on enhancing
peningkatan brand awareness melalui program dan konten digital brand awareness through digital marketing programs and content
marketing di platform media sosial, pembangunan fasilitas kawasan across social media platforms, developing estate facilities such
seperti clubhouse dan masjid serta rejuvenate kawasan, melakukan as clubhouses and mosques, and rejuvenating existing areas.
kerjasama dengan instansi-instansi untuk pemasaran secara bulk The Company also establishes collaborations with institutions to
sales, menambah kerjasama dengan perbankan untuk memberikan support bulk sales, as well as partnerships with banking institutions
alternatif kemudahan konsumen dalam memilih skema pembayaran. to provide alternative financing schemes for customers. To maintain
Untuk menjaga minat dan ketertarikan pasar diperlukan redesigning market interest and demand, redesign initiatives are undertaken
dengan mempertimbangkan kondisi pasar dan melakukan evaluasi by considering market conditions, along with periodic evaluations
serta penyesuaian harga jual unit, sedangkan untuk memastikan and adjustments of unit selling prices. To ensure product quality,
kualitas produk dilakukan evaluasi dan monitoring pelaksanaan the Company conducts periodic evaluations and monitoring of
proyek secara berkala, program pengawasan konstruksi dan Quality project implementation, construction supervision programs, and
Control dengan melakukan kerjasama dengan kontraktor dan quality control by collaborating with competent and experienced
konsultan yang kompeten dan berpengalaman. contractors and consultants.
Strategi untuk meningkatkan pendapatan di bidang properti Strategies to increase revenue in property management and
manajemen dan menjaga kestabilitasan HPP serta okupansi yaitu maintain cost stability and occupancy levels include conducting
dengan melakukan evaluasi dan monitoring pemasaran secara periodic evaluations and monitoring of marketing performance,
berkala, bekerjasama dengan instansi Pemerintahan untuk collaborating with government institutions in managing office
melakukan pengelolaan Office Building, melakukan optimalisasi buildings, optimizing assets and event sponsorships through
aset dan Sponsorship Event melalui mitra, melakukan investor partners, organizing investor gatherings to strengthen engagement
gathering untuk engagement dengan Perseroan dan melakukan with the Company, and conducting regular supervision of rest
pengawasan secara berkala terhadap kegiatan pengelolaan Rest area management activities. In addition, for idle land assets, the
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2025 Annual Report 195
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Area. Selain itu, terhadap aset-aset lahan idle dilakukan kajian bisnis Company conducts business feasibility studies for development
pengembangan dan/atau optimalisasi lahan baik dikembangkan and/or optimization, whether developed independently, in
sendiri, bekerjasama dengan mitra maupun penawaran atau partnership with other parties, or offered through project exposure
project expose kepada developer lain yang memiliki portofolio dan to other developers with relevant portfolios and competencies in
kompetensi pada bidang properti. the property sector.
PRODUKTIVITAS PENGEMBANG PROPERTI PROPERTY DEVELOPER PRODUCTIVITY
Produktivitas pengembangan properti di Indonesia terus Property development productivity in Indonesia continues to
menunjukkan pertumbuhan dengan banyaknya perusahaan show growth, as reflected by the increasing number of property
properti yang sahamnya tercatat di Bursa Efek Indonesia (BEI), companies listed on the Bursa Efek Indonesia. Surveys conducted
survei yang dilakukan oleh Bank Indonesia bahwa harga properti by Bank Indonesia indicate that residential property prices in
residensial di pasar primer menunjukkan perkembangan harga the primary market have shown an upward trend. In addition,
yang meningkat. Selain itu, properti perumahan menjadi salah satu residential property remains one of the most promising investment
jenis investasi yang menjanjikan, terutama karena meningkatnya sectors, particularly driven by the growing demand for comfortable
kebutuhan masyarakat akan hunian yang nyaman dan strategis. and strategically located housing.
Tabel Kinerja/Produktivitas Pengembang Properti
Table of Property Developer Performance/Productivity
(dalam miliar / in billion)
Pertumbuhan
Growth
Uraian 2025 2024 Description
Nominal
%
Amount
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3) (1)
Penjualan Properti 22.05 18.55 3.50 18.87% Property Sales
Sewa Ruangan dan Jasa 48.38 133.79 (85.41) (63.84%) Rental and Services
Hotel 173.36 109.36 63.99 58.52% Hotel
Dalam sektor penjualan properti pada tahun 2025, Perseroan In the property sales segment, the Company recorded improved
mencatatkan peningkatan kinerja dengan pertumbuhan sebesar performance in 2025, with growth of 18.87% compared to 2024,
18,87% dibandingkan dengan tahun 2024, yaitu dari Rp18,55 miliar increasing from IDR18.55 billion to IDR22.05 billion. This increase
menjadi Rp22,05 miliar. Peningkatan ini mencerminkan adanya reflects an improvement in sales performance amid a still
perbaikan kinerja penjualan di tengah kondisi industri properti competitive property industry, in line with the Company’s efforts to
yang masih kompetitif, seiring dengan upaya Perseroan dalam optimize its marketing strategies and product offerings.
mengoptimalkan strategi pemasaran dan penawaran produk.
Sementara itu, pada sektor recurring income yang berfokus pada Meanwhile, in the recurring income segment focusing on property
manajemen properti, Perseroan mengalami penurunan sebesar management, the Company recorded a decrease of 63.84% in rental
63,84% untuk pendapatan sewa dan jasa, dari Rp133,79 miliar and service revenue, from IDR133.79 billion in 2024 to IDR48.38
pada tahun 2024 menjadi Rp48,38 miliar pada tahun 2025. Di sisi billion in 2025. On the other hand, hotel revenue experienced a
lain, pendapatan hotel mengalami peningkatan signifikan sebesar significant increase of 58.52%, rising from IDR109.36 billion in
58,52%, dari Rp109,36 miliar pada tahun 2024 menjadi Rp173,36 2024 to IDR173.36 billion in 2025. The significant changes in these
miliar pada tahun 2025. Perubahan signifikan pada kedua pos two components do not fully reflect operational performance,
tersebut tidak sepenuhnya mencerminkan kinerja operasional, but were also influenced by reclassification and adjustments in
melainkan juga dipengaruhi oleh adanya reklasifikasi serta revenue clustering by the auditor. This reclassification resulted in
penyesuaian (adjustment) pengelompokan (clustering) pendapatan a shift in revenue recognition between segments, particularly from
oleh auditor. Reklasifikasi ini menyebabkan pergeseran pencatatan rental and services to the hotel segment, thereby affecting the
pendapatan antar segmen, khususnya dari sewa dan jasa ke segmen comparability of performance across periods.
hotel, sehingga memengaruhi perbandingan kinerja antar periode.
PROSPEK USAHA DAN STRATEGI PENGEMBANG PROPERTI BUSINESS PROSPECTS AND PROPERTY DEVELOPER STRATEGY
TAHUN 2026 IN 2026
Prospek usaha properti di Indonesia pada 2026 tetap menunjukkan The outlook for Indonesia’s property sector in 2026 continues to
peluang pertumbuhan yang kuat dibandingkan tahun sebelumnya. indicate strong growth potential compared to the previous year. This
Optimisme ini diperkuat oleh kebijakan pemerintah yang lebih agresif, optimism is supported by more aggressive government policies,
termasuk perpanjangan insentif Pajak Pertambahan Nilai yang including the extension of the Government-Borne Value Added Tax
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Ditanggung Pemerintah (PPN DTP) 100 % untuk pembelian rumah (VAT DTP) incentive of 100% for the purchase of landed houses and
tapak dan satuan rumah susun sepanjang 2026 (hingga Rp2 miliar apartment units throughout 2026 (up to IDR2 billion of the unit
dari harga jual unit sampai Rp5 miliar), yang tertuang dalam PMK No. selling price up to IDR5 billion), as stipulated in PMK No. 90/2025
90/2025 dan berlaku sepanjang tahun fiskal 2026. Selain itu, agenda and applicable throughout the 2026 fiscal year. In addition, strategic
strategis seperti Program 3 (tiga) Juta Rumah terus didorong sebagai agendas such as the Three Million Houses Program continue to
instrumen utama pemenuhan backlog perumahan dan peningkatan be promoted as a key instrument to address the housing backlog
rumah layak huni, sejalan dengan pemulihan ekonomi nasional yang and improve livable housing availability, in line with the national
terlihat sejak kuartal akhir 2025. Dukungan pembiayaan melalui economic recovery observed since the final quarter of 2025.
program KPR bersubsidi dari lembaga perbankan juga memperkuat Financing support through subsidized mortgage programs from
landasan pertumbuhan pasar properti. Secara keseluruhan, banking institutions further strengthens the foundation for property
kombinasi regulasi baru, insentif fiskal, dan strategi pembiayaan market growth. Overall, the combination of new regulations, fiscal
memberikan dasar yang lebih kuat untuk pertumbuhan penjualan incentives, and financing strategies provides a stronger basis for
properti di Indonesia pada 2026. property sales growth in Indonesia in 2026.
Pabrikasi Aspal dan Beton, Operasi dan Pemeliharaan, Asphalt and Concrete Production, Toll Road Operations
dan Rest Area Jalan Tol and Maintenance, and Rest Areas
Melalui anak usaha PT Hakaaston, Perseroan memiliki keahlian Through its subsidiary PT Hakaaston, the Company possesses
di bidang penyedia jasa layanan operasi dan maintenance jalan expertise in toll road operation and maintenance services. As
tol. Hingga tahun 2025, HKA telah mengoperasikan 16 ruas jalan of 2025, HKA has operated 16 toll road sections, comprising 14
tol yang terdiri dari 14 ruas Jalan Tol Trans Sumatera (JTTS) dan sections of the Trans-Sumatra Toll Road (JTTS) and 2 toll road
2 ruas tol di Jakarta, serta mengelola 9 Asphalt Mixing Plant (AMP) sections in Jakarta, as well as managing 9 Asphalt Mixing Plants
yang berperan strategis dalam mendukung kegiatan operasi dan (AMP), which play a strategic role in supporting toll road operation
pemeliharaan jalan tol. and maintenance activities.
PT Semen Indogreen Sentosa (HKSIS), bagian dari ekosistem PT Semen Indogreen Sentosa (HKSIS), part of the PT Hutama Karya
PT Hutama Karya Group, merupakan perusahaan yang bergerak Group ecosystem, operates in the ready-mix and precast concrete
di industri beton readymix dan precast dengan pengalaman industry, with continuously developing operational experience and
operasional yang terus berkembang dan berorientasi pada inovasi. a strong orientation toward innovation. Supported by 17 batching
Didukung oleh 17 batching plant di lokasi strategis, armada plants located in strategic areas, a modern distribution fleet, and
distribusi modern, serta penerapan standar mutu yang ketat, HKSIS the implementation of stringent quality standards, HKSIS provides
menyediakan berbagai solusi beton untuk proyek infrastruktur, a wide range of concrete solutions for infrastructure, industrial,
industri, dan properti. Dengan kedekatan terhadap proyek-proyek and property projects. With close proximity to national strategic
strategis nasional serta komitmen pada pengembangan teknologi projects and a commitment to material technology development,
material, HKSIS memastikan ketepatan waktu suplai, efisiensi HKSIS ensures timely supply, operational efficiency, and optimal
operasional, serta performa dan durabilitas optimal pada setiap performance and durability in every product delivered.
produk yang dihasilkan.
Perseroan juga mengembangkan bisnis jasa pengoperasian jalan The Company also develops toll road operation services to optimize
tol guna mengoptimalkan aset yang dimiliki. Melalui Divisi Operasi its existing assets. Through the Toll Road Operations & Maintenance
& Pemeliharaan Jalan Tol, Perseroan mengelola empat lini bisnis Division, the Company manages four business lines in collaboration
yang dikelola bersama entitas anak, yaitu PT Hakaaston dan PT HK with its subsidiaries, including PT Hakaaston and PT HK Realtindo,
Realtindo, antara lain: as follows:
1. Layanan Transaksi 1. Transaction Services
Layanan transaksi yang disediakan oleh Divisi Operasi & Transaction services provided by the Toll Road Operations &
Pemeliharaan Jalan Tol meliputi perencanaan, pengelolaan, Maintenance Division include the planning, management, and
dan pelaksanaan layanan transaksi pengoperasian jalan implementation of toll road transaction operations. Examples
tol. Contoh jasa transaksi, antara lain yaitu pelayanan of transaction services include toll collection services, shuttle
pengumpulan tol, sewa kendaraan shuttle, consumable, dan vehicle rental, consumables provision, and other related
lain-lain. services.
2. Layanan Lalu Lintas 2. Traffic Services
Layanan lalu lintas yang disediakan oleh Divisi Operasi & Traffic services provided by the Toll Road Operations &
Pemeliharaan Jalan Tol bersama PT Hakaaston meliputi Maintenance Division in collaboration with PT Hakaaston
perencanaan, pengelolaan, dan pelaksanaan pelayanan lalu include the planning, management, and implementation of
lintas di jalan tol. Contoh layanan lalu lintas, antara lain yaitu traffic services on toll roads. Examples include operational
sewa kendaraan operasional (patroli, derek, rescue, ambulance, vehicle rentals (patrol, towing, rescue, ambulance, security/
kamtib, Patroli Jalan Raya/PJR), sewa radio komunikasi, dan Kamtib, Highway Patrol/PJR), communication radio rental, and
lain-lain. other related services.
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2025 Annual Report 197
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3. Layanan Pemeliharaan 3. Maintenance Services
Layanan pemeliharaan yang disediakan oleh Divisi Operasi Maintenance services provided by the Toll Road Operations
& Pemeliharaan Jalan Tol bersama PT Hakaaston meliputi & Maintenance Division in collaboration with PT Hakaaston
perencanaan, pengelolaan, dan pelaksanaan pemeliharaan include the planning, management, and implementation of
rutin jalan tol. Contoh layanan pemeliharaan, antara lain yaitu routine toll road maintenance. Examples include maintenance
pengaturan layanan pemeliharaan, pemeliharaan kantor dan service arrangements, maintenance of offices and toll gates,
gerbang tol, serta layanan pemeliharaan lainnya. Divisi Operasi and other maintenance services. The Division also collaborates
& Pemeliharaan juga bekerja sama dengan PT Hakaaston with PT Hakaaston to conduct periodic maintenance related
untuk melakukan pemeliharaan berkala terkait perbaikan lapis to flexible pavement repairs, including scrapping, filling, and
perkerasan flexible yaitu pekerjaan scrapping, filling, overlay. overlay works.
4. Layanan Rest Area 4. Rest Area Services
Layanan pemeliharaan yang disediakan oleh Divisi Operasi Rest area services provided by the Toll Road Operations &
& Pemeliharaan Jalan Tol bersama PT HK Realtindo meliputi Maintenance Division in collaboration with PT HK Realtindo
perencanaan, pengelolaan, dan pelaksanaan pemeliharaan include the planning, management, and implementation of
rutin rest area jalan tol. Contoh layanan pemeliharaan rest area, routine maintenance of toll road rest areas. Examples include
antara lain yaitu layanan kebersihan, layanan pengelolaan cleaning services, waste management services, facility
sampah, manajemen fasilitas, dan layanan pemeliharaan management, and other maintenance services.
lainnya.
KEUNGGULAN KOMPETITIF DAN INOVASI PABRIKASI ASPAL DAN COMPETITIVE ADVANTAGES AND INNOVATION IN ASPHALT
BETON, OPERASI DAN PEMELIHARAAN, DAN REST AREA JALAN AND CONCRETE PRODUCTION, TOLL ROAD OPERATIONS AND
TOL MAINTENANCE, AND REST AREAS
Dalam pabrikasi aspal, PT Hakaaston memiliki Asphalt Mixing Plant In asphalt production, PT Hakaaston operates Asphalt Mixing
(AMP) yang menjadi keunggulan dalam memastikan pasokan yang Plants (AMP), which serve as a key advantage in ensuring stable
stabil serta konsistensi kualitas bahan baku aspal. Hal ini mendukung supply and consistent quality of asphalt materials. This capability
PT Hakaaston dalam melaksanakan proyek pemeliharaan jalan tol supports PT Hakaaston in executing toll road maintenance projects
dengan kualitas tinggi sesuai dengan Standar Pelayanan Minimum with high quality in accordance with Minimum Service Standards
(SPM). Selain itu, PT Hakaaston telah berhasil mengembangkan (SPM). In addition, PT Hakaaston has successfully developed a new
produk aspal hotmix terbaru, yaitu asphalt Performance Grade (PG hotmix asphalt product, namely Performance Grade Asphalt (PG
70), yang memiliki kualitas dan daya tahan lebih baik terhadap suhu 70), which offers superior quality and higher resistance to elevated
tinggi. Aspal jenis ini juga telah ditetapkan sebagai ketentuan wajib temperatures. This type of asphalt has also been designated as
(mandatory) oleh Kementerian PUPR dalam pemeliharaan jalan tol. a mandatory requirement by the Ministry of Public Works and
Housing for toll road maintenance.
PT Hakaaston juga menawarkan berbagai produk turunan aspal, PT Hakaaston also offers various derivative asphalt products,
di antaranya Grouting dan Nano-Grout, Hakapatch, Hakasoil, including Grouting and Nano-Grout, Hakapatch, Hakasoil,
Hakabase, dan Anti-fungal, yang masing-masing memiliki fungsi Hakabase, and Anti-fungal solutions, each with specific functions
serta keunggulan dalam pemeliharaan jalan. Sementara itu, and advantages for road maintenance. In concrete production,
dalam pabrikasi beton, PT Hakaaston memiliki berbagai produk PT Hakaaston provides a range of derivative products, including
turunan, termasuk aditif beton dan Hakafast, yang dirancang untuk concrete additives and Hakafast, which are designed to enhance
meningkatkan kualitas serta ketahanan beton dalam berbagai the quality and durability of concrete in various construction
aplikasi konstruksi. applications.
Pada PT Semen Indogreen Sentosa (HKSIS), perusahaan terus At PT Semen Indogreen Sentosa (HKSIS), the Company continues
memperkuat daya saing melalui inovasi produk dan teknologi di to strengthen its competitiveness through product and technology
bidang beton. HKSIS menghadirkan produk ramah lingkungan innovation in the concrete sector. HKSIS offers environmentally
seperti Green Concrete yang menurunkan jejak karbon, serta Self- friendly products such as Green Concrete, which reduces carbon
Healing Concrete yang mampu meminimalkan dampak retak mikro footprint, and Self-Healing Concrete, which minimizes micro-crack
dan meningkatkan umur layanan struktur. Teknologi Cement impacts and enhances structural service life. Cement Treated Base
Treated Base (CTB) dikembangkan untuk mendukung efisiensi (CTB) technology is also developed to support efficiency in road
konstruksi jalan dan pekerjaan struktur bawah. construction and substructure works.
Di sisi teknologi, HKSIS menerapkan digitalisasi dalam proses From a technological perspective, HKSIS implements digitalization
produksi dan distribusi guna menjamin konsistensi mutu dan in production and distribution processes to ensure quality
ketepatan suplai. Penerapan Concrete Maturity Technology (ConMT) consistency and supply accuracy. The application of Concrete
berbasis metode kematangan beton memungkinkan pemantauan Maturity Technology (ConMT), based on concrete maturity
perkembangan kuat tekan secara real-time, sehingga pengendalian methods, enables real-time monitoring of compressive strength
kualitas menjadi lebih presisi. Kombinasi inovasi material, kontrol development, thereby improving precision in quality control. The
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Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
mutu berbasis data, dan sistem distribusi terintegrasi menjadikan integration of material innovation, data-driven quality control,
HKSIS mitra andal dalam pembangunan infrastruktur yang kuat and an integrated distribution system positions HKSIS as a reliable
dan berkelanjutan. partner in sustainable infrastructure development.
Dalam Pengoperasian Jalan Tol Hutama Karya menerapkan teknologi In toll road operations, Hutama Karya applies advanced
terkini dalam pelayanan jalan tol. Sejumlah teknologi tersebut technologies to enhance service quality. These include the
mencakup pengembangan Intelligent Traffic System (ITS) yang development of Intelligent Traffic Systems (ITS), incorporating
didalamnya terdapat Smart Closed Circuit Television (Smart CCTV) dan Smart Closed Circuit Television (Smart CCTV) and Remote Traffic
Data Remote Traffic Microwave Sensor (RTMS) serta pengembangan Microwave Sensor (RTMS) technologies, as well as the development
aplikasi HK Toll Apps sebagai platform informasi berkendara di Jalan of the HK Toll Apps as a mobile-based information platform for
Tol Hutama Karya berbasis mobile. HK Toll Apps berfungsi menyajikan toll road users. HK Toll Apps provides comprehensive information
seluruh informasi tentang jalan tol yang dikelola oleh Hutama Karya dan on toll roads managed by Hutama Karya, enabling users to access
dapat diakses oleh pengguna jalan tol sehingga dapat mempermudah relevant travel information more conveniently. RTMS technology
pemudik untuk memperoleh berbagai informasi yang dibutuhkan functions to measure traffic density, providing data on vehicle
sebelum melintas di jalan tol. Teknologi RTMS berfungsi untuk volume, occupancy rates, and average speed, which can be utilized
mengukur kepadatan lalu lintas di jalan tol yang dapat memberikan as an early warning system prior to congestion in specific areas.
informasi tentang volume kendaraan, tingkat okupansi, dan kecepatan
rata-rata di jalan tol, yang kemudian dapat digunakan sebagai sistem
peringatan dini sebelum terjadi kepadatan di area tertentu.
Untuk membuat pengguna jalan tol merasa aman dan nyaman To ensure safety and comfort for users traveling on JTTS, Hutama
melintas di JTTS, Hutama Karya juga memastikan bahwa sejumlah Karya has equipped several toll road sections with 3,704 Public
ruas di JTTS telah dilengkapi 3.704 Penerangan Jalan Umum (JPU) Street Lighting (PSL) units utilizing smart lamp technology based
yang menggunakan smart lamp yang memiliki sistem penerangan on the Internet of Things (IoT). These smart lamps can be controlled
berbasis Internet of Things (IoT). Smart lamp ini dapat dikendalikan through a mapping system, allowing the Company to monitor,
dengan sistem mapping, sehingga Hutama Karya bisa dengan schedule, and adjust lighting levels efficiently across toll road
mudah memantau, mengatur jadwal pencahayaan hingga tingkat sections
penerangan lampu di jalan tol
Rest area yang dikelola oleh Hutama Karya juga memiliki beberapa Rest areas managed by Hutama Karya also offer several advantages,
keunggulan, antara lain desain rest area yang mengusung tema including designs that reflect local themes and cultural elements,
dan adat lokal, penyediaan lahan parkir khusus perempuan (ladies the provision of dedicated parking spaces for women (ladies
parking), pengelolaan sampah ramah lingkungan dengan budidaya parking), environmentally friendly waste management through
maggot serta bekerja sama dengan UMKM lokal untuk membantu maggot cultivation, and collaboration with local MSMEs to promote
memperkenalkan makanan khas daerah. regional culinary products
STRATEGI PABRIKASI ASPAL DAN BETON, OPERASI DAN STRATEGY FOR ASPHALT AND CONCRETE PRODUCTION, TOLL
PEMELIHARAAN, DAN REST AREA JALAN TOL TAHUN 2025 ROAD OPERATIONS AND MAINTENANCE, AND REST AREAS IN 2025
Di tahun 2025, strategi pabrikasi aspal bertujuan untuk mendukung In 2025, the asphalt production strategy is aimed at supporting
bisnis utama PT Hakaaston dalam pemeliharaan jalan tol, serta the core business of PT Hakaaston in toll road maintenance, as
mendukung core business Hutama Karya dalam jasa konstruksi dan well as supporting Hutama Karya’s core business in construction
bisnis manufaktur pendukung konstruksi jalan tol lainnya.Dalam services and other supporting manufacturing activities for toll
menghadapi dinamika industri konstruksi, HKSIS menerapkan road construction. In addressing the dynamics of the construction
strategi yang berfokus pada efisiensi operasional, inovasi produk, industry, PT Semen Indogreen Sentosa (HKSIS) implements
dan keberlanjutan. Optimalisasi kinerja batching plant dilakukan strategies focused on operational efficiency, product innovation,
melalui peningkatan produktivitas, pengendalian biaya produksi, and sustainability. Optimization of batching plant performance is
penguatan sistem manajemen mutu, serta penguatan sistem carried out through increased productivity, production cost control,
logistik berbasis perencanaan suplai yang terintegrasi. strengthening of quality management systems, and enhancement
of logistics systems based on integrated supply planning.
Dari sisi produk, HKSIS mengembangkan beton bernilai tambah From a product perspective, HKSIS develops value-added concrete
seperti High-Performance Concrete (HPC) dan Ultra High- products such as High-Performance Concrete (HPC) and Ultra
Performance Concrete (UHPC) untuk kebutuhan struktur dengan High-Performance Concrete (UHPC) to meet the requirements
tuntutan kekuatan dan durabilitas tinggi. Penerapan teknologi of structures demanding high strength and durability. The
ramah lingkungan, efisiensi energi dalam proses produksi, serta implementation of environmentally friendly technologies,
penguatan kontrol mutu berbasis digital menjadi pilar utama dalam energy efficiency in production processes, and strengthening of
meningkatkan daya saing. digital-based quality control serve as key pillars in enhancing
competitiveness.
PT Hutama Karya (Persero)
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Sebagai bagian dari komitmen terhadap pengembangan teknologi As part of its commitment to low-carbon concrete technology
beton rendah karbon, PT Semen Indogreen Sentosa (HKSIS) turut development, PT Semen Indogreen Sentosa (HKSIS) also promotes
mendorong kegiatan riset inovasi hijau melalui kerja sama dengan green innovation research through collaboration with Institut
Institut Teknologi Sepuluh Nopember (ITS) dalam penelitian Teknologi Sepuluh Nopember (ITS) in the study of geopolymer green
geopolymer green concrete. Kegiatan ini berada dalam kerangka concrete. This initiative is part of the research and development
riset dan pengembangan (research and development) sebagai framework, reflecting a commitment to continuous innovation,
wujud semangat inovasi berkelanjutan, dan saat ini masih pada and remains in the technology development phase rather than
tahap pengembangan teknologi, belum pada skala komersial. commercial implementation.
Riset ini mengeksplorasi pengembangan beton berbasis geopolimer The research explores the development of geopolymer-based
tanpa semen, dengan memanfaatkan material alternatif seperti concrete without cement, utilizing alternative materials such
lumpur Sidoarjo dan fly ash sebagai bahan pengikat utama. Inisiatif as Sidoarjo mud and fly ash as primary binders. This initiative
ini menunjukkan arah masa depan teknologi beton yang lebih demonstrates the future direction of more environmentally friendly
ramah lingkungan, sekaligus memperkuat peran HKSIS dalam concrete technology, while strengthening HKSIS’s role within
ekosistem inovasi material konstruksi di Indonesia. Indonesia’s construction material innovation ecosystem.
Sebagaimana diketahui, produksi semen konvensional Conventional cement production is known to contribute
berkontribusi signifikan terhadap emisi karbon global. Oleh karena significantly to global carbon emissions. Therefore, the geopolymer
itu, pendekatan geopolimer berpotensi menurunkan jejak karbon approach has the potential to substantially reduce the carbon
material beton secara substansial karena tidak menggunakan footprint of concrete materials, as it does not rely on cement as the
semen sebagai bahan utama. Dari sisi performa material, beton primary component. From a material performance perspective,
geopolimer dalam berbagai studi menunjukkan ketahanan yang geopolymer concrete has demonstrated strong resistance to
baik terhadap lingkungan agresif seperti paparan asam, garam, dan aggressive environments such as exposure to acids, salts, and high
suhu tinggi, serta memiliki karakteristik mekanis yang menjanjikan. temperatures, as well as promising mechanical properties.
Namun demikian, penerapan teknologi ini masih menghadapi However, the implementation of this technology still faces
tantangan dari sisi biaya pengolahan material, kebutuhan challenges in terms of material processing costs, the need for
proses khusus, serta kesiapan rantai pasok, sehingga saat ini specialized processes, and supply chain readiness. Accordingly,
difokuskan sebagai platform riset inovasi hijau dan pengembangan it is currently positioned as a green innovation research platform
pengetahuan. Langkah ini menegaskan posisi HKSIS sebagai and knowledge development initiative. This step reinforces
perusahaan yang tidak hanya berorientasi pada kinerja bisnis, HKSIS’s position as a company that is not only focused on business
tetapi juga pada pengembangan solusi material konstruksi yang performance but also on developing more sustainable construction
lebih berkelanjutan untuk masa depan. material solutions for the future.
Dengan strategi tersebut, HKSIS berkomitmen menjadi penyedia Through these strategies, HKSIS is committed to becoming a
solusi beton yang andal, inovatif, efisien, dan berkelanjutan, serta reliable, innovative, efficient, and sustainable provider of concrete
berperan aktif dalam mendukung pembangunan infrastruktur solutions, while actively supporting the development of modern
nasional yang modern dan berdaya tahan tinggi. and resilient national infrastructure.
Dalam pengoperasian dan pemeliharaan jalan tol beberapa strategi In toll road operations and maintenance, several strategies
yang dilaksanakan oleh Perseroan antara lain: implemented by the Company include:
1. Peningkatan kompetensi tenaga inti regional dengan membuat 1. Enhancement of regional core personnel competencies through
program pelatihan internal mengenai pengoperasian jalan tol. the implementation of internal training programs on toll road
2. Pemenuhan tenaga profesional baik dari internal maupun operations.
eksternal Hutama Karya bidang pengoperasian dan 2. Fulfillment of professional workforce requirements, both from
pemeliharaan jalan tol. internal and external sources, in the field of toll road operations
and maintenance.
3. Pengembangan Intelligent Traffic Management System di JTTS. 3. Development of the Intelligent Traffic Management System
across the Trans-Sumatra Toll Road (JTTS).
4. Penerapan SMT, CMMS dan Dashboard Ruas baru. 4. Implementation of SMT, CMMS, and new section dashboards.
5. Menjaga pemenuhan Sistem Pelayanan Minimal ada ruas-ruas 5. Ensuring compliance with Minimum Service Standards across
beroperasi dengan melaksanakan: operating sections through:
a. Pengendalian rutin pelaksanaan pelayanan transaksi dan a. Routine control of transaction and traffic service
lalu lintas baik melalui Sistem Kendali Operasi maupun implementation, both through the Operation Control
pengawasan langsung di lapangan. System and direct field supervision.
b. Pengendalian performa konstruksi jalan melalui b. Control of road construction performance through routine
pelaksanaan pemeliharaan rutin dan berkala meliputi: and periodic maintenance, including:
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- Scrapping, Filling, Overlay (SFO), rekonstruksi, overlay - Scrapping, Filling, Overlay (SFO), reconstruction, and
overlay
- Peremajaan jaringan elektrikal dan PJU - Rejuvenation of electrical networks and public street
lighting
- Sarkapja (Sarana Pelengkap Jalan) - Road supporting facilities (ancillary road equipment)
- Normalisasi saluran - Drainage normalization
- Beautifikasi jalur dan gerbang tol - Beautification of toll road sections and toll gates
- Pekerjaan pengecatan Median Concrete Barrier (MCB), - Painting works for Median Concrete Barriers (MCB),
guardrail dan bangunan struktur guardrails, and structural elements
Dalam pengelolaan rest area, beberapa strategi yang dilaksanakan In rest area management, several strategies implemented by the
oleh Perseroan antara lain: Company include:
1. Pemilihan jasa layanan rest area untuk mengelola keamanan 1. Selection of rest area service providers to manage security and
dan kebersihan rest area agar memenuhi SPM. cleanliness in compliance with Minimum Service Standards.
2. Membangun Infrastruktur iklan/reklame pada ruas JTTS dan 2. Development of advertising infrastructure along JTTS and non-
Non JTTS untuk optimalisasi perolehan. JTTS sections to optimize revenue generation.
3. Melakukan kajian pengembangan potensi kerjasama 3. Conducting feasibility studies for potential land utilization
pemanfaatan lahan pada ruas JTTS dan Non JTTS untuk usaha partnerships along JTTS and non-JTTS sections for other
jasa lainnya. service-based business opportunities.
PRODUKTIVITAS PABRIKASI ASPAL DAN BETON, OPERASI DAN PRODUCTIVITY OF ASPHALT AND CONCRETE PRODUCTION,
PEMELIHARAAN, DAN REST AREA JALAN TOL TOLL ROAD OPERATIONS AND MAINTENANCE, AND REST AREAS
Tabel Kinerja/Produktivitas Pabrikasi Aspal dan Beton, Operasi dan Pemeliharaan, dan Rest Area Jalan Tol
Table of Performance/Productivity of Asphalt and Concrete Production, Toll Road Operations and Maintenance,
and Rest Areas
Pertumbuhan
Growth
Uraian 2025 2024 Description
Nominal
%
Amount
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3) (1)
PABRIKASI ASPAL DAN BETON ASPHALT AND CONCRETE PRODUCTION
Produksi Readymix (M³) 543,098 835,040 (291,942) (34.96%) Readymix Production (m³)
Produksi Hotmix (ton) 201,539 358,561 (157,022) (43.79%) Hotmix Production (ton)
OPERASI DAN PEMELIHARAAN OPERATIONS AND MAINTENANCE
Lalu Lintas harian Rata-rata Weighted Average Daily Traffic
Tertimbang (kendaraan) (vehicles)
JORR S 148,911 145,264 3,647 2.51% JORR S
Akses Tanjung Priok 24,051 21,914 2,137 9.75% Tanjung Priok Access
Palembang - Indralaya 8,816 8,308 508 6.11% Palembang - Indralaya
Terbanggi Besar - Terbanggi Besar -
8,850 9,338 (488) (5.23%)
Pematang Panggang - Kayu Agung Pematang Panggang - Kayu Agung
Pekanbaru - Dumai 7,860 7,974 (114) (1.43%) Pekanbaru - Dumai
Sigli - Banda Aceh 2,188 2,029 159 7.84% Sigli - Banda Aceh
Binjai - Stabat 5,633 6,577 (944) (14.35%) Binjai - Stabat
Pekanbaru - Bangkinang - Pekanbaru - Bangkinang -
5,355 5,633 (278) (4.94%)
Koto Kampar Koto Kampar
Bengkulu - Taba Penanjung 1,880 1,736 144 8.29% Bengkulu - Taba Penanjung
Indralaya - Prabumulih 4,233 3,784 449 11.87% Indralaya - Prabumulih
Indrapura - Kisaran 7,191 7,557 (366) (4.84%) Indrapura - Kisaran
Betung – Tempino – Jambi 5,758 - 5,758 100.00% Betung – Tempino – Jambi
Padang - Sicincin 2,540 - 2,540 100.00% Padang - Sicincin
Total 233,266 220,115 13,151 5.97% Total
PT Hutama Karya (Persero)
2025 Annual Report 201
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Pertumbuhan
Growth
Uraian 2025 2024 Description
Nominal
%
Amount
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3) (1)
REST AREA JALAN TOL TOLL ROAD REST AREAS
Rest Area Tenant Occupancy
Keterisian Tenant Rest Area (Tenant)
(Tenants)
Indralaya - Prabumulih 53 46 7 15.22% Indralaya - Prabumulih
Terbanggi Besar - Pematang Terbanggi Besar - Pematang
294 329 (35) (10.64%)
Panggang - Kayu Agung Panggang - Kayu Agung
Pekanbaru - Dumai 49 80 (31) (38.75%) Pekanbaru - Dumai
Pekanbaru – Bangkinang – Pekanbaru – Bangkinang –
5 - 5 100.00%
Koto Kampar Koto Kampar
Binjai - Langsa - 10 (10) (100.00%) Binjai - Langsa
Indrapura - Kisaran 62 44 18 40.91% Indrapura - Kisaran
Bengkulu – Taba Penanjung 2 - 2 100.00% Bengkulu – Taba Penanjung
Total 465 509 (44) (8.64%) Total
Produksi readymix tahun 2025 terealisasi sebesar 543.098 M3, turun Readymix production in 2025 was realized at 543,098 m³,
34,96% dibanding tahun sebelumnya. Hal ini dipengaruhi oleh representing a decrease of 34.96% compared to the previous year.
beberapa faktor seperti beberapa proyek dibidik kalah dan tertunda This decline was influenced by several factors, including the loss and
yang sebagian besarnya merupakan proyek-proyek eksternal. Selain postponement of several targeted projects, the majority of which
itu penurunan tersebut juga disebabkan oleh faktor kesiapan lahan were external projects. In addition, the decrease was also driven by
yang tertunda dan faktor kondisi cuaca. Pada tahun 2025 pekerjaan delays in land readiness and weather conditions. In 2025, readymix
produksi readymix didominasi untuk proyek Jalan Tol Trans Sumatera production activities were primarily allocated to the Trans-Sumatra
Ruas Betung – Jambi, Wilayah Bangkinang dan Jalan Tol Probolinggo Toll Road Betung–Jambi Section, the Bangkinang area, and the
– Banyuwangi. Demikian pula dengan, tingkat produksi hotmix Probolinggo–Banyuwangi Toll Road. Similarly, hotmix production
pada tahun 2025 yang mengalami penurunan sebesar 43,79% dari in 2025 experienced a decrease of 43.79% compared to 2024. This
produksi tahun 2024. Penurunan ini disebabkan transformasi bisnis decline was attributable to the business transformation of PT
PT Hakaaston yang saat ini semakin berfokus pada bisnis operating Hakaaston, which is increasingly focusing on toll road operation
and maintenance jalan tol. and maintenance activities.
Kinerja/produktivitas segmen operasi serta pemeliharaan jalan tol, The performance/productivity of the toll road operations and
yang ditinjau dari tingkat Lalu Lintas Harian Rata-rata Tertimbang maintenance segment, as measured by the Weighted Average
(LHR-T), tercatat pada tahun 2025 sebanyak 233.266 kendaraan, Daily Traffic (WADT), reached 233,266 vehicles in 2025, reflecting
mengalami peningkatan sebesar 5,79% dibandingkan dengan an increase of 5.79% compared to 220,115 vehicles in 2024. This
tahun 2024 yang mencapai 220.115 kendaraan. Peningkatan ini increase was driven by the addition of newly operational toll road
seiring dengan penambahan ruas tol baru yang beroperasi, yaitu sections, namely the Betung–Jambi Section, Padang–Sicincin
ruas tol Betung – Jambi, ruas tol Padang – Sicincin dan ruas tol Section, and Binjai–Langsa Section (Tanjung Pura–Pangkalan
Binjai – Langsa Seksi Tanjung Pura – Pangkalan Brandan. Brandan).
Kinerja rest area pada tahun 2025 ditinjau dari aspek tingkat keterisian Rest area performance in 2025, as measured by tenant occupancy
tenant di rest area sepanjang Jalan Tol Trans Sumatera (JTTS) yang levels across Trans-Sumatra Toll Road (TTS) rest areas, recorded a
mengalami penurunan sebesar 8,64% dari 509 tenant di tahun 2024 decrease of 8.64%, from 509 tenants in 2024 to 465 tenants in 2025.
menjadi 465 tenant pada tahun 2025. Penurunan ini disebabkan oleh This decline was influenced by several external factors and market
sejumlah faktor eksternal dan dinamika pasar. Perubahan strategi dynamics. Changes in expansion strategies among certain retail
ekspansi dari beberapa pelaku usaha ritel memengaruhi tingkat operators affected occupancy levels in several locations. In addition,
okupansi di beberapa lokasi. Selain itu, proses kurasi tenant yang a more selective tenant curation process to maintain service quality
lebih selektif untuk menjaga kualitas layanan dan kesesuaian konsep and alignment with rest area concepts also contributed to delays in
rest area juga berdampak pada jeda waktu pengisian unit usaha filling new business units. Nevertheless, the Toll Road Operations
baru. Meskipun demikian, Divisi Operasi dan Pemeliharaan Jalan Tol and Maintenance Division continues to actively conduct evaluations,
tetap secara aktif melakukan evaluasi, promosi peluang usaha, serta promote business opportunities, and explore partnerships with
penjajakan kerja sama dengan calon tenant potensial guna menjaga potential tenants to ensure the sustainability and quality of rest
keberlanjutan dan kualitas layanan rest area area services
PT Hutama Karya (Persero)
202 Laporan Tahunan 2025
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Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
PROSPEK USAHA DAN STRATEGI PABRIKASI ASPAL DAN BETON, BUSINESS PROSPECTS AND STRATEGY FOR ASPHALT AND
OPERASI DAN PEMELIHARAAN, DAN REST AREA JALAN TOL CONCRETE PRODUCTION, TOLL ROAD OPERATIONS AND
TAHUN 2026 MAINTENANCE, AND REST AREAS IN 2026
Dalam kondisi industri konstruksi saat ini yang semakin selektif, Amid the current construction industry landscape, which is
efisien, dan menuntut kualitas tinggi, bisnis beton readymix increasingly selective, efficiency-driven, and quality-oriented, the
dan precast tetap memiliki prospek yang kuat. Pembangunan readymix and precast concrete business continues to demonstrate
infrastruktur dasar, kawasan industri, pergudangan, hunian strong prospects. The development of basic infrastructure, industrial
vertikal, serta fasilitas logistik masih membutuhkan pasokan beton estates, warehousing, vertical housing, and logistics facilities still
struktural dalam volume besar dengan spesifikasi teknis yang requires large volumes of structural concrete with increasingly
semakin ketat. Di sisi lain, kebijakan pembangunan nasional ke stringent technical specifications. At the same time, future national
depan yang menekankan konektivitas wilayah, penguatan kawasan development policies emphasizing regional connectivity, industrial
industri, serta peningkatan standar keselamatan dan ketahanan strengthening, and enhanced safety and structural resilience are
struktur, mendorong kebutuhan beton dengan mutu terkontrol, driving demand for concrete with controlled quality, high durability,
durabilitas tinggi, dan performa jangka panjang. Dalam konteks ini, and long-term performance. In this context, the position of PT
posisi PT Semen Indogreen Sentosa (HKSIS) sebagai perusahaan Semen Indogreen Sentosa (HKSIS) as a specialist in readymix and
spesialis beton readymix dan precast dengan dukungan jaringan precast concrete, supported by a network of strategically located
batching plant di lokasi strategis menjadi modal penting untuk batching plants, serves as a key enabler to capture sustainable
menangkap peluang pasar yang berkelanjutan. market opportunities.
Prospek tersebut semakin diperkuat oleh arah kebijakan industri These prospects are further reinforced by the direction of industry
yang mulai menekankan aspek keberlanjutan dan efisiensi energi. policies that increasingly emphasize sustainability and energy
Regulasi dan tren global menuju pengurangan emisi karbon efficiency. Regulations and global trends toward carbon emission
mendorong penggunaan material konstruksi yang lebih ramah reduction are encouraging the use of more environmentally
lingkungan, termasuk beton dengan desain campuran yang lebih friendly construction materials, including concrete with more
efisien semen, pemanfaatan material substitusi, serta pengendalian efficient cement mix designs, the utilization of substitute materials,
limbah produksi. Hal ini membuka ruang bagi HKSIS untuk and improved production waste management. This creates
mengembangkan produk green concrete dan inovasi berbasis riset opportunities for HKSIS to develop green concrete products and
sebagai bagian dari kesiapan menghadapi standar masa depan, research-based innovations as part of its readiness to meet future
meskipun implementasinya tetap mempertimbangkan aspek standards, while still considering economic feasibility and market
keekonomian dan kesiapan pasar. Dengan demikian, inovasi tidak readiness. Accordingly, innovation serves not only as a technological
hanya menjadi diferensiasi teknologi, tetapi juga investasi jangka differentiator but also as a long-term investment aligned with
panjang terhadap arah kebijakan dan tuntutan industri ke depan. evolving policy directions and industry demands.
Dari sisi operasional, strategi pabrikasi beton HKSIS diarahkan From an operational perspective, HKSIS’s concrete production
pada penguatan sistem mutu sebagai fondasi utama daya saing. strategy is focused on strengthening quality systems as the primary
Standarisasi desain mix, pengendalian material, pengawasan foundation of competitiveness. Standardization of mix designs,
proses produksi, serta pengujian laboratorium yang konsisten material control, production process supervision, and consistent
memastikan keseragaman kualitas di seluruh batching plant. laboratory testing ensure uniform quality across all batching plants.
Pendekatan ini selaras dengan kebutuhan proyek saat ini yang This approach aligns with current project requirements that demand
menuntut kepastian mutu, keandalan suplai, serta minim risiko assured quality, reliable supply, and minimal structural failure risk.
kegagalan struktur. Digitalisasi proses produksi dan distribusi turut The digitalization of production and distribution processes further
memperkuat transparansi data mutu, ketepatan pengiriman, dan enhances transparency in quality data, delivery accuracy, and
efisiensi operasional, sehingga mendukung tuntutan proyek yang operational efficiency, thereby supporting increasingly fast and
semakin cepat dan presisi. Dengan mengombinasikan penguatan precise project execution. By combining quality enhancement,
mutu, efisiensi produksi, digitalisasi, dan pengembangan produk production efficiency, digitalization, and innovative product
inovatif, HKSIS menempatkan diri sebagai penyedia solusi beton development, HKSIS positions itself as a concrete solution provider
yang adaptif terhadap kondisi pasar saat ini sekaligus siap that is adaptive to current market conditions and prepared to meet
menjawab arah kebijakan pembangunan dan standar konstruksi di future construction standards and development policies.
masa mendatang.
Melalui pendekatan tersebut, prospek usaha beton tidak hanya Through this approach, the business outlook for concrete is
ditopang oleh volume permintaan, tetapi juga oleh peningkatan supported not only by demand volume but also by increased value-
nilai tambah produk, keandalan mutu, dan kesiapan menghadapi added products, quality reliability, and readiness to respond to the
transformasi industri menuju konstruksi yang lebih modern, efisien, transformation toward more modern, efficient, and sustainable
dan berkelanjutan. HKSIS dengan demikian tidak hanya berperan construction practices. HKSIS, therefore, acts not only as a material
sebagai pemasok material, tetapi sebagai mitra teknis yang supplier but also as a technical partner supporting overall project
mendukung keberhasilan proyek secara menyeluruh. success.
PT Hutama Karya (Persero)
2025 Annual Report 203
Page 204
Pada tahun 2026, strategi pabrikasi aspal akan difokuskan untuk In 2026, the asphalt production strategy will be focused on
mendukung bisnis utama PT Hakaaston dalam pemeliharaan supporting the core business of PT Hakaaston in toll road
jalan tol, serta memperkuat core business PT Hutama Karya dalam maintenance, while also strengthening PT Hutama Karya’s core
sektor jasa konstruksi. Selain itu, pabrikasi ini juga bertujuan untuk construction services business. In addition, this production activity
mendukung lini bisnis manufaktur yang berhubungan dengan aims to support other manufacturing business lines related to toll
konstruksi jalan tol lainnya, seperti penyediaan material berkualitas road construction, including the provision of high-quality materials
tinggi untuk pembangunan dan perbaikan infrastruktur jalan tol. for the development and rehabilitation of toll road infrastructure.
Seiring dengan bertambahnya jumlah ruas tol yang beroperasi Along with the increasing number of operational toll road sections in
di Indonesia, prospek usaha pada segmen pengoperasian jalan Indonesia, the business outlook for the toll road operations segment
tol diperkirakan akan semakin membaik. Hal ini membuka is expected to improve further. This creates greater opportunities to
peluang yang lebih besar untuk meningkatkan pendapatan usaha, enhance business revenue, supported by rising traffic volumes and
seiring dengan peningkatan volume lalu lintas dan optimalisasi the optimization of newly operational toll road sections. As the total
operasional ruas-ruas tol baru. Dengan bertambahnya panjang length of interconnected toll roads expands, the Company is able to
jalan tol yang terhubung, Perseroan dapat memanfaatkan potensi capitalize on a broader market potential.
pasar yang lebih luas.
Untuk menjaga keberlanjutan bisnis di bidang pengoperasian dan To ensure the sustainability of its toll road operations and
pemeliharaan jalan tol di Indonesia, Hutama Karya melalui Divisi maintenance business in Indonesia, Hutama Karya, through
Operasi dan Pemeliharaan Jalan Tol berfokus pada penyediaan its Toll Road Operations and Maintenance Division, focuses on
layanan pengoperasian jalan tol yang terpadu dan terintegrasi, delivering integrated and end-to-end toll road operation services
dengan mengimplementasikan teknologi terkini. Teknologi yang supported by the implementation of advanced technologies.
diterapkan mencakup pengembangan Intelligent Traffic System These technologies include the development of Intelligent Traffic
(ITS), yang di dalamnya terdapat Smart Closed Circuit Television Systems (ITS), incorporating Smart Closed Circuit Television (Smart
(Smart CCTV) dan Remote Traffic Microwave Sensor (RTMS), serta CCTV) and Remote Traffic Microwave Sensor (RTMS), as well as the
pengembangan aplikasi HK Toll Apps sebagai platform informasi HK Toll Apps mobile-based platform providing comprehensive
berkendara berbasis mobile di Jalan Tol Hutama Karya. Untuk travel information for users of Hutama Karya toll roads. To further
memperkuat dan memperbesar skala bisnisnya, Hutama Karya, strengthen and expand its business scale, Hutama Karya, through
melalui PT Hakaaston, akan terus mengikuti lelang terbuka untuk PT Hakaaston, will continue to participate in open tenders for new
ruas-ruas jalan tol baru yang dimiliki oleh Badan Usaha Jalan Tol toll road sections owned by Toll Road Business Entities (BUJT), in
(BUJT), selain dari Hutama Karya Group. addition to projects within the Hutama Karya Group.
Dalam rangka menuju perusahaan yang berbasis digital, Hutama Karya In its transition toward a digital-based company, Hutama Karya
terus berinovasi dengan mengembangkan produk-produk digital continues to innovate by developing digital products that serve as
yang menjadi keunggulan kompetitif (competitive advantage) bagi competitive advantages, particularly within the toll road operations
Hutama Karya, khususnya dalam segmen usaha Pengoperasian Jalan segment. As part of this initiative, the Company has ensured
Tol. Sebagai bagian dari upaya ini, Hutama Karya memastikan bahwa that several sections of the Trans-Sumatra Toll Road (JTTS) are
sejumlah ruas di JTTS (Jalan Tol Trans Sumatera) telah dilengkapi equipped with 3,704 Public Street Lighting units utilizing smart
dengan 3.704 Penerangan Jalan Umum (PJU) yang menggunakan lamp technology. These smart lamps adopt Internet of Things (IoT)-
smart lamp. Smart lamp ini mengadopsi sistem penerangan berbasis based systems that enable automated control through mapping
Internet of Things (IoT), yang memungkinkan pengendalian secara systems. This technology allows the Company to monitor, schedule,
otomatis melalui sistem mapping. Dengan teknologi ini, Hutama Karya and adjust lighting levels efficiently, thereby enhancing operational
dapat dengan mudah memantau, mengatur jadwal pencahayaan, efficiency as well as user safety and comfort.
dan menyesuaikan tingkat penerangan lampu di sepanjang jalan tol,
sehingga meningkatkan efisiensi operasional serta kenyamanan dan
keamanan pengguna jalan tol.
Perseroan memandang pengelolaan rest area sebagai segmen The Company views rest area management as a business segment
usaha yang memiliki prospek pertumbuhan yang positif, sejalan with strong growth prospects, in line with the continuous expansion
dengan terus bertambahnya panjang ruas jalan tol yang beroperasi of operational toll road sections in Indonesia. Going forward, the
di Indonesia. Ke depan, Perseroan akan mengoptimalkan potensi Company will optimize business potential through partnerships
bisnis melalui kerja sama pemanfaatan ruang untuk penempatan for the utilization of space for advertising media placement, as
media iklan atau reklame serta pengembangan peluang usaha well as the development of other business opportunities across
lainnya di ruas JTTS maupun Non-JTTS. Dalam aspek pengelolaan JTTS and non-JTTS sections. From an environmental management
lingkungan, Perseroan juga berkomitmen menerapkan sistem perspective, the Company is also committed to implementing
pemilahan sampah organik dan anorganik yang selanjutnya waste segregation systems for organic and inorganic waste, which
dapat diolah menjadi pupuk, sehingga mendukung terciptanya can subsequently be processed into fertilizer, thereby supporting
lingkungan rest area yang lebih bersih sekaligus memenuhi Standar cleaner rest area environments while complying with Minimum
PT Hutama Karya (Persero)
204 Laporan Tahunan 2025
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Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
Pelayanan Minimal (SPM) jalan tol. Selain itu, upaya peningkatan Service Standards (SPM) for toll roads. In addition, efficiency
efisiensi akan dilakukan melalui perluasan implementasi Property improvements will be pursued through the expansion of Property
Management System serta penguatan kemitraan strategis guna Management System implementation and the strengthening of
membuka sumber pendapatan baru dari bisnis rest area. strategic partnerships to unlock new revenue streams from the rest
area business.
Pendapatan dan Profitabilitas Segmen Usaha Revenue and Profitability by Business Segment
Pendapatan dan profitabilitas menurut segmen usaha disajikan Revenue and profitability by business segment are presented as
sebagai berikut. follows.
Tabel Pendapatan dan Profitabilitas Segmen Usaha
Table of Revenue and Profitability by Business Segment
(dalam jutaan Rupiah / in million Rupiah)
Pabrikasi Aspal dan Beton,
Operasi dan Pemeliharaan,
Badan Usaha Pengembang
dan Rest Area Jalan Tol
Uraian Konstruksi Jalan Tol Properti Eliminasi Jumlah
Asphalt and Concrete
Description Construction Toll Road Property Elimination Total
Production, Toll
Business Entity Developer
Road Operations and
Maintenance, and Rest Areas
2025
Pendapatan eksternal
6,255,500 17,327,541 243,788 1,306,090 - 25,132,919
External revenue
Pendapatan antar segmen
9,675,723 - - 2,448,173 (12,123,896) -
Inter-segment revenue
Jumlah pendapatan
15,931,223 17,327,541 243,788 3,754,263 (12,123,896) 25,132,919
Total revenue
Beban pokok pendapatan
(14,510,773) (15,244,828) (363,168) (3,275,576) 12,122,394 (21,271,951)
Cost of revenue
Laba (rugi) bruto
1,420,450 2,082,713 (119,380) 478,687 (1,502) 3,860,968
Gross profit (loss)
Beban penjualan
(10,559) (1,005) (858) (2,756) - (15,178)
Selling expenses
Beban umum dan administrasi
General and administrative (644,499) (240,802) (58,939) (181,203) 19,386 (1,106,057)
expenses
Beban penurunan nilai
piutang (19,393) (8,138) 552,795 1,332 - 526,596
Impairment of receivables
Beban pajak penghasilan
final (421,665) (136,566) (9,915) (24,716) - (592,862)
Final income tax expense
Bagian laba dari entitas
asosiasi dan ventura
bersama 290,462 - - - - 290,462
Share of profit from
associates and joint ventures
Penghasilan (beban) lainnya,
bersih (179,897) 6,557 (458) (49,651) (3,156) (226,605)
Other income (expenses), net
Laba/(rugi) usaha
434,899 1,702,759 363,245 221,693 14,728 2,737,324
Operating profit (loss)
Pendapatan keuangan
169,463 1,688,132 66,163 12,635 (45,932) 1,890,461
Finance income
Biaya keuangan
(294,745) (892,811) (47,205) (49,683) 43,228 (1,241,216)
Finance costs
Laba (rugi) kurs, bersih
Foreign exchange gain (loss), (413) 1,595 - (12,797) 998 (10,617)
net
PT Hutama Karya (Persero)
2025 Annual Report 205
Page 206
Pabrikasi Aspal dan Beton,
Operasi dan Pemeliharaan,
Badan Usaha Pengembang
dan Rest Area Jalan Tol
Uraian Konstruksi Jalan Tol Properti Eliminasi Jumlah
Asphalt and Concrete
Description Construction Toll Road Property Elimination Total
Production, Toll
Business Entity Developer
Road Operations and
Maintenance, and Rest Areas
Laba/(rugi) sebelum pajak
penghasilan
309,204 2,499,675 382,203 171,848 13,022 3,375,952
Profit (loss) before income
tax
Beban pajak penghasilan
(4,539) (243,964) (6,784) (36,301) 4,219 (287,369)
Income tax expense
Laba/(rugi) tahun berjalan
304,665 2,255,711 375,419 135,547 17,241 3,088,583
Profit (loss) for the year
Aset
Assets
Aset segmen
16,080,609 193,882,806 4,101,463 3,700,870 (28,667,578) 189,098,170
Segment assets
Liabilitas
Liabilities
Liabilitas segmen
15,868,715 35,502,291 2,575,417 1,707,620 (7,733,942) 47,920,101
Segment liabilities
2024
Pendapatan eksternal
7,602,526 20,791,011 261,708 1,597,048 - 30,252,293
External revenue
Pendapatan antar segmen
13,525,231 - - 2,992,029 (16,517,260) -
Inter-segment revenue
Jumlah pendapatan
21,127,757 20,791,011 261,708 4,589,077 (16,517,260) 30,252,293
Total revenue
Beban pokok pendapatan
(18,889,635) (19,451,759) (268,645) (3,982,185) 16,613,953 (25,978,271)
Cost of revenue
Laba (rugi) bruto
2,238,122 1,339,252 (6,937) 606,892 96,693 4,274,022
Gross profit (loss)
Beban penjualan
(11,958) (776) (306) (26,900) - (39,940)
Selling expenses
Beban umum dan administrasi
General and administrative (805,126) (218,702) (60,862) (157,374) 20,346 (1,221,718)
expenses
Beban penurunan nilai
piutang (153,785) (92,450) 29,897 (18,259) - (142,147)
Impairment of receivables
Beban pajak penghasilan
final (546,677) (88,849) (4,552) (22,374) - (662,452)
Final income tax expense
Bagian laba dari entitas
asosiasi dan ventura
bersama 1,425,209 - - - (972,776) 452,433
Share of profit from
associates and joint ventures
Penghasilan (beban) lainnya,
bersih (166,029) 133 11,242 (6,087) (16,214) (176,955)
Other income (expenses), net
Laba/(rugi) usaha
1,979,756 1,031,058 (31,518) 375,898 (871,951) 2,483,243
Operating profit (loss)
Pendapatan keuangan
64,245 2,177,608 58,364 11,394 (142,810) 2,168,801
Finance income
Biaya keuangan
(257,239) (1,148,646) (287,095) (93,381) 142,810 (1,643,551)
Finance costs
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206 Laporan Tahunan 2025
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Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
Pabrikasi Aspal dan Beton,
Operasi dan Pemeliharaan,
Badan Usaha Pengembang
dan Rest Area Jalan Tol
Uraian Konstruksi Jalan Tol Properti Eliminasi Jumlah
Asphalt and Concrete
Description Construction Toll Road Property Elimination Total
Production, Toll
Business Entity Developer
Road Operations and
Maintenance, and Rest Areas
Laba (rugi) kurs, bersih
Foreign exchange gain (loss), 7,971 (7,560) - (22,277) (848) (22,714)
net
Laba/(rugi) sebelum pajak
penghasilan
1,794,733 2,052,460 (260,249) 271,634 (872,799) 2,985,779
Profit (loss) before income
tax
Beban pajak penghasilan
(12,137) (131,383) (7,141) (70,337) 1,741 (219,257)
Income tax expense
Laba/(rugi) tahun berjalan
1,782,596 1,921,077 (267,390) 201,297 (871,058) 2,766,522
Profit (loss) for the year
Aset
Assets
Aset segmen
18,219,030 199,738,559 4,792,138 3,721,593 (29,955,160) 196,516,160
Segment assets
Liabilitas
Liabilities
Liabilitas segmen
17,810,204 46,465,146 3,700,796 1,870,426 (11,804,560) 58,042,012
Segment liabilities
Pertumbuhan 2024-2025 (%)
Growth 2024–2025 (%)
Pendapatan eksternal
(17.72) (16.66) (6.85) (18.22) - (16.92)
External revenue
Pendapatan antar segmen
(28.46) - - (18.18) (26.60) -
Inter-segment revenue
Jumlah pendapatan
(24.60) (16.66) (6.85) (18.19) (26.60) (16.92)
Total revenue
Beban pokok pendapatan
(23.18) (21.63) 35.19 (17.74) (27.03) (18.12)
Cost of revenue
Laba (rugi) bruto
(36.53) 55.51 1620.92 (21.12) (101.55) (9.66)
Gross profit (loss)
Beban penjualan
(11.70) 29.51 180.39 (89.75) - (62.00)
Selling expenses
Beban umum dan administrasi
General and administrative (19.95) 10.11 (3.16) 15.14 (4.72) (9.47)
expenses
Beban penurunan nilai
piutang (87.39) (91.20) 1749.00 (107.30) - (470.46)
Impairment of receivables
Beban pajak penghasilan
final (22.87) 53.71 117.82 10.47 - (10.50)
Final income tax expense
Bagian laba dari entitas
asosiasi dan ventura
bersama (79.62) - - - (100.00) (35.80)
Share of profit from
associates and joint ventures
Penghasilan (beban) lainnya,
bersih 8.35 4830.08 (104.07) 715.69 (80.54) 28.06
Other income (expenses), net
Laba/(rugi) usaha
(78.03) 65.15 (1252.50) (41.02) (101.69) 10.23
Operating profit (loss)
PT Hutama Karya (Persero)
2025 Annual Report 207
Page 208
Pabrikasi Aspal dan Beton,
Operasi dan Pemeliharaan,
Badan Usaha Pengembang
dan Rest Area Jalan Tol
Uraian Konstruksi Jalan Tol Properti Eliminasi Jumlah
Asphalt and Concrete
Description Construction Toll Road Property Elimination Total
Production, Toll
Business Entity Developer
Road Operations and
Maintenance, and Rest Areas
Pendapatan keuangan
163.78 (22.48) 13.36 (99.89) (67.84) (12.83)
Finance income
Biaya keuangan
14.58 (22.27) (83.56) (46.80) (69.73) (24.48)
Finance costs
Laba (rugi) kurs, bersih
Foreign exchange gain (loss), (105.18) (121.10) - (42.56) (217.69) (53.26)
net
Laba/(rugi) sebelum pajak
penghasilan
(82.77) 21.79 (246.86) (36.74) (101.49) 13.07
Profit (loss) before income
tax
Beban pajak penghasilan
(62.60) 85.69 (5.00) (48.39) 142.33 31.06
Income tax expense
Laba/(rugi) tahun berjalan
(82.91) 17.42 (240.40) (32.66) (101.98) 11.64
Profit (loss) for the year
Aset
Assets
Aset segmen
(11.74) (2.93) (14.41) (0.56) (4.30) (3.77)
Segment assets
Liabilitas
Liabilities
Liabilitas segmen
(10.90) (23.59) (30.41) (8.70) (34.48) (17.44)
Segment liabilities
Pendapatan Segmen Usaha Business Segment Revenue
Jumlah pendapatan segmen tahun 2025 sebesar Rp25,13 triliun, Total segment revenue in 2025 amounted to IDR25.13 trillion,
turun 16,92% dibandingkan dengan tahun 2024 yang sebesar representing a decrease of 16.92% compared to IDR30.25 trillion
Rp30,25 triliun. Hal ini terutama disebabkan oleh selesainya in 2024. This decline was mainly attributable to the completion of
sejumlah proyek konstruksi jalan tol pada tahun sebelumnya yang several toll road construction projects in the previous year, which
memberikan kontribusi signifikan terhadap pendapatan Perseroan. had significantly contributed to the Company’s revenue.
Profitabilitas Segmen Usaha Business Segment Profitability
Laba tahun berjalan segmen usaha tahun 2025 sebesar Rp3,08 Profit for the year of the business segments in 2025 amounted
triliun, meningkat 11,64% dibandingkan dengan tahun 2024 yang to IDR3.08 trillion, reflecting an increase of 11.64% compared to
sebesar Rp2,76 triliun. Hal tersebut disebabkan oleh peningkatan IDR2.76 trillion in 2024. This was driven by an increase in gross profit
margin laba kotor sebagai hasil dari efisiensi operasi, efisiensi margin as a result of operational efficiencies, efficiency in general
beban umum dan usaha, pemulihan piutang, serta efisiensi beban and administrative expenses, receivables recovery, and financial
keuangan. cost efficiencies.
Proyek Strategis Nasional (PSN) National Strategic Projects (PSN) or Other
atau Penugasan Lain Government Assignments
Proyek Strategis Nasional yang dijalankan oleh Hutama Karya The National Strategic Projects undertaken by Hutama Karya
mencakup berbagai inisiatif besar yang memiliki dampak signifikan encompass various large-scale initiatives that have a significant
terhadap pembangunan infrastruktur Indonesia. Sebagai salah impact on Indonesia’s infrastructure development. As one of the
satu BUMN terkemuka, Hutama Karya berperan penting dalam leading state-owned enterprises, Hutama Karya plays a strategic
mewujudkan proyek-proyek yang mendukung konektivitas antar role in delivering projects that support interregional connectivity
wilayah dan pertumbuhan ekonomi nasional. and national economic growth.
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Management Discussion and Analysis
Tabel Proyek Strategis Nasional
Table of National Strategic Projects
Progres Keterangan Belum Optimalnya
Nama Proyek Dasar Penugasan Deskripsi Proyek Fisik (%) Realisasi Progres Fisik
No
Project Name Assignment Basis Project Description Physical Remarks on Suboptimal Physical
Progress (%) Progress Realisation
Jalan Tol Kuala Pembangunan jalan tol Sumatera ruas
Tanjung - Indrapura Kuala Tanjung - Indrapura dengan
Permenko No. 7 Tahun 2023
(Seksi 2) panjang penanganan 16 Km
1 Coordinating Minister 100.00 -
Kuala Tanjung – Construction of the Trans-Sumatra Toll
Regulation No. 7 of 2023
Indrapura Toll Road Road Kuala Tanjung – Indrapura Section
(Section 2) with a total length of 16 km
Jalan Tol Tebing Pembangunan jalan tol Sumatera ruas
Tinggi - Serbelawan Tebing Tinggi - Serbelawan dengan
Permenko No. 7 Tahun 2023
(Seksi 3) panjang penanganan 30 Km
2 Coordinating Minister 100.00 -
Tebing Tinggi – Construction of the Trans-Sumatra
Regulation No. 7 of 2023
Serbelawan Toll Road Toll Road Tebing Tinggi – Serbelawan
(Section 3) Section with a total length of 30 km
Pembangunan jalan tol Sumatera ruas
Tol Serbelawan Serbelawan - Siantar dengan panjang
Permenko No. 7 Tahun 2023
Siantar penanganan 28 Km
3 Coordinating Minister 100.00 -
Serbelawan – Siantar Construction of the Trans-Sumatra Toll
Regulation No. 7 of 2023
Toll Road Road Serbelawan – Siantar Section with
a total length of 28 km
Irigasi Rentang Pembangunan saluran irigasi primer
Permenko No. 7 Tahun 2023
LMS-02 sepanjang 30 Km
4 Coordinating Minister 100.00 -
Rentang Irrigation Construction of primary irrigation canals
Regulation No. 7 of 2023
LMS-02 with a total length of 30 km
Pembangunan saluran irigasi sekunder
Pekerjaan terdampak atas rekomposisi
Irigasi Rentang LSS-01 Permenko No. 7 Tahun 2023 dan normalisasi saluran drainase
DIPA 2025
5 Rentang Irrigation Coordinating Minister Construction of secondary irrigation 93.07
Works affected by the 2025 DIPA
LSS-01 Regulation No. 7 of 2023 canals and drainage normalization
recomposition
works
Pekerjaan terdampak atas rekomposisi
DIPA 2025 dan terdapat kendala
pekerjaan timbunan inti akibat
Permenko No. 7 Tahun 2023 ketergantungan pada pekerjaan pihak
Bendungan Tigadihaji Pembangunan Maindam
6 Coordinating Minister 78.13 lain
Tigadihaji Dam Construction of the main dam
Regulation No. 7 of 2023 Works affected by the 2025 DIPA
recomposition and constraints in core
embankment works due to dependency
on other parties
Permenko No. 7 Tahun 2023
Bendungan Maninting Pembangunan Maindam
7 Coordinating Minister 100.00 -
Maninting Dam Construction of the main dam
Regulation No. 7 of 2023
Sisa progres sebesar 0,11% berupa
Pembangunan Spillway dan bangunan
Permenko No. 7 Tahun 2023 penyelesaian beberapa item pekerjaan
Bendungan Way Apu fasilitas
8 Coordinating Minister 99.90 akhir
Way Apu Dam Construction of spillway and supporting
Regulation No. 7 of 2023 Remaining progress of 0.11% relates to
facilities
completion of several final work items
Sisa pekerjaan direncanakan untuk
Bendungan Bolango Permenko No. 7 Tahun 2023
Pembangunan Maindam dialokasikan pada kontrak lanjutan
9 Ulu Coordinating Minister 93.63
Construction of the main dam Remaining works are planned to be
Bolango Ulu Dam Regulation No. 7 of 2023
allocated under a continuation contract
Realisasi PAGU 2025 dan Rencana
DIPA 2026 tidak mencukupi untuk
pembayaran realisasi produksi, dan
Pembangunan Spillway dan bangunan PAGU anggaran yang semula s.d 2026
Bendungan Permenko No. 7 Tahun 2023
fasilitas direkomposisi s.d 2028
10 Karangnongko Coordinating Minister 40.83
Construction of spillway and supporting The 2025 budget realisation and 2026
Karangnongko Dam Regulation No. 7 of 2023
facilities DIPA plan are insufficient to cover
production realisation, and the budget
ceiling originally until 2026 has been
recomposed until 2028
Spam Kobema
Permenko No. 7 Tahun 2023 Pekerjaan jaringan pipa untuk air bersih
Kobema SPAM
11 Coordinating Minister Construction of pipeline networks for 100.00 -
(Drinking Water
Regulation No. 7 of 2023 clean water supply
Supply System)
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2025 Annual Report 209
Page 210
Progres Keterangan Belum Optimalnya
Nama Proyek Dasar Penugasan Deskripsi Proyek Fisik (%) Realisasi Progres Fisik
No
Project Name Assignment Basis Project Description Physical Remarks on Suboptimal Physical
Progress (%) Progress Realisation
Jakarta Sewerage Progres sampai dengan saat ini masih
Permenko No. 7 Tahun 2023 Pembangunan jaringan pipa air limbah
System Paket 6 on schedule dari rencana
12 Coordinating Minister Construction of wastewater pipeline 77.45
Jakarta Sewerage Progress to date remains on schedule
Regulation No. 7 of 2023 networks
System Package 6 as planned
Patimban Access Toll Pembangunan jalan tol di Subang untuk
Road Construction Akses ke Pelabuhan Patimban dengan Progres sampai dengan saat ini masih
Permenko No. 7 Tahun 2023
Project Package 3 panjang penanganan 5,5 Km on schedule dari rencana
13 Coordinating Minister 72.71
Patimban Access Toll Construction of toll road in Subang for Progress to date remains on schedule
Regulation No. 7 of 2023
Road Construction Patimban Port access with a total length as planned
Project Package 3 of 5.5 km
Pembangunan jalan tol Sumatera
Tol Bayung Lencir -
ruas Bayung Lencir - Tempino dengan
Tempino Seksi 3 Permenko No. 7 Tahun 2023
panjang penanganan 15 Km
14 Bayung Lencir – Coordinating Minister 100.00 -
Construction of the Trans-Sumatra Toll
Tempino Toll Road Regulation No. 7 of 2023
Road Bayung Lencir – Tempino Section
(Section 3)
with a total length of 15 km
Pembangunan jalan tol di Jawa Tengah
Jalan Tol Semarang ruas Semarang - Demak dengan panjang Progres sampai dengan saat ini masih
Permenko No. 7 Tahun 2023
Demak penanganan 1.25 Km on schedule dari rencana
15 Coordinating Minister 86.86
Semarang – Demak Construction of toll road in Central Java Progress to date remains on schedule
Regulation No. 7 of 2023
Toll Road Semarang – Demak Section with a total as planned
length of 1.25 km
Pembangunan Jalur dan Stasiun MRT
Progres sampai dengan saat ini masih
Permenko No. 7 Tahun 2023 pada ruas Stasiun Glodok - Stasiun Kota
MRT Fase-203 on schedule dari rencana
16 Coordinating Minister Construction of MRT railway line and 69.92
MRT Phase 2A CP203 Progress to date remains on schedule
Regulation No. 7 of 2023 stations for the Glodok Station – Kota
as planned
Station Section
Jalan Tol Serang -
Panimbang Seksi III Pembangunan jalan tol di Banten ruas
(Cileles - Panimbang) Cileles - Panimbang dengan panjang Progres sampai dengan saat ini masih
Permenko No. 7 Tahun 2023
Fase 2 Paket 2 penanganan 8.2 Km on schedule dari rencana
17 Coordinating Minister 61.44
Serang – Panimbang Construction of toll road in Banten Progress to date remains on schedule
Regulation No. 7 of 2023
Toll Road Section III Cileles – Panimbang Section with a total as planned
(Cileles – Panimbang) length of 8.2 km
Phase 2 Package 2
Jalan Tol IKN Segmen Pembangunan jalan tol IKN ruas
Karangjoang - KKT Karangjoang - Kariangao dengan
Undang – Undang Nomor 2
Karingau panjang penanganan 9,3 Km
18 Tahun 2022 100.00 -
IKN Toll Road Construction of IKN Toll Road
Law No. 2 of 2022
Segment Karangjoang Karangjoang – Kariangau Section with a
– KKT Karingau total length of 9.3 km
Jalan Tol IKN Seksi
3A-2: Segmen Pembangunan jalan tol IKN ruas
Karangjoang - KKT Karangjoang - Kariangao dengan Progres sampai dengan saat ini masih
Undang – Undang Nomor 2
Karingau panjang penanganan 4.1 Km on schedule dari rencana
19 Tahun 2022 76.08
IKN Toll Road Section Construction of IKN Toll Road Progress to date remains on schedule
Law No. 2 of 2022
3A-2: Segment Karangjoang – Kariangau Section with a as planned
Karangjoang – KKT total length of 4.1 km
Karingau
Pembangunan Jalan
Progres sampai dengan saat ini
Bebas Hambatan IKN Pembangunan jalan tol IKN ruas
masih on schedule dari rencana dan
Segmen Jembatan Jembatan Pulau Balang - Sp. RIko
Undang – Undang Nomor 2 menyisakan pekerjaan mayoritas pada
Pulau Balang - Sp. Riko dengan panjang penanganan 13.275 Km
20 Tahun 2022 87.79 area interchange
IKN Toll Road Construction of IKN Toll Road Pulau
Law No. 2 of 2022 Progress to date remains on schedule
Construction Segment Balang Bridge – Riko Interchange
as planned, with remaining works
Pulau Balang Bridge – Section with a total length of 13.275 km
mainly in the interchange area
Riko Interchange
Rusun ASN Paket 2
Permenko No. 7 Tahun 2023
Kawasan IKN Pekerjaan Gedung
21 Coordinating Minister 100.00 -
ASN Flats Package 2 – Building construction works
Regulation No. 7 of 2023
IKN Area
Proyek Kemenko II IKN Permenko No. 7 Tahun 2023
Pekerjaan Gedung
22 Coordinating Ministry II Coordinating Minister 100.00 -
Building construction works
Project – IKN Regulation No. 7 of 2023
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Management Discussion and Analysis
Progres Keterangan Belum Optimalnya
Nama Proyek Dasar Penugasan Deskripsi Proyek Fisik (%) Realisasi Progres Fisik
No
Project Name Assignment Basis Project Description Physical Remarks on Suboptimal Physical
Progress (%) Progress Realisation
Terminal Bandara
Permenko No. 7 Tahun 2023
VVIP IKN Pekerjaan Bandara
23 Coordinating Minister 100.00 -
VVIP Airport Terminal Airport construction works
Regulation No. 7 of 2023
– IKN
Sarana dan Prasarana
Istana Presiden 2 Permenko No. 7 Tahun 2023 Pekerjaan Kawasan Istana Presiden
24 Presidential Palace Coordinating Minister Presidential Palace complex 100.00 -
Facilities and Regulation No. 7 of 2023 construction works
Infrastructure 2 – IKN
Sisa progres sebesar 1,33% berupa
Permenko No. 7 Tahun 2023 penyelesaian beberapa item pekerjaan
Masjid IKN Pekerjaan Gedung Masjid Negara
25 Coordinating Minister 98.67 akhir
IKN Mosque National Mosque construction works
Regulation No. 7 of 2023 Remaining progress of 1.33% relates to
completion of several final work items
Permenko No. 7 Tahun 2023
RS Vertikal IKN Pekerjaan Gedung
26 Coordinating Minister 100.00 -
IKN Vertical Hospital Building construction works
Regulation No. 7 of 2023
Perpres No. 3 dan 4 Tahun
2016, Perpres No 56 Tahun
2018 dan Perpres No 14 Menyisakan Pekerjaan Commissioning,
PLTM Harjosari dan
Tahun 2017 yang baru akan dilaksanakan setelah
Lambur
Presidential Regulation Pembangkit Listrik Tenaga Mini Hidro scope owner selesai dikerjakan
27 Harjosari and Lambur 94.30
Nos. 3 and 4 of 2016, Mini Hydropower Plant construction Remaining works include
Mini Hydropower
Presidential Regulation commissioning, to be carried out after
Plants (PLTM)
No. 56 of 2018, and completion of owner’s scope
Presidential Regulation No.
14 of 2017
Perpres No. 3 dan 4 Tahun
2016, Perpres No. 56 Tahun
PLTGU Muara Tawar 2018 dan Perpres No. 14
Add On 650 MW Tahun 2017
Muara Tawar Presidential Regulation Pembangkit Listrik Tenaga Gas dan Uap Menunggu hasil final account
28 99.47
Combined Cycle Nos. 3 and 4 of 2016, Gas and Steam Power Plant construction Awaiting final account results
Power Plant (CCPP) Presidential Regulation
Add-On 650 MW No. 56 of 2018, and
Presidential Regulation No.
14 of 2017
Perpres No. 3 dan 4 Tahun
2016, Perpres No. 56 Tahun
2018 dan Perpres No 14
PLTU Suralaya 2x1000 Tahun 2017
MW Presidential Regulation Pembangkit Listrik Tenaga Uap
29 100.00 -
Suralaya Steam Power Nos. 3 and 4 of 2016, Steam Power Plant construction
Plant (2x1000 MW) Presidential Regulation
No. 56 of 2018, and
Presidential Regulation No.
14 of 2017
Lawe-Lawe
Facilities RDMP RU V Pipeline onshore and offshore, Raw Water Sisa progres berupa penyelesaian
Perpres No. 3 Tahun 2016
Balikpapan dan lain-lain. beberapa item pekerjaan akhir
30 Presidential Regulation No. 93.94
Lawe-Lawe Onshore and offshore pipelines, raw Remaining progress relates to
3 of 2016
Facilities RDMP RU V water facilities, and other related works completion of several final work items
Balikpapan
Pengembangan Pipa
CB-III
Pipeline dari TBBM Lomanis - TBBM
(Lomanis -
Tasikmalaya Dalam proses precommissioning
31 Tasikmalaya) - 97.71
Pipeline construction from TBBM Under pre-commissioning process
CB-III Pipeline
Lomanis to TBBM Tasikmalaya
Development (Lomanis
– Tasikmalaya)
Open Access RU VII Pembangunan Tangki Minyak, Jetty dan Dalam proses penyelesaian sisa tangki
Perpres No. 3 Tahun 2016.
Kasim (Sorong) Pipeline dan pipeline
32 Presidential Regulation No. 86.24
Open Access RU VII Construction of oil storage tanks, jetty, In the process of completing remaining
3 of 2016
Kasim (Sorong) and pipelines tanks and pipelines
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2025 Annual Report 211
Page 212
Tinjauan Keuangan
Financial Review
Tinjauan keuangan yang diuraikan berikut mengacu kepada The following financial review is based on the Financial Statements
Laporan Keuangan untuk tahun yang berakhir tanggal 31 Desember for the year ended December 31, 2025, as presented in this Annual
2025 yang disajikan dalam Laporan Tahunan ini. Laporan Keuangan Report. The Financial Statements have been audited by Public
telah diaudit oleh Kantor Akuntan Publik Rintis, Jumadi, Rianto Accounting Firm Rintis, Jumadi, Rianto & Rekan and received
& Rekan dan mendapat opini wajar dalam semua hal yang an unmodified opinion, stating that, in all material respects, the
material, posisi keuangan PT Hutama Karya (Persero) dan Entitas consolidated financial position of PT Hutama Karya (Persero) and
Anaknya (Grup) serta kinerja keuangan konsolidasian dan arus kas its Subsidiaries (the Group), as well as its consolidated financial
konsolidasiannya untuk tahun yang berakhir pada tanggal tersebut, performance and cash flows for the year then ended, are presented
sesuai dengan Standar Akuntansi Keuangan di Indonesia. fairly in accordance with Indonesian Financial Accounting Standards.
Kinerja Keuangan Financial Performance
Kinerja keuangan Hutama Karya terdiri atas kinerja Laporan Posisi Hutama Karya’s financial performance comprises the Consolidated
Keuangan Konsolidasian, Laporan Laba Rugi dan Penghasilan Statement of Financial Position, Consolidated Statement of Profit
Komprehensif Lain Konsolidasian dan Laporan Arus Kas or Loss and Other Comprehensive Income, and Consolidated
Konsolidasian yang disajikan sebagai berikut. Statement of Cash Flows, which are presented as follows.
Laporan Posisi Keuangan Konsolidasian Consolidated Statement of Financial Position
Tabel Laporan Posisi Keuangan Konsolidasian
Table of Consolidated Statement of Financial Position
(dalam jutaan Rupiah / in million Rupiah)
Pertumbuhan
Growth
Uraian 2025 2024 Description
Nominal
%
Amount
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3) (1)
ASET ASSETS
ASET LANCAR CURRENT ASSETS
Kas dan setara kas 20,097,210 36,769,029 (16,671,819) (45.34%) Cash and cash equivalents
Piutang usaha Trade receivables
Pihak ketiga 505,723 366,567 139,156 37.96% Third parties
Pihak berelasi 451,517 690,303 (238,786) (34.59%) Related parties
Piutang ventura bersama 116,816 130,206 (13,390) (10.28%) Due from joint ventures
Piutang retensi Retention receivables
Pihak ketiga 156,304 93,623 62,681 66.95% Third parties
Pihak berelasi 28,911 85,199 (56,288) (66.07%) Related parties
Tagihan bruto kepada pemberi kerja 1,590,481 3,414,061 (1,823,530) (53.41%) Gross amounts due from customers
Piutang lain-lain Other receivables
Pihak ketiga 139,712 5,368,107 (5,228,395) (97.40%) Third parties
Pihak berelasi 83,096 132,726 (49,630) (37.39%) Related parties
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Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
Pertumbuhan
Growth
Uraian 2025 2024 Description
Nominal
%
Amount
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3) (1)
Persediaan 666,108 360,019 306,089 85.02% Inventories
Aset real estat 577,261 622,367 (45,106) (7.25%) Real estate assets
Aset keuangan – hak konsesi 956,678 - 956,678 100.00% Financial assets – concession rights
Uang muka dan beban dibayar dimuka 304,119 438,616 (134,497) (30.66%) Advances and prepaid expenses
Pajak dibayar dimuka Prepaid taxes
Pajak lain-lain 1,553,222 649,479 858,743 123.65% Other taxes
Kas yang dibatasi penggunaannya 8,863,771 7,292,670 1,571,101 21.54% Restricted cash
Jumlah aset lancar 36,090,929 56,457,972 (20,367.04) (36.07%) Total current assets
ASET TIDAK LANCAR NON-CURRENT ASSETS
Piutang lain-lain Other receivables
Pihak ketiga 259 662,506 (662,247) (99.96%) Third parties
Pihak berelasi 147,099 3,642 143,457 3,938.96% Related parties
Piutang retensi Retention receivables
Pihak ketiga 87,316 47,856 39,460 82.46% Third parties
Pihak berelasi 201,619 136,604 65,015 47.59% Related parties
Uang muka dan beban dibayar dimuka 324,684 984,944 (660,260) (67.04%) Advances and prepaid expenses
Pajak dibayar dimuka Prepaid taxes
Pajak penghasilan 72,446 78,289 (5,843) (7.46%) Income taxes
Pajak lain-lain 1,815,802 2,010,539 (194,737) (9.69%) Other taxes
Bagian tidak lancar dari aset real estat 1,022,728 1,067,899 (45.171) (4.23%) Non-current portion of real estate assets
Properti investasi 381,578 259,554 122,024 47.01% Investment properties
Investasi pada entitas asosiasi 45,637 45,893 (256) (0.56%) Investments in associates
Investasi pada ventura bersama 544,763 632,713 (87,950) (13.90%) Investments in joint ventures
Aset tetap 2,911,422 3,319,839 (408,417) (12.30%) Fixed assets
Aset takberwujud Intangible assets
Hak pengusahaan jalan tol 136,649,749 127,111,601 9,538,148 7.50% Toll road concession rights
Lain-lain 22,268 29,718 (7,450) (25.07%) Others
Aset keuangan jangka panjang - Long-term financial assets –
hak konsesi 8,502,192 2,865,228 5,636,964 196.74% Concession rights
Goodwill 56,295 116,743 (60,448) (51.78%) Goodwill
Aset pajak tangguhan 49,728 43,492 6,236 14.34% Deferred tax assets
PT Hutama Karya (Persero)
2025 Annual Report 213
Page 214
Pertumbuhan
Growth
Uraian 2025 2024 Description
Nominal
%
Amount
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3) (1)
Kas yang dibatasi penggunaannya 45,341 37,025 8,316 22.46% Restricted cash
Aset keuangan lain-lain 99,123 73,422 25,701 35.00% Other financial assets
Aset tidak lancar lain-lain 27,192 56,984 (29,792) (52.28%) Other non-current assets
Jumlah aset tidak lancar 153,007,241 139,584,491 13,422,750 9.62% Total non-current assets
Jumlah aset 189,098,170 196,042,463 (6,944,000) (3.54%) Total assets
LIABILITAS LIABILITIES
LIABILITAS JANGKA PENDEK CURRENT LIABILITIES
Utang usaha Trade payables
Pihak ketiga 7,915,132 10,105,074 (2,189,942) (21.67%) Third parties
Pihak berelasi 1,398,584 1,316,922 81,662 6.20% Related parties
Pinjaman bank jangka pendek 4,204,659 5,921,908 (1,717,249) (29.00%) Short-term bank loans
Utang lain-lain Other payables
Pihak ketiga 271,002 311,542 (40,540) (13.01%) Third parties
Pihak berelasi 817,756 2,719,537 (1,901,781) (69.93%) Related parties
Utang retensi Retention payables
Pihak ketiga 174,665 218,960 (44,295) (20.23%) Third parties
Pihak berelasi 148,975 149,051 (76) (0.05%) Related parties
Utang pajak Taxes payable
Pajak penghasilan 67,895 88,113 (20,218) (22.95%) Income taxes
Pajak lain-lain 308,982 600,929 (291,947) (48.58%) Other taxes
Uang muka kontrak jangka pendek 273,392 405,123 (131,731) (32.52%) Short-term contract liabilities
Akrual dan provisi 3,788,852 3,865,774 (76,922) (1.99%) Accruals and provisions
Bagian lancar atas pinjaman jangka Current portion of long-term
panjang: borrowings:
Bank 11,478 - 11,478 100.00% Bank
Non-bank - 40,000 (40,000) (100.00%) Non-bank
Utang obligasi 1,185,289 81,000 1,104,289 1,363.32% Bonds payable
Sukuk Mudharabah 64,389 138,250 (73,861) (53.43%) Sukuk Mudharabah
Liabilitas sewa 108,428 54,566 53,862 98.71% Lease liabilities
Kewajiban imbalan kerja jangka Short-term employee benefits
354,987 389,420 (34,433) (8.84%)
pendek liabilities
Jumlah liabilitas jangka pendek 21,094,465 26,406,169 (5,311,704) (20.12%) Total current liabilities
LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIES
Pinjaman jangka panjang – setelah
Long-term borrowings – net of current
dikurangi bagian yang jatuh tempo
portion:
dalam satu tahun:
Bank 7,687,722 11,106,392 (3,418,670) (30.78%) Bank
Non-bank - 686,326 (686,326) (100.00%) Non-bank
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Management Discussion and Analysis
Pertumbuhan
Growth
Uraian 2025 2024 Description
Nominal
%
Amount
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3) (1)
Medium Term Notes 10,033,843 9,649,315 384,528 3.99% Medium Term Notes
Utang obligasi 6,030,760 7,213,920 (1,183,160) (16.40%) Bonds payable
Sukuk Mudharabah 592,466 656,214 (63,748) (9.71%) Sukuk Mudharabah
Liabilitas sewa 71,845 116,494 (44,649) (38.33%) Lease liabilities
Uang muka kontrak jangka panjang 72,006 121,136 (49,130) (40.56%) Long-term contract liabilities
Akrual dan provisi 776,408 449,415 326,993 72.76% Accruals and provisions
Kewajiban imbalan kerja jangka Long-term employee benefits
115,516 164,523 (49,007) (29.79%)
panjang liabilities
Liabilitas pajak tangguhan 901,327 698,646 202,681 29.01% Deferred tax liabilities
Utang tidak lancar lain-lain Other non-current liabilities
Pihak ketiga - 12,456 (12,456) (100.00%) Third parties
Pihak berelasi 1,027 1,027 - 100.00% Related parties
Utang retensi Retention payables
Pihak ketiga 469,117 478,613 (9,496) (1.98% Third parties
Pihak berelasi 73,599 281,366 (207,767) (73.84% Related parties
Jumlah liabilitas jangka panjang 26,825,636 31,635,843 (4,810,207) (15.20% Total non-current liabilities
Jumlah liabilitas 47,920,101 58,042,012 (10,122,000) (17.44% Total liabilities
EKUITAS EQUITY
Modal saham 131,646,000 131,646,000 - - Share capital
Tambahan modal disetor 44,037 44,037 - - Additional paid-in capital
Cadangan revaluasi aset tetap 775,283 740,784 34,499 4.66% Revaluation reserve of fixed assets
Retained earnings/(accumulated
Saldo laba/(akumulasi rugi)
losses)
Dicadangkan 5,619,215 5,619,215 - - Appropriated
Belum dicadangkan 2,497,966 (995,205) 3,493,171 (351.00%) Unappropriated
Ekuitas yang dapat diatribusikan Equity attributable to
kepada pemilik entitas induk 140,582,501 137,054,831 3,527,670 2.57% Owners of the parent entity
Kepentingan non-pengendali 595,568 945,620 (350,052) (37.02%) Non-controlling interests
Jumlah ekuitas 141,178,069 138,000,451 3,178,000 2.30% Total equity
Jumlah liabilitas dan ekuitas 189,098,170 196,042,463 (6,944,000) (3.54%) Total liabilities and equity
Total Aset Total Assets
Aset tahun 2025 sebesar Rp189,10 triliun, menurun 3,54% Total assets in 2025 amounted to IDR189.10 trillion, representing a
dibandingkan dengan tahun 2024 yang sebesar Rp196,04 triliun. decrease of 3.54% compared to 2024, which amounted to IDR196.04
Hal tersebut didominasi oleh beberapa penurunan pada kas dan trillion. This was primarily driven by decreases in cash and cash
setara kas, piutang lain-lain, uang muka dan beban dibayar dimuka, equivalents, other receivables, advances and prepaid expenses, as
serta aset tidak lancar lain-lain dan tagihan bruto. well as other non-current assets and gross receivables.
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2025 Annual Report 215
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Aset Lancar Current Assets
Aset lancar tahun 2025 sebesar Rp36,09 triliun, menurun 36,07% Current assets in 2025 amounted to IDR36.09 trillion, representing
dibandingkan dengan tahun 2024 yang sebesar Rp56,46 triliun. a decrease of 36.07% compared to 2024, which amounted to
Hal tersebut salah satunya disebabkan berkurangnya saldo kas IDR56.46 trillion. This decline was, among others, attributable to
dan setara kas seiring dengan peningkatan penggunaan kas untuk the reduction in cash and cash equivalents balances in line with
mendukung kegiatan operasional perusahaan, pembayaran ke increased cash utilization to support the Company’s operational
pemasok, serta pembiayaan aktivitas lainnya untuk menjaga activities, payments to suppliers, as well as the financing of other
keberlangsungan dan kinerja usaha. activities to sustain business continuity and performance.
KAS DAN SETARA KAS CASH AND CASH EQUIVALENTS
Kas dan setara kas tahun 2025 sebesar Rp20,10 triliun, menurun Cash and cash equivalents in 2025 amounted to IDR20.10 trillion,
45,34% dibandingkan dengan tahun 2024 yang sebesar Rp36,77 representing a decrease of 45.34% compared to 2024, which
triliun. Hal tersebut disebabkan oleh adanya penggunaan kas untuk amounted to IDR36.77 trillion. This decrease was attributable to
aktivias operasi sebesar Rp1,60 triliun, penerimaan penjualan Ruas cash usage in operating activities amounting to IDR1.60 trillion,
Medan – Binjai sebesar Rp5,50 triliun dan pengembalian dana proceeds from the sale of the Medan–Binjai Toll Road amounting
terkait CSK sebesar Rp1,20 triliun, serta pengeluaran konstruksi to IDR5.50 trillion, and refunds related to CSK amounting to IDR1.20
jalan tol sebesar Rp17,44 triliun dan peningkatan kas yang dibatasi trillion, as well as expenditures for toll road construction amounting
penggunaannya sebesar Rp1,13 triliun untuk aktivitas investasi. to IDR17.44 trillion and an increase in restricted cash amounting
Selain itu, untuk aktivitas pendanaan terdapat penurunan bersih to IDR1.13 trillion for investing activities. In addition, financing
sebesar Rp6,20 triliiun. activities recorded a net decrease of IDR6.20 trillion.
PIUTANG USAHA TRADE RECEIVABLES
Piutang usaha tahun 2025 sebesar Rp957,24 miliar, menurun 9,43% Trade receivables in 2025 amounted to IDR957.24 billion, decreasing
dibandingkan dengan tahun 2024 yang sebesar Rp1,06 triliun. by 9.43% compared to IDR1.06 trillion in 2024. The decrease was
Penurunan terdiri dari piutang usaha bersih pihak berelasi sebesar mainly attributable to related party trade receivables, which
34,59% dari Rp690,30 miliar di tahun 2024 menjadi Rp451,51 miliar, declined by 34.59% from IDR690.30 billion in 2024 to IDR451.51
sedangkan piutang usaha bersih pihak ketiga sebesar 37,96% dari billion, while third-party trade receivables increased by 37.96% to
Rp366,56 miliar di tahun 2025 menjadi Rp 505,72 miliar. Penurunan IDR505.72 billion. This decrease was attributable to more efficient
ini disebabkan oleh pembayaran dari penagihan (collection) yang collections from receivables in 2025.
lebih efisien di tahun 2025.
PIUTANG VENTURA BERSAMA DUE FROM JOINT VENTURES
Piutang ventura bersama tahun 2025 sebesar Rp116,81 miliar, Joint operation receivables in 2025 amounted to IDR116.81
menurun 10,28% dibandingkan dengan tahun 2024 yang sebesar billion, representing a decrease of 10.28% compared to 2024,
Rp130,20 miliar. Hal ini disebabkan oleh telah selesainya proyek which amounted to IDR130.20 billion. This was attributable to the
KSO, serta pelunasan pembayaran oleh pihak KSO kepada Hutama completion of joint operation (KSO) projects, as well as the settlement
Karya. of payments by the KSO parties to Hutama Karya.
PIUTANG RETENSI RETENTION RECEIVABLES
Piutang retensi tahun 2025 sebesar Rp185,22 miliar, meningkat Retention receivables in 2025 amounted to IDR185.22 billion,
3,58% dibandingkan dengan tahun 2024 yang sebesar Rp178,82 representing an increase of 3.58% compared to 2024, which
miliar. Hal tersebut disebabkan pada piutang retensi pihak berelasi amounted to IDR178.82 billion. This increase was influenced by a
menurun sebesar 66,07% menjadi Rp28,91 miliar dari tahun 2024 decrease in retention receivables from related parties by 66.07%
sebesar Rp85,20 miliar, sedangkan piutang retensi pihak ketiga to IDR28.91 billion from IDR85.20 billion in 2024, while retention
meningkat sebesar 66,95% menjadi Rp156,30 miliar dari tahun receivables from third parties increased by 66.95% to IDR156.30
2024 sebesar Rp93,62 miliar, hal tersebut disebabkan oleh banyak billion from IDR93.62 billion in 2024. This was attributable to a
proyek yang telah diselesaikan Perseroan. significant number of projects completed by the Company.
TAGIHAN BRUTO KEPADA PEMBERI KERJA GROSS AMOUNTS DUE FROM CUSTOMERS
Tagihan bruto kepada pemberi kerja tahun 2025 sebesar Rp1,59 Gross billings to employers in 2025 amounted to IDR1.59 trillion,
triliun, menurun 53,41% dibandingkan dengan tahun 2024 yang representing a decrease of 53.41% compared to 2024, which
sebesar Rp3,41 triliun. Hal tersebut disebabkan tagihan bruto yang amounted to IDR3.41 trillion. This decrease was gross billings that
sudah ditagihkan menjadi piutang pada tahun 2025. had been invoiced into receivables in 2025.
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Management Discussion and Analysis
PIUTANG LAIN-LAIN OTHER RECEIVABLES
Piutang lain-lain tahun 2025 sebesar Rp222,81 miliar, menurun Other receivables in 2025 amounted to IDR222.81 billion, representing
95,95% dibandingkan dengan tahun 2024 yang sebesar Rp5,50 a decrease of 95.95% compared to 2024, which amounted to IDR5.50
triliun. Penurunan piutang lain-lain terutama berasal dari trillion. The decrease in other receivables was primarily attributable
penerimaan pembayaran atas divestasi konsesi Jalan Tol to the receipt of payments from the divestment of the Bakauheni–
Bakauheni-Terbanggi Besar dan Medan-Binjai kepada PT Swarna Terbanggi Besar and Medan–Binjai Toll Road concessions to PT
Investasi Indonesia pada Juni 2025. Swarna Investasi Indonesia in June 2025.
PERSEDIAAN INVENTORIES
Persedian Hutama Karya berupa bahan baku barang dalam proses Hutama Karya’s inventories consist of raw materials, work in
dan barang jadi serta bahan pembantu. Persediaan tahun 2025 progress, finished goods, and supporting materials. Inventories in
sebesar Rp666,10 miliar, meningkat 85,02% dibandingkan dengan 2025 amounted to IDR666.10 billion, representing an increase of
tahun 2024 yang sebesar Rp360,01 miliar. Hal tersebut disebabkan 85.02% compared to 2024, which amounted to IDR360.01 billion.
oleh meningkatnya persediaan barang jadi yang diproduksi untuk This increase was attributable to higher levels of finished goods
dapat dijual. produced for sale.
ASET REAL ESTAT REAL ESTATE ASSETS
Aset real estat tahun 2025 sebesar Rp577,26 miliar, menurun 7,25% Real estate assets in 2025 amounted to IDR577.26 billion,
dibandingkan dengan tahun 2024 yang sebesar Rp622,36 miliar. Hal representing a decrease of 7.25% compared to 2024, which
tersebut disebabkan karena adanya penurunan pada persediaan amounted to IDR622.36 billion. This decrease was attributable to a
apartemen yang dapat dijual selama tahun 2025. reduction in apartment inventories available for sale during 2025.
UANG MUKA DAN BEBAN DIBAYAR DIMUKA ADVANCES AND PREPAID EXPENSES
Uang muka dan beban dibayar dimuka tahun 2025 sebesar Rp304,11 Advances and prepaid expenses in 2025 amounted to IDR304.11
miliar, menurun 30,66% dibandingkan dengan tahun 2024 yang billion, representing a decrease of 30.66% compared to 2024, which
sebesar Rp438,61 miliar. Hal tersebut disebabkan adanya penurunan amounted to IDR438.61 billion. This was attributable to a decrease
pada premi asuransi yang dibayarkan selama 2025 serta penurunan in insurance premiums paid during 2025, as well as a reduction in
uang muka dan biaya kontrak seiring progres pekerjaan proyek. advances and contract costs in line with project progress.
PAJAK DIBAYAR DIMUKA PREPAID TAXES
Pajak dibayar dimuka tahun 2025 sebesar Rp1,55 triliun, meningkat Prepaid taxes in 2025 amounted to IDR1.55 trillion, representing
123,65% dibandingkan dengan tahun 2024 yang sebesar Rp694,48 an increase of 123.65% compared to 2024, which amounted to
miliar. Peningkatan tersebut disebabkan karena pada tahun 2025 IDR694.48 billion. The increase was attributable to the introduction
terdapat skema bisnis baru yakni Kerjasama Pemerintah dan Badan of new business schemes in 2025, namely Public-Private Partnership
Usaha (KPBU) dan skema Pembayaran Berkala Berbasis Layanan (PPP) arrangements and Availability Payment schemes.
(PBBL).
KAS YANG DIBATASI PENGGUNAANNYA RESTRICTED CASH
Kas yang dibatasi penggunaannya tahun 2025 sebesar Rp8,87 Restricted cash in 2025 amounted to IDR8.87 trillion, increasing
triliun, meningkat 21,54% dibandingkan dengan tahun 2024 yang by 21.54% compared to IDR7.30 trillion in 2024. This increase was
sebesar Rp7,30 triliun. Hal tersebut disebabkan oleh peningkatan attributable to an increase in cash collateral for bank loans.
kolateral kas atas pinjaman bank.
ASET KEUANGAN HAK KONSENSI CONCESSION RIGHT FINANCIAL ASSETS
Aset keuangan hak konsesi tahun 2025 sebesar Rp956,68 miliar, Concession right financial assets in 2025 amounted to IDR956.68
meningkat 100,00% dibandingkan dengan tahun 2024 yang billion, representing an increase of 100.00% compared to 2024, which
sebesar nihil. Hal tersebut dikarenakan adanya hak konsesi PBBL amounted to nil. This increase was attributable to the recognition
(Pembayaran Berkala Berbasis Layanan) pada ruas tol Betung- of service concession rights under the Availability Payment (PBBL)
Tempino-Jambi di tahun 2025. scheme for the Betung-Tempino-Jambi Toll Road in 2025
Aset Tidak Lancar Non-Current Assets
Aset tidak lancar tahun 2025 sebesar Rp153,01 triliun, meningkat Non-current assets in 2025 amounted to IDR153.01 trillion,
9,62% dibandingkan dengan tahun 2024 yang sebesar Rp139,58 representing an increase of 9.62% compared to 2024, which
triliun. Peningkatan tersebut terutama berasal dari pertumbuhan amounted to IDR139.58 trillion. This increase was primarily
aset takberwujud dari hak pengusahaan jalan tol serta aset aset attributable to the growth in intangible assets arising from toll road
keuangan jangka panjang – hak konsesi selama tahun 2025. concession rights as well as long-term financial assets – concession
rights during 2025.
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PIUTANG LAIN-LAIN OTHER RECEIVABLES
Piutang lain-lain tahun 2025 sebesar Rp147,36 miliar, menurun Other receivables in 2025 amounted to IDR147.36 billion,
77,88% dibandingkan dengan tahun 2024 yang sebesar Rp666,15 representing a decrease of 77.88% compared to 2024, which
miliar. Hal tersebut disebabkan karena adanya penurunan piutang amounted to IDR666.15 billion. This was primarily attributable to a
yang didukung oleh pengembalian dana terkait PT Cempaka Surya decrease in receivables, supported by the refund of funds related to
Kencana, setelah mempertimbangkan dampak net atas penurunan PT Cempaka Surya Kencana, after taking into account the net impact
nilai yang telah diakui pada tahun sebelumnya. of impairment losses recognized in the previous year.
PIUTANG RETENSI RETENTION RECEIVABLES
Piutang retensi tahun 2025 sebesar Rp288,94 miliar, meningkat Retention receivables in 2025 amounted to IDR288.94 billion,
56,65% dibandingkan dengan tahun 2024 yang sebesar Rp184,46 representing a increased of 56,64% compared to 2024, which amounted
miliar. Hal tersebut disebabkan pada piutang retensi pihak berelasi to IDR184.46 billion. This was attributable to changes in retention
dari sebelumnya Rp136,60 miliar menjadi Rp201,62 miliar dan pihak receivables from related parties, which increased from IDR136.60
ketiga dari sebelumnya Rp47,86 miliar menjadi Rp87,32 miliar. Hal billion to IDR201.62 billion, and from third parties, which increased
tersebut disebabkan oleh penyelesaian proyek yang dilakukan from IDR47.86 billion to IDR87.32 billion. This was attributable to the
Perseroan selama tahun 2025. completion of projects undertaken by the Company during 2025.
UANG MUKA DAN BEBAN DIBAYAR DIMUKA ADVANCES AND PREPAID EXPENSES
Uang muka dan beban dibayar dimuka tahun 2025 sebesar Advances and prepaid expenses in 2025 amounted to IDR324.68
Rp324,68 miliar, menurun 67,04% dibandingkan dengan tahun 2024 billion, representing a decrease of 67.04% compared to 2024, which
yang sebesar Rp984,94 miliar. Penurunan ini seiring dengan progres amounted to IDR984.94 billion. This decrease was in line with
fisik pekerjaan yang ditagihkan kepada Perseroan serta penurunan the physical progress of work billed to the Company, as well as a
uang muka dan biaya kontrak seiring progres pekerjaan proyek. reduction in advances and contract costs in line with project progress.
PAJAK DIBAYAR DIMUKA PREPAID TAXES
Pajak dibayar dimuka tahun 2025 sebesar Rp1,88 triliun, menurun Prepaid taxes in 2025 amounted to IDR1.88 trillion, representing a
9,60% dibandingkan dengan tahun 2024 yang sebesar Rp2,09 triliun decrease of 9.60% compared to 2024, which amounted to IDR2.09
karena dilakukan reklasifikasi dari pajak dibayar dimuka jangka trillion, due to the reclassification from long-term prepaid taxes to
panjang ke pajak dibayar dimuka jangka pendek. short-term prepaid taxes.
BAGIAN TIDAK LANCAR DARI ASET REAL ESTAT NON-CURRENT PORTION OF REAL ESTATE ASSETS
Bagian tidak lancar dari aset real estat tahun 2025 sebesar Rp1,02 The non-current portion of real estate assets in 2025 amounted
triliun, menurun 4,23% dibandingkan dengan tahun 2024 yang to IDR1.02 trillion, representing a decrease of 4.23% compared to
sebesar Rp1,07 triliun. Hal tersebut disebabkan penjualan aset real 2024, which amounted to IDR1.07 trillion. This was attributable to
estat selama tahun 2025. the sale of real estate assets during 2025.
PROPERTI INVESTASI INVESTMENT PROPERTIES
Properti investasi tahun 2025 sebesar Rp381,58 miliar, meningkat Investment properties in 2025 amounted to IDR381.58 billion,
47,01% dibandingkan dengan tahun 2024 yang sebesar Rp259,55 representing an increase of 47.01% compared to 2024, which
miliar. Peningkatan tersebut disebabkan oleh adanya pemanfaatan amounted to IDR259.55 billion. This increase was attributable to the
sebagian aset tanah untuk disewakan sehingga dilakukan utilization of certain land assets for lease purposes, resulting in the
reklasifikasi aset tetap terhadap kenaikan properti investasi. reclassification of fixed assets into investment properties.
INVESTASI PADA ENTITAS ASOSIASI INVESTMENTS IN ASSOCIATES
Investasi pada entitas asosiasi tahun 2025 sebesar Rp45,63 miliar, Investments in associates in 2025 amounted to IDR45.63 billion,
turun 0,56% dibandingkan dengan tahun 2024 yang sebesar Rp45,89 representing a decrease of 0.56% compared to 2024, which
miliar. Hal tersebut seiring dengan share laba entitas asosiasi. amounted to IDR45.89 billion. This was in line with the share of
profit from associates.
INVESTASI PADA VENTURA BERSAMA INVESTMENTS IN JOINT VENTURES
Investasi pada ventura bersama merupakan bagian kontrak Investments in joint ventures represent contractual arrangements
pengaturan atau pengendalian bersama Perusahaan dan entitas or joint control between the Company and its subsidiaries in various
anak pada berbagai proyek dengan kisaran bagi hasil aset neto projects with net asset sharing ranging from 20% to 80%. On a
antara 20% sampai dengan 80%. Secara kumulatif, nilai investasi cumulative basis, investments in joint ventures in 2025 amounted
pada ventura bersama tahun 2025 sebesar Rp544,76 miliar, to IDR544.76 billion, representing a decrease of 13.90% compared
menurun 13,90% dibandingkan dengan tahun 2024 yang sebesar to 2024, which amounted to IDR632.71 billion.
Rp632,71 miliar.
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Management Discussion and Analysis
ASET TETAP FIXED ASSETS
Aset tetap tahun 2025 sebesar Rp2,91 triliun, menurun 12,30% Fixed assets in 2025 amounted to IDR2.91 trillion, representing a
dibandingkan dengan tahun 2024 yang sebesar Rp3,31 triliun. decrease of 12.30% compared to 2024, which amounted to IDR3.31
Penurunan ini terutama disebabkan oleh pemanfaatan sebagian trillion. This decrease was primarily attributable to the utilization of
aset tanah untuk disewakan, sehingga dilakukan reklasifikasi dari certain land assets for leasing purposes, resulting in the reclassification
aset tetap ke properti investasi. from property, plant and equipment to investment properties.
ASET TAK BERWUJUD INTANGIBLE ASSETS
Aset hak pengusahaan jalan tol merupakan hak konsesi yang Toll road concession rights assets represent concession rights
diberikan Pemerintah Republik Indonesia kepada Perseroan, granted by the Government of the Republic of Indonesia to the
melalui Perjanjian Pengusahaan Jalan Tol (PPJT) antara Perseroan Company through Toll Road Concession Agreements (PPJT) between
dan Badan Pengelola Jalan Tol (BPJT) berupa pengusahaan the Company and the Toll Road Regulatory Agency (BPJT), with
jalan tol dengan masa konsesi antara 36 sampai 50 tahun. Aset concession periods ranging from 36 to 50 years. Intangible assets
takberwujud tahun 2024 sebesar Rp136,64 triliun, meningkat 7,50% in 2025 amounted to IDR136.64 trillion, representing an increase of
dibandingkan dengan tahun 2024 yang sebesar Rp127,11 triliun. 7.50% compared to 2024, which amounted to IDR127.11 trillion.
GOODWILL GOODWILL
Goodwill tahun 2025 sebesar Rp56,30 miliar, turun 51,78% Goodwill in 2025 amounted to IDR56.30 billion, representing a
dibandingkan dengan tahun 2024 yang sebesar Rp116,74 miliar. decrease of 51.78% compared to 2024, which amounted to IDR116.74
Penurunan ini terutama disebabkan oleh adanya penurunan kinerja billion. This decrease was primarily attributable to a decline in the
pada cucu perusahaan. performance of the Company’s subsidiaries’ subsidiaries.
ASET PAJAK TANGGUHAN DEFERRED TAX ASSETS
Aset pajak tangguhan tahun 2025 sebesar Rp49,73 miliar, meningkat Deferred tax assets in 2025 amounted to IDR49.73 billion,
14,34% dibandingkan dengan tahun 2024 yang sebesar Rp43,50 representing an increase of 14.34% compared to 2024, which
miliar. Hal tersebut karena adanya penambahan terhadap aset amounted to IDR43.50 billion. This increase was attributable to
pajak tangguhan dari HKA, HKR dan HKI. additional deferred tax assets from HKA, HKR, and HKI.
KAS YANG DIBATASI PENGGUNAANNYA RESTRICTED CASH
Kas yang dibatasi penggunaannya tahun 2025 sebesar Rp45,34 Restricted cash in 2025 amounted to IDR45.34 billion, increasing by
miliar, meningkat 22.46% dibandingkan dengan tahun 2024 yang 22.46% compared to IDR37.02 billion in 2024. This increase was due
sebesar Rp37,02 miliar. Hal tersebut karena adanya peningkatan to higher cash collateral for loans.
kolateral kas atas pinjaman.
ASET KEUANGAN LAIN-LAIN OTHER FINANCIAL ASSETS
Aset keuangan lain-lain tahun 2025 sebesar Rp99,12 miliar, Other financial assets in 2025 amounted to IDR99.12 billion,
meningkat 35,00% dibandingkan dengan tahun 2024 yang representing an increase of 35.00% compared to 2024, which
sebesar Rp73,42 miliar. Hal tersebut karena adanya penambahan amounted to IDR73.42 billion. This increase was attributable to
penyertaan investasi selama tahun 2025. additional investment placements during 2025.
ASET TIDAK LANCAR LAIN-LAIN OTHER NON-CURRENT ASSETS
Aset tidak lancar lain-lain tahun 2025 sebesar Rp27,20 miliar, Other non-current assets in 2025 amounted to IDR27.20 billion,
menurun 52,28% dibandingkan dengan tahun 2024 yang sebesar representing a decrease of 52.28% compared to 2024, which
Rp56,99 miliar. Hal tersebut disebabkan oleh menurunnya secara amounted to IDR56.99 billion. This decrease was primarily
signifikan atas aset ventura bersama di tahun 2025. attributable to a significant decline in joint venture-related assets
in 2025.
Total Liabilitas Total Liabilities
Total liabilitas tahun 2025 sebesar Rp47,92 triliun, menurun 17,44% Total liabilities in 2025 amounted to IDR47.92 trillion, representing a
dibandingkan dengan tahun 2024 yang sebesar Rp58,04 triliun. Hal decrease of 17.44% compared to 2024, which amounted to IDR58.04
tersebut terutama berasal dari penurunan liabilitas jangka pendek trillion. This was primarily attributable to a decrease in short-term
pada tahun 2025, yang dipengaruhi oleh penurunan utang lain- liabilities in 2025, driven by a reduction in other payables and
lain dan utang pajak jangka pendek, serta penurunan utang usaha short-term tax payables, as well as a decrease in trade payables
sebesar Rp2 triliun dan pinjaman bank jangka pendek sebesar amounting to IDR2 trillion and short-term bank loans amounting to
Rp1,7 triliun. IDR1.7 trillion.
PT Hutama Karya (Persero)
2025 Annual Report 219
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Liabilitas Jangka Pendek Current Liabilities
Liabilitas jangka pendek tahun 2025 sebesar Rp21,09 triliun, Current liabilities in 2025 amounted to IDR21.09 trillion, representing
menurun 20,12% dibandingkan dengan tahun 2024 yang sebesar a decrease of 20.12% compared to 2024, which amounted to
Rp26,41 triliun. Hal tersebut terutama berasal dari penurunan IDR26.41 trillion. This decrease was primarily attributable to a
liabilitas dari utang lain-lain. reduction in other payables.
UTANG USAHA TRADE PAYABLES
Sejalan dengan ekspansi bisnis Perseroan, Hutama Karya In line with the Company’s business activities, trade payables in
membukukan penurunan utang usaha tahun 2025 sebesar 2025 amounted to IDR9.31 trillion, decreasing by 18.46% compared
Rp9,31 triliun, menurun 18,46% dibandingkan dengan tahun 2024 to IDR11.42 trillion in 2024. The decrease was attributable to
yang sebesar Rp11,42 triliun. Penurunan tersebut disebabkan a reduction in third-party trade payables to suppliers due to
berkurangnya utang usaha pihak ketiga dari pemasok karena accelerated payments.
percepatan pembayaran.
PINJAMAN JANGKA PENDEK SHORT-TERM BORROWINGS
Pinjaman jangka pendek tahun 2025 sebesar Rp4,20 triliun, Short-term borrowings in 2025 amounted to IDR4.20 trillion,
menurun 29,00% dibandingkan dengan tahun 2024 yang sebesar decreasing by 29.00% compared to IDR5.92 trillion in 2024. This
Rp5,92 triliun. Hal tersebut disebabkan selama tahun 2025 was attributable to the Company’s repayment of borrowings during
Perseroan melakukan pembayaran pinjaman. 2025.
UTANG LAIN-LAIN OTHER PAYABLES
Utang lain-lain tahun 2025 sebesar Rp1,09 triliun, menurun 64,08% Other payables in 2025 amounted to IDR1.09 trillion, decreasing by
dibandingkan dengan tahun 2024 yang sebesar Rp3,03 triliun. 64.08% compared to IDR3.03 trillion in 2024. . This decrease was due
Penurunan tersebut terjadi karena adanya pembayaran utang to the settlement of payables to PT Waskita Sriwijaya Tol related to
kepada PT Waskita Sriwijaya Tol terkait pengalihan hak konsesi atas the transfer of toll road concession rights for the Palembang–Betung
ruas tol Palembang – Betung sebesar Rp1,94 triliun. Toll Road amounting to IDR1.94 trillion.
UTANG RETENSI RETENTION PAYABLES
Utang retensi tahun 2025 sebesar Rp323,64 miliar, menurun Retention payables in 2025 amounted to IDR323.64 billion,
12,06% dibandingkan dengan tahun 2024 yang sebesar Rp368,01 decreasing by 12.06% compared to IDR368.01 billion in 2024. This
miliar. Hal tersebut seiring dengan penurunan utang retensi pada decrease was in line with lower retention balances from both
pihak berelasi turun sebesar 0,05% dan pihak ketiga turun sebesar related parties, which declined by 0.05%, and third parties, which
20,23%. decreased by 20.23%.
UTANG PAJAK TAXES PAYABLE
Utang pajak tahun 2025 sebesar Rp376,88 miliar, menurun 45,30% Tax payables in 2025 amounted to IDR376.88 billion, representing
dibandingkan dengan tahun 2024 yang sebesar Rp689,04 miliar. a decrease of 45.30% compared to 2024, which amounted to
Hal tersebut disebabkan oleh pembayaran kewajiban perpajakan IDR689.04 billion. This was attributable to the settlement of the
Perseroan kepada negara. Company’s tax obligations to the state during 2025.
UANG MUKA KONTRAK JANGKA PENDEK SHORT-TERM CONTRACT LIABILITIES
Uang muka kontrak jangka pendek tahun 2025 sebesar Rp273,40 Short-term contract liabilities in 2025 amounted to IDR273.40
miliar, menurun 32,52% dibandingkan dengan tahun 2024 yang billion, decreasing by 32.52% compared to IDR405.12 billion in
sebesar Rp405,12 miliar. Hal tersebut seiring dengan progres 2024. This decrease was in line with the progress of ongoing projects
pekerjaan di tahun berjalan. during the year.
AKRUAL DAN PROVISI ACCRUALS AND PROVISIONS
Akrual dan provisi tahun 2025 sebesar Rp3,79 triliun, menurun Accruals and provisions in 2025 amounted to IDR3.79 trillion,
1,99% dibandingkan dengan tahun 2024 yang sebesar Rp3,87 representing a decrease of 1.99% compared to 2024, which
triliun. Hal tersebut karena ada penurunan akrual di biaya pekerjaan amounted to IDR3.87 trillion. This was attributable to a decrease in
umum lapangan. accruals related to field general work expenses.
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Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
BAGIAN LANCAR ATAS PINJAMAN JANGKA PANJANG CURRENT PORTION OF LONG-TERM BORROWINGS
Bagian lancar atas pinjaman jangka panjang tahun 2025 sebesar The current portion of long-term loans in 2025 amounted to IDR1.37
Rp1,37 triliun, meningkat 336,43% dibandingkan dengan tahun trillion, representing an increase of 336.43% compared to 2024,
2024 yang sebesar Rp313,82 miliar. Hal tersebut karena dilakukan which amounted to IDR313.82 billion. This increase was attributable
reklasifikasi utang obligasi jangka panjang ke utang obligasi jangka to the reclassification of long-term bonds payable into short-term
pendek. bonds payable.
KEWAJIBAN IMBALAN KERJA JANGKA PENDEK SHORT-TERM EMPLOYEE BENEFITS LIABILITIES
Kewajiban imbalan kerja jangka pendek tahun 2025 sebesar Short-term employee benefit liabilities in 2025 amounted to
Rp354,99 miliar, menurun 8,84% dibandingkan dengan tahun 2024 IDR354.99 billion, representing a decrease of 8.84% compared to
yang sebesar Rp389,42 miliar. Hal tersebut terutama disebabkan 2024, which amounted to IDR389.42 billion. This decrease was
oleh penurunan akrual imbalan kerja. primarily attributable to a reduction in employee benefit accruals.
Liabilitas Jangka Panjang Non-Current Liabilities
Liabilitas jangka panjang tahun 2025 sebesar Rp28,83 triliun, Non-current liabilities in 2025 amounted to IDR28.83 trillion,
menurun 15,20% dibandingkan dengan tahun 2024 yang sebesar representing a decrease of 15.20% compared to 2024, which
Rp31,64 triliun. Penurunan tersebut disebabkan oleh pembayaran amounted to IDR31.64 trillion. The decrease was attributable to the
atas pinjaman bank jangka panjang yang dilakukan oleh Perseroan. repayment of long-term bank loans by the Company.
PINJAMAN JANGKA PANJANG – SETELAH DIKURANGI BAGIAN LONG-TERM BORROWINGS – NET OF CURRENT PORTION
YANG JATUH TEMPO DALAM SATU TAHUN
Pinjaman jangka panjang – setelah dikurangi bagian yang jatuh Long-term loans – net of current portion in 2025 amounted to
tempo dalam satu tahun tahun 2025 sebesar Rp24,42 triliun, IDR24.42 trillion, representing a decrease of 17.03% compared
menurun 17,03% dibandingkan dengan tahun 2024 yang sebesar to 2024, which amounted to IDR29.43 trillion. This decrease was
Rp29,43 triliun. Terdapat sejumlah pelunasan pokok pinjaman attributable to several principal loan repayments during 2025,
sepanjang tahun 2025, antara lain pelunasan pinjaman sindikasi including the syndicated loan repayment of ATP, partial principal
ATP, sebagian pokok pinjaman TBPPKA serta pelunasan pinjaman repayment of TBPPKA loans, and repayment of SMI Palindra loans.
SMI Palindra.
UANG MUKA KONTRAK JANGKA PANJANG LONG-TERM CONTRACT LIABILITIES
Uang muka kontrak jangka panjang tahun 2025 sebesar Rp72,00 Long-term contract liabilities in 2025 amounted to IDR72.00 billion,
miliar, menurun 40,56% dibandingkan dengan tahun 2024 yang decreasing by 40.56% compared to IDR121.13 billion in 2024. The
sebesar Rp121,13 miliar. Penurunan tersebut disebabkan turunnya decrease was due to lower contract advances from third parties.
uang muka kontrak dari pihak ketiga.
AKRUAL DAN PROVISI ACCRUALS AND PROVISIONS
Akrual dan provisi tahun 2025 sebesar Rp776,41 miliar, meningkat Accruals and provisions in 2025 amounted to IDR776.41 billion,
72,76% dibandingkan dengan tahun 2024 yang sebesar Rp449,41 representing an increase of 72.76% compared to 2024, which
miliar. Kenaikan tersebut disebabkan meningkatnya akrual untuk amounted to IDR449.41 billion. This increase was attributable to
perbaikan jalan tol. higher accruals for toll road maintenance.
KEWAJIBAN IMBALAN KERJA JANGKA PANJANG LONG-TERM EMPLOYEE BENEFITS LIABILITIES
Kewajiban imbalan kerja jangka panjang tahun 2025 sebesar Long-term employee benefit liabilities in 2025 amounted to
Rp115,52 miliar, menurun 29,79% dibandingkan dengan tahun IDR115.52 billion, representing a decrease of 29.79% compared
2024 yang sebesar Rp164,52 miliar. Hal tersebut terutama berasal to 2024, which amounted to IDR164.52 billion. This decrease was
dari penurunan akrual imbalan kerja. primarily attributable to a reduction in employee benefit accruals.
LIABILITAS PAJAK TANGGUHAN DEFERRED TAX LIABILITIES
Liabilitas pajak tangguhan tahun 2025 sebesar Rp901,33 miliar, Deferred tax liabilities in 2025 amounted to IDR901.33 billion,
meningkat 29,01% dibandingkan dengan tahun 2024 yang sebesar representing an increase of 29.01% compared to 2024, which
Rp698,64 miliar. Peningkatan tersebut dikarenakan terdapat amounted to IDR698.64 billion. This increase was attributable
beberapa ruas JTTS yang telah resmi beroperasi dengan tarif pada to several toll road sections under the Trans Sumatra Toll Road
tahun 2025 sehingga terdapat kenaikan perhitungan amortisasi (JTTS) that have officially commenced operations with applicable
yang berdampak pajak terutangnya. tariffs in 2025, resulting in higher amortization calculations and
corresponding tax liabilities.
PT Hutama Karya (Persero)
2025 Annual Report 221
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UTANG TIDAK LANCAR LAIN-LAIN OTHER NON-CURRENT PAYABLES
Utang tidak lancar lain-lain tahun 2025 sebesar Rp1,03 miliar, Other non-current payables in 2025 amounted to IDR1.03 billion,
menurun 92,38% dibandingkan dengan tahun 2024 yang sebesar representing a decrease of 92.38% compared to 2024, which
Rp13,48 miliar. Penurunan tersebut terutama berasal dari turunnya amounted to IDR13.48 billion. This decrease was primarily
utang tidak lancar lain-lain dari pihak ketiga. attributable to lower other non-current payables from third parties.
UTANG RETENSI RETENTION PAYABLES
Utang retensi tahun 2025 sebesar Rp542,72 miliar, menurun 28,59% Retention payables in 2025 amounted to IDR542.72 billion,
dibandingkan dengan tahun 2024 yang sebesar Rp759,98 miliar. representing a decrease of 28.59% compared to 2024, which
Penurunan tersebut karena dilakukan reklasifikasi utang retensi amounted to IDR759.98 billion. This decrease was due to the
jangka panjang ke utang retensi jangka pendek. reclassification of long-term retention payables into short-term
retention payables.
Ekuitas Equity
Ekuitas tahun 2025 sebesar Rp141,17 triliun, meningkat 2,30% Equity in 2025 amounted to IDR141.17 trillion, representing an
dibandingkan dengan tahun 2024 yang sebesar Rp138,00 triliun. increase of 2.30% compared to 2024, which amounted to IDR138.00
Hal tersebut disebabkan oleh peningkatan laba tahun berjalan. trillion. This increase was attributable to higher profit for the year.
Modal Saham Share Capital
Modal saham tahun 2025 sebesar Rp131,64 triliun, tidak mengalami Share capital in 2025 amounted to IDR131.64 trillion, with no change
perubahan dibandingkan dengan tahun 2024 sebesar Rp131,64 compared to 2024, which also amounted to IDR131.64 trillion.
triliun.
Tambahan Modal Disetor Additional Paid-In Capital
Tambahan modal disetor tahun 2025 sebesar Rp44,04 miliar, tidak Additional paid-in capital in 2025 amounted to IDR44.04 billion, with
mengalami perubahan dibandingkan dengan tahun 2024 yang no change compared to 2024, which also amounted to IDR44.04
sebesar Rp44,04 miliar. billion.
Cadangan Revaluasi Aset Tetap Revaluation Reserve of Fixed Assets
Cadangan revaluasi aset tetap tahun 2025 sebesar Rp775,28 miliar, Revaluation reserve for property, plant and equipment in 2025
meningkat 4,66% dibandingkan dengan tahun 2024 yang sebesar amounted to IDR775.28 billion, representing an increase of 4.66%
Rp740,78 miliar. Hal tersebut dikarenakan Perseroan melakukan compared to 2024, which amounted to IDR740.78 billion. This was
penilaian kembali atas aset tetap. attributable to the Company’s revaluation of its fixed assets.
Saldo Laba/(Akumulasi Rugi) Retained Earnings/(Accumulated Losses)
Saldo laba/(akumulasi rugi) tahun 2025 sebesar Rp8,11 triliun, Retained earnings (accumulated losses) in 2025 amounted to
meningkat 75,54% dibandingkan dengan tahun 2024 yang sebesar IDR8.11 trillion, representing an increase of 75.54% compared
Rp4,62 triliun. Hal tersebut disebabkan oleh peningkatan laba to 2024, which amounted to IDR4.62 trillion. This increase was
tahun berjalan. attributable to higher profit for the year.
Ekuitas Yang Dapat Diatribusikan Equity Attributable to Owners of the Parent
Ekuitas yang dapat diatribusikan tahun 2025 sebesar Rp141,17 Equity attributable to owners of the parent entity in 2025 amounted
triliun, meningkat 2,30% dibandingkan dengan tahun 2024 yang to IDR141.17 trillion, representing an increase of 2.30% compared
sebesar Rp138,00 triliun. Hal tersebut disebabkan oleh peningkatan to 2024, which amounted to IDR138.00 trillion. This increase was
laba tahun berjalan. attributable to higher profit for the year.
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Analisis dan Pembahasan Manajemen atas Kinerja
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Laporan Laba Rugi dan Penghasilan Consolidated Statement of Profit or Loss and
Komprehensif Lain Konsolidasian other Comprehensive Income
Tabel Laporan Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasian
Table of Consolidated Statement of Profit or Loss and Other Comprehensive Income
(dalam jutaan Rupiah / in million Rupiah)
Pertumbuhan
Growth
Uraian 2025 2024 Description
Nominal
%
Amount
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pendapatan 25,132,919 30,252,293 (5,119,374) (16.92%) Revenue
Beban pokok pendapatan (21,271,951) (25,978,271) 4,706,320 (18.12%) Cost of revenue
Laba bruto 3,860,968 4,274,022 (413,054) (9.66%) Gross profit
Beban penjualan (15,178) (39,940) 24,762 (62.00%) Selling expenses
Beban umum dan administrasi (1,106,057) (1,221,718) 115,661 (9.47%) General and administrative expenses
Beban penurunan nilai piutang 526,596 (142,147) 668,743 (470.46%) Impairment loss on receivables
Beban pajak penghasilan final (592,862) (662,452) 69,590 (10.50%) Final income tax expense
Bagian atas laba bersih entitas Share of net profit of associates and
290,462 452,433 (161,971) (35.80%)
asosiasi dan ventura bersama joint ventures
Beban lain-lain, bersih (226,605) (176,955) (49,650) 28.06% Other expenses, net
Laba usaha 2,737,324 2,483,243 254,081 10.23% Operating profit
Penghasilan keuangan 1,890,461 2,168,801 (278,340) (12.83%) Finance income
Biaya keuangan (1,241,216) (1,643,551) 402,335 (24.48%) Finance costs
Kerugian dari selisih kurs, bersih (10,617) (22,714) 12,097 (53.26%) Foreign exchange loss, net
Laba sebelum pajak penghasilan 3,375,952 2,985,779 390,173 13.07% Profit before income tax
Beban pajak penghasilan (287,369) (219,257) (68,112) 31.06% Income tax expense
Laba tahun berjalan 3,088,583 2,766,522 322,061 11.64% Profit for the year
Penghasilan komprehensif lain Other comprehensive income
Pos-pos yang tidak akan direklasifikasi Items that will not be reclassified to
ke laba rugi: profit or loss::
Keuntungan revaluasi tanah 34,499 - 34,499 100.00% Gain on revaluation of land
Pengukuran kembali imbalan Remeasurement of post-
54,536 5,416 49,120 906.94%
pascakerja employment benefits
Jumlah laba komprehensif tahun Total comprehensive income for
3,177,618 2,771,938 405,680 14.64%
berjalan the year
Laba tahun berjalan yang dapat
Profit for the year attributable to:
diatribusikan kepada:
Pemilik entitas induk 3,290,426 2,731,253 559,173 20.47% Owners of the parent
Kepentingan non-pengendali (201,843) 35,269 (237,112) (672.30%) Non-controlling interests
3,088,583 2,766,522 322,061 11.64%
PT Hutama Karya (Persero)
2025 Annual Report 223
Page 224
Pertumbuhan
Growth
Uraian 2025 2024 Description
Nominal
%
Amount
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Jumlah laba komprehensif tahun
Total comprehensive income for the
berjalan yang dapat diatribusikan
year attributable to:
kepada:
Pemilik entitas induk 3,379,461 2,736,669 642,792 23.49% Owners of the parent
Kepentingan non-pengendali (201,843) 35,269 (237,112) (672.30%) Non-controlling interests
3,177,618 2,771,938 405,680 14.64%
Laba per saham - Dasar dan Dilusian Earnings per share – Basic and
24,995 22,062 2,933 13.29%
(Rupiah penuh) Diluted (full Rupiah)
Pendapatan Revenue
Pendapatan tahun 2025 sebesar Rp25,13 triliun, turun 16,92% Revenue in 2025 amounted to IDR25.13 trillion, representing a
dibandingkan dengan tahun 2024 yang sebesar Rp30,25 triliun. decrease of 16.92% compared to 2024, which amounted to IDR30.25
Hal tersebut disebabkan oleh menurunnya perolehan kontrak, trillion. This was attributable to a decline in contract acquisition, the
selesainya konstruksi Ruas Padang – Sicincin dan mulai completion of the Padang–Sicincin Section and its commencement
beroperasinya ruas tersebut sejak Agustus 2025 serta selesainya of operations since August 2025, as well as the completion of the
sebagian besar proyek IKN yang mencapai progres tinggi pada 2024. majority of IKN projects, which had reached a high level of progress
in 2024.
Beban Pokok Pendapatan Cost of Revenue
Beban pokok pendapatan Hutama Karya tahun 2025 sebesar Cost of revenue in 2025 amounted to IDR21.27 trillion, representing
Rp21,27 triliun, turun 18,12 % dibandingkan dengan tahun 2024 a decrease of 18.12% compared to 2024, which amounted to
yang sebesar Rp25,98 triliun. Penurunan tersebut terjadi seiring IDR25.98 trillion. The decline occurred in line with a decrease in
dengan penurunan pendapatan usaha serta rasio beban pokok operating income as well as a lower cost of revenue to revenue ratio,
pendapatan terhadap pendapatan tahun 2025 sebesar 84,64% which stood at 84.64% in 2025 compared to 85.87% in 2024.
dibandingkan dengan tahun 2024 sebesar 85,87%.
Laba Bruto Gross Profit
Hutama Karya mengalami penurunan Laba bruto tahun 2025 Hutama Karya experienced a decrease in gross profit in 2025 to
sebesar Rp3,86 triliun, dibandingkan dengan tahun 2024 sebesar IDR3.86 trillion, compared to IDR4.27 trillion in 2024. The gross
Rp4,27 triliun. Secara rasio margin laba bruto mengalami profit margin ratio increased in 2025 to 15.36% compared to 14.13%
peningkatan pada tahun 2025 sebesar 15,36% dibandingkan tahun in 2024.
2024 sebesar 14,13%.
Beban Penjualan Selling Expenses
Beban penjualan tahun 2025 sebesar Rp15,18 miliar, turun 62,00% Selling expenses in 2025 amounted to IDR15.18 billion, representing
dibandingkan dengan tahun 2024 yang sebesar Rp39,94 miliar. Hal a decrease of 62.00% compared to 2024, which amounted to
tersebut salah satunya yang signifikan terjadi yakni penurunan IDR39.94 billion. This decrease was primarily attributable to a
biaya promosi/ iklan oleh Bhirawa Steel (BS). significant reduction in promotional and advertising expenses by
Bhirawa Steel (BS).
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Management Discussion and Analysis
Beban Umum dan Administrasi General and Administrative Expenses
Beban umum dan administrasi tahun 2025 sebesar Rp1,10 triliun, General and administrative expenses in 2025 amounted to IDR1.10
turun 9,47% dibandingkan dengan tahun 2024 yang sebesar Rp1,22 trillion, representing a decrease of 9.47% compared to 2024, which
triliun. Hal tersebut disebabkan penurunan pada beban umum. amounted to IDR1.22 trillion. This decrease was attributable to
lower general expenses.
Pemulihan/(Penurunan) Nilai Piutang Impairment of Receivables
Pemulihan nilai piutang tahun 2025 sebesar Rp0,52 triliun, Impairment of receivables in 2025 amounted to IDR526,596 million,
berbanding terbalik dengan 2024 yang mencatatkan penurunan compared to impairment loss of IDR142,147 million in 2024. This
nilai piutang sebesar Rp0,14 triliun. Hal tersebut terjadi karena was mainly driven by the recovery of receivables from PT Cempaka
adanya pemulihan piutang PT Cempaka Surya Kencana pada HKR Surya Kencana under HKR amounting to IDR543 billion, as well as
sebesar Rp543 miliar dan pemulihan piutang proyek EPC dan recovery from EPC and Building projects.
Gedung masing masing sebesar Rp58 miliar dan Rp21 miliar.
Beban Pajak Penghasilan Final Final Income Tax Expense
Beban pajak penghasilan final tahun 2025 sebesar Rp592,86 miliar, Final tax expense in 2025 amounted to IDR592,862 million,
turun 10,50% dibandingkan dengan tahun 2024 yang sebesar representing a decrease of 10.50% compared to 2024, which
Rp662,45 miliar. Hal tersebut disebabkan seiring dengan penurunan amounted to IDR662,452 million. This was attributable to the
pendapatan jasa konstruksi. decline in construction service revenues.
Bagian Atas Laba Bersih Entitas Asosiasi dan Share of Net Profit of Associates and Joint
Ventura Bersama Ventures
Bagian atas laba bersih entitas asosiasi dan ventura bersama tahun Share of profit of associates and joint ventures in 2025 amounted to
2025 sebesar Rp290,46 miliar, turun 35,80% dibandingkan dengan IDR290,462 million, representing a decrease of 35.80% compared to
tahun 2024 yang sebesar Rp452,43 miliar. Penurunan tersebut 2024, which amounted to IDR452,433 million. This decrease was in
seiring dengan penurunan distribusi laba yang diterima Grup. line with lower profit distributions received by the Group.
Beban Lain-Lain, Bersih Other Expenses, Net
Beban lain-lain, bersih tahun 2025 sebesar Rp226,61 miliar, Other expenses, net in 2025 amounted to IDR226.61 billion,
meningkat 28,06% dibandingkan dengan tahun 2024 yang sebesar representing an increase of 28.06% compared to 2024, which
Rp176,95 miliar. Hal tersebut disebabkan kenaikan kerugian rupa amounted to IDR176.95 billion. This increase was attributable to
rupa pada tahun 2025. higher miscellaneous losses in 2025.
Laba Usaha Operating Profit
Laba usaha tahun 2025 sebesar Rp2,73 triliun, meningkat 10,23% Operating income in 2025 amounted to IDR2.73 trillion, representing
dibandingkan dengan tahun 2024 yang sebesar Rp2,48 triliun. Hal an increase of 10.23% compared to 2024, which amounted to IDR2.48
tersebut didorong oleh peningkatan margin laba kotor sebagai hasil trillion. This was driven by an increase in gross profit margin as a
efisiensi operasi, serta didukung oleh efisiensi beban umum dan result of operational efficiency, supported by efficiency in general
usaha dan pemulihan piutang. and administrative expenses and the recovery of receivables.
Penghasilan Keuangan Finance Income
Penghasilan keuangan tahun 2025 sebesar Rp1,89 triliun, turun Finance income in 2025 amounted to IDR1.89 trillion, representing a
12,83% dibandingkan dengan tahun 2024 yang sebesar Rp2,17 decrease of 12.83% compared to 2024, which amounted to IDR2.17
triliun. Penurunan tersebut disebabkan oleh penurunan deposito trillion. This decrease was attributable to lower time deposits in
pada tahun 2025. 2025.
PT Hutama Karya (Persero)
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Biaya Keuangan Finance Costs
Biaya keuangan tahun 2025 sebesar Rp1,24 triliun, menurun 24,48% Finance costs in 2025 amounted to IDR1.24 trillion, representing a
dibandingkan dengan tahun 2024 yang sebesar Rp1,64 triliun. Hal decrease of 24.48% compared to 2024, which amounted to IDR1.64
tersebut selaras dengan penurunan saldo pinjaman bank/ non bank trillion. This was in line with lower bank and non-bank loan balances
serta penurunan suku bunga. as well as lower interest rates.
Kerugian Dari Selisih Kurs, Bersih Foreign Exchange Loss, Net
Kerugian dari selisih kurs, bersih tahun 2025 sebesar Rp10,62 miliar, Foreign exchange loss, net in 2025 amounted to IDR10.62 billion,
turun 53,26% dibandingkan dengan tahun 2024 yang mencatatkan representing a decrease of 53.26% compared to 2024, which
kerugian dari selisih kurs, bersih sebesar Rp22,71 miliar. Hal tersebut recorded a foreign exchange loss, net of IDR22.71 billion. This was
terkait dengan Global Medium Term Notes (GMTN). related to Global Medium Term Notes (GMTN).
Laba Sebelum Pajak Penghasilan Profit Before Income Tax
Laba sebelum pajak penghasilan tahun 2025 sebesar Rp3,38 Profit before income tax in 2025 amounted to IDR3.38 trillion,
triliun, meningkat 13,07% dibandingkan dengan tahun 2024 yang representing an increase of 13.07% compared to 2024, which
sebesar Rp2,99 triliun. Hal tersebut dipengaruhi oleh peningkatan amounted to IDR2.99 trillion. This was influenced by an increase in
margin laba kotor sebagai hasil efisiensi operasi, serta didukung gross profit margin as a result of operational efficiency, supported
oleh efisiensi beban umum dan usaha, pemulihan piutang, dan by efficiency in general and administrative expenses, recovery of
pengendalian beban keuangan. receivables, and control of finance costs.
Beban Pajak Penghasilan Income Tax Expense
Beban pajak penghasilan tahun 2025 sebesar Rp287,37 miliar, Income tax expense in 2025 amounted to IDR287.37 billion,
meningkat 31,06% dibandingkan dengan tahun 2024 yang sebesar representing an increase of 31.06% compared to 2024, which
Rp219,26 miliar. Hal tersebut karena peningkatan biaya pajak amounted to IDR219.26 billion. This increase was attributable to
tangguhan pada tahun 2025. higher deferred tax benefit expense in 2025.
Laba Tahun Berjalan Profit for the Year
Laba tahun berjalan tahun 2025 sebesar Rp3,09 triliun, meningkat Profit for the year in 2025 amounted to IDR3.09 trillion, representing
11,64% dibandingkan dengan tahun 2024 yang sebesar Rp2,77 an increase of 11.64% compared to 2024, which amounted to
triliun. Hal tersebut dipengaruhi oleh peningkatan margin laba IDR2.77 trillion. This was influenced by an increase in gross profit
kotor sebagai hasil efisiensi operasi, serta didukung oleh efisiensi margin as a result of operational efficiency, supported by efficiency
beban umum dan usaha, pemulihan piutang, dan pengendalian in general and administrative expenses, recovery of receivables, and
beban keuangan. control of finance costs.
Laba tahun berjalan yang diatribusikan kepada pemilik entitas induk Profit for the year attributable to owners of the parent entity in 2025
tahun 2025 sebesar Rp3,29 triliun, meningkat 20,47% dibandingkan amounted to IDR3.29 trillion, representing an increase of 20.47%
dengan tahun 2024 yang sebesar Rp2,73 triliun. Sedangkan laba compared to 2024, which amounted to IDR2.73 trillion. Meanwhile,
tahun berjalan yang diatribusikan kepada kepentingan non- profit for the year attributable to non-controlling interests in 2025
pengendali tahun 2025 sebesar -Rp201,84 miliar, menurun 672,30% amounted to negative IDR201.84 billion, representing a decrease
dibandingkan dengan tahun 2024 yang sebesar Rp35,27 miliar. of 672.30% compared to 2024, which amounted to IDR35.27 billion.
Penghasilan Komprehensif Lain Other Comprehensive Income
Penghasilan komprehensif lain tahun 2025 sebesar Rp89,03 miliar, Other comprehensive income in 2025 amounted to IDR89.03 billion,
meningkat 1.543,92% dibandingkan dengan tahun 2024 yang representing an increase of 1,543.92% compared to 2024, which
sebesar Rp5,41 miliar. Peningkatan tersebut disebabkan kenaikan amounted to IDR5.41 billion. This increase was attributable to
pos-pos yang tidak akan direklasifikasi ke laba rugi dari keuntungan higher items that will not be reclassified to profit or loss, arising from
revaluasi tanah dan pengukuran kembali imbalan pascakerja. land revaluation gains and remeasurement of post-employment
benefits.
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Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
Laba Komprehensif Tahun Berjalan Total Comprehensive Income for the Year
Laba komprehensif tahun berjalan tahun 2025 sebesar Rp3,17 Comprehensive income for the year 2025 amounted to IDR3.17
triliun, meningkat 14,64% dibandingkan dengan tahun 2024 yang trillion, representing an increase of 14.64% compared to 2024,
sebesar Rp2,77 triliun. Peningkatan tersebut sejalan dengan which amounted to IDR2.77 trillion. This increase was in line with
pertumbuhan laba tahun berjalan. the growth in profit for the year.
Laba komprehensif tahun berjalan yang diatribusikan kepada Comprehensive income for the year attributable to owners of the
pemilik entitas induk tahun 2025 sebesar Rp3,29 triliun, meningkat parent entity in 2025 amounted to IDR3.29 trillion, representing
20,47% dibandingkan dengan tahun 2024 yang sebesar Rp2,73 an increase of 20.47% compared to 2024, which amounted to
triliun. Sedangkan dengan laba komprehensif tahun berjalan yang IDR2.73 trillion. Meanwhile, total comprehensive income for the
diatribusikan kepada kepentingan non-pengendali tahun 2025 year attributable to non-controlling interests in 2025 amounted
sebesar -Rp201,84 miliar, menurun 672,30% dibandingkan dengan to negative IDR201.84 billion, representing a decrease of 672.30%
tahun 2024 yang sebesar Rp35,27 miliar. compared to 2024, which amounted to IDR35.27 billion.
Laba Per Saham - Dasar dan Dilusian Earnings Per Share – Basic And Diluted
Laba per saham - dasar dan dilusian tahun 2025 sebesar Rp24,995, Earnings per share – basic and diluted in 2025 amounted to
meningkat 13,29% dibandingkan dengan tahun 2024 yang sebesar IDR24,995, representing an increase of 13.29% compared to 2024,
Rp22,062. Hal tersebut disebabkan oleh kenaikan pada laba tahun which amounted to IDR22,062. This increase was attributable to
berjalan. higher profit for the year.
Laporan Arus Kas Konsolidasian Consolidated Statement of Cash Flows
Tabel Laporan Arus Kas Konsolidasian
Table of Consolidated Statement of Cash Flows
(dalam jutaan Rupiah / in million Rupiah)
Pertumbuhan
Growth
Uraian 2025 2024 Description
Nominal
%
Amount
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3) (1)
Arus kas dari aktivitas operasi Cash flows from operating activities
Penerimaan dari pelanggan 11,914,850 12,202,085 (287,235) (2.35%) Receipts from customers
Pembayaran kepada pemasok dan
(10,109,207) (14,017,777) 3,908,570 (27.88%) Payments to suppliers and others
lain-lain
Pembayaran kepada karyawan (811,854) (692,092) (119,762) 17.30% Payments to employees
Kas yang dihasilkan dari operasi 993,789 (2,507,784) 3,501,573 (139.63%) Cash generated from operations
Penerimaan bunga 1,290,179 1,738,402 (448,223) (25.78%) Interest received
Pembayaran beban keuangan (1,166,550) (1,651,654) 485,104 (29.37%) Payments of finance costs
Pembayaran pajak penghasilan (157,627) (64,275) (93,352) 145.24% Payments of income tax
Pembayaran pajak final (539,791) (554,851) 15,060 (2.71%) Payments of final tax
Penerimaan pengembalian pajak Receipts of corporate income tax
58,563 20,203 38,360 189.87%
penghasilan badan refunds
Penerimaan pengembalian pajak 675,947 1,063,849 (387,902) (36.46%) Receipts of tax refunds
Arus kas bersih diperoleh dari/ Net cash provided by/(used in)
1,154,510 (1,956,110) 3,110,620 (159.02%)
(digunakan untuk) aktivitas operasi operating activities
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Pertumbuhan
Growth
Uraian 2025 2024 Description
Nominal
%
Amount
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3) (1)
Arus kas dari aktivitas investasi Cash flows from investing activities
Perolehan aset hak pengusahaan Acquisition of toll road concession
(17,439,866) (15,761,081) (1,678,785) 10.65%
jalan tol rights
Perolehan aset tak berwujud lainnya - (10,551) 10,551 (100.00%) Acquisition of other intangible assets
Penerimaan pelunasan investasi Proceeds from settlement of other
1,200,000 - 1,200,000 100.00%
lain-lain investments
Penambahan dana talangan
(56,987) (120,768) (63,781) (52.81%) Advances for land acquisition
pembebasan lahan
Penerimaan kembali dana talangan Repayment of land acquisition
34,164 189,218 (155,054) (81,94%)
pembebasan lahan bridging fund
Perolehan aset tetap (62,690) (62,894) 204 (0.32%) Acquisition of fixed assets
Penempatan kas yang dibatasi
(1,127,389) (3,740,306) 2,612,917 (69.86%) Placement of restricted cash
penggunaannya
Penerimaan dividen dari ventura
351,378 288,904 62,474 21.62% Dividends received from joint ventures
bersama
Penerimaan atas penjualan hak Proceeds from sale of toll road
5,504,636 - 5,504,636 100.00%
konsesi jalan tol concession rights
Penambahan atas investasi ventura Additions to investments in joint
(35,098) (212,064) 176,966 (83.45%)
bersama ventures
Penambahan atas investasi lainnya (25,701) (8,197) (17,504) 213.54% Additions to other investments
Arus kas bersih digunakan untuk
(11,657,553) (19,437,739) 7,780,186 (40.03%) Net cash used in investing activities
aktivitas investasi
Arus kas dari aktivitas pendanaan Cash flows from financing activities
Investasi modal pemerintah - 18,604,000 (18,604,000) (100.00%) Government capital injection
Penerimaan pinjaman jangka pendek 6,590,984 7,558,258 (967,274) (12.80%) Proceeds from short-term borrowings
Pembayaran pinjaman jangka pendek (8,319,803) (5,184,921) (3,134,882) 60.46% Repayment of short-term borrowings
Penerimaan pinjaman jangka panjang 1,061,872 - 1,061,872 100.00% Proceeds from long-term borrowings
Pembayaran pinjaman jangka panjang (5,445,576) (1,746,858) (3,698,718) 211.74% Repayment of long-term borrowings
Pembayaran liabilitas sewa (93,914) (161,017) 67,103 (41.67%) Payments of lease liabilities
Arus kas bersih (digunakan untuk)/ Net cash (used in)/provided by
(6,206,437) 19,069,462 (25,275,899) (132.55%)
diperoleh dari aktivitas pendanaan financing activities
Net decrease in cash and cash
Penurunan bersih kas dan setara kas (16,709,480) (2,324,388) (14,385,093) 618.88%
equivalents
Cash and cash equivalents at the
Kas dan setara kas pada awal tahun 36,769,029 39,059,927 (2,290,898) (5.87%)
beginning of the year
Pengaruh selisih kurs 37,661 33,490 4,171 12.45% Effect of foreign exchange differences
Cash and cash equivalents at the
Kas dan setara kas pada akhir tahun 20,097,210 36,769,029 (16,671,820) (45.34%)
end of the year
Arus Kas dari Aktivitas Operasi Cash Flows from Operating Activities
Arus kas bersih diperoleh dari aktivitas operasi tahun 2025 sebesar Net cash provided by operating activities in 2025 amounted to
Rp1,15 triliun berbanding terbalik dengan tahun 2024 yang IDR1.15 trillion, in contrast to 2024 which recorded net cash used in
mencatatkan arus kas bersih digunakan untuk aktivitas operasi operating activities of -IDR1.96 trillion. This was partly attributable
sebesar -Rp1,96 triliun. Hal tersebut salah satunya disebabkan to a significant increase in cash generated from operations.
oleh adanya peningkatan siginifikan pada kas yang dihasilkan pada
operasi.
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Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
Arus Kas dari Aktivitas Investasi Cash Flows from Investing Activities
Arus kas bersih digunakan untuk aktivitas investasi tahun 2025 Net cash used in investing activities in 2025 amounted to -IDR11.66
sebesar -Rp11,66 triliun, meningkat 40,03% dibandingkan dengan trillion, increasing by 40.03% compared to net cash used in investing
kas bersih digunakan untuk aktivitas investasi tahun 2024 sebesar activities in 2024 of -IDR19.43 trillion. This was driven by the receipt
-Rp19,43 triliun. Hal tersebut disebabkan oleh penerimaan of payment from the transfer of concessions for the Bakauheni–
pembayaran atas pengalihan konsesi Jalan Tol Bakauheni– Terbanggi Besar and Medan–Binjai toll roads to PT Swarna Investasi
Terbanggi Besar dan Medan–Binjai kepada PT Swarna Investasi Indonesia in June 2025, as well as the recognition of concession
Indonesia pada Juni 2025, serta perolehan aset konsesi sebesar assets amounting to IDR17.4 trillion and restricted cash placements
Rp17,4 triliun dan penempatan kas yang dibatasi penggunaannya amounting to IDR1.1 trillion.
sebesar Rp1,1 triliun.
Arus Kas dari Aktivitas Pendanaan Cash Flows from Financing Activities
Arus kas bersih digunakan untuk aktivitas pendanaan tahun 2025 Net cash used in financing activities in 2025 amounted to -IDR6.20
sebesar -Rp6,20 triliun, berbanding terbalik dengan tahun 2024 trillion, in contrast to 2024 which recorded net cash provided
yang mencatatkan kas bersih diperoleh dari aktivitas pendanaan by financing activities of IDR19.07 trillion. This was primarily
tahun yang sebesar Rp19,07 triliun. Hal tersebut terutama attributable to the absence of government capital investment in
disebabkan oleh tidak adanya investasi modal dari pemerintah 2025, as well as an increase in the repayment of short-term and
di tahun 2025, serta meningkatnya pembayaran pinjaman jangka long-term borrowings.
pendek dan panjang.
Kemampuan Membayar Utang dan Debt Payment Ability and Receivables
Kolektibilitas Piutang Collectibility
Kemampuan Membayar Utang Ability to Pay Debt
Perlindungan Hak Kreditur Creditor Rights Protection
Perusahaan menjamin hak kreditur sesuai dengan perjanjian The Company safeguards creditors’ rights in accordance with
kerjasama dengan masing-masing kreditur. Dalam pelaksanaannya, the cooperation agreements with each respective creditor. In
Perusahaan berkomitmen untuk senantiasa memenuhi kewajiban its implementation, the Company is committed to consistently
pembayaran secara tepat waktu sebagai bentuk tanggung jawab fulfilling its payment obligations in a timely manner as a form of
dalam menjaga kepercayaan dan reputasi Perusahaan. responsibility in maintaining trust and the Company’s reputation.
Kemampuan Membayar Utang Jangka Pendek Short-Term Debt Servicing Capacity (Liquidity)
(Likuiditas)
Uraian mengenai kemampuan Perseroan dalam memenuhi dan A description of the Company’s ability to meet and manage its
mengelola kewajiban utang jangka pendek beserta indikator short-term debt obligations, along with relevant liquidity indicators,
likuiditas yang relevan disampaikan sebagai berikut. is presented as follows.
Tabel Kemampuan Membayar Utang Jangka Pendek
Table of Short-Term Debt Servicing Capacity
(dalam % / in %)
Kenaikan/Penurunan
Uraian 2025 2024 Description
Increase/Decrease
(1) (2) (3) (4) = (2)-(3) (1)
Rasio Kas 95.27 139.24 (43.97) Cash ratio
Rasio Cepat 101.24 144.42 (43.17) Quick ratio
Rasio Lancar 171.09 213.81 (42.71) Current ratio
PT Hutama Karya (Persero)
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Pada tahun 2025, rasio kas tercatat sebesar 95,27%, menurun sebesar In 2025, the cash ratio was recorded at 95.27%, decreasing by
43,97% dibandingkan dengan tahun 2024 yang sebesar 139,24%. 43.97% compared to 139.24% in 2024. This decrease was due to a
Penurunan ini disebabkan oleh menurunnya utang jangka pendek decline in short-term debt as well as a reduction in cash and cash
serta turunnya jumlah kas dan setara kas yang dimiliki perusahaan. equivalents held by the Company.
Sejalan dengan itu, rasio cepat mengalami penurunan menjadi 101,24% In line with this, the quick ratio decreased to 101.24% in 2025, down
pada tahun 2025, turun sebesar 43,17% dari tahun sebelumnya sebesar by 43.17% from 144.42% in the previous year. This decline reflects a
144,42%. Penurunan ini mencerminkan penurunan aset lancar. decrease in current assets.
Rasio lancar mengalami penurunan dari 213,81% pada tahun The current ratio decreased from 213.81% in 2024 to 171.09% in
2024 menjadi 171,09% di tahun 2025, atau turun sebesar 42,71%. 2025, or down by 42.71%. This decrease occurred as the reduction
Penurunan ini terjadi karena penurunan utang lancar yang lebih in current liabilities was smaller than the decrease in current assets.
kecil dibandingkan penurunan aset lancar.
Kemampuan Membayar Utang Jangka Panjang Long-Term Debt Servicing Capacity
(Solvabilitas) (Solvency)
Kemampuan Perseroan dalam memenuhi kewajiban utang jangka The Company’s ability to meet its long-term debt obligations
panjang (solvabilitas) dijelaskan sebagai berikut. (solvency) is presented as follows.
Tabel Kemampuan Membayar Utang Jangka Panjang
Table of Long-Term Debt Servicing Capacity
(dalam % / in %)
Kenaikan/Penurunan
Uraian 2025 2024 Description
Increase/Decrease
(1) (2) (3) (4) = (2)-(3) (1)
Rasio Pinjaman terhadap Ekuitas 4.90 6.41 (1.51) Debt to Equity Ratio
Rasio Pinjaman terhadap Aset 3.66 4.51 (0.85) Debt to Assets Ratio
Rasio Total Kewajiban terhadap
17.60 22.63 (5.02) Total Liabilities to Equity Ratio
Ekuitas
Kemampuan Membayar Beban
168.91 219.09 (50.19) Interest Coverage Ratio
Bunga
Rasio Modal terhadap Total Aset 74.00 70.06 3.94 Capital to Total Assets Ratio
Pada tahun 2025, rasio pinjaman terhadap ekuitas mencapai 4,90%, In 2025, the Debt to Equity Ratio reached 4.90%, representing a
menurun sebesar 1,51% dibandingkan dengan tahun sebelumnya decrease of 1.51% compared to the previous year of 6.41%. In
yang sebesar 6,41%. Sejalan dengan hal tersebut, rasio pinjaman line with this, the Debt to Assets Ratio also declined from 4.51%
terhadap aset juga mengalami penurunan, dari 4,51% pada tahun in 2024 to 3.66% in 2025, or a decrease of 0.85%. In addition, the
2024 menjadi 3,66% di tahun 2025, atau turun sebesar 0,85%. Total Liabilities to Equity Ratio was recorded at 17.60% in 2025,
Selain itu, rasio total kewajiban terhadap ekuitas tercatat sebesar decreasing by 5.02% compared to 22.63% in 2024.
17,60% pada tahun 2025, mengalami penurunan sebesar 5,02%
dibandingkan tahun 2024 yang sebesar 22,63%.
Selaras dengan kemampuan Perseroan terhadap rasio kewajiban, Consistent with the Company’s liability position, the Interest
Perseroan dalam membayar beban bunga mengalami penurunan. Coverage Ratio declined. In 2025, the Interest Coverage Ratio was
Pada tahun 2025, rasio kemampuan membayar beban bunga recorded at 168.91%, a decrease of 50.19% compared to 219.09%
tercatat sebesar 168,91%, menurun sebesar 50,19% dibandingkan in the previous year. This decline was attributable to lower revenue
dengan tahun sebelumnya yang sebesar 219,09%. Penurunan ini compared to the previous year, foreign exchange fluctuations, as
disebabkan oleh penurunan pendapatan dari tahun sebelumnya, well as the addition of new borrowings.
fluktuasi kurs yang melemah, serta penambahan pinjaman baru.
Meskipun terdapat penurunan pada rasio kewajiban, Perseroan Although there was a decline in leverage ratios, the Company
tetap menjaga struktur modal yang sehat, yang tercermin dari maintained a sound capital structure, as reflected in the increase
peningkatan rasio modal terhadap total aset sebesar 3,94%, dari in the Capital to Total Assets Ratio by 3.94%, from 70.06% in 2024
70,06% pada tahun 2024 menjadi 74,00% di tahun 2025. to 74.00% in 2025.
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Management Discussion and Analysis
Kemampuan Membayar Utang dari Efek - Efek Debt Servicing Capacity from Issued Securities
yang Diterbitkan
Kemampuan membayar utang juga dapat tercermin berdasarkan The Company’s ability to service its debt is also reflected in the
peringkat dari efek-efek yang diterbitkan Hutama Karya yaitu ratings of securities issued by Hutama Karya, namely bonds and
obligasi dan sukuk. Efek yang diterbitkan secara rutin dinilai sukuk. These securities are regularly assessed by rating agencies
oleh lembaga pemeringkatan guna mendukung kelayakan efek. to support their creditworthiness. The quality of the securities is
Kualitas efek sangat ditentukan oleh kemampuan perusahaan largely determined by the issuing company’s ability to repay the
penerbit efek dalam membayar efek nya pada saat jatuh tempo principal at maturity and to meet interest or coupon payments
dan kemampuannya membayar bunga atau kupon selama jangka throughout the term of the issuance.
waktu penerbitan efek tersebut.
Tabel Kemampuan Membayar Hutang dari Obligasi dan Sukuk
Table of Debt Servicing Capacity from Bonds and Sukuk
Peringkat
Rating
Uraian Description
2025 2024
Obligasi Bonds
Obligasi Berkelanjutan I Hutama Karya Tahap I Tahun 2016 id
AAA (gg) AAA (gg)
id
Sustainable Bonds I Hutama Karya Phase I Year 2016
Obligasi Berkelanjutan I Hutama Karya Tahap II Tahun 2017 id
AAA (gg) AAA (gg)
id
Sustainable Bonds I Hutama Karya Phase II Year 2017
Obligasi Berkelanjutan I Hutama Karya Tahap III Tahun Sustainable Bonds I Hutama Karya Phase III Year 2017
AAA (gg) AAA (gg)
2017 Seri B id id
Series B
Obligasi Berkelanjutan II Hutama Karya Tahap I Tahun Sustainable Bonds II Hutama Karya Phase I Year 2021
- AA-
2021 Seri A id
Series A
Obligasi Berkelanjutan II Hutama Karya Tahap I Tahun Sustainable Bonds II Hutama Karya Phase I Year 2021
AA- AA-
2021 Seri B id id
Series B
Obligasi Berkelanjutan II Hutama Karya Tahap I Tahun Sustainable Bonds II Hutama Karya Phase I Year 2021
AA- AA-
2021 Seri C id id
Series C
Obligasi Berkelanjutan II Hutama Karya Tahap II Tahun Sustainable Bonds II Hutama Karya Phase II Year 2022
AA- AA-
2022 Seri A id id
Series A
Obligasi Berkelanjutan II Hutama Karya Tahap II Tahun Sustainable Bonds II Hutama Karya Phase II Year 2022
AA- AA-
2022 Seri B id id
Series B
Obligasi Berkelanjutan II Hutama Karya Tahap II Tahun Sustainable Bonds II Hutama Karya Phase II Year 2022
AA- AA-
2022 Seri C id id
Series C
Sukuk Sukuk
Sukuk Mudharabah Berkelanjutan I Hutama Karya Tahap I Sustainable Sukuk Mudharabah I Hutama Karya Phase I
AA-(sy) AA-(sy)
Tahun 2021 Seri C id id
Year 2021 Series C
Sukuk Mudharabah Berkelanjutan I Hutama Karya Tahap I Sustainable Sukuk Mudharabah I Hutama Karya Phase I
AA-(sy) AA-(sy)
Tahun 2021 Seri B id id
Year 2021 Series B
Sukuk Mudharabah Berkelanjutan I Hutama Karya Tahap I Sustainable Sukuk Mudharabah I Hutama Karya Phase I
- AA-(sy)
Tahun 2021 Seri A id
Year 2021 Series A
Sukuk Mudharabah Berkelanjutan I Hutama Karya Tahap Sustainable Sukuk Mudharabah I Hutama Karya Phase II
AA-(sy) AA-(sy)
II Tahun 2022 Seri C id id
Year 2022 Series C
Sukuk Mudharabah Berkelanjutan I Hutama Karya Tahap Sustainable Sukuk Mudharabah I Hutama Karya Phase II
AA-(sy) AA-(sy)
II Tahun 2022 Seri B id id
Year 2022 Series B
Sukuk Mudharabah Berkelanjutan I Hutama Karya Tahap Sustainable Sukuk Mudharabah I Hutama Karya Phase II
AA-(sy) AA-(sy)
II Tahun 2022 Seri A id id
Year 2022 Series A
Tabel Kemampuan Membayar Hutang dari Global Medium Term Notes
Table of Debt Payment Ability from Global Medium Term Notes
Moody’s Rating Fitch Rating
Uraian
Description
2025 2024 2025 2024
Global Medium -Term Notes Hutama Karya Baa3 Baa3 BBB- BBB-
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Tabel Arti Peringkat
Table of Rating Definition
Lembaga Pemeringkat Peringkat Arti Peringkat
Rating Agencies Rating Rating Definition
Efek utang dengan peringkat idAAA merupakan peringkat tertinggi yang diberikan oleh PEFINDO.
Kemampuan emiten untuk memenuhi kewajiban keuangan jangka panjang atas efek utang tersebut
AAA (gg) dibandingkan emiten Indonesia lainnya adalah superior.
id
Debt securities rated idAAA are the highest rating given by PEFINDO. The issuer's ability to meet its long-
term financial obligations on these debt securities, compared to other Indonesian issuers, is superior.
Efek utang dengan peringkat idAA memiliki sedikit perbedaan dengan peringkat tertinggi yang diberikan.
Kemampuan emiten untuk memenuhi komitmen keuangan jangka panjang atas efek utang tersebut,
dibandingkan dengan emiten lainnya di Indonesia, adalah sangat kuat. Tanda kurang (-) menunjukkan
bahwa peringkat yang diberikan relatif lemah dan di bawah rata-rata kategori yang bersangkutan.
AA-
id
Debt securities rated idAA differ only slightly from the highest rating given. The issuer's ability to meet its
Pefindo long-term financial obligations on these debt securities, compared to other Indonesian issuers, is very
strong. The minus sign (-) indicates that the given rating is relatively weak and below the average for the
respective category.
Instrumen pendanaan syariah dengan peringkat idAA(sy) hanya berbeda sedikit dengan peringkat
tertinggi. Kemampuan emiten untuk memenuhi komitmen keuangan jangka panjang atas kontrak
pendanaan syariah dibandingkan emiten Indonesia lainnya adalah sangat kuat. Tanda kurang (-)
menunjukkan bahwa peringkat yang diberikan relatif lemah dan di bawah rata-rata kategori yang
AA-(sy) bersangkutan.
id
Sharia-compliant financing instruments rated idAA(sy) differ only slightly from the highest rating. The
issuer's ability to meet its long-term financial obligations on these sharia financing contracts, compared
to other Indonesian issuers, is very strong. The minus sign (-) indicates that the given rating is relatively
weak and below the average for the respective category.
Obligasi dengan peringkat Baa memiliki risiko kredit sedang. Obligasi tersebut dianggap berperingkat
sedang dan dengan demikian mungkin memiliki karakteristik spekulatif tertentu.
Moody’s Baa3
Bonds rated Baa are subject to moderate credit risk. They are considered mediumgrade and may possess
certain speculative characteristics.
Peringkat BBB menunjukkan bahwa ekspektasi risiko gagal bayar saat ini rendah. Kapasitas pembayaran
komitmen keuangan dianggap memadai, tetapi kondisi bisnis atau ekonomi yang buruk lebih mungkin
mengganggu kapasitas ini.
Fitch BBB-
BBB ratings indicate that expectations of default risk are currently low. The capacity for payment of
financial commitments is considered adequate, but adverse business or economic conditions are more
likely to impair this capacity.
Kolektibilitas Piutang Receivables Collectibility
Untuk mitigasi risiko piutang yang tidak tertagih, Hutama Karya To mitigate the risk of uncollected receivables, Hutama Karya
membentuk pencadangan penurunan nilai, selain itu Perseroan established an impairment reserve. Additionally, the Company
juga membentuk tim kerja untuk melakukan percepatan pencairan formed a working team to accelerate receivables collection.
piutang.
Tabel Kolektibilitas Piutang
Table of Receivables Collectibility
Kenaikan/Penurunan
Uraian 2025 2024 Description
Increase/Decrease
Periode Penagihan (hari) 43 40 3 Collection Period (days)
Periode penagihan piutang tahun 2025 mencapai 43 hari The collection period for receivables in 2025 was 43 days, compared
dibandingkan tahun 2024 yang mencapai 40 hari. Terjadi to 40 days in 2024. There was an improvement in the effectiveness
peningkatan efektivitias kolektabilitas piutang, hal tersebut of receivables collectibility, driven by more measured and prudent
dikarenakan penagihan yang lebih terukur dan prudent. collection efforts.
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Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
Kolektibilitas piutang berdasarkan analisis umur piutang usaha Receivables collectibility based on the aging analysis of trade
masih dalam kategori baik, sehingga dapat mendukung kegiatan receivables remains in a good category, thereby supporting the
Perseroan. Berikut informasi analisis umur piutang usaha Hutama Company’s operations. The following presents the aging analysis of
Karya. Hutama Karya’s trade receivables.
Tabel Analisis Umur Piutang Usaha
Table of Trade Receivables Aging Analysis
(dalam jutaan Rupiah)
Kenaikan/Penurunan
Uraian 2025 2024 Description
Increase/Decrease
Belum jatuh tempo 482,512 616,705 (134,193) Not yet due
Lewat jatuh tempo: Past due:
Kurang dari 6 bulan 286,672 267,900 18,772 Less than 6 Months
Antara 6-12 bulan 190,054 169,593 20,461 Between 6-12 Months
Lebih dari 12 bulan 296,665 330,933 34,268 More than 12 Months
1,255,903 1,385,131 (129,228)
Provisi atas penurunan nilai (298,663) (328,261) 29,598 Provision for impairment
Jumlah piutang usaha, bersih 957,240 1,056,870 (99,630) Net trade receivables
Struktur Modal Capital Structure
Hutama Karya senantiasa menjaga struktur modal agar tetap optimal Hutama Karya consistently maintains an optimal capital structure
dalam rangka menunjang pengembangan usaha Hutama Karya. to support its business development.
Rincian Struktur Modal Capital Structure Composition
Rincian struktur modal hutama karya tahun 2025 dan 2024 adalah The composition of Hutama Karya’s capital structure for 2025 and
sebagai berikut. 2024 are as follows.
Tabel Rincian Struktur Modal
Table of Capital Structure Composition
(dalam jutaan Rupiah / in millions Rupiah)
Pertumbuhan
2025 2024
Growth
Uraian
Description
Komposisi (%) Komposisi (%)
(Rp) (Rp) (Rp) (%)
Composition(%) Composition(%)
Liabilitas jangka pendek
21,094,465 11.16% 26,406,169 13.47% (5,311,704) (20.12%)
Short-term Liabilities
Liabilitas jangka panjang
26,825,636 14.19% 31,635,843 16.14% (4,810,207) (15.20%)
Long-term Liabilities
Jumlah liabilitas
47,920,101 25.34% 58,042,012 29.61% (10,121,911) (17.44%)
Total Liabilities
Jumlah ekuitas
141,178,069 74.66% 138,000,451 70.39% 3,177,618 2.30%
Total Equity
Jumlah liabilitas dan ekuitas
189,098,170 100,00% 196,042,463 100,00% (6,944,293) (3.54%)
Total Liabilities and Equity
Kebijakan Manajemen atas Struktur Modal Management Policy On Capital Structure
Struktur modal Hutama Karya didominasi oleh ekuitas yang berasal The capital structure of Hutama Karya is predominantly composed of
dari penerimaan PMN. Struktur modal dari liabilitas ini berasal equity derived from the receipt of Government Equity Participation
dari pinjaman dari lembaga keuangan/lembaga non keuangan. (Penyertaan Modal Negara/PMN). The liability structure primarily
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Kontribusi terbesar pinjaman perusahaan sendiri berasal dari consists of borrowings from financial institutions and non-financial
pinjaman bank. Oleh karena itu, kebijakan perusahaan atas struktur institutions, with the largest contribution originating from bank
modal akan berfokus pada pemenuhan convenant dari bank. loans. Accordingly, the Company’s capital structure policy is focused
on ensuring compliance with banking covenants.
Selain bergantung pada PMN dan pinjaman perbankan, Perseroan In addition to reliance on PMN and bank financing, the Company
secara strategis mengadopsi skema Kerjasama Pemerintah dan strategically adopts the Public–Private Partnership (PPP) scheme
Badan Usaha (KPBU) sebagai instrumen pendanaan alternatif as an alternative financing instrument to strengthen its capital
untuk memperkuat struktur permodalan. structure.
Sejalan dengan hal tersebut, Direksi bersama dengan Dewan In line with this, the Board of Directors, together with the Board of
Komisaris secara aktif dan rutin menelaah serta mengelola struktur Commissioners, actively and regularly reviews and manages the
permodalan perusahaan untuk memastikan struktur modal dan Company’s capital structure to ensure an optimal capital structure
tingkat pengembalian yang optimal bagi Pemegang Saham. and return for shareholders. Such reviews are conducted periodically
Penelaahan tersebut dilakukan secara berkala, guna memastikan to ensure that Hutama Karya’s capital structure and debt levels
bahwa struktur modal dan utang Hutama Karya tetap selaras dengan remain aligned with its strategic objectives and established risk
tujuan strategis Hutama Karya serta tingkat toleransi risiko (risk appetite. In the process, the Company considers capital efficiency
appetite) yang telah ditetapkan. Dalam prosesnya, Hutama Karya based on operating cash flows and capital expenditures, as well as
mempertimbangkan efisiensi penggunaan modal berdasarkan future funding requirements. The Company also seeks to maintain
arus kas operasi dan belanja modal, serta kebutuhan pendanaan di a balance between debt levels and equity position to ensure an
masa mendatang. Hutama Karya juga berupaya mempertahankan optimal capital structure and return.
keseimbangan antara tingkat pinjaman dan posisi ekuitas untuk
memastikan struktur modal dan pengembalian yang optimal.
Dasar Pemilihan Kebijakan Manajemen atas Basis for Selection of Management Policy on
Struktur Modal Capital Structure
Kebijakan manajemen atas struktur modal didasarkan untuk The management’s capital structure policy is designed to
melindungi kemampuan Hutama Karya dalam mempertahankan safeguard Hutama Karya’s ability to maintain business continuity,
kelangsungan usaha sehingga dapat tetap memberikan imbal hasil thereby enabling the Company to continue delivering returns to
bagi pemegang saham dan manfaat bagi pemangku kepentingan shareholders and benefits to other stakeholders, while maintaining
lainnya dan mempertahankan struktur permodalan yang optimal an optimal capital structure to minimize the cost of capital.
untuk mengurangi biaya modal.
Ikatan Material Investasi Barang Modal Material Commitment for Capital Goods
Investment
Hutama Karya memiliki ikatan material terkait dengan investasi Hutama Karya has material commitments related to capital goods
barang modal yang direalisasikan pada tahun 2024-2025 investment realized during 2024– 2025, as shown in the following
sebagaimana yang dijelaskan pada tabel berikut ini. table.
Tabel Ikatan Material Investasi Barang Modal
Table of Material Commitment for Capital Goods Investment
Langkah Yang
Direncakan
Untuk Melindungi
Nama Pihak yang Jenis Ikatan
Tujuan Ikatan Sumber Dana Mata Uang Risiko dari Posisi
Melakukan Ikatan Type of
Purpose of Commitment Source of Funds Currency Mata Uang Asing
Party Involved Commitment
Planned Steps to
Mitigate Foreign
Currency Risk
2025
Pinjaman bank, pinjaman non
Pemberian konsesi
bank, penerbitan obligasi, dan Melakukan natural
pembangunan dan
Badan Pengatur bantuan pemerintah (kas dan hedging secara
pengoperasian Jalan Tol Trans
Jalan Tol Konsesi Jalan Tol non kas) Rupiah dan USD konsisten
Sumatera
Toll Road Regulatory Toll Road Concession Bank loans, non-bank Rupiah and USD Consistently applying
Granting of concession for the
Agency (BPJT) loans, bond issuances, and natural hedging
development and operation of
government assistance (cash practices
the Trans Sumatra Toll Road
and non-cash)
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Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
Langkah Yang
Direncakan
Untuk Melindungi
Nama Pihak yang Jenis Ikatan
Tujuan Ikatan Sumber Dana Mata Uang Risiko dari Posisi
Melakukan Ikatan Type of
Purpose of Commitment Source of Funds Currency Mata Uang Asing
Party Involved Commitment
Planned Steps to
Mitigate Foreign
Currency Risk
2024
Badan Pengatur Konsesi Jalan Tol Pemberian konsesi Pinjaman bank, pinjaman non Rupiah dan USD Melakukan natural
Jalan Tol Toll Road Concession pembangunan dan bank, penerbitan obligasi, dan Rupiah and USD hedging secara
Toll Road Regulatory pengoperasian Jalan Tol Trans bantuan pemerintah (kas dan konsisten
Agency Sumatera non kas) Consistently applying
Granting concessions for the Bank loans, non-bank natural hedging
development and operation of loans, bond issuance, and
the Trans Sumatra Toll Road government assistance (cash
and non-cash)
Investasi Barang Modal Capital Goods Investment
Hutama Karya merealisasikan belanja modal setiap tahun yang Hutama Karya realizes annual capital expenditure to acquire
digunakan untuk membeli sejumlah aset atau investasi yang assets or make investments expected to provide future benefits,
diharapkan dapat memberikan nilai manfaat di masa depan untuk supporting the company’s business expansion.
mendukung ekspansi bisnis Hutama Karya.
Jenis dan Nilai Investasi Barang Modal Types and Values of Capital Goods Investment
Realisasi investasi barang modal yang dilakukan Hutama Karya The realisation of the increase in capital goods investment
sepanjang tahun 2024-2025 adalah sebagai berikut. throughout 2024–2025 is as follows.
Tabel Jenis dan Nilai Investasi Barang Modal
Table of Types and Values of Capital Goods Investment
(dalam jutaan Rupiah / in millions Rupiah)
Jenis Penambahan Investasi 2025 Penambahan Investasi 2024 Kenaikan/ Penurunan
Type Investment Addition 2025 Investment Addition 2024 Increase/Decrease
(1) (2) (3) (4) = (2)-(3)
Investasi JTTS
10,607 21,903 (11,296)
JTTS Investment
Investasi aset tetap
183 241 (58)
Fixed Asset Investment
Total 10,790 22,144 (11,354)
Tujuan Investasi Barang Modal Purpose of Capital Goods Investment
Investasi barang modal yang dilakukan oleh Hutama Karya Capital expenditures undertaken by Hutama Karya are primarily
utamanya ditujukan untuk mendukung kegiatan usaha yang directed to support business activities that underpin the operations
menunjang operasional Perseroan dan entitas anak, pada tahun of the Company and its subsidiaries for the financial years 2025 and
buku 2025 dan 2024. Selain itu, Hutama Karya juga melakukan 2024. In addition, Hutama Karya also conducts investments and
investasi serta menyelesaikan penugasan pemerintah untuk fulfills government assignments to accelerate the development of
mempercepat pembangunan Jalan Tol Trans Sumatera (JTTS). the Trans Sumatra Toll Road (JTTS).
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Informasi dan Fakta Material Setelah Material Information and Events
Tanggal Laporan Akuntan Subsequent to the Date of the
Independent Auditor’s Report
Sampai dengan akhir Laporan Tahunan ini disusun tidak terdapat As at the date of preparation of this Annual Report, there are no
uraian kejadian penting setelah tanggal laporan akuntan termasuk significant events after the reporting date, including any events
dampaknya terhadap kinerja dan risiko usaha di masa mendatang. that may have an impact on the Company’s performance and future
business risks.
Prospek Usaha dan Strategi Ke Depan Business Prospects and Strategies
Tahun 2026 for 2026
Berdasarkan proyeksi dari International Monetary Fund, Based on projections from the International Monetary Fund,
pertumbuhan ekonomi global diperkirakan mencapai sekitar 3,1%, global economic growth is estimated to reach approximately 3.1%,
mencerminkan perlambatan dibandingkan rata-rata historis sebelum reflecting a slowdown compared to the pre-pandemic historical
pandemi. Perekonomian global saat ini menghadapi tekanan average. The global economy is currently facing significant
yang cukup besar, dipicu oleh eskalasi ketegangan perdagangan pressures, driven by the escalation of trade tensions among
antarnegara serta meningkatnya penerapan kebijakan proteksionis countries and the increasing adoption of protectionist policies that
yang berpotensi menghambat arus perdagangan dan investasi may hinder cross-border trade and investment flows. In addition,
lintas negara. Selain itu, dinamika geopolitik yang meningkat rising geopolitical dynamics and uncertainty surrounding economic
serta ketidakpastian arah kebijakan ekonomi di berbagai negara policy directions in various countries have further heightened risks
turut memperbesar risiko terhadap stabilitas rantai pasok global to global supply chain stability and commodity price volatility.
dan volatilitas harga komoditas. Dalam kondisi tersebut, prospek Under these conditions, the outlook for global economic growth
pertumbuhan ekonomi global pada tahun 2026 diperkirakan in 2026 is expected to remain on a moderate trajectory with
tetap berada dalam tren moderat dengan tingkat ketidakpastian relatively high levels of uncertainty, thereby requiring adaptive
yang relatif tinggi, sehingga memerlukan respons kebijakan yang policy responses from countries to maintain economic stability and
adaptif dari berbagai negara untuk menjaga stabilitas ekonomi dan support sustainable global growth.
mendukung keberlanjutan pertumbuhan global.
Sejalan dengan dinamika tersebut, perekonomian domestik In line with these developments, the domestic economy is also
juga dihadapkan pada tantangan eksternal yang memerlukan confronted with external challenges that require adaptive and
respons kebijakan yang adaptif dan terarah. Memasuki tahun well-targeted policy responses. Entering 2026, the Government
2026, Pemerintah menargetkan pertumbuhan ekonomi Indonesia targets Indonesia’s economic growth at 5.4%, reflecting optimism
sebesar 5,4%, mencerminkan optimisme dalam mempertahankan in maintaining economic momentum amid global uncertainties.
laju ekonomi di tengah dinamika global. Dalam RAPBN 2026, In the 2026 State Budget (RAPBN 2026), development priorities
fokus prioritas pembangunan bergeser pada ketahanan pangan, are directed towards food security, energy security, expansion
ketahanan energi, perluasan makan bergizi gratis, pendidikan, of free nutritious meal programs, education, healthcare, rural
kesehatan, pembangunan desa, koperasi dan UMKM, pertahanan development, cooperatives and MSMEs, total defense, as well
semesta, hingga swasembada air. Selain itu, kebijakan fiskal as water self-sufficiency. In addition, fiscal policy is aimed at
diarahkan untuk memperkuat daya tahan ekonomi nasional strengthening national economic resilience while promoting
sekaligus mendorong peningkatan produktivitas di berbagai productivity improvements across strategic sectors. On the other
sektor strategis. Di sisi lain, Pemerintah tetap berkomitmen dalam hand, the Government remains committed to accelerating the
mempercepat pembangunan infrastruktur prioritas, seperti development of priority infrastructure, including the construction
pembangunan gedung, jalan, irigasi, dan fasilitas publik lainnya, of buildings, roads, irrigation systems, and other public facilities, in
guna menopang target pertumbuhan ekonomi. order to support the targeted economic growth.
Dalam mendukung pencapaian target tersebut, Pemerintah In supporting the achievement of these targets, the Government has
menetapkan sejumlah asumsi dasar ekonomi makro tahun 2026 yang established key macroeconomic assumptions for 2026, reflecting
mencerminkan arah kebijakan fiskal dan stabilitas ekonomi nasional. the direction of fiscal policy and national economic stability.
Pertumbuhan ekonomi ditargetkan sebesar 5,4% dengan tingkat inflasi Economic growth is targeted at 5.4% with inflation maintained at
yang dijaga pada kisaran 2,5%, sehingga diharapkan mampu menjaga approximately 2.5%, which is expected to preserve purchasing
daya beli masyarakat dan mendukung keberlanjutan konsumsi power and support the sustainability of domestic consumption.
domestik. Selain itu, nilai tukar rupiah diproyeksikan berada pada level Furthermore, the Rupiah exchange rate is projected at IDR16,500
Rp16.500 per dolar Amerika Serikat dengan tingkat suku bunga Surat per United States Dollar, with the yield on 10-year Government
Utang Negara tenor 10 tahun sebesar 6,9%, yang mencerminkan upaya Bonds estimated at 6.9%, reflecting efforts to maintain financial
menjaga stabilitas sektor keuangan di tengah dinamika pasar global. sector stability amid global market dynamics. In the energy sector,
Di sektor energi, asumsi harga minyak mentah Indonesia ditetapkan the Indonesian Crude Price is assumed at USD70 per barrel, with oil
sebesar USD70 per barel, dengan target lifting minyak sebesar 610 ribu lifting targeted at 610 thousand barrels per day and gas lifting at 984
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Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
barel per hari dan lifting gas sebesar 984 ribu barel setara minyak per thousand barrels of oil equivalent per day, as part of the strategy to
hari, sebagai bagian dari strategi menjaga ketahanan energi nasional maintain national energy security and support state revenues from
serta mendukung penerimaan negara dari sektor energi. the energy sector.
Tabel Asumsi Ekonomi Makro
Table of Macroeconomic Assumptions
Indikator Outlook 2025 RAPBN 2026 Indicator
Pertumbuhan Ekonomi (%,yoy) 4.7 - 5.0 5.4 Economic Growth (%, yoy)
Inflasi (%, yoy) 2.2 - 2.6 2.5 Inflation (%, yoy)
Nilai Tukar Rupiah (Rp/USD) 16,300 - 16,800 16,500 Rupiah Exchange Rate (IDR/USD)
Suku Bunga SUN 10 Tahun (%) 6.8 - 7.3 6.9 10-year Government Bond Yield (%)
Harga Minyak Mentah Indonesia (USD/barrel) 68 - 82 70 Indonesian Crude Price (USD/barrel)
Lifting Minyak (ribu barel per hari) 593 – 597 610 Oil Lifting (thousand barrels per day)
Gas Lifting (thousand barrels of oil equivalent
Lifting Gas (ribu barel setara minyak per hari) 976 – 980 984
per day)
Sumber: Kementerian Keuangan Republik Indonesia, Nota Keuangan dan RAPBN Tahun Anggaran 2026.
Source: Ministry of Finance of the Republic of Indonesia, Financial Note and State Budget (RAPBN) for Fiscal Year 2026.
Sejalan dengan asumsi makroekonomi tersebut, sektor In line with the aforementioned macroeconomic assumptions, the
infrastruktur sebagai salah satu penggerak utama pertumbuhan infrastructure sector, as one of the key drivers of economic growth,
ekonomi diperkirakan akan tetap menunjukkan kinerja yang positif is expected to continue demonstrating positive performance in
pada tahun 2026. Berdasarkan laporan dari ConsTrack360, sektor 2026. Based on reports from ConsTrack360, Indonesia’s construction
konstruksi Indonesia sebagai indikator utama perkembangan sector, as a primary indicator of infrastructure industry development,
industri infrastruktur diperkirakan tumbuh sekitar 6,4% pada tahun is projected to grow by approximately 6.4% in 2026, with the
2026, dengan nilai pasar konstruksi mencapai sekitar Rp2.223,7 construction market value reaching approximately IDR2,223.7 trillion,
triliun, meningkat dari sekitar Rp2.089,2 triliun pada tahun 2025. an increase from approximately IDR2,089.2 trillion in 2025. In the
Dalam jangka menengah, sektor ini diproyeksikan mencatat medium term, the sector is projected to record a compound annual
pertumbuhan tahunan rata-rata (CAGR) sekitar 5,1% pada periode growth rate (CAGR) of approximately 5.1% during the period 2026–
2026–2030, didorong oleh peningkatan pembangunan kawasan 2030, driven by increased development of industrial estates, public
industri, fasilitas publik, serta proyek transportasi dan energi. facilities, as well as transportation and energy projects.
Selain itu, nilai investasi proyek strategis yang mulai berjalan pada Furthermore, the value of strategic project investments commencing
periode awal 2026 diperkirakan mencapai sekitar Rp202,4 triliun, in early 2026 is estimated at approximately IDR202.4 trillion, while
sementara pengembangan sektor energi diproyeksikan meningkat the development of the energy sector is projected to increase, with
dengan target kapasitas energi terbarukan mencapai 42,6 gigawatt renewable energy capacity targeted to reach 42.6 gigawatts (GW)
(GW) hingga tahun 2034, yang memerlukan pembangunan jaringan by 2034, necessitating large-scale development of transmission
transmisi dan pembangkit listrik dalam skala besar. Meskipun networks and power plants. Nevertheless, the infrastructure
demikian, industri infrastruktur masih menghadapi sejumlah industry continues to face several challenges, including fluctuations
tantangan, antara lain fluktuasi harga material konstruksi, in construction material prices, financing constraints, and the
keterbatasan pembiayaan, serta kompleksitas proses perizinan complexity of permitting processes and land acquisition, thereby
dan pembebasan lahan, sehingga diperlukan penguatan tata kelola requiring strengthened project governance and consistent policy
proyek dan dukungan kebijakan yang konsisten untuk menjaga support to sustain the growth of the infrastructure sector in 2026.
keberlanjutan pertumbuhan sektor infrastruktur pada tahun 2026.
Memanfaatkan peluang tersebut, Hutama Karya terus mendorong In capturing these opportunities, Hutama Karya continues to
peningkatan produktivitas dan kinerja usaha secara berkelanjutan. promote sustainable improvements in productivity and business
Melanjutkan dukungan terhadap program prioritas Pemerintah performance. In continuing its support for the Government’s priority
tahun 2025, Hutama Karya di tahun 2026 berkomitmen secara programs in 2025, Hutama Karya in 2026 remains consistently
konsisten mengakselerasi program prioritas Pemerintah, committed to accelerating Government priority programs,
baik dalam menunjang ketahanan pangan, ketahanan energi, including those supporting food security, energy security,
pendidikan, kesehatan, hingga swasembada air. Prinsip kehati- education, healthcare, and water self-sufficiency. Prudence and an
hatian dan sikap antisipatif tetap diutamakan dalam menghadapi anticipatory approach remain prioritized in addressing risks arising
risiko dinamika ekonomi global dan faktor domestik lainnya yang from global economic dynamics and other domestic factors that
berpotensi memengaruhi operasional Hutama Karya. Langkah may affect Hutama Karya’s operations. These strategic initiatives
strategis ini diharapkan dapat memperkuat peran Hutama Karya are expected to strengthen Hutama Karya’s role in supporting
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dalam mendukung pembangunan infrastruktur nasional sekaligus national infrastructure development while maintaining sustainable
menjaga keberlanjutan kinerja di tengah dinamika industri. performance amid industry dynamics.
Hutama Karya melakukan analisis daya saing dengan menggunakan Hutama Karya conducts a competitiveness analysis using the
metode Strengths, Weaknesses, Opportunities, and Threats (SWOT) Strengths, Weaknesses, Opportunities, and Threats (SWOT) method
untuk mengidentifikasi aspek internal dan eksternal Hutama Karya, to identify internal and external factors affecting the Company, as
serta menggambarkan kondisi perkembangan terkini. Hasil analisis well as to describe its current development condition. The results of
SWOT tersebut adalah sebagai berikut: the SWOT analysis are as follows:
• HK memiliki 60+ tahun pengalaman pada JAKON dengan fokus sektor pada jalan & jembatan, membangun
serta memiliki konsesi 900+ km JTTS yang menjadi recurring income bagi HK dan memiliki ekosistem bisnis unit
pendukung
• Track record, reputasi, dan hubungan yang baik terhadap Stakeholders. Terbukti dari historis dukungan PMN
terhadap bisnis HK
• Perusahaan memiliki rating Perusahaan sangat baik atau setara dengan Republik Indonesia serta memiliki akses
S
pendanaan lebih baik
• Memiliki posisi keuangan yang solid di industri konstruksi Indonesia
• HK has 60+ years of experience in the construction sector, with a focus on roads and bridges, and has built as well as owns 900+
km of JTTS toll road concessions, which generate recurring income for HK, supported by its business ecosystem
STRENGTH • Strong track record, reputation, and stakeholder relationships, as evidenced by the historical PMN support for HK’s business
• The company has a very strong corporate rating, comparable to that of the Republic of Indonesia, and therefore has better access
to funding
• HK has a solid financial position in Indonesia’s construction industry
• HK belum menjadi top of mind dalam jasa konstruksi
• Terdapat bisnis dengan profitabilitas yang belum optimal, terutama bisnis unit EPC dan properti
• Penugasan JTTS belum sesuai dengan IRR market
• Persebaran talenta unggul belum merata
W
• HK is not yet top of mind in construction services
• There are business lines with suboptimal profitability, especially the EPC and property business units
• The JTTS assignment has not yet aligned with market IRR
• The distribution of top talent is still uneven
WEAKNESS
• Kebutuhan infrastruktur akan selalu ada di Indonesia sebagai negara berkembang
• Sektor industri & hilirisasi mendominasi pasar didorong oleh inisiatif hilirisasi pemerintah seperti industri nikel,
petrokimia, dll
• Implementasi teknologi terdepan untuk meningkatkan akurasi perencanaan dan engineering design proyek
konstruksi
• Peluang adanya strategic partnership dengan pihak eksternal untuk memberikan akses pasar baru (KPBU), serta
meningkatkan kualitas, kapabilitas & efisiensi
O •
•
Infrastructure demand will always exist in Indonesia as a developing country
The industrial and downstreaming sectors dominate the market, driven by government downstreaming initiatives such as the
nickel industry, petrochemicals, and others
OPPORTUNITY • The implementation of advanced technology can improve the accuracy of planning and the engineering design of construction
projects
• There is an opportunity for strategic partnerships with external parties to provide access to new markets (PPP/KPBU), while also
improving quality, capability, and efficiency
• Positioning Perusahaan terhadap owner proyek kontraktor belum seimbang
• Fluktuasi harga bahan baku karena dampak nilai tukar rupiah serta isu geo-politik
• Kanibalisasi harga antara BUMN Karya lainnya dalam proses tender konstruksi dan kompetisi dengan perusahaan
kontraktor lainnya
• Perubahan prioritisasi anggaran pemerintah
T
• The company’s positioning toward project owners and contractors is not yet balanced
• Raw material price fluctuations due to exchange rate movements and geopolitical issues
• Price cannibalization among other state-owned construction companies during construction tenders, as well as competition with
other contractor companies
THREAT • Changes in government budget prioritization
Berdasarkan hasil analisis SWOT, Hutama Karya memiliki sejumlah Based on the results of the SWOT analysis, Hutama Karya
kekuatan fundamental yang menjadi fondasi daya saing Hutama possesses several fundamental strengths that form the basis of
Karya. Pengalaman Hutama Karya, kepemilikan konsesi JTTS its competitive advantage. The Company’s experience, ownership
sebagai sumber recurring income, posisi keuangan yang solid of the Trans-Sumatra Toll Road (JTTS) concession as a source of
PT Hutama Karya (Persero)
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Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
dengan rating setara Republik Indonesia, serta rekam jejak dan recurring income, solid financial position with a rating equivalent
reputasi yang baik di hadapan para pemangku kepentingan menjadi to the Republic of Indonesia, as well as its strong track record and
modal utama Hutama Karya dalam menghadapi persaingan reputation among stakeholders constitute key capital in navigating
industri. Kekuatan ini perlu dimanfaatkan secara optimal untuk industry competition. These strengths need to be optimally
merespons peluang yang terbuka lebar, terutama kebutuhan leveraged to respond to emerging opportunities, particularly the
infrastruktur yang terus meningkat di Indonesia sebagai negara increasing demand for infrastructure in Indonesia as a developing
berkembang, pertumbuhan sektor industri dan hilirisasi yang country, the growth of the industrial and downstream sectors driven
didorong kebijakan pemerintah, serta potensi strategic partnership by government policies, and the potential for strategic partnerships
dengan pihak eksternal untuk memperluas akses pasar KPBU dan with external parties to expand access to Public-Private Partnership
meningkatkan kapabilitas teknis perusahaan. (PPP) markets and enhance the Company’s technical capabilities.
Namun demikian, Hutama Karya tetap mengupayakan perbaikan yang Nevertheless, Hutama Karya continues to pursue ongoing
berkelanjutan dan antisipasi terhadap potensi ancaman ke depan, baik improvements and anticipatory measures against potential
dari sisi internal maupun dari sisi eksternal. Dengan memaksimalkan future challenges, both internally and externally. By optimizing
kekuatan dan peluang sekaligus memitigasi kelemahan dan its strengths and opportunities while systematically mitigating
ancaman secara terstruktur, Hutama Karya terus mengharapkan weaknesses and threats, Hutama Karya remains committed to
dan mengupayakan kontribusi tetap diberikan pada perkembangan contributing to the development of the industry and the broader
industri dan perekonomian secara keseluruhan di masa mendatang. economy in the future. Supported by strong fundamentals,
Dengan landasan fundamental yang kuat, dukungan kebijakan government policy backing, and the continuously growing demand
pemerintah, serta prospek kebutuhan infrastruktur yang terus for infrastructure, Hutama Karya is considered to have favorable
meningkat, Hutama Karya diyakini memiliki prospek usaha yang and sustainable business prospects going forward, and is well-
baik dan berkelanjutan di masa mendatang, serta berada pada posisi positioned to further strengthen its role as one of the key drivers of
yang strategis untuk terus memperkuat perannya sebagai salah satu national infrastructure development.
penggerak pembangunan infrastruktur nasional.
Sumber: Source:
- World Economic, International Monetary Fund, April 2026. - World Economic Outlook, International Monetary Fund, April 2026.
- Buku II Nota Keuangan beserta Rancangan Anggaran Pendapatan dan Belanja Negara - Book II Financial Note and State Budget (RAPBN) for Fiscal Year 2026, Ministry of
(RAPBN) Tahun Anggaran 2026, Kementerian Keuangan Republik Indonesia. Finance of the Republic of Indonesia.
- Indonesia Construction Industry Outlook 2026–2030, GlobalData, Februari 2026 - Indonesia Construction Industry Outlook 2026–2030, GlobalData, February 2026.
- Indonesia Construction Market Size, Trends, and Forecasts by Sector to 2030. Research - Indonesia Construction Market Size, Trends, and Forecasts by Sector to 2030, Research
and Markets, Februari 2026 and Markets, February 2026
- Indonesia Construction Industry Databook - Market Size & Forecast by Value & Volume, - Indonesia Construction Industry Databook - Market Size & Forecast by Value & Volume,
40+ Market Segments Across Residential, Commercial, Industrial, Institutional, 40+ Market Segments Across Residential, Commercial, Industrial, Institutional,
Infrastructure Construction, City Level Construction by Value & Construction Cost Infrastructure Construction, City Level Construction by Value & Construction Cost
Structure, Q1 2026 Update, ConsTrack360, Januari 2026 Structure, Q1 2026 Update, ConsTrack360, January 2026
Pencapaian Target dan Target ke Depan Target Achievement and Future Targets
Pencapaian Target Target Achievement
Perbandingan Target dan Realisasi Keuangan 2025 Comparison of 2025 Financial Target and Realisation
Informasi perbandingan target dan realisasi keuangan disajikan Information on the comparison between financial targets and
sebagai berikut. actual results is presented as follows.
Tabel Perbandingan Target dan Realisasi Keuangan
Table of Comparison of Financial Targets and Realisation
(dalam jutaan Rupiah / in millions Rupiah)
Realisasi 2025 Pencapaian
Uraian RKAP 2025 Description
Realisation 2025 Achievement
(1) (2) (3) (4) = (3)/(2) (1)
POSISI KEUANGAN FINANCIAL POSITION
Aset 198,235,248 189,098,170 95.39% Assets
Liabilitas 45,898,125 47,920,101 104.41% Liabilities
Ekuitas 152,337,124 141,178,069 92.67% Equity
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Realisasi 2025 Pencapaian
Uraian RKAP 2025 Description
Realisation 2025 Achievement
(1) (2) (3) (4) = (3)/(2) (1)
LABA RUGI PROFIT OR LOSS
Pendapatan 26,986,920 25,132,919 93.13% Revenue
Laba Bersih 808,387 3,088,583 382.07% Net Profit
RASIO KEUANGAN FINANCIAL RATIOS
Rasio Kas 1.69 0.95 56.21% Cash Ratio
Rasio Cepat 1.79 1.01 56.42% Quick Ratio
Rasio Lancar 3.04 1.71 56.25% Current Ratio
Rasio likuiditas menunjukkan kinerja yang ideal (≥ 1) dan dapat Liquidity ratios indicate an ideal performance (≥ 1), which reflects
diartikan Perseroan mampu mengelola kewajiban jangka the Company’s ability to adequately manage its short-term
pendeknya dengan baik. obligations.
Perbandingan Target dan Realisasi Pendapatan Comparison of Target and Revenue Realisation
Pendapatan Hutama Karya tercatat sebesar Rp25,13 triliun, Hutama Karya recorded revenue of IDR25.13 trillion, representing
atau 93,13% dari target RKAP 2025. Dibandingkan dengan tahun 93.13% of the RKAP 2025 target. Compared to the previous year,
sebelumnya, pendapatan mengalami penurunan sebesar 16,92%, revenue decreased by 16.92%, from IDR30.52 trillion to IDR25.13
dari Rp30,52 triliun menjadi Rp25,13 triliun, sehingga realisasi trillion, indicating that revenue realisation remained below the
pendapatan masih berada di bawah target yang ditetapkan. established target. This decline was attributable to the reduction
Penurunan ini dipengaruhi oleh penurunan alokasi anggaran in national infrastructure budget allocation as well as delays in
infrastruktur nasional serta tertundanya proses lelang sejumlah the tender process of several strategic projects, which impacted
proyek strategis yang berdampak pada perlambatan serapan contract acquisition and revenue performance throughout the year
kontrak dan kinerja pendapatan sepanjang tahun berjalan
Perbandingan Target dan Realisasi Laba Comparison of Target and Profit Realisation
Kinerja laba bersih menunjukkan capaian yang sangat positif, laba Net profit performance demonstrated a highly positive achievement,
bersih Hutama Karya tercatat sebesar Rp3,09 triliun, atau 382,07% with Hutama Karya recording net profit of IDR3.09 trillion, equivalent
dari target RKAP 2025. Pencapaian laba yang melampaui target secara to 382.07% of the RKAP 2025 target. The significant outperformance
signifikan ini didorong oleh efisiensi biaya yang mencakup Harga Pokok was driven by cost efficiency measures, including cost of revenue,
Pendapatan (HPP), pengendalian beban usaha, dan pengelolaan operating expense control, and financial cost management, as well
beban keuangan, serta pendapatan non operasional perusahaan. as non-operating income.
Perbandingan Target dan Realisasi Struktur Modal Comparison of Target and Capital Structure
2025 Realisation 2025
Informasi perbandingan target dan realisasi struktur modal Information on the comparison between capital structure targets
disajikan sebagai berikut. and realisation is presented as follows.
Tabel Perbandingan Target dan Realisasi Struktur Modal
Table of Comparison of Capital Structure Targets and Realisation
(dalam jutaan Rupiah / in millions Rupiah)
Realisasi 2025 Pencapaian
Uraian RKAP 2025 Description
Realisation 2025 Achievement
(1) (2) (3) (4) = (3)/(2) (1)
Liabilitas jangka pendek 17,383,037 21,094,465 121.35% Current liabilities
Liabilitas jangka panjang 28,515,088 26,825,636 94.08% Non-current liabilities
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Realisasi 2025 Pencapaian
Uraian RKAP 2025 Description
Realisation 2025 Achievement
(1) (2) (3) (4) = (3)/(2) (1)
Jumlah liabilitas 45,898,125 47,920,101 104.41% Total liabilities
Jumlah ekuitas 152,337,124 141,178,069 92.67% Total equity
Jumlah liabilitas dan ekuitas 198,235,249 189,098,170 95.39% Total liabilities and equity
Pada tahun 2025, liabilitas Hutama Karya tercatat sebesar Rp47,92 In 2025, Hutama Karya’s liabilities were recorded at IDR47.92
triliun, atau 104,41% dari target RKAP 2025. Dibandingkan dengan trillion, representing 104.41% of the RKAP 2025 target. Compared
tahun lalu, perusahaan mencatatkan penurunan interest bearing to the previous year, the Company recorded a decrease in interest-
debt sebesar 15,92% yang mencerminkan upaya deleveraging bearing debt of 15.92%, reflecting deleveraging efforts through
melalui pelunasan pinjaman. Sementara itu, ekuitas Hutama Karya loan repayments. Meanwhile, Hutama Karya’s equity in 2025
pada tahun 2025 tercatat mencapai Rp141,18 triliun, atau 92,67% was recorded at IDR141.18 trillion, or 92.67% of the RKAP target.
dari RKAP. Pencapaian ini terutama disebabkan oleh peningkatan This achievement was primarily driven by an increase in retained
retained earnings yang berasal dari laba bersih tahun 2025 sebesar earnings derived from net profit in 2024 amounting to IDR2.77
Rp2,77 triliun dan laba bersih tahun 2025 sebesar Rp3,09 triliun. trillion and net profit in 2025 amounting to IDR3.09 trillion.
Perbandingan Target dan Realisasi Pemasaran 2025 Comparison of Target and Marketing Realisation 2025
Informasi perbandingan target dan realisasi pemasaran disajikan Information on the comparison between marketing targets and
sebagai berikut. realisation is presented as follows.
Tabel Perbandingan Target dan Realisasi Pemasaran
Table of Comparison of Marketing Targets and Realisation
Realisasi 2025 Pencapaian
Uraian RKAP 2025 Description
Realisation 2025 Achievement
(1) (2) (3) (4) = (3)/(2) (1)
Persentase tender yang
48% 50% 104.17% Percentage of Tender Wins (%)
dimenangkan (%)
New Contracts (in millions
Kontrak Baru (jutaan Rupiah) 20,074,711 18,373,098 91.52%
Rupiah)
Ruas Tol yang Terbangun (km) 92.8 83.5 89.98% Constructed Toll Road Sections (km)
Hutama Karya berhasil mencatatkan kontrak baru sebesar Rp18,37 Hutama Karya recorded new contracts amounting to IDR18.37 trillion
triliun pada tahun 2025, atau 91,52% dari target RKAP 2025. Deviasi in 2025, representing 91.52% of the RKAP 2025 target. The deviation in
kontrak baru utamanya disebabkan oleh penurunan alokasi new contracts was primarily attributable to the reduction in national
anggaran infrastruktur nasional serta tertundanya proses lelang infrastructure budget allocation as well as delays in the tender
sejumlah proyek strategis yang berdampak pada perlambatan process of several strategic projects, which resulted in slower contract
serapan kontrak. Kontrak baru ini didominasi oleh proyek acquisition. The new contracts were predominantly derived from
Pemerintah, serta segmen jalan dan jembatan, yang memberikan Government projects, particularly in the road and bridge segment,
kontribusi mencapai 64% dari total perolehan kontrak baru contributing approximately 64% of the total new contract acquisition
Tabel Rincian Target dan Realisasi Perolehan Kontrak Baru
Table of Detailed Target and Realisation of New Contract Acquisition
(dalam miliar Rupiah / in billions Rupiah)
Realisasi 2025
Kontrak Kontrak
Realisation 2025
Kontrak Baru Ditangan Lama
RKAP 2025
New Contracts Contracts on Existing
Kontrak Internal Kontrak Eksternal
Total Hand Contracts
Internal Contracts External Contracts
Divisi Sipil Umum (DSU)
6,901,102 7,977,924 1,132,706 6,845,218 19,122,314 11,144,391
General Civil Division (DSU)
Divisi Gedung (DG)
3,329,530 4,775,899 - 4,775,899 5,918,367 1,142,468
Building Division (DG)
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Realisasi 2025
Kontrak Kontrak
Realisation 2025
Kontrak Baru Ditangan Lama
RKAP 2025
New Contracts Contracts on Existing
Kontrak Internal Kontrak Eksternal
Total Hand Contracts
Internal Contracts External Contracts
EPC - - - - 765,822 765,822
Hakaaston (HKA) 1,144,309 1,342,283 1,096,890 245,393 2,299,419 957,136
HK Infrastruktur (HKI) 8,699,770 4,276,992 2,613,866 1,663,126 31,666,786 27,389,793
HK Realtindo (HKR) - - - - - -
Total 20,074,711 18,373,098 4,843,463 13,529,635 59,772,708 41,399,609
Divisi Sipil Umum pada tahun 2025 memperoleh kontrak senilai The General Civil Division recorded contract acquisition amounting
Rp7,98 triliun dan Divisi Gedung berhasil mencatatkan perolehan to IDR7.98 trillion in 2025, while the Building Division recorded
kontrak baru sebesar Rp4,78 triliun. Keduanya menjadi kontributor new contracts amounting to IDR4.78 trillion. Both divisions were
terbesar dalam perolehan kontrak baru pada tahun 2025. Di sisi the largest contributors to new contract acquisition in 2025. On
lain, realisasi kontrak baru PT Hutama Karya Infrastruktur senilai the other hand, the realisation of new contracts of PT Hutama
Rp4,28 triliun. Deviasi ini terjadi utamanya pada anak perusahaan Karya Infrastruktur amounted to IDR4.28 trillion. This deviation
PT Hutama Karya Infrastruktur yang belum mencapai target RKAP was primarily attributable to the subsidiary PT Hutama Karya
2025. Infrastruktur, which had not yet achieved its RKAP 2025 target.
Perbandingan Target dan Realisasi Pengembangan Comparison of Target and Human Capital
SDM 2025 Development Realisation 2025
Informasi perbandingan target dan realisasi pengembangan SDM Information on the comparison between human capital
disajikan sebagai berikut. development targets and realisation is presented as follows.
Tabel Perbandingan Target dan Realisasi Pengembangan SDM
Table of Comparison of Human Capital Development Targets and Realisation
Realisasi 2025 Pencapaian
Uraian RKAP 2025 Description
Realisation 2025 Achievement
(1) (2) (3) (4) = (3)/(2) (1)
Biaya pengembangan SDM Human Capital Development
20,000,000,000 27,741,529,522 138.71%
(Rupiah) Costs (Rupiah)
Number of Training Programs
Jumlah pelatihan (pelatihan) 180 231 128.33%
(training)
Number of Training Participants
Jumlah peserta pelatihan (orang) 4,750 8,259 173.87%
(persons)
Realisasi biaya pengembangan SDM Hutama Karya tahun 2025 The realisation of Hutama Karya’s human capital development costs
mencapai Rp27,74 miliar atau melebihi target RKAP sebesar in 2025 reached IDR27.74 billion, or 138.71% of the RKAP target. In
138,71%. Sejalan dengan hal tersebut, jumlah pelatihan yang line with this, the number of training programs conducted exceeded
dilaksanakan berhasil melampaui target dengan pencapaian the target, achieving 128.33% or a total of 231 training programs,
128,33% yaitu sebanyak 231 pelatihan, yang diikuti oleh 8.259 attended by 8,259 participants. This achievement was supported
peserta. Pencapaian ini didorong oleh program pengembangan by development programs utilizing various learning methods,
yang menggunakan berbagai metode pembelajaran, seperti self- including self-learning, structured learning, social learning, and
learning, structured learning, social learning, dan learning while learning while working. One of the key initiatives contributing to
working. Salah satu inisiatif yang mendukung keberhasilan ini this achievement was the utilization of Hutama Karya’s internal
adalah pemanfaatan para expert internal Hutama Karya untuk experts to conduct knowledge sharing sessions and learning while
melakukan sesi knowledge sharing dan learning while working. working programs. In addition, learning through online learning
Selain itu, pembelajaran melalui platform pembelajaran daring platforms (self-learning) was also leveraged, providing flexibility
(self-learning) juga dimanfaatkan, memberikan fleksibilitas for participants to learn anytime and anywhere according to their
kepada peserta untuk belajar kapan saja dan di mana saja sesuai needs.
kebutuhan.
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Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
Proyeksi ke Depan Future Projections
Asumsi Dalam Menyusun Proyeksi 2026 Assumptions in Preparing the 2026 Projections
Dalam penyusunan proyeksi tahun 2026, Hutama Karya In preparing the 2026 projections, Hutama Karya uses several
menggunakan beberapa asumsi makro ekonomi sebagai berikut. macroeconomic assumptions as follows.
Tabel Asumsi dalam Menyusun Proyeksi 2026
Table of Assumptions in Preparing the 2026 Projections
Uraian 2026 Description
(1) (2) (1)
Pertumbuhan ekonomi (%) 5.4 Economic growth (%)
Tingkat inflasi (%) 2.5 Inflation rate (%)
Nilai tukar Rp/USD (Rp) 16,500 Exchange rate IDR/USD (IDR)
Sumber: Nota Keuangan RAPBN Tahun Anggaran 2026, Kementerian Keuangan, Juli 2025
Source: Financial Note of the State Budget (RAPBN) for Fiscal Year 2026, Ministry of Finance, July 2025
Proyeksi Keuangan 2026 Financial Projections 2026
Informasi terkait target/proyeksi keuangan tahun 2026 adalah Information related to the financial targets/projections for 2026 is
sebagai berikut. presented as follows.
Tabel Proyeksi Keuangan 2026
Table of Financial Projections 2026
(dalam jutaan Rupiah / in millions Rupiah)
Uraian RKAP 2026 Description
(1) (2) (1)
POSISI KEUANGAN FINANCIAL POSITION
Aset 205,414,206 Assets
Liabilitas 64,506,305 Liabilities
Ekuitas 140,907,902 Equity
LABA RUGI PROFIT OR LOSS
Pendapatan 25,697,655 Revenue
Laba Bersih 1,403,972 Net Profit
RASIO KEUANGAN FINANCIAL RATIOS
Rasio Kas 0.83 Cash Ratio
Rasio Cepat 0.89 Quick Ratio
Rasio Lancar 1.76 Current Ratio
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Proyeksi Struktur Modal 2026 Capital Structure Projections 2026
Informasi terkait proyeksi struktur modal tahun 2026 adalah Information related to the capital structure projections for 2026 is
sebagai berikut. presented as follows.
Tabel Proyeksi Struktur Modal 2026
Table of Capital Structure Projections 2026
(dalam jutaan Rupiah / in millions Rupiah)
Uraian RKAP 2026 Description
(1) (2) (1)
Liabilitas jangka pendek 21,219,227 Current liabilities
Liabilitas jangka panjang 43,287,077 Non-current liabilities
Jumlah liabilitas 64,506,305 Total liabilities
Jumlah ekuitas 140,907,902 Total equity
Jumlah liabilitas dan ekuitas 205,414,207 Total liabilities and equity
Proyeksi Kebijakan Dividen 2026 Dividend Policy Projection 2026
Merujuk pada Undang-Undang Perseroan Terbatas (UU PT) Nomor Referring to Law No. 40 of 2007 concerning Limited Liability
40 tahun 2007 yang menyatakan bahwa cadangan yang belum Companies, which stipulates that reserves that have not yet reached
mencapai 20% dari jumlah modal ditempatkan dan disetor hanya 20% of the issued and paid-up capital may only be used to cover
dapat digunakan untuk menutup kerugian yang tidak dapat dipenuhi losses that cannot be offset by other reserves, the Company has not
dari cadangan lain, sehingga Perseroan belum memenuhi persyaratan yet met the requirements to distribute dividends for the financial
untuk melakukan pembagian dividen pada tahun buku 2024 dan 2025. years 2024 and 2025.
Proyeksi Pemasaran 2026 Marketing Projections 2026
Informasi terkait proyeksi pemasaran tahun 2026 adalah sebagai Information related to the marketing projections for 2026 is
berikut. presented as follows.
Tabel Perbandingan Proyeksi Pemasaran 2026
Table of Marketing Projections 2026
Uraian RKAP 2026 Description
(1) (2) (1)
Persentase tender yang dimenangkan (%) >20% Percentage of Tender Wins (%)
Kontrak Baru (jutaan Rupiah) 19,204,160 New Contracts (in millions Rupiah)
Ruas Tol yang Terbangun (km) 83 Constructed Toll Road Sections (km)
Proyeksi Pengembangan SDM Human Capital Development Projections
Informasi terkait proyeksi pengembangan SDM tahun 2026 adalah Information related to the human capital development projections
sebagai berikut. for 2026 is presented as follows.
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Tabel Proyeksi Pengembangan SDM 2026
Table of Human Capital Development Projections 2026
Uraian RKAP 2026 Description
(1) (2) (1)
Biaya pengembangan SDM (Rupiah) 27,200,000,000 Human capital development costs (Rupiah)
Waktu pelatihan (jam) 73,500 Training hours (hours)
Jumlah peserta Pelatihan (orang) 5,250 Number of training participants (persons)
Evaluasi Rencana Jangka Panjang (RJP) Evaluation of the Long-Term Plan (RJP)
Periode 2021-2025 menjadi tahun yang penuh tantangan dan tahun The period 2021–2025 marked a challenging phase as well as a
transformasi untuk Hutama Karya, karena selain meningkatnya transformation period for Hutama Karya. In addition to increasing
persaingan di industri konstruksi di Indonesia, Hutama Karya terus competition in Indonesia’s construction industry, the Company
berkomitmen melanjutkan penugasan pengusahaan JTTS dan remained committed to continuing the assignment for the Trans-
melakukan restrukturisasi sehingga dalam 3 (tiga) tahun terakhir Sumatra Toll Road (JTTS) concessions and undertaking restructuring
Hutama Karya memiliki bottom line yang solid. initiatives, resulting in a solid bottom line over the past three years.
Kinerja finansial Hutama Karya pada tahun 2021-2025 konsisten Hutama Karya’s financial performance during 2021–2025
mengalami perbaikan dengar realisasi pada indikator pendapatan consistently improved, with revenue growing at a compound
tumbuh 5,2% (CAGR) serta perolehan laba bersih positif dengan annual growth rate (CAGR) of 5.2% and the Company recording
tren meningkat pada tahun 2023-2025. Di samping itu, nilai aset positive net profit with an increasing trend during 2023–2025.
Hutama Karya tumbuh 9,2% (CAGR 2021-2025) dengan nilai ekuitas In addition, Hutama Karya’s total assets grew by 9.2% (CAGR
yang juga mengalami pertumbuhan signifikan (CAGR 2021-2025: 2021–2025), while equity also recorded significant growth (CAGR
26,7%). Hutama Karya juga terus berkomitmen dalam upaya 2021–2025: 26.7%). The Company has also remained committed
menurunkan utang berbunga hingga pada level sustain, efisiensi to reducing interest-bearing debt to a sustainable level, improving
HPP, dan penurunan beban bunga Hutama Karya. Selain melakukan cost of revenue efficiency, and lowering finance costs. In addition to
restrukturisasi penyehatan keuangan, Hutama Karya juga melakukan financial restructuring initiatives, Hutama Karya has also optimized
optimalisasi penyelesaian permasalahan legalitas serta penguatan the resolution of legal issues and strengthened governance, risk
governance, risk management dan implementasi teknologi. management, and technology implementation.
Dalam menyukseskan mandat Pemerintah untuk membangun In fulfilling the Government’s mandate to develop and operate
dan mengoperasikan JTTS, Hutama Karya telah melakukan the JTTS, Hutama Karya had constructed toll roads with a
pembangunan dengan ekuivalen panjang terbangun hingga tahun total equivalent length of 1,133 km as of 2025. In addition to
2025 yaitu 1.133 km. Selain pembangunan, Hutama Karya melakukan construction, the Company has operated JTTS sections totaling
pengoperasioan ruas JTTS hingga tahun 2025 sepanjang 982 km (824 982 km as of 2025 (824 km excluding the Medan–Binjai and
km diluar ruas Medan-Binjai dan Bakauheni-Terbanggi Besar yang Bakauheni–Terbanggi Besar sections, which have undergone asset
telah dilakukan asset recycling). Hutama Karya berpartisipasi aktif recycling). Hutama Karya has also actively participated in the
dalam pembangunan infrastruktur IKN dan berbagai proyek Program development of infrastructure for the Nusantara Capital City (IKN)
Startegis Nasional (PSN) di luar JTTS sebagai wujud kontribusi nyata and various National Strategic Projects (PSN) beyond JTTS, as part
terhadap percepatan pertumbuhan ekonomi Indonesia. Hutama of its contribution to accelerating Indonesia’s economic growth.
Karya telah memperluas pengembangan multi bisnis berbasis Furthermore, the Company has expanded its infrastructure-based
infrastruktur diantaranya melalui selektivitas proyek yang lebih multi-business development through stricter project selectivity,
ketat, pemanfaatan skema Kerja Sama Pemerintah dan Badan Usaha utilization of Public-Private Partnership (PPP) schemes, cross-
(KPBU), kemitraan lintas sektor, serta alternatif pembiayaan kreatif. sector partnerships, and alternative financing strategies.
Secara keseluruhan, capaian kinerja selama periode 2021–2025 Overall, the performance achievements during the 2021–2025
menunjukkan bahwa sebagian besar sasaran strategis dalam period indicate that the majority of strategic objectives under
Rencana Jangka Panjang Perusahaan (RJPP) telah terealisasi the Company’s Long-Term Plan (RJPP) have been well achieved.
dengan baik. Pertumbuhan pendapatan, peningkatan laba bersih, Revenue growth, improvement in net profit, strengthening of
penguatan struktur permodalan, serta percepatan pembangunan dan capital structure, and acceleration of JTTS development and
pengoperasian JTTS mencerminkan kemajuan signifikan terhadap operations reflect significant progress toward the established
PT Hutama Karya (Persero)
2025 Annual Report 245
Page 246
target yang telah ditetapkan, meskipun masih terdapat beberapa targets, although several challenges remain that require further
tantangan yang memerlukan optimalisasi lanjutan, khususnya dalam optimization, particularly in strengthening the funding structure
penguatan struktur pendanaan dan peningkatan efisiensi operasional. and enhancing operational efficiency.
Kebijakan, Pengumuman dan Dividend Policy, Announcement and
Pembayaran Dividen Payment
Sebagai badan usaha yang bertujuan untuk senantiasa As a business entity that aims to continuously enhance shareholder
meningkatkan nilai bagi pemegang saham. Perseroan berusaha value, the Company strives to fulfill the rights of its shareholders,
untuk memenuhi setiap hak dari pemegang saham yakni namely the Government of the Republic of Indonesia as the holder
Pemerintah Republik Indonesia sebagai Pemegang Saham Seri A of Series A Dwiwarna shares and PT Danantara Asset Management
Dwiwarna dan PT Danantara Asset Management sebagai Pemegang as the holder of Series B shares. The amount of dividend distribution
Saham Seri B. Besaran pembagian dividen ditetapkan dengan is determined by taking into consideration the net profit recorded
menimbang laba bersih yang dibukukan oleh Perseroan. Perseroan by the Company. The Company allocates funds in accordance with
akan mengalokasikan dana sesuai dengan Keputusan RUPS yang the applicable General Meeting of Shareholders (GMS) resolutions,
berlaku dengan mengukur keberlangsungan usaha dan juga laju while also considering business sustainability and the future growth
pertumbuhan kinerja Perseroan ke depannya. trajectory of the Company’s performance.
Pada RUPS Tahunan Tahun Buku 2023 alokasi penggunaan laba At the Annual General Meeting of Shareholders for Financial Year 2023,
bersih Perseroan digunakan seluruhnya sebagai cadangan. Hal ini the allocation of the Company’s net profit was entirely designated as
didasari oleh beberapa hal sebagai berikut: reserves. This decision was based on the following considerations:
1. Modal ditempatkan dan disetor penuh PT Hutama Karya 1. The issued and fully paid-up capital of PT Hutama Karya
(Persero) saat ini sebesar Rp113.042.000.000,00 (seratus tiga (Persero) amounted to IDR113,042,000,000,000, representing
belas triliun empat puluh dua miliar rupiah) atau sebesar 45.22% of the authorised capital. This is in accordance with
45,22% (empat puluh lima koma dua dua persen) dari modal Article 33 of the Company Law, which stipulates that at least
dasar. Hal ini telah sesuai dengan ketentuan Pasal 33 UUPT 25% of the authorised capital must be issued and fully paid.
yang mengatur bahwa paling sedikit 25% (dua puluh lima
persen) dari modal dasar yang harus ditempatkan dan disetor
penuh.
2. Sesuai ketentuan Pasal 70 Ayat (4) UUPT, cadangan yang belum 2. In accordance with Article 70 paragraph (4) of the Company
mencapai paling sedikit 20% (dua puluh persen) dari jumlah Law, reserves that have not yet reached at least 20% of
modal ditempatkan dan disetor hanya boleh digunakan untuk the issued and paid-up capital may only be used to cover
menutup kerugian yang tidak dapat dipenuhi dari cadangan losses that cannot be offset by other reserves. As of 2023,
lain. Saat ini saldo laba dicadangkan Perseroan pada tahun the Company’s appropriated retained earnings amounted to
2023 (dua ribu dua puluh tiga) sebesar Rp5.619.215.821.987,00 IDR5,619,215,821,987, or 4.97% of issued and paid-up capital,
(lima triliun enam ratus sembilan belas miliar dua ratus lima and therefore had not met the minimum requirement of 20%.
belas juta delapan ratus dua puluh satu ribu sembilan ratus
delapan puluh tujuh rupiah) atau 4,97% (empat koma sembilan
tujuh persen) dari modal ditempatkan dan disetor, sehingga
presentasenya belum memenuhi ketentuan minimum 20%
(dua puluh persen)
3. Perseroan memerlukan pendanaan lebih lanjut untuk 3. The Company requires additional funding to support the
mendukung kelanjutan penugasan pengusahaan JTTS Tahap continuation of the JTTS concession assignment for Phase
II dan Tahap III sehingga dapat tersambung koridor JTTS dari II and Phase III, in order to complete the JTTS corridor from
Lampung hungga Medan. Lampung to Medan.
Berdasarkan RUPS Tahunan Tahun Buku 2024 pada 26 Juni 2025 Based on the Annual General Meeting of Shareholders for Financial
Perseroan menetapkan penggunaan laba bersih sebagai cadangan Year 2024 held on June 26, 2025, the Company determined that
sehingga tidak membagikan dividen. Hal ini didasari oleh beberapa the net profit would be fully allocated as reserves, and therefore
hal sebagai berikut: no dividends were distributed. This decision was based on the
following considerations:
1. Modal ditempatkan dan disetor penuh PT Hutama Karya 1. The issued and fully paid-up capital of PT Hutama Karya
(Persero) saat ini sebesar Rp131,65 triliun (seratus tiga puluh (Persero) amounted to IDR131.65 trillion, representing 52.66%
satu koma enam lima triliun rupiah) atau sebesar 52,66% (lima of the authorised capital, which has complied with Article 33 of
PT Hutama Karya (Persero)
246 Laporan Tahunan 2025
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Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
puluh dua koma enam enam persen) dari modal dasar. Hal the Company Law requiring at least 25% of authorised capital
ini telah memenuhi ketentuan Pasal 33 UUPT yang mengatur to be issued and fully paid.
bahwa paling sedikit 25% (dua puluh lima persen) dari modal
dasar yang harus ditempatkan dan disetor penuh.
2. Sesuai ketentuan Pasal 70 Ayat (4) UUPT, cadangan yang belum 2. In accordance with Article 70 paragraph (4) of the Company
mencapai paling sedikit 20% (dua puluh persen) dari jumlah Law, reserves that have not yet reached at least 20% of issued
modal ditempatkan dan disetor hanya boleh digunakan untuk and paid-up capital may only be used to cover losses that
menutup kerugian yang tidak dapat dipenuhi dari cadangan cannot be offset by other reserves. As of 2024, the Company’s
lain. Saat ini saldo laba dicadangkan Perseroan pada tahun appropriated retained earnings amounted to IDR5.62 trillion, or
2024 (dua ribu dua puluh empat) sebesar Rp5,62 triliun (lima 4.27% of issued and paid-up capital, and therefore had not met
koma enam dua triliun rupiah) atau 4,27% (empat koma dua the minimum requirement of 20%.
tujuh persen) dari modal ditempatkan dan disetor, sehingga
presentasenya belum memenuhi ketentuan minimum 20%
(dua puluh persen)
3. Perseroan masih memerlukan pendanaan sehubungan dengan 3. The Company still requires funding in relation to the condition
kondisi beberapa ruas JTTS diantaranya Ruas Palembang of several JTTS sections, including the Palembang–Betung
– Betung yang saat ini sedang proses konstruksi dan masih section which is currently under construction and still has
terdapat gap pendanaan serta Perseroan masih dalam upaya a funding gap. In addition, the Company is in the process of
melakukan perubahasn struktur pendanaan dalam rangka restructuring its funding structure to reduce the proportion
menurunkan porsi pinjaman pada .beberapa ruas JTTS salah of borrowings in several JTTS sections, including the Binjai–
satunya Rusa Binjai – Langsa. Langsa section.
Sedangkan penggunaan laba bersih Perseroan tahun buku 2025 The allocation of the Company’s net profit for Financial Year 2025
akan diputuskan dalam RUPS pada tahun 2026. will be determined at the General Meeting of Shareholders to be
held in 2026
Tabel Pengumuman dan Pembayaran Dividen
Table of Dividend Announcement and Payment
Tahun Buku 2024 Tahun Buku 2023
Uraian Description
Financial Year 2024 Financial Year 2023
Laba (rugi) tahun berjalan 2.766.522 1,872,556 Profit (loss) for the year
Dividen Kas - - Cash dividends
Dividen Non Kas - - Non-cash dividends
Dividen Kas Per Saham - - Cash dividends per share
Dividen Non Kas Per Saham - - Non-cash dividends per share
Dividend Payout Ratio (%) - - Dividend payout ratio (%)
26 Juni 2025 26 Juni 2024
Tanggal Pengumuman Announcement date
June 26, 2025 June 26, 2024
Tanggal Pembayaran Dividen Kas - - Cash dividend payment date
Tanggal Pembayaran Dividen Non Kas - - Non-cash dividend payment date
Realisasi Penggunaan Dana Hasil Realisation of Proceeds from Public
Penawaran Umum Offering
Sesuai dengan POJK Nomor 30/POJK.04/2015 tentang Laporan In accordance with OJK Regulation No. 30/POJK.04/2015 regarding
Realisasi Penggunaan Dana Hasil Penawaran Umum, Hutama Karya the Report on the Realisation of the Use of Proceeds from Public
telah melaporkan Realisasi Penggunaan Dana Hasil Penawaran Offering, Hutama Karya has reported the Realisation of the Use of
Umum sebagai berikut. Proceeds from Public Offering as follows.
PT Hutama Karya (Persero)
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Tabel Realisasi Penggunaan Dana Hasil Penawaran Umum
Table of Realisation of the Use of Proceeds from Public Offering
Nilai Realisasi Hasil Penawaran Umum
Realised Proceeds from Public Offering
Deskripsi Tanggal Efektif
No. Jumlah Hasil
Description Effective Date Biaya Penawaran
Penawaran Umum Hasil Bersih
Umum
(dalam Rp) (dalam Rp)
(dalam Rp)
Total Proceeds from Net Proceeds
Public Offering
Public Offering (in IDR)
Costs (in IDR)
(in IDR)
1 2 3 4 5 6
Obligasi Berkelanjutan I Tahap I Tahun 2016 09 Desember 2016
1 1,000,000,000,000 4,630,000,000 995,370,000,000
Sustainable Bonds I Phase I 2016 December 9, 2016
Obligasi Berkelanjutan I Tahap II Tahun 2017 09 Desember 2016
2 1,968,000,000,000 1,735,776,000 1,966,264,224,000
Sustainable Bonds I Phase II 2017 December 9, 2016
Obligasi Berkelanjutan I Tahap III Tahun 2017 09 Desember 2016
3 3,532,000,000,000 3,178,800,000 3,528,821,200,000
Sustainable Bonds I Phase III 2017 December 9, 2016
Obligasi Berkelanjutan II Tahap I Tahun 2021 30 Agustus 2021
4 1,000,000,000,000 8,193,224,467 991,820,000,000
Sustainable Bonds II Phase I 2021 August 30, 2021
Obligasi Berkelanjutan II Tahap II Tahun 2022 30 Agustus 2021
5 1,000,000,000,000 3,941,000,000 996,059,000,000
Sustainable Bonds II Phase II 2022 August 30, 2021
Sukuk Mudharabah Berkelanjutan I Tahap I
30 Agustus 2021
6 Tahun 2021 500,000,000,000 3,979,612,233 496,020,387,767
August 30, 2021
Sustainable Sukuk Mudharabah I Phase I 2021
Sukuk Mudharabah Berkelanjutan I Tahap II
30 Agustus 2021
7 Tahun 2022 313,000,000,000 1,388,919,622 311,611,080,378
August 30, 2021
Sustainable Sukuk Mudharabah I Phase II 2022
Informasi Material Mengenai Investasi, Material Information on Investment,
Ekspansi, Divestasi, Penggabungan/ Expansion, Divestment, Merger/
Peleburan Usaha, Akuisisi, dan Consolidation, Acquisition, and Debt/
Restrukturisasi Utang/Modal Capital Restructuring
Investasi Investment
Pada tahun 2025, Hutama Karya melakukan investasi dalam rangka In 2025, Hutama Karya carried out investments to enhance the
meningkatkan kapasitas Perseroan di sektor infrastruktur dengan Company’s capacity in the infrastructure sector, with details as
rincian sebagai berikut: follows:
1. Kerjasama Pemerintah dengan Badan Usaha (KPBU) Balai 1. Public-Private Partnership (PPP) for the Motor Vehicle
Pengujian Laik Jalan dan Sertifikasi Kendaraan Bermotor Roadworthiness Testing and Certification Center (BPLJSKB)
(BPLJSKB) di Bekasi in Bekasi
Pemerintah mengembangkan fasilitas pengujian kendaraan The Government is developing a motor vehicle testing facility
bermotor (proving ground) dengan harapan meningkatkan (proving ground) with the objective of improving vehicle safety
keamanan dan keselamatan kendaraan bermotor di Indonesia, and roadworthiness in Indonesia, promoting environmental
mendorong perlindungan lingkungan hidup di Indonesia protection through enhanced vehicle roadworthiness and
melalui peningkatan kelaikan jalan dan pengendalian tingkat emission control, and expanding motor vehicle testing standards
emisi kendaraan bermotor dan memperluas standar pengujian in Indonesia to strengthen the country’s competitiveness
kendaraan bermotor yang dilakukan di Indonesia sehingga in automotive exports in line with the Association of
dapat memperkuat daya saing Indonesia dalam ekspor Southeast Asian Nations (“ASEAN”) Mutual Recognition
kendaraan bermotor yang sejalan dengan penandatanganan Agreement (“MRA”). The development of the proving ground
Association of Southeast Asian Nations (“ASEAN”)Mutual is implemented under a Public-Private Partnership (PPP)
Recognition Agreement (“MRA”). Pengembangan proving scheme. Hutama Karya, as one of the shareholders of the
ground tersebut menggunakan skema Kerjasama Pemerintah implementing entity, PT Indonesia International Automotive
PT Hutama Karya (Persero)
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Management Discussion and Analysis
Sisa Dana Hasil
Rencana Penggunaan Dana Realisasi Penggunaan Dana Penawaran Umum
Planned Use of Funds Realisation of Use of Funds Remaining Proceeds
from Public Offering
Penyaluran Kredit Total Penyaluran Kredit
(dalam Rp) (dalam Rp) (dalam Rp) Total (dalam Rp) (dalam Rp)
Loan Disbursement Total Loan Disbursement Total (in IDR) (in IDR)
(in IDR) (in IDR) (in IDR)
7 8 9 10 11
995,370,000,000 995,370,000,000 995,370,000,000 995,370,000,000 -
1,966,264,224,000 1,966,264,224,000 1,966,264,224,000 1,966,264,224,000 -
3,528,821,200,000 3,528,821,200,000 3,528,821,200,000 3,528,821,200,000 -
991,820,000,000 991,820,000,000 991,820,000,000 991,820,000,000 -
996,059,000,000 996,059,000,000 996,059,000,000 996,059,000,000 -
496,020,387,767 496,020,387,767 496,020,387,767 496,020,387,767 -
311,611,080,378 311,611,080,378 311,611,080,378 311,611,080,378 -
dengan Badan Usaha (KPBU). Hutama Karya sebagai salah Proving Ground (PT IIAPG), acts as the operator of BPLJSKB
satu pemegang saham dari Badan Usaha Pelaksana yang during the concession period under an availability payment
bernama PT Indonesia International Automotive Proving Ground scheme from the Government. In August 2025, Hutama Karya
(PT IIAPG) yang menjadi pengelola dari BPLJSKB selama masa injected additional equity amounting to IDR4.5 billion to fulfill
konsesi dengan skema pengembalian availability payment dari equity funding requirements for the project.
pemerintah. Hutama Karya melakukan penambahan setoran
modal di bulan Agustus 2025 sebesar Rp4,5 miliar dalam
rangka pemenuhan pendanaan dari sisi ekuitas pada proyek
pengembangan tersebut.
2. Kerjasama Pemerintah dengan Badan Usaha (KPBU) Jalan 2. Public-Private Partnership (PPP) for the Trans Papua Road
Trans Papua Ruas Jayapura-Wamena segmen Mamberamo – Jayapura–Wamena Section (Mamberamo–Elelim segment)
Elelim
Pemerintah berupaya meningkatkan konektivitas antara Kota The Government aims to enhance connectivity between
Jayapura dan Kota Wamena guna menghubungkan Pusat Kegiatan Jayapura and Wamena to link Local Activity Centers, Regional
Lokal, Pusat Pelayanan Kawasan, serta Pusat Pelayanan Lokal, Service Centers, and Local Service Centers, as well as to support
sekaligus mendukung kelancaran pergerakan orang dan barang the smooth movement of people and goods (logistics) in the
(logistik) di wilayah Papua. Dalam rangka memenuhi kebutuhan Papua region. To meet the funding requirements for the Trans
PT Hutama Karya (Persero)
2025 Annual Report 249
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pendanaan pembangunan Jalan Trans Papua, pemerintah Papua Road development, the Government has introduced a
membuka skema kerja sama dengan badan usaha sebagai bagian PPP scheme as part of its creative financing strategy. Within this
dari penerapan creative financing. Dalam kerangka tersebut, framework, Hutama Karya, through its subsidiary PT Hutama
Hutama Karya melaksanakan kerja sama pemerintah dengan badan Mambelim Trans Papua (HMTP), acts as the implementing entity
usaha (KPBU) melalui anak usahanya, PT Hutama Mambelim Trans responsible for constructing and operating the project during
Papua (HMTP), yang bertindak sebagai badan usaha pelaksana the concession period, with returns based on an availability
untuk membangun dan mengoperasikan proyek selama masa payment scheme from the Government. HMTP commenced
konsesi dengan skema pengembalian melalui availability payment construction progress at the end of 2024 and, in the same
dari pemerintah. HMTP telah memulai progres pembangunan year, secured syndicated financing support, which is currently
Jalan Trans Papua sejak akhir tahun 2024 dan pada tahun yang still in the process of fulfilling drawdown requirements. As
sama juga telah memperoleh dukungan pendanaan sindikasi, of December 2025, the construction progress had reached
yang hingga saat ini masih dalam proses pemenuhan persyaratan approximately 35%. In line with project development, Hutama
pencairan. Hingga Desember 2025, progres konstruksi proyek telah Karya injected additional equity of IDR152 billion in 2025 to
mencapai sekitar 35%. Sejalan dengan pengembangan proyek meet equity funding requirements.
tersebut, Hutama Karya melakukan penambahan setoran modal
pada tahun 2025 sebesar Rp152 miliar guna memenuhi kebutuhan
pendanaan dari sisi ekuitas.
3. Kerjasama Pemerintah dengan Badan Usaha (KPBU) 3. Public-Private Partnership (PPP) for the Construction of
Pembangunan Flyover Panorama I (Sitinjau Lauik I) Flyover Panorama I (Sitinjau Lauik I)
Pemerintah melalui Surat Menteri Pekerjaan Umum Republik The Government, through the Letter of the Minister of Public
Indonesia No. PB 0201-Mn/1031 tanggal 1 November 2024 Works of the Republic of Indonesia No. PB 0201-Mn/1031
menunjuk Konsorsium PT Hutama Karya (Persero) dan PT dated November 1, 2024, appointed the consortium of PT
Hutama Karya Infrastruktur untuk melaksanakan Proyek Hutama Karya (Persero) and PT Hutama Karya Infrastruktur
Kerjasama Pemerintah Dengan Badan Usaha (KPBU) to implement the Public-Private Partnership (PPP) Project for
Pembangunan Flyover Panorama I (Sitinjau Lauik I) (”KPBU the Construction of Flyover Panorama I (Sitinjau Lauik I) (“PPP
Sitinjau Lauik I”). Dalam melaksanakan KPBU Sitinjau Lauik Sitinjau Lauik I”). In carrying out the PPP Sitinjau Lauik project,
tersebut, Konsorsium PT Hutama Karya (Persero) dan PT the consortium of PT Hutama Karya (Persero) and PT Hutama
Hutama Karya Infrastruktur membentuk Badan Usaha Karya Infrastruktur established an implementing entity (Badan
Pelaksana (BUP) yaitu PT Hutama Panorama Sitinjau Lauik (PT Usaha Pelaksana/BUP), namely PT Hutama Panorama Sitinjau
HPSL). Lauik (PT HPSL).
PT HPSL didirikan sesuai Akta Nomor 12 pada tanggal 23 PT HPSL was established based on Deed No. 12 dated December
Desember 2024, yang dibuat oleh Titik Krisna Murti Wikaningsih 23, 2024, drawn up before Titik Krisna Murti Wikaningsih Hastuti,
Hastuti, S.H., M.Kn Notaris dan PPAT di Kota Administrasi S.H., M.Kn., Notary and Land Deed Official in the Administrative
Jakarta Selatan dan disahkan Menteri Hukum Republik City of South Jakarta, and was approved by the Minister of Law
Indonesia Nomor AHU-0102826.AH.01.01.Tahun 2024 pada of the Republic of Indonesia under Decree No. AHU-0102826.
tanggal 24 Desember 2024. PT HPSL memiliki kegiatan usaha AH.01.01.Tahun 2024 dated December 24, 2024. PT HPSL engages
membangun dan memelihara Jalan dan Jembatan Proyek in the construction and maintenance of roads and bridges under
KPBU Pembangunan Flyover Panorama I (Sitinjau Lauik I) the Public-Private Partnership (PPP) Project for the Construction
yang berlokasi di Kelurahan Indarung, Kecamatan Lubuk of Flyover Panorama I (Sitinjau Lauik I), located in Indarung
Kilangan, Kota Padang, Provinsi Sumatera Barat dengan Subdistrict, Lubuk Kilangan District, Padang City, West Sumatra
skema KPBU Design, Build, Finance, Operate, Maintenance dan Province. The project is implemented under a PPP scheme with
Transfer (DBFOMT), Masa Konsesi 12,5 tahun terdiri dari: Masa a Design, Build, Finance, Operate, Maintenance, and Transfer
Konstruksi 2,5 tahun dan Masa Operasional dan Maintenance (DBFOMT) structure, with a concession period of 12.5 years,
10 tahun. Sampai pada akhir tahun 2025 Hutama Karya telah consisting of a 2.5-year construction period and a 10-year
melakukan penambahan setoran modal di HPSL sebesar operation and maintenance period. As of the end of 2025, Hutama
Rp46,2 miliar dalam rangka pemenuhan pendanaan dari sisi Karya has injected additional equity into PT HPSL amounting
ekuitas pada proyek pengembangan tersebut. to IDR46.2 billion to fulfill equity funding requirements for the
development of the project.
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Management Discussion and Analysis
Ekspansi Expansion
Sebagai upaya meningkatkan profit Perseroan, Hutama Karya As part of efforts to enhance the Company’s profitability, Hutama
melakukan ekspansi dengan cara mengikuti proyek Kerjasama Karya undertakes expansion through participation in Public-
Pemerintah dengan Badan Usaha (KPBU) baik solicited maupun Private Partnership (PPP) projects, both solicited and unsolicited.
unsolicited. Selain itu, Perseroan mengoptimalkan aset – aset milik In addition, the Company optimizes its assets through strategic
hutama karya melalui kerja sama partner strategis Perseroan dengan partnerships under various schemes, including lease arrangements,
skema sewa menyewa, kerja sama usaha, hingga pengembangan joint operations, and independent development. In this regard,
secara mandiri dimana Hutama Karya melakukan investasi untuk Hutama Karya invests in the development of its hospitality business
pengembangan bisnis hospitality dengan memanfaatkan aset milik by utilizing Company-owned assets that were previously used as
Perseroan yang pada mulanya sudah berfungsi sebagai villa dan villas and employee accommodations. This optimization aims to
mess Perseroan. Optimalisasi ini bertujuan untuk memberikan generate additional income for the Company, while also reducing
pendapatan tambahan bagi Perseroan serta utamanya dapat operational costs such as security expenses, electricity utilities, and
menekan biaya operasional seperti pembayaran penjaga, land and building taxes (PBB) in the event that such assets remain
utilitas listrik hingga PBB apabila aset tersebut idle dan tidak idle or underutilized.
termanfaatkan.
Divestasi Divestment
Sepanjang tahun 2025 Hutama Karya tidak melakukan kegiatan Throughout 2025, Hutama Karya did not undertake any divestment
divestasi activities
Penggabungan/Peleburan Usaha Merger/Consolidation
Sepanjang tahun 2025 Hutama Karya tidak melakukan kegiatan Throughout 2025, Hutama Karya did not undertake any merger or
penggabungan/peleburan usaha. consolidation activities.
Akuisisi Acquisition
Sepanjang tahun 2025 Hutama Karya tidak melakukan kegiatan Throughout 2025, Hutama Karya did not undertake any acquisition
akuisisi. activities.
Restrukturisasi Utang/Modal Debt/Capital Restructuring
Sepanjang tahun 2025 Hutama Karya tidak melakukan kegiatan Throughout 2025, Hutama Karya did not undertake any debt or
restrukturisasi utang/modal. capital restructuring activities.
Informasi Transaksi Material yang Material Transaction Information
Mengandung Benturan Kepentingan, Containing Conflicts of Interest and/or
Afiliasi, dan Pihak Berelasi Transactions with Affiliated Parties
Transaksi Benturan Kepentingan Conflict of Interest Transactions
Sesuai ketentuan dalam Peraturan Otoritas Jasa Keuangan Nomor In accordance with the provisions of Financial Services Authority
42/POJK.04/2020 Tentang Transaksi Afiliasi dan Transaksi Benturan Regulation No. 42/POJK.04/2020 concerning Affiliated Transactions
Kepentingan, Benturan Kepentingan adalah perbedaan antara and Conflict of Interest Transactions, a Conflict of Interest is
kepentingan ekonomis perusahaan terbuka dengan kepentingan defined as a difference between the economic interests of a public
ekonomis pribadi anggota Direksi, anggota Dewan Komisaris, company and the personal economic interests of members of
Pemegang Saham Utama, atau Pengendali yang dapat merugikan the Board of Directors, members of the Board of Commissioners,
perusahaan terbuka dimaksud. Major Shareholders, or Controlling Shareholders, which may be
detrimental to the public company.
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Hutama Karya memiliki memiliki kebijakan benturan kepentingan Hutama Karya has established a conflict of interest policy as set out
yang tertuang dalam prosedur benturan kepentingan Nomor SP/ in the Conflict of Interest Procedure No. SP/GCG/P/008 dated May 8,
GCG/P/008 Tanggal 8 Mei 2023 yang mengatur beberapa hal sebagai 2023, which governs, among others, the following matters:
berikut:
1. Bentuk-bentuk situasi benturan kepentingan 1. Types of conflict of interest situations
2. Sumber penyebab benturan kepentingan 2. Sources of conflict of interest
3. Janis benturan kepentingan 3. Categories of conflict of interest
4. Mekanisme pelaporan benturan kepentingan 4. Conflict of interest reporting mechanisms
5. Sanksi terhadap benturan kepentingan 5. Sanctions related to conflict of interest
6. Pencegahan terjadinya situasi benturan kepentingan 6. Prevention of conflict of interest situations
Sampai dengan akhir tahun 2025, Hutama Karya tidak memiliki As of the end of 2025, Hutama Karya did not have any material
transaksi material yang mengandung Benturan Kepentingan. transactions containing a Conflict of Interest.
Transaksi Afiliasi Affiliate Transactions
Berdasarkan ketentuan Peraturan Otoritas Jasa Keuangan Nomor In accordance with Financial Services Authority Regulation No. 42/
42/POJK.04/2020 Tentang Transaksi Afiliasi dan Transaksi Benturan POJK.04/2020 concerning Affiliated Transactions and Conflict of
Kepentingan, Afiliasi adalah: Interest Transactions, an Affiliate is defined as:
a. Hubungan keluarga karena perkawinan dan keturunan sampai a. A family relationship by marriage or lineage up to the second
derajat kedua, baik secara horizontal maupun vertikal; degree, either horizontally or vertically;
b. Hubungan antara pihak dengan Pegawai, Direktur, atau b. A relationship between a party and the employees, Directors, or
Komisaris dari pihak tersebut; Commissioners of such party;
c. Hubungan antara 2 (dua) Perusahaan di mana terdapat 1 (satu) c. A relationship between two companies in which one or more
atau lebih anggota Direksi atau Dewan Komisaris yang sama; members of the Board of Directors or Board of Commissioners
are the same;
d. Hubungan antara Perusahaan dan Pihak, baik langsung d. A relationship between a company and a party that directly or
maupun tidak langsung, mengendalikan atau dikendalikan indirectly controls or is controlled by such company;
oleh perusahaan tersebut;
e. Hubungan antara 2 (dua) perusahaan yang dikendalikan, baik e. A relationship between two companies that are directly or
langsung maupun tidak langsung, oleh pihak yang sama; atau indirectly controlled by the same party; or
f. Hubungan antara Perusahaan dan Pemegang Saham Utama. f. A relationship between a company and its Major Shareholder.
Selanjutnya transaksi Afiliasi adalah setiap aktivitas dan/atau Furthermore, an affiliated transaction is defined as any activity
transaksi yang dilakukan oleh perusahaan terbuka atau perusahaan and/or transaction conducted by a public company or controlled
terkendali dengan Afiliasi dari perusahaan terbuka atau Afiliasi dari company with an Affiliate of the public company, or an Affiliate
Anggota Direksi, Anggota Dewan Komisaris, Pemegang Saham of members of the Board of Directors, members of the Board of
Utama, atau Pengendali, termasuk setiap aktivitas dan/atau Commissioners, major shareholders, or controlling shareholders,
transaksi yang dilakukan oleh Perusahaan Terbuka atau Perusahaan including any activity and/or transaction conducted by the public
Terkendali untuk kepentingan Afiliasi dari Perusahaan Terbuka atau company or controlled company for the benefit of such Affiliates.
Afiliasi dari anggota Direksi, Anggota Dewan Komisaris, Pemegang
Saham Utama, atau Pengendali.
Sampai dengan Desember 2025, tidak terdapat transaksi afiliasi As at December 2025, there were no affiliated transactions that met
yang memenuhi kriteria Pasal 8 POJK 42/2020, antara lain transaksi the criteria under Article 8 of OJK Regulation No. 42/2020, including
afiliasi dengan objek transaksi berupa Surat Berharga, Pasar Uang, affiliated transactions with transaction objects in the form of
dan Repurchase Agreement/ Reverse Repurchase Agreement dengan securities, money market instruments, and repurchase agreement/
sejumlah perusahaan yang terafiliasi maupun BUMN lainnya reverse repurchase agreement transactions with affiliated companies
or other state-owned enterprises.
Transaksi Pihak Berelasi Related Party Transactions
Grup melakukan transaksi dengan pihak-pihak berelasi seperti The Group enters into transactions with related parties as defined
yang didefinisikan dalam PSAK No. 224 mengenai Pengungkapan in PSAK No. 224 regarding Related Party Disclosures and Bapepam-
Pihak-pihak Berelasi, Peraturan Bapepam-LK No. KEP-347/ LK Regulation No. KEP-347/BL/2012 dated June 25, 2012 concerning
BL/2012 tanggal 25 Juni 2012 tentang Pedoman Penyajian dan the Guidelines for the Presentation and Disclosure of Financial
Pengungkapan Laporan Keuangan Emiten atau Perusahaan Publik. Statements of Issuers or Public Companies.
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Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
Berdasarkan Peraturan BAPEPAM-LK tersebut, entitas berelasi Based on the Bapepam-LK Regulation, government-related entities
dengan pemerintah merupakan entitas yang dikendalikan, are entities that are controlled, jointly controlled, or significantly
dikendalikan bersama, atau dipengaruhi secara signifikan influenced by the Government. The Government, as the shareholder
oleh pemerintah. Pemerintah, sebagai pemegang saham dari of the Company, is represented by the Minister of Finance.
Perusahaan, dalam hal ini adalah Menteri Keuangan.
Rincian saldo dan transaksi yang signifikan dengan pihak-pihak Details of significant balances and transactions with related parties
berelasi disajikan dalam Catatan 36. Transaksi dengan pihak are disclosed in Note 36. Transactions with related parties are
berelasi dilakukan dengan kondisi dan persyaratan yang sama conducted under terms and conditions similar to those applied in
dengan yang berlaku dalam transaksi dengan pihak ketiga. transactions with third parties.
Nama Pihak dan Sifat Hubungan Transaksi Pihak Names of Related Parties and Nature of
Berelasi Relationships in Related Party Transactions
Berikut adalah nama pihak dan sifat hubungan transaksi dengan The following presents the names of related parties and the nature
pihak-pihak berelasi of their relationships in related party transactions
Tabel Nama Pihak dan Sifat Hubungan Transaksi Pihak Berelasi
Table of Names of Related Parties and Nature of Relationships in Related Party Transactions
Sifat Hubungan Pihak Berelasi Sifat Transaksi
Nature of Relationship Related Party Nature of Transaction
PT Bank Rakyat Indonesia (Persero) Tbk
PT Bank Tabungan Negara (Persero) Tbk
PT Bank Syariah Indonesia Tbk
Bank, deposito berjangka, dan pinjaman
PT Bank Negara Indonesia (Persero) Tbk
Banks, time deposits, and loans
PT Bank Mandiri (Persero) Tbk
PT Sarana Multi Infrastruktur (Persero)
PT Bank Syariah Nasional
PT Jasamarga Probolinggo Banyuwangi
PT Angkasa Pura Indonesia
PT Perusahaan Listrik Negara (Persero)
PT PLN Indonesia Power
PT PLN Nusantara Power
PT Indo Raya Tenaga Pendapatan jasa kontrak konstruksi
Entitas yang berelasi dengan Pemerintah
Government-related entities PT Jasamarga Japek Selatan Revenue from construction contract services
PT Kilang Pertamina Internasional
PT Pertamina Hulu Rokan
PT Solusi Bangun Indonesia Tbk
PT Bank Rakyat Indonesia (Persero) Tbk
PT Pertamina Patra Niaga
PT Waskita Karya (Persero) Tbk
PT Adhi Karya (Persero) Tbk
PT Pembangunan Perumahan (Persero) Tbk
Pendapatan penjualan barang
PT Wijaya Karya (Persero) Tbk
Revenue from sale of goods
PT Armindo Catur Pratama
PT Agrinas Palma Nusantara (Persero)
PT Bahana Pembinaan Usaha Indonesia (Persero)
PT Hutama Karya (Persero)
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Sifat Hubungan Pihak Berelasi Sifat Transaksi
Nature of Relationship Related Party Nature of Transaction
PT Waskita Karya (Persero) Tbk
PT Wijaya Karya (Persero) Tbk
PT Wijaya Karya Beton Tbk
PT Waskita Beton Precast
PT Adhi Persada Gedung
PT Adhi Karya (Persero) Tbk
PT Pembangunan Perumahan (Persero) Tbk
PT Solusi Bangun Beton
Entitas yang berelasi dengan Pemerintah Pembelian bahan baku dan subkontraktor
PT Semen Indonesia Logistik
Government-related entities Purchase of raw materials and subcontractors
PT Waskita Sriwijaya Toll
PT Nindya Beton
PT Perusahaan Gas Negara Tbk
PT Patra Drilling Contractor
PT Adhi Persada Beton
PT Pertamina International Timor SA
PT Perusahaan Listrik Negara (Persero) Tbk
PT Agrinas Jaladri Nusantara (Persero)
KSO Hutama-Betesda Mandiri
KSO WIKA - PP - KMK - HKI
KSO HK-Timas
KSO Hutama-Jakon
KSO HK-WIKA-BAP Piutang ventura bersama dan utang usaha
Ventura bersama
Receivables from joint ventures and trade
Joint ventures KSO HKI-ACSET-NK payables
KSO Hutama-Brantas-Jaya Konstruksi-Yasa Patria
KSO Hutama - Euroasatic-Uttam
KSO Hutama - PP
KSO Waskita Karya-WKI
KSO Hutama - Modern - BCK
KSO Adhi - HK
Piutang ventura bersama dan utang usaha
Ventura bersama
KSO HK-WIKA Receivables from joint ventures and trade
Joint ventures
payables
KSO Hutama-Adhi-Abipraya
KSO PP-WIKA-Waskita
Personil manajemen kunci Perusahaan dan entitas
anak Dewan Komisaris dan Dewan Direksi Kompensasi dan remunerasi
Key management personnel of the Company and Board of Commissioners and Board of Directors Compensation and remuneration
its subsidiaries
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Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
Realisasi Transaksi Realisation of Transactions
Saldo signifikan dengan pihak-pihak berelasi pada tanggal Significant balances with related parties as at December 31, 2025
31 Desember 2025 dan 2024 diuraikan dalam tabel sebagai berikut. and 2024 are presented in the following table.
Tabel Realisasi Transaksi Pihak Berelasi
Table of Realisation of Related Party Transactions
(dalam jutaan Rupiah / in millions Rupiah)
Uraian 2025 2024 Description
Kas dan setara kas 19,471,368 34,891,659 Cash and cash equivalents
Piutang usaha 451,517 690,303 Trade receivables
Piutang ventura bersama 116,816 130,206 Receivables from joint ventures
Piutang retensi 230,530 221,803 Retention receivables
Tagihan bruto kepada pemberi kerja 1,081,372 2,418,158 Gross amounts due from customers
Piutang lain-lain 230,195 136,368 Other receivables
Jumlah 21,581,799 38,488,497 Total
Persentase terhadap jumlah aset (%) 11.41 19.63 Percentage to total assets (%)
Utang usaha 1,398,584 1,316,922 Trade payables
Pinjaman jangka pendek 4,201,835 5,921,908 Short-term loans
Pinjaman jangka panjang 5,598,616 7,671,120 Long-term loans
Uang muka kontrak 64,003 151,194 Contract advances
Utang lain-lain 818,783 2,720,564 Other payables
Utang retensi 222,574 430,417 Retention payables
Jumlah 12,304,394 18,212,125 Total
Persentase terhadap jumlah liabilitas (%) 25.68 31.38 Percentage to total liabilities (%)
Rujukan Pengungkapan dalam Laporan Keuangan Reference for Disclosure in the Financial
Statements
Rincian nama pihak terkait realisasi (nilai) transaksi pihak berelasi Details of related parties involved in the realisation (amount) of
disajikan pada Catatan 35 atas Laporan Keuangan yang terlampir related party transactions are disclosed in Note 35 to the Financial
pada Laporan Tahunan ini. Transaksi berelasi tersebut merupakan Statements included in this Annual Report. Such related party
kegiatan usaha yang dijalankan dalam rangka menghasilkan transactions represent business activities carried out in the
pendapatan usaha dan dijalankan secara rutin, berulang, dan/atau ordinary course of business to generate operating revenues and are
berkelanjutan. conducted on a routine, recurring, and/or continuous basis.
Alasan Dilakukan Transaksi Rationale for Transactions
Transaksi dengan pihak-pihak berelasi dilakukan utamanya untuk Transactions with related parties are primarily conducted to
kepentingan dan keberlanjutan kegiatan usaha Hutama Karya support the interests and continuity of Hutama Karya’s business
yang berhubungan dengan pinjaman, pendapatan jasa, pembelian operations, particularly those related to financing, service
bahan baku dan subkontraktor, serta piutang ventura bersama dan revenues, procurement of raw materials and subcontractors, as well
utang usaha. as receivables from joint ventures and trade payables.
Kewajaran Transaksi Fairness of Transactions
Seluruh transaksi dengan pihak berelasi di tahun 2025 dan 2024 All transactions with related parties in 2025 and 2024 were
merupakan transaksi yang wajar (arm’s length principle) yang conducted on an arm’s length basis, as reflected in the proportion of
tercerminkan dari persentase aset, liabilitas, pendapatan usaha, assets, liabilities, operating revenues, and cost of revenues arising
dan beban pokok pendapatan terkait transaksi dengan pihak from related party transactions, which do not have a significant
berelasi bila dibandingkan dengan jumlah keseluruhannya tidak impact when compared to the overall totals. Management has
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memberikan dampak yang signifikan. Manajemen menganalisa assessed that all related party transactions are necessary to support
bahwa seluruh transaksi dengan pihak berelasi diperlukan guna the Company’s operational activities and contribute to its financial
mendukung kelancaran kegiatan operasional Perseroan yang dapat performance.
mendorong kinerja finansial.
Pemenuhan Peraturan Terkait Compliance with Applicable Regulations
Hutama Karya melakukan transaksi dengan pihak berelasi yang Hutama Karya conducts transactions with related parties as defined
definisinya sesuai dengan PSAK No. 224 tentang Pengungkapan under PSAK No. 224 concerning Related Party Disclosures. In the
pihak-pihak yang berelasi. Dalam kegiatan usaha normal, Perseroan normal course of business, the Company engages in transactions
melakukan transaksi dengan pihak-pihak berelasi. Terkait dengan with related parties under terms and conditions similar to those
pihak-pihak berelasi tersebut, transaksi yang dilakukan sesuai dengan applied in transactions with non-related parties. There were no
syarat dan kondisi yang sama dengan transaksi yang dilaksanakan violations of applicable laws and regulations related to affiliated
dengan pihak yang tidak mempunyai hubungan istimewa. Tidak and/or related party transactions.
terdapat pelanggaran atas peraturan perundang-undangan terkait
dengan transaksi dengan pihak afiliasi dan/atau berelasi.
Pernyataan Direksi Terkait Transaksi Pihak Statement of the Board of Directors Regarding
Berelasi Related Party Transactions
Transaksi afiliasi dan/atau pihak berelasi berlaku secara umum dan Affiliated and/or related party transactions are conducted in the
dilaksanakan dengan mengacu pada peraturan perundang‑undangan ordinary course of business in accordance with prevailing laws
yang berlaku, serta selaras dengan tata kerja, prinsip integritas and regulations, as well as in alignment with the Company’s
Perseroan, dan prinsip‑prinsip Tata Kelola Perusahaan yang Baik working procedures, integrity principles, and the principles of
(Good Corporate Governance/GCG) sebagaimana diatur dalam Good Corporate Governance (GCG) as set out in the Company’s
Pedoman Tata Kelola Perusahaan. Direksi menyatakan bahwa seluruh Corporate Governance Guidelines. The Board of Directors states
transaksi afiliasi dan/atau pihak berelasi telah melalui prosedur yang that all affiliated and/or related party transactions have undergone
memadai untuk memastikan bahwa transaksi tersebut dilaksanakan adequate procedures to ensure that such transactions are carried
sesuai dengan praktik bisnis yang berlaku umum, termasuk dengan out in accordance with prevailing business practices, including the
menerapkan prinsip kewajaran (arm’s length principle). application of the arm’s length principle.
Direksi Hutama Karya bertanggung jawab penuh atas kebenaran The Board of Directors of Hutama Karya is fully responsible for
semua informasi terkait transaksi-transaksi pihak berelasi tersebut the accuracy of all information related to such related party
sebagaimana telah dijelaskan dengan lengkap. Direksi Hutama transactions as comprehensively disclosed herein. The Board of
Karya menegaskan bahwa setelah mengadakan pemeriksaan Directors of Hutama Karya hereby confirms that, after conducting
yang cukup, dan sepanjang yang diketahui dan diyakininya, sufficient due diligence and to the best of its knowledge and belief,
transaksi ini tidak mengandung Benturan Kepentingan dan such transactions do not contain any conflict of interest, and all
semua informasi yang dimuat dalam pengumuman ini adalah information contained in this announcement is true and accurate.
benar dan tidak terdapat informasi penting dan relevan lainnya Furthermore, there is no other material and relevant information
yang belum diungkapkan sehingga menyebabkan informasi yang that has not been disclosed which would render the information
diberikan dalam pengumuman ini menjadi tidak benar dan/ atau provided in this announcement misleading and/or inaccurate
menyesatkan
Kebijakan Mekanisme Review Transaksi Policy On Transaction Review Mechanism
Hutama Karya memiliki kebijakan yang mengatur penelaahan dan Hutama Karya has established policies governing the review and
persetujuan atas transaksi material dengan pihak berelasi dan/ approval of material transactions with related parties and/or
atau afiliasi yang dilakukan melalui mekanisme review dan evaluasi affiliates, which are conducted through an evaluation mechanism
oleh Komite Audit yang beranggotakan Komisaris Independen guna by the Audit Committee, comprising Independent Commissioners,
memastikan bahwa setiap transaksi dilakukan untuk kepentingan to ensure that each transaction is undertaken in the best interest of
terbaik Hutama Karya dan Pemegang Saham. Hutama Karya and its shareholders.
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Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
Kebijakan tersebut juga menegaskan bahwa seluruh transaksi Such policy also stipulates that all related party transactions are
dengan pihak berelasi dilaksanakan secara wajar dan memenuhi conducted on an arm’s length basis, ensuring that they are carried
prinsip arm’s length, sehingga dilakukan berdasarkan persyaratan out under terms and conditions equivalent to those applicable
dan ketentuan yang setara dengan transaksi yang dilakukan to transactions with independent parties. In the case of related
dengan pihak independen. Dalam hal transaksi pihak berelasi party transactions requiring shareholder approval in accordance
yang memerlukan persetujuan Pemegang Saham sesuai dengan with applicable laws and regulations, such decisions are made by
ketentuan peraturan perundang-undangan yang berlaku, Independent Shareholders who have no conflict of interest. Hutama
keputusan atas transaksi tersebut dilakukan oleh Pemegang Karya also discloses its policy regarding the review mechanism and
Saham Independen yang tidak memiliki benturan kepentingan. approval of material related party transactions transparently in
Hutama Karya juga mengungkapkan kebijakan terkait mekanisme the Annual Report, including detailed disclosure of each material
penelaahan dan persetujuan transaksi pihak berelasi material related party transaction, covering the name of the related party,
secara transparan dalam laporan tahunan, termasuk pengungkapan nature of relationship, nature of transaction, and transaction value
informasi secara rinci atas setiap transaksi material dengan pihak during the reporting period.
berelasi, yang mencakup nama pihak berelasi, sifat hubungan,
sifat transaksi, serta nilai transaksi yang dilakukan selama periode
pelaporan.
Peran Dewan Komisaris dan Komite Audit Terkait Role of the Board of Commissioners and Audit
Transaksi Pihak Berelasi Committee In Related Party Transactions
Dewan Komisaris dan Komite Audit menjadi bagian dari organisasi The Board of Commissioners and the Audit Committee form
yang melakukan review terhadap rencana, realisasi dan evaluasi part of the governance structure that reviews the planning,
terhadap transaksi Perseroan serta memastikan bahwa transaksi implementation, and evaluation of the Company’s transactions,
afiliasi dan/atau berelasi telah melalui prosedur yang memadai, and ensures that affiliated and/or related party transactions have
dilaksanakan sesuai praktik bisnis yang berlaku umum, serta undergone adequate procedures, are conducted in accordance with
memenuhi prinsip transaksi yang wajar (arm’s length principle) dan prevailing business practices, and comply with the arm’s length
ketentuan perundang-undangan yang berlaku. principle and applicable laws and regulations.
Dewan Komisaris Hutama Karya bertanggung jawab penuh atas The Board of Commissioners of Hutama Karya is fully responsible
kebenaran semua informasi terkait transaksi ini. Dewan Komisaris for the accuracy of all information related to this transaction. The
menegaskan bahwa setelah mengadakan pemeriksaan yang cukup, Board of Commissioners hereby confirms that, after conducting
dan sepanjang yang diketahui dan diyakininya, transaksi ini tidak sufficient due diligence and to the best of its knowledge and belief,
mengandung Benturan Kepentingan dan semua informasi yang this transaction does not contain any conflict of interest, and all
dimuat dalam pengumuman adalah benar dan tidak terdapat information contained in this announcement is true and accurate.
informasi penting dan relevan lainnya yang belum diungkapkan Furthermore, there is no other material and relevant information
sehingga menyebabkan informasi yang diberikan dalam that has not been disclosed which would render the information
pengumuman ini menjadi tidak benar dan/atau menyesatkan. provided in this announcement misleading and/or inaccurate.
Kebijakan Pemberian Pinjaman Bagi Policy on Loans to the Board of
Dewan Komisaris/Direksi Commissioners/Board of Directors
Perseroan tidak memiliki kebijakan pemberian pinjaman kepada The Company does not have a policy on the provision of loans to
Dewan Komisaris ataupun Direksi, Perseroan hanya memiliki members of the Board of Commissioners or the Board of Directors.
Program Pendanaan Usaha Mikro dan Kecil (PUMK) yang merupakan The Company only implements the Micro and Small Business Funding
bagian dari program TJSL BUMN yang berfokus pada pembinaan Program (Program Pendanaan Usaha Mikro dan Kecil/PUMK), which
dan pengembangan Usaha Mikro dan Kecil. forms part of the State-Owned Enterprises’ Social and Environmental
Responsibility (TJSL BUMN) program, focusing on the development
and empowerment of Micro and Small Enterprises.
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Perubahan Peraturan Perundang- Changes in Laws and Regulations and
Undangan dan Dampaknya Their Impact
Informasi perubahan peraturan perundang undangan dan Information on changes in laws and regulations and their impact on
dampaknya terhadap Hutama Karya adalah sebagai berikut. Hutama Karya is presented as follows.
Tabel Perubahan Peraturan Perundang-Undangan
Table of Changes in Laws and Regulations
Peraturan Informasi Penyesuaian Dampak Terhadap
Perundang- Yang Dilakukan Hutama Laporan Keuangan
Pokok Pengaturan
No Undangan Karya Impact on
Key Provisions
Laws and Adjustments Implemented the Financial
Regulations by Hutama Karya Statements
1. Undang-Undang Undang-Undang Nomor 16 Tahun 2025 mengatur antara lain: Melakukan perubahan pada Tidak ada dampak
Nomor 16 Tahun 2025 1. Transformasi Kelembagaan (Super Holding) dimana ada perubahan fungsi Kementerian Anggaran Dasar, penerbitan terhadap Laporan
Tentang Perubahan BUMN dialikan ke BP BUMN serta pembentukan PT Danantara Asset Management SK Kemenkumham atas Keuangan
Keempat atas 2. Pemisahaan fungsi Regulator dan Operator yang menegaskan bahwa pemerintah perubahan Anggaran Dasar, There was no impact
Undang-Undang bertindak sebagai pembuat kebijakan (regulator) sementara pengelolaan bisnis BUMN pembaharuan NIB di OSS, on the Financial
Nomor 19 Tahun 2023 dilakukan melalui Danantara penyesuaian dokumen internal Statements
tentang Badan Usaha 3. Struktur Kepemilikan Saham Dwiwarna dimana Negara Republik Indonesia tetap dan Operasional yang meliputi
Milik Negara memgang 1 % Saham Seri A Dwiwarna dan PT Danantara Asset Management sebesar 99 Good Corporate Governance
Law No. 16 of 2025 % Saham seri B terbanyak The Company has implemented
concerning the 4. Aturan terkait Larangan Rangkap Jabatan Pengaturan yang mengenai larangan amendments to its Articles
Fourth Amendment rangkap jabatan bagi Menteri, Wakil Menteri, dan pejabat publik lainnya sebagai of Association, obtained
to Law No. 19 of 2003 Direksi, Komisaris, atau Dewan Pengawas di BUMN. Hal ini untuk menghindari konflik approval from the Ministry
on State-Owned kepentingan dan memperkuat profesionalisme of Law and Human Rights for
Enterprises 5. Ketentuan Penerapan Prinsip BJR dimana anggora Direksi tidak dapat dimintai pertanggung such amendments, updated
jawaban hukum (baik secara perdata maupun pidana terkait kerugian negara) atas its Business Identification
keputusan bisnis yang mengakibatkan kerugian, asalkan memenuhi syarat-syarat tertentu Number (NIB) through the
6. Ketentuan Rapat Umum Pemegang Saham (RUPS) merupakan organ tertinggi dalam Online Single Submission (OSS)
perusahaan yang berwenang mengambil keputusan strategis, seperti menyetujui system, and aligned its internal
Rencana Kerja dan Anggaran Perusahaan (RKAP) serta perubahan Anggaran Dasar. and operational documents,
Untuk Badan Usaha Milik Negara (BUMN), Kepala BP BUMN hadir sebagai pemegang including those related to Good
saham seri A. Proses pengambilan keputusan di RUPS juga harus mengikuti ketentuan Corporate Governance
dalam UU Perseroan Terbatas, Peraturan Otoritas Jasa Keuangan (POJK), dan Anggaran
Dasar perusahaan. RUPS bertujuan untuk memastikan keterlibatan pemegang saham
dalam menentukan kebijakan strategis perusahaan dan menjaga transparansi serta
akuntabilitas dalam tata kelola perusahaan.
7. Mekanisme Pemeriksaan BPK pada BUMN. BPK memiliki kewenangan untuk
melakukan audit terhadap seluruh aspek keuangan dan tata kelola BUMN, termasuk
laporan keuangan dan pengelolaan kekayaan negara yang dipisahkan. Pemeriksaan
ini dilakukan untuk memastikan transparansi, akuntabilitas, dan penerapan prinsip
good corporate governance, dengan pendekatan yang melibatkan audit manajemen,
pengendalian internal, dan audit internal. Pemeriksaan BPK terhadap BUMN juga
dilaksanakan berdasarkan ketentuan peraturan perundang-undangan terkait, dengan
mempertahankan prinsip independensi dan profesionalisme.
8. Kewajiban Penyampaian Laporan Tahunan Kepada RUPS Direksi BUMN wajib
menyampaikan laporan tahunan, termasuk laporan keuangan yang telah diaudit, kepada
RUPS paling lambat enam bulan setelah tahun buku berakhir. Laporan ini bertujuan
untuk mendapatkan persetujuan pemegang saham, memastikan transparansi, dan
menjadi dasar dalam pengambilan keputusan terkait kinerja dan rencana perusahaan.
9. Keuntungan atau Kerugian BUMN termasuk tetapi tidak terbatas pada keuntungan atau
kerugian BUMN yang timbul dari pengelolaan sebagian atau seluruh aset kekayaan
BUMN dalam kegiatan investasi dan/atau operasional BUMN bersangkutan. Status
modal negara yang telah dipisahkan secara resmi beralih menjadi kekayaan internal
BUMN, sehingga setiap dinamika keuntungan maupun kerugian yang muncul dari
aktivitas investasi dan operasional sepenuhnya menjadi tanggung jawab korporasi dan
tidak lagi dianggap sebagai bagian dari kerugian keuangan negara.
10. Calon anggota Direksi Persero harus memenuhi persyaratan seperti kewarganegaraan
Indonesia, sehat jasmani dan rohani, tidak memiliki hubungan keluarga dengan Direksi
atau Dewan Komisaris, memiliki pengalaman mengelola perseroan minimal 5 tahun,
serta integritas dan dedikasi tinggi. Selain itu, calon tidak boleh memiliki riwayat pailit,
menjadi penyebab pailitnya perusahaan, atau dihukum atas tindak pidana tertentu
dalam lima tahun terakhir. BP BUMN juga dapat menentukan ketentuan khusus terkait.
Law No. 16 of 2025 regulates, among others:
1. Institutional Transformation (Super Holding), involving the transfer of certain functions
of the Ministry of State-Owned Enterprises to the State-Owned Enterprises Agency (BP
BUMN), as well as the establishment of PT Danantara Asset Management.
2. Separation of Regulatory and Operational Functions, emphasizing that the Government
acts as a policymaker (regulator), while business management of SOEs is carried out
through Danantara.
3. Dual-Class Shareholding Structure, whereby the Government of the Republic of
Indonesia retains 1% ownership of Series A Dwiwarna shares and PT Danantara Asset
Management holds 99% ownership of Series B shares.
4. Provisions on Dual Position Restrictions, regulating the prohibition of concurrent
positions for Ministers, Deputy Ministers, and other public officials as Directors,
Commissioners, or Supervisory Board members in SOEs, in order to prevent conflicts of
interest and enhance professionalism.
PT Hutama Karya (Persero)
258 Laporan Tahunan 2025
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Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
Peraturan Informasi Penyesuaian Dampak Terhadap
Perundang- Yang Dilakukan Hutama Laporan Keuangan
Pokok Pengaturan
No Undangan Karya Impact on
Key Provisions
Laws and Adjustments Implemented the Financial
Regulations by Hutama Karya Statements
5. Provisions on the Business Judgment Rule (BJR), whereby members of the Board of
Directors cannot be held legally liable (both civilly and criminally) for business decisions
that result in losses, provided that certain conditions are met.
6. Provisions regarding the General Meeting of Shareholders (GMS), which serves as the
highest governing body with authority to make strategic decisions, including approval of the
Company’s Work Plan and Budget (RKAP) and amendments to the Articles of Association.
For SOEs, the Head of BP BUMN represents the holder of Series A shares. Decision-making
processes at the GMS must comply with the Company Law, OJK regulations, and the
Company’s Articles of Association, ensuring transparency and accountability.
7. Audit Mechanism by the Supreme Audit Agency (BPK) over SOEs, which has the authority
to audit all aspects of SOE financial management and governance, including financial
statements and management of separated state assets, to ensure transparency,
accountability, and the implementation of good corporate governance principles.
8. Obligation to Submit Annual Reports to the GMS, whereby the Board of Directors is
required to submit the annual report, including audited financial statements, to the GMS
no later than six months after the end of the financial year.
9. Treatment of SOE Profits and Losses, whereby profits or losses arising from investment and
operational activities are recognized as corporate responsibility, as separated state capital is
treated as internal corporate assets and no longer considered part of state financial losses.
10. Requirements for Candidates of the Board of Directors, including Indonesian citizenship,
physical and mental fitness, absence of family relationships with members of the
Board of Directors or Board of Commissioners, a minimum of five years of managerial
experience, and high integrity and dedication. Candidates must not have a history of
bankruptcy or criminal conviction within the last five years. Additional requirements
may be determined by BP BUMN.
2. Peraturan Pemerintah PP 28/2025 kini menguraikan dengan lebih jelas dan menyeluruh dua tahapan untuk Melakukan pemutakhiran Tidak ada dampak
Nomor 28 Tahun melakukan kegiatan usaha, sebagai berikut: terhadap jenis ijin yang terhadap Laporan
2025 tentang 1. Tahapan Memulai Usaha telah dimiliki, dan/atau Keuangan
Penyelenggaraan Meliputi: 1) Subtahapan pemenuhan legalitas usaha; 2) Subtahapan pemenuhan mendaftarkan jenis ijin baru There was no impact
Perizinan Berusaha persyaratan dasar, meliputi Kesesuaian Kegiatan Pemanfaatan Ruang (“KKPR”) dan tertentu berdasarkan PP on the Financial
Berbasis Risiko persetujuan lingkungan hidup untuk usaha yang tidak wajib memiliki Analisis Mengenai 28/2025. Statements
Government Dampak Lingkungan Hidup (“Amdal”) atau Upaya Pengelolaan Lingkungan Hidup dan The Company has undertaken
Regulation No. 28 of Upaya Pemantauan Lingkungan Hidup (“UKL-UPL”); dan 3) Perolehan atau pengajuan updates to the types of licenses
2025 concerning the permohonan izin berusaha, sesuai dengan kegiatan usaha yang bersangkutan. currently held and/or registered
Implementation of 2. Tahapan Menjalankan Usaha certain new types of licenses in
Risk-Based Business Meliputi: 1) Subtahapan persiapan (yaitu pengadaan tanah, pengadaan peralatan atau accordance with Government
Licensing sarana, perekrutan sumber daya manusia); dan 2) Subtahapan operasional dan/atau Regulation No. 28 of 2025.
komersial (yaitu produksi, logistik dan distribusi, pemasaran barang dan/atau jasa).
Government Regulation No. 28 of 2025 provides a more comprehensive and detailed
framework on the two stages of conducting business activities, as follows:
1. Business Commencement Stage
This stage includes: (i) fulfilment of business legal requirements; (ii) fulfilment of
basic requirements, including Conformity of Spatial Utilisation Activities (KKPR) and
environmental approvals for businesses not required to prepare an Environmental
Impact Assessment (AMDAL) or Environmental Management and Monitoring Efforts
(UKL-UPL); and (iii) obtaining or applying for business licenses in accordance with the
relevant business activities.
2. Business Operational Stage
This stage includes: (i) preparation activities, such as land acquisition, procurement of
equipment or facilities, and recruitment of human resources; and (ii) operational and/
or commercial activities, including production, logistics and distribution, as well as
marketing of goods and/or services.
3. Peraturan Pemerintah Pokok perubahan dalam PP 49/2025 adalah upah minimum provinsi tidak lagi mengacu Melakukan sosialisasi untuk Tidak ada dampak
Nomor 49 Tahun 2025 pada Peraturan Menteri Ketenagakerjaan, melainkan pada PP 49/2025. Besaran UMP harus memastikan karyawan terhadap Laporan
tentang Perubahan ditetapkan oleh masing-masing kepala daerah. mendaptkan informasi perihal Keuangan
Kedua Atas Peraturan The key amendment under Government Regulation No. 49 of 2025 stipulates that the pengupahan. There was no impact
Pemerintah Nomor 36 Provincial Minimum Wage (UMP) is no longer determined based on Minister of Manpower The Company has conducted on the Financial
Tahun 2021 tentang Regulations, but instead refers directly to Government Regulation No. 49 of 2025. The amount socialization initiatives Statements
Pengupahan of UMP is determined by each regional head. to ensure that employees
Government receive adequate information
Regulation No. 49 of regarding wage provisions.
2025 concerning the
Second Amendment
to Government
Regulation No. 36 of
2021 on Wages
PT Hutama Karya (Persero)
2025 Annual Report 259
Page 260
Peraturan Informasi Penyesuaian Dampak Terhadap
Perundang- Yang Dilakukan Hutama Laporan Keuangan
Pokok Pengaturan
No Undangan Karya Impact on
Key Provisions
Laws and Adjustments Implemented the Financial
Regulations by Hutama Karya Statements
4. Peraturan BPS Nomor 1. Pemutakhiran KBLI: Menetapkan KBLI 2025 sebagai standar baru pengelompokan Belum dilakukan. Namun akan Tidak ada dampak
7 Tahun 2025 tentang aktivitas ekonomi menggantikan KBLI 2020, dilakukan di akhir bulan Maret terhadap Laporan
Klasifikasi Baku 2. Akomodasi Ekonomi Baru: Menambah kode spesifik untuk ekonomi digital (konten atau awal bulan April 2026, Keuangan
Lapangan Usaha kreator, fintech), ekonomi hijau (karbon), dan model bisnis modern. berupa: penyesuaian kode KBLI There was no impact
Indonesia 3. Basis Perizinan: Menjadi acuan utama untuk sistem OSS (Online Single Submission) dengan mengacu pada PBPS on the Financial
Statistics Indonesia dalam menentukan izin usaha berbasis risiko. 7/2025. Statements
(BPS) Regulation No. 4. Masa Transisi: Mewajibkan instansi dan pelaku usaha melakukan penyesuaian kode The Company has not yet
7 of 2025 concerning paling lambat 6 bulan sejak berlaku. implemented the adjustments;
the Indonesian 1. Update of KBLI: Establishes KBLI 2025 as the new standard for classifying economic however, it plans to do so by
Standard Industrial activities, replacing KBLI 2020. the end of March or early April
Classification (KBLI) 2. Accommodation of New Economy: Introduces specific codes for digital economy sectors 2026, including alignment of
(e.g., content creators, fintech), green economy (e.g., carbon-related activities), and KBLI codes in accordance with
modern business models. BPS Regulation No. 7 of 2025.
3. Licensing Basis: Serves as the primary reference for the Online Single Submission (OSS)
system in determining risk-based business licensing.
4. Transition Period: Requires government institutions and business entities to adjust their
classification codes within a maximum period of six months from the effective date.
5. Peraturan Komisi 1. Perluasan Kategori Gratifkasi yang Tidak Wajib Dilaporkan Hutama Karya telah memiliki Tidak ada dampak
Pemberantadan Terdapat penyesuaian dan pembahan rincian pada Pasal 2 ayat (3) mengenai UPG sebagai unit pengelola terhadap Laporan
Korupsi Nomor 1 penerimaan yang tidak wajib dilaporkan, diantaranya: gratifikasi di Hutama Karya. Keuangan
Tahun 2026 tentang - Pemberian dalam keluarga: Meliputi kerabat luas (kakek/nenek, mertua, ipar, Dengan telah terbitnya Per KPK There was no impact
Perubahan atas sepupu, keponakan, dll.) sepanjang tidak ada konflik kepentingan. Nomor 1 Tahun 2026, maka on the Financial
Peraturan Komisi - Hadiah/Apresiasi: Hadiah dari kompetisi dengan biaya sendiri, penghargaan akan dilakukan penyesuaian Statements
Pemberantasan prestasi kerja dari pemerintah, serta diskon, voucher, atau point rewards yang tugas dan tanggungjawab
Korupsi Nomor 2 berlaku umum dan tidak terkait kedinasan. yang akan melekat pada
Tahun 2019 tentang - Batasan Nilai Nominal: Pemberian terkait adat/agama/upacara (pernikahan, UPG Hutama Karya, dan
Pelaporan Gratifikasi kelahiran, dll.) dibatasi maksimal Rp1.500.000,00 per pemberi. Pemberian sesama penyesuaian yang diperlukan
Corruption rekan kerja (bukan uang) maksimal Rp500.000,00 per pemberian, dengan total sesua dengan kebutuhan.
Eradication maksimal Rp1.500.000,00 per tahun dari pemberi yang sama. Hutama Karya has established
Commission 2. Pelaporan Gratifkasi a Gratification Control Unit
Regulation No. 1 Disisipkan Pasal 4A yang mengatur bahwa Pegawai Negeri atau Penyelenggara Negara (UPG) as the entity responsible
of 2026 concerning yang menolak gratifikasi kini dapat melaporkan penolakan tersebut kepada KPK. for managing gratification
Amendments 3. Penananganan Obyek yang Mudah Rusak within the Company. Following
to Corruption - Pelapor tidak wajib menyertakan fisik objek gratifikasi berupa makanan atau the issuance of KPK Regulation
Eradication minuman yang mudah rusak dalam laporannya. No. 1 of 2026, adjustments
Commission - Objek tersebut dapat langsung disalurkan untuk kemanfaatan sosial. will be made to the duties and
Regulation No. 2 of 4. Ketentuan Kelengkapan Laporan responsibilities assigned to
2019 on Gratification - Laporan yang tidak lengkap akan dikembalikan kepada pelapor. the UPG of Hutama Karya, in
Reporting - Jika tidak dilengkapi dalam waktu 20 hari kerja, laporan tersebut tidak akan accordance with operational
ditindaklanjuti untuk penetapan status kepemilikannya. needs and regulatory
5. Penetapan Status Menjadi Milik Negara requirements.
Pasal 17 dipertegas bahwa gratifikasi dapat ditetapkan menjadi milik negara jika:
- Dilaporkan lebih dari 30 hari kerja sejak diterima.
- Laporan disampaikan setelah menjadi temuan pengawas internal di instansi asal
penerima.
6. Modernisasi Administrasi dan Mandat
- Tanda Tangan Elektronik: Keputusan Pimpinan KPK mengenai status kepemilikan
gratifikasi kini dapat ditandatangani secara elektronik.
- Delegasi Wewenang: Pimpinan dapat memberi mandat kepada Deputi Bidang
Pencegahan atau Direktur terkait untuk menandatangani keputusan penetapan
status atas nama Pimpinan.
7. Penyesuaian Tugas Unit Pengendalian Gratifikasi (UPG)
UPG di instansi kini memiliki tugas tambahan untuk melakukan pemeliharaan barang
gratifikasi yang dititipkan hingga ada penetapan status dari KPK.
1. Expansion of Categories of Gratification Not Required to be Reported
There are adjustments and additions to the provisions under Article 2 paragraph (3)
regarding receipts that are not required to be reported, including:
- Family-related gifts: covering extended family members (grandparents, in-laws,
siblings-in-law, cousins, nephews/nieces, etc.), provided that there is no conflict of
interest.
- Gifts/Appreciation: awards from self-funded competitions, recognition for work
achievements from the Government, as well as discounts, vouchers, or reward
points that are generally applicable and not related to official duties.
- Nominal Value Threshold: gifts related to customs/religious events/ceremonies
(such as weddings, births, etc.) are limited to a maximum of IDR1,500,000 per giver.
Gifts among colleagues (non-cash) are limited to a maximum of IDR500,000 per
occurrence, with an annual cap of IDR1,500,000 from the same giver.
2. Gratification Reporting
Article 4A has been introduced, stipulating that civil servants or state officials who refuse
gratification may report such refusal to the Corruption Eradication Commission (KPK).
3. Handling of Perishable Objects
- Reporters are not required to include the physical object of gratification in the form
of perishable food or beverages in their reports.
- Such items may be directly distributed for social benefit.
4. Requirements for Completeness of Reports
- Incomplete reports will be returned to the reporter.
- If not completed within 20 working days, the report will not be further processed
for determination of ownership status.
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Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
Peraturan Informasi Penyesuaian Dampak Terhadap
Perundang- Yang Dilakukan Hutama Laporan Keuangan
Pokok Pengaturan
No Undangan Karya Impact on
Key Provisions
Laws and Adjustments Implemented the Financial
Regulations by Hutama Karya Statements
5. Determination of State Ownership
Article 17 is clarified, stating that gratification may be designated as state property if:
- Reported more than 30 working days after receipt.
- The report is submitted after being identified by internal auditors of the recipient’s
institution.
6. Administrative Modernization and Mandate
- Electronic Signature: Decisions of the KPK leadership regarding the ownership
status of gratification may be executed using electronic signatures.
- Delegation of Authority: The leadership may delegate authority to the Deputy for
Prevention or relevant Director to sign decisions on behalf of the leadership.
7. Adjustment of Duties of the Gratification Control Unit (UPG)
The UPG within institutions is assigned additional responsibilities to maintain
gratification items entrusted to it until the determination of ownership status is issued
by the KPK.
Perubahan Kebijakan Akuntansi Changes in Accounting Policy
Alasan Perubahan Kebijakan Akuntansi Reasons for Changes in Accounting Policies
Perubahan kebijakan akuntansi dilakukan untuk mematuhi Changes in accounting policies are made to comply with the
Pernyataan Standar Akuntansi Keuangan (PSAK) yang berlaku Financial Accounting Standards Statements (PSAK) in effect in the
dalam tahun berjalan. current year.
Informasi Perubahan Kebijakan Akuntansi Information on Changes in Accounting Policies
Penerapan dari standar, interpretasi baru/revisi standar berikut Application of the following standards, new/revised interpretations
yang berlaku efektif mulai 1 Januari 2025, yang relevan dengan of standards which are effective from January 1, 2025, which are
operasi Grup Hutama Karya. relevant to Hutama Karya Group’s operations.
Tabel Perubahan Kebijakan Akuntansi
Table of Changes in Accounting Policies
Perubahan Kebijakan Dampak Perubahan Kebijakan
Paparan Konsekuensi/Penyesuaian Yang Dilakukan
Akuntansi Akuntansi Terhadap Laporan Keuangan
No Explanation of Consequences/Adjustments
Changes in Accounting Impact of Changes in Accounting Policies
Implemented
Policies on Financial Statements
1. Amandemen PSAK 221: Amandemen PSAK 221 memberikan klarifikasi terkait kondisi Tidak menimbulkan perubahan substansial
Pengaruh Perubahan Kurs ketika suatu mata uang tidak dapat dipertukarkan (lack of terhadap kebijakan akuntansi Grup dan
Valuta Asing exchangeability). Dalam kondisi tersebut, entitas diwajibkan pengaruh yang material atas jumlah yang
Amendment to PSAK 221: The menggunakan kurs estimasian yang mencerminkan nilai tukar dilaporkan atas tahun berjalan atau tahun
Effects of Changes in Foreign yang dapat diperoleh melalui transaksi alternatif. Amandemen ini sebelumnya.
Exchange Rates bertujuan meningkatkan konsistensi dan relevansi pengukuran The adoption of this amendment did not result
transaksi valuta asing. in any substantial changes to the Group’s
The amendment to PSAK 221 provides clarification regarding accounting policies and had no material impact
conditions in which a currency is not exchangeable (lack of on the amounts reported for the current year or
exchangeability). In such circumstances, an entity is required to prior years.
use an estimated exchange rate that reflects the rate obtainable
through alternative transactions. This amendment aims to
enhance consistency and relevance in the measurement of foreign
currency transactions.
Tingkat Kesehatan Perseroan Company Soundness Level
Pada tanggal 8 April 2025, PT Fitch Ratings Indonesia telah On April 8, 2025, PT Fitch Ratings Indonesia conducted a rating
melakukan penilaian pemeringkatan (rating assessment) terhadap assessment of Hutama Karya with the following results:
Hutama Karya dengan hasil sebagai berikut:
a. Peringkat Berdiri Sendiri (Stand Alone Rating): BB (idn) a. Stand-Alone Rating: BB (idn)
b. Peringkat Akhir (Final Rating): AA+(idn)/Outlook Stabil b. Final Rating: AA+(idn)/Stable Outlook
PT Hutama Karya (Persero)
2025 Annual Report 261
Page 262
Adapun hasil tersebut menunjukkan ekspektasi tingkat risiko These ratings reflect a very low expectation of default risk relative
gagal bayar yang sangat rendah dibandingkan dengan emiten atau to other issuers or obligations within the same country or monetary
obligasi lain di negara atau serikat moneter yang sama. Risiko gagal union. The inherent default risk is only marginally different from
bayar inheren hanya sedikit berbeda dari emiten atau obligasi that of the highest-rated issuers or obligations in the country.
dengan peringkat tertinggi di negara tersebut.
Fitch Ratings mengevaluasi risiko kredit Perseroan dengan Fitch Ratings evaluates the Company’s credit risk by considering
mempertimbangkan beberapa faktor utama seperti kemampuan several key factors, including its debt servicing capacity, capital
membayar hutang, struktur permodalan, stabilitas pendapatan structure, revenue stability, as well as prevailing macroeconomic
serta kondisi makroekonomi dan industri yang sedang berlangsung. and industry conditions.
Informasi Kelangsungan Usaha Business Continuity Information
Rincian Masalah yang Timbul Selama Tahun Details of Issues Arising During the Financial
Buku yang Mempengaruhi Kegiatan Usaha Year that Affected Business Activities
Perusahaan konstruksi dan pengelola jalan tol pada tahun 2025 Construction companies and toll road operators in 2025 faced
menghadapi berbagai risiko dan tantangan yang berasal dari various risks and challenges arising from economic, regulatory,
faktor ekonomi, regulasi, operasional, hingga pembiayaan proyek. operational, and project financing factors. The key risks generally
Beberapa risiko utama yang umumnya dihadapi antara lain: encountered are as follows:
1. Risiko Pendanaan dan Likuiditas 1. Funding and Liquidity Risk
Proyek infrastruktur, khususnya jalan tol, membutuhkan Infrastructure projects, particularly toll roads, require
investasi yang sangat besar dan berjangka panjang. Tantangan significant long-term investment. Common challenges include
yang sering muncul adalah keterbatasan pendanaan, tingginya limited funding availability, high interest rates, and reliance on
tingkat suku bunga, serta ketergantungan pada pinjaman bank bank loans or project financing schemes. If project cash flows
atau skema pembiayaan proyek. Jika arus kas proyek belum are not yet stable, the Company may face liquidity pressures.
stabil, perusahaan dapat menghadapi tekanan likuiditas.
2. Risiko Kenaikan Biaya Konstruksi 2. Construction Cost Escalation Risk
Harga material seperti baja, semen, aspal, dan bahan bakar Prices of key materials such as steel, cement, asphalt, and fuel
cenderung fluktuatif. Kenaikan harga bahan baku dapat are subject to fluctuations. Increases in raw material prices may
menyebabkan cost overrun atau pembengkakan biaya proyek result in cost overruns, which could negatively impact profit
yang berdampak pada penurunan margin keuntungan. margins.
3. Risiko Keterlambatan Proyek 3. Project Delay Risk
Keterlambatan dapat terjadi akibat berbagai faktor seperti Delays may arise due to various factors, including incomplete
pembebasan lahan yang belum selesai, perizinan, kondisi land acquisition, licensing issues, extreme weather conditions,
cuaca ekstrem, serta kendala teknis di lapangan. Keterlambatan and technical challenges in the field. Project delays may lead to
proyek dapat meningkatkan biaya dan mengganggu target increased costs and disruption of operational targets.
operasional.
4. Risiko Regulasi dan Kebijakan Pemerintah 4. Regulatory and Government Policy Risk
Perubahan kebijakan pemerintah terkait tarif tol, skema Changes in government policies related to toll tariffs, concession
konsesi, aturan investasi, maupun kebijakan fiskal dapat schemes, investment regulations, and fiscal policies may affect
memengaruhi kelayakan finansial proyek jalan tol. Selain itu, the financial feasibility of toll road projects. In addition, shifts in
perubahan prioritas pembangunan infrastruktur juga dapat infrastructure development priorities may impact the pipeline
mempengaruhi pipeline proyek baru. of new projects.
5. Risiko Volume Lalu Lintas (Traffic Risk) 5. Traffic Volume Risk
Pendapatan jalan tol sangat bergantung pada volume Toll road revenue is highly dependent on traffic volume. If
kendaraan yang melintas. Jika proyeksi trafik tidak tercapai— projected traffic levels are not achieved—due to changes in
misalnya akibat perubahan pola mobilitas, kondisi ekonomi, mobility patterns, economic conditions, or the availability of
atau adanya jalan alternatif—maka pendapatan perusahaan alternative routes—actual revenue may fall below expectations.
bisa lebih rendah dari perencanaan.
6. Risiko Teknologi dan Transformasi Digital 6. Technology and Digital Transformation Risk
Perusahaan konstruksi dan operator tol mulai mengadopsi Construction companies and toll road operators are increasingly
teknologi seperti Building Information Modeling (BIM), sistem adopting technologies such as Building Information Modeling
tol nontunai, dan digitalisasi operasi. Tantangannya adalah (BIM), cashless toll systems, and operational digitalisation.
kebutuhan investasi teknologi, kesiapan SDM, serta risiko Key challenges include the need for technology investment,
keamanan siber. workforce readiness, and cybersecurity risks.
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Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
7. Risiko Lingkungan dan Sosial 7. Environmental and Social Risk
Proyek infrastruktur sering menghadapi isu lingkungan, Infrastructure projects often face environmental, sustainability,
keberlanjutan, dan penerimaan masyarakat. Penolakan and social acceptance issues. Community opposition,
masyarakat, tuntutan Environmental, Social, Governance Environmental, Social, and Governance (ESG) requirements,
(ESG), serta kewajiban mitigasi dampak lingkungan dapat and environmental mitigation obligations may affect project
mempengaruhi waktu dan biaya proyek. timelines and costs.
Hal-Hal yang Berpotensi Berpengaruh Things that Have the Potential to Have a
Signifikan Terhadap Kelangsungan Usaha Significant Influence on Business Continuity
Hal-hal yang berpengaruh signifikan terhadap kelangsungan usaha Matters that significantly affected the Company’s going concern in
(going concern) di bidang manajemen risiko tahun 2025 antara lain the area of risk management in 2025 include the imbalance between
ketidakseimbangan antara pertumbuhan bisnis dengan kapasitas business growth and risk capacity and risk appetite, weaknesses in
dan selera risiko (risk capacity dan risk appetite), kelemahan risk governance, and strategic decision-making that has not been
tata kelola risiko dan pengambilan keputusan strategis yang fully based on a balanced risk–reward principle, as well as the
tidak berbasis prinsip keseimbangan risk–reward, serta belum suboptimal integration of risk management into business planning
optimalnya integrasi manajemen risiko dalam perencanaan bisnis and risk-based RKAP.
dan RKAP berbasis risiko.
Faktor signifikan lainnya mencakup kegagalan proyek dan investasi Other significant factors include failures in strategic projects and
strategis, ketidakakuratan asumsi perencanaan yang tidak berbasis investments, inaccuracies in planning assumptions that are not
data pasar yang dapat dipertanggungjawabkan, keterbatasan supported by reliable market data, limited implementation of
penerapan stress testing dan scenario analysis dalam menghadapi stress testing and scenario analysis in addressing uncertainty, and
ketidakpastian (uncertainty), serta potensi tekanan likuiditas potential liquidity pressures and cash flow sustainability risks that
dan keberlanjutan arus kas yang dapat mengganggu stabilitas may disrupt the Company’s operational and financial stability.
operasional dan keuangan perusahaan.
Selain itu, risiko terhadap kelangsungan usaha juga dipengaruhi In addition, risks to business continuity are influenced by limited
oleh lemahnya resiliensi operasional dan kesiapsiagaan krisis, yang operational resilience and crisis preparedness, as reflected in the
tercermin dari belum optimalnya implementasi dan pengujian suboptimal implementation and testing of business continuity
business continuity plan, disaster recovery plan, contingency plan, plans, disaster recovery plans, contingency plans, and crisis
dan crisis management protocol secara berkelanjutan. management protocols on a continuous basis.
Ketidakpatuhan terhadap ketentuan regulasi dan kebijakan tata Non-compliance with regulatory requirements and governance
kelola, termasuk pemenuhan struktur organisasi pengelolaan policies, including the fulfilment of risk management organizational
risiko sesuai ketentuan PER-2/MBU/03/2023, lemahnya penguatan structures in accordance with PER-2/MBU/03/2023, as well as
risk governance, risk culture, serta belum terbangunnya kapasitas weaknesses in strengthening risk governance, risk culture, and the
dan kompetensi sumber daya manusia manajemen risiko secara capacity and competency of human resources in risk management,
memadai, juga berpotensi menimbulkan risiko sistemik terhadap may also give rise to systemic risks affecting the Company’s going
kelangsungan usaha perusahaan. concern.
Di Hutama Karya, belum optimalnya implementasi risk aggregation At Hutama Karya, the suboptimal implementation of risk
dan tata kelola terintegrasi antar entitas usaha berpotensi aggregation and integrated governance across business entities
menimbulkan blind spot risiko, contagion risk antar Anak may result in risk blind spots, contagion risk among subsidiaries,
Perusahaan, serta kegagalan deteksi dini risiko strategis yang and failure in early detection of strategic risks that could have a
berdampak sistemik terhadap keberlanjutan usaha Hutama Karya systemic impact on the sustainability of the Hutama Karya Group
Group secara keseluruhan. as a whole.
Hutama Karya pada tahun 2025 telah menyusun dokumen In 2025, Hutama Karya has prepared a contingency plan document
contingency plan berdasarkan Aspirasi Pemegang Saham (APS) tahun based on the Shareholders’ Aspirations (APS) 2024, which includes
2024 yang meliputi indikator permodalan, likuiditas, rentabilitas, indicators related to capital, liquidity, profitability, asset quality, and
kualitas aset serta indikator lain (dalam hal ini operasional) yang other indicators (including operational aspects), both quantitative
bersifat kuantitatif atau kualitatif yang dapat menimbulkan and qualitative, that may significantly affect the Company’s
permasalahan terhadap kondisi Perseroan secara signifikan. condition.
Kejadian yang berpotensi berpengaruh terhadap kelangsungan Events that may potentially impact the Company’s going concern
usaha Perseroan diidentifikasi dan dilakukan asesmen melalui are identified and assessed through a Business Impact Analysis
Business Impact Analysis (BIA) dengan tujuan agar Perseroan dapat (BIA), with the objective of enabling the Company to respond
PT Hutama Karya (Persero)
2025 Annual Report 263
Page 264
merespon dengan cepat dan tepat atas setiap kejadian yang bersifat promptly and appropriately to any disruptive events affecting its
disruptif yang berdampak terhadap kelangsungan usaha Perseroan. business continuity.
Hutama Karya telah memiliki Pedoman Business Continuity Hutama Karya has established a Business Continuity Management
Management System (BCMS) namun masih terbatas hanya pada System (BCMS) Guideline; however, its implementation remains
lingkup kejadian yang bersifat operasional saja. Pada tahun 2025 limited to operational events. In 2025, the Company developed
ini Perseroan menyusun kerangka Business Continuity Management a Business Continuity Management framework and Contingency
dan Contingency Plan dalam rangka pemenuhan Aspirasi Pemegang Plan in order to fulfil the Shareholders’ Aspirations (APS) 2024, as
Saham (APS) tahun 2024 sebagai berikut: follows:
Gambar Kerangka BCM dan Contingency Plan
Figure: BCM Framework and Contingency Plan
Risk Management
• Standar : ISO 31000, PER-02/MBU/03/2023, dan Juknis Terkait
Risiko • Fokus : Mitigasi (menurunkan potensi dampak negatif sebelum risiko terjadi)
• Proses Utama : Identifikasi, Analisis, Evaluasi, Treatment Risiko Risiko Korporasi
• Standard: ISO 31000, PER-02/MBU/03/2023, and related technical guidelines
• Focus: Mitigation (reducing the potential negative impact before the risk occurs)
• Main Process: Identification, Analysis, Evaluation, Risk Treatment
Trigger: Insiden antara lain
1A Operasional Trigger: Insiden antara lain
1B Keuangan
• Idiosyncratic (risiko internal yang menempel pada
• Bencana Alam : Gempa bumi, Banjir, Tanah longsor, Tsunami, 3B
perusahaan)
Badal, Perubahan cuaca yang sangat buruk, Sambaran petir, • Market Wide Shock (kebijakan eksternal)
Kebakaran, Wabah penyakit/pandemic, Bencana alam lainnya;
• Gangguan Sosial dan Politik : Konflik Senjata, Terorisme, • Idiosyncratic (internal risks attached to the company)
Pemogokan umum, Huru hara, Sabotase, Pemberontakan, 3A • Market Wide Shock (external policy shock)
Kebijakan di bidang moneter;
• Tumpahnya Minyak dan Bahan Kimia Berbahaya : Kebocoran 2B
pipa gas, Kebocoran pipa minyak, Terpapar zat beracun
• Gangguan Sistem oleh Hacker : Serangan siber yang Check: Apakah dampak signifikan pada fundamental bisnis
menyebabkan kerugian finansial; sehingga threshold/trigger level terlampaui?
Insiden/ • Peraturan atau Kebijakan Pemerintah yang mempengaruhi/
mengurangi operasional usaha secara langsung (dari skala Check: Is there a significant impact on business fundamentals so that the
Masalah threshold/trigger level is exceeded?
moderate sampai high)
• Risiko yang tidak dikelola dengan baik (melebihi ambang batas 3A 5B
yang ditetapkan) 4A 4B
5A
• Natural Disasters: Earthquakes, floods, landslides, tsunamis, storms, Contingency Plan
extreme weather changes, lightning strikes, fires, disease outbreaks/
pandemics, and other natural disasters; • Acuan : Aspirasi Pemegang Saham No.S-491/MBU/09/2023,
• Social and Political Disruptions: Armed conflict, terrorism, general tentang Aspirasi Pemegang Saham untuk Penyusunan RKAP
strikes, riots, sabotage, rebellion, monetary policy changes; Tahun 2024
• Oil and Hazardous Chemical Spills: Gas pipeline leaks, oil pipeline leaks, • Fokus : Recovery kondisi bisnis fundamental atau layanan
exposure to toxic substances minimal (MBCO) ke Business As Usual dan Resolusi bila entitas
• System Disruptions by Hackers: Cyberattacks causing financial losses;
secara fundamental bisnis pada kondisi gagal bayar.
• Government regulations or policies that directly affect/reduce business
• Proses Utama : Stress Testing, Penetapan Treshold/Trigger
operations (from moderate to high scale)
• Poorly managed risks (exceeding the established threshold)
Level, Penyusunan Action Plan
• Reference: Shareholders’ Aspiration No. S-491/MBU/09/2023 regarding
2A
Shareholders’ Aspiration for the preparation of the 2024 RKAP
• Focus: Recovery of fundamental business conditions or minimum
Business Continuity Management Systems (Business services (MBCO) back to Business As Usual, and resolution if the entity is
fundamentally in a default condition.
Continuity Management Procedure No. SP/BCMS/P/001) • Main Process: Stress Testing, establishment of Threshold/Trigger Level,
• Standar : ISO 22301 preparation of an Action Plan
• Parameter Kritikal Proses : Mengakibatkan terhentinya proses
bisnis yang kritikal dalam perusahaan (sehingga proses bisnis
tidak berjalan dengan normal)
• Fokus : Keberlangsungan Operasi (menurunkan dampak
negatif setelah risiko/insiden terjadi)
• Proses Utama : Identifikasi Risiko, Persiapan Keadaan
Krisis Darurat, Drilling-Testing-Simulation, untuk percepatan waktu
pemulihan operasi
• Standard: ISO 22301
• Critical Process Parameter: Causes the interruption of critical business
processes within the company (so that business processes do not run
normally)
• Focus: Operational Continuity (reducing negative impact after a risk/
incident occurs)
• Main Process: Risk Identification, Emergency Preparedness, Drilling-
Testing-Simulation, to accelerate operational recovery time
PT Hutama Karya (Persero)
264 Laporan Tahunan 2025
Page 265
Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
Kerangka Business Continuity Management dan Contingency Plan The Business Continuity Management and Contingency Plan
tersebut dibagi ke dalam 2 proses yang ditinjau terhadap masing- framework is divided into two processes, each assessed based on
masing trigger insidennya (Operasional dan Finansial). its respective incident triggers, namely Operational and Financial
triggers.
Assessment Manajemen Terhadap Hal-Hal Management Assessment of Matters that
yang Berpotensi Berpengaruh Signifikan Have the Potential to Significant Impact on
Terhadap Kelangsungan Usaha Business Continuity
Hal-hal yang diidentifikasi dalam penyusunan rencana kedaruratan/ The matters identified in the preparation of the 2025 contingency
contingency plan tahun 2025 diantaranya adalah yang berasal dari plan include events arising from force majeure conditions, both
kejadian kahar baik skala regional maupun nasional dan yang at regional and national levels, as well as extreme market-wide
berasal dari extreme market wide shock yang berdampak pada shocks that may impact the Company’s operational continuity
kelangsungan operasional Perseroan maupun kondisi keuangan and financial condition, as further detailed in the Hutama Karya
Perseroan yang di detailkan pada Dokumen Contingency Plan Contingency Plan Document for 2025.
Hutama Karya Tahun 2025.
Dalam rangka pelaksanaan Assessment Manajemen terhadap In the context of Management’s Assessment of Matters that May
Hal-Hal yang Berpotensi Berpengaruh Signifikan terhadap Have a Significant Impact on Going Concern, Systemic SOEs
Kelangsungan Usaha (going concern), Perusahaan Sistemik A BUMN Category A are required to prepare a contingency plan as a separate
diwajibkan untuk menyusun rencana darurat (contingency plan) document from the RKAP. For Systemic SOEs Category A that have
sebagai dokumen tersendiri yang terpisah dari RKAP. Bagi BUMN already established a contingency plan in 2025, such document is
Sistemik A yang telah memiliki contingency plan pada tahun 2025, required to be updated based on the latest conditions, including the
diwajibkan untuk melakukan pembaruan dokumen berdasarkan incorporation of stress testing results for all indicators stipulated
kondisi terkini, termasuk penyertaan hasil stress testing atas in the contingency plan, as part of the assessment of business
seluruh indikator yang ditetapkan dalam contingency plan, sustainability risks. The updated document must obtain prior
sebagai bagian dari proses penilaian risiko keberlanjutan usaha. approval from the Board of Commissioners and be submitted to the
Dokumen pembaruan tersebut harus terlebih dahulu memperoleh Ministry of State-Owned Enterprises no later than the end of June
persetujuan Dewan Komisaris, serta disampaikan kepada 2025, as part of efforts to strengthen governance, mitigate systemic
Kementerian BUMN paling lambat akhir Juni 2025 sebagai bentuk risks, and manage the impact on the going concern of Hutama
penguatan tata kelola, mitigasi risiko sistemik, dan pengendalian Karya.
dampak terhadap kelangsungan usaha Hutama Karya.
Asumsi yang Digunakan Manajemen Untuk Assumptions Used by Management to Conduct
Melakukan Assessment Assessment
Assessment terhadap hal-hal yang berpotensi berpengaruh The assessment of matters that may significantly affect the
signifikan terhadap kelangsungan usaha dilakukan berdasarkan Company’s going concern is conducted based on the Top Risks
Top Risk RKAP tahun 2025, yang kemudian dikembangkan menjadi identified in the RKAP 2025, which are further developed into the
identifikasi terhadap potensi risiko yang dapat menghentikan identification of potential risks that may disrupt Hutama Karya’s
operasional Hutama Karya. Risiko ini dikelompokkan menjadi operations. These risks are categorized into two main groups,
dua kategori utama, yaitu kejadian kahar yang berskala regional namely force majeure events at regional or national levels, and
maupun nasional, serta dampak dari extreme market wideshock, the impact of extreme market-wide shocks, such as geopolitical
seperti situasi geopolitik atau krisis moneter. situations or monetary crises.
Indikator-indikator yang menjadi trigger level dalam penerapan The indicators serving as trigger levels for the implementation of
contingency plan meliputi permodalan, likuiditas, rentabilitas the contingency plan include capital, liquidity, profitability, asset
(profitabilitas), kualitas aset, dan operasional. Trigger level ini quality, and operational aspects. These trigger levels are classified
dibagi menjadi tiga tingkat, yaitu pencegahan, recovery, dan into three tiers, namely prevention, recovery, and resolution.
resolusi. Tujuannya adalah agar Hutama Karya dapat merespon The objective is to enable Hutama Karya to respond promptly in
dengan cepat sesuai dengan level insiden yang terjadi atau yang accordance with the level of the incident that occurs or has been
telah disimulasikan, untuk memastikan kelangsungan operasional simulated, thereby ensuring business continuity and the restoration
dan kembali ke proses bisnis semula of normal business operations
PT Hutama Karya (Persero)
2025 Annual Report 265
Page 266
Pengungkapan Kerangka Governansi, Disclosure of Governance Framework,
Pengelolaan dan Pengendalian Aspek Management and Control of Taxation
Perpajakan Aspects
Hutama Karya merupakan Badan Usaha Milik Negara (BUMN) Hutama Karya is a State-Owned Enterprise (BUMN) wholly owned
yang seluruh kepemilikannya dimiliki oleh Pemerintah Republik by the Government of the Republic of Indonesia, with its core
Indonesia, dengan kegiatan usaha utama di bidang jasa konstruksi business activities in the construction services sector, including the
yang meliputi pembangunan dan pemeliharaan jalan tol, konstruksi development and maintenance of toll roads, building construction,
gedung, pembangunan jembatan, bendungan, dan infrastruktur bridge development, dam construction, and other infrastructure. In
lainnya. Dalam menjalankan kegiatan usahanya, Hutama Karya conducting its business activities, Hutama Karya is committed to
berkomitmen untuk memenuhi kewajiban perpajakan secara fulfilling its tax obligations in an effective, efficient, and regulatory-
efektif, efisien, dan sesuai dengan ketentuan peraturan perundang- compliant manner in accordance with prevailing laws and
undangan yang berlaku. regulations.
Sebagai bagian dari reformasi perpajakan, Pemerintah telah As part of tax reform, the Government has enacted Law No. 7
menetapkan Undang-Undang Nomor 7 Tahun 2021 tentang of 2021 concerning the Harmonization of Tax Regulations (UU
Harmonisasi Peraturan Perpajakan (UU HPP) yang menjadi landasan HPP), which serves as the primary foundation for strengthening
utama dalam penguatan sistem perpajakan Indonesia. Selanjutnya, Indonesia’s taxation system. Furthermore, the Government
Pemerintah terus melakukan modernisasi administrasi perpajakan continues to modernize tax administration through Minister of
melalui Peraturan Menteri Keuangan Nomor 81 Tahun 2024 tentang Finance Regulation No. 81 of 2024 concerning Tax Provisions for
Ketentuan Perpajakan dalam rangka Pelaksanaan Sistem Inti the Implementation of the Core Tax Administration System, which
Administrasi Perpajakan (Coretax Administration System), yang integrates the entire tax business process end-to-end, ranging from
mengintegrasikan seluruh proses bisnis perpajakan secara end- registration, reporting, payment, to supervision.
to-end, mulai dari pendaftaran, pelaporan, pembayaran, hingga
pengawasan.
Sejalan dengan perkembangan tersebut, Hutama Karya melakukan In line with these developments, Hutama Karya continuously
penyesuaian kebijakan, sistem, dan proses bisnis di bidang adjusts its tax policies, systems, and business processes to ensure
perpajakan secara berkelanjutan guna memastikan kesiapan readiness for the implementation of the Core Tax system, maintain
implementasi sistem Coretax, menjaga kepatuhan terhadap compliance with applicable regulations, and mitigate potential tax
ketentuan yang berlaku, serta mitigasi risiko perpajakan yang risks arising from regulatory changes.
mungkin timbul akibat berbagai dinamika regulasi.
Hutama Karya menentukan kebijakan pajak serta pelaksanaan Hutama Karya determines its tax policies and tax compliance
kewajiban perpajakan sesuai dengan Key Performance Indicator implementation in accordance with Key Performance Indicators
(KPI) yang disetujui oleh Direktur Keuangan seperti PPh Pasal (KPIs) approved by the Director of Finance, covering Income Tax
21, PPh Final Pasal 4 ayat (2), Pajak Pertambahan Nilai (PPN), Article 21, Final Income Tax Article 4(2), Value Added Tax (VAT),
PPh Badan, serta Pajak Lainnya. Pada praktiknya Hutama Karya Corporate Income Tax, and other taxes. In practice, Hutama Karya
memenuhi kewajiban perpajakan berdasarkan perencanaan dan fulfills its tax obligations based on tax planning and management
pengelolaan perpajakan yang dimonitor melalui Kantor Pusat monitored by the Head Office through the following measures:
melalui beberapa langkah, sebagai berikut:
1. Perhitungan, Pelaporan, dan Penentuan Keputusan kewajiban 1. Calculation, reporting, and determination of tax obligations are
perpajakan melalui persetujuan dan tanggung jawab Direktur conducted under the approval and responsibility of the Director
Keuangan. of Finance.
2. Hutama Karya menerbitkan Surat Edaran dalam hal terdapat 2. Hutama Karya issues Circular Letters in the event of new tax
Regulasi Pajak baru dari Pemerintah, yang diterbitkan oleh regulations issued by the Government, which are disseminated
Kantor Pusat untuk disampaikan kepada Divisi Operasi, by the Head Office to Operating Divisions, Project Units,
Kebutuhan Proyek, Anak Perusahaan, serta KSO. Subsidiaries, and Joint Operations (KSO).
3. Hutama Karya menerbitkan Nota Dinas dalam hal terdapat 3. Hutama Karya issues Internal Memorandums in the form of
Arahan dengan bentuk Instruksi pada pelaksanaan kewajiban instructions for the implementation of tax obligations across all
perpajakan seluruh Insan Hutama Karya baik Kantor Pusat, Hutama Karya personnel, including the Head Office, Operating
Divisi Operasi, Kebutuhan Proyek, Anak Perusahaan, serta KSO. Divisions, Project Units, Subsidiaries, and Joint Operations
(KSO).
PT Hutama Karya (Persero)
266 Laporan Tahunan 2025
Page 267
Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
Sebagai Wajib Pajak yang patuh, Hutama Karya berkomitmen As a compliant taxpayer, Hutama Karya is committed to carrying out
untuk melaksanakan kewajiban perpajakan secara transparan, its tax obligations in a transparent, accurate, and timely manner.
akurat, dan tepat waktu. Pelaporan dan administrasi perpajakan Tax reporting and administration are conducted through applicable
dilakukan melalui sistem yang berlaku, termasuk sistem coretax systems, including the Core Tax system, to ensure compliance with
guna memastikan kesesuaian dengan ketentuan yang ditetapkan regulations set by the tax authority.
oleh otoritas perpajakan.
Selain itu, Hutama Karya senantiasa menjaga hubungan yang In addition, Hutama Karya continuously maintains constructive
konstruktif dengan otoritas perpajakan melalui komunikasi yang relationships with tax authorities through ongoing communication,
berkesinambungan, pemantauan perkembangan regulasi, serta monitoring of regulatory developments, and participation in
partisipasi dalam kegiatan sosialisasi perpajakan. Hal ini sejalan tax socialization programs. This is aligned with the Company’s
dengan komitmen Hutama Karya dalam mendukung optimalisasi commitment to supporting the optimization of state revenue and
penerimaan negara serta keberlanjutan pembangunan nasional. sustainable national development.
Sebagai bentuk kontribusi kepada negara, Hutama Karya secara As a form of contribution to the state, Hutama Karya consistently
konsisten memenuhi kewajiban perpajakan baik sebagai Wajib fulfills its tax obligations both as a taxpayer and as a withholding
Pajak maupun sebagai pemotong dan/atau pemungut pajak. Pada and/or collecting agent. In 2025, Hutama Karya’s Corporate Income
tahun 2025, kontribusi PPh Badan Hutama Karya tercatat sebesar Tax contribution amounted to IDR2.97 trillion. The Company also
Rp2,97 triliun. Hutama Karya juga memastikan tidak terdapat ensures that there are no material instances of non-compliance in
ketidakpatuhan material dalam pemenuhan kewajiban perpajakan fulfilling its tax obligations during the reporting period.
selama periode pelaporan.
Kontribusi Kepada Negara
Contribution to the State
(dalam jutaan Rupiah / in millions Rupiah)
Jenis Pajak Tahun 2025 Tahun 2024
No.
Type of Tax Year 2025 Year 2024
Pajak
A
Taxes
Pajak Penghasilan (PPh)
1. 823,672 875,394
Income Tax (PPh)
Pajak Pertambahan Nilai (PPN) dan Pajak Penjualan atas Barang Mewah (PPnBM)
2. 1,871,194 2,977,761
Value Added Tax (VAT) and Luxury Goods Sales Tax (PPnBM)
Bea Masuk/Keluar, Bea dan Cukai, Bea Materai
3. 164 420
Customs Duties (Import/Export), Excise, and Stamp Duty
PBB P3 (Perkebunan, Perhutanan, Pertambangan)
4. 0 0
Property Tax for Plantation, Forestry, and Mining (PBB P3)
Pajak Pemerintah Pusat Lainnya (misalnya Pajak Karbon)
5. 994 209
Other Central Government Taxes (e.g., Carbon Tax)
Pajak Daerah dan Retribusi Daerah (PDRD), termasuk PBB P2 (Perkotaan dan Pedesaan)
6. 299,948 238,075
Regional Taxes and Levies (PDRD), including Urban and Rural Property Tax (PBB P2)
Total Kontribusi Pajak (Total A)
2,971,415 4,091,858
Total Tax Contribution (Total A)
Penerimaan Negara Bukan Pajak (PNBP)
B
Non-Tax State Revenue (PNBP)
Dividen
1. - -
Dividends
PNBP Lainnya
2. - 838
Other PNBP
Total Kontribusi PNBP (Total B)
- -
Total PNBP Contribution (Total B)
Total Kontribusi kepada Negara (Total A dan B)
2,971,415 4,092,696
Total Contribution to the State (Total A and B)
PT Hutama Karya (Persero)
2025 Annual Report 267
Page 268
Laporan Penggunaan Tambahan Penyertaan Modal Negara (PMN)
Berdasarkan Peraturan Menteri Badan Usaha Milik Negara Republik Indonesia Nomor PER-2/MBU/03/2023 Tentang Pedoman Tata Kelola dan
Kegiatan Korporasi Signifikan Badan Usaha Milik Negara Tambahan Penyertaan Modal Negara (PNM) adalah pemisahan kekayaan negara dari
anggaran pendapatan dan belanja negara yang dijadikan modal BUMN dan/atau Perseroan Terbatas dan dikelola secara korporasi. Sesuai
ketentuan pada Pasal 110 PER-2/MBU/03/2023:
(1) Tambahan PMN dilakukan dengan tujuan untuk:
a. Memperbaiki struktur permodalan BUMN atau Perseroan Terbatas; dan/atau
b. Meningkatkan kapasitas usaha BUMN atau Perseroan Terbatas.
(2) Tambahan PMN kepada BUMN sebagaimana dimaksud pada ayat (1) digunakan dalam rangka:
a. Melaksanakan penugasan Pemerintah kepada BUMN;
b. Melakukan restrukturisasi dan/atau penyelamatan BUMN; dan/atau
c. Melakukan pengembangan usaha BUMN
Berikut informasi Penggunaan Tambahan Penyertaan Modal Negara (PMN) Hutama Karya.
Tabel Realisasi PMN Hutama Karya
Table of Hutama Karya PMN Realisation
Realisasi Keuangan Penggunaan Tambahan PMN TA 2024 Tahun
2025 (Rp Juta)
Realisation of Financial Utilisation of Additional State Capital
Tanggal
Injection (PMN) for Fiscal Year 2024 in 2025 (in millions of Rupiah)
Kegiatan Pencairan Nilai PMN
No.
Activities Disbursement PMN Value
Sampai Sampai Sampai
Date Sampai
dengan TW II dengan TW III dengan TW IV
dengan TW I
Until Quarter Until Quarter Until Quarter
Until Quarter I
II III IV
1 2 3 4 5 6 7 8
Ruas Jalan Tol Binjai - Langsa 30 April 2024
1. 1,350,000 1,350,000 1,350,000 1,350,000 1.350.000
Binjai–Langsa Toll Road Section April 30, 2024
Ruas Jalan Tol Simpang Indralaya - Muara
Enim 30 April 2024
2. 99,000 - - - -
Simpang Indralaya–Muara Enim Toll Road April 30, 2024
Section
Ruas Jalan Tol Kisaran – Indrapura 30 April 2024
3. 245,000 46,879 49,106 103.346 104.067
Kisaran–Indrapura Toll Road Section April 30, 2024
Ruas Jalan Tol Kuala Tanjung – Indrapura -
Tebing Tinggi – Parapat 30 April 2024
4. 246,000 - - - -
Kuala Tanjung–Indrapura–Tebing Tinggi– April 30, 2024
Parapat Toll Road Section
Ruas Jalan Tol Lubuk Linggau - Curup -
Bengkulu (Seksi Bengkulu - Taba Penanjung) 30 April 2024
5. 141,000 51,875 51,964 52.083 52.083
Lubuk Linggau–Curup–Bengkulu Toll Road April 30, 2024
Section (Bengkulu–Taba Penanjung Section)
Ruas Jalan Tol Sigli - Banda Aceh 30 April 2024
6. 738,000 - - - -
Sigli–Banda Aceh Toll Road Section April 30, 2024
Ruas Jalan Tol Pekanbaru - Padang (Seksi
Padang - Sicincin) 30 April 2024
7. 2,131,000 1,023,574 1,763,272 1.972.106 2.131.000
Pekanbaru–Padang Toll Road Section April 30, 2024
(Padang–Sicincin Section)
Ruas Jalan Tol Pekanbaru - Padang (Seksi
Pekanbaru - Pangkalan) 30 April 2024
8. 227,000 - - - -
Pekanbaru–Padang Toll Road Section April 30, 2024
(Pekanbaru–Pangkalan Section)
Ruas Jalan Tol Kayu Agung - Palembang -
Betung (Seksi Palembang - Betung) 30 April 2024
9. 13,427,000 4,424,963 6,960,899 8.410.356 9.479.168
Kayu Agung–Palembang–Betung Toll Road April 30, 2024
Section (Palembang–Betung Section)
Total 18,604,000 6,897,291 10,175,241 11.887.891 13.116.318
PT Hutama Karya (Persero)
268 Laporan Tahunan 2025
Page 269
Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
Report on Additional Use of State Capital Inclusion (PMN)
Based on the Regulation of the Minister of StateOwned Enterprises of the Republic of Indonesia Number PER-2/MBU/03/2023 Concerning
Guidelines for Governance and Significant Corporate Activities of State-Owned Enterprises, Additional State Capital Participation (PMN) is the
separation of state assets from the state revenue and expenditure budget which is used as capital for SOE and/or Limited Liability Companies
and managed as a corporation. In accordance with the provisions of Article 110 of PER-2/MBU/03/2023:
(1) Additional PMN is carried out with the aim of:
a. Improving the capital structure of SOE or Limited Liability Companies; and/or
b. Increasing the business capacity of SOE or Limited Liability Companies.
(2) Additional PMN to SOE as referred to in paragraph (1) is used in order to:
a. Carry out Government assignments to SOE;
b. Restructuring and/or rescuing SOE; and/or
c. Conducting SOE business development
The following is information on the Use of Additional State Capital Participation (PMN) for Hutama Karya.
Realisasi Fisik Penggunaan Tambahan PMN
Physical Realisation of Additional PMN Usage
Sampai dengan TW I Sampai dengan TW II Sampai dengan TW III Sampai dengan TW IV
Until Quarter I Until Quarter II Until Quarter III Until Quarter IV
9 10 11 12
100.00% 100.00% 100.00% 100.00%
(Seksi Binjai – Pangkalan Brandan) (Seksi Binjai – Pangkalan Brandan) (Seksi Binjai – Pangkalan Brandan) (Seksi Binjai – Pangkalan Brandan)
(Binjai–Pangkalan Brandan Section) (Binjai–Pangkalan Brandan Section) (Binjai–Pangkalan Brandan Section) (Binjai–Pangkalan Brandan Section)
100.00% 100.00% 100.00% 100.00%
(Optimasi nilai kontrak Prabumulih – (Optimasi nilai kontrak Prabumulih – (Optimasi nilai kontrak Prabumulih – (Optimasi nilai kontrak Prabumulih –
Muara Enim) Muara Enim) Muara Enim) Muara Enim)
(Optimization of Prabumulih–Muara (Optimization of Prabumulih–Muara (Optimization of Prabumulih–Muara (Optimization of Prabumulih–Muara
Enim Contract Value) Enim Contract Value) Enim Contract Value) Enim Contract Value)
100.00% 100.00% 100.00% 100.00%
(Junction Palembang) (Junction Palembang) (Junction Palembang) (Junction Palembang)
100.00% 100.00% 100.00% 100.00%
99.53% 99.78% 99.96% 100.00%
100.00% 100.00% 100.00% 100.00%
100.00% 100.00% 100.00% 100.00%
91,37% 92,67% 93,70% 94,40%
100.00% 100.00% 100.00% 100.00%
54,96% 64,68% 71,90% 78,72%
PT Hutama Karya (Persero)
2025 Annual Report 269
Page 270
Foto Progres Penggunaan Tambahan PMN Per Kegiatan/Proyek
Photos of Progress on the Utilisation of Additional State Capital Injection (PMN) by Activity/Project
1 Medan – Binjai 2 Bakauheni – Terbanggi Besar
3 Terbanggi Besar – Pematang Panggang – Kayu Agung 4 Palembang – Sp Indralaya
5 Pekanbaru – Dumai 6 Binjai – Langsa (Seksi Binjai – Pangkalan Brandan)
Sp Indralaya - Muara Enim
7 (Seksi Sp Indralaya - Prabumulih) 8 Kisaran – Indrapura
PT Hutama Karya (Persero)
270 Laporan Tahunan 2025
Page 271
Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
Kuala Tanjung – Parapat Lubuk Linggau - Curup – Bengkulu
9 (Seksi Kuala Tanjung - Pematang Siantar) 10 (Seksi Taba Penanjung - Bengkulu)
11 Sigli - Banda Aceh 12 Pekanbaru – Padang (Seksi Pekanbaru - Koto Kampar)
13 Pekanbaru – Padang (Seksi Sicincin - Padang) 14 Betung-Tempino-Jambi
Rengat-Pekanbaru Kayu Agung - Palembang – Betung
15 (Seksi Bypass Pekanbaru - Jc Pekanbaru) 16 (Seksi Palembang – Betung)
PT Hutama Karya (Persero)
2025 Annual Report 271
Page 272
Tabel Rincian Realisasi Penyertaan Modal Negara Tahun 2015-2024
Table of Detailed Realisation of State Capital Injection (PMN) for the Period 2015–2024
Struktur Pendanaan (Rp miliar)
Funding Structure (IDR billion)
Ruas Panjang (km)
No Nilai Pinjaman dan Dukungan
Section Length (km)
Investasi Lainnya Konstruksi
PMN
Investment Loans and Construction
Value Others Support
Jalan Tol Trans Sumatera Tahap I
Trans Sumatra Toll Road Phase I
1 Medan - Binjai 17 3.214 2.764 450 -
2 Bakauheni - Terbanggi Besar 140 15.905 2.217 13.688 -
Terbanggi Besar - Pematang Panggang - Kayu Agung 106 13.987 4.844 9.143 -
3 Dukungan Konstruksi TBPPKA
83 8.376 - - 8.376
Construction Support – TBPPKA
4 Palembang - Simpang Indralaya 22 3.394 2.514 880 -
5 Pekanbaru - Dumai 132 20.169 10.421 9.748 -
Binjai - Langsa (Seksi Binjai - Pangkalan Brandan)
6 58 11.617 9.732 1.885 -
Binjai - Langsa (Binjai - Pangkalan Brandan Section)
Sp Indralaya - Muara Enim (Seksi Simpang Indralaya
- Prabumulih)
7 65 13.128 13.128 - -
Sp Indralaya - Muara Enim (Simpang Indralaya –
Prabumulih Section)
8 Kisaran - Indrapura 48 6.321 5.714 608 -
Kuala Tanjung - Parapat (Seksi Kuala Tanjung -
Pematang Siantar)
9 104 13.773 13.667 106 -
Kuala Tanjung - Parapat (Kuala Tanjung - Pematang
Siantar Section)
Lubuk Linggau - Curup - Bengkulu (Seksi Taba
Penanjung - Bengkulu)
10 17 4.443 4.443 - -
Lubuk Linggau - Curup - Bengkulu (Taba Penanjung
– Bengkulu Section)
11 Sigli - Banda Aceh 74 13.555 13.555 - -
Pekanbaru - Padang (Seksi Sicincin - Padang)
12 37 9.848 9.470 378 -
Pekanbaru - Padang (Sicincin – Padang Section)
Pekanbaru - Padang (Seksi Pekanbaru - Koto
Kampar)
13 65 9.871 9.793 79 -
Pekanbaru - Padang (Pekanbaru - Koto Kampar
Section)
Subtotal Tahap I
966 147.602 102.262 36.964 8.376
Subtotal Phase I
Jalan Tol Trans Sumatera Tahap II
Trans Sumatra Toll Road Phase II
1 Junction Pekanbaru-Bypass Pekanbaru 31 7.909 7.909 - -
Betung-Tempino-Jambi 137 21.012 7.367 13.645 -
2 Dukungan Konstruksi Betung-Tempino-Jambi
34 5.995 - - 5.995
Construction Support – Betung–Tempino–Jambi
Kayu Agung-Palembang-Betung (Seksi Palembang
– Betung)
3 69 14.981 14.981 - -
Kayu Agung–Palembang–Betung Toll Road Section
(Palembang–Betung Section)
Subtotal Tahap II + Dukon
271 49.897 30.257 13.645 5.995
Subtotal Phase II + Construction Support
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272 Laporan Tahunan 2025
Page 273
Analisis dan Pembahasan Manajemen atas Kinerja
Management Discussion and Analysis
Realisasi PMN (Rp miliar)
Kekurangan
Realisation of PMN (IDR billion)
PMN (Rp
miliar)
Jumlah PMN
PMN
diterima
2015 2016 2019 2020 2021 2022 2023 2024 Shortfall
Total PMN
(IDR billion)
Received
1.014 - - - 1.737 13 - - 2.764 -
1.729 488 - - - - - - 2.217 -
- - 2.500 1.500 - 844 - - 4.844 -
- - - - - - - - -
799 1.512 - 203 - - 2.514 -
58 3.000 3.011 1.964 2.388 - - 10.421 -
- - 226 498 2.981 3.581 1.096 1.350 9.732 -
- - 500 3.200 2.149 7.180 - 99 13.128 -
- - 800 - 1.066 2.427 1.176 245 5.714 -
- - 1.200 - 4.128 5.057 3.036 246 13.667 -
- - - - 2.702 1.334 266 141 4.443 -
- - 274 - 1.592 5.879 1.980 738 13.555 -
- - 2.000 - - - 5.339 2.131 9.470 -
- - - 2.791 3.534 2.444 797 227 9.793 -
3.600 2.000 10.500 11.000 24.945 31.350 13.690 5.177 102.262 -
- - - - - - 7.909 - 7.909 -
- - - - 82 - 7.285 - 7.367 -
- - - - - - - 13.427 13.427 1.554
- - - - 82 - 15.194 13.427 28.703 1.554
PT Hutama Karya (Persero)
2025 Annual Report 273
Page 274
Human Capital
Human Capital
PT Hutama Karya (Persero)
274 Laporan Tahunan 2025
Page 275
PT Hutama Karya (Persero)
2025 Annual Report 275
Page 276
Strategi Manajemen Human Capital
Human Capital Management Strategy
Human Capital Strategy direncanakan dan dilaksanakan secara Human Capital Strategy is carefully planned and implemented
terarah untuk memastikan pengelolaan Sumber Daya Manusia to ensure effective human resource management that aligns with
(SDM) yang efektif dan selaras dengan kebutuhan bisnis dan business needs while maintaining a competitive and sustainable
memastikan keberlanjutan bisnis yang kompetitif di industri presence in the infrastructure industry. This strategy aligns
infrastruktur. Hal ini sejalan dengan perwujudan visi menjadi with the company’s vision of becoming “Leading Sustainable
“Perusahaan Konstruksi dan Pengembang Infrastruktur Terdepan Construction Enterprise and Infrastructure Developer” and the
yang Berkelanjutan” dan pencapaian misi “Meningkatkan achievement of the mission to “Enhancing sustainable corporate
kapabilitas korporasi yang berkelanjutan melalui penguatan capabilities through strengthening financial capacity, human
kapasitas keuangan, transformasi human capital, digitalisasi, risk capital transformation, digitalization, risk and safety culture, while
dan safety culture serta mengedepankan prinsip ESG". upholding ESG principles.".
Kementerian BUMN menerbitkan Keputusan Menteri BUMN The Ministry of State-Owned Enterprises issued Decree of the
Nomor SK-286/MBU/11/2024 tentang guidebook Human Capital Minister of State-Owned Enterprises Number SK-286/MBU/11/2024
Architecture BUMN 2.0 yang menjelaskan tentang kerangka kerja concerning the Human Capital Architecture State-Owned
pengelolaan SDM di BUMN yang di dalamnya terdapat beberapa Enterprises (SOEs) guidebook, which outlines the human resources
elemen inti dan pilar yang saling terintegrasi seperti yang tertera management framework within State-Owned Enterprises,
pada gambar di bawah ini: comprising several core elements and integrated pillars as
illustrated in the figure below:
HC Go 4 Atribut Inti : Keselarasan strategi HC dengan. strategi Bisnis
vern penting untuk memastikan dampak program HC
ity
anc 1. Purpose
& Cha e(P
bil n nge M terhadap bottom line Perusahaan
catio oli
2. Core Values (AKHLAK)
pa un i a cy
na ,P
Aligning HC strategies with business strategies
Ca omm nization Workfo ge ro
c 3. Value Proposition
rce m is essential to ensuring that HC programs have a
& Ta Plan e
es
C rga sign 4. Business Strategy – HC Strategy
am
s,
le n positive impact on the company’s bottom line
Sy
O De ture Acqu n in
isit t
HC
nt
g
ste
Te
ul ion
m,
&C
HC
Co
ness Strate
si
8 Atribut Pilar :
n
gy
Indu yee &
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& C lopme
1. Organization Design & Culture
Lea ability
Rela trial
De
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ap
ve
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o
2. Workforce Planning & Talent Acquisition
ti o
s
Empl
emen
Program-program HC disusun berdasarkan
g
3. Learning & Capability Development 8 pilar berikut sebagal value chain HC yang
t)
Purpose
nt
4. Talent & Career Management saling terintegrasi
5. Leadership Development & Succession HC programs are structured around the
Comp
Core
6. Performance Management following eight pillars, which form an
M an a
Values
ent
Val u
g y P)
n a a re e r
M a & C le nt
Ben ent
integrated HC value chain
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eP ( 7. Compensation & Benefit Management
V
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roposition
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tics
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ati
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an te 8. Employee & Industrial Relations
on
Capital Stra
y
HC
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A
a n rm an Le a d m e n 5 Atribut Enabler : Sistem dan tools yang menjadi penggerak
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ag ce l o p n
e si o 1. HC Communication & Change Management
op
em D ev dalam menciptakan ekosistem pengelolaan
at
g ent ces
in
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Mo 2. HC Operating Model HC yang unggul
de g y&
l olo 3. HC Team Capability Systems and tools that drive the creation of a
c hn 4. HC Governance world-class HC management ecosystem
HC Te
5. HC Technology & People Analytics
Human Capital Architecture (HCA) yang terdiri dari 4 (empat) atribut The Human Capital Architecture (HCA) consists of 4 (four) core
inti, 8 (delapan) atribut pilar dan 5 (lima) atribut enabler. HCA attributes, 8 (eight) pillar attributes, and 5 (five) enabler attributes.
menjadi landasan dalam membangun organisasi yang adaptif, HCA serves as the foundation for building an adaptive organization,
memiliki talenta yang kompeten, serta mampu mendukung equipped with competent talent, and capable of supporting the
transformasi dan pertumbuhan bisnis perusahaan secara Company’s sustainable business transformation and growth.
berkelanjutan.
Human Capital (HC) memegang peran strategis yang mencakup Human Capital (HC) holds a strategic role that encompasses
tidak hanya pengelolaan administrasi sumber daya manusia not only the administration of Human Resources (HR), but
(SDM), tetapi juga peran sebagai mitra strategis dalam also functions as a strategic partner in driving value creation,
mendorong penciptaan nilai, penguatan kapabilitas organisasi, strengthening organizational capabilities, and managing change
serta pengelolaan perubahan di tengah dinamika industri dan amid industry dynamics and technological advancements. Through
perkembangan teknologi. Melalui penguatan peran sebagai the reinforcement of its roles as Strategic Partner, Change Agent,
Strategic Partner, Change Agent, Administrative Expert, dan Administrative Expert, and Employee Champion, the HC function
PT Hutama Karya (Persero)
276 Laporan Tahunan 2025
Page 277
Sumber Daya Manusia
Human Resources
Employee Champion, fungsi HC diharapkan mampu memastikan is expected to ensure the availability of the right talent, effective
ketersediaan talenta yang tepat, sistem pengelolaan SDM yang HR management systems, and an adaptive, performance-oriented
efektif, serta lingkungan kerja yang tepat, sistem pengelolaan SDM work environment, thereby supporting the Company’s sustainable
yang efektif, serta lingkungan kerja yang adaptif dan berorientasi growth and transformation.
pada kinerja, sehingga dapat mendukung pertumbuhan dan
transformasi perusahaan secara berkelanjutan.
Sejalan dengan hal tersebut, HC menetapkan visi untuk menjadi In line with this, HC has established a vision to become a strategic
mitra strategis sekaligus penggerak daya saing bisnis yang partner as well as a driver of sustainable business competitiveness
berkelanjutan melalui budaya unggul, talenta yang berintegritas, through an excellent culture, talent characterized by integrity,
profesional, engaged, dan produktif, serta organisasi yang adaptif professionalism, engagement, and productivity, as well as an
dan berorientasi pada value creation. Visi tersebut mencerminkan adaptive and value creation-oriented organization. The vision
aspirasi HC untuk tidak sekedar menjalankan fungsi pengelolaan reflects HC’s aspiration not only to carry out HR management
SDM, tetapi juga berkontribusi secara langsung dalam mendorong functions, but also to contribute directly to driving the Company’s
pertumbuhan dan keberlanjutan bisnis Perseroan dalam jangka long-term growth and sustainability. In order to realize this vision,
panjang. Dalam rangka mewujudkan visi tersebut, HC berkomitmen HC is committed to building a strong organizational foundation
untuk membangun fondasi organisasi yang kokoh melalui through the reinforcement of integrity, professionalism, and a
penguatan integritas, profesionalisme, dan budaya kerja yang work culture oriented toward service excellence, collaboration, risk
berorientasi pada pelayanan, kolaborasi, kesadaran terhadap risiko, awareness, occupational safety, innovation, as well as governance
keselamatan kerja, inovasi, serta tata kelola yang berdasarkan based on ESG principles. This commitment is implemented
prinsip-prinsip ESG. Komitmen tersebut diwujudkan melalui through the development of a strategic workforce and sustainable
pengembangan tenaga kerja strategis dan kaderisasi talenta yang talent succession to maintain the Company’s competitiveness,
berkelanjutan guna menjaga daya saing Perusahaan, penguatan strengthening leadership and human capital capabilities to address
kepemimpinan dan kapabilitas sumber daya manusia yang siap future business challenges, as well as aligning performance
menghadapi tantangan bisnis ke depan, serta penyelarasan sistem management and reward systems with value creation across the
manajemen kinerja dan penghargaan dengan penciptaan nilai Company’s business portfolio. All of these initiatives are supported
di seluruh portofolio bisnis Perusahaan. Seluruh upaya tersebut by the transformation of the HC function toward a data-driven,
ditopang oleh transformasi fungsi HC menuju model operasional accountable, and integrated operating model, enabling HC to serve
yang berbasis data, akuntabel, dan terintegrasi, sehingga HC as a reliable architect of organizational capabilities in supporting
mampu berperan sebagai arsitek kapabilitas organisasi yang the Company’s sustainable business growth.
andal dalam mendukung pertumbuhan bisnis Perusahaan secara
berkelanjutan.
PT Hutama Karya (Persero)
2025 Annual Report 277
Page 278
Visi Korporasi / Corporate Vision
Leading Sustainable Construction Enterprise and Infrastructure Developer
RJPP Business Strategy Pillars
Business Resilience | Realigned Portfolio | Accelerated Growth | Value Enhancement
Visi Human Capital / Human Capital Vision
Menjadi mitra strategis dan penggerak daya saing bisnis yang berkelanjutan melalui budaya unggul, talenta yang berintegritas, profesional, engaged dan
produktif serta organisasi yang adaptif dan berorientasi pada value creation..
To become a strategic partner and key driver of sustainable business competitiveness through an excellent culture, talents with integrity and
professionalism, engaged and productive people, as well as an adaptive organization oriented toward value creation.
Learning & Leadership HC Operations,
Corporate Culture Talent Management Performance & Reward
Development Governance & Policy
Memperkuat integritas, Transformasi HC melalui
profesionalisme, dan budaya Membangun kepemimpinan
Membangun Strategic Menyelaraskan sistem penguatan model operasional
berorientasi layanan untuk dan kapabilitas yang siap
Workforce dan Talent Pipeline performance dan reward sebagai arsitek kapabilitas
membangun perilaku menghadapi masa depan
untuk Menjaga Daya Saing dengan penciptaan nilai di perusahaan untuk multi
kolaboratif, sadar akan risiko untuk konstruksi yang
Jasa Konstruksi dan Bisnis seluruh portofolio, sinergi bisnis dengan Tata Kelola
dan biaya, keselamatan, ramping & ramah lingkungan,
Baru. antar entitas, serta perilaku HC yang Berbasis Data,
inovatif, dan didorong oleh investasi infrastruktur, dan
Building a strategic workforce ESG. Tepercaya, dan Terintegrasi.
ESG. pengelola portofolio.
and talent pipeline to Aligning performance and Transforming Human
Strengthening integrity, Developing leadership
sustain competitiveness in reward systems with value Capital through a stronger
professionalism, and a and capabilities that are
construction services and creation across the portfolio, operating model that serves
service-oriented culture to future-ready for lean and
support the growth of new inter-entity synergies, and as the company’s capability
foster collaborative behaviors, environmentally responsible
business areas. ESG-oriented behaviors. architect for a multi-business
greater awareness of risk and construction, infrastructure
environment, supported by
cost, safety consciousness, investment, and portfolio
data-driven, reliable, and
innovation, and ESG-driven management.
integrated HC governance.
practices.
Implementation & Evaluation
Change Management - Metriks Target Indikator - Target Produktivitas - Target Engagement Rate
Kebijakan dan Pelaksanaan Manajemen Human Capital
Human Capital Management Policy and Implementation
Rekrutmen Recruitment
Kebijakan Policies
Pengelolaan SDM Hutama Karya dilakukan secara menyeluruh The management of Human Resources (HR) at Hutama Karya
dimulai dari perekrutan karyawan sampai karyawan menjalani is carried out in a comprehensive manner, commencing from
masa purnabakti. Perseroan memberikan kesempatan peningkatan employee recruitment through to retirement. The Company
karir, remunerasi, hingga benefit untuk karyawan dalam provides opportunities for career development, remuneration, and
pengelolaan karyawan. Implementasi pengelolaan SDM tersebut employee benefits as part of its workforce management practices.
dilakukan sesuai dengan peraturan yang berlaku dan kualitas The implementation of HR management is conducted in accordance
pelaksanaannya terus ditingkatkan sehingga target terkait dengan with prevailing regulations, with continuous enhancement in
SDM dapat tercapai. its quality of execution to ensure the achievement of HR-related
targets.
PT Hutama Karya (Persero)
278 Laporan Tahunan 2025
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Sumber Daya Manusia
Human Resources
Dalam rangka mendukung pertumbuhan Perseroan yang selaras In supporting the Company’s growth in alignment with business
dengan kebutuhan pengembangan bisnis, Hutama Karya development needs, Hutama Karya considers various aspects
mempertimbangkan berbagai aspek seperti arah pengembangan such as long-term business development direction, productivity,
bisnis jangka panjang, produktivitas, Strategic Workforce Planning Strategic Workforce Planning (SWP), capacity and capability, as
(SWP), kapasitas dan kapabilitas, serta kebutuhan pasar/industri well as market and industry demands in establishing employee
untuk menetapkan kebijakan rekrutmen dan seleksi karyawan. recruitment and selection policies.
Rekrutmen dikategorikan berdasarkan kebutuhan masing-masing Recruitment is categorized based on the specific needs of each
divisi. Rekrutmen Perseroan dapat dilakukan melalui Direct Hire division. The Company’s recruitment may be conducted through
yaitu jalur Karyawan Management Trainee, Karyawan Kontrak, Direct Hire, including Management Trainee employees, Contract
Experienced Hire, Karyawan Tenaga Asing, dan melalui Alih Daya. Employees, Experienced Hire, Foreign Employees, as well as
Proses rekrutmen dilaksanakan menggunakan sistem online through outsourcing. The recruitment process is carried out through
(website rekrutmen) dan offline (pengajuan berkas). Perseroan juga both online systems (recruitment website) and offline mechanisms
sudah melakukan rekrutmen khusus bagi Karyawan Disabilitas yang (document submission). The Company has also implemented
mengedepankan asas kesetaraan. Hutama Karya juga melakukan recruitment programs specifically for Employees with Disabilities,
rekrutmen melalui job fair di berbagai Universitas dan kota untuk prioritizing the principle of equal opportunity. In addition, Hutama
mendapatkan kandidat terbaik sekaligus sebagai sarana branding Karya conducts recruitment through job fairs across various
Perusahaan. universities and cities to identify high-potential candidates, while
also serving as a corporate branding initiative.
Perseroan sudah menerapkan sistem online test dalam proses The Company has implemented an online testing system as
seleksi. Seleksi yang dilakukan oleh Perseroan dilakukan secara part of its selection process. Employee selection is conducted
internal yang didukung oleh jasa pihak ketiga/vendor untuk internally, supported by third-party service providers/vendors for
melakukan seleksi psikotest dan jasa medical check up bagi psychometric testing and medical check-up services for prospective
para calon karyawan. Langkah ini bertujuan untuk memperoleh employees. This approach aims to ensure the acquisition of high-
kualitas kandidat karyawan yang terbaik secara objektif. Perseroan quality candidates through an objective process. The Company
melakukan peninjauan kepada pihak ketiga/vendor setiap dua conducts periodic reviews of third-party service providers/vendors
tahun sekali dalam rangka menjaga objektivitas hasil dan kualitas every two years to maintain the objectivity of results and service
jasa. Perseroan menitikberatkan pada optimalisasi karyawan quality. The Company emphasizes the optimization of existing
eksisting dan pemenuhan professional hire untuk pemenuhan employees and the fulfillment of professional hires to meet the
kompetensi yang dibutuhkan perusahaan pada proses rekrutmen required competencies in the recruitment and selection process.
dan seleksi karyawan. Di sisi lain, Hutama Karya melakukan On the other hand, Hutama Karya also undertakes preventive
upaya pencegahan penyebaran informasi bohong/hoax melalui measures against the dissemination of misinformation/hoaxes
pemberitahuan secara berkala di sosial media Perseroan. through periodic announcements on the Company’s social media
platforms.
Pelaksanaan Rekrutmen Recruitment Implementation
Pada tahun 2025, Hutama Karya telah melaksanakan pemenuhan In 2025, Hutama Karya carried out personnel fulfillment through
personil melalui Rekrutmen dengan rincian sebagai berikut: recruitment with the following details:
Uraian Realisasi Rekrutmen Tahun 2025
No.
Description Realization in 2025
Rekrutmen Bersama BUMN melalui Forum Human Capital Indonesia (FHCI)
1. Joint Recruitment of State-Owned Enterprises (BUMN) through the Forum Human Capital Indonesia 14
(FHCI)
2. Experienced Hire 2
Rekrutmen Jalur Vokasi
3. -
Vocational Recruitment Track
Karyawan Perjanjian Kontrak Waktu Tertentu (PKWT) Regular
4. 63
Fixed-Term Contract Employees (PKWT) Regular
Rekrutmen Diaspora
5. -
Diaspora Recruitment
Disabilitas
6. 3
Disabilities
PT Hutama Karya (Persero)
2025 Annual Report 279
Page 280
Pengembangan Kompetensi Competency Development
Kebijakan Policy
Kemampuan suatu organisasi untuk dapat bertumbuh, An organization’s ability to grow, develop, and sustain itself is based
berkembang dan berkelanjutan didasari atas keberadaan Karyawan on having employees with individual capabilities that align with
dengan kapabilitas individu yang sesuai dengan kebutuhan bisnis the Company's business needs. Every employee is regarded as a
Perusahaan. Setiap karyawan dianggap sebagai aset Perusahaan vital corporate asset. Employees serve as the core and primary
yang sangat penting. Karyawan adalah core dan roda utama driving force behind all business processes. Management firmly
dalam menggerakan seluruh proses bisnis Perusahaan dan pihak believes that the Company’s performance is also dependent on the
Manajemen percaya bahwa kinerja Perusahaan juga bergantung competency and capability of its employees.
pada kompetensi dan kapabilitas karyawannya.
Mengacu pada Employee Value Proposition (EVP) Hutama Karya Referring to Hutama Karya’s Employee Value Proposition (EVP)—
yang telah ditetapkan yaitu “Belajar, Bertumbuh dan Berinovasi” ”Learn, Grow, and Innovate”— the Company aligns its efforts to
menjadi selaras atas upaya Perusahaan dalam mengembangkan enhance employee capabilities, enabling them to continuously
kapabilitas Karyawan untuk terus belajar dan bertumbuh sehingga learn, grow, and innovate to contribute to Indonesia. One key
dapat berinovasi untuk terus membantu Perusahaan untuk initiative in realizing this commitment is the establishment of a
berkontribusi bagi Indonesia. Salah satu langkah perwujudannya Center of Excellence Unit, which focuses on integrated Human
adalah pembentukan Unit Center of Excellence untuk melakukan Capital development as a means to ensure business continuity and
pengembangan Human Capital yang terintegrasi sebagai salah the achievement of corporate targets. In competency development,
satu upaya keberlangsungan proses bisnis dan ketercapaian target the Company provides equal opportunities for all employees
Perusahaan. Dalam pelaksanaan pengembangan kompetensi, to participate in various competency development programs
Perseroan memberikan kesempatan yang sama kepada seluruh organized by the Company.
karyawan untuk dapat mengikuti program pengembangan
kompetensi yang diadakan Perseroan.
Corporate Strategy
Competency Gap Analysis :
Individual Development Plan
• Individual Competency Gap Kurikulum Pembelajaran
• Business Needs Silabus Materi/ Modul
Pembelajaran
Learning Needs Learning Design &
Diagnostic Development
Learning Evaluation : Pembelajaran di desain dalam
4 Learning model :
• Level 1 Learning • Self Learning
Learning Delivery
Evaluation • Formal Learning
• Level 2
• Level 3 • Social Learning
• Experiential Learning
Learning & Knowledge Management System
Gambar tersebut merupakan model pengembangan kompetensi The image represents Hutama Karya’s Individual Competency
individu dalam Hutama Karya. Model ini menunjukkan bagaimana Development Model. This model illustrates how the constantly
kebutuhan bisnis yang terus berubah dapat dijembatani dengan evolving business needs can be addressed by enhancing employee
meningkatkan kompetensi karyawan. Prosesnya dimulai dengan competencies. The process begins with analyzing competency gaps
menganalisis kesenjangan kompetensi antara kebutuhan bisnis between business requirements and individual capabilities. The
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dengan kemampuan individu. Hasil analisis ini kemudian digunakan results of this analysis are then used to design customized learning
untuk merancang program pembelajaran yang disesuaikan dengan programs tailored to the specific needs of each employee.
kebutuhan masing-masing individu.
Program pembelajaran yang dirancang dalam model ini memiliki The learning programs designed within this model consist of
beberapa tahap, mulai dari diagnosa kebutuhan belajar, desain several stages, starting from diagnosing learning needs, designing
pembelajaran, hingga evaluasi hasil belajar. Tahap-tahap ini learning programs, and evaluating learning outcomes. These
dilakukan secara sistematis untuk memastikan bahwa program stages are carried out systematically to ensure that the provided
pembelajaran yang diberikan efektif dalam meningkatkan learning programs effectively enhance employee competencies.
kompetensi karyawan. Selain itu, model ini juga menekankan Additionally, the model emphasizes the importance of various
pentingnya berbagai metode pembelajaran, seperti pembelajaran learning methods, including self-learning, formal training, social
mandiri, formal, sosial, dan pengalaman, untuk mengakomodasi learning, and experiential learning, to accommodate different
preferensi belajar yang berbeda-beda. Semua proses pembelajaran learning preferences. All these learning processes are managed
ini kemudian dikelola melalui sistem manajemen pembelajaran dan through a learning and knowledge management system to ensure
pengetahuan untuk memastikan keberlanjutan pengembangan the sustainability of employee competency development.
kompetensi karyawan.
Selain itu, proses pembelajaran juga difasilitasi dengan learning Additionally, the learning process is facilitated through a learning &
& knowledge platform berupa media HK Academy dan LinkedIn knowledge platform, including Hakademy and LinkedIn Learning.
Learning. Modul HK Academy berfungsi menjadi tools untuk The Hakademy module serves as a tool for collecting knowledge
mengumpulkan aset pengetahuan dari aktivitas dan proses bisnis, assets from business activities and processes, such as training
di antaranya materi pelatihan, hasil diskusi bersama Komunitas materials, discussions with the Community of Practice, innovation
Praktisi, hasil karya inovasi dan lain-lain. Platform LinkedIn Learning outputs, and more. The LinkedIn Learning platform is also provided
juga dihadirkan untuk menjadi wadah pembelajaran secara as a medium for self-directed learning, offering various modules
mandiri dengan berbagai modul yang disediakan sesuai dengan aligned with the Company’s business process best practices. In
best practice proses bisnis perusahaan. Secara ringkas, gambar summary, the image represents a comprehensive competency
tersebut merupakan kerangka kerja yang komprehensif untuk development framework for Hutama Karya employees. This
pengembangan kompetensi Insan Hutama. Model ini menjadi model acts as a guideline for the company in its efforts to enhance
panduan bagi perusahaan dalam upaya meningkatkan kinerja employee performance and achieve its business objectives.
karyawan dan mencapai tujuan bisnis yang telah ditetapkan.
Melalui Unit Center of Excellence sebagai Unit di Divisi Human Through the Center of Excellence Unit as part of the Human Capital
Capital, harapannya menjadi pusat keunggulan pengembangan Division, it is expected to serve as an integrated center of excellence
talenta terintegrasi yang selaras dengan strategi bisnis Perusahaan for talent development aligned with the Company’s business
dengan 4 (empat) portofolio meliputi Learning Center, Knowledge strategy, encompassing 4 (four) portfolios, namely the Learning
& Innovation Center dan Assessment Center, serta Alliance & Center, Knowledge & Innovation Center, Assessment Center,
Partnership. Keempat pilar tersebut berpusat pada pengembangan and Alliance & Partnership. These four pillars are focused on the
kapabilitas karyawan serta Perusahaan Hutama Karya itu sendiri development of both employee and organizational capabilities of
dengan beberapa enablers yang mendukung pengembangan Hutama Karya, supported by several enablers that facilitate this
tersebut. development.
Fokus pada pilar Learning Center adalah Training, Education, The Learning Center pillar focuses on Training, Education,
Development, dan Certification yang akan memaksimalkan Development, and Certification, aiming to maximize employees’
potensi yang dimiliki karyawan dalam peningkatan manajerial, potential in improving managerial, leadership, business, and
kepemimpinan, kemampuan bisnis, dan kemampuan teknis technical skills. The goal is for every employee to become a leader
dengan tujuan bahwa setiap karyawan diharapkan untuk menjadi with a positive attitude, strong teamwork abilities, and the capacity
pemimpin yang memiliki attitude baik, mampu meningkatkan kerja to deliver high performance and meaningful contributions to the
tim, dan mampu memberikan kinerja serta kontribusi tinggi bagi company. Below are some development programs that have been
Perusahaan. Berikut adalah beberapa program pengembangan implemented up to the year 2025.
yang telah dilakukan sampai Tahun 2025.
Pada pilar Knowledge & Innovation Center dan Assessment, In the Knowledge & Innovation Center and Assessment pillar,
Manajemen menyadari pengetahuan yang ada dimiliki karyawan management recognizes that the knowledge employees possess is
juga merupakan aset berharga dan berperan penting bagi business a valuable asset that plays a crucial role in business continuity and
continuity dan sustainability. Dengan hal tersebut, Perusahaan sustainability. To support this, the company frequently conducts
juga kerap melakukan knowledge sharing melalui berbagai forum knowledge-sharing sessions through various forums, such as HK
seperti HK Academy dan Komunitas Praktisi Insan Hutama. Academy and the Insan Hutama Practitioner Community.
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Hutama Karya menjalankan fungsi Alliance & Partnership dengan Hutama Karya carries out the Alliance & Partnership function
menggandeng Universitas dan instansi terkait industri konstruksi by collaborating with universities and institutions related to the
untuk meningkatkan kompetensi sumber daya manusia, construction industry to enhance human resource competencies,
mendukung inovasi teknologi, dan memperkuat citra perusahaan. support technological innovation, and strengthen the company’s
Melalui kolaborasi ini, perusahaan mengembangkan program image. Through this collaboration, the company develops training
pelatihan, magang, serta penelitian bersama yang relevan dengan programs, internships, and joint research projects that align
tren terkini di industri. Partisipasi dalam berbagai kegiatan with the latest industry trends. Participation in various academic
akademik dan profesional juga memberikan exposure lebih luas, and professional activities also provides broader exposure while
sekaligus meningkatkan brand image Hutama Karya sebagai BUMN enhancing Hutama Karya’s brand image as a state-owned enterprise
di bidang jasa konstruksi. in the construction services sector.
Didasarkan pada Prosedur Perencanaan & Pelaksanaan Pelatihan Based on the Talent Training Planning and Implementation
Talenta Nomor SP/HC/P/022 Tanggal 19 Desember 2025 program Procedure Number SP/HC/P/022 dated December 19, 2025, training
pelatihan dan sertifikasi dilaksanakan guna mendukung aspek and certification programs are implemented to support the 10%
10% dari desain pengembangan kompetensi. Aspek 20% aspect of the competency development design. The 20% aspect is
didukung dengan pelaksanaan program knowledge management supported through the implementation of knowledge management
sebagaimana diatur dalam Prosedur Manajemen Pengetahuan programs as stipulated in the Knowledge Management Procedure
Nomor SP/HC/P/021 Tanggal 22 Desember 2025 dan Prosedur Number SP/HC/P/021 dated December 22, 2025 and the Procedure
Pengelolaan Subject Matter Expert (SME) dan Practitioner Expert for the Management of Subject Matter Experts (SME) and
Nomor SP/HC/P/020 Tanggal 22 Desember 2025. Selanjutnya dalam Practitioner Experts Number SP/HC/P/020 dated December 22,
mendukung proses pengembangan karyawan melalui pendidikan 2025. Furthermore, to support employee development through
formal dihadirkan pula program beasiswa pendidikan lanjutan formal education, an advanced education scholarship program is
yang didasarkan pada Surat Keputusan Direksi PT Hutama Karya also provided, based on the Board of Directors Decree of Hutama
(Persero) Nomor SK-59.1/HK/VII/2025 Tanggal 24 Juli 2025 tentang Karya Number SK-59.1/HK/VII/2025 dated July 24, 2025 concerning
Program Pendidikan Lanjutan di Dalam/Luar Negeri Bagi Karyawan Advanced Education Programs Domestically/Overseas for
PT Hutama Karya (Persero). Secara filosofi pengembangan Employees of the Company. Philosophically, employee competency
kompetensi karyawan, mengacu dengan konsep taksonomi bloom development refers to the Bloom’s Taxonomy concept, which is
yang disesuaikan dengan kebutuhan bisnis perusahaan. aligned with the Company’s business needs.
Proporsi Bidang
Band Jabatan Modul Pengembangan
Pengembangan (%)
PRO-III B 60% 40%
L U
T E S
E A I
PRO-II
C D N 50% 50%
H E E
N R
S
I S
PRO-I S 20% 40% 40%
C H M
A I A
L P N
PRA-III A 40% 30% 30%
G
E
PRA-II M 70% 15% 15%
E
N
PRA-I T 100%
Proporsi Pengembangan Karyawan Jabatan Struktural & Jabatan Operasional
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Proporsi Bidang
Band Jabatan Modul Pengembangan
Pengembangan (%)
PRO-III B 50% 25% 25%
L U
T E S
E A I
PRO-II
C D N 50% 25% 25%
H E E
N R
S
I S
PRO-I S 60% 20% 20%
C H M
A I A
L P N
PRA-III A 70% 15% 15%
G
E
PRA-II M 80% 20%
E
N
PRA-I T 100%
Proporsi Pengembangan Karyawan Jabatan Fungsional
Pelaksanaan Pengembangan Kompetensi Implementation of Competency
Development
Pelaksanaan pengembangan kompetensi pegawai dapat dilihat The implementation of employee competency development can be
pada Bab Profil Perusahaan. referred to in the Company Profile Chapter.
Pengembangan Karir Career Development
Kebijakan Policies
Hutama Karya melakukan pengelolaan karier karyawan yang Hutama Karya manages employee careers which are systematized
telah tersistem di dalam Prosedur Manajemen Karier Karyawan in the Employee Career Management Procedure and Career Path
dan tertuang dalam Matriks Jalur Karier Karyawan. Matriks Jalur Matrix. This career path matrix is a system of rank / order of the
Karier Karyawan merupakan sistem kepangkatan/urutan tingkatan position levels that need to be passed by the employees in order to
jabatan yang harus dilalui karyawan untuk mencapai tujuan achieve a career goal. Hutama Karya’s Career Path Matrix is divided
kariernya. Matriks tersebut terbagi ke dalam dua jalur karier, yaitu into two paths, namely Vertical (Promote) and Horizontal (Rotate).
secara vertikal (Promosi) dan Horizontal (Rotasi), serta Karyawan Hutama Karya’s career management starts from Officer to Executive
dapat berkarier pada 4 kelompok jabatan yang berbeda yaitu Vice President and employees can have careers in 4 different position
Struktural, Operasional (Jasa Konstruksi, Ruas Pembangunan Jalan groups, namely Structural, Functional, Operational (Construction
Tol, Regional & Cabang Operasi Jalan Tol), Fungsional, dan Anak Services, Toll Roads & Toll Operations) and Subsidiaries/ Affiliates.
Perusahaan/Afiliasi.
Pengembangan karier karyawan di PT Hutama Karya (Persero) Employee career development at PT Hutama Karya (Persero) is
terintegrasi dengan strategi perusahaan untuk menciptakan integrated with the company’s strategy to cultivate a highly skilled
sumber daya manusia yang unggul dan berdaya saing. Sebagai and competitive workforce. As part of this commitment, the
bagian dari komitmen ini, perusahaan memiliki kebijakan company has established a centralized promotion policy, conducted
melaksanakan promosi jabatan/grade tersentralisasi sebanyak twice a year in March and September. Additionally, Hutama Karya
dua kali dalam setahun, yaitu pada bulan Maret dan September. encourages job rotations as a means of enrichment, ensuring
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Hutama Karya juga mendorong rotasi sebagai bentuk pengayaan employees can reach their full potential while also supporting the
untuk memastikan karyawan dapat mencapai potensi maksimalnya company’s business sustainability
sekaligus mendorong keberlanjutan bisnis perusahaan.
Pelaksanaan Pengembangan Karir Implementation of Career Development
Pengelolaan karier karyawan mensyaratkan karyawan yang Employee career management also requires that employees
akan promosi harus memenuhi persyaratan promosi sesuai who are to be promoted must go through the promotion
dengan persyaratan Prosedur Manajemen Karier Karyawan, yaitu requirements in accordance with Employee Career Requirements
persyaratan administrasi (usulan unit kerja, masa kerja, klasifikasi Procedures, namely administrative requirements (proposed
talent mapping minimal di Kotak 7, 8, 9, penilaian behavior, capaian work unit, work period, talent mapping classification at least in
KPI Individu, daftar reward & penalty) dan persyaratan kualifikasi Box 7, 8, 9, behavioral assessment, Individual KPI achievement,
(hasil asesmen Kompetensi Leadership dan Kompetensi Inti reward & penalty list) and qualification requirements (results of
dengan hasil “Fit/ Setara”). Selanjutnya, karyawan akan diuji secara Leadership Competency assessment and Core competency with
langsung oleh Komite Talenta yang akan mengevaluasi Kompetensi the result of “Fit/Equivalent”). Furthermore, Employees will be
Teknis dan kesiapan karyawan untuk menduduki jabatan yang tested directly by the Talent Committee which will evaluate the
lebih tinggi. Apabila karyawan disetujui untuk promosi jabatan Technical Competency and readiness of Employees to occupy a
oleh Komite Talenta maka Karyawan akan terlebih dahulu melewati higher Position. If the Employee is approved for a Job promotion
masa percobaan selama minimal enam bulan sebagai Pejabat Pra by the Talent Committee, the Employee will first go through a trial
Jabatan (Pj.) dan akan dievaluasi kembali sebelum ditetapkan period of at least six months as a Pre-Job Official (Pj.) and will be
sebagai Pejabat Definitif. Promosi ini didasarkan pada kebutuhan re-evaluated before being appointed as a Definitive Official. This
perusahaan berdasarkan rencana bisnis dan hasil evaluasi kinerja, promotion is based on the Company’s needs based on the business
kompetensi, dan kontribusi karyawan terhadap perusahaan. plan and the results of the evaluation of employee performance,
competence, and contribution to the company.
Selain itu, Hutama Karya juga aktif mendorong untuk program In addition, Hutama Karya is also actively encouraging
rotasi Karyawan sebagai bagian dari pengayaan karyawan dan Employee rotation programs as part of Employee enrichment
mengimplementasikan prinsip pembelajaran berkelanjutan and implementing the principle of continuous learning through
melalui kolaborasi dengan institusi pendidikan, pelatihan berbasis collaboration with educational institutions, project based training,
proyek, serta pemanfaatan teknologi digital. Perusahaan juga and the use of digital technology. The company also integrates the
mengintegrasikan nilai-nilai AKHLAK BUMN sebagai fondasi values of BUMN AKHLAK as a foundation for career development,
dalam pengembangan karier, menciptakan lingkungan kerja yang creating a work environment that supports innovation, integrity,
mendukung inovasi, integritas, dan kolaborasi. Dengan pendekatan and collaboration. With this approach, Hutama Karya not only
ini, Hutama Karya tidak hanya meningkatkan kualitas individu improves the quality of individual employees but also ensures their
karyawan tetapi juga memastikan kontribusi mereka dalam mencapai contribution to achieving the company’s strategic targets in the
target strategis perusahaan di sektor infrastruktur nasional. national infrastructure sector.
Penilaian Kinerja Performance Assessment
Kebijakan Policies
Hutama Karya menerapkan kebijakan Manajemen Kinerja Hutama Karya implements an Integrated Performance
Terintegrasi sebagai bagian dari upaya memastikan pencapaian Management policy as part of its efforts to ensure the achievement
sasaran strategis Perusahaan sekaligus pengembangan sumber of the Company’s strategic objectives while supporting sustainable
daya manusia yang berkelanjutan. Sistem penilaian kinerja human capital development. The performance appraisal system
dirancang untuk menilai tidak hanya hasil yang dicapai, tetapi is designed to assess not only the outcomes achieved, but also
juga perilaku dan cara pencapaian kinerja, sehingga mendorong the behaviors and methods of performance attainment, thereby
terciptanya kinerja yang unggul, berintegritas, dan selaras dengan encouraging the creation of excellent, integrity-driven performance
nilai Perusahaan. aligned with the Company’s values.
Penilaian kinerja karyawan dilaksanakan secara periodik satu Employee performance appraisal is conducted periodically once
kali dalam satu tahun, dengan mengacu pada Key Performance a year, referring to Key Performance Indicators (KPI) cascaded
Indicator (KPI) yang diturunkan secara berjenjang dari tingkat hierarchically from the corporate level to the individual level.
korporasi hingga individu. Struktur penilaian kinerja terdiri atas KPI The performance appraisal structure consists of Individual KPI at
Individu sebesar 60%, KPI Unit Kerja sebesar 30%, serta Perilaku 60%, Work Unit KPI at 30%, and Work Behavior at 10%, reflecting
Kerja sebesar 10% yang mencerminkan kompetensi dan perilaku employee competencies and work behaviors in supporting the
kerja karyawan dalam mendukung pencapaian tujuan organisasi. achievement of organizational objectives.
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Hasil penilaian kinerja menjadi dasar yang objektif dan terukur The results of the performance appraisal serve as an objective and
dalam pengambilan keputusan manajemen, antara lain untuk measurable basis for management decision-making, including
pemberian insentif dan remunerasi berbasis kinerja, pengelolaan the provision of performance-based incentives and remuneration,
talenta, serta perencanaan pengembangan karier dan suksesi, talent management, as well as career development and succession
sehingga mendukung terwujudnya organisasi yang berdaya saing planning, thereby supporting the realization of a competitive and
dan berkelanjutan. sustainable organization.
Pelaksanaan Penilaian Kinerja Implementation of Performance Assessment
Pelaksanaan penilaian kinerja Hutama Karya dilakukan melalui The implementation of performance appraisal at Hutama Karya
suatu siklus manajemen kinerja yang mencakup tahap perencanaan is carried out through a performance management cycle that
kinerja, pemantauan dan bimbingan, penilaian kinerja, serta encompasses performance planning, monitoring and coaching,
penetapan tindak lanjut hasil penilaian. Pada tahap perencanaan, performance appraisal, as well as the determination of follow-up
karyawan dan atasan menyepakati sasaran kinerja berbasis KPI actions based on appraisal results. At the planning stage, employees
serta ekspektasi perilaku kerja yang akan menjadi acuan selama and their supervisors agree on KPI-based performance targets and
periode penilaian. work behavior expectations that will serve as references throughout
the assessment period.
Selama periode berjalan, Perusahaan mendorong dilaksanakannya During the period, the Company encourages continuous
pemantauan dan bimbingan kinerja secara berkelanjutan, baik performance monitoring and coaching, both formally and informally,
secara formal maupun informal, untuk memastikan keselarasan to ensure alignment between targets, realization, and performance
antara target, realisasi, dan upaya perbaikan kinerja. Penilaian improvement efforts. Performance appraisal is conducted based on
kinerja dilakukan berdasarkan pencapaian target KPI yang didukung the achievement of KPI targets supported by accountable data and
oleh data dan bukti kinerja yang dapat dipertanggungjawabkan, performance evidence, as well as the evaluation of work behavior
serta evaluasi perilaku kerja oleh atasan langsung. by direct supervisors.
Untuk mendukung efektivitas dan akuntabilitas proses tersebut, To support the effectiveness and accountability of the process,
Hutama Karya mengimplementasikan sistem pengelolaan Hutama Karya implements an integrated digital-based Human
SDM terintegrasi berbasis digital. Melalui sistem tersebut, Resources management system. Through this system, the
proses penilaian kinerja dilaksanakan secara lebih transparan, performance appraisal process is carried out in a more transparent
terdokumentasi, dan terhubung langsung dengan modul and well-documented manner, and is directly integrated with
pengembangan karier, pemetaan talenta, serta perencanaan career development modules, talent mapping, as well as employee
pelatihan dan pengembangan kompetensi karyawan. training and competency development planning.
Dengan penerapan sistem penilaian kinerja yang terstruktur, With the implementation of a structured, integrated, and data-
terintegrasi, dan berbasis data, Hutama Karya berkomitmen untuk driven performance appraisal system, Hutama Karya is committed
memastikan bahwa setiap karyawan memiliki kesempatan yang adil to ensuring that every employee has equal opportunities to develop
untuk berkembang serta berkontribusi optimal dalam mendukung and contribute optimally in supporting the achievement of the
pencapaian tujuan strategis Perusahaan. Company’s strategic objectives.
Remunerasi Remuneration
Kebijakan Policies
Hutama Karya menerapkan kebijakan pemberian remunerasi Hutama Karya implements a very competitive remuneration policy
yang kompetitif dan berbasis pada kinerja serta kompetensi based on the performance and competence of each position. This
masing-masing jabatan. Kebijakan ini dirancang untuk mendorong is done in order to increase the productivity of the employees in
peningkatan produktivitas karyawan dalam mencapai target achieving the set goals and in an effort to retain the best employees.
yang telah ditetapkan, sekaligus sebagai upaya Perusahaan Remuneration is a form of concern from the company for the welfare
dalam mempertahankan talenta terbaik. Remunerasi merupakan of its employees.
salah satu wujud perhatian dan komitmen Perusahaan terhadap
kesejahteraan karyawan.
Karyawan yang menunjukkan kinerja unggul memiliki kesempatan Employees who demonstrate outstanding performance are
untuk memperoleh pengembangan karier yang sejalan dengan provided with opportunities for career development aligned
peningkatan remunerasi, tunjangan, dan fasilitas lainnya. Dengan with enhanced remuneration, allowances, and other benefits.
demikian, kebijakan remunerasi tidak hanya berfungsi sebagai Accordingly, the remuneration policy functions not only as a form
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bentuk apresiasi atas kontribusi karyawan, tetapi juga sebagai of appreciation for employee contributions, but also as a strategic
instrumen strategis dalam mendorong pengembangan kompetensi instrument in driving competency development and sustainable
dan kinerja berkelanjutan. performance.
Selain mempertimbangkan aspek finansial jangka pendek, In addition to considering short-term financial aspects, the
kebijakan remunerasi Hutama Karya disusun dengan remuneration policy of Hutama Karya is formulated by taking into
memperhatikan kinerja Perusahaan secara menyeluruh, termasuk account the Company’s overall performance, including sustainability
aspek keberlanjutan, inovasi, serta dampak sosial dan lingkungan. aspects, innovation, as well as social and environmental impacts.
Pendekatan ini memastikan bahwa sistem remunerasi tidak This approach ensures that the remuneration system is not solely
semata-mata berorientasi pada pencapaian profitabilitas, tetapi oriented toward profitability achievement, but also reflects
juga mencerminkan komitmen Perusahaan dalam menciptakan the Company’s commitment to creating long-term value for all
nilai jangka panjang bagi seluruh pemangku kepentingan. stakeholders.
Di samping kompensasi berupa gaji, Perusahaan menyediakan In addition to compensation in the form of salaries, the Company
berbagai benefit yang diterima selama masa kerja, seperti program provides various benefits throughout the employment period,
pemeliharaan kesehatan, maupun manfaat pascakerja, termasuk such as healthcare programs and post-employment benefits,
program pensiun. Perusahaan juga memberikan fasilitas lain yang including pension programs. The Company also provides other
lazim diterapkan oleh perusahaan sejenis di industri konstruksi. facilities commonly implemented by peer companies within the
Pemberian benefit tersebut bertujuan untuk memberikan rasa construction industry. The provision of such benefits is intended to
aman bagi karyawan dalam bekerja serta menciptakan hubungan create a sense of security for employees in performing their duties,
timbal balik yang saling menguntungkan antara Perusahaan dan foster mutually beneficial relationships between the Company and
karyawan, sekaligus mendukung kelancaran pelaksanaan tugas its employees, and support the effective execution of employees’
dan tanggung jawab karyawan. roles and responsibilities.
Adapun fasilitas dan benefit yang diberikan oleh Perusahaan The facilities and benefits provided by the Company to employees
kepada karyawan meliputi: include:
1. Lembur dan Piket Karyawan; 1. Overtime and Employee Duty
2. Tunjangan Hari Raya; 2. Holiday Allowance
3. Pembayaran Bonus Tahunan; 3. Production Services/Annual Performance Bonus
4. Cuti Tahunan & Cuti Besar; 4. Annual Leave & Grand Leave
5. Fasilitas Perjalanan Dinas & Mobilisasi; 5. Business Travel & Mobilization Facilities
6. Fasilitas Pengobatan dan Kesehatan; 6. Treatment and Health Facilities
7. Program Pensiun; 7. Retirement Program
8. Pakaian Seragam; 8. Uniform
9. Bantuan Khusus: 9. Special Assistance:
a. Kedukaan; a. Bereavement;
b. Pernikahan; b. Wedding;
c. Beasiswa Pendidikan untuk Anak dari Karyawan yang c. Educational scholarships for the children of employees
Meninggal Dunia yang akibat menjalankan tugas who pass away in the line of duty while performing
Perusahaan. Company assignments
10. Beasiswa Pendidikan Dalam dan Luar Negeri untuk Karyawan; 10. Domestic and International Educational Scholarships for
Employees;
11. Penghargaan Satya Karya untuk Karyawan dengan Masa Kerja 11. Satya Karya Award for employees with 10, 20 and 30 years of
10 Tahun, 20 Tahun, 30 Tahun. service.
Hutama Karya berkomitmen untuk menerapkan kebijakan Hutama Karya is committed to providing a remuneration policy that
remunerasi yang tidak hanya kompetitif, tetapi juga berorientasi is not only competitive, but also oriented towards employee welfare
pada kesejahteraan dan pengembangan karyawan. Dengan and development. With a holistic approach, this policy is designed
pendekatan yang holistik, kebijakan ini dirancang untuk to provide fair rewards for employees based on their performance
memberikan penghargaan yang adil berdasarkan kinerja dan and competence, while considering contributions to the Company’s
kompetensi, serta selaras dengan kontribusi karyawan terhadap sustainability and growth in the long term.
keberlanjutan dan pertumbuhan Perusahaan dalam jangka
panjang.
Melalui kombinasi kompensasi finansial, remunerasi, dan berbagai Through a combination of financial compensation, various
benefit yang diberikan, Hutama Karya menciptakan lingkungan remunerations and benefits provided, Hutama Karya creates a work
kerja yang kondusif bagi peningkatan produktivitas dan loyalitas environment that supports employee productivity and loyalty.
karyawan. Kebijakan remunerasi ini menjadi cerminan komitmen Thus, this remuneration policy is not only a form of appreciation, but
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Perusahaan dalam membangun hubungan kerja yang harmonis, also a reflection of the company’s efforts in building harmonious,
berkelanjutan, dan saling menguntungkan bagi karyawan maupun sustainable and mutually beneficial working relationships for both
Perusahaan. employees and the company.
Pelaksanaan Remunerasi Implementation of Remuneration
Dalam penerapan kebijakan remunerasi, Perusahaan telah In the implementation of its remuneration policy, Hutama Karya has
melaksanakan pemberian Bonus Tahunan pada tahun berjalan, provided Annual Bonuses in the current year, comprising the Fixed
yang meliputi Bonus Fix Tahun Buku 2024 berdasarkan Surat Bonus for Fiscal Year 2024 based on the Board of Directors Decree of
Keputusan Direksi PT Hutama Karya (Persero) Nomor SK-40/ PT Hutama Karya (Persero) Number SK-40/HK/V/2025 dated May 22,
HK/V/2025 tanggal 22 Mei 2025 tentang Pemberian Bonus Fix 2025 concerning the Provision of Fixed Bonus for Fiscal Year 2024
Tahun Buku 2024 PT Hutama Karya (Persero) dengan nilai of PT Hutama Karya (Persero) amounting to IDR26,620,771,165, as
sebesar Rp26.620.771.165, serta Bonus Kinerja Tahun Buku 2024 well as the Performance Bonus for Fiscal Year 2024 based on the
berdasarkan Surat Keputusan Direksi PT Hutama Karya (Persero) Board of Directors Decree of PT Hutama Karya (Persero) Number
Nomor SK-41/HK/V/2025 tanggal 27 Mei 2025 tentang Pemberian SK-41/HK/V/2025 dated May 27, 2025 concerning the Provision
Bonus Kinerja Tahun Buku 2024 PT Hutama Karya (Persero) of Performance Bonus for Fiscal Year 2024 of PT Hutama Karya
dengan nilai sebesar Rp88.813.330.454. Pemberian bonus tersebut (Persero) amounting to IDR88,813,330,454. The provision of such
dilaksanakan dengan mempertimbangkan pencapaian kinerja bonuses is carried out by considering the Company’s performance
Perusahaan serta kontribusi individu karyawan sesuai dengan achievements and individual employee contributions in accordance
ketentuan yang berlaku. with prevailing regulations.
Selain itu, dalam penerapan kebijakan remunerasi pada tahun In addition, in the implementation of the remuneration policy
berjalan, Perusahaan juga telah melaksanakan pemberian during the current year, the Company has also granted the Satya
Penghargaan Satya Karya kepada karyawan dengan masa kerja 10 Karya Award to employees with 10 years, 20 years, and 30 years
tahun, 20 tahun, dan 30 tahun, sesuai dengan Keputusan Direksi PT of service, in accordance with the Board of Directors Decree of PT
Hutama Karya (Persero) Nomor DU/HC.5/KPTS/2/1/2025 tanggal 02 Hutama Karya (Persero) Number DU/HC.5/KPTS/2/1/2025 dated
Januari 2025 tentang Penghargaan Satya Karya 10, 20, dan 30 Tahun January 02, 2025 concerning the Satya Karya Awards for 10, 20,
di Lingkungan PT Hutama Karya (Persero). Pada pelaksanaannya, and 30 Years of Service within PT Hutama Karya (Persero). In its
jumlah karyawan yang menerima Penghargaan Satya Karya tercatat implementation, a total of 43 (forty-three) employees received the
sebanyak 43 (empat puluh tiga) orang, sebagai bentuk apresiasi Satya Karya Award, as a form of the Company’s appreciation for
Perusahaan atas loyalitas, dedikasi, dan kontribusi karyawan dalam employee loyalty, dedication, and contributions in supporting the
mendukung keberlanjutan serta pencapaian kinerja Perusahaan. sustainability and achievement of the Company’s performance.
Program Pensiun Retirement Program
Kebijakan Policies
Untuk meningkatkan kesejahteraan karyawan yang telah memasuki To enhance the welfare of employees who have entered retirement
usia pensiun, maka perlu ditetapkan kebijakan mengenai manfaat age, it is necessary to establish policies regarding pension benefits
pensiun bagi karyawan untuk memberikan kepastian atas to provide assurance of well-being during retirement. Effective
kesejahteraan di masa pensiun. Dengan pengelolaan manfaat management of pension benefits will support the Company’s
pensiun yang baik akan mendukung keberlanjutan perusahaan long-term sustainability through the strengthening of harmonious
dalam jangka panjang melalui peningkatan hubungan industrial industrial relations with employees.
yang harmonis dengan Karyawan.
Dalam rangka menyesuaikan kebijakan perusahaan dengan In order to align Company policies with industry dynamics and
dinamika industri dan menghadapi tantangan bisnis yang to address increasingly complex business challenges, the need to
kompleks, kebutuhan untuk mempertahankan pengalaman dan retain experience and expertise at the executive level is considered
keahlian di tingkat eksekutif dianggap perlu guna mempersiapkan essential to prepare future leaders; therefore, an adjustment to
pemimpin di masa depan sehingga dilakukan perubahan batas usia the Normal Retirement Age has been implemented as stipulated
Pensiun Normal yang tertuang dalam Keputusan Direksi PT Hutama in the Board of Directors Decree of Hutama Karya Number 4439/
Karya (Persero) Nomor 4439/KPTS/95/X/2024. KPTS/95/X/2024.
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55 56 58
Batas usia pensiun 55 tahun, bagi KT dan Batas usia pensiun 56 Tahun bagi KT yang Batas usia pensiun 58 bagi KT yang berada
KTS yang berada pada kelompok Jabatan yang berada pada kelompok Jabatan Pra pada kelompok Jabatan Pro III dengan
Pra I s.d Pra II dengan Person Grade (PG) II s.d Pro II dengan Person Grade (PG) 11 Person Grade (PG) 20 s.d 23
7 s.d 10 s.d 19 The retirement age is 58 for KT employees
The retirement age is 55 for KT and KTS The retirement age is 56 for KT employees in the Pro III job group, with Person Grade
employees within the Pre I to Pre II job in the Pre II to Pro II job group, with Person (PG) 20 to 23.
group, with Person Grade (PG) 7 to 10. Grade (PG) 11 to 19.
Pengelolaan pensiun melalui Dana Pensiun Hutama Karya (Dapen The management of pension benefits through Dana Pensiun Hutama
HK) diperuntukkan bagi karyawan dengan status pengangkatan Karya (Dapen HK) is designated for employees who were appointed
sebagai Karyawan Tetap sebelum 01 Desember 2016 disebut as permanent employees prior to December 01, 2016, categorized as
juga peserta Program Pensiun Manfaat Pasti (PPMP) sedangkan participants of the Defined Benefit Pension Program (Program Pensiun
bagi karyawan yang diangkat sebagai Karyawan Tetap setelah Manfaat Pasti/PPMP), while employees appointed as permanent
01 Desember 2016 disebut peserta Program Pensiun Iuran Pasti employees after December 01, 2016 are categorized as participants of
(PPIP). Pengelolaan dana pensiun oleh PT Asuransi Jiwa IFG melalui the Defined Contribution Pension Program (Program Pensiun Iuran
program IFG Life terbagi menjadi 2 (dua) polis asuransi yaitu Pooled Pasti/PPIP). The management of pension funds by PT Asuransi Jiwa IFG
Fund (PPMP) dan Individual Account (PPIP). through the IFG Life program is divided into 2 (two) insurance policies,
namely the Pooled Fund (PPMP) and the Individual Account (PPIP).
DPPK
[DAPEN HK] PPMP
Kelembagaan Dana
Pensiun
DPLK • PPIP
[Asuransi IFG Life] • PPMP
Besaran iuran Dapen dan IFG Life mengalami perubahan sesuai The contribution rate for Dapen and IFG Life has been adjusted
dengan hasil valuasi aktuaria yang tertuang dalam Laporan Aktuaris based on the actuarial valuation results as set forth in Actuarial
Nomor 100/LA-DP/KKAICS/III-2024 menjadi 22,16% setiap bulan Report Number 100/LA-DP/KKAICS/III-2024, to 22.16% per month,
dengan ketentuan 17,16% merupakan beban Perusahaan dan 5% with 17.16% borne by the Company and 5% borne by employees.
merupakan beban karyawan.
Pelaksanaan Program Pensiun Retirement Program Implementation
Pada tahun 2025 telah dilakukan pembekalan berupa pelatihan In 2025, pre-retirement preparation programs in the form of training
sebagai persiapan menghadapi masa pensiun dengan peserta were conducted for a total of 29 participants. In addition, Hutama
sebanyak 29 orang. Selain itu, Perseroan juga telah memberikan Karya also provided appreciation to retiring employees in the form
penghargaan kepada karyawan purnabakti yang pensiun dalam of a 20-gram gold pin.
bentuk pin emas seberat 20 gram.
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Human Resources
Human Capital Information System
Human Capital Information System
Dalam menjalankan program kerja sesuai Arsitektur Human In implementing work programs according to the Human Capital
Capital, Hutama Karya memanfaatkan teknologi untuk mendukung Architecture, Hutama Karya utilizes technology to support the
pelaksanaan dan pengelolaan berbagai aspek Sumber Daya implementation and management of various aspects of Human
Manusia. Teknologi tersebut mencakup sistem berbasis digital Resources. The technology includes digital-based systems such as
seperti aplikasi Human Capital Integrated System (HCIS) yang the Human Capital Integrated System (HCIS) application which is
dirancang untuk meningkatkan efisiensi dan akurasi pengambilan designed to improve the efficiency and accuracy of decision making
keputusan terkait pengelolaan SDM. Hutama Karya terus related to HR management. Hutama Karya continues to improve
meningkatkan kemampuan HCIS yang dimiliki untuk mendukung its HCIS capabilities to support People Analytics capabilities which
kemampuan People Analytics yang bertujuan untuk meningkatkan aim to improve the effectiveness of HR management, such as the
efektivitas pengelolaan SDM, seperti pemanfaatan data untuk use of data for strategic decision-making, technology-based talent
pengambilan keputusan strategis, pengelolaan talenta berbasis management, and more measurable and accurate planning and
teknologi, serta perencanaan dan evaluasi yang lebih terukur dan evaluation.
akurat.
Internalisasi Budaya
Internalization of Culture
Hutama Karya menetapkan AKHLAK sebagai core values atau Hutama Karya has established AKHLAK as the Company’s core
nilai-nilai inti Perusahaan yang dijadikan panduan budaya kerja values, serving as a guideline for work culture for all Hutama
bagi seluruh Insan Hutama. Nilai ini menjadi landasan perilaku personnel. These values serve as the foundation for behavior and
dan tata kelola untuk diterapkan oleh seluruh karyawan dan governance to be implemented by all employees and management
pimpinan dalam menjalankan tugas dan tanggung jawabnya. in carrying out their duties and responsibilities. The Human Capital
Divisi Human Capital berperan dalam membuat kebijakan maupun Division plays a role in formulating policies and internalization
program internalisasi untuk mendorong penerapan core values programs to encourage the implementation of these core values
di setiap aspek pekerjaan dan perilaku sehari-hari Insan Hutama. across all aspects of work and daily behavior of Hutama personnel.
Berdasarkan tahapan implementasi AKHLAK Culture Journey, pada Based on the stages of the AKHLAK Culture Journey implementation,
Tahun 2025, Hutama Karya memasuki tahap Perubahan Perilaku in 2025, the Company entered the Behavioral Change stage, which
yang merupakan tahapan dimana setiap individu sudah secara represents the phase where individuals consciously apply the
sadar menerapkan core values AKHLAK dalam kegiatan sehari-hari. AKHLAK core values in their daily activities.
Berbagai program telah dilaksanakan untuk memperkuat dan Various programs have been implemented to strengthen and build
membangun values sustainability yang lebih baik dan komprehensif more comprehensive and sustainable values, including:
di antaranya adalah :
1. Memperkuat Change Agent Development Program melalui 1. Strengthening the Change Agent Development Program
pelatihan, sharing session serta monitoring pelaksanaan through training, sharing sessions, and periodic monitoring of
program secara berkala. program implementation.
2. Pelaksanaan Webinar dengan tema AKHLAK serta 2. Conducting webinars with AKHLAK as the main theme and its
keterkaitannya dengan pekerjaan sehari hari yang dilakukan relevance to the daily work activities of Hutama personnel.
oleh Insan Hutama.
3. Pelaksanaan Campaign terkait AKHLAK melalui berbagai 3. Implementing campaigns related to AKHLAK through various
kanal dan media sosial perusahaan yang tersedia seperti available channels and corporate social media platforms,
pemasangan poster dan AKHLAK DAY Giveaway yang dilakukan including poster installations and periodic AKHLAK Day
secara berkala. giveaways.
4. Melakukan Refreshment Guidebook AKHLAK sebagai bahan 4. Conducting a refreshment of the AKHLAK Guidebook as a
referensi dan pedoman dalam penerapan nilai-nilai AKHLAK. reference and guideline in the implementation of AKHLAK
values.
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5. Pelaksanaan Culture Visit ke Proyek, Ruas, dan Cabang untuk 5. Conducting Culture Visits to Projects, Toll Road Sections, and
memastikan sosialisasi core values AKHLAK dilakukan secara Branches to ensure the dissemination of AKHLAK core values is
merata diseluruh lini bisnis perusahaan. carried out evenly across all business lines of Hutama Karya.
6. Pelaksanaan Survei dengan Metode 360 dan diformulasikan 6. Conducting surveys using the 360-degree method, formulated
sebagai hasil Net Promoter Score (NPS) untuk mengukur into Net Promoter Score (NPS) results to measure behavioral
Perubahan Perilaku Insan Hutama. changes among Hutama personnel.
Dalam implemetasi dan internalisasi core values AKHLAK, Change In the implementation and internalization of AKHLAK core values,
Agent memiliki peran yang sangat penting. Program Change Agent Change Agents play a critical role. The Change Agent Program
dirancang untuk dapat mengkomunikasikan dan memastikan is designed to communicate and ensure that each behavioral
setiap panduan perilaku dalam core values AKHLAK dapat guideline within the AKHLAK core values is implemented across all
diterapkan di setiap unit kerja. Program kerja Change Agent terdiri work units. The Change Agent work program consists of Mandatory
dari Program Mandatory dan Customize yang wajib dilaksanakan and Customized Programs that must be implemented and reported
dan dilaporkan kepada Divisi Human Capital setiap bulannya. to the Human Capital Division on a monthly basis. In addition,
Selain itu, internalisasi juga dilakukan kepada karyawan Proyek/ internalization is also carried out for employees at the Project/Toll
Ruas/Cabang melalui program Culture Visit. Pada Tahun 2025 Road Section/Branch level through the Culture Visit program. In
dilaksanakan di Ruas Pembangunan Tol Lingkar Pekanbaru, Divisi 2025, the program was implemented at the Pekanbaru Ring Road
Pembangunan Jalan Tol, Proyek Pembangunan Jalan Tol PT HK Toll Development Section, Toll Road Development Division, Toll
Infrastruktur dan Regional Sumatera Bagian Tengah, Divisi Operasi Road Development Projects of PT HK Infrastruktur, Central Sumatra
& Pemeliharaan Jalan Tol. Dengan terlaksananya berbagai program Regional Division, and Toll Road Operation & Maintenance Division.
internalisasi AKHLAK diharapkan seluruh karyawan Hutama Karya Through the implementation of various AKHLAK internalization
dapat semakin memahami dan menerapkan dalam pekerjaan dan programs, it is expected that all employees of Hutama Karya will
kehidupan sehari-hari. further understand and consistently apply these values in both their
professional and daily lives.
Keterbukaan Informasi Kepada Pegawai
Information Disclosure to Employees
Pada tahun 2025, keterbukaan informasi kepada pegawai internal In 2025, information disclosure to Hutama Karya’s internal
Hutama Karya dilaksanakan melalui berbagai saluran komunikasi, employees will be implemented through various communication
antara lain: channels, including:
1. Majalah IMVID – Majalah internal yang diterbitkan secara 1. IMVID Magazine – An internal magazine published periodically
berkala sebagai sarana informasi bagi pegawai. Pada tahun as a means of information for employees. In 2024, 4 (four)
2024, telah diterbitkan 3 (tiga) edisi Majalah IMVID. editions of IMVID Magazine have been published.
2. Management Letter – Diterbitkan setiap 2 bulan sekali untuk 2. Management Letter – Published every 2 months to provide
memberikan pembaruan terkait kebijakan, strategi, dan updates on company policies, strategies, and achievements.
pencapaian perusahaan.
3. Town Hall Meeting – Forum komunikasi antara manajemen dan 3. Town Hall Meeting – A communication forum between
pegawai yang diadakan secara berkala untuk menyampaikan management and employees held periodically to convey
informasi penting dan menjawab pertanyaan dari karyawan. important information and answer questions from employees.
4. WhatsApp Blast – Penyampaian informasi secara cepat dan 4. WhatsApp Blast – Delivering information quickly and directly to
langsung kepada pegawai melalui pesan WhatsApp secara employees via regular WhatsApp messages.
reguler.
Langkah-langkah ini dilakukan untuk memastikan transparansi dan These steps were taken to ensure transparency and openness
keterbukaan informasi dalam lingkungan kerja, sehingga pegawai of information in the work environment, so that employees can
dapat memahami perkembangan perusahaan dengan lebih baik. understand the company’s developments better.
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Sumber Daya Manusia
Human Resources
Struktur Pengelola Human Capital
Human Capital Management Structure
Direktorat Human Capital & Legal
Human Capital and Legal Directorate
Divisi Human Capital
Human Capital Division
Bagian Perencanaan Strategi Human Capital Bagian Operasi Human Capital
Human Capital Strategic Planning Unit Human Capital Operations Unit
Unit Center
of Excellence
Functional (Sr Analyst & Analyst)
Human Capital
Officer
Struktur Organisasi pada Divisi Human Capital dirancang untuk The Organizational Structure in the Human Capital Division is
mendukung pengelolaan Sumber Daya Manusia yang Strategis dan designed to support the integrated management of Strategic and
Operaional secara terintegrasi. Dengan hierarki yang jelas, setiap Operational Human Resources. With a clear hierarchy, each level
level memiliki peran spesifik untuk memastikan kolaborasi yang has a specific role in ensuring effective collaboration in achieving
efektif dalam mencapai tujuan Perusahaan. Fungsi dari masing– the Company’s goals. The functions of each level are as follows:
masing level adalah sebagai berikut: 1. Director of Human Capital & Legal (Director Level)
1. Direktur Human Capital & Legal (Level Direktur) Responsible for the strategic direction and policies of Human
Bertanggung jawab atas arahan strategis dan kebijakan Resources development and Legal Aspects of the Company.
pengembangan Sumber Daya Manusia dan Aspek Hukum
Perusahaan.
2. Executive Vice President (EVP)- BOD-1 2. Executive Vice President (EVP)- BOD-1
Memastikan Implementasi Strategi SDM agar berjalan sesuai Ensuring the implementation of HR strategies to run according
dengan kebutuhan perusahaan dan mampu mendukung to the company’s needs and can support the company’s
operasionalisasi dan pencapaian perusahaan. operations and achievements.
3. Vice President (VP) – BOD -2 3. Vice President (VP) – BOD -2
• Bagian Perencanaan Strategi Human Capital: Mengelola • Human Capital Strategy Planning Unit: Manages Human
Perencanaan Strategi Human Capital yang meliputi Capital Strategy Planning which includes Corporate
Budaya Perusahaan, Desain Organisasi Perusahaan, Job Culture, Corporate Organizational Design, Job Design
Design dan Pengelolaan kinerja serta karir karyawan dalam and Management of employee performance and career
upaya meningkatkan peran strategis Human Capital untuk to increase the strategic role of Human Capital for the
pencapaian bisnis Perusahaan. Company’s business achievements.
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• Bagian Operasi Human Capital: Mengelola proses • Human Capital Operations Unit: Manages the recruitment,
rekrutmen, seleksi dan penempatan karyawan, remunerasi selection and placement process of employees,
dan administrasi karyawan dalam rangka peningkatan remuneration and employee administration to improve the
layanan fungsi Human Capital sebagai partner strategis Human Capital function service as a strategic partner that
yang menunjang kegiatan operasional. supports operational activities.
• Unit Center of Excellence: Pengelolaan Assessment, • Center of Excellence Unit: Assessment Management,
Pelatihan dan pengembangan karyawan, Knowledge Employee Training and Development, Knowledge
Management, Pengelolaan Talent Pool dan beasiswa serta Management, Talent Pool Management and scholarships
magang dengan tujuan meningkatkan kapabilitas dan and internships with the aim of improving the capabilities
optimalisasi Sumber Daya Manusia di Perusahaan. and optimization of Human Resources in the Company.
4. Fungsional (Sr. Analyst, Analyst dan Officer) 4. Functional (Sr. Analyst, Analyst and Officer)
Menjalankan fungsi operasional dan analisis teknik untuk Perform operational functions and technical analysis to
mendukung implementasi strategi dan operasional Sumber support the implementation of Human Resources strategies
Daya Manusia di Perusahaan. and operations in the Company.
Rencana Kerja Human Capital di Tahun 2026
Human Capital Work Plan 2026
HC berperan sebagai mitra strategis yang mengintegrasikan people, culture, dan leadership
Tema Strategi HC 2026 - 2027:
ke siklus bisnis, pengambilan keputusan, dan eksekusi strategi korporat.
TRANSFORM Human Capital serves as a strategic partner by integrating people, culture, and leadership into
the business cycle, decision-making process, and execution of corporate strategy.
Learning & Leadership HC Operations,
Corporate Culture Talent Management Performance & Reward
Development Governance, Policy
• Transformasi dan • Digitalisasi & Integrasi
Penguatan Budaya • Core Capability Upskilling Sistem Human Capital &
Perusahaan (fokus pada • Strategic Workforce (PM, SEM, SOM, SAFM, • Perbaikan Sistem Otomasi Layanan End-to-
risk, safety, inovasi, Planning Berbasis Commercial Management, Manajemen Kinerja End (Rekrutmen, Talent
digitalisasi, ESG dan Business Portfolio SCM, KPBU) (Goal setting, Review, Management, Performance
customer orientation) Realignment • Leadership Development Calibration) Management)
• Transformasi Leadership • Talent Mobility untuk Programs (FLMDP, MMDP, • Redesign Total Rewards • Pengembangan People
Role Modelling Career Development SMDP, ELDP) & Pay Mix berbasis Value Analytics & Decision
• Penguatan Employee Acceleration (Job Swap) • Implementasi Digital Creation dan ESG Intelligence berbasis AI
Experience & Wellbeing • Integrated & Data Driven Learning Evaluation (HK • Performance • Digitalisasi Layanan Help-
• Pengembangan budaya Succession Management Lens) Improvement Program Desk HC & Kapabilitas
kerja proyek yang Safe, (PIP) Konsultatif berbasis
Lean & Berbasis Digital • Strategic workforce • Core capability upskilling Analitik
planning based on (PM, SEM, SOM, SAFM, • Enhancement of the
• Transformation and business portfolio Commercial Management, performance management • Digitalization and
strengthening of corporate realignment SCM, PPP/KPBU) system (goal setting, integration of Human
culture (focused on • Talent mobility to • Leadership development review, calibration) Capital systems and
risk, safety, innovation, accelerate career programs (FLMDP, MMDP, • Redesign of total rewards end-to-end service
digitalization, ESG, and development (job swap) SMDP, ELDP and pay mix based on automation (Recruitment,
customer orientation) • Integrated and data-driven • Implementation of digital value creation and ESG Talent Management,
• Transformation of succession management learning evaluation (HK • Performance improvement Performance
leadership role modelling Lens) program (PIP) Management)
• Strengthening employee • Development of AI-based
experience & wellbeing People Analytics &
• Development of a project Decision Intelligence
working culture that is • Digitalization of HC
safe, lean, and digitally help-desk services
enabled and analytics-based
consultative capabilities
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Sumber Daya Manusia
Human Resources
Pada tahun 2026, Perseroan mengusung tema strategi Human In 2026, Hutama Karya adopts the Human Capital (HC) strategic
Capital (HC) “TRANSFORM”, dengan penegasan peran HC sebagai theme “TRANSFORM”, emphasizing the role of HC as a strategic
mitra strategis yang mengintegrasikan aspek people, culture, dan partner that integrates people, culture, and leadership aspects
leadership ke dalam siklus bisnis, pengambilan keputusan, serta into the business cycle, decision-making processes, and corporate
eksekusi strategi korporat. Selaras dengan arah strategi RKAP 2026, strategy execution. In alignment with the direction of the 2026
program kerja HC diarahkan untuk memastikan seluruh kebijakan RKAP strategy, HC work programs are directed to ensure that
dan proses kepegawaian konsisten mendukung pencapaian kinerja, all employment policies and processes consistently support
memperkuat ketahanan organisasi, serta meningkatkan proposisi performance achievement, strengthen organizational resilience,
nilai bagi pegawai secara berkelanjutan. and enhance employee value proposition on a sustainable basis.
Sejalan dengan agenda HC sebagai penggerak arah bisnis dan In line with the HC agenda as a driver of business direction and
budaya korporasi, Perseroan memprioritaskan penguatan corporate culture, the Company prioritizes strengthening Corporate
Corporate Culture melalui integrasi purpose ke dalam siklus Culture through the integration of purpose into the performance
manajemen kinerja (penetapan tujuan, review, hingga keputusan management cycle (goal setting, review, and talent management
pengelolaan talenta), internalisasi yang berulang, dan komunikasi decisions), continuous internalization, and communication of work
makna kerja sampai tingkat tim. Perseroan juga melanjutkan meaning down to the team level. The Company also continues
redefinisi dan implementasi core values sebagai standar perilaku the redefinition and implementation of core values as end-to-end
dan keputusan end-to-end (mulai dari hiring, promotion, hingga standards for behavior and decision-making (ranging from hiring,
reward), dilengkapi mekanisme umpan balik dan monitoring untuk promotion, to reward), complemented by feedback mechanisms
memastikan konsistensi implementasi serta keteladanan pimpinan. and monitoring to ensure consistency in implementation and
Pada saat yang sama, Perseroan memperkuat Employee Experience leadership role modeling. At the same time, the Company
& Wellbeing melalui pendekatan berbasis insight, termasuk strengthens Employee Experience & Wellbeing through an insight-
perumusan Employee Value Proposition (EVP) yang relevan dan based approach, including the formulation of a relevant and
terukur, serta penguatan budaya kerja yang aman, lean, dan measurable Employee Value Proposition (EVP), as well as the
berbasis digital, dengan fokus pada disiplin risiko, keselamatan, reinforcement of a safe, lean, and digital-based work culture, with
inovasi, digitalisasi, ESG, dan orientasi pelanggan. a focus on risk discipline, safety, innovation, digitalization, ESG, and
customer orientation.
Untuk mewujudkan tata organisasi yang lincah, efektif, dan To realize an agile, effective, and performance-driven organization,
berbudaya kinerja, Perseroan memperkuat standar organisasi the Company strengthens organizational standards and work
dan tata kelola pekerjaan melalui penerapan single OD standard governance through the implementation of a single Organization
(OD Playbook, RASCI, SLA) guna memastikan kejelasan peran, Development (OD) standard (OD Playbook, RASCI, SLA) to ensure
alur proses, serta akuntabilitas lintas unit. Penguatan ini menjadi clarity of roles, process flows, and cross-unit accountability.
fondasi bagi pengelolaan organisasi yang responsif terhadap This strengthening serves as the foundation for organizational
perubahan portofolio bisnis dan kebutuhan eksekusi proyek. management that is responsive to changes in the business portfolio
Dalam rangka memastikan tepat orang–tepat peran–tepat waktu, and project execution needs. In ensuring the right people–right
Perseroan mengintensifkan Strategic Workforce Planning berbasis roles–right timing, the Company intensifies Strategic Workforce
realignment portofolio bisnis, termasuk penyusunan kebutuhan Planning based on business portfolio realignment, including the
SDM dinamis untuk area kritikal pada jasa konstruksi, pembiayaan development of dynamic workforce requirements for critical areas
kreatif dan KPBU, Operasi dan Maintenance Jalan Tol, monetisasi such as construction services, creative financing and Public-Private
aset dan properti, SCM dan manufaktur. Di sisi akuisisi, Perseroan Partnership (PPP), Toll Road Operation and Maintenance, asset
membangun mesin akuisisi berbasis data yang menyeimbangkan and property monetization, Supply Chain Management (SCM), and
sourcing mix, meningkatkan kualitas rekrutmen, dan memperkuat manufacturing. On the acquisition side, the Company develops
candidate experience untuk menjawab kebutuhan scarce roles dan a data-driven acquisition engine that balances the sourcing mix,
menekan risiko operasional. improves recruitment quality, and enhances candidate experience
to address scarce roles and mitigate operational risks.
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Page 294
Dalam pilar Talent Management, Perseroan berfokus membangun Within the Talent Management pillar, Hutama Karya focuses on
Talent Pipeline melalui pengembangan karier, mobilitas, dan suksesi building a Talent Pipeline through integrated career development,
yang terintegrasi. Program Talent Mobility for Career Development mobility, and succession. The Talent Mobility for Career
diperkuat melalui optimalisasi Individual Development Plan, Development program is strengthened through the optimization
implementasi talent marketplace (internal job posting, secondment/ of Individual Development Plans, the implementation of a talent
antar-BUMN), serta pelaksanaan Job Swap untuk memperluas marketplace (internal job postings, secondment/inter-SOE
exposure dan mempercepat akselerasi karier. Seiring realignment assignments), as well as the execution of Job Swap programs
organisasi, Perseroan mengoperasionalkan kebijakan redeployment to broaden exposure and accelerate career progression. In line
melalui rotasi terstruktur, penugasan sementara, dan penugasan with organizational realignment, the Company operationalizes
proyek dengan tata kelola yang jelas untuk memastikan talenta redeployment policies through structured rotations, temporary
teralokasi pada proyek prioritas dan area pertumbuhan. Pada aspek assignments, and project-based assignments with clear governance
kesinambungan kepemimpinan, Perseroan memperkuat succession to ensure talent is allocated to priority projects and growth areas. In
management berbasis Employee Mapping sebagai dasar program terms of leadership continuity, the Company strengthens succession
pengembangan talenta, karier, dan suksesi, serta pemutakhiran management based on Employee Mapping as the foundation for
Replacement Table Chart, readiness index, dan penetapan bench talent development, career progression, and succession programs,
strength untuk posisi-posisi kritikal. as well as the updating of Replacement Table Charts, readiness
index, and the establishment of bench strength for critical positions.
Untuk menjawab tantangan industri dan dinamika portofolio bisnis, To address industry challenges and business portfolio dynamics,
Perseroan mempercepat pilar Learning & Leadership Development the Company accelerates the Learning & Leadership Development
guna membangun kapabilitas yang future-ready. Penguatan pillar to build future-ready capabilities. The strengthening of
kompetensi teknis dilakukan secara terarah pada bidang konstruksi technical competencies is carried out in a focused manner in
ramping dan ramah lingkungan, investasi infrastruktur, serta the areas of lean and environmentally friendly construction,
pengelolaan portofolio bisnis. Perseroan juga menyiapkan kader infrastructure investment, and business portfolio management.
pemimpin yang adaptif dan berintegritas melalui pengembangan The Company also prepares adaptive and integrity-driven future
kepemimpinan berjenjang, dengan penekanan pada kemampuan leaders through tiered leadership development, with emphasis
mengorkestrasi operasi multi-entitas, menumbuhkan pola pikir on the ability to orchestrate multi-entity operations, foster risk
sadar risiko dan keselamatan, serta mengakselerasi inovasi, and safety awareness, and accelerate innovation, digitalization,
digitalisasi, dan penciptaan nilai berbasis ESG di seluruh HK and ESG-based value creation across the HK Group. As an enabler
Group. Sebagai pengungkit keberlanjutan kapabilitas, Perseroan of sustainable capability development, the Company reinforces
memperkuat knowledge management dan continuous learning knowledge management and continuous learning through
melalui optimalisasi SME dan penguatan peran Corporate University the optimization of Subject Matter Experts (SME) and the
& Excellence, termasuk penerapan evaluasi pembelajaran digital strengthening of Corporate University & Excellence roles, including
untuk memastikan efektivitas investasi pengembangan. the implementation of digital learning evaluation to ensure the
effectiveness of development investments.
Selanjutnya, pada pilar Performance & Reward, Perseroan Furthermore, under the Performance & Reward pillar, the Company
menyelaraskan sistem manajemen kinerja dan penghargaan dengan aligns its performance management and reward systems with
agenda value creation di seluruh portofolio, sinergi antar unit, serta the value creation agenda across the entire portfolio, inter-unit
perilaku ESG. Perseroan melakukan perbaikan sistem manajemen synergies, and ESG-related behaviors. The Company enhances
kinerja (penetapan sasaran, review, dan kalibrasi) agar semakin its performance management system (target setting, review, and
terintegrasi dengan indikator produktivitas, profitabilitas, dan calibration) to be more integrated with productivity, profitability,
risiko, sehingga kontribusi individu, proyek, dan unit bisnis terukur and risk indicators, ensuring that contributions from individuals,
secara nyata. Perseroan juga melakukan redesign total rewards projects, and business units are measured in a tangible manner.
dan pay mix yang berkeadilan internal, kompetitif terhadap pasar, The Company also undertakes a redesign of total rewards and pay
serta menjaga koridor kesehatan biaya tenaga kerja dibandingkan mix to ensure internal equity, market competitiveness, and the
pertumbuhan bisnis. Untuk mengakselerasi perbaikan kinerja, maintenance of labor cost health in line with business growth. To
Perseroan menjalankan Performance Improvement Program dan accelerate performance improvement, the Company implements a
memperkuat mekanisme pengendalian produktivitas berbasis Performance Improvement Program and strengthens performance-
kinerja proyek/fungsi, termasuk penguatan recognition non- based productivity control mechanisms at the project/function
finansial bagi kontribusi lintas fungsi, kepatuhan keselamatan, level, including the enhancement of non-financial recognition for
keberanian mengelola risiko dan biaya, serta kontribusi pada cross-functional contributions, safety compliance, risk and cost
inovasi dan ESG. management initiatives, as well as contributions to innovation and
ESG.
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Sumber Daya Manusia
Human Resources
Sebagai enabler lintas pilar, Perseroan melanjutkan transformasi As a cross-pillar enabler, Hutama Karya continues the transformation
HC Operations, Governance, dan Policy melalui penguatan model of HC Operations, Governance, and Policy through strengthening
operasional HC sebagai arsitek kapabilitas perusahaan multi- the HC operating model as an architect of capabilities for a multi-
bisnis, dengan tata kelola berbasis data, tepercaya, dan terintegrasi. business enterprise, supported by data-driven, reliable, and
Perseroan memperjelas peran antara holding, lini bisnis, dan integrated governance. The Company clarifies roles between the
organisasi proyek, sekaligus meningkatkan kapabilitas HCBP untuk holding, business lines, and project organizations, while enhancing
memimpin penyelarasan strategi, kapasitas, dan anggaran HC the capability of Human Capital Business Partners (HCBP) to
pusat dengan kebutuhan unit bisnis. Di bidang digital, Perseroan lead the alignment of strategy, capacity, and HC budgeting at the
mempercepat integrasi Human Capital Integrated System sebagai corporate level with the needs of business units. In the digital
single source of truth melalui konsolidasi database karyawan, domain, the Company accelerates the integration of the Human
penetapan tata kelola data dan katalog, aktivasi executive Capital Integrated System as a single source of truth through the
dashboard serta decision log, serta otomasi alur layanan inti HC consolidation of employee databases, the establishment of data
end-to-end untuk meningkatkan kecepatan, akurasi, dan jejak governance and cataloging, the activation of executive dashboards
audit. Perseroan juga mengembangkan people analytics & decision and decision logs, as well as the automation of end-to-end core
intelligence yang relevan terhadap prioritas bisnis (attrition, HC service workflows to improve speed, accuracy, and audit
produktivitas, cost & quality of hire), serta memperkuat layanan trails. The Company also develops people analytics and decision
Help-Desk HC dan kapabilitas konsultatif berbasis analitik untuk intelligence aligned with business priorities (attrition, productivity,
mendukung keputusan yang lebih cepat dan berkualitas. cost and quality of hire), and strengthens HC Help-Desk services
and analytics-based consultative capabilities to support faster and
higher-quality decision-making.
Dengan pelaksanaan program kerja 2026 yang terintegrasi tersebut, Through the implementation of these integrated 2026 work
Perseroan menargetkan terciptanya organisasi yang semakin programs, the Company aims to establish an organization that is
selaras strategi, berdaya saing, dan berbudaya kinerja di mana increasingly aligned with strategy, competitive, and performance-
sistem, proses, serta perilaku kerja Insan Hutama secara konsisten driven, in which systems, processes, and the work behavior of
mendukung eksekusi strategi korporat, peningkatan produktivitas, Hutama personnel consistently support the execution of corporate
penguatan manajemen risiko, dan keselamatan, serta penciptaan strategy, productivity enhancement, strengthening of risk and
nilai berkelanjutan bagi seluruh pemangku kepentingan. safety management, as well as the creation of sustainable value for
all stakeholders.
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Teknologi Informasi
Information Technology
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PT Hutama Karya (Persero)
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Rencana Strategis Teknologi Informasi
Information Technology Strategic Plan
Dalam rangka mendukung proses bisnis perusahaan dan In order to support the Company’s business processes, enhance
meningkatkan kualitas layanan Teknologi Informasi serta the quality of Information Technology services, and provide a
memberikan keunggulan kompetitif. Perusahaan telah menyusun competitive advantage, Hutama Karya has developed an Information
Rencana Strategis Teknologi Informasi (RSTI) periode 2025- Technology Strategic Plan (Rencana Strategis Teknologi Informasi/
2029. RSTI yang disusun telah memuat sasaran dan strategi TI RSTI) for the 2025–2029 period. The RSTI outlines IT objectives and
dengan memperhatikan arahan RJPP, update perkembangan TI strategies by taking into account the direction of the Long-Term
yang dinamis, dan perubahan ketentuan peraturan perundang- Corporate Plan (RJPP), the dynamic developments in Information
undangan terbaru yang terkait dengan penyelenggaraan TI. RSTI Technology, and updates to prevailing laws and regulations related
juga telah dilakukan penyusunan arsitektur TI yang meliputi Proses to IT implementation. The RSTI also includes the development of an
Bisnis, Data, dan Informasi dan Teknologi. IT architecture covering Business Processes, Data and Information,
as well as Technology.
Strategi Pengembangan dan Pengelolaan Teknologi Informasi The 2025 Information Technology Development and Management
Tahun 2025 mengacu pada best practices teknologi informasi, Strategy refers to information technology best practices. In
selain itu Perusahaan juga senantiasa memperhatikan tren dan addition, the Company continuously considers global technology
perkembangan teknologi global yang relevan dengan perusahaan. trends and developments that are relevant to its business. The key
Beberapa Sasaran, Strategi dan Program Kerja Teknologi Informasi objectives, strategies, and information technology work programs
Tahun 2025 antara lain: for 2025 include the following:
1. Peningkatan Pengendalian dan Efektivitas Proses Melalui 1. Enhancement of Control and Process Effectiveness through
Integrasi ERP dan Fungsi Locking. ERP Integration and Locking Functionality.
Program ini bertujuan meningkatkan pengendalian operasional This program aims to strengthen operational control
dan efektivitas proses bisnis melalui pematangan sistem ERP and improve business process effectiveness through the
yang terintegrasi secara end-to-end, sehingga perusahaan advancement of an end-to-end integrated ERP system, enabling
dapat mengelola perencanaan proyek, sumber daya, hingga the Company to manage project planning, resources, and
evaluasi secara lebih efisien, transparan, dan terstandarisasi. evaluation in a more efficient, transparent, and standardized
manner.
2. Peningkatan Standar Aplikasi Pendukung sesuai dengan 2. Enhancement of Supporting Application Standards in Line with
Teknologi Terbaru. the Latest Technology.
Bertujuan untuk memastikan seluruh aplikasi pendukung This initiative is intended to ensure that all supporting
perusahaan tetap relevan, mutakhir, dan optimal dalam applications remain relevant, up-to-date, and optimal in
mendukung operasional dengan melakukan upgrade atau supporting operations by upgrading or replacing obsolete
penggantian aplikasi yang sudah usang agar selaras dengan applications to align with technological advancements and
perkembangan teknologi dan kebutuhan bisnis. evolving business needs.
3. Peningkatan Cybersecurity untuk Mendukung Business 3. Enhancement of Cybersecurity to Support Business Continuity
Continuity Management. Management.
Program ini bertujuan memperkuat keamanan siber This program aims to strengthen the Company’s cybersecurity
perusahaan secara menyeluruh guna melindungi data framework comprehensively in order to protect critical data
kritikal dan menjaga keberlangsungan operasional di tengah and maintain operational continuity amid increasing cyber
meningkatnya ancaman siber, sejalan dengan ketentuan threats, in line with the regulations of the Ministry of State-
Kementerian BUMN. Owned Enterprises.
4. Peningkatan Tata Kelola TI yang Terintegrasi. 4. Enhancement of Integrated IT Governance.
Program ini bertujuan meningkatkan tata kelola TI melalui This program aims to improve IT governance through the
penerapan standar internasional seperti COBIT 2019 dan ISO implementation of international standards such as COBIT 2019
27001:2022 guna mendukung efisiensi operasional, keamanan and ISO 27001:2022 to support operational efficiency, data
data, dan kepatuhan. Strateginya meliputi penyelarasan security, and compliance. The strategy includes aligning IT
tata kelola TI dengan framework tersebut, peningkatan IT governance with these frameworks, enhancing the IT Operating
Operating Model, serta integrasi proses bisnis dan arsitektur Model, and integrating business processes and IT architecture.
TI. Implementasinya didukung oleh penyusunan rencana Its implementation is supported by the development of an
strategis TI, IT maturity assessment, audit ISO, serta penguatan IT strategic plan, IT maturity assessments, ISO audits, and
pengelolaan TI untuk meningkatkan efektivitas layanan dan the strengthening of IT management to enhance service
efisiensi biaya. effectiveness and cost efficiency.
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Teknologi Informasi
Information Technology
Inovasi Teknologi Informasi
Information Technology Innovation
Dalam rangka mendukung proses bisnis Perusahaan dan To support the company’s business processes, enhance the quality
meningkatkan kualitas layanan Teknologi Informasi serta of Information Technology services, and provide a competitive
memberikan keunggulan kompetitif, pada tahun 2025 Perusahaan advantage, in 2025, the company has implemented several
telah melakukan inovasi teknologi informasi antara lain: technological innovations, including:
1. AI HSSE, Pemanfaatan Artificial Intelligence untuk monitoring 1. AI HSSE, the utilization of Artificial Intelligence for monitoring
keamanan, keselamatan, dan kesehatan kerja serta lingkungan security, occupational health and safety, and environmental
(HSSE) berbasis CCTV proyek. aspects (HSSE) through project-based CCTV systems.
2. Pengembangan dan pengujian awal/Beta testing Bot 2. Development and initial testing (Beta testing) of an Artificial
Percakapan Artificial Intelligence (AI) Studi Kasus Sistem Intelligence (AI) conversational bot for the Company’s Policy
Manajemen Dokumen Kebijakan Perusahaan yang mampu Document Management System use case, capable of delivering
memberikan informasi kebijakan secara cepat, akurat, dan policy information in a fast, accurate, and interactive manner,
interaktif, untuk meningkatkan kepatuhan terhadap proses to enhance compliance with Governance, Risk, and Compliance
bisnis Governance, Risk, dan Compliance. business processes.
3. Concrete Maturity Test (ConMT), produk hasil riset dan inovasi 3. Concrete Maturity Test (ConMT), a product resulting from
untuk pengukuran kekuatan beton berbasis Internet of Things research and innovation for measuring concrete strength based
(IoT). on Internet of Things (IoT) technology.
4. Aplikasi Project Quality Monitoring/E-QC (Everyone Quality 4. Project Quality Monitoring Application/E-QC (Everyone Quality
Control), aplikasi yang mendukung peningkatan mutu Control), an application that supports the improvement of work
pekerjaan melalui identifikasi produk tidak sesuai yang quality through the identification of non-conforming products,
terintegrasi pada platform HK Shield. integrated within the HK Shield platform.
5. Merancang framework maturitas ERP sektor Konstruksi, 5. Development of an ERP maturity framework for the construction
untuk mengukur tingkat kematangan Perusahaan dalam sector, aimed at measuring the Company’s level of maturity in
implementasi ERP ERP implementation.
Infrastruktur Teknologi Informasi
Information Technology Infrastructure
Sehubungan untuk mendukung pelaksanaan business continuity In order to support the implementation of business continuity
management systems, PT Hutama Karya (Persero) terus melakukan management systems, the Company continues to improve
peningkatan Infrastruktur dan Keamanan Teknologi Informasi. Hal infrastructure by rejuvenating data centers and migrating servers
ini dilakukan guna memastikan Layanan Teknologi Informasi dapat to the cloud. This is done to ensure that Information Technology
berjalan dan digunakan optimal. Services can run and be used optimally.
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Tata Kelola Teknologi Informasi
Information Technology Governance
PT Hutama Karya (Persero) telah menyusun Manual Tata Kelola PT Hutama Karya (Persero) has established an Information
Teknologi Informasi dengan Nomor HK/SIT/M/003 dengan Technology Governance Manual under Number HK/SIT/M/003 by
mengadopsi standar internasional seperti COBIT 2019 dan ISO adopting international standards such as COBIT 2019 and ISO
27001:2022 guna mendukung efisiensi operasional, keamanan 27001:2022 to support operational efficiency, data security, and
data, dan kepatuhan terhadap regulasi. Strategi yang diterapkan regulatory compliance. The strategies implemented include the
mencakup penyelarasan tata kelola TI, peningkatan IT Operating alignment of IT governance, enhancement of the IT Operating
Model antara induk dan anak perusahaan, serta integrasi arsitektur Model between the parent company and subsidiaries, and the
TI dengan proses bisnis. Selain itu, Perusahaan juga melakukan integration of IT architecture with business processes. In addition,
penyusunan Rencana Strategis TI 2025–2029, IT Maturity Assessment, the Company has developed the IT Strategic Plan 2025–2029,
Resertifikasi ISO 27001:2022, serta Audit Teknologi Informasi, yang conducted IT Maturity Assessment, performed ISO 27001:2022
semuanya bertujuan untuk memperkuat kapabilitas TI perusahaan recertification, and carried out Information Technology Audits, all
secara menyeluruh dan mendorong transformasi digital yang aimed at strengthening the Company’s overall IT capabilities and
berkelanjutan. Seluruh temuan hasil audit tersebut juga telah driving sustainable digital transformation. All audit findings have
ditindaklanjuti secara tuntas, dengan tingkat penyelesaian tindak been fully followed up, with a completion rate of 100%.
lanjut mencapai 100%.
Dalam rangka mendukung Good Corporate Governance, PT Hutama In supporting Good Corporate Governance, PT Hutama Karya
Karya (Persero) telah menerapkan Tata Kelola Teknologi Informasi (Persero) has implemented Information Technology Governance
sesuai dengan standar best practice. Tata Kelola yang diterapkan in accordance with best practice standards, referring to COBIT 2019
mengacu pada standar COBIT 2019, dan ISO 27001:2022. Selain itu, and ISO 27001:2022. Furthermore, to comply with Law Number 27 of
untuk mendukung UU Nomor 27 Tahun 2022 terkait Pelindungan 2022 concerning Personal Data Protection and the Regulation of the
Data Pribadi dan Peraturan Menteri BUMN No. PER-02/MBU/03/2023 Minister of State-Owned Enterprises Number PER-02/MBU/03/2023,
maka perusahaan telah menerapkan Pelindungan Data Pribadi. Hal the Company has implemented Personal Data Protection measures
ini dilakukan guna memastikan pelindungan data pribadi yang to ensure that personal data under its management is properly
dikelola perusahaan dikelola dengan baik. Selanjutnya Perusahaan safeguarded. The Company also continuously identifies key risks
juga selalu mengidentifikasi risiko utama terkait teknologi related to Information Technology, including system disruptions,
informasi termasuk gangguan, keamanan siber, dan pemulihan cybersecurity threats, and disaster recovery, to ensure such risks
bencana, untuk memastikan bahwa risiko tersebut dikelola are managed and integrated into the overall risk management
dan diintegrasikan ke dalam kerangka manajemen risiko secara framework, and reported to the Board of Directors and the Board
keseluruhan serta melaporkannya kepada Direksi dan Dewan of Commissioners.
Komisaris.
Pada tahun 2025, sesuai dengan Petunjuk Teknis Kementerian In 2025, in accordance with the Technical Guidelines of the
BUMN terkait Teknis Pelaporan dan Pelaksanaan Audit Teknologi Ministry of State-Owned Enterprises regarding the Reporting and
Informasi serta untuk memastikan pelaksanaan dan pengembangan Implementation of Information Technology Audits, and to ensure
Teknologi Informasi, telah dilaksanakan serangkaian Kegiatan the effective implementation and development of Information
Audit Teknologi Informasi antara lain Audit Resertifikasi Surveilance Technology, the Company conducted a series of IT Audit activities,
ISO 27001:2022, Audit Penyelenggaraan Teknolog Informasi Tahun including the ISO 27001:2022 Surveillance Recertification Audit, the
2025 dan Assesment IT Maturity Assesment COBIT 2019. 2025 Information Technology Implementation Audit, and the COBIT
2019 IT Maturity Assessment.
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Teknologi Informasi
Information Technology
Struktur Pengelola Teknologi Informasi
Information Technology Management Structure
Dalam rangka mendukung proses bisnis Perusahaan dan To support the company’s business processes, enhance the quality
meningkatkan kualitas layanan Teknologi Informasi serta of Information Technology services, and provide a competitive
memberikan keunggulan kompetitif, Perusahaan telah membentuk advantage, the company has established the following Information
Struktur Pengelola Teknologi Informasi sebagai berikut: Technology Management Structure:
EVP Divisi Engineering & TI
Engineering &
Riset Teknologi Digital Teknologi Informasi
Engineering & Technology Construction Information Technology
Research
Pengembangan dan
Perencanaan Arsitektur Pengembangan dan Keamanan dan Dukungan
Operasional Aplikasi
dan Tata Kelola TI Operasional ERP & Data Layanan TI
Pendukung
Architecture Planning and IT ERP and Data Development IT Security
Supporting Application
Governance and Operations and Service Support
Development and Operations
Rencana Kerja Teknologi Informasi di Tahun 2026
Information Technology Work Plan for 2026
Rencana Kerja Teknologi Informasi disusun sebagai arah strategis The Information Technology Work Plan is formulated as a strategic
pengembangan dan pemanfaatan TI untuk mendukung pencapaian direction for the development and utilization of IT to support the
tujuan bisnis perusahaan. Rencana ini memastikan bahwa seluruh achievement of the Company’s business objectives. This plan
inisiatif TI selaras dengan strategi perusahaan, sekaligus mendorong ensures that all IT initiatives are aligned with the Company’s
peningkatan Operating Model TI melalui penguatan IT Shared strategy, while also driving the enhancement of the IT Operating
Service, Infrastruktur, dan Keamanan TI, serta pengelolaan Aplikasi Model through the strengthening of IT Shared Services, IT
yang terintegrasi. Dengan pendekatan tersebut, Rencana Kerja TI Infrastructure and Security, as well as integrated Application
berperan dalam meningkatkan efisiensi operasional, memperkuat management. Through this approach, the IT Work Plan plays a role
tata kelola dan keamanan informasi, serta mendukung inovasi dan in improving operational efficiency, strengthening governance, and
daya saing perusahaan secara berkelanjutan. information security, and supporting innovation and the Company’s
sustainable competitiveness.
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Strategi Pengembangan dan Pengelolaan Teknologi Informasi The 2026 Information Technology Development and Management
Tahun 2026 mengacu pada best practices teknologi informasi, Strategy refers to information technology best practices. In
selain itu Perusahaan juga senantiasa memperhatikan tren dan addition, the Company continuously considers global technology
perkembangan teknologi global yang relevan dengan perusahaan. trends and developments that are relevant to its business. The key
Beberapa Sasaran, Strategi dan Program Kerja Teknologi Informasi objectives, strategies, and information technology work programs
Tahun 2026 antara lain: for 2026 include the following:
A. Dukungan TI terhadap Efisiensi Operasional, Peningkatan A. IT Support for Operational Efficiency, Service Enhancement, and
Layanan, dan Kecepatan Pengambilan Keputusan & Accelerated Decision-Making, as well as the Implementation of
Implementasi Sistem Digitalisasi Proses Bisnis, yaitu dengan: Business Process Digitalization Systems, through:
1. Peningkatan penerapan tata kelola TI berdasarkan standar. 1. Enhancement of IT governance implementation based on
Melakukan penyelarasan tata kelola TI dengan framework established standards.
COBIT 2019 dan ISO 27001:2022 untuk memastikan Aligning IT governance with frameworks such as COBIT 2019
pengelolaan risiko, keamanan data, dan kepatuhan and ISO 27001:2022 to ensure effective risk management,
regulasi. data security, and regulatory compliance.
2. Optimalisasi dan pengembangan aplikasi ERP & Non ERP 2. Optimization and development of ERP and non-ERP
berdasarkan kebutuhan bisnis proses applications based on business process requirements
Melakukan pemetaan, pendalaman, implementasi, Conducting mapping, in-depth analysis, implementation,
dan optimalisasi ERP untuk mendukung pengambilan and optimization of ERP systems to support fast and
keputusan berbasis data yang cepat dan akurat, serta accurate data-driven decision-making, as well as replacing
penggantian aplikasi usang dengan teknologi canggih. obsolete applications with advanced technologies. In
Selain itu, perusahaan mengembangkan teknologi addition, the Company develops supporting technologies
pendukung melalui integrasi data analytics, Big Data, through the integration of data analytics, big data, data
Data Warehouse, dan Artificial Intelligence (AI) guna warehouse, and artificial intelligence to enhance business
meningkatkan efisiensi proses bisnis dan kualitas process efficiency and the quality of strategic decision-
pengambilan keputusan strategis. making.
3. Pemenuhan Business Continuity Management yang baik 3. Fulfillment of robust Business Continuity Management to
guna mendukung bisnis Perusahaan. support the Company’s operations.
Melakukan remediasi melalui Security Operations Center Implementing remediation measures through a Security
(SOC) dengan pemantauan jaringan dan sistem secara real- Operations Center (SOC) with real-time monitoring of
time, deteksi dini ancaman siber, serta respons insiden networks and systems, early detection of cyber threats,
yang cepat untuk mencegah dampak yang lebih besar, and rapid incident response to prevent broader impacts,
sejalan dengan penguatan keamanan siber berdasarkan in line with the strengthening of cybersecurity based on
building block yang telah ditetapkan. established building blocks.
B. Inisiatif Transformasi Digital untuk Meningkatkan Daya Saing B. Digital Transformation Initiatives to Enhance Competitiveness
dan Inovasi Model Bisnis and Business Model Innovation
Enabler dalam penciptaan nilai sebagai competitive advantage Acting as an enabler in value creation as both a competitive
maupun competitive response Perusahaan melalui digitalisasi advantage and competitive response of the Company through
proses bisnis secara end-to-end, dengan melakukan beberapa end-to-end business process digitalization, implemented
strategi antara lain value creation, business process excellence, through several strategies including value creation, business
digital capability, & innovation. process excellence, and digital capability and innovation.
C. Peningkatan Peran Teknologi Informasi dalam Memperkuat C. Strengthening the Role of Information Technology in Enhancing
Customer Experience dan Digital Channel Customer Experience and Digital Channels
Dalam rangka mendukung perkuatan customer experience In supporting the enhancement of customer experience and
dan digital channel. Perusahaan telah melaksanakan dan digital channels, the Company has implemented and continues
terus mengembangkan serangkaian kegiatan pengembangan to develop a series of technology initiatives, including:
teknologi dengan:
• Pemanfaatan Big Data dan AI; • Utilization of big data and artificial intelligence
• Keamanan Informasi TI; • IT information security
• Inovasi Layanan Teknologi Informasi dengan terus • Innovation in information technology services through
mengembangkan dan memperbarui aplikasi untuk continuous development and enhancement of applications
memberikan fitur dan user interface yang lebih baik, to provide improved features and user interfaces, ensuring
memastikan interaksi digital selalu mudah, diantaranya seamless digital interaction, including the development
pengembangan website yang interaktif, HK Toll Apps, CRM, of interactive websites, HK Toll Apps, CRM, ERP, SCM, and
ERP dan SCM, Aplikasi PPID. PPID applications.
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Teknologi Informasi
Information Technology
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PT Hutama Karya (Persero) 304 Laporan Tahunan 2025
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Tata Kelola
Perusahaan
Corporate Governance
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Pencapaian dalam Penerapan Tata Kelola
Perusahaan
Achievement in Corporate Governance Implementation
Perseroan terus menunjukkan kemajuan yang konsisten dalam The Company continues to demonstrate consistent progress in the
penerapan tata kelola perusahaan yang baik, tercermin dari capaian implementation of Good Corporate Governance, as reflected in
skor ASEAN Corporate Governance Scorecard (ACGS) sebesar 71,19 the ASEAN Corporate Governance Scorecard (ACGS) achievement
yang berada dalam kategori baik. Pencapaian ini mencerminkan of 71.19, which falls within the “good” category. This achievement
komitmen Perseroan dalam menginternalisasi prinsip-prinsip Good reflects the Company’s commitment to internalizing Good
Corporate Governance (GCG) ke dalam seluruh aspek operasional Corporate Governance (GCG) principles across all operational
dan pengambilan keputusan. aspects and decision-making processes.
Implementasi tata kelola yang efektif terlihat dari penguatan The implementation of effective governance is evident in the
praktik keterbukaan informasi, perlindungan hak-hak pemegang strengthening of information disclosure practices, protection
saham, serta optimalisasi peran dan fungsi Dewan Komisaris dan of shareholders’ rights, and the optimization of the roles and
Direksi. Selain itu, Perseroan telah mengembangkan berbagai functions of the Board of Commissioners and the Board of Directors.
kebijakan dan prosedur yang mendukung terciptanya tata kelola In addition, the Company has developed various policies and
yang transparan, akuntabel, dan berintegritas. procedures that support transparent, accountable, and integrity-
driven governance.
Capaian ini juga menunjukkan bahwa sebagian besar indikator This achievement also indicates that most assessment indicators
penilaian telah dipenuhi dengan baik, meskipun Perseroan tetap have been well fulfilled, although the Company continues to identify
mengidentifikasi sejumlah area yang perlu ditingkatkan guna several areas for improvement in order to achieve best practices at
mencapai praktik terbaik di tingkat regional. Upaya perbaikan the regional level. Continuous improvement efforts are being carried
terus dilakukan melalui penyempurnaan kebijakan, peningkatan out through policy refinement, enhanced quality of information
kualitas pengungkapan informasi, serta penguatan kapasitas disclosure, and strengthened governance capacity. Going forward,
organ tata kelola. Ke depan, Perseroan berkomitmen untuk terus the Company is committed to continuously improving the quality of
meningkatkan kualitas penerapan tata kelola secara berkelanjutan governance implementation in a sustainable manner as part of its
sebagai bagian dari upaya menciptakan nilai jangka panjang dan efforts to create long-term value and strengthen stakeholder trust.
memperkuat kepercayaan para pemangku kepentingan.
Dasar Penerapan Tata Kelola Perusahaan
Basis of Corporate Governance Implementation
Dalam menerapkan praktik GCG, Hutama Karya mengacu pada In terms of GCG practices implementation, Hutama Karya refers to
beberapa peraturan perundang-undangan, dengan uraian sebagai laws and regulations, as follows:
berikut:
1. Undang-Undang Republik Indonesia No. 19 Tahun 2003 tentang 1. Law of the Republic of Indonesia No. 19 of 2003 concerning
Badan Usaha Milik Negara (BUMN). State-Owned Enterprises (BUMN).
2. Undang-Undang Republik Indonesia No. 40 Tahun 2007 tentang 2. Law of the Republic of Indonesia No. 40 of 2007 concerning
Perseroan Terbatas (PT). Limited Liability Company (PT).
3. Peraturan Pemerintah No. 45 Tahun 2005 Tanggal 3. Government Regulation No. 45 of 2005 dated October 25, 2005
25 Oktober 2005 Tentang Pendirian, Pengurusan, Pengawasan, concerning the Establishment, Management, Supervision, and
dan Pembubaran Badan Usaha Milik Negara. Dissolution of State-Owned Enterprises.
4. Undang-Undang No. 14 Tahun 2008 Tanggal 30 April 2008 4. Law No. 14 of 2008 dated April 30, 2008 concerning Public
Tentang Keterbukaan Informasi Publik. Information Disclosure.
5. Undang-Undang No. 19 Tahun 2016 Tanggal 25 November 2016 5. Law No. 19 of 2016 dated November 25, 2016 concerning
Tentang Perubahan atas Undang-Undang Nomor 11 Tahun Amendments to Law Number 11 of 2008 dated April 21, 2008
2008 Tanggal 21 April 2008 Tentang Informasi dan Transaksi concerning Electronic Information and Transactions.
Elektronik.
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6. Peraturan Menteri Badan Usaha Milik Negara Republik 6. Regulation of the Minister of State-Owned Enterprises of
Indonesia No. PER-1/MBU/03/2023 Tanggal 03 Maret 2023 the Republic of Indonesia No. PER-1/MBU/03/2023 dated
Tentang Penugasan Khusus dan Program Tanggung Jawab March 3, 2023 concerning Special Assignments and Social
Sosial dan Lingkungan Badan Usaha Milik Negara. and Environmental Responsibility Programs of State-Owned
Enterprises.
7. Peraturan Menteri Badan Usaha Milik Negara Republik 7. Regulation of the Minister of State-Owned Enterprises of the
Indonesia No. PER-2/MBU/03/2023 Tanggal 03 Maret 2023 Republic of Indonesia Number PER-2/MBU/03/2023 dated
Tentang Pedoman Tata Kelola dan Kegiatan Korporasi March 3, 2023 concerning Guidelines for Governance and
Signifikan BUMN. Significant Corporate Activities of SOEs.
8. Peraturan Menteri Badan Usaha Milik Negara Republik 8. Regulation of the Minister of State-Owned Enterprises of the
Indonesia No. PER-3/MBU/03/2023 Tanggal 20 Maret 2023 Republic of Indonesia No. PER-3/MBU/03/2023 dated March 20,
Tentang Organ dan Sumber Daya Manusia Badan Usaha Milik 2023 concerning Organs and Human Resources of State-Owned
Negara. Enterprises.
9. ASEAN Corporate Governance Scorecard (ACGS) versi 2024 yang 9. ASEAN Corporate Governance Scorecard (ACGS) version 2024
diterbitkan oleh ASEAN Capital Markets Forum (ACMF). published by the ASEAN Capital Markets Forum (ACMF).
10. Pedoman Umum Governansi Korporasi Indonesia (PUGKI) yang 10. General Guidelines for Indonesian Corporate Governance
dikembangkan oleh Komite Nasional Kebijakan Governance (PUGKI) developed by the National Committee for Governance
(KNKG). Policy (KNKG).
Struktur dan Mekanisme Tata Kelola Perusahaan
Corporate Governance Structure and Mechanism
Struktur Organ Perusahaan Company Organ Structure
Rapat Umum Pemegang Saham
General Meeting of Shareholders
Dewan Komisaris Direksi
Board of Commissioners Board of Directors
Sekretaris Dewan Komisaris Komite Risiko Investasi Sekretaris Perusahaan Auditor Eksternal
Secretary of Board of Komite Audit (Independen)
Audit Committee Investment Risk Committee Corporate Secretary
Commissioners External Auditor (Independent)
Komite Manajemen Risiko Komite Risiko Konstruksi Satuan Pengawasan Intern
dan GCG Construction Risk Committee Internal Audit Unit
Risk Management and GCG
Committee Divisi Pengelolaan Risiko,
Komite KPI
Sistem & Kepatuhan
Komite Nominasi dan KPI Committee
Risk Management, Systems and
Remunerasi Compliance Division
Nomination and
Remuneration Committee Komite Keberlanjutan
Sustainability Committee Satuan Kerja Lainnya
Komite Tata Kelola Other Work Units
Terintegrasi
Integrated Governance Komite Sanksi
Committee Sanctions Committee
Komite Talenta
Talent Committee
Komite Pelindungan Data
Pribadi
Personal Data Protection
Committee
Komite Pengarah TI
IT Steering Committee
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Governance Soft Structure Governance Soft Structure
Governance soft structure yang telah dimiliki oleh Hutama Karya: Governance soft structures that have been owned by Hutama Karya
are as follow:
1. Anggaran Dasar Perusahaan; 1. Company’s Articles of Association;
2. Pedoman Tata Tertib Kerja Dewan Komisaris; 2. Board of Commissioners Manual;
3. Pedoman Tata Tertib Kerja Direksi; 3. Board of Directors Manual;
4. Pedoman Tata Kelola Perusahaan yang Baik ; 4. Good Corporate Governance Guidelines;
5. Pedoman Perilaku; 5. Work Ethics and Business Ethics Guidelines;
6. Kebijakan Manajemen Risiko ; 6. Risk Management Policy;
7. Kebijakan Anti Pencucian Uang dan Pendanaan Terorisme; 7. Anti-Money Laundering and Terrorism Financing Policy;
8. Kebijakan Pengendalian Gratifikasi ; 8. Gratification Control Policy;
9. Kebijakan Anti Fraud; 9. Anti-Fraud Policy;
10. Kebijakan Whistleblowing System; 10. Whistleblowing System Policy;
11. Pedoman Kepatuhan Persaingan Usaha; 11. Business Competition Compliance Guidelines;
12. Pedoman Tata Kelola Anak Perusahaan yang Baik; 12. Good Subsidiary Governance Guidelines;
13. Piagam Komite Audit; 13. Audit Committee Charter;
14. Piagam Komite Manajemen Risiko & GCG; 14. Risk Management & GCG Committee Charter;
15. Piagam Komite Nominasi & Remunerasi; dan 15. Nomination & Remuneration Committee Charter; and
16. Piagam Komite Tata Kelola Terintegrasi. 16. Integrated Governance Committee Charter.
Mekanisme Tata Kelola Perusahaan Corporate Governance Mechanism
Pemegang Saham Shareholders
Hak Pemegang Saham Shareholders’ Rights
Pemegang saham Seri A Dwiwarna dan Saham Seri B mempunyai Holders of Series A Dwiwarna Shares and Series B Shares have equal
hak yang sama dan setiap 1 (satu) saham memberikan 1 (satu) hak rights, and each 1 (one) share carries 1 (one) voting right. The rights
suara. Hak-hak pemegang saham meliputi: of shareholders include:
1. Hak untuk menyetujui dalam RUPS mengenai hal sebagai 1. Right to approve in GMS related the following matters:
berikut:
a. Persetujuan perubahan Anggaran Dasar; a. Ratification of changes to the Articles of Association;
b. Persetujuan perubahan permodalan; b. Ratification of changes to capital;
c. Persetujuan pemberhentian dan pengangkatan anggota c. Ratification of dismissal and nomination of members of the
Direksi dan Dewan Komisaris; Board of Directors and Board of Commissioners;
d. Persetujuan Rencana Kerja dan Anggaran Perusahaan; dan d. Ratification of the Company’s Work Plan and Budget; and
e. Persetujuan penggabungan, peleburan, pengambilalihan, e. Ratification of merger, amalgamation, acquisition,
pemisahan dan pembubaran. separation, and dissolution.
2. Menghadiri dan memberikan suara dalam suatu RUPS. 2. Attending and voting in a GMS.
3. Memperoleh informasi material mengenai Perseroan, secara 3. Obtaining material information regarding the Company in a
tepat waktu, terukur, dan teratur. timely, measurable, and regular manner.
4. Menerima pembagian dari keuntungan Perseroan yang 4. Receiving share of the Company’s profit allocated for
diperuntukkan bagi pemegang saham dalam bentuk dividen shareholders in the form of dividend and the remaining of
dan sisa kekayaan hasil likuidasi, sebanding dengan jumlah assets resulting from liquidation, which is equal to the total of
saham yang dimilikinya. the owned shares.
Selain itu, kepemilikan Saham Seri A Dwiwarna tersebut In addition, ownership of Series A Dwiwarna Shares grants special
memberikan kepada pemegangnya hak-hak istimewa yang rights to its holder as stipulated in the Articles of Association and
ditetapkan dalam Anggaran Dasar dan hanya dimiliki khusus oleh exclusively held by the Government of the Republic of Indonesia.
Negara Republik Indonesia. Hak-hak istimewa tersebut adalah These special rights are as follows:
sebagai berikut:
1. Hak untuk menyetujui dalam RUPS; 1. The right to approve matters in the General Meeting of
Shareholders (GMS);
2. Hak untuk mengusulkan agenda RUPS; 2. The right to propose the agenda of the GMS;
3. Hak untuk meminta dan mengakses data dan dokumen 3. The right to request and access company data and documents
perusahaan sesuai dengan peraturan perundang-undangan; in accordance with laws and regulations;
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4. Hak untuk menetapkan pedoman/kebijakan strategis dalam 4. The right to determine strategic guidelines/policies in the
bidang: following areas:
a. Akuntansi dan Keuangan; a. Accounting and Finance;
b. Pengembangan dan Investasi; b. Development and Investment;
c. Operasional dan pengadaan barang dan/atau jasa; c. Operations and procurement of goods and/or services;
d. Informasi teknologi; d. Information technology;
e. Sumber daya manusia; e Human resources;
f. Manajemen risiko dan pengawasan internal; f. Risk management and internal control;
g. Hukum dan kepatuhan; g. Legal and compliance;
h. Program tanggung jawab sosial dan lingkungan; dan h. Corporate social and environmental responsibility
programs; and
i. Program environmental, social, and governance (ESG). i. Environmental, Social, and Governance (ESG) programs.
5. Hak untuk mengangkat dan memberhentikan Direksi dan 5. The right to appoint and dismiss members of the Board of
Dewan Komisaris atas persetujuan Presiden. Directors and the Board of Commissioners with the approval of
the President.
Rapat Umum Pemegang Saham General Meeting of Shareholders
Rapat Umum Pemegang Saham (RUPS) merupakan pemegang The General Meeting of Shareholders (GMS) is the holder of the
kekuasaan tertinggi dalam struktur kepengurusan Perseroan dan highest power in the Company’s management structure and has
memiliki wewenang yang tidak dimiliki oleh Dewan Komisaris dan authority that is not possessed by the Board of Commissioners
Direksi. Keputusan yang diambil dalam RUPS harus didasarkan and the Board of Directors. Decisions taken in the GMS must be
pada kepentingan usaha Perseroan dalam jangka panjang. RUPS based on the Company’s long-term business interests. The GMS
dan atau Pemegang Saham tidak dapat melakukan intervensi and/or Shareholders may not intervene in the duties, functions
terhadap tugas, fungsi dan wewenang Dewan Komisaris dan Direksi and authority of the Board of Commissioners and the Board of
dengan tidak mengurangi wewenang RUPS untuk menjalankan Directors without reducing the authority of the GMS to exercise its
haknya sesuai dengan Anggaran Dasar dan peraturan perundang- rights in accordance with the Articles of Association and laws and
undangan, termasuk untuk melakukan penggantian atau regulations, including to replace or dismiss members of the Board
pemberhentian Anggota Dewan Komisaris dan atau Direksi. of Commissioners and/or the Board of Directors.
Penyelenggaraan RUPS Perseroan dilakukan dengan mengacu The Company’s GMS is held with reference to the following
pada ketentuan, sebagai berikut: provisions:
1. Undang-Undang No. 40 tahun 2007 tentang Perseroan Terbatas. 1. Law No. 40 of 2007 concerning Limited Liability Company.
2. Peraturan Menteri Badan Usaha Milik Negara Republik 2. Regulation of the Minister of State-Owned Enterprises of the
Indonesia Nomor PER-2/MBU/03/2023 tentang Pedoman Tata Republic of Indonesia Number PER-2/MBU/03/2023 concerning
Kelola dan Kegiatan Korporasi Signifikan Badan Usaha Milik Guidelines for Governance and Significant Corporate Activities
Negara. of State-Owned Enterprises
3. Anggaran Dasar Perseroan. 3. The Company’s Articles of Association.
Pelaksanaan RUPS Tahunan Tentang Pengesahan Annual GMS Implementation on Ratification of
Rencana Kerja dan Anggaran Perusahaan Tahun The 2025 Company’s Work Plan and Budget and Its
2025 dan Realisasinya Realization
Pelaksanaan RUPS dilaksanakan pada: GMS implementation was conducted on:
Hari/Tanggal : Kamis, 30 Januari 2025 Day/Date : Thursday, January 30, 2025
Waktu : 09.06 WIB Time : 09.06 WIB
Tempat : Ballroom HK Tower Venue : Ballroom HK Tower
Jl. MT Haryono Kav. 8, Cawang, Jakarta Timur Jl. MT Haryono Kav. 8, Cawang, Jakarta Timur
Rekapitulasi Kehadiran pada RUPS Tahunan Tentang Attendance Recapitulation of Annual GMS on
Pengesahan RKAP Tahun 2025 Ratification of The 2025 RKAP
Nama Kehadiran
No Jabatan Position
Name Attendance
Plh. Asisten Deputi Bidang Jasa Infrastruktur Acting Assistant Deputy for Infrastructure Hadir
1 Bin Nahadi
Kementerian Badan Usaha Milik Negara Services, Ministry of State-Owned Enterprises Attend
Komisaris Utama merangkap Komisaris President Commissioner concurrently serving Hadir
2 Yudo Margono
Independen as Independent Commissioner Attend
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Nama Kehadiran
No Jabatan Position
Name Attendance
Wakil Komisaris Utama merangkap Komisaris Vice President Commissioner concurrently Hadir
3 Muhamad Lukman Edy
Independen serving as Independent Commissioner Present
Hadir
4 Iwan Suprijanto Komisaris Commissioner
Present
Hadir
5 Susdiyarto Agus Praptono Komisaris Commissioner
Present
Hadir
6 Chairiah Komisaris Commissioner
Present
Hadir
7 R. Wahyu Muryadi Komisaris Independen Independent Commissioner
Present
Hadir
8 Agung Sabar Santoso Komisaris Independen Independent Commissioner
Present
Direktur Utama merangkap Plt. Wakil Direktur President Director concurrently serving as Hadir
9 Budi Harto
Utama Acting Vice President Director Present
Hadir
10 Agung Fajarwanto Direktur Operasi I Operations Director I
Present
Hadir
11 Gunadi Direktur Operasi II Operations Director II
Present
Hadir
12 Koentjoro Direktur Operasi III Operations Director III
Present
Hadir
13 Eka Setya Adrianto Direktur Keuangan Finance Director
Present
Risk Management Director concurrently
Direktur Manajemen Risiko merangkap Plh Hadir
14 Sugiarti serving as Acting Human Capital and Legal
Direktur Human Capital & Legal Present
Director
Coordinator of Infrastructure Services Deputy
Koordinator Keasdepan Jasa Infrastruktur Hadir
15 Haryo Indratno Assistantship, Ministry of State-Owned
Kementerian Badan Usaha Milik Negara Present
Enterprises
Coordinator of Infrastructure Services Deputy
Koordinator Keasdepan Jasa Infrastruktur Hadir
16 Hari Mochamad Rochim Assistantship, Ministry of State-Owned
Kementerian Badan Usaha Milik Negara Present
Enterprises
Pihak Independen Independent Party
Pihak independen penyusun akta RUPS yaitu Notaris Ashoya The independent party who drafted the GMS deed is Notary Ashoya
Ratam, S.H., M.Kn. Ratam, S.H., MKn.
Keputusan dan Realisasi RUPS Tahunan tentang Resolution and Realization of Annual GMS on
Pengesahan RKAP Tahun 2025 Ratification of The 2025 RKAP
Agenda Pertama First Agenda
Pengesahan Rencana Kerja dan Anggaran Perusahaan (RKAP) Tahun 2025 Ratification of the Company’s Work Plan and Budget and the Board of
termasuk Rencana Kerja dan Anggaran (RKA) Dewan Komisaris. Commissioners’ 2025 Work Budget Plan.
Keputusan: Resolution:
Mengesahkan Rencana Kerja dan Anggaran Perusahaan (RKAP) Tahun 2025 To approve the Company’s Work Plan and Budget (RKAP) for 2025 (two
(dua ribu dua puluh lima) serta Rencana Kerja dan Anggaran (RKA) Dewan thousand twenty-five) as well as the Board of Commissioners’ Work Plan
Komisaris Tahun 2025 (dua ribu dua puluh lima) PT Hutama Karya (Persero) and Budget (RKA) for 2025 (two thousand twenty-five) of PT Hutama Karya
dengan pokok-pokok sebagai berikut: (Persero), with the following main points:
a. Kontrak ditangan sebesar Rp52.826 Miliar (lima puluh dua ribu delapan a. Contract in hand amounting to IDR 52,826 billion (fifty-two thousand eight
ratus dua puluh enam miliar rupiah); hundred twenty-six billion rupiah);
b. Pendapatan Usaha sebesar Rp26.987 Miliar (dua puluh enam ribu b. Revenue of IDR 26,987 billion (twenty-six thousand nine hundred eighty-
sembilan ratus delapan puluh tujuh miliar rupiah); seven billion rupiah);
c. Laba Bersih sebesar Rp808 Miliar (delapan ratus delapan miliar rupiah); c. Net profit of IDR 808 billion (eight hundred eight billion rupiah);
d. Jumlah Aset sebesar Rp198.235 Miliar (seratus sembilan puluh delapan d. Total assets of IDR 198,235 billion (one hundred ninety-eight thousand two
ribu dua ratus tiga puluh lima miliar rupiah); hundred thirty-five billion rupiah);
e. Arus Kas Operasi sebesar minus Rp4.436 Miliar (empat ribu empat ratus e. Operating cash flow of minus IDR 4,436 billion (negative four thousand
tiga puluh enam miliar rupiah); four hundred thirty-six billion rupiah);
f. Total Investasi sebesar Rp18.735 Miliar (delapan belas ribu tujuh ratus f. Total investment of IDR 18,735 billion (eighteen thousand seven hundred
tiga puluh lima miliar rupiah); thirty-five billion rupiah).
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Rincian pengesahan RKAP Tahun 2025 (dua ribu dua puluh lima) termasuk The details of the approval of the 2025 (two thousand twenty-five) Work Plan
RKA Dewan Komisaris Tahun 2025 (dua ribu dua puluh lima) selengkapnya and Budget (RKAP), including the Board of Commissioners’ Work Plan and
tertuang pada Buku RKAP tahun 2025 PT Hutama Karya (Persero) dan Risalah Budget (RKA) for 2025 (two thousand twenty-five), are fully set out in the
Rapat Umum Pemegang Saham Pengesahan RKAP Tahun 2025 (dua ribu dua 2025 RKAP Book of PT Hutama Karya (Persero) and the Minutes of the General
puluh lima). Meeting of Shareholders for the Approval of the 2025 RKAP.
Status: Telah direalisasikan Status: Implemented
Keputusan langsung berlaku sebagai acuan kerja Perusahaan pada tahun The decision is effective immediately as the Company’s working reference for
2025. 2025.
Agenda Kedua Second Agenda
Pengesahan Rencana Kerja dan Anggaran Tanggung Jawab Sosial dan Ratification of the 2025 Environmental and Social Responsibility Work Plan
Lingkungan (RKA-TJSL) Tahun 2025. and Budget (RKA-TJSL).
Keputusan: Resolution:
Mengesahan Rencana Kerja dan Anggaran Tanggung Jawab Sosial dan Approval of the 2025 (two thousand twenty-five) Social and Environmental
Lingkungan (RKA-TJSL) Tahun 2025 (dua ribu dua puluh lima) PT Hutama Responsibility Work Plan and Budget (RKA-TJSL) of PT Hutama Karya (Persero)
Karya (Persero) dengan pokok-pokok sebagai berikut: with the following main points:
a. Mengesahkan Rencana Kerja dan Anggaran Program TJSL yang a. Approval of the TJSL Work Plan and Budget implemented in the
dijalankan di unit Pelibatan dan Pengembangan Masyarakat/Community Community Involvement and Development (CID) unit, where funding
Involvement and Development (“CID”) dimana sumbernya dari anggaran originates from the budget recognized as an expense of PT Hutama Karya
yang diperhitungkan sebagai biaya PT Hutama Karya (Persero), di luar (Persero), excluding Micro and Small Enterprise (UMK) financing in the
pendanaan Usaha Mikro dan Kecil (“UMK”) pada RKA Perusahaan tahun Company’s 2025 budget, amounting to IDR 12,600,000,000 (twelve billion
2025 (dua ribu dua puluh lima) sebesar Rp12.600.000.000,00 (dua belas six hundred million rupiah) or 92.44% of the 2024 forecast;
miliar enam ratus juta rupiah) ataun 92,44% (sembilan puluh dua koma
empat empat persen) dari Prognosa 2024 (dua ribu dua puluh empat);
b. Mengesahkan Rencana Kerja dan Anggaran Program TJSL Pendanaan UMK b. Approval of the TJSL Program Work Plan and Budget for UMK Financing
yang bersumber dari dana bergulir Program Pendanaan UMK Tahun 2025 sourced from the revolving fund for the UMK Financing Program in 2025
(dua ribu dua puluh lima) adalah sebesar Rp2.000.000.000 (dua miliar amounting to IDR 2,000,000,000 (two billion rupiah) or 181.82% of the 2024
rupiah) atau 181,82% (seratus delapan puluh satu koma delapan dua forecast.
persen) dari prognosa 2024 (dua ribu dua puluh empat).
Status: telah direalisasikan Status: Implemented
Keputusan langsung berlaku sebagai acuan kerja TJSL pada tahun 2025. This decision is effective immediately as the TJSL working reference for 2025.
Agenda Ketiga Third Agenda
Penetapan Kontrak Manajemen Tahunan yang memuat Target Key Performance Establishment of the Annual Management Contract containing the Key
Indicators Direksi secara Kolegial dan Dewan Komisaris Tahun 2025. Performance Indicators (KPIs) Targets of the Board of Directors on a Collegial
Basis and the Board of Commissioners for 2025.
Keputusan: Resolution:
Menetapkan Kontrak Manajemen Tahunan yang memuat Target Key To establish the Annual Management Contract containing the Key Performance
Performance Indicators Direksi secara Kolegial dan Dewan Komisaris Tahun Indicators (KPIs) targets of the Board of Directors on a collegial basis and the
2025 (dua ribu dua puluh lima). Board of Commissioners for 2025 (two thousand twenty-five).
Status: telah direalisasikan Status: Implemented
Keputusan langsung berlaku sebagai indicator kinerja Direksi secara kolegial This decision is effective immediately as the performance indicator for the
tahun 2025 dan diturunkan menjadi KPI Direktorat hingga individu. Board of Directors on a collegial basis for 2025 and is cascaded into Directorate
and individual KPIs.
Pelaksanaan RUPS Tahunan Tentang Pengesahan Annual GMS Implementation on Ratification of The
Laporan Tahunan dan Laporan Keuangan 2024 Annual Report and Consolidated Financial
Konsolidasian Tahun Buku 2024 dan Realisasinya Statements and Its Realization
Pelaksanaan RUPS dilaksanakan pada: GMS implementation was conducted on:
Hari/Tanggal : Kamis, 26 Juni 2025 Day/Date : Thursday, June 26, 2025
Waktu : 10.26 WIB Time : 10.26 WIB
Tempat : Ruang Serba Guna lantai 6, PT Brantas Abipraya Venue : Ruang Serba Guna lantai 6, PT Brantas Abipraya
(Persero) (Persero)
Jl. Mayor Jenderal D.I. Panjaitan Kav. 14, Cawang, Jl. Mayor Jenderal D.I. Panjaitan Kav. 14, Cawang,
Jakarta Timur Jakarta Timur
PT Hutama Karya (Persero)
2025 Annual Report 311
Page 312
Rekapitulasi Kehadiran Pada RUPS Tahunan Tentang Attendance Recapitulation of Annual GMS on
Pengesahan Laporan Tahunan dan Laporan Keuangan Ratification of The 2024 Annual Report and Consolidated
Konsolidasian Tahun Buku 2024 Financial Statements
Nama Kehadiran
No Jabatan Position
Name Attendance
Hadir
1 Y.B. Priyatmo Hadi Kuasa Pemegang Saham Shareholders’ Power of Attorney
Present
Hadir
2 Desty Arlaini Kuasa Pemegang Saham Shareholders’ Power of Attorney
Present
Hadir
3 Rizqi Kurnianto Kuasa Pemegang Saham Shareholders’ Power of Attorney
Present
Hadir
4 Yudo Margono Komisaris Utama President Commissioner
Present
Hadir
5 Chairiah Komisaris Commissioner
Present
Hadir
6 Iwan Suprijanto Komisaris Commissioner
Present
Hadir
7 R. Wahyu Muryadi Komisaris Independen Independent Commissioner
Present
Hadir
8 Agung Sabar Santoso Komisaris Independen Independent Commissioner
Present
Plt. Direktur Utama merangkap Direktur Acting President Director concurrently serving Hadir
9 Koentjoro
Operasi III as Operations Director III Present
Plt. Wakil Direktur Utama merangkap Direktur Acting Vice President Director concurrently Hadir
10 Eka Setya Adrianto
Keuangan serving as Finance Director Present
Hadir
11 Agung Fajarwanto Direktur Operasi I Operations Director I
Present
Hadir
12 Gunadi Direktur Operasi II Operations Director II
Present
Hadir
13 Muhammad Fauzan Direktur Human Capital & Legal Human Capital and Legal Director
Present
Hadir
14 Sugiarti Direktur Manajemen Risiko Risk Management Director
Present
Penata Kelola Perusahaan Negara Muda Junior State-Owned Enterprise Governance Hadir
15 Hari Mochamad Rochim
Kementerian Badan Usaha Milik Negara Officer, Ministry of State-Owned Enterprises Present
Pihak Independen Independent Party
Pihak independen penyusun akta RUPS yaitu Notaris Sutra The independent party who drafted the deed of the GMS is Notary
Oktaviani, S.H., M.Kn. Sutra Oktaviani, S.H., M.Kn.
Keputusan dan Realisasi RUPS Tahunan Tentang Resolution and Realization of The Annual GMS on The
Pengesahan Laporan Tahunan dan Laporan Keuangan Ratification of The Annual Report and Consolidated
Konsolidasian Tahun Buku 2024 Financial Statements for The Financial Year 2024
Agenda Pertama First Agenda
Persetujuan Laporan Tahunan dan Pengesahan Laporan Keuangan Approval of the Annual Report and Ratification of the Company’s Consolidated
Konsolidasian Perseroan, Persetujuan Laporan Tugas Pengawasan Dewan Financial Statements, Approval of the Board of Commissioners’ Supervisory
Komisaris Tahun Buku 2024 (dua ribu dua puluh empat), serta Pengesahan Report for the Financial Year 2024 (two thousand twenty-four), and Ratification
Laporan Keuangan Program Pendanaan Usaha Mikro dan Usaha Kecil (PUMK) of the Financial Statements of the Micro and Small Enterprise Funding Program
Tahun Buku 2024 (dua ribu dua puluh empat) sekaligus Pelunasan dan (PUMK) for the Financial Year 2024 (two thousand twenty-four), including full
Pembebasan Tanggung Jawab Sepenuhnya (volledig acquit et de charge) release and discharge (volledig acquit et de charge) to the Board of Directors
kepada Direksi atas Tindakan Pengurusan Perseroan dan Dewan Komisaris for management actions and the Board of Commissioners for supervisory
atas Tindakan Pengawasan Perseroan yang telah Dijalankan Selama Tahun actions carried out during the Financial Year 2024 (two thousand twenty-four).
Buku 2024 (dua ribu dua puluh empat).
PT Hutama Karya (Persero)
312 Laporan Tahunan 2025
Page 313
Tata Kelola Perusahaan
Corporate Governance
Keputusan: Resolution:
1. Menyetujui Laporan Tahunan Perseroan, termasuk Laporan Tugas 1. To approve the Company’s Annual Report, including the Board of
Pengawasan Dewan Komisaris, dan Laporan Pelaksanaan Program Commissioners’ Supervisory Report and the Report on the Implementation
Tanggung Jawab Sosial dan Lingkungan untuk Tahun Buku 2024 (dua of the Social and Environmental Responsibility (TJSL) Program for the
ribu dua puluh empat) yang berakhir pada 31-12-2024 (tiga puluh satu Financial Year 2024 (two thousand twenty-four) ended on December 31,
Desember dua ribu dua puluh empat). 2024.
2. Mengesahkan: 2. To ratify:
a. Laporan Keuangan Konsolidasian Perseroan untuk Tahun Buku 2024 a. The Company’s Consolidated Financial Statements for the Financial
(dua ribu dua puluh empat) yang berakhir pada tanggal 31-12-2024 Year 2024 (two thousand twenty-four) ended on December 31, 2024,
(tiga puluh satu Desember dua ribu dua puluh empat) telah diaudit audited by Public Accounting Firm Rintis, Jumadi, Rianto, & Rekan as
oleh Kantor Akuntan Publik (KAP) Rintis, Jumadi, Rianto, & Rekan stated in Report No. 00295/2.1457/AU.1/03/0243-2/1/III/2025 dated
sesuai Laporan Nomor: 00295/2.1457/AU.1/03/0243-2/1/III/2025 March 15, 2025, with an opinion of “fair, in all material respects”.
tanggal 15-3-2025 (lima belas Maret dua ribu dua puluh lima) dengan
opini “wajar, dalam semua hal yang material”.
b. Laporan Keuangan Program Pendanaan Usaha Mikro dan Usaha Kecil b. The Financial Statements of the Micro and Small Enterprise Funding
untuk Tahun Buku 2024 (dua ribu dua puluh empat) yang berakhir Program for the Financial Year 2024 (two thousand twenty-four)
pada 31-12-2024 (tiga puluh satu Desember dua ribu dua puluh empat) ended on December 31, 2024, audited by Public Accounting Firm
sebagaimana yang telah diaudit oleh KAP Rintis, Jumadi, Rianto, Rintis, Jumadi, Rianto, & Rekan as stated in Report No. 00384/2.1457/
& Rekan sesuai Laporan Nomor: 00384/2.1457/AU.2/11/0243-2/0/ AU.2/11/0243-2/0/III/2025 dated March 26, 2025, with an opinion of
III/2025 tanggal 26-3-2025 (dua puluh enam Maret dua ribu dua puluh “fair, in all material respects”.
lima) dengan opini “wajar, dalam semua hal yang material”.
c. Memberikan pelunasam dan pembebasan tanggung jawab c. To grant full release and discharge (volledig acquit et de charge) to all
sepenuhnya (volledig acquit at de charge) kepada seluruh anggota members of the Board of Directors for management actions and to
Direksi atas tindakan pengurusan Perseroan dan kepada seluruh all members of the Board of Commissioners for supervisory actions
anggota Dewan Komisaris atas tindakan pengawasan Perseroan yang carried out during the Financial Year 2024, ended December 31, 2024,
telah dijalankan selama Tahun Buku 2024 (dua ribu dua puluh empat) insofar as such actions are not criminal offenses and are reflected in
yang berakhir pada 31-12-2024 (tiga puluh satu Desember dua ribu dua the above-mentioned reports.
puluh empat), sepanjang tindakan tersebut bukan merupakan tindak
pidana dan tindakan tersebut tercermin dalam laporan tersebut di
atas.
Status: Telah direalisasikan Status: Implemented
TINDAK LANJUT ARAHAN PEMEGANG SAHAM FOLLOW-UP OF SHAREHOLDERS’ DIRECTIVES
Keputusan langsung berlaku This decision is effective immediately
Agenda Kedua Second Agenda
Penetapan Penggunaan Laba Bersih Perseroan untuk Tahun Buku 2024 (dua Determination of the Use of the Company’s Net Profit for the Financial Year
ribu dua puluh empat) 2024 (two thousand twenty-four)
Keputusan: Resolution:
Menetapkan penggunaan Laba Bersih konsolidasian yang dapat diatribusikan To determine the use of the consolidated net profit attributable to owners
kepada pemilik entitas induk untuk Tahun Buku 2024 (dua ribu dua puluh of the parent entity for the Financial Year 2024 (two thousand twenty-four)
empat) sebesar Rp2.731.253.377.223.00 (dua triliun tujuh ratus tiga puluh satu amounting to IDR 2,731,253,377,223.00 (two trillion seven hundred thirty-one
miliar dua ratus lima puluh tiga juta tiga ratus tujuh puluh tujuh ribu dua ratus billion two hundred fifty-three million three hundred seventy-seven thousand
dua puluh tiga rupiah) ditetapkan seluruhnya sebagai cadangan. two hundred twenty-three rupiah) to be fully allocated as reserves.
Status: Telah direalisasikan Status: Implemented
Keputusan langsung berlaku This decision is effective immediately
Agenda Ketiga Third Agenda
Penetapan Kantor Akuntan Publik untuk melaksanakan Audit Laporan Appointment of the Public Accounting Firm to conduct audits of the
Keuangan Konsolidasian, Audit Kepatuhan PSA 62, Audit Laporan Keuangan Consolidated Financial Statements, PSA 62 Compliance Audit, Audit of the
Program Pendanaan Usaha Mikro dan Usaha Kecil (PUMK) Tahun Buku Financial Statements of the Micro and Small Enterprise Funding Program
2025 (dua ribu dua puluh lima) terkait Program Tanggung Jawab Sosial dan (PUMK) for the Financial Year 2025 (two thousand twenty-five) related to the
Lingkungan, dan penerapan prosedur yang disepakati atas Laporan Hasil Social and Environmental Responsibility (TJSL) Program, and agreed-upon
Evaluasi Kinerja KPI Korporat dan KPI Direksi Individual serta Laporan Evaluasi procedures on the Evaluation Report of Corporate KPI Performance, Individual
Komposit Risiko Tahun Buku 2025 (dua ribu dua puluh lima). Board of Directors KPIs, and the Composite Risk Evaluation Report for the
Financial Year 2025 (two thousand twenty-five).
Keputusan: Resolution:
1. Menetapkan Kantor Akuntan Publik Rintis, Jumadi, Rianto & Rekan 1. To appoint Public Accounting Firm Rintis, Jumadi, Rianto & Rekan
(Member of PwC) sebagai Kantor Akuntan Publik yang akan melaksanakan (Member of PwC) as the Public Accounting Firm to conduct the Audit of the
Audit Laporan Keuangan Konsolidasian, Audit Kepatuhan PSA 62, Audit Consolidated Financial Statements, PSA 62 Compliance Audit, Audit of the
Laporan Keuangan Program Pendanaan Usaha Mikro dan Usaha Kecil Financial Statements of the Micro and Small Enterprise Funding Program
(PUMK) Tahun Buku 2025 (dua ribu dua puluh lima) terkait Program (PUMK) for the Financial Year 2025 (two thousand twenty-five) related to
Tanggung Jawab Sosial dan Lingkungan, dan penerapan prosedur yang the Social and Environmental Responsibility (TJSL) Program, and agreed-
disepakati atas Laporan Hasil Evaluasi Kinerja KPI Kprporat dan KPI Direksi upon procedures for the Corporate KPI Performance Evaluation Report,
Individual serta Laporan Evaluasi Komposit Risiko Tahun 2025 (dua ribu Individual Board of Directors KPIs, and the Composite Risk Evaluation
dua puluh lima). Report for the Financial Year 2025 (two thousand twenty-five).
PT Hutama Karya (Persero)
2025 Annual Report 313
Page 314
2. Melimpahkan wewenang kepada Dewan Komisaris Perseroan untuk 2. To delegate authority to the Company’s Board of Commissioners to
menetapkan besaran imbalan jasa Audit Kantor Akuntan Publik yang determine the audit fee of the appointed Public Accounting Firm as
telah disetujui pada keputusan angka 1 di atas dan penambahan ruang approved in point (a) above, including any necessary expansion of scope
lingkup pekerjaan yang diperlukan dan persyaratan lainnya yang wajar of work and other reasonable requirements for the Public Accounting
bagi Kantor Akuntan Publik tersebut. Firm.
3. Melimpahkan wewenang kepada Dewan Komisaris Perseroan setelah 3. To delegate authority to the Board of Commissioners of the Company,
terlebih dahulu mendapatkan persetujuan tertulis Pemegang Saham Seri subject to prior written approval from Series B Shareholders, to:
B untuk:
a. Menetapkan Kantor Akuntan Publik Pengganti apabila Kantor a. Appoint a replacement Public Accounting Firm if the appointed Public
Akuntan Publik yang telah ditunjuk tidak dapat melanjutkan atau Accounting Firm is unable to continue or perform its duties for any
melaksanakan tugas karena sebab apapun; reason;
b. Menetapkan kondisi persyaratan penunjukan dan besaran imbalan b. Determine the appointment conditions and audit fee of the
jasa audit Kantor Akuntan Publik Pengganti. replacement Public Accounting Firm.
Status: Telah direalisasikan Status: Implemented
TINDAK LANJUT ARAHAN PEMEGANG SAHAM FOLLOW-UP OF SHAREHOLDERS’ DIRECTIVES
Perseroan telah menunjuk Kantor Akuntan Publik Rintis, Jumadi, Rianto The Company has appointed Public Accounting Firm Rintis, Jumadi, Rianto &
& Rekan (Member of PwC) sebagai Kantor Akuntan Publik yang akan Rekan (Member of PwC) as the Public Accounting Firm to conduct the Audit
melaksanakan Audit Laporan Keuangan Konsolidasian, Audit Kepatuhan PSA of the Consolidated Financial Statements, PSA 62 Compliance Audit, Audit of
62, Audit Laporan Keuangan Program Pendanaan Usaha Mikro dan Usaha Kecil the Financial Statements of the Micro and Small Enterprise Funding Program
(PUMK) Tahun Buku 2025 (dua ribu dua puluh lima) terkait Program Tanggung (PUMK) for the Financial Year 2025 (two thousand twenty-five) related to the
Jawab Sosial dan Lingkungan, dan penerapan prosedur yang disepakati atas Social and Environmental Responsibility (TJSL) Program, and agreed-upon
Laporan Hasil Evaluasi Kinerja KPI Korporat dan KPI Direksi Individual serta procedures on the Corporate KPI Performance Evaluation Report, Individual
Laporan Evaluasi Komposit Risiko Tahun 2025 (dua ribu dua puluh lima) sesuai Board of Directors KPIs, and the Composite Risk Evaluation Report for the
dengan keputuan RUPS ini. Financial Year 2025 (two thousand twenty-five), in accordance with this GMS
resolution.
Agenda Keempat Fourth Agenda
Penetapan Gaji/Honoraium berikut Fasilitas dan Tunjangan untuk Direksi dan Determination of Salary/Honorarium, Facilities and Allowances for the Board
Dewan Komisaris Perseroan Tahun Buku 2025 (dua ribu dua puluh lima), serta of Directors and Board of Commissioners for the Financial Year 2025 (two
Tantiem/Insentif Kinerja/Insentif Khusus untuk Direksi dan Dewan Komisaris thousand twenty-five), as well as Tantiem/Performance Incentives/Special
Perseroan atas Kinerja Tahun Buku 2024 (dua ribu dua puluh empat). Incentives for the Board of Directors and Board of Commissioners for the
Financial Year 2024 (two thousand twenty-four).
Keputusan: Resolution:
Penetapan tantiem/insentif kinerja/insentif khusus atas kinerja tahun buku The determination of tantiem/performance incentives/special incentives
2024 (dua ribu dua puluh empat), serta gaji/honorarium berikut fasilitas dan for the Financial Year 2024 (two thousand twenty-four), as well as salary/
tunjangan untuk tahun buku 2025 (dua ribu dua puluh lima) bagi Direksi dan honorarium, facilities, and allowances for the Financial Year 2025 (two
Dewan Komisaris, akan ditetapkan secara tersendiri oleh Pemegang Saham thousand twenty-five) for the Board of Directors and Board of Commissioners,
Seri B. shall be determined separately by the Series B Shareholders.
Status: Telah direalisasikan Status: Implemented
TINDAK LANJUT ARAHAN PEMEGANG SAHAM FOLLOW-UP OF SHAREHOLDERS’ DIRECTIVES
Perseroan berkoordinasi dengan Pemegang Saham Seri B terkait penetapan The Company coordinates with the Series B Shareholders regarding the
Gaji/Honoraium berikut Fasilitas dan Tunjangan untuk Direksi dan Dewan determination of salary/honorarium, facilities and allowances for the Board
Komisaris Perseroan Tahun Buku 2025 (dua ribu dua puluh lima), serta of Directors and Board of Commissioners for the Financial Year 2025 (two
Tantiem/Insentif Kinerja/Insentif Khusus untuk Direksi dan Dewan Komisaris thousand twenty-five), as well as tantiem/performance incentives/special
Perseroan atas Kinerja Tahun Buku 2024 (dua ribu dua puluh empat). incentives for the Financial Year 2024 (two thousand twenty-four).
Agenda Kelima Fifth Agenda
Laporan Realisasi Penggunaan Tambahan Dana Penyertaan Modal Negara Report on the Realization of the Use of Additional State Capital Injection (PMN)
Tahun Anggaran 2021 (dua ribu dua puluh satu) Tahap III, 2022 (dua ribu dua Funds for Fiscal Year 2021 (two thousand twenty-one) Phase III, 2022 (two
puluh dua) Tahap I, 2022 (dua ribu dua puluh dua) Tahap II, 2023 (dua ribu dua thousand twenty-two) Phase I, 2022 (two thousand twenty-two) Phase II, 2023
puluh tiga) dan 2024 (dua ribu dua puluh empat). (two thousand twenty-three), and 2024 (two thousand twenty-four).
Keputusan: Resolution:
Menerima Laporan Realisasi Penggunaa Tambahan Dana Penyertaan Modal To accept the Report on the Realization of the Use of Additional State Capital
Negara Tahun 2021 (dua ribu dua puluh satu) Tahap III, 2022 (dua ribu dua Injection (PMN) Funds for Fiscal Year 2021 (two thousand twenty-one) Phase
puluh dua) Tahap I, 2022 (dua ribu dua puluh dua) Tahap II, 2023 (dua ribu dua III, 2022 (two thousand twenty-two) Phase I, 2022 (two thousand twenty-two)
puluh tiga) dan 2024 (dua ribu dua puluh empat). Phase II, 2023 (two thousand twenty-three), and 2024 (two thousand twenty-
four).
Status: Telah Direalisasikan Status: Implemented
TINDAK LANJUT ARAHAN PEMEGANG SAHAM FOLLOW-UP OF SHAREHOLDERS’ DIRECTIVES
Keputusan langsung berlaku This decision is effective immediately
PT Hutama Karya (Persero)
314 Laporan Tahunan 2025
Page 315
Tata Kelola Perusahaan
Corporate Governance
Agenda Keenam Sixth Agenda
Perubahan Anggaran Dasar Perseroan Amendment of the Company’s Articles of Association
Keputusan: Resolution:
1. Menyetujui perubahan pasal 4 ayat (3) Anggaran Dasar Perseroan dalam 1. To approve the amendment of Article 4 paragraph (3) of the Company’s
hal ini perubahan nama Pemegang Saham Perseroan yang sebelumnya Articles of Association in relation to the change of the Company’s
adalah PT Biro Klasifikasi Indonesia (Persero) menjadi PT Danantara Asset Shareholder name from PT Biro Klasifikasi Indonesia (Persero) to PT
Management (Persero), sehingga susunan Pemegang Saham menjadi Danantara Asset Management (Persero), resulting in the following
sebagai berikut: shareholding structure:
a. Negara Republik Indonesia sebanyak 1 (satu) lembar saham seri A a. The State of the Republic of Indonesia holding 1 (one) Series A
Dwiwarna dengan nilai nominal seluruhnya Rp1.000.000,00 (satu juta Dwiwarna share with a total nominal value of IDR 1,000,000 (one
rupiah); million rupiah);
b. PT Danantara Asset Management (Persero) sebanyak 131.645.999 b. PT Danantara Asset Management (Persero) holding 131,645,999 (one
(seratus tiga puluh satu juta enam ratus empat puluh lima ribu hundred thirty-one million six hundred forty-five thousand nine
sembilan ratus sembilan puluh sembilan) lembar saham seri B, hundred ninety-nine) Series B shares, with a total nominal value of IDR
dengan nilai nominal seluruhnya sebesar Rp131.645.999.000.000,00 131,645,999,000,000 (one hundred thirty-one trillion six hundred forty-
(seratus tiga puluh satu triliun enam ratus empat puluh lima miliar five billion nine hundred ninety-nine million rupiah).
sembilan ratus sembilan puluh sembilan juta rupiah).
2. Memberikan kuasa dan wewenang kepada Direksi dengan hak substitusi 2. To grant authority and power to the Board of Directors with substitution
untuk melakukan segala tindakan yang diperlukan berkaitan dengan rights to take all necessary actions related to this meeting resolution,
keputusan agenda Rapat ini, termasuk menyusun dan menyatakan including drafting and restating the entire Articles of Association in a
kembali seluruh Anggaran Dasar dalam suatu Akta notaris dan notarial deed and submitting it to the competent authority to obtain
menyampaikan kepada instansi yang berwenang untuk mendapatkan approval and/or acknowledgment of the amendment to the Company’s
persetujuan dan/atau tanda penerimaan pemberitahuan perubahan Articles of Association, as well as performing all actions deemed necessary
Anggaran Dasar Perseroan, melakukan segala sesuatu yang dipandang and useful for such purposes without exception, including making
perlu dan berguna untuk keperluan tersebut dan tidak ada satu pun additions and/or amendments if required by the competent authority.
yang dikecualikan, termasuk untuk mengadakan penambahan dan/atau
perubahan dalam perubahan Anggaran Dasar tersebut jika hal tersebut
dipersyaratkan oleh instansi yang berwenang.
Status: Telah Direalisasikan Status: Implemented
TINDAK LANJUT ARAHAN PEMEGANG SAHAM FOLLOW-UP OF SHAREHOLDERS’ DIRECTIVES
Keputusan langsung berlaku dan telah diaktakan sesuai akta Nomor 37 Tahun This decision is effective immediately and has been notarized under Deed No.
2025 tanggal 16 Juli 2025. 37 of 2025 dated July 16, 2025.
RUPS Luar Biasa Extraordinary GMS
Pelaksanaan RUPS Luar Biasa tentang Pemberhentian, Implementation of the Extraordinary General Meeting
Pengalihan Tugas, dan Pengangkatan Anggota-Anggota of Shareholders (EGMS) regarding the Dismissal,
Direksi Perusahaan Perseroan (Persero) PT Hutama Reassignment of Duties, and Appointment of Members
Karya of the Board of Directors of Perusahaan Perseroan
(Persero) PT Hutama Karya
Pelaksanaan RUPS dilaksanakan pada: The EGMS was held on:
Hari/Tanggal : Jumat, 31 Oktober 2025 Day/Date: Friday, October 31, 2025
Keputusan dan Realisasi RUPS Luar Biasa tentang Resolution and Implementation of the EGMS
Pemberhentian, Pengalihan Tugas, dan Pengangkatan regarding the Dismissal, Reassignment of Duties, and
Anggota-Anggota Direksi Perusahaan Perseroan Appointment of Members of the Board of Directors of
(Persero) PT Hutama Karya Perusahaan Perseroan (Persero) PT Hutama Karya
Keputusan: Resolution:
a. Mengukuhkan pemberhentian dengan hormat nama-nama tersebut a. To confirm the honorable dismissal of the following members of the Board
di bawah ini sebagai anggota Direksi Perusahaan Perseroan (Persero) of Directors of Perusahaan Perseroan (Persero) PT Hutama Karya:
PT Hutama Karya:
No Nama Jabatan No Name Position
1 Budi Harto Direktur Utama 1 Budi Harto President Director
2 Aloysius Kiik Ro Wakil Direktur Utama 2 Aloysius Kiik Ro Vice President Director
yang masing-masing diangkat berdasarkan each appointed based on Minister of State-Owned Enterprises Decree No.
Keputusan Menteri Badan Usaha Milik Negara Nomor SK-182/MBU/06/2020 dated June 5, 2020 and No. SK-279/MBU/11/2019
SK-182/MBU/06/2020 tanggal 5 Juni 2020 dan Nomor SK-279/MBU/11/2019 dated November 18, 2019, respectively, effective as of June 5, 2025 and
tanggal 18 November 2019, terhitung sejak tanggal 5 Juni 2025 dan November 18, 2024, with appreciation for their contributions during their
18 November 2024, dengan ucapan terima kasih atas segala sumbangan tenure.
tenaga dan pikirannya selama memangku jabatan-jabatan tersebut.
PT Hutama Karya (Persero)
2025 Annual Report 315
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b. Mengalihkan penugasan Sdr. Koentjoro semula sebagai Direktur Operasi b. To reassign Mr. Koentjoro from his previous position as Operations Director
III menjadi Direktur Utama yang diangkat berdasarkan Keputusan Menteri III to President Director of Perusahaan Perseroan (Persero) PT Hutama
Badan Usaha Milik Negara Nomor SK-51/MBU/02/2021 tanggal 25 Februari Karya, appointed under Minister of State-Owned Enterprises Decree No.
2021, dengan masa jabatan meneruskan sisa masa jabatannya sesuai SK-51/MBU/02/2021 dated February 25, 2021, continuing the remaining
dengan Keputusan Menteri Badan Usaha Milik Negara tersebut. term of office in accordance with the said decree.
c. Mengangkat Sdr. Moeharmein Zein Chaniago sebagai Wakil Direktur c. To appoint Mr. Moeharmein Zein Chaniago as Vice President Director of
Utama Perusahaan Perseroan (Persero) PT Hutama Karya. Perusahaan Perseroan (Persero) PT Hutama Karya.
d. Masa jabatan anggota Direksi yang diangkat sebagaimana dimaksud pada d. The term of office of the appointed members of the Board of Directors
Diktum KETIGA, paling lama sampai dengan penutupan RUPS Tahunan as referred to in Clause THREE shall be a maximum of five (5) years from
ke-5 (lima) sejak ditetapkannya Keputusan ini, tanpa mengurangi hak the closing of the Annual General Meeting of Shareholders in which this
RUPS untuk memberhentikan sewaktu-waktu. resolution is determined, without prejudice to the right of the GMS to
dismiss them at any time.
TINDAK LANJUT ARAHAN PEMEGANG SAHAM FOLLOW-UP OF SHAREHOLDERS’ DIRECTIVES
Keputusan langsung berlaku dan dikukuhkan melalui Akta Nomor 20 This decision is effective immediately and has been ratified through Deed
tanggal 25 November 2025 No. 20 dated November 25, 2025.
Pelaksanaan RUPS Luar Biasa tentang Pemberhentian Implementation of the Extraordinary General Meeting
dan Pengangkatan Anggota-Anggota Dewan Komisaris of Shareholders (EGMS) regarding the Dismissal and
Perusahaan Perseroan (Persero) PT Hutama Karya Appointment of Members of the Board of Commissioners
of Perusahaan Perseroan (Persero) PT Hutama Karya
Pelaksanaan RUPS dilaksanakan pada: The EGMS was held on:
Hari/Tanggal : Jumat, 31 Oktober 2025 Day/Date: Friday, October 31, 2025
Keputusan dan Realisasi RUPS Luar Biasa tentang Resolution and Implementation of the EGMS regarding
Pemberhentian dan Pengangkatan Anggota-Anggota the Dismissal and Appointment of Members of the Board
Dewan Komisaris Perusahaan Perseroan (Persero) of Commissioners of Perusahaan Perseroan (Persero) PT
PT Hutama Karya Hutama Karya
Keputusan: Resolution:
1. Mengukuhkan pemberhentian dengan hormat nama-nama tersebut 1. To confirm the honorable dismissal of the following members of the Board
di bawah ini sebagai anggota Dewan Komisaris Perusahaan Perseroan of Commissioners of Perusahaan Perseroan (Persero) PT Hutama Karya:
(Persero) PT Hutama Karya:
No Nama Jabatan No Name Position
Wakil Komisaris Utama Vice President Commissioner
1 Muhamad Lukman Edy merangkap Komisaris 1 Muhamad Lukman Edy concurrently serving as
Independen Independent Commissioner
2 Susdiyarto Agus Praptono Komisaris 2 Susdiyarto Agus Praptono Commissioner
masing-masing diangkat berdasarkan Keputusan Menteri Badan Usaha each appointed under Minister of State-Owned Enterprises Decree No. SK-
Milik Negara Nomor SK-146/MBU/05/2020 tanggal 14 Mei 2020 dan Nomor 146/MBU/05/2020 dated May 14, 2020 and No. SK-45/MBU/02/2020 dated
SK-45/MBU/02/2020 tanggal 7 Februari 2020, terhitung sejak tanggal 14 February 7, 2020, respectively, effective as of May 14, 2025 and February 7,
Mei 2025 dan 7 Februari 2025, dengan ucapan terima kasih atas segala 2025, with appreciation for their contributions during their tenure.
sumbangan tenaga dan pikirannya selama memangku jabatan-jabatan
tersebut.
2. Memberhentikan dengan hormat nama-nama tersebut di bawah ini 2. To honorably dismiss the following members of the Board of
sebagai anggota Dewan Komisaris Perusahaan Perseroan (Persero) Commissioners of Perusahaan Perseroan (Persero) PT Hutama Karya:
PT Hutama Karya:
No Nama Jabatan No Name Position
1 Agung Sabar Santoso Komisaris Independen 1 Agung Sabar Santoso Independent Commissioner
2 Iwan Suprijanto Komisaris 2 Iwan Suprijanto Commissioner
3 Chairiah Komisaris 3 Chairiah Commissioner
masing-masing diangkat berdasarkan Keputusan Menteri Badan Usaha each appointed under Minister of State-Owned Enterprises Decree No.
Milik Negara Nomor SK-316/MBU/09/2021 tanggal 27 September 2021, SK-316/MBU/09/2021 dated September 27, 2021, No. SK-61/MBU/03/2023
Nomor SK-61/MBU/03/2023 tanggal 30 Maret 2023, Nomor SK-121/ dated March 30, 2023, and No. SK-121/MBU/05/2024 dated May 29, 2024,
MBU/05/2024 tanggal 29 Mei 2024, dengan ucapan terima kasih atas segala with appreciation for their contributions during their tenure.
sumbangan tenaga dan pikirannya selama memangku jabatan-jabatan
tersebut.
PT Hutama Karya (Persero)
316 Laporan Tahunan 2025
Page 317
Tata Kelola Perusahaan
Corporate Governance
3. Mengangkat nama-nama tersebut di bawah ini sebagai anggota Dewan 3. To appoint the following members of the Board of Commissioners of
Komisaris Perusahaan Perseroan (Persero) PT Hutama Karya: Perusahaan Perseroan (Persero) PT Hutama Karya:
No Nama Jabatan No Name Position
1 Siti Jamaliah Lubis Komisaris Independen 1 Siti Jamaliah Lubis Independent Commissioner
2 Essy Asiah Komisaris 2 Essy Asiah Commissioner
3 Andus Winarno Komisaris 3 Andus Winarno Commissioner
4 Mudanto Hatta Komisaris Independen 4 Mudanto Hatta Independent Commissioner
4. Masa jabatan anggota-anggota Dewan Komisaris yang diangkat 4. The term of office of the newly appointed members of the Board of
sebagaimana dimaksud pada Diktum KETIGA, paling lama sampai dengan Commissioners as referred to in Clause THREE shall be a maximum of five
penutupan RUPS Tahunan ke-5 (lima) sejak ditetapkannya Keputusan ini, (5) years from the closing of the Annual General Meeting of Shareholders
tanpa mengurangi hak RUPS untuk memberhentikan sewaktu-waktu. at which this resolution is determined, without prejudice to the right of the
GMS to dismiss them at any time.
TINDAK LANJUT ARAHAN PEMEGANG SAHAM FOLLOW-UP OF SHAREHOLDERS’ DIRECTIVES
Keputusan langsung berlaku dan dikukuhkan melalui Akta Nomor 21 tanggal This decision is effective immediately and has been ratified through Deed No.
25 November 2025 21 dated November 25, 2025
Pelaksanaan RUPS Tahunan Tentang Pengesahan Annual GMS Implementation on Ratification of
Rencana Kerja dan Anggaran Perusahaan Tahun The Company’s 2024 Work Plan and Budget and Its
2024 dan Realisasinya Realization
Pelaksanaan RUPS dilaksanakan pada: GMS implementation was held on:
Hari/Tanggal : Selasa, 30 Januari 2024 Day/Date : Tuesday, January 30, 2024
Waktu : 14.16 WIB Time : 14.16 WIB
Tempat : Ballroom HK Tower, Jl. MT Haryono Kav 8, Cawang, Venue : Ballroom HK Tower, Jl. MT Haryono Kav 8, Cawang,
Jakarta Timur Jakarta Timur
Rekapitulasi Kehadiran Pada RUPS Tahunan Tentang Attendance Recapitulation of The Annual GMS on The
Pengesahan RKAP Tahun 2024 Approval of The 2024 Work Plan and Budget (RKAP)
Nama Kehadiran
No Jabatan Position
Name Attendance
Hadir
1 Anindita Eka Wibisono Kuasa Pemegang Saham Shareholders’ Power of Attorney
Attend
Komisaris Utama merangkap Komisaris President Commissioner concurrently Hadir
2 Budiman
Independen Independent Commissioner Attend
Wakil Komisaris Utama merangkap Komisaris Vice President Commissioner concurrently Hadir
3 Muhamad Lukman Edy
Independen Independent Commissioner Attend
Hadir
4 Susdiyarto Agus Praptono Komisaris Commissioner
Attend
Hadir
5 Chairiah Komisaris Commissioner
Attend
Hadir
6 R. Wahyu Muryadi Komisaris Independen Independent Commissioner
Attend
Hadir
7 Agung Sabar Santoso Komisaris Independen Independent Commissioner
Attend
Hadir
8 Budi Harto Direktur Utama President Director
Attend
Hadir
9 Aloysius Kiik Ro Wakil Direktur Utama Vice President Director
Attend
Hadir
10 Agung Fajarwanto Direktur Operasi I Operations Director I
Attend
Hadir
11 Gunadi Direktur Operasi II Operations Director II
Attend
Hadir
12 Koentjoro Direktur Operasi III Operations Director III
Attend
PT Hutama Karya (Persero)
2025 Annual Report 317
Page 318
Nama Kehadiran
No Jabatan Position
Name Attendance
Hadir
13 Eka Setya Adrianto Direktur Keuangan Finance Director
Attend
Hadir
14 Muhammad Fauzan Direktur Human Capital & Legal Human Capital & Legal Director
Attend
Pihak Independen Independent Party
Pihak independen penyusun akta RUPS yaitu Notaris Ashoya The independent party who drafted the GMS deed is Notary Ashoya
Ratam, S.H., M.Kn. Ratam, S.H., M.Kn.
Keputusan dan Realisasi RUPS Tahunan Tentang Resolution and Realization of Annual GMS on
Pengesahan RKAP Tahun 2024 Ratification of The 2024 RKAP
Agenda Pertama First Agenda
Pengesahan Rencana Kerja dan Anggaran Perusahaan serta Rencana Kerja Approval of the Company’s Work Plan and Budget (RKAP) and the Board of
Anggaran Dewan Komisaris Tahun 2024. Commissioners’ Work Plan and Budget (RKA) for 2024.
Keputusan: Resolution:
Mengesahkan Rencana Kerja dan Anggaran Perusahaan (RKAP) Tahun 2024 To approve the Company’s Work Plan and Budget (RKAP) for 2024 as well as
serta Rencana Kerja Anggaran (RKA) Dewan Komisaris Tahun 2024. Adapun the Board of Commissioners’ Work Plan and Budget (RKA) for 2024. The main
pokok-pokok RKAP Tahun 2024 adalah sebagai berikut: highlights of the 2024 RKAP are as follows:
a. Pendapatan Usaha (JO+NJO) sebesar Rp43.433 Miliar; a. Revenue (JO+NJO) of IDR 43,433 billion;
b. Laba (Rugi) Bersih sebesar Rp249 Miliar; b. Net profit (loss) of IDR 249 billion;
c. Jumlah Aset sebesar Rp183.820 Miliar; c. Total assets of IDR 183,820 billion;
d. Saldo Kas Akhir sebesar Rp18.871 Miliar; d. Ending cash balance of IDR 18,871 billion;
e. Total Investasi sebesar Rp40.424 Miliar. e. Total investment of IDR 40,424 billion.
TINDAK LANJUT ARAHAN PEMEGANG SAHAM RUPS RKAP TAHUN 2024 FOLLOW-UP OF SHAREHOLDERS’ DIRECTIVES - 2024 RKAP AGMS
Keputusan langsung berlaku sebagai acuan kerja Perusahaan pada tahun This decision is effective immediately as the Company’s working reference for
2024. 2024.
Agenda Kedua Second Agenda
Pengesahan Rencana Kerja dan Anggaran Program Tanggung Jawab Sosial Approval of the Social and Environmental Responsibility (TJSL) Work Plan and
dan Lingkungan Tahun 2024. Budget for 2024.
Keputusan: Resolution:
a. Mengesahkan RKA Program TJSL yang dijalankan di unit Pelibatan dan a. To approve the TJSL Work Plan and Budget implemented in the
Pengembangan Masyarakat / Community Involvement and Development Community Involvement and Development (CID) unit, funded from the
(CID) dimana sumbernya dari anggaran yang diperhitungkan sebagai budget recognized as an expense of PT Hutama Karya (Persero), excluding
biaya PT Hutama Karya (Persero), di luar Pendanaan UMK pada laporan Micro and Small Enterprise (UMK) financing in the Company’s 2024 RKAP,
RKA Perusahaan tahun 2024 sebesar Rp13.630.000.000,00 (tiga belas amounting to IDR 13,630,000,000 (thirteen billion six hundred thirty
miliar enam ratus tiga puluh juta rupiah); million rupiah);
b. Mengesahkan RKA Program TJSL Pendanaan UMK yang bersumber dari b. To approve the TJSL Work Plan and Budget for UMK Financing sourced
dana bergulir Program Pendanaan UMK tahun 2024 yang akan disalurkan from the revolving fund of the 2024 UMK Financing Program to be
melalui kerjasama dengan PT Bank Rakyat Indonesia (Persero) sebesar distributed through cooperation with PT Bank Rakyat Indonesia (Persero),
Rp1.500.000.000,00 (satu miliar lima ratus juta rupiah) yang dicatatkan amounting to IDR 1,500,000,000 (one billion five hundred million rupiah),
pada akun Aktiva Tidak Lancar. recorded under non-current assets.
TINDAK LANJUT ARAHAN PEMEGANG SAHAM RUPS RKAP TAHUN 2024 FOLLOW-UP OF SHAREHOLDERS’ DIRECTIVES - 2024 RKAP AGMS
Keputusan langsung berlaku sebagai acuan kerja Pelaksanaan Program TJSL This decision is effective immediately as the working reference for the
pada tahun 2024. implementation of TJSL programs in 2024.
Agenda Ketiga Third Agenda
Penetapan Kontrak Manajemen (Key Performance Indicators) Direksi dan Establishment of the Management Contract (Key Performance Indicators) of
Dewan Komisaris dengan Pemegang Saham dan antara Dewan Komisaris the Board of Directors and Board of Commissioners with the Shareholders,
dengan Pemegang Saham Tahun 2024. and between the Board of Commissioners and the Shareholders for 2024.
Keputusan: Resolution:
Menetapkan Kontrak Manajemen (Key Performance Indicators) Direksi dan To establish the Management Contract (Key Performance Indicators) of the
Dewan Komisaris dengan Pemegang Saham dan antara Dewan Komisaris Board of Directors and the Board of Commissioners with the Shareholders,
dengan Pemegang Saham Tahun 2024. and between the Board of Commissioners and the Shareholders for 2024.
TINDAK LANJUT ARAHAN PEMEGANG SAHAM RUPS RKAP TAHUN 2024 FOLLOW-UP OF SHAREHOLDERS’ DIRECTIVES – 2024 RKAP AGMS
Kontrak Manajemen yang ditetapkan pada RUPS menjadi KPI Direksi secara The Management Contract established in the GMS serves as the collegial KPI
kolegial tahun 2024, yang selanjutnya di cascade menjadi KPI Direksi secara of the Board of Directors for 2024, which is further cascaded into individual
Individual, KPI Divisi hingga individu. Director KPIs, Division KPIs, and individual employee KPIs.
PT Hutama Karya (Persero)
318 Laporan Tahunan 2025
Page 319
Tata Kelola Perusahaan
Corporate Governance
Pelaksanaan RUPS Tahunan Tentang Pengesahan Annual GMS Implementation on Ratification of The
Laporan Tahunan dan Laporan Keuangan 2023 Annual Report and Its Realization
Konsolidasian Tahun Buku 2023 dan Realisasinya
Pelaksanaan RUPS dilaksanakan pada: GMS implementation was held on:
Hari/Tanggal : Rabu, 26 Juni 2024 Day/Date : Wednesday, June 26, 2024
Waktu : 09.10 WIB Time : 09.10 WIB
Tempat : Ballroom HK Tower, Jl. MT Haryono Kav 8, Cawang, Venue : Ballroom HK Tower, Jl. MT Haryono Kav 8, Cawang,
Jakarta Timur Jakarta Timur
Rekapitulasi Kehadiran Pada RUPS Tahunan Tentang Attendance Recapitulation of Annual GMS on
Pengesahan Laporan Tahunan dan Laporan Keuangan Ratification of The 2023 Annual Report
Konsolidasian Tahun Buku 2023
Nama Kehadiran
No Jabatan Position
Name Attendance
Hadir
1 Anindita Eka Wibisono Kuasa Pemegang Saham Shareholders’ Power of Attorney
Attend
Komisaris Utama merangkap Komisaris President Commissioner concurrently Hadir
2 Yudo Margono
Independen Independent Commissioner Attend
Wakil Komisaris Utama merangkap Komisaris Vice President Commissioner concurrently Hadir
3 Muhamad Lukman Edy
Independen Independent Commissioner Attend
Hadir
4 Susdiyarto Agus Praptono Komisaris Commissioner
Attend
Hadir
5 Chairiah Komisaris Commissioner
Attend
Hadir
6 Iwan Suprijanto Komisaris Commissioner
Attend
Hadir
7 R. Wahyu Muryadi Komisaris Independen Independent Commissioner
Attend
Hadir
8 Agung Sabar Santoso Komisaris Independen Independent Commissioner
Attend
Hadir
9 Budi Harto Direktur Utama President Director
Attend
Hadir
10 Aloysius Kiik Ro Wakil Direktur Utama Vice President Director
Attend
Hadir
11 Agung Fajarwanto Direktur Operasi I Operations Director I
Attend
Hadir
12 Gunadi Direktur Operasi II Operations Director II
Attend
Hadir
13 Koentjoro Direktur Operasi III Operations Director III
Attend
Hadir
14 Eka Setya Adrianto Direktur Keuangan Finance Director
Attend
Hadir
15 Muhammad Fauzan Direktur Human Capital & Legal Human Capital & Legal Director
Attend
Hadir
16 Sugiarti Direktur Manajemen Risiko Risk Management Director
Attend
Penata Kelola Perusahaan Negara Muda Junior State-Owned Enterprise Governance Hadir
17 Hari Mochamad Rochim
Kementerian Badan Usaha Milik Negara Officer, Ministry of State-Owned Enterprises Attend
Pihak Independen Independent Party
Pihak independen penyusun akta RUPS yaitu Notaris Titik Krisna The independent party who drafted the GMS deed is Notary Titik
Murti Wikaningsih Hastuti, S.H., M.Kn. Krisna Murti Wikaningsih Hastuti, S.H., M.Kn.
PT Hutama Karya (Persero)
2025 Annual Report 319
Page 320
Keputusan dan Realisasi RUPS Tahunan Tentang Resolution and Implementation of The Annual General
Pengesahan Laporan Tahunan dan Laporan Keuangan Meeting of Shareholders on The Approval of The Annual
Konsolidasian Tahun Buku 2023 Report and Consolidated Financial Statements for The
2023 Financial Year
Agenda Pertama First Agenda
Persetujuan Laporan Tahunan dan Pengesahan Laporan Keuangan Approval of the Annual Report and Ratification of the Company’s Consolidated
Konsolidasian Perseroan, Persetujuan Laporan Tugas Pengawasan Dewan Financial Statements, Approval of the Board of Commissioners’ Supervisory
Komisaris Tahun Buku 2023, termasuk Pengesahan Penyajian Kembali Report for the Financial Year 2023, including Ratification of the Restatement
(Restatement) Laporan Keuangan Konsolidasian Tahun Buku 2022 serta of the Consolidated Financial Statements for the Financial Year 2022, as well
Pengesahan Laporan Keuangan Program Pendanaan Usaha Mikro dan as Ratification of the Financial Statements of the Micro and Small Enterprise
Usaha Kecil (PUMK) Tahun Buku 2023 sekaligus Pemberian Pelunasan dan Funding Program (PUMK) for the Financial Year 2023, together with the
Pembebasan Tanggung Jawab Sepenuhnya (volledig acquit et de charge) granting of full release and discharge (volledig acquit et de charge) to the
kepada Direksi atas Tindakan Pengurusan Perseroan dan Dewan Komisaris Board of Directors for management actions and the Board of Commissioners
atas Tindakan Pengawasan Perseroan yang telah dijalankan selama Tahun for supervisory actions carried out during the Financial Year 2023.
Buku 2023.
Keputusan: Resolution:
1. Menyetujui Laporan Tahunan Perseroan termasuk Laporan Tugas 1. To approve the Company’s Annual Report, including the Board of
Pengawasan Dewan Komisaris untuk Tahun Buku 2023 dan Laporan Commissioners’ Supervisory Report for the Financial Year 2023 and
Pelaksanaan Program Tanggung Jawab Sosial dan Lingkungan, serta the Report on the Implementation of the Social and Environmental
mengesahkan Laporan Keuangan Konsolidasian Perseroan Tahun Buku Responsibility (TJSL) Program, and to ratify the Company’s Consolidated
2023, yang telah diaudit oleh Kantor Akuntan Publik (KAP) RINTIS, Financial Statements for the Financial Year 2023, which have been audited
JUMADI, RIANTO, dan Rekan (PwC Indonesia) sesuai dengan Laporan by Public Accounting Firm Rintis, Jumadi, Rianto, and Partners (PwC
Auditor Independen Nomor: 00403/2.1025/AU.1/03/0243-1/1/III/2024 Indonesia) as stated in Independent Auditor’s Report No. 00403/2.1025/
tanggal 26-3-2024 (dua puluh enam maret dua ribu dua puluh empat), AU.1/03/0243-1/1/III/2024 dated March 26, 2024. The consolidated
laporan keuangan konsolidasian PT Hutama Karya (Persro) dan entitas financial statements of PT Hutama Karya (Persero) and its subsidiaries
anak Perusahaan tahun buku 2023 mendapat opini “laporan keuangan were fairly presented, in all material respects, the consolidated financial
konsolidasian PT Hutama Karya (Persero) menyajikan secara wajar, dalam position as of December 31, 2023, as well as the consolidated financial
semua hal yang material, posisi keuangan konsolidasian Grup tanggal 31- performance and cash flows for the year then ended, in accordance with
12-2023 (tiga puluh satu Desember dua ribu dua puluh tiga), serta kinerja Indonesian Financial Accounting Standards. This includes the restatement
keuangan konsolidasian dan arus kas konsolidasiannya untuk tahun of the 2022 Consolidated Financial Statements, and the granting of
yang berakhir pada tanggal tersebut, sesuai dengan Standar Akuntansi full release and discharge (volledig acquit et de charge) to the Board of
Keuangan di Indonesia”, termasuk penyajian kembali (restatement) Directors and Board of Commissioners for management and supervisory
Laporan Keuangan Konsolidasian Tahun Buku 2022, serta memberikan actions carried out during the Financial Year ended December 31, 2023,
pelunasan dan pembebasan tanggung jawab (volledig acquit et de charge) insofar as such actions are not criminal acts and/or violations of applicable
kepada Direksi dan Dewan Komisaris Perseroan atas tindakan pengurusan laws and regulations, are reflected in the Company’s records, and do not
dan pengawasan Perusahaan yang telah dijalankan dalam Tahun Buku cause losses to the Company and its subsidiaries.
yang berakhir pada tanggal 31-12-2023 (tiga puluh satu Desember dua
ribu dua puluh tiga) sepanjang tindakan tersebut bukan merupakan
tindak pidana dan/atau melanggar ketentuan perundang-undangan
dan prosedur hukum yang berlaku, tercermin dalam buku-buku laporan
Perseroan, dan tidak menimbulkan kerugian bagi Perseroan dan entitas
anak. 2. The Board of Directors and Board of Commissioners are requested to fully
2. Direksi dan Komisaris diminta menyelesaikan dengan tuntas hal-hal yang resolve the matters that caused the restatement of the 2022 Consolidated
menjadi penyebab penyajian kembali (restatement) Laporan Keuangan Financial Statements and to consistently carry out their duties with
Konsolidasian Tahun Buku 2022 dan senantiasa konsisten menjalankan due care and prudence to optimize all resources of PT Hutama Karya
tugas dan fungsinya dengan cermat dan hati-hati untuk mengoptimalkan (Persero) in order to complete improvements and enhance the Company’s
seluruh sumber daya yang dimiliki PT Hutama Karya (Persero) dalam performance.
rangka penyelesaian secara tuntas perbaikan dan peningkatan kinerja
PT Hutama Karya (Persero). 3. Appointment of the Public Accounting Firm to audit the Company’s
3. Penetapan Kantor Akuntan Publik (KAP) untuk Mengaudit Laporan Consolidated Financial Statements and the Financial Statements of the
Keuangan Konsolidasian Perseroan dan Laporan Keuangan Program Micro and Small Enterprise Funding Program (PUMK) for the Financial Year
Pendanaan Usaha Mikro dan Usaha Kecil (PUMK) Tahun Buku 2024. 2024.
4. To ratify the Financial Statements of the Micro and Small Enterprise
4. Mengesahkan Laporan Keuangan Program Pendanaan Usaha Mikro dan Funding Program for the Financial Year 2023 ended December 31,
Usaha Kecil Tahun 2023 yang berakhir pada tanggal 31-12-2023 yang 2023, which form part of the TJSL Annual Report, as audited by Public
menjadi bagian dari Laporan Tahunan Program Tanggung Jawab Sosial dan Accounting Firm Rintis, Jumadi, Rianto, and Partners (PwC Indonesia) as
Lingkungan (TJSL) sebagaimana yang telah diaudit oleh Kantor Akuntan stated in Independent Auditor’s Report No. 00637/2.1025/AU.2/11/0243-
Publik (KAP) RINTIS, JUMADI, RIANTO, dan Rekan (PwC Indonesia) sesuai 1/1/IV/2024 dated April 19, 2024. The financial statements were fairly
dengan Laporan Auditor Independen Nomor: 00637/2.1025/AU.2/11/0243- presented, in all material respects, the financial position of the Micro and
1/1/IV/2024 tanggal 19-4-2024 (sembilan belas April dua ribu dua puluh Small Enterprise Funding Program as of December 31, 2023, as well as
empat) dengan opini “wajar, dalam semua hal yang material, posisi its activities and cash flows for the year then ended, in accordance with
keuangan Program Pendanaan Usaha Mikro dan Usaha Kecil PT Hutama Financial Accounting Standards for Entities Without Public Accountability,
Karya (Persero) tanggal 31-12-2023 (tiga puluh satu Desember dua ribu and to grant full release and discharge (volledig acquit et de charge) to
dua puluh tiga), serta aktivitas dan arus kasnya untuk tahun yang berakhir the Board of Directors and Board of Commissioners for management and
pada tanggal tersebut, sesuai dengan Standar Akuntansi Keuangan supervisory actions of the Program ended December 31, 2023, insofar as
Entitas Tanpa Akuntabilitas Publik”, serta memberikan pelunasan dan such actions are not criminal acts and/or violations of applicable laws and
pembebasan tanggung jawab sepenuhnya (volledig acquit et de charge) regulations, and are reflected in the Company’s records.
kepada Direksi dan Dewan Komisaris Perseroan atas tindakan pengurusan
dan pengawasan Program Pendanaan Usaha Mikro dan Usaha Kecil yang
berakhir pada tanggal 31-12-2023 (tiga puluh satu Desember dua ribu dua
puluh tiga) sepanjang tindakan tersebut bukan merupakan tindak pidana
dan/atau melanggar ketentuan perundang-undangan dan prosedur
hukum yang berlaku, dan tercemin dalam buku-buku laporan Perseroan.
PT Hutama Karya (Persero)
320 Laporan Tahunan 2025
Page 321
Tata Kelola Perusahaan
Corporate Governance
TINDAK LANJUT ARAHAN PEMEGANG SAHAM FOLLOW-UP OF SHAREHOLDERS’ DIRECTIVES
Keputusan langsung berlaku. Direksi dan Komisaris senantiasa This decision is effective immediately. The Board of Directors and the Board
mengoptimalkan seluruh sumber daya yang dimiliki PT Hutama Karya of Commissioners shall continuously optimize all resources owned by PT
(Persero) dalam rangka penyelesaian secara tuntas perbaikan dan Hutama Karya (Persero) in order to fully complete the improvements and
peningkatan kinerja PT Hutama Karya (Persero). enhance the Company’s performance.
Agenda Kedua Second Agenda
Penetapan Penggunaan Laba Bersih Perseroan untuk Tahun Buku 2023. Determination of the Use of the Company’s Net Profit for the Financial Year
2023.
Keputusan: Resolution:
Menetapkan penggunaan Laba Bersih yang dapat diatribusikan kepada To determine the use of the net profit attributable to the owners of the parent
pemilik entitas induk Perseroan Tahun Buku 2023 (dua ribu dua puluh tiga) entity of PT Hutama Karya (Persero) for the Financial Year 2023 (two thousand
sebesar Rp1.872.554.734.239 (satu triliun delapan ratus tujuh puluh dua miliar twenty-three) amounting to IDR 1,872,554,734,239 (one trillion eight hundred
lima ratus lima puluh empat juta tujuh ratus tiga puluh empat ribu dua ratus seventy-two billion five hundred fifty-four million seven hundred thirty-four
tiga puluh sembilan rupiah) seluruhnya sebagai cadangan. thousand two hundred thirty-nine rupiah) to be fully allocated as reserves.
TINDAK LANJUT ARAHAN PEMEGANG SAHAM FOLLOW-UP OF SHAREHOLDERS’ DIRECTIVES
Keputusan langsung berlaku dan Perseroan mencadangkan laba bersih This decision is effective immediately, and the Company has allocated the
sebesar Rp1.872.554.734.239 (satu triliun delapan ratus tujuh puluh dua miliar net profit of IDR 1,872,554,734,239 (one trillion eight hundred seventy-two
lima ratus lima puluh empat juta tujuh ratus tiga puluh empat ribu dua ratus billion five hundred fifty-four million seven hundred thirty-four thousand two
tiga puluh sembilan rupiah). hundred thirty-nine rupiah) to reserves.
Agenda Ketiga Third Agenda
Penetapan Kantor Akuntan Publik (KAP) untuk Mengaudit Laporan Keuangan Appointment of the Public Accounting Firm (PAF) to Audit the Company’s
Konsolidasian Perseroan dan Laporan Keuangan Program Pendanaan Usaha Consolidated Financial Statements and the Financial Statements of the Micro
Mikro dan Usaha Kecil (PUMK) Tahun Buku 2024. and Small Enterprise Funding Program (PUMK) for the Financial Year 2024
Keputusan: Resolution:
1. Menunjuk Kantor Akuntan Publik (“KAP”) Rintis, Jumadi, Rianto, dan 1. To appoint Public Accounting Firm (“PAF”) Rintis, Jumadi, Rianto, and
Rekan (PwC Indonesia) untuk melakukan audit atas Laporan Keuangan Partners (PwC Indonesia) to audit the Company’s Consolidated Financial
Konsolidasian Perseroan tahun buku 2024 (dua ribu dua puluh empat) dan Statements for the Financial Year 2024 (two thousand twenty-four),
Laporan Pelaksanaan Program Tanggung Jawab Sosial dan Lingkungan, the Report on the Implementation of the Social and Environmental
serta Laporan Keuangan Program Pendanaan Usaha Mikro dan Usaha Responsibility (TJSL) Program, and the Financial Statements of the Micro
Kecil (“PUMK”) periode Tahun Buku 2024 (dua ribu dua puluh empat). and Small Enterprise Funding Program (“PUMK”) for the Financial Year
2024.
2. Memberikan pelimpahan kewenangan kepada Dewan Komisaris untuk 2. To delegate authority to the Board of Commissioners to determine the
menetapkan besaran imbalan jasa audit, penambahan/penyesuaian audit fee, any additions/adjustments to the scope of work beyond the
ruang lingkup lainnya selain sebagaimana keputusan tersebut di atas, above decision, as well as other reasonable appointment requirements for
termasuk penetapan Akuntan Publik, dan persyaratan penunjukan lainnya the said PAF.
yang wajar bagi KAP tersebut.
3. Memberikan wewenang dan kuasa kepada Dewan Komisaris dengan 3. To authorize and empower the Board of Commissioners, subject to prior
terlebih dahulu mendapatkan persetujuan tertulis Rapat Umum written approval from the General Meeting of Shareholders, to appoint
Pemegang Saham untuk menetapkan KAP Pengganti dalam hal Kantor a replacement PAF in the event that Rintis, Jumadi, Rianto, and Partners
Akuntan Publik (“KAP”) Rintis, Jumadi, Rianto, dan Rekan (PwC Indonesia) (PwC Indonesia) is unable for any reason to complete the audit of the
karena sebab apapun, tidak dapat menyelesaikan audit Laporan Consolidated Financial Statements, TJSL Report, and PUMK Financial
Keuangan Konsolidasian Perseroan dan Laporan Pelaksanaan Program Statements for the Financial Year 2024, including determining the audit
Tanggung Jawab Sosial dan Lingkungan, serta Laporan Keuangan fee and other requirements for the replacement PAF.
Program Pendanaan Usaha Mikro dan Usaha Kecil (“PUMK”) untuk Tahun
Buku 2024 (dua ribu dua puluh empat), termasuk menetapkan besaran
imbalan jasa audit dan persyaratan lainnya bagi KAP Pengganti tersebut.
TINDAK LANJUT ARAHAN PEMEGANG SAHAM FOLLOW-UP OF SHAREHOLDERS’ DIRECTIVES
KAP Rintis, Jumadi, Rianto, dan Rekan (PwC Indonesia) melakukan pekerjaan The Public Accounting Firm Rintis, Jumadi, Rianto, and Partners (PwC
dalam lingkup audit yang telah ditetapkan. Indonesia) carries out its work within the defined audit scope.
Agenda Keempat Fourth Agenda
Penetapan Tantiem/Insentif Kinerja/Insentif Khusus Tahun 2023, Gaji, dan Determination of Tantiem/Performance Incentives/Special Incentives for the
Honorarium serta Tunjangan/Fasilitas lainnya untuk Anggota Direksi dan Financial Year 2023, and Salary, Honorarium, Allowances, and Other Facilities
Dewan Komisaris Tahun 2024. for Members of the Board of Directors and Board of Commissioners for 2024.
Keputusan: Resolution:
Penetapan tantiem/insentif kinerja/insentif khusus atas kinerja tahun buku The determination of tantiem/performance incentives/special incentives
2023 (dua ribu dua puluh tiga) serta gaji/honorarium berikut fasilitas dan for the Financial Year 2023 (two thousand twenty-three), as well as salary/
tunjangan untuk tahun buku 2024 (dua ribu dua puluh empat) bagi Direksi dan honorarium, allowances, and other facilities for the Financial Year 2024 (two
Dewan Komisaris, ditetapkan secara tersendiri. thousand twenty-four) for the Board of Directors and Board of Commissioners,
shall be determined separately.
TINDAK LANJUT ARAHAN PEMEGANG SAHAM UP OF SHAREHOLDERS’ DIRECTIVES
Tantiem/Insentif Kinerja/Insentif Khusus Tahun 2023, Gaji, dan Honorarium The tantiem/performance incentives/special incentives for 2023, as well as
serta Tunjangan/Fasilitas lainnya untuk Anggota Direksi dan Dewan Komisaris salary, honorarium, allowances, and other facilities for the Board of Directors
Tahun 2024 ditetapkan tersendiri oleh Pemegang Saham. and Board of Commissioners for 2024, shall be determined separately by the
Shareholders.
PT Hutama Karya (Persero)
2025 Annual Report 321
Page 322
Agenda Kelima Fifth Agenda
Pengesahan Laporan Realisasi Penggunaan Tambahan Dana Penyertaan Ratification of the Report on the Realization of the Use of Additional State
Modal Negara Tahun Anggaran 2021, 2022, dan 2023. Capital Injection (PMN) Funds for Fiscal Years 2021, 2022, and 2023.
Keputusan: Resolution:
Menerima Laporan Pertanggungjawaban Realisasi Penggunaan Tambahan To accept the accountability report on the realization of the use of additional
Dana Penyertaan Modal Negara Tahun Anggaran 2021 (dua ribu dua puluh State Capital Injection (PMN) funds for Fiscal Years 2021 (two thousand twenty-
satu), 2022 (dua ribu dua puluh dua) dan 2023 (dua ribu dua puluh tiga) one), 2022 (two thousand twenty-two), and 2023 (two thousand twenty-three),
sepanjang hal-hal yang dilaporkan oleh Direksi dan Dewan Komisaris insofar as the matters reported by the Board of Directors and the Board of
telah dilaksanakan dengan cermat dan hati-hati, menerapkan prinsip tata Commissioners have been carried out carefully and prudently, applying Good
kelola Perusahaan yang baik, serta sesuai dengan ketentuan dan peraturan Corporate Governance principles, and in accordance with applicable laws and
perundang-undangan. regulations.
TINDAK LANJUT ARAHAN PEMEGANG SAHAM FOLLOW-UP OF SHAREHOLDERS’ DIRECTIVES
Keputusan langsung berlaku. This decision is effective immediately.
RUPS Luar Biasa Extraordinary General Meeting of Shareholders
(EGMS)
Pelaksanaan RUPS Luar Biasa Tentang Pemberhentian Implementation of The EGMS Regarding The Dismissal
dan Pengangkatan Komisaris Utama Perusahaan and Appointment of The President Commissioner of
Perseroan (Persero) PT Hutama Karya dan Realisasinya Perusahaan Perseroan (Persero) PT Hutama Karya and
Its Implementation
Pelaksanaan RUPS dilaksanakan pada: The EGMS was held on:
Hari/Tanggal : Rabu, 31 Januari 2024 Day/Date : Wednesday, January 31, 2024
KEPUTUSAN DAN REALISASI RUPS LUAR BIASA TENTANG RESOLUTION AND IMPLEMENTATION OF THE EGMS REGARDING
PEMBERHENTIAN DAN PENGANGKATAN KOMISARIS UTAMA THE DISMISSAL AND APPOINTMENT OF THE PRESIDENT
PERUSAHAAN PERSEROAN (PERSERO) PT HUTAMA KARYA COMMISSIONER OF PERUSAHAAN PERSEROAN (PERSERO) PT
HUTAMA KARYA
Keputusan Resolution
• Memberhentikan dengan hormat Sdr. Budiman sebagai Komisaris • To respectfully dismiss Mr. Budiman as President Commissioner
Utama merangkap Komisaris Independen PT Hutama Karya (Persero) concurrently serving as Independent Commissioner of PT Hutama Karya
yang diangkat berdasarkan Keputusan Menteri BUMN Nomor SK-45/ (Persero), appointed under Minister of SOE Decree No. SK-45/MBU/02/2020
MBU/02/2020 tanggal 7 Februari 2020, dengan ucapan terima kasih atas dated February 7, 2020, with appreciation for his contributions during his
segala sumbangan tenaga dan pikirannya selama memangkun jabatannya tenure.
tersebut.
• Mengangkat Sdr. Yudo Margono sebagai Komisaris Utama merangkap • To appoint Mr. Yudo Margono as President Commissioner concurrently
Komisaris Independen Perusahaan Perseroan (Persero) PT Hutama serving as Independent Commissioner of PT Hutama Karya (Persero)
Karya berdasarkan Keputusan Menteri Badan Usaha Milik Negara selaku based on Minister of State-Owned Enterprises as the General Meeting of
Rapat Umum Pemegang Saham Perusahaan No. SK-28/MBU.01/2024 Shareholders Decree No. SK-28/MBU.01/2024 concerning the dismissal
tentang Pemberhentian dan Pengangkatan Komisaris Utama Perusahaan and appointment of the President Commissioner, dated January 31, 2024.
Perseroan (Persero) PT Hutama Karya pada tanggal 31 Januari 2024.
TINDAK LANJUT ARAHAN PEMEGANG SAHAM RUPSLB TAHUN 2024 FOLLOW-UP OF SHAREHOLDERS’ DIRECTIVES – EGMS 2024
Keputusan ini telah diaktakan dihadapan Esi Susianti, S.H., M.Kn Notaris di This resolution has been notarized before Esi Susianti, S.H., M.Kn., Notary in
Jakarta Pusat dengan akta nomor 07 tanggal 13 Februari 2024. Central Jakarta, under Deed No. 07 dated February 13, 2024.
Pelaksanaan RUPS Luar Biasa Tentang Pemberhentian Implementation of The EGMS Regarding The Dismissal
dan Pengangkatan Komisaris Utama Perusahaan and Appointment of The President Commissioner of
Perseroan (Persero) PT Hutama Karya Perusahaan Perseroan (Persero) PT Hutama Karya
Pelaksanaan RUPS dilaksanakan pada: The EGMS was held on:
Hari/Tanggal : Jumat, 15 Maret 2024 Day/Date : Friday, March 15, 2024
PT Hutama Karya (Persero)
322 Laporan Tahunan 2025
Page 323
Tata Kelola Perusahaan
Corporate Governance
KEPUTUSAN DAN REALISASI RUPS LUAR BIASA TENTANG RESOLUTION AND IMPLEMENTATION OF THE EGMS REGARDING
PERUBAHAN NOMENKLATUR, PENGALIHAN TUGAS, DAN THE CHANGE OF NOMENCLATURE, TRANSFER OF DUTIES, AND
PENGANGKATAN ANGGOTA-ANGGOTA DIREKSI PERUSAHAAN APPOINTMENT OF MEMBERS OF THE BOARD OF DIRECTORS OF
PERSEROAN (PERSERO) PT HUTAMA KARYA PERUSAHAAN PERSEROAN (PERSERO) PT HUTAMA KARYA
Keputusan Resolution
• Mengubah nomenklatur jabatan anggota Direksi Perusahaan Perseroan • To change the nomenclature of the members of the Board of Directors of
(Persero) PT Hutama Karya sebagai berikut: Perusahaan Perseroan (Persero) PT Hutama Karya as follows:
Semula Menjadi From To
Direktur Keuangan dan Direktur Keuangan Finance and Risk Management Finance Director
Manajemen Risiko Direktur Manajemen Risiko Director Risk Management Director
• Mengalihkan penugasan Sdr. Eka Setya Adrianto yang diangkat • To reassign Mr. Eka Setya Adrianto, appointed under Minister of SOE
berdasarkan Keputusan Menteri BUMN Nomor SK-92/MBU/04/2024 Decree No. SK-92/MBU/04/2024 dated April 4, 2022, from Finance and
tanggal 4 April 2022 semula sebagai Direktur Keuangan dan Manajemen Risk Management Director to Finance Director of Perusahaan Perseroan
Risiko menjadi Direktur Keuangan Perusahaan Perseroan (Persero) (Persero) PT Hutama Karya, continuing the remaining term of office in
PT Hutama Karya, dengan masa jabatan meneruskan sisa jabatannya accordance with the said decree.
sebagaimana Keputusan Menteri BUMN tersebut.
• Mengangkat Sdri. Sugiarti sebagai Direktur Manajemen Risiko Perusahaan • To appoint Ms. Sugiarti as Risk Management Director of Perusahaan
Perseroan (Persero) Hutama Karya berdasarkan Keputusan Menteri Badan Perseroan (Persero) PT Hutama Karya based on Minister of State-Owned
Usaha Milik Negara selaku Rapat Umum Pemegang Saham Perusahaan Enterprises as the General Meeting of Shareholders Decree No. SK-66/
No. SK-66/MBU/03/2024 tentang Perubahan Nomenklatur, Pengalihan MBU/03/2024 concerning the Change of Nomenclature, Transfer of Duties,
Tugas, dan Pengangkatan Anggota-Anggota Direksi Perusahaan Perseroan and Appointment of Members of the Board of Directors, dated March 15,
(Persero) PT Hutama Karya pada tanggal 15 Maret 2024. 2024.
TINDAK LANJUT ARAHAN PEMEGANG SAHAM RUPSLB TAHUN 2024 FOLLOW-UP OF SHAREHOLDERS’ DIRECTIVES – EGMS 2024
Keputusan ini telah diaktakan dihadapan Esi Susianti, S.H., M.Kn Notaris di This resolution has been notarized before Esi Susianti, S.H., M.Kn., Notary in
Jakarta Pusat dengan akta nomor 03 tanggal 3 April 2024. Central Jakarta, under Deed No. 03 dated April 3, 2024.
Keputusan RUPS Pada Tahun Buku dan 1 (Satu) Resolution of The General Meeting of Shareholders
Tahun Sebelum Tahun Buku yang Direalisasikan (GMS) for The Financial Year and One (1) Year
Pada Tahun Buku Prior to The Financial Year, as Implemented in The
Current Financial Year
Seluruh keputusan RUPS Tahun 2025 telah terealisasi pada tahun All resolutions of the 2025 GMS have been implemented in 2025,
2025 dan RUPS Tahun 2024 telah terealisasi pada tahun 2024. and the 2024 GMS has been implemented in 2024. Therefore,
Sehingga tidak terdapat keputusan RUPS Tahun 2024 dan 2025 there are no GMS resolutions from 2024 and 2025 that remain
yang belum direalisasikan pada tahun 2025. unimplemented in 2025.
Direksi Board of Directors
Direksi sebagai organ perusahaan bertugas dan bertanggungjawab The Board of Directors, a company organ, has collegial duties
secara kolegial dalam mengelola perusahaan. Masing-masing and responsibilities in managing the Company. Each member of
anggota Direksi dapat melaksanakan tugas dan mengambil the Board of Directors can perform tasks and make resolutions in
keputusan sesuai dengan pembagian tugas dan wewenangnya. accordance with the division of tasks and authorities.
Tugas dan Tanggung Jawab Direksi Duty and Responsibility of The Board of Directors
1. Tugas Umum Direksi 1. General Duties of the Board of Directors
• Direksi sebagai organ perusahaan bertugas dan • The Board of Directors as a company organ has collegial
bertanggungjawab secara kolegial dalam mengelola duties and responsibilities in managing the company. Each
perusahaan. Masing-masing Anggota Direksi dapat member of the Board of Directors can carry out duties
melaksanakan tugas dan mengambil keputusan sesuai and make decisions in accordance with the division of
dengan pembagian tugas dan wewenangnya. Pelaksanaan duties and authorities. The implementation of duties by
tugas oleh masing-masing Anggota Direksi tetap each member of the Board of Directors remains a joint
merupakan tanggung jawab bersama. Kedudukan masing- responsibility. The position of each member of the Board
masing Anggota Direksi termasuk Direktur Utama adalah of Directors including the President Director is equal. The
setara. Tugas Direktur Utama sebagai primus inter pares duty of the President Director as primus inter pares is to
adalah mengkoordinasikan kegiatan Direksi. coordinate the activities of the Board of Directors.
PT Hutama Karya (Persero)
2025 Annual Report 323
Page 324
• Direksi bertugas menjalankan segala tindakan yang • The Board of Directors is tasked with performing actions
berkaitan dengan pengurusan Perseroan untuk related to the management of the Company for the benefit
kepentingan Perseroan dan sesuai dengan maksud dan of the Company and in accordance with the intent and
tujuan Perseroan serta mewakili Perseroan baik di dalam purpose of the Company and representing the Company
maupun di luar Pengadilan tentang segala hal dan segala both inside and outside the Court regarding all matters
kejadian dengan pembatasan-pembatasan sebagaimana and all events with limitations as stipulated in the laws
diatur dalam perundang-undangan, Anggaran Dasar, dan/ and regulations, Articles of Association and/or GMS
atau Keputusan RUPS. Resolutions.
• Direksi wajib mengelola Perusahaan sesuai dengan • The Board of Directors must manage the Company in
kewenangan dan tanggung jawab Direksi sebagaimana accordance with the authority and responsibility of the
diatur dalam anggaran dasar dan ketentuan peraturan Board of Directors as stipulated in the articles of association
perundang-undangan. and provisions of laws and regulations.
2. Tugas Pengelolaan Direksi 2. Management Duties of the Board of Directors
• Tugas Direksi Terkait Penetapan Struktur Organisasi. • Duties of the Board of Directors Related to Determination of
Organizational Structure.
• Tugas Direksi Terkait Kebijakan Operasional dan Standard • Duties of the Board of Directors Related to Operational
Operational Procedure (SOP). Policies and Standard Operational Procedures (SOP).
• Tugas Direksi Terkait Pengelolaan Sumber Daya Manusia • Duties of the Board of Directors Related to Human
(SDM). Resources (HR) Management.
• Tugas Direksi Terkait Manajemen Karir. • Duties of the Board of Directors Related to Career
Management.
• Tugas Direksi Terkait Pengukuran dan Penilaian Kinerja. • Duties of the Board of Directors Related to Performance
Measurement and Assessment.
• Tugas Direksi terkait Usulan Insentif Kinerja. • Duties of the Board of Directors Related to Proposed
Performance Incentives.
• Tugas Direksi Terkait Melaksanakan Program/Kegiatan Sesuai • Duties of the Board of Directors Related to Implementing
dengan RKAP dan Mengambil Keputusan yang Diperlukan. Programs/Activities in Accordance with the RKAP and
Making Necessary Decisions.
• Tugas Direksi Terkait Usulan Peluang Bisnis dan Perubahan • Duties of the Board of Directors Related to Proposed
Lingkungan Bisnis. Business Opportunities and Changes in the Business
Environment.
• Tugas Direksi Terkait Penerapan Manajemen Risiko. • Duties of the Board of Directors Related to Implementation
of Risk Management.
• Tugas Direksi Terkait Penerapan Sistem Teknologi • Duties of the Board of Directors Related to Implementation
Informasi. of Information Technology Systems.
• Tugas Direksi Terkait Sistem Peningkatan Produk dan • Duties of the Board of Directors Related to Product and
Pelayanan. Service Improvement Systems.
• Tugas Direksi Terkait Pengelolaan Aspek Environment, • Duties of the Board of Directors Related to Management of
Social & Governance (ESG). the Company’s Environment, Social & Governance (ESG)
aspect.
• Tugas Direksi Terkait Pengelolaan Anak Perusahaan • Duties of the Board of Directors Related to Management of
(Subsidiary Governance) dan/atau Perusahaan Patungan. Subsidiary Governance and/ or Joint Ventures.
• Tugas Direksi Terkait Penerapan Kebijakan Akuntansi dan • Duties of the Board of Directors Related to Implementation
Penyusunan Laporan Keuangan Sesuai SAK. of Accounting Policies and Preparation of Financial Reports
in Accordance with SAK.
• Tugas Direksi Terkait Pengelolaan Tentang Pengendalian • Duties of the Board of Directors Related to Management of
Intern. Internal Control.
• Tugas Direksi Terkait Tindak Lanjut Hasil Pemeriksaan • Duties of the Board of Directors Related to Follow-up of
Auditor Internal dan Auditor Eksternal. Internal Auditor and External Auditor Inspection Results.
• Tugas Direksi Terkait Pengurusan Perseroan Sesuai Dengan • Duties of the Board of Directors Related to Management of
Peraturan Perundang-Undangan. the Company in Accordance with Laws and Regulations.
• Tugas Direksi Terkait Hubungan Stakeholder. • Duties of the Board of Directors Related to Stakeholder
Relations.
• Tugas Direksi Terkait Pengelolaan Tentang Keterbukaan • Duties of the Board of Directors Related to Management of
Informasi dan Komunikasi. Information and Communication Disclosure.
• Tugas Direksi Terkait Pengelolaan Tentang Pengadaan • Duties of the Board of Directors Related to Management of
Barang dan Jasa. Procurement of Goods and Services.
PT Hutama Karya (Persero)
324 Laporan Tahunan 2025
Page 325
Tata Kelola Perusahaan
Corporate Governance
Tanggung Jawab Direksi Responsibility of the Board of Directors
1. Dalam melaksanakan tugasnya, anggota Direksi harus 1. In performing their duties, members of the Board of Directors
mematuhi anggaran dasar BUMN dan peraturan perundang- must comply with the SOE’s articles of association and
undangan serta wajib melaksanakan prinsip-prinsip laws and regulations and must implement the principles of
profesionalisme, efisiensi, transparansi, kemandirian, professionalism, efficiency, transparency, independence,
akuntabilitas, pertanggungjawaban, serta kewajaran. accountability, responsibility, and fairness.
2. Direksi bertanggung-jawab terhadap pengelolaan Perusahaan 2. The Board of Directors is responsible for managing the
agar dapat menghasilkan keuntungan dan memastikan Company in order to generate profits and ensure the continuity
kesinambungan Perusahaan. of the Company.
3. Pengurusan sebagaimana dimaksud, wajib dilaksanakan setiap 3. The referred management must be carried out by each
Anggota Direksi dengan itikad baik dan penuh tanggung jawab. Member of the Board of Directors in good faith and with full
responsibility.
4. Setiap Anggota Direksi bertanggung jawab penuh secara 4. Each Member of the Board of Directors is fully responsible
pribadi atas kerugian Perseroan apabila yang bersangkutan personally for the Company’s losses if the said person is guilty
bersalah atau lalai menjalankan tugasnya sesuai dengan or negligent in carrying out his duties in accordance with the
ketentuan sebagaimana dimaksud. referred provisions.
5. Dalam hal Direksi terdiri atas 2 (dua) Anggota Direksi atau 5. In case the Board of Directors consists of 2 (two) or more
lebih, tanggung jawab sebagaimana dimaksud berlaku secara Members of the Board of Directors, the said responsibility
tanggung renteng bagi setiap Anggota Direksi. applies jointly and severally to each Member of the Board of
Directors.
6. Anggota Direksi tidak dapat dipertanggungjawabkan atas 6. Members of the Board of Directors cannot be accountable for
kerugian sebagaimana dimaksud apabila dapat membuktikan: the said losses if they can prove:
a. Kerugian tersebut bukan karena kesalahan atau a. Such loss is not due to his/her fault or negligence;
kelalaiannya;
b. Telah melakukan pengurusan dengan itikad baik dan b. Having performed management in good faith and
kehati-hatian untuk kepentingan dan sesuai dengan cautiously for the benefit and in accordance with the
maksud dan tujuan Perseroan; Company’s intention and purpose;
c. Tidak mempunyai benturan kepentingan baik langsung c. Having no conflict of interest either directly or indirectly
maupun tidak langsung atas tindakan pengurusan yang regarding management actions that result in losses;
mengakibatkan kerugian;
d. Telah mengambil tindakan untuk mencegah timbul atau d. Having taken preventive action for the occurrence or
berlanjutnya kerugian tersebut. continuation of such losses.
7. Ketentuan sebagaimana dimaksud tidak mengurangi hak 7. The said provisions shall not reduce the rights of other members
Anggota Direksi lain dan/atau anggota Dewan Komisaris untuk of the Board of Directors and/ or members of the Board of
mengajukan gugatan atas nama Perseroan. Commissioners to file a lawsuit on behalf of the Company.
8. Ketentuan mengenai tanggung jawab Direksi atas kesalahan 8. The provisions regarding the responsibility of the Board of
dan kelalaiannya yang diatur dalam Undang-undang ini tidak Directors for their errors and negligence as regulated in this Law
mengurangi ketentuan yang diatur dalam Undang-undang do not reduce the provisions regulated in Criminal Code.
tentang Hukum Pidana.
9. Dalam hal kepailitan sebagaimana dimaksud pada ayat terjadi 9. In case bankruptcy as referred to in above paragraph occurs
karena kesalahan atau kelalaian Direksi dan harta pailit tidak due to the error or negligence of the Board of Directors and
cukup untuk membayar seluruh kewajiban Perseroan dalam the bankrupt assets are insufficient to pay all of the Company’s
kepailitan tersebut, setiap Anggota Direksi secara tanggung obligations in the bankruptcy, each member of the Board of
renteng bertanggung jawab atas seluruh kewajiban yang tidak Directors is jointly and severally responsible for outstanding
terlunasi dari harta pailit tersebut. obligations from the bankrupt assets.
10. Tanggungjawab sebagaimana dimaksud juga bagi Anggota 10. The responsibility as referred to above paragraph also applies to
Direksi yang salah atau lalai yang pernah menjabat sebagai members of the Board of Directors who are at fault or negligent and
Anggota Direksi dalam jangka waktu 5 (lima) tahun sebelum have served as members of the Board of Directors within a period
putusan pernyataan pailit diucapkan. of 5 (five) years before the decision of bankruptcy is announced.
11. Anggota Direksi tidak bertanggungjawab atas kepailitan 11. Members of the Board of Directors are not responsible for the
Perseroan sebagaimana dimaksud apabila dapat bankruptcy of the Company as referred to if they can prove:
membuktikan:
a. Kepailitan tersebut bukan karena kesalahan atau a. Such loss is not due to his/her fault or negligence;
kelalaiannya;
b. Telah melakukan pengurusan dengan itikad baik, kehati- b. Having performed management in good faith and
hatian, dan penuh tanggung jawab untuk kepentingan cautiously for the benefit and in accordance with the
Perseroan dan sesuai dengan maksud dan tujuan Company’s intention and purpose;
Perseroan;
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c. Tidak mempunyai benturan kepentingan baik langsung c. Having no conflict of interest either directly or indirectly
maupun tidak langsung atas tindakan pengurusan yang regarding management actions that result in losses;
dilakukan;
d. Telah mengambil tindakan untuk mencegah terjadinya d. Having taken preventive action for the occurrence or
kepailitan. continuation of such losses.
12. Ketentuan sebagaimana dimaksud berlaku juga bagi Direksi 12. The said provisions also apply to the Board of Directors of the
dari Perseroan yang dinyatakan pailit berdasarkan gugatan Company, which is declared bankrupt based on a lawsuit from
pihak ketiga. a third party.
Tugas dan Tanggung Jawab Masing-Masing Direksi Duty and Responsibility of Each Director
Tugas dan Wewenang Direktur Utama adalah: Duties and Authorities of President Director are:
1. Pemimpin organisasi utama yang bertanggungjawab 1. The leader of the main organization, who is responsible for
menyelenggarakan pengurusan perseroan sesuai maksud dan organizing the management of the company in accordance
tujuan perseroan sebagaimana diatur dalam Anggaran Dasar with the Company’s intention and purpose as stipulated in the
Perseroan dengan mempertimbangkan risiko yang relevan Company’s Articles of Association by considering relevant risks
dalam pengambilan keputusan dan tindakan. in decision-making and actions.
2. Pemimpin organisasi utama yang menetapkan Visi, Misi, 2. The leader of the main organization, who determines the
kebijakan, arah, strategi Perusahaan, struktur organisasi, dan Company’s Vision, Mission, policies, direction, strategy,
menumbuhkan komitmen organisasi dan corporate culture. organizational structure, and fosters organizational
commitment and corporate culture.
3. Pengambilan keputusan utama dalam organisasi, dalam fungsi 3. The key decision-maker in the organization, which his/her
yang memegang hal-hal strategic dan jangka panjang. function holds strategic and long-term matters.
4. Bertanggung jawab dan mengatur keberlangsungan 4. Being responsible for and managing the sustainability of
pengembangan bisnis/usaha dan operasional produk business/enterprise development and the operation of the
utama dari organisasi termasuk fungsi pengembangan SDM, main products of the organization including HR development
pengendalian internal, kepatuhan regulasi, serta hubungan functions, internal control, regulatory compliance, and
korporat dengan para shareholder dan stakeholder. corporate relations with shareholders and stakeholders.
5. Mengatur koordinasi dari tugas dan wewenang seluruh 5. Administering the coordination of the duties and authorities of
direksi untuk kepentingan keselarasan dan kesinambungan directors for the benefit of harmony and continuity in achieving
pencapaian visi dan misi Perusahaan. the Company’s vision and mission.
6. Melakukan pengelolaan organisasi Sekretaris Perusahaan dan 6. Managing the organization of the Corporate Secretary and
Satuan Pengawas Intern (SPI). Internal Supervisory Unit (SPI).
7. Bertanggung jawab sebagai pembina utama pada program 7. Being responsible as the main supervisor in the Company’s
Tanggung Jawab Sosial dan Lingkungan Perusahaan. Social and Environmental Responsibility program.
Tugas dan Wewenang Wakil Direktur Utama adalah: Duties and Authorities of Vice President Director are:
1. Membantu Direktur Utama dalam melakukan pengendalian 1. Assisting the President Director in controlling the integration
proses integrasi atas aktivitas operasional yang dilakukan oleh process of operational activities carried out by the related
para Direktur Operasi terkait untuk memastikan kesinambungan Operations Directors to ensure that the sustainability of
seluruh inisiatif program penugasan pemerintah telah sesuai governance assignment program initiatives is appropriate
dan selaras, termasuk hubungan dengan pihak eksternal and aligned, including relations with external parties of the
Perusahaan (shareholder dan stakeholder) untuk kepentingan Company (shareholders and stakeholders) for interests related
yang terkait tugasnya. to their duties.
2. Membantu Direktur Utama dalam mengkoordinasikan, 2. Assisting the President Director in coordinating, controlling and
pengendalian dan mengevaluasi pengembangan strategi evaluating the development of strategies and implementation
dan pelaksanaan pengelolaan keuangan yang telah of financial management that has integrated functions and
mengintegrasikan seluruh fungsi dan unit-unit bisnis untuk business units to ensure effective and efficient strategic
memastikan perolehan strategi yang efektif dan efisien. acquisition. Supervising and ensuring the implementation
Mengawasi dan memastikan pelaksanaan pengelolaan risiko, of risk management in accordance with the direction of
sesuai dengan arah pertumbuhan organisasi. organizational growth.
3. Membantu Direktur Utama dalam merencanakan arah 3. Assisting the President Director in planning the direction of risk
kebijakan manajemen risiko dan kebijakan keuangan & management policies and financial & investment policies of
investasi Perusahaan selaras dengan perencanaan Perusahaan the Company in line with the Company’s plan for operational
untuk dapat ditindaklanjuti secara operasional oleh follow-up purpose by the Directorate of Finance and related
Direktorat keuangan dan Direktorat terkait, menerjemahkan Directorates, translating organizational direction policies and
kebijakan arah organisasi dan mengawasi pelaksanaan secara supervise the operational implementation of organizational
operasional keuangan organisasi untuk menunjang pencapaian finances to support the achievement of the Company’s vision,
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Tata Kelola Perusahaan
Corporate Governance
visi, misi dan sasaran kelompok usaha Perusahaan yang telah mission and business group targets that have been set by the
ditetapkan oleh Perusahaan. Company.
4. Membantu Direktur Utama mengkoordinasikan pengendalian 4. Assisting the President Director in coordinating the control
kegiatan pendanaan dan penyelengaraan Keuangan of funding activities and financial management to ensure the
untuk memastikan perolehan dana strategis sesuai arahan acquisition of strategic funds in accordance with the direction
pertumbuhan organisasi. of organizational growth.
5. Sebagai Ketua Project Management Officer (PMO) 5. Being the Head of the Project Management Officer (PMO) of the
Tim Percepatan Pelaksanaan Pembangunan Trans Trans Sumatra Development Acceleration Team in accordance
Sumatera sesuai dengan Surat Keputusan Menteri BUMN with the Decree of the Minister of SOEs No. SK-49/MBU/02/2022
No. SK-49/MBU/02/2022 tanggal 07 Februari 2022 tentang dated February 7, 2022 concerning Changes to the Membership
Perubahan Susunan Keanggotaan Tim Percepatan Composition of the Trans Sumatra Development Acceleration
Pembangunan Trans Sumatera. Team.
6. Melakukan pengelolaan pelaksanaan pengembangan bisnis 6. Administering the implementation of the Company’s business
dan investasi Perusahaan meliputi kajian kelayakan, merger & development and investment including feasibility studies,
akuisisi, bisnis portofolio dan kerjasama pemerintah dengan mergers & acquisitions, portfolio businesses and government
badan usaha sesuai perencanaan Perusahaan serta melakukan cooperation with business entities according to the Company’s
pembinaan pengendalian terhadap sistem QHSSE. plan, and providing guidance on controlling the QHSSE system.
7. Melakukan pengelolaan organisasi Divisi Pengembangan Bisnis 7. Managing the organization of the Business Development &
& Manajemen Portofolio dan Divisi QHSSE. Portfolio Management Division and the QHSSE Division.
Tugas dan Wewenang Direktur Keuangan adalah: Duties and Authorities of Finance Director are:
1. Melakukan pengelolaan kegiatan perencanaan Perusahaan, 1. Performing management of the Company’s planning activities,
pengelolaan keuangan Perusahaan meliputi perencanaan, the Company’s financial management, including planning,
perolehan, dan penggunaan dana Perusahaan, pengelolaan obtaining and using the Company’ funds, taxation and
perpajakan dan akuntansi, termasuk dengan berhubungan accounting management, comprising of liaising with internal
dengan pihak internal Perusahaan maupun eksternal and external parties of the Company for interests related to
Perusahaan untuk kepentingan yang terkait tugasnya dan its duties and ensuring that the foregoing activities have met
memastikan seluruh kegiatan tersebut di atas telah memenuhi the Company’s business interests through the establishment
kepentingan seluruh bisnis Perusahaan melalui penetapan of policies/guidelines and procedures in accordance with
kebijakan/pedoman dan prosedur sesuai peraturan-peraturan applicable regulations.
yang berlaku.
2. Melakukan pengelolaan organisasi Divisi Corporate Planning 2. Conducting organizational management of the Corporate Plan
dan Divisi Akuntansi & Keuangan. Division and the Accounting & Finance Division.
Tugas dan Wewenang Direktur Operasi I adalah: Duties and Authorities of Operation Director I are:
1. Melakukan pengelolaan kegiatan pelaksanaan usaha 1. Managing the implementation of the General Civil construction
pengembangan jasa konstruksi Sipil Umum yang meliputi dari service development business activities which include the
proses perencanaan, pembangunan, pengelolaan rantai pasok planning process, construction, supply chain management,
(supply chain management), pengoperasian, pemeliharaan operation, maintenance and control of operations/business
dan pengendalian operasi/bisnis serta pengembangan bisnis/ as well as business development/marketing of General
pemasaran jasa konstruksi Sipil Umum. Melakukan pengelolaan Civil construction services. Carrying out management and
dan pengembangan digital contruction, lean contraction serta development of digital construction, lean construction and
pengelolaan teknologi informasi dan riset teknologi sesuai management of information technology and technology
bisnis proses, termasuk dapat berhubungan dengan pihak research according to business processes, including being
internal Perusahaan maupun eksternal Perusahaan untuk able to liaise with internal and external parties of the Company
kepentingan yang terkait tugasnya dan memastikan seluruh for interests related to its duties and ensuring that the above
kegiatan tersebut di atas telah memenuhi kepentingan seluruh activities have met the Company’s business interests through
bisnis Perusahaan melalui penetapan kebijakan/pedoman dan the establishment of policies/ guidelines and procedures in
prosedur sesuai peraturan-peraturan yang berlaku. accordance with applicable regulations.
2. Melakukan pengelolaan organisasi Divisi Sipil Umum dan Divisi 2. Conducting organizational management of the Infrastructure
Engineering & TI. Division and the Engineering & IT Division.
Tugas dan Wewenang Direktur Operasi II adalah: Duties and Authorities of Operation Director II are:
1. Melakukan pengelolaan kegiatan jasa konstruksi Bangunan 1. Performing management of Building and EPC construction
Gedung dan EPC yang meliputi dari proses perencanaan, services activities which include the planning process,
pembangunan, pengelolaan rantai pasok (supply chain construction, supply chain management, operation,
management), pengoperasian, pemeliharaan dan pengendalian maintenance and control of operations/business as well
operasi/bisnis serta pengembangan bisnis/pemasaran jasa as business development/marketing of Building and EPC
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konstruksi Bangunan Gedung dan EPC, termasuk dengan construction services, including liaising with internal and
berhubungan dengan pihak internal Perusahaaan maupun external parties of the Company for interests related to its
eksternal Perusahaan untuk kepentingan yang terkait tugasnya duties and ensuring that the above activities have met the
dan memastikan seluruh kegiatan tersebut di atas telah Company’s business interests through the establishment
memenuhi kepentingan seluruh bisnis Perusahaan melalui of policies/guidelines and procedures in accordance with
penetapan kebijakan/pedoman dan prosedur sesuai peraturan- applicable regulations.
peraturan yang berlaku.
2. Melakukan pengelolaan organisasi Divisi Gedung dan Divisi 2. Conducting organizational management of the Building
EPC. Division and EPC Division.
Tugas dan Wewenang Direktur Operasi III adalah: Duties and Authorities of Operation Director III are:
1. Melakukan pengelolaan kegiatan pelaksanaan usaha 1. Conducting management of toll road development business
pengembangan jalan tol yang meliputi dari proses implementation activities, covering the procurement,
pengadaan, perencanaan, pembangunan, pengoperasian dan planning, construction, operation and maintenance of toll
pemeliharaan jalan tol termasuk berhubungan dengan pihak roads including liaising with internal and external parties of
internal Perusahaan maupun eksternal Perusahaan untuk the Company for interests related to its duties and ensuring
kepentingan yang terkait tugasnya dan memastikan seluruh that the above activities have met the Company’s business
kegiatan tersebut di atas telah memenuhi kepentingan seluruh interests through the establishment of policies/ guidelines and
bisnis Perusahaan melalui penetapan kebijakan/pedoman dan procedures in accordance with applicable regulations.
prosedur sesuai peraturan-peraturan yang berlaku.
2. Melakukan pengelolaan organisasi Unit Pengadaan Jalan Tol, 2. Performing organizational management of the Toll Road
Divisi Perencanaan Jalan Tol, Divisi Pembangunan Jalan Tol Procurement Unit, Toll Road Planning Division, Toll Road
dan Divisi Operasi, & Pemeliharaan Jalan Tol. Development Division and Toll Road Operation & Maintenance
Division.
Tugas dan Wewenang Direktur Manajemen Risiko: Duties and Authorities of Risk Management Director are:
1. Melakukan pengelolaan dan pengendalian risiko Perusahaan 1. Conducting proper management and control of Company
yang tepat serta pengelolaan sistem prosedur dan Monitoring risks as well as management of the procedure system and
kepatuhan yang sesuai dengan standar dan regulasi yang compliance monitoring in accordance with the required
diperlukan sekaligus komunikasi dengan pihak internal standards and regulations as well as communication with
Perusahaan maupun eksternal Perusahaan untuk kepentingan internal and external parties of the Company for interests
yang terkait tugasnya dan memastikan seluruh kegiatan related to its duties and ensure that all activities have met
tersebut telah memenuhi kepentingan seluruh bisnis the Company’s business interests through the establishment
Perusahaan melalui penetapan kebijakan/pedoman dan of policies/ guidelines and procedures in accordance with
prosedur sesuai peraturan-peraturan yang berlaku. applicable regulations.
2. Melakukan pengelolaan organisasi Divisi Pengelolaan Risiko 2. Managing organizational management of the Risk Management
dan Divisi Sistem & Kepatuhan. Division and the System & Compliance Division.
Tugas dan Wewenang Direktur Human Capital & Legal adalah: Duties and Authorities of Human Capital & Legal Director are:
1. Melakukan pengelolaan seluruh kegiatan Human Capital 1. Managing Human Capital activities and coordinating the
dan koordinasi penanganan bidang Legal (korporasi, litigasi, management of Legal aspects (corporate, litigation, contract
manajemen kontrak dan legal terkait Jalan Tol Trans Sumatera) management and legal related to the Trans Sumatra Toll
termasuk berhubungan dengan pihak internal perusahaaan Road) including liaising with internal and external parties of
maupun eksternal perusahaan untuk kepentingan yang terkait the company for interests related to its duties and ensuring
tugasnya dan memastikan seluruh kegiatan tersebut di atas that all activities above have met the Company’s business
telah memenuhi kepentingan seluruh bisnis perusahaan interests through the establishment of policies/ guidelines and
melalui penetapan kebijakan/pedoman dan prosedur sesuai procedures in accordance with applicable regulations.
peraturan-peraturan yang berlaku.
2. Melakukan pengelolaan organisasi Divisi Human Capital dan 2. Administering the organization of the Human Capital Division
Divisi Legal. and Legal Division.
Hak dan Wewenang Direksi Right and Authority of The Board of Directors
1. Direksi menjalankan pengurusan Perseroan untuk kepentingan 1. The Board of Directors perform the management of the
Perseroan dan sesuai dengan maksud dan tujuan Perseroan. Company for the Company’s benefit and in accordance with the
Company’s intention and purpose.
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Tata Kelola Perusahaan
Corporate Governance
2. Direksi berwenang menjalankan pengurusan sesuai dengan 2. The Board of Directors is authorized to carry out management
kebijakan yang dipandang tepat, dalam batas yang ditentukan in accordance with policies deemed appropriate, within the
dalam Undang-Undang ini dan/atau Anggaran Dasar. limits determined in this law and/or the Articles of Association.
3. Dalam hal Direksi terdiri atas 2 (dua) Anggota Direksi atau 3. In case the Board of Directors consists of 2 (two) or more
lebih, pembagian tugas dan wewenang pengurusan di antara members of the Board of Directors, the division of tasks and
Anggota Direksi ditetapkan berdasarkan keputusan RUPS. authority of management among the members of the Board of
Directors is determined based on a GMS resolution.
4. Dalam hal RUPS sebagaimana dimaksud tidak menetapkan, 4. In case the said GMS does not determine, the division of tasks
pembagian tugas, dan wewenang Anggota Direksi ditetapkan and authority of the members of the Board of Directors is
berdasarkan keputusan Direksi. determined based on the resolutions of the Board of Directors.
5. Dalam melaksanakan tugasnya, Direksi berwenang untuk: 5. In terms of performing its duties, the Board of Directors is
authorized to:
a. Menetapkan kebijakan kepengurusan Perseroan; a. Determining the Company’s management policy;
b. Mengatur penyerahan kekuasaan Direksi kepada seorang b. Regulating the transfer of the Board of Directors’ authority
atau beberapa orang anggota Direksi untuk mengambil to one or several members of the Board of Directors to
keputusan atas nama Direksi atau mewakili Perseroan di make decisions on behalf of the Board of Directors or to
dalam dan di luar pengadilan; represent the Company in and out of court;
c. Mengatur penyerahan kekuasaan Direksi kepada seorang c. Regulating the transfer of the Board of Directors’ authority
atau beberapa orang pekerja Perseroan baik sendiri-sendiri to one or several employees of the Company, either
maupun bersama-sama atau kepada orang lain, untuk individually or together or to other persons, to represent
mewakili Perseroan di dalam dan di luar pengadilan; the Company in and out of court;
d. Mengatur ketentuan-ketentuan tentang kepegawaian d. Regulating provisions regarding the Company’s personnel
Perseroan termasuk penetapan gaji, pensiun atau jaminan including the determination of salaries, pensions or
hari tua dan penghasilan lain bagi pekerja Perseroan old age security and other income for the Company’s
berdasarkan peraturan perundang-undangan yang employees based on applicable laws and regulations, with
berlaku, dengan ketentuan penetapan gaji, pensiun atau the provision that the determination of salaries, pensions
jaminan hari tua dan penghasilan lain bagi para pekerja or old-age security and other income for employees that
yang melampaui kewajiban yang ditetapkan perundang- exceed the obligations stipulated by laws and regulations
undangan harus peraturan mendapat persetujuan terlebih must first obtain approval from the General Meeting of
dahulu dari Rapat Umum Pemegang Saham (RUPS); Shareholders;
e. Mengangkat dan memberhentikan pekerja Perseroan e. Appointing and dismissing the Company’s employees
berdasarkan peraturan kepegawaian Perseroan dan based on the Company’s personnel regulations and
peraturan perundang-undangan yang berlaku; applicable laws and regulations;
f. Mengangkat dan memberhentikan seorang Sekretaris f. Appointing and dismissing Company Secretary;
Perseroan;
g. Melakukan segala tindakan dan perbuatan lainnya g. Conducting other actions and deeds regarding the
mengenai pemilikan kekayaan pengurusan Perseroan, ownership of the Company’s management assets, or
maupun mengikat Perseroan dengan pihak lain dan/atau binding the Company with other parties and/or other
pihak lain dengan Perseroan, serta mewakili Perseroan di parties with the Company, and representing the Company
dalam dan di luar pengadilan tentang segala hal dan segala in and out of court regarding all matters and all events,
kejadian, dengan pembatasan-pembatasan sebagaimana with limitations as stipulated in laws and regulations, the
diatur dalam peraturan perundang-undangan, Anggaran Articles of Association and/or Resolutions of the General
Dasar dan/atau Keputusan Rapat Umum Pemegang Meeting of Shareholders;
Saham;
h. Direksi selaku pemegang saham dan/atau pemegang h. The Board of Directors as shareholders and/ or majority
saham mayoritas pada setiap anak perusahaan berwenang shareholders in each subsidiary has the authority to, as
antara lain untuk: follows:
• Menetapkan, mengelola, mengendalikan, dan • Determine, manage, control and monitor strategic
memantau kebijakan strategis dan operasional and operational policies to be implemented by the
yang akan dilaksanakan oleh anak perusahaan, subsidiary, namely all policies that can materially
yakni seluruh kebijakan yang dapat secara material affect the condition of the subsidiary and can provide
mempengaruhi kondisi anak perusahaan dan dapat added value as outlined in the blueprint to be ratified
memberikan nilai tambah yang dituangkan dalam blue in the subsidiary’s GMS;
print untuk diratifikasi dalam RUPS anak perusahaan;
• Merencanakan, memutuskan, mengelola, sekaligus • Plan, decide, manage, and control strategic activities
mengendalikan kegiatan dan fungsi yang bersifat and functions, including cash management, logistics,
strategis, antara lain pengelolaan cash management, procurement, capital expenditure and others;
logistic, pengadaan, capital expenditure, dan lainnya;
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• Menetapkan kebijakan strategis dan operasional yang • Determine strategic and operational policies that have
belum ditetapkan dalam blue print sebagaimana not been determined in the blueprint as referred to;
dimaksud;
• Menetapkan kebijakan struktur organisasi 1 (satu) • Determine organizational structure policies 1 (one)
tingkat di bawah Direksi anak perusahaan dengan level below the subsidiary’s Board of Directors by
memperhatikan masukan dari Dewan Komisaris anak considering input from the subsidiary’s Board of
perusahaan; Commissioners;
• Memberikan persetujuan kepada Direksi anak • Provide approval to the subsidiary’s Board of Directors
perusahaan atas tindakan yang bersifat operasional for operational actions that have not been determined
yang belum ditetapkan dalam Rencana Kerja dan in the subsidiary’s Work Plan and Budget through the
Anggaran anak perusahaan melalui mekanisme RUPS; GMS mechanism;
• Mendapatkan laporan dan penjelasan berkala baik dari • Receive periodic reports and explanations from both
Direksi dan/atau Dewan Komisaris anak perusahaan the Board of Directors and/ or Board of Commissioners
serta memberikan keputusan di dalam maupun di luar of the subsidiary and provide decisions both inside
forum RUPS anak perusahaan tersebut; and outside the subsidiary’s GMS forum;
• Menetapkan nilai atau jangka waktu kerjasama antara • Determining the value or term of cooperation between
anak perusahaan dengan badan usaha atau pihak subsidiaries and business entities or other parties
lain berupa kerja sama lisensi, kontrak manajemen, in the form of licensing cooperation, management
menyewakan aset, kerjasama operasi (KSO), contracts, asset rental, operational cooperation (KSO),
bangunan guna serah (BOТ), bangunan milik serah transfer-to-use buildings (BOТ), transfer-to-own
(bowt), bangunan serah guna (BTO), dan perjanjian buildings (BOWT), transfer-to-use buildings (BTO), and
sejenisnya; similar agreements;
• Menyetujui pemberian pinjaman, penerimaan • Approve the provision of loans, receipt of collateral
pinjaman pengagunan, pengalihan agunan bank loans, transfer of bank collateral to other parties;
kepada pihak lain;
• Menyetujui penyertaan modal dan jumlah penyertaan • Approve the capital participation and the amount of
modal yang akan dilakukan oleh anak perusahaan capital participation to be made by subsidiaries in
pada perseroan lain; other companies;
• Menyetujui pendirian anak perusahaan dan/ • Approve the establishment of subsidiaries and/or joint
atau perusahaan patungan dari anak perusahaan ventures of the said subsidiaries;
dimaksud;
• Menyetujui pelepasan penyertaan modal pada anak • Approve the release of capital participation in
perusahaan dan/atau perusahaan patungan dari anak subsidiaries and/or joint ventures of the said
perusahaan dimaksud; subsidiaries;
• Menyetujui penggabungan, peleburan, • Approve the merger, amalgamation, takeover,
pengambilalihan, pemisahan, dan pembubaran anak separation, and dissolution of subsidiaries and/or
perusahaan dan/atau anak perusahaan dari anak subsidiaries of the said subsidiaries;
perusahaan dimaksud;
• Menyetujui penghapusbukuan piutang tidak tertagih • Approve the write-off of uncollectible receivables and/
dan/atau menyetujui penjualan terhadap persediaan or approve the sale of inventory that cannot be used by
barang tidak dapat digunakan oleh anak perusahaan; subsidiaries; ;
• Menetapkan dan/atau mengubah logo, serta merk • Establish and/or change the logo and trademark of the
dagang anak perusahaan; subsidiary;
• Menyetujui pendirian yayasan, organisasi dan/atau • Approve the establishment of foundations,
perkumpulan yang berbadan hukum baik yang organizations and/or associations that are legal
berkaitan langsung maupun tidak langsung yang entities, either directly or indirectly related, formed by
dibentuk oleh anak perusahaan; the subsidiary;
• Menyetujui pembebanan biaya dan kewajiban yang • Approve the imposition of fixed and routine costs
bersifat tetap dan rutin untuk yayasan, organisasi and obligations for foundations, organizations and/
dan/atau perkumpulan yang berbadan hukum yang or associations that are legal entities formed by the
dibentuk oleh anak perusahaan; subsidiary;
• Menyetujui pembelian aset lahan dan/atau land bank • Approve the purchase of land assets and/or land
untuk kegiatan usaha properti maupun dijadikan banks for property business activities or used as fixed
sebagai aktiva tetap, dengan terlebih dahulu assets, by first obtaining approval from the Board of
mendapatkan persetujuan dari Dewan Komisaris dan Commissioners and a certain value determined by the
nilai tertentu yang ditetapkan oleh Dewan Komisaris. Board of Commissioners. .
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Tata Kelola Perusahaan
Corporate Governance
6. Direksi mewakili Perseroan baik di dalam maupun di luar 6. The Board of Directors represents the Company both inside
pengadilan. Dalam hal Anggota Direksi terdiri lebih dari 1 (satu) and outside the court. In the event that the Board of Directors
orang, yang berwenang mewakili Perseroan adalah setiap consists of more than 1 (one) person, each Board of Directors
Anggota Direksi, kecuali ditentukan lain dalam Anggaran Dasar. member is authorized to represent the Company, unless
otherwise specified in the Articles of Association.
7. Kewenangan Direksi untuk mewakili Perseroan sebagaimana 7. The authority of the Board of Directors to represent the
dimaksud adalah tidak terbatas dan tidak bersyarat, kecuali Company as referred to is unlimited and unconditional, unless
ditentukan lain dalam undang-undang ini, Anggaran Dasar, otherwise specified in this law, the Articles of Association, or
atau keputusan RUPS. the resolution of the GMS.
8. Anggota Direksi tidak berwenang mewakili Perseroan apabila: 8. Members of the Board of Directors are not authorized to
represent the Company if:
a. Terjadi perkara di pengadilan antara Perseroan dengan a. There is a case in court between the Company and the
Anggota Direksi yang bersangkutan; relevant Board of Directors Member;
b. Anggota Direksi yang bersangkutan mempunyai benturan b. The relevant Board of Directors Member has a conflict of
kepentingan dengan Perseroan. interest with the Company.
9. Dalam hal terdapat keadaan sebagaimana dimaksud, yang 9. In case the said situation occurs, the person, who has the right
berhak mewakili Perseroan adalah: to represent the Company, is: :
1) Anggota Direksi lainnya yang tidak mempunyai benturan 1) Other members of the Board of Directors, who do not have
kepentingan dengan Perseroan; a conflict of interest with the Company;
2) Dewan Komisaris dalam hal seluruh Anggota Direksi 2) Board of Commissioners in case members of the Board of
mempunyai benturan kepentingan dengan Perseroan; Directors have a conflict of interest with the Company;
3) Pihak lain yang ditunjuk oleh RUPS dalam hal seluruh 3) Other parties appointed by the GMS in case members of the
Anggota Direksi atau Dewan Komisaris mempunyai Board of Directors or the Board of Commissioners have a
benturan kepentingan dengan Perseroan. conflict of interest with the Company.
10. Direksi tidak berwenang mengajukan permohonan pailit 10. The Board of Directors is not authorized to file a bankruptcy
atas Perseroan sendiri kepada Pengadilan Niaga sebelum petition for the Company itself to the Commercial Court
memperoleh persetujuan RUPS, dengan tidak mengurangi before obtaining approval from the GMS, without prejudice
ketentuan sebagaimana diatur dalam undang-undang tentang to the provisions as stipulated in the law on Bankruptcy and
Kepailitan dan Penundaan Kewajiban Pembayaran Utang. Suspension of Debt Payment Obligations.
11. Dalam hal kepailitan terjadi karena kesalahan atau kelalaian 11. In case bankruptcy occurs due to the fault or negligence of the
Direksi dan harta pailit tidak cukup untuk membayar seluruh Board of Directors and the bankruptcy assets are insufficient to
kewajiban Perseroan dalam kepailitan tersebut, setiap pay all of the Company’s obligations in the bankruptcy, each
Anggota Direksi secara tanggung renteng bertanggung jawab Member of the Board of Directors is jointly and severally liable
atas seluruh kewajiban yang tidak terlunasi dari harta pailit for all obligations that are not paid from the bankruptcy assets.
tersebut.
Masa Jabatan Direksi Term of Office of The Board of Directors
Para anggota Direksi diangkat untuk jangka waktu terhitung sejak Members of the Board of Directors are appointed for a term
ditutupnya RUPS atau tanggal yang ditetapkan oleh RUPS yang commencing from the closing of the GMS or from the date
mengangkatnya dan paling lama sampai dengan penutupan RUPS determined by the GMS that appoints them, and for a maximum
Tahunan yang ke-5 (lima) setelah tanggal pengangkatannya dan period until the closing of the fifth (5th) Annual GMS after their
dapat diangkat kembali oleh RUPS dengan akumulasi masa jabatan appointment date. They may be reappointed by the GMS, with a
paling lama sampai dengan penutupan RUPS Tahunan ke-10 total accumulated term of office of no more than ten (10) years from
(sepuluh). the closing of the Annual GMS.
Persyaratan Direksi Requirements of The Board of Directors
1. Persyaratan materiil Direksi Perseroan, yaitu: 1. Material requirements of the Company’s Board of Directors are
as follows:
a. Keahlian. a. Expertise.
b. Integritas. b. Integrity.
c. Kepemimpinan. c. Leadership.
d. Pengalaman. d. Experience.
e. Jujur. e. Honesty.
f. Perilaku yang baik. f. Good behavior.
g. Dedikasi yang tinggi untuk memajukan dan g. High dedication to advance and develop the Company.
mengembangkan perusahaan.
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2. Persyaratan Formal 2. Formal requirements
Selain memenuhi kriteria materiil, untuk dapat diangkat In addition to meet the said criteria to be appointed as a
sebagai anggota Direksi Persero atau anggota Direksi Anak member of the Board of Directors of a Limited Liability Company
Perusahaan, seseorang harus memenuhi syarat formal sebagai or a member of the Board of Directors of a Subsidiary, a person
berikut: must meet the following formal requirements:
a. Orang perseorangan; a. Individual;
b. Mampu melaksanakan perbuatan hukum; b. Being capable in performing legal action;
c. Tidak pernah dinyatakan pailit dalam waktu 5 (lima) tahun c. Never been declared bankrupt within 5 (five) years prior to
sebelum pengangkatan; appointment;
d. Tidak pernah menjadi anggota Direksi atau anggota Dewan d. Never been a member of the Board of Directors or a member
Komisaris/Dewan Pengawas yang dinyatakan bersalah of the Board of Commissioners/Supervisory Board, who
menyebabkan suatu BUMN, Anak Perusahaan dan/atau is found guilty of causing a SOE, Subsidiary and/or other
badan usaha lainnya dinyatakan pailit dalam waktu 5 business entity to be declared bankrupt within 5 (five)
(lima) tahun sebelum pengangkatan; dan years prior to appointment; and
e. Tidak pernah dihukum karena melakukan tindak e. Never been convicted of committing a criminal action that
pidana yang merugikan keuangan Negara, BUMN, Anak is detrimental to the finances of the State, SOE, Subsidiary,
Perusahaan, badan usaha lainnya dan/atau yang berkaitan other business entities and/or related to the financial
dengan sektor keuangan dalam waktu 5 (lima) tahun sector within 5 (five) years prior to appointment.
sebelum pengangkatan.
3. Untuk dapat diangkat sebagai Direksi BUMN, selain memenuhi 3. To be appointed as a SOE Director, in addition to fulfil the
persyaratan materiil dan persyaratan formal sebagaimana referred material and formal requirements, a person must
dimaksud, seseorang harus memenuhi persyaratan lain, yaitu: accomplish other requirements, as follows:
a. Bukan pengurus partai politik, calon anggota legislatif, a. Not a political party administrator, legislative candidate,
dan/atau anggota legislatif pada Dewan Perwakilan and/or legislative member of the People’s Representative
Rakyat, Dewan Perwakilan Daerah, Dewan Perwakilan Council, Regional Representative Council, Provincial
Rakyat Daerah Provinsi, dan Dewan Perwakilan Rakyat People’s Representative Council, and Regency/City
Daerah Kabupaten/Kota. People’s Representative Council.
b. Bukan calon kepala/wakil kepala daerah dan/atau kepala/ b. Not a candidate for regional head/deputy head and/or
wakil kepala daerah, termasuk penjabat kepala/wakil regional head/deputy head, including acting regional
kepala daerah. head/deputy head.
c. Tidak menjabat sebagai anggota Direksi pada BUMN atau c. Not serving as a member of the Board of Directors at the
Anak Perusahaan yang bersangkutan selama 2 (dua) relevant SOEs or Subsidiary for 2 (two) periods.
periode.
d. Tidak sedang menjabat sebagai pejabat pada kementerian/ d. Not currently serving as an official at a ministry/institution,
lembaga, anggota Dewan Komisaris/Dewan Pengawas member of the Board of Commissioners/Supervisory
pada BUMN lain, anggota Direksi pada BUMN lain, anggota Board at another SOEs, member of the Board of Directors
Direksi pada Anak Perusahaan dan/atau badan usaha at another SOEs, member of the Board of Directors at a
lainnya. Subsidiary and/or other business entity.
e. Tidak sedang menduduki jabatan yang berdasarkan e. Not currently holding a position that based on laws and
peraturan perundang-undangan dilarang untuk dirangkap regulations is prohibited from being held concurrently with
dengan jabatan anggota Direksi. the position of member of the Board of Directors.
f. Memiliki dedikasi dan menyediakan waktu sepenuhnya f. Having dedication and providing full time to exercise his/
untuk melakukan tugasnya, yang dinyatakan dengan surat her duties, as stated in a declaration from the said person.
pernyataan dari yang bersangkutan.
g. Sehat jasmani dan rohani, yakni tidak sedang menderita g. Physically and mentally healthy, such as not currently
suatu penyakit yang dapat menghambat pelaksanaan suffering from an illness that may hinder the
tugas sebagai anggota Direksi, yang dibuktikan dengan implementation of duties as a member of the Board of
surat keterangan sehat dari rumah sakit. Directors, as evidenced by a health certificate from the
hospital.
h. Memiliki Nomor Pokok Wajib Pajak (NPWP) dan telah h. Having a Taxpayer Identification Number (NPWP) and
melaksanakan kewajiban membayar pajak selama 2 (dua) fulfilled the obligation to pay taxes for the past 2 (two)
tahun terakhir. years.
Pedoman dan Tata Tertib Kerja Direksi Board of Directors Work Guidelines and Code of
(BOD Charter) Conduct (BOD Charter)
Direksi sebagai organ utama Perseroan memerlukan pedoman The Board of Directors, the main organ of the Company, requires
dan tata kerja kerja yang mengatur tugas dan tanggung jawab guidelines and work procedures that regulate the duties and
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Tata Kelola Perusahaan
Corporate Governance
terkait dengan pelaksanaan fungsi pengelolaan Perseroan beserta responsibilities related to the implementation of the Company’s
hubungan kerja antara Direksi dan Dewan Komisaris sesuai dengan management functions along with the working relationship
prinsip-prinsip GCG. Direksi telah memiliki Pedoman dan Tata Tertib between the Board of Directors and the Board of Commissioners in
Kerja Direksi (BOD Charter) yang diperbaharui pada Desember 2025. accordance with GCG principles. The Board of Directors has had a
Board of Directors Charter, which was updated in December 2025.
Dasar penyusunan Pedoman dan Tata Tertib Kerja Direksi (BOD Drafting basis of the Board of Directors Charter is as follows:
Charter) sebagai berikut:
1) Undang-Undang Republik Indonesia Nomor 20 Tahun 2001 1) Law of the Republic of Indonesia Number 20 of 2001 concerning
tentang perubahan atas Undang-Undang Nomor 31 Tahun amendments to Law Number 31 of 1999 on the Eradication of
1999 tentang Pemberantasan Tindak Pidana Korupsi (Lembar Criminal Acts of Corruption (State Gazette of the Republic of
Negara Republik Indonesia Nomor 4150). Indonesia Number 4150).
2) Undang-Undang Republik Indonesia Nomor 19 Tahun 2003 2) Law of the Republic of Indonesia Number 19 of 2003 concerning
tentang Badan Usaha Milik Negara sebagaimana telah diubah State-Owned Enterprises, as last amended by Law Number 6 of
terakhir dengan Undang-Undang Nomor 6 Tahun 2023 tentang 2023 concerning the Stipulation of Government Regulation in
Penetapan Peraturan Pemerintah Pengganti Undang-Undang Lieu of Law Number 2 of 2022 concerning Job Creation into Law
Nomor 2 Tahun 2022 tentang Cipta Kerja menjadi Undang- (State Gazette of the Republic of Indonesia Number 6841).
Undang (Lembar Negara Republik Indonesia Nomor 6841).
3) Undang-Undang Republik Indonesia Nomor 40 Tahun 2007 3) Law of the Republic of Indonesia Number 40 of 2007 concerning
tentang Perusahaan Terbatas sebagaimana telah diubah Limited Liability Companies, as last amended by Law Number 6
terakhir dengan Undang-Undang Nomor 6 Tahun 2023 tentang of 2023 concerning the Stipulation of Government Regulation in
Penetapan Peraturan Pemerintah Pengganti Undang-Undang Lieu of Law Number 2 of 2022 concerning Job Creation into Law
Nomor 2 Tahun 2022 tentang Cipta Kerja menjadi Undang- (State Gazette of 2023 Number 1, Supplement to State Gazette
Undang (Lembaran Negara Tahun 2023 Nomor 1, Tambahan Number 6842).
Lembaran Negara 6842).
4) Undang-Undang Nomor 1 Tahun 2023 tentang Kitab Undang- 4) Law Number 1 of 2023 concerning the Criminal Code (State
Undang Hukum Pidana (Lembaran Negara Republik Indonesia Gazette of the Republic of Indonesia Number 6842).
Nomor 6842).
5) Peraturan Menteri Badan Usaha Milik Negara Nomor PER - 5) Minister of State-Owned Enterprises Regulation Number PER-
1/MBU/03/2023 tentang Penugasan Khusus dan Program 1/MBU/03/2023 concerning Special Assignments and Social
Tanggung Jawab Sosial dan Lingkungan Badan Usaha Milik and Environmental Responsibility Programs of State-Owned
Negara (Berita Negara Republik Indonesia Nomor 261 Tahun Enterprises (State Gazette of the Republic of Indonesia Number
2023). 261 of 2023).
6) Peraturan Menteri Badan Usaha Milik Negara Nomor PER - 2/ 6) Minister of State-Owned Enterprises Regulation Number PER-
MBU/03/2023 tentang Pedoman Tata Kelola dan Kegiatan 2/MBU/03/2023 concerning Guidelines for Governance and
Korporasi Signifikan Badan Usaha Milik Negara (Berita Negara Significant Corporate Activities of State-Owned Enterprises
Nomor 262 Tahun 2023). (State Gazette Number 262 of 2023).
7) Peraturan Menteri Badan Usaha Milik Negara Nomor PER - 3/ 7) Minister of State-Owned Enterprises Regulation Number PER-3/
MBU/03/2023 tentang Organ Sumber Daya Manusia Badan MBU/03/2023 concerning Human Resources Organs of State-
Usaha Milik Negara (Berita Negara Republik Indonesia Tahun Owned Enterprises (State Gazette of the Republic of Indonesia
2023 Nomor 263). Number 263 of 2023).
8) Peraturan Otoritas Jasa Keuangan Nomor 21/POJK.04/2015 8) Financial Services Authority Regulation (OJK) Number 21/
tentang Penerapan Pedoman Tata Kelola Perusahaan Terbuka. POJK.04/2015 concerning Implementation of Corporate
Governance Guidelines for Public Companies.
9) Surat Edaran Otoritas Jasa Keuangan Nomor 32/SEOJK.04/2015 9) OJK Circular Letter Number 32/SEOJK.04/2015 concerning
tentang Penerapan Pedoman Tata Kelola Perusahaan Terbuka. Implementation of Corporate Governance Guidelines for Public
Companies.
10) Pedoman Umum Good Corporate Governance Indonesia Tahun 10) Indonesia’s General Guidelines for Good Corporate Governance
2006. 2006.
11) Pedoman Umum Governansi Korporat Indonesia Tahun 2021. 11) Indonesia Corporate Governance Guidelines 2021.
12) ASEAN Corporate Governance Score Card. 12) ASEAN Corporate Governance Scorecard.
13) Anggaran Dasar PT Hutama Karya (Persero). 13) Articles of Association of PT Hutama Karya (Persero).
14) Pedoman Tata Kelola Perusahaan (Good Corporate Governance 14) Corporate Governance Code (Good Corporate Governance
Code) PT Hutama Karya (Persero). Code) of PT Hutama Karya (Persero).
PT Hutama Karya (Persero)
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Adapun isi Pedoman dan Tata Tertib Kerja Direksi (BOD Charter) The contents of the Board of Directors Charter are as follows:
antara lain:
1. Pendahuluan 1. Introduction
2. Tata Nilai dan Kode Etik Direksi 2. Board of Directors’ Values and Code of Ethics
3. Keanggotaan Direksi 3. Board of Directors’ Membership
4. Tugas, Tanggung Jawab, dan Wewenang Direksi 4. Board of Directors’ Duties, Responsibilities, and Authorities
5. Organ Pendukung Direksi 5. Board of Directors’ Supporting Organs
6. Hubungan Kerja Direksi dengan Dewan Komisaris 6. Working Relationship between the Board of Directors and the
Board of Commissioners
7. Penutup 7. Closing
Kebijakan Rangkap Jabatan Direksi Concurrent Positions Policy of The Board of
Directors
Anggota Direksi dilarang memangku jabatan rangkap sebagaimana Members of the Board of Directors are prohibited from holding
tersebut di bawah ini, yaitu: concurrent positions as stated below, as follows:
1. Anggota Direksi pada Badan Usaha Milik Negara, Badan Usaha 1. Members of the Board of Directors in State-Owned Enterprises
Milik Daerah, Badan Usaha Milik Swasta. (SOEs), Regional-Owned Enterprises (ROEs), and Private-
Owned Enterprises.
2. Anggota Dewan Komisaris/Dewan Pengawas pada Badan 2. Members of the Board of Commissioners/Supervisory Board in
Usaha Milik Negara. State-Owned Enterprises (SOEs).
3. Jabatan struktural dan fungsional lainnya pada instansi/ 3. Other structural and functional positions within central and/or
lembaga pemerintah pusat dan/atau daerah. regional government institutions.
4. Jabatan lainnya sesuai dengan ketentuan dalam peraturan 4. Other positions in accordance with prevailing laws and
perundang-undangan. regulations.
5. Pengurus partai politik dan/atau calon/anggota legislatif dan/ 5. Political party officials and/or legislative candidates/members
atau calon Kepala Daerah/Wakil Kepala Daerah. and/or candidates for Regional Head/Deputy Regional Head.
6. Jabatan lain yang dapat menimbulkan benturan kepentingan. 6. Other positions that may give rise to a conflict of interest.
Nama Jabatan Jabatan Rangkap Instansi
Name Position Concurrent Position Institution
Direktur Utama merangkap Plt. Wakil
Direktur Utama
Budi Harto* President Director concurrently - -
serving as Acting Vice President
Director
Direktur Utama Anggota Dewan Pengawas
Koentjoro** Dana Pensiun Hutama Karya
President Director Member of the Supervisory Board
Wakil Direktur Utama
Moeharmein Zein Chaniago*** - -
Vice President Director
Direktur Operasi I merangkap Plt.
Direktur Operasi III
Agung Fajarwanto**** - -
Operations Director I concurrently
Acting Director of Operations III
Direktur Operasi II Komisaris
Gunadi PT Hakaaston
Operations Director II Commissioner
Ketua Dewan Pengawas
Dana Pensiun Hutama Karya
Direktur Keuangan Chairman of the Supervisory Board
Eka Setya Adrianto
Finance Director Komisaris
PT Hutama Karya Infrastruktur
Commissioner
Direktur Human Capital & Legal Komisaris
Muhammad Fauzan PT HK Realtindo
Human Capital and Legal Director Commissioner
Direktur Manajemen Risiko
Sugiarti - -
Risk Management Director
* Berhenti menjabat pada 5 Juni 2025 / Resigned effective June 5, 2025
** Pengalihan penugasan semula sebagai Direktur Operasi III menjadi Direktur Utama terhitung tanggal 31 Oktober 2025 dan merangkap sebagai Plt. Wakil Direktur Utama terhitung
tanggal 19 Desember 2025/ Transfer of his original assignment as Director of Operations III to President Director effective October 31, 2025 and concurrently as Acting Deputy President
Director effective December 19, 2025
*** Menjabat pada 31 Oktober 2025 – 16 Desember 2025. / Served from October 31, 2025 to December 16, 2025.
**** Merangkap Plt. Direktur Operasi III terhitung tanggal 11 November 2025 / Serving as Acting Director of Operations III effective November 11, 2025
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Tata Kelola Perusahaan
Corporate Governance
Pengelolaan Benturan Kepentingan Direksi Conflict of Interest Management of The Board of
Directors
1. Organ Direksi harus menghindari terjadinya dominasi oleh 1. The Board of Directors must avoid domination by any party, not
pihak manapun, tidak terpengaruh oleh kepentingan tertentu, be influenced by certain interests, free from conflicts of interest
bebas dari benturan kepentingan (conflict of interest) dan and from any influence or pressure, so that decision making can
dari segala pengaruh atau tekanan, sehingga pengambilan be done objectively.
keputusan dapat dilakukan secara obyektif.
2. Kebijakan Direksi terkait potensi benturan kepentingan yang 2. The Board of Directors’ policy regarding potential conflicts of
menyangkut dirinya adalah sebagai berikut: interest concerning themselves is as follows:
a. Benturan kepentingan yang dimaksud adalah keadaan a. The said conflict of interest is a situation where there is
dimana terdapat konflik antara kepentingan ekonomis a conflict between the Company’s economic interests
perusahaan dan kepentingan ekonomis pribadi angggota and the personal economic interests of members of the
Direksi Perusahaan; Company’s Board of Directors;
b. Dalam menjalankan tugas dan kewajibannya, anggota b. In terms of performing their duties and obligations,
Direksi Perusahaan harus senantiasa mendahulukan members of the Company’s Board of Directors must always
kepentingan ekonomis perusahaan diatas kepentingan prioritize the economic interests of the company above
ekonomis pribadi atau keluarga, maupun pihak lainnya; the economic interests of their personal or family, or other
parties;
c. Anggota Direksi Perusahaan dilarang menyalahgunakan c. Members of the Company’s Board of Directors are
jabatan untuk kepentingan atau keuntungan pribadi, prohibited from abusing their position for personal, family,
keluarga dan pihak-pihak lain secara langsung maupun and other parties’ interests or benefits directly or indirectly
tidak langsung dari kegiatan Perusahan selain penghasilan from the Company’s activities other than legitimate
yang sah; income;
d. Dalam hal pembahasan dan pengambilan keputusan yang d. In case any discussions and decision-making contain
mengandung unsur benturan kepentingan, pihak yang conflict of interest element, the relevant party is not
bersangkutan tidak diperkenankan ikut serta; permitted to participate;
e. Setiap anggota Direksi Perusahaan yang memiliki e. Every member of the Company’s Board of Directors, who
wewenang pengambilan keputusan diharuskan setiap has decision-making authority is required to annually
tahun membuat pernyataan tidak memiliki benturan make a statement that he/she has no conflict of interest
kepentingan terhadap setiap keputusan yang telah dibuat in any decision that has been made by him/her and
olehnya dan telah melaksanakan pedoman perilaku yang has implemented the guidelines for behavior set by the
ditetapkan oleh Perusahaan; Company;
3. Direksi menetapkan kebijakan tentang mekanisme bagi 3. The Board of Directors establishes policies regarding
Direksi dan penjabat struktural untuk mencegah pengambilan mechanisms for the Board of Directors and structural officials
keuntungan pribadi dan pihak lainnya disebabkan benturan to prevent personal gain and other party gain due to conflicts of
kepentingan. interest, as follows.
a. Menyusun mekanisme untuk mencegah pengambilan a. Drafting a mechanism to prevent personal gain by the
keuntungan pribadi Direksi dan penjabat struktural Board of Directors and structural officials of the Company
Perusahaan yang disebabkan benturan kepentingan. due to conflict of interest.
b. Melaksanakan sosialisasi kebijakan tentang mekanisme b. Implementing socialization of policies on mechanisms
untuk mencegah pengambilan keuntungan pribadi bagi to prevent personal gain by the Board of Directors and
Direksi dan penjabat struktural Perusahaan. structural officials of the Company.
c. Membuat surat pernyataan Direksi tidak memiliki benturan c. Creating a declaration stating that the Board of Directors
kepentingan antara kepentingan pribadi/keluarga, jabatan does not have a conflict of interest between personal/family
lain, atau golongan dengan kepentingan Perusahaan pada interests, other positions, or groups with the interests of
awal pengangkatan yang diperbaharui setiap awal tahun. the Company at the beginning of the appointment which is
renewed at the beginning of each year.
4. Direksi menerapkan kebijakan untuk mencegah benturan 4. The Board of Directors applies policy to prevent conflict of
kepentingan. interest, as follows.
a. Direksi menyampaikan laporan kepemilikan Saham a. The Board of Directors submits a report on Share
pada Perusahaan lainnya kepada Perusahaan (Sekretaris ownership in other Companies to the Corporate Secretary
Perusahaan) untuk dicatat dalam daftar khusus. to be recorded in a special list.
b. Direksi menandatangani Pakta Integritas yang dilampirkan b. The Board of Directors signs an Integrity Pact attached
dalam Usulan Tindakan Direksi yang harus mendapatkan to the Board of Directors’ Action Proposal which must
persetujuan dari Dewan Komisaris dan/atau rekomendasi obtain approval from the Board of Commissioners and/ or
dari Dewan Komisaris dan persetujuan RUPS. recommendations from the Board of Commissioners and
approval from the GMS.
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c. Direksi menghindari pengambilan keputusan transaksional c. The Board of Directors avoids making transactional
yang mengandung benturan kepentingan, meliputi: decisions that contain conflicts of interest, including:
• Transaksi kesempatan Perusahaan (corporate • Transaction of corporate opportunity;
opportunity);
• Transaksi dengan Perusahaan yang bersangkutan, • Transactions with the said Company, whether it is
baik yang dilaksanakan oleh Direksi pribadi atau carried out by the Director personally or indirectly by
secara tidak langsung oleh Direksi melalui anggota the Director through members of his family or close
keluarganya atau keluarga dekatnya (sell dealing). family (sell dealing).
• Transaksi yang mengandung benturan kepentingan • Transaction containing conflict of interest.
(conflict of interest).
• Transaksi yang dibantu oleh orang dalam (insider • Transaction assisted by insider (insider information). .
information).
5. Anggota Direksi tidak berwenang mewakili Perseroan apabila: 5. Members of the Board of Directors are not authorized to
represent the Company if:
a. Terjadi perkara di depan pengadilan antara Perseroan a. There is a case before the court between the Company and
dengan anggota Direksi yang bersangkutan; atau the relevant member of the Board of Directors; or
b. Anggota Direksi yang bersangkutan mempunyai benturan b. The relevant member of the Board of Directors has a
kepentingan dengan Perseroan. conflict of interest with the Company.
6. Dalam hal terdapat keadaan sebagaimana dimaksud, yang 6. In case the said situation occurs, the person, who has the right
berhak mewakili Perseroan adalah: to represent the Company, are:
a. Anggota Direksi lainnya yang tidak mempunyai benturan a. Other members of the Board of Directors who do not have
kepentingan dengan Perseroan yang ditunjuk oleh anggota a conflict of interest with the Company appointed by other
Direksi lain yang tidak mempunyai benturan kepentingan. members of the Board of Directors who do not have a
conflict of interest.
b. Dewan Komisaris dalam hal seluruh anggota Direksi b. The Board of Commissioners in case members of the Board
mempunyai benturan kepentingan dengan Perseroan. of Directors have a conflict of interest with the Company.
c. Pihak lain yang ditunjuk oleh Rapat Umum Pemegang c. Other parties appointed by the General Meeting of
Saham dalam hal seluruh anggota Direksi atau Dewan Shareholders in case members of the Board of Directors or
Komisaris mempunyai benturan kepentingan dengan the Board of Commissioners have a conflict of interest with
Perseroan. the Company.
7. Dalam hal seluruh anggota Direksi mempunyai benturan 7. In case members of the Board of Directors have a conflict of
kepentingan dengan Perseroan dan tidak ada satupun anggota interest with the Company and none of the members of the
Dewan Komisaris, maka Perseroan diwakili oleh pihak lain yang Board of Commissioners, the Company will be represented
ditunjuk oleh Rapat Umum Pemegang Saham. by another party appointed by the General Meeting of
Shareholders.
Rapat Direksi The Board of Directors’ Meeting
Kebijakan Rapat Meeting Policy
Ketentuan Umum Rapat Direksi General Provisions of the Board of Directors’ Meeting
1. Direksi memiliki pedoman/tata tertib Rapat Direksi, sesuai 1. The Board of Directors has guidelines/ procedures for the Board
dengan ketentuan perundang-undangan. of Directors’ Meetings, in accordance with the provisions of
statutory.
2. Rapat Direksi wajib diadakan secara berkala, paling sedikit 2. The Board of Directors’ Meetings must be held periodically, at
sekali dalam setiap bulan, dan dalam rapat tersebut Direksi least once a month, and the Board of Directors’ Meeting may
dapat mengundang Dewan Komisaris/Dewan Pengawas. invite the Board of Commissioners/Board of Supervisories.
3. Penyelenggaraan Rapat Direksi dapat dilakukan setiap waktu 3. The Board of Directors’ Meetings may be held at any time if:
apabila:
a. Dipandang perlu oleh seorang atau lebih Anggota Direksi. a. Deemed necessary by one or more Members of the Board of
Directors.
b. Atas permintaan tertulis dari seorang atau lebih anggota b. Upon written request from one or more members of the
Dewan Komisaris; atau Board of Commissioners; or
c. Atas permintaan tertulis dari 1 (satu) orang atau lebih c. Upon written request from 1 (one) or more Shareholders,
Pemegang Saham yang bersama-sama mewakili 1/10 (satu who collectively represent 1/10 (one tenth) or more of the
per sepuluh) atau lebih dari jumlah seluruh saham dengan total of shares with voting rights.
hak suara.
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4. Direksi memiliki rencana penyelenggaraan rapat Direksi paling 4. The Board of Directors has a plan to hold a Board of Directors’
sedikit satu kali dalam setiap bulan sesuai dengan rencana Meeting at least once a month in accordance with the plan set
yang ditetapkan dalam RKAP. out in the RKAP.
5. Rapat Direksi dianggap sah apabila diadakan di tempat 5. A Board of Directors’ Meeting is considered valid if it is held at
kedudukan Perseroan atau di tempat lain di dalam wilayah the Company’s domicile or elsewhere within the territory of the
Republik Indonesia. Republic of Indonesia.
6. Penyelenggaraan Rapat Direksi sesuai dengan rencana yang 6. The holding of a Board of Directors’ Meeting is in accordance
ditetapkan Rencana Kerja dan Anggaran Perusahaan (RKAP). with the plan set out in the Annual Work Plan and Budget
(RKAT).
7. Laporan tahunan wajib memuat jumlah rapat Direksi dan 7. The annual report must include the number of Board of
jumlah kehadiran masing-masing anggota Direksi. Directors’ Meetings and the number of attendees of each
member of the Board of Directors.
Etika rapat Ethics of the Meeting
1. Pimpinan dan peserta rapat hadir sebelum rapat dimulai. 1. The chairman and participants of the meeting are present
before the meeting begins.
2. Setiap peserta rapat memiliki kesempatan dan kebebasan yang 2. Each participant of the meeting has the same opportunity and
sama untuk mengemukakan pendapatnya sesuai dengan topik freedom to express their opinion according to the topic being
yang dibahas. discussed.
3. Menghargai pendapat yang dikemukakan oleh peserta rapat. 3. Respecting the opinions expressed by participants of the
meeting.
4. Menyampaikan perbedaan pendapat, kritik atau saran secara 4. Delivering dissenting opinion, criticism or suggestions in a good
baik dengan argumen yang kuat, dan tidak keluar dari topik manner with strong arguments and not deviating from the topic
yang dibahas dalam forum rapat. discussed in the meeting forum.
5. Saling menghormati, bersifat terbuka dan tidak memaksakan 5. Respecting each other, being open and not forcing opinions and
pendapat serta bersedia menerima kritik dan saran dari peserta willing to accept criticism and suggestions from other meeting
rapat lainnya. participants.
6. Tidak membuat forum tersendiri di dalam rapat kecuali terkait 6. Do not create a separate forum in the meeting unless it is related
keperluan rapat. to the needs of the meeting.
7. Tidak menggunakan media elektronik atau gadget dan keluar 7. Do not use electronic media or gadgets and enter and exit the
masuk ruangan rapat tanpa alasan yang jelas diluar keperluan meeting room without a clear reason outside the needs of the
rapat atau kepentingan Perseroan, kecuali untuk alasan darurat meeting or the interests of the Company, except for emergency
saat rapat berlangsung. reasons during the meeting.
8. Tidak diperbolehkan meninggalkan ruang rapat sebelum rapat 8. It is prohibited to leave the meeting room before the meeting is
selesai kecuali dengan alasan yang jelas. over, unless it has a clear reason.
Pemanggilan Rapat Summons of the Meeting
1. Panggilan Rapat Direksi dilakukan secara tertulis oleh Anggota 1. The summons to the Board of Directors’ Meeting shall be made
Direksi yang berhak mewakili Perseroan dan disampaikan in writing by the member of the Board of Directors, who is
dalam jangka waktu paling lambat 3 (tiga) hari sebelum rapat entitled to represent the Company and shall be delivered no
diadakan atau dalam waktu yang lebih singkat jika dalam later than 3 (three) days before the meeting is held or a shorter
keadaan mendesak, dengan tidak memperhitungkan tanggal time if, in urgent circumstances, without considering the
panggilan dan tanggal rapat. summons and meeting dates.
2. Dalam surat panggilan rapat harus mencantumkan acara, 2. The summons to the meeting must include the agenda, date,
tanggal, waktu, dan tempat rapat. time, and venue of the meeting.
3. Panggilan rapat terlebih dahulu tidak disyaratkan apabila 3. A prior summons to the meeting is not required if Members of
semua Anggota Direksi hadir dalam rapat. the Board of Directors are present at the meeting.
Pelaksanaan Rapat Meeting Implementation
1. Rapat Direksi adalah sah dan berhak mengambil keputusan 1. The Board of Directors’ Meeting is valid and has the right to
yang mengikat apabila dihadiri oleh lebih dari ½ (satu per make binding decisions if attended by more than 1/2 (one half)
dua) jumlah Anggota Direksi atau wakilnya yang sah dengan of the total members of Board of Directors or their authorized
memperhatikan ketentuan Anggaran Dasar. representatives by considering the provisions of the Articles of
Association.
2. Seorang anggota Direksi hanya dapat mewakili seorang 2. A member of the Board of Directors may only represent one
anggota Direksi lainnya. other member of the Board of Directors.
3. Semua rapat Direksi dipimpin oleh Direktur Utama. 3. The Board of Directors’ Meetings are chaired by the President
Director.
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4. Apabila Direktur Utama tidak hadir atau berhalangan, maka 4. If the President Director is absent or unavailable, the Deputy of
Wakil Direktur Utama yang memimpin rapat Direksi, atau President Director chairs the Board of Directors’ Meeting, or the
Direktur yang ditunjuk oleh Direktur Utama yang memimpin Director appointed by the President Director chairs the Board of
rapat Direksi apabila pada saat bersamaan Wakil Direktur Directors’ Meeting, if, at the same time, the Deputy of President
Utama tidak hadir atau berhalangan, atau Direktur yang Director is absent or unavailable, or the Director appointed by
ditunjuk oleh Wakil Direktur Utama yang memimpin rapat the Deputy of President Director chairs the Board of Directors’
Direksi apabila pada saat yang bersamaan Direktur Utama tidak Meeting, if, at the same time, the President Director is absent or
hadir atau berhalangan dan tidak melakukan penunjukan. unavailable and does not make an appointment.
5. Dalam hal Direktur Utama tidak melakukan penunjukan, maka 5. In case the President Director does not make an appointment,
salah seorang Direktur yang terlama dalam jabatan sebagai one of the Directors, who has served the longest Member of the
Anggota Direksi yang memimpin rapat Direksi. Board of Directors shall chair the Board of Directors’ Meeting.
6. Dalam hal Direktur yang paling lama menjabat sebagai Anggota 6. In case the Director, who has served the longest Member of the
Direksi Perseroan lebih dari 1 (satu) orang, maka Direktur Board of Directors of the Company, is more than 1 (one) person,
sebagaimana dimaksud yang terlama dalam jabatan dan yang the said Director, who has the longest service and is the oldest
tertua dalam usia yang bertindak sebagai pimpinan rapat member shall act as the chairman of the Board of Directors’
Direksi. Meeting.
7. Pimpinan dan peserta rapat harus memperhatikan etika rapat 7. The chairman and participants of the meeting must consider
dalam pelaksanaan rapat Direksi. the ethics of the meeting in the implementation of the Board of
Directors’ Meeting.
8. Rapat Direksi diantaranya melakukan pembahasan atas 8. The Board of Directors’ Meeting includes discussions on
arahan/usulan dan/atau keputusan Dewan Komisaris terkait the direction/proposals and/ or decisions of the Board of
dengan usulan Direksi. Commissioners related to the Board of Directors’ proposals.
9. Di dalam setiap rapat Direksi dilakukan evaluasi (pemantauan 9. In terms of each Board of Directors’ Meeting, monitoring of
progres) terhadap pelaksanaan keputusan hasil rapat progress is carried out on the resolutions implementation of
sebelumnya. the previous meeting results.
10. Direksi memastikan hasil rapat sebelumnya yang belum selesai, 10. The Board of Directors ensures that the results of the previous
dilakukan pembahasan untuk tindak lanjutnya. meeting that have not been completed are discussed for follow-
up.
Mekanisme Pengambilan Keputusan Decision-Making Mechanism
1. Direksi menetapkan mekanisme pengambilan keputusan 1. The Board of Directors determines the decision making
atas tindakan Perseroan (corporate action) sesuai ketentuan mechanism for the corporate action in accordance with the
perundang-undangan dan tepat waktu, sebagai berikut: provisions of statutory and in a timely manner, as follows:
a. Mekanisme pengambilan keputusan Direksi secara formal a. The formal decision-making mechanism of the Board
dapat melalui rapat Direksi; of Directors can be done through a Board of Directors’
Meeting;
b. Standar waktu tingkat kesegeraan pengambilan keputusan b. The time standard for the immediacy level of the Board
Direksi ditetapkan sejak usulan tindakan beserta of Directors’ decision-making is determined since the
dokumen pendukung dan informasi lainnya yang lengkap proposed action along with supporting documents and
disampaikan dalam Rapat Direksi, berkisar 7 hari (baik) other complete information are submitted in the Board of
dan sampai dengan 14 hari (cukup); Directors’ Meeting, ranging from 7 days (good) to up to 14
days (sufficient);
c. Mengkomunikasikan ketentuan tentang kesegeraan c. Communicating the provisions on immediacy to the
kepada tingkatan organisasi dibawah Direksi yang terkait organizational level below the Board of Directors related to
dengan keputusan tersebut, maksimal 7 (tujuh) hari sejak the resolutions, maximally 7 (seven) days since it is ratified/
disahkan/ditandatangani. signed.
2. Segala keputusan Direksi diambil dalam rapat Direksi. 2. Resolutions of the Board of Directors are taken in the Board of
Directors’ Meeting.
3. Semua keputusan dalam rapat Direksi diambil dengan 3. Resolutions in the Board of Directors’ Meeting are taken by
musyawarah untuk mufakat. deliberation to reach consensus.
4. Dalam hal keputusan tidak dapat diambil dengan musyawarah 4. In case any resolution cannot be taken by deliberation to reach
mufakat, maka keputusan diambil dengan suara terbanyak consensus, the resolution is taken by ordinary majority vote.
biasa.
5. Setiap Anggota Direksi berhak mengeluarkan 1 (satu) suara 5. Each Member of the Board of Directors has the right to cast 1
dan tambahan 1 (satu) suara untuk Anggota Direksi yang (one) vote and an additional 1 (one) vote for the represented
diwakilinya. Member of the Board of Directors.
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6. Apabila jumlah suara yang setuju dan yang tidak setuju sama 6. If the number of votes in-favour and against are the same, the
banyaknya, maka keputusan rapat adalah yang sesuai dengan meeting resolution is in accordance with the opinion of the
pendapat ketua rapat dengan tetap memperhatikan ketentuan chairman of the meeting, while considering the provisions
mengenai pertanggungjawaban sebagaimana dimaksud dalam regarding accountability as referred to in the Articles of
Anggaran Dasar. Association.
7. Suara blanko (abstain) dianggap menyetujui hasil keputusan 7. Blank votes (abstain) are considered to be infavour to the
rapat. results of the meeting resolutions.
8. Dalam hal usulan lebih dari dua alternatif dan hasil 8. In case there are more than two alternative proposals and the
pemungutan suara belum mendapatkan satu alternatif dengan voting results have not obtained one alternative with more than
suara lebih dari ½ (satu per dua) bagian dari jumlah suara yang 1/2 (one half) of the total casted votes, re-election will be held
dikeluarkan, maka dilakukan pemilihan ulang terhadap dua for the two proposals that receive the most votes so that one
usulan yang memperoleh suara terbanyak sehingga salah satu of the proposals receives more than 1/2 (one half) of the total
usulan memperoleh suara lebih dari ½ (satu per dua) bagian casted votes.
dari jumlah suara yang dikeluarkan.
9. Suara yang tidak sah dianggap tidak ada dan tidak dihitung 9. Invalid votes are deemed to be non-existent and not counted in
dalam menentukan jumlah suara yang dikeluarkan dalam determining the total casted votes at the meeting.
rapat.
Perbedaan Pendapat (Dissenting Opinion) Dissenting Opinion
1. Perbedaan pendapat yang terjadi harus dimasukkan dalam 1. Any occurring dissenting opinion must be included in the
Keputusan Rapat dan Direktur yang berbeda pendapat harus Meeting Resolutions and the Director, who has a dissenting
mengungkapkan alasan atas terjadinya perbedaan pendapat opinion, must state the reasons for the dissenting opinion
terhadap hasil keputusan tersebut. regarding the resolutions.
2. Perbedaan pendapat tidak berarti memberikan hak kepada 2. Dissenting opinion shall not mean giving the said Director the
Direktur yang bersangkutan untuk tidak melaksanakan hasil right not to implement the meeting resolutions. Though there
keputusan rapat. Meskipun terdapat perbedaan pendapat, are dissenting opinion, all Directors must follow and implement
namun seluruh Direktur tetap berkewajiban untuk mengikuti the meeting resolutions.
dan melaksanakan hasil keputusan rapat.
3. Direksi secara tanggung renteng bertanggungjawab penuh 3. The Board of Directors is jointly and severally responsible
secara pribadi apabila terbukti bersalah atau lalai menjalankan personally if proven guilty or negligent in performing their
tugasnya untuk kepentingan dan usaha Perusahaan, kecuali duties for the Company’s interests and business, unless for the
bagi Direktur yang melakukan dissenting opinion dapat Director, who gives a dissenting opinion, can prove that he/she
membuktikan bahwa ia telah mengambil tindakan untuk has taken preventive action to the occurrence or continuation
mencegah timbul atau berlanjutnya kerugian tersebut. of the loss.
4. Perbedaan pendapat yang dicantumkan di dalam keputusan 4. Dissenting opinion stated in the resolutions and minutes of
dan risalah rapat dapat menjadi bukti bahwa Direktur yang the meeting can be evidence that the said Director has taken
bersangkutan telah melakukan tindakan untuk mencegah preventive action to the occurrence or continuation of the loss
tumbul atau berlanjutnya kerugian tersebut dengan tidak by disagreeing to the meeting resolutions. This means that the
menyetujui hasil keputusan rapat. Hal ini berarti bahwa said Director can be free from any claims for the occurrence or
Direktur yang bersangkutan dapat terbebas dari tuntutan continuation of the loss as a result of the implementation of the
atas timbul atau berlanjutnya kerugian tersebut sebagai hasil meeting resolutions.
pelaksanaan keputusan rapat.
Risalah Rapat Minutes of the Meeting
1. Risalah rapat Direksi wajib dibuat untuk setiap rapat 1. Minutes of the Board of Directors’ Meeting must be made
Direksi yang memuat segala sesuatu yang dibicarakan dan for each Board of Directors’ Meeting containing any matters
diputuskan dalam rapat, termasuk tetapi tidak terbatas pada discussed and decided in the meeting, including but not limited
pendapat yang berkembang dalam rapat, baik pendapat yang to opinions developed in the meeting, both supporting and
mendukung maupun yang tidak mendukung atau pendapat dissenting opinions, and reasons for the absence of members
berbeda (dissenting opinion), serta alasan ketidakhadiran of the Board of Directors, if any.
anggota Direksi, apabila ada.
2. Risalah rapat Direksi disusun dan diadministrasikan oleh 2. Minutes of the Board of Directors’ Meeting is prepared and
Sekretaris Perusahaan. administered by the Corporate Secretary.
3. Setiap Anggota Direksi berhak menerima salinan Risalah Rapat 3. Each member of the Board of Directors has the right to receive a
Direksi, baik yang bersangkutan hadir maupun tidak hadir copy of the minutes of the Board of Directors’ Meeting, whether
dalam Rapat Direksi tersebut. the said person is present or not at the Board of Directors’
Meeting.
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4. Risalah asli dari setiap Rapat Direksi wajib disimpan oleh 4. The original minutes of each Board of Directors’ Meeting must
Perusahaan. be kept by the Company.
5. Laporan tahunan wajib memuat jumlah rapat Direksi dan 5. The annual report must contain the number of Board of
jumlah kehadiran masing-masing anggota Direksi. Directors’ Meetings and the number of attendees of each
member of the Board of Directors.
6. Dokumen elektronik dapat dipakai sebagai bukti sah risalah 6. Electronic documents can be used as valid evidence of minutes
rapat selain dari risalah rapat yang tertulis. of meetings other than written minutes of meetings.
7. Penggunaan dokumen elektronik sebagai dokumen Perseroan 7. The use of electronic documents as the Company’s documents
ditetapkan Direksi dengan memenuhi persyaratan minimum is determined by the Board of Directors by fulfilling the
penyelenggaraan sistem elektronik di Perseroan sesuai minimum requirements for organizing an electronic system in
ketentuan Undang-Undang tentang Informasi dan Transaksi the Company in accordance with the provisions of the Law on
Elektronik. Information and Electronic Transactions.
8. Jika diperlukan, Risalah Rapat Direksi dapat ditindaklanjuti 8. If necessary, the Minutes of the Board of Directors’ Meeting can
dengan penerbitan Surat Keputusan Direksi, Peraturan Direksi, be followed up by issuing a Board of Directors’ Decree, Board of
atau Surat Edaran. Directors’ Regulation, or Circular Letter.
Rencana Rapat Direksi The Board of Directoers’ Meeting Plan
Direksi telah menyusun jadwal rencana Rapat Direksi sepanjang The Board of Directors prepared a schedule of the Board of Directors’
tahun 2025, adapun rencana rapat dan agenda rapat Direksi tahun Meetings plan during 2025. The meetings plan and agenda for the
2025 adalah sebagai berikut: Board of Directors’ meetings in 2025 were as follows:
Bulan
Agenda Agenda
Month
• Arahan BoD Terkait Bisnis HK Tahun 2025 dan ke Depan • BoD directions related to HK business in 2025 and beyond
• Penyampaian Proposal HUT HK Ke 65 • Presentation of HK 65th Anniversary proposal
• Pembahasan Cash Flow Divisi Operasi • Discussion on Operations Division cash flow
Januari
• Update Hasil Audit LK 2025 • Update on 2025 financial statement audit results
January
• Pembahasan Masalah Hukum Terkini • Discussion on current legal issues
• Pembahasan Agenda Ragab • Discussion on the agenda for the Annual General Meeting
(AGM)
• Pembahasan KPI Direksi Tahun 2025 • Discussion on Board of Directors KPIs for 2025
• Monitoring Kinerja EPC • EPC performance monitoring
Februari
• Update Perkembangan JTTS • Update on JTTS (Trans Sumatra Toll Road) development
February
• Update Potensi Market ke Depan • Update on future market potential
• Pembahasan Materi Ragab • Discussion on Joint Meeting materials
• Update Perkembangan JTTS • Update on JTTS development
• Monitoring Proyek Divisi Operasi • Monitoring of Operations Division projects
Maret
• Update Progres Audit • Audit progress update
March
• Update Rencana Pembiayaan Jalan Tol • Update on toll road financing plan
• Pembahasan Materi Ragab • Discussion on Joint Meeting materials
• Pembahasan Kasus Hukum Terkini • Discussion on current legal cases
April • Update Perkembangan JTTS • Update on JTTS development
April • Monitoring Proyek Divisi Operasi • Monitoring of Operations Division projects
• Pembahasan Materi Ragab • Discussion on Joint Meeting materials
• Update Perkembangan JTTS • Update on JTTS (Trans Sumatra Toll Road) development
• Pembahasan RUPS Tahunan Buku 2025 PT Hutama Karya • Discussion of the 2025 Annual General Meeting of
Mei (Persero) Shareholders (AGMS) of PT Hutama Karya (Persero)
May • Monitoring Proyek Divisi Operasi • Monitoring of Operations Division projects
• Update Penanganan Aset PT HK • Update on asset management of PT HK
• Pembahasan Materi Ragab • Discussion on Joint Meeting materials
• Update Perkembangan JTTS • Update on JTTS development
• Update Potensi Market ke Depan • Update on future market potential
Juni
• Pembahasan Kasus Hukum Terkini • Discussion on current legal cases
June
• Monitoring Proyek Divisi Operasi • Monitoring of Operations Division projects
• Pembahasan Materi Ragab • Discussion on Joint Meeting materials
• Update Perkembangan JTTS • Update on JTTS development
Juli • Monitoring Proyek Divisi Operasi • Monitoring of Operations Division projects
July • Pembahasan Dana Pensiun • Discussion on pension fund matters
• Pembahasan Materi Ragab • Discussion on Joint Meeting materials
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Tata Kelola Perusahaan
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Bulan
Agenda Agenda
Month
• Pembahasan Peningkatan Status Karyawan • Discussion on employee status improvement
• Pembahasan Perpanjangan Asuransi Kesehatan • Discussion on health insurance extension
• Update Integrasi BUMN Karya • Update on SOE Karya integration
Agustus • Pembahasan Tata Kelola Perusahaan • Discussion on corporate governance
August • Update Trans Papua • Update on Trans Papua project
• Update Perkembangan JTTS • Update on JTTS development
• Pembahasan Kasus Hukum Terkini • Discussion on current legal cases
• Pembahasan Materi RAGAB • Discussion on Joint Meeting materials
• Update Trans Papua • Update on Trans Papua project
• Pembahasan Proyek KPBU • Discussion on Public-Private Partnership (PPP) projects
• Monitoring Proyek Divisi Operasi • Monitoring of Operations Division projects
September • Pembahasan Aset-Aset HK • Discussion on HK assets
September • Pembahasan RKAP 2026 • Discussion on 2026 RKAP
• Pembahasan Kasus Hukum Terkini • Discussion on current legal cases
• Update Perkembangan JTTS • Update on JTTS development
• Pembahasan Materi Ragab • Discussion on Joint Meeting materials
• Update Trans Papua • Update on Trans Papua project
• Penerapan Diskon Tarif Tol • Implementation of toll tariff discounts
• Pembahasan Kasus Hukum Terkini • Discussion on current legal cases
Oktober • Update Perkembangan JTTS • Update on JTTS development
October • Pembahasan Nominasi BoD & BoC Anak Perusahaan • Discussion on BoD & BoC nominations of subsidiaries
• Update Pembahasan RKAP Tahun 2026 • Update on 2026 RKAP discussions
• Evaluasi Kinerja Divisi Jalan Tol • Evaluation of toll road division performance
• Pembahasan Materi Ragab • Discussion on Joint Meeting materials
• Update Perkembangan JTTS • Update on JTTS development
• Monitoring Proyek Divisi Operasi • Monitoring of Operations Division projects
November • Update Proyek-Proyek KPBU • Update on PPP projects
November • Pembahasan Dana PMN • Discussion on PMN funds
• Update Perkembangan JTTS • Update on JTTS development
• Pembahasan Materi Ragab • Discussion on Joint Meeting materials
• Update Perkembangan JTTS • Update on JTTS development
• Pembahasan Aset-Aset HK • Discussion on HK assets
Desember • Pembahasan Dana Pensiun • Discussion on pension fund matters
December • Monitoring Proyek Divisi Operasi • Monitoring of Operations Division projects
• Monitoring Proyek IKN • Monitoring of IKN project
• Pembahasan Materi Ragab • Discussion on Joint Meeting materials
Agenda, Tanggal dan Peserta Rapat Direksi Agenda, Date and Participants of The Board of Directors
Meeting
Sepanjang tahun 2025, agenda, tanggal dan peserta Rapat Direksi Throughout 2025, the agenda, dates and participants of the Board
adalah sebagai berikut. of Directors Meetings are as follows.
Tabel Rapat Direksi
Table of Board of Directors Meetings
Tanggal Agenda Rapat Peserta Rapat
No Kehadiran Attendance
Date Meeting Agenda Meeting participants
1 Senin, 6 Januari 1. Arahan Bapak Direktur Utama dan koordinasi antar Budi Harto Hadir Present
2025 Direktorat;
Monday, January 2. Pembahasan Peningkatan Status Karyawan; Koentjoro Hadir Present
6, 2025 3. Proyeksi kinerja PBBL Betung-Tempino-Jambi;
Agung Fajarwanto Hadir Present
4. Rencana HUT HK ke-64;
5. Dan Lain-lain. Gunadi Hadir Present
1. Direction from the President Director and coordination
among Directorates; Eka Setya Adrianto Hadir Present
2. Discussion on Employee Status Enhancement;
Muhammad Fauzan Hadir Present
3. Performance Projection of PBBL Betung–Tempino–
Jambi; Sugiarti Hadir Present
4. Preparation for the 64th Anniversary of HK;
5. And Others.
PT Hutama Karya (Persero)
2025 Annual Report 341
Page 342
Tanggal Agenda Rapat Peserta Rapat
No Kehadiran Attendance
Date Meeting Agenda Meeting participants
2 Senin, 13 Januari 1. Arahan Bapak Direktur Utama dan koordinasi antar Budi Harto Hadir Present
2025 Direktorat;
Monday, January 2. Rencana Perdamaian CSK; Koentjoro Hadir Present
13, 2025 3. Dan Lain-lain.
Agung Fajarwanto Hadir Present
1. Direction from the President Director and coordination
among Directorates; Gunadi Hadir Present
2. CSK Settlement Plan;
3. And Others. Eka Setya Adrianto Hadir Present
Muhammad Fauzan Hadir Present
Sugiarti Hadir Present
3 Senin, 20 Januari 1. Arahan Bapak Direktur Utama dan koordinasi antar Budi Harto Hadir Present
2025 Direktorat;
Monday, January 2. Update MLFF & JORR-S Elevated; Koentjoro Hadir Present
20, 2025 3. Pembahasan Laporan Keuangan Unaudited tahun
Agung Fajarwanto Hadir Present
2O24;
4. Update Penyelesaian CSK; Gunadi Hadir Present
5. Dan Lain-lain.
1. Direction from the President Director and coordination Eka Setya Adrianto Hadir Present
among Directorates;
Muhammad Fauzan Hadir Present
2. Update on MLFF & JORR-S Elevated;
3. Discussion on the Unaudited Financial Statements for Sugiarti Hadir Present
2024;
4. Update on CSK Settlement;
5. And Others.
4 Kamis, 30 Januari 1. Arahan Bapak Direktur Utama dan koordinasi antar Budi Harto Hadir Present
2025 Direktorat;
Thursday, 2. Pembahasan Perdamaian CSK; Koentjoro Hadir Present
January 30, 2025 3. Pembahasan HUT HK ke-64;
Agung Fajarwanto Hadir Present
4. Dan Lain-lain.
1. Direction from the President Director and coordination Gunadi Hadir Present
among Directorates;
2. Discussion on CSK Settlement; Eka Setya Adrianto Hadir Present
3. Discussion on the 64th Anniversary of HK;
Muhammad Fauzan Hadir Present
4. And Others.
Sugiarti Hadir Present
5 Kamis, 3 Februari 1. Arahan Bapak Direktur Utama dan koordinasi antar Budi Harto Hadir Present
2025 Direktorat;
Thursday, 2. Usulan Struktur Organisasi Divisi EPC; Koentjoro Hadir Present
February 3, 2025 3. Dan Lain-lain.
Agung Fajarwanto Hadir Present
1. Direction from the President Director and coordination
among Directorates; Gunadi Hadir Present
2. Proposed Organizational Structure of the EPC Division;
3. And Others. Eka Setya Adrianto Hadir Present
Muhammad Fauzan Hadir Present
Sugiarti Hadir Present
6 Senin, 10 Februari 1. Arahan Bapak Direktur Utama dan koordinasi antar Budi Harto Hadir Present
2025 Direktorat;
Monday, February 2. Peningkatan Status Karyawan PKWT ke Karyawan Tetap Koentjoro Hadir Present
10, 2025 Tahun 2025
Agung Fajarwanto Hadir Present
3. Efisiensi RKAP Tahun 2025;
4. Pembahasan persetujuan rencana kerja sama usaha Gunadi Hadir Present
antara PT HK Realtindo dengan PT All Play Indonesia
pada Aset PT HK Realtindo Kemayoran; Eka Setya Adrianto Hadir Present
5. Dan Lain-lain.
Muhammad Fauzan Hadir Present
1. Direction from the President Director and coordination
among Directorates; Sugiarti Hadir Present
2. Enhancement of Employee Status from Fixed-Term
Employment (PKWT) to Permanent Employees in 2025;
3. Efficiency of the 2025 RKAP;
4. Discussion on the approval of a business cooperation
plan between PT HK Realtindo and PT All Play
Indonesia on PT HK Realtindo Kemayoran assets;
5. And Others.
PT Hutama Karya (Persero)
342 Laporan Tahunan 2025
Page 343
Tata Kelola Perusahaan
Corporate Governance
Tanggal Agenda Rapat Peserta Rapat
No Kehadiran Attendance
Date Meeting Agenda Meeting participants
7 Senin, 17 Februari 1. Arahan Bapak Direktur Utama dan koordinasi antar Budi Harto Hadir Present
2025 Direktorat;
Monday, February 2. Persetujuan Experience Hire Talenta ICoFR HK dari Koentjoro Hadir Present
17, 2025 Eksternal;
Agung Fajarwanto Hadir Present
3. Update Dispute IDC Hutama Karya
- Adhi Karya Ruas Aceh Gunadi Hadir Present
- Sigli & Persetujuan Penyelesaian Sesuai Kontrak;
4. Pembahasan Hasil Monev Itjen Kemenkeu atas Eka Setya Adrianto Hadir Present
Penambahan PMN 2022-2024;
Muhammad Fauzan Hadir Present
5. Dan Lain-lain.
1. Direction from the President Director and coordination Sugiarti Hadir Present
among Directorates;
2. Approval of External Experience Hire for Talenta ICoFR
HK;
3. Update on the IDC Dispute between Hutama Karya
- Adhi Karya for the Aceh
- Sigli Section and Approval of Settlement in
accordance with the contract;
4. Discussion on the Results of Monitoring and Evaluation
by the Inspectorate General of the Ministry of Finance
on the Addition of PMN 2022–2024;
5. And Others.
8 Senin, 24 Februari 1. Arahan Bapak Direktur Utama dan koordinasi antar Budi Harto Hadir Present
2025 Direktorat;
Monday, February 2. Pembahasan Materi Ragab Dekom dan Direksi: Koentjoro Hadir Present
24, 2025 - Pembahasan Laporan Manajemen Tahun 2024
Agung Fajarwanto Hadir Present
(unaudited);
- Permohonan Tanggapan Tertulis atas Perubahan Gunadi Hadir Present
Usulan PMN TA 2025 dan Penambahan PMN TA
2026; Eka Setya Adrianto Hadir Present
- Pembahasan Progres Proyek-proyek Divisi EPC.
Muhammad Fauzan Hadir Present
3. Dan Lain-lain.
1. Direction from the President Director and coordination Sugiarti Hadir Present
among Directorates;
2. Discussion on Materials for the Joint Meeting of the
Board of Commissioners and Board of Directors:
- Discussion on the 2024 Management Report
(unaudited);
- Request for Written Response on Changes to the
Proposed PMN FY 2025 and Additional PMN FY
2026;
- Discussion on the Progress of EPC Division Projects.
3. And Others.
9 Senin, 3 Maret 1. Arahan Bapak Direktur Utama dan koordinasi antar Budi Harto Hadir Present
2025 Direktorat;
Monday, March 2. Pembahasan THR; Koentjoro Hadir Present
3, 2025 3. Pembahasan diskon tarif Tol Sumatra;
Agung Fajarwanto Hadir Present
4. Pembahasan Impairement Asset JTTS 2024;
5. Inisiasi KPBU Hunian ASN di IKN; Gunadi Hadir Present
6. Dan Lain-lain.
1. Direction from the President Director and coordination Eka Setya Adrianto Hadir Present
among Directorates;
Muhammad Fauzan Hadir Present
2. Discussion on Holiday Allowance (THR);
3. Discussion on Sumatra Toll Tariff Discount; Sugiarti Hadir Present
4. Discussion on JTTS Asset Impairment 2024;
5. Initiation of PPP for ASN Housing in IKN;
6. And Others.
PT Hutama Karya (Persero)
2025 Annual Report 343
Page 344
Tanggal Agenda Rapat Peserta Rapat
No Kehadiran Attendance
Date Meeting Agenda Meeting participants
10 Selasa, 11 Maret 1. Arahan Bapak Direktur Utama dan koordinasi antar Budi Harto Hadir Present
2025 Direktorat;
Tuesday, March 2. Pembahasan evaluasi Grading BOD-1; Koentjoro Tidak Hadir Not Present
11, 2025 3. Usulan persetujuan pemakaian Dana Talangan Tanah
Agung Fajarwanto Hadir Present
untuk lokasi lahan non kawasan Hutan Ruas Aceh-Sigli;
4. Usulan persetujuan pembayaran eskalasi PT Adhi Gunadi Hadir Present
Karya (Persero) Tbk Proyek Aceh-Sigli sebesar 70% dari
nilai pengajuan eskalasi ke BPKP; Eka Setya Adrianto Hadir Present
5. Usulan KPI Direksi secara Individual tahun 2025;
Muhammad Fauzan Hadir Present
6. Dan Lain-lain.
1. Direction from the President Director and coordination Sugiarti Hadir Present
among Directorates;
2. Discussion on the Evaluation of BOD-1 Grading;
3. Proposal for approval of the use of Land Bridging Fund
for non-forest area land locations in the Aceh–Sigli
Section;
4. Proposal for approval of escalation payment to PT
Adhi Karya (Persero) Tbk for the Aceh–Sigli Project
amounting to 70% of the escalation submission value
to BPKP;
5. Proposed Individual KPI of the Board of Directors for
2025;
6. And Others.
11 Senin, 17 Maret 1. Arahan Bapak Direktur Utama dan koordinasi antar Budi Harto Hadir Present
2025 Direktorat;
Monday, March 2. Pembahasan Materi Ragab Dekom dan Direksi : Koentjoro Hadir Present
17, 2025 - Pembahasan Evaluasi biaya konstruksi jalan di PT
Agung Fajarwanto Tidak Hadir Not Present
HKI dan DSU
- Pembahasan hasil audit Laporan Keuangan Gunadi Tidak Hadir Not Present
Konsolidasi PT Hutama Karya (Persero)
- Mekanisme penentuan selected talent PT HK untuk Eka Setya Adrianto Hadir Present
masuk dalam Talent Pool Kementerian BUMN.
Muhammad Fauzan Hadir Present
3. Dan Lain-lain.
1. Direction from the President Director and coordination Sugiarti Hadir Present
among Directorates;
2. Discussion on Materials for the Joint Meeting of the
Board of Commissioners and Board of Directors:
- Discussion on the evaluation of road construction
costs at PT HKI and DSU
- Discussion on the audit results of the Consolidated
Financial Statements of PT Hutama Karya (Persero)
- Mechanism for determining selected talent of PT
HK to be included in the Talent Pool of the Ministry
of State-Owned Enterprises.
3. And Others.
12 Senin, 24 Maret 1. Arahan Bapak Direktur Utama dan koordinasi antar Budi Harto Hadir Present
2025 Direktorat;
Monday, March 2. Update Pembiayaan Jalan Tol Ruas Betung-Jambi; Koentjoro Hadir Present
24, 2025 3. Dan Lain-lain.
Agung Fajarwanto Hadir Present
1. Direction from the President Director and coordination
among Directorates; Gunadi Hadir Present
2. Update on Toll Road Financing for the Betung–Jambi
Section; Eka Setya Adrianto Hadir Present
3. And Others.
Muhammad Fauzan Hadir Present
Sugiarti Hadir Present
13 Selasa, 8 April 1. Arahan Bapak Direktur Utama dan koordinasi antar Budi Harto Hadir Present
2025 Direktorat;
Tuesday, April 8, 2. Pembahasan Kajian Gedung Arsip Kemang; Koentjoro Hadir Present
2025 3. Dan Lain-lain.
Agung Fajarwanto Hadir Present
1. Direction from the President Director and coordination
among Directorates; Gunadi Hadir Present
2. Discussion on the Study of the Kemang Archive
Building; Eka Setya Adrianto Hadir Present
3. And Others.
Muhammad Fauzan Hadir Present
Sugiarti Hadir Present
PT Hutama Karya (Persero)
344 Laporan Tahunan 2025
Page 345
Tata Kelola Perusahaan
Corporate Governance
Tanggal Agenda Rapat Peserta Rapat
No Kehadiran Attendance
Date Meeting Agenda Meeting participants
14 Senin, 14 April 1. Arahan Bapak Direktur Utama dan koordinasi antar Budi Harto Tidak Hadir Not Present
2025 Direktorat;
Monday, April 14, 2. Pengalihan Tanda Minat Kerjasama Citos ke IFG; Koentjoro Hadir Present
2025 3. Tindaklanjut Putusan BANI tentang Proyek Djatiroto;
Agung Fajarwanto Hadir Present
4. Dan Lain-lain.
1. Direction from the President Director and coordination Gunadi Hadir Present
among Directorates;
2. Transfer of Expression of Interest for Citos cooperation Eka Setya Adrianto Hadir Present
to IFG;
Muhammad Fauzan Hadir Present
3. Follow-up on the BANI Decision regarding the Djatiroto
Project; Sugiarti Hadir Present
4. And Others.
15 Senin, 21 April 1. Arahan Direktur Utama dan koordinasi antar Direktorat; Budi Harto Hadir Present
2025 2. Pembahasan Penunjukan PT HK dalam Percepatan
Monday, April 21, Rehabilitasi Jaringan Irigasi sesuai Keputusan Menteri Koentjoro Hadir Present
2025 PU No.444;
Agung Fajarwanto Hadir Present
3. Dan Lain-lain.
1. Direction from the President Director and coordination Gunadi Hadir Present
among Directorates;
2. Discussion on the Appointment of PT HK in Accelerating Eka Setya Adrianto Hadir Present
Irrigation Network Rehabilitation in accordance with
Muhammad Fauzan Hadir Present
the Minister of Public Works Decree No. 444;
3. And Others. Sugiarti Tidak Hadir Not Present
16 Senin, 28 April 1. Arahan Direktur Utama dan koordinasi antar Direktorat; Budi Harto Hadir Present
2025 2. Update Hasil Notisi BPKP Ruas Palembang-Betung;
Monday, April 28, 3. Pembahasan Materi Ragab Dekom dan Direksi: Koentjoro Hadir Present
2025 - Pembahasan Kinerja Konstruksi s.d. TW I Tahun
Agung Fajarwanto Hadir Present
2025 dan keberlangsungan PT Hamawas dalam
Jangka Panjang; Gunadi Hadir Present
- Pembahasan Rencana Efisiensi yang akan
dilakukan pada PT HK dan Group; Eka Setya Adrianto Hadir Present
- Update Hasil Keputusan BANI terkait Proyek PG
Muhammad Fauzan Hadir Present
Djatiroto dan Langkah Tindaklanjutnya;
4. Tindaklanjut Negosiasi Pengalihan Tanda Minat Sugiarti Hadir Present
Kerjasama Aset Citos;
5. Dan Lain-lain.
1. Direction from the President Director and coordination
among Directorates;
2. Update on BPKP Notice Results for the Palembang–
Betung Section;
3. Discussion on Materials for the Joint Meeting of the
Board of Commissioners and Board of Directors:
- Discussion on Construction Performance up to
Q1 2025 and the long-term sustainability of PT
Hamawas;
- Discussion on Efficiency Plans to be implemented
at PT HK and the Group;
- Update on BANI Decision Results regarding the PG
Djatiroto Project and its follow-up actions;
4. Follow-up on the Negotiation for the Transfer of
Expression of Interest for Citos Asset Cooperation;
5. And Others.
17 Senin, 5 Mei 2025 1. Arahan Direktur Utama dan koordinasi antar Direktorat; Budi Harto Hadir Present
Monday, May 5, 2. Pembahasan Nominasi Pejabat Anak Perusahaan;
2025 3. Pembahasan Bonus Kinerja 2024; Koentjoro Hadir Present
4. Pembahasan Biaya PBBL Betung-Jambi;
Agung Fajarwanto Hadir Present
5. Dan Lain-lain.
1. Direction from the President Director and coordination Gunadi Hadir Present
among Directorates;
2. Discussion on the Nomination of Subsidiary Officials; Eka Setya Adrianto Hadir Present
3. Discussion on the 2024 Performance Bonus;
Muhammad Fauzan Hadir Present
4. Discussion on Costs of PBBL Betung–Jambi;
5. And Others. Sugiarti Hadir Present
PT Hutama Karya (Persero)
2025 Annual Report 345
Page 346
Tanggal Agenda Rapat Peserta Rapat
No Kehadiran Attendance
Date Meeting Agenda Meeting participants
18 Rabu, 14 Mei 2025 1. Arahan Direktur Utama dan Koordinasi Antar Direktorat; Budi Harto Hadir Present
Wednesday, May 2. Usulan Persetujuan Pemberian Material Sisa Bongkara
14, 2025 Hotmix Terpeka ke BPJN Sumsel, BPJN Lampung, Koentjoro Hadir Present
Pemerintah Kabupaten Mesuji dan Ogan Komering Ilir;
Agung Fajarwanto Hadir Present
3. Update Penanangan Asset pada HK Group;
4. Dan lain-lain. Gunadi Hadir Present
1. Direction from the President Director and coordination
among Directorates; Eka Setya Adrianto Hadir Present
2. Proposal for Approval of the Provision of Remaining
Muhammad Fauzan Hadir Present
Hotmix Milling Materials to BPJN South Sumatra, BPJN
Lampung, the Mesuji Regency Government, and Ogan Sugiarti Hadir Present
Komering Ilir Regency Government;
3. Update on Asset Handling within the HK Group;
4. And Others.
19 Senin, 19 Mei 1. Arahan Direktur Utama dan Koordinasi Antar Direktorat; Budi Harto Hadir Present
2025 2. Update PG Djatiroto, Jawaban Uttam;
Monday, May 19, 3. Dan lain-lain. Koentjoro Hadir Present
2025 1. Direction from the President Director and coordination
Agung Fajarwanto Hadir Present
among Directorates;
2. Update on PG Djatiroto and Uttam’s Response; Gunadi Hadir Present
3. And Others.
Eka Setya Adrianto Hadir Present
Muhammad Fauzan Hadir Present
Sugiarti Hadir Present
20 Senin, 26 Mei 1. Arahan Direktur Utama dan Koordinasi Antar Direktorat; Budi Harto Hadir Present
2025 2. Pembahasan KPI Divisi EPC Tahun 2024;
Monday, May 26, 3. Dan lain-lain. Koentjoro Hadir Present
2025 1. Direction from the President Director and coordination
Agung Fajarwanto Hadir Present
among Directorates;
2. Discussion on the 2024 KPI of the EPC Division; Gunadi Hadir Present
3. And Others.
Eka Setya Adrianto Hadir Present
Muhammad Fauzan Hadir Present
Sugiarti Hadir Present
21 Senin, 2 Juni 2025 1. Arahan Direktur Utama dan Koordinasi Antar Direktorat; Budi Harto Hadir Present
Monday, June 2, 2. Usulan Persetujuan Discount Tarif Tol Dalam Rangka
2025 Insentif kepada Pengguna Jalan Tol; Koentjoro Hadir Present
3. Dan lain-lain.
Agung Fajarwanto Hadir Present
1. Direction from the President Director and coordination
among Directorates; Gunadi Hadir Present
2. Proposal for Approval of Toll Tariff Discount as an
Incentive for Toll Road Users; Eka Setya Adrianto Hadir Present
3. And Others.
Muhammad Fauzan Hadir Present
Sugiarti Hadir Hadir
22 Selasa, 10 Juni 1. Arahan Plt. Direktur Utama dan Koordinasi Antar Koentjoro Tidak Hadir Not Present
2025 Direktorat;
Tuesday, June 10, 2. Rencana Kredit Proyek ATP dan Pengadaan Konsultan Agung Fajarwanto Hadir Present
2025 untuk Kajian Lahan Agriculture Jambi;
Gunadi Tidak Hadir Not Present
3. Dan lain-lain.
1. Direction from the Acting President Director and Eka Setya Adrianto Hadir Present
coordination among Directorates;
2. Project Credit Plan for ATP and Procurement of Muhammad Fauzan Hadir Present
Consultants for the Agricultural Land Study in Jambi;
Sugiarti Hadir Present
3. And Others.
23 Senin, 16 Juni 1. Arahan Plt. Direktur Utama dan Koordinasi Antar Koentjoro Hadir Present
2025 Direktorat;
Monday, June 16, 2. Pembahasan Pembayaran Apartemen Aspena oleh PT Agung Fajarwanto Hadir Present
2025 Taspen Properti Indonesia;
Gunadi Hadir Present
3. Dan lain-lain.
1. Direction from the Acting President Director and Eka Setya Adrianto Hadir Present
coordination among Directorates;
2. Discussion on the Payment for Aspena Apartment by PT Muhammad Fauzan Hadir Present
Taspen Properti Indonesia;
Sugiarti Hadir Present
3. And Others.
PT Hutama Karya (Persero)
346 Laporan Tahunan 2025
Page 347
Tata Kelola Perusahaan
Corporate Governance
Tanggal Agenda Rapat Peserta Rapat
No Kehadiran Attendance
Date Meeting Agenda Meeting participants
24 Senin, 23 Juni 1. Arahan Plt. Direktur Utama dan Koordinasi Antar Koentjoro Hadir Present
2025 Direktorat;
Monday, June 23, 2. Update Penutupan KSO; Agung Fajarwanto Hadir Present
2025 3. Pembahasan Reviu KPI PMN Tahun 2025 atas saran dari
Gunadi Hadir Present
Itjen Kemenkeu;
4. Pembahasan Materi Ragab: Eka Setya Adrianto Hadir Present
- Pembahasan KPI Direksi HK Tahun 2025
- Kinerja Divisi Sipil Umum Per 31 Mei 2025 Muhammad Fauzan Hadir Present
- Renstra HK Terkait Keberlanjutan JTTS dengan
Sugiarti Hadir Present
skenario tanpa PMN
5. Dan lain-lain.
1. Direction from the Acting President Director and
coordination among Directorates;
2. Update on KSO Closure;
3. Discussion on the Review of 2025 PMN KPI based on
recommendations from the Inspectorate General of the
Ministry of Finance;
4. Discussion on Joint Meeting Materials:
- Discussion on the 2025 KPI of the Board of Directors
of HK
- Performance of the General Civil Division as of May
31, 2025
- HK Strategic Plan related to JTTS Sustainability
under a scenario without PMN
5. And Others.
25 Senin, 30 Juni 1. Arahan Plt. Direktur Utama dan Koordinasi Antar Koentjoro Hadir Present
2025 Direktorat;
Monday, June 30, 2. Pembahasan Pemotongan Tarif Tol Ruas Bengkulu dan Agung Fajarwanto Hadir Present
2025 Pekanbaru-XIII Kota Kampar;
Gunadi Hadir Present
3. Update Penutupan KSO;
4. Dan lain-lain. Eka Setya Adrianto Hadir Present
1. Direction from the Acting President Director and
coordination among Directorates; Muhammad Fauzan Hadir Present
2. Discussion on Toll Tariff Reduction for the Bengkulu
Sugiarti Hadir Present
Section and Pekanbaru–XIII Koto Kampar Section;
3. Update on KSO Closure;
4. And Others.
26 Senin, 7 Juli 2025 1. Arahan Plt. Direktur Utama dan Koordinasi Antar Koentjoro Hadir Present
Monday, July 7, Direktorat;
2025 2. Evaluasi Rekrutmen Karyawan Tetap Melalui Jalur Agung Fajarwanto Hadir Present
Experience Hired;
Gunadi Hadir Present
3. Rencana Pengangkatan Karyawan Talent Integration
Program (MT) 2024; Eka Setya Adrianto Hadir Present
4. Pembahasan Penerima Beasiswa Luar Negeri;
5. Pembahasan Tantiem Anak Perusahaan; Muhammad Fauzan Hadir Present
6. Pembahasan Legal Opini Program Dapur Umum MBG;
Sugiarti Hadir Present
7. Pembahasan Materi Rapat Gabungan Terbatas tentang
Akuisisi PT Semen Indogreen Sentosa;
8. Update Proyek Integrated Building;
9. Dan lain-lain.
1. Direction from the Acting President Director and
coordination among Directorates;
2. Evaluation of Permanent Employee Recruitment
through the Experienced Hire Scheme;
3. Plan for the Appointment of Employees under the 2024
Talent Integration Program (MT);
4. Discussion on Overseas Scholarship Recipients;
5. Discussion on Subsidiaries’ Tantiem;
6. Discussion on Legal Opinion for the MBG Public Kitchen
Program;
7. Discussion on Materials for the Limited Joint Meeting
regarding the Acquisition of PT Semen Indogreen
Sentosa;
8. Update on the Integrated Building Project;
9. And Others.
PT Hutama Karya (Persero)
2025 Annual Report 347
Page 348
Tanggal Agenda Rapat Peserta Rapat
No Kehadiran Attendance
Date Meeting Agenda Meeting participants
27 Senin, 14 Juli 1. Arahan Plt. Direktur Utama dan Koordinasi Antar Koentjoro Hadir Present
2025 Direktorat;
Monday, July 14, 2. Pembahasan Karyawan Experienced Hire Awardee Agung Fajarwanto Hadir Present
2025 LPDP;
Gunadi Hadir Present
3. Pembahasan Scoring dan Profil Karyawan Tetap Talent
lntegration Program (MT) Tahun 2024; Eka Setya Adrianto Hadir Present
4. Paparan Daftar Top Talent BoD-l, BoD-2 dan Project
Manager Muhammad Fauzan Tidak Hadir Not Present
5. Kajian Remunerasi PT Hutama Panorama Sitiniau Lauik
Sugiarti Hadir Present
dan PT Hutama Mambelim Trans Papua;
6. Dan lain-lain.
1. Direction from the Acting President Director and
coordination among Directorates;
2. Discussion on Experienced Hire Employees Awarded
LPDP Scholarships;
3. Discussion on Scoring and Profile of Permanent
Employees under the 2024 Talent Integration Program
(MT);
4. Presentation on the List of Top Talent for BOD-1, BOD-2,
and Project Manager
5. Remuneration Study of PT Hutama Panorama Sitiniau
Lauik and PT Hutama Mambelim Trans Papua;
6. And Others.
28 Selasa, 22 Juli 1. Arahan Plt.Direktur Utama dan koordinasi antar Koentjoro Hadir Present
2025 Direktorat;
Tuesday, July 22, 2. Update Integrasi Karya; Agung Fajarwanto Tidak Hadir Present
2025 3. Klaim PT BSU Proyek The Groove;
Gunadi Hadir Present
4. Rencana Perbaikan Kinerja PT Petronesia Benimel;
5. Pembahasan Pembangunan Jalan Tol Ruas Jambi Eka Setya Adrianto Hadir Present
Betung:
- Prokons Muhammad Fauzan Hadir Present
- Kajian Risiko
Sugiarti Hadir Present
6. Persetujuan Letter of Interest KPBU Jalan dan Multi
Utility Tunnel IKN;
7. Kajian Rangkap Jabatan Direksi;
8. Presentasi MT Talent Integration Program Tahun 2024 –
2025;
9. Dan Lain-lain.
1. Arahan Plt.Direktur Utama dan koordinasi antar
Direktorat;
2. Update on Karya Integration;
3. Claim by PT BSU for The Groove Project;
4. Performance Improvement Plan of PT Petronesia
Benimel;
5. Discussion on the Development of the Jambi–Betung
Toll Road Section:
- Prokons
- Risk Assessment
6. Approval of the Letter of Interest for PPP of Road and
Multi Utility Tunnel IKN;
7. Study on Concurrent Positions of the Board of
Directors;
8. Presentation of the 2024–2025 MT Talent Integration
Program;
9. And Others.
PT Hutama Karya (Persero)
348 Laporan Tahunan 2025
Page 349
Tata Kelola Perusahaan
Corporate Governance
Tanggal Agenda Rapat Peserta Rapat
No Kehadiran Attendance
Date Meeting Agenda Meeting participants
29 Senin, 28 Juli 1. Arahan Plt. Direktur Utama dan Koordinasi Antar Koentjoro Hadir Present
2025 Direktorat;
Monday, July 28, 2. Pembahasan Materi Ragab Dekom dan Direksi; Agung Fajarwanto Hadir Present
2025 - Rencana Monetasi ruas Akses Tanjung Priok dan
Gunadi Hadir Present
Rencana Pengelolaan Fasilitas Pinjaman Jangka
Panjang Perusahaan; Eka Setya Adrianto Hadir Present
- Kinerja Jasa Konstruksi sampai dengan Juni 2025
(Divisi Gedung dan Divisi Sipil Umum); Muhammad Fauzan Hadir Present
- Rencana Strategis Percepatan Pembangunan JTTS.;
Sugiarti Hadir Present
3. Pembahasan Rencana Kineria EPC Semester 2 Tahun
2025
4. Presentasi MT Talent lntegration Program Tahun 2024
-2025;
5. Dan lain-lain
1. Direction from the Acting President Director and
coordination among Directorates;
2. Discussion on Materials for the Joint Meeting of the
Board of Commissioners and Board of Directors
- Monetization Plan for the Tanjung Priok Access
Section and the Plan for Managing the Company’s
Long-Term Loan Facilities;
- Construction Services Performance up to June 2025
(Building Division and General Civil Division);
- Strategic Plan for Accelerating JTTS Development.;
3. Discussion on the EPC Performance Plan for the Second
Semester of 2025
4. Presentation of the 2024–2025 MT Talent Integration
Program;
5. Dan lain-lain
30 Senin, 4 Agustus 1. Arahan Plt. Direktur Utama dan Koordinasi Antar Koentjoro Hadir Present
2025 Direktorat;
Monday, August 2. Pembahasan Shortlist Calon Direktur Utama PT Semen Agung Fajarwanto Hadir Present
4, 2025 Indogreen Sentosa;
Gunadi Hadir Present
3. Paparan lntegrasi Karya;
4. Pembahasan Cash flow Jakon; Eka Setya Adrianto Hadir Present
5. Pembahasan Digitalisasi pengelolaan kontrak, tagihan
vendor, dan review anggaran TI Tahun 2025; Muhammad Fauzan Hadir Present
6. Update review audit klaim proyek EPC Talavera Tuban
Sugiarti Hadir Present
kepada Owner;
7. Penjualan Hak Tagih HK kepada Pihak ketiga Proyek
Alila;
8. Presentasi MT Talent lntegration Program Tahun 2024
-2025
9. Dan lain-lain.
1. Direction from the Acting President Director and
coordination among Directorates;
2. Discussion on the Shortlist of Candidates for President
Director of PT Semen Indogreen Sentosa;
3. Presentation on Karya Integration;
4. Discussion on Construction Cash Flow;
5. Discussion on the Digitalization of Contract
Management, Vendor Billing, and Review of the 2025 IT
Budget;
6. Update on the Review/Audit of EPC Talavera Tuban
Project Claims to the Owner;
7. Sale of HK Receivables to Third Parties for the Alila
Project;
8. Presentation of the 2024–2025 IIT Talent Integration
Program
9. And Others.
PT Hutama Karya (Persero)
2025 Annual Report 349
Page 350
Tanggal Agenda Rapat Peserta Rapat
No Kehadiran Attendance
Date Meeting Agenda Meeting participants
31 Senin, 11 Agustus 1. Arahan Plt. Direktur Utama dan Koordinasi Antar Koentjoro Hadir Present
2025 Direktorat;
Monday, August 2. Pembahasan Porsi Talangan Cash untuk HKR dari Agung Fajarwanto Hadir Present
11, 2025 pengembalian CSK 1 Triliun;
Gunadi Hadir Present
3. Usulan Calon Direktur Utama dan Plt. Direktur Utama
PT HK SIS; Eka Setya Adrianto Hadir Present
4. Review BPKP atas klaim Divisi Sipil Umum kepada PT
Hutama Marga Waskita; Muhammad Fauzan Hadir Present
5. Presentasi MT Talent lntegration Program Tahun 2024-
Sugiarti Hadir Present
2025;
6. Dan lain-lain.
1. Direction from the Acting President Director and
coordination among Directorates;
2. Discussion on the Portion of Cash Bridging for HKR
from the IDR1 trillion CSK repayment;
3. Proposal of Candidates for President Director and
Acting President Director of PT HK SIS;
4. BPKP Review on Claims of the General Civil Division to
PT Hutama Marga Waskita;
5. Presentation of the MT Talent Integration Program for
2024–2025;
6. And Others.
32 Rabu, 20 Agustus 1. Arahan Plt. Direktur Utama dan Koordinasi Antar Koentjoro Hadir Present
2025 Direktorat;
Wednesday, 2. Opsi Struktur dan Rencana Pengadaan Konsultan Agung Fajarwanto Hadir Present
August 20, 2025 lntegrasi;
Gunadi Hadir Present
3. Pengembalian Dana CSK & Proyeksi Cashflow HKR
Sampai Dengan Akhir Tahun 2025; Eka Setya Adrianto Hadir Present
4. Presentasi MT Talent lntegration program Tahun 2024-
2025; Muhammad Fauzan Hadir Present
5. Dan lain-lain.
Sugiarti Hadir Present
1. Direction from the Acting President Director and
coordination among Directorates;
2. Options for Structure and Procurement Plan for
Integration Consultants;
3. CSK Fund Repayment and HKR Project Cash Flow up to
the End of 2025;
4. Presentation of the MT Talent Integration Program for
2024–2025;
5. And Others.
PT Hutama Karya (Persero)
350 Laporan Tahunan 2025
Page 351
Tata Kelola Perusahaan
Corporate Governance
Tanggal Agenda Rapat Peserta Rapat
No Kehadiran Attendance
Date Meeting Agenda Meeting participants
33 Senin, 25 Agustus 1. Arahan Plt. Direktur Utama dan Koordinasi Antar Koentjoro Hadir Present
2025 Direktorat;
Monday, August 2. Pembahasan Materi Rapat Gabungan Dekom & Direksi: Agung Fajarwanto Hadir Present
25, 2025 - Update Rencana lntegrasi BUMN Karya;
Gunadi Hadir Present
- Monitoring Pelaksanaan Pekerjaan JTTS ruas
Palembang-Betung; Eka Setya Adrianto Hadir Present
- Pembahasan Program ESG PT Hutama Karya
(Persero). Muhammad Fauzan Hadir Present
3. Pembahasan Permasalahan Hukum:
Sugiarti Hadir Present
- Proyek Dermaga Anggrek Divisi Sipil Umum;
- Proyek Proving Ground Divisi Sipil Umum;
- Gugatan PT Doosan Heavy lndustries lndonesia
Proyek PLTU Jawa 9 & 10 Suralaya di SIAC
Singapore;
- Gugatan BANI Uttam Proyek Pabrik Gula Djatiroto.
4. Pembahasan lnpres Proyek lrigasi;
5. Pembahasan Remunerasi SPV KPBU;
6. Dan lain-lain.
1. Direction from the Acting President Director and
coordination among Directorates;
2. Discussion on Materials for the Joint Meeting of the
Board of Commissioners and Board of Directors:
- Update on the BUMN Karya Integration Plan;
- Monitoring of JTTS Work Implementation for the
Palembang–Betung Sectiong;
- Discussion on the ESG Program of PT Hutama Karya
(Persero).
3. Discussion on Legal Issues:
- Anggrek Port Project of the General Civil Division;
- Proving Ground Project of the General Civil Division;
- Lawsuit by PT Doosan Heavy Industries Indonesia
for the Java 9 & 10 Suralaya PLTU Project at SIAC
Singapore;
- BANI Lawsuit by Uttam for the Djatiroto Sugar
Factory Project.
4. Discussion on the Presidential Instruction regarding
Irrigation Projects;
5. Discussion on SPV KPBU Remuneration;
6. And Others.
34 Senin, 1 1. Arahan Plt. Direktur Utama dan Koordinasi Antar Koentjoro Hadir Present
September 2025 Direktorat;
Monday, 2. Temuan SPI terhadap Pemberian Piniaman kepada PT Agung Fajarwanto Hadir Present
September 1, Armindo Catur Pratama;
Gunadi Hadir Present
2025 3. Update Restrukturisasi PT Armindo Catur Pratama;
4. Update Rencana Optimalisasi/Divestasi Aset Eka Setya Adrianto Hadir Present
Bojonegara;
5. Pembahasan Permohonan Persetuiuan Penambahan Muhammad Fauzan Hadir Present
Anggaran Pembangunan Program Makan Bergizi Gratis;
Sugiarti Hadir Present
6. Dan lain-lain.
1. Direction from the Acting President Director and
coordination among Directorates;
2. SPI Findings on the Provision of Loans to PT Armindo
Catur Pratama;
3. Update on the Restructuring of PT Armindo Catur
Pratama;
4. Update on the Asset Optimization/Divestment Plan for
Bojonegara;
5. Discussion on the Request for Approval of Additional
Budget for the Free Nutritious Meal Program
Development;
6. And Others.
PT Hutama Karya (Persero)
2025 Annual Report 351
Page 352
Tanggal Agenda Rapat Peserta Rapat
No Kehadiran Attendance
Date Meeting Agenda Meeting participants
35 Senin, 8 1. Arahan Plt. Direktur Utama dan Koordinasi Antar Koentjoro Hadir Present
September 2025 Direktorat;
Monday, 2. Pembahasan Utang-Piutang PT Adhi Karya (Persero) Agung Fajarwanto Hadir Present
September 8, Tbk pada Jalan Tol Ruas Sigli-Banda Aceh;
Gunadi Hadir Present
2025 3. Update klaim, Kinerja Proyek dan Laba Rugi s. d 100%
Lawe-lawe dan PLTGU Muara Tawar Divisi EPC; Eka Setya Adrianto Hadir Present
4. Dan lain-lain.
1. Direction from the Acting President Director and Muhammad Fauzan Hadir Present
coordination among Directorates;
Sugiarti Hadir Present
2. Discussion on Payables and Receivables of PT Adhi
Karya (Persero) Tbk for the Sigli–Banda Aceh Toll Road
Section;
3. Update on Claims, Project Performance, and Profit and
Loss up to 100% Completion of Lawe-Lawe and PLTGU
Muara Tawar under the EPC Division;
4. And Others.
36 Senin, 15 1. Arahan Plt. Direktur Utama dan Koordinasi Antar Koentjoro Hadir Present
September 2025 Direktorat;
Monday, 2. Program Kerja Corcomm bulan September s.d. Agung Fajarwanto Hadir Present
September 15, Desember 2025;
Gunadi Hadir Present
2025 3. Pembahasan Keberlanjutan PT Hutama Marga Waskita;
4. Pembahasan Klaim Proyek Divisi EPC PLTGU Tambak Eka Setya Adrianto Hadir Present
Lorok dan CB3;
5. Pembahasan Kajian Reorganisasi Perusahaan; Muhammad Fauzan Hadir Present
6. Dan lain-lain.
Sugiarti Hadir Present
1. Direction from the Acting President Director and
coordination among Directorates;
2. Corcomm Work Program for September to December
2025;
3. Discussion on the Sustainability of PT Hutama Marga
Waskita;
4. Discussion on EPC Division Project Claims for PLTGU
Tambak Lorok and CB3;
5. Discussion on the Company Reorganization Study;
6. And Others.
37 Senin, 22 1. Arahan Plt. Direktur Utama dan Koordinasi Antar Koentjoro Hadir Present
September 2025 Direktorat;
Monday, 2. Pembahasan Tindaklanjut Surat lntegrasi Karya; Agung Fajarwanto Hadir Present
September 22, 3. Pembahasan Draft RKAP Tahun 2026;
Gunadi Hadir Present
2025 4. Pembahasan Kajian Risiko Penyelesaian Proyek PLTM
Harjosari; Eka Setya Adrianto Hadir Present
5. Program Perbaikan Kinerja PT Bhirawa Steel & PT
Petronesia Benimel; Muhammad Fauzan Hadir Present
6. Pembahasan Materi Ragab Dekom dan Direksi:
Sugiarti Hadir Present
- Update rencana integrasi BUMN Karya, khususnya
terkait dengan rencana pembayaran utang
Perusahaan ke depan;
- Pembahasan evaluasi penerapan QHSSE pasca
terjadinya fatality;
- Pembahasan kinerja proyek baru di tahun 2025.
7. Dan lain-lain.
1. Direction from the Acting President Director and
coordination among Directorates;
2. Discussion on the Follow-up of the Karya Integration
Letter;
3. Discussion on the Draft 2026 RKAP;
4. Discussion on the Risk Assessment for the Completion
of the PLTM Harjosari Project;
5. Performance Improvement Program of PT Bhirawa
Steel and PT Petronesia Benimel;
6. Discussion on Materials for the Joint Meeting of the
Board of Commissioners and Board of Directors:
- Update on the BUMN Karya Integration Plan,
particularly related to the Company’s future debt
repayment plan;
- Discussion on the evaluation of QHSSE
implementation following the occurrence of a
fatality;
- Discussion on the performance of new projects in
2025.
7. And Others.
PT Hutama Karya (Persero)
352 Laporan Tahunan 2025
Page 353
Tata Kelola Perusahaan
Corporate Governance
Tanggal Agenda Rapat Peserta Rapat
No Kehadiran Attendance
Date Meeting Agenda Meeting participants
38 Senin, 29 l. Arahan Plt. Direktur Utama dan Koordinasi Antar Koentjoro Hadir Present
September 2025 Direktorat;
Monday, 2. Update Draft RKAP Tahun 2026; Agung Fajarwanto Hadir Present
September 29, 3. Pembahasan Usulan Promosi Akselerasi Person Grade
Gunadi Hadir Present
2025 dan Job Grade;
4. Pembahasan Kajian Keberlanjutan Proyek PLTM Eka Setya Adrianto Hadir Present
Harjosari;
5. Program Perbaikan Kinerja PT Petronesia Benimel; Muhammad Fauzan Hadir Present
6. Dan Lain-lain.
Sugiarti Hadir Present
l. Direction from the Acting President Director and
coordination among Directorates;
2. Update on the Draft 2026 RKAP;
3. Discussion on the Proposed Acceleration Promotion for
Person Grade and Job Grade;
4. Discussion on the Sustainability Study of the PLTM
Harjosari Project;
5. Performance Improvement Program of PT Petronesia
Benimel;
6. And Others.
39 Senin, 6 Oktober 1. Arahan Plt. Direktur Utama dan Koordinasi Antar Koentjoro Hadir Present
2025 Direktorat;
Monday, October 2. Program Perbaikan Kinerja PT Bhirawa Steel; Agung Fajarwanto Hadir Present
6, 2025 3. Dan Lain-lain.
Gunadi Hadir Present
1. Direction from the Acting President Director and
coordination among Directorates; Eka Setya Adrianto Hadir Present
2. Performance Improvement Program of PT Bhirawa
Steel; Muhammad Fauzan Hadir Present
3. And Others.
Sugiarti Tidak Hadir Not Present
40 Senin, 13 Oktober 1. Arahan Plt. Direktur Utama dan Koordinasi Antar Koentjoro Hadir Present
2025 Direktorat;
Monday, October 2. Pembahasan Proyek Rehab Gedung DPRD Makassar, Agung Fajarwanto Hadir Present
13, 2025 Sulawesi Selatan;
Gunadi Hadir Present
3. Dan Lain-lain.
- Rencana Tender Pipanisasi Dumai Eka Setya Adrianto Hadir Present
- Sei Mengkei (Dusem).
1. Direction from the Acting President Director and Muhammad Fauzan Hadir Present
coordination among Directorates;
Sugiarti Hadir Present
2. Discussion on the DPRD Building Rehabilitation Project
in Makassar, South Sulawesi;
3. And Others.
- Dumai Pipeline Tender Plan
– Sei Mengkei (DUSEM) .
41 Senin, 20 Oktober 1. Arahan Plt. Direktur Utama dan koordinasi antar Koentjoro Hadir Present
2025 Direktorat;
Monday, October 2. Pembahasan Usulan Bakal Calon (Longlist) BOD Anak Agung Fajarwanto Hadir Present
20, 2025 Perusahaan;
Gunadi Hadir Present
3. Update Usulan Skema Rencana Usaha Sp. Ness Cinto
Kenang dan Rimbo Panjang Teratak Buluh; Eka Setya Adrianto Hadir Present
4. Update Ruas Palembang Betung terkait permintaan
Pembangunan On Off Ramp Kramasan dari Wamen Muhammad Fauzan Hadir Present
lnvestasi;
Sugiarti Hadir Present
5. Permohonan Penurunan Bunga pinjaman dalam Upaya
Restrukturisasi Keuangan HKR;
6. Dan Lain-lain
- Poin-poin Perubahan keempat UU BUMN.
- Efisiensi Saldo Dana PMN JTTS Tahap l.
1. Direction from the Acting President Director and
coordination among Directorates;
2. Discussion on the Proposed Longlist of Candidates for
Subsidiaries’ Board of Directors;
3. Update on the Proposed Business Plan Scheme for Sp.
Ness Cinto Kenang and Rimbo Panjang Teratak Buluh;
4. Update on the Palembang–Betung Section regarding
the request for the construction of the Kramasan On-Off
Ramp from the Vice Minister of Investment;
5. Request for Reduction of Loan Interest Rates in the
Context of HKR Financial Restructuring;
6. Dan Lain-lain
- Key Points of the Fourth Amendment to the BUMN
Law.
- Efficiency of the PMN Fund Balance for JTTS Phase I.
PT Hutama Karya (Persero)
2025 Annual Report 353
Page 354
Tanggal Agenda Rapat Peserta Rapat
No Kehadiran Attendance
Date Meeting Agenda Meeting participants
42 Senin, 27 Oktober 1. Arahan Plt. Direktur Utama dan Koordinasi Antar Koentjoro Hadir Present
2025 Direktorat;
Monday, October 2. Pembahasan Roadmap Bisnis PT HK Infrastruktur; Agung Fajarwanto Hadir Present
27, 2025 3. Permohonan Penunjukan Konsultan Hukum dalam
Gunadi Hadir Present
Rangka Pemberian Bantuan Hukum;
4. Pembahasan Persetujuan Fasilitas Kredit PT IIAPG pada Eka Setya Adrianto Hadir Present
Bank Danamon;
5. Update Usulan Skema Rencana Usaha lanjutan JTTS; Muhammad Fauzan Hadir Present
6. Pembahasan Materi Ragab Dekom & Direksi:
Sugiarti Hadir Present
- Lesson learned Ragab Dekom & Direksi;
- Pembahasan permasalahan dan solusi
pembangunan Pasar Tuban;
- Laporan Manajemen TW III Tahun 2025.
7. Dan Lain-lain.
1. Direction from the Acting President Director and
coordination among Directorates;
2. Discussion on the Business Roadmap of PT HK
Infrastruktur;
3. Request for the Appointment of Legal Counsel in the
Context of Providing Legal Assistance;
4. Discussion on the Approval of Credit Facilities of PT
IIAPG at Bank Danamon;
5. Update on the Proposed Scheme for the Continued
JTTS Business Plan;
6. Discussion on Materials for the Joint Meeting of the
Board of Commissioners and Board of Directors:
- Lesson learned from the Joint Meeting of the Board
of Commissioners and Board of Directors;
- Discussion on issues and solutions related to the
construction of Tuban Market;
- Management Report for Q3 2025.
7. And Others.
43 Senin, 3 1. Arahan Direktur Utama dan koordinasi antar Direktorat; Koentjoro Hadir Present
November 2025 2. Pembagian Direktorat Pembina sebagai Pengampu
Monday, Anak Perusahaan dan Pembahasan Direktorat Operasi Moeharmein Zein Hadir Present
Chaniago
November 3, 2025 3;
3. Kajian atas Penurunan Bunga pinjaman dalam Upaya Agung Fajarwanto Hadir Present
Restrukturisasi Keuangan PT HK Realtindo;
4. Rencana Konsolidasi Hotel BUMN; Gunadi Hadir Present
5. Kajian Pemberian Discount Tenant Rest Area;
6. Pembahasan Roadmap Bisnis PT HK lnfrastruktur; Eka Setya Adrianto Hadir Present
7. Dan Lain-lain
Muhammad Fauzan Hadir Present
1. Direction from the President Director and coordination
among Directorates; Sugiarti Hadir Present
2. Allocation of Supervising Directorates as Custodians of
Subsidiaries and Discussion on Operations Directorate
III;
3. Study on the Reduction of Loan Interest Rates in the
Context of Financial Restructuring of PT HK Realtindo;
4. Plan for the Consolidation of State-Owned Enterprise
Hotels;
5. Study on the Provision of Tenant Discounts at Rest
Areas;
6. Discussion on the Business Roadmap of PT HK
Infrastruktur;
7. And Others
PT Hutama Karya (Persero)
354 Laporan Tahunan 2025
Page 355
Tata Kelola Perusahaan
Corporate Governance
Tanggal Agenda Rapat Peserta Rapat
No Kehadiran Attendance
Date Meeting Agenda Meeting participants
44 Senin, 10 1. Arahan Direktur Utama dan Koordinasi Antar Direktorat; Koentjoro Hadir Present
November 2025 2. Rencana Streamlining PT Hamawas;
Monday, 3. Evaluasi Kinerja Pelaksanaan Proyek dan Keuangan PT Moeharmein Zein Hadir Present
Chaniago
November 10, HMTP;
2025 4. Evaluasi Kinerja Pelaksanaan Proyek dan Keuangan PT Agung Fajarwanto Hadir Present
HPSL;
5. Kajian Tupoksi Fungsi SCM, Pengendalian, PMO Gunadi Hadir Present
Transformasi sebagai unit kerja baru;
6. Rencana keikutsertaan Tender (Pemasukan Penawaran) Eka Setya Adrianto Hadir Present
Proyek Pipa Gas Dusem I;
Muhammad Fauzan Hadir Present
7. Dan Lain-lain.
1. Direction from the President Director and coordination Sugiarti Hadir Present
among Directorates;
2. Streamlining Plan of PT Hamawas;
3. Evaluation of Project Implementation Performance and
Financial Performance of PT HMTP;
4. Evaluation of Project Implementation Performance and
Financial Performance of PT HPSL;
5. Study on the Roles and Responsibilities (Tupoksi) of
SCM Function, Control, and Transformation PMO as
new working units;
6. Plan for Participation in the Tender (Bid Submission) for
the Dusem I Gas Pipeline Project;
7. And Others.
45 Senin, 17 1. Arahan Direktur Utama dan Koordinasi antar Direktorat; Koentjoro Hadir Present
November 2025 2. Pembahasan Materi Ragab Dekom & Direksi:
Monday, - Pembahasan Visioning Pengembangan lahan Moeharmein Zein Hadir Present
Chaniago
November 17, Karawaci dan Jakabaring yang akan diusulkan
2025 sebagai PMN Non Tunai; Agung Fajarwanto Hadir Present
- Pembahasan Kinerja Divisi Operasi (Divisi PJT, divisi
RJT dan Divisi OPT) per Oktober 2O25; Gunadi Hadir Present
- Perubahan Anggaran Dasar Perseroan sesuai UU 16
Tahun 2025 tentang BUMN. Eka Setya Adrianto Hadir Present
3. Penetapan Anggota PMO Transformasi;
Muhammad Fauzan Hadir Present
4. Tindak Lanjut atas Permasalahan Akuisisi;
5. Update SPV KPBU IIAPG & AGIT terkait Ekuitas & Sugiarti Hadir Present
Administrasi Kontrak;
6. Update Rencana Pengusahaan JTTS Sp. Ness -Cinto
Kenang;
7. Dan Lain-lain
1. Direction from the President Director and coordination
among Directorates;
2. Discussion on Materials for the Joint Meeting of the
Board of Commissioners and Board of Directors:
- Discussion on the Visioning for the Development of
Karawaci and Jakabaring land to be proposed as
Non-Cash PMN;
- Discussion on the Performance of the Operations
Division (PJT Division, RJT Division, and OPT
Division) as of October 2025;
- Amendment to the Company’s Articles of
Association in accordance with Law No. 16 of 2025
concerning BUMN..
3. Determination of Members of the Transformation PMO;
4. Update on SPV KPBU IIAPG & AGIT related to Equity and
Contract Administration;
6. Update on the JTTS Business Plan for Sp. Ness – Cinto
Kenang;
7. And Others
PT Hutama Karya (Persero)
2025 Annual Report 355
Page 356
Tanggal Agenda Rapat Peserta Rapat
No Kehadiran Attendance
Date Meeting Agenda Meeting participants
46 Senin, 24 1. Arahan Direktur Utama dan Koordinasi Antar Direktorat; Koentjoro Hadir Present
November 2025 2. Pembahasan Roadmap Bisnis PT HKI dan Penambahan
Monday, KBLI PT HKI; Moeharmein Zein Hadir Present
Chaniago
November 24, 3. Penetapan Anggota PMO Transformasi;
2025 4. Tindak Lanjut atas Permasalahan Akuisisi PT Nusa Agung Fajarwanto Hadir Present
Pratama Property;
5. Update SPV KPBU IIAPG & AGIT terkait Ekuitas dan Gunadi Hadir Present
Administrasi Kontrak;
6. Update Rencana Pengusahaan JTTS Sp Ness -Cinto Eka Setya Adrianto Hadir Present
Kenang;
Muhammad Fauzan Hadir Present
7. Overview dan Rencana Pelaksanaan Proyek
Pembangunan Gedung SPPG TA 2025; Sugiarti Hadir Present
8. Dan Lain-lain:
- Pembahasan Addedndum Perpanjangan Waktu
Konstruksi Proyek Paltung dan Betejam;
- Pembahasan Pemberian Diskon Tarif Tol Saat Libur
Hari Raya Natal 2025 dan Tahun Baru 2026.
1. Direction from the President Director and coordination
among Directorates;
2. Discussion on the Business Roadmap of PT HKI and
Addition of KBLI of PT HKI;
3. Determination of Members of the Transformation PMO;
3. Determination of Members of the Transformation PMO;
4. Follow-up on Acquisition Issues of PT Nusa Pratama
Property;
5. Update on SPV KPBU IIAPG & AGIT related to Equity and
Contract Administration;
6. Update on the JTTS Business Plan for Sp. Ness – Cinto
Kenang;
7. Overview and Implementation Plan of the SPPG
Building Construction Project FY 2025;
8. And Others:
- Discussion on the Addendum for Extension of
Construction Period for the Paltung and Betejam
Projects;
- Discussion on the Provision of Toll Tariff Discounts
during the Christmas 2025 and New Year 2026
Holiday Period.
PT Hutama Karya (Persero)
356 Laporan Tahunan 2025
Page 357
Tata Kelola Perusahaan
Corporate Governance
Tanggal Agenda Rapat Peserta Rapat
No Kehadiran Attendance
Date Meeting Agenda Meeting participants
47 Senin, 1 1. Arahan Wakil Direktur Utama dan Koordinasi antar Koentjoro Hadir Present
Desember 2025 Direktorat;
Monday, 2. Penguatan Pendanaan Jangka Panjang Dana Pensiun Moeharmein Zein Hadir Present
Chaniago
December 1, 2025 PT HK;
3. Pembahasan Usulan Awal Draft RJPP 2026 -2030; Agung Fajarwanto Hadir Present
4. Pemindahan Saham Gl ke Gll di IIAPG;
5. Paparan Situasi dan Penanganan Kejadian Bencana Gunadi Hadir Present
Banjir dan Longsor pada:
- Ruas-Ruas Tol Beroperasi dan Ruas-Ruas Eka Setya Adrianto Hadir Present
Pembangunan Tol;
Muhammad Fauzan Hadir Present
- Proyek-Proyek DSU di Sumatra;
- Proyek-Proyek HKI di Sumatra (FO Sitinjau Lauik); Sugiarti Hadir Present
- Proyek MBG Divisi Gedung di Sumatra;
6. Aksi Tanggap Darurat Tim TJSL HK Group dan Tim Divisi
Operasi pada Kejadian Bencana Banjir dan Longsor;
7. Dan Lain-lain.
- Rencana Berita Acara Kesepakatan Nilai IDC antara
HK
- Adhi untuk pengajuan Audit BPKP pada ruas Tol
Sigli-Banda Aceh
1. Arahan Wakil Direktur Utama dan Koordinasi antar
Direktorat;
2. Strengthening of Long-Term Funding for the PT HK
Pension Fund;
3. Discussion on the Initial Draft Proposal of the
2026–2030 RJPP;
4. Transfer of GI Shares to GII in IIAPG;
5. Presentation on the Situation and Handling of Flood
and Landslide Disasters in:
- Operational Toll Road Sections and Toll Road
Construction Sections;
- DSU Projects in Sumatra;
- HKI Projects in Sumatra (FO Sitinjau Lauik);
- MBG Building Division Projects in Sumatra;
6. Emergency Response Actions by the TJSL Team of HK
Group and the Operations Division Team in Flood and
Landslide Disaster Events;
7. And Others.
- Plan for Minutes of Agreement on IDC Value
between HK and Adhi for submission of BPKP Audit
for the Sigli–Banda Aceh Toll Road Section
48 Senin, 8 1. Arahan Direktur Utama dan Koordinasi Antar Direktorat; Koentjoro Hadir Present
Desember 2025 2. Update Proses Tagihan PBBL Betung-Jambi dan OM
Monday, seksi Dukon Betung-Jambi; Moeharmein Zein Hadir Present
Chaniago
December 8, 2025 3. Penunjukan Kontraktor Pelaksana Pekerjaan Darurat
Bencana; Agung Fajarwanto Hadir Present
4. Pembahasan SE Mitigasi Cuaca Ekstrem pada Proyek
Konstruksi dan Operasional Jalan Tol Periode Gunadi Hadir Present
Desember 2025;
5. Update Perkembangan Perkara Arbitrase Proyek The Eka Setya Adrianto Hadir Present
Grove;
Muhammad Fauzan Hadir Present
6. Pembahasan Tindak Lanjut Pembangunan Dinding
Penahan Tanah Aset Cikiwul; Sugiarti Hadir Present
7. Pembahasan Bonus Task Force;
8. Dan Lain-lain.
1. Direction from the President Director and coordination
among Directorates;
2. Update on the Billing Process of PBBL Betung–Jambi
and OM for the Dukon Section of Betung–Jambi;
3. Appointment of Contractors for Emergency Disaster
Works;
4. Discussion on Circular Letter on Extreme Weather
Mitigation in Construction Projects and Toll Road
Operations for the December 2025 Period;
5. Update on the Progress of Arbitration Proceedings for
The Grove Project;
6. Discussion on Follow-up of the Construction of
Retaining Wall for Cikiwul Assets;
7. Discussion on Task Force Bonus;
8. And Others.
PT Hutama Karya (Persero)
2025 Annual Report 357
Page 358
Tanggal Agenda Rapat Peserta Rapat
No Kehadiran Attendance
Date Meeting Agenda Meeting participants
49 Senin, 15 1. Arahan Direktur Utama dan Koordinasi Antar Direktorat; Koentjoro Hadir Present
Desember 2025 2. Penyampaian Safety Moment;
Monday, 3. Pembahasan REM (Rapat Eksekutif Marketing) Hunian Moeharmein Zein Hadir Present
Chaniago
December 15, Vertikal Rumah Pejabat di IKN;
2025 4. Pembahasan Pengajuan Klaim Penyedia Jasa Pada Agung Fajarwanto Hadir Present
Kontrak Konstruksi Proyek Rengat-Pekanbaru Seksi
Lingkar Pekanbaru; Gunadi Hadir Present
5. Dan Lain-lain.
- LO Tentang Eksekusi Pembayaran Atas Kontraktual Eka Setya Adrianto Hadir Present
Pro Hire Tahun 2019.
Muhammad Fauzan Hadir Present
- Usulan Bonus Task Force.
1. Direction from the President Director and coordination Sugiarti Hadir Present
among Directorates;
2. Delivery of Safety Moment;
3. Discussion on REM (Marketing Executive Meeting) for
Vertical Housing of Officials in IKN;
4. Discussion on the Submission of Service Provider
Claims under the Construction Contract for the Rengat–
Pekanbaru Project, Pekanbaru Ring Road Section;
5. And Others.
- Legal Opinion regarding the Execution of Payments
for the 2019 Pro Hire Contract.
- Proposed Task Force Bonus.
50 Senin, 22 1. Arahan Direktur Utama dan Koordinasi Antar Direktorat; Koentjoro Hadir Present
Desember 2025 2. Penyampaian Safety Moment;
Monday, 3. Permohonan Persetujuan Pemegang Saham atas Moeharmein Zein Hadir Present
Chaniago
December 22, Rencana Penggantian Anggota Dewan Komisaris PT
2025 Bogor Serpong Infra Selaras; Agung Fajarwanto Hadir Present
4. Pedoman Strategis dan Pedoman Penyusunan
Tambahan Rencana Jangka Panjang (RJPP) Tahun Gunadi Hadir Present
2026-2030;
5. Dan Lain-lain. Eka Setya Adrianto Hadir Present
1. Direction from the President Director and coordination
Muhammad Fauzan Hadir Present
among Directorates;
2. Delivery of Safety Moment; Sugiarti Hadir Present
3. Request for Shareholders’ Approval on the Plan to
Replace Members of the Board of Commissioners of PT
Bogor Serpong Infra Selaras;
4. Strategic Guidelines and Guidelines for the Preparation
of Additional Long-Term Corporate Plan (RJPP)
2026–2030;
5. And Others.
PT Hutama Karya (Persero)
358 Laporan Tahunan 2025
Page 359
Tata Kelola Perusahaan
Corporate Governance
Tanggal Agenda Rapat Peserta Rapat
No Kehadiran Attendance
Date Meeting Agenda Meeting participants
51 Senin, 29 1. Arahan Direktur Utama dan Koordinasi Antar Direktorat; Koentjoro Hadir Present
Desember 2025 2. Penyampaian Safety Moment;
Monday, 3. Persetujuan Terkait Rencana Pengalihan Pengelolaan Moeharmein Zein Hadir Present
Chaniago
December 29, (Operatorship) Hotel Up Peak Simpang Lima Semarang
2025 Kepada PT Hotel Indonesia Natour; Agung Fajarwanto Hadir Present
4. Pembahasan Update Prototype Proyek Huntara Aceh
Tamiang; Gunadi Hadir Present
5. Pembahasan Update Divestasi Pabrik Bojonegara
PT Hakaaston; Eka Setya Adrianto Hadir Present
6. Pembahasan Update PT Petronesia Benimel;
Muhammad Fauzan Hadir Present
7. Dan Lain-lain:
- Laporan Aksi Cepat Tanggap Bencana di Sumatera; Sugiarti Hadir Present
- Usulan Pembagian Bonus Kinerja Direksi dan
Komisaris Anak Perusahaan.
1. Direction from the President Director and coordination
among Directorates;
2. Delivery of Safety Moment;
3. Approval related to the Plan for Transfer of
Operatorship of Hotel Up Peak Simpang Lima
Semarang to PT Hotel Indonesia Natour;
4. Discussion on the Update of Prototype for the Huntara
Project in Aceh Tamiang;
5. Discussion on the Update of Divestment of Bojonegara
Plant of
PT Hakaaston;
6. Discussion on the Update of PT Petronesia Benimel;
7. And Others:
- Disaster Emergency Response Report in Sumatra;
- Proposed Distribution of Performance Bonuses for
the Board of Directors and Board of Commissioners
of Subsidiaries.
Agenda dan peserta rapat gabungan Dewan Komisaris dengan The agenda and participants of the joint meeting between the
Direksi telah tersaji pada bagian Rapat Dewan Komisaris Bab Board of Commissioners and the Board of Directors are presented
Corporate Governance dalam Laporan tahunan ini. in the Board of Commissioners Meeting section under the Corporate
Governance chapter of this Annual Report.
PT Hutama Karya (Persero)
2025 Annual Report 359
Page 360
Frekuensi dan Kehadiran Rapat Direksi Frequency and Attendance of Board of Directors
Meetings
Tabel Frekuensi dan Kehadiran Rapat Direksi
Table of Frequency and Attendance of Board of Directors Meetings
Rapat Gabungan Direksi dengan
Dewan Komisaris
Rapat Direksi RUPS
The Board of Directors and the
Board of Directors Meeting AGMS
Board of Commissioners Joint
Meeting
Nama Jabatan Jumlah dan Persentase Kehadiran Jumlah dan Persentase Kehadiran Jumlah dan Persentase Kehadiran
Name Position Number and Percentage of Number and Percentage of Number and Percentage of
Attendance Attendance Attendance
Jumlah Jumlah Jumlah Jumlah Jumlah Jumlah
Rapat Kehadiran Persentase Rapat Kehadiran Persentase Rapat Kehadiran Persentase
Number of Number of Percentage Number of Number of Percentage Number of Number of Percentage
Meeting Attendance Meeting Attendance Meeting Attendance
Direktur Utama
merangkap Plt.
Wakil Direktur
Utama
President
Budi Harto* 21 20 95% 5 5 100% 1 1 100%
Director
concurrently
serving as Acting
Vice President
Director
Direktur Utama
Koentjoro** President 51 47 92% 12 11 92% 2 2 100%
Director
Wakil Direktur
Moeharmein
Utama
Zein 7 7 100% 2 2 100% - - -
Vice President
Chaniago***
Director
Direktur Operasi
I merangkap
Plt. Direktur
Operasi III
Agung
Operation
Fajarwanto 51 49 96% 11 10 83% 2 2 100%
Director I
****
concurrently
Acting
Operations
Director III
Direktur Operasi
II
Gunadi 51 49 96% 12 11 92% 2 2 100%
Operation
Director II
Direktur
Eka Setya
Keuangan 51 51 100% 12 10 83% 2 2 100%
Adrianto
Finance Director
Direktur Human
Muhammad Capital & Legal
51 50 98% 12 12 100% 2 1 50%
Fauzan Human Capital
& Legal Director
Direktur
Manajemen
Risiko
Sugiarti 51 49 96% 12 12 100% 2 2 100%
Risk
Management
Director
* Berhenti menjabat pada 5 Juni 2025 / Resigned effective June 5, 2025
** Pengalihan penugasan semula sebagai Direktur Operasi III menjadi Direktur Utama terhitung tanggal 31 Oktober 2025 dan merangkap sebagai Plt. Wakil Direktur Utama terhitung tanggal
19 Desember 2025 / Reassignment from previous role as Operations Director III to President Director effective October 31, 2025 and concurrently Acting Vice President Director effective
December 19, 2025
*** Menjabat pada 31 Oktober 2025 – 16 Desember 2025. / Served from October 31, 2025 to December 16, 2025.
**** Merangkap Plt. Direktur Operasi III terhitung tanggal 11 November 2025 / Concurrently Acting Operations Director III effective November 11, 2025
PT Hutama Karya (Persero)
360 Laporan Tahunan 2025
Page 361
Tata Kelola Perusahaan
Corporate Governance
Pelatihan dan/atau Peningkatan Kompetensi Training and/or Improving The Competence of
Anggota Direksi Board of Directors Members
1. Anggota Direksi dan Dewan Komisaris secara teratur menerima 1. Members of the Board of Directors and the Board of
program pelatihan dan pengembangan pengetahuan yang Commissioners regularly receive relevant, adequate and
relevan, memadai dan berkelanjutan. sustainable training and knowledge development programs.
2. Direksi melaksanakan program pelatihan dalam rangka 2. The Board of Directors implements training programs in
meningkatkan kompetensi Anggota Direksi sesuai dengan order to improve the competence of Members of the Board of
kebutuhan. Cakupan penerapannya adalah: Directors according to needs. The scope of its implementation
are as follows:
a. Direksi menyusun kebijakan pelatihan bagi Direksi sesuai a. The Board of Directors prepares training policies for the
kebutuhan. Board of Directors according to needs.
b. Direksi menyusun Rencana Kerja dan Anggaran untuk b. The Board of Directors prepares a Work Plan and budget for
kegiatan pelatihan bagi Anggota Direksi. training activities for Members of the Board of Directors.
c. Pelaksanaan program pelatihan/pembelajaran meliputi: c. The implementation of training/learning programs includes:
• Pelaksanaan pelatihan bagi Anggota Direksi • The implementation of training for Members of the
direalisasikan sesuai dengan Rencana Kerja Dewan Board of Directors is realized in accordance with the
Komisaris. Board of Commissioners Work Plan.
• Terdapat laporan tentang hasil pelatihan yang telah • There is a report on the results of training that has been
dijalani Anggota Direksi. undergone by Members of the Board of Directors.
3. Untuk memfasilitasi pelaksanaan Update knowledge 3. To facilitate the implementation of the Knowledge Update,
tersebut, maka Anggota Direksi perlu untuk mendapatkan Members of the Board of Directors need to receive continuing
pendidikan berkelanjutan, yang dikombinasikan dalam self- education, which is combined in self-study and participation in
study dan keikutsertaan pada pendidikan khusus, pelatihan, special education, training, workshops, seminars, conferences,
workshop, seminar, conference, yang dapat bermanfaat dalam which can be useful in improving the effectiveness of the Board
meningkatkan efektivitas fungsi Dewan Komisaris. of Commissioners’ function.
4. Pendidikan berkelanjutan dapat dilakukan di dalam dan di luar 4. Continuing education can be carried out domestically and
negeri, dan atas beban Perseroan. abroad, and at the expense of the Company.
5. Terdapat rencana kerja dan anggaran untuk kegiatan pelatihan 5. There is a work plan and budget for training activities for
bagi Anggota Direksi. Members of the Board of Directors.
6. Pelaksanaan program pelatihan/pembelajaran: 6. Implementation of training/learning programs:
a. Kegiatan pelatihan bagi Anggota Direksi tercantum dalam a. Training activities for Members of the Board of Directors are
Rencana Kerja dan Anggaran Perseroan. listed in the Company’s Work Plan and Budget.
b. Terdapat laporan tentang hasil pelatihan yang telah b. There is a report on the results of the training that the
dijalani Anggota Direksi. Board of Directors members have undergone.
Adapun pelatihan yang telah diikuti oleh Direksi selama tahun 2025, The training that the Board of Directors has attended during 2025
yaitu: are as follows:
Nama Jabatan Materi Pelatihan Waktu Penyelenggara
Name Position Training Material Period Organizer
Direktur Utama
Budi Harto* President - - -
Director
Perkumpulan Ahli Dewan Sengketa Indonesia
(PADSK) Society of Construction Law Indonesia (SCLI)
International Conference 2025 07 - 08 Agustus 2025 Perkumpulan Ahli Dewan
Indonesian Association of Dispute Board Professionals August 07–08, 2025 Sengketa Indonesia (PADSK)
(PADSK) Society of Construction Law Indonesia (SCLI)
Direktur Utama International Conference 2025
Koentjoro** President
Asosiasi GRC, Perkumpulan
Director
21 - 22 Agustus 2025 Profesional Governansi
GRC Summit 2025 - Seminar & Masterclass
August 21–22, 2025 Indonesia, IRMAPA, ICoPI, dan
IPACA
Seminar "Reinforcing Internal Capabilities for 19 Agustus 2025
MarkPlus Institute
Strategizing HK Group's Business" August 19, 2025
Wakil Direktur
Moeharmein
Utama
Zein - - -
Vice President
Chaniago***
Director
PT Hutama Karya (Persero)
2025 Annual Report 361
Page 362
Nama Jabatan Materi Pelatihan Waktu Penyelenggara
Name Position Training Material Period Organizer
Direktur Operasi Conference in China for Semarang-Demak Toll Road & 22 - 27 Juli 2025 Beijing Urban Construction
I merangkap Potential Projects Cooperation July 22–27, 2025 Group Co., Ltd
Plt. Direktur
Asosiasi GRC, Perkumpulan
Operrasi III
21 - 22 Agustus 2025 Profesional Governansi
Agung Operations GRC Summit 2025 - Seminar & Masterclass
August 21–22, 2025 Indonesia, IRMAPA, ICoPI, dan
Fajarwanto**** Director I
IPACA
concurrently
Acting
Seminar "Reinforcing Internal Capabilities for 19 Agustus 2025
Operations MarkPlus Institute
Strategizing HK Group's Business" August 19 , 2025
Director III
Direktur Operasi
II Seminar "Reinforcing Internal Capabilities for 19 Agustus 2025
Gunadi MarkPlus Institute
Operations Strategizing HK Group's Business" August 19 , 2025
Director II
13 Agustus 2025 PT Danantara Asset
Chief Business Development (CBDO) Executive Program
August 13, 2025 Management (Persero)
Seminar "Reinforcing Internal Capabilities for 19 Agustus 2025
MarkPlus Institute
Strategizing HK Group's Business" August 19 , 2025
Direktur
Eka Setya 20 Agustus -
Keuangan
Adrianto CBDO Program: Global Class Session with INSEAD 19 September 2025 PT Danantara Asset
Finance Director
Business School August 20 – Management (Persero)
September 19, 2025
CBDO Program: Global Class Session with IESE Business 07 - 16 Agustus 2025 PT Danantara Asset
School 07–16 August, 2025 Management (Persero)
Seminar "Reinforcing Internal Capabilities for 19 Agustus 2025
MarkPlus Institute
Strategizing HK Group's Business" August 19, 2025
Direktur Human
Muhammad Capital & Legal Seminar Nasional Dinamika Pasar Konstruksi Nasional
Fauzan Human Capital dan Persepsi Risiko Usaha Jasa Konstruksi 2026
18 Desember 2025
and Legal Director National Seminar on the Dynamics of the National December 18, 2025
Kementerian Pekerjaan Umum
Construction Market and Risk Perception in
Construction Services Business 2026
Indonesia Training Institute
Double Certification Program: Advanced GRC 23 - 24 Januari 2025
& Consulting Services
Certification for Executives (GRCE) & ESG Certification January 23–24, 2025
(INTRINSICS)
Indonesia Training Institute
24 - 24 Januari 2025
Double Certification Program: GRCE & ESG Certification & Consulting Services
January 24–24, 2025
(INTRINSICS)
Workshop “Pengelolaan BUMN Pasca Pendirian BPI
Danantara (Suatu Kajian atas Dampak Pemberlakukan
UU BUMN Baru terhadap Pengelolaan BUMN)” 25 April 2025
YAKASPI (Koran BUMN)
Workshop “Post-Establishment of BPI Danantara: April 25, 2025
Workshop “Post-Establishment of BPI Danantara:
Implications of the New SOE Law on SOE Management”
Workshop “Workshop Beberapa Isu Penting dalam
Penerapan ICOFR Pasca Pemberlakuan UU BUMN Baru
Direktur 09 Mei 2025
(Batch 1)” YAKASPI (Koran BUMN)
Manajemen May 9, 2025
Workshop “Key Issues in the Implementation of ICOFR
Risiko
Sugiarti Post-Enactment of the New SOE Law (Batch 1)”
Risk
Management Asosiasi GRC, Perkumpulan
Director 21 - 22 Agustus 2025 Profesional Governansi
GRC Summit 2025 - Seminar & Masterclass
August 21–22, 2025 Indonesia, IRMAPA, ICoPI, dan
IPACA
Seminar "Reinforcing Internal Capabilities for 19 Agustus 2025
MarkPlus Institute
Strategizing HK Group's Business" August 19, 2025
The Executive Hours “Building Brand Legacy in The
11 Oktober 2025 Institut Akuntan Manajemen
Beverages Industry: A Management Accountant’s
October 11, 2025 Indonesia (IAMI)
Perspective”
Risk Beyond 2025 dengan tema “Risk Odyssey: 04 - 05 Desember 2025 Enterprise Risk Management
Engineering Momentum, Building a Resilient Risk DNA” December 4–5, 2025 Academy (ERMA) & IRMAPA
Pelatihan Regulatory Compliance & Fraud Risk dalam
Indonesia Training Institute
Aksi Korporasi 11 - 12 Desember 2025
& Consulting Services
Training on Regulatory Compliance and Fraud Risk in December 11–12, 2025
(INTRINSICS)
Corporate Actions
* Berhenti menjabat sampai dengan 5 Juni 2025 / Resigned effective June 5, 2025
** Pengalihan penugasan semula sebagai Direktur Operasi III menjadi Direktur Utama terhitung tanggal 31 Oktober 2025 dan merangkap sebagai Plt. Wakil Direktur Utama terhitung
tanggal 19 Desember 2025 / Reassignment from previous role as Operations Director III to President Director effective October 31, 2025 and concurrently Acting Vice President Director
effective December 19, 2025
*** Menjabat pada 31 Oktober 2025 – 16 Desember 2025. / Served from October 31, 2025 to December 16, 2025.
**** Merangkap Plt. Direktur Operasi III terhitung tanggal 11 November 2025 / Concurrently Acting Operations Director III effective November 11, 2025
PT Hutama Karya (Persero)
362 Laporan Tahunan 2025
Page 363
Tata Kelola Perusahaan
Corporate Governance
Program Orientasi Bagi Direksi Baru Orientation Program for New Board of Directors
Hutama Karya memiliki program orientasi bagi anggota Direksi baru Hutama Karya has an orientation program for new members of
yang ditujukan sebagai upaya percepatan kontribusi dari anggota the Board of Directors which is intended as an effort to accelerate
Direksi tersebut terhadap kinerja Perseroan. Adapun kebijakan the contribution of the members of the Board of Directors to the
Direksi dalam Program Pengenalan Direksi Hutama Karya adalah Company’s performance. The Board of Directors’ policies in the
sebagai berikut: Hutama Karya Board of Directors Introduction Program are as
follows:
1. Program Pengenalan mengenai Perseroan wajib diberikan 1. The Introduction Program regarding the Company must be
kepada anggota Direksi yang diangkat untuk pertama kalinya. given to members of the Board of Directors who are appointed
for the first time.
2. Sekretaris Perusahaan atau siapapun yang menjalankan fungsi 2. The Corporate Secretary or anyone who functions as the
sebagai Sekretaris Perusahaan menjadi penanggung jawab dari Corporate Secretary is responsible for the Introduction
Program Pengenalan. Program.
3. Materi dalam Program Pengenalan mencakup: 3. The materials in the Introduction Program include:
a. Pelaksanaan prinsip-prinsip GCG oleh Perseroan. a. Implementation of GCG principles by the Company.
b. Gambaran mengenai Perseroan, yang berkaitan dengan b. An overview of the Company, relating to the objectives,
tujuan, sifat, dan lingkup kegiatan, kinerja keuangan dan nature, and scope of activities, financial and operational
operasi, strategi, rencana usaha jangka pendek dan jangka performance, strategy, short-term and long-term business
panjang, posisi kompetitif, risiko, dan masalah-masalah plans, competitive position, risks and other strategic
strategis lainnya. issues.
c. Penyampaian informasi yang berkaitan dengan c. Delivery of information relating to delegated authority,
kewenangan yang didelegasikan, audit internal dan internal and external audits, internal control systems and
eksternal, sistem, dan kebijakan pengendalian internal, policies, including the Audit Committee and delivery of
termasuk Komite Audit serta penyampaian informasi information regarding the duties and responsibilities of the
mengenai tugas dan tanggung jawab Direksi serta hal-hal Board of Directors and matters that are not permitted.
yang tidak diperbolehkan.
4. Program Pengenalan Perseroan dapat dikemas ke dalam bentuk 4. The Company’s Introduction Program can be packaged in
presentasi, pertemuan, kunjungan ke Perseroan, pengkajian the form of presentations, meetings, visits to the Company,
dokumen atau program lainnya yang dianggap sesuai dengan document reviews or other programs deemed appropriate to
Perseroan di mana program tersebut dilaksanakan. the Company where the program is implemented.
5. Laporan terkait tingkat kehadiran/keaktifan Anggota Dewan 5. Reports regarding the level of attendance/ activeness of
Komisaris dalam mengikuti program pengenalan Perusahaan. Members of the Board of Commissioners in participating in the
Company’s introduction program.
Pada Kamis, 6 November 2025, telah dilaksanakan program On Thursday, November 6, 2025, an introduction program for
perkenalan Dewan Komisaris dan Direksi Baru yang telah resmi the newly appointed Board of Commissioners and Board of
bergabung dalam jajaran manajemen. Acara ini dihadiri oleh Directors, who have officially joined the management team, was
Dewan Komisaris, Direksi, EVP Kantor Pusat dan Divisi Operasi, held. The event was attended by the Board of Commissioners,
serta Direksi Anak Perusahaan/Afiliasi. Agenda ini diharapkan Board of Directors, Executive Vice Presidents of the Head Office
semakin menguatkan sinergi, kolaborasi, dam komitmen bersama and Operations Division, as well as Directors of Subsidiaries/
dalam mewujudkan pelayanan terbaik serta menghadirkan karya Affiliates. This agenda is expected to further strengthen synergy,
berkualitas. collaboration, and shared commitment in delivering the best
services and producing high-quality works.
Keputusan dan Pelaksanaan Tugas Direksi Decisions and Implementation of The Board of
Directors’ Tasks
Selama tahun 2025, Direksi telah melaksanakan tugas dan Throughout 2025, the Board of Directors has carried out its duties
tanggung jawabnya dengan mengeluarkan total 200 surat and responsibilities by issuing a total of 200 decisions. These
keputusan. Keputusan-keputusan tersebut mencakup berbagai decisions cover various operational and strategic aspects of the
aspek operasional dan strategis perusahaan, yang bertujuan untuk company, aimed at supporting the smooth operation and overall
mendukung kelancaran dan perkembangan perusahaan secara development of the company. Additionally, the implementation of
keseluruhan. Selain itu, pelaksanaan tugas Direksi selama tahun the Board of Directors’ tasks throughout 2025 includes:
2025 antara lain:
1. Penyusunan perencanaan Perseroan antara lain RJPP & RKAP; 1. Preparation of the Company’s planning, including RJPP & the
Annual Corporate Budget Plan (RKAP);
PT Hutama Karya (Persero)
2025 Annual Report 363
Page 364
2. Pemenuhan target kinerja Perseroan; 2. Achievement of the Company’s performance targets;
3. Pengelolaan aset dan keuangan; 3. Management of assets and finances;
4. Penyelenggaraan Rapat Direksi; 4. Conducting Board of Directors meetings;
5. Menghadiri Rapat Dewan Komisaris; 5. Attending the Board of Commissioners meetings;
6. Penyelenggaraan Rapat Umum Pemegang Saham; 6. Organizing the General Shareholders Meeting;
7. Pengawasan dan perbaikan proses bisnis internal; dan 7. Supervision and improvement of internal business processes;
and
8. Pelaksanaan tugas lainnya terkait kepengurusan Perseroan. 8. Execution of other tasks related to the management of the
Company.
Penilaian Kinerja Komite di Bawah Direksi dan Performance Assessment of The Committee
Dasar Penilaiannya Under The Board of Directors and The Basis for
Assessment
Dalam melaksanakan tugas kepengurusannya, Direksi dibantu oleh In carrying out its management duties, the Board of Directors
Komite di bawah Direksi sebanyak 8 (delapan) Komite, yaitu: assisted by 8 (Eight) Committees under the Board of Directors,
namely:
1. Komite Risiko Investasi; 1. Investment Risk Committee;
2. Komite Risiko Konstruksi; 2. Construction Risk Committee;
3. Komite KPI; 3. KPI Committee;
4. Komite Keberlanjutan; 4. Sustainability Committee;
5. Komite Sanksi; 5. Sanctions Committee;
6. Komite Talenta; 6. Talent Committee;
7. Komite Pelindungan Data Pribadi; dan 7. Personal Data Protection Committee; dan
8. Komite Pengarah Teknologi Informasi. 8. Information Technology Steering Committee.
Prosedur penilaian kinerja Komite di bawah Direksi dilakukan The performance evaluation procedure for Committees under the
secara tahunan oleh Direksi melalui laporan yang disampaikan Board of Directors is conducted annually by the Board of Directors
oleh Komite di bawah Direksi pada rapat Direksi. Adapun kriteria through reports submitted by the respective Committees during
penilaian kinerja Komite di bawah Direksi yaitu pelaksanaan tugas Board of Directors meetings. The evaluation criteria include the
dan tanggung jawab masing-masing Komite di bawah Direksi. execution of the duties and responsibilities of each Committee.
Secara umum, Direksi menilai masing-masing komite telah bekerja In general, the Board of Directors assessed that each Committee
secara baik selama 2025 yang tercermin melalui dukungan dan performed well throughout 2025, as reflected in their support and
peran komite dalam mendukung pelaksanaan tugas dan tanggung role in assisting the Board of Directors in carrying out its duties and
jawab Direksi. Dukungan yang telah diberikan mencakup dalam responsibilities. Such support includes contributions to decision-
pengambilan keputusan dan pemberian rekomendasi sesuai making and the provision of recommendations in accordance with
dengan batasan kewenangannya. their respective authorities.
Mekanisme Pengunduran Diri dan Pemberhentian Mechanism for Resignation and Dismissal of Board
Direksi of Directors
Pemberhentian Direksi Dismissal of the Board of Directors
1. Anggota Direksi Perusahaan dapat diberhentikan sewaktu- 1. Members of the Company’s Board of Directors may be dismissed
waktu berdasarkan keputusan RUPS/Menteri dengan at any time based on a decision of the GMS/Minister by stating
menyebutkan alasannya. the reasons.
2. Alasan pemberhentian anggota Direksi Perusahaan 2. The reasons for dismissal of members of the Company’s Board
sebagaimana dimaksud adalah sebagai berikut: of Directors as referred to are as follows:
a. Tidak dapat memenuhi kewajibannya yang telah disepakati a. Unable to fulfill their obligations as agreed in the
dalam Kontrak Manajemen dan/atau kontrak manajemen Management Contract and/or annual management
tahunan Direksi BUMN. contract of the SOEs’ Board of Directors.
b. Adanya perubahan strategi bisnis pada BUMN. b. Changes in business strategy at the SOE.
c. Tidak dapat menjalankan tugasnya dengan baik. c. Unable to carry out their duties properly.
d. Terlibat dalam tindakan yang merugikan BUMN dan/atau d. Involved in actions that are detrimental to the SOE and/or
keuangan Negara. state finances.
e. Melanggar ketentuan peraturan perundang-undangan e. Violating the provisions of laws and regulations and/or
dan/atau anggaran dasar. articles of association.
f. Telah ditetapkan sebagai tersangka atau terdakwa oleh f. Has been named a suspect or defendant by the authorized
pihak yang berwenang dalam tindakan yang merugikan party in actions that are detrimental to the SOEs and/or
BUMN dan/atau keuangan Negara. state finances.
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g. Melakukan tindakan yang melanggar etika dan/atau g. Committing actions that violate ethics and/ or propriety.
kepatutan.
h. Melakukan tindakan yang melanggar kode etik Direksi h. Committing actions that violate the code of ethics of the
BUMN. SOE’s Board of Directors.
i. Dinyatakan bersalah dengan keputusan pengadilan i. Declared guilty by a court decision
j. Berhalangan tetap, termasuk sakit keras/sakit j. Permanently prevented, including serious illness/
berkepanjangan. prolonged illness.
Jabatan Direksi berakhir apabila: The term of office of the Director ends if:
1. Meninggal dunia; 1. Death occurs;
2. Masa jabatannya berakhir; 2. Term of office ends;
3. Diberhentikan berdasarkan RUPS/Menteri BUMN; dan/atau 3. Dismissed based on the GMS/SOE Minister; and/or Decision
Keputusan
4. Tidak lagi memenuhi persyaratan sebagai Direksi Perusahaan 4. No longer meets the requirements as a Director of the Company
berdasarkan ketentuan anggaran dasar dan peraturan based on the provisions of the articles of association and laws
perundang- undangan termasuk rangkap jabatan yang and regulations including prohibited dual positions.
dilarang.
Pengunduran Diri dan Pemberhentian Sementara Direksi Resignation and Temporary Dismissal of the Board of Directors
1. Seorang anggota Direksi berhak mengundurkan diri dari 1. A member of the Board of Directors has the right to resign from
jabatannya dengan memberitahukan secara tertulis mengenai his/her position by notifying the Company in writing of his/
maksudnya tersebut kepada Perseroan dengan tembusan her intention with a copy to the Shareholders, members of the
kepada Pemegang Saham, anggota Dewan Komisaris dan Board of Commissioners and other members of the Board of
anggota Direksi lainnya paling lambat 30 (tiga puluh) hari Directors no later than 30 (thirty) days before the date of his/her
sebelum tanggal pengunduran dirinya. Apabila dalam surat resignation. If the letter of resignation states an effective date of
pengunduran diri disebutkan tanggal efektif kurang dari 30 less than 30 (thirty) days from the date the letter is received, it is
(tiga pluh) hari dari tanggal surat diterima, maka dianggap deemed not to have stated the effective date of the resignation.
tidak menyebutkan tanggal efektif pengunduran diri.
2. Apabila sampai dengan tanggal yang diminta oleh anggota 2. If by the date requested by the member of the Board of Directors
Direksi yang bersangkutan atau dalam waktu 30 (tiga puluh) concerned or within 30 (thirty) days from the date the letter of
hari sejak tanggal surat permohonan pengunduran diri diterima resignation is received in the event that the effective date of
dalam hal tidak disebutkan tanggal efektif pengunduran diri, the resignation is not stated, there is no decision from the GMS,
tidak ada keputusan dari RUPS, maka anggota Direksi tersebut then the member of the Board of Directors shall automatically
berhenti dengan sendirinya pada tanggal yang diminta tersebut resign on the date requested above or upon the expiration of 30
di atas atau dengan lewatnya waktu 30 (tiga puluh) hari sejak (thirty) days from the date the letter of resignation is received
tanggal surat permohonan pengunduran diri diterima tanpа without requiring the approval of the GMS.
memerlukan persetujuan RUPS.
3. Direksi yang terlibat dalam kejahatan keuangan dapat 3. A member of the Board of Directors involved in a financial crime
melakukan pengunduran diri demi membantu kelancaran may resign in order to help smooth the legal process and so that
proses hukum dan agar proses hukum tersebut tidak the legal process does not interfere with the running of business
mengganggu jalannya kegiatan usaha. Selanjutnya, yang activities. Furthermore, what is meant by being involved in a
dimaksud dengan terlibat dalam kejahatan keuangan financial crime is the existence of a convicted status against a
merupakan adanya status terpidana terhadap anggota Direksi member of the Board of Directors by the authorized party. The
dari pihak yang berwenang. Kejahatan keuangan dimaksud financial crimes referred to include manipulation and various
seperti manipulasi dan berbagai bentuk penggelapan dalam forms of embezzlement in financial services activities as well
kegiatan jasa keuangan serta Tindakan Pidana Pencucian as Criminal Acts of Money Laundering as referred to in Law
Uang sebagaimana dimaksud dalam Undang-Undang Nomor Number 8 of 2010 concerning the Prevention and Eradication of
8 Tahun 2010 tentang Pencegahan dan Pemberantasan Tindak Criminal Acts of Money Laundering.
Pidana Pencucian Uang.
4. Anggota Direksi dapat diberhentikan untuk sementara waktu 4. Members of the Board of Directors may be temporarily
oleh Dewan Komisaris apabila mereka bertindak bertentangan dismissed by the Board of Commissioners if they act contrary
dengan Anggaran Dasar atau terdapat indikasi melakukan to the Articles of Association or there are indications of causing
kerugian Perseoan atau melalaikan kewajibannya atau terdapat losses to the Company or neglecting their obligations or
alasan yang mendesak bagi Perseroan, dengan memperhatikan there are urgent reasons for the Company, by considering the
ketentuan-ketentuan sebagai berikut: following provisions:
a. Keputusan Dewan Komisaris mengenai pemberhentian a. The decision of the Board of Commissioners regarding the
sementara anggota Direksi dilakukan sesuai dengan tata temporary dismissal of members of the Board of Directors
cara pengambilan keputusan Dewan Komisaris. is carried out in accordance with the procedures for making
decisions by the Board of Commissioners.
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b. Pemberhentian sementara dimaksud harus diberitahukan b. The temporary dismissal must be notified in writing to
secara tertulis kepada yang bersangkutan disertai alasan the person concerned along with the reasons causing the
yang menyebabkan tindakan tersebut dengan tembusan action with a copy to the Shareholders and the Board of
kepada Pemegang Saham dan Direksi. Directors.
c. Pemberitahuan sebagaimana dimaksud disampaikan c. The notification as referred to is submitted no later than 2
dalam waktu paling lambat 2 (dua) hari setelah (two) days after the temporary dismissal is determined.
ditetapkannya pemberhentian sementara tersebut.
d. Anggota Direksi yang diberhentikan sementara tidak d. Members of the Board of Directors who are temporarily
berwenang menjalankan pengurusan peseroan serta dismissed are not authorized to carry out the management
mewakili perseroan baik di dalam maupun di luar of the company and represent the company both inside
Pengadilan. and outside the Court.
e. Dalam jangka waktu paling lambat 30 (tiga puluh) hari e. Within a period of no later than 30 (thirty) days after the
setelah pemberhentian sementara dimaksud harus temporary dismissal, a General Meeting of Shareholders
diselenggarakan Rapat Umum Pemegang Saham yang must be held to decide whether to revoke or confirm the
akan memutuskan apakah mencabut atau menguatkan decision to dismiss. The General Meeting of Shareholders is
keputusan pemberhentian tersebut. Penyelenggaraan held by the temporary Board of Commissioners.
Rapat Umum Pemegang Saham dilakukan oleh Dewan
Komisaris sementara.
f. Dalam Rapat Umum Pemegang Saham sebagaimana f. In the General Meeting of Shareholders as referred to, the
dimaksud, anggota Direksi yang bersangkutan diberi relevant member of the Board of Directors is given the
kesempatan untuk membela diri. opportunity to defend himself/herself.
g. Rapat Umum Pemegang Saham dipimpin oleh salah g. The General Meeting of Shareholders is chaired by one
seorang Pemegang Saham yang dipilih oleh dan dari of the Shareholders elected by and from among the
antara Pemegang Saham yang hadir. Shareholders present.
h. Dalam hal jangka waktu 30 (tiga puluh) hari telah lewat, h. In the event that the 30 (thirty) day period has passed, the
Rapat Umum Pemegang Saham tidak diselenggarakan atau General Meeting of Shareholders is not held or the General
Rapat Umum Pemegang Saham tidak dapat mengambil Meeting of Shareholders cannot make a decision, then the
keputusan, maka pemberhentian sementara tersebut temporary suspension is void.
menjadi batal.
i. Keputusan untuk mencabut atau menguatkan keputusan i. The decision to revoke or strengthen the decision to
pemberhentian sementara anggota Direksi, dapat pula temporarily dismiss a member of the Board of Directors
dilakukan oleh Pemegang Saham di luar RUPS dengan syarat can also be made by Shareholders outside the GMS on the
semua Pemegang Saham dengan hak suara menyetujui condition that all Shareholders with voting rights agree in
secara tertulis dengan menandatangani keputusan yang writing by signing the relevant decision while still paying
bersangkutan dengan tetap memperhatikan ketentuan attention to the time provisions.
waktu.
j. Dalam hal keputusan untuk mencabut atau menguatkan j. In the event that the decision to revoke or strengthen
keputusan pemberhentian sementara anggota Direksi the decision to temporarily dismiss a member of the
dilakukan di luar Rapat Umum Pemegang Saham, maka Board of Directors is made outside the General Meeting
anggota Direksi yang bersangkutan diberitahukan secara of Shareholders, then the relevant member of the Board
lisan atau tertulis, dengan diberikan kesempatan untuk of Directors is notified verbally or in writing, and is given
menyampaikan pembelaan diri secara tertulis dalam waktu the opportunity to submit a written defense within 14
14 (empat belas) hari setelah menerima pemberitahuan. (fourteen) days after receiving the notification.
k. Apabila Rapat Umum Pemegang Saham atau Pemegang k. If the General Meeting of Shareholders or Shareholders
Saham membatalkan pemberhentian sementara atau cancels the temporary suspension or the circumstances as
terjadi keadaan sebagaimana dimaksud, maka anggota referred to occur, then the relevant member of the Board of
Direksi yang bersangkutan wajib melaksanakan tugasnya Directors is required to resume his/ her duties as intended.
kembali sebagaimana mestinya.
Dewan Komisaris Board of Comissioners
Dewan Komisaris sebagai organ perusahaan bertugas dan The Board of Commissioners as a company organ has the duty and
bertanggungiawab secara kolektif untuk melakukan pengawasan responsibility to collectively supervise and provide advice to the
dan memberikan nasihat kepada Direksi serta memastikan bahwa Board of Directors and ensure that the Company implements GCG.
Perusahaan melaksanakan GCG.
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Tugas dan Tanggung Jawab Dewan Komisaris The Board of Commissioners Duties and
Responsibilities
1. Tugas Umum Dewan Komisaris
Dewan Komisaris bertugas melakukan pengawasan terhadap 1. General Duties of the Board of Commissioners
kebijakan pengurusan, jalannya pengurusan pada umumnya The Board of Commissioners is tasked with supervising
baik mengenai Perseroan maupun usaha Perseroan yang management policies, namely general management of the
dilakukan oleh Direksi serta memberikan nasihat kepada Company and the Company’s business carried out by the Board
Direksi termasuk pengawasan terhadap pelaksanaan RJPP, of Directors and providing advice to the Board of Directors
RKAP serta ketentuan Anggaran Dasar dan Keputusan RUPS, including supervision of the implementation of the RJPP, RKAP
serta peraturan perundang-undangan yang berlaku, untuk and provisions of the Articles of Association and GMS Decisions,
kepentingan Perseroan dan sesuai dengan maksud dan tujuan as well as applicable laws and regulations, for the benefit of the
Perseroan. Company and in accordance with the intent and purpose of the
Company.
2. Tugas Dewan Komisaris Dalam Memberikan Persetujuan Atas 2. Duties of the Board of Commissioners in Approving the Draft
Rancangan RJPP yang Disampaikan Kepada Direksi. RJPP Submitted to the Board of Directors.
3. Tugas Dewan Komisaris Dalam Memberikan Persetujuan Atas 3. Duties of the Board of Commissioners in Approving the Draft
Rancangan RKAP yang Disampaikan Kepada Direksi. RKAP Submitted to the Board of Directors.
4. Tugas Arahan Dewan Komisaris: 4. Duties of the Board of Commissioners’ Direction:
a. Tugas Dewan Komisaris Dalam Memberikan Arahan Terkait a. Duties of the Board of Commissioners in Providing
Perubahan Lingkungan Bisnis. Direction Regarding Changes in the Business Environment.
b. Tugas Dewan Komisaris Dalam Memberikan Arahan Terkait b. Duties of the Board of Commissioners in Providing
Hubungan dengan Stakeholder. Direction Regarding Relations with Stakeholders.
c. Tugas Dewan Komisaris Dalam Memberikan Arahan c. Duties of the Board of Commissioners in Providing Direction
Tentang Penguatan Sistem Pengendalian Internal. Regarding Strengthening the Internal Control System.
d. Tugas Dewan Komisaris Dalam Memberikan Arahan d. Duties of the Board of Commissioners in Providing
Tentang Manajemen Risiko. Direction Regarding Risk Management.
e. Tugas Dewan Komisaris Dalam Memberikan Arahan e. Duties of the Board of Commissioners in Providing
Tentang Sistem Teknologi Informasi. Direction Regarding Information Technology Systems.
f. Tugas Dewan Komisaris Dalam Memberikan Arahan f. Duties of the Board of Commissioners in Providing
Tentang Kebijakan dan Pelaksanaan Pengembangan Karir. Direction Regarding Career Development Policies and
Implementation.
g. Tugas Dewan Komisaris Dalam Memberikan Arahan g. Duties of the Board of Commissioners in Providing
Tentang Kebijakan Akuntansi dan Penyusunan Laporan Directions on Accounting Policies and Preparation of
Keuangan. Financial Reports.
h. Tugas Dewan Komisaris Dalam Memberikan Arahan h. Duties of the Board of Commissioners in Providing
Tentang Kebijakan Pengadaan. Directions on Procurement Policies.
i. Tugas Dewan Komisaris Dalam Memberikan Arahan i. Duties of the Board of Commissioners in Providing
Kebijakan Mutu dan Pelayanan. Directions on Quality and Service Policies.
5. Tugas Pengawasan Dewan Komisaris 5. Supervisory Duties of the Board of Commissioners
a. Tugas Pengawasan Dewan Komisaris Terkait Kepatuhan a. Supervisory Duties of the Board of Commissioners
Direksi dalam menjalankan Peraturan Perundangan dan Regarding the Compliance of the Board of Directors in
Perjanjian dengan Pihak Ketiga. Carrying Out Laws and Regulations and Agreements with
Third Parties.
b. Tugas Pengawasan Dewan Komisaris Terkait Kepatuhan b. Supervisory Duties of the Board of Commissioners
Direksi Sesuai RKAP dan/atau RJPP. Regarding the Compliance of the Board of Directors in
Accordance with the RKAP and/or RJPP.
c. Tugas Pengawasan Dewan Komisaris Terkait Persetujuan c. Supervisory Duties of the Board of Commissioners
atas Transaksi. Regarding Approval of Transactions.
d. Tugas Pengawasan Dewan Komisaris Terkait Pengajuan d. Supervisory Duties of the Board of Commissioners
Calon Auditor Eksternal. Regarding the Submission of External Auditor Candidates.
e. Tugas Pengawasan Dewan Komisaris Terkait Efektivitas e. Supervisory Duties of the Board of Commissioners
Audit Internal dan Audit Eksternal. Regarding the Effectiveness of Internal Audit and External
Audit.
f. Tugas Pengawasan Dewan Komisaris Terkait Gejala f. Supervisory Duties of the Board of Commissioners
Menurunnya Kinerja Perusahaan. Regarding the Declining Performance of the Company.
g. Tugas Pengawasan Dewan Komisaris Terkait Kebijakan g. Supervisory Duties of the Board of Commissioners
Pengelolaan Anak Perusahaan/Perusahaan Patungan. Regarding the Management Policy of Subsidiaries/Joint
Venture Companies.
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h. Tugas Pengawasan Dewan Komisaris terkait Implementasi h. The Board of Commissioners’ supervisory duties related to
Aspek Environment, Social & Governance (ESG). the implementation of Environmental, Social & Governance
(ESG) aspects.
6. Tugas terkait pencalonan Anggota Direksi, Penilaian Kinerja 6. Duties related to the nomination of Members of the Board
Direksi (Individu dan Kolegial) dan Pengajuan Usulan of Directors, Assessment of the Performance of the Board
Tantiem/insentif Kinerja Sesuai Ketentuan yang Berlaku dan of Directors (Individual and Collegial) and Submission of
Mempertimbangkan Kinerja Direksi. Proposals for Tantiem/Performance Incentives in Accordance
with Applicable Provisions and Considering the Performance of
the Board of Directors.
7. Tugas Terkait Praktik Tata Kelola Perusahaan yang Baik. 7. Duties Related to Good Corporate Governance Practices.
8. Tugas Terkait Fungsi Sebagai Organ Pengelola Risiko. 8. Duties Related to the Function as a Risk Management Organ.
a. Tugas Dewan Komisaris Terkait Pelaksanaan Fungsi a. Duties of the Board of Commissioners Related to the
Manajemen Risiko. Implementation of Risk Management Functions.
b. Tugas Dewan Komisaris Terkait Pelaksanaan Fungsi Audit b. Duties of the Board of Commissioners Related to the
Intern. Implementation of Internal Audit Functions.
c. Tugas Pengawasan Dewan Komisaris Terkait Pelaksanaan c. Supervisory Duties of the Board of Commissioners Related
Fungsi Tata Kelola Terintegrasi. to the Implementation of Integrated Governance Functions.
Tanggung jawab Dewan Komisaris, meliputi: Responsibilities of the Board of Commissioners, include:
1. Dewan Komisaris bertanggung jawab atas pengawasan 1. The Board of Commissioners is responsible for the supervision
Perusahaan. of the Company.
2. Setiap Anggota Dewan Komisaris wajib dengan itikad baik, 2. Each Member of the Board of Commissioners must in good
kehati-hatian, dan bertanggung jawab dalam menjalankan faith, be careful, and be responsible in carrying out the duties
tugas pengawasan dan pemberian nasihat kepada Direksi of supervision and providing advice to the Board of Directors for
untuk kepentingan Perusahaan dan sesuai dengan maksud dan the benefit of the Company and in accordance with the intent
tujuan Perusahaan. and purpose of the Company.
3. Setiap Anggota Dewan Komisaris ikut bertanggung jawab 3. Each Member of the Board of Commissioners is personally
secara pribadi atas kerugian Perusahaan apabila yang responsible for the Company’s losses if the person concerned is
bersangkutan bersalah atau lalai menjalankan tugasnya. guilty or negligent in carrying out his/her duties.
4. Dalam hal Dewan Komisaris terdiri atas 2 (dua) Anggota Dewan 4. In the event that the Board of Commissioners consists of 2
Komisaris atau lebih, tanggung jawab berlaku secara tanggung (two) or more Members of the Board of Commissioners, the
renteng bagi setiap Anggota Dewan Komisaris. responsibility applies jointly and severally to each Member of
the Board of Commissioners.
5. Anggota Dewan Komisaris tidak dapat dipertanggungiawabkan 5. A Member of the Board of Commissioners cannot be held liable
atas kerugian apabila dapat membuktikan hal-hal sebagai for losses if he/she can prove the following:
berikut:
a. Telah melakukan pengawasan dengan itikad baik dan a. Has carried out supervision in good faith and with care for
kehati-hatian untuk kepentingan Perusahaan dan sesuai the benefit of the Company and in accordance with the
dengan maksud dan tujuan Perusahaan; intent and purpose of the Company;
b. Tidak mempunyai kepentingan pribadi baik langsung b. Has no personal interest, either directly or indirectly, in the
maupun tidak langsung atas tindakan pengurusan Direksi management actions of the Board of Directors that result in
yang mengakibatkan kerugian; losses;
c. Telah memberikan nasihat kepada Direksi untuk mencegah c. Has provided advice to the Board of Directors to prevent
timbul atau berlanjutnya kerugian tersebut. the occurrence or continuation of such losses.
6. Atas nama Perusahaan, Pemegang Saham yang mewakili 6. On behalf of the Company, Shareholders representing at least
paling sedikit 1/10 (satu persepuluh) bagian dari jumlah 1/10 (one tenth) of the total number of shares with voting rights
seluruh saham dengan hak suara dapat menggugat Anggota may sue Members of the Board of Commissioners who, due to
Dewan Komisaris yang karena kesalahan atau kelalaiannya their mistakes or negligence, cause losses to the Company to
menimbulkan kerugian pada Perusahaan ke pengadilan negeri. the district court.
7. Dalam hal terjadi kepailitan karena kesalahan atau kelalaian 7. In the event of bankruptcy due to the mistakes or negligence of
Dewan Komisaris dalam melakukan pengawasan terhadap the Board of Commissioners in supervising the implementation
pengurusan yang dilaksanakan oleh Direksi dan kekayaan of the disbursement carried out by the Board of Directors
Perusahaan tidak cukup untuk membayar seluruh kewajiban and the Company’s assets are insufficient to pay all of the
Perusahaan akibat kepailitan tersebut, setiap Anggota Dewan Company’s obligations due to the bankruptcy, each Member of
Komisaris secara tanggung renteng ikut bertanggung jawab the Board of Commissioners shall be jointly and severally liable
dengan Anggota Direksi atas kewajiban yang belum dilunasi. with the Members of the Board of Directors for the obligations
that have not been paid.
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8. Tanggung jawab berlaku juga bagi Anggota Dewan Komisaris 8. This responsibility also applies to Members of the Board of
yang sudah tidak menjabat 5 (lima) tahun sebelum putusan Commissioners who have not been in debt for 5 (five) years
pernyataan pailit diucapkan. before the bankruptcy declaration decision is pronounced.
9. Anggota Dewan Komisaris tidak dapat dimintai 9. Members of the Board of Commissioners cannot be held liable
pertanggungjawaban atas kepailitan Perusahaan apabila dapat for the bankruptcy of the Company if they can prove:
membuktikan:
a. Kepailitan tersebut bukan karena kesalahan atau a. The bankruptcy was not due to their mistakes or negligence;
kelalaiannya;
b. Telah melakukan tugas pengawasan dengan itikad baik b. Have carried out their supervisory duties in good faith
dan kehati-hatian untuk kepentingan Perusahaan dan and with due care for the interests of the Company and in
sesuai dengan maksud dan tujuan Perusahaan; accordance with the intent and purpose of the Company;
c. Tidak mempunyai kepentingan pribadi, baik langsung c. Have no personal interest, either directly or indirectly, in
maupun tidak langsung atas tindakan pengurusan oleh the disbursement action by the Board of Directors that
Direksi yang mengakibatkan kepailitan; resulted in bankruptcy;
d. Telah memberikan nasihat kepada Direksi untuk mencegah d. Has provided advice to the Board of Directors to prevent
terjadinya kepailitan. bankruptcy.
Pembidangan Tugas dan Tanggung Jawab Dewan The Board of Commissioners Assignments and
Komisaris Responsibilities
Nama Jabatan
Pembidangan Tugas Assignments
Name Position
a. Mengkoordinasikan semua pelaksanaan tugas a. Coordinate all implementation of the duties
dan kegiatan Dewan Komisaris; dan and activities of the Board of Commissioners;
Komisaris Utama b. Memberikan arahan kepada Direksi terhadap b. Provide direction to the Board of Directors
merangkap Komisaris pengurusan usaha perusahaan dan kebijakan regarding the management of the company’s
Independen sesuai prinsip-prinsip pengelolaan perusahaan business and policies in accordance with the
Yudo Margono
President Commissioner yang baik. principles of good corporate management.
concurrent Independent c. Melaksanakan tugas dan tanggung jawab c. To carry out duties and responsibilities as
Commissioner sebagai Ketua Komite Nominasi dan Chair of the Nomination and Remuneration
Remunerasi serta sebagai Ketua Komite Tata Committee as well as Chair of the Integrated
Kelola Terintegrasi. Governance Committee.
Melaksanakan tugas pengawasan, memberikan To carry out supervisory duties and provide
arahan kepada Direksi terhadap pengurusan usaha guidance to the Board of Directors regarding the
perusahaan di bidang: management of the Company’s business in the
following areas:
Komisaris Independen a. Komunikasi dan informasi korporat; a. Corporate communications and information;
R. Wahyu Muryadi Independent b. Sistem dan Teknologi Informasi; b. Information systems and technology;
Commissioner c. TJSL; dan c. Social and Environmental Responsibility
(TJSL); and
d. Melaksanakan tugas dan tanggung jawab d. To perform duties and responsibilities as Chair
sebagai Ketua Komite Manajemen Risiko dan of the Risk Management and Good Corporate
GCG. Governance (GCG) Committee.
Melaksanakan tugas pengawasan, memberikan To carry out supervisory duties and provide
arahan kepada Direksi terhadap pengurusan guidance to the Board of Directors regarding the
usaha perusahaan di bidang: management of the Company’s business in the
following areas:
Komisaris Independen a. Pengembangan SDM, Organisasi dan Umum; a. Human Resource Development, Organization,
Siti Jamaliah Lubis Independent and General Affairs;
Commissioner b. Hukum dan Tata Kelola Perusahaan yang Baik b. Legal Affairs and Good Corporate Governance
(GCG); (GCG);
c. Quality dan assurance; dan c. Quality and Assurance; and
d. Melaksanakan tugas dan tanggung jawab d. To perform duties and responsibilities as Chair
sebagai Ketua Komite Audit. of the Audit Committee.
Melaksanakan tugas pengawasan, memberikan To carry out supervisory duties and provide
arahan kepada Direksi terhadap pengurusan guidance to the Board of Directors regarding the
perusahaan di bidang: management of the Company in the following
Komisaris Independen
areas:
Mudanto Hatta Independent
a. Strategi pendanaan dan pengelolaan utang; a. Funding strategy and debt management;
Commissioner
b. Pengelolaan Anak Perusahaan; b. Subsidiary management;
c. Keuangan dan Akuntansi; dan c. Finance and Accounting; and
d. Pengendalian Internal Perusahaan; d. Internal Control of the Company;
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Nama Jabatan
Pembidangan Tugas Assignments
Name Position
Melaksanakan tugas pengawasan, memberikan To carry out supervisory duties and provide
arahan kepada Direksi terhadap pengurusan usaha guidance to the Board of Directors regarding the
perusahaan di bidang: management of the Company’s business in the
following areas:
a. Strategi, pengembangan usaha dan investasi; a. Strategy, business development, and
Komisaris investment;
Essy Asiah
Commissioner b. Operasional Direktorat I. b. Operations of Directorate I.
c. Pemasaran dan Kerjasama/ KSO; c. Marketing and Cooperation/Joint Operation
(KSO);
d. Melaksanakan tugas dan tanggung jawab d. To perform duties and responsibilities as Vice
sebagai Wakil Ketua Komite Manajemen Risiko
dan GCG.
Melaksanakan tugas pengawasan, memberikan To carry out supervisory duties and provide
arahan kepada Direksi terhadap pengurusan usaha guidance to the Board of Directors regarding the
perusahaan di bidang: management of the Company’s business in the
a. Kebijakan manajemen risiko Perusahaan; following areas:
Komisaris
Andus Winarno b. Operasional Direktorat II; a. Corporate risk management policy;
Commissioner
c. Operasional Direktorat III; dan b. Operations of Directorate II;
d. Melaksanakan tugas dan tanggung jawab c. Operations of Directorate III; and
sebagai Wakil Ketua Komite Audit; d. To perform duties and responsibilities as Vice
Chair of the Audit Committee.
Wewenang Dewan Komisaris The Board of Commissioners Authority
Dewan Komisaris berwenang untuk: The Board of Commissioners is authorized to:
1. Melihat buku-buku, surat-surat dan dokumen lainnya, 1. See books, letters, and other documents, check cash for
memeriksa kas untuk keperluan verifikasi, dan memeriksa verification purposes and other securities and check the
surat berharga serta kekayaan Perseroan. Company’s assets.
2. Memasuki pekarangan, gedung, dan kantor yang dipergunakan 2. Enter the yard, building and office used by the Company.
oleh Perseroan.
3. Meminta penjelasan dari Direksi dan/atau pejabat lainnya 3. Request an explanation from the Board of Directors and/or
mengenai segala Persoalan yang menyangkut pengelolaan other officials regarding all issues concerning the management
Perseroan. of the Company.
4. Mengetahui segala kebijakan dan tindakan yang telah dan akan 4. Know all policies and actions that have been and will be carried
dijalankan oleh Direksi. out by the Board of Directors.
5. Meminta Direksi dan/atau pejabat lainnya dibawah Direksi 5. Request the Board of Directors and/or other officials under the
dengan sepengetahuan Direksi untuk menghadiri rapat Dewan Board of Directors with the knowledge of the Board of Directors
Komisaris. to attend the Board of Commissioners meeting.
6. Mengangkat dan memberhentikan Sekretaris Dewan Komisaris, 6. Appoint and dismiss the Secretary of the Board of
jika dianggap perlu. Commissioners, if deemed necessary.
7. Memberhentikan sementara Anggota Direksi sesuai dengan 7. Temporarily dismiss Members of the Board of Directors in
ketentuan Anggaran Dasar. accordance with the provisions of the Articles of Association.
8. Membentuk komite-komite lain selain Komite Audit, jika 8. Establish other committees besides the Audit Committee, if
dianggap perlu dengan memperhatikan kemampuan deemed necessary by considering the Company’s capabilities.
Perusahaan.
9. Menggunakan tenaga ahli untuk hal tertentu dalam jangka 9. Use experts for certain matters within a certain time frame at
waktu tertentu atas beban Perseroan, jika dianggap perlu. the expense of the Company, if deemed necessary.
10. Melakukan tindakan pengurusan Perseroan dalam keadaan 10. Take actions to manage the Company in certain circumstances
tertentu untuk jangka waktu tertentu sesuai dengan ketentuan for a certain period of time in accordance with the provisions of
Anggaran Dasar. the Articles of Association.
11. Menghadiri rapat Direksi dan memberikan pandangan- 11. Attend Board of Directors meetings and provide views on
pandangan terhadap hal-hal yang dibicarakan. matters discussed.
12. Melaksanakan kewenangan pengawasan lainnya sepanjang 12. Carry out other supervisory authority as long as it does not
tidak bertentangan dengan peraturan perundang-undangan, conflict with laws and regulations, the Articles of Association,
Anggaran Dasar, dan/atau Keputusan RUPS. and/or GMS Decisions.
Dewan Komisaris mendapatkan akses informasi Perusahaan sesuai The Board of Commissioners has access to Company information
kewenangannya. according to its authority.
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Tata Kelola Perusahaan
Corporate Governance
1. Terdapat kebijakan/pedoman Dewan Komisaris tentang 1. There is a policy/guideline of the Board of Commissioners
informasi yang harus disediakan oleh Direksi dan Kebijakan regarding information that must be provided by the Board of
tersebut disampaikan kepada Direksi. Directors and the Policy is submitted to the Board of Directors.
2. Substansi kebijakan/pedoman diantaranya memuat: bentuk 2. The substance of the policy/guideline includes: the form of
informasi yang disampaikan baik yang berkala maupun information submitted, both periodically and incidentally,
insidentil, standar waktu penyampaiannya dan mekanisme the standard time for submission and the mechanism for
penyampaian informasi tersebut oleh Direksi. submitting the information by the Board of Directors.
3. Jika Direksi tidak memenuhi kewaiiban penyediaan informasi 3. If the Board of Directors does not fulfill the obligation to provide
kepada Dewan Komisaris, terdapat upaya komunikasi dengan information to the Board of Commissioners, there is an effort
Direksi untuk meminta informasi yang dibutuhkan untuk to communicate with the Board of Directors to request the
pelaksanaan tugasnya. information needed to carry out their duties.
Keputusan yang Perlu Mendapat Persetujuan Decisions That Need The Approval of The Board of
Dewan Komisaris Commissioners
Perbuatan-perbuatan Direksi di bawah ini harus mendapat The following actions of the Board of Directors must obtain written
persetujuan tertulis dari Dewan Komisaris untuk: approval from the Board of Commissioners for:
1. Mengagunkan aktiva tetap untuk penarikan kredit jangka 1. Pledge fixed assets for short-term credit withdrawals.
pendek. 2. Establish cooperation with business entities or other parties
2. Mengadakan kerjasama dengan badan usaha atau pihak lain in the form of licensing cooperation, management contracts,
berupa kerjasama lisensi, kontrak manajemen, menyewakan leasing assets, Joint Operations (KSO), Build Operate Transfer
aset, Kerja Sama Operasi (KSO), Bangun Guna Serah (Build (BOT), Build Own Transfer (BowT), Build Transfer Operate
Operate Transfer/BOT), Bangun Milik Serah (Build Own Transfer/ (BTO) and other cooperation with a certain value and/or period
BowT), Bangun Serah Guna (Build Transfer Operate/BTO) dan determined by the General Meeting of Shareholders.
kerja sama lainnya dengan nilai dan/atau jangka waktu tertentu
yang ditetapkan oleh Rapat Umum Pemegang Saham (RUPS).
3. Menerima atau memberikan pinjaman jangka menengah/ 3. Receive or provide medium/long-term loans, except for loans
panjang, kecuali pinjaman (utang atau piutang) yang timbul (debts or receivables) arising from business transactions,
karena transaksi bisnis, dan pinjaman yang diberikan kepada and loans provided to subsidiaries of the Company, with the
anak perusahaan Perseroan, dengan ketentuan pinjaman provision that loans to subsidiaries of the Company must
kepada anak perusahaan Perseroan wajib mendapatkan obtain approval from the Board of Commissioners.
persetujuan Dewan Komisaris.
4. Memberikan pinjaman kepada anak perusahaan Perseroan. 4. Provide loans to subsidiaries of the Company.
5. Menghapuskan dari pembukuan piutang macet dan persediaan 5. Write off bad debts and dead stock from the books with a certain
barang mati dengan nilai tertentu yang ditetapkan oleh Rapat value determined by the General Meeting of Shareholders.
Umum Pemegang Saham.
6. Melepaskan aktiva tetap bergerak dengan umur ekonomis yang 6. Release movable fixed assets with an economic life that is
lazim berlaku dalam industri pada umumnya sampai dengan 5 generally applicable in the industry of up to 5 (five) years.
(lima) tahun.
7. Menetapkan struktur organisasi 1 (satu) tingkat di bawah 7. Establishing an organizational structure 1 (one) level below the
Direksi. Board of Directors.
8. Melepaskan penyertaan modal termasuk perubahan struktur 8. Releasing capital participation including changes in capital
permodalan dengan nilai tertentu yang ditetapkan oleh structure with a certain value determined by the General
Rapat Umum Pemegang Saham pada perusahan lain, anak Meeting of Shareholders in other companies, subsidiaries, and
perusahaan, dan perusahaan patungan yang tidak dalam joint ventures that are not in the context of rescuing receivables.
rangka penyelamatan piutang.
9. Mengikat Perseroan sebagai penjamin (borg atau avalist) 9. Binding the Company as a guarantor (borg or avalist) with
dengan nilai tertentu yang ditetapkan oleh Rapat Umum a certain value determined by the General Meeting of
Pemegang Saham. Shareholders.
10. Pengusulan wakil Perseroan untuk menjadi calon anggota 10. Proposing representatives of the Company to become
Direksi dan Dewan Komisaris pada perusahaan patungan dan/ candidates for members of the Board of Directors and Board of
atau anak perusahaan yang memberikan kontribusi signifikan Commissioners in joint ventures and/or subsidiaries that make
kepada Perseroan dan/atau bernilai strategis dengan kriteria significant contributions to the Company and/or have strategic
tertentu yang ditetapkan oleh Rapat Umum Pemegang Saham. value with certain criteria determined by the General Meeting of
Shareholders.
11. Melaksanakan kegiatan usaha utama sebagaimana dimaksud 11. Carrying out the main business activities as referred to in the
dalam Anggaran Dasar yang menggunakan pembiayaan dari Articles of Association that use financing from the Company in
Perseroan terlebih dahulu (proyek turnkey/prefinancing) dengan advance (turnkey projects/prefinancing) with a certain value
nilai dan/atau kriteria tertentu yang ditetapkan Dewan Komisaris. and/or criteria determined by the Board of Commissioners.
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12. Melakukan pembelian aset lahan dan/atau land bank untuk 12. Purchasing land assets and/or land banks for property
kegiatan usaha properti maupun dijadikan sebagai aktiva business activities or used as fixed assets, with a certain value
tetap, dengan nilai tertentu yang ditetapkan oleh Rapat Umum determined by the General Meeting of Shareholders.
Pemegang Saham.
13. Melakukan investasi dengan batasan nilai dan/atau kriteria 13. Making investments with certain value limits and/or criteria
tertentu yang ditetapkan oleh Dewan Komisaris. determined by the Board of Commissioners.
Masa Jabatan Dewan Komisaris The Board of Commissioners Term of Office
Para anggota Dewan Komisaris diangkat untuk jangka waktu Members of the Board of Commissioners are appointed for a
terhitung sejak ditutupnya RUPS atau tanggal yang ditetapkan term commencing from the closing of the GMS or from the date
oleh RUPS yang mengangkatnya dan paling lama sampai dengan determined by the GMS that appoints them, and for a maximum
penutupan RUPS Tahunan yang ke-5 (lima) setelah tanggal period up to the closing of the fifth (5th) Annual GMS following
pengangkatannya dan dapat diangkat kembali oleh RUPS dengan their appointment. They may be reappointed by the GMS, with a
akumulasi masa jabatan paling lama sampai dengan penutupan maximum cumulative tenure of up to the closing of the tenth (10th)
RUPS Tahunan ke-10 (sepuluh). Annual GMS.
Persyaratan Anggota Dewan Komisaris Requirements for Members of The Board of
Commissioners
1. Persyaratan materiil, anggota Dewan Komisaris yaitu: 1. Material requirements for members of the Board of
Commissioners are:
a. Integritas; a. Integrity;
b. Dedikasi; b. Dedication;
c. Memahami masalah-masalah manajemen perusahaan c. Understanding company management issues related to
yang berkaitan dengan salah satu fungsi manajemen; one of the management functions;
d. Memiliki pengetahuan yang memadai di bidang usaha d. Having adequate knowledge in the field of the limited
persero/perum dimana yang bersangkutan dicalonkan; liability company/public company where the person
concerned is nominated;
e. Dapat menyediakan waktu yang cukup untuk e. Able to provide sufficient time to carry out his/her duties.
melaksanakan tugasnya.
2. Persyaratan formal anggota Dewan Komisaris, yaitu: 2. Formal requirements for members of the Board of
Commissioners are:
a. Orang perseorangan; a. Individuals;
b. Mampu melaksanakan perbuatan hukum; b. Able to carry out legal acts;
c. Tidak pernah dinyatakan pailit dalam waktu 5 (lima) tahun c. Never having been declared bankrupt within 5 (five) years
sebelum pengangkatan; prior to appointment;
d. Tidak pernah menjadi anggota Direksi atau anggota Dewan d. Never having been a member of the Board of Directors or
Komisaris yang dinyatakan bersalah menyebabkan suatu a member of the Board of Commissioners who was found
BUMN, Anak Perusahaan dan/atau badan usaha lainnya guilty of causing a SOE, Subsidiary and/or other business
dinyatakan pailit dalam waktu 5 (lima) tahun sebelum entity to be declared bankrupt within 5 (five) years prior to
pengangkatan; appointment;
e. Tidak pernah dihukum karena melakukan tindak pidana e. Never having been convicted of committing a criminal act
yang merugikan keuangan Negara, BUMN. that is detrimental to the finances of the State, SOEs.
3. Persyaratan lain anggota Dewan Komisaris, yaitu: 3. Other requirements for members of the Board of
Commissioners, namely:
a. Bukan pengurus partai politik calon anggota legistatif, a. Not a political party administrator, legislative candidate,
dan/atau anggota legislatif pada Dewan Perwakilan and/or legislative member in the People’s Representative
Rakyat, Dewan Perwakilan Daerah, Dewan Perwakilan Council, Regional Representative Council, Provincial
Rakyat Provinsi, dan Dewan Perwakilan Rakyat Daerah People’s Representative Council, and Regency/City
Kabupaten/Kota; Regional People’s Representative Council;
b. Bukan calon kepala/wakil kepala daerah dan/atau kepala/ b. b. Not a candidate for regional head/deputy head and/
wakil kepala daerah, termasuk penjabat kepala/wakil or regional head/deputy head, including acting regional
kepala daerah; head/deputy head;
c. Tidak sedang menduduki jabatan yang berpotensi c. Not currently holding a position that has the potential
menimbulkan benturan kepentingan dengan BUMN/Anak to cause a conflict of interest with the relevant SOEs/
Perusahaan yang bersangkutan; Subsidiary;
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Tata Kelola Perusahaan
Corporate Governance
d. Tidak menjabat sebagai anggota Dewan Komisaris/Dewan d. Not serving as a member of the Board of Commissioners/
Pengawas pada BUMN atau Dewan Komisaris pada Anak Supervisory Board at a SOEs or Board of Commissioners at
Perusahaan yang bersangkutan selama 2 (dua) periode; the relevant Subsidiary for 2 (two) periods;
e. Tidak sedang menduduki jabatan yang berdasarkan e. Not currently holding a position that based on statutory
peraturan perundang-undangan dilarang untuk dirangkap regulations is prohibited from being held concurrently with
dengan jabatan anggota Dewan Komisaris; the position of a member of the Board of Commissioners;
f. Sehat jasmani dan rohani, yang tidak sedang menderita f. Physically and mentally healthy, not suffering from an
suatu penyakit yang dapat menghambat pelaksanaan illness that could hinder the implementation of duties as
tugas sebagai anggota Dewan Komisaris/Dewan Pengawas, a member of the Board of Commissioners/Supervisory
yang dibuktikan dengan surat keterangan sehat dari rumah Board, as evidenced by a health certificate from the
sakit; hospital;
g. Memiliki Nomor Pokok Wajib Pajak (NPWP) dan telah g. Have a Taxpayer Identification Number (NPWP) and have
melaksanakan kewaliban membayar pajak selama 2 (dua) carried out the obligation to pay taxes for the past 2 (two)
tahun terakhir; years;
h. Bagi bakal calon dari kementerian teknis atau instansi h. For prospective candidates from technical ministries or
pemerintah lain, harus berdasarkan surat usulan dari other government agencies, it must be based on a proposal
pimpinan instansi yang bersangkutan; letter from the head of the relevant agency;
i. Bagi bakal calon anggota Dewan Komisaris/Dewan i. For prospective candidates for members of the Board of
Pengawas yang berasal dari penyelenggara Negara harus Commissioners/Supervisory Board who come from state
melaporkan Laporan Harta Kekayaan Penyelenggara administrators, they must report the Management of State
Negara (LHKPN) selama 2 (dua) tahun terakhir yang Official Wealth Report (LHKPN) for the last 2 (two) years,
dibuktikan dengan bukti lapor LHKPN kepada institusi proven by evidence of LHKPN reporting to the authorized
yang berwenang. institution.
Pedoman dan Tata Tertib Kerja Dewan Komisaris Guidelines and Working Procedures for The Board
(BOC Charter) of Commissioners (BOC Charter)
Dewan Komisaris sebagai organ utama dalam struktur organ The Board of Commissioners as the main organ in the Company’s
tata kelola Perseroan yang menjalankan fungsi pengawasan governance structure that carries out the supervisory function
memerlukan pedoman tata kerja yang memuat peraturan dan best requires a work procedure guideline that contains regulations and
practices penerapan tugas dan tanggung jawab Dewan Komisaris. best practices for implementing the duties and responsibilities
Dewan Komisaris telah memiliki Pedoman dan Tata Tertib Kerja of the Board of Commissioners. The Board of Commissioners has
Dewan Komisaris (BOC Charter) yang telah diperbaharui pada had the Board of Commissioners Work Guidelines and Rules (BOC
22 Desember 2025. Charter) which was updated on December 22, 2025.
Adapun isi Pedoman dan Tata Tertib Kerja Dewan Komisaris (BOC The contents of the Board of Commissioners Work Guidelines and
Charter) antara lain: Rules (BOC Charter) include:
Bab I Pendahuluan Chapter I Introduction
Nilai-Nilai Akhlak & Indikator Perilaku dan Etika Jabatan Ethical Values & Indicators of Behavior and Ethics of the
Bab II Chapter II
Dewan Komisaris Board of Commissioners
Bab III Keanggotaan Dewan Komisaris Chapter III Membership of the Board of Commissioners
Duties, Responsibilities and Authorities of the Board of
Bab IV Tugas, Tanggung Jawab, dan Wewenang Dewan Komisaris Chapter IV
Commissioners
Bab V Organ Pendukung Dewan Komisaris Chapter V Supporting Organs of the Board of Commissioners
Working Relationship between the Board of
Bab VI Hubungan Kerja Dewan Komisaris dan Direksi Chapter VI
Commissioners and the Board of Directors
Bab VII Penutup Chapter VII Closing
Kebijakan Rangkap Jabatan Dewan Komisaris Policy on Concurrent Position of The Board of
Commissioners
1. Dewan Komisaris dapat merangkap jabatan sebagai Dewan 1. Members of the Board of Commissioners may concurrently
Komisaris pada badan usaha lainnya, dengan ketentuan serve as members of the Board of Commissioners in other
mengacu pada ketentuan peraturan perundang-undangan business entities, subject to applicable sectoral laws and
sektoral. regulations.
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2. Bagi Dewan Komisaris yang merangkap jabatan sebagai Dewan 2. Members of the Board of Commissioners who hold concurrent
Komisaris pada badan usaha lainnya sebagaimana dimaksud positions as described in point 1 must meet an attendance
pada angka 1, harus memenuhi persentase kehadiran dalam requirement of at least 75% in the Company’s Board of
rapat Dewan Komisaris Perseroan selama satu tahun paling Commissioners meetings within one year as a condition for
sedikit 75% (tujuh puluh lima persen) kehadiran, sebagai receiving tantiem/performance incentives/special incentives.
persyaratan untuk memperoleh tantiem/insentif kinerja/
Insentif Khusus bagi yang bersangkutan.
Larangan Rangkap Jabatan Prohibition of Concurrent Positions
1. Anggota Dewan Komisaris dilarang memangku jabatan rangkap 1. Members of the Board of Commissioners are prohibited from
sebagai Anggota Dewan Komisaris dan/atau Dewan Pengawas holding concurrent positions as members of the Board of
BUMN, kecuali berdasarkan penugasan khusus dari Menteri. Commissioners and/or Supervisory Board of other SOEs, except
based on a special assignment from the Minister.
2. Anggota Dewan Komisaris dilarang memangku jabatan rangkap 2. Members of the Board of Commissioners are prohibited from
sebagai: holding concurrent positions as:
a. Anggota Direksi pada Badan Usaha Milik Negara, Badan a. Members of the Board of Directors in State-Owned
Usaha Milik Daerah, dan Badan Usaha Milik Swasta. Enterprises (SOEs), Regional-Owned Enterprises (ROEs), or
private companies;
b. Jabatan lainnya sesuai dengan ketentuan peraturan b. Other positions as regulated under applicable laws and
perundang-undangan, pengurus partai politik dan/atau regulations, including political party officials and/or
calon/anggota legislatif, dan/atau calon kepala Daerah candidates/members of the legislature and/or candidates
Wakil Kepala Daerah. for regional head/deputy regional head;
c. Jabatan lain yang dapat menimbulkan benturan c. Other positions that may give rise to conflicts of interest.
kepentingan.
3. Anggota Dewan Komisaris dilarang memangku jabatan rangkap 3. Members of the Board of Commissioners are prohibited from
sebagai anggota Direksi pada BUMN, badan usaha lainnya atau holding concurrent positions as members of the Board of
menduduki jabatan yang berdasarkan peraturan perundang- Directors in SOEs or other business entities, or occupying
undangan dilarang untuk dirangkap dengan jabatan anggota positions that are prohibited by law to be concurrently held
Dewan Komisaris BUMN, atau jabatan yang dapat menimbulkan with the position of member of the Board of Commissioners
benturan kepentingan dengan BUMN yang bersangkutan, serta of SOEs, or positions that may create a conflict of interest with
menandatangani surat pernyataan bersedia mengundurkan the relevant SOE. They are also required to sign a statement of
diri dari jabatan tersebut jika terpilih sebagai anggota Dewan resignation from such positions should they be appointed as
Komisaris korporasi. members of the Board of Commissioners of the corporation.
Nama Jabatan Jabatan Rangkap Instansi
Name Position Concurrent Position Institution
Komisaris Utama merangkap
Komisaris Independen
Yudo Margono President Commissioner - -
concurrently serving as Independent
Commissioner
Wakil Komisaris Utama merangkap
Komisaris Independen
Muhamad Lukman Edy* Vice President Commissioner - -
concurrently Independent
Commissioner
Komisaris Independen
Agung Sabar Santoso** - -
Independent Commissioner
Komisaris Independen
R. Wahyu Muryadi - -
Independent Commissioner
Komisaris
Chairiah** - -
Commissioner
Komisaris
Susdiyarto Agus Praptono*** - -
Commissioner
Komisaris
Iwan Suprijanto** - -
Commissioner
Komisaris Independen
Siti Jamaliah Lubis**** - -
Independent Commissioner
PT Hutama Karya (Persero)
374 Laporan Tahunan 2025
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Tata Kelola Perusahaan
Corporate Governance
Nama Jabatan Jabatan Rangkap Instansi
Name Position Concurrent Position Institution
1. Komisaris/Commissioner
Komisaris Independen PT Lumina Persada Mandiri
Mudanto Hatta**** -
Independent Commissioner 2. Komisaris/Commissioner
PT. Agro Sumber Pertiwi
Sekretaris Direktorat Jenderal
Komisaris Prasarana Strategis Kementerian Pekerjaan Umum
Essy Asiah****
Commissioner Secretary of the Directorate General Ministry of Public Works
of Strategic Infrastructure
Badan Pengaturan Badan Usaha
Milik Negara RI
Komisaris Staff Ahli Bidang Industri
Andus Winarno**** Regulatory Agency for State-Owned
Commissioner Expert Staff for Industry Affairs
Enterprises of the Republic of
Indonesia
* Berhenti menjabat sejak 14 Mei 2025 / Terminated from office as of May 14, 2025
** Berhenti menjabat sejak 31 Oktober 2025 / Terminated from office as of October 31, 2025
*** Berhenti menjabat sejak 7 Februari 2025 / Terminated from office as of February 7, 2025
**** Mulai menjabat sejak 31 Oktober 2025 / Commenced service as of October 31, 2025
Pengelolaan Benturan Kepentingan Dewan The Board of Commissioners Management of
Komisaris Conflict Interest
1. Organ Dewan Komisaris harus menghindari terjadinya dominasi 1. The Board of Commissioners must avoid domination by any
oleh pihak manapun, tidak terpengaruh oleh kepentingan party, not be influenced by certain interests, free from conflicts
tertentu, bebas dari benturan kepentingan (conflict of interest) of interest and from any influence or pressure, so that decision-
dan dari segala pengaruh atau tekanan, sehingga pengambilan making can be done objectively.
keputusan dapat dilakukan secara obyektif.
2. Kebijakan Dewan Komisaris terkait potensi benturan 2. The Board of Commissioners’ policy regarding potential
kepentingan yang menyangkut dirinya adalah sebagai berikut: conflicts of interest concerning itself is as follows:
a. Benturan kepentingan yang dimaksud adalah keadaan a. The conflict of interest referred to is a situation where
dimana terdapat konflik antara kepentingan ekonomis there is a conflict between the economic interests of the
perusahaan dan kepentingan ekonomis pribadi anggota company and the personal economic interests of members
Dewan Komisaris perusahaan. of the Board of Commissioners of the company.
b. Dalam menjalankan tugas dan kewajibannya, anggota b. In carrying out their duties and obligations, members of
Dewan Komisaris perusahaan harus senantiasa the Board of Commissioners of the company must always
mendahulukan kepentingan ekonomis perusahaan diatas prioritize the economic interests of the company above
kepentingan ekonomis pribadi atau keluarga, maupun the economic interests of their personal or family, or other
pihak lainnya. parties.
c. Anggota Dewan Komisaris perusahaan dilarang c. Members of the Board of Commissioners of the company
menyalahgunakan jabatan untuk kepentingan atau are prohibited from abusing their position for personal,
keuntungan pribadi, keluarga, dan pihak-pihak lain. family and other parties’ interests or benefits.
d. Dalam hal pembahasan dan pengambilan keputusan yang d. In the case of discussions and decision making containing
mengandung unsur benturan kepentingan, pihak yang elements of conflict of interest, the relevant party is not
bersangkutan tidak diperkenankan ikut serta. permitted to participate.
e. Setiap anggota Dewan Komisaris perusahaan yang e. Every member of the Board of Commissioners of the
memiliki wewenang pengambilan keputusan diharuskan company who has decision-making authority is required
setiap tahun membuat pernyataan tidak memiliki benturan to make a statement every year that they have no conflict
kepentingan terhadap setiap keputusan yang telah dibuat of interest in every decision they have made and have
olehnya dan telah melaksanakan pedoman perilaku yang implemented the guidelines for behavior set by the
ditetapkan oleh perusahaan. company.
3. Dewan Komisaris menandatangani pernyataan tidak memiliki 3. The Board of Commissioners signs a statement of no conflict of
benturan kepentingan dan menyatakan secara tertulis hal-hal interest and states in writing matters that have the potential to
yang berpotensi menimbulkan benturan kepentingan terhadap cause a conflict of interest to them and submits it to the GMS,
dirinya dan menyampaikannya kepada RUPS, meliputi: including:
a. Adanya surat pernyataan Dewan Komisaris tidak memiliki a. A written statement of the Board of Commissioners that
benturan kepentingan pada awal pengangkatan yang they have no conflict of interest at the beginning of their
diperbaharui setiap awal tahun. appointment which is renewed at the beginning of each year.
b. Pernyataan tahunan dapat dilaksanakan dengan b. Annual statements can be made by adding the statement
menambahkan pernyataan tersebut sebagai lampiran as an attachment or part of the Management Contract or
atau bagian dari Kontrak Manajemen atau Rencana Kerja the Board of Commissioners’ Work Budget Plan (RKA).
Anggaran (RKA) Dewan Komisaris.
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c. Bila dalam periode pelaksanaan tugasnya, Dewan c. If during the period of carrying out their duties, the
Komisaris mengalami (potensi) benturan kepentingan Board of Commissioners experiences (potential) conflict
terdapat surat pernyataan Dewan Komisaris mengenai hal of interest, there is a written statement of the Board of
tersebut dan disampaikan kepada pemegang saham. Commissioners regarding this matter and it is submitted to
the shareholders.
d. Dewan Komisaris membuat Pakta lntegritas yang d. The Board of Commissioners makes an Integrity Pact
dilampirkan dalam usulan tindakan Direksi yang harus which is attached to the proposed actions of the Board of
mendapatkan rekomendasi dari Dewan Komisaris dan Directors which must obtain recommendations from the
persetujuan RUPS. Board of Commissioners and approval from the GMS.
4. Dewan Komisaris melaporkan kepada Perusahaan (Sekretaris 4. The Board of Commissioners reports to the Company
Perusahaan) untuk dicatat dalam Daftar Khusus mengenai (Corporate Secretary) to be recorded in the Special Register
kepemilikan sahamnya dan/atau keluarganya pada Perusahaan regarding their and/or their family’s share ownership in the
dan Perusahaan lain. Company and other Companies.
5. Dewan Komisaris memantau dan mengelola potensi benturan 5. The Board of Commissioners monitors and manages potential
kepentingan manajemen, anggota Direksi, Dewan Komisaris, conflicts of interest of management, members of the Board
dan pemegang saham, termasuk penyalahgunaan aset of Directors, the Board of Commissioners and shareholders,
korporasi dan penyalahgunaan dalam transaksi pihak berelasi. including misuse of corporate assets and misuse in related
Komisaris yang memiliki benturan kepentingan tidak turut party transactions. Commissioners who have a conflict of
serta dalam pemantauan dan pengambilan keputusan atas interest shall not participate in monitoring and decision making
potensi benturan kepentingan yang melibatkan Komisaris atau on potential conflicts of interest involving the Commissioner or
afiliasi Komisaris yang bersangkutan. affiliates of the Commissioner concerned.
Komisaris Independen Independent Commissioner
Dalam komposisi Dewan Komisaris paling sedikit 20% (dua The composition of the Board of Commissioners shall include
puluh persen) merupakan Anggota Komisaris Independen yang at least 20% (twenty percent) Independent Commissioners as
ditetapkan dalam keputusan pengangkatannya. Per Desember 2025 determined in the appointment resolution. As of December 2025,
Komisaris Independen Perseroan sebanyak 4 (empat) orang dari 6 the Company has 4 (four) Independent Commissioners out of 6
(enam) orang atau sebesar 66,67% dari jumlah Dewan Komisaris. (six) members of the Board of Commissioners, or 66.67% of the
Hal ini menunjukkan bahwa komposisi Komisaris Independen telah total Board of Commissioners. This indicates that the composition
mengikuti peraturan yang berlaku. of Independent Commissioners complies with the applicable
regulations.
Kriteria Komisaris Independen Independent Commissioner Criteria
Anggota Komisaris Independen adalah Anggota Dewan Komisaris Independent Commissioner Members are Members of the Board
yang tidak memiliki hubungan keuangan, kepengurusan, of Commissioners who do not have financial, management, share
kepemilikan saham dan/atau hubungan keluarga dengan Anggota ownership and/or family relationships with other Members of the
Dewan Komisaris lainnya, Anggota Direksi dan/atau Pemegang Board of Commissioners, Members of the Board of Directors and/or
Saham pengendali atau hubungan dengan Perusahaan, yang dapat controlling Shareholders or relationships with the Company, which
mempengaruhi kemampuannya untuk bertindak independen. may affect their ability to act independently.
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Tata Kelola Perusahaan
Corporate Governance
Pernyataan Komisaris Independen Statement of Independent Commissioners
PT Hutama Karya (Persero)
2025 Annual Report 377
Page 378
Rapat Dewan Komisaris Board of Commissioners Meeting
Kebijakan Rapat Meeting Policy
Ketentuan Umum Rapat Dewan Komisaris General Provisions of Board of Commissioners Meetings
1. Dewan Komisaris memiliki pedoman/tata tertib rapat Dewan 1. The Board of Commissioners has guidelines/ rules of procedure
Komisaris sesuai dengan ketentuan perundang-undangan. for Board of Commissioners meetings in accordance with
statutory provisions.
2. Dewan Komisaris mengadakan rapat paling sedikit setiap 1 2. The Board of Commissioners holds meetings at least once a
(satu) bulan sekali, dalam rapat tersebut Dewan Komisaris month, in which the Board of Commissioners may invite the
dapat mengundang Direksi. Board of Directors.
3. Dewan Komisaris dapat mengadakan rapat sewaktu-waktu 3. The Board of Commissioners may hold meetings at any time
atas permintaan 1 (satu) atau beberapa Anggota Dewan upon the request of 1 (one) or several Members of the Board
Komisaris, permintaan Direksi, atau atas permintaan tertulis of Commissioners, the request of the Board of Directors, or
dari 1 (satu) atau beberapa Pemegang Saham yang mewakili upon written request from 1 (one) or several Shareholders
sekurang-kurangnya 1/10 (satu per sepuluh) dari jumlah saham representing at least 1/10 (one tenth) of the total number of
dengan hak suara, dengan menyebutkan hal-hal yang akan shares with voting rights, stating the matters to be discussed.
dibicarakan.
4. Dewan Komisaris menyusun rencana penyelenggaraan rapat 4. The Board of Commissioners prepares a plan for holding
internal Dewan Komisaris dan Rapat Dewan Komisaris yang internal Board of Commissioners meetings and Board of
dihadiri Direksi (Rapat Gabungan), dengan jumlah dan waktu Commissioners Meetings attended by the Board of Directors
penyelenggaraan rapat sesuai ketentuan yang berlaku. (Joint Meetings), with the number and time of meetings in
accordance with applicable provisions.
5. Rapat Dewan Komisaris dianggap sah apabila diadakan 5. A Board of Commissioners meeting is considered valid if it
ditempat kedudukan Perseroan atau di tempat lain di dalam is held at the Company’s domicile or elsewhere within the
wilayah Republik Indonesia. territory of the Republic of Indonesia.
6. Jumlah rapat dan agenda yang dibahas sesuai dengan yang 6. The number of meetings and the agenda discussed are in
direncanakan. accordance with what was planned.
7. Jumlah kehadiran masing-masing Anggota Dewan Komisaris 7. The number of attendance of each Member of the Board of
harus dimuat dalam Laporan Tahunan Perusahaan. Commissioners must be included in the Company’s Annual
Report.
Etika rapat Meeting ethics
1. Pimpinan dan peserta rapat hadir sebelum rapat dimulai. 1. The meeting leader and participants are present before the
meeting begins.
2. Setiap peserta rapat memiliki kesempatan dan kebebasan yang 2. Each meeting participant has the same opportunity and
sama untuk mengemukakan pendapatnya sesuai dengan topik freedom to express their opinion according to the topic being
yang dibahas. discussed.
3. Menghargai pendapat yang dikemukakan oleh peserta rapat. 3. Respect the opinions expressed by meeting participants.
4. Menyampaikan perbedaan pendapat, kritik, atau saran secara 4. Convey differences of opinion, criticism, or suggestions in a
baik dengan argumen yang kuat dan tidak keluar dari topik good manner with strong arguments and not deviating from
yang dibahas dalam forum rapat. the topic discussed in the meeting forum.
5. Saling menghormati, bersifat terbuka, dan tidak memaksakan 5. Respect each other, be open and not force opinions and be
pendapat serta bersedia menerima kritik dan saran dari peserta willing to accept criticism and suggestions from other meeting
rapat lainnya. participants.
6. Tidak membuat forum tersendiri di dalam rapat kecuali terkait 6. Do not create a separate forum in the meeting unless it is related
keperluan rapat. to the meeting’s needs.
7. Tidak menggunakan media elektronik atau gadget dan keluar 7. Do not use electronic media or gadgets and enter and exit the
masuk ruangan rapat tanpan alasan yang ielas diluar keperluan meeting room without a clear reason outside the meeting’s
rapat atau kepentingan Perseroan, kecuali untuk alasan darurat needs or the interests of the Company, except for emergency
saat rapat berlangsung. reasons during the meeting.
8. Tidak diperbolehkan meninggalkan ruang rapat sebelum rapat 8. It is not allowed to leave the meeting room before the meeting
selesai kecuali dengan alasan yang jelas. is over except for a clear reason.
Pemanggilan Rapat Meeting Invitation
1. Panggilan rapat Dewan Komisaris disampaikan secara tertulis 1. The invitation to a meeting of the Board of Commissioners shall
oleh Komisaris Utama atau oleh Anggota Dewan Komisaris yang be submitted in writing by the President Commissioner or by
ditunjuk oleh Komisaris Utama dan disampaikan dalam jangka a Member of the Board of Commissioners addressed by the
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Tata Kelola Perusahaan
Corporate Governance
waktu paling lambat 3 (tiga) hari sebelum rapat diadakan atau President Commissioner and shall be submitted no later than
dalam waktu yang lebih singkat lika dalam keadaan mendesak, 3 (three) days before the meeting is held or within a shorter
dengan tidak memperhitungkan tanggal panggilan dan tanggal period if in urgent circumstances, without taking into account
rapat. the date of the invitation and the date of the meeting.
2. Penyusunan undangan rapat dilakukan oleh Sekretaris Dewan 2. The preparation of the meeting invitation shall be carried out
Komisaris. by the Secretary of the Board of Commissioners.
3. Panggilan rapat harus mencantumkan acara, tanggal, waktu, 3. The invitation to a meeting must include the agenda, date, time
dan tempat rapat. and place of the meeting.
4. Panggilan rapat tersebut tidak disyaratkan apabila semua 4. The invitation to a meeting is not required if all Members of the
Anggota Dewan Komisaris hadir dalam rapat. Board of Commissioners are present at the meeting.
Pelaksanaan Rapat Meeting Implementation
1. Rapat Dewan Komisaris adalah sah dan berhak mengambil 1. The Board of Commissioners Meeting is valid and has the
keputusan yang mengikat apabila dihadiri atau diwakili oleh right to make binding decisions if attended or represented by
lebih dari ½ (satu per dua) jumlah Anggota Dewan Komisaris. more than 1/2 (half) of the number of Members of the Board of
Commissioners.
2. Terdapat surat kuasa yang dibuat oleh Dewan Komisaris 2. There is a power of attorney made by the Board of Commissioners
yang berhalangan hadir dalam rapat Dewan Komisaris who are unable to attend the Board of Commissioners meeting
serta penjelasan ketidakhadiran dalam rapat tersebut yang and an explanation of the absence from the meeting which is
dituangkan dalam Risalah Rapat. stated in the Minutes of the Meeting.
3. Seorang Anggota Dewan Komisaris hanya dapat mewakili 3. A Member of the Board of Commissioners may only represent
seorang Anggota Dewan Komisaris lainnya. one other Member of the Board of Commissioners.
4. Semua rapat Dewan Komisaris dipimpin oleh Komisaris Utama. 4. All meetings of the Board of Commissioners are led by the
President Commissioner.
5. Dalam hal Komisaris Utama tidak hadir atau berhalangan, 5. In the event that the President Commissioner is absent or
rapat Dewan Komisaris dipimpin oleh seorang Anggota Dewan unable to attend, the Board of Commissioners meeting is led by
Komisaris lainnya yang ditunjuk oleh Komisaris Utama. another Member of the Board of Commissioners appointed by
the President Commissioner.
6. Dalam hal Komisaris Utama tidak melakukan penunjukkan, 6. In the event that the President Commissioner does not
maka Anggota Dewan Komisaris yang paling lama menjabat make an appointment, then the Member of the Board of
sebagai Anggota Dewan Komisaris bertindak sebagai pimpinan Commissioners who has served the longest as a Member of
rapat Dewan Komisaris. the Board of Commissioners acts as the leader of the Board of
Commissioners meeting.
7. Dalam hal Anggota Dewan Komisaris yang paling lama 7. In the event that the Member of the Board of Commissioners
menjabat sebagai Anggota Dewan Komisaris lebih dari satu who has served the longest as a Member of the Board of
orang maka Anggota Dewan Komisaris yang tertua dalam usia Commissioners is more than one person, then the Member of
bertindak sebagai pemimpin rapat. the Board of Commissioners who is oldest in age acts as the
leader of the meeting.
8. Pimpinan dan peserta rapat harus memperhatikan etika rapat 8. The leadership and participants of the meeting must pay
dalam pelaksanaan rapat Dewan Komisaris. attention to meeting ethics in implementing the Board of
Commissioners meeting.
9. Rapat Dewan Komisaris diantaranya melakukan pembahasan/ 9. The Board of Commissioners meeting includes discussing/
telaah atas usulan Direksi dan arahan/keputusan RUPS terkait reviewing the Board of Directors’ proposals and the direction/
dengan usulan Direksi. decisions of the GMS related to the Board of Directors’
proposals.
10. Dewan Komisaris melakukan evaluasi atas tindak lanjut hasil 10. The Board of Commissioners conducted an evaluation of the
rapat sebelumnya. follow-up to the results of the previous meeting.
11. Dewan Komisaris memastikan hasil rapat sebelumnya telah 11. The Board of Commissioners ensured that the results of the
ditindaklanjuti seluruhnya. previous meeting had been followed up in their entirety.
Mekanisme Pengambilan Keputusan Decision-Making Mechanism
1. Semua keputusan dalam rapat Dewan Komisaris diambil 1. All decisions in the Board of Commissioners meeting are taken
dengan musyawarah untuk mufakat. by deliberation to reach consensus.
2. Apabila melalui musyawarah tidak tercapai mufakat, maka 2. If no consensus is reached through deliberation, then the
keputusan rapat Dewan Komisaris diambil dengan suara decision of the Board of Commissioners meeting is taken by
terbanyak biasa. ordinary majority vote.
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3. Setiap Anggota Dewan Komisaris berhak untuk mengeluarkan 3. Each Member of the Board of Commissioners has the right to
1 (satu) suara ditambah 1 (satu) suara untuk Anggota Dewan cast 1 (one) vote plus 1 (one) vote for the Member of the Board
Komisaris yang diwakilinya. of Commissioners they represent.
4. Apabila jumlah suara yang setuju dan tidak setuju 4. If the number of votes that agree and disagree are the same,
sama banyaknya, maka keputusan rapat, dengan tetap then the decision of the meeting, while still considering
memperhatikan ketentuan mengenai pertanggungjawaban the provisions regarding accountability except regarding
kecuali mengenai diri orang pengambilan keputusan rapat individuals, the decision-making of the meeting is carried out
dilakukan dengan pemilihan secara tertutup. by closed voting.
5. Suara blanko (abstain) dianggap menyetujui hasil keputusan 5. Blank votes (abstain) are considered to agree to the results of
rapat. the meeting decision.
6. Dalam hal usulan lebih dari dua alternatif dan hasil 6. In the case of more than two alternative proposals and the
pemungutan suara belum mendapatkan satu alternatif dengan voting results have not obtained one alternative with more than
suara lebih dari ½ (satu per dua) bagian dari jumlah suara yang 1/2(half) of the total votes cast, then a re-election is carried out
dikeluarkan, maka dilakukan pemilihan ulang terhadap dua on the two proposals that received the most votes so that one
usulan yang memperoleh suara terbanyak sehingga salah satu of the proposals receives more than 1/2 (half) of the total votes
usulan memperoleh suara lebih dari ½ (satu per dua) bagian cast.
dari jumlah suara yang dikeluarkan.
7. Suara yang tidak sah dianggap tidak ada dan tidak dihitung 7. Invalid votes are considered non-existent and are not counted
dalam menentukan jumlah suara yang dikeluarkan dalam in determining the number of votes cast at the meeting.
rapat.
8. Seorang Anggota Dewan Komisaris hanya dapat mewakili 8. A member of the Board of Commissioners may only represent
seorang Anggota Dewan Komisaris lainnya. one other member of the Board of Commissioners.
9. Dalam mata acara lain-lain, rapat Dewan Komisaris tidak 9. In other agenda items, the Board of Commissioners meeting
berhak mengambil keputusan kecuali semua Anggota Dewan does not have the right to make decisions unless all members of
Komisaris atau wakilnya yang sah, hadir, dan menyetujui the Board of Commissioners or their authorized representatives
penambahan mata acara rapat. are present and agree to additional meeting agenda items.
10. Pengambilan keputusan Dewan Komisaris dilakukan sesuai 10. The decision making of the Board of Commissioners is carried
dengan standar waktu yang ditetapkan sejak usulan tindakan out in accordance with the time standards determined from
disampaikan dalam Rapat Dewan Komisaris dan/atau Rapat the time the proposed action is submitted at the Board of
Dewan Komisaris - Direksi, tingkat kesegeraan berkisar 7 hari Commissioners Meeting and/or the Board of Commissioners -
(baik) dan sampai dengan 14 hari (cukup). Directors Meeting, the level of immediacy ranges from 7 days
(good) and up to 14 days (sufficient).
11. Tingkat kesegeraan untuk mengkomunikasikan keputusan 11. The level of immediacy for communicating the Board of
Dewan Komisaris kepada Direksi maksimal 7 (tujuh) hari sejak Commissioners’ decision to the Board of Directors is a
disahkan atau ditandatangani. maximum of 7 (seven) days after it is ratified or signed.
Perbedaan Pendapat (Dissenting Opinion) Dissenting Opinion
Perbedaan Pendapat diatur sebagai berikut: Dissenting Opinions are regulated as follows:
1. Perbedaan pendapat yang terjadi harus dimasukkan dalam 1. Differences of opinion that occur must be included in the
Keputusan Rapat dan Komisaris yang berbeda pendapat harus Meeting Decision and the Commissioner who has a dissenting
mengungkapkan alasan atas terjadinya perbedaan pendapat opinion must state the reasons for the difference of opinion
terhadap hasil keputusan tersebut. regarding the decision.
2. Perbedaan pendapat tidak berarti memberikan hak kepada 2. Differences of opinion do not mean giving the Commissioner
Komisaris yang bersangkutan untuk tidak melaksanakan hasil concerned the right not to implement the meeting decision.
keputusan rapat.
3. Meskipun terdapat perbedaan pendapat namun seluruh 3. Even though there are differences of opinion, all Members
Anngota Dewan Komisaris tetap berkewajiban untuk mengikuti of the Board of Commissioners are still obliged to follow and
dan melaksanakan hasil keputusan rapat. implement the meeting decision.
4. Dewan Komisaris secara tanggung renteng bertanggung 4. The Board of Commissioners is jointly and severally responsible
jawab penuh secara pribadi apabila terbukti bersalah atau personally if proven guilty or negligent in carrying out their
lalai menjalankan tugasnya untuk kepentingan dan usaha duties for the interests and business of the Company, unless the
Perusahaan, kecuali Komisaris yang melakukan dissenting Commissioner who issued a dissenting opinion can prove that
opinion dapat membuktikan bahwa ia telah mengambil he has taken action to prevent the occurrence or continuation
tindakan untuk mencegah timbul atau berlanjutnya kerugian of the loss.
tersebut.
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Corporate Governance
5. Perbedaan pendapat yang dicantumkan di dalam keputusan 5. Differences of opinion stated in the decision and minutes of the
dan risalah rapat dapat menjadi bukti bahwa Komisaris yang meeting can be evidence that the Commissioner concerned
bersangkutan telah melakukan tindakan untuk mencegah has taken action to prevent the occurrence or continuation of
timbul atau berlanjutnya kerugian tersebut dengan tidak the loss by not agreeing to the meeting decision. This means
menyutujui hasil keputusan rapat. Hal ini berarti bahwa that the Commissioner concerned can be free from claims for
Komisaris yang bersangkutan dapat terbebas dari tuntutan the occurrence or continuation of the loss as a result of the
atas timbul atau berlanjutnya kerugian tersebut sebagai hasil implementation of the meeting decision.
pelaksanaan keputusan rapat.
Risalah Rapat Minutes of Meeting
1. Setiap Rapat Dewan Komisaris harus dibuatkan risalah rapat 1. Every Board of Commissioners Meeting must be prepared with
yang memuat pendapat-pendapat yang berkembang dalam minutes of meeting containing opinions that develop in the
rapat (dinamika rapat), baik pendapat yang mendukung meeting (meeting dynamics), both opinions that support and
maupun yang tidak mendukung atau pendapat berbeda those that do not support or differing opinions (dissenting
(dissenting opinion), keputusan/kesimpulan rapat, hasil opinions), decisions/conclusions of the meeting, evaluation
evaluasi atas pelaksanaan keputusan rapat sebelumnya, serta results of the implementation of decisions of the previous
alasan ketidakhadiran Anggota Dewan Komisaris, apabila ada. meeting and reasons for the absence of Members of the Board
of Commissioners, if any.
2. Risalah rapat Dewan Komisaris disusun dan diadministrasikan 2. Minutes of Board of Commissioners meetings are prepared and
oleh Sekretaris Dewan Komisaris. administered by the Secretary of the Board of Commissioners.
3. Setiap Anggota Dewan Komisaris berhak menerima salinan 3. Each Member of the Board of Commissioners has the right to
risalah Rapat Dewan Komisaris, baik yang bersangkutan hadir receive a copy of the minutes of the Board of Commissioners
maupun tidak hadir dalam Rapat Dewan Komisaris tersebut. Meeting, whether or not the person concerned is present at the
Board of Commissioners Meeting.
4. Risalah rapat ditandatangani oleh Ketua Rapat dan seluruh 4. The minutes of the meeting are signed by the Chairperson of
Anggota Dewan Komisaris yang hadir dalam rapat. the Meeting and all Members of the Board of Commissioners
present at the meeting.
5. Risalah Rapat asli Dewan Komisaris disampaikan kepada 5. The original minutes of the Board of Commissioners meeting
Direksi untuk disimpan dan dipelihara, sedangkan Dewan are submitted to the Board of Directors to be stored and
Komisaris menyimpan salinannya. maintained, while the Board of Commissioners keeps a copy.
6. Risalah asli dari setiap Rapat Dewan Komisaris harus disimpan 6. The original minutes of each Board of Commissioners Meeting
oleh Perusahaan dan harus tersedia bila diminta oleh setiap must be kept by the Company and must be available upon
Anggota Dewan Komisaris dan Direksi. request by each Member of the Board of Commissioners and
the Board of Directors.
7. Dokumen elektronik dapat dipakai sebagai bukti sah risalah 7. Electronic documents can be used as valid evidence of minutes
rapat selain dari risalah rapat yang tertulis. of meetings other than written minutes of meetings.
8. Penggunaan dokumen elektronik sebagai dokumen 8. The use of electronic documents as Company documents is
Perusahaan ditetapkan Direksi dengan memenuhi persyaratan determined by the Board of Directors by fulfilling the minimum
minimun penyelenggaraan sistem elektronik di Perusahaan requirements for organizing electronic systems in the Company
sesuai ketentuan Undang-Undang tentang Informasi dan in accordance with the provisions of the Law on Information
Transaksi Elektronik. and Electronic Transactions.
Rencana Rapat Dewan Komisaris Board of Commissioners Meeting Plan
Rapat Rutin Internal Dewan Komisaris minimal 1 kali dalam Internal Routine Meeting of the Board of Commissioners at least
sebulan. Adapun Rencana Rapat Kerja Dewan Komisaris Hutama once a month. The 2025 Hutama Karya Board of Commissioners
Karya Tahun 2025 disajikan sebagai berikut: Work Meeting Plan is presented as follows:
PT Hutama Karya (Persero)
2025 Annual Report 381
Page 382
Bulan
Agenda Agenda
Month
• Monitoring perkembangan JTTS • Monitoring of JTTS (Trans Sumatra Toll Road) development
• Monitoring progres pembangunan proyek IKN • Monitoring of IKN project progress
• Monitoring pembangunan dan pengelolaan proyek KPBU • Monitoring of PPP project development and implementation
• Monitoring dan evaluasi isu strategis Anak Perusahaan melalui • Monitoring and evaluation of strategic issues of subsidiaries
Komite Tata Kelola Terintegrasi through the Integrated Governance Committee
• Monitoring perkembangan penyelesaian permasalahan proyek, • Monitoring of project issues resolution, legal matters,
hukum, investasi dan piutang macet investments, and non-performing receivables
• Monitoring pengelolaan utang dan pembayaran kewajiban • Monitoring of debt management and obligation payments
• Monitoring restrukturisasi PT HKR • Monitoring of PT HKR restructuring
Januari 2025 • Evaluasi Laporan Keuangan 2024 Unaudited • Evaluation of unaudited 2024 financial statements
January 2025 • Monitoring Kinerja Divisi EPC dan Gedung • Monitoring of EPC and Building Division performance
• Pemantauan Audit KAP termasuk progress tindak lanjut temuan • Monitoring of external audit (KAP) progress, including follow-up
audit on audit findings
• Pembahasan progress penyerapan dana PMN Tahun Anggaran • Review of PMN fund absorption progress for Fiscal Year 2024
2024
• Monitoring penyelesaian kasus-kasus hukum di Hutama Karya • Monitoring of legal case resolutions within PT Hutama Karya
(Persero)
• Pembahasan surat-surat masuk dan kajian oleh Komite terhadap • Review of incoming correspondence and committee
usulan rekomendasi yang diajukan ke Dewan Komisaris assessments on recommendations submitted to the Board of
Commissioners
• Monitoring perkembangan JTTS • Monitoring of JTTS development progress
• Monitoring pengelolaan utang dan pembayaran kewajiban • Monitoring of debt management and obligation payments
• Monitoring progress pelaksanaan audit oleh KAP • Monitoring of external audit progress by the Public Accounting
Firm (KAP)
• Monitoring pengelolaan sistem teknologi informasi, sistem, • Monitoring of IT systems, applications, and corporate technology
aplikasi, dan Riset Teknologi perusahaan R&D
• Evaluasi Laporan Keuangan 2024 Unaudited • Evaluation of unaudited 2024 financial statements
• Monitoring persiapan RUPS Tahunan • Monitoring of Annual General Meeting (AGM) preparation
Februari 2025 • Menyusun penilaian kinerja individual Direksi Tahun 2025 • Preparation of individual performance assessment of Directors
February 2025 for 2025
• Pembahasan usulan remunerasi Direksi dan Dewan Komisaris • Discussion of remuneration proposals for the Board of Directors
untuk tahun buku 2024 (dibahas sebelumnya oleh Komite and Board of Commissioners for FY 2024 (previously reviewed by
Nominasi dan Remunerasi) the Nomination and Remuneration Committee)
• Monitoring SMAP dan Laporan Manajemen Risiko Triwulanan • Monitoring of Anti-Bribery Management System (SMAP) and
quarterly risk management reports
• Pembahasan surat-surat masuk dan kajian oleh Komite terhadap • Review of incoming correspondence and committee
usulan rekomendasi yang diajukan ke Dewan Komisaris assessments on recommendations submitted to the Board of
Commissioners
• Monitoring perkembangan JTTS • Monitoring of JTTS (Trans Sumatra Toll Road) development
• Monitoring dan evaluasi isu strategis Perseroan • Monitoring and evaluation of the Company’s strategic issues
• Pengawasan Kebijakan Human Capital dan Culture di PT Hutama • Supervision of Human Capital and Culture policies at PT Hutama
Karya (Persero) Karya (Persero)
• Pembahasan tindak lanjut hasil temuan auditor baik internal • Discussion on follow-up actions of audit findings from internal
(SPI) maupun eksternal (BPK, BPKP, dan KAP) audit (SPI), as well as external auditors (BPK, BPKP, and KAP)
• Monitoring restrukturisasi PT HKR • Monitoring of PT HKR restructuring
• Finalisasi Laporan Keuangan 2024 Audited termasuk evaluasi • Finalization of the 2024 audited financial statements, including
temuan audit yang belum sesuai rekomendasi evaluation of audit findings that have not yet complied with
Maret 2025
recommendations
March 2025
• Pembahasan tanggapan Dewan Komisaris tentang Laporan • Discussion on the Board of Commissioners’ response to the 2024
Tahunan Tahun Buku 2024 Annual Report
• Pembahasan hasil audit atas pelaksanaan Program TJSL Tahun • Discussion on audit results of the TJSL Program implementation
2024 for 2024
• Monitoring pelaksanaan pembayaran kedua Asset Recycling • Monitoring of the second phase of Asset Recycling payment
implementation
• Pembahasan surat-surat masuk dan kajian oleh Komite terhadap • Review of incoming correspondence and committee
usulan rekomendasi yang diajukan ke Dewan Komisaris assessments on recommendations submitted to the Board of
Commissioners
PT Hutama Karya (Persero)
382 Laporan Tahunan 2025
Page 383
Tata Kelola Perusahaan
Corporate Governance
Bulan
Agenda Agenda
Month
• Monitoring perkembangan JTTS • Monitoring of JTTS development progress
• Monitoring progres pembangunan proyek IKN. • Monitoring of IKN project construction progress
• Monitoring pembangunan dan pengelolaan proyek KPBU. • Monitoring of PPP project development and management
• Monitoring dan evaluasi isu strategis Anak Perusahaan melalui • Monitoring and evaluation of strategic issues of subsidiaries
Komite Tata Kelola Terintegrasi through the Integrated Governance Committee
• Monitoring perkembangan penyelesaian permasalahan proyek, • Monitoring of project issue resolution, legal matters,
hukum, investasi dan piutang macet. investments, and non-performing receivables
• Monitoring pengelolaan utang dan pembayaran kewajiban • Monitoring of debt management and obligation payments
• Pembahasan progress penggunaan dana PMN. • Discussion on PMN fund utilization progress
• Monitoring pengelolaan utang dan pembayaran kewajiban • Monitoring of debt management and obligation payments
• Monitoring restrukturisasi PT HKR • Monitoring of PT HKR restructuring
April 2025
• Evaluasi Laporan Manajemen Triwulan I tahun 2025 • Evaluation of Q1 2025 Management Report
April 2025
• Evaluasi penyusunan Laporan Tahunan periode tahun 2024 • Evaluation of the preparation of the 2024 Annual Report
• Evaluasi pelaksanaan audit oleh KAP • Evaluation of external audit (KAP) implementation
• Pemantauan Temuan SPI TW I serta Rencana Tindak Lanjut oleh • Monitoring of SPI Q1 findings and follow-up action plans by
Divisi divisions
• Pembahasan usulan KAP untuk mengaudit Laporan Keuangan • Discussion on the appointment of the Public Accounting Firm
Tahun Buku 2025 (KAP) for the 2025 financial year audit
• Monitoring/Pembahasan Evaluasi Profil Risiko Triwulan I Tahun • Monitoring/discussion of Q1 2025 risk profile evaluation
2025
• Pembahasan surat-surat masuk dan kajian oleh Komite terhadap • Review of incoming correspondence and committee
usulan rekomendasi yang diajukan ke Dewan Komisaris assessments on recommendations submitted to the Board of
Commissioners
• Monitoring perkembangan JTTS • Monitoring of JTTS (Trans Sumatra Toll Road) development
• Monitoring pengelolaan sistem teknologi informasi, sistem, • Monitoring of the Company’s information technology systems,
aplikasi dan Riset Teknologi perusahaan. applications, and technology research and development
• Pembahasan hasil-hasil keputusan dan arahan RUPS tentang • Discussion on the implementation of GMS resolutions and
Pengesahan Laporan Keuangan tahun 2025 directives regarding the approval of the 2025 financial
statements
• Monitoring Kinerja Divisi EPC dan Gedung • Monitoring of EPC and Building Division performance
Mei 2025 • Monitoring dan evaluasi isu strategis pada bagian Manajemen • Monitoring and evaluation of strategic issues in Risk Management
May 2025 Risiko dan Kepatuhan and Compliance
• Pembahasan Realisasi Program-Program Strategis di Divisi • Discussion on the realization of strategic programs within
divisions
• Monitoring kinerja Direksi/Divisi/Anak Perusahaan • Monitoring of the performance of the Board of Directors,
divisions, and subsidiaries
• Pembahasan surat-surat masuk dan kajian oleh Komite terhadap • Review of incoming correspondence and committee
usulan rekomendasi yang diajukan ke Dewan Komisaris assessments on recommendations submitted to the Board of
Commissioners
• Monitoring perkembangan JTTS • Monitoring of JTTS development progress
• Monitoring dan evaluasi isu strategis pada Divisi QHSSE • Monitoring and evaluation of strategic issues in the QHSSE
Division
• Pembahasan Rencana Asset Recycling • Discussion on Asset Recycling plan
• Pembahasan Realisasi Program TJSL Tahun 2025 sampai dengan • Discussion on the realization of TJSL programs for 2025 up to Q2
TW II 2025. 2025
• Pembahasan surat-surat masuk dan kajian oleh Komite terhadap • Review of incoming correspondence and committee
Juni 2025
usulan rekomendasi yang diajukan ke Dewan Komisaris assessments on recommendations submitted to the Board of
June 2025
Commissioners
• Monitoring dan evaluasi perkembangan penyelesaian • Monitoring and evaluation of project issues resolution, legal
permasalahan proyek, hukum, investasi dan piutang macet. matters, investments, and non-performing receivables
• Pembahasan laporan whistleblowing system (WBS) • Discussion on Whistleblowing System (WBS) report
• Pembahasan surat-surat masuk dan kajian oleh Komite terhadap • Review of incoming correspondence and committee
usulan rekomendasi yang diajukan ke Dewan Komisaris assessments on recommendations submitted to the Board of
Commissioners
PT Hutama Karya (Persero)
2025 Annual Report 383
Page 384
Bulan
Agenda Agenda
Month
• Monitoring perkembangan JTTS • Monitoring of JTTS (Trans Sumatra Toll Road) development
• Monitoring progres pembangunan proyek IKN. • Monitoring of IKN project construction progress
• Monitoring pembangunan dan pengelolaan proyek KPBU. • Monitoring of PPP project development and management
• Monitoring dan evaluasi isu strategis Anak Perusahaan melalui • Monitoring and evaluation of strategic issues of subsidiaries
Komite Tata Kelola Terintegrasi through the Integrated Governance Committee
• Monitoring perkembangan penyelesaian permasalahan proyek, • Monitoring of project issues resolution, legal matters,
hukum, investasi, dan piutang macet. investments, and non-performing receivables
• Pembahasan tindak lanjut hasil temuan auditor baik internal • Follow-up discussion on audit findings from internal audit (SPI),
(SPI) maupun eksternal (BPK, BPKP dan KAP). as well as external auditors (BPK, BPKP, and KAP)
• Pembahasan progres penggunaan dana PMN. • Discussion on PMN fund utilization progress
Juli 2025
• Monitoring restrukturisasi PT HKR • Monitoring of PT HKR restructuring
July 2025
• Evaluasi Laporan Manajemen Semester I tahun 2025 • Evaluation of Semester I 2025 Management Report
• Pemantauan Temuan SPI s.d. TW II serta Rencana Tindak Lanjut • Monitoring of SPI findings up to Q2 and division follow-up action
oleh Divisi plans
• Monitoring pengelolaan utang dan pembayaran kewajiban • Monitoring of debt management and obligation payments
• Monitoring/Pembahasan Evaluasi Profil Risiko Triwulan II Tahun • Monitoring/discussion of Q2 2025 Risk Profile evaluation
2025 • Monitoring of Anti-Bribery Management System (SMAP) and
• Monitoring SMAP dan Laporan Manajemen Risiko Triwulanan quarterly risk management reports
• Pembahasan surat-surat masuk dan kajian oleh Komite terhadap • Review of incoming correspondence and committee
usulan rekomendasi yang diajukan ke Dewan Komisaris assessments on recommendations submitted to the Board of
Commissioners
• Monitoring perkembangan JTTS • Monitoring of JTTS development progress
• Monitoring dan evaluasi terkait Perencanaan dan Pengoperasian • Monitoring and evaluation of toll road planning and operation
Jalan Tol
• Pembahasan Progres PMN Non Tunai HK • Discussion on HK non-cash PMN progress
• Monitoring kinerja Direksi/Divisi/Anak Perusahaan • Monitoring of the performance of the Board of Directors,
Agustus 2025 divisions, and subsidiaries
August 2025 • Monitoring Kinerja Divisi EPC dan Gedung • Monitoring of EPC and Building Division performance
• Monitoring dan Update Rencana Asset Recycling termasuk • Monitoring and update on Asset Recycling plan including
pembayaran kedua second-phase payment
• Pembahasan surat-surat masuk dan kajian oleh Komite terhadap • Review of incoming correspondence and committee
usulan rekomendasi yang diajukan ke Dewan Komisaris assessments on recommendations submitted to the Board of
Commissioners
• Monitoring perkembangan JTTS • Monitoring of JTTS (Trans Sumatra Toll Road) development
• Monitoring dan evaluasi isu strategis: Aspek GCG dan Manajemen • Monitoring and evaluation of strategic issues: GCG and risk
Risiko management aspects
• Pengawasan Kebijakan Human Capital dan Culture di PT Hutama • Supervision of Human Capital and Culture policies at PT Hutama
Karya (Persero) Karya (Persero)
• Monitoring dan evaluasi isu strategis pada bagian Manajemen • Monitoring and evaluation of strategic issues in Risk Management
September 2025 Risiko dan Kepatuhan and Compliance
September 2025 • Monitoring dan evaluasi atas program investasi • Monitoring and evaluation of investment programs
• Monitoring restrukturisasi PT HKR • Monitoring of PT HKR restructuring
• Monitoring persiapan pelaksanaan audit interim tahun 2025 oleh • Monitoring of preparation for the 2025 interim audit by the
KAP Public Accounting Firm (KAP)
• Pembahasan surat-surat masuk dan kajian oleh Komite terhadap • Review of incoming correspondence and committee
usulan rekomendasi yang diajukan ke Dewan Komisaris assessments on recommendations submitted to the Board of
Commissioners
PT Hutama Karya (Persero)
384 Laporan Tahunan 2025
Page 385
Tata Kelola Perusahaan
Corporate Governance
Bulan
Agenda Agenda
Month
• Monitoring perkembangan JTTS • Monitoring of JTTS development progress
• Monitoring progres pembangunan proyek IKN • Monitoring of IKN project construction progress
• Monitoring pembangunan dan pengelolaan proyek KPBU • Monitoring of PPP project development and management
• Monitoring dan evaluasi isu strategis Anak Perusahaan melalui • Monitoring and evaluation of strategic issues of subsidiaries
Komite Tata Kelola Terintegrasi through the Integrated Governance Committee
• Monitoring perkembangan penyelesaian permasalahan proyek, • Monitoring of project issues resolution, legal matters,
hukum, investasi dan piutang macet investments, and non-performing receivables
• Pembahasan progress penggunaan dana PMN • Discussion on PMN fund utilization progress
• Pemantauan Temuan SPI s.d TW III serta Rencana Tindak Lanjut • Monitoring of SPI findings up to Q3 and division follow-up action
oleh Divisi plans
• Monitoring dan evaluasi isu strategis: Divisi Proyek Khusus/ • Monitoring and evaluation of strategic issues: Special Projects/
KPBU/PBI PPP/PBI Division
• Monitoring pengelolaan utang dan pembayaran kewajiban • Monitoring of debt management and obligation payments
• Monitoring restrukturisasi PT HKR • Monitoring of PT HKR restructuring
• Penyusunan program kerja Dewan Komisaris dan Komite- • Preparation of Board of Commissioners and committee work
Oktober 2025 komite programs
October 2025 • Evaluasi Laporan Manajemen Triwulan III tahun 2025 • Evaluation of Q3 2025 Management Report
• Pemantauan Temuan SPI s.d TW III serta Rencana Tindak Lanjut • Monitoring of SPI findings up to Q3 and division follow-up action
oleh Divisi plans
• Pembahasan draft RKAP tahun 2026 • Discussion on draft 2026 RKAP
• Monitoring pelaksanaan audit interim periode tahun 2025 oleh • Monitoring of 2025 interim audit implementation by KAP
KAP
• Monitoring dan evaluasi atas program investasi • Monitoring and evaluation of investment programs
• Monitoring pelaksanaan audit interim periode tahun 2025 oleh • Monitoring of 2025 interim audit implementation by KAP
KAP
• Monitoring/Pembahasan Evaluasi Profil Risiko Triwulan III • Monitoring/discussion of Q3 2025 Risk Profile evaluation
Tahun 2025
• Monitoring SMAP dan Laporan Manajemen Risiko Triwulanan • Monitoring of Anti-Bribery Management System (SMAP) and
quarterly risk management reports
• Pembahasan surat-surat masuk dan kajian oleh Komite terhadap • Review of incoming correspondence and committee
usulan rekomendasi yang diajukan ke Dewan Komisaris assessments on recommendations submitted to the Board of
Commissioners
• Monitoring perkembangan JTTS • Monitoring of JTTS (Trans Sumatra Toll Road) development
• Monitoring dan evaluasi isu strategis pada Divisi QHSSE • Monitoring and evaluation of strategic issues in the QHSSE
Division
• Monitoring pengelolaan sistem teknologi informasi, sistem, • Monitoring of the Company’s information technology systems,
aplikasi dan Riset Teknologi perusahaan applications, and technology research and development
• Monitoring Perkembangan usulan RKAP 2025 • Monitoring of the development of the 2025 RKAP proposal
• Monitoring pengelolaan sistem teknologi informasi dan aplikasi • Monitoring of the Company’s information systems and
perusahaan applications
November 2025
• Pembahasan kinerja prognosa Tahun Buku 2025 • Discussion on the 2025 financial year forecast performance
November 2025
• Monitoring Kinerja Divisi EPC dan Gedung • Monitoring of EPC and Building Division performance
• Monitoring dan evaluasi isu strategis: Divisi Proyek Khusus/ • Monitoring and evaluation of strategic issues: Special Projects/
KPBU/PBI PPP/PBI Division
• Monitoring pengelolaan utang dan pembayaran kewajiban • Monitoring of debt management and obligation payments
• Pembahasan laporan whistleblowing system (WBS) • Discussion on Whistleblowing System (WBS) report
• Pembahasan surat-surat masuk dan kajian oleh Komite terhadap • Review of incoming correspondence and committee
usulan rekomendasi yang diajukan ke Dewan Komisaris assessments on recommendations submitted to the Board of
Commissioners
• Monitoring perkembangan JTTS • Monitoring of JTTS development progress
• Monitoring progres pembangunan proyek IKN • Monitoring of IKN project construction progress
• Monitoring pembangunan dan pengelolaan proyek KPBU • Monitoring of PPP project development and management
• Monitoring dan evaluasi isu strategis Anak Perusahaan melalui • Monitoring and evaluation of strategic issues of subsidiaries
Komite Tata Kelola Terintegrasi through the Integrated Governance Committee
• Monitoring perkembangan penyelesaian permasalahan proyek, • Monitoring of project issues resolution, legal matters,
hukum, investasi dan piutang macet investments, and non-performing receivables
• Pembahasan progress penggunaan dana PMN • Discussion on PMN fund utilization progress
• Monitoring pengelolaan utang dan pembayaran kewajiban • Monitoring of debt management and obligation payments
• Monitoring restrukturisasi PT HKR • Monitoring of PT HKR restructuring
Desember 2025 • Finalisasi RKAP tahun 2026 untuk diajukan ke RUPS • Finalization of the 2026 RKAP for submission to the GMS
December 2025 • Monitoring pelaksanaan audit oleh KAP dan evaluasi temuan • Monitoring of external audit implementation and evaluation of
audit audit findings
• Pembahasan Realisasi Program TJSL Tahun 2025 sampai dengan • Discussion on TJSL program realization for 2025 up to Q2 2025
TW II 2025
• Pemantauan Temuan SPI s.d TW IV serta Rencana Tindak Lanjut • Monitoring of SPI findings up to Q4 and division follow-up action
oleh Divisi plans
• Monitoring/Pembahasan Evaluasi Profil Risiko Triwulan IV Tahun • Monitoring/discussion of Q4 2025 Risk Profile evaluation
2025
• Pembahasan surat-surat masuk dan kajian oleh Komite terhadap • Review of incoming correspondence and committee
usulan rekomendasi yang diajukan ke Dewan Komisaris assessments on recommendations submitted to the Board of
Commissioners
PT Hutama Karya (Persero)
2025 Annual Report 385
Page 386
Rapat Gabungan Dewan Komisaris dengan Direksi Joint Meeting of the Board of Commissioners and the Board of
Directors
Rapat gabungan dilakukan sesuai dengan aturan yang berlaku dan The joint meeting is conducted in accordance with applicable
waktunya sesuai kesepakatan antara Dewan Komisaris dan Direksi. regulations and at a time agreed upon by the Board of
Commissioners and the Board of Directors
Agenda rapat gabungan antara lain, yaitu: The agenda of the joint meeting include the following:
1. Pembahasan Laporan Manajemen Perusahaan periodik yaitu 1. Discussion of the Company’s periodic Management Reports,
Triwulanan dan Semesteran tahun 2025. namely quarterly and semi-annual reports for 2024.
2. Pembahasan dalam rangka penetapan KAP untuk pelaksanaan 2. Discussion on the appointment of the Public Accounting Firm
General Audit Laporan Keuangan, Laporan TJSL, Kinerja (KAP) for the general audit of the Financial Statements, TJSL
Perusahaan, dan Kepatuhan terhadap peraturan perundang- Report, Company Performance, and compliance with laws and
undangan serta Jadwal dan Program Pelaksanaan Audit oleh regulations, as well as the schedule and audit program of the
KAP. KAP.
3. Pembahasan usulan-usulan dan permohonan persetujuan dari 3. Discussion of proposals and approval requests submitted by
Direksi ke Dewan Komisaris. the Board of Directors to the Board of Commissioners.
4. Pembahasan Usulan Rencana Kerja dan Anggaran Perusahaan 4. Discussion of the proposed 2025 Company Work Plan and
Tahun 2025 dan KPI/Kontrak Manajemen Tahun 2025. Budget (RKAP) and the 2025 KPI/Management Contract.
5. Pembahasan tindak lanjut hasil temuan auditor baik internal 5. Discussion on follow-up actions for audit findings from both
(SPI) maupun eksternal (BPK, BPKP, dan KAР). internal (SPI) and external auditors (BPK, BPKP, and KAP).
6. Pembahasan kemajuan pembangunan jalan tol Sumatera. 6. Discussion on the progress of Trans Sumatra Toll Road
development.
7. Pembahasan penanganan proyek-proyek bermasalah. 7. Discussion on handling of problematic projects.
8. Pembahasan penggunaan dana PMN. 8. Discussion on the utilization of State Capital Injection (PMN) funds.
9. Pembahasan pengelolaan manajemen risiko Perseroan tahun 9. Discussion on the Company’s risk management for 2025.
2025.
10. Pembahasan kinerja Direktorat/Divisi/Anak Perusahaan. 10. Discussion on the performance of directorates/divisions/
subsidiaries.
11. Pembahasan perkembangan restrukturisasi PT HKR. 11. Discussion on the progress of PT HKR restructuring.
12. Pembahasan perkembangan program Asset Recycling, 12. Discussion on Asset Recycling programs, investments/
investasi/divestasi baik di Induk dan Anak Perusahaan. divestments both at the Parent Company and Subsidiaries.
13. Pembahasan pengelolaan utang, beban bunga dan pemenuhan 13. Discussion on debt management, interest expenses, and
kewajiban. fulfillment of obligations.
14. Pelaksanaan rapat-rapat khusus yang berkaitan dengan adanya 14. Conduct of special meetings related to urgent or critical issues
permasalahan yang penting/urgent yang terjadi di perusahaan. within the Company.
Realisasi Rapat Dewan Komisaris Realization of The Board of Commissioners Meeting
Sepanjang tahun 2025, agenda, tanggal dan peserta rapat Dewan Throughout 2025, the agenda, dates and participants of the Board
Komisaris adalah sebagai berikut. of Commissioners meetings are as follows.
Tabel Rapat Dewan Komisaris
Table of Board of Commissioners Meeting
Tanggal Agenda Rapat Perserta Rapat
No Kehadiran Attendance
Date Meeting Agenda Meeting participants
1 6 Januari 2025 1. Perubahan Usulan Penambahan PMN TA 2025 dan Yudo Margono Hadir Present
January 6, 2025 PMN TA 2026
Muhamad Lukman Edy Hadir Present
2. Laporan Hasil Pemeriksaan BPK RI atas Kepatuhan
Pengelolaan dan Pertanggungjawaban Keuangan Agung Sabar Santoso Hadir Present
tahun 2022 dan Semester I tahun 2023 PT Hutama
R. Wahyu Muryadi Hadir Present
Karya, Anak Perusahaan, dan Instansi terkait lainnya
1. Proposed revision to the additional PMN for FY 2025 Chairiah Hadir Present
and PMN for FY 2026 Susdiyarto Agus Praptono Hadir Present
2. Audit Report of the Supreme Audit Agency of the
Republic of Indonesia (BPK RI) on compliance in Iwan Suprijanto Hadir Present
financial management and accountability for 2022
and the first semester of 2023 of PT Hutama Karya,
its subsidiaries, and other related institutions
PT Hutama Karya (Persero)
386 Laporan Tahunan 2025
Page 387
Tata Kelola Perusahaan
Corporate Governance
Tanggal Agenda Rapat Perserta Rapat
No Kehadiran Attendance
Date Meeting Agenda Meeting participants
2 14 Januari 2025 1. Update perbaikan data RKAP 2025 PT Hutama Karya Yudo Margono Hadir Present
January 14, 2025 2. Tindak lanjut evaluasi Laporan Manajemen TW III
Muhamad Lukman Edy Hadir Present
tahun 2024 dan Evaluasi draft RKAP tahun 2025
fungsi Teknologi & Informasi Agung Sabar Santoso Tidak Hadir Not Present
1. Update on revisions to the RKAP 2025 data of PT
R. Wahyu Muryadi Tidak Hadir Not Present
Hutama Karya
2. Follow-up on the evaluation of the Management Chairiah Hadir Present
Report Q3 2024 and evaluation of the draft RKAP Susdiyarto Agus Praptono Hadir Present
2025 for the Technology & Information function
Iwan Suprijanto Hadir Present
3 22 Januari 2025 1. Pembahasan Laporan Penggunaan Tambahan Dana Yudo Margono Hadir Present
January 22, 2025 PMN TA 2022 tahap I dan II, PMN TA 2023, dan PMN
Muhamad Lukman Edy Hadir Present
TA 2024 periode Desember 2024
2. Pembahasan Laporan Audit Intern TW IV Tahun 2024 Agung Sabar Santoso Hadir Present
1. Discussion on the report of utilization of additional
R. Wahyu Muryadi Hadir Present
PMN funds FY 2022 Phase I and II, PMN FY 2023, and
PMN FY 2024 for the period of December 2024 Chairiah Hadir Present
2. Discussion on Internal Audit Report Q4 2024 Susdiyarto Agus Praptono Hadir Present
Iwan Suprijanto Hadir Present
4 18 Februari 2025 1. Pembahasan Laporan tugas tim WBS TW IV 2024 Yudo Margono Hadir Present
February 18, 2025 2. Update progress implementasi ICOFR PT Hutama
Muhamad Lukman Edy Hadir Present
Karya
3. Update pembahasan kajian PMN Non tunai Agung Sabar Santoso Hadir Present
1. Discussion on the report of the WBS team duties Q4
R. Wahyu Muryadi Hadir Present
2024
2. Update on the progress of ICOFR implementation at Chairiah Hadir Present
PT Hutama Karya Iwan Suprijanto Hadir Present
3. Update on the discussion of the non-cash PMN study
5 4 Maret 2025 1. Update revisi RJPP tahun 2025-2029 PT Hutama Karya Yudo Margono Hadir Present
March 4, 2025 2. Laporan fasilitas & corporate guarantee per 31
Muhamad Lukman Edy Hadir Present
Desember 2024
3. Update tindak lanjut Laporan hasil pemeriksaan Agung Sabar Santoso Hadir Present
BPK RI serta Rekomendasi atas tindak lanjut
R. Wahyu Muryadi Hadir Present
permasalahan divisi EPC
1. Update on the revision of the RJPP 2025–2029 of PT Chairiah Hadir Present
Hutama Karya Iwan Suprijanto Hadir Present
2. Facilities & corporate guarantee report as of
December 31, 2024
3. Update on follow-up actions to the BPK RI audit
report and recommendations on addressing issues
within the EPC Division
6 11 Maret 2025 1. [Pembahasan lanjutan] updating talent pool Yudo Margono Hadir Present
March 11, 2025 Kementerian BUMN & Evaluasi direksi eksisting
Muhamad Lukman Edy Hadir Present
PT Hutama Karya
2. Laporan manajemen risiko terintegrasi TW IV tahun Agung Sabar Santoso Hadir Present
2024
R. Wahyu Muryadi Hadir Present
3. Penentuan harga satuan di PT HKI dan DSU untuk
proyek konstruksi jalan Chairiah Hadir Present
4. Tindak lanjut temuan BPK RI Iwan Suprijanto Hadir Present
1. [Further discussion] updating the Ministry of State-
Owned Enterprises talent pool & evaluation of the
existing Board of Directors of PT Hutama Karya
2. Integrated risk management report for Q4 2024
3. Determination of unit pricing at PT HKI and DSU for
road construction projects
4. Follow-up on findings of the Supreme Audit Agency
of the Republic of Indonesia (BPK RI)
7 15 April 2025 1. Pembahasan Progres Penggunaan Dana PMN HK s.d. Yudo Margono Hadir Present
April 15, 2025 TW I 2025;
Muhamad Lukman Edy Tidak Hadir Not Present
2. Pembahasan Laporan Kinerja Divisi QHSSE TW IV
Tahun 2024; Agung Sabar Santoso Hadir Present
3. Pembahasan Kinerja Anak Perusahaan Tahun Buku
R. Wahyu Muryadi Hadir Present
2024 PT HKR, PT Hamawas, dan PT Hakaaston
1. Discussion on the progress of PMN fund utilization of Chairiah Hadir Present
HK up to Q1 2025;; Iwan Suprijanto Tidak Hadir Not Present
2. Discussion on the QHSSE Division Performance
Report for Q4 2024;
3. Discussion on Subsidiaries’ Performance for
Financial Year 2024: PT HKR, PT Hamawas, and
PT Hakaaston
PT Hutama Karya (Persero)
2025 Annual Report 387
Page 388
Tanggal Agenda Rapat Perserta Rapat
No Kehadiran Attendance
Date Meeting Agenda Meeting participants
8 24 April 2025 1. Kinerja Anak Perusahaan Tahun Buku 2024: HKI; Yudo Margono Hadir Present
April 24, 2025 2. Update Hasil Keputusan BANI terkait kasus PG
Muhamad Lukman Edy Hadir Present
Djatiroto;
3. Pembahasan Laporan Manajemen s.d. TW I Tahun Agung Sabar Santoso Hadir Present
2025 PT Hutama Karya (Persero);
R. Wahyu Muryadi Hadir Present
1. Subsidiaries’ Performance for Financial Year 2024:
HKI; Chairiah Hadir Present
2. Update on BANI decision regarding the PG Djatiroto Iwan Suprijanto Hadir Present
case;
3. Discussion on Management Report up to Q1 2025 of
PT Hutama Karya (Persero);
9 30 April 2025 1. Update Hasil Keputusan BANI terkait proyek PG Yudo Margono Hadir Present
April 30, 2025 Djatiroto dan langkah tindak lanjutnya;
Muhamad Lukman Edy Hadir Present
2. Pembahasan kinerja kontruksi s.d. TW I Tahun 2025
dan keberlangsungan PT Hamawas dalam Jangka Agung Sabar Santoso Hadir Present
Panjang;
R. Wahyu Muryadi Hadir Present
3. Pembahasan rencana efisiensi yang akan dilakukan
pada PT Hutama Karya dan Group. Chairiah Hadir Present
1. Update on BANI decision regarding the PG Djatiroto Iwan Suprijanto Hadir Present
project and its follow-up actions;
2. Discussion on construction performance up to Q1
2025 and long-term sustainability of PT Hamawas;
3. Discussion on efficiency plans to be implemented at
PT Hutama Karya and its Group.
10 5 Mei 2025 1. Pembahasan Laporan Audit Internal TW I Tahun Yudo Margono Hadir Present
May 5, 2025 2025;
Muhamad Lukman Edy Hadir Present
2. Pembahasan Laporan Pemakaian Fasilitas Pinjaman
Per 31 Maret 2025; Agung Sabar Santoso Hadir Present
3. Pembahasan Laporan Kinerja SMAP TW I Tahun
R. Wahyu Muryadi Hadir Present
2025.
1. Discussion on Internal Audit Report Q1 2025; Chairiah Hadir Present
2. Discussion on Loan Facility Utilization Report as of Iwan Suprijanto Hadir Present
March 31, 2025;
3. Discussion on SMAP Performance Report Q1 2025.
11 14 Mei 2025 1. Pembahasan usulan Remunerasi PT HK Tahun 2025; Yudo Margono Hadir Present
May 14, 2025 2. Pembahasan Penggunaan Laba Bersih Tahun Buku
Agung Sabar Santoso Hadir Present
2024.
1. Discussion on the proposed remuneration of PT HK R. Wahyu Muryadi Tidak Hadir Not Present
for 2025;
Chairiah Hadir Present
2. Discussion on the utilization of net profit for
Financial Year 2024. Iwan Suprijanto Hadir Present
12 20 Mei 2025 1. Pembahasan Rencana Strategis Teknologi Informasi Yudo Margono Hadir Present
May 20, 2025 PT Hutama Karya (Persero) 2025 – 2029;
Agung Sabar Santoso Hadir Present
2. Pembahasan Laporan WBS Triwulan I Tahun 2025;
3. Pembahasan Update progress implementasi ICOFR R. Wahyu Muryadi Tidak Hadir Not Present
Tahun 2025.
Chairiah Hadir Present
1. Discussion on the Information Technology Strategic
Plan of PT Hutama Karya (Persero) 2025–2029; Iwan Suprijanto Hadir Present
2. Discussion on the Whistleblowing System (WBS)
Report Q1 2025;
3. Discussion on the update of ICOFR implementation
progress for 2025.
13 10 Juni 2025 1. Pembahasan Laporan Manajemen Risiko Terintegrasi Yudo Margono Hadir Present
June 10, 2025 Konglomerasi PT Hutama Karya (Persero) Triwulan I
Agung Sabar Santoso Hadir Present
Tahun 2025;
2. Pembahasan Laporan atas Penerbitan Corporate R. Wahyu Muryadi Hadir Present
Guarantee kepada Anak Perusahaan s.d Triwulan I
Chairiah Hadir Present
Tahun 2025.
1. Discussion on the Integrated Risk Management Iwan Suprijanto Hadir Present
Report of PT Hutama Karya (Persero)
Conglomeration Q1 2025;
2. Discussion on the report of Corporate Guarantee
issuance to subsidiaries up to Q1 2025.
14 24 Juni 2025 Pembahasan hasil wawancara calon Direktur Utama Yudo Margono Hadir Present
June 24, 2025 PT Hakaston.
Agung Sabar Santoso Hadir Present
Discussion on the interview results of candidate for
President Director of PT Hakaaston. R. Wahyu Muryadi Hadir Present
Chairiah Tidak Hadir Not Present
Iwan Suprijanto Hadir Present
PT Hutama Karya (Persero)
388 Laporan Tahunan 2025
Page 389
Tata Kelola Perusahaan
Corporate Governance
Tanggal Agenda Rapat Perserta Rapat
No Kehadiran Attendance
Date Meeting Agenda Meeting participants
15 1 Juli 2025 1. Pembahasan Laporan QHSSE TW I Tahun 2025; Yudo Margono Hadir Present
July 1, 2025 2. Pembahasan Kinerja dan Divisi Gedung s.d. Mei
Agung Sabar Santoso Hadir Present
Tahun 2025
1. Discussion on the QHSSE Report Q1 2025; R. Wahyu Muryadi Hadir Present
2. Discussion on Building Division performance up to
Chairiah Hadir Present
May 2025
Iwan Suprijanto Hadir Present
16 8 Juli 2025 1. Pembahasan PMPP Aset di Jakabaring Sumsel dan Yudo Margono Hadir Present
July 8, 2025 Tangerang;
Agung Sabar Santoso Hadir Present
2. Pembahasan Usulan Calon Direksi PT HKI.
1. Discussion on PMPP assets in Jakabaring, South R. Wahyu Muryadi Hadir Present
Sumatra and Tangerang;
Chairiah Hadir Present
2. Discussion on proposed candidates for the Board of
Directors of PT HKI. Iwan Suprijanto Hadir Present
17 16 Juli 2025 1. Kinerja Divisi Operasi dan Pemeliharaan Jalan Tol Yudo Margono Hadir Present
July 16, 2025 (OPT) s.d. Mei Tahun 2025;
Agung Sabar Santoso Hadir Present
2. Laporan Penggunaan Tambahan Dana PMN TA 2022
Tahap II, PMN TA 2023, dan PMN TA 2024 TW II 2025. R. Wahyu Muryadi Hadir Present
1. Performance of Toll Road Operation and
Chairiah Hadir Present
Maintenance (OPT) Division up to May 2025;
2. Report on utilization of additional PMN funds FY Iwan Suprijanto Hadir Present
2022 Phase II, PMN FY 2023, and PMN FY 2024 Q2
2025.
18 22 Juli 2025 1. Pembahasan Laporan Manajemen TW II tahun 2025 Yudo Margono Hadir Present
July 22, 2025 PT Hutama Karya
Agung Sabar Santoso Hadir Present
2. Pembahasan Rencana Monetisasi ruas Akses
Tanjung Priok R. Wahyu Muryadi Hadir Present
3. Pembahasan Laporan Audit Internal TW II tahun 2025
Chairiah Hadir Present
1. Discussion on Management Report Q2 2025 of
PT Hutama Karya Iwan Suprijanto Tidak Hadir Not Present
2. Discussion on monetization plan of Tanjung Priok
Access road section
3. Discussion on Internal Audit Report Q2 2025
19 5 Agustus 2025 1. Pembahasan Implementasi ESG di PT Hutama Karya Yudo Margono Hadir Present
August 5, 2025 2. Pembahasan Kinerja divisi PBI s.d. Juni 2025
Agung Sabar Santoso Hadir Present
(pending)
1. Discussion on ESG implementation in PT Hutama R. Wahyu Muryadi Hadir Present
Karya
Chairiah Hadir Present
2. Discussion on PBI Division performance up to June
2025 (pending) Iwan Suprijanto Hadir Present
20 12 Agustus 2025 Pembahasan Laporan Kinerja SMAP TW II tahun 2025 Yudo Margono Hadir Present
August 12, 2025 Discussion on SMAP Performance Report Q2 2025
Agung Sabar Santoso Hadir Present
R. Wahyu Muryadi Hadir Present
Chairiah Hadir Present
Iwan Suprijanto Hadir Present
21 1 September 2025 1. Pembahasan Laporan Manajemen Risiko Terintegrasi Yudo Margono Hadir Present
September 1, 2025 Konglomerasi PT HK TW II tahun 2025;
Agung Sabar Santoso Hadir Present
2. Pembahasan Usulan rencana KPI Direksi secara
Individual tahun 2025 R. Wahyu Muryadi Hadir Present
1. Discussion on the Integrated Risk Management
Chairiah Hadir Present
Report of PT HK Conglomeration Q2 2025;
2. Discussion on the proposed individual KPI plan for Iwan Suprijanto Hadir Present
the Board of Directors for 2025
22 9 September 2025 1. Pembahasan Laporan Kinerja Divisi QHSSE TW II Yudo Margono Hadir Present
September 9, 2025 tahun 2025
Agung Sabar Santoso Hadir Present
2. Pembahasan Laporan Penggunaan Fasilitas dan CG
TW II 2025 R. Wahyu Muryadi Hadir Present
1. Discussion on the QHSSE Division Performance
Chairiah Hadir Present
Report Q2 2025
2. Discussion on the Facility Utilization and Corporate Iwan Suprijanto Tidak Hadir Not Present
Guarantee Report Q2 2025
PT Hutama Karya (Persero)
2025 Annual Report 389
Page 390
Tanggal Agenda Rapat Perserta Rapat
No Kehadiran Attendance
Date Meeting Agenda Meeting participants
23 16 September 2025 1. Pembahasan usulan Anggota Komisaris HKA dan Yudo Margono Hadir Present
September 16, 2025 HKR
Agung Sabar Santoso Hadir Present
2. Progress proyek dan kinerja EPC s.d. bulan Agustus
2025 R. Wahyu Muryadi Tidak Hadir Not Present
3. Permohonan tanggapan Dewan Komisaris atas
Chairiah Hadir Present
pembiayaan pembangunan ruas tol Betung Tempino
Jambi Iwan Suprijanto Hadir Present
1. Discussion on proposed members of the Board of
Commissioners of HKA and HKR
2. Project progress and EPC performance up to August
2025
3. Request for the Board of Commissioners’ response
regarding financing for the Betung–Tempino–Jambi
toll road construction
24 7 Oktober 2025 1. Pembahasan Kinerja Divisi EPC Yudo Margono Hadir Present
October 7, 2025 2. Laporan Penggunaan Dana PMN TW III tahun 2025
Agung Sabar Santoso Hadir Present
3. Pembahasan PMN Nontunai
4. Pembahasan progress tindak lanjut temuan audit R. Wahyu Muryadi Hadir Present
BPK RI
Chairiah Hadir Present
1. Discussion on EPC Division performance
2. Report on PMN fund utilization Q3 2025 Iwan Suprijanto Hadir Present
3. Discussion on non-cash PMN
4. Discussion on progress of follow-up actions on BPK
RI audit findings
25 14 Oktober 2025 1. Pembahasan usulan hasil wawancara Dekom Yudo Margono Hadir Present
October 14, 2025 terhadap calon EVP Sekretaris Perusahaan dan
Agung Sabar Santoso Hadir Present
Anggota Komite MR & GCG PT Hutama Karya
2. Update status Tindak Lanjut Rekomendasi temuan R. Wahyu Muryadi Hadir Present
BPK RI
Chairiah Hadir Present
3. Pembahasan usulan RKAP 2026 PT Hutama Karya
4. Pembahasan usulan RKA Dewan Komisaris 2026 Iwan Suprijanto Tidak Hadir Not Present
1. Discussion on proposed results of the Board of
Commissioners’ interviews for candidates of
EVP Corporate Secretary and members of Risk
Management & GCG Committee of PT Hutama Karya
2. Update on the follow-up status of BPK RI audit
recommendations
3. Discussion on proposed RKAP 2026 of PT Hutama Karya
4. Discussion on proposed Work Plan and Budget of the
Board of Commissioners for 2026
26 21 Oktober 2025 Rencana keikutsertaan divisi EPC dalam melakukan Yudo Margono Hadir Present
October 21, 2025 penawaran tender proyek pada Kementerian ESDM
Agung Sabar Santoso Hadir Present
tahun 2025
Plan for EPC Division participation in project tendering R. Wahyu Muryadi Tidak Hadir Not Present
at the Ministry of Energy and Mineral Resources (ESDM)
Chairiah Hadir Present
in 2025
Iwan Suprijanto Hadir Present
27 11 November 2025 1. Pembahasan permohonan persetujuan Yudo Margono Hadir Present
November 11, 2025 pemutakhiran pedoman tata kelola terintegrasi
R. Wahyu Muryadi Hadir Present
2. Pembahasan Laporan Manajemen Risiko TW III 2025
3. Pembahasan usulan pelaksana tugas DO III Siti Jamaliah Lubis Hadir Present
1. Discussion on request for approval of updates to
Mudanto Hatta Hadir Present
integrated governance guidelines
2. Discussion on Risk Management Report Q3 2025 Essy Asiah Hadir Present
3. Discussion on proposed acting Head of DO III Andus Winarno Hadir Present
28 24 November 2025 Laporan Fasilitas Pinjaman per 30 September 2025 Yudo Margono Tidak Hadir Not Present
November 24, 2025 Loan Facility Report as of September 30, 2025
R. Wahyu Muryadi Tidak Hadir Not Present
Siti Jamaliah Lubis Hadir Present
Mudanto Hatta Hadir Present
Essy Asiah Hadir Present
Andus Winarno Hadir Present
29 1 Desember 2025 1. Pembahasan usulan perubahan struktur organisasi Yudo Margono Hadir Present
December 1, 2025 PT Hutama Karya
R. Wahyu Muryadi Hadir Present
2. Pembahasan laporan kinerja QHSSE TW III 2025
1. Discussion on proposed changes to organizational Siti Jamaliah Lubis Hadir Present
structure of PT Hutama Kerya
Mudanto Hatta Hadir Present
2. Discussion on QHSSE Performance Report Q3 2025
Essy Asiah Hadir Present
Andus Winarno Hadir Present
PT Hutama Karya (Persero)
390 Laporan Tahunan 2025
Page 391
Tata Kelola Perusahaan
Corporate Governance
Realisasi Rapat Dewan Komisaris dan Direksi Realization of Board of Commissioners and Board of
Directors Meetings
Sepanjang tahun 2025, agenda, tanggal dan peserta rapat Throughout 2025, the agenda, dates, and participants of the Joint
Gabungan Dewan Komisaris dan Direksi adalah sebagai berikut. Meetings of the Board of Commissioners and Board of Directors are
as follows.
Tabel Rapat Gabungan Dewan Komisaris dan Direksi
Table of Joint Meetings of the Board of Commissioners and Board of Directors
Peserta Rapat – Peserta Rapat -
Dewan Komisaris Direksi
Tanggal Meeting Meeting
No. Agenda Kehadiran Attendance Kehadiran Attendance
Date Participants Participants
– Board of - Board of
Commissioners Directors
1 06 Februari Workshop Tindak Yudo Margono Hadir Present Budi Harto Hadir Present
2025 Lanjut LHP BPK RI
February 6, (Day 1) Muhamad Lukman Tidak Hadir Not Present Koentjoro Hadir Present
Edy
2025 Workshop on Follow-
up Actions to BPK Agung Sabar Santoso Hadir Present Agung Fajarwanto Tidak Hadir Not Present
RI Audit Findings
(Day 1) R. Wahyu Muryadi Hadir Present Gunadi Tidak Hadir Not Present
Chairiah Hadir Present Eka Setya Adrianto Tidak Hadir Not Present
Susdiyarto Agus Hadir Present Muhammad Fauzan Hadir Present
Praptono
Iwan Suprijanto Tidak Hadir Not Present Sugiarti Hadir Present
2 07 Februari Workshop Tindak Yudo Margono Hadir Present Budi Harto Hadir Present
2025 Lanjut LHP BPK RI
February 7, (Day 2) Muhamad Lukman Hadir Present Koentjoro Tidak Hadir Not Present
Edy
2025 Workshop on Follow-
up Actions to BPK Agung Sabar Santoso Hadir Present Agung Fajarwanto Hadir Present
RI Audit Findings
(Day 2) R. Wahyu Muryadi Tidak Hadir Not Present Gunadi Hadir Present
Chairiah Hadir Present Eka Setya Adrianto Tidak Hadir Not Present
Susdiyarto Agus Hadir Present Muhammad Fauzan Hadir Present
Praptono
Iwan Suprijanto Hadir Present Sugiarti Hadir Present
3 25 Februari Pembahasan Yudo Margono Hadir Present Budi Harto Hadir Present
2025 Laporan Manajemen
February 25, Tahunan 2024 Muhamad Lukman Hadir Present Koentjoro Hadir Present
Edy
2025 (unaudited)
Discussion on Annual Agung Sabar Santoso Hadir Present Agung Fajarwanto Hadir Present
Management Report
2024 (unaudited) R. Wahyu Muryadi Hadir Present Gunadi Hadir Present
Chairiah Hadir Present Eka Setya Adrianto Hadir Present
Iwan Suprijanto Hadir Present Muhammad Fauzan Hadir Present
Sugiarti Hadir Present
PT Hutama Karya (Persero)
2025 Annual Report 391
Page 392
Peserta Rapat – Peserta Rapat -
Dewan Komisaris Direksi
Tanggal Meeting Meeting
No. Agenda Kehadiran Attendance Kehadiran Attendance
Date Participants Participants
– Board of - Board of
Commissioners Directors
4 20 Maret 1. Mekanisme Yudo Margono Hadir Present Budi Harto Hadir Present
2025 penentuan
March 20, selected talent Muhamad Lukman Hadir Present Koentjoro Hadir Present
Edy
2025 PT Hutama Karya
untuk masuk Agung Sabar Santoso Hadir Present Agung Fajarwanto Tidak Hadir Not Present
dalam Talent Pool
Kementerian R. Wahyu Muryadi Hadir Present Gunadi Hadir Present
BUMN
2. Pembahasan Chairiah Hadir Present Eka Setya Adrianto Hadir Present
hasil audit
Iwan Suprijanto Hadir Present Muhammad Fauzan Hadir Present
Laporan
Keuangan Sugiarti Hadir Present
Konsolidasian
PT Hutama Karya
3. Pembahasan
evaluasi biaya
konstruksi jalan
di PT HKI dan
DSU
1. Mechanism for
determining
selected talent of
PT Hutama Karya
to be included
in the Ministry
of State-Owned
Enterprises
Talent Pool
2. Discussion on
audit results of
the Consolidated
Financial
Statements of
PT Hutama Karya
3. Discussion on
evaluation of
road construction
costs at PT HKI
and DSU
PT Hutama Karya (Persero)
392 Laporan Tahunan 2025
Page 393
Tata Kelola Perusahaan
Corporate Governance
Peserta Rapat – Peserta Rapat -
Dewan Komisaris Direksi
Tanggal Meeting Meeting
No. Agenda Kehadiran Attendance Kehadiran Attendance
Date Participants Participants
– Board of - Board of
Commissioners Directors
5 30 April 2025 1. Update Hasil Yudo Margono Hadir Present Budi Harto Hadir Present
April 30, Keputusan BANI
2025 terkait proyek Muhamad Lukman Hadir Present Koentjoro Hadir Present
Edy
PG Djatiroto dan
langkah tindak Agung Sabar Santoso Hadir Present Agung Fajarwanto Hadir Present
lanjutnya;
2. Pembahasan R. Wahyu Muryadi Hadir Present Gunadi Hadir Present
kinerja kontruksi
s.d. TW I Tahun Chairiah Hadir Present Eka Setya Adrianto Hadir Present
2025 dan
Iwan Suprijanto Hadir Present Muhammad Fauzan Hadir Present
keberlangsungan
PT Hamawas Sugiarti Hadir Present
dalam Jangka
Panjang;
3. Pembahasan
rencana efisiensi
yang akan
dilakukan pada
PT Hutama Karya
dan Group.
1. Update on
BANI decision
regarding the PG
Djatiroto project
and its follow-up
actions;
2. Discussion on
construction
performance
up to Q1 2025
and long-term
sustainability of
PT Hamawas;
3. Discussion
on efficiency
plans to be
implemented at
PT Hutama Karya
and its Group.
PT Hutama Karya (Persero)
2025 Annual Report 393
Page 394
Peserta Rapat – Peserta Rapat -
Dewan Komisaris Direksi
Tanggal Meeting Meeting
No. Agenda Kehadiran Attendance Kehadiran Attendance
Date Participants Participants
– Board of - Board of
Commissioners Directors
6 24 Juni 2025 1. Pembahasan KPI Yudo Margono Hadir Present Koentjoro Hadir Present
June 24, Direksi Hutama
2025 Karya Tahun Agung Sabar Santoso Hadir Present Agung Fajarwanto Hadir Present
2025;
R. Wahyu Muryadi Hadir Present Gunadi Hadir Present
2. Pembahasan
Kinerja Divisi Chairiah Hadir Present Eka Setya Adrianto Hadir Present
Sipil Umum Per
31 Mei Tahun Iwan Suprijanto Hadir Present Muhammad Fauzan Hadir Present
2025;
Sugiarti Hadir Present
3. Rencana
Strategis Hutama
Karya terkait
Keberlanjutan
JTTS dengan
skenario tanpa
PMN.
1. Discussion on the
KPI of the Board
of Directors of
Hutama Karya for
2025;
2. Discussion on the
performance of
the General Civil
Division as of
May 31, 2025;
3. Strategic plan of
Hutama Karya
related to the
sustainability
of JTTS under a
scenario without
PMN.
7 29 Juli 2025 1. Rencana Yudo Margono Hadir Present Koentjoro Hadir Present
July 29, Monetasi ruas
2025 ATP dan rencana Agung Sabar Santoso Hadir Present Agung Fajarwanto Hadir Present
pengelolaan
R. Wahyu Muryadi Hadir Present Gunadi Hadir Present
fasilitas pinjaman
jangka panjang Chairiah Hadir Present Eka Setya Adrianto Hadir Present
Perusahaan
2. Kinerja jasa Iwan Suprijanto Hadir Present Muhammad Fauzan Hadir Present
konstruksi
Sugiarti Hadir Present
sampai dengan
Juni 2025 (DG
dan DSU)
3. Percepatan
pembebasan
lahan dan
konstruksi
pembangunan
JTTS pada tahun
2025
1. Monetization
plan of the ATP
section and the
Company’s long-
term loan facility
management
plan
2. Construction
services
performance up
to June 2025 (DG
and DSU)
3. Acceleration of
land acquisition
and construction
of JTTS
development in
2025
PT Hutama Karya (Persero)
394 Laporan Tahunan 2025
Page 395
Tata Kelola Perusahaan
Corporate Governance
Peserta Rapat – Peserta Rapat -
Dewan Komisaris Direksi
Tanggal Meeting Meeting
No. Agenda Kehadiran Attendance Kehadiran Attendance
Date Participants Participants
– Board of - Board of
Commissioners Directors
8 26 Agustus 1. Update rencana Yudo Margono Hadir Present Koentjoro Tidak Hadir Not Present
2025 integrasi BUMN
August 26, Karya Agung Sabar Santoso Hadir Present Agung Fajarwanto Hadir Present
2025 2. Monitoring R. Wahyu Muryadi Hadir Present Gunadi Hadir Present
Pelaksanaan
Pekerjaan JTTS Chairiah Hadir Present Eka Setya Adrianto Hadir Present
ruas Palembang-
Betung Iwan Suprijanto Hadir Present Muhammad Fauzan Hadir Present
3. Pembahasan Sugiarti Hadir Present
program ESG
PT Hutama Karya
1. Update on the
State-Owned
Construction
Enterprises (BUMN
Karya) integration
plan
2. Monitoring of the
implementation
of JTTS works for
the Palembang–
Betung section
3. Discussion on the
ESG program of
PT Hutama Karya
9 26 1. Pembahasan Yudo Margono Hadir Present Koentjoro Hadir Present
September update draft RKAP
2025 2026 PT Hutama Agung Sabar Santoso Hadir Present Agung Fajarwanto Hadir Present
September Karya R. Wahyu Muryadi Hadir Present Gunadi Hadir Present
26, 2025 2. Update rencana
integrasi Chairiah Hadir Present Eka Setya Adrianto Hadir Present
BUMN Karya,
khususnya terkait Iwan Suprijanto Hadir Present Muhammad Fauzan Hadir Present
dengan rencana Sugiarti Hadir Present
pembayaran
utang perusahaan
ke depan
3. Pembahasan
evaluasi
penerapan QHSSE
paska terjadinya
fatality dan
evaluasi opini
pelanggan s.d. TW
II 2025
4. Pembahasan
kinerja proyek
baru di tahun
2025
1. Discussion on
the updated draft
RKAP 2026 of
PT Hutama Karya
2. Update on the
State-Owned
Construction
Enterprises
(BUMN Karya)
integration plan,
particularly
regarding the
Company’s future
debt repayment
planperusahaan
ke depan
3. Discussion on
the evaluation
of QHSSE
implementation
following the
occurrence of
a fatality and
evaluation
of customer
feedback up to Q2
2025
4. Discussion on the
performance of
new projects in
2025
PT Hutama Karya (Persero)
2025 Annual Report 395
Page 396
Peserta Rapat – Peserta Rapat -
Dewan Komisaris Direksi
Tanggal Meeting Meeting
No. Agenda Kehadiran Attendance Kehadiran Attendance
Date Participants Participants
– Board of - Board of
Commissioners Directors
10 27 Oktober 1. Lesson Learned Yudo Margono Hadir Present Koentjoro Hadir Present
2025 dari proyek Divisi
October 27, EPC Agung Sabar Santoso Hadir Present Agung Fajarwanto Hadir Present
2025 2. Pembahasan
R. Wahyu Muryadi Tidak Hadir Not Present Gunadi Hadir Present
permasalahan
dan solusi Chairiah Hadir Present Eka Setya Adrianto Hadir Present
pembangunan
Pasar Tuban Iwan Suprijanto Hadir Present Muhammad Fauzan Hadir Present
3. Laporan
Sugiarti Hadir Present
Manajemen TW
III tahun 2025 PT
HK
1. Lessons learned
from EPC Division
projects
2. Discussion
on issues and
solutions
related to the
construction of
Tuban Market
3. Management
Report Q3 2025
of PT HK
11 17 1. Pembahasan Yudo Margono Hadir Present Koentjoro Hadir Present
November visioning
2025 pengembangan R. Wahyu Muryadi Hadir Present Moeharmein Zein Hadir Present
Chaniago
November lahan Karawaci
17, 2025 dan Jakabaring Siti Jamaliah Lubis Hadir Present Agung Fajarwanto Hadir Present
yang akan
diusulkan Mudanto Hatta Hadir Present Gunadi Hadir Present
sebagai PMN Non
tunai Essy Asiah Hadir Present Eka Setya Adrianto Hadir Present
2. Pembahasan
Andus Winarno Hadir Present Muhammad Fauzan Hadir Present
kinerja divisi
Operasi (Divisi Sugiarti Hadir Present
PJT, divisi RJT
dan Divisi OPT)
per Oktober 2025
3. Perubahan
Anggaran Dasar
Perseroan sesuai
UU 16 tahun 2025
tentang BUMN
1. Discussion on the
visioning of land
development in
Karawaci and
Jakabaring to
be proposed as
non-cash PMN
2. Discussion on the
performance of
the Operations
Division (PJT
Division, RJT
Division, and OPT
Division) as of
October 2025
3. Amendment to
the Company’s
Articles of
Association in
accordance with
Law No. 16 of
2025 concerning
State-Owned
Enterprises
PT Hutama Karya (Persero)
396 Laporan Tahunan 2025
Page 397
Tata Kelola Perusahaan
Corporate Governance
Peserta Rapat – Peserta Rapat -
Dewan Komisaris Direksi
Tanggal Meeting Meeting
No. Agenda Kehadiran Attendance Kehadiran Attendance
Date Participants Participants
– Board of - Board of
Commissioners Directors
12 15 1. Pembahasan Yudo Margono Hadir Present Koentjoro Hadir Present
Desember usulan
2025 perubahan R. Wahyu Muryadi Hadir Present Moeharmein Zein Hadir Present
Chaniago
December Struktur
15, 2025 - Organisasi PT Siti Jamaliah Lubis Hadir Present Agung Fajarwanto Hadir Present
Hutama Karya
(Persero) Mudanto Hatta Hadir Present Gunadi Hadir Present
2. Pembahasan
rencana Essy Asiah Hadir Present Eka Setya Adrianto Hadir Present
Addendum Utang
Andus Winarno Hadir Present Muhammad Fauzan Hadir Present
Afiliasi
PT HKR Sugiarti Hadir Present
3. Pembahasan
kinerja Divisi
Sipil Umum s.d.
November 2025
1. Discussion on
the proposed
changes to the
organizational
structure of PT
Hutama Karya
(Persero)
2. Discussion on the
addendum plan
for affiliated debt
of PT HKR
3. Discussion on the
performance of
the General Civil
Division up to
November 2025
PT Hutama Karya (Persero)
2025 Annual Report 397
Page 398
Frekuensi dan Kehadiran Rapat Dewan Komisaris Board of Commissioners Meeting Frequency and
Attendance
Tabel Frekuensi dan Kehadiran Rapat Dewan Komisaris
Table of Board of Commissioners Meeting Frequency and Attendance
Rapat Gabungan Dewan Komisaris
dengan Direksi
Rapat Dewan Komisaris RUPS
Joint Meeting of the Board of
Board of Commissioners Meeting AGMS
Commissioners and the Board of
Directors
Nama Jabatan Jumlah dan Persentase Kehadiran Jumlah dan Persentase Kehadiran Jumlah dan Persentase Kehadiran
Name Position Number and Percentage of Number and Percentage of Number and Percentage of
Attendance Attendance Attendance
Jumlah Jumlah Jumlah Jumlah Jumlah Jumlah
Rapat Kehadiran Persentase Rapat Kehadiran Persentase Rapat Kehadiran Persentase
Number of Number of Percentage Number of Number of Percentage Number of Number of Percentage
Meeting Attendance Meeting Attendance Meeting Attendance
Komisaris
Utama
merangkap
Komisaris
Independen
Yudo
President 29 28 96% 12 12 100% 2 2 100%
Margono
Commissioner
concurrently
serving as
Independent
Commissioner
Wakil Komisaris
Utama
merangkap
Komisaris
Independen
Muhamad
Vice President 10 9 90% 5 5 100% 1 1 100%
Lukman Edy*
Commissioner
concurrently
serving as
Independent
Commissioner
Komisaris
Agung Sabar Independen
26 24 92% 10 10 100% 2 2 100%
Santoso** Independent
Commissioner
Komisaris
R. Wahyu Independen
29 23 79% 12 11 92% 2 2 100%
Muryadi Independent
Commissioner
Komisaris
Chairiah** 26 25 96% 10 10 100% 2 2 100%
Commissioner
Susdiyarto
Komisaris
Agus 3 3 100% 1 1 100% 1 1 100%
Commissioner
Praptono***
Iwan Komisaris
26 22 85% 10 10 94% 2 2 100%
Suprijanto** Commissioner
Komisaris
Siti Jamaliah Independen
3 3 100% 2 2 100% - - -
Lubis**** Independent
Commissioner
Komisaris
Mudanto Independen
3 3 100% 2 2 100% - - -
Hatta**** Independent
Commissioner
Essy Komisaris
3 3 100% 2 2 100% - - -
Asiah**** Commissioner
Andus Komisaris
3 3 100% 2 2 100% - - -
Winarno**** Commissioner
* Berhenti menjabat sejak 14 Mei 2025 / Terminated from office as of May 14, 2025
** Berhenti menjabat sejak 31 Oktober 2025 / Terminated from office as of October 31, 2025
*** Berhenti menjabat sejak 7 Februari 2025 / Terminated from office as of February 7, 2025
**** Mulai menjabat sejak 31 Oktober 2025 / Commenced service as of October 31, 2025
PT Hutama Karya (Persero)
398 Laporan Tahunan 2025
Page 399
Tata Kelola Perusahaan
Corporate Governance
Pelatihan dan/atau Peningkatan Kompetensi Training and/or Competency Development of
Anggota Dewan Komisaris Board of Commissioners Members
Kebijakan Dewan Komisaris terkait Program Pelatihan Dewan The Board of Commissioners’ policy regarding the Board of
Komisaris yang telah diatur dalam Pedoman dan Tata Tertib Kerja Commissioners’ Training Program regulated in the Board of
Dewan Komisaris (BOC Charter) adalah sebagai berikut: Commissioners’ Guidelines and Work Procedures (BOC Charter) is
as follows:
1. Dewan Komisaris melaksanakan kebijakan program pelatihan 1. The Board of Commissioners implements training program
dalam rangka meningkatkan kompetensi Anggota Dewan policies to improve the competence of the Board of
Komisaris sesuai dengan kebutuhan. Commissioners Members according to needs.
2. Dewan Komisaris menyusun Rencana Kerja dan Anggaran 2. The Board of Commissioners prepares a Work Plan and
untuk kegiatan pelatihan bagi Anggota Dewan Komisaris. Budget for training activities for Members of the Board of
Commissioners.
3. Pelaksanaan pelatihan bagi Anggota Dewan Komisaris 3. The implementation of training for Members of the Board
direalisasikan sesuai dengan Rencana Kerja Dewan Komisaris. of Commissioners is realized in line with the Board of
Commissioners Work Plan.
4. Terdapat laporan tentang hasil pelatihan yang telah dijalani 4. There is a report on the results of the training that the Members
Anggota Dewan Komisaris. of the Board of Commissioners have undergone.
Realisasi program peningkatan kapabilitas yang diikuti oleh Dewan The realization of the competency development program undergone
Komisaris sepanjang tahun 2025 dijabarkan dalam tabel berikut ini: by the Board of Commissioners throughout 2025 is described in the
following table:
Jenis Pelatihan dan Materi Pengembangan Waktu dan Tempat
Nama Jabatan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Types and Materials of Training and Date and Place of Organizer
Competency Development Implementation
Komisaris
Utama
merangkap
Komisaris
Yogyakarta, Asosiasi GRC, Perkumpulan
Independen
Managerial & Business Training / 21 - 22 Agustus 2025 Profesional Governansi
Yudo Margono President
GRC Summit 2025 - Seminar & Masterclass Yogyakarta, Indonesia, IRMAPA, ICoPI, dan
Commissioner
August 21–22, 2025 IPACA
concurrently
serving as
Independent
Commissioner
Wakil Komisaris
Utama
merangkap
Komisaris
Independen Strategic Discussion Forum & Critical Business Insight
Muhamad Jakarta, 21 Maret 2025 The Indonesia Capital Market
Vice President “Business Growth Through Merger, Acquisition &
Lukman Edy* Jakarta, March 21, 2025 Institute (TICMI)
Commissioner Strategic Alliances”
concurrently
serving as
Independent
Commissioner
Komisaris Yogyakarta, Asosiasi GRC, Perkumpulan
Agung Sabar Independen Managerial & Business Training / 21 - 22 Agustus 2025 Profesional Governansi
Santoso** Independent GRC Summit 2025 - Seminar & Masterclass Yogyakarta, Indonesia, IRMAPA, ICoPI, dan
Commissioner August 21–22, 2025 IPACA
Yogyakarta, Asosiasi GRC, Perkumpulan
Managerial & Business Training / 21 - 22 Agustus 2025 Profesional Governansi
GRC Summit 2025 - Seminar & Masterclass Yogyakarta, Indonesia, IRMAPA, ICoPI, dan
Komisaris
August 21–22, 2025 IPACA
R. Wahyu Independen
Muryadi Independent
Bandung,
Commissioner The New Special Directorship Program “Governance
29 - 30 Oktober 2025 Indonesian Institute for
Strategies – Managing Corporate Risk in a Volatile
Bandung, Corporate Directorship (IICD)
World”
October 29–30, 2025
PT Hutama Karya (Persero)
2025 Annual Report 399
Page 400
Jenis Pelatihan dan Materi Pengembangan Waktu dan Tempat
Nama Jabatan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Types and Materials of Training and Date and Place of Organizer
Competency Development Implementation
Corporate Law for Executive "Aspek Hukum dalam Jakarta, 15 - 16 Mei 2025 The Indonesia Capital Market
Pengelolaan Korporasi BUMN" Jakarta, May 15–16, 2025 Institute (TICMI)
Managerial & Business Training / Professional Auditor Virtual class, 28 Mei 2025 The Institute of Internal
Forum ("GRC Career Hack") Virtual class, May 28, 2025 Auditors (IIA) Indonesia
Yogyakarta, Asosiasi GRC, Perkumpulan
Komisaris
Chairiah** Managerial & Business Training / 21 - 22 Agustus 2025 Profesional Governansi
Commissioner
GRC Summit 2025 - Seminar & Masterclass Yogyakarta, Indonesia, IRMAPA, ICoPI, dan
August 21–22, 2025 IPACA
Bandung,
The New Special Directorship Program “Governance
29 - 30 Oktober 2025 Indonesian Institute for
Strategies – Managing Corporate Risk in a Volatile
Bandung, Corporate Directorship (IICD)
World”
October 29–30, 2025
Susdiyarto Agus Komisaris
- - -
Praptono*** Commissioner
Bandung,
The New Special Directorship Program “Governance
Iwan Komisaris 29 - 30 Oktober 2025 Indonesian Institute for
Strategies – Managing Corporate Risk in a Volatile
Suprijanto** Commissioner Bandung, Corporate Directorship (IICD)
World”
October 29–30, 2025
Komisaris
Siti Jamaliah Independen
- - -
Lubis**** Independent
Commissioner
Komisaris
Mudanto Independen
- - -
Hatta**** Independent
Commissioner
Komisaris
Essy Asiah**** - - -
Commissioner
Andus Komisaris
- - -
Winarno**** Commissioner
* Berhenti menjabat sejak 14 Mei 2025 / Terminated from office as of May 14, 2025
** Berhenti menjabat sejak 31 Oktober 2025 / Terminated from office as of October 31, 2025
*** Berhenti menjabat sejak 7 Februari 2025 / Terminated from office as of February 7, 2025
**** Mulai menjabat sejak 31 Oktober 2025 / Commenced service as of October 31, 2025
Program Orientasi Bagi Komisaris Baru Orientation Program for New Commissioners
Kebijakan Dewan Komisaris terkait Program Pengenalan Dewan The Board of Commissioners’ policy regarding the Board of
Komisaris adalah sebagai berikut: Commissioners’ Introduction Program is as follows:
1. Kepada Anggota Dewan Komisaris yang diangkat untuk 1. Members of the Board of Commissioners who are appointed for
pertama kalinya wajib diberikan Program Pengenalan the first time must be given an Introduction Program regarding
mengenai Perusahaan. the Company.
2. Dewan Komisaris menyampaikan kepada Direksi untuk 2. The Board of Commissioners contacts the Board of Directors to
diadakan program pengenalan bagi Anggota Dewan Komisaris. hold an introduction program for the Members of the Board of
Commissioners.
3. Tanggung jawab untuk mengadakan Program Pengenalan 3. The responsibility for holding the Introduction Program lies
tersebut berada pada Sekretaris Perusahaan atau siapapun with the Company Secretary or anyone who performs the
yang menjalankan fungsi sebagai Sekretaris Perusahaan. function of Company Secretary.
4. Materi Program Pengenalan meliputi: 4. Introductory Program materials include:
a. Pelaksanaan prinsip Tata Kelola Perusahaan yang Baik a. a.Implementation of Good Corporate Governance
oleh BUMN. principles by SOE.
b. Gambaran mengenai perusahaan berkaitan dengan tujuan, b. A description of the company’s objectives, nature and
sifat dan lingkup kegiatan, kinerja keuangan dan operasi, scope of activities, financial and operational performance,
strategi, rencana usaha jangka pendek dan jangka panjang, strategy, short-term and long-term business plans,
posisi kompetitif, risiko, dan masalah strategis lainnya. competitive position, risks, and other strategic issues.
c. Keterangan berkaitan dengan kewenangan yang c. Information relating to delegated authority, Internal Audit
didelegasikan, Audit Intern dan Audit Ekstern, sistem dan and External Audit, internal control systems and policies,
kebijakan pengendalian internal, termasuk Komite Audit. including the Audit Committee.
PT Hutama Karya (Persero)
400 Laporan Tahunan 2025
Page 401
Tata Kelola Perusahaan
Corporate Governance
d. Keterangan mengenai tugas dan tanggung jawab Dewan d. Information regarding the duties and responsibilities of the
Komisaris Direksi serta hal yang tidak diperbolehkan. Board of Commissioners and Directors and things that are
prohibited to them.
5. Program Pengenalan Perusahaan dapat berupa presentasi, 5. The Company Introduction Program can be in the form of
pertemuan, kunjungan ke Perusahaan dan pengkajian presentations, meetings, visits to the Company, and the use
dokumen atau program lainnya yang dianggap sesuai dengan of documents or other programs deemed appropriate to the
Perusahaan dimana program tersebut dilaksanakan. Company where the program is implemented.
6. Program Pengenalan Perusahaan didokumentasikan termasuk 6. The Company Introduction Program is documented including
materi dan daftar hadir (tingkat kehadiran/keaktifan) anggota materials and attendance list (level of attendance/activeness)
Dewan Komisaris dalam mengikuti program pengenalan of members of the Board of Commissioners in participating in
Perusahaan. the Company introduction program.
Setiap anggota Dewan Komisaris baru yang pertama kali ditunjuk, Each new member of the Board of Commissioners who is first
diberikan orientasi sehubungan dengan tugas dan tanggung appointed is given orientation regarding his/her duties and
jawabnya. Program orientasi tersebut bertujuan untuk memberikan responsibilities. The orientation program aims to provide an
pemahaman dan gambaran mengenai kondisi Perseroan secara understanding and description of the Company’s general condition,
umum, nilai-nilai, visi dan misi Perseroan, pengenalan atas kegiatan the Company’s values, vision and mission, an introduction to
usaha Perseroan dan Entitas Anak Perseroan serta kebijakan, the Company’s business activities and its Subsidiaries as well
prosedur dan penerapan tata kelola Perseroan. as the Company’s policies, procedures, and implementation of
governance.
Pada Kamis, 6 November 2025, telah dilaksanakan program On Thursday, November 6, 2025, an introduction program for
perkenalan Dewan Komisaris dan Direksi Baru yang telah resmi the newly appointed Board of Commissioners and Board of
bergabung dalam jajaran manajemen. Acara ini dihadiri oleh Directors, who have officially joined the management structure,
Dewan Komisaris, Direksi, EVP Kantor Pusat dan Divisi Operasi, was held. The event was attended by the Board of Commissioners,
serta Direksi Anak Perusahaan/Afiliasi. Agenda ini diharapkan Board of Directors, Executive Vice Presidents of the Head Office
semakin menguatkan sinergi, kolaborasi, dan komitmen bersama and Operations Division, as well as Directors of Subsidiaries/
dalam mewujudkan pelayanan terbaik serta menghadirkan karya Affiliates. This agenda is expected to further strengthen synergy,
berkualitas. collaboration, and a shared commitment to delivering excellent
services and producing high-quality works.
Pelaksanaan Tugas Dewan Komisaris Implementation of The Board of Commissioners’
Duties
Selama tahun 2025, Dewan Komisaris telah melaksanakan tugas During 2025, the Board of Commissioners carried out its supervisory
pengawasan antara lain: duties, among others, as follows:
1. Pengawasan atas Sistem Pengendalian Internal: 1. Oversight of the Internal Control System:
Pengawasan dilakukan untuk meyakinkan bahwa sistem Supervision was conducted to ensure that the internal control
pengendalian internal telah dijalankan dan efektif dalam: system has been implemented and is effective in:
a. Menjaga dan mengamankan kekayaan perusahaan yang a. Safeguarding and securing the Company’s assets, ensuring
digunakan hanya untuk kepentingan perusahaan. that such assets are utilized solely for the Company’s
interests.
b. Meyakinkan keakuratan dan keandalan data akuntansi b. Ensuring the accuracy and reliability of accounting data
dan laporan keuangan sebagai informasi gambaran and financial statements as a reflection of the Company’s
perkembangan kinerja keuangan perusahaan. financial performance.
c. Mendorong peningkatan efisiensi dan efektivitas c. Encouraging improvements in efficiency and effectiveness
perusahaan untuk mencapai kinerja yang lebih baik. to achieve better corporate performance.
d. Mendorong kepatuhan pada perundang-undangan, d. Promoting compliance with prevailing laws and regulations,
peraturan perusahaan dan kebijakan manajemen. Company policies, and management directives.
2. Untuk melaksanakan tugas-tugas pengawasan, Dewan 2. In carrying out its supervisory functions, the Board of
Komisaris secara rutin melaksanakan kegiatan-kegiatan Commissioners routinely conducted the following activities:
sebagai berikut:
a. Melakukan reviu dan evaluasi secara mingguan terhadap a. Conducting weekly reviews and evaluations of
kinerja, isu strategis dan progress pencapaian target-target performance, strategic issues, and progress toward the
dalam RKAP Tahun 2025. achievement of targets set out in the RKAP for 2025.
b. Secara Triwulan, berdasarkan Laporan Manajemen b. On a quarterly basis, based on the submitted Quarterly
Triwulan yang disampaikan, Dewan Komisaris dengan Management Reports, the Board of Commissioners,
Komite Audit dan Komite Manajemen Risiko dan GCG together with the Audit Committee and the Risk
PT Hutama Karya (Persero)
2025 Annual Report 401
Page 402
melakukan pembahasan guna mendukung pencapaian Management and GCG Committee, conducted discussions
target dalam RKAP tahun 2025. to support the achievement of targets in the RKAP for 2025.
c. Setiap Triwulan, selain membahas Laporan Manajemen c. On a quarterly basis, in addition to reviewing the Quarterly
Triwulan yang disampaikan oleh Manajemen, Dewan Management Reports submitted by Management, the
Komisaris juga melakukan pembahasan beberapa laporan Board of Commissioners also reviewed several routine
rutin reports.
d. Melaksanakan pembahasan internal bersama dengan d. Conducting internal discussions with the Committees
Komite Dewan Komisaris untuk membahas berbagai hal under the Board of Commissioners to address matters
terkait pencapaian target RKAP 2025, isu-isu strategis, related to the achievement of RKAP 2025 targets, strategic
update pengelolaan risiko, laporan hasil audit internal, issues, updates on risk management, internal audit reports,
pengembangan bisnis perusahaan, dan berbagai isu business development, and other matters requiring the
lainnya yang membutuhkan tanggapan, arahan, atau Board of Commissioners’ response, direction, or approval.
persetujuan Dewan Komisaris.
e. Melaksanakan rapat terbatas antara Dewan Komisaris e. Holding limited meetings between the Board of
dan Kepala SPI membahas Laporan Hasil Audit Internal Commissioners and the Head of Internal Audit to
maupun tindak lanjut rekomendasi atas hasil audit discuss Internal Audit Reports and follow-up actions on
eksternal yang telah dilakukan oleh BPK, BPKP, atau KAP. recommendations arising from external audits conducted
by BPK, BPKP, or Public Accounting Firms.
f. Melaksanakan rapat terbatas antara Dewan Komisaris dan f. Holding limited meetings between the Board of
masing-masing Direktorat terkait dengan kinerja periodik Commissioners and respective Directorates regarding the
dari Direktorat tersebut. periodic performance of such Directorates.
g. Melaksanakan rapat gabungan antara Dewan Komisaris g. Conducting joint meetings between the Board of
dan Direksi membahas laporan berkala perusahaan dan Commissioners and the Board of Directors to discuss
memberikan tanggapan serta saran atas pencapaian RKAP periodic corporate reports and to provide feedback
bulanan serta isu strategis lainnya. Tanggapan dituangkan and recommendations on the achievement of monthly
dalam Risalah Rapat untuk selanjutnya diminta kepada RKAP targets and other strategic issues. Such feedback is
Direksi melakukan perbaikan-perbaikan. documented in the Minutes of Meetings, and the Board
of Directors is subsequently requested to implement
necessary improvements.
3. Dari hasil evaluasi, reviu, dan pembahasan yang dilakukan 3. Based on the results of evaluations, reviews, and discussions
dengan Direksi dan Divisi/Cabang/Unit, Dewan Komisaris conducted with the Board of Directors and Divisions/Branches/
meminta Direksi dan manajemen agar seluruh aktivitas Units, the Board of Commissioners requested the Board
produksi, pemasaran, keuangan, dan proses administrasi of Directors and Management to ensure that all activities
dilakukan secara akurat sesuai ketentuan dan SOP yang related to production, marketing, finance, and administrative
berlaku di perusahaan. processes are carried out accurately in accordance with
applicable regulations and the Company’s Standard Operating
Procedures.
4. Memberikan nasihat kepada Direksi agar setiap perubahan 4. Providing advice to the Board of Directors that any changes
Struktur Organisasi Perusahaan yang akan dilakukan harus to the Company’s organizational structure must be based on
didasarkan pada kajian yang matang dan mempunyai comprehensive analysis and should add value in driving the
nilai tambah dalam mendorong potensi-potensi strategis Company’s strategic potential to enhance competitiveness,
yang dimiliki perusahaan untuk meningkatkan daya saing, operating income, efficiency, employee productivity, and
pendapatan operasi, efisiensi, dan produktivitas karyawan overall corporate performance.
serta kinerja perusahaan.
Penilaian Kinerja Direksi dan Dewan Komisaris Performance Assessment of The Board of Directors
and Board of Commissioners
Penilaian Kinerja Direksi Performance Assessment of Board of Directors
Sistem evaluasi kinerja Direksi di tahun 2025, mengacu pada The performance assesment system of the Board of Directors in
Peraturan Menteri BUMN No. PER-3/MBU/03/2023 tanggal 20 Maret 2025 referred to the Regulation of the Minister of SOEs No. PER-
2023 tentang Organ dan Sumber Daya Manusia Badan Usaha Milik 3/MBU/03/2023 dated March 20, 2023 concerning Organs and
Negara, Peraturan Menteri BUMN No. PER-2/MBU/03/2023 tanggal Human Resources of State-Owned Enterprises, Regulation of the
3 Maret 2023 tentang Pedoman Tata Kelola dan Kegiatan Korporasi Minister of SOEs No. PER-2/MBU/03/2023 dated March 3, 2023
Signifikan Badan Usaha Milik Negara, serta Surat KBUMN No. S-220/ concerning Guidelines for Governance, and Significant Corporate
MBU/04/2023 tanggal 19 April 2023. Activities of State-Owned Enterprises and KBUMN Letter No. S-220/
MBU/04/2023 dated April 19, 2023.
PT Hutama Karya (Persero)
402 Laporan Tahunan 2025
Page 403
Tata Kelola Perusahaan
Corporate Governance
PROSEDUR PELAKSANAAN PENILAIAN KINERJA DIREKSI PROCEDURE OF BOARD OF DIRECTORS PERFORMANCE
ASSESSMENT IMPLEMENTATION
Penilaian terhadap kinerja Direksi Hutama Karya diatur dalam The assessment of the performance of the Board of Directors of
Prosedur Nomor SP/HC/P/013 Tanggal 20 Desember 2024 tentang Hutama Karya is governed under Procedure Number SP/HC/P/013
Key Performance indicator (KPI). KPI ini menjadi salah satu alat ukur dated December 20, 2024 concerning Key Performance Indicators
yang bertujuan untuk: (KPI). These KPIs serve as one of the measurement instruments
aimed at:
1. Memastikan pencapaian Sasaran Strategis Kinerja dan Program 1. Ensuring the achievement of the Company’s strategic
Perusahaan; performance targets and programs;
2. Meningkatkan efektivitas dan efisiensi pengendalian kinerja; 2. Enhancing the effectiveness and efficiency of performance control;
3. Memastikan Perusahaan beroperasi pada koridor risiko yang 3. Ensuring that the Company operates within the predetermined
dapat ditoleransi yang telah ditetapkan sebelumnya; acceptable risk tolerance;
4. Mengoptimalkan upaya kapitalisasi potensi Perusahaan; 4. Optimizing the capitalization of the Company’s potential;
5. Menilai kinerja secara adil. 5. Ensuring a fair performance assessment.
Tahap penyusunan KPI Kolegial dimulai dari interpretasi arahan The preparation stage of the collective KPI begins with the
strategis dan kajian kondisi perusahaan oleh Komite KPI yang interpretation of strategic directives and assessment of the Company’s
mencakup arahan pemegang saham, sasaran strategis dari visi, misi, condition by the KPI Committee, which includes shareholder
RJPP, RKAP, serta aspirasi dan kepentingan pemangku kepentingan directives, strategic objectives derived from the vision, mission, RJPP,
internal maupun eksternal. Selanjutnya, Komite KPI menyusun RKAP, as well as the aspirations and interests of both internal and
KPI Kolegial dengan mengidentifikasi faktor kunci, menetapkan external stakeholders. Subsequently, the KPI Committee formulates
variabel, ukuran kinerja, perspektif, serta bobot sesuai prioritas the collective KPI by identifying key factors, determining variables,
perusahaan dalam satu tahun ke depan. KPI yang telah dirumuskan performance measures, perspectives, and weightings in accordance
kemudian dibahas dan dikonfirmasi kepada Direksi dan Pemegang with the Company’s priorities for the upcoming year. The formulated
Saham, sebelum akhirnya dikoordinasikan pengesahannya dan KPIs are then discussed and confirmed with the Board of Directors and
disahkan secara resmi melalui RUPS. Shareholders, prior to being coordinated for approval and formally
ratified through the General Meeting of Shareholders (GMS).
KPI Direksi secara Individual merupakan turunan dari KPI The individual KPI of the Board of Directors is derived from the
Korporasi/Kolegial yang ditetapkan untuk masing-masing anggota Corporate/Collective KPI and is assigned to each member of the Board
Direksi sesuai tugas, fungsi, dan tanggung jawabnya, di mana KPI of Directors in accordance with their respective duties, functions, and
Direksi secara kolegial menjadi KPI individual bagi Direktur Utama, responsibilities. The collective KPI of the Board of Directors serves as
sementara anggota Direksi lainnya memiliki KPI yang diselaraskan the individual KPI for the President Director, while other members
dengan direktorat yang dipimpinnya untuk mendukung sasaran of the Board of Directors have KPIs aligned with their respective
strategis perusahaan. Proses cascading KPI dilakukan oleh Komite directorates to support the Company’s strategic objectives. The KPI
KPI dengan mempertimbangkan struktur organisasi, sasaran cascading process is conducted by the KPI Committee by considering
strategis dalam RJPP/RKAP, aspirasi pemegang saham, serta the organizational structure, strategic targets in the RJPP/RKAP,
keselarasan dan hubungan sebab-akibat dengan KPI korporat. shareholder aspirations, as well as alignment and cause-and-effect
KPI Direktorat terdiri dari KPI Bersama (40%) yang bersifat kolegial relationships with the corporate KPIs. Directorate KPIs consist of
dan diadopsi dari KPI Direksi, serta KPI Direktorat (60%) yang Shared KPIs (40%) of a collective nature adopted from the Board of
mencerminkan kontribusi spesifik masing-masing direktorat. Directors’ KPI, and Directorate-specific KPIs (60%) reflecting the specific
Tahapannya meliputi pengumpulan data, penyusunan indikator contributions of each directorate. The process includes data collection,
KPI berdasarkan tanggung jawab direktorat, reviu oleh Direksi dan formulation of KPI indicators based on directorate responsibilities,
organ pengawas, serta pengesahan oleh Dewan Komisaris. review by the Board of Directors and supervisory organs, and approval
by the Board of Commissioners.
Penilaian KPI dilakukan berdasarkan hasil pengukuran yang KPI assessment is conducted based on measurement results referring
mengacu pada audit laporan keuangan oleh auditor eksternal pada to the audit of financial statements by external auditors in the current
tahun berjalan, dengan batas maksimal realisasi tiap variabel KPI year, with a maximum realization cap of 110% for each KPI variable.
sebesar 110%. Untuk mempermudah evaluasi dan memastikan To facilitate evaluation and ensure the achievement of annual targets,
pencapaian target tahunan, KPI tersebut kemudian dijabarkan ke the KPIs are further broken down into quarterly targets as a tool for
dalam target triwulanan sebagai alat monitoring kinerja secara periodic performance monitoring. The evaluation of the Board of
berkala. Penilaian Direksi dilakukan secara berkala dan saat Directors is conducted periodically and during the accountability of
pertanggungjawaban laporan tahunan pada RUPS Tahunan 2025. the annual report at the 2025 Annual General Meeting of Shareholders
Pelaksanaan RUPS untuk pertanggungjawaban laporan tahunan (AGMS). The AGMS for the accountability of the annual report for the
tahun buku 2024, pada kesempatan tersebut pemegang saham 2024 financial year was held, during which the shareholders approved
menerima laporan tahunan perusahaan tahun buku 2024 mengenai the Company’s annual report for the 2024 financial year, covering the
keadaan jalannya perusahaan dan hasil yang telah dicapai. Company’s operations and the results achieved.
PT Hutama Karya (Persero)
2025 Annual Report 403
Page 404
KRITERIA PENILAIAN KINERJA DIREKSI PERFORMANCE ASSESSMENT CRITERIA OF BOARD OF
DIRECTORS
Kriteria penilaian kinerja Direksi terdiri atas Key Performance The performance assessment criteria for the Board of Directors
Indicator (KPI) Direksi secara kolegial dan KPI Direksi secara consist of the Board of Directors’ Key Performance Indicators (KPIs)
individual yang disusun sesuai dengan strategi serta fokus collegially and the Board of Directors’ KPIs individually which are
perusahaan di periode berjalan yang tertuang pada Rencana Kerja compiled in accordance with the company’s strategy and focus in
dan Anggaran Perusahaan (RKAP). the current period as stated in the Company’s Work Plan and Budget
(RKAP).
1. KPI Kolegial 1. Collegial KPI
KPI Kolegial dijabarkan ke dalam lima program prioritas yaitu: The Collegial KPI is described in five priority programs, namely:
a. Nilai ekonomi dan sosial untuk Indonesia yang mencakup a. Economic and social value for Indonesia which includes
aspek finansial dan sosial; financial and social aspects;
b. Inovasi Model Bisnis; b. Business Model Innovation;
c. Kepemimpinan Teknologi; c. Technology Leadership;
d. Peningkatan Investasi; d. Increased Investment;
e. Pengembangan Talenta. e. Talent Development.
Masing-masing program prioritas terdiri dari beberapa KPI yang Each priority program consists of several KPIs that reflect
mencerminkan sasaran kinerja keuangan dan non-keuangan financial and non-financial performance targets that are
yang selaras dengan inisiatif strategis yang telah ditetapkan. aligned with established strategic initiatives.
2. KPI Individual 2. The individual
KPI Direksi secara individual disusun sesuai dengan tugas, KPI of the Board of Directors is formulated in accordance with
fungsi pokok, dan tanggung jawab masing- masing anggota the duties, main functions, and responsibilities of each member
Direksi. of the Board of Directors.
Pemilihan KPI yang akan ditetapkan dari sejumlah KPI yang telah The selection of KPIs to be established from the identified set of KPIs
diidentifikasi dilakukan dengan mempertimbangkan beberapa is carried out by considering several criteria, including relevance,
kriteria antara lain: bersifat relevan, bersifat penting, bersifat significance, strategic importance, and proportionality.
strategis dan bersifat proporsional.
Penentuan target KPI yang optimal, paling sedikit The determination of optimal KPI targets takes into account
mempertimbangkan beberapa hal, antara lain Trend sustainability several considerations, including sustainability trends, the degree
principle, bersifat menantang untuk Direksi, seluruh jajaran of challenge for the Board of Directors, all levels of management
manajemen dan Karyawan serta bersifat realistis. KPI Direksi baik and employees, as well as the level of realism. Both collective and
kolegial maupun individual dilengkapi dengan kamus (glossary). individual KPIs of the Board of Directors are complemented by a KPI
glossary.
KPI Direktur Utama dan Wakil Direktur Utama merupakan KPI The KPI of the President Director and the Vice President Director
Kolegial Perseroan. KPI Individual Direksi selain Direktur Utama dan constitutes the Company’s collective KPI. The individual KPI of
Wakil Direktur Utama dijelaskan sebagai berikut. members of the Board of Directors, other than the President
Director and the Vice President Director, is described as follows.
.
Satuan Target Polaritas Bobot Sub Bobot Total
No. KPI
Unit Target Polarity Sub-Weight Total Weight
Nilai Ekonomi & Sosial Indonesia
I 66,0
Economic & Social Value for Indonesia
FINANSIAL
39,0
Financial
Rp Miliar
1 EBITDA 3.909 Maximize 9,0
IDR Billion
Rasio Perputaran Piutang Hari
2 112,17 Minimize 9,0
Receivables Turnover Ratio Days
Rasio
3 Interest Bearing Debt to EBITDA 8,38 Minimize 7,0
Ratio
4 ROIC ≥ WACC % (5,11) Maximize 5,0
Rp Juta
5 Net Operating Cash Flow 275.311 Maximize 9,0
IDR Million
PT Hutama Karya (Persero)
404 Laporan Tahunan 2025
Page 405
Tata Kelola Perusahaan
Corporate Governance
Satuan Target Polaritas Bobot Sub Bobot Total
No. KPI
Unit Target Polarity Sub-Weight Total Weight
OPERASIONAL
22,0
Operational
Perolehan Kontrak Konstruksi Baru Rp Miliar
6 12.491 Maximize 8,0
New Construction Contract Acquisition IDR Billion
7 On Time On Budget % 62,64 Maximize 8,0
8 Total Recordable Incident Rate Indeks 1,00 Minimize 6,0
SOSIAL
5,0
Social
Skor Maximize/
9 ESG Rating B/40+ 5,0
Score Minimize
Inovasi Model Bisnis
II 15,0
Business Model Innovation
Penyelesaian Konsolidasi BUMN Karya (Integrasi
HK-WSKT)
10 % 100,00 Maximize 7,0
Completion of State-Owned Construction
Enterprises Consolidation (HK–WSKT Integration)
Jumlah Anak
Perusahaan / Rp
Peningkatan Kinerja Anak Perusahaan Miliar
11 2 / 1.242 Maximize 8,0
Improvement in Subsidiaries’ Performance Number of
Subsidiaries /
IDR Billion
Kepemimpinan Teknologi
III 5,0
Technology Leadership
Pematangan Fungsi ERP
12 % 100,00 Maximize 5,0
Enhancement of ERP Function
Pengembangan Investasi
IV 6,0
Investment Development
Pencapaian KPI PMN
13 % 100,00 Maximize 6,0
Achievement of PMN KPI
Pengembangan Talenta
V 8,0
Talent Development
Talent Diversity in Nominated Talent (Talenta
Milenial dan Rasio Perempuan)
14 % 100,00 Maximize 8,0
Talent Diversity in Nominated Talent (Millennial
Talent and Female Ratio)
Total Bobot
100,0
Total Weight
KPI Direksi secara individu terdiri atas KPI Bersama dan KPI The individual KPI of the Board of Directors consists of Shared KPI
Direktorat. Adapun KPI bersama terdiri atas: and Directorate KPI. The Shared KPI comprises the following:
1. EBITDA; 1. EBITDA;
2. Rasio Perputaran Piutang; 2. Receivables Turnover Ratio;
3. ROIC ≥ WACC; 3. ROIC ≥ WACC;
4. Interest Bearing Debt to EBITDA; 4. Interest Bearing Debt to EBITDA;
5. Net Operating Cash Flow; 5. Net Operating Cash Flow;
6. Total Recordable Incident Rate; 6. Total Recordable Incident Rate;
7. ESG Rating; 7. ESG Rating;
8. Penyelesaian Konsolidasi BUMN Karya (Integrasi HK-WSKT). 8. Completion of State-Owned Construction Enterprises
Consolidation (HK–WSKT Integration);
9. Pematangan Fungsi ERP; 9. Enhancement of ERP Function;
10. Talent Diversity in Nominated Talent (Talenta Milenial dan Rasio 10. Talent Diversity in Nominated Talent (Millennial Talent and
Perempuan). Female Ratio).
PT Hutama Karya (Persero)
2025 Annual Report 405
Page 406
Sedangkan KPI Direktorat untuk masing-masing adalah sebagai The Directorate KPI for each Director is as follows:
berikut:
KPI Direktur Keuangan KPI of the Finance Director
1. Pencairan Restitusi Pajak 1. Disbursement of Tax Restitution
2. Pengendalian BUKP 2. Control of BUKP
3. Pengendalian Cash (Kas/Setara Kas) 3. Cash Control (Cash/Cash Equivalents)
4. Penyusunan RKAP Tepat Waktu 4. Timely Preparation of RKAP
5. Penerimaan atas pembayaran transaksi Asset Recycling 5. Receipts from Asset Recycling Transaction Payments
6. Penyusunan Laporan Triwulan Progress Penggunaan PMN 6. Preparation of Quarterly Reports on PMN Utilization Progress
7. Meningkatkan akuntabilitas pelaporan keuangan 7. Enhancement of financial reporting accountability
8. Pemenuhan Covenant Kreditur 8. Fulfillment of Creditor Covenants
9. Dukungan Pendanaan Induk 9. Parent Funding Support
10. Ketepatan Waktu Penyampaian Laporan Keuangan Perusahaan 10. Timeliness in the submission of the Company’s Financial
Statements
11. Closing Keuangan/MTL tahun berjalan hasil audit internal dan 11. Closing of financial/MTL items for the current year based on
eksternal yang sudah jatuh tempo internal and external audit results that are due
12. Pelaporan Pajak Tahunan (setelah tutup buku) 12. Annual Tax Reporting (post-closing)
13. Pemenuhan Target Rating Perusahaan 13. Achievement of the Company’s Rating Target
14. Pemenuhan program pengembangan, pelatihan, sertifikasi 14. Fulfillment of development programs, training, and certification
Tenaga Ahli sesuai Kebutuhan Divisi dalam Direktorat Keuangan for experts in accordance with the needs of divisions within the
Finance Directorate
15. Tidak Terjadi Risiko Gagal Bayar atas Penjaminan Pemerintah 15. No occurrence of default risk on Government Guarantees
KPI Direktur Manajemen Risiko KPI of the Risk Management Director
1. Tidak Terjadi Lost Event atas Top Risk Korporasi 1. No occurrence of Lost Event on Corporate Top Risks
2. Pemetaan pemenuhan sistem manajemen kepatuhan sesuai 2. Mapping of compliance management system fulfillment in
ISO 37301 accordance with ISO 37301
3. Pengukuran Risk Maturity Index (RMI) 3. Measurement of Risk Maturity Index (RMI)
4. Implementasi Roadmap Perbaikan Penerapan Manajemen 4. Implementation of the Risk Management Improvement
Risiko Roadmap
5. Pembahasan dokumen Contingency Plan 2025 5. Discussion on the 2025 Contingency Plan document
6. Implementasi ICOFR sesuai Roadmap 6. Implementation of ICOFR in accordance with the Roadmap
7. Continuous Improvement Tata Kelola Core Business Process 7. Continuous Improvement of Core Business Process Governance
8. Pemenuhan Laporan Tata Kelola Terintegrasi 8. Fulfillment of Integrated Governance Reporting
9. Pemenuhan Laporan Penerapan Manajemen Risiko 9. Fulfillment of Risk Management Implementation Reporting
10. Penguatan tata kelola P3DN dan belanja UMKM-UMKK 10. Strengthening governance of P3DN and Corporate MSME
Korporasi procurement expenditure
11. Skor Kepatuhan Sistem Manajemen Operasi 11. Compliance Score of the Operations Management System
12. Menetapkan strategi risiko Perusahaan sesuai ketentuan 12. Establishment of the Company’s risk strategy in accordance
petunjuk teknis pemegang saham with shareholder technical guidelines
13. Kesesuaian Biaya Mitigasi Risiko 13. Alignment of Risk Mitigation Costs
14. Pencapaian Nilai Eksposur Risiko sesuai target Risiko Residual 14. Achievement of Risk Exposure Value in accordance with residual
risk targets
15. Closing temuan/MTL tahun berjalan hasil audit internal dan 15. Closing of findings/MTL for the current year based on internal
eksternal yang sudah Jatuh Tempo and external audit results that are due
16. Pemenuhan Sertifikasi Tenaga Ahli sesuai kebutuhan Divisi 16. Fulfillment of expert certification in accordance with the needs
dalam Direktorat Manajemen Risiko of divisions within the Risk Management Directorate
KPI Direktur Operasional I KPI of the Operations Director I
1. EAT (DSU) 1. EAT (DSU)
2. Rasio Cash in Operasi terhadap Pendapatan (DSU) 2. Ratio of Cash in Operations to Revenue (DSU)
3. Cash Conversion Cycle (DSU) 3. Cash Conversion Cycle (DSU)
4. Kontrak didapat (DSU) 4. Contracts Secured (DSU)
5. Pendapatan DSU (JO & NJO) 5. DSU Revenue (JO & NJO)
6. Revenue from Specialization (Jalan dan Jembatan) 6. Revenue from Specialization (Roads and Bridges)
7. HPP (DSU, NJO) 7. Cost of Revenue (DSU, NJO)
8. Operasional on Time on Budget DSU 8. Operational On Time On Budget (DSU)
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Tata Kelola Perusahaan
Corporate Governance
9. Order Book Burn Rate to Revenue DSU 9. Order Book Burn Rate to Revenue (DSU)
10. Pemenuhan Zero Major Rework 10. Fulfillment of Zero Major Rework
11. Closing temuan/MTL tahun berjalan hasil audit internal dan 11. Closing of findings/MTL for the current year based on internal
eksternal yang sudah jatuh tempo and external audit results that are due
12. Komitmen Pencapaian Persentase Belanja Produk Dalam 12. Commitment to achieving the percentage of Domestic Product
Negeri (PDN) dan Persentase Nilai Tingkat Komponen Dalam Expenditure (PDN) and the percentage value of Domestic
Negeri (TKDN) Component Level (TKDN)
13. Hit Rate External 13. External Hit Rate
14. Realisasi Belanja PaDi UMKM 14. Realization of PaDi MSME expenditure
15. Sertifikasi Tenaga Ahli 15. Expert Certification
16. Customer Satisfaction Index (CSI) 16. Customer Satisfaction Index (CSI)
17. Penyusunan Rencana Strategis Teknologi Informasi (RSTI) 17. Preparation of the Information Technology Strategic Plan (RSTI)
KPI Direktur Operasional II KPI of the Operations Director II
1. EAT (EPC) 1. EAT (EPC)
2. EAT (DG) 2. EAT (DG)
3. Cash Conversion Cycle (EPC) 3. Cash Conversion Cycle (EPC)
4. Cash Conversion Cycle (DG) 4. Cash Conversion Cycle (DG)
5. Rasio Cash In Operasi Terhadap Pendapatan (DG) 5. Ratio of Cash in Operations to Revenue (DG)
6. Kontrak Didapat (DG) 6. Contracts Secured (DG)
7. Pendapatan (NJO) 7. Revenue (NJO)
8. HPP (EPC) 8. Cost of Revenue (EPC)
9. HPP (DG) 9. Cost of Revenue (DG)
10. Operasional on Time on Budget (DG) 10. Operational On Time On Budget (DG)
11. Operasional: on Time on Budget (EPC) Periode Berjalan 11. Operational On Time On Budget (EPC) for the current period
12. Realisasi Klaim (EPC, DG) 12. Claim Realization (EPC, DG)
13. Order Book Burn Rate to Revenue (DG) 13. Order Book Burn Rate to Revenue (DG)
14. Customer Satisfaction Index 14. Customer Satisfaction Index (CSI)
15. Pemenuhan Zero Major Rework 15. Fulfillment of Zero Major Rework
16. Komitmen Pencapaian Persentase Belanja Produk Dalam 16. Commitment to achieving the percentage of Domestic Product
Negeri (PDN) dan Persentase Nilai Tingkat Komponen Dalam Expenditure (PDN) and the percentage value of Domestic
Negeri (TKDN) Component Level (TKDN)
17. Realisasi belanja PaDi UMKM 17. Realization of PaDi MSME expenditure
18. Closing temuan/MTL tahun berjalan hasil audit intemal dan 18. Closing of findings/MTL for the current year based on internal
ekstemal yang telah jatuh tempo and external audit results that are due
19. Sertfikasi Tenaga Ahli (DG) 19. Expert Certification (DG)
KPI Direktur Operasional III KPI of the Operations Director III
1. Pengembalian DTT & COF 1. Return of DTT & COF
2. Cash Flow Operation 2. Cash Flow from Operations
3. EBITDA Operation 3. EBITDA from Operations
4. Penyelesaian RTA Jalan Tol 4. Completion of Toll Road RTA
5. Dukungan data (skema bisnis) untuk mendapatkan PPJT 5. Data support (business scheme) to obtain PPJT
6. Operasional: on Time on Budget 6. Operational On Time On Budget
7. Pendapatan 7. Revenue
8. HPP (%) OPT 8. Cost of Revenue (%) OPT
9. Pemenuhan SPM 9. Fulfillment of Minimum Service Standards (SPM)
10. Panjang Tol Terbangun pada JTTS tahun 2025 10. Length of Toll Road Constructed under JTTS in 2025
11. Akumulasi seksi (gate to gate) yang telah memperoleh Sertifikat 11. Accumulated sections (gate to gate) that have obtained
Laik Operasi untuk ruas tol terbangun yang mendapatkan Operational Feasibility Certificates for toll roads constructed
alokasi PMΝ ΤΑ 2024 with PMN FY 2024 allocation
12. Pemenuhan Zero Major Rework 12. Fulfillment of Zero Major Rework
13. Closing temuan/MTL tahun berjalan hasil audit internal dan 13. Closing of findings/MTL for the current year based on internal
eksternal yang telah jatuh tempo and external audit results that are due
14. Realisasi penyerapan Dana PMN TA 2022 Periode II, PMN TA 14. Realization of PMN fund absorption FY 2022 Period II, PMN FY
2023 dan PMN TA 2024 2023, and PMN FY 2024
PT Hutama Karya (Persero)
2025 Annual Report 407
Page 408
15. Komitmen Pencapaian Persentase Belanja Produk Dalam 15. Commitment to achieving the percentage of Domestic Product
Negeri (PDN) dan Persentase Nilai Tingkat Komponen Dalam Expenditure (PDN) and the percentage value of Domestic
Negeri (TKDN) Component Level (TKDN)
16. Realisasi belanja PaDi UMKM 16. Realization of PaDi MSME expenditure
17. Kenaikan Tarif Tol sesuai jadwal 17. Toll Tariff Adjustment in accordance with schedule
18. Sertifikasi Tenaga Ahli 18. Expert Certification
19. Customer Satisfaction Index (CSI) 19. Customer Satisfaction Index (CSI)
KPI Direktur Human Capital dan Legal KPI of the Human Capital and Legal Director
1. Penerimaan atas penagihan piutang Perusahaan (non litigasi) 1. Receipts from collection of Company receivables (non-
litigation)
2. Nilai pemulihan dan penyelamatan keuangan perusahaan 2. Value of recovery and safeguarding of the Company’s
berdasarkan Putusan/Penetapan Pengadilan dan Arbitrase financial position based on Court and Arbitration Decisions/
Determinations
3. Nilai keberhasilan VO, Klaim & Anti-Klaim 3. Value of success in Variation Orders (VO), Claims, and Counter-
Claims
4. Jumlah Pemenangan Perkara Hukum 4. Number of Successful Legal Cases
5. Lead Time Legal Reviu dan Pendapat Hukum 5. Lead Time for Legal Review and Legal Opinion
6. Pengurusan legalitas aset Perusahaan (Non-Litigasi) 6. Management of Company asset legalities (non-litigation)
7. Closing temuan/MTL tahun berjalan hasil audit internal dan 7. Closing of findings/MTL for the current year based on internal
eksternal yang telah jatuh teampo and external audit results that are due
8. Pencapaian EBITDA Per Person 8. Achievement of EBITDA per Person
9. Pemenuhan data Portal HC BUMN lengkap dengan kualitas 9. Fulfillment of data submission to the SOE Human Capital
data yang diupload Portal, including data quality
10. Implementasi program peningkatan kematangan pengelolaan 10. Implementation of continuous Human Capital Management
SDM (Human Capital Management Maturity Level) secara Maturity Level improvement programs
berkelanjutan
11. Implementasi AKHLAK Culture Journey dan Respectful 11. Implementation of AKHLAK Culture Journey and Respectful
Workplace Policy Workplace Policy
12. Implementasikan Employee Well-Being Program 12. Implementation of Employee Well-Being Programs
13. Sertifikasi Keahlian dan Personil Inti Proyek (PIP) & Direktorat 13. Certification of Expertise and Project Personnel (PIP) &
Directorate
14. Implementasi Program Talent Mobility (Internal Grup, Lintas 14. Implementation of Talent Mobility Programs (within Group,
Klaster, Lintas BUMN atau Lintas Institusi) across clusters, across SOEs, or across institutions)
15. Sertifikasi Bidang Human Capital dan Legal 15. Certification in Human Capital and Legal Fields
PIHAK YANG MELAKUKAN PENILAIAN THE PARTY CONDUCTING THE ASSESSMENT
Pencapaian KPI Direksi secara kolegial dan individual dilaporkan The Board of Directors’ KPI achievements, both collegially and
dalam laporan berkala kepada Dewan Komisaris. Di sisi lain, individually, are reported in periodic reports to the Board of
perhitungan pencapaian KPI Direksi secara kolegial dan secara Commissioners. On the other hand, the calculation of the Board
individual direviu oleh Kantor Akuntan Publik (KAP) yang mengaudit of Directors’ KPI achievements, both collegially and individually,
laporan keuangan perusahaan untuk kemudian disampaikan is reviewed by the Public Accounting Firm (KAP) that audits
kepada Pemegang Saham dalam hal ini Kementerian BUMN. the company’s financial statements to then be submitted to
Shareholders, in this case the Ministry of SOEs
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408 Laporan Tahunan 2025
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Tata Kelola Perusahaan
Corporate Governance
HASIL PENILAIAN KINERJA DIREKSI BOARD OF DIRECTORS’ PERFORMANCE ASSESSMENT RESULTS
Pencapaian
Realisasi Target Pencapaian
Indikator Bobot Satuan Nilai KPI
No Realization Target Achievement
Indicator Weight Unit Score KPI
(R) (T) (%)
Achievement
Nilai Ekonomi Sosial
A
Economic and Social Value
FINANSIAL
FINANCIAL
Miliar
1 EBITDA 9,00 4.409,84 3.909,00 112,81% 110,00% 9,90
Billion
Rasio Perputaran Piutang Hari
2 9,00 85,79 112,17 130,75% 110,00% 9,90
Receivables Turnover Ratio Days
Rasio
3 Interest Bearing Debt to EBITDA 7,00 7,44 8,38 112,63% 110,00% 7,70
Ratio
4 ROIC ≥ WACC 5,00 % (3,27) (5,11) 135,95% 110,00% 5,50
Jutaan
5 Net Operating Cash Flow 9,00 1.501.115 275.311 545,24% 110,00% 9,90
Million
OPERASIONAL
OPERATIONAL
Perolehan Kontrak Konstruksi
Baru Miliar
6 8,00 14.380,58 12.491,00 115,13% 110,00% 8,80
New Construction Contract Billion
Acquisition
7 On Time On Budget 8,00 % 74,76 62,64 119,35% 110,00% 8,80
Indeks
8 Total Recordable Incident Rate 6,00 0,002 1,00 50.000,00% 110,00% 6,60
Index
SOSIAL
SOCIAL
Skor
9 ESG Rating 5,00 39,8 B/40+ 100,50% 100,50% 5,03
Score
Subjumlah
66,00 72,13
Subtotal
Inovasi Model Bisnis
B
Business Model Innovation
Penyelesaian Konsolidasi BUMN
Karya (Integrasi HK-WSKT)
Completion of State-Owned
1 7,00 % 100,00% 100,00 100,00% 100,00% 7,00
Construction Enterprises
Consolidation (HK–WSKT
Integration)
Jumlah
Anak
Peningkatan Kinerja Anak Perusahaan 6 2
Perusahaan Number of
2 8,00 224,73% 110,00% 8,80
Improvement in Subsidiaries’ Subsidiaries
Performance
Rp Miliar
1.856,29 1.242,00
IDR billion
Subjumlah
15,00 15,80
Subtotal
Kepemimpinan Teknologi
C
Technology Leadership
Pematangan Fungsi ERP
1 5,00 % 177,27 100,00 177,27% 110,00% 5,50
Enhancement of ERP Function
Subjumlah
5,00 5,50
Subtotal
PT Hutama Karya (Persero)
2025 Annual Report 409
Page 410
Pencapaian
Realisasi Target Pencapaian
Indikator Bobot Satuan Nilai KPI
No Realization Target Achievement
Indicator Weight Unit Score KPI
(R) (T) (%)
Achievement
Peningkatan Investasi
D
Investment Enhancement
Pencapaian KPI PMN
1 6,00 % 90,39 100,00 90,39% 90,39% 5,42
Achievement of PMN KPI
Subjumlah
6,00 5,42
Subtotal
Pengembangan Talenta
E
Talent Development
Talent Diversity in Nominated
Talent (Talenta Milenial dan Rasio
Perempuan)
1 8,00 % 71,43 100,00 71,43% 71,43% 5,71
Talent Diversity in Nominated
Talent (Millennial Talent and
Female Ratio)
Subjumlah
8,00 5,71
Subtotal
Jumlah
100,00 104,56
Total
Penilaian Kinerja Dewan Komisaris Performance Assessment of Board oif Commissioners
PROSEDUR PELAKSANAAN PENILAIAN KINERJA DEWAN PROCEDURE OF THE BOARD OF COMMISSIONERS
KOMISARIS PERFORMANCE ASSESSMENT IMPLEMENTATION
Penilaian kinerja Dewan Komisaris dilakukan melalui metode The performance assessment of the Board of Commissioners is
penilaian sendiri (self assessment) atas kinerja Dewan Komisaris carried out through a self assessment method on the performance
dan dilaporkan kepada Pemegang Saham dalam Rapat Umum of the Board of Commissioners and reported to Shareholders at the
Pemegang Saham Tahunan. Annual General Meeting of Shareholders.
KRITERIA PENILAIAN KINERJA DEWAN KOMISARIS PERFORMANCE ASSESSMENT CRITERIA OF BOARD OF
COMMISSIONERS
Penilaian Kinerja Dewan Komisaris berdasarkan Pencapaian Board of Commissioners Performance Assessment is based on
Rencana Kerja Dewan Komisaris Penilaian Kinerja Dewan Komisaris the Achievement of the Board of Commissioners Work Plan. The
dilaksanakan secara kolegial dan dilaporkan kepada Pemegang Board of Commissioners Performance Assessment is carried out
Saham dalam Rapat Umum Pemegang Saham (RUPS) Tahunan collegially and reported to Shareholders at the Annual General
melalui penyampaian kinerja Dewan Komisaris yang tertuang Meeting of Shareholders (GMS) through the submission of the
di dalam Laporan Pengawasan Dewan Komisaris. Berdasarkan Board of Commissioners’ performance as stated in the Board of
laporan tersebut, RUPS selanjutnya memberikan pelunasan Commissioners’ Supervisory Report. Based on the report, the GMS
dan pembebasan tanggung jawab sepenuhnya (volledig acquit then provides full release and discharge of responsibility (volledig
et de charge) kepada Dewan Komisaris Perseroan atas tindakan acquit et de charge) to the Company’s Board of Commissioners
pengawasan yang dijalankan dalam Tahun Buku yang berakhir for the supervisory actions carried out in the Financial Year evn
pada akhir tahun. Sebagai bagian dalam implementasi Tata ding at the end of the year. As part of the implementation of Good
Kelola Perusahaan yang Baik yang selaras dengan Peraturan Menteri Corporate Governance in line with the Regulation of the Minister of
Badan Usaha Milik Negara Nomor PER-2/MBU/03/2023 tanggal 3 State-Owned Enterprises PER-2/MBU/03/2023 dated March 3, 2023
Maret 2023 tentang Pedoman Tata Kelola dan Kegiatan Korporasi concerning Guidelines for Governance and Significant Corporate
Signifikan Badan Usaha Milik Negara, Dewan Komisaris pada awal Activities of State-Owned Enterprises, at the beginning of the year
tahun telah menyusun rencana kerja tahunan Dewan Komisaris the Board of Commissioners has prepared an annual work plan
yang merupakan bagian yang tak terpisahkan dari Rencana Kerja for the Board of Commissioners which is an inseparable part of
dan Anggaran Perusahaan (RKAP). Dalam rangka mengevaluasi the Company’s Work Plan and Budget (RKAP). To evaluate the
pelaksanaan rencana kerja, Dewan Komisaris selanjutnya implementation of the work plan, the Board of Commissioners
melakukan penilaian kinerja mereka secara kolegial. Penilaian ini then conducts a collegial assessment of their performance. This
bertujuan untuk memastikan bagaimana Dewan Komisaris telah assessment aims to ensure how the Board of Commissioners
berkinerja selama Tahun Buku dengan menggunakan metode has performed during the Financial Year using a self-assessment
penilaian sendiri (self-assessment). method.
PT Hutama Karya (Persero)
410 Laporan Tahunan 2025
Page 411
Tata Kelola Perusahaan
Corporate Governance
Penilaian kinerja secara kolegial dilakukan melalui pengukuran Collegial performance assessment is carried out through measuring
ketercapaian Key Performance Indicator (KPI) kolegial Tahunan the achievement of the Annual Collegial Key Performance Indicator
Dewan Komisaris yang telah disusun dan ditetapkan pada awal (KPI) of the Board of Commissioners which has been prepared and
tahun. KPI kolegial Dewan Komisaris Tahun 2025 yang disusun dan determined at the beginning of the year. The collective KPI of the
ditetapkan di awal tahun oleh Dewan Komisaris adalah sebagai Board of Commissioners for 2025, as prepared and established
berikut: at the beginning of the year by the Board of Commissioners, is as
follows:
Program Kerja 2025 Bobot
Target
Work Program 2025 Weight
A. Aspek Pengawasan dan Pengarahan
Supervisory and Advisory Aspect
1. Reviu/anaisis kinerja Perusahaan 10 dokumen
20
Review/analysis of the Company’s performance 10 document
2. Pengawasan dan Pemberian nasihat 12 dokumen
15
Oversight and provision of advice 12 document
3. Rekomendasi atas usulan yang disampaikan Direksi
100% 10
Recommendations on proposals submitted by the Board of Directors
4. Pemantauan Temuan Audit 2 dokumen
5
Monitoring of Audit Findings 2 document
5. Monitoring Proyek 3 dokumen
5
Project Monitoring 3 document
6. Rapat 32 kegiatan
10
Meetings 32 activity
B. Aspek Pelaporan
Reporting Aspect
1. Program kerja tahunan Dewan Komisaris tahun 2025 1 dokumen
10
Annual Work Program of the Board of Commissioners for 2025 1 document
2. Laporan/pendapat dan saran kepada RUPS 5 dokumen
10
Reports/opinions and recommendations to the GMS 5 document
3. Laporan tugas pengawasan tahunan 2 dokumen
10
Annual Supervisory Duty Report 2 document
C. Aspek Dinamis/Lain-lain
15
Dynamic/Other Aspects
1. Peningkatan Kompetensi 4 program
5
Competency Enhancement 4 program
Total Nilai KPI
100
Total KPI Score
.
PIHAK YANG MELAKUKAN PENILAIAN THE PARTY CONDUCTING THE ASSESSMENT
Dewan Komisaris melakukan penilaian atas kinerja Dewan Komisaris The Board of Commissioners assessed the performance of the Board
selama tahun 2025 dengan menggunakan metode penilaian sendiri of Commissioners during 2025 using a self-assessment method
(self assessment) dan dilaporkan kepada Pemegang Saham dalam and reported it to Shareholders at the Annual General Meeting of
Rapat Umum Pemegang Saham Tahunan. Shareholders.
PT Hutama Karya (Persero)
2025 Annual Report 411
Page 412
HASIL PENILAIAN KINERJA DEWAN KOMISARIS RESULTS OF BOARD OF COMMISSIONERS PERFORMANCE
ASSESSMENT
Program Kerja 2025 Bobot Realisasi Nilai
Target
Work Program 2025 Weight Realization Score
A. Aspek Pengawasan dan Pengarahan
65
Supervisory and Advisory Aspect
1. Reviu/anaisis kinerja Perusahaan
10 20
Review/analysis of the Company’s performance
a. Evaluasi Laporan Kinerja Audited Tahun 2024 1 Dokumen 1 Dokumen
3 3.00
Evaluation of the Audited Performance Report for 2024 1 Document 1 Document
b. Telaah RKAP 2026 1 Dokumen 1 Dokumen
3 3.00
Review of the RKAP 2026 1 Document 1 Document
c. Evaluasi Pelaksanaan RKAP 2025 3 Dokumen 3 Dokumen
4 4.00
Evaluation of the implementation of RKAP 2025 3 Document 3 Document
d. Pengawasan dan pemberian nasihat Kinerja Direksi dan
pelaporan kepada pemegang saham 2 Dokumen 2 Dokumen
4 4.00
Oversight and provision of advice on the performance of the 2 Document 2 Document
Board of Directors and reporting to shareholders
e. Perubahan Lingkungan Bisnis/gejala menurunnya kinerja
1 Dokumen 1 Dokumen
Changes in the business environment/indications of declining 2 2.00
1 Document 1 Document
performance
f. Tindaklanjut atas saran, harapan, permasalahan dan keluhan dari
pemangku kepentingan 1 Dokumen 1 Dokumen
2 2,20
Follow-up on suggestions, expectations, issues, and complaints 1 Document 1 Document
from stakeholders
g. Penilaian kinerja Anak Perusahaan 1 Dokumen 1 Dokumen
2 2.00
Performance assessment of Subsidiaries 1 Document 1 Document
2. Pengawasan dan Pemberian nasihat atas:
12 15
Oversight and provision of advice on:
a. Kebijakan rancangan SPI 1 Dokumen 2 Dokumen
1 1.10
Internal Control System (SPI) policy framework 1 Document 2 Document
b. Kebijakan Manajemen Risiko 1 Dokumen 2 Dokumen
2 2.20
Risk Management Policy 1 Document 2 Document
c. Pelaksanaan pembangunan JTTS dan penyerapan dana PMN 1 Dokumen 12 Dokumen
1 1.10
Implementation of JTTS development and PMN fund absorption 1 Document 12 Document
d. Kebijakan Akuntansi dan penyusunan LK 1 Dokumen 1 Dokumen
1 1.00
Accounting policies and preparation of Financial Statements 1 Document 1 Document
e. Kebijakan Pengelolaan SDM 1 Dokumen 1 Dokumen
1 1.00
Human Capital Management policies 1 Document 1 Document
f. Pelaksanaan Tata Kelola Terintegrasi 2 Dokumen 2 Dokumen
2 2.00
Implementation of Integrated Governance 2 Document 2 Document
g. Kebijakan mutu dan pelayanan (QHSSE) 1 Dokumen 2 Dokumen
1 1.10
Quality and service policies (QHSSE) 1 Document 2 Document
h. Kebijakan whistleblowing system 1 Dokumen 1 Dokumen
2 2.00
Whistleblowing system policy 1 Document 1 Document
i. Transaksi atau tindakan dalam lingkup kewenangan Dewan
Komisaris atau RUPS 1 Dokumen 2 Dokumen
2 2.20
Transactions or actions within the authority of the Board of 1 Document 2 Document
Commissioners or the GMS
j. Kebijakan pengelolaan anak perusahaan/perusahaan patungan 1 Dokumen 2 Dokumen
1 1.10
Policies on the management of subsidiaries/joint ventures 1 Document 2 Document
k. Penyelsaian kasus hukum 1 Dokumen 1 Dokumen
1 1.00
Resolution of legal cases 1 Document 1 Document
3. Rekomendasi atas usulan yang disampaikan Direksi
Recommendations on proposals submitted by the Board of 100% 10 100% 10
Directors
PT Hutama Karya (Persero)
412 Laporan Tahunan 2025
Page 413
Tata Kelola Perusahaan
Corporate Governance
Program Kerja 2025 Bobot Realisasi Nilai
Target
Work Program 2025 Weight Realization Score
4. Pemantauan Temuan Audit
2 5
Monitoring of Audit Findings
a. Penunjukan KAP 1 Dokumen 1 Dokumen
2,5 2.50
Appointment of Public Accounting Firm (KAP) 1 Document 1 Document
b. Pengawasan dan efektivitas KAP 1 Dokumen 1 Dokumen
2,5 2.50
Oversight and effectiveness of the Public Accounting Firm 1 Document 1 Document
5. Monitoring Proyek
3 5 8 5.50
Project Monitoring
6. Rapat
32 10 57 10
Meetings
a. Internal 24 Kegiatan 29 Kegiatan
5 5.50
Internal 24 Activities 29 Activities
b. Gabungan dengan Direksi 8 Kegiatan 12 Kegiatan
5 5.50
Joint meetings with the Board of Directors 8 Activities 12 Activities
B. Aspek Pelaporan
Reporting Aspect
1. Program kerja tahunan Dewan Komisaris tahun 2024 1 Dokumen
1 10 10
Annual Work Program of the Board of Commissioners for 2024 1 Document
2. Laporan/pendapat dan saran kepada RUPS
5 10 10
Reports/opinions and recommendations to the GMS
a. Pemantauan Kinerja Direksi 4 Dokumen 4 Dokumen
5 5
Monitoring of the Board of Directors’ performance 4 Document 4 Document
b. Remunerasi Dewan Komisaris dan Direksi
1 Dokumen 1 Dokumen
Remuneration of the Board of Commissioners and the Board of 5 5
1 Document 1 Document
Directors
3. Laporan tugas pengawasan tahunan 1 Dokumen
2 10 5
Annual Supervisory Duty Report 1 Document
C. Aspek Dinamis/Lain-lain
Dynamic/Other Aspects
1. Peningkatan Kompetensi
5 5 8 5.50
Competency Enhancement
a. Program pengembangan kompetensi seminar, diklat, dan
sejenisnya 4 Program 6 program
5 5.50
Competency development programs such as seminars, training, 4 Program 6 program
and similar activities
Total Nilai KPI
100 98.00
Total KPI Score
Penilaian Kinerja Komite di Bawah Dewan Performance Assessment of Committees Under
Komisaris dan Dasar Penilaiannya The Board of Commissioners and The Basis for
Assessment
Dewan Komisaris melakukan penilaian atas efektivitas kinerja The Board of Commissioners conducts an evaluation of the
komite-komite di bawah Dewan Komisaris. Prosedur penilaian effectiveness of the performance of committees under the Board
kinerja Komite di bawah Dewan Komisaris dilakukan secara of Commissioners. The procedure for evaluating the performance
tahunan yang mengacu pada KPI yang telah ditetapkan oleh Dewan of committees under the Board of Commissioners is carried out
Komisaris. Dalam melakukan penilaian kinerja Komite, Dewan annually with reference to the Key Performance Indicators (KPI)
Komisaris melakukan telaah atas laporan-laporan pelaksanaan established by the Board of Commissioners. In conducting such
tugas Komite di bawah Dewan Komisaris. Kriteria penilaian kinerja evaluation, the Board of Commissioners reviews reports on the
Komite di bawah Dewan Komisaris dilihat dari pencapaian KPI implementation of duties of the committees under the Board of
masing-masing Komite. Dewan Komisaris menilai bahwa selama Commissioners. The criteria for assessing the performance of
Tahun 2025 komite Dewan Komisaris telah menjalankan tugas dan committees under the Board of Commissioners are based on the
PT Hutama Karya (Persero)
2025 Annual Report 413
Page 414
tanggung jawabnya dengan cukup efektif dilihat dari pencapaian achievement of each Committee’s KPI. The Board of Commissioners
Key Performance Indicator (KPI) masing-masing komite. assesses that during 2025, the committees under the Board of
Commissioners have performed their duties and responsibilities
effectively, as reflected in the achievement of each Committee’s Key
Performance Indicators (KPI).
Adapun KPI masing-masing Komite di bawah Dewan Komisaris The KPI of each committee under the Board of Commissioners are
adalah sebagai berikut. as follows.
Key Performance Indicator Komite Audit Key Performance Indicators of the Audit Committee
Bobot / Skor
Program Kerja Target KPI Keterangan
No KPI Weight /
Work Program KPI Target Remarks
Score
Penilaian terhadap Sistem Pengendalian Internal
1
Assessment of Internal Control System
Telaah dan penilaian terhadap efektivitas pengendalian
internal Perusahaan Jumlah Laporan 1 Laporan hasil evaluasi
A 1 2
Review and assessment of the effectiveness of the Number of Reports 1 Evaluation Report
Company’s internal control system
Pengembangan dan monitoring temuan pengendalian
internal audit oleh KAP Jumlah Laporan 1 Laporan hasil evaluasi
B 1 2
Development and monitoring of internal control audit Number of Reports 1 Evaluation Report
findings by Public Accounting Firm (KAP)
Penilaian terhadap Satuan Pengawas Internal
Assessment of the Internal Audit Unit
Telaah laporan SPI Jumlah Laporan 4 Laporan triwulanan
4 8
Review of Internal Audit Unit (SPI) reports Number of Reports 4 Quarterly Reports
2 Pemantauan implementasi ICOFR Jumlah Laporan 1 Laporan hasil evaluasi
1 2
Monitoring the implementation of ICOFR Number of Reports 1 Evaluation Report
Jumlah rapat
Rapat dan koordinasi 12 kali rapat
Number of 12 12
Meetings and coordination 12 Meetings
Meetings
Penilaian terhadap auditor eksternal
Assessment of external auditor
Laporan evaluasi kinerja KAP
Jumlah Laporan tahun 2023
Audit oleh KAP Tahun Buku 2023 1 2
Number of Reports Evaluation Report of KAP
Audit by Public Accounting Firm (KAP) for Fiscal Year
Performance for 2023
2023
Jumlah rapat
2 kali rapat
Number of 2 2
2 Meetings
Meetings
3 1 TOR Penunjukkan KAP
Jumlah TOR
1 2 1 TOR for the Appointment
Number of TOR
of KAP
Revaluasi rencana
audit 1 Laporan evaluasi
Audit oleh KAP Tahun Buku 2024 1 2
Re-evaluation of 1 Evaluation Report
Audit by Public Accounting Firm (KAP) for Fiscal Year
the audit plan
2024
Jumlah rapat
2 kali rapat
Number of 2 2
2 Meetings
Meetings
Jumlah observasi
1 kali observasi lapangan
Number of 1 2
1 Field Observation
Observations
PT Hutama Karya (Persero)
414 Laporan Tahunan 2025
Page 415
Tata Kelola Perusahaan
Corporate Governance
Bobot / Skor
Program Kerja Target KPI Keterangan
No KPI Weight /
Work Program KPI Target Remarks
Score
Hal-Hal yang memerlukan Perhatian Dewan Komisaris
dan Tugas Lain
4
Matters Requiring the Attention of the Board of
Commissioners and Other Duties
Hal-Hal yang Memerlukan Perhatian Dewan Komisaris
Matters Requiring the Attention of the Board of
Commissioners
1. Monitoring tindak lanjut temuan SPI
Jumlah Laporan 4 Laporan Triwulanan
Monitoring the follow-up of Internal Audit Unit (SPI) 4 8
Number of Reports 4 Quarterly Reports
findings
A 1 Laporan monitoring tindak
2. Monitoring tindak lanjut temuan auditor eksternal Jumlah Laporan lanjut temuan KAP
1 2
Monitoring the follow-up of external auditor findings Number of Reports 1 Monitoring Report on the
Follow-up of KAP Findings
3. Membantu menganalisa kinerja perseroan terkait
dengan pencapaian RKAP Jumlah Laporan 4 Laporan triwulanan
4 4
Assisting in analyzing the Company’s performance Number of Reports 4 Quarterly Reports
related to the achievement of RKAP
Tugas lain dari Dewan komisaris
Other duties of the Board of Commissioners
1. Membantu penyusunan tanggapan terhadap
Laporan Triwulanan & Tahunan Manajemen Jumlah Laporan 4 Laporan triwulanan
4 4
Assisting in the preparation of responses to Number of Reports 4 Quarterly Reports
Quarterly and Annual Management Reports
2. Menyusun kajian yang diperlukan atas
permasalahan/kasus tertentu yang dianggap
Jumlah Laporan 2 Laporan khusus
penting oleh Dekom 2 2
Number of Reports 2 Special Reports
Preparing studies required for specific issues/cases
deemed significant by the Board of Commissioners
3. Melakukan kunjungan/peninjauan ke unit usaha Jumlah Kunjungan 2 Laporan Kunjungan
2 2
Conducting visits/inspections to business units Number of Visits 2 Visit Reports
4. Melakukan monitoring pertanggungjawaban PMN Jumlah Laporan 4 Laporan monitoring
4 4
Monitoring the accountability of PMN Number of Reports 4 Monitoring Reports
B
5. Memberikan masukan dalam rangka penyusunan
Laporan Tahunan Perseroan untuk segmen Dewan
Komisaris dan Organ Jumlah Laporan 1 Laporan khusus
1 1
Providing input in the preparation of the Company’s Number of Reports 1 Special Report
Annual Report for the Board of Commissioners and
Organs segment
6. Menganalisa draft RKAP 2025 dan memberikan
masukan dalam penyusunan Tanggapan Dekom
Jumlah Laporan 1 Laporan khusus
Analyzing the draft RKAP 2025 and providing input 1 1
Number of Reports 1 Special Report
in the preparation of the Board of Commissioners’
Response
7. Menganalisa draft RJPP 2025 - 2029 dan
memberikan masukan dalam penyusunan
Tanggapan Dekom Jumlah Laporan 1 Laporan khusus
1 2
Analyzing the draft RJPP 2025–2029 and Number of Reports 1 Special Report
providing input in the preparation of the Board of
Commissioners’ Response
Peningkatan Kapasitas Komite Audit
Enhancement of Audit Committee Capacity
5 Jumlah workshop
Workshop / pelatihan / seminar 2 kali workshop
Number of 2 4
Workshops / training / seminars 2 Workshops
Workshop
PT Hutama Karya (Persero)
2025 Annual Report 415
Page 416
Bobot / Skor
Program Kerja Target KPI Keterangan
No KPI Weight /
Work Program KPI Target Remarks
Score
Rapat
Meetings
Jumlah rapat
1. Rapat rutin komite 12 Jumlah rapat
Number of 12 12
6 Regular committee meetings 12 Meetings
Meetings
2. Rapat rutin komite audit dengan dewan komisaris Jumlah rapat
12 Jumlah rapat
Regular audit committee meetings with the Board of Number of 12 12
12 Meetings
Commissioners Meetings
Pelaporan
Reporting
4 laporan pelaksanaan tugas
7 Laporan pelaksanaan tugas komite audit Komite Audit
Jumlah Laporan
Report on the implementation of audit committee 4 4 4 Reports on the
Number of Reports
dutiesaudit Implementation of Audit
Committee Duties
100
Key Performance Indicator Komite Nominasi dan Remunerasi Key Performance Indicators of the Nomination and
Remuneration Committee
Program Kerja Target Bobot Keterangan
No
Work Program Target Weight Remarks
Pelaksanaan rapat wawancara kandidat Direksi dan
Komisaris anak persuahaan dan jabatan 1 tingkat di
Rekomendasi proses nominasi jabatan strategis bawah Direksi
1 Recommendation on the nomination process for 100% 30 Conducting interview meetings for candidates of the
strategic positions Board of Directors and Board of Commissioners of
subsidiaries and positions one level below the Board
of Directors
Updating talent pool sesuai kebutuhan
Validasi dan kalibrasi talent pool
2 100% 10 Updating the talent pool in accordance with
Validation and calibration of the talent pool
requirements
Evaluasi kebijakan remunerasi Direksi dan Dewan
Komisaris 1 Rapat Pembahasan dan/atau hasil pembahasan
3 30
Evaluation of remuneration policy for the Board of 1 Meeting Discussion and/or results of discussion
Directors and Board of Commissioners
Rapat dapat dilakukan terpisah maupun bersamaan
Rapat Pembahasan Nominasi dan Remunerasi 1 Rapat dengan rapat lain
4 15
Meetings on Nomination and Remuneration 1 Meeting Meetings may be conducted separately or jointly with
other meetings
Pelaporan kegiatan Komite Nominasi dan Remunerasi
Pelaporan kegiatan Komite 1 Dokumen
5 15 Reporting of Nomination and Remuneration
Reporting of Committee activities 1 Document
Committee activities
Total 100
PT Hutama Karya (Persero)
416 Laporan Tahunan 2025
Page 417
Tata Kelola Perusahaan
Corporate Governance
Key Performance Indicator Komite Manajemen Risiko & GCG Key Performance Indicators of the Risk Management & GCG
Committee
Minimal Jumlah
Laporan/Rapat/
Output (Laporan/Rapat/
Kunjungan/ Pelatihan
Program Kerja kunjungan/Pelatihan) Bobot
No. dalam setahun
Work Program Output (Report/Meeting/ Weight
Minimum Number of
Visit/Training)
Reports/Meetings/Visits/
Trainings per Year
Pemantauan dan Evaluasi atas pelaksanaan manajemen
I. 20
Monitoring and Evaluation of Risk Management Implementation
Reviu atas kebijakan dan pedoman manajemen risiko PT Hutama
Karya (Persero) Laporan
1 1 3
Review of risk management policies and guidelines of PT Hutama Report
Karya (Persero) risiko PT Hutama Karya (Persero)
Telah atas laporan pelaksanaan manajemen risiko oleh Unit
Manajemen Risiko Laporan
2 2 3
Review of risk management implementation reports by the Risk Report
Management Unit
Pembahasan dengan SPI terkait dengan Temuan audit terkait
manajemen risiko Rapat
3 1 3
Discussion with the Internal Audit Unit (SPI) regarding audit findings Meeting
related to risk management
Pembahasan program manajemen risiko PT Hutama Karya (Persero)
dengan Divisi MR Rapat
4 6 4
Discussion on the risk management program of PT Hutama Karya Meeting
(Persero) with the Risk Management Division
Pembahasan program QHSSE PT Hutama Karya (Persero) dengan
Divisi QHSSE Rapat
5 1 2
Discussion on the QHSSE program of PT Hutama Karya (Persero) with Meeting
the QHSSE Division
Pembahasan penerapan GCG PT Hutama Karya (Persero) dengan
Sekretaris Perusahaan Rapat
6 2 3
Discussion on the implementation of GCG of PT Hutama Karya Meeting
(Persero) with the Corporate Secretary
Telaah penerapan GCG, Manajemen Risiko, dan Safety PT Hutama
Karya (Persero) Tahun 2025 Laporan
7 1 2
Review of the implementation of GCG, Risk Management, and Safety Report
of PT Hutama Karya in 2025
Pemantauan atas progress proyek yang dilaksanankan oleh
PT Hutama Karya (Persero)
II. 20
Monitoring of project progress implemented by PT Hutama Karya
(Persero)
Pengembangan atas Laporan Manajemen terkait pogress
pelaksanaan Proyek Rapat
1 4 5
Development of Management Reports related to project Meeting
implementation progress
Pembahasan dengan divisi operasional Rapat
2 9 10
Discussion with the operational division Meeting
Melakukan Kunjungan Lapangan Kunjungan
3 4 5
Conducting Site Visits Visit
Hal-hal yang perlu mendapatkan perhatian Dewan Komisaris
III. 15
Matters Requiring the Attention of the Board of Commissioners
Melakukan telaah atas Laporan Manajemen Triwulanan PT Hutama
Karya (Persero) Laporan
1 4 4
Review of the Quarterly Management Report of PT Hutama Karya Report
(Persero)
Melakukan telaah atas Laporan Manajemen Tahun 2024 PT Hutama
Laporan
2 Karya (Persero) 2 4
Report
Review of the 2024 Management Report of PT Hutama Karya (Persero)
Melakukan telaah atas RKAP 2026 PT Hutama Karya (Persero) Laporan
3 1 4
Review of the 2026 RKAP of PT Hutama Karya (Persero) Report
PT Hutama Karya (Persero)
2025 Annual Report 417
Page 418
Minimal Jumlah
Laporan/Rapat/
Output (Laporan/Rapat/
Kunjungan/ Pelatihan
Program Kerja kunjungan/Pelatihan) Bobot
No. dalam setahun
Work Program Output (Report/Meeting/ Weight
Minimum Number of
Visit/Training)
Reports/Meetings/Visits/
Trainings per Year
Melakukan telaah atas usulan persetujuan KSO Laporan
4 0 4
Review of proposed approvals for Joint Operations (KSO) Report
Melakukan telaah risiko atas aktivitas perusahaan yang memerlukan
persetujuan dan tanggapan Dewan Komisaris Laporan
5 2 3
Review of risks related to company activities requiring approval and Report
response from the Board of Commissioners
Peningkatan Kapasitas Komite MR & GCG
VI 15
Enhancement of Capacity of the Risk Management & GCG Committee
Workshop / Pelatihan Pelatihan
1 2 8
Workshop / Training Training
Pelaporan hasil Workshop / Seminar Laporan
2 2 7
Reporting of Workshop / Seminar Results Report
Rapat
V
Meetings
Rapat Rutin Komite dengan Manajemen Rapat
1 36 15
Regular Committee Meetings with Management Meeting
Pelaporan
VI 15
Reporting
Laporan Triwulanan 2025 Pelaksanaan Tugas Komite MR & GCG
Kepada Dewan Komisaris Laporan
1 4 5
Quarterly Report 2025 on the Implementation of Duties of the Risk Report
Management & GCG Committee to the Board of Commissioners
Laporan Tahunan 2025 Pelaksanaan Tugas Komite MR & GCG Kepada
Dewan Komisaris Laporan
2 1 5
Annual Report 2025 on the Implementation of Duties of the Risk Report
Management & GCG Committee to the Board of Commissioners
Penyusunan PKAT Komite MR & GCG 2026 Laporan
3 1 5
Preparation of the 2026 PKAT of the Risk Management & GCG Committee Report
Key Performance Indicator Komite Tata Kelola Terintegrasi Key Performance Indicators of the Integrated Governance
Committee
Program Kerja Target Bobot Keterangan
No
Work Program Target Weight Remarks
Evaluasi kebijakan Tata Kelola Terintegrasi 1 Rapat Pelaksanaan rapat evaluasi
1 15
Evaluation of Integrated Governance policies 1 Meeting Conducting evaluation meetings
Pelaksanaan rapat terkait pengawasan pengendalian
Pengawasan pengendalian internal terintegrasi 1 Rapat internal terintegrasi
2 15
Supervision of integrated internal control 1 Meeting Conducting meetings related to the supervision of
integrated internal control
Pelaksanaan rapat terkait Pemantauan tindak lanjut
Pemantauan tindak lanjut temuan 1 Rapat temuan
3 20
Monitoring of follow-up on findings 1 Meeting Conducting meetings related to monitoring the
follow-up on findings
Pelaksanaan rapat dengan melibatkan Audit Intern
Koordinasi dengan Audit Intern Terintegrasi 1 Rapat
4 15 Terintegrasi
Coordination with Integrated Internal Audit 1 Meeting
Conducting meetings involving Integrated Internal Audit
Pelaksanaan rapat terkait Pengawasan kepatuhan
Pengawasan kepatuhan terintegrasi 1 Rapat terintegrasi
5 15
Supervision of integrated compliance 1 Meeting Conducting meetings related to the supervision of
integrated compliance
Rapat rutin 1 Rapat Rapat rutin tahunan
6 20
Regular meetings 1 Meeting Annual regular meetings
Total 100
PT Hutama Karya (Persero)
418 Laporan Tahunan 2025
Page 419
Tata Kelola Perusahaan
Corporate Governance
Mekanisme Pemberhentian dan Pengunduran Diri Mechanism for Dismissal and Resignation of The
Dewan Komisaris Board of Commissioners
Pemberhentian Dewan Komisaris Dismissal of the Board of Commissioners
1. Pemberhentian Dewan Komisaris dilakukan oleh RUPS. 1. The dismissal of the Board of Commissioners is carried out by
the GMS.
2. Pemberhentian Anggota Dewan Komisaris diatur sesuai 2. Dismissal of members of the Board of Commissioners is
Anggaran Dasar Perusahaan. regulated in the Company’s Articles of Association.
3. Anggota Dewan Komisaris sewaktu-waktu dapat diberhentikan 3. Members of the Board of Commissioners may be dismissed at
berdasarkan keputusan RUPS dengan menyebutkan alasannya. any time based on a decision of the GMS by stating the reasons.
4. Pemberhentian sewaktu-waktu dilakukan apabila anggota 4. Dismissal may be carried out at any time if the member of the
Dewan Komisaris yang bersangkutan: Board of Commissioners concerned:
a. Tidak dapat melaksanakan tugasnya dengan baik. a. Cannot carry out his/her duties properly.
b. Tidak melaksanakan ketentuan peraturan perundang- b. Does not implement the provisions of laws and/or articles
undangan dan/atau ketentuan anggaran dasar. of association.
c. Terlibat dalam tindakan yang merugikan BUMN dan/atau c. Is involved in actions that are detrimental to state-owned
keuangan Negara. enterprises and/or state finances.
d. Melakukan tindakan yang melanggar etika dan/atau d. Carries out actions that violate ethics and/ or propriety
kepatutan yang seharusnya dihormati sebagai anggota that should be respected as a member of the Board of
Dewan Komisaris/Dewan Pengawas BUMN. Commissioners/ Supervisory Board of a SOE.
e. Telah ditetapkan sebagai tersangka atau terdakwa oleh e. Has been named a suspect or defendant by the authorities
pihak yang berwenang dalam tindakan yang merugikan in an action that is detrimental to an SOE and/or state
BUMN dan/atau keuangan Negara. finances.
f. Dinyatakan bersalah dengan putusan pengadilan yang f. Is declared guilty by a court decision that has permanent
telah mempunyai kekuatan hukum yang tetap. legal force.
5. Di samping alasan pemberhentian anggota Dewan Komisaris 5. In addition to the reasons for dismissing members of the
di atas, anggota Dewan Komisaris dapat diberhentikan oleh Board of Commissioners above, members of the Board of
Menteri atau RUPS berdasarkan alasan lainnya yang dinilai Commissioners may be dismissed by the Minister or the GMS
tepat oleh Menteri atau RUPS demi kepentingan dan tujuan based on other reasons deemed appropriate by the Minister or
Perusahaan. the GMS for the interests and objectives of the Company.
Jabatan Anggota Dewan Komisaris berakhir apabila: The term of office of a member of the Board of Commissioners ends
if:
1. Meninggal dunia. 1. Passed away.
2. Masa jabatannya berakhir. 2. His term of office ends.
3. Diberhentikan berdasarkan RUPS/Menteri. 3. Dismissed based on GMS/Minister.
4. Tidak lagi memenuhi persyaratan sebagai Anggota Dewan 4. No longer fulfilling the requirements as a Member of the Board
Komisaris BUMN berdasarkan ketentuan Anggaran Dasar dan of Commissioners of an SOE based on the provisions of the
peraturan perundang-undangan termasuk rangkap jabatan Articles of Association and laws and regulations, including
yang dilarang. prohibited dual positions.
Pengunduran Diri Dewan Komisaris Resignation of the Board of Commissioners
1. Seorang Anggota Dewan Komisaris berhak mengundurkan 1. A Member of the Board of Commissioners has the right to resign
diri dari jabatannya dengan memberitahukan secara tertulis from his/her position by notifying the Company in writing of his/
mengenai maksudnya tersebut kepada Perseroan dengan her intention with a copy to the Shareholders, other Members
tembusan kepada Pemegang Saham, Anggota Dewan of the Board of Commissioners and the Board of Directors no
Komisaris lainnya dan Direksi paling lambat 30 (tiga puluh) later than 30 (thirty) days before the date of his/her resignation.
hari sebelum tanggal pengunduran dirinya. Apabila dalam If the letter of resignation states an effective date of less than 30
surat pengunduran diri disebutkan tanggal efektif kurang dari (thirty) days from the date the letter is received, it is deemed not
30 (tiga puluh) hari dari tanggal surat diterima, maka dianggap to have stated the effective date of the resignation.
tidak menyebutkan tanggal efektif pengunduran diri.
2. Apabila sampai dengan tanggal yang diminta oleh anggota 2. If by the date requested by the member of the Board of
Dewan Komisaris yang bersangkutan atau dalam waktu 30 Commissioners concerned or within 30 (thirty) days from the
(tiga puluh) hari sejak tanggal surat permohonan pengunduran date the letter of resignation request is received in the event
diri diterima dalam hal tidak disebutkan tanggal efektif that the effective date of resignation is not stated, there is
pengunduran diri, tidak ada keputusan dari RUPS, maka no decision from the GMS, then the member of the Board of
anggota Dewan Komisaris tersebut berhenti dengan sendirinya Commissioners concerned will automatically resign on the date
pada tanggal yang diminta tersebut di atas atau dengan requested above or upon the expiration of 30 (thirty) days from
PT Hutama Karya (Persero)
2025 Annual Report 419
Page 420
lewatnya waktu 30 (tiga puluh) hari sejak tanggal surat the date the letter of resignation request is received without
permohonan pengunduran diri diterima tanpa memerlukan requiring the approval of the GMS.
persetuiuan RUPS.
3. Dewan Komisaris yang terlibat dalam kejahatan keuangan 3. The Board of Commissioners involved in financial matters may
dapat melakukan pengunduran diri demi membantu resign in order to help smooth the legal process so that the
kelancaran proses hukum dan agar proses hukum tersebut legal process does not interfere with the running of business
tidak mengganggu jalannya kegiatan usaha. Selanjutnya, activities. Furthermore, what is meant by being involved in
yang dimaksud dengan terlibat dalam kejahatan keuangan financial matters is the existence of a convict status against a
merupakan adanya status terpidana terhadap anggota member of the Board of Commissioners from the authorized
Dewan Komisaris dari pihak yang berwenang. Kejahatan party. The financial matters referred to include manipulation
keuangan dimaksud seperti manipulasi dan berbagai bentuk and various forms of embezzlement in financial matters
penggelapan dalam kegiatan jasa keuangan serta Tindakan and Criminal Acts of Money Laundering as referred to in Law
Pidana Pencucian Uang sebagaimana dimaksud dalam Number 8 of 2010 concerning the Prevention and Eradication of
Undang-Undang Nomor 8 Tahun 2010 tentang Pencegahan dan the Crime of Money Laundering.
Pemberantasan Tindak Pidana Pencucian Uang.
Nominasi dan Remunerasi Direksi dan Dewan Nomination and Remuneration of The Board
Komisaris of Directors and Board of Commissioners
Kebijakan dan Prosedur Nominasi Direksi dan Policy and Procedure for Nomination of Board of
Dewan Komisaris Directors and Board of Commissioners
Dalam rangka mewujudkan tata kelola perusahaan yang baik (good To realize good corporate governance, PT Hutama Karya (Persero)
corporate governance), PT Hutama Karya (Persero) senantiasa is always committed to implementing a transparent, accountable
berkomitmen untuk melaksanakan proses nominasi anggota nomination process for members of the Board of Directors and
Direksi dan Dewan Komisaris yang transparan, akuntabel, dan Board of Commissioners in accordance with applicable laws and
sesuai dengan peraturan perundang-undangan yang berlaku, regulations, especially the Regulation of the Minister of SOEs
khususnya Peraturan Menteri BUMN Nomor PER-3/MBU/03/2023 Number PER-3/MBU/03/2023 concerning Organs and Human
tentang Organ dan Sumber Daya Manusia Badan Usaha Milik Resources of State-Owned Enterprises.
Negara.
Kebijakan Nominasi Nomination Policy
Kebijakan nominasi di PT Hutama Karya (Persero) didasarkan pada The nomination policy at PT Hutama Karya (Persero) is based on the
prinsip-prinsip sebagai berikut: following principles:
• Kompetensi: Calon anggota Direksi dan Dewan Komisaris • Competence: Prospective members of the Board of Directors
harus memiliki kompetensi yang relevan dengan bidang usaha and Board of Commissioners must have competencies relevant
perusahaan. to the company’s business field.
• Integritas: Calon anggota Direksi dan Dewan Komisaris • Integrity: Prospective members of the Board of Directors and
harus memiliki integritas yang tinggi dan bebas dari konflik Board of Commissioners must have high integrity and be free
kepentingan. from conflicts of interest.
• Independensi: Anggota Dewan Komisaris harus memiliki • Independence: Members of the Board of Commissioners must
independensi yang kuat dalam menjalankan tugas have strong independence in carrying out their supervisory
pengawasannya. duties.
• Transparansi: Seluruh proses nominasi dilakukan secara • Transparency: The entire nomination process is conducted
terbuka dan transparan. openly and transparently.
• Akuntabilitas: Setiap keputusan yang diambil dalam proses • Accountability: Every decision taken in the nomination process
nominasi dapat dipertanggungjawabkan. can be accounted for.
Proses Nominasi Nomination Process
Proses nominasi anggota Direksi dan Dewan Komisaris di The nomination process for members of the Board of Directors and
lingkungan PT Hutama Karya (Persero) secara garis besar meliputi Board of Commissioners at PT Hutama Karya (Persero) broadly
tahapan sebagai berikut: includes the following stages:
• Penjaringan Calon: Penjaringan calon dilakukan baik dari • Candidate Recruitment: Candidate recruitment is carried out
Talenta Kementerian BUMN, Talenta BUMN (Internal), maupun from both the Ministry of SOEs Talent, SOEs Talent (Internal),
Talenta Eksternal. and External Talent.
PT Hutama Karya (Persero)
420 Laporan Tahunan 2025
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Tata Kelola Perusahaan
Corporate Governance
• Seleksi Awal: Calon yang memenuhi persyaratan administrasi • Initial Selection: Candidates who meet the administrative
akan diseleksi berdasarkan kualifikasi dan pengalaman dari requirements will be selected based on qualifications and
Talenta Internal Perusahaan. experience from the Company’s Internal Talent.
• Asesmen: Terhadap Calon/Talenta Internal Perusahaan yang • Assessment: Internal Company Candidates/ Talents who
memenuhi persyaratan (eligible talent) dilakukan Asesmen meet the requirements (eligible talent) are assessed in the
berupa penilaian atas pemenuhan terhadap syarat materiil form of an assessment of fulfillment of material requirements
melalui penilaian standar kompetensi, kualifikasi professional through an assessment of competency standards, professional
(professional qualification), dan karakter (traits). qualifications, and character (traits).
• Evaluasi dan Pembahasan: Hasil asesmen akan dievaluasi dan • Evaluation and Discussion: The assessment results will be
dibahas oleh Tim Penilai yang independen di Level Direksi evaluated and discussed by an independent Assessment Team
dan Dewan Komisaris (Komite Nominasi dan Remunerasi at the Board of Directors and Board of Commissioners Level
PT Hutama Karya (Persero)). (Nomination and Remuneration Committee of PT Hutama
Direktur Human Capital & Legal sebagai anggota Direksi Karya (Persero)).
BUMN yang membidangi fungsi sumber daya manusia Director of Human Capital & Legal as a member of the SOEs
pada PT Hutama Karya (Persero) bertanggung jawab dalam Board of Directors who oversees the human resources function
pelaksanaan teknis sistem Manajemen Talenta BUMN di at PT Hutama Karya (Persero) is responsible for the technical
PT Hutama Karya (Persero). implementation of the SOE Talent Management system at
PT Hutama Karya (Persero).
• Penetapan Calon: Terhadap Calon/Talenta Internal Perusahaan • Determination of Candidates: Internal Company Candidates/
yang memenuhi kriteria (Nominated Talent) akan diajukan Talents who meet the criteria (Nominated Talent) will
oleh Perusahaan melalui Dewan Komisaris PT Hutama Karya be submitted by the Company through the Board of
(Persero) kepada Menteri BUMN selaku Rapat Umum Pemegang Commissioners of PT Hutama Karya (Persero) to the Minister
Saham Perusahaan untuk mendapatkan persetujuan. of SOEs as the Company’s General Meeting of Shareholders to
obtain approval.
• Pengangkatan: Setelah mendapatkan persetujuan Rapat • Appointment: After obtaining approval from the Company’s
Umum Pemegang Saham Perusahaan, dan Menteri BUMN General Meeting of Shareholders, the Minister of State-Owned
selaku Rapat Umum Pemegang Saham akan mengangkat calon Enterprises as the General Meeting of Shareholders will appoint
yang terpilih. the selected candidate.
Kebijakan dan Prosedur Penetapan Remunerasi Policy and Procedures of Remuneration
Determination
Hutama Karya memiliki kebijakan penetapan remunerasi Dewan Hutama Karya has a policy for determining the remuneration of
Komisaris dan Direksi yang mencakup mulai dari prosedur the Board of Commissioners and Directors which includes from
pengusulan hingga dengan penetapan remunerasi. Adapun the proposal procedure to determining the remuneration. The
prosedurnya adalah sebagai berikut: procedures are as follows:
1. Besaran remunerasi untuk Dewan Komisaris dan Direksi telah 1. The amount of remuneration for the Board of Commissioners
diatur di dalam Peraturan Menteri Badan Usaha Milik Negara and Directors has been regulated in the Regulation of
Nomor PER-3/MBU/03/2023 tentang Organ dan Sumber Daya the Minister of State-Owned Enterprises Number PER-3/
Manusia BUMN. MBU/03/2023 concerning SOEs Organs and Human Resources.
2. Besaran remunerasi untuk Dewan Komisaris dan Direksi 2. The amount of remuneration for the Board of Commissioners
diusulkan oleh Dewan Komisaris kepada Pemegang Saham. and Directors is proposed by the Board of Commissioners to
Shareholders.
3. Penetapan remunerasi Direksi dilakukan oleh RUPS/Menteri 3. The determination of the Board of Directors’ remuneration is
setiap tahun. carried out by the GMS/Minister every year.
Indikator Penetapan Remunerasi Remuneration Determination Indicators
Sesuai dengan BOC Charter, indikator penetapan atas remunerasi Based on the BOC Charter, the indicators for determining
bagi Dewan Komisaris mempertimbangkan hal-hal sebagai berikut: remuneration for the Board of Commissioners take into account the
following matters:
1. Skala usaha. 1. Business scale.
2. Kompleksitas usaha. 2. Business complexity.
3. Tingkat inflasi. 3. Inflation rate.
4. Kondisi dan kemampuan keuangan serta kemampuan jangka 4. The Company's financial condition and capabilities as well as
panjang Perseroan. long-term capabilities
5. Faktor-faktor lain yang relevan, termasuk tingkat penghasilan 5. Other relevant factors, including prevailing earnings levels in
yang berlaku umum dalam industri sejenis. the industry.
6. Tidak boleh bertentangan dengan peraturan perundang- 6. Must not conflict with statutory regulations. .
undangan.
PT Hutama Karya (Persero)
2025 Annual Report 421
Page 422
Bonus Kinerja Performance Bonus
Dewan Komisaris dan Direksi juga menerima bonus kinerja berupa The Board of Commissioners and Directors also receive performance
tantiem atau insentif kinerja yang bersifat variabel, dilakukan bonuses in the form of bonuses or variable performance incentives,
dengan mempertimbangkan faktor pencapaian target, KPI, tingkat carried out by considering factors such as target achievement, KPI,
kesehatan Perseroan, dan kemampuan keuangan, serta faktor- the Company’s soundness level, and financial capabilities, as well
faktor lain yang relevan (merit system) yang berlaku umum dalam as other relevant factors (merit system) that are generally applicable
industri yang sejenis. in similar industries.
Struktur dan Jumlah Nominal/Komponen Structure and Nominal Amount/ Components of
Remunerasi Dewan Komisaris dan Direksi Remuneration for The Board of Commissioners
and Board of Directors
Penetapan struktur Remunerasi bagi Direksi dan Dewan Komisaris The determination of the remuneration structure for the Board of
mengacu pada Peraturan Menteri BUMN Nomor PER-3/MBU/03/2023 Directors and the Board of Commissioners refers to the Regulation
tentang Organ dan Sumber Daya Manusia BUMN adalah sebagai of the Minister of State-Owned Enterprises Number PER3/
berikut: MBU/03/2023 concerning Organs and Human Resources of State-
Owned Enterprises, as follows:
Dewan Komisaris Board of Commissioners Direksi Board of Directors
• Honorarium Komisaris Utama • The honorarium for the President • Gaji Direktur Utama sebesar • The salary of the President
sebesar 45% dari Direktur Utama. Commissioner is set at 45% of 100% Director is set at 100%.
the honorarium of the President • Wakil Direktur Utama sebesar • The Vice President Director is set
Director. 90% dari Direktur Utama at 90% of the President Director
• Wakil Komisaris Utama sebesar • The honorarium for the Vice • Anggota Direksi sebesar 85% Dari • The salary of each Member of the
42,5% dari Direktur Utama. President Commissioner is set at Direktur Utama Board of Directors is set at 85%.
42.5% of the honorarium of the
President Director.
• Anggota Dewan Komisaris • The honorarium for each Member
sebesar 90% dari Komisaris of the Board of Commissioners is
Utama. set at 90% of the honorarium of
the President Commissioner.
Tunjangan: Allowances: Tunjangan: Allowances:
• Tunjangan hari raya • Religious Holiday Allowance • Tunjangan hari raya. • Religious Holiday Allowance
• Tunjangan transportasi • Transportation Allowance • Tunjangan perumahan • Housing Allowance
• Asuransi purna jabatan • Post-Employment Insurance • Asuransi purna jabatan • Post-Employment Insurance
Fasilitas: Facilities: Fasilitas: Facilities:
• Fasilitas Kesehatan • Health Facilities • Fasilitas Kendaraan • Vehicle Facilities
• Fasilitas bantuan hukum • Legal Assistance Facilities • Fasilitas Kesehatan • Health Facilities
• Fasilitas bantuan hukum • Legal Assistance Facilities
Tantiem/Insentif Kerja/Insentif Tantiem / Work Incentives / Special Tantiem/Insentif Kerja/Insentif Tantiem / Work Incentives / Special
Khusus/Insentif Jangka Panjang Incentives / Long Term Incentives Khusus/Insentif Jangka Panjang Incentives / Long Term Incentives
(Long Term Incentive) (Long Term Incentive)
Remunerasi Dewan Komisaris Remuneration for the Board of Commissioners
Pada tahun 2025, jumlah remunerasi Dewan Komisaris adalah In 2025, the amount of remuneration for the Board of Commissioners
sebagai berikut: was as follows:
(dalam Rupiah penuh/in full Rupiah)
Bonus Kinerja
Masa Tunjangan TB 2022 &
kerja Honorarium Honorarium Transportasi 2023 yang
Nama (bulan) per Bulan per Tahun per tahun Jumlah ditanggungkan
No THR Aspurjab Grand Total
Name Years of Honorarium Honorarium Transportation Total TB Performance
service per Month per Year Allowance per Bonus 2022
(month) year & 2023 that is
guaranteed
Yudo
1 12 137.250.000 1.647.000.000 329.400.000 1.976.400.000 - 137.250.000 411.750.000 2.525.400.000
Margono
Muhamad
2 Lukman 5 129.625.000 648.125.000 137.250.000 785.375.000 242.992.798 129.625.000 162.031.250 1.320.024.048
Edy
Agung Sabar
3 10 123.525.000 1.235.250.000 247.050.000 1.482.300.000 234.819.021 123.525.000 308.812.500 2.149.456.521
Santoso
PT Hutama Karya (Persero)
422 Laporan Tahunan 2025
Page 423
Tata Kelola Perusahaan
Corporate Governance
Bonus Kinerja
Masa Tunjangan TB 2022 &
kerja Honorarium Honorarium Transportasi 2023 yang
Nama (bulan) per Bulan per Tahun per tahun Jumlah ditanggungkan
No THR Aspurjab Grand Total
Name Years of Honorarium Honorarium Transportation Total TB Performance
service per Month per Year Allowance per Bonus 2022
(month) year & 2023 that is
guaranteed
Siti
4 Jamaliah 2 123.525.000 247.050.000 49.410.000 296.460.000 - - 61.762.500 358.222.500
Lubis
Mudanto
5 2 123.525.000 247.050.000 49.410.000 296.460.000 - - 61.762.500 358.222.500
Hatta
R. Wahyu
6 12 123.525.000 1.482.300.000 296.460.000 1.778.760.000 234.819.021 123.525.000 370.575.000 2.507.679.021
Muryadi
7 Essy Asiah 2 123.525.000 247.050.000 49.410.000 296.460.000 - - 61.762.500 358.222.500
Andus
8 2 123.525.000 247.050.000 49.410.000 296.460.000 - - 61.762.500 358.222.500
Winarno
9 Chairiah 10 123.525.000 1.235.250.000 247.050.000 1.482.300.000 234.816.815 123.525.000 308.812.500 2.149.454.315
Susdiyarto
10 Agus 1 123.525.000 123.525.000 24.705.000 148.230.000 234.816.815 - 30.881.250 413.928.065
Praptono
Iwan
11 10 123.525.000 1.235.250.000 247.050.000 1.482.300.000 117.572.606 123.525.000 308.812.500 2.032.210.106
Suprijanto
12 Edy Widyaya 12 45.750.000 549.000.000 109.800.000 658.800.000 - 45.750.000 137.250.000 841.800.000
TOTAL 9.143.900.000 1.836.405.000 10.980.305.000 1.299.837.076 806.725.000 2.285.975.000 15.372.842.076
Remunerasi Direksi Remuneration for Board of Directors
Pada tahun 2025, jumlah remunerasi Direksi adalah sebagai berikut: In 2025, the amount of remuneration for the Board of Directors was
as follows:
(dalam Rupiah penuh/in full Rupiah)
Bonus Kinerja
Masa Tunjangan TB 2022 &
kerja Honorarium Honorarium Rumah per 2023 yang
Nama (bulan) per Bulan per Tahun tahun Jumlah ditanggungkan
No THR Aspurjab Grand Total
Name Years of Honorarium Honorarium House Total TB Performance
service per Month per Year Allowance per Bonus 2022
(month) year & 2023 that is
guaranteed
1 Budi Harto 5 305.000.000 1.525.000.000 137.500.000 1.662.500.000 633.248.419 305.000.000 381.250.000 2.981.998.419
2 Koentjoro* 2 305.000.000 610.000.000 55.000.000 665.000.000 - - 152.500.000 817.500.000
Moeharmein
3 Zein 2 274.500.000 549.000.000 55.000.000 604.000.000 - - 137.250.000 741.250.000
Chaniago
Eka Setya
4 12 259.250.000 3.111.000.000 330.000.000 3.441.000.000 432.807.103 259.250.000 777.750.000 4.910.807.103
Adrianto
5 Sugiarti 12 259.250.000 3.111.000.000 330.000.000 3.441.000.000 - 259.250.000 777.750.000 4.478.000.000
6 Gunadi 12 259.250.000 3.111.000.000 330.000.000 3.441.000.000 389.405.242 259.250.000 777.750.000 4.867.405.242
Agung
7 12 259.250.000 3.111.000.000 330.000.000 3.441.000.000 359.007.607 259.250.000 777.750.000 4.837.007.607
Fajarwanto
8 Koentjoro** 10 259.250.000 2.592.500.000 275.000.000 2.867.500.000 472.280.786 259.250.000 648.125.000 4.247.155.786
9 M. Fauzan 12 259.250.000 3.111.000.000 330.000.000 3.441.000.000 472.280.787 259.250.000 777.750.000 4.950.280.787
TOTAL 20.831.500.000 2.172.500.000 23.004.000.000 2.759.029.944 1.860.500.000 2.285.975.000 32.831.404.944
* Sebagai Direktur Utama / As President Director
* Sebagai Direktur Operasi III / As Director of Operations III
PT Hutama Karya (Persero)
2025 Annual Report 423
Page 424
Kebijakan Keberagaman Direksi dan Dewan Board of Directors and Board of
Komisaris Commissioners Diversity Policy
Keberagaman Komposisi Direksi Diversity of The Board of Directors Composition
Perseroan telah mengatur terkait dengan keberagaman komposisi The Company has regulated the diversity of the composition of
Dewan Komisaris pada Pedoman dan Tata Tertib Kerja Direksi. the Board of Directors in the Guidelines and Work Rules of the
Anggota Direksi dipilih dan ditetapkan sedemikian rupa sehingga Board of Directors. Members of the Board of Directors are selected
komposisi Direksi yang mewakili komitmen, pengetahuan, and appointed in such a way that the composition of the Board
kemampuan, pengalaman dan keahlian yang dibutuhkan untuk of Directors represents the commitment, knowledge, ability,
memenuhi secara tepat peran pengelolaan Direksi. Penentuan experience and expertise needed to properly fulfill the management
komposisi anggota Direksi memperhatikan keberagaman yang role of the Board of Directors. Determination of the composition
meliputi keahlian, pengetahuan dan pengalaman yang dibutuhkan of the members of the Board of Directors takes into account the
Perseroan. diversity that includes the expertise, knowledge and experience
needed by the Compan.
Tabel Keberagaman Komposisi Direksi
Table of Board of Directors Composition Diversity
Jenis
Nama Jabatan Usia Pendidikan Pengalaman Kerja Keahlian
Kelamin
Name Position Age Education Work Experience Skill
Gender
• Sarjana Teknik Sipil
• Magister Manajemen Memiliki pengalaman kerja
• Magister Psikologi sebagai Direktur pada Teknik Sipil, Manajemen,
Direktur Utama Industri PT Wijaya Karya dan PT Adhi Psikologi Industri
66 tahun Pria
Budi Harto* President • Bachelor of Civil Karya Civil Engineering,
66 years Male
Director Engineering Has work experience as Management, Industrial
• Master of Management Director at PT Wijaya Karya Psychology
• Master of Industrial and PT Adhi Karya
Psychology
• Sarjana Teknik Sipil
• Magister Manajemen
Memiliki pengalaman kerja
Direktur Utama Bisnis Teknik Sipil, Manajemen
55 tahun Pria di Hutama Karya
Koentjoro** President • Bachelor of Civil Civil Engineering,
55 years Male Has work experience at
Director Engineering Bisnis Management
PT Hutama Karya (Persero)
• Master of Business
Management
• Sarjana Teknik Sipil
• Master of Construction
& Engineering Memiliki pengalaman kerja
Wakil Direktur
Moeharmein Management sebagai Direktur di
Utama 61 tahun Pria Teknik Sipil
Zein • Bachelor of Civil PT Nindya Karya
Vice President 61 years Male Civil Engineering
Chaniago*** Engineering Has work experience as
Director
• Master of Construction Director at PT Nindya Karya
& Engineering
Management
Direktur Operasi
I merangkap
sebagai Plt. • Sarjana Teknik Sipil
Direktur Operasi • Master of Business
Memiliki pengalaman kerja Teknik Sipil, Business
III Administration
Agung 52 tahun Pria di Hutama Karya Administration
Operational • Bachelor of Civil
Fajarwanto**** 52 years Male Has work experience at Civil Engineering, Business
Director I Engineering
PT Hutama Karya (Persero) Administration
concurrently • Master of Business
Acting Administration
Operations
Director III
• Sarjana Teknik Sipil Memiliki pengalaman kerja
Direktur Operasi
• Magister Manajemen sebagai Direktur di Waskita Teknik Sipil, Manajemen
II 57 tahun Pria
Gunadi • Bachelor of Civil Karya Civil Engineering,
Operational 57 years Male
Engineering Has experience working as a Management
Director II
• Master of Management Director at Waskita Karya
• Sarjana Akuntansi Memiliki pengalaman kerja
Direktur
Eka Setya 41 tahun Pria • Magister Manajemen di Jasa Marga Akuntansi
Keuangan
Adrianto 41 years Male • Bachelor of Accounting Has work experience at PT Accounting
Finance Director
• Master of Management Jasa Marga (Persero)
PT Hutama Karya (Persero)
424 Laporan Tahunan 2025
Page 425
Tata Kelola Perusahaan
Corporate Governance
Jenis
Nama Jabatan Usia Pendidikan Pengalaman Kerja Keahlian
Kelamin
Name Position Age Education Work Experience Skill
Gender
• Sarjana Teknik Sipil
• Magister Manajemen
Keuangan
• Doktor Manajemen
Direktur Human Memiliki pengalaman kerja Teknik Sipil, Manajemen
Teknologi
Muhammad Capital & Legal 52 tahun Pria di Hutama Karya Keuangan
• Bachelor of Civil
Fauzan Human Capital 52 years Male Has work experience at Civil Engineering, Financial
Engineering
& Legal Director PT Hutama Karya (Persero) Management
• Master of Financial
Management
• Doctoral in Technology
Management
Direktur Memiliki pengalaman kerja
Manajemen Sarjana Ekonomi di Hutama Karya dan
Risiko 61 tahun Wanita Manajemen HK Realtindo Manajemen
Sugiarti
Risk 61 years Female Bachelor of Economics Has work experience at PT Management
Management (Management) Hutama Karya (Persero) and
Director HK Realtindo
* Berhenti menjabat pada 5 Juni 2025 / Resigned effective June 5, 2025
** Pengalihan penugasan semula sebagai Direktur Operasi III menjadi Direktur Utama terhitung tanggal 31 Oktober 2025 dan merangkap sebagai Plt. Wakil Direktur Utama terhitung
tanggal 19 Desember 2025 / Reassignment from previous role as Operations Director III to President Director effective October 31, 2025 and concurrently Acting Vice President Director
effective December 19, 2025
*** Menjabat pada 31 Oktober 2025 – 16 Desember 2025. / Served from October 31, 2025 to December 16, 2025
**** Merangkap sebagai Plt. Direktur Operasi III terhitung tanggal 11 November 2025. / Concurrently Acting Operations Director III effective November 11, 2025
Keberagaman Komposisi Dewan Komisaris Diversity of The Board of Commissioners
Composition
Perseroan telah mengatur terkait dengan keberagaman komposisi The Company has regulated the diversity of the composition of the
Dewan Komisaris pada Pedoman dan Tata Tertib Kerja Dewan Board of Commissioners in the Guidelines and Work Rules of the
Komisaris. Anggota Dewan Komisaris dipilih dan ditetapkan Board of Commissioners. Members of the Board of Commissioners
sedemikian rupa sehingga komposisi Dewan Komisaris adalah are selected and appointed in such a way that the composition of the
beragam dan terdiri dari para Komisaris yang memiliki komitmen, Board of Commissioners is diverse and consists of Commissioners
pengetahuan, kemampuan, pengalaman dan keahlian yang who have the commitment, knowledge, ability, experience and
dibutuhkan untuk memenuhi secara tepat peran pengawasan expertise needed to properly fulfill the supervisory role of the
Dewan Komisaris. Penentuan komposisi anggota Dewan Komisaris Board of Commissioners. Determination of the composition of the
memperhatikan keberagaman yang meliputi keahlian, pengetahuan members of the Board of Commissioners takes into account the
dan pengalaman yang dibutuhkan Perusahaan. diversity that includes the expertise, knowledge and experience
needed by the Company.
Tabel Keberagaman Komposisi Dewan Komisaris
Table of Board of Commissioners Composition Diversity
Jenis
Nama Jabatan Usia Pendidikan Pengalaman Kerja Keahlian
Kelamin
Name Position Age Education Work Experience Skill
Gender
Komisaris
Utama • Sarjana Manajemen Memiliki pengalaman kerja
merangkap • Magister Manajemen sebagai panglima TNI dan
Komisaris • Magister Terapan Operasi Kepala Staf Angkatan Laut
Independen 61 tahun Pria Laut Has work experience Manajemen
Yudo Margono
President 61 years Male • Bachelor of Management as Commander of the Management
Commissioner • Master of Management Indonesian National Armed
Concurrently • Master of Applied Forces (TNI) and Chief of
Independent Maritime Operations Naval Staff
Commissioner
• Sarjana Teknik Sipil
Wakil Komisaris
• Master Administrasi
Utama
Pembangunan Teknik Sipil, Administrasi
merangkap
• Doktor Sosiologi dan Pembangunan, Sosiologi
Komisaris Memiliki pengalaman kerja
Antropologi dan Antropologi
Muhamad Independen 55 tahun Pria di bidang pemerintahan
• Bachelor of Civil Civil Engineering,
Lukman Edy* Vice President 55 years Male Has work experience in
Engineering Development
Commissioner government sector
• Master of Development Administration, Sociology
Concurrently
Administration and Anthropology
Independent
• Doctor of Sociology and
Commissioner
Anthropology
PT Hutama Karya (Persero)
2025 Annual Report 425
Page 426
Jenis
Nama Jabatan Usia Pendidikan Pengalaman Kerja Keahlian
Kelamin
Name Position Age Education Work Experience Skill
Gender
• Dikpol AKABRI
• PTIK
• SESPIMEN
• SESPIMTI Memiliki pengalaman kerja
Komisaris
• LEMHANAS di Kepolisian RI
Agung Sabar Independen 64 tahun Pria Pertahanan dan keamanan
• Police Education Has work experience in the
Santoso** Independent 64 years Male Defense and Security
(AKABRI) Indonesian National Police
Commissioner
• PTIK (Polri)
• SESPIMEN
• SESPIMTI
• LEMHANAS
Komisaris • Sarjana Ekonomi Memiliki pengalaman kerja
R. Wahyu Independen 61 tahun Pria • Magister Manajemen di PT Tempo Inti media Ekonomi, Manajemen
Muryadi Independent 61 years Male • Bachelor of Economics Has work experience at PT Economics, Management
Commissioner • Master of Management Tempo Inti Media
• Sarjana Teknologi
Industri Pertanian
Memiliki pengalaman kerja
• Magister Business
di Kementerian BUMN
Komisaris 61 tahun Wanita Administration Business Adminsitration
Chairiah** Has work experience at the
Commissioner 61 years Female • Bachelor of Agricultural Business Administration
Ministry of State-Owned
Industrial Technology
Enterprises
• Master of Business
Administration
Memiliki pengalaman kerja
• Sarjana Hukum
di Kejaksaan Agung
Susdiyarto Agus Komisaris 67 tahun Pria • Master Hukum Hukum
Has work experience at the
Praptono*** Commissioner 67 years Male • Bachelor of Law Law
Attorney General’s Office of
• Master of Law
the Republic of Indonesia
• Sarjana Teknik Arsitektur
• Magister Teknik
Arsitektur Memiliki pengalaman
• Insinyur Program Profesi kerja di Kementerian
Insinyur Kementerian Pekerjaan
Iwan Komisaris 55 tahun Pria • Bachelor of Architecture Umum dan Perumahan Teknik Arsitektur
Suprijanto** Commissioner 55 years Male Engineering Rakyat Architecture Engineering
• Master of Architecture Has work experience at the
Engineering Ministry of Public Works and
• Professional Engineer Housing
Program (Engineering
Profession Program)
Komisaris • Sarjana Hukum Memiliki pengalaman kerja
Siti Jamaliah Independen 65 tahun Wanita • Magister Hukum di bidang hukum Hukum
Lubis**** Independent 65 years Female • Bachelor of Law Has work experience in the Law
Commissioner • Master of Law legal sector
Memiliki pengalaman kerja
Komisaris Sarjana Ilmu Sosial dan sebagai Direktur diberbagai
Ilmu Sosial dan Ilmu Politik
Mudanto Independen 57 tahun Pria Ilmu Politik Perusahaan
Social Sciences and Political
Hatta**** Independent 57 years Male Bachelor of Social Science Has work experience
Science
Commissioner and Political Science as Director in various
companies
• Sarjana Teknik
Lingkungan
• Magister Teknik Sipil Memiliki pengalaman kerja Teknik Lingkungan, Teknik
Komisaris 59 tahun Wanita • Bachelor of di bidang pemerintahan Sipil
Essy Asiah****
Commissioner 59 years Female Environmental Has work experience in the Environmental Engineering,
Engineering government sector Civil Engineering
• Master of Civil
Engineering
• Sarjana Ilmu Ekonomi Memiliki pengalaman kerja
Andus Komisaris 54 tahun Pria • Magister Ilmu Hukum di bidang transportasi Ilmu Ekonomi, Ilmu Hukum
Winarno**** Commissioner 54 years Male • Bachelor of Economics Has work experience in the Economics, Law
• Master of Law transportation sector
* Berhenti menjabat sejak 14 Mei 2025 / Terminated from office as of May 14, 2025
** Berhenti menjabat sejak 31 Oktober 2025 / Terminated from office as of October 31, 2025
*** Berhenti menjabat sejak 7 Februari 2025 / Terminated from office as of February 7, 2025
**** Mulai menjabat sejak 31 Oktober 2025 / Commenced service as of October 31, 2025
PT Hutama Karya (Persero)
426 Laporan Tahunan 2025
Page 427
Tata Kelola Perusahaan
Corporate Governance
Organ dan Komite di Bawah Dewan Komisaris Organs and Committees Under The Board of
Commissioners
Sekretaris Dewan Komisaris Secretary of The Board of Commissioners
Tugas dan Tanggung Jawab Sekretaris Dewan Komisaris Duties and Responsibilities of The Secretary of The
Board of Commissioners
1. Dewan Komisaris memiliki Sekretaris Dewan Komisaris untuk 1. The Board of Commissioners has a Secretary to the Board of
mendukung tugas kesekretariatan Dewan Komisaris. Commissioners to support the secretarial duties of the Board of
Commissioners.
2. Sekretaris Dewan Komisaris bertugas melakukan kegiatan 2. The Secretary of the Board of Commissioners is tasked with
untuk membantu dewan Komisaris dalam melakukan tugasnya activities to assist the Board of Commissioners in carrying out
berupa: its duties in the form of:
a. Mempersiapkan rapat, termasuk bahan rapat (briefing a. Preparing meetings, including meeting materials (briefing
sheet) Dewan Komisaris. sheets) for the Board of Commissioners.
b. Membuat risalah rapat Dewan Komisaris sesuai ketentuan b. Preparing minutes of the Board of Commissioners’ meetings
anggaran dasar Perusahaan. in accordance with the provisions of the Company’s articles
of association.
c. Mengadministrasikan dokumen Dewan Komisaris, baik c. Administering Board of Commissioners documents,
surat masuk, surat keluar, risalah rapat maupun dokumen including incoming and outgoing letters, meeting minutes
lainnya. and other documents.
d. Menyusun Rancangan Rencana Kerja dan Anggaran Dewan d. Drafting the Work Plan and Budget for the Board of
Komisaris. Commissioners.
e. Menyusun rancangan Laporan-Laporan Dewan Komisaris. e. Drafting of the Board of Commissioners’ Reports.
f. Melakukan tugas lain dari Dewan Komisaris. f. Performing other duties from the Board of Commissioners.
3. Sekretaris Dewan Komisaris selaku pimpinan sekretariat, 3. The Secretary of the Board of Commissioners as the head of the
melakukan tugas lain berupa: secretariat, carries out other duties in the form of:
a. Memastikan bahwa Dewan Komisaris mematuhi peraturan a. Ensuring that the Board of Commissioners complies with
perundang-undangan serta menerapkan prinsip-prinsip laws and regulations and implements GCG principles.
GCG.
b. Memberikan informasi yang dibutuhkan oleh Dewan b. Providing information required by the Board of
Komisaris secara berkala dan/atau sewaktu-waktu apabila Commissioners periodically and/or at any time when
diminta. requested.
c. Mengkoordinasikan anggota komite, jika diperlukan, c. Coordinating committee members, if necessary, in order to
dalam rangka memperlancar tugas Dewan Komisaris. facilitate the duties of the Board of Commissioners.
d. Sebagai penghubung (liason officer) Dewan Komisaris d. Becoming a liaison officer between the Board of
dengan pihak lain. Commissioners and other parties.
4. Tugas pokok dan fungsi Sekretaris Dewan Komisaris adalah 4. The main duties and functions of the Secretary to the Board of
membantu Dewan Komisaris dalam bidang kegiatan Commissioners are to assist the Board of Commissioners in the
kesekretariatan paling sedikit mencakup hal-hal sebagai field of secretarial activities, including at least the following:
berikut:
a. Menyelenggarakan kegiatan administrasi kesekretariatan a. Organizing secretarial administration activities within the
di lingkungan Dewan Komisaris. Board of Commissioners.
b. Menyelenggarakan rapat Dewan Komisaris dan rapat/ b. Organizing Board of Commissioners meetings between the
pertemuan antara Dewan Komisaris dengan Pemegang Board of Commissioners and Shareholders, Directors, and
Saham, Direksi maupun pihak-pihak terkait lainnya. other related parties.
c. Menyediakan data/informasi yang diperlukan oleh Dewan c. Providing data/information required by the Board of
Komisaris dan komite-komite di lingkungan Dewan Commissioners and committees within the Board of
Komisaris yang berkaitan dengan (a) Monitoring tindak Commissioners related to (a) Monitoring the follow-up of
lanjut hasil keputusan, rekomendasi dan arahan Dewan the results of decisions, recommendations and directives
Komisaris. (b) Bahan/materi yang bersifat administrasi of the Board of Commissioners. (b) Administrative
mengenai laporan/kegiatan Direksi dalam mengelola materials/subjects regarding reports/activities of the Board
Perusahaan. (c) Dukungan administrasi serta Monitoring of Directors in managing the Company. (c) Administrative
berkaitan dengan hal-hal yang harus mendapatkan support and Monitoring related to matters that must
persetujuan atau rekomendasi dari Dewan Komisaris obtain approval or recommendations from the Board
sehubungan dengan kegiatan pengelolaan Perusahaan of Commissioners in connection with the Company’s
yang dilakukan oleh Direksi. management activities carried out by the Board of
Directors.
PT Hutama Karya (Persero)
2025 Annual Report 427
Page 428
d. Mengumpulkan data-data teknis yang berasal dari komite- d. Collecting technical data from committees within
komite di lingkungan Dewan Komisaris dan tenaga ahli the Board of Commissioners and expert staff of the
Dewan Komisaris untuk keperluan Dewan Komisaris. Board of Commissioners for the needs of the Board of
Commissioners.
5. Sekretaris Dewan Komisaris melakukan tugas administrasi dan 5. The Secretary of the Board of Commissioners carries out
penyimpanan dokumen berupa: administrative and document storage duties in the form of:
a. Sekretaris Dewan Komisaris mempunyai fasilitas a. The Secretary of the Board of Commissioners has storage
penyimpanan dokumen Dewan Komisaris yang disediakan facilities for Board of Commissioners documents provided
oleh Perusahaan. by the Company.
b. Sekretaris Dewan Komisaris mengadministrasikan surat b. The Secretary of the Board of Commissioners administers
keluar dan surat masuk ke Dewan Komisaris dan dokumen outgoing and incoming letters to the Board of
lainnya dengan tertib. Commissioners and other documents in an orderly manner.
6. Berdasarkan surat penugasan tertulis dari Dewan Komisaris, 6. Based on a written assignment letter from the Board of
Sekretariat Dewan Komisaris dapat mengakses catatan atau Commissioners, the Board of Commissioners Secretary may
informasi tentang karyawan, dana, aset, serta sumber daya access records or information about employees, funds, assets,
lainnya milik Perusahaan yang berkaitan dengan pelaksanaan and other resources belonging to the Company relating to the
tugasnya. implementation of its duties.
Profil Sekretaris Dewan Komisaris Profile of The Secretary of The Board of Commissioners
Edy Widyaya
Sekretaris Dewan Komisaris
Secretary of the Board of Commissioners
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Bekasi, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/ Age
Lahir di Jakarta, 21 Januari 1972. Usia 53 tahun Per Desember 2025.
Born in Jakarta, January 21, 1972. Age 53 years old as of December 2025.
Riwayat Pendidikan • S1 Manajemen Perusahaan, Universitas Kristen Indonesia
Educational Background • S2 Magister Ilmu Hukum, Universitas Jayabaya
• Bachelor of Business Management, Christian University of Indonesia
• Master of Law, Jayabaya University
Sertifikasi -
Certification
Pengalaman Kerja • Sekretaris Dewan Komisaris PT Angkasa Pura II (2013 - 2017)
(Penugasan BUMN) • Sekretaris Dewan Komisaris PT Pelabuhan Indonesia III (2017 - 2019)
Work Experience • Komisaris PT KAI Commuter Indonesia (2019 - 2024)
(SOE Assignment) • Sekretaris Dewan Komisaris PT Hutama Karya (Persero) (2024 - Sekarang)
• Secretary of the Board of Commissioners of PT Angkasa Pura II (2013–2017)
• Secretary of the Board of Commissioners of PT Pelabuhan Indonesia III (2017–2019)
• Commissioner of PT KAI Commuter Indonesia (2019–2024)
• Secretary of the Board of Commissioners of PT Hutama Karya (Persero) (2024–present)
Dasar Hukum Diangkat menjadi Sekretaris Dewan Komisaris PT Hutama Karya (Persero) untuk pertama kalinya berdasarkan Surat Keputusan
Pengangkatan Dewan Komisaris PT Hutama Karya (Persero) Nomor : SK-12.IX/DK/PTHK/2024 tentang Pengangkatan Sekretaris Dewan Komisaris
Legal Basis of PT Hutama Karya (Persero) tanggal 6 November 2024.
Appointment Appointed as Secretary of the Board of Commissioners of PT Hutama Karya (Persero) for the first time based on Board of
Commissioners Decree No. SK-12.IX/DK/PTHK/2024 concerning the Appointment of the Secretary of the Board of Commissioners
of PT Hutama Karya (Persero) dated November 6, 2024.
Jabatan Rangkap -
Concurrent Positions
PT Hutama Karya (Persero)
428 Laporan Tahunan 2025
Page 429
Tata Kelola Perusahaan
Corporate Governance
Pelaksanaan Tugas Sekretaris Dewan Komisaris Duties of The Board of Commissioners’ Secretary
Selama tahun 2025, Sekretaris Dewan Komisaris bertugas Throughout 2025, the Board of Commissioners’ Secretary was
melakukan kegiatan untuk membantu Dewan Komisaris dalam responsible for assisting the Board of Commissioners in carrying
melakukan tugasnya berupa: out their duties, including:
a. Mempersiapkan rapat, termasuk bahan rapat (briefing sheet) a. Preparing meetings, including meeting materials (briefing
Dewan Komisaris; sheets) for the Board of Commissioners;
b. Membuat risalah rapat Dewan Komisaris sesuai ketentuan b. Meeting minutes in accordance with the provisions of the
anggaran dasar Perusahaan; Company’s Articles of Association;
c. Mengadministrasikan dokumen Dewan Komisaris, baik surat c. Managing administrative documents of the Board of
masuk, surat keluar, risalah rapat maupun dokumen lainnya; Commissioners, including incoming and outgoing
correspondence, meeting minutes, and other related
documents;
d. Menyusun Rancangan Kerja dan Anggaran Dewan Komisaris; d. Preparing the Work Plan and Budget Draft for the Board of
Commissioners;
e. Menyusun rancangan Laporan-laporan Dewan Komisaris; e. Drafting reports for the Board of Commissioners;
f. Melakukan tugas lain dari Dewan Komisaris. f. Carrying out other tasks as assigned by the Board of
Commissioners.
Sekretaris Dewan Komisaris selaku pimpinan sekretariat, The Board of Commissioners’ Secretary is also responsible for the
melakukan tugas lain berupa: following tasks:
a. Memastikan bahwa Dewan Komisaris mematuhi peraturan a. Ensuring compliance of the Board of Commissioners with laws
perundang-undangan serta menerapkan prinsip-prinsip GCG; and regulations and the implementation of Good Corporate
Governance (GCG) principles;
b. Memberikan informasi yang dibutuhkan oleh Dewan Komisaris b. Providing necessary information to the Board of Commissioners
secara berkala dan/atau sewaktu-waktu apabila diminta; periodically and/or upon request;
c. Mengkoordinasikan anggota komite, jika diperlukan, dalam c. Coordinating with committee members, if required, to facilitate
rangka memperlancar tugas Dewan Komisaris; the Board of Commissioners’ duties;
d. Sebagai penghubung (liaison officer) Dewan Komisaris dengan d. Acting as a liaison officer between the Board of Commissioners
pihak lain. and other relevant parties.
Tugas pokok fungsi Sekretaris Dewan Komisaris adalah membantu The primary function of the Board of Commissioners’ Secretary is to
Dewan Komisaris dalam bidang kegiatan kesekretariatan paling assist the Board of Commissioners in secretarial activities, which at
sedikit mencakup hal-hal sebagai berikut: a minimum include the following:
a. Menyelenggarakan kegiatan administrasi kesekretariatan di a. Managing secretarial administrative activities within the Board
lingkungan Dewan Komisaris; of Commissioners;
b. Menyelenggarakan rapat Dewan Komisaris dan rapat/ b. Organizing meetings of the Board of Commissioners as
pertemuan antara Dewan Komisaris dengan Pemegang Saham, well as meetings between the Board of Commissioners and
Direksi maupun pihak-pihak terkait lainnya; Shareholders, the Board of Directors, and other relevant
parties;
c. Menyediakan data/informasi yang diperlukan oleh Dewan c. Providing data and information required by the Board of
Komisaris dan komite-komite di lingkungan Dewan Komisaris Commissioners and its committees, specifically regarding
yang berkaitan dengan (a) Monitoring tindak lanjut hasil (a) Monitoring the followup actions on the Board of
keputusan, rekomendasi, dan arahan Dewan Komisaris; (c) Commissioners’ decisions, recommendations, and instruction,
Dukungan administrasi serta Monitoring berkaitan dengan hal- (b) Administrative support and monitoring of matters requiring
hal yang harus mendapatkan persetujuan atau rekomendasi Board of Commissioners’ approval or recommendations
dari Dewan Komisaris sehubungan dengan kegiatan related to the Company’s management activities carried out by
pengelolaan Perusahaan yang dilakukan oleh Direksi; the Board of Directors;
d. Mengumpulkan data-data teknis yang berasal dari komite- d. To collect technical data originating from the committees
komite di lingkungan Dewan Komisaris dan tenaga ahli Dewan under the Board of Commissioners and from the Board of
Komisaris untuk keperluan Dewan Komisaris. Commissioners’ experts for the purposes of the Board of
Commissioners.
Sekretaris Dewan Komisaris melakukan tugas administrasi dan The Secretary of the Board of Commissioners performs
penyimpanan dokumen berupa: administrative and document management duties as follows:
a. Sekretaris Dewan Komisaris mempunyai fasilitas penyimpanan a. The Secretary of the Board of Commissioners is provided
dokumen Dewan Komisaris yang disediakan oleh Perusahaan. with document storage facilities by the Company for Board of
Commissioners’ documents.
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b. Sekretaris Dewan Komisaris mengadministrasikan surat keluar b. The Secretary of the Board of Commissioners administers
dan surat masuk ke Dewan Komisaris dan dokumen lainnya incoming and outgoing correspondence to and from the Board
dengan tertib. of Commissioners, as well as other documents, in an orderly
manner.
Komite Audit Audit Committee
Komite Audit bersifat mandiri baik dalam pelaksanaan tugasnya The Audit Committee operates independently in both the execution
maupun dalam pelaporan dan bertanggung jawab langsung kepada of its duties and its reporting, and it is directly accountable to the
Dewan Komisaris. Komite Audit bekerja secara kolektif untuk Board of Commissioners. The committee works collectively to
membantu Dewan Komisaris dengan cara memberikan pendapat assist the Board of Commissioners by providing professional and
profesional dan independen kepada Dewan Komisaris terhadap independent opinions on reports or matters submitted by the
laporan atau hal-hal yang disampaikan oleh Direksi kepada Dewan Board of Directors to the Board of Commissioners. Additionally,
Komisaris dan melaksanakan tugas-tugas lain yang berkaitan the Audit Committee carries out other tasks related to the Board of
dengan tugas Dewan Komisaris. Commissioners’ responsibilities.
Tugas dan Tanggung Jawab Komite Audit Audit Committee’s Duties and Responsibilities
Komite Audit bertindak secara independen dalam melaksanakan The Audit Committee operates independently in carrying out its
tugas dan tanggung jawabnya sebagai berikut: duties and responsibilities, which include:
1. Membantu Dewan Komisaris untuk memastikan efektivitas 1. Assisting the Board of Commissioners in ensuring the
sistem pengendalian internal dan memberikan rekomendasi effectiveness of the internal control system and providing
mengenai penyempurnaan sistem pengendalian manajemen recommendations for its improvement and implementation.
serta pelaksanaannya. Komite melakukan penelaahan The committee reviews the design and execution of policies
terhadap desain dan pelaksanaan kebijakan serta prosedur and procedures to obtain reasonable assurance regarding
untuk memperoleh keyakinan yang memadai mengenai the effectiveness of internal controls. This aims to Prevent
efektivitas pengendalian internal agar salah saji material material misstatements in financial reports, Prevent misuse of
Laporan Keuangan, penyalahgunaan aset dan perbuatan assets and violations of laws and regulations, Enhance asset
melanggar peraturan perundang-undangan dapat dicegah protection and ensure the company meets its obligations.
serta agar pengamanan aset dan pemenuhan kewajiban
perusahaan dapat ditingkatkan.
Agar pengendalian internal dapat dijalankan secara efektif, To ensure the internal control system is effectively implemented,
maka: there are several ways to be conducted:
a. Pemahaman Pengendalian Internal diperoleh antara a. Understanding Internal Controls is obtained through
lain dari mempelajari Standar Operasi Perusahaan dan studying Company Operating Standards and management
presentasi manajemen mengenai desain dan implementasi presentations on the design and implementation of
pengendalian internal; internal controls;
b. Untuk meningkatkan efektivitas pengendalian internal, b. To enhance internal control effectiveness, the Audit
Komite Audit wajib memberikan rekomendasi mengenai Committee must provide recommendations for improving
penyempurnaan sistem pengendalian internal serta the internal control system and its implementation;
pelaksanaannya;
c. Komite Audit harus mendapat laporan audit internal c. The Audit Committee must receive periodic internal audit
secara berkala dari Internal Auditor sebagai bahan untuk reports from the Internal Auditor to identify potential
mengidentifikasi kemungkinan adanya kelemahan weaknesses in internal controls.
pengendalian internal.
d. Komite Audit harus berkoordinasi dengan Internal Audit d. The Audit Committee must coordinate with Internal Audit
untuk: to ensure the effectiveness of internal controls through the
• Mengadakan pertemuan reguler (misalnya setiap following actions:
bulan) untuk membahas temuan internal auditor dan/ • Holding regular meetings (e.g., monthly) to discuss
atau hal-hal lain yang mengandung indikasi mengenai internal audit findings and/or other matters that
kelemahan pengendalian internal, termasuk indicate weaknesses in internal controls, including
kekeliruan penerapan standar akuntansi. errors in the application of accounting standards.
• Jika diperlukan, Komite Audit dapat meminta Internal • Requesting Internal Audit, if necessary, to expand
Audit untuk memperluas reviunya antara lain menilai its review, including assessing the nature, scope,
sifat, lingkup, besaran, dan dampak dari kelemahan magnitude, and impact of significant internal control
signifikan pengendalian internal serta pengaruhnya weaknesses and their effect on financial statements.
terhadap Laporan Keuangan.
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e. Dalam proses penelaahan terhadap efektivitas e. The Audit Committee enhances its review of internal
pengendalian intern, Komite Audit dapat mempergunakan control effectiveness through the following measures by
laporan dari auditor independen untuk melakukan Utilizing independent auditor reports to identify potential
identifikasi kemungkinan adanya kelemahan pengendalian weaknesses in the internal control system.
internal.
f. Setiap awal tahun Komite Audit me-reviu dan memberi f. Reviewing and providing input on the Annual Supervision
masukan atas PKPT (Program Kerja Pemeriksaan Tahunan) Work Program (PKPT) prepared by Internal Audit at the
yang disusun oleh Internal Audit. beginning of each year.
g. Komite Audit memberikan rekomendasi kepada Dewan g. The Audit Committee provides recommendations to the
Komisaris dalam memberikan persetujuan pengangkatan Board of Commissioners regarding the approval of the
dan pemberhentian Internal Audit Division Head appointment and dismissal of the Internal Audit Division
berdasarkan usulan Direktur Utama. Head, based on the proposal from the President Director.
2. Membantu Dewan Komisaris untuk memastikan efektivitas 2. The Audit Committee supports the Board of Commissioners in
pelaksanaan kegiatan serta hasil audit internal auditor dan ensuring the effectiveness of internal audit activities and their
eksternal auditor. results by.
a. Terkait Internal Auditor: a. Internal Auditor:
• Melakukan reviu Internal Audit Charter dan Pedoman • Reviewing the Internal Audit Charter and Audit
Pelaksanaan Audit (SOP Audit). Implementation Guidelines (SOP Audit)
• Melakukan pengkajian, evaluasi dan memberikan • Assessing, evaluating, and providing recommendations
pertimbangan kepada Dewan Komisaris atas ruang to the Board of Commissioners on the scope and
lingkup dan Program Kerja Tahunan Internal Auditor. Annual Work Program of the Internal Auditor.
• Melakukan penelaahan atas pelaksanaan audit/ • Examining the execution of audits by the Internal
pemeriksaan oleh Auditor Internal dan melakukan Auditor and analyzing significant/material Audit
pembahasan Laporan Hasil Audit yang penting/ Reports, including procurement audits and subsidiary
material termasuk audit pengadaan dan audit audits, for reporting to the Board of Commissioners
Anak Perusahaan untuk dilaporkan kepada Dewan and Directors. Supervise the implementation of
Komisaris dan Direksi. Mengawasi pelaksanaan tindak follow-up actions by Management on Internal Auditor
lanjut oleh Manajemen atas temuan Auditor Internal. findings.
• Melakukan pengkajian tentang kesulitan yang • Conducting an assessment of the difficulties
dihadapi waktu melaksanakan audit, hambatan encountered when carrying out an audit, obstacles
atas lingkup kerja audit, hambatan kerja audit atau to the scope of audit work, obstacles to audit work or
hambatan akses untuk mendapatkan informasi yang obstacles to access to obtain information required in
diperlukan dalam proses audit. the audit process.
• Melakukan pengkajian tentang kecukupan sumber • Assessing the adequacy of human resources and
daya manusia dan anggaran Internal Audit. budget allocation for Internal Audit.
• Memonitor ketaatan terhadap kode etik profesi • Monitoring compliance with the Internal Auditor’s
Internal Auditor. professional code of ethics.
• Menelaah tentang semua kesulitan-kesulitan • Identifying and evaluating significant challenges
signifikan yang ditemukan dalam pelaksanaan audit encountered during internal audits, including scope
internal, termasuk batasan ruang lingkup apapun atau limitations or restricted access to critical information.
kesempatan untuk memperoleh informasi. • Conducting quality assurance for Internal Audit
• Melaksanakan quality assurance Internal Audit. functions.
• Mengevaluasi independensi, objektivitas, dan • Assessing the independence, objectivity, and
efektivitas Internal Auditor. effectiveness of Internal Auditors.
• Melakukan pengkajian tentang Perubahan penting • Reviewing significant changes in the Company’s Work
dan Rencana Kerja dan Anggaran Perusahaan (RKAP). Plan and Budget (RKAP).
• Melakukan pengkajian tentang perubahan signifikan • Evaluating substantial modifications in audit scope
dalam lingkup kerja audit dari rencana semula. from the original plan.
b. Terkait Eksternal Auditor: b. External Auditor:
• Dalam proses seleksi dan penunjukan Auditor • In relation to the selection and appointment of an
Independen: Independent Auditor:
- Komite Audit melakukan reviu hasil seleksi dari - The Audit Committee conducts a review of
manajemen dan merekomendasikan calon the selection results from management and
auditor independen yang akan mengaudit recommends candidates for the independent
Laporan Keuangan Perusahaan kepada Dewan auditor who will audit the Company’s Financial
Komisaris; Statements to the Board of Commissioners.
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- Komite harus mengacu pada ketentuan-ketentuan - The Committee shall refer to provisions regarding
mengenai legalitas, kompetensi, penugasan, dan legality, competence, appointment, and audit fees
fee akuntan publik; of public accountants.
- Melakukan pengkajian tentang tujuan dan - Conducts an assessment of the objectives and
ruang lingkup untukmemastikan bahwa tidak scope to ensure that there are no limitations on
ada pembatasan ruang lingkup audit, serta the audit scope, and evaluates the independence
mengevakuasi independensi dan objektivitas and objectivity of the External Auditor.
Eksternal Auditor.
• Pengawasan Pekerjaan Auditor Independen: • Supervision of the Independent Auditor’s Work:
- Melakukan reviu Rencana Audit dan kecukupan - Reviews the Audit Plan and adequacy of the audit
program audit serta memantau pelaksanaan audit program, and monitors audit implementation in
di lapangan; the field.
- Komite memberikan pendapat independen dalam - Provides independent opinions in the event of
hal terjadi perbedaan pendapat antara manajemen disagreements between management and the
dan auditor atas jasa yang diberikannya; auditor regarding services provided.
- Secara periodik berkonsultasi dengan Eksternal - Periodically consults with the External Auditor
Auditor tanpa kehadiran Manajemen tentang without the presence of management regarding
pengendalian intern serta pernenuhan dan internal control and the fairness and accuracy of
ketetapan Iaporan keuangan. financial reporting.
• Memastikan agar auditor independen • Ensuring that the independent auditor communicates
mengkomunikasikan hal-hal tersebut di bawah ini, the following matters:
yaitu:
- Tingkat tanggung jawab auditor terhadap - The level of auditor responsibility for internal
pengendalian intern dalam penyajian laporan control in financial reporting;
keuangan;
- Kelemahan signifikan dalam desain dan - Significant weaknesses in the design and
penerapan pengendalian internal; implementation of internal controls;
- Perubahan kebijakan akuntansi yang signifikan; - Significant changes in accounting policies;
- Metode pencatatan, pelaporan dan dampak dari - Methods of recording, reporting, and the impact of
transaksi luar biasa yang signifikan terhadap significant unusual transactions on the Financial
Laporan Keuangan; Statements;
- Fraud dan penyimpangan terhadap peraturan - Fraud and violations of laws and regulations
perundang-undangan yang dilakukan oleh committed by management or employees that
manajemen atau karyawan yang berdampak salah result in material misstatements in the Financial
saji material dalam Laporan Keuangan; Prosedur Statements; procedures performed by the auditor
yang dilaksanakan oleh auditor terhadap laporan on the annual report containing audited financial
tahunan yang berisi Laporan Keuangan Audited; statements;
- Koreksi audit yang signifikan; - Significant audit adjustments;
- Ketidaksepakatan dengan manajemen tentang - Disagreements with management regarding the
penerapan prinsip akuntansi, lingkup audit, application of accounting principles, audit scope,
pengungkapan dalam Laporan Keuangan dan financial statement disclosures, and wording used
kata-kata yang digunakan auditor dalam laporan in the audit report;
auditnya;
- Kesulitan-kesulitan signifikan yang ditemukan - Significant difficulties encountered during the
dalam pelaksanaan audit eksternal, termasuk external audit, including any scope limitations or
batasan ruang lingkup apapun atau kesempatan difficulties in obtaining information;
untuk memperoleh informasi.
- Konsultasi yang dilakukan manajemen dengan - Consultations conducted by management with
Kantor Akuntan Publik lain dan pendapat auditor other Public Accounting Firms and the auditor’s
terhadap masalah yang dikonsultasikan tersebut. opinion on the matters consulted.
• Mengadakan pengkajian, penilaian, dan penelaahan • Conducting assessments, evaluations, and reviews of
hasil audit oleh Auditor Eksternal antara lain: the External Auditor’s findings, including:
- Kajian tentang Laporan keuangan tahunan dan - Review of the annual Financial Report and
catatan atas laporan keuangan tersebut sebelum accompanying notes before publication.
dipublikasikan;
- Kajian tentang Laporan Audit Eksternal Auditor - Examination of the External Auditor’s report
mengenai laporan keuangan tahunan dan saran on the annual Financial Report including
serta pendapat dari Eksternal Auditor; recommendations and opinions.
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Tata Kelola Perusahaan
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- Kajian tentang temuan penting dan rekomendasi - Analysis of key findings and recommendations from
Eksternal Auditor serta memastikan bahwa the External Auditor, ensuring that Management
Manajemen telah menindaklanjuti rekomendasi has followed up on these recommendations;
tersebut;
- Menilai keterpaduan dari proses Laporan - Assessment of the overall integrity of the financial
Keuangan, baik Eksternal maupun Internal reporting process, both external and internal,
melalui konsultasi dengan Eksternal Auditor dan through consultations with the External Auditor
Internal Auditor; and Internal Auditor.
- Menilai pendapat Eksternal Auditor tentang mutu - Evaluation of the External Auditor’s opinion
dan prinsip akuntansi yang diterapkan dalam regarding the quality and principles of accounting
Laporan Keuangan; applied in the financial statements.
- Menilai dan memberi pendapat kepada Dewan - Providing an opinion to the Board of
Komisaris terhadap saran yang diajukan Commissioners on recommendations from
oleh Eksternal Auditor, Internal Auditor, dan the External Auditor, Internal Auditor, and
Manajemen tentang perubahan yang signifikan Management concerning significant changes in
dalam audit serta prinsip dan praktik akuntansi; audit procedures and accounting principles and
practices.
- Menelaah kepatuhan terhadap sistem - Reviewing compliance with the company’s internal
pengendalian intern, legal dan etika yang control systems, legal and ethical standards, as
ditetapkan oleh perusahaan dan proses auditing well as the auditing and accounting procedures
maupun prosedur akuntansi yang diterapkan. implemented.
• Memastikan konsep Laporan Keuangan audit diterima • Ensuring that the draft of the audited Financial Report
sepuluh hari sebelum diterbitkan atau seminggu is received at least ten days before publication or one
sebelum dibahas dalam rapat untuk di reviu oleh week before discussion in a meeting for review by the
Komite. Committee.
• Komite dapat mengusulkan pemutusan hubungan • The Committee may propose the termination of the
kerja dengan auditor independen kepada Dewan independent auditor’s engagement to the Board of
Komisaris, jika terdapat indikasi kuat bahwa auditor Commissioners if there are strong indications that the
tidak independen atau terbukti auditor tidak auditor is not independent or if it is proven that the
melakukan pemeriksaan sesuai dengan standar auditor did not conduct the audit in accordance with
pemeriksaan akuntan publik. public accounting standards.
c. Memastikan telah terdapat prosedur evaluasi yang c. Ensuring a Satisfactory Evaluation Procedure for Important
memuaskan terhadap segala informasi penting yang Company Information;
dikeluarkan Perusahaan;
• Penelaahan atas informasi Perusahaan yang akan • Reviewing corporate information that will be disclosed
dikeluarkan Perusahaan kepada publik dan/atau to the public and/ or regulatory authorities, including
pihak otoritas antara lain laporan tahunan, laporan the annual report, financial report, projections, and
keuangan, proyeksi, dan laporan lainnya; other reports;
• Penelaahan dan klarifikasi untuk mendorong agar • Reviewing and clarifying information to ensure
informasi Perusahaan yang akan dipublikasikan oleh that any publicly disclosed corporate information
Perusahaan akurat, handal dan dapat dipercaya, dan is accurate, reliable, and trustworthy, through the
dilakukan melalui: following measures:
- Reviu atas basil pemeriksaan auditor independen - Reviewing the results of examinations conducted
dan/atau internal auditor; by independent auditors and/or internal auditors;
- Klarifikasi proses penyiapan informasi Perusahaan - Clarifying the process of preparing corporate
yang akan dipublikasikan. information before its publication.
• Menelaah dan memberikan saran kepada Dewan • Reviewing and providing recommendations to the
Komisaris terkait dengan adanya potensi benturan Board of Commissioners regarding potential conflicts
kepentingan Perusahaan; of interest within the Company;
• Menelaah pengaduan (jika ada) yang berkaitan • Examining complaints (if any) related to the Company’s
dengan proses akuntansi dan pelaporan keuangan accounting processes and financial reporting.
Perusahaan.
d. Melakukan identifikasi hal-hal yang memerlukan perhatian d. Identify key issues requiring the Board of Commissioners’
Dewan Komisaris serta tugas-tugas Dewan Komisaris attention, as well as other duties of the Board;
lainnya; e. Compliance with laws and regulations.
e. Kepatuhan terhadap Peraturan Perundang-undangan. Ensure compliance with laws and regulations by
Bekerja sama dengan Komite Manajemen Risiko untuk collaborating with the Risk Management Committee to
memastikan terdapat pengendalian internal yang confirm that the Company’s internal controls adequately
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memadai bahwa kegiatan operasi Perusahaan dijalankan enforce operational compliance with applicable laws and
dengan mematuhi peraturan perundang-undangan yang regulations. Therefore, the audit committee is required to:
berlaku dan peraturan perundang-undangan lainnya
yang berkaitan dengan kegiatan operasi Perusahaan. Oleh
karena itu Komite Audit harus:
• Memastikan bahwa manajemen memberikan • Ensure that management provides a written
representasi tertulis yang berisi pernyataan bahwa: representation stating:
- Manajemen tidak melakukan pelanggaran - Management has not violated any laws or
terhadap peraturan perundang-undangan. regulations.
- Manajemen bertanggung jawab atas kepatuhan - Management is responsible for Company’s
Perusahaan terhadap peraturan perundang- compliance towards any laws or regulations;
undangan;
• Melakukan pemantauan yang dapat dilakukan melalui: • Conduct monitoring through:
- Reviu atas laporan manajemen atau penasihat - Reviewing management reports or legal advocate
hukum Perusahaan yang berkaitan dengan opinions related to the Company’s compliance
ketaatan terhadap peraturan perundang- with applicable laws and regulations.
undangan yang berlaku yang berhubungan
dengan kegiatan Perusahaan.
- Reviu atas temuan atau hasil pemeriksaan - Reviewing findings or audit results from regulatory
yang dilakukan oleh badan regulasi, auditor bodies, independent auditors, and internal
independen, dan internal auditor. auditors.
• Jika diperoleh petunjuk bahwa telah terjadi • If indications of legal violations are found, the
pelanggaran terhadap peraturan perundang- Committee may expand its review through an
undangan, Komite dapat memperluas reviunya investigative audit to assess the impact and financial
dengan audit investigasi untuk menentukan dampak losses caused by the violation. To conduct this audit,
dan besarnya kerugian akibat pelanggaran tersebut the Committee may seek assistance from internal or
Untuk melaksanakan audit investigasi tersebut Komite external auditors;
dapat meminta bantuan pihak internal auditor atau
eksternal auditor;
• Pemantauan Risiko dan Mitigasinya. Komite Audit • Risk Monitoring and Mitigation: The Audit Committee
berkoordinasi dengan Komite Manajemen Risiko dalam coordinates with the Risk Management Committee in
hal pemantauan risiko dan mitigasinya. Terutama monitoring risks and their mitigation, particularly in
dalam penyusunan Laporan Keuangan Perusahaan the preparation of the Company’s Financial Report.
untuk memastikan bahwa sistem dan pelaksanaan This ensures that the internal control system and its
pengendalian internal telah cukup memadai di implementation are adequate to safeguard assets and
Perusahaan dalam pengamanan Aset dan pencatatan accurately record liabilities/debts, thereby minimizing
Kewajiban/Hutang secara benar (correctly), sehingga material risks in financial reporting for a given fiscal
dapat menghindari risiko materil penyajian Laporan year.
Keuangan dalam suatu tahun buku.
Penugasan Lain Other Assignments
Selain tugas khusus sebagaimana dimaksud diatas, Dewan In addition to the specific duties mentioned above, the Board of
Komisaris dapat memberikan penugasan lain kepada Komite Audit Commissioners may assign other tasks to the Audit Committee
dengan ketentuan sebagai berikut: under the following conditions:
1. Pemberian tugas lain kepada Komite Audit oleh Dewan 1. The assignment of additional tasks to the Audit Committee
Komisaris dilakukan melalui perintah tertulis yang by the Board of Commissioners shall be carried out through a
menerangkan: written instruction specifying:
a. Nama anggota Komite yang diberi tugas; a. The name of the Committee member assigned to the task;
b. Sifat dan lingkup pekerjaan; b. The nature and scope of the work;
c. Tujuan dan sasaran pekerjaan; c. The objectives and targets of the task;
d. Waktu penugasan; dan d. The duration of the assignment; and
e. Hal-hal administratif yang berkaitan dengan tugas khusus e. Administrative matters related to the specific task.
dimaksud.
2. Tugas lain dapat mencakup tugas diluar bidang audit yang 2. Additional tasks may include duties beyond the audit scope
menjadi lingkup pengawasan dan arahan Dewan Komisaris, that fall within the oversight and directives of the Board of
tetapi tidak terbatas pada pemeriksaan terhadap dugaan Commissioners. These may include, but are not limited to,
adanya kesalahan dalam keputusan rapat Direksi atau adanya examining suspected errors in the Board of Directors’ meeting
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penyimpangan dalam pelaksanaan hasil keputusan rapat decisions or deviations in the implementation of such decisions
Direksi dalam kaitannya dengan tugas dan tanggung jawabnya; in relation to their duties and responsibilities;
3. Pelaksanaan tugas lain Komite Audit antara lain dapat: 3. The execution of additional tasks by the Audit Committee may
include:
a. Dilakukan melalui reviu terhadap semua pencatatan, a. Conducting a review of all records, documents, and other
dokumen dan informasi lainnya yang diperlukan termasuk necessary information, including the Minutes of Meetings
Risalah Rapat Direksi dan Dewan Komisaris; of the Board of Directors and the Board of Commissioners;
b. Mengajukan pertanyaan kepada Direksi dan stafnya yang b. Submitting inquiries to the Board of Directors and their
hasilnya dituangkan dalam Risalah Rapat Tanya Jawab staff, with the results documented in a Q&A Meeting
yang ditandatangani oleh pihak terkait; Minutes signed by the relevant parties;
c. Jika dianggap perlu, melakukan audit investigasi yang c. Conducting an investigative audit in collaboration with the
dilaksanakan melalui kerjasama dengan Fungsi Audit Internal Audit Function or an External Auditor If necessary.
Internal atau dengan Auditor Eksternal.
4. Komite Audit harus menyampaikan laporan pelaksanaan tugas 4. The Audit Committee must submit a report on the execution
lain dengan tingkat kerahasiaan maksimal dan terbatas pada of additional tasks with the highest level of confidentiality,
anggota Komite Audit dan anggota Dewan Komisaris. limited to members of the Audit Committee and the Board of
Commissioners.
Wewenang Komite Audit Audit Committee’s Authorities
Komite Audit mempunyai wewenang sebagai berikut: The Audit Committee has the following authorities:
1. Mendapatkan orientasi dan program pengenalan bagi anggota 1. Receive orientation and an introductory program for new Audit
baru Komite Audit mengenai peran, tanggung jawab, dan Committee members regarding the role, responsibilities, and
kerangka kerja Komite Audit; framework of the Audit Committee;
2. Mengakses dokumen, data, dan informasi Perusahaan tentang 2. Access the Company’s documents, data, and information
pegawai, dana, aset, dan sumber daya Perusahaan yang related to employees, funds, assets, and other company
diperlukan berkaitan dengan pelaksanaan tugasnya; resources necessary for carrying out its duties, including;
a. Melihat buku-buku, surat-surat, serta dokumen-dokumen a. Reviewing books, letters, and other documents, verifying
lainnya, memeriksa kas untuk keperluan verifikasi dan lain- cash and other securities, and examining the Company’s
lain surat berharga dan memeriksa kekayaan Perusahaan; assets.
b. Memasuki pekarangan, gedung, dan kantor yang b. Entering premises, buildings, and offices used by the
dipergunakan oleh Perusahaan; Company.
c. Meminta penjelasan dari Direksi dan/atau pejabat lainnya c. Requesting explanations from the Board of Directors and/
mengenai segala persoalan yang menyangkut pengelolaan or other officials regarding any matters related to Company
Perusahaan; management.
d. Mengetahui segala kebijakan dan tindakan yang telah dan d. Being informed of all policies and actions that have been or
akan dijalankan oleh Perusahaan; will be implemented by the Company;
3. Bekerjasama dengan mitra kerja diantaranya: Organ 3. Collaborate with relevant work partners, including the
Pendukung Dewan Komisaris, satuan kerja terkait di Supporting Organs of the Board of Commissioners and related
level manajemen antara lain (Audit Internal dan Unit-unit management units such as Internal Audit and other relevant
operasional perusahaan terkait); operational units of the Company.
4. Apabila diperlukan, Komite Audit dapat melibatkan tenaga 4. If necessary, the Audit Committee may engage experts and/or
ahli dan/atau konsultan/pihak independen diluar anggota independent consultants outside the Committee members to
Komite yang diperlukan untuk membantu pelaksanaan assist in performing its duties, with the approval of the Board of
tugasnya dengan persetujuan Dewan Komisaris dan atas biaya Commissioners and at the Company’s expense.
Perusahaan;
5. Apabila diperlukan, dalam melaksanakan tugas dan 5. If required, the Audit Committee may establish an ad hoc team,
kewajibannya, Komite Audit dapat membentuk suatu tim yang with criteria and assignment periods adjusted according to the
bersifat ad hoc, dimana kriteria dan periode penugasannya nature of the work.
disesuaikan dengan jenis pekerjaannya;
6. Komite Audit berwenang mengkaji independensi, objektivitas 6. The Audit Committee has the authority to review the
serta merekomendasikan Auditor Eksternal kepada Dewan independence and objectivity of the External Auditor and to
Komisaris yang akan dipilih oleh Perusahaan untuk mengaudit recommend the selection of an External Auditor to the Board of
Laporan Keuangan Perusahaan; Commissioners for auditing the Company’s Financial Report.
7. Komite Audit mempunyai wewenang berkomunikasi langsung 7. The Audit Committee has the authority to communicate directly
dengan pegawai, termasuk Direksi dan pihak yang menjalankan with employees, including the Board of Directors, as well as
fungsi audit internal, manajemen risiko, auditor eksternal/ individuals responsible for internal audit, risk management,
PT Hutama Karya (Persero)
2025 Annual Report 435
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akuntan dan pihak-pihak lain terkait tugas dan tanggung jawab external auditing/accounting, and other parties related to the
Komite Audit; Committee’s duties and responsibilities.
8. Melakukan kewenangan lain yang diberikan oleh Dewan 8. Excecute other authorities granted by the Board of
Komisaris; Commissioners
9. Komite Audit berwenang mengkaji independensi, objektivitas 9. The Audit Committee has the authority to review the
serta merekomendasikan Auditor Eksternal kepada Dewan independence and objectivity of the External Auditor and to
Komisaris yang akan dipilih oleh Perusahaan untuk mengaudit recommend the selection of an External Auditor to the Board of
Laporan Keuangan Perusahaan; Commissioners for auditing the Company’s Financial Report;
10. Dalam melaksanakan wewenang sebagaimana tersebut diatas, 10. In carrying out its authority as mentioned above, the Audit
Komite Audit dapat bekerja sama dengan Fungsi Audit Internal. Committee may collaborate with the Internal Audit Function.
Piagam Komite Audit Audit Committee Charters
Dalam melaksanakan tugas dan tanggung jawabnya Komite In carrying out its duties and responsibilities, the Audit Committee
Audit mengacu pada Piagam Komite Audit yang telah disahkan refers to the Audit Committee Charter, which has been ratified based
berdasarkan Keputusan Dewan Komisaris Nomor SK-08.XII/DK/ on the Board of Commissioners’ Decree Number SK-08.XII/DK/
PTHK/2023. Piagam Komite Audit merupakan pedoman bagi PTHK/2023. The Audit Committee Charter serves as a guideline for
seluruh anggota Komite Audit yang mengatur tugas, tanggung all Audit Committee members, outlining the duties, responsibilities,
jawab dan wewenang serta struktur Komite Audit yang disusun authorities, and structure of the Audit Committee to ensure efficient
demi terciptanya pengawasan yang efisien dan efektif dalam and effective oversight in the Company’s management. The Audit
pengelolaan Perusahaan. Piagam Komite Audit memiliki cakupan Committee Charter covers the following aspects:
sebagai berikut:
1. Pendahuluan 1. Introduction
Menjelaskan terkait latar belakang, visi dan misi, maksud, dan Outlines the background, vision and mission, purpose and
tujuan, landasan hukum serta ruang lingkup. objectives, legal basis, and scope.
2. Organisasi dan Kode Etik Komite Audit 2. Organization and Code of Ethics of the Audit Committee
Menjelaskan terkait pembentukan, komposisi, dan struktur Describes the establishment, composition, and organizational
organisasi, persyaratan anggota Komite Audit, pengangkatan structure, membership requirements, appointment and
dan pemberhentian, independensi, dan masa jabatan. dismissal, independence, and tenure of the Audit Committee.
3. Tugas dan Tanggung Jawab, Hak, dan Wewenang Komite Audit 3. Duties and Responsibilities, Rights, and Authorities of the Audit
Menjelaskan terkait tugas dan tanggung jawab, hak dan Committee
wewenang Komite Audit. Explains the duties and responsibilities, rights, and authorities
of the Audit Committee.
4. Kode Etik Komite Audit 4. Audit Committee Code of Ethics
Menjelaskan terkait integritas, objektivitas, kerahasiaan, dan Covers integrity, objectivity, confidentiality, and competence of
kompetensi anggota Komite Audit. Audit Committee members.
5. Rapat dan Hubungan Kerja Komite Audit 5. Meetings and Working Relations of the Audit Committee
Menjelaskan terkait kegiatan rapat dan hubungan kerja komite Describes the meeting activities and working relationships of
audit. the Audit Committee.
6. Rencana Kerja, Anggaran dan Program Pengembangan Komite 6. Work Plan, Budget, and Development Program of the Audit
Audit Committee
Menjelaskan terkait rencana kerja, anggaran, honorarium, dan Details the work plan, budget, remuneration, and development
program pengembangan. program.
7. Pertanggungjawaban, Pelaporan dan Evaluasi Kinerja 7. Accountability, Reporting, and Performance Evaluation
Menjelaskan terkait pertanggungjawaban, pelaporan, akses, Explains accountability, reporting, access, and confidentiality
dan kerahasiaan informasi. of information.
8. Evaluasi Kinerja Komite Audit 8. Audit Committee Performance Evaluation
Menjelaskan terkait periode dan bentuk evaluasi kinerja serta Describes the evaluation period, evaluation format, and key
indikator kinerja Komite Audit. performance indicators of the Audit Committee.
9. Penutup 9. Conclusion
Menjelaskan terkait masa berlaku, tanggung jawab penerapan, Outlines the validity period, responsibility for implementation,
dan reviu Piagam. and review of the Charter.
Masa Jabatan Komite Audit Term of Office for Audit Committee
1. Masa jabatan anggota Komite Audit yang bukan merupakan 1. The term of office for Audit Committee members who are
anggota Dewan Komisaris Perusahaan paling lama 3 (tiga) not members of the Company’s Board of Commissioners is
tahun dan dapat diperpanjang satu kali selama 2 (dua) tahun a maximum of three (3) years and may be extended once for
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Tata Kelola Perusahaan
Corporate Governance
masa jabatan, dengan tidak mengurangi hak Dewan Komisaris a period of two (2) years, without prejudice to the right of the
untuk memberhentikannya sewaktu-waktu; Board of Commissioners to dismiss them at any time;
2. Masa jabatan anggota Komite Audit yang berasal dari anggota 2. The term of office for Audit Committee members who are part
Dewan Komisaris, sama dengan masa kerja penunjukannya of the Board of Commissioners is the same as their tenure as
sebagai anggota Dewan Komisaris yang ditentukan oleh Rapat determined by the General Meeting of Shareholders.
Umum Pemegang Saham;
3. Masa jabatan anggota Komite Audit yang berasal dari anggota 3. The term of office for Audit Committee members who are
ahli, sama dengan masa jabatan Dewan Komisaris dan dapat expert members is the same as the tenure of the Board of
dipilih kembali hanya untuk satu periode berikutnya. Commissioners and may be reappointed for only one additional
term.
Struktur, Keanggotaan dan Keahlian Komite Audit Structure, Membership, and Expertise of The Audit
Committee
Susunan Komite Audit PT Hutama Karya (Persero) pada tanggal Composition of the Audit Committee of PT Hutama Karya (Persero)
1 Januari 2025 – 17 November 2025 for the period January 1, 2025 – November 17, 2025
Nama Jabatan Keterangan Keahlian
Name Position Remarks Expertise
Pertahanan & Keamanan
Ketua Komisaris Independen
Agung Sabar Santoso Commissioner
Chair Independent Commissioner
Defense & Security
Wakil Ketua Komisaris Administrasi Bisnis
Chairiah
Vice Chair Commissioner Business Administration
Anggota Pihak independen Akuntansi
Rifky Adrianto Firdaus
Member Independent Party Accounting
Anggota Pihak independen Akuntansi
Resi Ariyasa Qadri
Member Independent Party Accounting
Susunan Komite Audit PT Hutama Karya (Persero) pada tanggal Composition of the Audit Committee of PT Hutama Karya (Persero)
18 November 2025 – 31 Desember 2025 for the period November 18, 2025 – December 31, 2025
Nama Jabatan Keterangan Keahlian
Name Position Remarks Expertise
Ketua Komisaris Independen Hukum
Siti Jamaliah Lubis
Chair Independent Commissioner Law
Wakil Ketua Komisaris Ekonomi & Hukum
Andus Winarno
Vice Chair Commissioner Economics & Law
Anggota Pihak independen Akuntansi
Rifky Adrianto Firdaus
Member Independent Party Accounting
Anggota Pihak independen Akuntansi
Resi Ariyasa Qadri
Member Independent Party Accounting
PT Hutama Karya (Persero)
2025 Annual Report 437
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Profil Komite Audit Audit Committee Profile
Profil Komite Audit per 31 Desember 2025 adalah sebagai berikut. The Audit Committee Profile per December 31, 2025, is explained
below.
Siti Jamaliah Lubis
Ketua Komite Audit/Komisaris Independen
Chairman of the Audit Committee/Independent Commissioner
Profil dapat dilihat pada bagian Profil Dewan Komisaris dalam Laporan Tahunan ini.
The profile can be found in the Board of Commissioners’ Profile section of this Annual Report.
Periode dan Masa Jabatan : Periode dan Masa Jabatan Komite Audit sesuai dengan periode dan masa jabatan sebagai Dewan Komisaris.
Period and Term of Office: The period and term of office of the Audit Committee align with the period and term of office of the Board of Commissioners.
Andus Winarno
Wakil Ketua Komite Audit/Komisaris
Vice Chairman of the Audit Committee/Commissioner
Profil dapat dilihat pada bagian Profil Dewan Komisaris dalam Laporan Tahunan ini.
The profile can be found in the Board of Commissioners’ Profile section of this Annual Report.
Periode dan Masa Jabatan : Periode dan Masa Jabatan Komite Audit sesuai dengan periode dan masa jabatan sebagai Dewan Komisaris.
Period and Term of Office: The period and term of office of the Audit Committee align with the period and term of office of the Board of Commissioners.
Rifky Adrianto Firdaus
Anggota Komite Audit (Pihak Independen)
Member of Audit Committee (Independent Party)
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/ Age
Lahir di Jakarta pada tahun 1987. Usia 38 tahun Per Desember 2025.
Born in Jakarta in 1987. Age 38 years old as of December 2025.
Riwayat Pendidikan • Sarjana Akuntansi Universitas Brawijaya (2010)
Educational Background • Magister Akuntansi Universitas Indonesia (2021)
• Bachelor’s Degree in Accounting, Brawijaya University (2010)
• Master’s Degree in Accounting, University of Indonesia (2021)
Sertifikasi • Sertifikasi Qualified Risk Governance Professional (QRGP)
Certification Qualified Risk Governance Professional (QRGP) Certification
• Training and Certification in Sustainability for Finance
• Deep Dive on Sustainability Disclosure Standards: Translating Sustainability Risks into Financial Impacts
Pengalaman Kerja • Senior Auditor di KAP Mulyamin Sensi Suryanto dan Lianny (Moore Stephens) (2010-2012)
Work Experience • Senior Auditor di KAP Osman, Bing, Satrio dan Eny (Deloitte) (2012 – 2014)
• Senior Associate di KAP Tanudiredja, Wibisana, Rintis, dan Rekan (PwC) (2014-2016)
• Audit Manager di KAP Johannes, Juara, dan Rekan (INAA International) (2016-2017)
• Periset Senior, Ikatan Akuntan Indonesia (2017 - 2024)
• Senior Auditor at KAP Mulyamin Sensi Suryanto and Lianny (Moore Stephens) (2010-2012)
• Senior Auditor at KAP Osman, Bing, Satrio and Eny (Deloitte) (2012-2014)
• Senior Associate at KAP Tanudiredja, Wibisana, Rintis and Partners (PwC) (2014-2016)
• Audit Manager at KAP Johannes, Juara and Partners (INAA International) (2016-2017)
• Senior Researcher at the Indonesian Institute of Accountants (2017 - 2024)
Dasar Hukum Keputusan Dewan Komisaris Nomor SK-04.IV/DK/PTHK/2024 tanggal 16 April 2024
Pengangkatan Board of Commissioners’ Decision Number SK-04.IV/DK/PTHK/2024 dated April 16, 2024
Legal Basis of
Appointment
Periode dan Masa Periode Pertama : 2024 - 2027
Jabatan First Period : 2024-2027
Period and The term
of office
Jabatan Rangkap -
Concurrent Positions
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Tata Kelola Perusahaan
Corporate Governance
Resi Ariyasa Qadri
Anggota Komite Audit (Pihak Independen)
Member of Audit Committee (Independent Party)
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Depok, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/ Age
Lahir di Bandung, 24 Juni 1984. Usia 41 tahun Per Desember 2025.
Born in Bandung, June 24, 1984. Age 38 years old as of December 2025.
Riwayat Pendidikan • Diploma III Taxation Polytechnic of State Finance STAN (2005)
Educational Background • Sarjana Akuntansi Universitas Indonesia (2009)
• Magister Akuntansi Universitas Padjadjaran (2017)
• Doktor Akuntansi Universitas Trisakti (2024)
• Diploma III Taxation Polytechnic of State Finance STAN (2005)
• Bachelor’s Degree in Accounting University of Indonesia (2009)
• Master’s Degree in Accounting, Padjadjaran University (2017)
• Doctorate in Accounting, Trisakti University (2024)
Sertifikasi • Certified Government Procurement Specialist
Certification • Certified Risk Associate
• Certified Risk Professional
• Certified Professional Fraud Investigator
• Certified Islamic Wealth Planner
• Certified Investment Consultant
• Certified Insurance Specialist
• Qualified Wealth Planner
• Associate Wealth Planner
• Associate Certified Public Accountant
• Certified Sustainability Reporting Specialist
• Certified Sustainability Practitioner
• Certified Government Procurement Specialist
• Certified Risk Associate
• Certified Risk Professional
• Certified Professional Fraud Investigator
• Certified Islamic Wealth Planner
• Certified Investment Consultant
• Certified Insurance Specialist
• Qualified Wealth Planner
• Associate Wealth Planner
• Associate Certified Public Accountant
• Certified Sustainability Reporting Specialist
• Certified Sustainability Practitioner
Pengalaman Kerja • Tax Trainer, Bina Fiscal Indonesia (2013–present)
Work Experience • Assistant Professor, Diploma of Accounting Program, State Finance Polytechnic STAN (2019–present)
• Visiting Lecturer, Master of Accounting Program, Universitas Padjadjaran (2019–present)
• Internal Auditor, State Finance Polytechnic STAN (2020–2023)
• Tax Trainer, PPAK Training Center (2022–present)
• Audit Trainer, PPAK Training Center (2022–present)
• Audit Manager, DSK Global (2023–present)
• Audit Expert, KAP Abdul Hamid and Partners (2023–present)
• Audit Expert, KAP AR Utomo (2023–present)
• Visiting Lecturer, Bachelor of Accounting Program, Universitas Pembangunan Nasional Veteran Jakarta (2024–present)
• Tax Trainer Bina Fiscal Indonesia (2013 – sekarang)
• Asisstant Professor Diploma of Accounting Program, Polytechnic of State Finance STAN (2019 – sekarang)
• Visiting Lecturer Master of Accounting Program, Universitas Padjadjaran (2019 – sekarang)
• Internal Auditor Polytechnic of State Finance STAN (2020 – 2023)
• Tax Trainer PPAK Training Center (2022 – sekarang)
• Audit Trainer PPAK Training Center (2022 – sekarang)
• Audit Manager DSK Global (2023 – sekarang)
• Audit Expert KAP Abdul Hamid dan Rekan (2023 – sekarang)
• Audit Expert KAP AR Utomo (2023 – sekarang)
• Visiting Lecturer Bachelor of Accounting Program, Universitas Pembangunan Nasional Veteran Jakarta (2024 – sekarang)
Dasar Hukum Surat Keputusan Dewan Komisaris Nomor SK-10.IX/DK/PTHK/2024 tanggal 2 September 2024
Pengangkatan Board of Commissioners Decree Number SK-10.IX/DK/PTHK/2024 dated September 2, 2024
Legal Basis of
Appointment
Periode dan Masa Periode Pertama : 2024 - 2027
Jabatan First Period : 2024-2027
Period and The term
of office
PT Hutama Karya (Persero)
2025 Annual Report 439
Page 440
Jabatan Rangkap • Asisstant Professor Diploma of Accounting Program, Polytechnic of State Finance STAN (2019 – sekarang)
Concurrent Positions • Visiting Lecturer Master of Accounting Program, Universitas Padjadjaran (2019 – sekarang)
• Visiting Lecturer Bachelor of Accounting Program, Universitas Pembangunan Nasional Veteran Jakarta (2024 – sekarang)
• Tax Trainer Bina Fiscal Indonesia (2013 – sekarang)
• Tax Trainer PPAK Training Center (2022 – sekarang)
• Audit Trainer PPAK Training Center (2022 – sekarang)
• Audit Manager DSK Global (2023 – sekarang)
• Audit Expert KAP Abdul Hamid dan Rekan (2023 – sekarang)
• Audit Expert KAP AR Utomo (2023 – sekarang)
• Assistant Professor, Diploma of Accounting Program, State Finance Polytechnic STAN (2019–present)
• Visiting Lecturer, Master of Accounting Program, Universitas Padjadjaran (2019–present)
• Visiting Lecturer, Bachelor of Accounting Program, Universitas Pembangunan Nasional Veteran Jakarta (2024–present)
• Tax Trainer, Bina Fiscal Indonesia (2013–present)
• Tax Trainer, PPAK Training Center (2022–present)
• Audit Trainer, PPAK Training Center (2022–present)
• Audit Manager, DSK Global (2023–present)
• Audit Expert, KAP Abdul Hamid and Partners (2023–present)
• Audit Expert, KAP AR Utomo (2023–present)
Kualifikasi Pendidikan dan Pengalaman Kerja Komite Educational Qualifications and Employment History of
Audit The Audit Committee
Tabel Kualifikasi Pendidikan dan Pengalaman Kerja Komite Audit
Table of Educational Qualifications and Work Experience of The Audit Commitee
Nama Jabatan Pendidikan Pengalaman Kerja
Name Position Education Work Experience
• Sarjana Hukum Memiliki pengalaman kerja di Dewan Pimpinan
Ketua • Magister Hukum Pusat Kongres Advokat Indonesia
Siti Jamaliah Lubis
Chairman • Bachelor of Law Has work experience at the Central Leadership
• Master of Law Council of the Indonesian Advocates Congress
Memiliki pengalaman kerja di Badan Pengaturan
• Sarjana Ilmu Ekonomi
BUMN Republik Indonesia
Wakil Ketua • Magister Ilmu Hukum
Andus Winarno Has work experience at the Regulatory Agency
Vice Chairman • Bachelor of Economics
for State-Owned Enterprises of the Republic of
• Master of Law
Indonesia
• Sarjana Akuntansi
Anggota • Magister Akuntansi Memiliki pengalaman kerja sebagai auditor
Rifky Adrianto Firdaus
Member • Bachelor of Accounting Has work experience as an auditor
• Master of Accounting
• Diploma III Taxation Polytechnic
• Sarjana Akuntansi
• Magister Akuntansi
Memiliki pengalaman kerja sebagai dosen dan
Anggota • Doktor Akuntansi
Resi Ariyasa Qadri trainer
Member • Diploma III in Taxation, Polytechnic
Has work experience as a lecturer and trainer
• Bachelor of Accounting
• Master of Accounting
• Doctor of Accounting
Independensi Komite Audit Audit Committee Independency
Komite Audit melaksanakan fungsi dan tugasnya secara profesional The Audit Committee carries out its functions and duties
dan independen, tanpa campur tangan dari pihak manapun yang professionally and independently, without interference from any
tidak sesuai dengan peraturan perundang-undangan. Sesuai party that is not in accordance with applicable laws and regulations.
dengan Piagam Komite Audit, kualifikasi independensi dari anggota In accordance with the Audit Committee Charter, the independence
Komite Audit harus memenuhi kriteria sebagai berikut: qualifications of the Audit Committee members must meet the
following criteria:
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Tata Kelola Perusahaan
Corporate Governance
Tabel Independensi Komite Audit
Table of Audit Committee Independency
Aspek Independensi Siti Jamaliah Rifky Adrianto Resi Ariyasa
Andus Winarno
Independency Aspects Lubis Firdaus Qadri
Tidak memiliki hubungan keuangan dengan Dewan Komisaris
dan Direksi
Has no financial relationship with the Board of Commissioners
and the Board of Directors
Tidak memiliki hubungan kepengurusan di perusahaan, anak
perusahaan, maupun perusahaan afiliasi
Has no managerial relationship with the company, its
subsidiaries, or affiliated companies
Tidak memiliki hubungan kepemilikan saham di perusahaan
Has no share ownership relationship in the company
Tidak memiliki hubungan keluarga dengan Dewan Komisaris,
Direksi, dan/atau sesama anggota Komite Audit
Has no family relationship with the Board of Commissioners,
the Board of Directors, and/ or fellow members of the Audit
Committee
Tidak menjabat sebagai pengurus partai politik, pejabat dan
pemerintah
Does not serve as a political party official, government official, or
public officer
Pelatihan dan/atau Peningkatan Kompetensi Komite Training and/or Competency Enhancement of The Audit
Audit Pada Tahun 2025 Committee in 2025
Jenis Pelatihan dan Materi Pengembangan
Waktu dan Tempat
Nama Jabatan Kompetensi / Pelatihan Penyelenggara
Pelaksanaan
Name Positions Type of Training and Competency Development Organizer
Time and Place
Materials / Training
Pelatihan dan/atau Peningkatan Kompetensi Dapat Dilihat Pada Pelatihan dan/atau Peningkatan Kompetensi
Ketua Dewan Komisaris Dalam Bab Corporate Governance Laporan Tahunan Ini.
Siti Jamaliah Lubis
Chairman The competency development program can be found in the Training and/or Competency Development Section of
the Board of Commissioners in the Corporate Governance Chapter of this Annual Report.
Pelatihan dan/atau Peningkatan Kompetensi Dapat Dilihat Pada Pelatihan dan/atau Peningkatan Kompetensi
Wakil Ketua Dewan Komisaris Dalam Bab Corporate Governance Laporan Tahunan Ini.
Andus Winarno
Vice Chairman The competency development program can be found in the Training and/or Competency Development Section of
the Board of Commissioners in the Corporate Governance Chapter of this Annual Report.
Jakarta, 22 November-7
Association of Chartered
Desember 2025
Training and Certification in Sustainability for Finance Certified Accountants
Rifky Adrianto Anggota Jakarta, November
(ACCA)
Firdaus Member 22-December 7, 2025
Deep Dive on Sustainability Disclosure Standars: Jakarta, 9 Desember 2025 Ikatan Akuntan Indonesia
Translating Sustainability Risks into Financial Impact Jakarta, December 9, 2025 (IAI)
Strategic Discussion Forum & Critical Business Insight
Jakarta, 21 Maret 2025 The Indonesia Capital
“Business Growth Through Merger, Acquisition &
Jakarta, March 21, 2025 Market Institute (TICMI)
Strategic Alliances”
Anggota
Resi Ariyasa Qadri Yogyakarta, Asosiasi GRC,
Member
Managerial & Business Training / 21 - 22 Agustus 2025 Perkumpulan Profesional
GRC Summit 2025 - Seminar & Masterclass Yogyakarta, Governansi Indonesia,
August 21 – 22, 2025 IRMAPA, ICoPI, dan IPACA
Rapat Komite Audit Audit Committee Meetings
KEBIJAKAN RAPAT KOMITE AUDIT AUDIT COMMITTEE MEETING POLICIES
1. Komite Audit mengadakan rapat sekurang-kurangnya sama 1. The Audit Committee holds meetings at least as frequently as the
dengan ketentuan minimal rapat Dewan Komisaris yaitu minimum meeting requirement of the Board of Commissioners,
minimal 1 (satu) kali dalam 1 (satu) bulan sebagaimana yang which is at least once (1) per month, as stipulated in the Articles
ditetapkan dalam Anggaran Dasar; of Association.
2. Pemanggilan Rapat Komite dilakukan oleh Ketua Komite Audit. 2. The Audit Committee meetings are convened by the Chairman
Dalam hal Ketua Komite berhalangan, maka pemanggilan rapat of the Audit Committee. In the event that the Chairman is
dilakukan oleh Wakil Ketua Komite yang ditunjuk oleh Ketua unable to do so, the meeting shall be convened by the Vice
Komite; Chairman designated by the Chairman.
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3. Pemanggilan rapat dilakukan sekurang-kurangnya 14 (empat 3. The meeting notice shall be given at least fourteen (14) days in
belas) hari dan dalam hal mendesak minimum 3 (tiga) hari advance, or in urgent situations, at least three (3) days before
sebelum tanggal rapat, dengan mencantumkan hari, tanggal, the meeting date, specifying the day, date, time, venue, and
jam, tempat, dan agenda rapat yang akan dibicarakan dan agenda of the meeting. Meetings shall be held at the Company’s
diadakan di tempat kedudukan Perusahaan atau di tempat lain domicile or at another location within the territory of the
di wilayah Republik Indonesia yang disepakati; Republic of Indonesia as agreed upon.
4. Jika dipandang perlu, Komite Audit dapat mengundang pihak 4. If deemed necessary, the Audit Committee may invite other
lain yang terkait dengan materi rapat untuk hadir dalam rapat relevant parties related to the meeting agenda to attend the
dengan sepengetahuan anggota Direksi terkait; meeting, with the knowledge of the relevant members of the
Board of Directors.
5. Dalam hal diperlukan, Komite Audit dapat mengundang 5. If required, the Audit Committee may invite resource persons
narasumber dari anggota Dewan Komisaris, Direksi, atau from the Board of Commissioners, the Board of Directors, or
pihak-pihak lain baik dari pihak internal maupun eksternal other parties, whether from within or outside the Company.
Perusahaan;
6. Guna memperlancar pelaksanaan tugas, Komite Audit 6. To facilitate the execution of its duties, the Audit Committee is
dibantu oleh Sekretaris Komite untuk melaksanakan tugas assisted by the Committee Secretary in carrying out secretarial
kesekretariatan antara lain: tasks, including:
a. Mengatur jadwal rapat; a. Scheduling meetings;
b. Mengusulkan dan menghubungi narasumber yang b. Proposing and contacting necessary resource persons;
diperlukan;
c. Menyiapkan dan mendistribusikan undangan dan materi c. Preparing and distributing meeting invitations and
rapat; materials;
d. Menyusun dan mendistribusikan risalah rapat. d. Drafting and distributing meeting minutes.
7. Rapat Komite Audit dipimpin oleh Ketua Komite. Apabila Ketua 7. The Audit Committee meeting is lead by the Chairperson of
Komite berhalangan hadir, maka rapat dipimpin oleh Wakil the Committee. If the Chairperson is unable to attend, the
Ketua Komite. Dalam hal Ketua Komite dan Wakil Ketua Komite meeting is lead by the Vice Chairperson. In the event that
berhalangan pada jam dimulai rapat sesuai undangan, maka both the Chairperson and Vice Chairperson are unavailable
atas izin Ketua Komite rapat dapat dipimpin oleh salah seorang at the scheduled meeting time, the meeting may, with the
anggota Dewan Komisaris yang dapat hadir. Jika anggota Chairperson’s approval, be chaired by a member of the Board of
Dewan Komisaris yang akan memimpin rapat terlambat datang, Commissioners who is present. If the designated member of the
atau karena sesuatu hal harus meninggalkan rapat sementara, Board of Commissioners arrives late or must temporarily leave
maka rapat sementara dipimpin oleh anggota Komite Audit the meeting for any reason, the meeting shall be temporarily
yang paling senior masa jabatannya; chaired by the most senior member of the Audit Committee in
terms of tenure.
8. Setiap anggota Komite diberi kebebasan seluas-luasnya untuk 8. Each member of the Committee is given full freedom to express
menyampaikan pendapat profesionalnya dalam pembahasan their professional opinions during discussions on any meeting
setiap agenda rapat tanpa intervensi siapapun; agenda without any intervention;
9. Keputusan rapat Komite Audit diambil berdasarkan 9. Decisions in Audit Committee meetings are made based on
musyawarah untuk mufakat; deliberation to reach a consensus.
10. Segala sesuatu yang dibicarakan dan diputuskan dalam rapat 10. All matters discussed and decided upon in the Committee
Komite termasuk pendapat yang berbeda (dissenting opinions), meetings, including dissenting opinions, are recorded in the
dituangkan dalam Risalah Rapat yang ditandatangani oleh Minutes of Meeting, which are signed by all attending Committee
seluruh anggota Komite yang hadir, sebagai bukti yang sah members as official evidence of the decisions made. The
atas keputusan yang diambil dalam rapat, dan disampaikan minutes are then submitted to the Board of Commissioners. In
kepada Dewan Komisaris. Untuk risalah rapat komite, selain addition to being signed by the attending Committee members,
ditandatangani oleh anggota Komite yang hadir dalam rapat, the minutes must also be acknowledged by the Chairperson
juga diketahui oleh Ketua dan Wakil Ketua Komite; and Vice Chairperson of the Committee.
11. Setiap anggota Komite menyampaikan persetujuan atau 11. Each Committee member may express their approval,
keberatan dan/atau usul perbaikan atas Risalah Rapat, dengan objection, and/or suggestions for revisions to the Minutes of
mempertimbangkan ketentuan batas waktu penyampaian Meeting, considering the deadline for submission as regulated
Risalah Rapat yang diatur dalam Tata Tertib Rapat Komite. Jika in the Committee Meeting Procedures. If no proposed revisions
sampai dengan batas waktu 15 (lima belas) hari setelah rapat, are submitted within 15 (fifteen) days after the meeting, the
tidak ada usulan perubahan, maka Risalah Rapat dianggap Minutes of Meeting shall be deemed approved by all Committee
disetujui oleh seluruh anggota Komite; members.
12. Setiap anggota Komite berhak menerima salinan Risalah Rapat 12. Each Committee member has the right to receive a copy of the
meskipun yang bersangkutan tidak hadir dalam rapat tersebut; Minutes of Meeting even if they were not present at the meeting
PT Hutama Karya (Persero)
442 Laporan Tahunan 2025
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Tata Kelola Perusahaan
Corporate Governance
13. Kehadiran anggota Komite Audit dalam rapat, dilaporkan 13. The attendance of Audit Committee members in meetings is
dalam laporan triwulanan dan laporan tahunan Komite; reported in the Committee’s quarterly and annual reports.
14. Tata tertib rapat Komite tertuang dalam aturan tersendiri. 14. The rules and procedures for Committee meetings are outlined
in a separate regulation.
AGENDA RAPAT KOMITE AUDIT AUDIT COMMITTEE MEETING AGENDA
Sepanjang tahun 2025, tanggal pelaksanaan, agenda rapat, dan Throughout the year 2025, the dates of implementation, meeting
peserta rapat Komite Audit, sebagai berikut. agendas, and participants of the Audit Committee meetings are
presented below.
Tabel Agenda Rapat Komite Audit
Table of Audit Committee Meeting Agenda
Tanggal Peserta Rapat
No. Rapat Agenda Rapat Meeting Agenda Meeting
Meeting Date Participants
1. Perubahan usulan penambahan PMN TA 2025 1. Proposed revision to the additional PMN for FY
dan PMN TA 2026 2025 and PMN for FY 2026
2. Laporan Hasil Pemeriksaan BPK RI 2. Audit Report of the Supreme Audit Agency
atas Kepatuhan Pengelolaan dan of the Republic of Indonesia (BPK RI) on Agung Sabar Santoso
2 Januari 2025 Pertanggungjawaban Keuangan tahun 2022 compliance in financial management and Chairiah
1
January 2, 2025 dan Semester I tahun 2023 PT Hutama Karya, accountability for 2022 and Semester I 2023 of Rifky Adrianto Firdaus
anak perusahaan, dan instansi terkait lainnya PT Hutama Karya, its subsidiaries, and other Resi Ariyasa Qadri
related institutions
3. Laporan Hasil Audit ruas Sigli-Banda Aceh 3. Audit Report on the Sigli–Banda Aceh toll road
section
1. Update perbaikan data RKAP 2025 PT Hutama 1. Update on revisions to the RKAP 2025 data of
Karya PT HK
2. Tindak lanjut evaluasi Laporan Manajemen TW 2. Follow-up on the evaluation of the Management Agung Sabar Santoso
9 Januari 2025 III tahun 2024 dan evaluasi draft RKAP tahun Report Q3 2024 and evaluation of the draft Chairiah
2
January 9, 2025 2025 fungsi Teknologi & Informasi RKAP 2025 for the Technology & Information Rifky Adrianto Firdaus
3. Pembahasan draft kajian bersama PMN Non function Resi Ariyasa Qadri
tunai PT Hutama Karya 3. Discussion on the draft joint study on non-cash
PMN of PT Hutama Karya
Pembahasan Tindak lanjut atas Laporan Hasil Discussion on follow-up actions to the Audit Report
Pemeriksaan BPK RI atas Kepatuhan Pengelolaan of the Supreme Audit Agency of the Republic of Agung Sabar Santoso
16 Januari 2025
dan Pertanggungjawaban Keuangan tahun 2022 Indonesia (BPK RI) on compliance in financial Chairiah
3 January 16,
dan Semester I tahun 2023 PT Hutama Karya, Anak management and accountability for 2022 and Rifky Adrianto Firdaus
2025
Perusahaan, dan Instansi terkait lainnya Semester I 2023 of PT HK, its subsidiaries, and other Resi Ariyasa Qadri
related institutions
1. Pembahasan laporan penggunaan dana PMN 1. Discussion on the report of PMN fund utilization Agung Sabar Santoso
17 Januari 2025
TW IV tahun 2024 Q4 2024 Chairiah
4 January 17,
2. Pembahasan Laporan Audit intern TW IV tahun 2. Discussion on Internal Audit Report Q4 2024 Rifky Adrianto Firdaus
2025
2024 Resi Ariyasa Qadri
Pembahasan Tindak lanjut atas Laporan Hasil Discussion on follow-up actions to the Audit Report
Pemeriksaan BPK RI atas Kepatuhan Pengelolaan of the Supreme Audit Agency of the Republic of Agung Sabar Santoso
23 Januari 2025
dan Pertanggungjawaban Keuangan tahun 2022 Indonesia (BPK RI) on compliance in financial Chairiah
5 January 23,
dan Semester I tahun 2023 PT Hutama Karya, Anak management and accountability for 2022 and Rifky Adrianto Firdaus
2025
Perusahaan, dan Instansi terkait lainnya Semester I 2023 of PT HK, its subsidiaries, and other Resi Ariyasa Qadri
related institutions
1. Penyampaian Kajian Awal Penambahan 1. Presentation of the preliminary study on the
PMN Pada PT Hutama Karya TA 2025 dan proposed additional PMN for PT Hutama Karya
Agung Sabar Santoso
4 Februari 2025 Penambahan PMN TA 2026 FY 2025 and additional PMN for FY 2026
Chairiah
6 February 4, 2. Laporan Kinerja SMAP tahun 2024 dan Rencana 2. SMAP Performance Report for 2024 and plan for
Rifky Adrianto Firdaus
2025 tahun 2025 2025
Resi Ariyasa Qadri
3. Laporan Pelaksanaan Tugas Tim WBS TW III-IV 3. Report on the implementation of WBS Team
tahun 2024 duties for Q3–Q4 2024
1. Pembahasan laporan manajemen tahunan 1. Discussion on the unaudited Annual
13 Februari 2024 unaudited Management Report 2024 Agung Sabar Santoso
2025 2. Laporan pemakaian fasilitas per 31 Desember 2. Loan facility utilization report as of December Chairiah
7
February 13, 2024 31, 2024 Rifky Adrianto Firdaus
2025 3. Pembahasan update progres implementasi 3. Discussion on the update of ICOFR Resi Ariyasa Qadri
ICOFR implementation progress
PT Hutama Karya (Persero)
2025 Annual Report 443
Page 444
Tanggal Peserta Rapat
No. Rapat Agenda Rapat Meeting Agenda Meeting
Meeting Date Participants
1. Permohonan Tanggapan Tertulis atas 1. Request for Written Response on the Proposed
Perubahan Usulan PMN TA 2025 dan Revision of PMN FY 2025 and Additional PMN FY
Penambahan PMN TA 2026 2026
20 Februari 2. Pembahasan progres proyek-proyek Divisi EPC 2. Discussion on the progress of EPC Division Agung Sabar Santoso
2025 projects Chairiah
8
February 20, 3. Pembahasan PKPT SPI tahun 2025 3. Discussion on the Internal Audit Work Plan Rifky Adrianto Firdaus
2025 (PKPT) for 2025 Resi Ariyasa Qadri
4. Pembahasan Laporan atas Penerbitan 4. Discussion on the report of Corporate
Corporate Guarantee kepada Anak Perusahaan Guarantee issuance to subsidiaries as of
per 31 Desember 2024 December 31, 2024
27 Februari 1. Update revisi RJPP tahun 2025 - 2029 1. Update on the revision of the RJPP 2025–2029 Agung Sabar Santoso
2025 PT Hutama Karya of PT Hutama Karya Chairiah
9
February 27, 2. Update hasil stress test PT Hutama Karya 2. Update on PT HK stress test results Rifky Adrianto Firdaus
2025 3. Perubahan dokumen GCG Code 3. Amendment to the GCG Code document Resi Ariyasa Qadri
1. Laporan manajemen risiko terintegrasi TW IV 1. Integrated Risk Management Report Q4 2024
tahun 2024
Agung Sabar Santoso
2. Penentuan harga satuan di HKI dan DSU untuk 2. Determination of unit pricing at HKI and DSU
7 Maret 2025 Chairiah
10 proyek konstruksi jalan for road construction projects
March 7, 2025 Rifky Adrianto Firdaus
3. Mekanisme penentuan talenta BOD-1 di 3. Mechanism for determining BOD-1 talent at
Resi Ariyasa Qadri
Hutama Karya sebagai talent pool Kementerian HK as part of the Ministry of State-Owned
BUMN Enterprises talent pool
Pembahasan Evaluasi biaya konstruksi jalan tol Discussion on the evaluation of toll road Agung Sabar Santoso
13 Maret 2025 (berbasis ARP dan Nilai Kontrak) untuk Proyek JTTS construction costs (based on ARP and Contract Chairiah
11
March 13, 2025 dan Non JTTS pada Divisi Sipil Umum dan Value) for JTTS and non-JTTS projects in the Rifky Adrianto Firdaus
PT Hutama Karya Infrastruktur General Civil Division and PT HK Infrastruktur Resi Ariyasa Qadri
Pembahsaan Risk Awereness, implementasi dan Discussion on Risk Awareness, implementation, Agung Sabar Santoso
20 Maret 2025 efektivitas Manajemen Risiko di PT Hutama Karya and effectiveness of Risk Management at Chairiah
12
March 20, 2025 PT Hutama Karya Rifky Adrianto Firdaus
Resi Ariyasa Qadri
1. Laporan Kinerja Divisi QHSSE TW IV/2024; 1. QHSSE Division Performance Report Q4 2024; Agung Sabar Santoso
9 April 2025 2. Pembahasan Kinerja Anak Perusahaan Tahun 2. Discussion on Subsidiaries’ Performance for Chairiah
13
April 9, 2025 buku 2024: Financial Year 2024: Rifky Adrianto Firdaus
Resi Ariyasa Qadri
Pembahasan progress penggunaan dana PMN Discussion on the progress of PMN fund utilization Agung Sabar Santoso
11 April 2025 Hutama Karya s.d. Triwulan I 2025. of HK up to Q1 2025 Chairiah
14
April 11, 2025 Rifky Adrianto Firdaus
Resi Ariyasa Qadri
Pembahasan Contingency Plan. Discussion on the Contingency Plan Agung Sabar Santoso
15 April 2025 Chairiah
15
April 15, 2025 Rifky Adrianto Firdaus
Resi Ariyasa Qadri
1. Laporan Pemakaian Fasilitas Pinjaman Per 31 1. Loan Facility Utilization Report as of March 31,
Agung Sabar Santoso
Maret 2025; 2025;
2 Mei 2025 Chairiah
16 2. Laporan Kinerja SMAP TW I Tahun 2025; 2. SMAP Performance Report Q1 2025;
May 2, 2025 Rifky Adrianto Firdaus
3. Laporan Pelaksanaan Tugas Tim WBS 3. Report on the implementation of WBS Team
Resi Ariyasa Qadri
PT Hutama Karya TW I Tahun 2025. duties of PT HK Q1 2025.
1. Progress penyusunan Contingency Plan Tahun 1. Progress of the preparation of the Contingency
2025; Plan 2025;
2. Pembahasan Tindak Lanjut Laporan WBS TW 1 2. Discussion on follow-up actions to the WBS
Agung Sabar Santoso
Tahun 2025; Report Q1 2025;
8 Mei 2025 Chairiah
17 3. Tanggapan penggunaan Laba Bersih Tahun 3. Response on the utilization of net profit for
May 8, 2025 Rifky Adrianto Firdaus
2024; 2024;
Resi Ariyasa Qadri
4. Pembahasan kondisi dan implementasi QHSSE 4. Discussion on the condition and
pada PT Hutama Karya (Persero). implementation of QHSSE at PT Hutama Karya
(Persero).
1. Penyampaian Rencana Strategis Teknologi 1. Presentation of the Information Technology
Agung Sabar Santoso
Informasi PT Hutama Karya (Persero) 2025 – Strategic Plan of PT Hutama Karya (Persero)
15 Mei 2025 Chairiah
18 2029; 2025–2029;
May 15, 2025 Rifky Adrianto Firdaus
2. Update Progres Implementasi ICOFR. 2. Update on the progress of ICOFR
Resi Ariyasa Qadri
implementation.
Evaluasi kendala Audit Laporan Keuangan Evaluation of constraints in the audit of the Agung Sabar Santoso
16 Mei 2025 PT Hutama Karya (Persero) Tahun 2024. Financial Statements of PT Hutama Karya (Persero) Chairiah
19
May 16, 2025 for 2024. Rifky Adrianto Firdaus
Resi Ariyasa Qadri
PT Hutama Karya (Persero)
444 Laporan Tahunan 2025
Page 445
Tata Kelola Perusahaan
Corporate Governance
Tanggal Peserta Rapat
No. Rapat Agenda Rapat Meeting Agenda Meeting
Meeting Date Participants
1. Pembahasan Kinerja anak perusahaan (aspek 1. Discussion on Subsidiaries’ Performance
operasional, pemasaran, keuangan, dan aspek (operational, marketing, financial, and other Agung Sabar Santoso
22 Mei 2025 lainnya) s.d. TW I Tahun 2025; aspects) up to Q1 2025; Chairiah
20
May 22, 2025 2. Pembahasan Isu Strategis; 2. Discussion on Strategic Issues; Rifky Adrianto Firdaus
3. Tindak Lanjut Temuan Auditor Internal dan 3. Follow-up on Internal and External Auditor Resi Ariyasa Qadri
Eksternal s.d. TW I Tahun 2025. findings up to Q1 2025.
1. Pembahasan Kinerja s.d. TW I atau April 2025 1. Discussion on performance up to Q1 or April
(aspek operasional, pemasaran, dan keuangan); 2025 (operational, marketing, and financial
2. Pembahasan Isu strategis perusahaan. aspects);
3. Gambaran overview operasional Perusahaan; 2. Discussion on the Company’s strategic issues;
4. Overview batching plant yang akan dikunjungi 3. Overview of the Company’s operations;
Agung Sabar Santoso
oleh Dewan Komisaris PT Hutama Karya 4. Overview of batching plants to be visited by the
28 Mei 2025 Chairiah
21 (Persero). Board of Commissioners of PT Hutama Karya
May 28, 2025 Rifky Adrianto Firdaus
5. Proyek Jalan Tol Probolinggo-Banyuwangi (Persero);
Resi Ariyasa Qadri
Paket 2 5. Probolinggo–Banyuwangi Toll Road Project
6. Overview Proyek Package 2;
7. Pembahasan Kinerja dan keuangan proyek. 6. Project overview
7. Discussion on project performance and
financials.
1. Pembahasan Continency Plan PT Hutama Karya 1. Discussion on the Contingency Plan of
(Persero) Tahun 2025; PT Hutama Karya (Persero) for 2025;
2. Laporan Manajemen Risiko Terintegrasi 2. Integrated Risk Management Report of
konglomerasi PT Hutama Karya (Persero) TW I PT Hutama Karya (Persero) Conglomeration Agung Sabar Santoso
5 Juni 2025 Tahun 2025; Q1 2025; Chairiah
22
June 5, 2025 3. Laporan atas Penerbitan Corporate Guarantee 3. Report on the issuance of Corporate Guarantees Rifky Adrianto Firdaus
kepada Anak Perusahaan Per 31 Maret 2025; to subsidiaries as of March 31, 2025; Resi Ariyasa Qadri
4. Surat BPKP: Pemantauan Tindak Lanjut Hasil 4. Letter from BPKP: Monitoring of follow-up
Pengawasan pada PT Hutama Karya (Persero). actions on supervisory findings at PT Hutama
Karya (Persero).
1. Penyampaian Usulan Rencana KPI Direksi 1. Presentation of the proposed Individual KPI
PT Hutama Karya Secara Individual Tahun 2025; Plan for the Board of Directors of
PT Hutama Karya for 2025;
2. Permohonan Tanggapan Dewan Komisaris atas 2. Request for the Board of Commissioners’ Agung Sabar Santoso
12 Juni 2025 Kecukupan Muatan dalam Draft Kajian Bersama response on the adequacy of content in the Chairiah
23
June 12, 2025 PMN Non tunai PT Hutama Karya; draft joint study on non-cash PMN of Rifky Adrianto Firdaus
PT Hutama Karya; Resi Ariyasa Qadri
3. Pembahasan Progres Proyek Jalan Tol 3. Discussion on the progress of the Semarang–
Semarang–Demak 1A per Juni 2025. Demak Toll Road Project Section 1A as of June
2025.
1. Pembahasan Kinerja Divisi Sipil Umum s.d. 1. Discussion on the performance of the General
bulan Mei Tahun 2025; Civil Division up to May 2025;
Agung Sabar Santoso
2. Pembahasan Kinerja PT Petronesia Benimel s.d. 2. Discussion on the performance of PT Petronesia
19 Juni 2025 Chairiah
24 bulan Mei Tahun 2025; Benimel up to May 2025;
June 19, 2025 Rifky Adrianto Firdaus
3. Rencana strategis Hutama Karya terkait dengan 3. Strategic plan of Hutama Karya related to the
Resi Ariyasa Qadri
keberlanjutan JTTS dengan skenario tanpa sustainability of JTTS under a scenario without
PMN. PMN.
1. Pembahasan Laporan QHSSE TW I Tahun 2025; 1. Discussion on the QHSSE Report Q1 2025;
2. Pembahasan Kinerja dan isu strategis Divisi 2. Discussion on the performance and strategic
Agung Sabar Santoso
Gedung s.d. Mei Tahun 2025; issues of the Building Division up to May 2025;
26 Juni 2025 Chairiah
25 3. Pembahasan Laporan hasil audit Proyek KSO 3. Discussion on the audit report of the Integrated
June 26, 2025 Rifky Adrianto Firdaus
Pembangunan Terintegrasi Rancang Bangun Design and Build Project for the construction of
Resi Ariyasa Qadri
Pembangunan Bangunan Gedung dan Kawasan the State Mosque building and area.
Masjid Negara.
1. Kinerja Divisi Operasi Jalan Tol (OPT) s.d Mei 1. Performance of the Toll Road Operations
Tahun 2025; Division (OPT) up to May 2025;
2. Laporan Hasil Audit: 2. Audit Reports:
- Proyek KSO Pembangunan Jalan Tol IKN - Joint Operation (KSO) Project for the
Seksi 3A-2: Segmen Karangjoang-KKT Construction of IKN Toll Road Section 3A-2: Agung Sabar Santoso
4 Juli 2025 Kariangau Tahun 2025; Karangjoang–KKT Kariangau Segment in Chairiah
26
July 4, 2025 - Proyek KSO Pekerjaan Konstruksi Fisik & 2025; Rifky Adrianto Firdaus
Bangunan-Pembangunan Rumah Sakit IKN - Joint Operation (KSO) Project for Resi Ariyasa Qadri
(Pembangunan dan Pengembangan RS Physical Construction Works & Buildings
IKN) dan Pembangunan Lanjutan RS UPT – Development and Expansion of IKN
IKN (Pembangunan dan Pengembangan RS Hospital and Continued
IKN).
PT Hutama Karya (Persero)
2025 Annual Report 445
Page 446
Tanggal Peserta Rapat
No. Rapat Agenda Rapat Meeting Agenda Meeting
Meeting Date Participants
1. Pembahasan Laporan Penggunaan Tambahan 1. Discussion on the report of utilization of
Dana PMN TA 2022 Tahap II, PMNTA 2023, dan additional PMN funds FY 2022 Phase II, PMN FY Agung Sabar Santoso
10 Juli 2025 PMN TA 2024 Periode Juni 2025; 2023, and PMN FY 2024 for the period of June Chairiah
27
July 10, 2025 2025; Rifky Adrianto Firdaus
2. Pembahasan Kinerja Divisi PBI s.d. Juni Tahun 2. Discussion on the performance of the PBI Resi Ariyasa Qadri
2025. Division up to June 2025.
1. Pembahasan Laporan Manajemen TW II tahun 1. Discussion on Management Report Q2 2025;
2025; Agung Sabar Santoso
17 Juli 2025 2. Permohonan Tanggapan Tertulis atas Rencana 2. Request for Written Response on the Chairiah
28
July 17, 2025 Monetisasi ruas Akses Tanjung Priok; Monetization Plan of the Tanjung Priok Access Rifky Adrianto Firdaus
road section; Resi Ariyasa Qadri
3. Laporan Audit Internal TW II tahun 2025. 3. Internal Audit Report Q2 2025.
1. Rencana Monetisasi ruas ATP dan Rencana 1. Monetization plan of the ATP section and the
Pengelolaan Fasilitas Pinjaman Jangka Panjang Company’s long-term loan facility management
Agung Sabar Santoso
Perusahaan; plan;
25 Juli 2025 Chairiah
29 2. Kinerja Jasa Konstruksi sd Juni 2025 (DG & 2. Construction services performance up to June
July 25, 2025 Rifky Adrianto Firdaus
DSU); 2025 (DG & DSU);
Resi Ariyasa Qadri
3. Rencana strategis percepatan pembangunan 3. Strategic plan for accelerating the development
JTTS. of JTTS.
1. Laporan Kinerja Proyek HKR sd Juni 2025; 1. Project Performance Report of HKR up to June
Agung Sabar Santoso
2025;
31 Juli 2025 Chairiah
30 2. Implementasi ESG di PT Hutama Karya; 2. ESG implementation in PT Hutama Karya;
July 31, 2025 Rifky Adrianto Firdaus
3. Update integrasi BUMN Karya. 3. Update on the integration of State-Owned
Resi Ariyasa Qadri
Construction Enterprises (BUMN Karya).
1. Laporan Kinerja SMAP TW II 2025; 1. SMAP Performance Report Q2 2025;
2. Kinerja Divisi EPC dan EPC Energy Singapore 2. Performance of the EPC Division and EPC Agung Sabar Santoso
7 Agustus 2025 Pte. Ltd. s.d. TW II 2025; Energy Singapore Pte. Ltd. up to Q2 2025; Chairiah
31
August 7, 2025 3. Progres Proyek KPBU Transpapua / Kinerja 3. Progress of the Trans-Papua PPP Project / Rifky Adrianto Firdaus
PT Hutama Mambelim Trans Papua. Performance of PT Hutama Mambelim Trans Resi Ariyasa Qadri
Papua.
1. Update penyampaian usulan KPI Direksi PT 1. Update on the submission of the proposed
Agung Sabar Santoso
15 Agustus Hutama Karya secara individual tahun 2025; individual KPI of the Board of Directors of PT
Chairiah
32 2025 Hutama Karya for 2025;
Rifky Adrianto Firdaus
August 15, 2025 2. Laporan Manajemen Risiko Terintegrasi 2. Integrated Risk Management Report of PT HK
Resi Ariyasa Qadri
Konglomerasi PT HK TW II tahun 2025. Conglomeration Q2 2025.
1. Monitoring Pelaksanaan pekerjaan JTTS ruas 1. Monitoring of the implementation of JTTS
Agung Sabar Santoso
20 Agustus Palembang-Betung; works for the Palembang–Betung section;
Chairiah
33 2025 2. Update rencana integrasi BUMN Karya; 2. Update on the integration plan of State-Owned
Rifky Adrianto Firdaus
August 20, 2025 Construction Enterprises (BUMN Karya);
Resi Ariyasa Qadri
3. Laporan pemakaian fasilitas per Juni 2025. 3. Loan facility utilization report as of June 2025.
1. Progress, Kinerja, dan Isu Proyek Flyover 1. Progress, performance, and issues of the Agung Sabar Santoso
27 Agustus
Sitinjau Lauik; Sitinjau Lauik Flyover Project; Chairiah
34 2025
2. Laporan Penggunaan Corporate Guarantee TW 2. Report on Corporate Guarantee utilization Q2 Rifky Adrianto Firdaus
August 27, 2025
II 2025. 2025. Resi Ariyasa Qadri
1. Laporan Kinerja Divisi QHSSE TW II 2025; 1. QHSSE Division Performance Report Q2 2025;
2. Penjelasan terhadap Tanggapan Dewan 2. Clarification on the response of the Board of
4 September Agung Sabar Santoso
Komisaris atas Kecukupan Muatan dalam Draft Commissioners regarding the adequacy of
2025 Chairiah
35 Kajian Bersama dan Permohonan Dukungan content in the draft joint study and request
September 4, Rifky Adrianto Firdaus
dan Persetujuan Dewan Komisaris atas for support and approval of the Board of
2025 Resi Ariyasa Qadri
Tindaklanjut proses PMN Non tunai PT HK. Commissioners on the follow-up process of
non-cash PMN of PT HK.
1. Kinerja Proyek dan Divisi EPC s.d. Agustus 2025; 1. Project and EPC Division performance up to
August 2025;
12 September 2. Permohonan Tanggapan atas Persetujuan 2. Request for response or approval from the Agung Sabar Santoso
2025 Pemegang Saham terkait Pelaksanaan Shareholders regarding the implementation of Chairiah
36
September 12, Pembiayaan ruas Betung-Jambi; financing for the Betung–Jambi section; Rifky Adrianto Firdaus
2025 3. Penyampaian arahan Dewan Komisaris terkait 3. Presentation of directives from the Board of Resi Ariyasa Qadri
usulan KPI Direksi. Commissioners regarding the proposed KPI of
the Board of Directors.
19 September Update proyek-proyek EPC (progress konstruksi, Update on EPC projects (construction progress, Agung Sabar Santoso
2025 isu, dan rencana resolusi). issues, and resolution plans) Chairiah
37
September 19, Rifky Adrianto Firdaus
2025 Resi Ariyasa Qadri
PT Hutama Karya (Persero)
446 Laporan Tahunan 2025
Page 447
Tata Kelola Perusahaan
Corporate Governance
Tanggal Peserta Rapat
No. Rapat Agenda Rapat Meeting Agenda Meeting
Meeting Date Participants
1. Update rencana integrasi BUMN Karya, 1. Update on the State-Owned Construction
khususnya terkait dengan rencana pembayaran Enterprises (BUMN Karya) integration plan,
hutang perusahaan ke depan; particularly regarding the Company’s future
23 September Agung Sabar Santoso
2. Pembahasan evaluasi penerapan QHSSE pasca debt repayment plan;
2025 Chairiah
38 terjadinya fatality; 2. Discussion on the evaluation of QHSSE
September 23, Rifky Adrianto Firdaus
3. Pembahasan kinerja proyek baru di tahun 2025 implementation following the occurrence of a
2025 Resi Ariyasa Qadri
(seperti IKN, RS dsb). fatality;
3. Discussion on the performance of new projects
in 2025 (such as IKN, hospitals, etc.).
25 September Pembahasan update draft RKAP 2026 PT Hutama Discussion on the updated draft RKAP 2026 of PT Agung Sabar Santoso
2025 Karya (Persero). Hutama Karya. Chairiah
39
September 25, Rifky Adrianto Firdaus
2025 Resi Ariyasa Qadri
1. Draft Laporan Penggunaan Dana PMN Tw III 1. Draft report on PMN fund utilization Q3 2025;
Agung Sabar Santoso
2025; 2. Status of follow-up actions on BPK RI audit;
3 Oktober 2025 Chairiah
40 2. Status Tindak lanjut Audit BPK RI; 3. Audit Report of PT Hakaaston;
October 3, 2025 Rifky Adrianto Firdaus
3. Laporan Hasil Audit PT Hakaaston; 4. Audit Report of PT Hamawas.
Resi Ariyasa Qadri
4. Laporan Hasil Audit PT Hamawas.
1. Update status tindak lanjut Rekomendasi 1. Update on the status of follow-up actions on
temuan BPK RI; BPK RI audit recommendations; Agung Sabar Santoso
9 Oktober 2025 2. Update pembahasan draft buku RKAP 2026 2. Update on the discussion of the draft RKAP Chairiah
41
October 9, 2025 PT Hutama Karya; 2026 document of PT Hutama Karya; Rifky Adrianto Firdaus
3. Update pembahasan manajemen risiko dalam 3. Update on the discussion of risk management Resi Ariyasa Qadri
RKAP 2026 PT Hutama Karya. in the RKAP 2026 of PT Hutama Karya.
17 Oktober 1. Laporan Hasil Audit PT Hakaaston; 1. Audit Report of PT Hakaaston; Agung Sabar Santoso
2025 2. Laporan Hasil Audit PT Hamawas; 2. Audit Report of PT Hamawas; Chairiah
42
October 17, 3. Kinerja Keuangan dan Operasional PT HKR TW 3. Financial and operational performance of Rifky Adrianto Firdaus
2025 III 2025. PT HKR Q3 2025. Resi Ariyasa Qadri
23 Oktober Meeting update tindak lanjut temuan BPK RI Meeting update on follow-up actions on BPK RI Agung Sabar Santoso
2025 dengan SPI. audit findings with Internal Audit (SPI). Chairiah
43
October 23, Rifky Adrianto Firdaus
2025 Resi Ariyasa Qadri
1. Penyampaian lesson learned atas Kerugian 1. Presentation of lessons learned from losses in
24 Oktober Proyek-proyek EPC; EPC projects; Agung Sabar Santoso
2025 2. Laporan Manajemen TW III 2025; 2. Management Report Q3 2025; Chairiah
44
October 24, 3. Status tindak lanjut dan lesson learned atas 3. Status of follow-up actions and lessons learned Rifky Adrianto Firdaus
2025 temuan BPK terkait investasi HK pada proyek from BPK findings related to HK’s investment in Resi Ariyasa Qadri
pengembangan pasar Tuban. the Tuban market development project.
1. Pembahasan visioning pengembangan lahan 1. Discussion on the visioning of land
Karawaci dan Jakabaring yang akan diusulkan development in Karawaci and Jakabaring to be
sebagai PMN Non tunai serta update rencana proposed as non-cash PMN, as well as update
31 Oktober Agung Sabar Santoso
KPBU di IKN; on PPP plans in IKN;
2025 Chairiah
45 2. Pembahasan usulan perubahan Struktur 2. Discussion on the proposed changes to the
October 31, Rifky Adrianto Firdaus
Organisasi PT Hutama Karya; organizational structure of PT Hutama Karya;
2025 Resi Ariyasa Qadri
3. Pembahasan permohonan persetujuan 3. Discussion on the request for approval of
pemutakhiran pedoman Tata Kelola updates to integrated governance guidelines.
Terintegrasi.
1. Pembahasan draft Contingency Plan PT Hutama 1. Discussion on the draft Contingency Plan of
6 November Karya; PT Hutama Karya; Agung Sabar Santoso
2025 2. Laporan Manajemen Risiko Terintegrasi 2. Integrated Risk Management Report of PT HK Chairiah
46
November 6, Konglomerasi PT HK TW III tahun 2025; Conglomeration Q3 2025; Rifky Adrianto Firdaus
2025 3. Pembahasan kinerja PT Hakaaston per Oktober 3. Discussion on the performance of PT Hakaaston Resi Ariyasa Qadri
2025. as of October 2025.
14 November Pembahasan kinerja Divisi Operasi (Divisi PJT, Divisi Discussion on the performance of the Operations Agung Sabar Santoso
2025 RJT dan Divisi OPT) Per Oktober 2025. Division (PJT Division, RJT Division, and OPT Chairiah
47
November 14, Division) as of October 2025 Rifky Adrianto Firdaus
2025 Resi Ariyasa Qadri
1. Laporan Fasilitas pinjaman per 30 September 1. Loan Facility Report as of September 30, 2025;
20 November Siti Jamaliah Lubis
2025;
2025 Andus Winarno
48 2. Pembahasan kinerja PT Hamawas (Anak 2. Discussion on the performance of PT Hamawas
November 20, Rifky Adrianto Firdaus
perusahaan PT Hutama Karya) per Oktober (subsidiary of PT Hutama Karya) as of October
2025 Resi Ariyasa Qadri
2025. 2025.
PT Hutama Karya (Persero)
2025 Annual Report 447
Page 448
Tanggal Peserta Rapat
No. Rapat Agenda Rapat Meeting Agenda Meeting
Meeting Date Participants
1. Usulan Perubahan Struktur Organisasi 1. Proposed changes to the organizational
28 November PT Hutama Karya (Persero); structure of PT Hutama Karya (Persero); Siti Jamaliah Lubis
2025 2. Pembahasan Laporan Kinerja QHSSE TW III 2. Discussion on the QHSSE Performance Report Andus Winarno
49
November 28, 2025; Q3 2025; Rifky Adrianto Firdaus
2025 3. Pembahasan Laporan Audit Intern TW III 2025. 3. Discussion on the Internal Audit Report Q3 Resi Ariyasa Qadri
2025.
4-5 Desember Pembahasan Kinerja Anak Perusahaan PT Hutama Discussion on the performance of subsidiaries of PT Siti Jamaliah Lubis
2025 Karya (Persero) per Oktober 2025 (PT HKI, PT HKR, Hutama Karya (Persero) as of October 2025 (PT HKI, Andus Winarno
50
December 4–5, PT HMTP, PT HPSL). PT HKR, PT HMTP, PT HPSL). Rifky Adrianto Firdaus
2025 Resi Ariyasa Qadri
1. Persetujuan Dewan Komisaris atas Rencana 1. Approval from the Board of Commissioners on
Addendum Utang Afiliasi PT HKR; the Addendum Plan for Affiliated Debt of
11 Desember Siti Jamaliah Lubis
PT HKR;
2025 Andus Winarno
51 2. Kinerja Divisi Sipil Umum s.d. bulan November 2. Performance of the General Civil Division up to
December 11, Rifky Adrianto Firdaus
2025; November 2025;
2025 Resi Ariyasa Qadri
3. Pembahasan lanjutan konsep Contingency Plan 3. Further discussion on the concept of the
2025. Contingency Plan 2025.
1. Update revisi RJPP 2026 - 2030 PT HK dan 1. Update on the revision of the RJPP 2026–2030
update RKAP 2026 PT HK hasil pembahasan of PT HK and update on the RKAP 2026 of PT HK
19 Desember dengan PT Danantara Asset Management based on discussions with PT Danantara Asset Siti Jamaliah Lubis
2025 (Persero); Management (Persero); Andus Winarno
52
December 19, 2. Pembahasan Kinerja Divisi Gedung s.d. bulan 2. Discussion on the performance of the Building Rifky Adrianto Firdaus
2025 November 2025; Division up to November 2025; Resi Ariyasa Qadri
3. Update progress implementasi ICOFR. 3. Update on the progress of ICOFR
implementation.
FREKUENSI DAN TINGKAT KEHADIRAN RAPAT KOMITE AUDIT MEETING FREQUENCY AND ATTENDANCE OF AUDIT COMMITTEE
Tabel Tingkat Kehadiran Rapat Komite Audit
Table of Meeting Frequency and Attendance of Audit Committee
Rapat Komite Audit
Audit Committee Meetings
Nama Jabatan Jumlah dan Persentase Kehadiran
Name Position Number and Attendance Percentage
Jumlah Rapat Jumlah Kehadiran Persentase
Number of meetings Number of attendance Percentage
Ketua
Agung Sabar Santoso* 47 47 100%
Chairman
Ketua
Siti Jamaliah Lubis** 5 5 100%
Chairman
Wakil Ketua
Chairiah* 47 47 100%
Vice Chairman
Wakil Ketua
Andus Winarno** 5 5 100%
Vice Chairman
Anggota
Rifky Adrianto Firdaus 52 52 100%
Member
Anggota
Resi Ariyasa Qadri 52 52 100%
Member
*Berhenti menjabat sejak 17 November 2025 / Resigned effective November 17, 2025
**Mulai menjabat sejak 18 November 2025 / Appointed effective November 18, 2025
PT Hutama Karya (Persero)
448 Laporan Tahunan 2025
Page 449
Tata Kelola Perusahaan
Corporate Governance
Program Kerja dan Pelaksanaan Tugas Komite Audit Audit Committee’s Work Program and Implementation
Tahun 2025 for 2025
Komite Audit telah melaksanakan program kerja dan kegiatan The Audit Committee has carried out its work program and other
lainnya yang dapat diikhtisarkan pada bagian berikut ini: activities, which can be summarized as follows:
1. Melakukan rapat-rapat baik dengan Komite Manajemen Risiko 1. Conducted meetings with the Risk Management and Good
dan Good Corporate Governance (KMRGCG), Dewan Komisaris, Corporate Governance Committee (KMRGCG), the Board
rapat gabungan Dewan Komisaris dan Direksi, maupun rapat of Commissioners, joint meetings between the Board of
internal Komite. Commissioners and the Board of Directors, and internal
Committee meetings.
2. Melakukan telaah dan kajian atas aktivitas Direksi yang 2. Reviewed and assessed the Directors’ activities requiring
memerlukan persetujuan atau tanggapan tertulis Dewan approval or written responses from the Board of Commissioners.
Komisaris.
3. Melakukan pembahasan laporan audit khusus atas tindak 3. Discussed special audit reports on follow-up actions of the
lanjut Whistle Blowing System (WBS) terkait Divisi Engineering Whistleblowing System (WBS) related to the Engineering
Procurement and Construction (EPC), Divisi Sipil Umum (DSU), Procurement and Construction (EPC) Division, Civil Works
dan rencana Tindak Lanjut Temuan Pemeriksaan Satuan Division (DSU), and follow-up plans on Internal Audit (SPI)
Pengawas Internal (SPI) pada Divisi Gedung (DG). findings in the Building Division (DG).
4. Melakukan pembahasan dan evaluasi progres proyek Ibukota 4. Discussed and evaluated the progress of the National Capital
Negara (IKN). City (IKN) project.
5. Melakukan pembahasan dan monitoring tindak lanjut hasil 5. Monitored follow-up actions on the evaluation of the draft
evaluasi atas konsep Rencana Kerja dan Anggaran Perusahaan State-Owned Enterprises (SOE) 2026 Work Plan and Budget
(RKAP) BUMN Tahun 2026 berbasis manajemen risiko. (RKAP) based on risk management principles.
6. Melakukan monitoring rencana transaksi saham antara 6. Monitored planned share transactions between PT Jasa Marga
PT Jasa Marga (Persero) Tbk dan PT Hutama Karya (Persero) (Persero) Tbk and PT Hutama Karya (Persero) in PT Jasamarga
pada PT Jasa Marga Bali Tol dan PT Hutama Marga Waskita. Bali Tol and PT Hutama Marga Waskita.
7. Melakukan pevmbahasan dan evaluasi laporan penggunaan 7. Discussed and evaluated the utilization of State Capital
dana PMN Triwulan (TW) IV tahun 2024 dan PMN TW I-III tahun Injection (PMN) funds for Q4 2024 and Q1–Q3 2025.
2025.
8. Melakukan monitoring perkembangan penyelesaian kasus 8. Monitored the progress of legal dispute and claim resolution
permasalahan hukum/somasi. cases.
9. Melakukan pembahasan dan monitoring pengelolaan utang 9. Discussed and monitored debt management and fulfillment of
dan pembayaran kewajiban. obligations.
10. Melakukan pembahasan dan evaluasi terhadap Laporan QHSSE 10. Discussed and evaluated QHSSE reports for Q4 2024 and Q1–Q3
TW IV tahun 2024 dan TW I-III tahun 2025 serta Laporan Hasil 2025, as well as audit results of the QHSSE Division for 2025.
Audit Divisi QHSSE Tahun 2025.
11. Melakukan evaluasi penggunaan Cash Loan dan Non-Cash Loan 11. Evaluated the use of Cash Loan and Non-Cash Loan for Q4 2024
TW IV Tahun 2024 dan TW I-III tahun 2025. and Q1–Q3 2025.
12. Melakukan monitoring tindak lanjut hasil audit investigatif 12. Monitored follow-up actions of the Indonesian Financial and
Badan Pengawas Keuangan dan Pembangunan (BPKP) atas Development Supervisory Agency (BPKP) investigative audit on
Pengadaan Lahan di sekitar Jalan Tol Trans Sumatera (JTTS). land procurement around the Trans Sumatra Toll Road (JTTS).
13. Pemberian dukungan pengukuran Risk Maturity Index pada 13. Supported Risk Maturity Index assessment for PT Hutama
PT Hutama Karya (Persero) Tahun 2024. Karya (Persero) in 2024.
14. Melakukan monitoring dan evaluasi isu strategis pada anak 14. Monitored and evaluated strategic issues in subsidiaries.
perusahaan.
15. Melakukan pembahasan kinerja PT HK Realtindo (HKR) Tahun 15. Discussed the 2025 performance of PT HK Realtindo (HKR).
2025.
16. Melakukan pembahasan laporan Manajemen Teknologi 16. Reviewed Information Technology Management Reports for
Informasi Tahun 2024 dan TW I-III Tahun 2025. 2024 and Q1–Q3 2025.
17. Melakukan pembahasan dan evaluasi atas kebijakan existing 17. Evaluated existing transaction threshold policies within the
ambang batas transaksi di Hutama Karya dan anak perusahaan. Company and its subsidiaries.
18. Melakukan pembahasan Laporan Manajemen Risiko Triwulan 18. Reviewed Risk Management Reports for Q4 2024, Risk Maturity
IV Tahun 2024 dan konsep Risk Maturity Index 2024 serta Index concept 2024, and Risk Management Reports for Q1–Q3
Laporan Manajemen Risiko TW I-III tahun 2025. 2025.
19. Melakukan pembahasan Laporan Manajemen Audited Tahun 19. Reviewed audited Management Reports for 2024, preparation
2024 dan Persiapan Rapat Umum Pemegang Saham (RUPS) for the 2024 Annual General Meeting of Shareholders (AGMS),
Tahunan 2024 serta Laporan Manajemen Triwulanan TW I-III and quarterly Management Reports for Q1–Q3 2025.
Tahun 2025.
PT Hutama Karya (Persero)
2025 Annual Report 449
Page 450
20. Melakukan pembahasan dan monitoring laporan penggunaan 20. Monitored utilization of loan facilities of the HK Group and
fasilitas pinjaman HK group dan corporate guarantee anak corporate guarantees of subsidiaries on a quarterly basis.
perusahaan triwulanan.
21. Melakukan monitoring progres Pelaksanaan Diagnostik ICOFR 21. Monitored the implementation progress of ICOFR Diagnostic for
bagi BUMN Sistemik A. Systemic SOE Category A.
22. Melakukan pembahasan Code of Conduct Hutama Karya 2025. 22. Discussed the 2025 Code of Conduct of PT Hutama Karya
(Persero).
23. Melakukan pembahasan dan evaluasi terhadap konsep Rencana 23. Reviewed and evaluated the Draft Long-Term Plan (RJPP) of PT
Jangka Panjang Perusahaan (RJPP) PT Hutama Karya (Persero). Hutama Karya (Persero).
24. Melakukan pembahasan rencana perubahan Struktur 24. Discussed proposed changes to the organizational structure of
Organisasi PT Hutama Karya (Persero). PT Hutama Karya (Persero).
25. Melakukan pembahasan Dokumen Contingency Plan Tahun 25. Reviewed the 2025 Contingency Plan Document of PT Hutama
2025 PT Hutama Karya (Persero). Karya (Persero).
26. Melakukan pembahasan dan evaluasi usulan Key Performace 26. Evaluated proposed individual Key Performance Indicators
Indicators (KPI) Direksi secara Individual Tahun 2025. (KPI) of the Board of Directors for 2025.
27. Melakukan pembahasan 3 (tiga) top risks PT Hutama Karya 27. Discussed the three top risks of PT Hutama Karya (Persero) in
(Persero) dalam rangka tindak lanjut pembahasan risiko relation to follow-up of the SOE risk portfolio assessment in
portfolio BUMN tahun 2024. 2024.
28. Melakukan rapat koordinasi untuk menindaklanjuti temuan 28. Conducted coordination meetings to follow up on findings of
Badan Pemeriksa Keuangan. the Audit Board of the Republic of Indonesia (BPK).
29. Melakukan pendampingan kunjungan ke lapangan: 29. Provided field visit assistance to project sites:
a. Proyek jalan tol Probolinggo-Banyuwangi (Juni 2025) dan a. Probolinggo–Banyuwangi Toll Road Project (June 2025)
proyek jalan tol Semarang-Demak (Juni 2025). and Semarang–Demak Toll Road Project (June 2025).
b. Proyek Gedung BRI Ragunan (Oktober 2025), proyek b. BRI Ragunan Building Project (October 2025), Betung–
jalan tol Betung-Tempino-Jambi dan Palembang-Betung Tempino–Jambi Toll Road Project, Palembang–Betung
(Oktober 2025), rencana PMN non tunai untuk tanah Toll Road Project (October 2025), non-cash PMN land in
Karawaci (Oktober 2025), serta proyek perumahan H-City Karawaci (October 2025), as well as H-City Sawangan
Sawangan dan apartemen Sentul (November 2025). housing project and Sentul apartment project (November
2025).
Komite Nominasi dan Remunerasi Nomination and Remuneration Committee
Komite Nominasi dan Remunerasi merupakan organ pendukung The Nomination and Remuneration Committee is a supporting
Dewan Komisaris yang berperan dalam memberi dukungan kepada body of the Board of Commissioners that plays a role in assisting
Dewan Komisaris untuk mengawasi implementasi kebijakan the Board of Commissioners in overseeing the implementation of
nominasi dan remunerasi Direksi, Tim Manajemen, dan Karyawan nomination and remuneration policies for the Board of Directors,
yang sesuai dengan prinsip tata kelola perusahaan yang baik (Good Management Team, and Employees, in accordance with the
Corporate Governance). principles of good corporate governance.
Tugas dan Tanggung Jawab Komite Nominasi dan Duties and Responsibilities of Nomination and
Remunerasi Remuneration Committee
Tugas dan Tanggung Jawab Duties and Responsibilities
1. Komite Nominasi dan Remunerasi melaksanakan tugasnya 1. The Nomination and Remuneration Committee performs its
secara kolegial dan bertindak independen; duties collegially and acts independently;
2. Dalam melaksanakan tugasnya, Komite Nominasi dan 2. In carrying out its duties, the Nomination and Remuneration
Remunerasi bertanggung jawab kepada Dewan Komisaris; Committee is accountable to the Board of Commissioners;
3. Menyusun dan menyampaikan Program Kerja Tahunan Komite 3. The committee prepares and submits the Annual Work Program
Nominasi dan Remunerasi kepada Dewan Komisaris untuk of the Nomination and Remuneration Committee to the Board
ditetapkan; of Commissioners for approval;
4. Tugas dan tanggung jawab Komite Nominasi dan Remunerasi 4. The duties and responsibilities of the Nomination and
terkait dengan fungsi Nominasi sebagai berikut: Remuneration Committee related to the Nomination function
are as follows:
a. Melakukan evaluasi dan memberikan rekomendasi kepada a. Conducting evaluations and providing recommendations
Dewan Komisaris mengenai: to the Board of Commissioners regarding:
• komposisi jabatan anggota Direksi dan/atau anggota • The composition of the positions of the Board of
Dewan Komisaris; Directors and/or Board of Commissioners members;
PT Hutama Karya (Persero)
450 Laporan Tahunan 2025
Page 451
Tata Kelola Perusahaan
Corporate Governance
• kebijakan dan kriteria yang dibutuhkan dalam proses • The policies and criteria required in the Nomination
Nominasi; dan process; and
• kebijakan evaluasi kinerja bagi anggota Direksi dan/ • The performance evaluation policies for the
atau anggota Dewan Komisaris. members of the Board of Directors and/or Board of
Commissioners.
b. membantu Dewan Komisaris melakukan penilaian kinerja b. Assisting the Board of Commissioners in evaluating the
anggota Direksi dan/atau anggota Dewan Komisaris performance of the members of the Board of Directors and/
berdasarkan tolok ukur yang telah disusun sebagai bahan or the Board of Commissioners based on the established
evaluasi; benchmarks as evaluation materials;
c. memberikan rekomendasi kepada Dewan Komisaris c. Providing recommendations to the Board of Commissioners
mengenai program pengembangan kemampuan anggota regarding the development program for the members of
Direksi dan/atau anggota Dewan Komisaris; dan the Board of Directors and/or the Board of Commissioners;
and
d. memberikan usulan calon yang memenuhi syarat sebagai d. Proposing qualified candidates as members of the Board of
anggota Direksi dan/atau anggota Dewan Komisaris kepada Directors and/or the Board of Commissioners to the Board
Dewan Komisaris untuk disampaikan kepada Rapat Umum of Commissioners to be submitted to the General Meeting
Pemegang Saham dengan tahapan antara lain: of Shareholders, with stages including:
• Mendapatkan usulan selected talent BUMN (Anggota • Obtaining proposals for selected SOEs talents (Board of
Direksi dan pejabat setingkat di bawah Direksi) dengan Directors members and officials at the level below the
jumlah sekurang-kurangnya 3 (tiga) orang kandidat Board of Directors) with at least 3 (three) candidates
untuk setiap pos jabatan Direksi yang ada saat ini, for each current Board of Director position, who are
yang merupakan talent yang sudah direviu dan talents that have been reviewed and proposed by the
diusulkan oleh Direksi dengan pertimbangan antara Board of Directors with considerations including, but
lain berdasarkan: not limited to:
- Talent classification yang memenuhi kategori - Talent classification that meets the “high
"high potensial" atau sekurang-kurangnya potential” category or at least “promotable”;
"promotable";
- Kapasitas yang terdiri dari kompetensi aktual serta - Capacity consisting of actual competencies as well
kemauan dan kecepatan belajar (learning agility); as willingness and learning agility;
- Evaluasi/penilaian dari Direksi secara mandiri - Evaluation/assessment from the Board of Directors
berdasarkan leaders professional judgement; independently based on professional leadership
judgment;
- Mempertimbangkan pemenuhan program unleash - Considering the fulfillment of the unleash talent
talent terkait top talent perempuan dan top talent program related to top female talent and top
muda sesuai arah kebijakan Menteri BUMN. young talent in accordance with the policies of the
Minister of SOEs (State-Owned Enterprises).
• Melakukan validasi dan kalibrasi atas selected talent • Conducting validation and calibration of the selected
yang diusulkan oleh Direksi; talents proposed by the Board of Directors;
• Menyampaikan data selected talent yang sudah • Submitting the validated selected talent data to the
divalidasi kepada Dewan Komisaris untuk dilakukan Board of Commissioners for discussion as nominated
pembahasan sebagai nominated talent yang kemudian talent, which will then be nominated by the Board of
akan dinominasikan oleh Dewan Komisaris kepada Commissioners to the Minister/General Meeting of
Menteri/RUPS; Shareholders (GMS);
5. Tugas dan tanggung jawab Komite Nominasi dan Remunerasi 5. The duties and responsibilities of the Nomination and
terkait dengan fungsi Remunerasi paling kurang: Remuneration Committee related to the Remuneration
function:
a. Melakukan evaluasi dan memberikan rekomendasi kepada a. Conducting evaluations and providing recommendations
Dewan Komisaris mengenai: to the Board of Commissioners regarding:
• Sistem Remunerasi bagi anggota Direksi dan/atau • The remuneration system for the members of the
anggota Dewan Komisaris berupa sistem penggajian/ Board of Directors and/or the Board of Commissioners,
honorarium, pemberian fasilitas, tunjangan, bonus/ including the salary/honorarium system, provision of
tantiem/insentif, sistem pensiun, penilaian atau facilities, allowances, bonuses/tantiem/ incentives,
evaluasi terhadap sistem tersebut dan opsi yang pension system, evaluation of the system;
diberikan;
• Kebijakan atas remunerasi bagi anggota Direksi dan/ • The remuneration policy for the members of the Board
atau anggota Dewan Komisaris yang didasarkan atas of Directors and/ or the Board of Commissioners,
kinerja, risiko, kewajaran dengan peer group, sasaran based on performance, risk, fairness compared to peer
PT Hutama Karya (Persero)
2025 Annual Report 451
Page 452
dan strategi jangka panjang Perseroan, dan potensi groups, the company’s long-term goals and strategy,
pendapatan Perseroan di masa yang akan datang; and the company’s potential future revenue;
• Besaran atas remunerasi bagi anggota Direksi dan/ • The amount of remuneration for the members of the
atau anggota Dewan Komisaris. Board of Directors and/ or the Board of Commissioners.
b. Membantu Dewan Komisaris melakukan penilaian kinerja b. Assisting the Board of Commissioners in evaluating
dengan kesesuaian Remunerasi yang diterima masing- performance in alignment with the remuneration received
masing anggota Direksi. by each member of the Board of Directors.
c. Melakukan evaluasi secara berkala terhadap penerapan c. Conducting periodic evaluations of the implementation of
kebijakan remunerasi. the remuneration policy.
6. Menyusun Piagam Komite Nominasi dan Remunerasi dan 6. Preparing the Nomination and Remuneration Committee
melakukan reviu sesuai kebutuhan paling kurang 2 (dua) tahun Charter and reviewing it as needed, at least every 2 (two) years;
sekali;
7. Menyusun Rencana Kerja dan Anggaran Tahunan dan 7. Preparing the Annual Work Plan and Budget and submitting it
menyampaikan kepada Dewan Komisaris. to the Board of Commissioners.
Penugasan Lain Other Assigmments
Selain tugas khusus sebagaimana dimaksud diatas, Dewan In addition to the specific duties mentioned above, the Board of
Komisaris dapat memberikan penugasan lain kepada Komite Commissioners may assign other tasks to the Nomination and
Nominasi dan Remunerasi dengan ketentuan sebagai berikut: Remuneration Committee under the following conditions:
1. Pemberian tugas lain kepada Komite Nominasi dan Remunerasi 1. The assignment of other tasks to the Nomination and
oleh Dewan Komisaris dilakukan melalui perintah tertulis yang Remuneration Committee by the Board of Commissioners is
menerangkan: done through a written order that outlines:
a. Nama anggota Komite yang diberi tugas; a. The name of the committee member assigned the task;
b. Tujuan dan sasaran pekerjaan; b. The purpose and objectives of the task;
c. Waktu penugasan; c. The duration of the assignment;
d. Sifat dan lingkup pekerjaan; d. The nature and scope of the task;
e. Hal-hal administratif yang berkaian dengan tugas khusus e. Administrative matters related to the specific task.
dimaksud.
2. Penugasan dapat mencakup tetapi tidak terbatas pada 2. The assignment may include, but is not limited to, an
pemeriksaan terhadap dugaan adanya kesalahan dalam examination of the alleged errors in the decisions made by
keputusan rapat Direksi atau penyimpangan dalam the Board of Directors or deviations in the implementation of
pelaksanaan dari suatu hasil keputusan rapat Direksi dalam the Board of Directors’ decisions in relation to the duties and
kaitannya dengan tugas dan tanggung jawab yang menyangkut responsibilities concerning nomination and remuneration;
nominasi dan remunerasi;
3. Komite harus menyampaikan laporan pelaksanaan tugas 3. The Committee must submit a report on the implementation
lain dengan tingkat kerahasiaan maksimal dan terbatas pada of other tasks with a high level of confidentiality, limited to the
anggota Komite Nominasi dan Remunerasi dan anggota Dewan members of the Nomination and Remuneration Committee and
Komisaris. the Board of Commissioners.
Wewenang Komite Nominasi dan Remunerasi The Authorities of Nomination and Remuneration
Committee
1. Untuk melakukan tugas-tugasnya Komite Nominasi dan 1. In performing its duties, the Nomination and Remuneration
Remunerasi berhak untuk mendapatkan akses secara penuh, Committee has the right to have full, free, and unrestricted
bebas dan tidak terbatas terhadap catatan, karyawan, dana, access to the company’s records, employees, funds, assets, and
dan aset serta sumber daya perusahaan lainnya yang berkaitan other resources related to the performance of its duties.
dengan pelaksanaan tugasnya.
2. Komunikasi secara langsung dengan pihak terkait termasuk 2. Direct communication with relevant parties, including
informasi, kegiatan operasional, keuangan, dan manajemen information, operational activities, financial matters, and
Perusahaan. company management.
3. Melakukan koordinasi dengan Komite Audit dan Komite 3. Coordinating with the Audit Committee, Risk Management &
Manajemen Risiko & GCG serta pihak-pihak yang GCG Committee, and other relevant parties that support the
berkepentingan yang mendukung pelaksanaan tugas Komite execution of the Nomination and Remuneration Committee’s
Nominasi dan Remunerasi. duties.
4. Atas persetujuan Dewan Komisaris dapat mencari masukan 4. With the approval of the Board of Commissioners, the
dari para profesional di luar perusahaan yang berkaitan dengan committee may seek input from external professionals related
pelaksanaan tugas atas beban perusahaan. to the performance of its duties at the company’s expense.
PT Hutama Karya (Persero)
452 Laporan Tahunan 2025
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Tata Kelola Perusahaan
Corporate Governance
Piagam Komite Nominasi dan Remunerasi Nomination and Remuneration Committee Charter
Dalam melaksanakan tugas dan tanggung jawabnya, Komite In carrying out its duties and responsibilities, the Nomination and
Nominasi dan Remunerasi mengacu Keputusan Dewan Komisaris Remuneration Committee refers to the Board of Commissioners’
Nomor SK-10.XII/DK/PTHK/2023 tentang Piagam Komite Nominasi Decree Number SK-10.XII/DK/PTHK/2023 concerning the Charter of
dan Remunerasi PT Hutama Karya (Persero). Piagam Komite the Nomination and Remuneration Committee of PT Hutama Karya
Nominasi dan Remunerasi ini merupakan pedoman dan dokumen (Persero). This Nomination and Remuneration Committee Charter
formal sebagai bentuk wujud komitmen dari Dewan Komisaris dan serves as a guideline and formal document reflecting the commitment
Direksi dalam usaha menciptakan transparansi proses nominasi of the Board of Commissioners and the Board of Directors to create
dan remunerasi juga meningkatkan kualitas, kompetensi dan transparency in the nomination and remuneration processes, as
tanggung jawab Direksi dan Dewan Komisaris. well as to improve the quality, competence, and responsibility of the
Board of Directors and the Board of Commissioners.
Piagam Komite Nominasi dan Remunerasi memiliki cakupan The Nomination and Remuneration Committee Charter has the
sebagai berikut: following scope:
Bab I Pendahuluan Chapter I Introduction
Bab II Persyaratan Komite Chapter II Committee Requirements
Bab III Organisasi Komite Chapter III Committee Organization
Bab IV Tugas, Tanggung Jawab, Wewenang dan Kode Etik Chapter IV Duties, Responsibilities, Authorities, and Code of Ethics
Komite Nominasi dan Remunerasi of the Nomination and Remuneration Committee
Bab V Rapat dan Hubungan Kerja Komite Nominasi dan Chapter V Meetings and Working Relationships of the Nomination
Remunerasi and Remuneration Committee
Bab VI Rencana Kerja, Anggaran, Honorarium, dan Program Chapter VI Work Plan, Budget, Honorarium, and Development
Pengembangan Komite Nominasi dan Remunerasi Program of the Nomination and Remuneration
Committee
Bab VII Pelaporan, Akses, dan Kerahasiaan Informasi Komite Chapter VII Reporting, Access, and Confidentiality of Information
Nominasi dan Remunerasi of the Nomination and Remuneration Committee
Bab VIII Penutup Chapter VIII Closing
Masa Jabatan Komite Nominasi dan Remunerasi The Term of Office for Nomination and Remuneration
Committee
Masa jabatan anggota Komite Nominasi dan Remunerasi paling The term of office for members of the Nomination and Remuneration
lama adalah 3 (tiga) tahun dan dapat diperpanjang satu kali Committee is a maximum of 3 (three) years and may be extended once
selama 2 (dua) tahun masa jabatan dengan tidak mengurangi for a further 2 (two) years, without prejudice to the right of the Board
hak Dewan Komisaris untuk memberhentikan anggota Komite of Commissioners to dismiss the committee member at any time.
yang bersangkutan sewaktu-waktu. Masa jabatan anggota Komite The term of office for members of the Nomination and Remuneration
Nominasi dan Remuenrasi yang merupakan anggota Dewan Committee who are also members of the Board of Commissioners
Komisaris adalah sama dengan masa penunjukannya sebagai is the same as their term of appointment as Commissioner, as
Komisaris yang ditetapkan oleh RUPS. determined by the General Meeting of Shareholders (RUPS).
Struktur, Keanggotaan dan Keahlian Komite Nominasi Structure, Membership, and Expertise of The
dan Remunerasi Nomination and Remuneration Committee
Susunan Anggota Komite Nominasi dan Remunerasi per tanggal Composition of the Nomination and Remuneration Committee as of
1 Januari 2025 – 17 Februari 2025 January 1, 2025 – February 17, 2025
Nama Jabatan Keterangan Keahlian
Name Position Remarks Expertise
Teknik Sipil, Administrasi
Wakil Komisaris Utama merangkap
Pembangunan, Sosiologi dan
Komisaris Independen
Ketua Antropologi
M. Lukman Edy Vice President Commissioner
Chair Civil Engineering, Development
concurrently serving as Independent
Administration, Sociology and
Commissioner
Anthropology
Anggota Komisaris Hukum
Susdiyarto Agus Praptono
Member Commissioner Law
Anggota BOD-1 di bidang HC Teknik Sipil, Human Capital
Mardiansyah
Member BOD-1 in Human Capital Civil Engineering, Human Capital
PT Hutama Karya (Persero)
2025 Annual Report 453
Page 454
Susunan Anggota Komite Nominasi dan Remunerasi per tanggal Composition of the Nomination and Remuneration Committee as of
18 Februari 2025 – 9 Juni 2025 February 18, 2025 – June 9, 2025
Nama Jabatan Keterangan Keahlian
Name Position Remarks Expertise
Teknik Sipil, Administrasi
Wakil Komisaris Utama merangkap
Pembangunan, Sosiologi dan
Komisaris Independen
Ketua Antropologi
M. Lukman Edy Vice President Commissioner
Chair Civil Engineering, Development
concurrently serving as Independent
Administration, Sociology and
Commissioner
Anthropology
Anggota Komisaris Teknik Arsitektur
Iwan Suprijanto
Member Commissioner Architecture Engineering
Anggota BOD-1 di bidang HC Teknik Sipil, Human Capital
Mardiansyah
Member BOD-1 in Human Capital Civil Engineering, Human Capital
Susunan Anggota Komite Nominasi dan Remunerasi per tanggal Composition of the Nomination and Remuneration Committee as of
10 Juni 2025 – 17 November 2025 June 10, 2025 – November 17, 2025
Nama Jabatan Keterangan Keahlian
Name Position Remarks Expertise
Ketua Komisaris Idependen Pertahanan & Keamanan
Agung Sabar Santoso
Chair Independent Commissioner Defense & Security
Anggota Komisaris Teknik Arsitektur
Iwan Suprijanto
Member Commissioner Architecture Engineering
Anggota BOD-1 di bidang HC Teknik Sipil, Human Capital
Mardiansyah
Member BOD-1 in Human Capital Civil Engineering, Human Capital
Susunan Anggota Komite Nominasi dan Remunerasi per tanggal Composition of the Nomination and Remuneration Committee as of
18 November 2025 – 31 Desember 2025 November 18, 2025 – December 31, 2025
Nama Jabatan Keterangan Keahlian
Name Position Remarks Expertise
Wakil Komisaris Utama merangkap
Komisaris Independen
Ketua Pertahanan dan Manajemen
Yudo Margono Vice President Commissioner
Chair Defense and Management
concurrently serving as Independent
Commissioner
Anggota Komisaris Idependen Ekonomi, Environmental
R. Wahyu Muryadi
Member Independent Commissioner Economics, Environmental
Anggota Komisaris Idependen Hukum
Siti Jamaliah Lubis
Member Independent Commissioner Law
Ilmu Sosial dan Ilmu Politik,
Anggota Komisaris Idependen Perencanaan Proyek
Mudanto Hatta
Member Independent Commissioner Social Sciences and Political Science,
Project Planning
Anggota Komisaris Teknik Sipil
Essy Asiah
Member Commissioner Civil Engineering
Anggota Komisaris Hukum dan Ekonomi
Andus Winarno
Member Commissioner Law and Economics
Anggota BOD-1 di bidang HC Komunikasi dan Keuangan
Alfa Haga Rachmady
Member BOD-1 in Human Capital Communication and Finance
PT Hutama Karya (Persero)
454 Laporan Tahunan 2025
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Tata Kelola Perusahaan
Corporate Governance
Profil Komite Nominasi dan Remunerasi Nomination and Remuneration Committee Profile
Profil Komite Nominasi dan Remunerasi per 31 Desember 2025 The profile of the Nomination and Remuneration Committee per
adalah sebagai berikut. December 31, 2025, is presented below.
Yudo Margono
Ketua Komite Nominasi dan Remunerasi
Chairman of the Nomination and Remuneration Committee
Profil dapat dilihat pada bagian Profil Dewan Komisaris dalam Laporan Tahunan ini.
The profile can be found in the Board of Commissioners’ Profile section of this Annual Report.
Periode dan Masa Jabatan : Periode dan Masa Jabatan Komite Nominasi dan Remunerasi sesuai dengan periode dan masa jabatan sebagai Dewan Komisaris.
Term and Duration of Appointment: The term and duration of the Nomination and Remuneration Committee’s appointment are in accordance with the term
and duration of the Board of Commissioners’ appointment.
R. Wahyu Muryadi
Anggota Komite Nominasi dan Remunerasi
Member of the Nomination and Remuneration Committee
Profil dapat dilihat pada bagian Profil Dewan Komisaris dalam Laporan Tahunan ini.
The profile can be found in the Board of Commissioners’ Profile section of this Annual Report.
Periode dan Masa Jabatan : Periode dan Masa Jabatan Komite Nominasi dan Remunerasi sesuai dengan periode dan masa jabatan sebagai Dewan Komisaris.
Term and Duration of Appointment: The term and duration of the Nomination and Remuneration Committee’s appointment are in accordance with the term
and duration of the Board of Commissioners’ appointment.
Siti Jamaliah Lubis
Anggota Komite Nominasi dan Remunerasi
Member of the Nomination and Remuneration Committee
Profil dapat dilihat pada bagian Profil Dewan Komisaris dalam Laporan Tahunan ini.
The profile can be found in the Board of Commissioners’ Profile section of this Annual Report.
Periode dan Masa Jabatan : Periode dan Masa Jabatan Komite Nominasi dan Remunerasi sesuai dengan periode dan masa jabatan sebagai Dewan Komisaris.
Term and Duration of Appointment: The term and duration of the Nomination and Remuneration Committee’s appointment are in accordance with the term
and duration of the Board of Commissioners’ appointment.
Mudanto Hatta
Anggota Komite Nominasi dan Remunerasi
Member of the Nomination and Remuneration Committee
Profil dapat dilihat pada bagian Profil Dewan Komisaris dalam Laporan Tahunan ini.
The profile can be found in the Board of Commissioners’ Profile section of this Annual Report.
Periode dan Masa Jabatan : Periode dan Masa Jabatan Komite Nominasi dan Remunerasi sesuai dengan periode dan masa jabatan sebagai Dewan Komisaris.
Term and Duration of Appointment: The term and duration of the Nomination and Remuneration Committee’s appointment are in accordance with the term
and duration of the Board of Commissioners’ appointment.
Essy Asiah
Anggota Komite Nominasi dan Remunerasi
Member of the Nomination and Remuneration Committee
Profil dapat dilihat pada bagian Profil Dewan Komisaris dalam Laporan Tahunan ini.
The profile can be found in the Board of Commissioners’ Profile section of this Annual Report.
Periode dan Masa Jabatan : Periode dan Masa Jabatan Komite Nominasi dan Remunerasi sesuai dengan periode dan masa jabatan sebagai Dewan Komisaris.
Term and Duration of Appointment: The term and duration of the Nomination and Remuneration Committee’s appointment are in accordance with the term
and duration of the Board of Commissioners’ appointment.
Andus Winarno
Anggota Komite Nominasi dan Remunerasi
Member of the Nomination and Remuneration Committee
Profil dapat dilihat pada bagian Profil Dewan Komisaris dalam Laporan Tahunan ini.
The profile can be found in the Board of Commissioners’ Profile section of this Annual Report.
Periode dan Masa Jabatan : Periode dan Masa Jabatan Komite Nominasi dan Remunerasi sesuai dengan periode dan masa jabatan sebagai Dewan Komisaris.
Term and Duration of Appointment: The term and duration of the Nomination and Remuneration Committee’s appointment are in accordance with the term
and duration of the Board of Commissioners’ appointment.
PT Hutama Karya (Persero)
2025 Annual Report 455
Page 456
Alfa Haga Rachmady*
Anggota Komite Nominasi dan Remunerasi
Member of the Nomination and Remuneration Committee
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/ Age
Lahir di Bandung pada tahun 1985. Usia 40 tahun Per Desember 2025.
Born in Bandung in 1985. Age 40 years old as of December 2025.
Riwayat Pendidikan • Sarjana Ilmu Komunikasi Universitas Padjajaran (2009).
Educational Background • Magister di Bidang Keuangan, Sunderland University (2014).
• Bachelor of Communication Science, Universitas Padjadjaran (2009)
• Master’s in Finance, University of Sunderland (2014)
Sertifikasi Certified Learning Management Program
Certification Certified Learning Management Program
Pengalaman Kerja • VP Bagian Perencanaan Strategi (2021-2025).
Work Experience • EVP Divisi Human Capital (2025-Sekarang).
• Vice President, Strategy Planning Division (2021–2025)
• Executive Vice President, Human Capital Division (2025–present)
Dasar Hukum Keputusan Dewan Komisaris PT Hutama Karya (Persero) Nomor SK-13.XI/DK/PTHK/2025 tanggal 18 November 2025
Pengangkatan Decision of the Board of Commissioners of PT Hutama Karya (Persero) No. SK-13.XI/DK/PTHK/2025 dated November 18, 2025
Legal Basis of
Appointment
Periode dan Masa 2025 - sekarang
Jabatan 2025–present
Period and The term
of office
Jabatan Rangkap EVP Divisi Human Capital PT Hutama Karya (Persero)
Concurrent Positions Executive Vice President, Human Capital Division, PT Hutama Karya (Persero)
* Jabatan Komite Nominasi dan Remunerasi melekat pada jabatan Pejabat satu tingkat di bawah direksi yang membidangi pengelolaan Human Capital. / The position of the Nomination
and Remuneration Committee is attached to the position of an official one level below the Board of Directors who is responsible for Human Capital management.
Kualifikasi Pendidikan dan Pengalaman Kerja Komite Educational Qualifications and Work Experience of The
Nominasi dan Remunerasi Nomination and Remuneration Committee
Tabel Kualifikasi Pendidikan dan Pengalaman Kerja Komite Nominasi dan Remunerasi
Table of Educational Qualifications and Work Experience of The Nomination and Remuneration Committee
Nama Jabatan Pendidikan Pengalaman Kerja
Name Position Education Work Experience
• Sarjana Manajemen
• Magister Manajemen
• Magister Terapan OPSLA Seskoal Memiliki pengalaman kerja di Mabes TNI
Ketua • Bachelor of Management Republik Indonesia
Yudo Margono
Chairman • Master of Management Has work experience at the Indonesian National
• Master of Applied Maritime Operations Armed Forces Headquarters (TNI Headquarters)
(OPSLA), Indonesian Naval Staff and
Command College (Seskoal)
• Sarjana Ekonomi
Memiliki pengalaman kerja di PT Tempo
Anggota • Magister Manajemen
R. Wahyu Muryadi Magazine
Member • Bachelor of Economics
Has work experience at PT Tempo Magazine
• Master of Management
• Sarjana Hukum Memiliki pengalaman kerja di Dewan Pimpinan
Anggota • Magister Hukum Pusat Kongres Advokat Indonesia
Siti Jamaliah Lubis
Member • Bachelor of Law Has work experience at the Central Executive
• Master of Law Board of the Indonesian Advocates Congress
Memiliki pengalaman kerja di bidang
Anggota Sarjana Ilmu Sosial dan Ilmu Politik periklanan, konstruksi, dan desain.
Mudanto Hatta
Member Bachelor of Social Sciences and Political Science Has work experience in advertising,
construction, and design
PT Hutama Karya (Persero)
456 Laporan Tahunan 2025
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Tata Kelola Perusahaan
Corporate Governance
Nama Jabatan Pendidikan Pengalaman Kerja
Name Position Education Work Experience
• Sarjana Teknik Lingkungan Memiliki pengalaman kerja di Kementerian
Anggota • Megister Teknik Sipil Pekerjaan Umum
Essy Asiah
Member • Bachelor of Environmental Engineering Has work experience at the Ministry of Public
• Master of Civil Engineering Works
Memiliki pengalaman kerja di Badan Pengaturan
• Sarjana Ekonomi
BUMN Republik Indonesia
Anggota • Magister Ilmu Hukum
Andus Winarno Has work experience at the Regulatory Agency
Member • Bachelor of Economics
for State-Owned Enterprises of the Republic of
• Master of Law
Indonesia
• Sarjana Ilmu Komunikasi
Memiliki pengalaman kerja di bidang
Anggota • Magister bidang Keuangan
Alfa Haga Rachmady Infrastruktur
Member • Bachelor of Communication Science
Has work experience in the infrastructure sector
• Master’s in Finance
Independensi Komite Nominasi dan Remunerasi Independency of Nomination and Remuneration
Committee
Tabel Independensi Komite Nominasi dan Remunerasi
Table of Independency of Nomination and Remuneration Committee
Siti
Aspek Independensi Yudo Wahyu Mudanto Andus Alfa Haga
Jamaliah Essy Asiah
Independency Aspects Margono Muryadi Hatta Winarno Rachmady
Lubis
Tidak memiliki hubungan keuangan
dengan Dewan Komisaris dan
Direksi
Does not have any financial
relationship with the Board of
Commissioners and the Board of
Directors.
Tidak memiliki hubungan
kepengurusan di perusahaan, anak
perusahaan, maupun perusahaan
afiliasi
Does not have any management
relationship with the company,
subsidiaries, or affiliated
companies.
Tidak memiliki hubungan
kepemilikan saham di perusahaan
Does not have any share ownership
in the company
Tidak memiliki hubungan keluarga
dengan Dewan Komisaris, Direksi,
dan/atau sesama anggota Komite
Nominasi, dan Remunerasi
Does not have any family
relationship with the Board of
Commissioners, the Board of
Directors, and/or fellow members of
the Nomination and Remuneration
Committee.
Tidak menjabat sebagai pengurus
partai politik, pejabat, dan
pemerintah
Does not serving as an executive
of a political party, government
official, or in any government
position.
PT Hutama Karya (Persero)
2025 Annual Report 457
Page 458
Program Peningkatan Kompetensi Komite Nominasi dan Enhancement Program for The Nomination and
Remunerasi Remuneration Comittee
Jenis Pelatihan dan Materi Pengembangan
Waktu dan Tempat
Nama Jabatan Kompetensi / Pelatihan Penyelenggara
Pelaksanaan
Name Positions Type of Training and Competency Development Organizer
Time and Place
Materials / Training
Pelatihan dan/atau Peningkatan Kompetensi Dapat Dilihat Pada Pelatihan dan/atau Peningkatan Kompetensi
Ketua Dewan Komisaris Dalam Bab Corporate Governance Laporan Tahunan Ini
Yudo Margono
Chairman The competency enhancement program can be seen in the Training and/ or Competency Development section for
the Board of Commissioners in the Corporate Governance Chapter of this Annual Report
Pelatihan dan/atau Peningkatan Kompetensi Dapat Dilihat Pada Pelatihan dan/atau Peningkatan Kompetensi
Anggota Dewan Komisaris Dalam Bab Corporate Governance Laporan Tahunan Ini
R. Wahyu Muryadi
Member The competency enhancement program can be seen in the Training and/ or Competency Development section for
the Board of Commissioners in the Corporate Governance Chapter of this Annual Report
Pelatihan dan/atau Peningkatan Kompetensi Dapat Dilihat Pada Pelatihan dan/atau Peningkatan Kompetensi
Anggota Dewan Komisaris Dalam Bab Corporate Governance Laporan Tahunan Ini
Siti Jamaliah Lubis
Member The competency enhancement program can be seen in the Training and/ or Competency Development section for
the Board of Commissioners in the Corporate Governance Chapter of this Annual Report
Pelatihan dan/atau Peningkatan Kompetensi Dapat Dilihat Pada Pelatihan dan/atau Peningkatan Kompetensi
Anggota Dewan Komisaris Dalam Bab Corporate Governance Laporan Tahunan Ini
Mudanto Hatta
Member The competency enhancement program can be seen in the Training and/ or Competency Development section for
the Board of Commissioners in the Corporate Governance Chapter of this Annual Report
Pelatihan dan/atau Peningkatan Kompetensi Dapat Dilihat Pada Pelatihan dan/atau Peningkatan Kompetensi
Anggota Dewan Komisaris Dalam Bab Corporate Governance Laporan Tahunan Ini
Essy Asiah
Member The competency enhancement program can be seen in the Training and/ or Competency Development section for
the Board of Commissioners in the Corporate Governance Chapter of this Annual Report
Pelatihan dan/atau Peningkatan Kompetensi Dapat Dilihat Pada Pelatihan dan/atau Peningkatan Kompetensi
Anggota Dewan Komisaris Dalam Bab Corporate Governance Laporan Tahunan Ini
Andus Winarno
Member The competency enhancement program can be seen in the Training and/ or Competency Development section for
the Board of Commissioners in the Corporate Governance Chapter of this Annual Report
Virtual Class, 16-18 April
2025 The Lean Construction
The 5th Last Planner System Conference
Virtual Class, April 16-18, Blog
2025
Jakarta, 5-6 Mei 2025 Forum Human Capital
Strategic Thinking & Decision Making
Jakarta, May 5-6, 2025 Indonesia
Jakarta, 6 Agustus 2025
NUCLEUS LIVE – Energy & Insfrastructure Peepl Tech
Jakarta, August 6, 2025
Virtual Class, 19-20
Pelatihan Manajemen Umum Dana Pensiun (MUDP)
Agustus 2025 Asosiasi Dana Pensiun
General Management of Pension Funds (MUDP)
Virtual Class, August 19- Indonesia (ADPI)
Training
Anggota 20, 2025
Mardiansyah
Member
Pelatihan Persiapan Sertifikasi Pengawasan Dana Virtual Class, 21-22
Pensiun Agustus 2025 Asosiasi Dana Pensiun
Training for Pension Fund Supervisory Certification Virtual Class, August 21- Indonesia (ADPI)
Preparation 22, 2025
Singapura, 2-3 September
Ikatan Ahli Manajemen
2025
IBEW Expert series Singapore Konstruksi Ramping
Singapura, September
Indonesia (IAMKRI)
2-3, 2025
Jakarta, Oktober –
November 2025 Divisi Human Capital
Executive Leadership Development Program (ELDP)
Jakarta, October – Human Capital Division
November 2025
Jakarta, Oktober –
Anggota November 2025 Divisi Human Capital
Alfa Haga Rachmady Executive Leadership Development Program (ELDP)
Member Jakarta, October – Human Capital Division
November 2025
PT Hutama Karya (Persero)
458 Laporan Tahunan 2025
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Tata Kelola Perusahaan
Corporate Governance
Rapat Komite Nominasi dan Remunerasi Nomination and Remuneration Committee Meetings
KEBIJAKAN RAPAT KOMITE NOMINASI DAN REMUNERASI POLICY ON THE NOMINATION AND REMUNERATION COMMITTEE
MEETINGS
1. Rapat Komite Nominasi dan Remunerasi dilaksanakan 1. The Nomination and Remuneration Committee meetings shall
sekurang-kurangnya sekali dalam 4 (empat) bulan dan hasilnya be held at least once every four (4) months, and the results
harus dilaporkan secara tertulis kepada Dewan Komisaris must be reported in writing to the Board of Commissioners of
PT Hutama Karya (Persero). PT Hutama Karya (Persero).
2. Rapat dapat dilaksanakan baik secara tatap muka maupun 2. Meetings may be conducted either in person or virtually
virtual melalui media telekonferensi atau sarana media through teleconference media or other means that allow all
lainnya yang memungkinkan semua peserta Rapat Komite meeting participants to see and/or hear each other directly and
saling melihat dan/atau mendengar secara langsung serta actively participate in the meeting.
berpartisipasi dalam rapat.
3. Di luar rapat berkala tersebut, Komite Nominasi dan Remunerasi 3. In addition to the regular meetings, the Nomination and
dapat melakukan rapat sesuai kebutuhan dengan agenda Remuneration Committee may hold meetings as needed, with
yang disepakati bersama oleh anggota Komite Nominasi dan agendas agreed upon by the committee members.
Remunerasi.
4. Rapat Komite Nominasi dan Remunerasi hanya dapat 4. The Nomination and Remuneration Committee meeting may
dilaksanakan apabila: only be held if:
a. Dihadiri oleh mayoritas dari jumlah anggota Komite a. It is attended by the majority of the Committee members.
Nominasi dan Remunerasi.
b. Salah satu dari mayoritas jumlah anggota yang hadir b. One of the majority members present is the Chairperson of
merupakan Ketua Komite Nominasi dan Remunerasi. the Nomination and Remuneration Committee.
5. Pemanggilan Rapat Komite dilakukan oleh Ketua Komite. 5. The Committee meeting shall be convened by the Chairperson
Dalam hal Ketua Komite berhalangan, maka pemanggilan rapat of the Committee. In the event that the Chairperson is unable to
dilakukan oleh Wakil Ketua Komite yang ditunjuk oleh Ketua attend, the meeting shall be convened by the Vice Chairperson
Komite. appointed by the Chairperson.
6. Pemanggilan rapat dilakukan sekurang-kurangnya 14 (empat 6. The notice of the meeting shall be given at least fourteen (14)
belas) hari dan dalam hal mendesak minimum 3 (tiga) hari days in advance, and in urgent circumstances, a minimum of
sebelum tanggal rapat, dengan mencantumkan hari, tanggal, three (3) days prior to the meeting date. The notice shall specify
jam, tempat, dan agenda rapat yang akan dibicarakan dan the day, date, time, venue, and agenda of the meeting, which
diadakan di tempat kedudukan Perusahaan atau di tempat lain shall be held at the Company’s registered office or another
di wilayah Republik Indonesia yang disepakati. location within the Republic of Indonesia as agreed upon.
7. Dalam hal diperlukan, Komite Nominasi dan Remunerasi dapat 7. If necessary, the Nomination and Remuneration Committee
mengundang narasumber dari anggota Dewan Komisaris, may invite resource persons from the Board of Commissioners,
Direksi, atau pihak-pihak lain baik dari pihak internal maupun the Board of Directors, or other relevant internal or external
eksternal Perusahaan. parties.
8. Guna memperlancar pelaksanaan tugas, Komite Nominasi dan 8. To facilitate the execution of its duties, the Nomination and
Remunerasi dapat dibantu oleh Sekretaris Komite (jika ada) Remuneration Committee may be assisted by a Committee
untuk melaksanakan tugas kesekretariatan antara lain: Secretary (if available) in carrying out secretarial functions,
including:
a. Mengatur jadwal rapat. a. Arranging meeting schedules.
b. Mengusulkan dan menghubungi narasumber yang b. Proposing and coordinating with necessary resource
diperlukan. persons.
c. Menyiapkan dan mendistribusikan undangan dan materi c. Preparing and distributing meeting invitations and
rapat. materials.
d. Menyusun dan mendistribusikan risalah rapat. d. Drafting and disseminating meeting minutes.
9. Rapat Komite Nominasi dan Remunerasi dipimpin oleh Ketua 9. The Nomination and Remuneration Committee meeting
Komite. Apabila Ketua Komite berhalangan hadir, maka rapat shall be chaired by the Chairperson of the Committee. If the
dipimpin oleh Wakil Ketua Komite. Chairperson is unable to attend, the meeting shall be chaired
by the Vice Chairperson of the Committee.
10. Dalam hal Ketua Komite dan Wakil Ketua Komite berhalangan 10. In the event that both the Chairperson and the Vice
pada jam dimulai rapat sesuai undangan, maka atas izin Ketua Chairperson are unable to attend at the scheduled start time
Komite rapat dapat dipimpin oleh salah seorang anggota of the meeting, the meeting may be chaired by a member of
Dewan Komisaris yang dapat hadir. Jika anggota Dewan the Board of Commissioners who is present, subject to the
Komisaris yang akan memimpin rapat terlambat datang, atau Chairperson’s approval. If the designated member of the
karena sesuatu hal harus meninggalkan rapat sementara, maka Board of Commissioners arrives late or must temporarily leave
PT Hutama Karya (Persero)
2025 Annual Report 459
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rapat sementara dipimpin oleh anggota Komite Nominasi dan the meeting for any reason, the meeting shall be temporarily
Remunerasi yang paling senior masa jabatannya. chaired by the most senior member of the Nomination and
Remuneration Committee in terms of tenure.
11. Setiap anggota Komite diberi kebebasan seluas-luasnya untuk 11. Each Committee member is granted full freedom to express
menyampaikan pendapat profesionalnya dalam pembahasan their professional opinions during discussions on every agenda
setiap agenda rapat tanpa intervensi siapapun. item without any external interference.
12. Rapat Komite yang dipimpin oleh selain Ketua Komite, 12. If a meeting is chaired by someone other than the Chairperson,
keputusan yang akan menjadi usulan rapat tetap harus any decisions proposed in the meeting must still receive
mendapat persetujuan dari Ketua Komite. approval from the Chairperson.
13. Rapat Komite Nominasi dan Remunerasi dapat dihadiri oleh 13. The Nomination and Remuneration Committee meetings may
Anggota Dewan Komisaris. be attended by members of the Board of Commissioners.
14. Komite Nominasi Dan Remunerasi dapat meminta Direksi 14. The Nomination and Remuneration Committee may request
atau Karyawan Perusahaan untuk menghadiri rapat dan the presence of members of the Board of Directors or Company
memberikan informasi yang diperlukan. employees to attend meetings and provide necessary
information.
15. Keputusan rapat Komite Nominasi dan Remunerasi dilakukan 15. Decisions in the Nomination and Remuneration Committee
berdasarkan musyawarah untuk mufakat. meetings shall be made through deliberation to reach a
consensus.
16. Dalam hal keputusan berdasarkan musyawarah mufakat tidak 16. If a consensus cannot be reached, decisions shall be made
tercapai, pengambilan keputusan dilakukan berdasarkan suara based on a majority vote
terbanyak.
17. Jika dalam pengambilan keputusan yang dilakukan dengan 17. In terms of a tie in the voting process, the final decision shall be
cara pemungutan suara terjadi suara yang sama banyaknya, made by the Chairperson of the meeting.
maka Ketua Rapat yang akan memutuskan.
18. Jika dalam proses pengambilan keputusan terdapat perbedaan 18. If there are dissenting opinions in the decision making process,
pendapat (dissenting opinions), maka perbedaan pendapat the opinions must be recorded in the meeting minutes along
tersebut wajib dimuat dalam risalah rapat beserta alasan with the reasons for the disagreement
perbedaan pendapat tersebut.
19. Setiap anggota Komite menyampaikan persetujuan atau 19. Each Committee member shall provide approval, objections,
keberatan dan/atau usul perbaikan atas Risalah Rapat, dengan and/or proposed revisions to the Meeting Minutes, taking into
mempertimbangkan ketentuan batas waktu penyampaian account the time limit provisions stipulated in the Committee
Risalah Rapat yang diatur dalam Tata Tertib Rapat Komite. Meeting Rules.
20. Rapat Komite Nominasi dan Remunerasi harus 20. The Nomination and Remuneration Committee meeting must
didokumentasikan dalam suatu risalah rapat yang dibuat oleh be documented in meeting minutes, which shall be prepared
anggota Komite Nominasi dan Remunerasi atau staf sekretariat by a member of the Committee or other designated secretariat
lainnya yang ditunjuk. staff.
21. Risalah rapat ditandatangani oleh Ketua Komite Nominasi dan 221. The meeting minutes shall be signed by the Chairperson of
Remunerasi dan disampaikan kepada Dewan Komisaris dan the Nomination and Remuneration Committee and submitted
anggota Komite Nominasi dan Remunerasi. to the Board of Commissioners and all members of the
Nomination and Remuneration Committee.
22. Setiap anggota Komite berhak menerima salinan Risalah Rapat 22. Each Committee member is entitled to receive a copy of the
meskipun yang bersangkutan tidak hadir dalam rapat tersebut. Meeting Minutes, even if they were not present at the meeting.
23. Daftar absensi sebagai bukti kehadiran rapat wajib diadakan 23. An attendance list as proof of meeting participation must be
pada setiap pelaksanaan rapat dan menjadi bagian dari Risalah provided for each meeting and shall be included as part of
Rapat. Jika rapat dilaksanakan secara virtual melalui media the Meeting Minutes. If the meeting is conducted virtually
telekonferensi, maka bukti kehadiran pada rapat dapat berupa via teleconference, attendance proof may be in the form of a
tangkapan layar media telekonferensi. screenshot of the teleconference session.
24. Kehadiran anggota Komite dalam rapat, dilaporkan dalam 24. The attendance of Committee members at meetings shall be
Laporan Triwulanan dan Laporan Tahunan Komite. reported in the Committee’s Quarterly Report and Annual
Report.
25. Jumlah rapat serta jumlah kehadiran masing-masing anggoa 25. The number of meetings held, the attendance record of each
Komite dalam rapat serta laporan singkat Komite yang memuat Committee member, and a summary report highlighting key
isu-isu penting yang dibicarakan oleh Komite diungkapkan issues discussed by the Committee shall be disclosed in the
dalam Laporan Tahunan. Annual Report.
26. Tata tertib rapat Komite tertuang dalam aturan tersendiri. 26. The Committee meeting rules and procedures are outlined in a
separate regulation.
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Tata Kelola Perusahaan
Corporate Governance
AGENDA RAPAT KOMITE NOMINASI DAN REMUNERASI MEETING AGENDA OF NOMINATION AND REMUNERATION
COMMITTEE
Tabel Agenda Rapat Komite Nominasi dan Remunerasi
Table of Meeting Agenda of Nomination and Remuneration Committee
Keterangan
(Nominasi/
Tanggal Rapat Agenda Rapat Peserta Rapat Remunerasi)
No.
Meeting Date Meeting Agenda Meeting Participants Remarks
(Nomination/
Remuneration)
Pembahasan Updating Talent Pool Kementerian BUMN 2025 PT
M. Lukman Edy
26 Februari 2025 Hutama Karya Nominasi
1 Iwan Suprijanto
February 26, 2025 Discussion on Updating the Ministry of State-Owned Enterprises Nomination
Mardiansyah
Talent Pool 2025 of PT Hutama Karya
M. Lukman Edy
5 Maret 2025 Wawancara usulan selected talent PT Hutama Karya Nominasi
2 Iwan Suprijanto
March 5, 2025 Interview for the proposed selected talent of PT Hutama Karya Nomination
Mardiansyah
Pembahasan Usulan Penghasilan Direksi dan Dewan Komisaris Tahun
2025 dan Tantiem Tahun Kinerja 2024. M. Lukman Edy
9 Mei 2025 Remunerasi
3 Discussion on the proposed remuneration of the Board of Directors Iwan Suprijanto
May 9, 2025 Remuneration
and Board of Commissioners for 2025 and tantiem for the 2024 Mardiansyah
performance year
Wawancara Usulan Kandidat Direktur Utama PT Hakaaston Agung Sabar Santoso
17 Juni 2025 Nominasi
4 Interview for the proposed candidate for President Director of PT Iwan Suprijanto
June 17, 2025 Nomination
Hakaaston Mardiansyah
Wawancara Usulan Kandidat Direktur Operasi I PT HKI Agung Sabar Santoso
2 Juli 2025 Nominasi
5 Interview for the proposed candidate for Operations Director I of PT Iwan Suprijanto
July 2, 2025 Nomination
HKI Mardiansyah
11 September 2025 Wawancara usulan calon komisaris PT HKA dan PT HKR Agung Sabar Santoso
Nominasi
6 September 11, Interview for the proposed candidates for Commissioners of PT HKA Iwan Suprijanto
Nomination
2025 and PT HKR Mardiansyah
Yudo Margono
R. Wahyu Muryadi
Wawancara dan Fit and Proper test terhadap usulan EVP Sekretaris
Siti Jamaliah Lubis
10 Oktober 2025 Perusahaan PT Hutama Karya Nominasi
7 Mudanto Hatta
October 10, 2025 Interview and Fit and Proper Test for the proposed EVP Corporate Nomination
Essy Asiah
Secretary of PT Hutama Karya
Andus Winarno
Alfa Haga Rachmady
Yudo Margono
R. Wahyu Muryadi
Wawancara dan Fit and Proper Test usulan Anggota Direksi PT HKA &
Siti Jamaliah Lubis
8 Desember 2025 PT HKR Nominasi
8 Mudanto Hatta
December 8, 2025 Interview and Fit and Proper Test for the proposed members of the Nomination
Essy Asiah
Board of Directors of PT HKA and PT HKR
Andus Winarno
Alfa Haga Rachmady
PT Hutama Karya (Persero)
2025 Annual Report 461
Page 462
FREKUENSI DAN TINGKAT KEHADIRAN RAPAT KOMITE NOMINASI MEETING FREQUENCY AND ATTENDANCE OF NOMINATION AND
DAN REMUNERASI REMUNERATION COMMITTEE
Tabel Tingkat Kehadiran Rapat Komite Nominasi dan Remunerasi
Table of Level of Attendance of the Nomination and Remuneration Committee meetings
Rapat Komite Nominasi dan Remunerasi
Nomination and Remuneration Committee Meetings
Nama Jabatan Jumlah dan Persentasi Kehadiran
Name Position Attendance Number and Percentage
Jumlah Rapat Jumlah Kehadiran Persentase
Meeting Numbers Attendance Numbers Percentage
Ketua
Yudo Margono* 2 2 100%
Chairman
Anggota
R. Wahyu Muryadi* 2 2 100%
Member
Anggota
Siti Jamaliah Lubis* 2 2 100%
Member
Anggota
Mudanto Hatta* 2 2 100%
Member
Anggota
Essy Asiah* 2 2 100%
Member
Anggota
Andus Winarno* 2 2 100%
Member
Anggota
Alfa Haga Rachmady* 2 2 100%
Member
Ketua
M. Lukman Edy** 3 3 100%
Chairman
Ketua
Agung Sabar Santoso*** 4 4 100%
Chairman
Susdiyarto Agus Anggota
- - -
Praptono**** Member
Anggota
Mardiansyah***** 7 7 100%
Member
Anggota
Iwan Suprijanto****** 7 7 100%
Member
* Mulai menjabat sejak 18 November 2025 / Appointed effective November 18, 2025
** Berhenti menjabat sejak 9 Juni 2025 / Resigned effective June 9, 2025
*** Menjabat sejak 10 Juni 2025 – 17 November 2025 / Served from June 10, 2025 to November 17, 2025
**** Berhenti menjabat sejak 18 Februari 2025 / Resigned effective February 18, 2025
***** Berhenti Menjabat sejak 17 November 2025 / Resigned effective November 17, 2025
****** Menjabat sejak 18 Februari 2025 – 17 November 2025 / Served from February 18, 2025 to November 17, 2025
Program Kerja dan Pelaksanaan Tugas Komite Nominasi Work Program and Implementation of Nomination and
dan Remunerasi Tahun 2025 Remuneration Committee Duties in 2025
Selama tahun 2025, Komite Nominasi dan Remunerasi telah During 2025, the Nomination and Remuneration Committee carried
melaksanakan program kerja yang meliputi: out its work programs, which include:
1. Evaluasi kebutuhan jabatan Direksi dan Dewan Komisaris 1. Evaluation of the requirements for positions within the Board of
Perseroan dan entitas anak Directors and Board of Commissioners of the Company and its
subsidiaries
2. Pembahasan dan evaluasi updating talent pool 2. Discussion and evaluation of talent pool updates
3. Validasi dan kalibrasi atas usulan selected talent yang diajukan 3. Validation and calibration of proposed selected talents
Direksi submitted by the Board of Directors
4. Pelaksanaan wawancara calon Direksi Perseroan dan entitas 4. Conducting interviews for candidates of the Board of Directors
anak of the Company and its subsidiaries
5. Pelaksanaan wawancara calon Komisaris entitas anak 5. Conducting interviews for candidates of the Board of
Commissioners of subsidiaries
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Tata Kelola Perusahaan
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6. Evaluasi kebijakan remunerasi Direksi dan Dewan Komisaris 6. Evaluation of the remuneration policy for the Board of Directors
and Board of Commissioners
7. Koordinasi dengan Komite Audit dan Komite MR & GCG 7. Coordination with the Audit Committee and the Risk
Management & GCG Committee
8. Penyusunan Program Kerja Komite Nominasi dan Remunerasi 8. Preparation of the Nomination and Remuneration Committee
tahun 2026 Work Program for 2026
9. Penyusunan laporan kegiatan Komite Nominasi dan 9. Preparation of the Nomination and Remuneration Committee
Remunerasi tahun 2024 activity report for 2024
Kebijakan Suksesi Direksi Director Succession Policy
1. Sumber Bakal Calon Direksi Perusahaan berasal dari: 1. Sources of Prospective Company Directors:
a. Talenta Kementerian BUMN, yang terdiri dari: a. Ministry of State-Owned Enterprises (BUMN) Talent,
consisting of:
• Pejabat pimpinan tinggi madya; • Senior High Leadership Officials;
• Pejabat pimpinan tinggi pratama; dan/atau • Primary High Leadership Officials; and/or
• Jabatan administrator serta pejabat fungsional yang • Administrative Officials and Functional Officials with a
memiliki jenjang paling rendah setara dengan pejabat rank at least equivalent to an Administrative Official.
administrator
b. Talenta BUMN, yang terdiri atas: b. State Owned Enterprises (BUMN) Talent, consisting of:
• Direksi BUMN; • Directors of SOEs
• karyawan yang jabatannya 1 (satu) tingkat di bawah • Employees holding positions one level below the
Direksi BUMN; Board of Directors of SOEs;
• Direksi atau karyawan yang jabatannya 1 (satu) tingkat • Directors or employees holding positions one level
di bawah Direksi pada Anak Perusahaan/perusahaan below the Board of Directors in SOEs subsidiaries/
patungan BUMN yang berkontribusi signifikan dan/ joint ventures that contribute significantly and/or hold
atau bernilai strategis bagi BUMN; dan/atau strategic value for the SOEs; and/or
• Direksi atau karyawan yang jabatannya 1 (satu) • Directors or employees holding positions one level
tingkat di bawah Direksi pada Anak Perusahaan yang below the Board of Directors in subsidiaries treated
diperlakukan sama dengan BUMN sesuai dengan as SOEs in accordance with applicable laws and
ketentuan peraturan perundang-undangan regulations
c. Talenta Eksternal. c. External Talent.
2. Talenta yang sudah dinominasikan, selanjutnya ditetapkan 2. Once a talent has been nominated, they will be designated as
sebagai Nominated Talent. Nominated Talent.
3. Terhadap Talenta Ternominasi (nominated talent) yang akan 3. Nominated Talent being considered for Eligible Talent status
ditetapkan sebagai Eligible Talent dilakukan pemeriksaan latar will undergo a background check conducted by the Deputy. This
belakang oleh Deputi berdasarkan berbagai sumber/informasi assessment is based on various relevant sources of information,
yang terkait, termasuk dalam hal ini mempertimbangkan dan including a review of records and track records established by
memperhatikan daftar dan rekam jejak yang telah ditetapkan the Minister.
oleh Menteri.
4. Penilaian terhadap Eligible Talent yang akan ditetapkan 4. The assessment of Eligible Talent for designation as Qualified
sebagai Qualified Talent meliputi pemenuhan persyaratan Talent includes meeting material requirements through
materiil melalui penilaian kompetensi, kualifikasi profesional competency evaluation, professional qualifications, and
(professional qualification) dan karakter (traits). character traits assessment.
5. Asesmen dilakukan oleh Lembaga Profesional yang dipilih yang 5. The assessment is conducted by a Professional Institution that
memenuhi syarat administrasi dan syarat teknis. meets both administrative and technical requirements.
6. Ketentuan mengenai metodologi dan hasil Asesmen serta 6. The methodology, results, and funding for the assessment
pembiayaan kepada Lembaga Profesional ditetapkan oleh conducted by the Professional Institution are determined by
Menteri. the Minister.
7. Asesmen terhadap standar kompetensi terdiri dari: 7. Competency Standards Assessed :
a. Kepemimpinan digital (digital leadership); a. digital leadership
b. Kemampuan bisnis global (global business savvy); b. global business savvy
c. Fokus pada pelanggan (customer focus); c. customer focus
d. Membangun hubungan bisnis strategis (building strategic d. building strategic partnership
partnership);
e. Berorientasi strategis (strategic orientation); e. strategic orientation
f. Mendorong eksekusi (driving execution); f. driving execution
g. Mendorong inovasi (driving innovation); g. driving innovation
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h. Mengembangkan kemampuan organisasi (developing h. developing organizational capabilities
organizational capabilities);
i. Memimpin perubahan (leading change); i. leading change
j. Mengelola keberagaman (managing diversity). j. managing diversity.
8. Asesmen terhadap kualifikasi profesional (professional 8. Professional Qualification Standards Assessed:
qualification) terdiri dari:
a. keuangan (financial); a. financial
b. komersial (commercial); b. commercial
c. sumber daya manusia (human resources); c. human resources
d. operasional (operational); dan d. operational and
e. teknologi (technology). e. technology.
9. Asesmen terhadap karakter (traits) terdiri dari: 9. The character (traits) assessment includes:
a. keterbukaan (openness); a. openness
b. kesadaran (conscientiousness); b. conscientiousness
c. ekstraversi (extraversion); c. extraversion
d. mudah akur atau mudah (agreeableness) dan bersepakat d. agreeableness
e. toleransi pada tekanan (stress tolerance). e. stress tolerance.
10. Sebelum dilakukan Uji Kelayakan dan Kepatutan, kandidat 10. Candidates must fulfill formal requirements and other relevant
harus memenuhi persyaratan formal dan persyaratan lainnya. criteria before undergoing the Fit and Proper Test.
11. Evaluasi pemenuhan persyaratan formal dan persyaratan 11. The evaluation of formal and other requirements is conducted
lainnya dilakukan oleh Deputi. by the Deputy
12. Uji Kelayakan dan Kepatutan untuk menghasilkan Kandidat 12. The Fit and Proper Test to determine Director Candidates is
Direksi dilakukan oleh Komite Suksesi. conducted by the Succession Committee.
13. Uji Kelayakan dan Kepatutan dilakukan melalui wawancara 13. The test is conducted through interviews or other methods as
atau metode lain yang disepakati oleh Komite Suksesi. agreed upon by the Succession Committee.
14. Deputi menyampaikan Daftar Qualified Talent yang berasal dari 14. The Deputy submits the List of Qualified Talent from the
Talent Pool Kementerian BUMN untuk setiap posisi/jabatan Ministry of SOEs’ Talent Pool for each Director position that is
Direksi yang akan berakhir dan/atau diganti kepada Ketua set to expire or be replaced to the Chairperson of the Succession
Komite Suksesi. Committee.
15. Dalam hal terdapat kekosongan jabatan atau penataan Direksi 15. In terms of a vacant position or restructuring of the Company’s
Perusahaan, Komite Suksesi melakukan Uji Kelayakan dan Board of Directors, the Succession Committee conducts a Fit
Kepatutan untuk diusulkan sesuai peringkat kepada Menteri and Proper Test and submits the ranked candidates to the
BUMN untuk dipilih dan ditetapkan sebagai Direksi Perusahaan. Minister of SOEs, who will select and appoint the new Director.
Komite Manajemen Risiko dan GCG Risk Management and GCG Committee
Komite Manajemen Risiko dan GCG (KMRGCG) dibentuk melalui The Risk Management and Corporate Governance Committee
keputusan Dewan Komisaris untuk memperkuat fungsi Dewan (KMRGCG) was established by a resolution of the Board of
Komisaris dalam melaksanakan pengawasan atas manajemen Commissioners to strengthen its oversight function in monitoring
risiko dan penerapan tata kelola perusahaan yang dijalankan oleh risk management and the implementation of corporate governance
Direksi. KMRGCG berkoordinasi dengan Divisi Manajemen Risiko carried out by the Board of Directors. KMRGCG coordinates with
berkenaan dengan fungsi pengawasan terkait dengan efektivitas the Risk Management Division regarding its supervisory function
pelaksanaaan manajemen risiko. Koordinasi dilakukan secara to ensure the effectiveness of the company’s risk management
berkala maupun dengan cara lainnya untuk membahas progres dari implementation. This coordination is conducted regularly or
setiap tahapan pengelolaan risiko Perusahaan. through other means to review the progress of each stage of the
company’s risk management process.
Tugas dan Tanggung Jawab Komite Manajemen Risiko Duties and Responsibilities of Risk Management and
dan GCG GCG Committee
KMRGCG bersifat mandiri baik dalam pelaksanaan tugasnya KMRGCG operates independently in carrying out its duties as
maupun dalam pelaporan dan bertanggung jawab langsung well as in reporting and is directly accountable to the Board
kepada Dewan Komisaris. KMRGCG bekerja secara kolektif untuk of Commissioners. The committee works collectively to assist
membantu Dewan Komisaris dengan cara memberikan pendapat the Board of Commissioners by providing professional and
profesional dan independen kepada Dewan Komisaris terhadap independent opinions on reports or matters submitted by the Board
laporan atau hal-hal yang disampaikan oleh Direksi kepada Dewan of Directors. Additionally, KMRGCG undertakes other tasks related
Komisaris dan melaksanakan tugas-tugas Iain yang berkaitan to the responsibilities of the Board of Commissioners.
dengan tugas Dewan Komisaris.
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Dalam melaksanakan tanggung jawabnya, KMRGCG harus In carrying out its responsibilities, KMRGCG must understand the
mengetahui lingkup pekerjaannya meliputi hal-hal sebagai berikut: scope of its work, which includes the following:
1. Melakukan reviu dan memberikan rekomendasi kepada Dewan 1. Conducting reviews and providing recommendations to the
Komisaris atas efektivitas pelaksanaan manajemen risiko Board of Commissioners on the effectiveness of the Company’s
Perusahaan yang dilakukan oleh setiap Divisi, anak dan cucu risk management implementation, carried out by each Division,
perusahaan dan melalui pertemuan secara berkala maupun subsidiary, and sub-subsidiary. This is done through regular
cara lainnya untuk membahas implementasi manajemen risiko meetings or other means to discuss the implementation of risk
dengan tahapan sebagai berikut: management, following these stages:
a. Proses identifikasi risiko, analisis dampak risiko, pemilihan a. The process of identifying risks, analyzing risk impacts,
metode pengelolaan risiko yang tepat, implementasi selecting appropriate risk management methods,
metode tersebut dan evaluasinya dalam kaitan implementing those methods, and evaluating them in
pelaksanaan tata kelola perusahaan yang baik (GCG); relation to good corporate governance (GCG);
b. Proses pengendalian potensi risiko-risiko yang dapat b. The process of controlling potential risks that may affect
mempengaruhi kemampuan Perusahaan untuk mencapai the Company’s ability to achieve its goals and objectives,
tujuan dan sasarannya, khususnya risiko yang mungkin particularly risks that may arise as a consequence of
terjadi sebagai konsekuensi dari suatu keputusan/tindakan decisions/actions taken by the Board of Directors;
yang akan diambil oleh Direksi;
c. Proses penilaian terhadap kemungkinan/probabilitas c. The process of assessing the likelihood/ probability of risks
risiko-risiko akan terjadi dan konsekuensinya; occurring and their consequences;
d. Proses penyusunan rencana mitigasi dalam upaya upaya d. The process of developing mitigation plans as part of risk
pengelolaan risiko-risiko untuk mengurangi risiko tersebut management efforts to reduce risks and/or maintain them
dan/atau kemungkinan pada tingkat yang dapat diterima; at an acceptable level;
e. Proses Monitoring atas pelaksanaan realisasi mitigasi risiko e. The process of monitoring the implementation of risk
dan kesesuaiannya dengan rencana yang telah disusun; mitigation measures and their alignment with the
established plans;
2. Melakukan pengawasan atas rencana dan realisasi kerja dari 2. Monitoring the planning and implementation done by the Risk
Divisi Manajemen Risiko; Management Division
3. Melakukan analisis dan evaluasi atas peta risiko yang 3. Conducting analysis and evaluation of the risk map presented
disampaikan dalam usulan Rencana Kerja dan Anggaran in the proposed Corporate Work Plan and Budget (RKAP) and
Perusahaan (RKAP) dan Rencana Jangka Panjang Perusahaan the Long-Term Corporate Plan (RJPP) submitted by the Board
(RJPP) yang diajukan oleh Direksi; of Directors.
4. Melakukan pembahasan atas risiko-risiko penting pada unit- 4. Discussing critical risks within the Company’s units as needed,
unit di lingkungan Perusahaan, sesuai kebutuhan, termasuk including risks asscociated with agrrements with third parties
risiko pada perjanjian dengan pihak ketiga dan aksi korporasi and corporate actions that fall within the supervisory authority
yang dalam lingkup kewenangan pengawasan Dewan of the Board of Commissionsers
Komisaris;
5. Dalam hal Direksi menganggap perlu menggunakan konsultan 5. In terms of Board of Directors decides that it is necessary
manajemen risiko independen untuk melakukan penelaahan to engage an independent risk management consultant to
kembali atas proses manajemen risiko yang telah diterapkan reassess the Company’s implemented risk management
Perusahaan, maka tugas Komite Manajemen Risiko adalah: processes, the duties of the Risk Management Committee shall
include :
a. Memberikan masukan tentang kriteria dan kompetensi a. Providing input on the criteria and competencies of the
konsultan; consultant.
b. Melakukan Monitoring pekerjaan konsultan melalui Divisi b. Monitoring the consultant’s work through the Risk
anajemen Risiko. Management Division.
6. Melakukan reviu dan memberikan rekomendasi kepada Dewan 6. Conducting reviews and providing recommendations to
Komisaris atas pelaksanaan tata Kelola Perusahaan dengan the Board of Commissioners on corporate governance
melakukan analisis kesesuaian pengurusan perusahaan implementation by analyzing the compliance of corporate
dengan peraturan yang berlaku dan best practices; management with applicable regulations and best practices.
7. Daiam hal Direksi menganggap perlu menggunakan konsultan 7. In the event that the Board of Directors deems it necessary to
GCG dalam pelaksanaan Self Assessment GCG, maka tugas engage a GCG consultant for the implementation of the GCG
KMRGCG adalah: Self-Assessment, the duties of KMRGCG shall include:
a. Memberikan masukan tentang kriteria dan kompetensi a. Providing input on the criteria and competencies of the
konsultan; consultant.
b. Melakukan Monitoring pekerjaan konsultan melalui b. Monitoring the consultant’s work through the Corporate
Sekretaris Perusahaan. Secretary.
8. Melakukan reviu dan Monitoring atas pelaksanaan prosedur 8. Conducting reviews and monitoring the implementation of
QHSSE di PT Hutama Karya (Persero); QHSSE procedures at PT Hutama Karya (Persero).
PT Hutama Karya (Persero)
2025 Annual Report 465
Page 466
9. Menyusun Piagam Komite Manajemen Risiko dan GCG dan 9. Preparing the Charter of the Risk Management and GCG
melakukan reviu sesuai kebutuhan paling kurang 2 (dua) tahun Committee and reviewing it as needed, at least once every two
sekali; years.
10. Menyusun Rencana Kerja dan Anggaran Tahunan dan 10. Developing the Annual Work Plan and Budget and submitting it
menyampaikan kepada Dewan Komisaris. to the Board of Commissioners.
Penugasan Lain Other Assignments
Selain tugas khusus sebagaimana dimaksud di atas, Dewan In addition to the specific duties mentioned above, the Board of
Komisaris dapat memberikan penugasan lain kepada Komite Commissioners may assign other tasks to the Risk Management and
Manajemen Risiko dan GCG dengan ketentuan sebagai berikut: GCG Committee under the following conditions:
1. Pemberian tugas lain kepada Komite Manajemen Risiko dan 1. The assignment of additional tasks to the Risk Management
GCG oleh Dewan Komisaris dilakukan melalui perintah tertulis and GCG Committee by the Board of Commissioners must be
yang menerangkan: carried out through a written directive specifying:
a. Nama anggota Komite yang diberi tugas; a. The name of the Committee member assigned to the task;
b. Tujuan dan sasaran pekerjaan; b. The objectives and goals of the assignment;
c. Waktu penugasan; c. The duration of the assignment;
d. Sifat dan lingkup pekerjaan; d. The nature and scope of the work;
e. Hal-hal administratif yang berkaian dengan tugas khusus e. Administrative matters related to the specific assignment.
dimaksud.
2. Tugas lain dapat mencakup tugas di luar bidang manajemen 2. Other tasks may include assignments beyond the scope of
risiko dan GCG yang menjadi lingkup pengawasan dan arahan risk management and GCG that fall under the supervision
Dewan Komisaris, tetapi tidak terbatas pada pemeriksaan and direction of the Board of Commissioners. These may
dugaan adanya kesalahan dalam keputusan rapat Direksi atau include, but are not limited to, reviewing alleged errors in
adanya penyimpangan dalam pelaksanaan hasil keputusan Board of Directors’ meeting decisions or deviations in the
rapat Direksi dalam kaiannya dengan tugas dan tanggung implementation of meeting resolutions in relation to their
jawabnya; duties and responsibilities.
3. Komite harus menyampaikan laporan pelaksanaan tugas 3. The Committee must submit a report on the execution
lain dengan tingkat kerahasiaan maksimal dan terbatas pada of additional tasks while maintaining the highest level of
anggota KMRGCG dan anggota Dewan Komisaris. confidentiality, ensuring that access is restricted to members
of the Risk Management and GCG Committee and the Board of
Commissioner.
Wewenang Komite Manajemen Risiko dan GCG The Authorities of Risk Management and GCG
Committee
1. KMRGCG mempunyai wewenang mengakses dokumen, data, 1. The Risk Management and GCG Committee (KMRGCG) has the
dan informasi Perusahaan tentang pegawai, dana, aset, dan authority to access company documents, data, and information
sumber daya Perusahaan yang diperlukan berkaian dengan related to employees, funds, assets, and other company
pelaksanaan tugasnya; resources necessary for the execution of its duties.
2. Dalam melaksanakan wewenangnya, KMRGCG wajib 2. In exercising its authority, KMRGCG is required to collaborate
bekerjasama dengan mitra kerja diantaranya: Organ Pendukung with its working partners, including the Supporting Bodies of
Dewan Komisaris dan satuan kerja terkait di level manajemen; the Board of Commissioners and relevant work units at the
management level.
3. KMRGCG mempunyai wewenang berkomunikasi langsung 3. KMRGCG has the authority to communicate directly with
dengan pegawai, termasuk Direksi dan pihak yang employees, including the Board of Directors, individuals
menjalankan fungsi manajemen risiko dan Penerapan GCG, responsible for risk management and GCG implementation,
Assesor Independen Manajemen Risiko dan penerapaan GCG, independent risk management and GCG assessors, and
dan pihak-pihak lain yang terkait dengan tugas dan tanggung other relevant parties related to the Committee’s duties and
jawab Komite; responsibilities.
4. Jika diperlukan, KMRGCG dapat melibatkan tenaga ahli dan/ 4. If necessary, KMRGCG may engage experts and/or independent
atau konsultan/pihak independen diluar anggota Komite yang consultants outside the Committee members to assist in
diperlukan untuk membantu pelaksanaan tugasnya dengan the execution of its duties, with the approval of the Board of
persetujuan Dewan Komisaris dan atas biaya Perusahaan; Commissioners and at the Company’s expense;
5. Jika diperlukan, dalam melaksanakan tugas dan kewajibannya, 5. If required, KMRGCG may establish an ad hoc team to carry out
KMRGCG dapat membentuk suatu tim yang bersifat ad hoc, its duties and responsibilities, with the criteria and assignment
dimana kriteria dan periode penugasannya disesuaikan period adjusted according to the nature of the work.
dengan jenis pekerjaannya;
PT Hutama Karya (Persero)
466 Laporan Tahunan 2025
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Tata Kelola Perusahaan
Corporate Governance
6. KMRGCG melakukan kewenangan lain yang diberikan oleh 6. KMRGCG exercises other authorities as assigned by the Board of
Dewan Komisaris. Commissioners.
Piagam Komite Manajemen Risiko dan GCG The Charters of Risk Management and GCG Committee
Dalam melaksanakan tugas dan tanggung jawabnya KMRGCG In carrying out its duties and responsibilities, KMRGCG refers to the
mengacu pada Keputusan Dewan Komisaris Nomor SK-09.XII/ Board of Commissioners’ Decree Number SK-09.XII/DK/PTHK/2023
DK/PTHK/2023 tentang Piagam Komite Manajemen Risiko dan concerning the Charter of the Risk Management and GCG
GCG PT Hutama Karya (Persero). Piagam KMRGCG ini disusun Committee of PT Hutama Karya (Persero). This KMRGCG Charter
sebagai acuan bagi Komite dalam menjalankan tugasnya sebagai is drafted as a guideline for the Committee in performing its role
organ pendukung Dewan Komisaris Perseroan agar Komite dapat as a supporting body to the Company’s Board of Commissioners,
bekerja lebih optimal sehingga penerapan Pengendalian risiko dan ensuring that the Committee operates more effectively to enhance
Penerapan Tata Kelola dapat lebih baik. Piagam Komite Manajemen the implementation of risk control and corporate governance. The
Risiko dan GCG memiliki cakupan sebagai berikut: Risk Management and GCG Committee Charter covers the following
aspects:
1. Pendahuluan 1. Introduction
Menjelaskan terkait latar belakang, visi dan misi, maksud dan Explains the background, vision and mission, objectives and
tujuan, landasan hukum serta ruang lingkup. purposes, legal basis, and scope.
2. Persyaratan Komite 2. Committee Requirements
Menjelaskan terkait Persyaratan Umum dan persyaratan Explains the general and specific requirements for members of
Khusus Anggota Komite Manajemen Risiko dan GCG. the Risk Management and GCG Committee.
3. Organisasi Komite 3. Committee Organization
Menjelaskan terkait keanggotaan dan struktur organisasi, Explains the membership and organizational structure,
pengangkatan dan pemberhentian komite, independen serta appointment and dismissal of committee members,
masa jabatan. independence, and term of office.
4. Tugas dan Tanggung Jawab, Wewenang dan Hak Komite 4. Duties, Responsibilities, Authorities, and Rights of the Risk
Manajemen Risiko dan GCG Management and GCG Committee
Menjelaskan terkait tugas, tanggung jawab dan penugasan lain, Explains the duties, responsibilities, and other assignments,
wewenang komite serta kode etik. the committee’s authorities, as well as the code of ethics.
5. Rapat dan Hubungan Kerja Komite
Menjelaskan terkait rapat komite dan hubungan kerja. 5. Meetings and Working Relationships of the Committee
Explains committee meetings and working relationships.
6. Rencana Kerja, Anggaran, Honorarium dan Program 6. Work Plan, Budget, Honorarium, and Development Program
Pengembangan Explains the work plan and budget, honorarium, and development
Menjelaskan terkait rencana kerja dan anggaran, honorarium dan program of the Risk Management and GCG Committee.
program pengembangan Komite Manajemen Risiko dan GCG.
7. Pelaporan, Akses dan Kerahasiaan Informasi Komite 7. Reporting, Access, and Confidentiality of Information of the
Manajemen Risiko dan GCG Risk Management and GCG Committee
Menjelaskan terkait pelaporan komite serta akses dan Explains committee reporting as well as access to and
kerahasiaan informasi. confidentiality of information.
8. Evaluasi Kinerja Komite Manajemen Risiko dan GCG 8. Performance Evaluation of the Risk Management and GCG
Menjelaskan terkait periode dan bentuk evaluasi kinerja serta Committee
indikator evaluasi kinerja. Explains the period and form of performance evaluation as well
as performance evaluation indicators.
9. Penutup 9. Closing
Menjelaskan terkait pengesahan dan masa berlaku, tanggung Explains ratification and validity period, responsibility for
jawab penerapan dan sosialisasi piagam komite serta evaluasi implementation and dissemination of the committee charter,
dan reviu piagam. as well as evaluation and review of the charter.
Masa Jabatan Komite Manajemen Risiko dan GCG Term of Office of The Risk Management and GCG Committee
1. Masa jabatan anggota KMRGCG yang berasal dari anggota 1. The term of office of KMRGCG members who are members
Dewan Komisaris, sama dengan masa kerja penunjukannya of the Board of Commissioners is the same as their tenure as
sebagai anggota Dewan Komisaris yang ditentukan oleh Rapat members of the Board of Commissioners, as determined by the
Umum Pemegang Saham. General Meeting of Shareholders.
2. Masa jabatan anggota KMRGCG yang berasal dari anggota 2. The term of office of KMRGCG members who are from the
Dewan Komisaris tidak boleh lebih lama dari pada masa Board of Commissioners must not exceed the term of the
jabatan Komusaris dan dapat diangkat kembali hanya untuk 1 Commissioners and may only be reappointed for one (1)
(satu) periode berikutnya. additional term.
PT Hutama Karya (Persero)
2025 Annual Report 467
Page 468
3. Masa jabatan anggota KMRGCG yang bukan merupakan 3. The term of office of KMRGCG members who are not members of
anggota Dewan Komisaris Perusahaan paling lama 3 (tiga) the Company’s Board of Commissioners is a maximum of three
tahun dan dapat diperpanjang satu kali selama 2 (dua) tahun (3) years and may be extended once for a term of two (2) years,
masa jabatan, dengan tidak mengurangi hak Dewan Komisaris without prejudice to the right of the Board of Commissioners to
untuk memberhentikannya sewaktu-waktu. dismiss them at any time.
Struktur, Keanggotaan dan Keahlian Komite Manajemen Structure, Membership, and Expertise of The Risk
Risiko dan GCG Management and GCG Committee
Susunan Anggota Komite Manajemen Risiko dan GCG per tanggal 1 Composition of the Risk Management and GCG Committee as of
Januari 2025 – 31 Agustus 2025 January 1, 2025 – August 31, 2025
Nama Jabatan Keterangan Keahlian
Name Position Remarks Expertise
Ketua Komisaris Teknik Arsitektur
Iwan Suprijanto
Chair Commissioner Architecture Engineering
Wakil ketua Komisaris Independen Ekonomi, Manajemen
R. Wahyu Muryadi
Vice Chair Independent Commissioner Economics, Management
Anggota Pihak Independen Ekonomi, Manajemen
M. Budi Prasetyo
Member Independent Party Economics, Management
Teknik Sipil, Perencanaan Wilayah
Anggota Pihak Independen dan Kota
Ira Ariani Chaerunisa
Member Independent Party Civil Engineering, Urban and
Regional Planning
Susunan Anggota Komite Manajemen Risiko dan GCG per tanggal Composition of the Risk Management and GCG Committee as of
1 September 2025 – 26 Oktober 2025 September 1, 2025 – October 26, 2025
Nama Jabatan Keterangan Keahlian
Name Position Remarks Expertise
Ketua Komisaris Teknik Arsitektur
Iwan Suprijanto
Chair Commissioner Architecture Engineering
Wakil ketua Komisaris Independen Ekonomi, Manajemen
R. Wahyu Muryadi
Vice Chair Independent Commissioner Economics, Management
Anggota Pihak Independen Ekonomi, Manajemen
M. Budi Prasetyo
Member Independent Party Economics, Management
Susunan Anggota Komite Manajemen Risiko dan GCG per tanggal Composition of the Risk Management and GCG Committee as of
27 Oktober 2025 – 25 November 2025 October 27, 2025 – November 25, 2025
Nama Jabatan Keterangan Keahlian
Name Position Remarks Expertise
Ketua Komisaris Teknik Arsitektur
Iwan Suprijanto
Chair Commissioner Architecture Engineering
Wakil ketua Komisaris Independen Ekonomi, Manajemen
R. Wahyu Muryadi
Vice Chair Independent Commissioner Economics, Management
Anggota Pihak Independen Ekonomi, Manajemen
M. Budi Prasetyo
Member Independent Party Economics, Management
Anggota Pihak Independen Ekonomi, Manajemen
Dony Abdul Chalid
Member Independent Party Economics, Management
PT Hutama Karya (Persero)
468 Laporan Tahunan 2025
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Tata Kelola Perusahaan
Corporate Governance
Susunan Anggota Komite Manajemen Risiko dan GCG per tanggal Composition of the Risk Management and GCG Committee as of
26 November 2025 – 31 Desember 2025 November 26, 2025 – December 31, 2025
Nama Jabatan Keterangan Keahlian
Name Position Remarks Expertise
Ketua Komisaris Independen Ekonomi, Manajemen
R. Wahyu Muryadi
Chair Independent Commissioner Economics, Management
Teknik Lingkingan, Teknik Sipil
Wakil ketua Komisaris
Essy Asiah Environmental Engineering, Civil
Vice Chair Commissioner
Engineering
Anggota Pihak Independen Ekonomi, Manajemen
M. Budi Prasetyo
Member Independent Party Economics, Management
Anggota Pihak Independen Ekonomi, Manajemen
Donny Abdul Chalid
Member Independent Party Economics, Management
Profil Komite Manajemen Risiko dan GCG Profile of Risk Management and GCG Committee
Profil Komite Manajemen Risiko dan GCG per 31 Desember 2025 Profile of Risk Management and GCG Committee as of December
adalah sebagai berikut. 31, 2025 is as follows.
Wahyu Muryadi
Ketua Komite Manajemen Risiko dan GCG
Chairman of the Risk Management and GCG Committee
Profil dapat dilihat pada bagian Profil Dewan Komisaris dalam Laporan Tahunan ini.
The profile can be found in the Board of Commissioners’ Profile section of this Annual Report.
Periode dan Masa Jabatan : Periode dan Masa Jabatan Komite Manajemen Risiko dan GCG sesuai dengan periode dan masa jabatan sebagai Dewan Komisaris.
Period and Term of Office: The period and term of office of the Integrated Governance Committee are in accordance with the period and term of office as the
Board of Commissioners.
Essy Asiah
Anggota Komite Manajemen Risiko dan GCG
Chairman of the Risk Management and GCG Committee
Profil dapat dilihat pada bagian Profil Dewan Komisaris dalam Laporan Tahunan ini.
The profile can be found in the Board of Commissioners’ Profile section of this Annual Report.
Periode dan Masa Jabatan : Periode dan Masa Jabatan Komite Manajemen Risiko dan GCG sesuai dengan periode dan masa jabatan sebagai Dewan Komisaris.
Period and Term of Office: The period and term of office of the Integrated Governance Committee are in accordance with the period and term of office as the
Board of Commissioners.
PT Hutama Karya (Persero)
2025 Annual Report 469
Page 470
M. Budi Prasetyo
Anggota Komite Manajemen Risiko dan GCG (Pihak Independen)
Members of the Risk Management and GCG Committee (Independent Party)
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Depok, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/ Age
Lahir di Bandung, tahun 1984. Usia 41 tahun Per Desember 2025.
Born in Bandung in 1985. Age 41 years old as of December 2025.
Riwayat Pendidikan • S1 Ekonomi (Kekhususan Manajemen Keuangan) , Universitas Indonesia
Educational Background • S2 Ilmu Manajemen di bidang Keuangan dan Perbankan, Universitas Indonesia
• Bachelor’s Degree in Economics (Specialization in Financial Management), University of Indonesia
• Master’s Degree in Management Science (Finance and Banking), University of Indonesia
Sertifikasi Ahli Manajemen Risiko Organisasi Terintegrasi/CRMP (Certified Risk Management Professional).
Certification Certified Risk Management Professional (CRMP) – Integrated Organizational Risk Management Expert
Pengalaman Kerja • Peneliti di lingkungan Fakultas Ekonomi dan Bisnis Universitas Indonesia (2013 – sekarang)
Work Experience • Staf Pengajar (Dosen) Fakultas Ekonomi dan Bisnis, Universitas Indonesia. (2013 – sekarang)
• Staf Akademik. Program Studi S1 Bisnis Islam. Fakultas Ekonomi dan Bisnis, Universitas Indonesia (2013 – 2019)
• Manajer Bidang Riset dan Konsultasi, Pusat Ekonomi dan Bisnis Syariah (PEBS) FEB – UI (2019 – 2021)
• Anggota Komite Risiko, Pengembangan, dan Good Corporate Governance PT. Bio Farma (Persero) (2019 – 2024)
• Staf Akademik. Program Studi S1 Manajemen. Fakultas Ekonomi dan Bisnis, Universitas Indonesia (2024 – sekarang)
• Peneliti di lingkungan Fakultas Ekonomi dan Bisnis Universitas Indonesia (2013 – sekarang)
• Staf Pengajar (Dosen) Fakultas Ekonomi dan Bisnis, Universitas Indonesia. (2013 – sekarang)
• Staf Akademik. Program Studi S1 Bisnis Islam. Fakultas Ekonomi dan Bisnis, Universitas Indonesia (2013 – 2019)
• Manajer Bidang Riset dan Konsultasi, Pusat Ekonomi dan Bisnis Syariah (PEBS) FEB – UI (2019 – 2021)
• Anggota Komite Risiko, Pengembangan, dan Good Corporate Governance PT. Bio Farma (Persero) (2019 – 2024)
• Staf Akademik. Program Studi S1 Manajemen. Fakultas Ekonomi dan Bisnis, Universitas Indonesia (2024 – sekarang))
Dasar Hukum Keputusan Dewan Komisaris Nomor SK-08.VIII/DK/PTHK/2024 tanggal 16 Agustus 2024
Pengangkatan Decree of the Board of Commissioners No. SK-08.VIII/DK/PTHK/2024 dated August 16, 2024
Legal Basis of
Appointment
Periode dan Masa Periode Pertama: 2024 - 2027
Jabatan First Period: 2024 - 2027
Period and The term
of office
Jabatan Rangkap • Peneliti di lingkungan Fakultas Ekonomi dan Bisnis Universitas Indonesia (2013 – sekarang)
Concurrent Positions • Staf Pengajar (Dosen) Fakultas Ekonomi dan Bisnis, Universitas Indonesia. (2013 – sekarang)
• Staf Akademik. Program Studi S1 Manajemen. Fakultas Ekonomi dan Bisnis, Universitas Indonesia (2024 – sekarang)
• Researcher at the Faculty of Economics and Business, University of Indonesia (2013 – present)
• Lecturer, Faculty of Economics and Business, University of Indonesia (2013 – present)
• Academic Staff, Bachelor’s Program in Management, Faculty of Economics and Business, University of Indonesia (2024 –
present)
PT Hutama Karya (Persero)
470 Laporan Tahunan 2025
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Tata Kelola Perusahaan
Corporate Governance
Donny Abdul Chalid
Anggota Komite Manajemen Risiko dan GCG (Pihak Independen)
Members of the Risk Management and GCG Committee (Independent Party)
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/ Age
Lahir di Jakarta, pada tahun 1979. Usia 46 tahun Per Desember 2025.
Born in Jakarta in 1979. Age 46 years old as of December 2025.
Riwayat Pendidikan • Sarjana Ekonomi, Universitas Indonesia (2000)
Educational Background • Magister Manajemen, Universitas Indonesia (2003)
• Phd Business Administration, University of Bologna, Italy (2012)
• Bachelor of Economics, Universitas Indonesia (2000)
• Master of Management, Universitas Indonesia (2003)
• PhD in Business Administration, University of Bologna, Italy (2012)
Sertifikasi • Certified Governance Oversight Professional (CGOP)
Certification • Qualified Risk Management Professional (QRMP)
• Wakil Manajemen Investasi (WMI)
• Wakil Penjamin Emisi Efek (WPEE)
• Certified Governance Oversight Professional (CGOP)
• Qualified Risk Management Professional (QRMP)
• Investment Manager Representative (WMI)
• Securities Underwriter Representative (WPEE)
Pengalaman Kerja • Officer, Research and Development Section, Bank NISP (2003-2004)
Work Experience • Manager, Cost Controlling, PT Alfa Abadi Industri, (2004-2005)
• Kepala, Laboratorium Studi Manajemen, Fakultas Ekonomi, Universitas Indoensia (2005-Februari 2007)
• Project Manager, Shell Livewire Program, PT. Shell Indonesia (Maret 2007-Juli 2008)
• Ketua, Program Studi Magister Manajemen, Fakultas Ekonomi dan Bisnis, Universitas Indonesia (Juli 2018- Maret 2019)
• Kepala, Departmen Manajemen, Fakultas Ekonomi dan Bisnis, Universitas Indonesia (Oktober 2013- April 2021)
• Asesor Komite, Lembaga Akreditasi Mandiri Ekonomi Manajemen Bisnis dan Akuntansi (Januari 2021- Sekarang)
• Dosen (Lektor Kepala), Fakultas Ekonomi dan Bisnis, Universitas Indonesia (Juni 2005-Sekarang)
• Wakil Direktur, Sekolah Ilmu Lingkungan, Universitas Indonesia (Mei 2021- April 2025)
• Kepala, Pusat Penelitian Sumber Daya Manusia, Sekolah Ilmu Lingkungan, Universitas Indonesia (Juli 2023- Sekarang)
• Officer, Research and Development Section, Bank NISP (2003–2004)
• Manager, Cost Controlling, PT Alfa Abadi Industri (2004–2005)
• Head, Management Studies Laboratory, Faculty of Economics, Universitas Indonesia (2005–February 2007)
• Project Manager, Shell Livewire Program, PT Shell Indonesia (March 2007–July 2008)
• Head, Master of Management Program, Faculty of Economics and Business, Universitas Indonesia (July 2018–March 2019)
• Head, Department of Management, Faculty of Economics and Business, Universitas Indonesia (October 2013–April 2021)
• Committee Assessor, Independent Accreditation Agency for Economics, Management, Business, and Accounting (January
2021–present)
• Lecturer (Associate Professor), Faculty of Economics and Business, Universitas Indonesia (June 2005–present)
• Vice Director, School of Environmental Science, Universitas Indonesia (May 2021–April 2025)
• Head, Human Resources Research Center, School of Environmental Science, Universitas Indonesia (July 2023–present)
Dasar Hukum Surat Keputusan Dewan Komisaris Nomor SK-08.X/DK/PTHK/2025 tanggal 27 Oktober 2025
Pengangkatan Board of Commissioners Decree No. SK-08.X/DK/PTHK/2025 dated October 27, 2025
Legal Basis of
Appointment
Periode dan Masa Periode Pertama : 2025 - 2028
Jabatan First Period: 2025–2028
Period and The term
of office
Jabatan Rangkap • Dosen (Lektor Kepala), Fakultas Ekonomi dan Bisnis, Universitas Indonesia (Juni 2005-Sekarang)
Concurrent Positions • Asesor Komite, Lembaga Akreditasi Mandiri Ekonomi Manajemen Bisnis dan Akuntansi (Januari 2021- Sekarang)
• Kepala, Pusat Penelitian Sumber Daya Manusia, Sekolah Ilmu Lingkungan, Universitas Indonesia (Juli 2023- Sekarang)
• Lecturer (Associate Professor), Faculty of Economics and Business, Universitas Indonesia (June 2005–present)
• Committee Assessor, Independent Accreditation Agency for Economics, Management, Business, and Accounting (January
2021–present)
• Head, Human Resources Research Center, School of Environmental Science, Universitas Indonesia (July 2023–present)
PT Hutama Karya (Persero)
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Kualifikasi Pendidikan dan Pengalaman Kerja Komite Educational Qualifications and Work Experience of The
Manajemen Risiko dan GCG Risk Management and GCG Committee
Tabel Kualifikasi Pendidikan dan Pengalaman Kerja Komite Manajemen Risiko dan GCG
Table of Educational Qualifications and Work Experience of the Risk Management and GCG Committee
Nama Jabatan Pendidikan Pengalaman Kerja
Name Position Education Work Experience
• Sarjana Ekonomi
Ketua • Magister Manajemen Memiliki pengalaman kerja di PT Tempo Inti media
R. Wahyu Muryadi
Chair • Bachelor of Economics Has work experience at PT Tempo Inti Media
• Master of Management
• Sarjana Teknik Lingkungan Memiliki pengalaman kerja di Kementerian
Wakil ketua • Magister Teknik Sipil Pekerjaan Umum dan Perumahan Rakyat
Essy Asiah
Vice chair • Bachelor of Environmental Engineering Has work experience at the Ministry of Public
• Master of Civil Engineering Works and Housing (PUPR)
• S1 Ekonomi (Kekhususan Manajemen
Keuangan)
• S2 Ilmu Manajemen di bidang Keuangan Memiliki pengalaman kerja di Fakultas Ekonomi
Anggota dan Perbankan dan Bisnis Universitas Indonesia
M. Budi Prasetyo
Member • Bachelor of Economics (Financial Has work experience at the Faculty of Economics
Management specialization) and Business, Universitas Indonesia
• Master of Management Science in Finance
and Banking
• Sarjana Ekonomi
• Magister Manajemen Memiliki pengalaman kerja di Fakultas Ekonomi
Anggota • Phd Business Administration dan Bisnis Universitas Indonesia
Donny Abdul Chalid
Member • Bachelor of Economics Has work experience at the Faculty of Economics
• Master of Management and Business, Universitas Indonesia
• PhD in Business Administration
Independensi Komite Manajemen Risiko dan GCG Independence of The Risk Management and GCG
Committee
Tabel Independensi Komite Manajemen Risiko dan GCG
Table of Independence of the Risk Management and GCG Committee
Aspek Independensi Donny Abdul
Wahyu Muryadi Essy Asiah M. Budi Prasetyo
Independence Aspect Chalid
Tidak memiliki hubungan keuangan dengan Dewan Komisaris
dan Direksi
No financial relationship with the Board of Commissioners and
Directors
Tidak memiliki hubungan kepengurusan di perusahaan, anak
perusahaan, maupun perusahaan afiliasi
No management relationship in the company, subsidiaries, or
affiliates
Tidak memiliki hubungan kepemilikan saham di perusahaan
No share ownership in the company
Tidak memiliki hubungan keluarga dengan Dewan Komisaris,
Direksi, dan/atau sesama anggota Komite Manajemen Risiko dan
GCG
No family relationship with the Board of Commissioners,
Directors, or fellow Risk Management and GCG committee
members
Tidak menjabat sebagai pengurus partai politik, pejabat dan
pemerintah
Not a political party official, government official
PT Hutama Karya (Persero)
472 Laporan Tahunan 2025
Page 473
Tata Kelola Perusahaan
Corporate Governance
Program Peningkatan Kompetensi Komite Manajemen Competency Development Program of Risk Management
Risiko dan GCG and GCG Committee
Jenis Pelatihan dan Materi Pengembangan
Waktu dan Tempat
Nama Jabatan Kompetensi / Pelatihan Penyelenggara
Pelaksanaan
Name Positions Type of Training and Competency Development Organizer
Time and Place
Materials / Training
Pelatihan dan/atau Peningkatan Kompetensi Dapat Dilihat Pada Pelatihan dan/atau Peningkatan Kompetensi
Ketua Dewan Komisaris Dalam Bab Corporate Governance Laporan Tahunan Ini
R. Wahyu Muryadi
Chairman The competency enhancement program can be found in the Training and/ or Competency Enhancement Section
of the Board of Commissioners in the Corporate Governance Chapter of this Annual Report.
Pelatihan dan/atau Peningkatan Kompetensi Dapat Dilihat Pada Pelatihan dan/atau Peningkatan Kompetensi
Wakil ketua Dewan Komisaris Dalam Bab Corporate Governance Laporan Tahunan Ini
Essy Asiah
Vice Chairman The competency enhancement program can be found in the Training and/ or Competency Enhancement Section
of the Board of Commissioners in the Corporate Governance Chapter of this Annual Report.
Corporate Law for Executive "Aspek Hukum dalam
Pengelolaan Korporasi BUMN"
Anggota Jakarta, 15 - 16 Mei 2025 The Indonesia Capital
Corporate Law for Executive "Legal Aspects in the
Member Jakarta, May 15–16, 2025 Market Institute (TICMI)
Management of State-Owned Enterprise (SOE)
Muhammad Budi Corporations"
Prasetyo
Bandung,
The New Special Directorship Program “Governance Indonesian Institute for
Anggota 29 - 30 Oktober 2025
Strategies – Managing Corporate Risk in a Volatile Corporate Directorship
Member Bandung,
World” (IICD)
October 29–30, 2025
Rapat Komite Manajemen Risiko dan GCG Meeting of The Risk Management and GCG Committee
KEBIJAKAN RAPAT KOMITE MANAJEMEN RISIKO DAN GCG POLICY ON MEETINGS OF THE RISK MANAGEMENT AND GCG
COMMITTEE
1. KMRGCG mengadakan rapat sekurang-kurangnya sama dengan 1. KMRGCG holds meetings at least as frequently as the minimum
ketentuan minimal rapat Dewan Komisaris yaitu minimal 1 meeting requirement of the Board of Commissioners, which
(satu) kali dalam 1 (satu) bulan sebagaimana yang ditetapkan is at least once (1) a month as stipulated in the Articles of
dalam Anggaran Dasar. Association.
2. Rapat KMRGCG hanya dapat dilaksanakan apabila dihadiri 2. A KMRGCG meeting can only be held if attended by at least half
setidaknya 1/2 (satu per dua) anggota Komite. (1/2) of the Committee members.
3. Pemanggilan Rapat Komite dilakukan oleh Ketua Komite. 3. The Committee Meeting is convened by the Chair of the
Dalam hal Ketua Komite berhalangan, maka pemanggilan rapat Committee. If the Chair is unavailable, the meeting is convened
dilakukan oleh Wakil Ketua Komite yang ditunjuk oleh Ketua by the Vice Chair appointed by the Chair.
Komite.
4. Pemanggilan rapat dilakukan sekurang-kurangnya 14 (empat 4. The meeting call must be made at least fourteen (14) days in
belas) hari dan dalam hal mendesak minimum 3 (tiga) hari advance, and in urgent cases, at least three (3) days before the
sebelum tanggal rapat, dengan mencantumkan hari, tanggal, meeting date, specifying the day, date, time, place, and agenda
jam, tempat dan agenda rapat yang akan dibicarakan dan of the meeting, which will be held at the Company’s domicile or
diadakan di tempat kedudukan Perusahaan atau di tempat lain another agreed location within the Republic of Indonesia.
di wilayah Republik Indonesia yang disepakati.
5. Dalam hal diperlukan, KMRGCG dapat mengundang narasumber 5. If necessary, KMRGCG may invite resource persons from the
dari anggota Dewan Komisaris, Direksi, atau pihak-pihak lain Board of Commissioners, the Board of Directors, or other
baik dari pihak internal maupun eksternal Perusahaan. parties, either internal or external to the Company.
6. Jika dipandang perlu, KMRGCG dapat mengundang pihak lain 6. If deemed necessary, KMRGCG may invite other relevant parties
yang terkait dengan materi rapat untuk hadir dalam rapat related to the meeting’s subject matter to attend with the
dengan sepengetahuan anggota Direksi terkait. knowledge of the relevant members of the Board of Directors.
7. Guna memperlancar pelaksanaan tugas, KMRGCG dapat 7. To facilitate task execution, KMRGCG may be assisted by
dibantu oleh Sekretaris Komite untuk melaksanakan tugas the Committee Secretary in carrying out secretarial duties,
kesekretariatan antara lain: including:
a. Mengatur jadwal rapat. a. Scheduling meetings.
b. Mengusulkan dan menghubungi narasumber yang b. Proposing and contacting necessary resource persons.
diperlukan.
PT Hutama Karya (Persero)
2025 Annual Report 473
Page 474
c. Menyiapkan dan mendistribusikan undangan dan materi c. Preparing and distributing invitations and meeting
rapat. materials.
d. Menyusun dan mendistribusikan risalah rapat. d. Drafting and distributing meeting minutes.
8. Rapat KMRGCG dipimpin oleh Ketua Komite. Apabila Ketua 8. KMRGCG meetings are chaired by the Chair of the Committee. If
Komite berhalangan hadir, maka rapat dipimpin oleh Wakil the Chair is unavailable, the meeting is chaired by the Vice Chair
Ketua Komite. of the Committee.
9. Dalam hal Ketua Komite dan Wakil Ketua Komite berhalangan 9. If both the Chair and Vice Chair of the Committee are unavailable
pada jam dimulai rapat sesuai undangan, maka atas izin Ketua at the scheduled meeting time, the meeting, with the Chair’s
Komite rapat dapat dipimpin oleh salah seorang anggota permission, may be chaired by a present member of the Board
Dewan Komisaris yang dapat hadir. Jika anggota Dewan of Commissioners. If the designated Board of Commissioners
Komisaris yang akan memimpin rapat terlambat datang, atau member is late or must leave temporarily, the meeting is
karena sesuatu hal harus meninggalkan rapat sementara, maka temporarily chaired by the most senior KMRGCG member in
rapat sementara dipimpin oleh anggota KMRGCG yang paling terms of tenure.
senior masa jabatannya.
10. Setiap anggota Komite diberi kebebasan seluas-luasnya untuk 10. Each Committee member is granted full freedom to express
menyampaikan pendapat profesionalnya dalam pembahasan their professional opinions during the discussion of each
setiap agenda rapat tanpa intervensi siapapun. agenda item without interference from anyone.
11. Rapat Komite yang dipimpin oleh selain Ketua Komite, 11. If the Committee Meeting is chaired by someone other than
keputusan yang akan menjadi usulan rapat tetap harus the Chair, the proposed meeting resolutions must still receive
mendapat persetujuan dari Ketua Komite. approval from the Chair.
12. Keputusan rapat Komite diambil berdasarkan musyawarah 12. Committee meeting decisions are made based on deliberation
untuk mufakat. to reach a consensus.
13. Segala sesuatu yang dibicarakan dan diputuskan dalam rapat 13. All discussions and decisions made in the Committee meeting,
Komite termasuk pendapat yang berbeda (dissenting opinions), including dissenting opinions, are recorded in the Meeting
dituangkan dalam Risalah Rapat yang ditandatangani oleh Minutes, signed by all attending Committee members as
seluruh anggota Komite yang hadir, sebagai bukti yang sah valid evidence of decisions made and submitted to the
atas keputusan yang diambil dalam rapat, dan disampaikan Board of Commissioners. The meeting minutes must also be
kepada Dewan Komisaris. Untuk risalah rapat komite, selain acknowledged by the Chair and Vice Chair of the Committee.
ditandatangani oleh anggota Komite yang hadir dalam rapat,
juga diketahui oleh Ketua dan Wakil Ketua Komite.
14. Setiap anggota Komite menyampaikan persetujuan atau 14. Each Committee member may submit approval, objections,
keberatan dan/atau usul perbaikan atas Risalah Rapat, dengan and/or proposed amendments to the Meeting Minutes,
mempertimbangkan ketentuan batas waktu penyampaian considering the deadline provisions stipulated in the Committee
Risalah Rapat yang diatur dalam Tata Tertib Rapat Komite. Jika Meeting Rules. If no amendments are proposed within fifteen
sampai dengan batas waktu 15 (lima belas) hari setelah rapat, (15) days after the meeting, the Meeting Minutes are considered
tidak ada usulan perubahan, maka Risalah Rapat dianggap approved by all Committee members.
disetujui oleh seluruh anggota Komite.
15. Setiap anggota Komite berhak menerima salinan Risalah Rapat 15. Each Committee member is entitled to receive a copy of the
meskipun yang bersangkutan tidak hadir dalam rapat tersebut. Meeting Minutes, even if they did not attend the meeting.
16. Kehadiran anggota Komite dalam rapat, dilaporkan dalam 16. The attendance of Committee members in meetings is reported
Laporan Triwulanan dan Laporan Tahunan Komite. in the Committee’s Quarterly and Annual Reports.
17. Jumlah rapat serta jumlah kehadiran masing-masing anggoa 17. The number of meetings, attendance of each Committee
Komite dalam rapat serta laporan singkat Komite yang memuat member, and a summary report containing key issues discussed
isu-isu penting yang dibicarakan oleh Komite diungkapkan by the Committee are disclosed in the Annual Report.
dalam Laporan Tahunan.
18. Tata tertib rapat Komite tertuang dalam aturan tersendiri. 18. The Committee meeting rules are outlined in a separate
regulation.
PT Hutama Karya (Persero)
474 Laporan Tahunan 2025
Page 475
Tata Kelola Perusahaan
Corporate Governance
AGENDA RAPAT KOMITE MANAJEMEN RISIKO DAN GCG AGENDA OF THE RISK MANAGEMENT AND GCG COMMITTEE
MEETING
Tabel Agenda Rapat Komite Manajemen Risiko dan GCG
Table of the Risk Management and GCG Committee Meeting Agenda
Tanggal Peserta Rapat
No. Rapat Agenda Rapat Meeting Agenda Meeting
Meeting Date Participants
1. Perubahan usulan penambahan PMN TA 2025 1. Proposed revision to the additional PMN FY
dan PMN TA 2026 2025 and additional PMN FY 2026
2. Laporan Hasil Pemeriksaan BPK RI 2. Audit Report of the Supreme Audit Agency of
Iwan Suprijanto
atas Kepatuhan Pengelolaan dan the Republic of Indonesia BPK RI on compliance
2 Januari 2025 R. Wahyu Muryadi
1 Pertanggungjawaban Keuangan tahun 2022 in financial management and accountability
January 2, 2025 M. Budi Prasetyo
dan Semester I tahun 2023 PT HK, anak for 2022 and Semester I 2023 of PT HK its
Ira Ariani Chaerunisa
perusahaan, dan instansi terkait lainnya subsidiaries and other related institutions
3. Laporan Hasil Audit ruas Sigli-Banda Aceh 3. Audit Report on the Sigli Banda Aceh toll road
section
1. Update perbaikan data RKAP 2025 PT Hutama 1. Update on revisions to the RKAP 2025 data of
Karya PT Hutama Karya
2. Tindak lanjut evaluasi Laporan Manajemen TW 2. Follow up on the evaluation of the Management Iwan Suprijanto
9 Januari 2025 III tahun 2024 dan evaluasi draft RKAP tahun Report Q3 2024 and evaluation of the draft R. Wahyu Muryadi
2
January 9, 2025 2025 fungsi Teknologi & Informasi RKAP 2025 for the Technology and Information M. Budi Prasetyo
function Ira Ariani Chaerunisa
3. Pembahasan draft kajian bersama PMN Non 3. Discussion on the draft joint study on non cash
tunai PT Hutama Karya PMN of PT Hutama Karya
Pembahasan Tindak lanjut atas Laporan Hasil Discussion on follow up actions to the Audit Report
Pemeriksaan BPK RI atas Kepatuhan Pengelolaan of the Supreme Audit Agency of the Republic Iwan Suprijanto
16 Januari 2025
dan Pertanggungjawaban Keuangan tahun 2022 of Indonesia BPK RI on compliance in financial R. Wahyu Muryadi
3 January 16,
dan Semester I tahun 2023 PT Hutama Karya, Anak management and accountability for 2022 and M. Budi Prasetyo
2025
Perusahaan, dan Instansi terkait lainnya Semester I 2023 of PT Hutama Karya its subsidiaries Ira Ariani Chaerunisa
and other related institutions
1. Pembahasan laporan penggunaan dana PMN 1. Discussion on the report of PMN fund utilization Iwan Suprijanto
17 Januari 2025
TW IV tahun 2024 Q4 2024 R. Wahyu Muryadi
4 January 17,
2. Pembahasan Laporan Audit intern TW IV tahun 2. Discussion on Internal Audit Report Q4 2024 M. Budi Prasetyo
2025
2024 Ira Ariani Chaerunisa
Pembahasan Tindak lanjut atas Laporan Hasil Discussion on follow up actions to the Audit Report
Pemeriksaan BPK RI atas Kepatuhan Pengelolaan of the Supreme Audit Agency of the Republic Iwan Suprijanto
23 Januari 2025
dan Pertanggungjawaban Keuangan tahun 2022 of Indonesia BPK RI on compliance in financial R. Wahyu Muryadi
5 January 23,
dan Semester I tahun 2023 PT Hutama Karya, Anak management and accountability for 2022 and M. Budi Prasetyo
2025
Perusahaan, dan Instansi terkait lainnya Semester I 2023 of PT Hutama Karya its subsidiaries Ira Ariani Chaerunisa
and other related institutions
1. Penyampaian Kajian Awal Penambahan PMN 1. Presentation of the preliminary study on the
Pada PT HK TA 2025 dan Penambahan PMN TA proposed additional PMN for PT HK FY 2025 and
Iwan Suprijanto
4 Februari 2025 2026 additional PMN FY 2026
R. Wahyu Muryadi
6 February 4, 2. Laporan Kinerja SMAP tahun 2024 dan Rencana 2. SMAP Performance Report for 2024 and plan for
M. Budi Prasetyo
2025 tahun 2025 2025
Ira Ariani Chaerunisa
3. Laporan Pelaksanaan Tugas Tim WBS TW III-IV 3. Report on the implementation of WBS Team
tahun 2024 duties Q3 IV 2024
1. Pembahasan laporan manajemen tahunan 1. Discussion on the unaudited Annual
13 Februari 2024 unaudited Management Report 2024 Iwan Suprijanto
2025 2. Laporan pemakaian fasilitas per 31 Desember 2. Loan facility utilization report as of December R. Wahyu Muryadi
7
February 13, 2024 31 2024 M. Budi Prasetyo
2025 3. Pembahasan update progress implementasi 3. Discussion on the update of ICOFR Ira Ariani Chaerunisa
ICOFR implementation progress
1. Permohonan Tanggapan Tertulis atas 1. Request for Written Response on the proposed
Perubahan Usulan PMN TA 2025 dan revision of PMN FY 2025 and additional PMN FY
Penambahan PMN TA 2026 2026
20 Februari 2. Pembahasan progres proyek-proyek Divisi EPC 2. Discussion on the progress of EPC Division Iwan Suprijanto
2025 projects R. Wahyu Muryadi
8
February 20, 3. Pembahasan PKPT SPI tahun 2025 3. Discussion on the Internal Audit Work Plan M. Budi Prasetyo
2025 PKPT for 2025 Ira Ariani Chaerunisa
4. Pembahasan Laporan atas Penerbitan 4. Discussion on the report of Corporate Guarantee
Corporate Guarantee kepada Anak Perusahaan issuance to subsidiaries as of December 31 2024
per 31 Desember 2024
27 Februari 1. Update revisi RJPP tahun 2025 - 2029 PT HK 1. Update on the revision of the RJPP 2025 2029 of Iwan Suprijanto
2025 PT HK R. Wahyu Muryadi
9
February 27, 2. Update hasil stress test PT Hutama Karya 2. Update on PT Hutama Karya stress test results M. Budi Prasetyo
2025 3. Perubahan dokumen GCG Code 3. Amendment to the GCG Code document Ira Ariani Chaerunisa
PT Hutama Karya (Persero)
2025 Annual Report 475
Page 476
Tanggal Peserta Rapat
No. Rapat Agenda Rapat Meeting Agenda Meeting
Meeting Date Participants
1. Laporan manajemen risiko terintegrasi TW IV 1. Integrated Risk Management Report Q4 2024
tahun 2024
Iwan Suprijanto
2. Penentuan harga satuan di HKI dan DSU untuk 2. Determination of unit pricing at HKI and DSU
7 Maret 2025 R. Wahyu Muryadi
10 proyek konstruksi jalan for road construction projects
March 7, 2025 M. Budi Prasetyo
3. Mekanisme penentuan talenta BOD-1 di 3. Mechanism for determining BOD 1 talent at
Ira Ariani Chaerunisa
Hutama Karya sebagai talent pool Kementerian Hutama Karya as part of the Ministry of State
BUMN Owned Enterprises talent pool
Pembahasan Evaluasi biaya konstruksi jalan tol Discussion on the evaluation of toll road Iwan Suprijanto
13 Maret 2025 (berbasis ARP dan Nilai Kontrak) untuk Proyek JTTS construction costs based on ARP and Contract R. Wahyu Muryadi
11
March 13, 2025 dan Non JTTS pada Divisi Sipil Umum dan Value for JTTS and non JTTS projects in the General M. Budi Prasetyo
PT Hutama Karya Infrastruktur Civil Division and PT Hutama Karya Infrastruktur Ira Ariani Chaerunisa
Pembahsaan Risk Awereness, implementasi dan Discussion on Risk Awareness implementation and Iwan Suprijanto
20 Maret 2025 efektivitas Manajemen Risiko di PT Hutama Karya effectiveness of Risk Management at PT Hutama R. Wahyu Muryadi
12
March 20, 2025 Karya M. Budi Prasetyo
Ira Ariani Chaerunisa
1. Laporan Kinerja Divisi QHSSE TW IV/2024; 1. QHSSE Division Performance Report Q4 2024; Iwan Suprijanto
9 April 2025 2. Pembahasan Kinerja Anak Perusahaan Tahun 2. Discussion on Subsidiaries Performance for R. Wahyu Muryadi
13
April 9, 2025 buku 2024: Financial Year 2024: M. Budi Prasetyo
Ira Ariani Chaerunisa
Pembahasan progress penggunaan dana PMN HK Discussion on the progress of PMN fund utilization Iwan Suprijanto
11 April 2025 s.d. Triwulan I 2025. of HK up to Q1 2025 R. Wahyu Muryadi
14
April 11, 2025 M. Budi Prasetyo
Ira Ariani Chaerunisa
Pembahasan Contingency Plan. Discussion on the Contingency Plan. Iwan Suprijanto
15 April 2025 R. Wahyu Muryadi
15
April 15, 2025 M. Budi Prasetyo
Ira Ariani Chaerunisa
1. Laporan Pemakaian Fasilitas Pinjaman Per 31 1. Loan Facility Utilization Report as of March 31
Iwan Suprijanto
Maret 2025; 2025;
2 Mei 2025 R. Wahyu Muryadi
16 2. Laporan Kinerja SMAP TW I Tahun 2025; 2. SMAP Performance Report Q1 2025;
May 2, 2025 M. Budi Prasetyo
3. Laporan Pelaksanaan Tugas Tim WBS PT 3. Report on the implementation of WBS Team
Ira Ariani Chaerunisa
Hutama Karya TW I Tahun 2025. duties of PT Hutama Karya Q1 2025.
1. Progress penyusunan Contingency Plan Tahun 1. Progress of the preparation of the Contingency
2025; Plan 2025;
2. Pembahasan Tindak Lanjut Laporan WBS TW 1 2. Discussion on follow up actions to the WBS Iwan Suprijanto
8 Mei 2025 Tahun 2025; Report Q1 2025; R. Wahyu Muryadi
17
May 8, 2025 3. Tanggapan penggunaan Laba Bersih Tahun 3. Response on the utilization of net profit for M. Budi Prasetyo
2024; 2024; Ira Ariani Chaerunisa
4. Pembahasan kondisi dan implementasi QHSSE 4. Discussion on the condition and implementation
pada PT Hutama Karya (Persero). of QHSSE at PT Hutama Karya (Persero).
1. Penyampaian Rencana Strategis Teknologi 1. Presentation of the Information Technology
Iwan Suprijanto
Informasi PT Hutama Karya (Persero) 2025 – Strategic Plan of PT Hutama Karya (Persero)
15 Mei 2025 R. Wahyu Muryadi
18 2029; 2025 – 2029;
May 15, 2025 M. Budi Prasetyo
2. Update Progress Implementasi ICOFR. 2. Update on the progress of ICOFR
Ira Ariani Chaerunisa
implementation.
Evaluasi kendala Audit Laporan Keuangan Evaluation of constraints in the audit of the Iwan Suprijanto
16 Mei 2025 PT Hutama Karya (Persero) Tahun 2024. Financial Statements of PT Hutama Karya (Persero) R. Wahyu Muryadi
19
May 16, 2025 for 2024. M. Budi Prasetyo
Ira Ariani Chaerunisa
1. Pembahasan Kinerja anak perusahaan (aspek 1. Discussion on Subsidiaries Performance
operasional, pemasaran, keuangan, dan aspek (operational, marketing, financial, and other Iwan Suprijanto
22 Mei 2025 lainnya) s.d. TW I Tahun 2025; aspects) up to Q1 2025; R. Wahyu Muryadi
20
May 22, 2025 2. Pembahasan Isu Strategis; 2. Discussion on Strategic Issues; M. Budi Prasetyo
3. Tindak Lanjut Temuan Auditor Internal dan 3. Follow up on Internal and External Auditor Ira Ariani Chaerunisa
Eksternal s.d. TW I Tahun 2025. findings up to Q1 2025.
PT Hutama Karya (Persero)
476 Laporan Tahunan 2025
Page 477
Tata Kelola Perusahaan
Corporate Governance
Tanggal Peserta Rapat
No. Rapat Agenda Rapat Meeting Agenda Meeting
Meeting Date Participants
1. Pembahasan Kinerja s.d. TW I atau April 2025 1. Discussion on Performance up to Q1 or April
(aspek operasional, pemasaran, dan keuangan); 2025 (operational, marketing, and financial
aspects);
2. Pembahasan Isu strategis perusahaan. 2. Discussion on the Company’s strategic issues.
3. Gambaran overview operasional Perusahaan; 3. Overview of the Company’s operations;
Iwan Suprijanto
4. Overview batching plant yang akan dikunjungi 4. Overview of batching plant to be visited by the
28 Mei 2025 R. Wahyu Muryadi
21 oleh Dewan Komisaris PT Hutama Karya Board of Commissioners of PT Hutama Karya
May 28, 2025 M. Budi Prasetyo
(Persero). (Persero).
Ira Ariani Chaerunisa
5. Proyek Jalan Tol Probolinggo-Banyuwangi 5. Probolinggo - Banyuwangi Toll Road Project
Paket 2 Package 2
6. Overview Proyek 6. Project Overview
7. Pembahasan Kinerja dan keuangan proyek. 7. Discussion on project performance and
financials.
1. Pembahasan Continency Plan PT Hutama Karya 1. Discussion on Contingency Plan of PT Hutama
(Persero) Tahun 2025; Karya (Persero) Year 2025;
2. Laporan Manajemen Risiko Terintegrasi 2. Integrated Risk Management Report of PT
konglomerasi PT Hutama Karya (Persero) TW I Hutama Karya (Persero) Conglomeration Q1 Iwan Suprijanto
5 Juni 2025 Tahun 2025; Year 2025; R. Wahyu Muryadi
22
June 5, 2025 3. Laporan atas Penerbitan Corporate Guarantee 3. Report on the issuance of Corporate Guarantee M. Budi Prasetyo
kepada Anak Perusahaan Per 31 Maret 2025; to Subsidiaries as of March 31 2025; Ira Ariani Chaerunisa
4. Surat BPKP: Pemantauan Tindak Lanjut Hasil 4. BPKP Letter: Monitoring of Follow Up on
Pengawasan pada PT Hutama Karya (Persero). Supervision Results at PT Hutama Karya
(Persero).
1. Penyampaian Usulan Rencana KPI Direksi PT 1. Presentation of Proposed Individual KPI Plan of
Hutama Karya Secara Individual Tahun 2025; the Board of Directors of PT Hutama Karya Year
2025;
Iwan Suprijanto
2. Permohonan Tanggapan Dewan Komisaris atas 2. Request for the Board of Commissioners’
12 Juni 2025 R. Wahyu Muryadi
23 Kecukupan Muatan dalam Draft Kajian Bersama Response on the Adequacy of Content in the
June 12, 2025 M. Budi Prasetyo
PMN Nontunai PT HK; Draft Joint Study on Non Cash PMN of PT HK;
Ira Ariani Chaerunisa
3. Pembahasan Progres Proyek Jalan Tol 3. Discussion on the Progress of the Semarang –
Semarang–Demak 1A per Juni 2025. Demak Toll Road Project Section 1A as of June
2025.
1. Pembahasan Kinerja Divisi Sipil Umum s.d. 1. Discussion on the Performance of the General
bulan Mei Tahun 2025; Civil Division up to May Year 2025;
Iwan Suprijanto
2. Pembahasan Kinerja PT Petronesia Benimel s.d. 2. Discussion on the Performance of PT Petronesia
19 Juni 2025 R. Wahyu Muryadi
24 bulan Mei Tahun 2025; Benimel up to May Year 2025;
June 15, 2025 M. Budi Prasetyo
3. Rencana strategis Hutama Karya terkait dengan 3. Strategic Plan of Hutama Karya related to the
Ira Ariani Chaerunisa
keberlanjutan JTTS dengan skenario tanpa sustainability of JTTS with a scenario without
PMN. PMN.
1. Pembahasan Laporan QHSSE TW I Tahun 2025; 1. Discussion on QHSSE Report Q1 Year 2025;
2. Pembahasan Kinerja dan isu strategis Divisi 2. Discussion on Performance and Strategic Issues
Iwan Suprijanto
Gedung s.d. Mei Tahun 2025; of the Building Division up to May 2025;
26 Juni 2025 R. Wahyu Muryadi
25 3. Pembahasan Laporan hasil audit Proyek KSO 3. Discussion on the Audit Report of the Integrated
June 26, 2025 M. Budi Prasetyo
Pembangunan Terintegrasi Rancang Bangun Design and Build Project for the Construction of
Ira Ariani Chaerunisa
Pembangunan Bangunan Gedung dan Kawasan the State Mosque Building and Area.
Masjid Negara.
1. Kinerja Divisi Operasi Jalan Tol (OPT) s.d Mei 1. Performance of Toll Road Operations Division
Tahun 2025; (OPT) up to May 2025;
2. Laporan Hasil Audit: 2. Audit Reports:
- Proyek KSO Pembangunan Jalan Tol IKN - Joint Operation Project for the Construction
Seksi 3A-2: Segmen Karangjoang-KKT of IKN Toll Road Section 3A-2: Karangjoang-
Iwan Suprijanto
Kariangau Tahun 2025; KKT Kariangau Segment Year 2025;
4 Juli 2025 R. Wahyu Muryadi
26 - Proyek KSO Pekerjaan Konstruksi Fisik & - Joint Operation Project for Physical
July 4, 2025 M. Budi Prasetyo
Bangunan-Pembangunan Rumah Sakit IKN Construction Works & Buildings -
Ira Ariani Chaerunisa
(Pembangunan dan Pengembangan RS Development of IKN Hospital (Development
IKN) dan Pembangunan Lanjutan RS UPT and Expansion of IKN Hospital) and
IKN (Pembangunan dan Pengembangan RS Continued Development of UPT IKN
IKN). Hospital (Development and Expansion of
IKN Hospital).
1. Pembahasan Laporan Penggunaan Tambahan 1. Discussion on Report of Utilization of Additional
Iwan Suprijanto
Dana PMN TA 2022 Tahap II, PMNTA 2023 dan PMN Funds FY 2022 Phase II, PMN FY 2023 and
10 Juli 2025 R. Wahyu Muryadi
27 PMN TA 2024 Periode Juni 2025; PMN FY 2024 Period June 2025;
July 10, 2025 M. Budi Prasetyo
2. Pembahasan Kinerja Divisi PBI s.d. Juni Tahun 2. Discussion on Performance of PBI Division up to
Ira Ariani Chaerunisa
2025. June 2025.
PT Hutama Karya (Persero)
2025 Annual Report 477
Page 478
Tanggal Peserta Rapat
No. Rapat Agenda Rapat Meeting Agenda Meeting
Meeting Date Participants
1. Pembahasan Laporan Manajemen TW II tahun 1. Discussion on Management Report Q2 year
Iwan Suprijanto
2025 2025
17 Juli 2025 R. Wahyu Muryadi
28 2. Permohonan Tanggapan Tertulis atas Rencana 2. Request for Written Response on Monetization
July 17, 2025 M. Budi Prasetyo
Monetisasi ruas Akses Tanjung Priok Plan of Tanjung Priok Access section
Ira Ariani Chaerunisa
3. Laporan Audit Internal TW II tahun 2025 3. Internal Audit Report Q2 year 2025
1. Rencana Monetisasi ruas ATP dan Rencana 1. Monetization Plan of ATP section and Plan for
Pengelolaan Fasilitas Pinjaman Jangka Panjang Management of Long Term Loan Facilities of the
Iwan Suprijanto
Perusahaan Company
25 Juli 2025 R. Wahyu Muryadi
29 2. Kinerja Jasa Konstruksi s.d. Juni 2025 (DG & 2. Construction Services Performance up to June
July 25, 2025 M. Budi Prasetyo
DSU) 2025 (DG & DSU)
Ira Ariani Chaerunisa
3. Rencana strategis percepatan pembangunan 3. Strategic Plan for Acceleration of JTTS
JTTS Development
1. Laporan Kinerja Proyek HKR s.d. Juni 2025 1. Project Performance Report of HKR up to June
Iwan Suprijanto
2025
31 Juli 2025 R. Wahyu Muryadi
30 2. Implementasi ESG di PT Hutama Karya 2. Implementation of ESG at PT HK
July 31, 2025 M. Budi Prasetyo
3. Update integrasi BUMN Karya 3. Update on Integration of State Owned
Ira Ariani Chaerunisa
Construction Enterprises (BUMN Karya)
1. Laporan Kinerja SMAP Tw II 2025 1. SMAP Performance Report Q2 2025
2. Kinerja Divisi EPC dan EPC Energy Singapore 2. Performance of EPC Division and EPC Energy Iwan Suprijanto
7 Agustus 2025 Pte. Ltd. s.d. TW II 2025 Singapore Pte. Ltd. up to Q2 2025 R. Wahyu Muryadi
31
August 7, 2025 3. Progres Proyek KPBU Transpapua / Kinerja 3. Progress of Transpapua PPP Project / M. Budi Prasetyo
PT Hutama Mambelim Trans Papua Performance of PT Hutama Mambelim Trans Ira Ariani Chaerunisa
Papua
1. Update penyampaian usulan KPI Direksi PT HK 1. Update on submission of proposed individual
Iwan Suprijanto
15 Agustus secara individual tahun 2025 KPI of the Board of Directors of PT HK year 2025
R. Wahyu Muryadi
32 2025 2. Laporan Manajemen Risiko Terintegrasi 2. Integrated Risk Management Report of PT
M. Budi Prasetyo
August 15, 2025 Konglomerasi PT Hutama Karya TW II tahun Hutama Karya Conglomeration Q2 year 2025
Ira Ariani Chaerunisa
2025
1. Monitoring Pelaksanaan pekerjaan JTTS ruas 1. Monitoring of implementation of JTTS works for
Iwan Suprijanto
20 Agustus Palembang-Betung Palembang-Betung section
R. Wahyu Muryadi
33 2025 2. Update rencana integrasi BUMN Karya 2. Update on integration plan of State Owned
M. Budi Prasetyo
August 20, 2025 3. Laporan pemakaian fasilitas per Juni 2025 Construction Enterprises (BUMN Karya)
Ira Ariani Chaerunisa
3. Loan facility utilization report as of June 2025
1. Progress, Kinerja, dan Isu Proyek Flyover 1. Progress, Performance, and Issues of Sitinjau Iwan Suprijanto
27 Agustus
Sitinjau Lauik Lauik Flyover Project R. Wahyu Muryadi
34 2025
2. Laporan Penggunaan Corporate Guarantee TW 2. Report on utilization of Corporate Guarantee Q2 M. Budi Prasetyo
August 27, 2025
II 2025 2025 Ira Ariani Chaerunisa
1. Laporan Kinerja Divisi QHSSE TW II 2025 1. QHSSE Division Performance Report Q2 2025
2. Penjelasan terhadap Tanggapan Dewan 2. Explanation on the response of the Board of
4 September
Komisaris atas Kecukupan Muatan dalam Draft Commissioners on the adequacy of content in Iwan Suprijanto
2025
35 Kajian Bersama dan Permohonan Dukungan the Draft Joint Study and request for support R. Wahyu Muryadi
September 4,
dan Persetujuan Dewan Komisaris atas and approval of the Board of Commissioners M. Budi Prasetyo
2025
Tindaklanjut proses PMN Nontunai PT Hutama on follow up process of non cash PMN of PT
Karya Hutama Karya
1. Kinerja Proyek dan Divisi EPC s.d. Agustus 2025 1. Performance of EPC Projects and Division up to
2. Permohonan Tanggapan ata Persetujuan August 2025
12 September Pemegang Saham terkait Pelaksanaan 2. Request for Response or Approval from
Iwan Suprijanto
2025 Pembiayaan ruas Betung-Jambi Shareholders regarding the Implementation of
36 R. Wahyu Muryadi
September 12, 3. Penyampaian arahan Dewan Komisaris terkait Financing for Betung-Jambi section
M. Budi Prasetyo
2025 usulan KPI Direksi 3. Presentation of directions from the Board of
Commissioners regarding the proposed KPI of
the Board of Directors
19 September Update proyek-proyek EPC (Progress konstruksi, Update of EPC projects (construction progress,
Iwan Suprijanto
2025 isu, dan rencana resolusi) issues, and resolution plans)
37 R. Wahyu Muryadi
September 19,
M. Budi Prasetyo
2025
1. Update rencana integrasi BUMN Karya, 1. Update on integration plan of State Owned
khususnya terkait dengan rencana pembayaran Construction Enterprises (BUMN Karya),
23 September hutang perusahaan ke depan particularly related to the Company’s future
Iwan Suprijanto
2025 debt repayment plan
38 R. Wahyu Muryadi
September 23, 2. Pembahasan evaluasi penerapan QHSSE paska 2. Discussion on evaluation of QHSSE
M. Budi Prasetyo
2025 terjadinya fatality implementation after the occurrence of fatality
3. Pembahasan kinerja proyek baru di tahun 2025 3. Discussion on performance of new projects in
(seperti IKN, RS dsb) year 2025 (such as IKN, hospitals etc)
PT Hutama Karya (Persero)
478 Laporan Tahunan 2025
Page 479
Tata Kelola Perusahaan
Corporate Governance
Tanggal Peserta Rapat
No. Rapat Agenda Rapat Meeting Agenda Meeting
Meeting Date Participants
25 September Pembahasan update draft RKAP 2026 PT Hutama Discussion on update of draft RKAP 2026 PT
Iwan Suprijanto
2025 Karya (Persero) Hutama Karya (Persero)
39 R. Wahyu Muryadi
September 25,
M. Budi Prasetyo
2025
1. Draft Laporan Penggunaan Dana PMN TW III 1. Draft Report on Utilization of PMN Funds Q3
2025 2025 Iwan Suprijanto
3 Oktober 2025
40 2. Status Tindak lanjut Audit BPK RI 2. Status of Follow Up on BPK RI Audit R. Wahyu Muryadi
October 3, 2025
3. Laporan Hasil Audit PT Hakaaston 3. Audit Report of PT Hakaaston M. Budi Prasetyo
4. Laporan Hasil Audit PT Hamawas 4. Audit Report of PT Hamawas
1. Update status tindak lanjut Rekomendasi 1. Update on status of follow up of BPK RI audit
temuan BPK RI recommendations
Iwan Suprijanto
9 Oktober 2025 2. Update pembahasan draft buku RKAP 2026 2. Update on discussion of draft RKAP 2026
41 R. Wahyu Muryadi
October 9, 2025 PT Hutama Karya document of PT Hutama Karya
M. Budi Prasetyo
3. Update pembahasan manajemen risiko dalam 3. Update on discussion of risk management in
RKAP 2026 PT Hutama Karya RKAP 2026 of PT Hutama Karya
17 Oktober 1. Laporan Hasil Audit PT Hakaaston 1. Audit Report of PT Hakaaston
Iwan Suprijanto
2025 2. Laporan Hasil Audit PT Hamawas 2. Audit Report of PT Hamawas
42 R. Wahyu Muryadi
October 17, 3. Kinerja Keuangan dan Operasional PT HKR TW 3. Financial and Operational Performance of PT
M. Budi Prasetyo
2025 III 2025 HKR Q3 2025
23 Oktober Meeting update tindak lanjut temuan BPK RI Meeting update on follow up of BPK RI audit
Iwan Suprijanto
2025 dengan SPI findings with SPI
43 R. Wahyu Muryadi
October 23,
M. Budi Prasetyo
2025
1. Penyampaian lesson learned atas Kerugian 1. Presentation of lessons learned from losses of
24 Oktober Proyek-proyek EPC EPC projects
Iwan Suprijanto
2025 2. Laporan Manajemen TW III 2025 2. Management Report Q3 2025
44 R. Wahyu Muryadi
October 24, 3. Status tindak lanjut dan lesson learned atas 3. Status of follow up and lessons learned on BPK
M. Budi Prasetyo
2025 temuan BPK terkait investasi HK pada proyek findings related to HK investment in Tuban
pengembangan pasar Tuban market development project
1. Pembahasan visioning pengembangan lahan 1. Discussion on visioning of land development
Karawaci dan Jakabaring yang akan diusulkan in Karawaci and Jakabaring to be proposed as
sebagai PMN Non tunai serta update rencana non cash PMN and update on PPP plan in IKN
31 Oktober Iwan Suprijanto
KPBU di IKN
2025 R. Wahyu Muryadi
45 2. Pembahasan usulan perubahan Struktur 2. Discussion on proposed changes to
October 31, M. Budi Prasetyo
Organisasi PT Hutama Karya organizational structure of PT HK
2025 Dony Abdul Chalid
3. Pembahasan permohonan persetujuan 3. Discussion on request for approval of updates
pemutakhiran pedoman Tata Kelola to integrated governance guidelines
Terintegrasi
1. Pembahasan draft Contingency Plan PT HK 1. Discussion on draft Contingency Plan of
6 November 2. Laporan Manajemen Risiko Terintegrasi PT Hutama Karya Iwan Suprijanto
2025 Konglomerasi PT Hutama Karya TW III tahun 2. Integrated Risk Management Report of R. Wahyu Muryadi
46
November 6, 2025 PT Hutama Karya Conglomeration Q3 2025 M. Budi Prasetyo
2025 3. Pembahasan kinerja PT Hakaaston per Oktober 3. Discussion on performance of PT Hakaaston as Dony Abdul Chalid
2025 of October 2025
14 November Pembahasan kinerja Divisi Operasi (Divisi PJT, Divisi Discussion on performance of Operations Division Iwan Suprijanto
2025 RJT dan Divisi OPT) Per Oktober 2025 (PJT Division, RJT Division and OPT Division) as of R. Wahyu Muryadi
47
November14, October 2025 M. Budi Prasetyo
2025 Dony Abdul Chalid
1. Laporan Fasilitas pinjaman per 30 September 1. Loan Facility Report as of September 30 2025
20 November Iwan Suprijanto
2025
2025 R. Wahyu Muryadi
48 2. Pembahasan kinerja PT Hamawas (Anak 2. Discussion on performance of PT Hamawas
November 20, M. Budi Prasetyo
perusahaan PT Hutama Karya) per Oktober (Subsidiary of PT Hutama Karya) as of October
2025 Dony Abdul Chalid
2025 2025
1. Usulan Perubahan Struktur Organisasi 1. Proposed Changes to Organizational Structure
28 November R. Wahyu Muryadi
PT Hutama Karya (Persero) of PT Hutama Karya (Persero)
2025 Essy Asiah
49 2. Pembahasan Laporan Kinerja QHSSE TW III 2. Discussion on QHSSE Performance Report Q3
November 28, M. Budi Prasetyo
2025 2025
2025 Donny Abdul Chalid
3. Pembahasan Laporan Audit Intern TW III 2025 3. Discussion on Internal Audit Report Q3 2025
4-5 Desember Pembahasan Kinerja Anak Perusahaan PT Hutama Discussion on Performance of Subsidiaries of R. Wahyu Muryadi
2025 Karya (Persero) per Oktober 2025 (PT HKI, PT HKR, PT Hutama Karya (Persero) as of October 2025 (PT Essy Asiah
50
December 4–5, PT HMTP, PT HPSL) HKI, PT HKR, PT HMTP, PT HPSL) M. Budi Prasetyo
2025 Donny Abdul Chalid
PT Hutama Karya (Persero)
2025 Annual Report 479
Page 480
Tanggal Peserta Rapat
No. Rapat Agenda Rapat Meeting Agenda Meeting
Meeting Date Participants
1. Persetujuan Dewan Komisaris atas Rencana 1. Approval of the Board of Commissioners on
11 Desember Addendum Utang Afiliasi PT HKR Addendum Plan of Affiliated Debt of PT HKR R. Wahyu Muryadi
2025 2. Kinerja Divisi Sipil Umum s.d. bulan November 2. Performance of General Civil Division up to Essy Asiah
51
December 11, 2025 November 2025 M. Budi Prasetyo
2025 3. Pembahasan lanjutan konsep Contingency Plan 3. Further Discussion on Contingency Plan 2025 Donny Abdul Chalid
2025
1. Update revisi RJPP 2026 - 2030 PT HK dan 1. Update on revision of RJPP 2026 - 2030 of
update RKAP 2026 PT HK hasil pembahasan PT HK and update of RKAP 2026 of PT HK
19 Desember R. Wahyu Muryadi
dengan PT Danantara Asset Management based on discussion with PT Danantara Asset
2025 Essy Asiah
52 (Persero) Management (Persero)
December 19, M. Budi Prasetyo
2. Pembahasan Kinerja Divisi Gedung s.d. bulan 2. Discussion on Performance of Building Division
2025 Donny Abdul Chalid
November 2025 up to November 2025
3. Update progress implementasi ICOFR 3. Update on progress of ICOFR implementation
FREKUENSI DAN TINGKAT KEHADIRAN RAPAT KOMITE FREQUENCY AND ATTENDANCE RATE OF THE RISK
MANAJEMEN RISIKO DAN GCG MANAGEMENT AND GCG COMMITTEE MEETINGS
Tabel Tingkat Kehadiran Rapat Komite Manajemen Risiko dan GCG
Table of Attendance Rate for the Risk Management and GCG Committee Meetings
Rapat Komite Manajemen Risiko dan GCG
Risk Management and GCG Committee Meetings
Nama Jabatan Jumlah dan Persentase Kehadiran
Name Position Number and Attendance Percentage
Jumlah Rapat Jumlah Kehadiran Persentase
Number of meetings Number of attendance Percentage
Ketua
Iwan Suprijanto* 48 48 100%
Chairman
Ketua
R. Wahyu Muryadi 52 52 100%
Chairman
Wakil ketua
Essy Asiah** 4 4 100%
Vice Chairman
Anggota
M. Budi Prasetyo 52 52 100%
Member
Anggota
Ira Ariani Chaerunisa*** 34 34 100%
Member
Anggota
Dony Abdul Chalid**** 8 8 100%
Member
* Berhenti menjabat sejak 25 November 2025 / Resigned effective November 25, 2025
** Mulai menjabat sejak 26 November 2025 / Appointed effective November 26, 2025
*** Berhenti menjabat sejak 31 Agustus 2025 / Resigned effective August 31, 2025
**** Mulai menjabat sejak 27 Oktober 2025 / Appointed effective October 27, 2025
Program Kerja dan Pelaksanaan Tugas Komite Work Program and Implementation of Duties of The Risk
Manajemen Risiko dan GCG Tahun 2025 Management and GCG Committee in 2024
Selama periode sampai dengan 31 Desember 2025, Komite MRGCG During the period up to December 31, 2025, the MRGCG Committee
telah melaksanakan program kerja dan kegiatan lainnya yang dapat has carried out work programs and other activities which can be
diikhtisarkan pada bagian berikut ini: summarized in the following section:
1. Melakukan rapat-rapat baik dengan Komite Audit, Dewan 1. Conduct meetings with the Audit Committee, the Board of
Komisaris, rapat gabungan Dewan Komisaris dan Direksi Commissioners, joint meetings of the Board of Commissioners
maupun rapat internal Komite. and the Board of Directors, as well as internal Committee
meetings.
2. Melakukan telaah dan kajian atas aktivitas Direksi yang 2. Conduct reviews and assessments of activities of the Board of
memerlukan persetujuan atau tanggapan tertulis Dewan Directors that require approval or written response from the
Komisaris Board of Commissioners
PT Hutama Karya (Persero)
480 Laporan Tahunan 2025
Page 481
Tata Kelola Perusahaan
Corporate Governance
3. Melakukan pembahasan laporan hasil pemeriksaan BPK untuk 3. Conduct discussions on the Audit Report of BPK for the financial
periode tahun buku 2022 dan semester I 2023. year 2022 and Semester I 2023
4. Melakukan pembahasan strategi keberlanjutan pembangunan 4. Conduct discussions on the sustainability strategy of JTTS
JTTS tanpa PMN. development without PMN
5. Melakukan pembahasan Kajian Integrasi BUMN Karya. 5. Conduct discussions on the Study of Integration of State Owned
Construction Enterprises
6. Melakukan pembahasan dan evaluasi progres proyek IKN, baik 6. Conduct discussions and evaluation of the progress of IKN
proyek IKN yang sudah selesai maupun masih berproses. projects, both completed and ongoing projects
7. Melakukan pembahasan dan monitoring tindak lanjut hasil 7. Conduct discussions and monitoring of follow up actions on the
evaluasi atas draft RKAP BUMN Tahun 2026 berbasis manajemen evaluation results of the draft RKAP BUMN Year 2026 based on
risiko. risk management
8. Melakukan pembahasan dan evaluasi laporan penggunaan 8. Conduct discussions and evaluation of the report on utilization
dana PMN TW IV tahun 2023 dan PMN TW I-III tahun 2024. of PMN funds Q4 2023 and PMN Q1 III 2024
9. Melakukan monitoring perkembangan penyelesaian kasus 9. Conduct monitoring of the progress of settlement of legal cases
permasalahan hukum/somasi. or summons
10. Melakukan pembahasan dan monitoring pengelolaan utang 10. Conduct discussions and monitoring of debt management and
dan pembayaran kewajiban. settlement of obligations
11. Melakukan pembahasan dan evaluasi terhadap laporan QHSSE 11. Conduct discussions and evaluation of QHSSE reports Q4 2024
TW IV tahun 2024 dan TW I-III tahun 2025 serta Laporan Hasil and Q1 III 2025 as well as Audit Report of QHSSE Division Year
Audit Divisi QHSSE Tahun 2025. 2025
12. Melakukan evaluasi penggunaan Cash Loan dan Non Cash Loan 12. Conduct evaluation of the utilization of Cash Loan and Non
TW IV Tahun 2024 dan TW I-III tahun 2025. Cash Loan Q4 2024 and Q1 III 2025
13. Melakukan monitoring tindak lanjut hasil audit investigatif 13. Conduct monitoring of follow up actions on the investigative
BPKP atas Pengadaan Lahan di sekitar JTTS. audit results of BPKP on land procurement around JTTS
14. Pemberian dukungan pengukuran Risk Maturity Index pada 14. Provide support for the measurement of Risk Maturity Index at
PT Hutama Karya (Persero) Tahun Buku 2024. PT Hutama Karya Persero Financial Year 2024
15. Melakukan monitoring dan evaluasi isu strategis Anak 15. Conduct monitoring and evaluation of strategic issues of
Perusahaan Subsidiaries
16. Melakukan Pembahasan Kinerja PT HK Realtindo Tahun 2025 16. Conduct discussions on the performance of PT HK Realtindo
dan Implementasi Rencana Restrukturisasi Keuangan PT HK Year 2025 and implementation of the Financial Restructuring
Realtindo pada tahun 2025, termasuk di dalamnya penagihan Plan of PT HK Realtindo in 2025, including collection of
piutang PT CSK. receivables of PT CSK
17. Melakukan pembahasan laporan Manajemen Teknologi 17. Conduct discussions on Information Technology Management
Informasi Tahun 2024 dan TW I-III tahun 2025. Report Year 2024 and Q1 III 2025
18. Melakukan pembahasan Laporan Manajemen Risiko Triwulan 18. Conduct discussions on Risk Management Report Q4 2024 and
IV Tahun 2024 dan Draft Risk Maturity Index 2024 serta Laporan Draft Risk Maturity Index 2024 as well as Risk Management
Manajemen Risiko TW I-III tahun 2025. Report Q1 III 2025
19. Melakukan pembahasan Laporan Manajemen Audited Tahun 19. Conduct discussions on Audited Management Report Year 2025
2025 dan Persiapan RUPS Tahunan TB 2025 serta Laporan and preparation of Annual GMS FY 2025 as well as Quarterly
Manajemen triwulanan TW I-III tahun 2025. Management Reports Q1 III 2025
20. Melakukan pembahasan dan monitoring laporan penggunaan 20. Conduct discussions and monitoring of reports on utilization
fasilitas pinjaman HK group dan corporate guarantee anak of loan facilities of HK group and corporate guarantee of
perusahaan triwulanan. subsidiaries on a quarterly basis
21. Melakukan monitoring progres Pelaksanaan ICOFR bagi BUMN 21. Conduct monitoring of the progress of ICOFR implementation
Sistemik A dan BUMN Sistemik B serta Evaluasi Kebijakan for Systemic SOEs A and Systemic SOEs B as well as evaluation
Ambang Batas Kewenangan Transaksi BUMN dan Anak of the threshold policy of transaction authority of SOEs and
Perusahaan BUMN. their subsidiaries
22. Melakukan pembahasan Code of Conduct Hutama Karya 2025. 22. Conduct discussions on Code of Conduct Hutama Karya 2025
23. Melakukan pembahasan dan evaluasi terhadap Draft RJPP 23. Conduct discussions and evaluation of Draft RJPP PT HK Year
PT HK tahun 2025 – 2029. Melakukan pembahasan rencana 2025 – 2029 24 Conduct discussions on the plan for changes to
perubahan Struktur Organisasi PT HK the organizational structure of PT HK
24. Melakukan pembahasan Dokumen Contingency Plan Tahun 24. Conduct discussions on Contingency Plan Document Year 2025
2025 PT Hutama Karya (Persero). of PT Hutama Karya Persero
25. Melakukan pembahasan dan evaluasi usulan KPI Direksi secara 25. Conduct discussions and evaluation of proposed individual KPI
Individual tahun 2025. of the Board of Directors Year 2025
26. Melakukan pembahasan rencana monetisasi ruas Akses 26. Conduct discussions on monetization plan of Tanjung Priok
Tanjung Priok (ATP). Access section ATP
PT Hutama Karya (Persero)
2025 Annual Report 481
Page 482
27. Melakukan pembahasan penggunaan atas dana pembayaran 27. Conduct discussions on utilization of the second payment
kedua hasil asset recycling. proceeds from asset recycling
28. Melakukan pembahasan Top risk PT HK dalam rangka tindak 28. Conduct discussions on Top risk of PT HK in relation to follow
lanjut pembahasan risiko portfolio BUMN tahun 2025. up of discussion on SOE portfolio risk Year 2025
29. Melakukan pendampingan kunjungan Dewan Komisaris ke 29. Provide assistance in field visits of the Board of Commissioners.
lapangan.
Komite Tata Kelola Terintegrasi Integrated Governance Committee
Komite Tata Kelola Terintegrasi (TKT) bersifat mandiri baik dalam The Integrated Governance Committee (TKT) is independent both in
pelaksanaan tugasnya maupun dalam pelaporan dan bertanggung carrying out its duties and in reporting and is directly responsible to
jawab langsung kepada Dewan Komisaris. Komite TKT bekerja the Board of Commissioners. The TKT Committee works collectively
secara kolektif dengan cara memberikan pendapat profesional by providing professional and independent opinions to the Board
dan independen kepada Dewan Komisaris terhadap laporan atau of Commissioners regarding reports or matters submitted by the
hal-hal yang disampaikan oleh Direksi kepada Dewan Komisaris Board of Directors to the Board of Commissioners and carrying out
dan melaksanakan tugas-tugas lain yang berkaitan dengan tugas other tasks related to the duties of the Board of Commissioners.
Dewan Komisaris.
Tugas dan Tanggung Jawab Komite Tata Kelola Duties and Responsibilities of The Integrated
Terintegrasi Governance Committee
Tugas dan Tanggung Jawab Komite TKT Duties and Responsibilities of the TKT Committee
Komite TKT bertindak secara independen dalam melaksanakan The TKT Committee acts independently in carrying out its duties
tugas dan tanggung jawabnya sebagai berikut: and responsibilities as follows:
1. Melakukan evaluasi dan persetujuan kebijakan TKT. 1. Conducting evaluation and approval of TKT policies.
2. Mengawasi penerapan TKT pada Anak Perusahaan agar 2. Supervising the implementation of TKT in Subsidiaries to align
selaras dengan kebijakan TKT dan Manajemen Risiko Komite with TKT policies and Risk Management. The Committee reviews
melakukan penelaahan terhadap desain dan pelaksanaan the design and implementation of policies and procedures
kebijakan serta prosedur untuk memperoleh keyakinan yang to obtain adequate assurance regarding the effectiveness of
memadai mengenai efektivitas pengendalian internal agar internal controls so that material misstatements in Financial
salah saji material Laporan Keuangan, penyalahgunaan aset Reports, misuse of assets, and violations of laws and
dan perbuatan melanggar peraturan perundang-undangan regulations can be prevented and so that asset security and
dapat dicegah serta agar pengamanan aset dan pemenuhan corporate obligation fulfillment can be enhanced. To ensure
kewajiban perusahaan dapat ditingkatkan. Agar pengendalian that Integrated Internal Control is effectively implemented,
internal Terintegrasi dapat dijalankan secara efektif, maka: then:
a. Melakukan evaluasi bahwa Perseroan dan Perusahaan a. Evaluating that the Company and its Subsidiaries have
Anak telah memiliki sistem pengendalian internal (internal a standardized integrated internal control system in
control system) terintegrasi yang baku sesuai dengan accordance with best practices through a review of the
praktik terbaik (best practice) yang berlaku melalui kajian Integrated Governance Guidelines implemented in the
atas Pedoman Tata Kelola Terintegrasi yang diberlakukan Company.
di Perseroan.
b. Melakukan pemantauan dan evaluasi atas efektivitas b. Monitoring and evaluating the effectiveness of the
penerapan pengendalian internal terintegrasi melalui implementation of integrated internal control through a
kajian atas Laporan Berkala dan Laporan Hasil Pemeriksaan review of Periodic Reports and Audit Reports issued by the
yang dikeluarkan Satuan Kerja Audit Intern Terintegrasi. Integrated Internal Audit Unit.
c. Melakukan pertemuan berkala dengan Satuan Kerja Audit c. Holding regular meetings with the Integrated Internal Audit
Intern Terintegrasi untuk membahas hal-hal terkait dengan Unit to discuss matters related to the integrated internal
sistem pengendalian internal terintegrasi. control system.
d. Melakukan pertemuan berkala dengan Satuan Kerja d. Holding regular meetings with the Integrated Risk
Manajemen Risiko Terintegrasi untuk membahas hal-hal Management Unit to discuss matters related to integrated
terkait dengan manajemen risiko terintegrasi. risk management.
e. Melakukan pemantauan dan mengevaluasi pelaksanaan e. Monitoring and evaluating the follow-up actions taken by
tindak lanjut oleh Direksi Perseroan dan Perusahaan Anak the Board of Directors of the Company and its Subsidiaries
atas hasil temuan Satuan Kerja Audit Intern Terintegrasi, based on the findings of the Integrated Internal Audit
Kantor Akuntan Publik, dan hasil pengawasan Otoritas Unit, Public Accounting Firm, and the supervision of the
Jasa Keuangan mengenai kelemahan pada sistem dan Financial Services Authority regarding weaknesses in the
pelaksanaan pengendalian internal terintegrasi. integrated internal control system and implementation.
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3. Mengawasi pelaksanaan tugas dan tanggung jawab Direksi HK, 3. Supervising the execution of duties and responsibilities of the
serta memberikan arahan atau nasihat kepada Direksi HK atas Board of Directors of HK and providing direction or advice to the
pelaksanaan kebijakan TKT, yang meliputi: Board of Directors of HK on the implementation of TKT policies,
which includes:
a. Melakukan pemantauan dan evaluasi atas kepatuhan a. Monitoring and evaluating the compliance of the Company
Perseroan dan Perusabaan Anak terhadap peraturan and its Subsidiaries with applicable laws and regulations
perundang-undangan yang berlaku di bidang Jasa in the field of Construction Services, Business Competition,
Konstruksi, dan Persaingan Usaha serta peraturan lainnya and other regulations related to the construction,
yang terkait dengan industri konstruksi, investasi, dan investment, and financing industries through coordination
pembiayaan melalui koordinasi dengan Satuan Kerja with the Integrated Compliance Unit.
Kepatuhan Terintegrasi.
b. Mempelajari laporan berkala dan laporan hasil b. Reviewing periodic reports and audit reports related to
pemeriksaan yang terkait dengan kepatuhan terhadap compliance with internal and external regulations issued
peraturan intern dan ekstern yang dikeluarkan oleh Satuan by the Integrated Compliance Unit and external auditors.
Kerja Kepatuhan Terintegrasi dan auditor ektern.
c. Melakukan pertemuan berkala dengan Satuan Kerja c. Holding regular meetings with the Integrated Compliance
Kepatuhan Terintegrasi untuk membahas hal-hal yang Unit to discuss matters related to the compliance of the
terkait dengan kepatuhan Perseroan dan Perusahaan Anak Company and its Subsidiaries with internal and external
terhadap peraturan intern dan ekstern. regulations.
d. Melakukan pemantauan dan mengevaluasi pelaksanaan d. Monitoring and evaluating the follow-up actions taken by
tindak lanjut oleh Direksi Perseroan dan Perusahaan Anak the Board of Directors of the Company and its Subsidiaries
atas hasil temuan Satuan Kerja Kepatuhan Terintegrasi, based on the findings of the Integrated Compliance
Kantor Akuntan Publik, dan hasil pengawasan Otoritas Unit, Public Accounting Firm, and the supervision of the
Jasa Keuangan mengenai kelemahan pada sistem dan Financial Services Authority regarding weaknesses in the
pelaksanaan fungsi kepatuhan terintegrasi. integrated compliance system and function.
4. Mengevaluasi kebijakan TKT dan mengarahkan untuk 4. Evaluating TKT policies and directing improvements, which
penyempurnaan, yang meliputi: include:
a. Penelaahan atas informasi Perusahaan yang akan a. Reviewing the Company’s information to be disclosed to
dikeluarkan Perusahaan kepada publik dan/atau pihak the public and/or authorities, including annual reports,
otoritas antara lain laporan tahunan, laporan keuangan, financial statements, projections, and other reports;
proyeksi, dan laporan lainnya;
b. Penelaahan dan klarifikasi untuk mendorong agar informasi b. Reviewing and clarifying to ensure that the Company’s
Perusahaan yang akan dipublikasikan oleh Perusahaan information to be published is accurate, reliable, and
akurat, andal dan dapat dipercaya, dan dilakukan melalui: credible, conducted through: Review of the audit results
Reviu atas hasil pemeriksaan auditor independen dan/atau of independent auditors and/or internal auditors;
internal auditor; Klarifikasi proses penyiapan informasi Clarification of the preparation process for the Company’s
Perusahaan yang akan dipublikasikan; information to be published.
c. Menelaah dan memberikan saran kepada Dewan Komisaris c. Reviewing and providing recommendations to the Board
terkait dengan adanya potensi benturan kepentingan of Commissioners regarding potential conflicts of interest
Perusahaan; within the Company;
d. Menelaah pengaduan (jika ada) yang berkaitan dengan d. Reviewing complaints (if any) related to the Company’s
proses akuntansi dan pelaporan keuangan Perusahaan. accounting and financial reporting processes.
5. Melaksanakan pengawasan dan pemberian nasihat terhadap 5. Conducting supervision and providing advice on the
pelaksanaan fungsi TKT lainnya sesuai dengan ketentuan implementation of other TKT functions in accordance with laws
peraturan perundang-undangan, anggaran dasar, dan/ and regulations, the Articles of Association, and/or resolutions
atau keputusan Rapat Umum Pemegang Saham Bekerja of the General Meeting of Shareholders Collaborating with
sama dengan Komite Manajemen Risiko untuk memastikan the Risk Management Committee to ensure adequate internal
terdapat pengendalian internal yang memadai bahwa kegiatan control so that the Company’s operational activities comply
operasi Perusahaan dijalankan dengan mematuhi peraturan with applicable laws and other regulations related to the
perundang-undangan yang berlaku dan peraturan perundang- Company’s operations. Therefore, the TKT Committee must:
undangan lainnya yang berkaitan dengan kegiatan operasi
Perusahaan. Oleh karena itu Komite TKT harus:
a. Memastikan bahwa manajemen memberikan representasi a. Ensure that management provides a written representation
tertulis yang berisi pernyataan bahwa: containing statements that:
• Manajemen tidak melakukan pelanggaran terhadap • Management has not violated laws and regulations.
peraturan perundang-undangan.
• Manajemen bertanggung jawab atas kepatuhan • Management is responsible for the Company’s
Perusahaan terhadap peraturan perundang- compliance with laws and regulations;
undangan;
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b. Melakukan pemantauan yang dapat dilakukan melalui: b. Conduct monitoring through:
• Reviu atas laporan manajemen atau penasihat hukum • Review of management reports or legal advisor reports
Perusahaan yang berkaitan dengan ketaatan terhadap related to compliance with laws and regulations
peraturan perundang-undangan yang berlaku yang relevant to the Company’s activities.
berhubungan dengan kegiatan Perusahaan.
• Reviu atas temuan atau hasil pemeriksaan yang • Review of findings or audit results conducted by
dilakukan oleh badan regulasi, auditor independen regulatory bodies, independent auditors, and internal
dan internal auditor. auditors.
c. Jika diperoleh petunjuk bahwa telah terjadi pelanggaran c. If there is an indication of a violation of laws and
terhadap peraturan perundang-undangan, Komite regulations, the Committee may expand its review through
dapat memperluas reviunya dengan audit investigasi an investigative audit to determine the impact and
untuk menentukan dampak dan besarnya kerugian magnitude of losses caused by the violation. To conduct
akibat pelanggaran tersebut untuk melaksanakan audit such an investigative audit, the Committee may seek
investigasi tersebut Komite dapat meminta bantuan pihak assistance from internal or external auditors;
internal auditor atau eksternal auditor;
d. Pemantauan Risiko dan Mitigasinya. Komite TKT d. Monitoring Risks and Mitigation. The TKT Committee
berkoordinasi dengan Komite Manajemen Risiko dalam coordinates with the Risk Management Committee
hal pemantauan risiko dan mitigasinya. Terutama dalam regarding risk monitoring and mitigation, especially in the
penyusunan Laporan Keuangan Perusahaan untuk preparation of the Company’s Financial Reports to ensure
memastikan bahwa sistem dan pelaksanaan pengendalian that the internal control system and implementation are
internal telah cukup memadai di Perusahaan dalam adequate in safeguarding Assets and correctly recording
pengamanan Aset dan pencatatan Kewajiban/Hutang Liabilities/Debts to avoid material misstatements in
secara benar (correctly), sehingga dapat menghindari risiko Financial Reports for a fiscal year.
materil penyajian Laporan Keuangan dalam suatu tahun
buku.
6. Melakukan identifikasi hal-hal yang memerlukan perhatian 6. Identifying matters that require the attention of the Board
Dewan Komisaris serta tugas-tugas Dewan Komisaris lainnya. of Commissioners as well as other duties of the Board of
Commissioners.
Penugasan Lain Other Assignments
Selain tugas sebagaimana dimaksud di atas, Dewan Komisaris In addition to the aforementioned duties, the Board of
dapat memberikan penugasan lain kepada Komite TKT dengan Commissioners may assign other tasks to the TKT Committee under
ketentuan sebagai berikut: the following conditions:
1. Pemberian tugas lain kepada Komite TKT oleh Dewan Komisaris 1. Other assignments from the Board of Commissioners to the
dilakukan melalui perintah tertulis yang menerangkan: TKT Committee must be given in writing, specifying:
a. Nama anggota Komite yang diberi tugas; a. The name of the Committee member assigned;
b. Sifat dan lingkup pekerjaan; b. The nature and scope of work;
c. Tujuan dan sasaran pekerjaan; c. The objectives and targets of the work;
d. Waktu penugasan; dan d. The assignment duration; and
e. Hal-hal administratif yang berkaitan dengan tugas khusus e. Administrative matters related to the specific assignment.
dimaksud.
2. Tugas lain dapat mencakup tugas di luar bidang audit yang 2. Other assignments may include duties beyond the audit field
menjadi lingkup pengawasan dan arahan Dewan Komisaris, within the scope of supervision and guidance of the Board of
tetapi tidak terbatas pada pemeriksaan terhadap dugaan Commissioners, but not limited to reviewing suspected errors
adanya kesalahan dalam keputusan rapat Direksi atau adanya in Board of Directors’ meeting decisions or deviations in the
penyimpangan dalam pelaksanaan hasil keputusan rapat implementation of Board of Directors’ meeting resolutions in
Direksi dalam kaitannya dengan tugas dan tanggung jawabnya. relation to their duties and responsibilities;
3. Pelaksanaan tugas lain Komite TKT antara lain dapat: 3. The implementation of other assignments by the TKT
Committee may include:
a. Dilakukan melalui reviu terhadap semua pencatatan, a. Reviewing all records, documents, and other necessary
dokumen dan informasi lainnya yang diperlukan termasuk information, including Board of Directors’ and Board of
Risalah Rapat Direksi dan Dewan Komisaris; Commissioners’ meeting minutes;
b. Mengajukan pertanyaan kepada Direksi dan stafnya yang b. Questioning the Board of Directors and their staff, with
hasilnya dituangkan dalam Risalah Rapat Tanya Jawab results documented in a Q&A Meeting Report signed by the
yang ditandatangani oleh pihak terkait; relevant parties;
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c. Jika dianggap perlu, melakukan audit investigasi yang c. Conducting an investigative audit, if deemed necessary, in
dilaksanakan melalui kerja sama dengan Fungsi Audit cooperation with the Internal Audit Function or External
Internal atau dengan Auditor Eksternal. Auditor.
4. Komite TKT harus menyampaikan laporan pelaksanaan tugas 4. The TKT Committee must submit reports on the implementation
lain dengan menjaga kerahasiaan maksimal dan terbatas pada of other assignments while maintaining maximum
anggota Komite TKT dan anggota Dewan Komisaris. confidentiality, limited to TKT Committee members and the
Board of Commissioners.
Wewenang Komite Tata Kelola Terintegrasi Authority of The Integrated Governance Committee
Komite TKT mempunyai wewenang sebagai berikut: The TKT Committee has the authority as follows:
1. Mendapatkan orientasi dan program pengenalan bagi anggota 1. Receiving orientation and introduction programs for new TKT
baru Komite TKT mengenai peran, tanggung jawab dan Committee members regarding the role, responsibilities, and
kerangka kerja Komite TKT; framework of the TKT Committee;
2. Mengakses dokumen, data, dan informasi Perusahaan tentang 2. Accessing documents, data, and Company information about
pegawai, dana, aset, dan sumber daya Perusahaan yang employees, funds, assets, and Company resources required in
diperlukan berkaitan dengan pelaksanaan tugasnya; relation to the performance of its duties;
a. Melihat dan mempelajari buku-buku, surat-surat, serta a. Viewing and studying books, letters, and other documents,
dokumen-dokumen lainnya, memeriksa kas untuk examining cash for verification purposes and other
keperluan verifikasi dan lain-lain surat berharga dan securities, and inspecting the Company’s assets;
memeriksa kekayaan Perusahaan;
b. Memasuki pekarangan, gedung, dan kantor yang b. ntering the premises, buildings, and offices used by the
dipergunakan oleh Perusahaan; Company;
c. Meminta penjelasan dari Direksi dan/atau pejabat lainnya c. Requesting explanations from the Board of Directors
mengenai segala persoalan yang menyangkut pengelolaan and/or other officials regarding all matters related to the
Perusahaan; management of the Company;
d. Mengetahui segala kebijakan dan tindakan yang telah dan d. Being informed about all policies and actions that have
akan dijalankan oleh Perusahaan; been and will be implemented by the Company;
3. Bekerjasama dengan mitra kerja diantaranya: Organ 3. Collaborating with work partners, including: Supporting
Pendukung Dewan Komisaris, satuan kerja terkait di Organs of the Board of Commissioners, related work units at
level manajemen antara lain (Audit Internal dan Unit-unit the management level such as (Internal Audit and relevant
operasional perusahaan terkait); operational units of the company);
4. Apabila diperlukan, Komite TKT dapat melibatkan tenaga 4. If needed, the TKT Committee may involve experts and/or
ahli dan/atau konsultan/pihak independen di luar anggota consultants/independent parties outside the Committee as
Komite yang diperlukan untuk membantu pelaksanaan needed to assist in carrying out its duties with the approval of
tugasnya dengan persetujuan Dewan Komisaris dan atas biaya the Board of Commissioners and at the Company’s expense;
Perusahaan;
5. Apabila diperlukan, dalam melaksanakan tugas dan 5. If needed, in carrying out its duties and obligations, the TKT
kewajibannya, Komite TKT dapat membentuk suatu tim yang Committee may form an ad hoc team, where the criteria and
bersifat ad hoc, dimana kriteria dan periode penugasannya assignment period are adjusted to the type of work;
disesuaikan dengan jenis pekerjaannya;
6. Komite TKT berwenang mengkaji independensi, objektivitas 6. The TKT Committee has the authority to review independence,
serta merekomendasikan Auditor Eksternal kepada Dewan objectivity, and recommend an External Auditor to the Board
Komisaris yang akan dipilih oleh Perusahaan untuk mengaudit of Commissioners to be selected by the Company to audit the
Laporan Keuangan Perusahaan; Company’s Financial Statements;
7. Komite TKT mempunyai wewenang berkomunikasi langsung 7. The TKT Committee has the authority to communicate directly
dengan pegawai, termasuk Direksi dan pihak yang menjalankan with employees, including the Board of Directors and those
fungsi audit internal, manajemen risiko, auditor eksternal performing the functions of internal audit, risk management,
akuntan, dan pihak-pihak lain terkait tugas dan tanggung external auditors, accountants, and other parties related to the
jawab Komite TKT; duties and responsibilities of the TKT Committee;
8. Melakukan kewenangan lain yang diberikan oleh Dewan 8. Exercising other authorities granted by the Board of
Komisaris; Commissioners;
9. Komite TKT berwenang mengkaji independensi, objektivitas 9. The TKT Committee has the authority to review independence,
serta merekomendasikan Auditor Eksternal kepada Dewan objectivity, and recommend an External Auditor to the Board
Komisaris yang akan dipilih oleh Perusahaan untuk mengaudit of Commissioners to be selected by the Company to audit the
Laporan Keuangan Perusahaan; Company’s Financial Statements;
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10. Dalam melaksanakan wewenang sebagaimana tersebut di atas, 10. In exercising the authority as mentioned above, the TKT
Komite TKT dapat bekerja sama dengan Fungsi Audit Internal. Committee may collaborate with the Internal Audit Function.
Piagam Komite Tata Kelola Terintegrasi Charter of The Integrated Governance Committee
Dalam melaksanakan tugasnya, Komite Tata Kelola Terintegrasi In carrying out its duties, the Integrated Governance Committee
mengacu pada Piagam Komite Tata Kelola Terintegrasi yang telah refers to the Integrated Governance Committee Charter, which was
disahkan melaui Keputusan Dewan Komisaris Nomor SL-11.XII/ ratified through the Board of Commissioners’ Decision Number
DK/PTHK/2023 tanggal 29 Desember 2023. Piagam Komite TKT SL-11. XII/DK/PTHK/2023 dated December 29, 2023. The TKT
memiliki cakupan sebagai berikut: Committee Charter covers the following:
1. Pendahuluan 1. Introduction
Menjelaskan terkait latar belakang, visi dan misi, maksud dan Explains background, vision and mission, purpose and
tujuan, landasan hukum dan ruang lingkup. objectives, legal basis, and scope.
2. Persyaratan anggota komite 2. Membership Requirements
Menjelaskan terkait persyaratan umum dan persyarata khusus Details general and specific requirements for Nomination and
anggota Komite TKT. Remuneration Committee members.
3. Organisasi Komite 3. Committee Organization
Menjelaskan terkait Struktur, Pengangkatan dan Pemberhentian Covers structure, appointment and dismissal of the Nomination
Komite TKT, Independensi, serta masa jabatan. and Remuneration Committee, independence, and term of office.
4. Tugas, Tanggung Jawab, Wewenang dan Kode Etik Komite TKT 4. Duties, Responsibilities, Authority, and Code of Ethics
Menjelaskan terkait tugas dan tanggung jawab, Wewenang dan Outlines duties and responsibilities, authority, and code of
Kode Etik Komite TKT. ethics of the Nomination and Remuneration Committee.
5. Rapat dan Hubungan Kerja Komite TKT 5. Meetings and Working Relationships
Menjelaskan terkait rapat Komite TKT dan hubungan kerja Describes Nomination and Remuneration Committee meetings
and working relationships.
6. Rencana Kerja, Anggaran, Honorarium dan Program 6. Work Plan, Budget, Remuneration, and Development Program
Pengembangan Komite TKT
Menjelaskan terkait rencana kerja dan anggaran, honorarium, Details work plan and budget, remuneration, development
program pengembangan dan sertifikasi programs, and certification.
7. Pelaporan, Akses Informasi dan Kerahasiaan Informasi dan 7. Reporting, Information Access, Confidentiality, and
Evaluasi Kinerja Komite TKT Performance Evaluation
Menjelaskan terkait pelaporan, akses dan kerahasiaan Covers reporting, information access and confidentiality, and
informasi serta evaluasi kinerja. performance evaluation.
8. Penutup 8. Closing Provisions
Menjelaskan terkait pengesahan dan masa berlaku, tanggung Addresses ratification and validity period, implementation
jawab penerapan piagam, serta evaluasi dan reviu piagam responsibility, and charter evaluation and review.
Masa Jabatan Komite Tata Kelola Terintegrasi Tenure of The Integrated Governance Committee
Sesuai dalam Piagam Komiti TKT: As stipulated in the Nomination and Remuneration Committee
Charter:
1. Masa jabatan anggota Komite TKT yang bukan merupakan 1. The term of office for Nomination and Remuneration
anggota Dewan Komisaris HK, sama dengan masa kerja Committee members who are not members of the Hutama
penunjukannya sebagai anggota Dewan Komisaris Anak Karya Board of Commissioners shall be the same as their
Perusahaan yang ditentukan oleh Rapat Umum Pemegang appointment term as members of the Subsidiary Company's
Saham; Board of Commissioners, as determined by the Shareholders'
General Meeting.
2. Masa jabatan anggota Komite TKT yang berasal dari Dewan 2. The term of office for Nomination and Remuneration
Komisaris HK, sama dengan masa kerja penunjukannya sebagai Committee members who are from the Hutama Karya Board of
anggota Dewan Komisaris Hutama Karya yang ditentukan oleh Commissioners shall be the same as their appointment term as
Rapat Umum Pemegang Saham. members of the Holding Company's Board of Commissioners,
as determined by the Shareholders' General Meeting.
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Struktur, Keanggotaan dan Keahlian Komite Tata Kelola Structure, Membership, and Expertise of The Integrated
Terintegrasi Governance Committee
Susunan Anggota Komite Tata Kelola Terintegrasi per tanggal Composition of the Integrated Governance Committee as of January
1 Januari 2025 – 25 November 2025 1, 2025 – November 25, 2025
Nama Jabatan Keterangan Keahlian
Name Position Remarks Expertise
Komisaris Utama merangkap
Komisaris Independen
Ketua Manajemen
Yudo Margono President Commissioner
Chairman Management
concurrently Independent
Commissioner
Teknik Sipil, Administrasi
Wakil Komisaris Utama merangkap
Pembagunan, sosiologi dan
Komisaris Independen
Anggota antropologi
M Lukman Edy Vice President Commissioner
Member Civil Engineering, Development
concurrently Independent
Administration, Sociology and
Commissioner
Anthropology
Anggota Komisaris Independen Pertahanan dan keamanan
Agung Sabar Santoso
Member Independent Commissioner Defense and Security
Anggota Komisaris Business Adminsitration
Chairiah
Member Commissioner Business Adminsitration
Anggota Komisaris Independen Ekonomi, Manajemen
R. Wahyu Muryadi
Member Independent Commissioner Economics, Management
Anggota Komisaris Hukum
Susdiyarto Agus Praptono
Member Commissioner Law
Anggota Komisaris Teknik Arsitektur
Iwan Suprijanto
Member Commissioner Architecture Engineering
Komisaris Independen PT Hutama
Ilmu Sosial dan Politik, Administrasi
Anggota Karya Infrastruktur
Sarbini Social Sciences and Politics,
Member Independent Commissioner of
Administration
PT Hutama Karya Infrastruktur
Komisaris Utama merangkap
Komisaris Independen PT Hakaaston
Anggota Manajemen Informatika
Iqbal Alan Abdullah President Commissioner
Member Informatics Management
concurrently Independent
Commissioner of PT Hakaaston
Komisaris Utama PT Hutama Karya
Anggota Realtindo Ilmu Sosial dan Politik, Hukum
Karjono
Member President Commissioner of PT Social Sciences and Politics, Law
Hutama Karya Realtindo
Komisaris Utama PT Hutama Marga
Anggota Waskita Perencanaan Kebijakan Publik
Sunandar
Member Commissioner of PT Hutama Marga Public Policy Planning
Waskita
Susunan Anggota Komite Tata Kelola Terintegrasi per tanggal Composition of the Integrated Governance Committee as of
26 November 2025 – 31 Desember 2025 November 26, 2025 – December 31, 2025
Nama Jabatan Keterangan Keahlian
Name Position Remarks Expertise
Komisaris Utama merangkap
Komisaris Independen
Ketua Manajemen
Yudo Margono President Commissioner
Chairman Management
concurrently Independent
Commissioner
Anggota Komisaris Independen Ekonomi, Manajemen
R. Wahyu Muryadi
Member Independent Commissioner Economics, Management
Anggota Komisaris Independen Hukum
Siti Jamaliah Lubis
Member Independent Commissioner Law
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Page 488
Nama Jabatan Keterangan Keahlian
Name Position Remarks Expertise
Anggota Komisaris Independen Politik
Mudanto Hatta
Member Independent Commissioner Political
Teknik Lingkungan, Teknik Sipil
Anggota Komisaris
Essy Asiah Environmental Engineering, Civil
Member Commissioner
Engineering
Anggota Komisaris Hukum, Ekonomi
Andus Winarno
Member Commissioner Law, Economics
Komisaris Utama PT Hutama Karya
Anggota Infrastruktur Teknik Sipil
Taufik Widjoyono
Member President Commissioner of PT Civil Engineering
Hutama Karya Infrastruktur
Plt. Komisaris Utama dan Komisaris
Anggota Independen Pemasaran
Djoni Suherman
Member Acting President Commissioner and Marketing
Independent Commissioner
Plt. Komisaris Utama PT Hutama
Anggota Karya Realtindo Teknik Sipil, Manajemen
Eko Nurmaryadi
Member Acting President Commissioner of PT Civil Engineering, Management
Hutama Karya Realtindo
Komisaris Utama PT Hutama Marga
Anggota Waskita Perencanaan Kebijakan Publik
Sunandar
Member President Commissioner of PT Public Policy Planning
Hutama Marga Waskita
Komisaris PT Hutama Panorama
Anggota Sitinjau Lauik Teknik Sipil
Busmart Zuriantomy
Member Commissioner of PT Hutama Civil Engineering
Panorama Sitinjau Lauik
Komisaris PT Hutama Mambelim
Anggota Trans Papua Teknik Sipil, Ekonomi
Paryanto
Member Commissioner of PT Hutama Civil Engineering, Economics
Mambelim Trans Papua
Anggota Anggota Komite Audit Akuntansi
Resi Ariyasa Qadri
Member Audit Committee Member Accounting
Anggota Anggota Komite Audit Akuntansi
Rifky Firdaus
Member Audit Committee Member Accounting
Anggota Komite Manajemen Risiko
Anggota dan GCG Ekonomi, Manajemen
Muhammad Budi Prasetyo
Member Risk Management and GCG Economics, Management
Committee Member
Anggota Komite Manajemen Risiko
Anggota dan GCG Ekonomi, Manajemen
Donny Abdul Chalid
Member Risk Management and GCG Economics, Management
Committee Member
Profil Komite Tata Kelola Terintegrasi Integrated Governance Committee Profile
Profil Komite Tata Kelola Terintegrasi per 31 Desember 2025 adalah The profile of the Integrated Governance Committee as of December
sebagai berikut. 31, 2025, is as follows.
Yudo Margono
Ketua Komite Tata Kelola Terintegrasi/ Komisaris Utama merangkap Komisaris Independen
Chairman of the Integrated Governance Committee/President Commissioner concurrently Independent Commissioner
Profil dapat dilihat pada bagian Profil Dewan Komisaris dalam Laporan Tahunan ini.
Profile can be found in the Board of Commissioners' Profile section in this Annual Report.
Periode dan Masa Jabatan : Periode dan Masa Jabatan Komite Tata Kelola Terintegrasi sesuai dengan periode dan masa jabatan sebagai Dewan Komisaris.
Period and Term of Office: The period and term of office of the Integrated Governance Committee are in accordance with the period and term of office as the
Board of Commissioners.
PT Hutama Karya (Persero)
488 Laporan Tahunan 2025
Page 489
Tata Kelola Perusahaan
Corporate Governance
R. Wahyu Muryadi
Anggota Komite Tata Kelola Terintegrasi/Wakil Komisaris Utama
Member of the Integrated Governance Committee/Vice President Commissioner
Profil dapat dilihat pada bagian Profil Dewan Komisaris dalam Laporan Tahunan ini.
Profile can be found in the Board of Commissioners' Profile section in this Annual Report.
Periode dan Masa Jabatan : Periode dan Masa Jabatan Komite Tata Kelola Terintegrasi sesuai dengan periode dan masa jabatan sebagai Dewan Komisaris.
Period and Term of Office: The period and term of office of the Integrated Governance Committee are in accordance with the period and term of office as the
Board of Commissioners.
Siti Jamaliah Lubis
Anggota Komite Tata Kelola Terintegrasi/Wakil Komisaris Utama
Anggota Komite Tata Kelola Terintegrasi/Komisaris Independen
Profil dapat dilihat pada bagian Profil Dewan Komisaris dalam Laporan Tahunan ini.
Profile can be found in the Board of Commissioners' Profile section in this Annual Report.
Periode dan Masa Jabatan : Periode dan Masa Jabatan Komite Tata Kelola Terintegrasi sesuai dengan periode dan masa jabatan sebagai Dewan Komisaris.
Period and Term of Office: The period and term of office of the Integrated Governance Committee are in accordance with the period and term of office as the
Board of Commissioners.
Mudanto Hatta
Anggota Komite Tata Kelola Terintegrasi/Komisaris
Member of the Integrated Governance Committee/Commissioner
Profil dapat dilihat pada bagian Profil Dewan Komisaris dalam Laporan Tahunan ini.
Profile can be found in the Board of Commissioners' Profile section in this Annual Report.
Periode dan Masa Jabatan : Periode dan Masa Jabatan Komite Tata Kelola Terintegrasi sesuai dengan periode dan masa jabatan sebagai Dewan Komisaris.
Period and Term of Office: The period and term of office of the Integrated Governance Committee are in accordance with the period and term of office as the
Board of Commissioners.
Essy Asiah
Anggota Komite Tata Kelola Terintegrasi/Komisaris Independen
Member of the Integrated Governance Committee/Independent Commissioner
Profil dapat dilihat pada bagian Profil Dewan Komisaris dalam Laporan Tahunan ini.
Profile can be found in the Board of Commissioners' Profile section in this Annual Report.
Periode dan Masa Jabatan : Periode dan Masa Jabatan Komite Tata Kelola Terintegrasi sesuai dengan periode dan masa jabatan sebagai Dewan Komisaris.
Period and Term of Office: The period and term of office of the Integrated Governance Committee are in accordance with the period and term of office as the
Board of Commissioners.
Andus Winarno
Anggota Komite Tata Kelola Terintegrasi/Komisaris
Member of the Integrated Governance Committee/Commissioner
Profil dapat dilihat pada bagian Profil Dewan Komisaris dalam Laporan Tahunan ini.
Profile can be found in the Board of Commissioners' Profile section in this Annual Report.
Periode dan Masa Jabatan : Periode dan Masa Jabatan Komite Tata Kelola Terintegrasi sesuai dengan periode dan masa jabatan sebagai Dewan Komisaris.
Period and Term of Office: The period and term of office of the Integrated Governance Committee are in accordance with the period and term of office as the
Board of Commissioners.
PT Hutama Karya (Persero)
2025 Annual Report 489
Page 490
Taufik Widjoyono
Anggota Komite Tata Kelola Terintegrasi (Non Komisaris Hutama Karya)
Members of the Integrated Governance Committee (Non-Commissioner of PT Hutama Karya)
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Bekasi, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/ Age
Lahir di Tegal pada tahun 1956. Usia 69 tahun Per Desember 2025.
Born Tegal in 1956. Age 69 years old as of December 2025.
Riwayat Pendidikan • Sarjana Teknik Sipil, Institut Teknologi Bandung (1981)
Educational Background • Master Sistem Teknik Jalan Raya, Univesity of Strathclyde UK & Institut Teknologi Bandung (1992)
• Bachelor of Civil Engineering, Bandung Institute of Technology (1981)
• Master in Highway Engineering System, University of Strathclyde, UK & Bandung Institute of Technology (1992)
Sertifikasi • Ahli Madya KPBU (2025)
Certification • Certified Sustainability Reporting Specialist (2025)
• Qualified Risk Governance Professionel (2024)
• Manajemen Proyek Utama (2024)
• Associate Expert in PPP (KPBU) (2025)
• Certified Sustainability Reporting Specialist (2025)
• Qualified Risk Governance Professional (2024)
• Major Project Management (2024)
Pengalaman Kerja • Sekretaris Jenderal (2015)
Work Experience • Staf Ahli Menteri Bidang Sosial, Kementerian Hukum dan HAM (2018)
• Sekretaris Utama (SESTAMA) Presiden Republik Indonesia (2018)
• Secretary General (2015)
• Expert Staff to the Minister for Social Affairs, Ministry of Law and Human Rights (2018)
• Principal Secretary (SESTAMA) to the President of the Republic of Indonesia (2018)
Dasar Hukum SK-15.XII/DK/PTHK/2024 tanggal 6 Desember 2024
Pengangkatan Decree No. SK-15.XII/DK/PTHK/2024 dated December 6, 2024
Legal Basis of
Appointment
Periode dan Masa Periode Pertama: 2024-2027
Jabatan First Period: 2024–2027
Period and The term
of office
Jabatan Rangkap Komisaris Utama PT HK Realtindo
Concurrent Positions President Commissioner of PT HK Realtindo
PT Hutama Karya (Persero)
490 Laporan Tahunan 2025
Page 491
Tata Kelola Perusahaan
Corporate Governance
Djoni Suherman
Anggota Komite Tata Kelola Terintegrasi (Non Komisaris Hutama Karya)
Members of the Integrated Governance Committee (Non-Commissioner of PT Hutama Karya)
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Jakarta Selatan, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/ Age
Lahir di Sumedang, pada tahun 1959. Usia 66 tahun Per Desember 2025.
Born Sumedang in 1959. Age 66 years old as of December 2025.
Riwayat Pendidikan Jurusan IPA pada SMAK BPPK, Bandung 1977
Educational Background Science Department at SMAK BPPK, Bandung 1977
Sertifikasi -
Certification
Pengalaman Kerja • Sales Kordinator di PT. Brataco Bandung (1979 – 1982)
Work Experience • Supervisor di PT Daya Adira Group (1988 - 2000)
• Manager Pemasaran di PT Selaras Sumber Sejahtera (2005 - 2012)
• National Sales Manager PT Putra Mandiri Makmur Cemerlang (2012 - 2016)
• Sales Coordinator at PT. Brataco Bandung (1979–1982)
• Supervisor at PT Daya Adira Group (1988–2000)
• Marketing Manager at PT Selaras Sumber Sejahtera (2005–2012)
• National Sales Manager at PT Putra Mandiri Makmur Cemerlang (2012–2016)
Dasar Hukum Surat Keputusan Dewan Komisaris Nomor SK-14.XI/DK/PTHK/2025
Pengangkatan Board of Commissioners Decree Number SK-14.XI/DK/PTHK/2025
Legal Basis of
Appointment
Periode dan Masa Periode Pertama: 2025-2028
Jabatan First Period: 2025–2028
Period and The term
of office
Jabatan Rangkap Plt. Komisaris Utama dan Komisaris Independen
Concurrent Positions Acting President Commissioner and Independent Commissioner
PT Hutama Karya (Persero)
2025 Annual Report 491
Page 492
Eko Nurmaryadi
Anggota Komite Tata Kelola Terintegrasi (Non Komisaris Hutama Karya)
Members of the Integrated Governance Committee (Non-Commissioner of PT Hutama Karya)
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Tangerang, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/ Age
Lahir di Sukoharjo pada tahun 1979. Usia 46 tahun Per Desember 2025.
Born in Sukoharjo in 1979. Age 46 years old as of December 2025.
Riwayat Pendidikan Sarjana Teknik Sipil dari Universitas Gadjah Mada (2003).
Educational Background Bachelor of Civil Engineering from Gadjah Mada University (2003).
Sertifikasi Certified Master Management of Conference (2011)
Certification Certified Master Management of Conference (2011)
Pengalaman Kerja • Auditor pada Satuan Pengawasan Intern PT Hutama Karya (Persero) (2018–2020).
Work Experience • VP Risiko Operasional Pada Divisi Manajemen Risiko (2020–2024).
• EVP Divisi Sistem & Kepatuhan (2024–2026).
• EVP Divisi Pengelolaan Risiko, Sistem & Kepatuhan (2026–sekarang)
• Auditor at the Internal Audit Unit of PT Hutama Karya (Persero) (2018–2020).
• VP of Operational Risk, Risk Management Division (2020–2024).
• EVP of Systems & Compliance Division (2024–2026).
• EVP of Risk Management, Systems & Compliance Division (2026–present).
Dasar Hukum Surat Keputusan Dewan Komisaris Nomor SK-14.XI/DK/PTHK/2025
Pengangkatan Board of Commissioners Decree No. SK-14.XI/DK/PTHK/2025
Legal Basis of
Appointment
Periode dan Masa Periode Pertama: 2025-2028
Jabatan First Term: 2025-2028
Period and The term
of office
Jabatan Rangkap Plt. Komisaris Utama PT Hutama Karya Realtindo
Concurrent Positions Acting (Plt.) President Commissioner of PT Hutama Karya Realtindo
PT Hutama Karya (Persero)
492 Laporan Tahunan 2025
Page 493
Tata Kelola Perusahaan
Corporate Governance
Sunandar
Anggota Komite Tata Kelola Terintegrasi
Member of the Integrated Governance Committee
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/ Age
Lahir di Jakarta, 6 Maret 1970. Usia 54 tahun Per Desember 2025.
Born Jakarta, March 6, 1970. Age 54 years old as of December 2025.
Riwayat Pendidikan • Diploma III Manajemen Informatika, Universitas Gunadarma 1996
Educational Background • Sarjana Manajemen Informatika, STMIK Kuwera 1999
• Magister Perencanaan dan Kebijakan Publik, Universitas Indonesia 2003
• Diploma III in Information Management, Gunadarma University (1996)
• Bachelor’s in Information Management, STMIK Kuwera (1999)
• Master’s in Planning and Public Policy, University of Indonesia (2003)
Sertifikasi Qualified Risk Governance Professional (2023)
Certification Qualified Risk Governance Professional (2023)
Pengalaman Kerja • Asisten Deputi Utilitas dan Industri Manufaktur, Deputi Bidang Koordinasi Pengembangan Usaha BUMN, Riset, dan Inovasi,
Work Experience Kementerian Koordinator Bidang Perekonomian (2020-2024)
• Plt. Asisten Deputi Agro, Farmasi, dan Pariwisata, Deputi Bidang Koordinasi Pengembangan Usaha BUMN, Riset, dan Inovasi,
Kementerian Koordinator Bidang Perekonomian (2022-2024)
• Komisaris PT Hutama Marga Waskita (2022-sekarang)
• Asisten Deputi Pengembangan Ketenagalistrikan dan Geologi, Deputi Bidang Koordinasi Energi dan Sumber Daya Mineral,
Kementerian Koordinator Bidang Perekonomian (2024-sekarang)
• Assistant Deputy for Utilities and Manufacturing Industry, Deputy for State-Owned Enterprises Business Development,
Research, and Innovation Coordination, Coordinating Ministry for Economic Affairs (2020–2024)
• Acting Assistant Deputy for Agro, Pharmacy, and Tourism, Deputy for StateOwned Enterprises Business Development, Research,
and Innovation Coordination, Coordinating Ministry for Economic Affairs (2022–2024)
• Commissioner of PT Hutama Marga Waskita (2022–present)
• Assistant Deputy for Electricity and Geological Development, Deputy for Energy and Mineral Resources Coordination,
Coordinating Ministry for Economic Affairs (2024–present)
Dasar Hukum SK-15.XII/DK/PTHK/2024 tanggal 6 Desember 2024
Pengangkatan SK-15.XII/DK/PTHK/2024 dated December 6, 2024
Legal Basis of
Appointment
Periode dan Masa Periode Pertama: 2024-2027
Jabatan First Period: 2024–2027
Period and The term
of office
Jabatan Rangkap Komisaris Utama merangkap Komisaris Independen PT Hakaaston
Concurrent Positions President Commissioner and Independent Commissioner of PT Hakaaston
PT Hutama Karya (Persero)
2025 Annual Report 493
Page 494
Busmart Zuriantomy
Anggota Komite Tata Kelola Terintegrasi (Non Komisaris Hutama Karya)
Members of the Integrated Governance Committee (Non-Commissioner of PT Hutama Karya)
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Riau, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/ Age
Lahir di Padang, tahun 1969, usia 69 tahun per Desember 2025.
Born in padang in 1969. Age 69 years old as of December 2025.
Riwayat Pendidikan • Sarjana Teknik Sipil Universitas Andalas (1993)
Educational Background • Magister Teknik Sipil Universitas Diponogoro (2000)
• Bachelor of Civil Engineering, Andalas University (1993)
• Master of Civil Engineering, Diponegoro University (2000)
Sertifikasi -
Certification
Pengalaman Kerja • Manajer Senior Bagian Pengembagan Bisnis Konstruksi Divisi Gedung (2018 – 2023)
Work Experience • Project Director Divisi Pencanaan Jalan Tol (2023 – 2024)
• Kepala Unit Divisi Pengadaan Jalan Tol (2024 – 2026)
• Senior Manager of Construction Business Development, Building Division (2018 – 2023)
• Project Director of the Toll Road Planning Division (2023 – 2024)
• Head of the Toll Road Procurement Division (2024 – 2026)
Dasar Hukum Surat Keputusan Dewan Komisaris Nomor SK-14.XI/DK/PTHK/2025
Pengangkatan Board of Commissioners Decree Number SK-14.XI/DK/PTHK/2025
Legal Basis of
Appointment
Periode dan Masa Periode Pertama: 2025-2028
Jabatan First Term: 2025-2028
Period and The term
of office
Jabatan Rangkap Komisaris PT Hutama Panorama Sitinjau Lauik
Concurrent Positions Commissioner of PT Hutama Panorama Sitinjau Lauik
PT Hutama Karya (Persero)
494 Laporan Tahunan 2025
Page 495
Tata Kelola Perusahaan
Corporate Governance
Paryanto
Anggota Komite Tata Kelola Terintegrasi (Non Komisaris Hutama Karya)
Members of the Integrated Governance Committee (Non-Commissioner of PT Hutama Karya)
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Bogor, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/ Age
Lahir di Boyolali, pada tahun 1972/ 53 tahun per Desember 2025.
Born in Boyolali, 1972/ 53 years old at the end of the 2025 Fiscal Year
Riwayat Pendidikan • Sarjana Teknik Sipil Universitas Sebelas Maret (1996)
Educational Background • Magister Ilmu Ekonomi Universtias Cendrawasih (2009)
• Bachelor of Civil Engineering, Universitas Sebelas Maret (1996)
• Master of Economics, Universitas Cendrawasih (2009)
Sertifikasi • Qualified Risk Governance Professional (QRGP)
Certification • Insinyur Professional Madya
• Pengadaan Barang dan Jasa Pemerintah
• Qualified Risk Governance Professional (QRGP)
• Intermediate Professional Engineer
• Government Procurement of Goods and Services
Pengalaman Kerja • Kepala Divisi Supply Chain Management pada Direktorat Operasi III (2018)
Training Attended • Diperbantukan pada Anak Perusahaan PT Hutama Karya Infrastruktur (2020)
During 2025 • EVP Divisi Manajemen Risiko (2021-Juli 2024)
• EVP Divisi Pengelolaan Risiko (Juli 2024-sekarang)
• Head of Supply Chain Management Division at Directorate of Operations III (2018)
• Assigned to Subsidiary PT Hutama Karya Infrastruktur (2020)
• EVP Risk Management Division (2021 – July 2024)
• EVP Risk Management Division (July 2024 – Present)
Pelatihan yang diikuti • LSPMR - Determining the risk strategy in the Challenges of Enviromental, Social, and Macro Economic Changes
selama tahun 2025 • IRMAPA - KRI, KCI, KPI
Work Experience • RWI - Optimaliasasi Pengelolaan Risiko HK melalui Penilaian Internal RMI
• AIDA Consultant - Sharing Experience in the implementation of risk cultur and risk management programs for national Development
• LSPMR - Determining Risk Strategy in the Challenges of Environmental, Social, and Macroeconomic Changes
• IRMAPA - KRI, KCI, KPI
• RWI - Optimization of Hutama Karya’s Risk Management through Internal RMI Assessment
• AIDA Consultant - Sharing Experience in the Implementation of Risk Culture and Risk Management Programs for National
Development
Periode dan Masa Periode dan Masa Jabatan : Periode I : 2025-2028.
Jabatan Period and Term of Office: Period I: 2025-2028.
Period and The term
of office
Dasar Hukum Surat Keputusan Dewan Komisaris Nomor SK-14.XI/DK/PTHK/2025
Pengangkatan Board of Commissioners Decree Number SK-14.XI/DK/PTHK/2025
Legal Basis of
Appointment
Jabatan Rangkap • EVP Divisi Pengelolaan Risiko
Concurrent Positions • Komisaris PT Hutama Mambelim Trans Papua
• EVP of Risk Management Division
• Commissioner of PT Hutama Mambelim Trans Papua
PT Hutama Karya (Persero)
2025 Annual Report 495
Page 496
Resi Ariyasa Qadri
Anggota Komite Tata Kelola Terintegrasi/ Anggota Komite Audit
Member of the Integrated Governance Committee/ Member of the Audit Committee
Profil dapat dilihat pada bagian Profil Komite Audit dalam Laporan Tahunan ini.
The profile can be seen in the Audit Committee Profile section in this Annual Report.
Periode dan Masa Jabatan : Periode dan Masa Jabatan Komite Tata Kelola Terintegrasi sesuai dengan periode dan masa jabatan sebagai Anggota Komite Audit.
Period and Term of Office: The Period and Term of Office of the Integrated Governance Committee is in accordance with the period and term of office as a
Member of the Audit Committee.
Rifky Firdaus
Anggota Komite Tata Kelola Terintegrasi/ Anggota Komite Audit
Member of the Integrated Governance Committee/ Member of the Audit Committee
Profil dapat dilihat pada bagian Profil Komite Audit dalam Laporan Tahunan ini.
The profile can be seen in the Audit Committee Profile section in this Annual Report.
Periode dan Masa Jabatan : Periode dan Masa Jabatan Komite Tata Kelola Terintegrasi sesuai dengan periode dan masa jabatan sebagai Anggota Komite Audit.
Period and Term of Office: The Period and Term of Office of the Integrated Governance Committee is in accordance with the period and term of office as a
Member of the Audit Committee.
Muhammad Budi Prasetyo
Anggota Komite Tata Kelola Terintegrasi/ Anggota Komite Manajemen Risiko dan GCG
Member of the Integrated Governance Committee/ Member of the Risk Management and GCG Committee
Profil dapat dilihat pada bagian Profil Komite Manajemen Risiko dan GCG dalam Laporan Tahunan ini.
The profile can be seen in the Risk Management and GCG Committee Profile section in this Annual Report.
Periode dan Masa Jabatan : Periode dan Masa Jabatan Komite Tata Kelola Terintegrasi sesuai dengan periode dan masa jabatan sebagai Anggota Komite Manajemen
Risiko dan GCG
Period and Term of Office: The Period and Term of Office of the Integrated Governance Committee is in accordance with the period and term of office as a
Member of the Risk Management and GCG Committee.
Donny Abdul Chalid
Anggota Komite Tata Kelola Terintegrasi/ Anggota Komite Manajemen Risiko dan GCG
Member of the Integrated Governance Committee/ Member of the Risk Management and GCG Committee
Profil dapat dilihat pada bagian Profil Komite Manajemen Risiko dan GCG dalam Laporan Tahunan ini.
The profile can be seen in the Risk Management and GCG Committee Profile section in this Annual Report.
Periode dan Masa Jabatan : Periode dan Masa Jabatan Komite Tata Kelola Terintegrasi sesuai dengan periode dan masa jabatan sebagai Anggota Komite Manajemen
Risiko dan GCG
Period and Term of Office: The Period and Term of Office of the Integrated Governance Committee is in accordance with the period and term of office as a
Member of the Risk Management and GCG Committee.
PT Hutama Karya (Persero)
496 Laporan Tahunan 2025
Page 497
Tata Kelola Perusahaan
Corporate Governance
Kualifikasi Pendidikan dan Pengalaman Kerja Komite Educational Qualifications and Work Experience of The
Tata Kelola Terintegrasi Integrated Governance Committee
Tabel Kualifikasi Pendidikan dan Pengalaman Kerja Komite Tata Kelola Terintegrasi
Table of Educational Qualifications and Work Experience – Integrated Governance Committee
Nama Jabatan Pendidikan Pengalaman Kerja
Name Position Education Work Experience
• Sarjana Manajemen
Memiliki pengalaman kerja sebagai panglima TNI
• Magister Manajemen
dan Kepala Staf Angkatan Laut
Ketua • Magister Terapan Operasi Laut
Yudo Margono Experience as Commander of the Indonesian
Chairman • Bachelor's in Management
National Armed Forces (TNI) and Chief of Naval
• Master's in Management
Staff
• Master's in Applied Naval Operations
• Sarjana Ekonomi
Anggota • Magister Manajemen Memiliki pengalaman kerja di PT Tempo Inti media
R. Wahyu Muryadi
Member • Bachelor of Economics Has work experience at PT Tempo Inti Media
• Master of Management
• Sarjajan Hukum Memiliki pengalaman kerja di Dewan Pimpinan
Anggota • Magister Hukum Pusat Kongres Advokat Indonesia
Siti Jamaliah Lubis
Member • Bachelor of Law Has work experience at the Central Leadership
• Master of Law Board of the Indonesian Advocates Congress
Memiliki pengalaman kerja di industri Dewan
Anggota Sarjana Ilmu Sosial dan Ilmu Politik Pimpinan Pusat Kongres Advokat Indonesia
Mudanto Hatta
Member Bachelor of Social and Political Sciences Has work experience in the Indonesian Advocates
Congress (legal sector)
• Sarjanan Teknik Lingkungan Memiliki pengalaman kerja di Kementerian
Anggota • Magister Teknik Sipil Pekerjaan Umum
Essy Asiah
Member • Bachelor of Environmental Engineering Has work experience at the Ministry of Public
• Master of Civil Engineering Works
• Sarjana Ilmu Ekonomi Memiliki pengalaman kerja di Badan Pengaturan
Anggota • Magister Ilmu Hukum BUMN
Andus Winarno
Member • Bachelor of Economics Has work experience at the SOE Regulatory Agency
• Master of Law of the Republic of Indonesia
• Sarjana Teknik Sipil Memiliki pengalaman kerja di Lembaga
Anggota • Master Teknik Jalan Raya Pengembangan Jasa Konstruksi
Taufik Widjoyono
Member • Bachelor of Civil Engineering Has work experience at the Construction Services
• Master in Highway Engineering Development Board (LPJK)
Memiliki pengalaman kerja sebagai tim percepatan
pembangunan di BUMD DKI Jakarta
Anggota IPA
Djoni Suherman Has work experience in the Jakarta Provincial
Member Natural Sciences
Government BUMD development acceleration
team
• Sarjana Teknik Sipil
Memiliki pengalaman kerja di PT Hutama Karya
Anggota • Magister Manajemen
Eko Nurmaryadi (Persero)
Member • Bachelor of Civil Engineering
Has work experience at PT Hutama Karya (Persero)
• Master of Management
• Sarjana Manajemen Informatika
Memiliki pengalaman kerja di Kementerian
• Magister Perencanaan dan Kebijakan
Anggota Koordinator Bidang Perekonomian
Sunandar Publik
Member Has work experience at the Coordinating Ministry
• Bachelor of Informatics Management
for Economic Affairs of the Republic of Indonesia
• Master of Public Policy and Planning
• Sarjana Teknik Sipil
Memiliki pengalaman kerja di PT Hutama Karya
Anggota • Magister Teknik Sipil
Busmart Zuriantomy (Persero)
Member • Bachelor of Civil Engineering
Has work experience at PT Hutama Karya (Persero)
• Master of Civil Engineering
• Sarjana Teknik Sipil
Memiliki pengalaman kerja di PT Hutama Karya
Anggota • Magister Ilmu Ekonomi
Paryanto (Persero)
Member • Bachelor of Civil Engineering
Has work experience at PT Hutama Karya (Persero)
• Master of Economics
PT Hutama Karya (Persero)
2025 Annual Report 497
Page 498
Nama Jabatan Pendidikan Pengalaman Kerja
Name Position Education Work Experience
• Sarjana Akuntansi
• Magister Akuntansi
Memiliki pengalaman kerja sebagai dosen dan
Anggota • Doktor Akuntansi
Resi Ariyasa Qadri trainer
Member • Bachelor of Accounting
Has work experience as lecturer and trainer
• Master of Accounting
• Doctor of Accounting
• Sarjana Akuntansi
Anggota • Magister Akuntansi Memiliki pengalaman kerja sebagai auditor
Rifky Adrianto Firdaus
Member • Bachelor of Accounting Has work experience as auditor
• Master of Accounting
• Sarjana Ekonomi (Kekhususan Manajemen
Keuangan)
• Magister Ilmu Manajemen di bidang Memiliki pengalaman kerja di Fakultas Ekonomi
Anggota Keuangan dan Perbankan dan Bisnis Universitas Indonesia
Muhammad Budi Prasetyo
Member • Bachelor of Economics (Financial Has work experience at the Faculty of Economics
Management specialization) and Business, University of Indonesia
• Master of Management Science in Finance
and Banking
• Sarjana Ekonomi Memiliki pengalaman kerja di Fakultas Ekonomi
• Magister Manajemen dan Bisnis Universitas Indonesia & Sekolah Ilmu
Anggota • PhD Business Administration Lingkungan Universitas Indoonesia
Donny Abdul Chalid
Member • Bachelor of Economics Has work experience at the Faculty of Economics
• Master of Management and Business and School of Environmental
• PhD in Business Administration Science, University of Indonesia
Independensi Komite Tata Kelola Terintegrasi Independence of The Integrated Governance Committee
Tabel Independensi Komite Tata Kelola Terintegrasi
Table of Independence of the Integrated Governance Committee
Aspek Independensi
YM WM SJL MH EA AW TW DS EN SN BZ PY RAQ RAF MBP DAC
Independence Aspect
Tidak memiliki hubungan
keuangan dengan Dewan
Komisaris dan Direksi
Does not have financial
relationships with the
Board of Commissioners
and Directors.
Tidak memiliki hubungan
kepengurusan di
perusahaan, anak
perusahaan, maupun
perusahaan afiliasi
Does not hold
management positions
in the company,
subsidiaries, or affiliated
companies.
Tidak memiliki hubungan
kepemilikan saham di
perusahaan
Does not have share
ownership in the
company.
Tidak memiliki hubungan
keluarga dengan Dewan
Komisaris, Direksi, dan/
atau sesama anggota
Komite Tata Kelola
Terintegrasi
Does not have family
relationships with the
Board of Commissioners,
Directors, and/or
fellow members of the
Integrated Governance
Committee
PT Hutama Karya (Persero)
498 Laporan Tahunan 2025
Page 499
Tata Kelola Perusahaan
Corporate Governance
Aspek Independensi
YM WM SJL MH EA AW TW DS EN SN BZ PY RAQ RAF MBP DAC
Independence Aspect
Tidak menjabat sebagai
pengurus partai politik,
pejabat dan pemerintah
Does not serve as a
political party official,
government official, or
civil servant.
YM : Yudo Margono EA : Essy Asiah EN : Eko Nurmaryadi RAQ : Resi Ariyasa Qadri
WM : Wahyu Muryadi AW : Andus Winarno SN : Sunandar RAF : Rifky Adrianto Firdaus
SJL : Siti Jamaliah Lubis TW : Taufik Widjoyono BZ : Busmart Zuriantomy MBP : M Budi Prasetyo
MH : Mudanto Hatta DS : Djoni Suherman PY : Paryanto DAC : Donny Abdul Chalid
Program Peningkatan Kompetensi Komite Tata Kelola Integrated Governance Committee Competency
Terintegrasi Development Program
Jenis Pelatihan dan Materi Pengembangan
Waktu dan Tempat
Nama Jabatan Kompetensi / Pelatihan Penyelenggara
Pelaksanaan
Name Positions Type of Training and Competency Development Organizer
Time and Place
Materials / Training
Pelatihan dan/atau Peningkatan Kompetensi Dapat Dilihat Pada Pelatihan dan/atau Peningkatan Kompetensi
Ketua Dewan Komisaris Dalam Bab Corporate Governance Laporan Tahunan Ini
Yudo Margono
Chairman Training and/or Competency Development can be seen in the Training and/or Competency Development of the
Board of Commissioners in the Corporate Governance Chapter of this Annual Report
Pelatihan dan/atau Peningkatan Kompetensi Dapat Dilihat Pada Pelatihan dan/atau Peningkatan Kompetensi
Anggota Dewan Komisaris Dalam Bab Corporate Governance Laporan Tahunan Ini
R. Wahyu Muryadi
Member Training and/or Competency Development can be seen in the Training and/or Competency Development of the
Board of Commissioners in the Corporate Governance Chapter of this Annual Report
Pelatihan dan/atau Peningkatan Kompetensi Dapat Dilihat Pada Pelatihan dan/atau Peningkatan Kompetensi
Anggota Dewan Komisaris Dalam Bab Corporate Governance Laporan Tahunan Ini
Siti Jamaliah Lubis
Member Training and/or Competency Development can be seen in the Training and/or Competency Development of the
Board of Commissioners in the Corporate Governance Chapter of this Annual Report
Pelatihan dan/atau Peningkatan Kompetensi Dapat Dilihat Pada Pelatihan dan/atau Peningkatan Kompetensi
Anggota Dewan Komisaris Dalam Bab Corporate Governance Laporan Tahunan Ini
Mudanto Hatta
Member Training and/or Competency Development can be seen in the Training and/or Competency Development of the
Board of Commissioners in the Corporate Governance Chapter of this Annual Report
Pelatihan dan/atau Peningkatan Kompetensi Dapat Dilihat Pada Pelatihan dan/atau Peningkatan Kompetensi
Anggota Dewan Komisaris Dalam Bab Corporate Governance Laporan Tahunan Ini
Essy Asiah
Member Training and/or Competency Development can be seen in the Training and/or Competency Development of the
Board of Commissioners in the Corporate Governance Chapter of this Annual Report
Pelatihan dan/atau Peningkatan Kompetensi Dapat Dilihat Pada Pelatihan dan/atau Peningkatan Kompetensi
Anggota Dewan Komisaris Dalam Bab Corporate Governance Laporan Tahunan Ini
Andus Winarno
Member Training and/or Competency Development can be seen in the Training and/or Competency Development of the
Board of Commissioners in the Corporate Governance Chapter of this Annual Report
17 - 19 Juni 2025
Certified Sustainability Reporting Specialist ICSP
June 17 - 19, 2025
Pelatihan & Sertifikasi GRI Standards Certified Training
on Sustainability Reporting 24 - 26 Juni 2025 Center for Sustainability
GRI Standards Certified Training on Sustainability June 24 - 26, 2025 Literacy (CSL)
Reporting
Pelatihan KPBU 9-10 Oktober 2025
PAP KPBU
PPP Training October 9-10, 2025
Anggota
Taufik Widjoyono
Member Sertifikasi Ahli KPBU Pratama 11 November 2025
LSP KPBU Indonesia
Junior PPP Expert Certification November 11, 2025
Sertifikasi Ahli KPBU Madya 11 November 2025
LSP KPBU Indonesia
Intermediate PPP Expert Certification November 11, 2025
Sertifikasi Ahli KPBU Pratama 11 November 2025
LSP KPBU Indonesia
Junior PPP Expert Certification November 11, 2025
Sertifikasi Ahli KPBU Madya 11 November 2025
LSP KPBU Indonesia
Intermediate PPP Expert Certification November 11, 2025
PT Hutama Karya (Persero)
2025 Annual Report 499
Page 500
Jenis Pelatihan dan Materi Pengembangan
Waktu dan Tempat
Nama Jabatan Kompetensi / Pelatihan Penyelenggara
Pelaksanaan
Name Positions Type of Training and Competency Development Organizer
Time and Place
Materials / Training
Anggota Implementasi Government, Risk Management & 19 – 21 Agustus 2025
Djoni Suherman CRMS Indonesia
Member Compliance (GRC) August 19 – 21, 2025
Advanced GRC Certification for Executives (GRCE) & ESG 23-24 Januari 2025
INTRINSI
Certification January 23-24, 2025
Workshop & Seminar Business Judgement Rule (BJR) &
ESGRC UU BUMN 2025 for Corporate Competitiveness
PT Media Madani Ultima
& Sustainability 21-22 Februari 2025
Forum Manajemen Risiko
Workshop & Seminar Business Judgement Rule (BJR) & February 21-22, 2025
BUMN (FMR BUMN)
ESGRC UU BUMN 2025 for Corporate Competitiveness
& Sustainability
Workshop "Pengelolaan BUMN Pasca Pendirian BPI
Danantara (Suatu Kajian atas Dampak Pemberlakukan
UU BUMN Baru terhadap Pengelolaan BUMN)
25 April 2025
Workshop "Management of SOEs After the YAKASPI (Koran BUMN)
April 25, 2025
Establishment of BPI Danantara (A Study on the Impact
of the Implementation of the New SOE Law on SOE
Management)"
Anggota
Eko Nurmaryadi
Member Asosiasi GRC,
Perkumpulan Profesional
GRC Summit 2025 Governansi Indonesia
21 Agustus 2025
Resilience to Sustainability: Leading Through GRC In (PaGI), IRMAPA,
August 21, 2025
The Post-Digital Era Institute of Compliance
Professional Indonesia
(ICOPI), dan IPACA
Seminar "Reinforcing Internal Capabilities for 22 Oktober 2025
MarkPlus Institute
Strategizing HK Group's Business" October 22, 2025
Oktober – November 2025
Executive Leadership Development Program (ELDP) Divisi Human Capital
October – November 2025
Pelatihan Regulatory Compliance & Fraud Risk Dalam
Indonesia Training
Aksi Korporasi 11-12 Desember 2025
Institute & Consulting
Regulatory Compliance & Fraud Risk Training in December 11-12, 2025
Services (INTRINSICS)
Corporate Actions
Anggota AI for Strategic Transformation: From Fundamentals to 16 - 17 Oktober 2025 Purwadhika Digital
Sunandar
Member Organizational Adoption October 16 - 17, 2025 Technology School
Anggota
Busmart Zuriantomy - - -
Member
Asosiasi GRC,
Perkumpulan Profesional
GRC Summit 2025 Governansi Indonesia
Anggota 21 Agustus 2025
Paryanto Resilience to Sustainability: Leading Through GRC In (PaGI), IRMAPA,
Member August 21, 2025
The Post-Digital Era Institute of Compliance
Professional Indonesia
(ICOPI), dan IPACA
Pelatihan dan/atau Peningkatan Kompetensi Dapat Dilihat Pada Pelatihan dan/atau Peningkatan Kompetensi
Anggota Komite Audit Dalam Bab Corporate Governance Laporan Tahunan Ini
Resi Ariyasa Qadri
Member Training and/or Competency Enhancement can be viewed in the Audit Committee Training and/or Competency
Enhancement section in the Corporate Governance Chapter of this Annual Report
Pelatihan dan/atau Peningkatan Kompetensi Dapat Dilihat Pada Pelatihan dan/atau Peningkatan Kompetensi
Rifky Adrianto Anggota Komite Audit Dalam Bab Corporate Governance Laporan Tahunan Ini
Firdaus Member Training and/or Competency Enhancement can be viewed in the Audit Committee Training and/or Competency
Enhancement section in the Corporate Governance Chapter of this Annual Report
Pelatihan dan/atau Peningkatan Kompetensi Dapat Dilihat Pada Pelatihan dan/atau Peningkatan Kompetensi
Muhammad Budi Anggota Komite Manajemen Risiko dan GCG Dalam Bab Corporate Governance Laporan Tahunan Ini
Prasetyo Member Training and/or Competency Enhancement can be viewed in the Risk Management and GCG Committee Training
and/or Competency Enhancement section in the Corporate Governance Chapter of this Annual Report
Pelatihan dan/atau Peningkatan Kompetensi Dapat Dilihat Pada Pelatihan dan/atau Peningkatan Kompetensi
Anggota Komite Manajemen Risiko dan GCG Dalam Bab Corporate Governance Laporan Tahunan Ini
Donny Abdul Chalid
Member Training and/or Competency Enhancement can be viewed in the Risk Management and GCG Committee Training
and/or Competency Enhancement section in the Corporate Governance Chapter of this Annual Report
PT Hutama Karya (Persero)
500 Laporan Tahunan 2025
Page 501
Tata Kelola Perusahaan
Corporate Governance
Rapat Komite Tata Kelola Terintegrasi Integrated Governance Committee Meetings
KEBIJAKAN RAPAT KOMITE TATA KELOLA TERINTEGRASI POLICY ON INTEGRATED GOVERNANCE COMMITTEE MEETINGS
1. Komite TKT mengadakan rapat sekurang-kurangnya satu kali 1. The Integrated Governance Committee (TKT Committee) holds
dalam 1 (satu) semester. meetings at least once every semester.
2. Di luar rapat berkala tersebut, Komite TKT dapat melakukan 2. In addition to regular meetings, the TKT Committee may hold
rapat sesuai kebutuhan dengan agenda yang disepakati meetings as needed, with an agenda agreed upon by the
bersama oleh anggota Komite TKT; committee members;
3. Rapat Komite TKT hanya dapat dilaksanakan apabila: 3. The TKT Committee meeting can only be held if:
a. Dihadiri oleh mayoritas dari jumlah anggota Komite TKT. a. It is attended by the majority of the TKT Committee members.
b. Salah satu dari mayoritas jumlah anggota yang hadir b. One of the majority members present must be the
merupakan Ketua Komite TKT. Chairman of the TKT Committee.
4. Pemanggilan Rapat Komite TKT dilakukan oleh Ketua 4. The TKT Committee meeting is called by the Chairman of
Komite TKT. Dalam hal Ketua Komite TKT berhalangan, maka the TKT Committee. If the Chairman is unable to attend, the
pemanggilan rapat dilakukan oleh anggota Ketua Komite TKT meeting is called by a member appointed by the Chairman;
yang ditunjuk oleh Ketua Komite;
5. Pemanggilan rapat dilakukan sekurang-kurangnya 14 (empat 5. Meeting invitations must be sent at least 14 (fourteen) days
belas) hari dan dalam hal mendesak minimum 3 (tiga) hari before the meeting date and, in urgent situations, at least 3
sebelum tanggal rapat, dengan mencantumkan hari, tanggal, (three) days prior. The invitation must include the date, time,
jam, tempat dan agenda rapat yang akan dibicarakan dan location, and agenda of the meeting, which shall take place at
diadakan di tempat kedudukan Perusahaan atau di tempat lain the Company’s headquarters or another agreed location within
di wilayah Republik Indonesia yang disepakati; Indonesia;
6. Jika dipandang perlu, Komite TKT dapat mengundang pihak 6. If necessary, the TKT Committee may invite other relevant
lain yang terkait dengan materi rapat untuk hadir dalam rapat parties to participate in the meeting with the approval of the
dengan sepengetahuan anggota Direksi terkait; relevant Board of Directors member;
7. Dalam hal diperlukan, Komite TKT dapat mengundang 7. If needed, the TKT Committee may invite resource persons from
narasumber dari anggota Dewan Komisaris, Direksi, atau pihak- the Board of Commissioners, Directors, or other internal and
pihak lain baik dari pihak internal maupun eksternal Perusahaan; external parties;
8. Guna memperlancar pelaksanaan tugas, Komite TKT 8. To facilitate its duties, the TKT Committee is assisted by a
dibantu oleh Sekretaris Komite untuk melaksanakan tugas Committee Secretary responsible for:
kesekretariatan antara lain:
a. Mengatur jadwal rapat; a. Scheduling meetings;
b. Mengusulkan dan menghubungi narasumber yang b. Proposing and contacting required resource persons;
diperlukan;
c. Menyiapkan dan mendistribusikan undangan dan materi c. Preparing and distributing invitations and meeting
rapat; materials;
d. Menyusun dan mendistribusikan risalah rapat. d. Drafting and distributing meeting minutes.
9. Rapat Komite TKT dipimpin oleh Ketua Komite TKT. Dalam hal 9. The TKT Committee meeting is chaired by the Chairman of
Ketua Komite TKT berhalangan pada jam dimulai rapat sesuai the TKT Committee. If the Chairman is unable to attend at
undangan, maka atas izin Ketua Komite TKT rapat dapat dipimpin the scheduled time, with the Chairman’s permission, another
oleh salah seorang anggota Dewan Komisaris yang dapat hadir. attending member of the Board of Commissioners may lead the
Jika anggota Dewan Komisaris yang akan memimpin rapat meeting. If that member arrives late or must leave temporarily,
terlambat datang, atau karena sesuatu hal harus meninggalkan the meeting will be chaired by the most senior TKT Committee
rapat sementara, maka rapat sementara dipimpin oleh anggota member present;
Komite TKT yang paling senior masa jabatannya;
10. Setiap anggota Komite TKT diberi kebebasan seluas-luasnya 10. Each TKT Committee member is given full freedom to express
untuk menyampaikan pendapat profesionalnya dalam professional opinions on each meeting agenda without any
pembahasan setiap agenda rapat tanpa intervensi siapa pun; external interference.
11. Keputusan rapat Komite TKT diambil berdasarkan musyawarah 11. Decisions in TKT Committee meetings are made based on
untuk mufakat; deliberation and consensus.
12. Segala sesuatu yang dibicarakan dan diputuskan dalam rapat 12. All discussions and decisions made during TKT Committee
Komite TKT termasuk pendapat yang berbeda (dissenting meetings, including dissenting opinions, must be recorded
opinions), dituangkan dalam Risalah Rapat yang ditandatangani in the meeting minutes, which are signed by all attending
oleh seluruh anggota Komite TKT yang hadir, sebagai bukti yang committee members as legal proof of the decisions made
sah atas keputusan yang diambil dalam rapat, dan disampaikan and submitted to the Board of Commissioners. The meeting
kepada Dewan Komisaris. Untuk risalah rapat Komite TKT, selain minutes must also be acknowledged by the Chairman and Vice
ditandatangani oleh anggota Komite TKT yang hadir dalam rapat, Chairman of the Committee.
juga diketahui oleh Ketua dan Wakil Ketua Komite;
PT Hutama Karya (Persero)
2025 Annual Report 501
Page 502
13. Setiap anggota Komite TKT menyampaikan persetujuan atau 13. Each TKT Committee member may provide approval,
keberatan dan/atau usul perbaikan atas Risalah Rapat, dengan objections, or suggestions for amendments to the meeting
mempertimbangkan ketentuan batas waktu penyampaian minutes, considering the deadline set in the TKT Committee
risalah rapat yang diatur dalam Tata Tertib Rapat Komite TKT. Meeting Rules. If no changes are proposed within 15 (fifteen)
Jika sampai dengan batas waktu 15 (lima belas) hari setelah days after the meeting, the minutes are deemed approved by
rapat, tidak ada usulan perubahan, maka Risalah Rapat all committee members.
dianggap disetujui oleh seluruh anggota Komite TKT;
14. Setiap anggota Komite TKT berhak menerima salinan Risalah Rapat 14. Each TKT Committee member has the right to receive a copy of
meskipun yang bersangkutan tidak hadir dalam rapat tersebut; the meeting minutes, even if they did not attend the meeting.
15. Kehadiran anggota Komite TKT dalam rapat, dilaporkan dalam 15. The attendance of TKT Committee members at meetings is
laporan triwulanan dan laporan tahunan Komite TKT; reported in the committee’s quarterly and annual reports.
16. Tata tertib rapat Komite TKT tertuang dalam aturan tersendiri. 16. The rules governing TKT Committee meetings are set out in a
separate regulation.
AGENDA RAPAT KOMITE TATA KELOLA TERINTEGRASI INTEGRATED GOVERNANCE COMMITTEE MEETING AGENDA
Tabel Agenda Rapat Komite Tata Kelola Terintegrasi
Table of Integrated Governance Committee Meeting Agenda
Tanggal
Peserta Rapat
No. Rapat Agenda Rapat Meeting Agenda
Meeting Participants
Meeting Date
1 2 Juni 2025 1. Pembahasan Kinerja Keuangan Anak 1. Discussion of Subsidiary Financial Yudo Margono
Perusahaan s.d. TW I 2025; Performance until Q1 2025; M Lukman Edy
2. Pembahasan Isu Strategis Anak 2. Discussion of Subsidiary Strategic Issues; Agung Sabar Santoso
Perusahaan; 3. Follow-up on Internal and External Chairiah
3. Tindak Lanjut Temuan Auditor Internal Auditor Findings until Q1 2025. R. Wahyu Muryadi
dan Eksternal s.d. TW I 2025. Susdiyarto Agus Praptono
Iwan Suprijanto
Sarbini
Iqbal Alan Abdullah
Karjono
Sunandar
2 8 Desember 1. Pembahasan Kinerja Masing-masing Anak 1. Discussion of the Performance of Each Yudo Margono
2025 Perusahaan sd Oktober 2025 Subsidiary as of October 2025 R. Wahyu Muryadi
2. Pembahasan permasalahan strategis 2. Discussion of strategic issues for each Siti Jamaliah Lubis
masing-masing anak perusahaan PT subsidiary of PT Hutama Karya Mudanto Hatta
Hutama Karya Essy Asiah
Andus Winarno
Taufik Widjoyono
Djoni Suherman
Eko Nurmaryadi
Sunandar
Busmart Zuriantomy
Paryanto
Resi Ariyasa Qadri
Rifky Firdaus
Muhammad Budi Prasetyo
Donny Abdul Chalid
FREKUENSI DAN TINGKAT KEHADIRAN RAPAT KOMITE TATA FREQUENCY AND ATTENDANCE RATE OF THE INTEGRATED
KELOLA TERINTEGRASI GOVERNANCE COMMITTEE MEETINGS
Tabel Tingkat Kehadiran Rapat Komite Tata Kelola Terintegrasi
Table of Attendance Rate in Integrated Governance Committee Meetings
Rapat Komite Tata Kelola Terintegrasi
Integrated Governance Committee Meetings
Nama Jabatan Jumlah dan Persentase Kehadiran
Name Position Number and Attendance Percentage
Jumlah Rapat Jumlah Kehadiran Persentase
Number of meetings Number of attendance Percentage
Yudo Margono Ketua/ Chairman 2 2 100%
R. Wahyu Muryadi Anggota/Member 2 2 100%
PT Hutama Karya (Persero)
502 Laporan Tahunan 2025
Page 503
Tata Kelola Perusahaan
Corporate Governance
Rapat Komite Tata Kelola Terintegrasi
Integrated Governance Committee Meetings
Nama Jabatan Jumlah dan Persentase Kehadiran
Name Position Number and Attendance Percentage
Jumlah Rapat Jumlah Kehadiran Persentase
Number of meetings Number of attendance Percentage
Siti Jamaliah Lubis Anggota/Member 2 2 100%
Mudanto Hatta Anggota/Member 2 2 100%
Essy Asiah Anggota/Member 2 2 100%
Andus Winarno Anggota/Member 2 2 100%
Taufik Widjoyono Anggota/Member 2 2 100%
Djoni Suherman Anggota/Member 2 2 100%
Eko Nurmaryadi Anggota/Member 2 2 100%
Sunandar Anggota/Member 2 2 100%
Busmart Zuriantomy Anggota/Member 1 1 100%
Paryanto Anggota/Member 1 1 100%
Resi Ariyasa Qadri Anggota/Member 1 1 100%
Rifky Firdaus Anggota/Member 1 1 100%
Muhammad Budi Prasetyo Anggota/Member 1 1 100%
Donny Abdul Chalid Anggota/Member 1 1 100%
Program Kerja dan Pelaksanaan Tugas Komite Tata Work Program and Implementation of Duties of The
Kelola Terintegrasi Tahun 2025 Integrated Governance Committee Year 2025
Realisasi program kerja Komite Tata Kelola Terintegrasi PT Hutama The realization of the work program of the Integrated Governance
Karya selama periode tahun 2025 adalah sebagai berikut: Committee of PT Hutama Karya during the period of 2025 is as
follows:
1. Pembahasan Kinerja Keuangan Anak Perusahaan (termasuk di 1. Discussion on the Financial Performance of Subsidiaries
dalamnya agenda Evaluasi Kebijakan Tata Kelola Terintergrasi) (including the agenda of Evaluation of Integrated Governance
s.d. TW I 2025 Policy) up to Q1 2025
2. Pembahasan Isu Strategis Anak Perusahaan PT Hutama Karya 2. Discussion on Strategic Issues of Subsidiaries of PT Hutama Karya
(Persero) (termasuk di dalamnya agenda Pengawasan pengendalian (Persero) (including the agenda of Supervision of Integrated
internal terintegrasi dan Pengawasan kepatuhan terintegrasi) Internal Control and Supervision of Integrated Compliance)
3. Pemantauan Temuan Audit Internal dan Eksternal (termasuk 3. Monitoring of Internal and External Audit Findings (including the
di dalamnya agenda Pemantauan Tindak Lanjut Temuan dan agenda of Monitoring Follow Up of Findings and Coordination
Koordinasi dengan Audit Intern Terintegrasi) s.d. TW I 2025 with Integrated Internal Audit) up to Q1 2025
4. Pembahasan Kinerja Anak Perusahaan PT Hutama Karya 4. Discussion on the Performance of Subsidiaries of PT Hutama
(Persero) (termasuk di dalamnya agenda Evaluasi Kebijakan Karya (Persero) (including the agenda of Evaluation of
Tata Kelola Terintergrasi) s.d. Oktober 2025 Integrated Governance Policy) up to October 2025
5. Pembahasan Permasalahan Strategis Anak Perusahaan 5. Discussion on Strategic Issues of Subsidiaries of PT Hutama
PT Hutama Karya (Persero) (termasuk di dalamnya agenda Karya (Persero) (including the agenda of Supervision of
Pengawasan pengendalian internal terintegrasi dan Integrated Internal Control and Supervision of Integrated
Pengawasan kepatuhan terintegrasi) s.d. Oktober 2025 Compliance) up to October 2025
6. Persetujuan Pemutakhiran Pedoman Tata Kelola Terintegrasi 6. Approval of the Update of the Integrated Governance Guidelines
Konglomerasi Perusahaan (termasuk Pengawasan of the Company Conglomeration (including Supervision of
Pengendalian Internal Terintegrasi) Integrated Internal Control)
7. Pemberian arahan atas pelaksanaan manajemen risiko 7. Provision of direction on the implementation of integrated
terintegrasi konglomerasi PT Hutama Karya (Persero) s.d. risk management of the conglomeration of PT Hutama Karya
Triwulan III Tahun 2025 (Evaluasi Kebijakan Tata Kelola (Persero) up to Q3 2025 (Evaluation of Integrated Governance
Terintergrasi. Policy).
PT Hutama Karya (Persero)
2025 Annual Report 503
Page 504
Organ dan Komite di Bawah Direksi Corporate Organs and Committees Under The
Board of Directors
Sekretaris Perusahaan Corporate Secretary
Struktur Sekretaris Perusahaan Structure of The Corporate Secretary
Sekretaris Perusahaan
Corporate Secretary
Unit Tanggung Jawab Sosial & Tata Kelola Perusahaan &
Komunikasi Korporat Lingkungan General Affair
Corporate Communications Environmental & Social Corporate Governance & General
Responsibility Unit Affair
Tugas dan Tanggung Jawab Sekretaris Perusahaan Duties and Responsibilities of The Corporate Secretary
Perseroan telah menetapkan beberapa tugas dan tanggung jawab The Company has established several duties and responsibilities for
Sekretaris Perusahaan, yakni terkait dengan penyebaran informasi the Corporate Secretary, particularly related to the dissemination
Perseroan dan GCG. Berikut uraiannya: of corporate information and Good Corporate Governance (GCG).
Below is a breakdown:
1. Terkait dengan penyebaran informasi 1. Related to Information Dissemination
a. Mengikuti perkembangan pasar modal khususnya a. Monitoring developments in the capital market, especially
peraturan-peraturan yang berlaku di bidang pasar modal. regulations applicable to the capital market sector.
b. Memberikan pelayanan kepada masyarakat atas setiap b. Providing services to the public regarding any information
informasi yang dibutuhkan investor berkaitan dengan required by investors concerning the Company’s condition.
kondisi Perseroan.
c. Memberikan masukan kepada Direksi Perseroan untuk c. Advising the Company’s Board of Directors to comply with
mematuhi ketentuan Undang-Undang Pasar Modal (UUPM) the Capital Market Law (UUPM) and its implementing
dan peraturan pelaksanaannya. regulations.
d. Sebagai penghubung atau liaison officer antara Perseroan d. Acting as a liaison officer between the Company and the
dengan Stakeholders, dan masyarakat. Financial Services Authority (OJK), as well as the public.
2. Tugas dan fungsi Sekretaris Perusahaan yang terkait dengan 2. Duties and Functions of the Corporate Secretary Related to
GCG menurut Peraturan Menteri Negara BUMN No. PER-2/ GCG According to the Minister of StateOwned Enterprises
MBU/03/2023 tentang Pedoman Tata Kelola Dan Kegiatan Regulation No. PER-2/ MBU/03/2023 on Guidelines for
Korporasi Signifikan Badan Usaha Milik Negara pada Badan Corporate Governance and Significant Corporate Activities in
Usaha Milik Negara adalah: State-Owned Enterprises (BUMN), the Corporate Secretary is
responsible for:
a. Memastikan bahwa BUMN mematuhi peraturan tentang a. Ensuring that the Company complies with disclosure
persyaratan keterbukaan sejalan dengan penerapan requirements in line with the principles of GCG.
prinsip-prinsip GCG.
b. Memberikan informasi yang dibutuhkan oleh Direksi dan b. Providing necessary information to the Board of Directors
Dewan Komisaris/Dewan Pengawas secara berkala dan/ and the Board of Commissioners/Supervisory Board
atau sewaktu-waktu apabila diminta. regularly and/or upon request.
c. Sebagai penghubung (liaison officer). c. Acting as a liaison officer.
d. Menyusun serta menyimpan dokumen Perusahaan, d. Preparing and maintaining Company documents, including
termasuk tetapi tidak terbatas pada Daftar Pemegang but not limited to the Shareholder Register, Special
Saham, Daftar Khusus dan risalah rapat Direksi, rapat Register, and minutes of Board of Directors meetings,
Dewan Komisaris dan RUPS. Board of Commissioners meetings, and General Meetings
of Shareholders (GMS).
Selain itu, dalam Pedoman GCG Hutama Karya disebutkan bahwa In addition, the Hutama Karya Good Corporate Governance (GCG)
tugas Sekretaris Perusahaan mencakup sebagai berikut: Guidelines state that the duties of the Corporate Secretary include:
1. Mempersiapkan penyelenggaraan RUPS. 1. Preparing the organization of the General Meeting of
Shareholders (GMS).
2. Menghadiri rapat Direksi dan rapat gabungan antara Dewan 2. Attending Board of Directors meetings and joint meetings
Komisaris dengan Direksi. between the Board of Commissioners and the Board of
Directors.
PT Hutama Karya (Persero)
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Tata Kelola Perusahaan
Corporate Governance
3. Mengelola dan menyimpan dokumen yang terkait dengan 3. Managing and storing documents related to the Company’s
kegiatan Perseroan meliputi dokumen RUPS, risalah rapat activities, including GMS documents, Board of Directors
Direksi, risalah rapat gabungan antara Direksi dengan Dewan meeting minutes, joint meeting minutes between the Board of
Komisaris, dan dokumen-dokumen Perseroan yang penting Directors and the Board of Commissioners, and other important
lainnya. Company documents.
4. Mencatat Daftar Khusus berkaitan dengan Direksi dan 4. Recording a Special Register related to the Board of Directors
keluarganya serta Dewan Komisaris dan keluarganya baik and their families, as well as the Board of Commissioners
dalam Perseroan maupun afiliasinya yang mencakup and their families, both within the Company and its affiliates,
kepemilikan saham, hubungan bisnis, dan peranan lain yang covering share ownership, business relationships, and other
menimbulkan benturan kepentingan dengan kepentingan roles that may create conflicts of interest with the Company’s
Perseroan. interests.
5. Menghimpun semua informasi yang penting mengenai 5. Gathering all important information about the Company from
Perseroan dari setiap unit kerja. each business unit.
6. Memelihara dan memutakhirkan informasi tentang Perusahaan 6. Maintaining and updating company information provided
yang disampaikan kepada stakeholders, baik dalam website, to stakeholders through the website, bulletins, or other
buletin, atau media informasi lainnya. information media.
7. Menentukan kriteria mengenai jenis dan materi informasi yang 7. Establishing criteria regarding the type and content of
dapat disampaikan kepada stakeholders, termasuk informasi information that can be disclosed to stakeholders, including
yang dapat disampaikan sebagai dokumen publik. information that can be shared as public documents.
8. Memastikan bahwa Laporan Tahunan Perusahaan (Annual 8. Ensuring that the Company’s Annual Report includes the
Report) telah mencantumkan penerapan GCG di lingkungan implementation of GCG within the Company.
Perseroan.
9. Melaporkan pelaksanaan tugas dan tanggung jawab kepada 9. Reporting the execution of duties and responsibilities to the
Direksi secara berkala. Board of Directors on a regular basis.
Profil Sekretaris Perusahaan Corporate Secretary Profile
Adjib Al Hakim*
Sekretaris Perusahaan
Corporate Secretary
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/ Age
Lahir di Purwokerto pada tahun 1968. Usia 57 tahun Per Desember 2025.
Born in Purwokerto in 1968. 57 years old as of December 2025.
Riwayat Pendidikan • Sarjana Teknik Sipil Universitas Diponegoro (1995)
Educational Background • Magister Manajemen Universitas Lambung Mangkurat (2007)
• Bachelor’s Degree in Civil Engineering, Diponegoro University (1995)
• Master’s Degree in Management, Lambung Mangkurat University (2007)
Sertifikasi • ASEAN Chartered Professional Engineer (2014)
Certification • Qualified Risk Governance Professional (QRGP) (2021)
• ASEAN Chartered Professional Engineer (2014)
• Qualified Risk Governance Professional (QRGP) (2021)
Pengalaman Kerja Pernah menjabat di Hutama Karya antara lain sebagai:
Work Experience • EVP Sekretaris Perusahaan (2024-Sekarang).
• Sr. Expert pada Sekretaris Perusahaan (2024)
• Sr. Expert Divisi Operasi dan Pemeliharaan Jalan Tol (2023-2024).
Previously held positions at Hutama Karya, including:
• EVP Sekretaris Perusahaan (2024-Sekarang).
• Senior Expert in Corporate Secretary (2024)
• Senior Expert in Toll Road Operation and Maintenance Division (2023-2024).
Dasar Hukum Diangkat pertama kali pada tahun 2024 berdasarkan Surat Keputusan Direksi PT Hutama Karya (Persero) Nomor 965/KPTS/33/
Pengangkatan III/2024 tanggal 27 Maret 2024
Legal Basis of First appointed in 2024 based on Board of Directors Decree of PT Hutama Karya (Persero) No. 965/KPTS/33/III/2024 dated March
Appointment 27, 2024
*Menjabat hingga 21 Oktober 2025
*Served until October 21, 2025
PT Hutama Karya (Persero)
2025 Annual Report 505
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Mardiansyah
Sekretaris Perusahaan
Corporate Secretary
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/ Age
Lahir di Bandung pada tahun 1978. Usia 47 tahun Per Desember 2025.
Born in Bandung in 1978. Age 47 years old as of December 2025.
Riwayat Pendidikan • Sarjana Teknik Sipil Universitas Bung Hatta (2002).
Educational Background • Magister di Bidang Proyek Manajemen dari Universitas Indonesia (2019).
• Master of Business Administration dari Institut Teknologi Bandung (2025).
• Bachelor of Civil Engineering, Bung Hatta University (2002).
• Master of Project Management, University of Indonesia (2019).
• Master of Business Administration from Bandung Institute of Technology (2025).
Sertifikasi • Certified Human Resources Manager (2022).
Certification • Qualified Risk Management Professional (2023).
• Insinyur Profesional Utama (2026).
• Certified Human Resources Manager (2022).
• Qualified Risk Management Professional (2023).
• Professional Engineer (2026).
Pengalaman Kerja • Kepala Dept. Infrastruktur PT HK Infrastruktur (2020–2021).
Work Experience • Kepala Satuan Pengawasan Intern PT HK Infrastruktur (2021–2022).
• EVP Divisi Human Capital PT Hutama Karya (Persero) (2022–2025).
• EVP Sekretaris Perusahaan PT Hutama Karya (Persero) (2025–2026).
• Direktur Operasi II PT Hutama Karya (Persero) (2026–sekarang).
• Head of Infrastructure Department at PT HK Infrastruktur (2020–2021).
• Head of Internal Audit Unit at PT HK Infrastruktur (2021–2022).
• EVP of Human Capital Division at PT Hutama Karya (Persero) (2022–2025).
• EVP of Corporate Secretary at PT Hutama Karya (Persero) (2025–2026).
• Operations Director II at PT Hutama Karya (Persero) (2026–present).
Dasar Hukum Diangkat pertama kali pada tahun 2025 berdasarkan Surat Keputusan Direksi PT Hutama Karya (Persero) SK-90/HK/X/2025
Pengangkatan tanggal 21 Oktober 2025
Legal Basis of First appointed in 2025 based on Board of Directors Decree of PT Hutama Karya (Persero) SK-90/HK/X/2025 dated Oktober 21, 2025
Appointment
Program Peningkatan Kompetensi Sekretaris Implementation of The Corporate Secretary's Duties In
Perusahaan 2025
Jenis Pelatihan dan Materi
Type of Training and Competency Waktu Pelaksanaan Penyelenggara
Pengembangan Kompetensi/
Development Materials/Training Implementation Date Organizer
Pelatihan
Executive Leadership Development Program Executive Leadership Development Program Oktober - November 2025 Divisi Human Capital
(ELDP) (ELDP) October - November 2025 Human Capital Division
16 – 18 April 2025
The 5th Last Planner System Conference The 5th Last Planner System Conference the Lean Construction Blog
April 16 – 18, 2025
05 – 06 Mei 2025 Forum Human Capital
Strategic Thinking and Decision Making Strategic Thinking and Decision Making
May 5 – 6, 2025 Indonesia (FHCI)
06 Agustus 2025
NUCLEUS LIVE – Energy & Infrastructure” NUCLEUS LIVE – Energy & Infrastructure” Peepl Tech
August 6, 2025
Seminar “Reinforcing Internal Capabilities for Seminar "Reinforcing Internal Capabilities for 19 Agustus 2025
MarkPlus Institute
Strategizing HK Group’s Business” Strategizing HK Group's Business" August 19, 2025
Pelatihan Manajemen Umum Dana Pensiun General Management of Pension Funds 19 – 20 Agustus 2025 Asosiasi Dana Pensiun
(MUDP) (MUDP) Training August 19 – 20, 2025 Indonesia (ADPI)
Pelatihan Persiapan Sertifikasi Pengawasan Pension Fund Supervision Certification 21 – 22 Agustus 2025 Asosiasi Dana Pensiun
Dana Pensiun Preparation Training August 21 – 22, 2025 Indonesia (ADPI) & KKNI
Ikatan Ahli Manajemen
02 – 03 September 2025
IBEW Expert Series Singapore IBEW Expert Series Singapore Konstruksi Ramping
September 2 – 3, 2025
Indonesia (IAMKRI)
Pelatihan Executive Briefing Awarenes Executive Briefing Awareness Training on ISO
22 Oktober 2025
37001:2025 Sistem Manajemen Anti 37001:2025 Anti-Bribery Management System PT Sucofindo
October 22, 2025
Penyuapan (SMAP) (ABMS)
PT Hutama Karya (Persero)
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Tata Kelola Perusahaan
Corporate Governance
Pelaksanaan Tugas Sekretaris Perusahaan Tahun 2025 Implementation of Corporate Secretary Duties in 2025
1. Menyelenggarakan RUPS RKAP Tahun Buku 2025 dan RUPS 1. Organizing the GMS for the 2025 Financial Year Work Plan and
Pertangungjawaban Kinerja Tahun Buku 2024; Budget (RKAP) and the GMS for the Accountability of the 2024
Financial Year Performance.
2. Melaksanakan dokumentasi risalah RUPS, akta RUPS, dan hal- 2. Preparing documentation of GMS minutes, GMS deeds, and
hal lain berkenaan dengan RUPS; other matters related to the GMS.
3. Membuat dan mendokumentasikan risalah Rapat Direksi; 3. Preparing and documenting minutes of Board of Directors
meetings.
4. Memastikan pelaksanaan agenda kegiatan, kesekretariatan, 4. Ensuring the implementation of agenda activities, secretarial
persuratan dan kebutuhan kedinasan Direksi. functions, correspondence, and Directors’ official needs.
5. Mengoordinasikan rapat-rapat yang dihadiri oleh Direksi, 5. Coordinating meetings attended by the Board of Directors, such
seperti Rapat Gabungan dan Rapat Koordinasi; as Joint Meetings and Coordination Meetings.
6. Mencatat Daftar Khusus berkaitan dengan Direksi dan 6. Maintaining a Special Register related to the Directors and
keluarganya serta Dewan Komisaris dam keluarganya their families as well as the Board of Commissioners and their
baik dalam Perseroan maupun afiliasinya yang mencakup families, both within the Company and its affiliates, covering
kepemilikan saham, hubungan bisnis, dan peranan lain yang share ownership, business relationships, and other roles that
menimbulkan benturan kepentingan Perseroan. may create conflicts of interest for the Company.
7. Menyusun Laporan Tahunan dan Laporan Keberlanjutan Tahun 7. Preparing the 2025 Annual Report and Sustainability Report.
2025;
8. Melaksanakan assessment GCG Tahun Buku 2024; 8. Conducting GCG assessment for the 2024 Financial Year.
9. Melaksanakan assessment ESG dan Rating ESG tahun Buku 9. Conducting ESG assessment and ESG rating for the 2024/2025
2024/2025; Financial Year.
10. Melaporkan setiap informasi material kepada Bursa Efek 10. Reporting all material information to the Indonesia Stock
Indonesia (BEI) dan Otoritas Jasa Keuangan (OJK). Exchange (IDX) and the Financial Services Authority (OJK).
11. Memelihara dan memutakhirkan informasi tentang Perusahaan 11. Maintaining and updating Company information disclosed to
yang disampaikan kepada stakeholders, baik dalam website, stakeholders through websites, bulletins, or other media.
buletin, atau media informasi lainnya.
12. Menenjuka kriteria mengenai jenis dan materi informasi yang 12. Establishing criteria regarding the type and content of
dapat disampaikan kepada stakeholders, termasuk informasi information that may be disclosed to stakeholders, including
yang dapt disampakan sebagai dokumen public. information that can be published as public documents.
13. Memastikan pelaksanaan fungsi sebagai Pejabat Pengelola 13. Ensuring the implementation of the Information and
Informasi dan Dokumentasi (PPID) sesuai kebutuhan Documentation Management Officer (PPID) function in
keterbukaan informasi publik. accordance with public information disclosure requirements.
14. Melakukan korespondensi dengan pemegang saham dan 14. Conducting correspondence with shareholders and
pemangku kepentingan. stakeholders.
15. Memastikan pengembangan kebijakan dan strategi Tanggung 15. Ensuring the development of Social and Environmental
Jawab Sosial dan Lingkungan (TJSL) yang berbasis pada Responsibility (TJSL) policies and strategies based on
International Organization for Standarization (ISO) dan selaras International Organization for Standardization (ISO) standards
dengan tujuan pengembangan berkelanjutan (Sustainable and aligned with the Sustainable Development Goals (SDGs).
Development Goals).
Satuan Pengawasan Intern Internal Audit Unit
Struktur Organisasi Satuan Pengawasan Intern Internal Audit Unit Organizational Structure
Satuan Pengawasan Intern (SPI) PT Hutama Karya (Persero) dipimpin Internal Audit Unit (SPI) PT Hutama Karya (Persero) is led by an
oleh Executive Vice President yang diangkat dan diberhentikan oleh Executive Vice President, who is appointed and dismissed by the
Direktur Utama atas persetujuan Dewan Komisaris. SPI bertanggung President Director with the approval of the Board of Commissioners.
jawab langsung kepada Direktur Utama. The SPI reports directly to the President Director.
PT Hutama Karya (Persero)
2025 Annual Report 507
Page 508
Satuan Pengawasan Intern
Internal Audit Unit
Auditor SMAP & FKAP Auditor Operasional
SMAP & FKAP Auditor Operational Auditor
Kedudukan Satuan Pengawasan Intern Dalam Struktur Position of The Internal Supervisory Unit In The
Organisasi Organizational Structure
Dalam organisasi Perseroan, kedudukan Satuan Pengawasan Intern In the Company’s organization, the position of the Internal
dijelaskan dalam rincian sebagai berikut: Supervisory Unit is detailed as follows:
1. Satuan Pengawasan Intern (SPI) Perusahaan dipimpin oleh 1. The Company’s Internal Supervisory Unit (SPI) is led by an
seorang Executive Vice President (EVP) Satuan Pengawasan Executive Vice President (EVP) of the Internal Supervisory Unit
Intern (SPI); (SPI).
2. EVP SPI diangkat dan diberhentikan oleh Direktur Utama 2. The EVP of SPI is appointed and dismissed by the
dan atas persetujuan tertulis Dewan Komisaris berdasarkan President Director with written approval from the Board of
mekanisme internal Badan Usaha Milik Negara (BUMN); Commissioners, based on the internal mechanisms of the
State-Owned Enterprise (BUMN).
3. EVP SPI bertanggung jawab kepada Direktur Utama Perusahaan 3. The EVP of SPI is accountable to the President Director of the
dan memiliki garis komunikasi dengan Dewan Komisaris Company and maintains a line of communication with the
melalui Komite Audit; Board of Commissioners through the Audit Committee.
4. Auditor yang duduk dalam Satuan Pengawasan Intern 4. Auditors within the Internal Supervisory Unit report directly to
bertanggung jawab secara langsung kepada EVP SPI; the EVP of SPI.
5. EVP SPI dan Auditor SPI lainnya tidak diperkenankan 5. The EVP of SPI and other SPI auditors are not permitted to hold
memegang fungsi operasional di dalam Perusahaan. operational functions within the Company.
PT Hutama Karya (Persero)
508 Laporan Tahunan 2025
Page 509
Tata Kelola Perusahaan
Corporate Governance
Profil EVP Satuan Pengawasan Intern Profile of EVP Internal Supervisory Unit
Tri Wibowo
EVP Satuan Pengawasan Intern
EVP Internal Supervisory Unit
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Jakarta, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/ Age
Lahir di Sragen pada tahun 1972. Usia 53 tahun Per Desember 2024.
Born in Sragen in 1972. Age 54 years old as of December 2024.
Riwayat Pendidikan • Master of Business Administration Institut Teknologi Bandung (2022)
Educational Background • Sarjana Teknik Sipil Universitas Sebelas Maret (1997)
• Master of Business Administration, Bandung Institute of Technology (2022)
• Bachelor of Civil Engineering, Sebelas March University (1997)
Sertifikasi • Asesor Kompetensi Sertifikasi SKK Konstruksi
Certification • Kerangka Kualifikasi Nasional Indonesia (KKNI) Level 3 Instruktur Junior/Junior Trainer
• Ahli Investigasi Insiden
• Green Construction, A Sustainability in Building
• Auditor Sistem Manajemen Pengamanan
• Ahli Utama Keselamatan Jalan
• Ahli Utama Jalan dan Jembatan
• Ahli Utama Keselamatan Konstruksi
• Lead Auditor ISO 9001:2015 terkait Quality
• Lead Auditor ISO 14001:2018 terkait Lingkungan
• Lead Auditor ISO 45001:2021 terkait Keselamatan dan Kesehatan Kerja
• Certified Internal Audit Executive
• Competency Assessor for SKK Construction Certification
• Indonesian National Qualification Framework (KKNI) Level 3 Junior Instructor/ Juneor Trainer
• Incident Investigation Expert
• Green Construction, A Sustainability in Building
• Security Management System Auditor
• Principal Road Safety Expert
• Principal Road and Bridge Expert
• Principal Construction Safety Expert
• Lead Auditor ISO 9001:2015 on Quality
• Lead Auditor ISO 14001:2018 on Environment
• Lead Auditor ISO 45001:2021 on Occupational Health and Safety
• Certified Internal Audit Executive
Pelatihan yang diikuti • Pelatihan Awareness & Auditor Internal ISO 37001:2016 (Sistem Manajemen Anti Penyuapan)
selama tahun 2025 • Pelatihan Certified Internal Audit Executive (CIAE) Tahun 2025
Training Attended • Seminar “Reinforcing Internal Capabilities for Strategizing HK Group’s Business”
During 2025 • Seminar Kompetensi Kerja (SKK) Konstruksi – TUKS Batch 6
• Awareness & Internal Auditor Training ISO 37001:2016 (Anti-Bribery Management System)
• Certified Internal Audit Executive (CIAE) Training 2025
• Seminar “Reinforcing Internal Capabilities for Strategizing HK Group’s Business”
• Construction Competency Seminar (SKK) – TUKS Batch 6
Pengalaman Kerja • Senior Expert Divisi Sipil Umum (2023-Oktober 2024)
Work Experience • EVP Divisi QHSSE (2018-2023)
• Senior Manajer Produksi Wilayah III (2016-2018)
• Senior Expert in Infrastructure Division (2023-October 2024)
• EVP QHSSE Division (2018-2023)
• Senior Production Manager Region III (2016-2018)
Dasar Hukum • Surat Keputusan Direksi PT Hutama Karya (Persero)Nomor 439/KPTS/92/2024 tanggal 14 Oktober 2024
Pengangkatan • Surat persetujuan dari Dewan Komisaris PT Hutama Karya (Persero) Nomor S-109.IX/DK/PTHK/2024 tanggal 27 September
Legal Basis of 2024
Appointment • Board of Directors Decree of PT Hutama Karya (Persero) No. 439/KPTS/92/2024 dated October 14, 2024
• Approval Letter from the Board of Commissioners of PT Hutama Karya (Persero) No. S-109.IX/DK/PTHK/2024 dated September
27, 2024
PT Hutama Karya (Persero)
2025 Annual Report 509
Page 510
Pihak yang Mengangkat dan Memberhentikan Kepala Appointing and Dismissing Authority of The Head of
Satuan Pengawasan Intern Internal Audit Unit (SPI)
Satuan Pengawasan Intern dipimpin oleh seorang Kepala Satuan The Internal Audit Unit is led by a Head of the Internal Audit Unit
Pengawas Intern (Executive Vice President) yang diangkat dan (Executive Vice President), who is appointed and dismissed by the
diberhentikan oleh Direktur Utama, setelah mendapat persetujuan President Director, with the approval of the Board of Commissioner.
dari Dewan Komisaris.
Program Peningkatan Kompetensi Satuan Pengawasan Internal Audit Unit Competency Enhancement Program
Intern
Berdasarkan Salinan Keputusan Deputi Bidang Keuangan Based on the Copy of the Decree of the Deputy for Finance
dan Manajemen Risiko Kementerian BUMN Nomor SK-3/DKU. and Risk Management of the Ministry of SOEs No. SK-3/DKU.
MBU/05/2023 tentang Petunjuk Teknis Komposisi dan Kualifikasi MBU/05/2023 concerning Technical Guidelines for the Composition
Organ Pengelola Risiko di Lingkungan BUMN, setiap tahun masing- and Qualification of Risk Management Organs within SOEs, each
masing personil SPI wajib mengikuti salah satu pelatihan dengan Internal Audit (SPI) personnel is required annually to attend at least
topik audit, manajemen risiko, fraud, bisnis, kegiatan usaha one training program on audit, risk management, fraud, business,
korporasi, hukum, kepatuhan, keuangan atau akuntansi. Dalam corporate activities, law, compliance, finance, or accounting. Within
satu tahun wajib mengikuti pelatihan secara akumulasi paling one year, SPI personnel must complete a cumulative minimum of
sedikit 40 (empat puluh) jam untuk kepala SPI dan 20 (dua puluh) 40 (forty) hours for the Head of SPI and 20 (twenty) hours for SPI
jam untuk anggota SPI, di bawah ini merupakan partisipasi personil members. The following is the participation of SPI personnel in
SPI dalam Tahun 2025 sebagai berikut: 2025:
Waktu
Jumlah Orang
Pelaksanaan Penyelenggara
No Nama Pelatihan Training Name Number of
Implementation Organizer
Participant
Time
1 E-Learning Peningkatan Pemahaman E-Learning on Enhancing Gratification 13-15 Januari 2025 KPK RI 22
Gratifikasi Awareness January 13-15, 2025
2 Certified Pernyataan Standar Akuntansi Certified Financial Accounting 8 Feb-31 Mei 2025 PPA FEB UI 1
Keuangan (CPSAK) Course Standards Statement (CPSAK) Course 8 Feb-31 May 2025
3 Pelatihan Internal Control Over Internal Control Over Financial 18-19 Februari 2025 PT PMLI 2
Financial Reporting (ICOFR) Reporting (ICOFR) Training February 18-19,
2025
4 Pelatihan Sertifikasi Qualified Internal Advanced Level Certified Qualified 3-15 Maret 2025 YPIA 4
Auditor (QIA) Tingkat Lanjutan Internal Auditor (QIA) Training March 3-15, 2025
5 Pelatihan Awareness & Auditor Internal Awareness & Internal Auditor 9-11 April 2025 PT Sucofindo 25
ISO 37001:2016 (Sistem Manajemen Training ISO 37001:2016 (Anti-Bribery April 9-11, 2025
Anti Penyuapan) Management System)
6 Pelatihan Certified Practitioner of Certified Practitioner of Internal Audit 19-23 Mei 2025 YPIA 1
Internal Audit (CPIA) (CPIA) Training May 19-23, 2025
7 Certified Internal Audit Executive (CIAE) Certified Internal Audit Executive 30 Juni-18 Juli 2025 Pusdiklatwas BPKP 1
Tahun 2025 (CIAE) Training 2025 June 30-July 18,
2025
8 Konferensi Auditor Internal (KAI) 2025 Internal Auditor Conference (KAI) 1-3 Juli 2025 YPIA 3
“Shifting Horizon for Internal Auditors: 2025: Shifting Horizon for Internal July 1-3, 2025
Navigating Emerging Risks, Governance Auditors - Navigating Emerging Risks,
and Opportunities in 2025” Governance and Opportunities in 2025
9 Pelatihan Agenda Refreshment Compliance Refreshment and Digital 9 Juli 2025 Internal HK 2
Kepatuhan dan Pelatihan Platform Compliance System Training PT July 9, 2025
Digital Compliance System PT Hutama Hutama Karya (Persero)
Karya (Persero)
10 Workshop Beberapa Isu Penting dalam Workshop on ICOFR Implementation 11 Juli 2025 Koran BUMN 1
Penerapan ICOFR Pasca Pemberlakuan Post SOE Law (Batch 2) July 11, 2025
UU BUMN Baru (Batch 2)
11 Pelatihan Executive Briefing Awareness Executive Briefing Awareness ISO 17 Juli 2025 PT Sucofindo 1
ISO 37001:2025 SMAP 37001:2025 Anti-Bribery Management July 17, 2025
System
12 Pelatihan Awareness ISO 37001:2025 Awareness Training ISO 37001:2025 16 Juli 2025 PT Cakra Biwa 1
SMAP Anti-Bribery Management System July 16, 2025
PT Hutama Karya (Persero)
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Tata Kelola Perusahaan
Corporate Governance
Waktu
Jumlah Orang
Pelaksanaan Penyelenggara
No Nama Pelatihan Training Name Number of
Implementation Organizer
Participant
Time
13 Pelatihan dan Simulasi Tanggap Emergency Response Training for 22 Juli 2025 Internal HK 1
Darurat Ancaman Bom Bomb Threat Simulation July 22, 2025
14 SAP Now AI Tour Southeast Asia SAP Now AI Tour Southeast Asia: 24-25 Juli 2025 SAP 1
“Unleash your future with business AI” Unleash your future with business AI July 24-25, 2025
15 Workshop Teknis Implementasi dan Technical Workshop Implementation 28 Juli 2025 Internal HK 9
Evaluasi (TOD&TOE) ICOFR and Evaluation (TOD & TOE) ICOFR July 28, 2025
16 Pelatihan Microsoft SharePoint (Batch Microsoft SharePoint Training (Batch 2) 19-21 Agustus 2025 PT Sarana Solusindo 2
2) August 19-21, 2025 Informatika
17 Kegiatan Forum Edukasi Public Information Disclosure Literacy 16 September 2025 Internal HK 1
Peningkatan Pemahaman Literasi Forum September 16, 2025
serta Kemampuan Pelaksanaan
Keterbukaan Informasi Publik
18 Bimbingan Teknis (Bimtek) Penciptaan Records Creation and Archiving 19 September 2025 Kemendikbudristek 2
dan Pengelolaan Arsip Management Technical Guidance September 19, 2025
(Bimtek)
19 Pelatihan ISO 27001:2022 (Sistem ISO 27001:2022 Information Security 6-7 Oktober 2025 PT BSI Group 2
Manajemen Keamanan Informasi) Management System Internal Auditor October 6-7, 2025 Indonesia
Internal Auditor Training
20 Pelatihan Certified Practitioner of Certified Practitioner of Internal Audit 17-21 November YPIA 1
Internal Audit (CPIA) (CPIA) Training 2025
November 17-21,
2025
21 Program Pelatihan Kepemimpinan Basic Field Leadership and National 26 November - 19 Kopassus 1
Lapangan dan Bela Negara Tingkat Defense Training Program Desember 2025
Dasar November 26 -
December 19, 2025
22 Pelatihan Qualified Risk Management Qualified Risk Management 16-19 Desember CRMS Indonesia 2
Professional (QRMP) Professional (QRMP) Training 2025
December 16-19,
2025
Internal Audit Charter Internal Audit Charter
Perseroan telah memiliki Piagam Audit Intern (Internal Audit The Company has established the Internal Audit Charter (SPI) No.
Charter) SPI Nomor DU/SPI.5273.2/KPTS/114.3/XII/2024 tanggal DU/SPI.5273.2/KPTS/114.3/ XII/2024 dated December 27, 2024,
27 Desember 2024 yang disusun sesuai dengan Peraturan Menteri which is formulated in accordance with the Regulation of the
Badan Usaha Milik Negara Nomor PER- 02/MBU/03/2023 tentang Minister of State-Owned Enterprises No. PER-02/MBU/03/2023
Pedoman Tata Kelola dan Kegiatan Korporasi Signifikan Badan concerning Guidelines for Corporate Governance and Significant
Usaha Milik Negara. Piagam Audit Intern (Internal Audit Charter) Corporate Activities of State-Owned Enterprises. The Internal Audit
mengatur antara lain: Charter regulates, among others:
1. Pendahuluan 1. Introduction
1.1 Latar Belakang 1.1 Background
1.2 Referensi 1.2 References
1.3 Visi dan Misi 1.3 Vision and Mission
1.4 Tujuan 1.4 Objectives
1.5 Istilah 1.5 Terminology
2. Struktur dan Kedudukan 2. Structure and Position
3. Tugas dan Tanggung Jawab, Wewenang, dan 3. Duties and Responsibilities, Authority, and Accountability
Pertanggungjawaban Tugas
3.1 Tugas dan Tanggung Jawab 3.1 Duties and Responsibilities
3.2 Wewenang 3.2 Authority
3.3 Pertanggungjawaban Tugas 3.3 Task Accountability
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4. Kode Etik, Standar Atribut dan Persyaratan Profesi 4. Code of Ethics, Attribute Standards, and Professional
Requirements
4.1 Kode Etik 4.1 Code of Ethics
4.2 Standar Atribut 4.2 Attribute Standards
4.3 Persyaratan Profesi 4.3 Professional Requirements
4.4 Prinsip Inti Profesi Audit Internal 4.4 ore Principles of the Internal Audit Profession
5. Penutup 5. Closing
Tugas dan Tanggung Jawab Internal Audit Internal Audit Duties and Responsibilities
Satuan Pengawasan Intern Hutama Karya memiliki tugas dan The Internal Supervisory Unit of Hutama Karya has duties and
tanggung jawab yang meliputi: responsibilities that include:
1. Merencanakan Audit Intern yang disusun berdasarkan Risiko 1. Planning Internal Audits based on Risk-Based Audit with the
(Risk Based Audit) dengan tanggung jawab sebagai berikut: following responsibilities:
a. mengevaluasi penilaian Risiko; a. Evaluating risk assessment;
b. menilai tingkat kematangan Risiko dalam pendekatan b. Assessing the level of risk maturity in the audit approach;
audit;
c. menyusun perencanaan audit; c. Preparing audit planning;
d. melaksanakan perencanaan audit intern dan menyetujui d. Implementing internal audit planning and approving audit
temuan audit bersama unit yang di audit; findings with the audited unit;
e. memantau pelaksanaan audit intern anak perusahaan; e. Monitoring the implementation of internal audits in
subsidiaries;
f. melaporkan hasil pelaksanaan audit; dan f. Reporting audit implementation results; and
g. Monitoring tindak lanjut temuan audit. g. Monitoring follow-up actions on audit findings.
2. Mengevaluasi dan meningkatkan keefektifan proses 2. Evaluating and improving the effectiveness of risk management,
manajemen risiko, pengendalian dan tata kelola sesuai dengan control, and governance processes in accordance with laws and
peraturan perundang-undangan dan kebijakan perusahaan; company policies.
3. Melakukan pemeriksaan dan penilaian atas efisiensi, efektivitas 3. Conducting examinations and assessments of efficiency,
dan ekonomis di bidang keuangan, komersial, operasional, effectiveness, and economic aspects in finance, commerce,
sumber daya manusia, teknologi informasi, dan kegiatan operations, human resources, information technology, and
lainnya; other activities.
4. Memberikan saran perbaikan dan informasi yang objektif 4. Providing improvement suggestions and objective information
tentang kegiatan yang diperiksa pada tingkat manajemen; about the examined activities to management levels.
5. Membuat laporan hasil audit dan menyampaikan laporan 5. Preparing audit reports and submitting them to the President
tersebut kepada Direktur Utama dan Dewan Komisaris cq. Director and Board of Commissioners cq. Audit Committee.
Komite Audit;
6. Menyusun program untuk mengevaluasi mutu kegiatan audit 6. Developing programs to evaluate the quality of internal audit
internal yang dilakukannya; activities performed.
7. Memastikan pelaksanaan fungsi pengawasan intern sesuai 7. Ensuring the implementation of internal supervision functions
dengan standar profesional Audit Intern dan kode etik Audit follows Internal Audit professional standards and the Internal
Intern; Audit code of ethics.
8. Memastikan anggota SPI mengikuti pengembangan 8. Ensuring SPI members participate in continuous professional
profesional berkelanjutan serta pelatihan lain sesuai dengan development and other training aligned with the increasing
perkembangan kompleksitas dan kegiatan usaha Badan Usaha complexity and business activities of State-Owned Enterprises
Milik Negara (BUMN); (BUMN).
9. Melakukan penyusunan dan pengkajian piagam audit intern 9. Periodically drafting and reviewing the internal audit charter.
secara periodik;
10. Melakukan penyusunan rencana audit tahunan dan alokasi 10. Preparing an annual audit plan and budget allocation for
anggaran untuk pelaksanaan fungsi pengawasan intern; internal supervision functions.
11. Memastikan pelaksanaan pengawasan intern sesuai dengan 11. Ensuring the execution of internal supervision follows the plan.
rencana;
12. Melaporkan temuan yang signifikan kepada Direktur Utama 12. Reporting significant findings to the President Director and
dan Dewan Komisaris untuk dilakukan tindakan perbaikan Board of Commissioners for corrective action promptly.
dalam waktu yang cepat;
13. Memantau tindakan perbaikan atas temuan yang signifikan; 13. Monitoring corrective actions for significant findings.
14. Melaporkan hasil pemantauan tindak lanjut perbaikan atas 14. Reporting the monitoring results of corrective actions on
temuan yang signifikan kepada Direktur Utama dan Dewan significant findings to the President Director and Board of
Komisaris; Commissioners.
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15. Melakukan penugasan audit dengan jenis sebagai berikut: 15. Conducting audit assignments of the following types:
a. Audit Umum; a. General Audit;
b. Audit Tematik (Termasuk Audit Khusus/Investigasi, apabila b. Thematic Audit (including Special/ Investigative Audit, if
diperlukan); necessary);
c. Audit Mandatory oleh Regulator; c. Mandatory Audit by Regulators;
d. Audit Anak Perusahaan; d. Subsidiary Audit;
e. Consulting; e. Consulting;
f. Audit Tujuan Tertentu; dan f. Specific Purpose Audit; and
g. Audit IT. g. IT Audit.
16. Melakukan reviu dan atau Monitoring dan evaluasi (monev) 16. Reviewing and/or Monitoring and Evaluating (M&E) the
terhadap pengelolaan dana Penyertaan Modal Negara (PMN) management of State Capital Investment (PMN) funds received
yang diterima perusahaan dari Anggaran Pendapatan dan by the company from the State Budget (APBN).
Belanja Negara (APBN);
17. Menjaga kerahasiaan informasi dan/atau data perusahaan 17. Maintaining confidentiality of companyrelated information and/
terkait dalam pelaksanaan tugas dan tanggung jawab or data in performing internal audit duties and responsibilities
audit intern, kecuali diperbolehkan berdasarkan ketentuan unless permitted by laws and/or court decisions.
peraturan perundang-undangan dan/atau putusan pengadilan;
18. Menjaga informasi rahasia yang diperoleh sewaktu menjabat 18. Safeguarding confidential information obtained during tenure
sesuai dengan ketentuan peraturan perundangan-undangan; following legal provisions.
19. Memastikan dalam hal terdapat penggunaan jasa pihak 19. Ensuring that if external service providers are used for internal
eksternal untuk aktivitas pengawasan intern agar: supervision activities:
a. Terselenggaranya transfer pengetahuan antara pihak a. Knowledge transfer occurs between external parties and
eksternal kepada anggota SPI mengingat penggunaan jasa SPI members, considering that external expertise services
ahli pihak ekstern bersifat sementara; are temporary;
b. Penggunaan jasa pihak eksternal tidak memengaruhi b. The use of external services does not affect the
independensi dan objektivitas fungsi SPI ; dan independence and objectivity of SPI functions; and
c. Pihak eksternal mematuhi piagam Audit Intern Badan c. External parties comply with the StateOwned Enterprise
Usaha Milik Negara. (BUMN) Internal Audit Charter.
20. Sebagai SPI Badan Usaha Milik Negara (BUMN) Induk: 20. As the SPI of the Parent State-Owned Enterprise (BUMN):
a. Menentukan strategi pelaksanaan Audit Intern Anak a. Determining the implementation strategy of Internal Audits
Perusahaan Badan Usaha Milik Negara; in State-Owned Enterprise (BUMN) subsidiaries;
b. Merumuskan prinsip Audit Intern yang mencakup b. Formulating Internal Audit principles, including audit
metodologi audit dan langkah pelaksanaan pengendalian methodology and quality control steps; and
mutu; dan
c. Memantau pelaksanaan Audit Intern pada masing-masing c. Monitoring the implementation of Internal Audits in each
Anak Perusahaan Badan Usaha Milik Negara. State-Owned Enterprise (BUMN) subsidiary.
21. Melaksanakan audit terintegrasi (individual audit atau 21. Conducting integrated audits (individual audits or joint audits)
joint audit) terhadap Unit Kerja berdasarkan surat perintah of Work Units based on a directive from the President Director
Direktur Utama Perusahaan secara independen, objektif, dan independently, objectively, and professionally.
profesional;
22. Mengadakan rapat koordinasi dengan SPI Anak dan 22. Holding coordination meetings with SPI subsidiaries and
Afiliasi Perusahaan untuk membahas dan memantau hasil corporate affiliates to discuss and monitor examination results
Pemeriksaaannya minimal 1 (satu) kali dalam 1 (satu) tahun; at least once a year.
23. Melakukan review dan/atau audit atas Laporan Keuangan 23. Reviewing and/or auditing the Company’s Financial Statements
Perusahaan secara periodik; periodically.
24. Mengelola aktivitas audit intern secara efektif, efisien, dan 24. Managing internal audit activities effectively, efficiently, and
ekonomis; dan economically.
25. Memberikan jasa konsultasi kepada unit kerja (apabila 25. Providing consulting services to work units (if necessary) to add
diperlukan) untuk memberikan nilai tambah dan perbaikan value and improve control, risk management, and corporate
terhadap kualitas pengendalian, pengelolaan risiko, dan governance quality, provided it does not affect independence
tata kelola perusahaan sepanjang tidak mempengaruhi and objectivity and adequate resources are available.
independensi dan objektivitas serta tersedia sumber daya yang
memadai.
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Kewenangan Internal Audit Internal Audit Authority
Selain memiliki tugas dan tanggung jawab, Satuan Pengawasan In addition to having duties and responsibilities, the Internal
Intern juga memiliki wewenang yang ditujukan untuk mendukung Supervisory Unit also has authority aimed at supporting its
fungsinya, yaitu: function, namely:
1. Melakukan aktivitas internal audit terhadap semua Unit Kerja 1. Conducting internal audit activities on all Work Units within the
dalam Perusahaan dan seluruh perusahaan anak serta afiliasi Company and all subsidiaries as well as affiliates in accordance
sesuai governance yang berlaku; with applicable governance;
2. Mengakses seluruh informasi yang relevan tentang Badan 2. Accessing all relevant information about StateOwned
Usaha Milik Negara (BUMN) terkait dengan tugas dan fungsi SPI; Enterprises (BUMN) related to the duties and functions of SPI;
3. Melakukan komunikasi secara langsung dengan Direksi, Dewan 3. Communicating directly with the Board of Directors, Board of
Komisaris, dan/atau Komite Audit; Commissioners, and/or Audit Committee;
4. Melakukan verifikasi, wawancara, konfirmasi dan teknik audit 4. Conducting verification, interviews, confirmations, and other
lainnya kepada pihak-pihak yang diaudit (auditan), atau pihak audit techniques with audited parties (auditees) or other parties
lain yang berkaitan dengan pelaksanaan audit asurans dan related to the implementation of assurance and consulting
konsultansi; audits;
5. Melakukan penyelenggaraan rapat secara berkala dan insidentil 5. Holding regular and incidental meetings with the Board of
dengan Direksi, Dewan Komisaris, dan Komite Audit; Directors, Board of Commissioners, and Audit Committee;
6. Melakukan koordinasi kegiatan dengan Auditor Eksternal; 6. Coordinating activities with External Auditors;
7. Mengikuti rapat yang bersifat strategis tanpa memiliki hak 7. Attending strategic meetings without voting rights;
suara (voting rights);
8. Memberikan konsultansi dan keyakinan terkait hal yang 8. Providing consultancy and assurance on strategic matters both
bersifat strategis baik pada saat perencanaan maupun pada during planning and operational activities;
saat pelaksanaan kegiatan operasional;
9. SPI memiliki wewenang untuk memberikan opini untuk 9. SPI has the authority to provide opinions on the overall
keseluruhan korporasi, dan Dewan Direksi akan memberikan corporation, and the Board of Directors will support the
dukungan atas opini yang diberikan oleh SPI ; opinions provided by SPI;
10. Secara berkala menerima laporan temuan audit anak 10. Periodically receiving reports on significant audit findings
perusahaan yang signifikan untuk dilaporkan dalam laporan from subsidiaries to be reported in the consolidated quarterly/
berkala triwulanan/tahunan gabungan Induk dan anak annual report of the Parent and subsidiary companies to the
perusahaan kepada Direktur Utama dan Dewan Komisaris cq. President Director and Board of Commissioners cq. Audit
Komite Audit; Committee;
11. Memiliki akses tidak terbatas atas semua informasi, fungsi, 11. Having unlimited access to all information, functions,
catatan, properti, dan personel yang berkaitan dengan records, properties, and personnel related to the work and
pekerjaan dan bertanggung jawab atas kerahasiaan, catatan being responsible for the confidentiality of those records and
dan informasi tersebut; dan information; and
12. Melakukan pemilihan sumber daya manusia yang kompeten 12. Selecting competent human resources as needed in carrying
sesuai dengan kebutuhan dalam pelaksanaan tugas SPI. out SPI’s duties.
Komposisi Personil Satuan Pengawasan Internal Internal Control Unit Personnel Composition
Jumlah personil SPI di Triwulan IV 2025 yaitu 28 orang, dengan The number of SPI personnel in Q4 2025 was 28 person, with the
komposisi sebagai berikut: following composition:
Jabatan Jumlah
Keterangan Description
Positon Total
Senior Expert 1 Orang/Person 1 Orang Sarjana Ekonomi 1 Person Bachelor of Economics
Expert 1 Orang/Person 1 Orang Sarjana Ekonomi 1 Person Bachelor of Economics
Senior Analyst 10 Orang/Person 2 Orang Magister Bussiness Administration 2 people with Master of Business Administration
2 Orang Magister Teknik 2 people with Master of Engineering
2 Orang Magister Hukum 2 people with Master of Law
1 Orang Magister Manajemen 1 person with Master of Management
3 Orang Sarjana Ekonomi 3 people with Bachelor of Economics
Analyst 11 Orang/Person 3 Orang Magister Manajemen 3 people with Master of Management
1 Orang Magister Akuntansi 1 person with Master of Accounting
5 Orang Sarjana Eknomi 5 people with Bachelor of Economics
2 Orang Sarjana Teknik 2 people with Bachelor of Engineering
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Jabatan Jumlah
Keterangan Description
Positon Total
Officer 4 Orang/Person 1 Orang Magister Akuntansi 1 person with Master of Accounting
1 Orang Sarjana Ekonomi 1 person with Bachelor of Economics
1 Orang Sarjana Akuntansi 1 person with Bachelor of Accounting
1 Orang Sarjana Manajemen 1 person with Bachelor of Management
Jumlah 27 Orang/Person - -
Total
EVP 1 Orang/Person 1 Orang Magister Business Administration 1 Person Master of Business Administration
Total 28 Orang/Person
Keterangan: Jumlah personil SPI sebanyak 28 orang termasuk EVP, sehingga personil auditor tersedia adalah 27 orang
Note: The total number of SPI personnel is 28 people including the EVP; therefore, the number of available auditors is 27 people
Sertifikasi Profesi Personil Satuan Pengawasan Internal Professional Certification o f Internal Control Unit
Personnel
Berdasarkan Salinan Keputusan Deputi Bidang Keuangan Based on the Decree of the Deputy for Finance and Risk Management
dan Manajemen Risiko Kementerian BUMN Nomor SK-3/DKU. of the Ministry of SOEs No. SK-3/DKU.MBU/05/2023 concerning
MBU/05/2023 tentang Petunjuk Teknis Komposisi dan Kualifikasi Technical Guidelines for the Composition and Qualification of
Organ Pengelola Risiko di Lingkungan BUMN, disyaratkan bahwa Risk Management Organs within SOEs, the Head and members
Kepala dan anggota SPI wajib mengikuti paling sedikit 1 (satu) of the Internal Audit Unit (SPI) are required to obtain at least one
sertifikasi yang dipenuhi paling lambat dalam satu tahun sejak certification, to be fulfilled no later than one year after appointment.
menjabat dan selama masa jabatan apabila lebih dari 1 (satu) tahun Furthermore, during the term of office exceeding one year, each
paling sedikit memiliki 3 (tiga) sertifikasi antara lain di bidang audit, personnel must obtain at least three certifications in areas including
manajemen risiko, fraud, bisnis, kegiatan usaha korporasi, hukum, audit, risk management, fraud, business, corporate activities, law,
kepatuhan, keuangan, dan atau akuntansi.Dibawah ini merupakan compliance, finance, and/or accounting. The following are the
sertifikasi personil SPI sebagai organ pengelola risiko: certifications of SPI personnel as risk management organs:
Jumlah Orang Certification
Nama Sertifikasi Certification Name Bidang Sertifikasi
Number of People Field
Auditor Internal SMAP SMAP Internal Auditor 24 Audit Audit
Qualified Risk Management Professional Qualified Risk Management Professional
14 Manajemen Risiko Risk Management
(QRMP) (QRMP)
Qualified Risk Management Officer Qualified Risk Management Officer
9 Manajemen Risiko Risk Management
(QRMO) (QRMO)
Certified Forensic Auditor (CFrA) Certified Forensic Auditor (CFrA) 8 Audit Audit
Professional Internal Auditor (PIA) Professional Internal Auditor (PIA) 7 Audit Audit
Certified Practitioner of Internal Audit Certified Practitioner of Internal Audit
6 Audit Audit
(CPIA) (CPIA)
Qualified Internal Auditor (QIA) Qualified Internal Auditor (QIA) 6 Audit Audit
Certified Auditor Madya Certified Intermediate Auditor 5 Audit Audit
Chartered Accountant (CA) Chartered Accountant (CA) 3 Akuntansi Accounting
Certified Internal Auditor Executive
Certified Internal Audit Executive (CIAE) 3 Audit Audit
(CIAE)
Akuntan (AK) Accountant (AK) 2 Akuntansi Accounting
Associate Certified Public Accountant Associate Certified Public Accountant 2 Akuntansi Accounting
Security Management System Internal
Auditor Sistem Manajemen Pengamanan 2 Audit Audit
Auditor
Certified Auditor Muda Certified Junior Auditor 2 Audit Audit
Certified Competence Internal Auditor Certified Competency Internal Auditor
2 Audit Audit
(CCIA) (CCIA)
Associate Expert in Construction Kegiatan Usaha Corporate Business
Ahli Madya K3 Konstruksi 2
Occupational Safety and Health (K3) Korporasi Activities
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Jumlah Orang Certification
Nama Sertifikasi Certification Name Bidang Sertifikasi
Number of People Field
Asean Chartered Professional ASEAN Chartered Professional
1 Akuntansi Accounting
Accountant Accountant
Certified Financial Report (C.FR) Certified Financial Report (CFR) 1 Akuntansi Accounting
Certified Fundamental Tax (C.FTax) Certified Fundamental Tax (C.FTax) 1 Akuntansi Accounting
Certified Tax Audit Senior (CTAS) Certified Tax Audit Senior (CTAS) 1 Akuntansi Accounting
Qualified MYOB Service Accounting MYOB Accounting Service Qualification 1 Akuntansi Accounting
Associate Certified Competence Internal Associate Certified Competency Internal
1 Audit Audit
Auditor (ACCIA) Auditor (ACCIA)
Auditor Internal 1 Akuntansi dan Accounting and Finance Internal Auditor
1 Audit Audit
Keuangan Level 1
Certified Internal Auditor Senior Certified Senior Internal Auditor 1 Audit Audit
Lead Auditor ISO 14001:2018 terkait Lead Auditor ISO 14001:2018
1 Audit Audit
Lingkungan (Environmental Management System)
Lead Auditor ISO 45001:2021
Lead Auditor ISO 45001:2021 terkait
(Occupational Health and Safety 1 Audit Audit
Keselamatan dan Kesehatan Kerja
Management System)
Lead Auditor ISO 9001:2015 terkait Lead Auditor ISO 9001:2015 (Quality
1 Audit Audit
Quality Management System)
Kegiatan Usaha Corporate Business
Ahli Investigasi Insiden Incident Investigation Expert 1
Korporasi Activities
Kegiatan Usaha Corporate Business
Ahli Madya Bidang Keahlian Teknik Jalan Associate Expert in Road Engineering 1
Korporasi Activities
Ahli Madya Bidang Keahlian Teknik Kegiatan Usaha Corporate Business
Associate Expert in Bridge Engineering 1
Jembatan Korporasi Activities
Ahli Utama Bidang Keahlian Teknik Senior Expert in Water Resources Kegiatan Usaha Corporate Business
1
Sumber Daya Air Engineering Korporasi Activities
Kegiatan Usaha Corporate Business
Ahli Utama Jalan dan Jembatan Senior Expert in Roads and Bridges 1
Korporasi Activities
Kegiatan Usaha Corporate Business
Ahli Utama Keselamatan Jalan Senior Expert in Road Safety 1
Korporasi Activities
Kegiatan Usaha Corporate Business
Ahli Utama Keselamatan Konstruksi Senior Expert in Construction Safety 1
Korporasi Activities
Asesor Kompetensi Sertifikasi SKK Competency Assessor for Construction Kegiatan Usaha Corporate Business
1
Konstruksi Certification (SKK) Korporasi Activities
Kegiatan Usaha Corporate Business
Certificate in Data Analytics (CertDA) Certificate in Data Analytics (CertDA) 1
Korporasi Activities
Kegiatan Usaha Corporate Business
Certified Anti Fraud Governance (CAFG) Certified Anti-Fraud Governance (CAFG) 1
Korporasi Activities
Kegiatan Usaha Corporate Business
Certified Expert Tutor (C.Ext) Certified Expert Tutor (C.Ext) 1
Korporasi Activities
Certified Human Resources Analyst Certified Human Resources Analyst Kegiatan Usaha Corporate Business
1
(C.HRA) (C.HRA) Korporasi Activities
Kegiatan Usaha Corporate Business
Certified in Business Valuations Certified in Business Valuations 1
Korporasi Activities
Certified Master Trainer of AR Learning Certified Master Trainer of AR Learning Kegiatan Usaha Corporate Business
1
Center (CMT-ALC) Center (CMT-ALC) Korporasi Activities
Certified Trainer of AR Learning Center Certified Trainer of AR Learning Center Kegiatan Usaha Corporate Business
1
(CT-ALC) (CT-ALC) Korporasi Activities
Green Construction, A Sustainability in Green Construction and Sustainability Kegiatan Usaha Corporate Business
1
Building in Buildings Korporasi Activities
Kerangka Kualifikasi Nasional Indonesia Indonesian National Qualifications
Kegiatan Usaha Corporate Business
(KKNI) Level 3 Instruktur Junior/Junior Framework (KKNI) Level 3 Junior 1
Korporasi Activities
Trainer Instructor/Trainer
Kegiatan Usaha Corporate Business
Program Profesi Insinyur Professional Engineer Program 1
Korporasi Activities
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Tata Kelola Perusahaan
Corporate Governance
Jumlah Orang Certification
Nama Sertifikasi Certification Name Bidang Sertifikasi
Number of People Field
Kegiatan Usaha Corporate Business
Project Management Professional Project Management Professional (PMP) 1
Korporasi Activities
Certified Corporate Finance Foundation Certified Corporate Finance Foundation
1 Keuangan Finance
Professional Professional
Certified Senior Activity Based Costing Certified Senior Activity-Based Costing
1 Keuangan Finance
(CSABC) (CSABC)
Certified Risk Management Professional Certified Risk Management Professional
1 Manajemen Risiko Risk Management
(CRMP) (CRMP)
Kode Etik Auditor Code of Ethics for Auditors
1. Integritas 1. Integrity
a. Auditor SPI harus menunjukkan kejujuran, Objektivitas, a. Internal Audit Unit (SPI) auditors must demonstrate
dan kesungguhan dalam melaksanakan tugas dan honesty, objectivity, and diligence in carrying out their
memenuhi tanggung jawab profesinya; duties and fulfilling their professional responsibilities;
b. Auditor SPI harus mematuhi hukum dan mengungkapkan b. SPI auditors must comply with the law and disclose
informasi sebagaimana yang diatur oleh hukum dan information as required by legal and professional
profesi; regulations;
c. Auditor SPI tidak boleh terlibat dalam kegiatan c. SPI auditors must not engage in unlawful activities or any
yang melanggar hukum atau kegiatan apapun yang activities that could tarnish the profession or the Company;
mencemarkan profesi maupun Perusahaan; dan and
d. Auditor SPI harus menaruh hormat dan ikut berperan dalam d. SPI auditors must show respect and contribute to achieving
pencapaian tujuan Perusahaan yang etis berdasarkan the Company’s ethical goals in accordance with legal
hukum. requirements.
2. Objektivitas 2. Objectivity
a. Auditor SPI tidak boleh terlibat dalam aktivitas yang dapat a. SPI auditors must not engage in activities that could impair
mengurangi atau dianggap mengurangi Objektivitas or be perceived as impairing the objectivity of internal
Pengawasan Intern dalam melakukan penilaian, termasuk supervision in conducting assessments, including activities
dalam aktivitas atau hubungan yang dapat menimbulkan or relationships that could create conflicts of interest.
benturan kepentingan;
b. Auditor SPI tidak boleh menerima imbalan dalam bentuk b. SPI auditors must not accept any form of compensation
apapun dari pihak manapun yang dapat mempengaruhi from any party that could influence their professional
pertimbangan profesionalnya; judgment.
c. Auditor SPI harus mengungkapkan semua fakta material c. SPI auditors must disclose all material facts known to them,
yang diketahui, yang apabila tidak diungkapkan dapat which, if undisclosed, could result in distorted reporting of
menyebabkan distorsi pelaporan atas aktivitas yang the audited activities.
diperiksa; dan
d. Auditor SPI dilarang menghilangkan seluruh dokumen/ d. SPI auditors are prohibited from removing any audit
barang bukti audit sesuai standar prosedur yang berlaku. documents or evidence in violation of applicable
3. Kerahasiaan procedural standards.
a. Auditor SPI harus bersikap hati-hati dan bijaksana 3. Confidentiality
dalam menggunakan informasi yang diperoleh dalam a. SPI auditors must exercise caution and discretion when
pelaksanaan tugasnya; dan using information obtained in the course of their duties;
and
b. Auditor SPI tidak boleh menggunakan informasi rahasia b. SPI auditors must not use confidential information for
untuk mendapatkan keuntungan pribadi dan menutupi personal gain or to conceal illegal practices.
adanya praktik-praktik yang melanggar hukum.
4. Kompetensi 4. Competence
a. Auditor SPI harus memiliki pengetahuan, keterampilan dan a. SPI auditors must possess the necessary knowledge,
kompetensi lainnya yang dibutuhkan dalam melaksanakan skills, and competencies required to fulfill their duties and
tugas dan tanggung jawabnya; responsibilities;
b. Auditor SPI harus melaksanakan fungsi pengawasan intern b. SPI auditors must perform internal supervision functions in
berdasarkan standar profesi; dan accordance with professional standards; and
c. Auditor SPI wajib secara berkesinambungan meningkatkan c. SPI auditors must continuously enhance their expertise,
keahlian dan kompetensi serta kualitas pekerjaan. competencies, and the quality of their work.
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Laporan Singkat Pelaksanaan Kegiatan Internal Audit Summary Report of Internal Audit Activities for 2025
Tahun 2025
Pada tahun 2025, pelaksanaan audit intern dilakukan dengan In 2025, internal audit activities were conducted using a Risk-Based
menggunakan pendekatan risk-based audit (RBA), yang bertujuan Audit (RBA) approach, aimed at identifying and assessing risks
untuk mengidentifikasi dan menilai risiko-risiko yang ada dalam within organizational activities and ensuring effective controls to
kegiatan organisasi dan memastikan pengendalian yang efektif mitigate those risks. During this year, a total of 39 audit assignments
untuk mitigasi risiko tersebut. Dalam pelaksanaan audit tahun ini, were completed, consisting of 36 PKPT audit assignments (Annual
total realisasi audit mencapai 39 objek, yang terdiri dari 36 objek Audit Work Program) and 3 Non-PKPT audits (non-core planned
audit PKPT (Program Kerja Pengawasan Tahunan) dan 3 objek audit audits).
Non-PKPT (audit di luar program kinerja utama).
Jenis penugasan atas 39 objek audit Tahun 2025, adalah sebagai The types of assignments for the 39 audit objects in 2025 are as
berikut: follows:
a. Audit Umum sebanyak 17 objek audit a. General Audit: 17 audit objects
b. Audit Tematik sebanyak 3 objek audit b. Thematic Audit: 3 audit objects
c. Audit Mandatory dari Regulator sebanyak 11 objek audit c. Regulatory Mandatory Audit: 11 audit objects
d. Audit Anak Perusahaan sebanyak 5 objek audit d. Subsidiary Audit: 5 audit objects
e. Consulting sebanyak 3 objek e. Consulting: 3 assignments
Selain melakukan audit, kegiatan lainnya yang dilakukan SPI di In addition to audits, the Internal Audit Unit (SPI) carried out the
Tahun 2025 sebagai berikut: following activities in 2025:
1. Rapat koordinasi semesteran SPI Terintegrasi dengan Anak 1. Semi-annual coordination meetings of Integrated SPI with
Perusahaan. subsidiaries.
2. Menyampaikan Piagam Audit Terintegrasi yang sudah disahkan 2. Submission of the approved Integrated Internal Audit Charter
kepada Anak Perusahaan untuk dilakukan penyesuaian melalui to subsidiaries for adjustment through Letter No. OT.00.00/SD-
surat Nomor OT.00.00/SD-156/DU/2025 tanggal 19 Maret 2025 156/DU/2025 dated March 19, 2025 regarding the submission
perihal Penyampaian Piagam Audit Intern Terintegrasi SPI of the Integrated Internal Audit Charter of PT Hutama Karya
PT Hutama Karya (Persero). (Persero) Internal Audit Unit.
3. Pemantauan pelaksanaan Audit Intern secara triwulanan pada 3. Quarterly monitoring of internal audit implementation in each
masing-masing Anak Perusahaan, meliputi laporan kegiatan subsidiary, including audit activity reports, key audit findings
audit dan laporan pokok-pokok hasil audit Anak Perusahaan reports, and monitoring of follow-up actions on internal and
serta pemantauan tindak lanjut rekomendasi audit internal external audit recommendations in an integrated manner.
dan eksternal secara terintegrasi.
4. Pelaksanaan workshop implementasi Global Internal Audit 4. Implementation of a workshop on Global Internal Audit
Standards: Strengthening Internal Audit Excellence through the Standards: “Strengthening Internal Audit Excellence through
Implementation of Global Internal Audit Standards (GIAS) untuk the Implementation of Global Internal Audit Standards (GIAS)”
meningkatkan pemahaman dan kompetensi auditor internal to enhance understanding and competence of HK Group
HK Grup mengenai standar terbaru, implikasi penerapannya, internal auditors regarding updated standards, implementation
serta strategi implementasi yang efektif dalam konteks implications, and effective strategies. The workshop was
operasional organisasi yang dihadiri oleh Direktur Utama attended by the President Director of PT HK, Audit Committee
PT HK, Komite Audit HK Grup dan seluruh personil auditor HK of HK Group, and all internal auditors of HK Group.
Grup.
5. Penyelarasan Prosedur Assurance, Prosedur Consulting dan 5. Alignment of Assurance Procedures, Consulting Procedures,
Prosedur Quality Assurance Improvement Program dengan and Quality Assurance Improvement Program Procedures with
Global Internal Audit Standards dengan Global Internal Audit Global Internal Audit Standards.
Standards.
6. Pengembangan dashboard SPI untuk mempermudah 6. Development of a SPI dashboard to facilitate monitoring
monitoring tindak lanjut rekomendasi audit internal dan of follow-up actions on internal and external audit
eksternal. recommendations.
PT Hutama Karya (Persero)
518 Laporan Tahunan 2025
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Tata Kelola Perusahaan
Corporate Governance
RAPAT BERSAMA DIREKSI, DEWAN KOMISARIS DAN/ATAU MEETINGS WITH THE BOARD OF DIRECTORS, BOARD OF
KOMITE AUDIT COMMISSIONERS AND/OR AUDIT COMMITTEE
Dalam Piagam Audit Intern (Internal Audit Charter), Internal Audit In the Internal Audit Charter, Internal Audit can communicate
dapat melakukan komunikasi secara langsung dengan Direksi, directly with the Board of Directors, Board of Commissioners,
Dewan Komisaris, dan/atau Komite Audit serta mengikuti rapat and/or Audit Committee and attend strategic meetings without
yang bersifat strategis tanpa memiliki hak suara (voting rights). having voting rights. The Internal Audit meetings with the Board
Adapun rapat Internal Audit bersama Direksi, Dewan Komisaris of Directors, Board of Commissioners and Audit Committee during
maupun Komite Audit selama tahun 2025 adalah sebagai berikut: 2025 are as follows:
Tanggal
Jenis Rapat Pelaksanaan
Agenda Rapat Meeting Agenda
Meeting Type Date of
Implementation
Rapat Komite 2 Januari 2025 - LHP BPK RI atas kepatuhan pengelolaan - Audit Report of the Supreme Audit Board of the
Committee Meeting January 2, 2025 dan pertanggungjawaban keuangan Tahun Republic of Indonesia (BPK RI) on compliance
2022 dan Semester I 2023 pada PT HK, Anak with financial management and accountability
Perusahan dan Instansi terkait lainnya for FY 2022 and Semester I 2023 at PT HK,
subsidiaries, and related institutions
- Laporan Hasil Audit ruas Sigli-Banda Aceh - Audit Report of Sigli–Banda Aceh Toll Road
Section
Rapat Komite 16 Januari 2025 Tindak lanjut atas LHP BPK RI atas kepatuhan Follow-up on the BPK RI audit report on
Committee Meeting January 16, 2025 pengelolaan dan pertanggungjawaban keuangan compliance with financial management and
Tahun 2022 dan Semester I 2023 pada PT HK, Anak accountability for FY 2022 and Semester I 2023 at
Perusahan dan Instansi terkait lainnya PT HK, subsidiaries, and related institutions
Rapat Komite 17 Januari 2025 Pembahasan Laporan Audit Intern TW IV 2024 Internal Audit Report Q4 2024
Committee Meeting January 17, 2025
Rapat Komite 4 Februari 2025 Laporan Kinerja SMAP Tahun 2024 dan Rencana SMAP Performance Report 2024 and 2025 Plan
Committee Meeting February 4, 2025 Tahun 2025
Rapat Komite 13 Februari 2025 Pembahasan update progress implementasi ICOFR Discussion on ICOFR implementation progress
Committee Meeting February 13, 2025 update
Rapat Direksi 17 Februari 2025 Pembahasan hasil monev Itjen Kemenkeu atas Discussion on Ministry of Finance Inspectorate
Board of Directors February 17, 2025 PMN 2022-2024 General monitoring results on PMN 2022–2024
Meeting
Rapat Komite 20 Februari 2025 Pembahasan PKPT SPI Tahun 2025 Discussion on SPI PKPT 2025
Committee Meeting February 20, 2025
Rapat Komite 13 Maret 2025 Rakor Bulanan: Presentasi Divisi Satuan Monthly Coordination Meeting: Internal Audit
Committee Meeting March 13, 2025 Pengawasan Intern Division Presentation
Rapat Komite 17 April 2025 Pembahasan Laporan Hasil Audit: Audit Report Discussion:
Committee Meeting April 17, 2025 - Proyek KSO Jalan Tol Serang Panimbang seksi - Serang–Panimbang Toll Road KSO Section III
III Project
- Proyek KSO Patimban Access Toll Road - Patimban Access Toll Road KSO Project
- Tematik utang PT EES - PT EES debt thematic issue
Rapat Komite 25 April 2025 Pembahasan Laporan Hasil Audit: Audit Report Discussion:
Committee Meeting April 25, 2025 - Review PMN - PMN review
- Tematik utang PT HKR - PT HKR debt thematic issue
- Proyek KSO Gedung Sekolah - School Building KSO Project
Rapat Komite 2 Mei 2025 Laporan Kinerja SMAP Triwulan I 2025 SMAP Performance Report Q1 2025
Committee Meeting May 2, 2025
Rapat Direksi 21 Mei 2025 Rakor Bulanan: Presentasi Divisi Satuan Monthly Coordination Meeting: Internal Audit
Board of Directors May 21, 2025 Pengawasan Intern Division Presentation
Meeting
Rapat Komite 5 Juni 2025 Surat BPKP: Pemantauan tindak lanjut hasil BPKP Letter: Monitoring follow-up on supervisory
Committee Meeting June 5, 2025 pengawasan pada PT HK results at PT HK
Rapat Direksi 17 Juni 2025 Rakor Bulanan: Presentasi Divisi Satuan Monthly Coordination Meeting: Internal Audit
Board of Directors June 17, 2025 Pengawasan Intern Division Presentation
Meeting
Rapat Komite 26 Juni 2025 Pembahasan Laporan Hasil Audit Proyek KSO Audit Report Discussion: State Mosque KSO Project
Committee Meeting June 26, 2025 Masjid Negara
PT Hutama Karya (Persero)
2025 Annual Report 519
Page 520
Tanggal
Jenis Rapat Pelaksanaan
Agenda Rapat Meeting Agenda
Meeting Type Date of
Implementation
Rapat Komite 4 Juli 2025 Laporan Hasil Audit: Audit Report:
Committee Meeting July 4, 2025 - Proyek KSO Jalan Tol IKN Seksi 3A-2 - IKN Toll Road KSO Section 3A-2 Project
- Proyek KSO RS IKN dan Lanjutan RS UPT IKN - IKN Hospital KSO Project and continuation of
UPT IKN Hospital Project
Rapat Komite 17 Juli 2025 Laporan Audit Internal TW II 2025 Internal Audit Report Q2 2025
Committee Meeting July 17, 2025
Rapat Komite 7 Agustus 2025 Laporan kinerja SMAP Triwulan II 2025 SMAP Performance Report Q2 2025
Committee Meeting August 7, 2025
Rapat Direksi 1 September 2025 Temuan SPI terhadap Pemberian Pinjaman SPI findings on loan provision to PT ACP
Board of Directors September 1, 2025 kepada PT ACP
Meeting
Rapat Direksi 11 September 2025 Rakor Bulanan: Presentasi Divisi Satuan Monthly Coordination Meeting: Internal Audit
Board of Directors September 11, 2025 Pengawasan Intern Division Presentation
Meeting
Rapat Komite 3 Oktober 2025 - Status tindak lanjut Audit BPK RI - Status of BPK RI audit follow-up
Committee Meeting October 3, 2025 - Laporan Hasil Audit PT HMW - Audit Report of PT HMW
Rapat Komite 9 Oktober 2025 Update status tindak lanjut rekomendasi BPK RI Update on BPK RI audit recommendation follow-
Committee Meeting October 9, 2025 up status
Rapat Komite 17 Oktober 2025 Laporan Hasil Audit PT HKA Audit Report of PT HKA
Committee Meeting October 17, 2025
Rapat Komite 24 Oktober 2025 Status tindak lanjut dan lesson learned atas Status and lessons learned on BPK findings related
Committee Meeting October 24, 2025 temuan BPK terkait investasi HK pada Proyek to HK investment in the Tuban Market Project
Pasar Tuban
Rapat Direksi 18 November 2025 Rakor Bulanan: Presentasi Divisi Satuan Monthly Coordination Meeting: Internal Audit
Board of Directors November 18, 2025 Pengawasan Intern Division Presentation
Meeting
Rapat Komite 28 November 2025 Laporan Audit Internal TW III 2025 Internal Audit Report Q3 2025
Committee Meeting November 28, 2025
Rapat Dewan Komisaris 1 Desember 2025 Laporan Audit Internal TW III 2025 Internal Audit Report Q3 2025
Board of Commissioners December 1, 2025
Meeting
Rapat Direksi 18 Desember 2025 Rakor Bulanan: Presentasi Divisi Satuan Monthly Coordination Meeting: Internal Audit
Board of Directors December 18, 2025 Pengawasan Intern Division Presentation
Meeting
Rapat Komite 19 Desember 2025 Update progress implementasi ICOFR ICOFR implementation progress update
Committee Meeting December 19, 2025
Temuan dan Tindak Lanjut Hasil Audit Audit Findings and Follow-Up Actions
Belum Tuntas
Jumlah Rekomendasi Not yet finished
Jenis Audit Tuntas
Number of
Types of Audit Completed
Recommendations
Dalam Tenggat waktu Lewat Tenggat Waktu
Within the Deadline Past the Deadline
Internal
803 769 34
Internal
Eksternal
106 84 22
External
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Tata Kelola Perusahaan
Corporate Governance
Dari hasil audit internal yang telah dilakukan, terdapat rekomendasi From the internal audit results that have been conducted, there are a
sejumlah 803 rekomendasi. Atas 803 rekomendasi sejumlah 769 total of 803 recommendations. Out of these 803 recommendations,
rekomendasi telah jatuh tempo dan seluruhnya telah ditindaklanjuti 769 have reached their due date and have been fully and completely
dengan tuntas, sedangkan sebanyak 34 rekomendasi belum jatuh followed up, while 34 recommendations have not yet reached their
tempo pada tahun 2025. due date in 2025.
Selain audit internal, SPI juga melakukan monitoring tindak lanjut In addition to internal audits, the Internal Audit Unit (SPI) also
hasil audit eksternal, Audit eksternal ini dilakukan oleh KAP PwC monitors the follow-up of external audit findings. These external
Indonesia, Badan Pemeriksa Keuangan RI dan ITJEN Kementerian audits are conducted by KAP PwC Indonesia, the Audit Board of
Keuangan Republik Indonesia. Terdapat rekomendasi sejumlah 106 the Republic of Indonesia (BPK RI), and the Inspectorate General
dari auditor eksternal dengan pemenuhan rekomendasi sebanyak (Itjen) of the Ministry of Finance of the Republic of Indonesia.
84 rekomendasi telah tuntas dan 22 rekomendasi sedang dalam There are 106 recommendations from external auditors, of
proses. which 84 recommendations have been fully completed, while 22
recommendations are still in process.
Divisi Pengelolaan Risiko Risk Management Division
Struktur Organisasi Divisi Pengelolaan Risiko Risk Management Division Organizational Structure
Struktur Organisasi Divisi Pengelolaan Risiko berdasarkan Surat The Organizational Structure of the Risk Management Division
Keputusan Direksi PT Hutama Karya (Persero) Nomor SK-89.1/ based on the Decree of the Board of Directors of PT Hutama Karya
HK/X/2025 adalah sebagai berikut : (Persero) Number SK-89.1/HK/X/2025 is as follows :
Divisi Pengelolaan Risiko
Risk Management Division
Bag. Risiko Korporat & Bisnis
Bag. Risiko Keuangan Bag. Risiko Operasional
Corporate and Business Risk
Financial Risk Section Operational Risk Section
Section
Tugas dan Tanggung Jawab Divisi Pengelolaan Risiko Duties and Responsibilities of The Risk Management
Division
Dalam menjalankan fungsinya sebagai lini kedua dalam konsep In carrying out its function as the second line in the Three Lines
tata kelola perusahaan Three Lines Model Divisi Pengelolaan Model corporate governance concept, the Risk Management
Risiko memiliki Tugas dan tanggung jawab menginisiasi, Division has the duties and responsibilities to initiate, direct, and
mengarahkan, dan mengendalikan tata kelola manajemen risiko, control risk management governance, infrastructure development
pengembangan infrastruktur untuk penentuan lingkup, konteks, for determining the scope, context, and risk criteria, managing
dan kriteria risiko, pengelolaan risk assessment dan risk treatment, risk assessment and risk treatment, managing risk improvement
pengelolaan risk improvement & communication, serta Business & communication, and Business Continuity Management of the
Continuity Management perusahaan dalam rangka upaya untuk company in order to develop a risk culture so that the company
pengembangan budaya risiko agar perusahaan dapat berjalan can run optimally and avoid losses or risks that can threaten the
optimal dan terhindar dari kerugiaan atau risiko-risiko yang dapat sustainability of the company’s operational and business processes.
mengancam keberlangsungan proses operasional dan bisnis
perusahaan.
PT Hutama Karya (Persero)
2025 Annual Report 521
Page 522
Profil EVP Divisi Pengelolaan Risiko Risk Management Division EVP Profile
Paryanto
EVP Divisi Pengelolaan Risiko
EVP of Risk Management Division
Kewarganegaraan | Citizenship Domisili | Domicile
Warga Negara Indonesia | Indonesian Citizen Bogor, Indonesia
Tempat dan Tahun Lahir/Usia | Place and Year of Birth/ Age
Lahir di Boyolali, pada tahun 1972/ 53 tahun per Desember 2025.
Born in Boyolali, 1972/ 53 years old at the end of the 2025 Fiscal Year
Riwayat Pendidikan • Sarjana Teknik Sipil Universitas Sebelas Maret (1996)
Educational Background • Magister Ilmu Ekonomi Universtias Cendrawasih (2009)
• Bachelor of Civil Engineering, Universitas Sebelas Maret (1996)
• Master of Economics, Universitas Cendrawasih (2009)
Sertifikasi • Qualified Risk Governance Professional (QRGP)
Certification • Insinyur Professional Madya
• Pengadaan Barang dan Jasa Pemerintah
• Qualified Risk Governance Professional (QRGP)
• Intermediate Professional Engineer
• Government Procurement of Goods and Services
Pengalaman Kerja • Kepala Divisi Supply Chain Management pada Direktorat Operasi III (2018)
Training Attended • Diperbantukan pada Anak Perusahaan PT Hutama Karya Infrastruktur (2020)
During 2025 • EVP Divisi Manajemen Risiko (2021-Juli 2024)
• EVP Divisi Pengelolaan Risiko (Juli 2024-sekarang)
• Head of Supply Chain Management Division at Directorate of Operations III (2018)
• Assigned to Subsidiary PT Hutama Karya Infrastruktur (2020)
• EVP Risk Management Division (2021 – July 2024)
• EVP Risk Management Division (July 2024 – Present)
Pelatihan yang diikuti • LSPMR - Determining the risk strategy in the Challenges of Enviromental, Social, and Macro Economic Changes
selama tahun 2025 • IRMAPA - KRI, KCI, KPI
Work Experience • RWI - Optimaliasasi Pengelolaan Risiko HK melalui Penilaian Internal RMI
• AIDA Consultant - Sharing Experience in the implementation of risk cultur and risk management programs for national
Development
• LSPMR - Determining Risk Strategy in the Challenges of Environmental, Social, and Macroeconomic Changes
• IRMAPA - KRI, KCI, KPI
• RWI - Optimization of Hutama Karya’s Risk Management through Internal RMI Assessment
• AIDA Consultant - Sharing Experience in the Implementation of Risk Culture and Risk Management Programs for National
Development
Dasar Hukum Diangkat pada tahun 2024 berdasarkan Surat Keputusan Direksi PT Hutama Karya (Persero) Nomor 2001/KPTS/64/VII/2024
Pengangkatan Appointed in 2024 based on the Board of Directors’ Decree of PT Hutama Karya (Persero) Number 2001/KPTS/64/VII/2024.
Legal Basis of
Appointment
Pengembangan Kompetensi Bidang Manajemen Risiko Development of Competence In The Field of Risk
Management
Pengembangan kompetensi bidang manajemen risiko yang The development of competence in risk management is carried
dilaksanakan mengacu kepada Petunjuk Teknis Komposisi dan out based on the Technical Guidelines on the Composition and
Kualifikasi Organ Pengelola Risiko di Lingkungan Badan Usaha Qualifications of Risk Management Bodies within StateOwned
Milik Negara Nomor SK-3/DKU.MBU/05/2023 dimana personal Divisi Enterprises, Regulation No. SK-3/DKU. MBU/05/2023. According
Pengelolaan Risiko (Kepala Unit maupun anggota) termasuk salah to these guidelines, personnel from the Risk Management
satu dari organ pengelola risiko sehingga diwajibkan memenuhi Division (both Unit Heads and members) are considered part of
sertifikasi dengan bidang diantaranya manajemen risiko, fraud, the risk management body and are therefore required to obtain
bisnis, kegiatan usaha korporasi, hukum, kepatuhan, keuangan, certifications in various fields, including risk management,
akuntansi, audit, dan/atau K3/HSSE serta diwajibkan memenuhi fraud, business, corporate operations, law, compliance, finance,
total jam pelatihan paling sedikit 60 jam pelatihan/tahun dari accounting, audit, and/or K3/HSSE (Occupational Health, Safety,
bidang diantaranya manajemen risiko, fraud, bisnis, kegiatan usaha Security, and Environment). Additionally, they must complete
korporasi, hukum, kepatuhan, keuangan, akuntansi, audit, K3/ a minimum of 60 hours of training per year in one or more of the
HSSE, data analytitcs, dan/atau ESG/sustainability. following areas: risk management, fraud, business, corporate
operations, law, compliance, finance, accounting, audit, K3/HSSE,
data analytics, and/or ESG/sustainability.
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Tata Kelola Perusahaan
Corporate Governance
Sertifikasi Manajemen Risiko Risk Management Certification
Sertifikasi Manajemen Risiko dilaksanakan dengan tujuan untuk The Risk Management Certification is conducted to ensure integrity
menjalankan manajemen risiko yang berintegritas, menciptakan in risk management, establish standardization, and enhance the
standarisasi, dan meningkatkan profesionalisme masing-masing professionalism of each personnel in the Risk Management Division.
perosnil pada Divisi Pengelolaan Risiko selain itu diperlukan Furthermore, each certified personnel is required to maintain
komitmen dari masing-masing personil pemegang sertifikasi their certification’s active status as part of their commitment to
manajemen risiko untuk selalu menjaga status keaktifan professional development. Below is a detailed list of certifications
sertifikasinya. Berikut ini dilampirkan rincian sertifikasi personil held by the personnel of the Risk Management Division:
Divisi Pengelolaan Risiko:
Nama Sertifikasi
No. Jabatan Position
Name Certification
1. Paryanto EVP EVP QRGP (Qualified Risk Governance Professional)
2. Irwan Yunianto VP Risiko Korporat & Bisnis VP Corporate & Business Risk QCRO (Qualified Chief Risk Officer)
3. Aulia Reinal VP Risiko Keuangan VP Financial Risk QRMP (Qualified Risk Management Professional)
4. Agus Jajang Hendrawan VP Risiko Operasional VP Operational Risk QRMP (Qualified Risk Management Professional)
5. Eko Harry Jugyanto Sr. Analyst Sr. Analyst QRMP (Qualified Risk Management Professional)
6. Dini Hadaitana Sr. Analyst Sr. Analyst QRMP (Qualified Risk Management Professional)
7. Veronika Kartika Sari Sr. Analyst Sr. Analyst QRMP (Qualified Risk Management Professional)
8. Muh. Fachrudin Arrozi Sr. Analyst Sr. Analyst QRMP (Qualified Risk Management Professional)
9. Nida Rahmayani Analyst Analyst QRMP (Qualified Risk Management Professional)
10. Eko Putra Siburian Analyst Analyst QRMA (Qualified Risk Management Analyst)
11. Dias Bramantyo Fahmi Analyst Analyst QRMP (Qualified Risk Management Professional)
12. Andi Iqra Selle Pais Analyst Analyst QRMP (Qualified Risk Management Professional)
13. Rizal Ardhi Analyst Analyst QRMP (Qualified Risk Management Professional)
14. M. Fuad Zulfianto Analyst Analyst QRMO (Qualified Risk Management Officer)
15. Ridho Caesar Analyst Analyst QRMP (Qualified Risk Management Professional)
16. Muhamad Riza Analyst Analyst QRMP (Qualified Risk Management Professional)
17. Kuncoro Aji Kusrianto Analyst Analyst QRMP (Qualified Risk Management Professional)
18. Ghiffari Apria Rizky Officer Officer QRMO (Qualified Risk Management Officer)
19. Savira Rima Aulia Officer Officer QRMO (Qualified Risk Management Officer)
Pelaksanaan Tugas Divisi Pengelolaan Risiko Tahun 2025 Implementation of Risk Management Division Tasks In
2025
1. Pemanfaatan Risk Management System (RMS) sebagai 1. Utilization of the Risk Management System (RMS) as a
monitoring evaluasi dan mitigasi risiko dalam penguatan monitoring, evaluation, and risk mitigation tool to strengthen
pengelolaan manajemen risiko Perusahaan serta the Company’s risk management framework and integrate it
mengintegrasikannya dari level proyek hingga perusahaan. from project level to corporate level.
2. Review berkala pedoman Perusahaan terkait manajemen 2. Periodic review of the Company’s risk management guidelines.
risiko.
3. Pengembangan aplikasi Early Warning System (EWS). 3. Development of the Early Warning System (EWS) application.
4. Pelaksanaan manajemen risiko terintegrasi yang efektif dan 4. Implementation of an effective and sustainable integrated risk
berkesinambungan. management system.
5. Pelatihan dan sertifikasi penunjang program kerja manajemen 5. Training and certification programs supporting risk
risiko dan monitoring pemenuhan kualifikasi organ pengelola management work programs and monitoring compliance of
risiko. risk management personnel qualifications.
6. Evaluasi program pelatihan dan sertifikasi personil Divisi 6. Periodic evaluation of training and certification programs for
Pengelolaan Risiko secara berkala. the Risk Management Division personnel.
7. Pelaksanaan sharing session bidang manajemen risiko secara 7. Periodic risk management knowledge-sharing sessions.
periodik.
PT Hutama Karya (Persero)
2025 Annual Report 523
Page 524
8. Menetapkan Kebijakan Strategi Risiko Perusahaan. 8. Establishment of the Company’s Risk Strategy Policy.
9. Menyusun Risiko RKAP sesuai ketentuan yang berlaku. 9. Preparation of RKAP risk framework in accordance with
applicable regulations.
10. Menetapkan dan memonitor risiko utama dalam RKAP 10. Establishment and monitoring of key risks in the Company’s
Perusahaan termasuk Risiko ESG & penerapan TJSL. RKAP, including ESG risks and implementation of TJSL.
11. Meningkatkan kualitas asesmen risiko untuk seluruh unit kerja 11. Improvement of risk assessment quality across all
di Perusahaan (termasuk REM, REL, dan REP). organizational units (including REM, REL, and REP).
12. Melakukan kaji ulang risiko yang dihadapi dan melaporkan ke 12. Periodic review of identified risks and reporting to shareholders.
pemegang saham secara berkala.
13. Pemenuhan Laporan Penerapan dan Pemantauan Manajemen 13. Fulfillment of Risk Management implementation and
Risiko sesuai ketentuan yang berlaku. monitoring reports in accordance with applicable regulations.
14. Penyusunan stress test dan contingency plan sesuai kaidah dan 14. Preparation of stress testing and contingency plans in
ketentuan yang berlaku accordance with applicable standards and regulations.
15. Pemenuhan kelengkapan dokumen dalam pelaksanaan ICOFR 15. Fulfillment of documentation requirements in the
(Internal Control Financial Reporting). implementation of ICOFR (Internal Control over Financial
Reporting).
16. Melakukan audit penilaian Risk Maturity Index RMI Tahun 2025 16. Conducting Risk Maturity Index (RMI) assessment for 2025
(atas tahun buku 2024) dan menyusun roadmap perbaikan (based on FY 2024) and preparing a risk management
manajemen risiko atas penilaian RMI tahun 2024. improvement roadmap based on the 2024 RMI assessment.
17. Implementasi roadmap perbaikan manajemen risiko (atas 17. Implementation of the risk management improvement
penilaian RMI Tahun 2024). roadmap (based on the 2024 RMI assessment).
18. Peningkatan risk awareness atas ketentuan dan peraturan yang 18. Enhancement of risk awareness regarding applicable rules
berlaku melalui penguatan budaya risiko dalam perusahaan. and regulations through strengthening risk culture within the
Company.
19. Evaluasi dan validasi pada kajian risiko dalam menunjang 19. Evaluation and validation of risk assessments in supporting
proses bisnis. business processes.
Komite di Bawah Direksi Committees Under The Board of Directors
Dalam melaksanakan tugas kepengurusannya, Direksi dibantu oleh Carrying out its management duties, the Board of Directors is
Komite di bawah Direksi sebanyak 8 (delapan) Komite, yaitu: assisted by 8 (eight) Committees under the Board of Directors,
namely:
1. Komite Risiko Investasi 1. Investment Risk Committee
2. Komite Risiko Konstruksi 2. Construction Risk Committee
3. Komite KPI 3. KPI Committee
4. Komite Keberlanjutan 4. Sustainability Committee
5. Komite Sanksi 5. Sanctions Committee
6. Komite Talenta 6. Talent Committee
7. Komite Pelindungan Data Pribadi 7. Personal Data Protection Committee
8. Komite Pengarah Teknologi Informasi. 8. Information Technology Steering Committee.
Komite Risiko Investasi Investment Risk Committee
Direksi membentuk Komite Risiko Investasi dalam rangka The Board of Directors has formed an Investment Risk Committee in
pengoptimalan hasil pengelolaan investasi pada Perusahaan order to optimize investment management results in the Company
dan menjamin proses tata kelola perusahaan yang baik untuk and ensure good corporate governance processes to encourage
mendorong sinergi usaha bagi seluruh entitas Hutama Karya. business synergy for all Hutama Karya entities.
TUGAS DAN TANGGUNG JAWAB KOMITE RISIKO INVESTASI DUTIES AND RESPONSIBILITIES OF THE INVESTMENT RISK
COMMITTEE
1. Merekomendasikan kebijakan dan strategi investasi 1. Recommend the company’s investment policies and strategies
perusahaan kepada Direksi, antara lain kriteria investasi dan to the Board of Directors, including investment criteria and
profil risiko investasi, sebagai dasar usulan investasi dari Tim investment risk profiles, as the basis for investment proposals
investasi untuk mendapatkan persetujuan sesuai dengan from the Investment Team to obtain approval in accordance
peraturan yang berlaku dalam perusahaan. with applicable regulations in the company.
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Tata Kelola Perusahaan
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2. Melakukan review dan merekomendasikan persetujuan 2. Review and recommend approval or rejection of part/all
atau penolakan sebagian/seluruh proposal investasi dari investment proposals from the Investment Team, which will be
Tim Investasi, yang akan diusulkan sebagai investasi untuk proposed as investments to obtain approval in accordance with
mendapatkan persetujuan sesuai dengan peraturan yang applicable regulations in the company, so as to achieve optimal
berlaku dalam perusahaan, sehingga mencapai hasil investasi investment results with prudent management.
yang optimal dengan pengelolaan yang prudent.
3. Melakukan analisa dan review berkala, sekurang-kurangnya 3. Conduct periodic analysis and review, at least once every 6 (six)
6 (enam) bulan sekali atas laporan pencapaian kegiatan months, of the company’s investment activity achievement
investasi perusahaan, profil risiko perusahaan akibat struktur report, the company’s risk profile due to the capital structure
permodalan, dan investasi yang dilaksanakan perusahaan, and investments implemented by the company, and report the
serta melaporkan hasil analisa dan review tersebut kepada results of the analysis and review to the Board of Directors or
Direksi atau melakukan review hold point saat terjadi perubahan conduct a hold point review when there are changes and/or
dan atau penyimpangan dari rencana awal. deviations from the initial plan.
4. Melakukan evaluasi atas investasi untuk menilai suatu 4. Conduct investment evaluations to assess whether an
investasi telah mengikuti strategi investasi perusahaan yang investment has followed the company’s investment strategy
terdapat dalam Rencana Kerja dan Anggaran Perusahaan contained in the Company’s Work Plan and Budget (RKAP) and
(RKAP) dan Rencana Jangka Panjang Perusahaan (RJPP), the Company’s Long-Term Plan (RJPP) and ensure that the
serta memastikan investasi yang dilakukan perusahaan tidak company’s investments do not violate applicable regulations.
melanggar peraturan yang berlaku.
5. Melakukan pengawasan dan evaluasi atas investasi yang telah 5. Conduct supervision and evaluation of investments that have
dilaksanakan oleh perusahaan sesuai dengan rencana bisnis been implemented by the company in accordance with the
dan investasi yang telah disetujui. approved business and investment plans.
6. Investasi pada proyek penugasan Jalan Tol Trans Sumatera 6. Investment in the Trans Sumatra Toll Road (JTTS) assignment
(JTTS), Komite Risiko Investasi melaksanakan kajian dan project, the Investment Risk Committee carries out investment
pengendalian investasi sesuai dengan ketentuan dan prosedur studies and controls in accordance with the provisions and
yang berlaku di proyek khusus penugasan Jalan tol. procedures applicable in the special toll road assignment
project.
STRUKTUR KEANGGOTAAN KOMITE RISIKO INVESTASI INVESTMENT RISK COMMITTEE MEMBERSHIP STRUCTURE
Pembina : Direktur Keuangan Finance Director
Advisor
Ketua : EVP Divisi Manajemen Risiko EVP Risk Management Division
Chairman
Wakil Ketua : EVP Divisi Corporate Planning EVP Corporate Planning Division
Vice Chairman
Sekretaris : EVP Sekretaris Perusahaan EVP Corporate Secretary
Secretary
Anggota : • EVP Divisi Pengembangan Bisnis dan Investasi • EVP Business Development and Investment Division
Member • EVP Divisi Legal • EVP Legal Division
• EVP Divisi Akuntansi dan Keuangan • EVP Accounting and Finance Division
• EVP Divisi Perencanaan Jalan Tol • EVP Toll Road Planning Division
• EVP Divisi QHSSE • EVP QHSSE Division
• EVP Divisi Pembangunan Jalan Tol • EVP Toll Road Development Division
PELAKSANAAN TUGAS KOMITE RISIKO INVESTASI IMPLEMENTATION OF THE DUTIES OF THE INVESTMENT RISK
COMMITTEE
No Agenda Agenda
1. Refinancing Pinjaman Jalan Tol Ruas ATP (Akses Tanjung Priok) Refinancing of the ATP Toll Road Section Loan (Akses Tanjung Priok)
2. Penunjukan Langsung WST Ruas Palembang–Betung Direct Appointment of WST for the Palembang–Betung Section
3. Penunjukan Langsung HKI Ruas Palembang–Betung Direct Appointment of HKI for the Palembang–Betung Section
4. Pelaksanaan JTTS (Closing Temuan Itjen) Implementation of JTTS (Closing of Inspectorate General Findings)
Pemutusan Kontrak TBPPKA (Terbanggi Besar-Pematang Panggang-Kayu Termination of the TBPPKA Contract (Terbanggi Besar–Pematang
5. Agung) Panggang–Kayu Agung)
Rencana Penyertaan Modal Negara (PMN) Nontunai PT Hutama Karya
6. (Persero) Non-Cash State Capital Injection (PMN) Plan of PT Hutama Karya (Persero)
PT Hutama Karya (Persero)
2025 Annual Report 525
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No Agenda Agenda
Rencana Kerja Sama Sewa Menyewa Aset Milik PT Hutama Karya (Persero) Proposed Lease Agreement of Assets Owned by PT Hutama Karya
Berupa Alat Berat Deep Cement Mixing (Ground Improvement Machine & (Persero) in the Form of Deep Cement Mixing Heavy Equipment (Ground
7. Grout Pump) Improvement Machine & Grout Pump)
8. Kajian Pelaksanaan JTTS (BPK) Assessment on the Implementation of JTTS (Supreme Audit Agency/BPK)
9 Pembatalan Akuisisi Saham Pada PT Cempaka Surya Kencana Melalui Cancellation of Share Acquisition in PT Cempaka Surya Kencana through
9. Pemindahan Hak Atas Saham Transfer of Share Ownership Rights
Pemanfaatan Material dengan Skema Supply by Owner atas Stock material Utilization of Materials under the Supply by Owner Scheme for Stock
yang telah dibelanjakan pada pengusahaan jalan tol yang mengalami Materials Previously Procured in Toll Road Concessions Undergoing
10. optimasi atau reconfusing di PT Hutama Karya (Persero) Optimization or Reconfiguration at PT Hutama Karya (Persero)
Rencana Sewa Menyewa Aset Gunung Mas Milik PT Hutama Karya Proposed Lease Agreement of Gunung Mas Assets Owned by PT Hutama
11. (Persero) dengan CV Permata Muthiara Berkah Karya (Persero) with CV Permata Muthiara Berkah
12. Perpanjangan Jatuh Tempo Pinjaman PT HK Realtindo Extension of Loan Maturity of PT HK Realtindo
Komite Risiko Konstruksi Construction Risk Committee
TUGAS DAN TAGGUNG JAWAB KOMITE RISIKO KONSTRUKSI DUTIES AND RESPONSIBILITIES OF THE CONSTRUCTION RISK
COMMITTEE
1. Memberi reviu dan tanggapan atas identifikasi yang 1. Provide review and responses to the identification submitted
disampaikan tim proyek sesuai bidang keahlian. by the project team in accordance with the respective area of
expertise.
2. Komite Risiko Konstruksi dapat meminta tambahan materi 2. The Construction Risk Committee may request additional
atau rapat tambahan apabila data yang disiapkan oleh divisi materials or convene additional meetings should the data
operasi tidak lengkap. prepared by the operations division be deemed incomplete.
3. Memberikan rekomendasi keikutsertaan tender Proyek dalam 3. Provide recommendations on participation in project tenders
bentuk Berita Acara Rekomendasi Komite Risiko Konstruksi in the form of Minutes of Meeting of the Construction Risk
REM. Committee Recommendation (REM).
STRUKTUR KEANGGOTAAN KOMITE RISIKO KONSTRUKSI CONSTRUCTION RISK COMMITTEE MEMBERSHIP STRUCTURE
Ketua : EVP Divisi Manajemen Risiko EVP Risk Management Division
Chair
Anggota : • EVP Divisi Legal • EVP Legal Division
Member • EVP Divisi Akuntansi dan Keuangan • EVP Accounting and Finance Division
• EVP Divisi QHSSE • EVP QHSSE Division
• EVP Divisi Human Capital • EVP Human Capital Division
• EVP Divisi Corporate Planning • EVP Corporate Planning Division
• EVP Divisi Engineering dan Teknologi Informasi • EVP Engineering and Information Technology Division
• EVP Divisi Sistem & Kepatuhan • EVP Systems & Compliance Division
PELAKSANAAN TUGAS KOMITE RISIKO KONSTRUKSI IMPLEMENTATION OF THE DUTIES OF THE CONSTRUCTION RISK
COMMITTEE
Selama tahun 2025, Komite Risiko Konstruksi telah melakukan During 2025, the Construction Risk Committee conducted reviews
review dan tanggapan atas 134 Proyek. and provided responses on a total of 134 projects.
Komite KPI KPI Committee
TUGAS DAN TANGGUNG JAWAB KOMITE KPI DUTIES AND RESPONSIBILITIES OF THE KPI COMMITTEE
Komite KPI memiliki tugas dan tanggung jawab untuk memastikan The KPI Committee is responsible for ensuring that the formulation
penyusunan KPI dan penurunan KPI Korporasi ke KPI Direktorat dan of KPIs and the cascading of Corporate KPIs to Directorate and
Divisi dilakukan oleh unit Perusahaan yang bertanggung jawab dan Division KPIs are carried out by the responsible units within the
dapat tersusun secara komprehensif/menyeluruh dan terintegrasi Company. This process must be conducted in a comprehensive and
untuk memastikan target tercapai sesuai sasaran perusahan. integrated manner to ensure that targets are achieved in alignment
with the Company’s objectives.
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Tata Kelola Perusahaan
Corporate Governance
STRUKTUR KEANGGOTAAN KOMITE KPI KPI COMMITTEE MEMBERSHIP STRUCTURE
Koordinator KPI Korporasi : EVP Divisi Corporate Planning EVP Corporate Planning Division
Corporate KPI Coordinator
Koordinator KPI Direksi : EVP Sekretaris Perusahaan EVP Corporate Secretary
Board of Directors KPI
Coordinator
Koordinator KPI Unit Kerja : EVP Divisi Human Capital EVP Human Capital Division
Work Unit KPI Coordinator
Anggota : • EVP Divisi Sistem & Kepatuhan • EVP Systems & Compliance Division
Member • EVP Divisi Akuntansi & Keuangan • EVP Accounting & Finance Division
• EVP Divisi Pengelolaan Risiko • EVP Risk Management Division
• EVP Divisi QHSSE • EVP QHSSE Division
PELAKSANAAN TUGAS KOMITE KPI IMPLEMENTATION OF THE DUTIES OF THE KPI COMMITTEE
1. Melakukan verifikasi realisasi KPI Divisi tahun 2024 1. Conduct verification of the realization of Divisional KPIs for
2024.
2. Melakukan verifikasi rencana KPI Divisi tahun 2025 2. Conduct verification of the proposed Divisional KPI targets for
2025.
3. Menyusun dan mengusulkan KPI Direksi secara Individual 3. Formulate and propose Individual KPIs of the Board of Directors
kepada Direksi yang kemudian untuk disetujui Dewan to the Board of Directors, for subsequent approval by the Board
Komisaris tahun 2025 of Commissioners for 2025.
4. Melaksanakan monitoring realisasi KPI Direksi secara Individual 4. Conduct monitoring of the realization of Individual KPIs of the
Tahun 2025 Board of Directors for 2025.
5. Menyusun dan Mengusulkan KPI Korporasi 2025 5. Formulate and propose Corporate KPIs for 2025
6. Melaksanakan monitoring triwulanan realisasi KPI Korporasi 6. Conduct quarterly monitoring of the realization of Corporate
tahun 2025 KPIs for 2025
Komite Keberlanjutan Sustainability Committee
TUGAS DAN TANGGUNG JAWAB KOMITE KEBERLANJUTAN DUTIES AND RESPONSIBILITIES OF THE SUSTAINABILITY COMMITTEE
Adapun tugas dan tanggung jawab Sustainability Committee The duties and responsibilities of the Sustainability Committee are
sebagai berikut: as follows:
1. Tim Pengarah (Steering Committee): 1. Steering Committee:
a. Menetapkan program kerja Komite Keberlanjutan a. Establish the Sustainability Committee work program,
beserta target waktu dan output/outcome keberlanjutan including timelines and expected sustainability outputs/
perusahaan; outcomes for the Company;
b. Memberikan arahan strategis kepada Organizing Committee b. Provide strategic direction to the Organizing Committee
terkait kebijakan, prioritas, dan arah perusahaan dalam regarding policies, priorities, and the Company’s direction
penerapan prinsip keberlanjutan/ESG; in implementing sustainability/ESG principles;
c. Menetapkan keputusan strategis terkait implementasi c. Determine strategic decisions related to the implementation
roadmap keberlanjutan PT Hutama Karya (Persero), of PT Hutama Karya (Persero)’s sustainability roadmap,
termasuk hal-hal yang memerlukan persetujuan Direksi including matters requiring Board of Directors approval or
atau keputusan bersama lintas bidang/unit kerja di joint decisions across business functions/units within the
perusahaan dan anak perusahaan. Company and its subsidiaries.
2. Organizing Committee: 2. Organizing Committee:
a. Mengevaluasi usulan program kerja dari Core Workstream a. Evaluate proposed work programs from the Core
dan mengusulkannya kepada Tim Pengarah untuk Workstream and submit them to the Steering Committee
ditetapkan; for approval;
b. Melakukan evaluasi dan pemantauan atas implementasi b. Conduct evaluation and monitoring of the implementation
program keberlanjutan/ESG di seluruh unit kerja dan anak of sustainability/ESG programs across all business units
perusahaan; and subsidiaries;
c. Merekomendasikan konsep keputusan strategis kepada c. Provide recommendations on strategic decision concepts
Tim Pengarah terkait pelaksanaan inisiatif keberlanjutan, to the Steering Committee related to the implementation of
PT Hutama Karya (Persero)
2025 Annual Report 527
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termasuk pengelolaan risiko ESG, kepatuhan, dan sustainability initiatives, including ESG risk management,
pencapaian target kinerja keberlanjutan; compliance, and achievement of sustainability
performance targets;
d. Memberikan arahan/keputusan terkait pelaksanaan d. Provide direction/decisions on the implementation of
program keberlanjutan PT Hutama Karya (Persero), atas PT Hutama Karya (Persero)’s sustainability programs within
hal-hal yang menjadi lingkup kewenangan komite sesuai the scope of authority of the committee in accordance with
ketentuan perusahaan. Company regulations.
3. Technical Working Team : 3. Technical Working Team :
a. Menyusun program kerja keberlanjutan/ESG dan a. Develop sustainability/ESG work programs and submit
mengusulkannya kepada Organizing Committee; them to the Organizing Committee;
b. Melakukan koordinasi dengan unit kerja, anak perusahaan, b. Coordinate with business units, subsidiaries, and
dan pihak terkait lainnya dalam implementasi program other relevant parties in implementing the Company’s
keberlanjutan perusahaan; sustainability programs;
c. Mengimplementasikan program keberlanjutan yang telah c. Implement approved sustainability programs, including
disetujui, termasuk pengumpulan data, pemantauan KPI data collection, ESG KPI monitoring, risk assessment, and
ESG, penilaian risiko, dan pelaporan progres; progress reporting;
d. Melaporkan kepada Organizing Committee mengenai d. Report to the Organizing Committee on the implementation
pelaksanaan program keberlanjutan, termasuk hal-hal of sustainability programs, including matters requiring
yang memerlukan arahan/keputusan lebih lanjut dari further direction/decision from the Organizing Committee;
Organizing Committee;
e. Menunjuk dan/atau menggunakan konsultan, narasumber, e. Appoint and/or engage consultants, resource persons,
dan tim pendukung lainnya sesuai kebutuhan untuk and other supporting teams as needed to ensure smooth
mendukung kelancaran pelaksanaan program, atas implementation of programs, subject to approval by the
persetujuan Ketua komite; Committee Chair;
f. Melaksanakan tugas-tugas lain terkait implementasi f. Carry out other tasks related to the implementation of
pilar keberlanjutan (Environment, Social, Governance), sustainability pillars (Environmental, Social, Governance),
termasuk penyusunan laporan keberlanjutan tahunan including preparation of the annual Sustainability Report,
(Sustainability Report), pemenuhan regulasi/regulator, dan compliance with regulations/regulators, and support to
dukungan kepada unit kerja dalam penerapan kebijakan business units in implementing sustainability policies.
keberlanjutan.
Sustainability Committee senantiasa melaporkan implementasi The Sustainability Committee regularly reports sustainability
kinerja keberlanjutan kepada Direksi secara berkala. Selain itu, performance implementation to the Board of Directors. In addition,
pelaporan juga dapat dilakukan sewaktu-waktu sesuai kebutuhan, reporting may also be conducted at any time as needed, particularly
terutama dalam hal terdapat isu strategis atau risiko signifikan yang in the event of strategic issues or significant risks requiring
memerlukan perhatian manajemen. management attention.
STRUKTUR KEANGGOTAAN KOMITE KEBERLANJUTAN SUSTAINABILITY COMMITTEE MEMBERSHIP STRUCTURE
Nama Jabatan dalam Tim
No
Name Position in the Team
I Tim Pengarah (Steering Committee)
Steering Committee
1. Direktur Utama President Director Ketua Chairman
2. Wakil Direktur Utama Vice President Director Wakil Ketua Vice Chairman
3. Direktur Keuangan Finance Director Anggota Member
4. Direktur Operasi I Director of Operations I Anggota Member
5. Direktur Operasi II Director of Operations II Anggota Member
6. Direktur Operasi III Director of Operations III Anggota Member
7. Direktur Manajemen Risiko Risk Management Director Anggota Member
8. Direktur Human Capital & Legal Human Capital and Legal Director Anggota Member
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Tata Kelola Perusahaan
Corporate Governance
Nama Jabatan dalam Tim
No
Name Position in the Team
II Organizing Committee
Organizing Committee
1. EVP Sekretaris Perusahaan EVP Corporate Secretary Ketua Chairman
2. EVP Divisi QHSSE EVP QHSSE Division Wakil Ketua Vice Chairman
3. EVP Divisi Corporate Planning EVP Corporate Planning Division Anggota Member
4. EVP Divisi Akuntansi & Keuangan EVP Accounting and Finance Division Anggota Member
5. EVP Divisi Pengelolaan Risiko EVP Risk Management Division Anggota Member
6. EVP Divisi Sistem & Kepatuhan EVP Systems and Compliance Division Anggota Member
7. EVP Divisi Human Capital EVP Human Capital Division Anggota Member
8. EVP Divisi Legal EVP Legal Division Anggota Member
9. EVP Divisi Pengembangan Bisnis & Manajemen EVP Business Development and Portfolio Management Anggota Member
Portofolio Division
10. EVP Divisi Engineering & TI EVP Engineering and IT Division Anggota Member
11. EVP Divisi Sipil Umum EVP General Civil Division Anggota Member
12. EVP Divisi Gedung EVP Building Division Anggota Member
13. EVP Divisi EPC EVP EPC Division Anggota Member
14. EVP Divisi Perencanaan Jalan Tol EVP Toll Road Planning Division Anggota Member
15. EVP Divisi Pembangunan Jalan Tol EVP Toll Road Development Division Anggota Member
16. EVP Divisi Operasi & Pemeliharaan Jalan Tol EVP Toll Road Operation and Maintenance Division Anggota Member
17. Kepala Unit Pengadaan Head of Procurement Unit Anggota Member
III Technical Working Group
Technical Working Group
A. BIDANG LINGKUNGAN :
ENVIRONMENTAL:
1. VP Bagian HSSE (Divisi QHSSE) VP HSSE Unit (QHSSE Division) Ketua Chairman
2. VP Bagian Manajemen Risiko & Kontrak (Divisi VP Risk Management and Contract Unit (General Civil Anggota Member
Sipil Umum) Division)
3. VP Bagian Manajemen Risiko & Kontrak (Divisi VP Risk Management and Contract Unit (Building Anggota Member
Gedung) Division)
4. VP Manajemen Risiko & Kontrak (Divisi EPC) VP Risk Management and Contract Unit (EPC Division) Anggota Member
5. VP Manajemen Risiko & Kontrak (Divisi VP Risk Management and Contract Unit (Toll Road Anggota Member
Pembangunan Jalan Tol) Development Division)
6. VP Manajemen Risiko & Kontrak (Divisi Operasi & VP Risk Management and Contract Unit (Toll Road Anggota Member
Pemeliharaan Jalan Tol) Operation and Maintenance Division)
B. BIDANG SOSIAL :
SOCIAL:
1. Kepala Unit TJSL (Sekretaris Perusahaan) Head of TJSL Unit (Corporate Secretary Division) Ketua Chairman
2. VP Bagian Operasi HC (Divisi Human Capital) VP Human Capital Operations Unit (Human Capital Anggota Member
Division)
3. Kepala Unit Center of Excellence (Divisi Human Head of Center of Excellence Unit (Human Capital Anggota Member
Capital) Division)
C. BIDANG TATA KELOLA :
GOVERNANCE:
1. VP Bagian Tata Kelola Perusahaan & General VP Corporate Governance and General Affairs Unit Ketua Chairman
Affair (Sekretaris Perusahaan) (Corporate Secretary Division)
2. VP Bagian Kepatuhan (Divisi Sistem & VP Compliance Unit (Systems and Compliance Division) Anggota Member
Kepatuhan)
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PELAKSANAAN TUGAS KOMITE KEBERLANJUTAN IMPLEMENTATION OF THE DUTIES OF THE SUSTAINABILITY COMMITTEE
Tanggal
No Agenda Agenda
Date
29 Oktober 2025 Rapat Persetujuan RKA TJSL PT Hutama Karya (Persero) Meeting for the Approval of the TJSL Work Plan and Budget
1.
October,29, 2025 Tahun 2026 (RKA) of PT Hutama Karya (Persero) for 2026
Komite Sanksi Sanctions Committee
TUGAS DAN TANGGUNG JAWAB KOMITE SANKSI DUTIES AND RESPONSIBILITIES OF THE SANCTIONS COMMITTEE
Tugas dan Tanggung Jawab Komite Sanksi adalah: Duties and Responsibilities of the Sanctions Committee are:
1. Menerima rekomendasi atas laporan dugaan pelanggaran 1. Receive recommendations on reports of alleged violations by
oleh Karyawan dari pimpinan unit kerja dan/atau EVP Divisi Employees from the head of the work unit and/or EVP of the
terkait dan/atau EVP Divisi Human Capital dan/atau EVP Satuan relevant Division and/or EVP of the Human Capital Division and/
Pengawasan Intern dan/atau Direksi dan/atau WBS. or EVP of the Internal Audit Unit and/or the Board of Directors
and/or WBS.
2. Melakukan pemeriksaan, pembuktian atas dugaan pelanggaran 2. Conduct examinations, provide evidence of alleged violations
dan/atau memberikan pertimbangan atas hasil pemeriksaan, and/or provide considerations on the results of examinations,
pembuktian yang dilakukan oleh unit kerja. evidence conducted by the work unit.
3. Memberikan sanksi kepada Karyawan yang terbukti melakukan 3. Impart sanctions to Employees who are proven to have
pelanggaran. committed violations.
4. Menerima dan memproses banding dari Karyawan yang sudah 4. Receive and process appeals from Employees who have been
diberikan Sanksi oleh pimpinan unit kerja dan/atau EVP Divisi given Sanctions by the head of the work unit and/or EVP of the
Human Capital. Human Capital Division.
STRUKTUR KEANGGOTAAN KOMITE SANKSI SANCTIONS COMMITTEE MEMBERSHIP STRUCTURE
Keberadaan Komite Sanksi berjenjang dengan Susunan The existence of the Sanctions Committee is tiered with the
keanggotaan sebagai berikut: following membership structure:
A. Tingkat I A. Level I
Untuk melakukan pemeriksaan, pembuktian atas dugaan To conduct examinations, provide evidence of alleged violations
pelanggaran dan pemberian Sanksi kepada Karyawan/Pejabat and impose sanctions on Professional Employees/Officials III,
Profesional III yang beranggotakan: consisting of:
Ketua merangkap Anggota : Direktur Utama / Wakil Direktur Utama President Director / Vice President Director
Chairman concurrently Member
Anggota : • Direktur Human Capital & Legal; • Human Capital & Legal Director;
Member • Direktur Keuangan & Manajemen Risiko; • Finance & Risk Management Director;
• Direktur Pembina Karyawan terkait; • Relevant Director in Charge of Employee Development;
• EVP Satuan Pengawasan Intern; • EVP Internal Audit Unit;
• EVP Divisi Human Capital; • EVP Human Capital Division;
• EVP Divisi Legal; • EVP Legal Division;
• Ketua Umum DPP Sekar Hutama. • Chairman of the Central Executive Board (DPP) of Sekar
Hutama.
Anggota Komite Sanksi Tingkat I yang berhak memberikan voting Members of the Level I Sanctions Committee who are entitled to
suara hanya terbatas pada anggota Direksi, sedangkan anggota voting rights are limited to members of the Board of Directors, while
lainnya hanya berhak memberikan saran/pertimbangan dalam other members are only entitled to provide recommendations/
proses pengambilan keputusan (member non voting). considerations in the decision-making process (non-voting
members).
B. Tingkat II B. Level II
Untuk melakukan pemeriksaan, pembuktian atas dugaan To conduct examination and verification of alleged violations
pelanggaran dan pemberian Sanksi (kepada seluruh Karyawan and to impose sanctions (applicable to all Employees excluding
selain Pejabat Profesional III) yang beranggotakan: Professional Officers Level III), with the committee comprising:
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Tata Kelola Perusahaan
Corporate Governance
Ketua merangkap Anggota : Direktur Human Capital & Legal Human Capital & Legal Director
Chairman concurrently Member
Anggota : • EVP Satuan Pengawasan Intern; • EVP Internal Audit Unit;
Member • EVP Divisi Human Capital; • EVP Human Capital Division;
• EVP Divisi Legal; • EVP Legal Division;
• EVP Sekretaris Perusahaan; • EVP Corporate Secretary;
• EVP Divisi terkait; • EVP of the Relevant Division;
• Ketua Umum DPP Sekar Hutama. • Chairman of the Central Executive Board (DPP) of Sekar
Hutama.
PELAKSANAAN TUGAS KOMITE SANKSI IMPLEMENTATION OF THE SANCTIONS COMMITTEE’S DUTIES
Tanggal
No Agenda Agenda
Date
27 Oktober 2025 Tindaklanjut Sanksi Penyimpangan atas data kepegawaian Follow-up on Sanctions for Irregularities in Employee
1.
October 27, 2025 Karyawan yang disampaikan kepada Pihak Perusahaan Personnel Data Submitted to the Company
27 Oktober 2025 Penyimpangan terhadap Prosedur Manajemen Proyek pada Deviation from Project Management Procedures in Projects
2.
October 27, 2025 Proyek di Unit Kerja Divisi Gedung within the Building Division Work Unit
Deviation from Project Management Procedures in Joint
24 Desember 2025 Penyimpangan terhadap Prosedur Manajemen Proyek pada
3. Operation (KSO) Projects within the Building Division Work
October 24, 2025 Proyek KSO di Unit Kerja Divisi Gedung
Unit
Komite Talenta Talent Committee
TUGAS DAN TANGGUNG JAWAB KOMITE TALENTA TALENT COMMITTEE DUTIES AND RESPONSIBILITIES
Komite Talenta untuk Evaluasi Jabatan, Grade Karyawan, dan The Talent Committee for the Evaluation of Positions, Employee
Talent Pool Tingkatan Jabatan memiliki tugas dan wewenang untuk Grades, and Position-Level Talent Pool has the duties and authority
melakukan penilaian kompetensi/keahlian karyawan dalam bentuk to conduct assessments of employee competencies/expertise in the
wawancara dan atau presentasi sebagai bagian dari proses evaluasi form of interviews and/or presentations as part of the evaluation
jabatan, grade karyawan dan talent pool tingkat jabatan. process of positions, employee grades, and position-level talent
pool.
STRUKTUR KEANGGOTAAN KOMITE TALENTA TALENT COMMITTEE MEMBERSHIP STRUCTURE
Jenjang Tingkatan Jabatan Profesional III atau Executive Vice Position Level of Professional Officer III or equivalent to
President setingkat (BOD-1) Executive Vice President (BOD-1)
Ketua : Direktur Utama President Director
Chairman
Sekretaris : Direktur Human Capital & Legal Human Capital & Legal Director
Secretary
Anggota : • Wakil Direktur Utama; • Vice President Director;
Member • Direktur Keuangan; • Finance Director;
• Direktur Operasi I; • Operations Director I;
• Direktur Operasi II; • Operations Director II;
• Direktur Operasi III. • Operations Director III.
Jenjang Tingkatan Jabatan Profesional II atau Vice President Position Level of Professional Officer II or equivalent to Vice
setingkat (BOD-2) khusus yang berada di Direktorat Utama President (BOD-2), specifically within the President Directorate
Ketua : Wakil Direktur Utama Vice President Director
Chairman
Wakil Ketua Direktur Human Capital & Legal Human Capital & Legal Director
Vice Chairman
Sekretaris : EVP Divisi Human Capital EVP Human Capital Division
Secretary
Anggota : • EVP dari Unit Kerjanya • EVP from the respective Work Unit
Member • 3 (tiga) EVP dari Unit Kerja berbeda • 3 (three) EVPs from different Work Units
PT Hutama Karya (Persero)
2025 Annual Report 531
Page 532
Jenjang Tingkatan Jabatan Profesional I atau Manager Position Level of Professional Officer I or equivalent to Manager
setingkat (BOD-3) (BOD-3)
Ketua : Direktur Human Capital & Legal Human Capital & Legal Director
Chairman
Sekretaris : EVP Divisi Human Capital EVP Human Capital Division
Secretary
Anggota : • EVP dari Unit Kerjanya • EVP from the respective Work Unit
Member • 1 (satu) EVP dari Unit Kerja berbeda • 1 (one) EVP from a different Work Unit
• 1 (satu) SVP/VP dari Unit Kerjanya • 1 (one) SVP/VP from the respective Work Unit
Jenjang Tingkatan Jabatan Pratama III atau Assistant Manager Position Level of Junior Officer III or equivalent to Assistant
setingkat (BOD-4) Manager (BOD-4)
Ketua : EVP Divisi Human Capital EVP Human Capital Division
Chairman
Sekretaris : EVP dari Unit Kerjanya EVP from the respective Work Unit
Secretary
Anggota : • 1 (satu) SVP/VP dari Unit Kerjanya • 1 (one) SVP/VP from the respective Work Unit
Member • 2 (dua) SVP/VP dari Unit Kerja berbeda • 2 (two) SVP/VP from different Work Units
PELAKSANAAN TUGAS KOMITE TALENTA IMPLEMENTATION OF THE DUTIES OF THE TALENT COMMITTEE
Tanggal
No Agenda Agenda
Date
10 Juni 2025 Evaluasi Komite Talenta Promosi Jabatan Job Target ke Talent Committee Evaluation on Job Target Promotion to
1.
June 10, 2025 BOD-1 BOD-1
22 April -23 April 2025 Evaluasi Komite Talenta Promosi Jabatan Job Target ke Talent Committee Evaluation on Job Target Promotion to
2.
April 22 - April 23, 2025 BOD-2 BOD-2
27 Maret – 29 April 2025
Evaluasi Komite Talenta Promosi Jabatan Job Target ke Talent Committee Evaluation on Job Target Promotion to
3. March 27 – April 29,
BOD-3 BOD-3
2025
12 Maret-26 Maret 2025
Evaluasi Komite Talenta Promosi Jabatan Job Target ke Talent Committee Evaluation on Job Target Promotion to
4. March 12-March 26,
BOD-4 BOD-4
2025
17 September 2025 Evaluasi Komite Talenta Promosi Jabatan Job Target ke Talent Committee Evaluation on Job Target Promotion to
5.
September 17, 2025 BOD-1 BOD-1
24 September-02
Oktober 2025 Evaluasi Komite Talenta Promosi Jabatan Job Target ke Talent Committee Evaluation on Job Target Promotion to
6.
September 24-October BOD-2 BOD-2
2, 2025
13 November-19
Evaluasi Komite Talenta Promosi Jabatan Job Target ke Talent Committee Evaluation on Job Target Promotion to
7. November 2025
BOD-3 BOD-3
November 13-19, 2025
12 November,
20 November-25
November 2025 Evaluasi Komite Talenta Promosi Jabatan Job Target ke Talent Committee Evaluation on Job Target Promotion to
8.
November 12, BOD-4 BOD-4
November
20-November 25, 2025
Komite Pelindungan Data Pribadi Personal Data Protection Committee
TUGAS DAN TANGGUNG JAWAB KOMITE PELINDUNGAN DATA DUTIES AND RESPONSIBILITIES OF THE PERSONAL DATA
PRIBADI PROTECTION COMMITTEE
Tugas dan Tanggung Jawab Komite Pelindungan Data Pribadi, Duties and Responsibilities of the Personal Data Protection
sebagai berikut: Committee, as follows:
1. Mengawasi penerapan Undang-Undang Pelindungan Data 1. Oversee the implementation of the Personal Data Protection
Pribadi serta Peraturan pelaksanaannya di lingkungan Law and its implementing regulations within PT Hutama Karya
PT Hutama Karya (Persero). (Persero).
PT Hutama Karya (Persero)
532 Laporan Tahunan 2025
Page 533
Tata Kelola Perusahaan
Corporate Governance
2. Mengkoordinasikan, dan memantau pengumpul data, 2. Coordinate and monitor data collectors, data managers, data
pengelolaan data, pengontrol data, dan subjek data dalam controllers, and data subjects in all matters relating to the
semua hal yang berkaitan dengan Undang-Undang Pelindungan Personal Data Protection Law.
Data Pribadi.
3. Menetapkan, memantau dan mengatur standar pelindungan 3. Determine, monitor and regulate personal data protection
data pribadi. standards.
4. Memantau, menyelidiki, dan melaporkan kepatuhan terhadap 4. Monitor, investigate and report compliance with personal data
pelindungan data pribadi. protection.
5. Menerima dan menyelidiki keluhan terkait pelanggaran hak 5. Receive and investigate complaints regarding violations of data
subjek data berdasarkan Undang-undang Pelindungan Data subject rights under the Personal Data Protection Law.
Pribadi.
6. Memberikan panduan untuk pengumpulan data, pengelolaan 6. Provide guidance for data collection, data management, data
data, pengendalian data, dan subjek data tentang hak, control, and data subjects regarding the rights, obligations, and
kewajiban, dan tanggung jawab pelindungan data pribadi responsibilities for personal data protection under the Personal
berdasarkan Undang-Undang Pelindungan Data Pribadi. Data Protection Law.
7. Menyediakan single-point-of-contact (SPOC) ketika terjadi 7. Provide a single-point-of-contact (SPOC) when an incident
insiden terkait kebocoran data pribadi. occurs regarding a personal data leak.
8. Merencanakan tindak lanjut insiden mengenai pelindungan 8. Plan follow-up incidents regarding personal data protection if
data pribadi jika insiden tersebut tidak dapat diselesaikan oleh the incident cannot be resolved internally, through escalation
internal, melalui eskalasi insiden tersebut kepada pihak ketiga of the incident to a third party (if needed).
(jika dibutuhkan).
9. Melakukan tracking terhadap penyelesaian setiap insiden 9. Tracking the resolution of every incident related to personal
terkait kebocoran data pribadi, baik yang penyelesaiannya data leaks, whether the resolution is handled internally or
ditangani secara internal maupun dieskalasikan ke pihak escalated to a third party.
ketiga.
10. Komite Pelindungan Data Pribadi menetapkan jalur komunikasi 10. The Personal Data Protection Committee establishes the right
yang tepat dalam first support insiden mengenai pelindungan communication channel in first support incidents regarding
data pribadi. personal data protection.
11. Anggota Komite Pelindungan Data Pribadi melakukan analisis 11. Members of the Personal Data Protection Committee conduct
atas dampak dan rencana tindak lanjut yang diakibatkan dari analysis of the impact and follow-up plans resulting from the
terjadinya insiden pelindungan data pribadi. occurrence of personal data protection incidents.
12. Komite Pelindungan Data Pribadi memiliki kewenangan untuk 12. The Personal Data Protection Committee has the authority to
merencanakan investasi yang dibutuhkan dalam program kerja plan the investment needed in the personal data protection
pelindungan data pribadi. work program.
13. Menyusun strategi sosialisasi atas pedoman dan program kerja 13. Prepare a socialization strategy for the guidelines and work
pelindungan data pribadi. program for personal data protection.
14. Memastikan kecukupan sumber daya (people, process, 14. Ensure adequate resources (people, process, technology) for
technology) untuk pelaksanaan program kerja Pelindungan the implementation of the Personal Data Protection work
Data Pribadi. program.
STRUKTUR KEANGGOTAAN KOMITE PELINDUNGAN DATA PERSONAL DATA PROTECTION COMMITTEE MEMBERSHIP
PRIBADI STRUCTURE
Pengarah : • Direktur Operasi I • Operations Director I
Advisor • Direktur Human Capital & Legal • Human Capital & Legal Director
Ketua : EVP Divisi Engineering & Teknologi Informasi EVP Engineering & Information Technology Division
Chairman
Wakil Ketua : EVP Divisi Legal EVP Legal Division
Vice Chairman
Anggota : • EVP Sekretaris Perusahaan • EVP Corporate Secretary
Member • EVP Divisi Human Capital • EVP Human Capital Division
• EVP Divisi Legal • EVP Legal Division
• EVP Divisi Sistem dan Kepatuhan • EVP Systems & Compliance Division
• EVP Divisi Engineering & Teknologi Informasi • EVP Engineering & Information Technology Division
PT Hutama Karya (Persero)
2025 Annual Report 533
Page 534
PELAKSANAAN TUGAS KOMITE PELINDUNGAN DATA PRIBADI IMPLEMENTATION OF THE DUTIES OF THE PERSONAL DATA
PROTECTION COMMITTEE
1. Melakukan review secara berkala atas Master Plan TI agar 1. Conduct regular reviews of the IT Master Plan to ensure
sejalan dengan rencana strategis kegiatan usaha Perseroan. alignment with the Company's strategic business plan.
2. Memberikan arahan untuk efektivitas langkah-langkah 2. Provide guidance on the effectiveness of strategic measures to
strategis untuk meminimalkan risiko atas investasi Perseroan minimize risks to the Company's IT investments.
pada sektor TI.
3. Memberikan arahan untuk kelayakan investasi pada sektor 3. Provide guidance on the feasibility of IT investments that can
TI yang dapat memberikan kontribusi terhadap tercapainya contribute to achieving the Company's business objectives.
tujuan bisnis Perseroan.
4. Memberikan arahan atas perumusan kebijakan, standar, dan 4. Provide guidance on the formulation of key IT policies,
prosedur TI yang utama. standards, and procedures.
5. Memantau dan memastikan kesesuaian proyek-proyek TI yang 5. Monitor and ensure the alignment of approved IT projects with
disetujui dengan Master Plan TI. the IT Master Plan.
6. Memantau dan memastikan kesesuaian pelaksanaan proyek- 6. Monitor and ensure the alignment of IT project implementation
proyek TI dengan rencana proyek yang disepakati (project with the agreed project charter.
charter).
7. Memastikan terlaksanakanya pengawasan terhadap manfaat 7. Ensure oversight of IT benefits and capabilities.
dan kapabilitas TI.
8. Memantau dan memastikan kesesuaian antara Tl dengan 8. Monitor and ensure alignment between IT and the needs of
kebutuhan sistem informasi manajemen serta kebutuhan the management information system and the needs of the
kegiatan usaha Perseroan. Company's business activities.
9. Memantau kinerja TI dan upaya peningkatan kinerja. 9. Monitor IT performance and performance improvement efforts.
10. Memantau upaya penyelesaian berbagai masalah terkait TI, yang 10. Monitor efforts to resolve various IT-related issues that cannot
tidak dapat diselesaikan oleh satuan kerja pengguna, dan satuan be resolved by user work units and IT provider work units in an
kerja penyelenggara Tl secara efektif, efisien dan tepat waktu. effective, efficient, and timely manner.
11. Memastikan kecukupan dan alokasi sumber daya yang dimiliki 11. Ensure the adequacy and allocation of the Company's resources
Perseroan atas implementasi TI. for IT implementation.
12. Berperan sebagai Emergency Change Advisory Board 12. Serve as an Emergency Change Advisory Board to decide on the
untuk memutuskan pelaksanaan perubahan dengan implementation of changes, taking into account the impact on
mempertimbangkan dampak terhadap dukungan bisnis. business support.
Selama tahun 2025, Telah dilakukannya Penerapan Pelindungan During 2025, the Company implemented Personal Data Protection
Data Pribadi (PDP) di PT Hutama Karya (Persero) serta telah (PDP) at PT Hutama Karya (Persero) and conducted the
dilakukannya Sosialisasi Penerapan Pelindungan Data Pribadi dissemination of the implementation of Personal Data Protection
(PDP) di PT Hutama Karya (Persero). (PDP) within PT Hutama Karya (Persero).
Komite Pengarah Teknologi Informasi Information Technology Steering Committee
TUGAS DAN TAGGUNG JAWAB KOMITE PENGARAH TEKNOLOGI DUTIES AND RESPONSIBILITIES OF THE INFORMATION
INFORMASI TECHNOLOGY STEERING COMMITTEE
Tugas dan Tanggung Jawab Komite Pengarah Teknologi Informasi Duties and Responsibilities of the Information Technology Steering
PT Hutama Karya (Persero), sebagai berikut: Committee of PT Hutama Karya (Persero), as follows:
1. Melakukan review secara berkala atas Master Plan TI agar 1. Conducting periodic reviews of the IT Master Plan to be in line
sejalan dengan rencana strategis kegiatan usaha Perseroan. with the strategic plan of the Company’s business activities.
2. Memberikan arahan untuk efektivitas langkah-langkah 2. Provide direction for the effectiveness of strategic measures to
strategis untuk meminimalkan risiko atas investasi Perseroan minimize the risk of the Company’s investment in the IT sector.
pada sektor TI.
3. Memberikan arahan untuk kelayakan investasi pada sektor 3. Provide direction for the feasibility of investment in the IT
TI yang dapat memberikan kontribusi terhadap tercapainya sector that can contribute to the achievement of the Company’s
tujuan bisnis Perseroan. business objectives.
4. Memberikan arahan atas perumusan kebijakan, standar, dan 4. Provide direction on the formulation of key IT policies,
prosedur TI yang utama. standards and procedures.
5. Memantau dan memastikan kesesuaian proyek-proyek TI yang 5. Monitor and ensure the conformity of approved IT projects with
disetujui dengan Master Plan TI. the IT Master Plan.
PT Hutama Karya (Persero)
534 Laporan Tahunan 2025
Page 535
Tata Kelola Perusahaan
Corporate Governance
6. Memantau dan memastikan kesesuaian pelaksanaan proyek- 6. Monitor and ensure the conformity of the implementation of IT
proyek TI dengan rencana proyek yang disepakati (project projects with the agreed project plan (project charter).
charter).
7. Memastikan terlaksanakanya pengawasan terhadap manfaat 7. Ensure the implementation of supervision of IT benefits and
dan kapabilitas TI. capabilities.
8. Memantau dan memastikan kesesuaian antara Tl dengan 8. Monitor and ensure the compatibility of IT with the needs of
kebutuhan sistem informasi manajemen serta kebutuhan the management information system and the needs of the
kegiatan usaha Perseroan. Company’s business activities
9. Memantau kinerja TI dan upaya peningkatan kinerja. 9. Monitor IT performance and performance improvement efforts.
10. Memantau upaya penyelesaian berbagai masalah terkait TI, 10. Monitor efforts to resolve various IT-related problems, which
yang tidak dapat diselesaikan oleh satuan kerja pengguna, dan cannot be resolved by the user work unit and the Tl organizer
satuan kerja penyelenggara Tl secara efektif, efisien dan tepat work unit effectively, efficiently and in a timely manner.
waktu.
11. Memastikan kecukupan dan alokasi sumber daya yang dimiliki 11. Ensure the adequacy and allocation of resources owned by the
Perseroan atas implementasi TI. Company for IT implementation.
12. Berperan sebagai Emergency Change Advisory Board 12. Serve as Emergency Change Advisory Board to decide the
untuk memutuskan pelaksanaan perubahan dengan implementation of changes by considering the impact on
mempertimbangkan dampak terhadap dukungan bisnis. business support.
STRUKTUR KEANGGOTAAN KOMITE PENGARAH TEKNOLOGI MEMBERSHIP STRUCTURE OF INFORMATION TECHNOLOGY
INFORMAS STEERING COMMITTEE
I
Penasihat : • Direktur Utama • President Director
Advisor • Wakil Direktur Utama • Vice President Director
• Direktur Human Capital • Human Capital Director
Ketua : Direktur Operasi I Operations Director I
Chairman
Wakil Ketua : • Direktur Manajemen Risiko • Risk Management Director
Vice Chairman • Direktur Keuangan • Finance Director
Sekretariat : EVP Divisi Engineering dan Teknologi Informasi EVP Engineering and Information Technology Division
Secretariat
Anggota : • EVP Sekretaris Perusahaan • EVP Corporate Secretary
Member • EVP Divisi Human Capital • EVP Human Capital Division
• EVP Divisi Corporate Planning • EVP Corporate Planning Division
• EVP Divisi Akuntansi dan Keuangan • EVP Accounting and Finance Division
• EVP Divisi Pengelolaan Risiko • EVP Risk Management Division
• EVP Divisi Sistem dan Kepatuhan • EVP Systems and Compliance Division
PELAKSANAAN TUGAS KOMITE PENGARAH TEKNOLOGI IMPLEMENTATION OF THE DUTIES OF THE INFORMATION
INFORMASI TECHNOLOGY STEERING COMMITTEE
Tanggal
No Agenda Agenda
Date
Realisasi Pelaksanaan Inisiatif Teknologi Informasi Tahun Realization of the Implementation of Information
15 Mei 2025
1. 2024 & Penyusunan Rencana Pengembangan Teknologi Technology Initiatives for 2024 and Preparation of the
May 15, 2025
Informasi Tahun 2025 Information Technology Development Plan for 2025
11 Juli 2025 Realisasi Pelaksanaan Inisiatif Teknologi Informasi Triwulan Realization of the Implementation of Information
2.
July 11, 2025 2 Tahun 2025 Technology Initiatives for the Second Quarter of 2025
16 Oktober 2025 Realisasi Pelaksanaan Inisiatif Teknologi Informasi Triwulan Realization of the Implementation of Information
3.
October 16, 2025 3 Tahun 2025 Technology Initiatives for the Third Quarter of 2025
PT Hutama Karya (Persero)
2025 Annual Report 535
Page 536
Akuntan Publik Public Accountant
Penunjukan Akuntan Publik Appointment of Public Accountant
Perseroan telah menunjuk Kantor Akuntan Publik (KAP) Rintis, The Company has appointed the Public Accounting Firm (KAP)
Jumadi, Rianto, & Rekan (Firma anggota jaringan global Rintis, Jumadi, Rianto & Partners (a member firm of the global
PricewaterhouseCoopers). Penunjukkan tersebut berdasarkan PricewaterhouseCoopers network). This appointment was based
keputusan dalam RUPS untuk mengaudit laporan keuangan on a resolution from the General Meeting of Shareholders (GMS)
konsolidasi Hutama Karya. Penunjukan KAP tersebut telah to audit the consolidated financial statements of Hutama Karya.
memperhatikan ketentuan- ketentuan yang berlaku. Selain itu, The appointment of this public accounting firm complies with the
Komite Audit melakukan evaluasi terhadap pelaksanaan pemberian applicable regulations. Additionally, the Audit Committee conducts
jasa audit atas informasi keuangan historis tahunan oleh KAP. an evaluation of the audit services provided for the annual historical
financial information by the public accounting firm.
Kantor Akuntan Publik, Nama Akuntan dan Fee Public Accounting Firm, Accountant Name, and
Fees
Tabel Kantor Akuntan Publik, Nama Akuntan dan Fee
Table of Public Accounting Firm, Accountant Name, and Fees
Nama Akuntan (Partner Fee Jasa Audit
Tahun Kantor Akuntan Publik Periode KAP Penanggung Jawab) Periode AP (Rp Miliar)
Years Public Accounting Firm KAP Period Name of Accountant (Partner in AP Period Audit Fee
Charge) (Rp Billion)
KAP Rintis, Jumadi, Rianto & Rekan Periode 3
(PwC) 3rd Period Periode 5
2025 Yusron 15,7
KAP Rintis, Jumadi, Rianto & 5th Period
Partners (PwC)
KAP Rintis, Jumadi, Rianto & Rekan Periode 2
(PwC) 2nd Period Periode 4
2024 Yusron 13,2
KAP Rintis, Jumadi, Rianto & 4th Period
Partners (PwC)
KAP Tanudiredja, Wibisana, Periode 1
Rintis, & Rekan (PwC) 1st Period Periode 3
2023 Yusron 13,7
KAP Tanudiredja, Wibisana, 3rd Period
Rintis & Patners (PwC)
KAP Kosasih, Nurdiyaman,
Mulyadi, Tjahjo, & Rekan
(Firma anggota jaringan
global Crowe) Periode 1 Periode 1
2022 Ali Hery 4,8
KAP Kosasih, Nurdiyaman, 1st Period 1st Period
Mulyadi, Tjahjo & Patners
(Firma global network members
Crowe)
KAP Tanudiredja, Wibisana, Periode 5
Rintis, & Rekan (PwC) 5th Period Periode 2
2021 Yusron Fauzan 9,2
KAP Tanudiredja, Wibisana, 2nd Period
Rintis & Patners (PwC)
KAP Tanudiredja, Wibisana, Periode 4
Rintis, & Rekan (PwC) 4th Period Periode 1
2020 Chrisna A. Wardhana 9,9
KAP Tanudiredja, Wibisana, 1st Period
Rintis & Patners (PwC)
Jasa Lain yang Diberikan Akuntan Other Services Provided by Accountants
Selama tahun 2025, tidak terdapat jasa lain yang diberikan akuntan. During 2025, there were no other services provided by the external
auditor.
PT Hutama Karya (Persero)
536 Laporan Tahunan 2025
Page 537
Tata Kelola Perusahaan
Corporate Governance
Sistem Pengendalian Internal Internal Control System
Perusahaan telah menerapkan Sistem Pengendalian Internal The Company has implemented an integrated and sustainable
Perusahaan (SPIP) secara terintegrasi dan berkelanjutan dalam Internal Control System (Sistem Pengendalian Internal Perusahaan/
seluruh aktivitas operasional guna memastikan tercapainya tujuan SPIP) across all operational activities to ensure the achievement of
organisasi secara efektif, efisien, dan akuntabel. Penerapan SPIP organizational objectives in an effective, efficient, and accountable
didukung oleh berbagai kebijakan dan perangkat pengendalian, manner. The implementation of SPIP is supported by various policies
antara lain kebijakan Sistem Pengendalian Internal (SPI) yang telah and control instruments, including the Internal Control System (SPI)
diperbaharui dan disahkan melalui Surat Keputusan Direksi Nomor policy which has been updated and ratified through the Board of
DU/SPI.5197.6/KPTS/113/XII/2024 tanggal 18 Desember 2024, Directors’ Decree Number DU/SPI.5197.6/KPTS/113/XII/2024 dated
Pedoman Good Corporate Governance (GCG Code) Perusahaan, December 18, 2024, the Company’s Good Corporate Governance (GCG
serta implementasi Internal Control Over Financial Reporting (tran) Code) Guidelines, as well as the implementation of Internal Control
berdasarkan Keputusan Direksi tanggal 29 November 2024 Nomor Over Financial Reporting (ICoFR) based on the Board of Directors’
DU/SK.4989.3/KPTS/109.2/XI/2024 yang kemudian diperbarui Decree dated November 29, 2024 Number DU/SK.4989.3/KPTS/109.2/
melalui Keputusan Direksi Nomor SK-39/HK/V/2025. Selain itu, XI/2024, which was subsequently updated through Board of Directors’
penerapan SPIP juga didukung oleh kebijakan manajemen risiko Decree Number SK-39/HK/V/2025. In addition, the implementation
perusahaan yang ditetapkan melalui Surat Keputusan Direksi of SPIP is also supported by the Company’s risk management policy
nomor 3400/KPTS/58.2/VII/2023. Seluruh penerapan tersebut as stipulated under the Board of Directors’ Decree Number 3400/
dilaksanakan dengan mengacu pada ketentuan peraturan KPTS/58.2/VII/2023. All of these implementations are carried out
perundang-undangan yang berlaku serta selaras dengan prinsip- with reference to the prevailing laws and regulations and are aligned
prinsip dalam COSO Internal Control Framework, yang mencakup with the principles set forth in the COSO Internal Control Framework,
lingkungan pengendalian, penilaian risiko, aktivitas pengendalian, which encompass the control environment, risk assessment, control
informasi dan komunikasi, serta pemantauan. Melalui implementasi activities, information and communication, and monitoring. Through
ini, Perusahaan berupaya menjaga keandalan pelaporan keuangan, this implementation, the Company seeks to maintain the reliability of
kepatuhan terhadap regulasi, serta perlindungan aset dan financial reporting, compliance with regulations, and the safeguarding
kepentingan pemangku kepentingan. of assets and stakeholders’ interests.
Tujuan Pengendalian Control Objectives
1. Tujuan Operasional 1. Operational Objectives
Pengendalian internal bertujuan untuk meningkatkan Internal control is intended to enhance the effectiveness and
efektivitas dan efisiensi seluruh kegiatan operasional efficiency of all operational activities of the Company, including
perusahaan, termasuk dalam pengelolaan sumber daya dan the management of resources and cost control, in order to
pengendalian biaya, guna mendukung pencapaian tujuan support the achievement of organizational objectives.
organisasi.
2. Tujuan Pelaporan 2. Reporting Objectives
Pengendalian internal bertujuan untuk memastikan keandalan, Internal control is intended to ensure the reliability, accuracy,
akurasi, dan ketepatan waktu informasi, khususnya dalam and timeliness of information, particularly in financial
laporan keuangan dan laporan manajemen, sehingga dapat statements and management reports, so that such information
dipercaya dan tidak menyesatkan para pemangku kepentingan. is reliable and not misleading to stakeholders.
3. Tujuan Kepatuhan 3. Compliance Objectives
Pengendalian internal bertujuan untuk memastikan kepatuhan Internal control is intended to ensure the Company’s
perusahaan terhadap peraturan perundang-undangan yang compliance with prevailing laws and regulations, regulatory
berlaku, ketentuan dari regulator, serta kebijakan internal yang requirements, and established internal policies
telah ditetapkan
Sistem Pengendalian Internal Perseroan Company’s Internal Control System
Kerangka konseptual pengendalian internal COSO sebagai kerangka The COSO conceptual framework serves as a comprehensive
kerja yang komprehensif untuk mengukur efektivitas pengendalian framework for measuring the effectiveness of internal control. It
internal terdiri dari 5 (lima) komponen, yaitu: consists of five (5) components:
1. Lingkungan Pengendalian (Control Environment); 1. Control Environment;
2. Penilaian Risiko (Risk Assessment); 2. Risk Assessment;
3. Kegiatan Pengendalian (Control Activites); 3. Control Activities;
4. Informasi dan Komunikasi (Information & Communication); 4. Information & Communication;
5. Pemantauan dan Evaluasi (Monitoring). 5. Monitoring and Evaluation.
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Lingkungan Pengendalian (Control Environment) Control Environment
Lingkungan pengendalian merupakan fondasi utama dalam sistem The control environment constitutes the primary foundation of the
pengendalian internal yang berperan dalam menciptakan budaya, internal control system, playing a critical role in establishing the
nilai, dan suasana pengendalian di dalam perusahaan, serta secara culture, values, and control atmosphere within the Company, and
langsung mempengaruhi tingkat kesadaran, integritas, dan perilaku directly influencing the level of awareness, integrity, and behavior
seluruh personel terhadap pentingnya pengendalian. Lingkungan of all personnel regarding the importance of control. The control
pengendalian tidak hanya mencerminkan komitmen manajemen environment not only reflects top management’s commitment
puncak terhadap tata kelola yang baik, namun juga menjadi dasar to good governance, but also serves as the basis for fostering
dalam membentuk disiplin organisasi, kejelasan struktur, serta organizational discipline, clarity of structure, and consistency
konsistensi dalam penerapan kebijakan dan prosedur. Dalam in the implementation of policies and procedures. In a broader
kerangka yang lebih luas, lingkungan pengendalian didefinisikan context, the control environment is defined as a set of standards,
sebagai seperangkat standar, proses, dan struktur yang dirancang processes, and structures designed to provide a robust foundation
untuk memberikan landasan yang kuat dalam pelaksanaan for the comprehensive implementation of internal control across all
pengendalian internal secara menyeluruh di seluruh lini organisasi, levels of the organization, thereby supporting the achievement of
sehingga mampu mendukung pencapaian tujuan perusahaan the Company’s objectives in an effective, efficient, and compliant
secara efektif, efisien, dan sesuai dengan ketentuan yang berlaku. manner.
Untuk memastikan lingkungan pengendalian dapat terwujud To ensure that the control environment is effectively established,
secara optimal, perusahaan perlu menegakkan dan menjalankan the Company is required to uphold and implement key principles
prinsip-prinsip utama yang menjadi pilar dalam pengendalian that serve as the pillars of internal control. These principles are
internal. Prinsip-prinsip tersebut selaras dengan kerangka Model aligned with the Three Lines Model, which emphasizes a clear
Tiga Lini (Three Lines Model), yang menekankan pembagian delineation of roles and responsibilities among the operational line
peran dan tanggung jawab secara jelas antara lini operasional (lini (first line), risk management and oversight functions (second line),
pertama), fungsi pengawasan dan manajemen risiko (lini kedua), and independent assurance functions (third line). In this context,
serta fungsi assurance independen (lini ketiga). Dalam konteks there are five key principles that must be consistently implemented
tersebut, terdapat lima prinsip utama yang harus diterapkan by the Company to strengthen the control environment, as follows:
secara konsisten oleh perusahaan guna memperkuat lingkungan
pengendalian, yaitu:
1. Prinsip 1: Tanggung jawab terhadap integritas dan nilai-nilai 1. Principle 1: Responsibility for integrity and ethical values
etika
Perusahaan menetapkan dan menegakkan standar integritas The Company establishes and enforces standards of integrity
serta nilai-nilai etika yang menjadi pedoman perilaku bagi and ethical values that serve as guidelines for the conduct of
seluruh insan perusahaan. Hal ini diwujudkan melalui all personnel. This is implemented through policies, a code
kebijakan, kode etik, serta keteladanan dari manajemen of conduct, and exemplification by top management (tone at
puncak (tone at the top) yang secara konsisten mendorong the top), which consistently promotes a culture of honesty,
budaya kejujuran, transparansi, dan kepatuhan terhadap transparency, and compliance with prevailing regulations.
peraturan yang berlaku.
2. Prinsip 2: Tanggung jawab dalam mengawasi sistem 2. Principle 2: Responsibility for overseeing the internal control
pengendalian internal system
Manajemen dan pihak yang bertanggung jawab atas tata Management and those charged with governance, including
kelola, termasuk Dewan Komisaris dan Komite Audit, memiliki the Board of Commissioners and the Audit Committee, play
peran aktif dalam melakukan pengawasan terhadap efektivitas an active role in overseeing the effectiveness of the internal
sistem pengendalian internal. Pengawasan ini mencakup control system. Such oversight encompasses the design,
perancangan, implementasi dan pemantauan berkelanjutan, implementation, and continuous monitoring, periodic
evaluasi berkala, serta tindak lanjut atas temuan untuk evaluation, and follow-up of findings to ensure that controls
memastikan bahwa pengendalian berjalan sesuai dengan operate in line with their intended objectives.
tujuan yang ditetapkan.
3. Prinsip 3: Menetapkan struktur, kewenangan, dan tanggung 3. Principle 3: Establishing structure, authority, and responsibility
jawab dalam perusahaan within the Company
Perusahaan menetapkan struktur organisasi yang jelas dan The Company establishes a clear and well-documented
terdokumentasi, termasuk pembagian kewenangan dan organizational structure, including a definitive allocation
tanggung jawab yang tegas pada setiap fungsi dan level of authority and responsibilities at each function and
organisasi. Kejelasan ini penting untuk menghindari tumpang organizational level. Such clarity is essential to prevent
tindih peran, memperkuat akuntabilitas, serta memastikan overlap of roles, strengthen accountability, and ensure that
bahwa setiap proses bisnis berjalan secara efektif dan each business process operates effectively and in a controlled
terkendali. manner.
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4. Prinsip 4: Komitmen terhadap kompetensi personel 4. Principle 4: Commitment to personnel competence
Perusahaan menunjukkan komitmen dalam memastikan The Company demonstrates its commitment to ensuring that
bahwa setiap personel memiliki kompetensi yang memadai all personnel possess adequate competence in accordance
sesuai dengan peran dan tanggung jawabnya Hal ini dilakukan with their respective roles and responsibilities. This is achieved
melalui proses rekrutmen yang selektif, pengembangan through selective recruitment processes, capacity development
kapasitas melalui pelatihan, serta evaluasi kinerja yang through training, and continuous performance evaluation to
berkelanjutan guna mendukung efektivitas pelaksanaan support the effective implementation of internal control.
pengendalian internal.
5. Prinsip 5: Menugaskan personel yang bertanggung jawab 5. Principle 5: Assigning accountable personnel for achieving
mencapai tujuan sistem pengendalian internal internal control objectives
Perusahaan menetapkan secara jelas penanggung jawab The Company clearly assigns responsibility for each control
atas setiap aktivitas pengendalian dan pencapaian tujuan activity and the achievement of internal control objectives.
pengendalian internal. Penugasan ini disertai dengan Such assignments are supported by measurable accountability
mekanisme akuntabilitas yang terukur, sehingga setiap mechanisms, ensuring that each individual understands
individu memahami perannya dalam menjaga efektivitas their role in maintaining the effectiveness of control and is
pengendalian serta bertanggung jawab atas hasil yang dicapai, accountable for the results achieved, including in reporting and
termasuk dalam hal pelaporan dan tindak lanjut atas risiko follow-up of identified risks.
yang teridentifikasi.
Penilaian Risiko (Risk Assessment) Risk Assessment
Penilaian risiko merupakan suatu proses yang dinamis, sistematis, Risk assessment constitutes a dynamic, systematic, and iterative
dan berulang (iteratif) dalam mengidentifikasi, menganalisis, serta process in identifying, analyzing, and evaluating risks that are
mengevaluasi risiko-risiko yang relevan terhadap pencapaian relevant to the achievement of the Company’s objectives. This
tujuan perusahaan. Proses ini dilakukan baik pada tingkat entitas process is carried out at both the entity level and the process/
(entity level) maupun tingkat aktivitas/transaksional (process level), transactional level, enabling the Company to comprehensively
sehingga perusahaan dapat memahami secara menyeluruh potensi understand potential events that may hinder the achievement
kejadian yang dapat menghambat pencapaian tujuan strategis, of strategic, operational, reporting, and compliance objectives.
operasional, pelaporan, maupun kepatuhan. Melalui penilaian Through effective risk assessment, management is able to determine
risiko yang efektif, manajemen dapat menetapkan respons yang appropriate responses, including the design and strengthening of
tepat, termasuk perancangan dan penguatan pengendalian internal internal controls to mitigate such risks to an acceptable level.
untuk memitigasi risiko tersebut pada tingkat yang dapat diterima.
Prinsip-prinsip yang mendukung penilaian risiko: Principles supporting risk assessment:
1. Prinsip 6: Menetapkan tujuan sistem pengendalian internal 1. Principle 6: Establishing internal control system objectives
Perusahaan menetapkan tujuan yang jelas, spesifik, dan terukur The Company establishes clear, specific, and measurable
sebagai dasar dalam pelaksanaan penilaian risiko. Tujuan objectives as the basis for conducting risk assessment. These
tersebut mencakup aspek operasional, pelaporan keuangan, objectives encompass operational aspects, financial reporting,
serta kepatuhan terhadap peraturan, sehingga menjadi acuan and regulatory compliance, thereby serving as a reference
dalam mengidentifikasi dan mengevaluasi risiko yang dapat for identifying and evaluating risks that may affect their
mempengaruhi pencapaiannya. achievement.
2. Prinsip 7: Mengidentifikasi dan menganalisis risiko 2. Principle 7: Identifying and analyzing risks
Perusahaan secara sistematis mengidentifikasi risiko-risiko The Company systematically identifies relevant risks arising
yang relevan baik yang berasal dari faktor internal maupun from both internal and external factors, and performs an
eksternal, serta melakukan analisis atas kemungkinan dan analysis of the likelihood and impact of such risks. The results
dampak dari risiko tersebut. Hasil analisis ini digunakan untuk of this analysis are used to determine the level of risk and the
menentukan tingkat risiko dan prioritas penanganannya. priority for its mitigation.
3. Prinsip 8: Melakukan penilaian atas risiko kecurangan (fraud 3. Principle 8: Assessing fraud risk
risk)
Perusahaan secara khusus mempertimbangkan potensi The Company specifically considers the potential occurrence
terjadinya kecurangan dalam proses penilaian risiko, termasuk of fraud in the risk assessment process, including the risk of
risiko manipulasi laporan keuangan, penyalahgunaan aset, financial statement manipulation, misappropriation of assets,
serta Pengabaian pengendalian oleh manajemen. Penilaian and management override of controls. This assessment
ini dilakukan dengan memperhatikan faktor pendorong takes into account the driving factors (incentive/pressure),
(incentive/pressure), peluang (opportunity), dan rasionalisasi opportunities, and rationalization that may give rise to fraud.
(rationalization) yang dapat memicu terjadinya fraud.
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4. Prinsip 9: Mengidentifikasi dan menganalisis perubahan- 4. Principle 9: Identifying and analyzing significant changes
perubahan yang signifikan
Perusahaan secara berkelanjutan memantau dan mengevaluasi The Company continuously monitors and evaluates significant
perubahan signifikan, baik yang berasal dari lingkungan changes arising from both internal factors (such as changes in
internal (misalnya perubahan struktur organisasi, sistem, atau organizational structure, systems, or business processes) and
proses bisnis) maupun eksternal (misalnya regulasi, kondisi external factors (such as regulations, economic conditions, or
ekonomi, atau teknologi). Perubahan tersebut dianalisis technology). Such changes are analyzed as part of the ICoFR
dalam salah satu tahapan ICOFR (Implementasi & Pemantauan (Implementation and Ongoing Monitoring) process to ensure
Berkelanjutan) untuk memastikan bahwa risiko baru atau that new risks or changes in existing risk levels can be promptly
perubahan tingkat risiko yang ada dapat segera diidentifikasi identified and appropriately addressed.
dan direspons secara tepat.
Kegiatan Pengendalian (Control Activities) - Control Activities – Financial and Operational Controls
Pengendalian Keuangan dan Operasional
Aktivitas pengendalian adalah tindakan-tindakan yang ditetapkan Control activities are policies and procedures designed to
melalui kebijakan-kebijakan dan prosedur-prosedur yang ensure management directives are implemented to mitigate
membantu memastikan bahwa arahan manajemen untuk risks and achieve objectives. These activities occur at all levels
mengurangi risiko terhadap pencapaian tujuan dilakukan. Aktivitas of the organization, throughout business processes, and within
pengendalian dilakukan pada semua tingkat entitas, pada berbagai technological environments.
tahap dalam proses bisnis, dan atas lingkungan teknologi.
Aktivitas pengendalian memiliki berbagai macam tujuan dan Control activities serve various purposes and apply across different
diterapkan dalam berbagai tindakan dan fungsi organisasi. Aktivitas organizational functions, including authorization, verification,
pengendalian meliputi kegiatan yang berbeda, seperti: otorisasi, reconciliation, performance analysis, safeguarding company assets,
verifikasi, rekonsiliasi, analisis, prestasi kerja, menjaga keamanan and segregation of duties.
harta perusahaan dan pemisahan fungsi.
Prinsip prinsip dalam perusahaan yang mendukung aktivitas Principles that support control activities:
pengendalian yaitu sebagai berikut:
1. Prinsip 10: Menentukan dan merancang aktivitas pengendalian 1. Principle 10: Determining and designing internal control
internal untuk memitigasi risiko activities to mitigate risks
Perusahaan menetapkan dan merancang aktivitas The Company establishes and designs appropriate and
pengendalian internal yang tepat dan proporsional untuk proportionate internal control activities to mitigate risks
memitigasi risiko yang dalam setiap aktivitas, sehingga risiko within each activity, such that such risks can be managed
tersebut dapat dikelola pada tingkat yang dapat diterima. at an acceptable level. Control activities are designed by
Aktivitas pengendalian dirancang dengan mempertimbangkan taking into account the nature, complexity, and materiality
sifat, kompleksitas, dan tingkat materialitas risiko, serta level of the risks, and encompass various forms of controls,
mencakup berbagai bentuk pengendalian seperti preventif, including preventive, detective, and corrective controls. These
detektif, dan korektif. Pengendalian tersebut diintegrasikan controls are integrated into key business processes to ensure
ke dalam proses bisnis utama agar dapat berjalan secara their effective implementation and to support the overall
efektif dan mendukung pencapaian tujuan perusahaan secara achievement of the Company’s objectives.
keseluruhan.
2. Prinsip 11: Menentukan dan merancang aktivitas pengendalian 2. Principle 11: Determining and designing internal control
internal terkait teknologi activities related to technology
Perusahaan menetapkan dan merancang pengendalian The Company establishes and designs adequate internal
internal yang memadai atas penggunaan teknologi informasi controls over the use of information technology to support the
untuk mendukung keandalan proses bisnis dan pelaporan reliability of business processes and financial reporting. These
keuangan. Pengendalian ini mencakup aspek general kontrol controls include aspects of IT General Controls (ITGC), such
teknologi informasi (IT General Controls/ITGC) seperti as access management, system changes, data security, and
pengelolaan akses, perubahan sistem, keamanan data, serta system continuity, as well as application controls that ensure
keberlangsungan sistem, maupun application controls yang the accuracy, completeness, and validity of data processed
memastikan keakuratan, kelengkapan, dan validitas data yang by the system. Through the implementation of effective
diproses oleh sistem. Dengan adanya pengendalian terkait technology-related controls, the Company is able to minimize
teknologi yang efektif, perusahaan dapat meminimalkan risiko the risk of errors, misuse, and system disruptions that may
kesalahan, penyalahgunaan, maupun gangguan sistem yang affect the integrity of information.
dapat mempengaruhi integritas informasi.
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3. Prinsip 12: Merancang aktivitas pengendalian internal melalui 3. Principle 12: Designing internal control activities through the
penyusunan kebijakan dan prosedur development of policies and procedures
Perusahaan merancang dan mendokumentasikan aktivitas The Company designs and documents internal control activities
pengendalian internal dalam bentuk kebijakan dan prosedur in the form of clear, structured, and easily understandable
yang jelas, terstruktur, dan mudah dipahami oleh seluruh pihak policies and procedures for all relevant parties, as well as in
terkait serta dalam bentuk flowchart untuk masing-masing the form of flowcharts for each key business process. Such
proses bisnis yang dianggap penting. Pedoman, prosedur, guidelines, procedures, work instructions, and ICoFR design
instruksi kerja dan desain ICOFR tersebut menjadi acuan dalam serve as references for the day-to-day implementation
pelaksanaan pengendalian internal sehari-hari, termasuk of internal controls, including the determination of
penetapan tanggung jawab, alur proses, serta mekanisme responsibilities, process flows, and mechanisms for the
pelaksanaan dan pengawasan kontrol. Selain itu, perusahaan execution and supervision of controls. In addition, the
memastikan bahwa Pedoman, prosedur dan instruksi kerja Company ensures that such guidelines, procedures, and
tersebut dikomunikasikan secara efektif, diterapkan secara work instructions are effectively communicated, consistently
konsisten, serta ditinjau dan diperbarui secara berkala untuk implemented, and periodically reviewed and updated to align
menyesuaikan dengan perubahan kondisi bisnis, regulasi, dan with changes in business conditions, regulations, and the risks
risiko yang dihadapi. faced.
Tiap-tiap jabatan di dalam Perseroan melaksanakan sistem Each position within the Company implements the internal
pengendalian internal sesuai dengan kerangka Model Tiga Lini control system in accordance with the Three Lines Model, which
(Three Lines Model), yang mencakup pengendalian keuangan encompasses financial and operational controls with distinct
dan operasional dengan tanggung jawab yang berbeda-beda. roles and responsibilities. Notwithstanding the foregoing, its
Meskipun demikian, pelaksanaannya tetap terintegrasi pada implementation remains integrated across all levels of the
setiap level entitas. entity.
Dewan Komisaris Board of Commissioners
Dewan Komisaris/Dewan Pengawas berperan memastikan The Board of Commissioners/Supervisory Board is responsible
tersedianya struktur dan proses tata kelola yang memadai serta for ensuring the availability of adequate governance structures
keselarasan tujuan dan aktivitas perusahaan dengan kepentingan and processes, as well as the alignment between the Company’s
para pemangku kepentingan, sekaligus menjalankan fungsi objectives and activities with the interests of its stakeholders, while
pengawasan secara independen terhadap kinerja manajemen. exercising independent oversight over management performance.
Melalui pelaksanaan langsung maupun dukungan Komite Audit, Through direct execution and/or with the support of the Audit
Dewan Komisaris/Dewan Pengawas mengawasi efektivitas sistem Committee, the Board of Commissioners/Supervisory Board
pengendalian internal, termasuk implementasi ICOFR, untuk oversees the effectiveness of the internal control system, including
memastikan keandalan pelaporan keuangan serta mencegah the implementation of ICoFR, to ensure the reliability of financial
potensi penyimpangan atau perilaku tidak etis, sehingga tata kelola reporting and to prevent potential irregularities or unethical
perusahaan dapat berjalan secara efektif dan akuntabel. conduct, thereby enabling corporate governance to operate
effectively and accountably.
Lini Pertama First Line
Peran Lini Pertama dilaksanakan oleh unit, fungsi, atau komponen The First Line role is carried out by units, functions, or business
bisnis yang menjalankan aktivitas operasional sehari-hari components that perform the Company’s day-to-day operational
perusahaan. Lini ini merupakan pihak yang secara langsung activities. This line directly owns, manages, and is accountable
memiliki, mengelola, dan bertanggung jawab atas risiko yang timbul for the risks arising from its activities. In performing its role, the
dari aktivitas yang dilakukannya. Dalam menjalankan perannya, Lini First Line is responsible for identifying, assessing, and controlling
Pertama bertanggung jawab untuk mengidentifikasi, menilai, dan risks, as well as developing and implementing adequate policies,
mengendalikan risiko, serta menyusun dan mengimplementasikan procedures, and internal controls. In addition, the First Line ensures
kebijakan, prosedur, dan kontrol internal yang memadai. Selain itu, that all operational activities are conducted in alignment with the
Lini Pertama juga memastikan bahwa seluruh aktivitas operasional Company’s objectives, prevailing regulations, and principles of
berjalan secara konsisten dengan tujuan perusahaan, ketentuan good governance.
yang berlaku, serta prinsip tata kelola yang baik.
Lini Kedua Second Line
Peran Lini Kedua adalah memberikan dukungan, asistensi, The Second Line role provides support, assistance, and oversight
serta fungsi pengawasan (oversight) kepada Lini Pertama dalam functions to the First Line in managing risks and ensuring the
mengelola risiko dan memastikan efektivitas pengendalian effectiveness of internal controls. The Second Line forms part of
internal. Lini Kedua merupakan bagian dari fungsi manajemen management functions responsible for establishing frameworks,
yang memiliki tanggung jawab dalam merumuskan kerangka policies, methodologies, and guidelines related to risk management
kerja, kebijakan, metodologi, serta pedoman terkait manajemen and internal control, including the implementation of ICoFR.
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risiko dan pengendalian internal, termasuk implementasi Notwithstanding its oversight role, the Second Line remains within
ICOFR. Meskipun memiliki peran pengawasan, Lini Kedua tetap the management structure and is therefore not fully independent.
berada dalam struktur manajemen sehingga tidak sepenuhnya Examples of Second Line functions include risk management and the
independen. Contoh fungsi pada Lini Kedua antara lain fungsi ICoFR management unit. Accordingly, the Second Line is required
manajemen risiko dan unit pengelola ICOFR. Oleh karena itu, Lini to ensure the availability of adequate resources, competencies,
Kedua perlu memastikan ketersediaan sumber daya, kompetensi, and capabilities to effectively perform its role in supporting the
serta kapabilitas yang memadai agar dapat menjalankan perannya implementation of internal control across the organization.
secara efektif dalam mendukung implementasi pengendalian
internal di seluruh organisasi.
Lini Ketiga Third Line
Peran Lini Ketiga dilaksanakan oleh fungsi Audit Internal yang The Third Line role is performed by the Internal Audit function, which
bertugas memberikan jasa assurance dan konsultasi secara provides independent and objective assurance and consulting
independen dan objektif kepada manajemen dan Dewan services to management and the Board of Commissioners/
Komisaris/Dewan Pengawas. Independensi dan objektivitas Supervisory Board. Independence and objectivity are fundamental
merupakan prinsip utama yang memungkinkan Auditor Internal principles that enable Internal Auditors to deliver professional
untuk memberikan penilaian profesional tanpa adanya konflik judgments without conflicts of interest or undue influence. In
kepentingan atau intervensi dari pihak lain. Dalam menjalankan carrying out its function, Internal Audit evaluates the effectiveness
fungsinya, Audit Internal melakukan evaluasi atas efektivitas of risk management, internal control, and corporate governance,
manajemen risiko, pengendalian internal, dan tata kelola including the implementation of ICoFR. The positioning of an
perusahaan, termasuk implementasi ICOFR. Penempatan fungsi independent Internal Audit function within the organizational
Audit Internal yang independen dalam struktur organisasi sangat structure is critical to ensure the reliability of audit results and to
penting untuk memastikan bahwa hasil audit dapat diandalkan, support appropriate decision-making in enhancing the quality of
serta mendukung pengambilan keputusan yang tepat dalam rangka internal control and corporate governance.
meningkatkan kualitas pengendalian dan tata kelola perusahaan.
IMPLEMENTASI PENERAPAN INTERNAL CONTROL OVER IMPLEMENTATION OF INTERNAL CONTROL OVER FINANCIAL
FINANCIAL REPORTING (ICOFR) REPORTING (ICOFR)
Dalam memenuhi harapan dari Pemegang Saham, Perusahaan In fulfilling the expectations of the Shareholders, the Company has
melakukan Implementasi Internal Control Over Financial Reporting implemented Internal Control over Financial Reporting (ICOFR)
(ICOFR) sesuai dengan Keputusan Deputi Bidang Keuangan dan in accordance with the Decree of the Deputy for Finance and Risk
Manajemen Risiko nomor SK-5/DKU.MBU/11/2024 tentang Petunjuk Management No. SK-5/DKU.MBU/11/2024 concerning Technical
Teknis Pengendalian Internal atas Pelaporan Keuangan (Internal Guidelines for Internal Control over Financial Reporting (Internal
Control over Financial Reporting) Badan Usaha Milik Negara. Control over Financial Reporting) for State-Owned Enterprises.
ICOFR merupakan serangkaian mekanisme pengendalian untuk ICOFR constitutes a series of control mechanisms designed to
memastikan keandalan laporan keuangan perusahaan. ICOFR yang ensure the reliability of the Company’s financial statements. An
efektif memungkinkan penulusuran munculnya angka – angka di effective ICOFR enables traceability of figures recorded in the
buku besar (general ledger), sehingga dapat mengurangi risiko salah general ledger, thereby reducing the risk of misstatement in the
saji pada pelaporan keuangan perusahaan. Implementasi ICOFR di Company’s financial reporting. The implementation of ICOFR in the
Perusahaan pada tahun 2025 dikawal oleh Tim Pengelola ICOFR Company in 2025 was overseen by the ICOFR Management Team of
PT Hutama Karya (Persero) sebagai Lini II. Tim Pengelola ICOFR PT Hutama Karya (Persero) as the second line of defense. The ICOFR
PT Hutama Karya (Persero) ditetapkan melalui Keputusan Direksi Management Team of PT Hutama Karya (Persero) was established
PT Hutama Karya (Persero) Nomor DU/SK.4989.3/KPTS/109.2/ based on the Board of Directors Decree No. DU/SK.4989.3/
XI/2024 tentang Pembentukan Tim Pengelola Internal Control Over KPTS/109.2/XI/2024 concerning the Establishment of the Internal
Financial Reporting (ICOFR) PT Hutama Karya (Persero) pada tanggal Control over Financial Reporting (ICOFR) Management Team of
29 November 2024, yang kemudian dilakukan pembaruan pada PT Hutama Karya (Persero) dated November 29, 2024, which was
Triwulan II tahun 2025. Tim Pengelola ICOFR menetapkan Timeline subsequently updated in the second quarter of 2025. The ICOFR
Rencana Implementasi ICOFR untuk tahun 2025 dan melakukan Management Team established the ICOFR Implementation Timeline
monitoring progress pelaksanaannya secara berkala sesuai rencana for 2025 and conducted periodic monitoring of its implementation
yang ditetapkan. Beberapa Tahapan ICOFR yang telah dilakukan progress in accordance with the established plan. Several ICOFR
perusahaan yaitu; stages implemented by the Company are as follows;
1. Perancangan berupa Penentuan Ruang Lingkup dan 1. Design Phase, including the determination of scope and the
Penyusunan Risk Control Matrices (RCM) dan Business Process preparation of Risk Control Matrices (RCM) and Business
Model (BPM); Process Model (BPM);
Penetapan dan Pengesahan Rancangan ICOFR melalui Surat The determination and ratification of the ICOFR design
Keputusan Direksi PT Hutama Karya (Persero) nomor SK 74.1/ were carried out through the Board of Directors Decree of
HK/IX/2025 tentang Penetapan Desain Implementasi ICOFR PT Hutama Karya (Persero) No. SK 74.1/HK/IX/2025 concerning
PT Hutama Karya (Persero)
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Tata Kelola Perusahaan
Corporate Governance
PT Hutama Karya (Persero), meliputi: the Establishment of the ICOFR Implementation Design of
PT Hutama Karya (Persero), which includes;
a. Panduan Desain ICOFR a. ICOFR Design Guidelines
b. Process Level Control (PLC) dengan lingkup; b. Process Level Control (PLC) covering;
• Jasa Konstruksi & Jalan Tol; • Construction Services & Toll Roads;
• Pelaporan Keuangan; • Financial Reporting;
• Biaya Operasi; • Operating Expenses;
• Pendapatan; • Revenue;
• Aset Tetap; • Fixed Assets;
• Perbendaharaan; • Treasury;
• Pajak; dan • Tax; and
• Procurement • Procurement;
c. Entity Level Control (ELC) c. Entity Level Control (ELC)
d. IT General Control (ITGC) d. IT General Control (ITGC)
e. Management Review Control (MRC) e. Management Review Control (MRC)
2. Implementasi dan Pemantauan Berkelanjutan 2. Implementation and Continuous Monitoring
Berupa Control Self Assesment yang mencakup; In the form of Control Self-Assessment, which includes;
a. Evaluasi terhadap kesesuaian rancangan aktivitas a. Evaluation of the adequacy of control activity design in
pengendalian dalam memitigasi risiko yang berpotensi mitigating risks that may affect the reliability of financial
memengaruhi keandalan pelaporan keuangan; reporting;
b. Penilaian atas kesesuaian pelaksanaan aktivitas b. Assessment of the conformity of control activity
pengendalian dengan rancangan yang telah ditetapkan, implementation with the established design, including
termasuk konsistensi pelaksanaannya dalam operasional consistency in its execution in daily operations.
sehari-hari.
3. Evaluasi oleh Lini ke – 3 yaitu Divisi Satuan Pengawasan Intern 3. Evaluation by the Third Line, namely the Internal Audit Division
4. Remediasi 4. Remediation
a. Remediasi atas defisiensi operasi, dilakukan oleh Lini a. Remediation of operational deficiencies, conducted by the
Pertama First Line
b. Remediasi atas defisiensi rancangan, dilakukan oleh Lini b. Remediation of design deficiencies, conducted by the First
Pertama dengan berkoordinasi dengan Lini Kedua. Hasil Line in coordination with the Second Line. The results of
Remediasi tersebut didokumentasikan Kembali pada such remediation are subsequently documented in the
rancangan Business Process Mapping (BPM) dan Risk Business Process Mapping (BPM) and Risk Control Matrices
Control Matrices (RCM). (RCM).
Pengendalian Kepatuhan Terhadap Peraturan Compliance Control with Other Laws and Regulations
Perundang-Undangan Lainnya
Dalam rangka meningkatkan kepatuhan perusahaan terhadap To enhance the Company’s compliance with applicable laws
regulasi dan peraturan perundang-undangan yang berlaku, Direksi and regulations, the Board of Directors, along with management
beserta jajaran manajemen dan unit-unit kerja di bawah Direksi and work units under the Board of Directors, conduct periodic
melakukan monitoring berkala terhadap kesesuaian pengelolaan monitoring to ensure that the Company’s operational and business
operasional dan bisnis perusahaan yang dilakukan oleh masing- management aligns with applicable laws and regulations while
masing unit kerja terhadap terhadap peraturan perundang- considering the Company’s acceptable risk tolerance levels.
undangan yang berlaku dengan mempertimbangkan batas
toleransi risiko yang dapat diterima perusahaan.
Hasil penilaian Kepatuhan Perusahaan terhadap peraturan The results of the Company’s compliance assessment with prevailing
perundang-undangan untuk Tahun 2025 berada dalam kategori laws and regulations for 2025 were categorized as very good. Such
sangat baik. Hasil tersebut didapat atas pemenuhan kewajiban results were achieved based on the fulfillment of obligations that
yang harus dipenuhi oleh Perusahaan berdasarkan peraturan must be complied with by the Company under applicable laws and
perundang-undangan yang memiliki sanksi berupa sanksi pidana regulations, which carry sanctions in the form of criminal and/or
dan/atau administrasi. administrative penalties.
Informasi dan Komunikasi (Information and Information and Communication
Communcation)
Perusahaan memastikan efektivitas komponen Informasi The Company ensures the effectiveness of the Information and
dan Komunikasi dalam Sistem Pengendalian Internal melalui Communication component within the Internal Control System
PT Hutama Karya (Persero)
2025 Annual Report 543
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penyediaan informasi yang relevan, akurat, dan tepat waktu serta through the provision of relevant, accurate, and timely information,
penyampaian informasi secara efektif kepada seluruh pemangku as well as the effective dissemination of such information to all
kepentingan. Dalam mendukung hal tersebut, Perusahaan telah stakeholders. In support of this, the Company has implemented
mengimplementasikan sistem informasi terintegrasi berbasis an integrated information system based on Enterprise Resource
Enterprise Resource Planning (ERP) yaitu SAPS4HANA yang Planning (ERP), namely SAP S/4HANA, which enables real-time data
memungkinkan pencatatan dan pengolahan data secara real- recording and processing and enhances the reliability of operational
time serta meningkatkan keandalan informasi operasional dan and financial information. The Company also consistently
keuangan. Perusahaan juga secara konsisten menyusun dan prepares and submits periodic reports to stakeholders, including
menyampaikan laporan berkala kepada pemangku kepentingan, management reports and risk management reports, as part of the
antara lain laporan manajemen dan laporan manajemen risiko, monitoring and decision-making process.
sebagai bagian dari proses monitoring dan pengambilan keputusan.
Dari sisi komunikasi internal, Perusahaan telah menetapkan From an internal communication perspective, the Company has
struktur hierarki dokumen kebijakan yang jelas dan terdokumentasi established a clear and well-documented hierarchy of policy
dengan baik, meliputi peraturan, pedoman, dan prosedur dan documents, including regulations, guidelines, procedures, and
Instruksi Kerja yang menjadi acuan dalam pelaksanaan kegiatan work instructions, which serve as references for the execution of
serta penyampaian informasi di seluruh unit kerja. Selain itu, activities and the dissemination of information across all work
Perusahaan memastikan penyampaian informasi kepada pihak units. In addition, the Company ensures the delivery of information
eksternal melalui pemenuhan kewajiban pelaporan sebagai to external parties through the fulfillment of reporting obligations
perusahaan emiten kepada Otoritas Jasa Keuangan dan Bursa as a listed company to the Otoritas Jasa Keuangan and Bursa Efek
Efek Indonesia secara tepat waktu dan sesuai dengan ketentuan Indonesia in a timely manner and in accordance with prevailing
peraturan perundang-undangan yang berlaku. laws and regulations.
Selain itu, Perusahaan juga memastikan keterbukaan informasi Furthermore, the Company ensures public disclosure through the
kepada publik melalui publikasi laporan keuangan dan laporan periodic publication of financial statements and annual reports
tahunan secara berkala melalui situs resmi Perusahaan, sebagai on the Company’s official website, as a form of transparency and
bentuk transparansi dan pemenuhan kewajiban kepada pemangku fulfillment of its obligations to stakeholders.
kepentingan.
Seluruh mekanisme tersebut dilaksanakan secara terintegrasi All mechanisms were implemented in an integrated manner to
guna memastikan tersedianya aliran informasi yang efektif baik ensure the availability of effective information flows, both vertically
secara vertikal maupun horizontal dalam organisasi, sesuai dengan and horizontally within the organization, in line with the principles
prinsip-prinsip dalam COSO Internal Control Framework, seperti: set forth in the COSO Internal Control Framework, including:
1. Prinsip 13: Mengidentifikasi, memperoleh, menggunakan, 1. Principle 13: Identifying, obtaining, using, and communicating
dan menyampaikan informasi yang relevan dengan sistem relevant information for the internal control system.
pengendalian internal.
2. Prinsip 14: Komunikasi yang efektif di internal perusahaan. 2. Principle 14: Effective internal communication within the
Company.
3. Prinsip 15: Komunikasi yang efektif dengan pihak-pihak 3. Principle 15: Effective communication with external parties.
eksternal perusahaan.
Pemantauan dan Evaluasi Monitoring and Evalution
Aktivitas pemantauan merupakan kegiatan evaluasi yang Monitoring activities involve ongoing, separate, or combined
sifatnya berkelanjutan, terpisah maupun kombinasi keduanya evaluations to ensure that each of the five internal control
yang digunakan untuk memastikan apakah masing-masing dari components is present and functioning within the organization.
kelima komponen pengendalian internal mempengaruhi fungsi Continuous evaluation is part of the business process and provides
fungsi dalam setiap komponen, ada dan berfungsi. Evaluasi timely information. Separate evaluations are conducted periodically,
berkesinambungan dibangun ke dalam proses bisnis pada tingkat with scope and frequency varying based on risk assessments,
yang berbeda dari entitamenyajikanyajikan informasi yang tepat the effectiveness of ongoing evaluations, and management
waktu. Evaluasi terpisah dilakukan secara periodik, akan bervariasi considerations. Findings from monitoring are assessed against
dalam lingkup dan frekuensi tergantung pada penilaian risiko, criteria established by policymakers, recognized standards, or
efektifitas evaluasi yang sedang berlangsung, bahan pertimbangan management and the Board of Directors. Any deficiencies identified
manajemen lainnya. Temuan-temuan dievaluasi terhadap kriteria are communicated to management and the Board of Directors.
yang ditetapkan oleh pembuat kebijakan, standar yang diakui atau
manajemen dan Dewan Direksi, dan kekurangan kekurangan yang
ditemukan dikomunikasikan kepada manajemen dan Direksi.
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Tata Kelola Perusahaan
Corporate Governance
Kegiatan pemantauan meliputi proses penilaian kualitas kinerja Monitoring activities include assessing the quality of internal control
pengendalian internal sepanjang waktu, dan memastikan semuanya performance over time to ensure that all processes are operating as
dijalankan seperti yang diinginkan serta telah disesuaikan dengan intended and are adjusted to changes in circumstances. Monitoring
perubahan keadaan. Pemantauan seharusnya dilakukan oleh should be performed by personnel responsible for such tasks, both
personal yang semestinya melakukan pekerjaan tersebut, baik during the design and operation of internal controls, at appropriate
pada tahap desain maupun pengoperasian pengendalian pada times, to determine whether internal control is functioning as
waktu yang tepat, guna menentukan apakah pengendalian internal expected and whether it has been adapted to evolving conditions.
beroperasi sebagaimana yang diharapkan dan untuk menentukan
apakah pengendalian internal tersebut telah disesuaikan dengan
perubahan keadaan yang selalu dinamis.
Secara singkat dapat dikatakan bahwa pemantauan dilakukan In summary, monitoring is conducted to provide assurance on
untuk memberikan keyakinan apakah pengendalian internal telah whether internal controls are adequately implemented. The results
dilakukan secara memadai atau tidak. Dari hasil pemantauan of monitoring help identify weaknesses and deficiencies in controls,
tersebut dapat ditemukan kelemahan dan kekurangan pengendalian allowing for proposals for improvement.
sehingga dapat diusulkan pengendalian yang lebih baik.
Kesesuaian dengan Committee of Sponsoring Compliance with The Committee of Sponsoring
Organizations of Tradeway Commission (COSO) Organizations of The Treadway Commission
(COSO)
Sistem Pengendalian Internal Perseroan telah mengacu ke COSO The Company’s Internal Control System adheres to the COSO
Internal Control Integrated Framework Kerangka konseptual Internal Control Integrated Framework., the COSO internal
pengendalian internal COSO sebagai kerangka kerja yang control conceptual framework is a comprehensive framework for
komprehensif untuk mengukur efektivitas pengendalian internal measuring the effectiveness of internal control. Its implementation
terdiri dari 5 (lima) komponen. Implementasi dalam Perseroan, in the Company includes:
meliputi:
1. Lingkungan Pengendalian (Control Environment); 1. Control Environment;
a. Perusahaan telah menunjukkan komitmen terhadap a. The Company has demonstrated a commitment to integrity
integritas dan nilai etika dan insan perusahaan memahami and ethical values, and all personnel understand the code
aturan perilaku. of conduct.
1. Penerbitan buku Kode Etik Perseroan sebagai 1. Publication of the Company Code of Ethics as a
pedoman pelaksanaan etika bisnis yang harus dipatuhi guideline for business ethics that must be adhered to
oleh seluruh insan Perseroan. by all Company personnel.
2. Penetapan Piagam Komite Audit yang selalu 2. Establishment of the Audit Committee Charter, which
diperbaharui secara berkala. is regularly updated.
3. Pengesahan Program Kerja Tahunan Komite Audit oleh 3. Approval of the Audit Committee’s Annual Work
Dewan Komisaris. Program by the Board of Commissioners.
4. Penetapan Piagam Audit Internal dan Piagam Audit 4. Establishment of the Internal Audit Charter and
Terintegrasi sebagai pedoman Satuan Pengawasan Integrated Audit Charter as guidelines for the Internal
Intern serta Satuan Pengawasan Intern Anak dan Audit Unit and Internal Audit Units of Subsidiaries and
afiliasi. Affiliates.
5. Penetapan Prosedur Perusahaan Nomor MP.CR.P.003 5. Establishment of Company Procedure Number
tentang Pengendalian Internal atas Laporan Keuangan MP.CR.P.003 concerning Internal Control Over Financial
(Internal Control Over Financial Reporting) Reporting (ICoFR)
6. Penetapan Desain Pengendalian Internal terhadap 6. Establishment of the Internal Control Design for
Laporan Keuangan (Internal Control Over Financial Financial Reporting (Internal Control Over Financial
Reporting) Reporting/ICoFR)
7. Penerapan Sistem Manajemen Anti Penyuapan (SMAP) 7. Implementation of the Anti-Bribery Management
System (SMAP)
b. Dewan Komisaris telah menunjukkan independensi dari b. The Board of Commissioners has demonstrated
manajemen dan menjalankan fungsi pengawasan dalam independence from management and exercises oversight
pengembangan dan pelaksanaan pengendalian intern dari functions in the development and implementation of
proses perancangan desain hingga proses evaluasi melalui internal control from the design development process
pembahasan secara berkala terkait progress implementasi through to the evaluation stage, conducted through
PT Hutama Karya (Persero) sesuai dengan roadmap BP periodic discussions on the progress of implementation
BUMN. at PT Hutama Karya (Persero), in accordance with the
roadmap established by the State-Owned Enterprises
Management Agency.
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2025 Annual Report 545
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c. Direksi telah menetapkan struktur organisasi, alur c. The Board of Directors has established the organizational
pelaporan, serta wewenang dan tanggung jawab secara structure, reporting lines, and authority and responsibilities
spesifik dalam desain ICOFR dalam bentuk flowchart dan specifically reflected in the ICoFR design in the form of
Risk Control Matrices yang telah diberlakukan. flowcharts and Risk Control Matrices that have been duly
implemented.
d. Perusahaan telah memiliki komitmen untuk menarik d. The Company has demonstrated commitment to attracting,
minat, mengembangkan, dan mempertahankan individu- developing, and retaining competent individuals to
individu yang kompeten untuk mendukung pencapaian support corporate goal achievement.
tujuan perusahaan.
1. Penerapan kebijakan serta prosedur terkait SDM 1. Implementation of HR policies and procedures
sejak dari seleksi rekrutmen, pengembangan karier, covering recruitment, career development, training,
pelatihan sampai dengan pemberhentian dalam and termination through Standard Operating
bentuk SOP. Procedures (SOPs).
2. Direksi fokus dan memberikan perhatian terhadap 2. The Board of Directors focuses on employee
pembinaan karyawan antara lain dengan program development, including providing Master’s degree
pemberian beasiswa S2 dalam dan luar negeri untuk scholarships (domestic and international) for
para karyawan. employees.
3. Program sertifikasi dan pelatihan audit pada setiap 3. Certification and training programs for auditors,
auditor termasuk workshop dan seminar terkait including workshops and seminars related to the
dengan profesi auditor. auditing profession.
e. Direksi berkomitmen mendukung terhadap pelaksanaan e. The Board of Directors is committed to supporting the
pengendalian internal yang efektif effective implementation of internal control
1. Direksi memberikan respons yang positif pada setiap 1. The Board of Directors responds positively to all
pelaporan yang menyangkut keuangan maupun financial and operational reports.
operasional lainnya.
2. Direksi membuka komunikasi dengan para Executive 2. The Board of Directors maintains weekly
Vice President setiap seminggu sekali melalui forum communication with Executive Vice Presidents through
rapat koordinasi Direksi. coordination meetings.
f. Struktur organisasi yang mendukung terciptanya f. An organizational structure that supports the creation of
pengendalian internal yang efektif effective internal control
1. Setelah melalui evaluasi yang mendalam terkait 1. Following a thorough evaluation of the Company’s
dengan lingkungan strategis Perseroan maka dibentuk strategic environment, a new organizational structure
struktur organisasi yang baru guna memenuhi was established to meet future challenges.
tantangan Perseroan di masa mendatang.
2. Perubahan struktur organisasi juga diikuti dengan 2. Changes in organizational structure are also
penetapan jumlah pegawai yang kompeten accompanied by the determination of the number of
berdasarkan work load analysis. competent employees based on workload analysis.
g. Para Executive Vice President,Vice President, dan karyawan g. Executive Vice Presidents, Vice Presidents, and employees
diberi kewenangan dan tanggung jawab yang memadai are given adequate authority and responsibilities
1. Penetapan tanggung jawab serta wewenang yang 1. Defining responsibilities and authority for each specific
melekat dalam setiap jabatan tertentu, meliputi position, including primary responsibilities, general
tanggung jawab utama, tanggung jawab umum serta responsibilities, and delegated authority to achieve
wewenang yang diberikan dalam pencapaian tujuan the Company’s and work unit’s objectives.
unit kerja dan Perseroan.
2. Tanggung jawab dan wewenang setiap level jabatan 2. Responsibilities and authority at each job level are
sebagai bentuk pendelegasian level di atasnya kepada structured as delegations from higher to lower levels.
level di bawahnya.
2. Penilaian Risiko (Risk Assessment); 2. Risk Assessment;
a. Menetapkan secara spesifik tujuan Perseroan. Perusahaan a. Establishing the Company’s Specific Objectives. The
telah menetapkan tujuan dengan cukup jelas sehingga Company has clearly defined its objectives, enabling the
memungkinkan untuk dilakukan identifikasi dan identification and measurement of risks. These objectives
pengukuran risiko, dan tujuan perusahaan telah di- have been cascaded down to the operational level, and the
cascading sampai level operasional serta Perusahaan telah Company has established a Non-Financial Reporting Policy
memiliki Kebijakan Pelaporan Non Keuangan untuk pihak for external stakeholders.
eksternal.
1. Penetapan itu dimanifestasikan dalam bentuk misi 1. The determination is manifested in the Company’s
Perseroan yang dituangkan dalam Rencana Kerja mission as set out in the Annual Work Plan and
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Tata Kelola Perusahaan
Corporate Governance
dan Anggaran Perusahaan (RKAP) tahunan sesuai Budget (Rencana Kerja dan Anggaran Perusahaan/
dengan Pedoman Strategis Penyusunan Rencana RKAP), in accordance with the Strategic Guidelines for
Kerja dan Anggaran Perusahaan (RKAP) Tahun 2026 the Preparation of the Annual Work Plan and Budget
Anak Perusahaan PT Danantara Asset Management (RKAP) for 2026 of Subsidiaries of PT Danantara Asset
(Persero) (DAM). Seluruh Executive Vice President Management (Persero) (DAM). All Executive Vice
dilibatkan dalam penyusunan RKAP sekaligus Presidents are involved in the preparation of the RKAP
menetapkan ukuran kinerja untuk setiap level unit while also setting performance metrics at every level,
kerja dari Direksi hingga manajer dalam bentuk Key from the Board of Directors to managers, in the form of
Performance Indicator (KPI). Key Performance Indicators (KPI).
2. Tujuan dan sasaran tingkat divisi dan anak Perseroan 2. The objectives and targets at the division and
ditetapkan selaras dengan RKAP, termasuk target dan subsidiary levels are aligned with the RKAP, including
sasaran kinerja selama satu tahun di dalamnya. Review one-year performance targets and goals. Performance
terhadap pencapaian kinerja setiap divisi dilaksanakan reviews for each division are conducted quarterly with
setiap triwulan sekali bersama dengan Direksi. the Board of Directors.
b. Identifikasi risiko, mitigasi risiko serta pemantauan b. Each work unit, from the corporate level to project
risiko setiap unit kerja dari tingkat korporasi hingga ke activities, identifies, mitigates, and monitors risks by
tingkat kegiatan proyek, dilakukan dengan menyusun preparing a risk management sheet, which includes risk
lembar manajemen risiko yang berisi identifikasi risiko, identification, mitigation plans, and acceptable risk levels,
rencana mitigasi sampai tingkat risiko yang diterima serta along with regular risk monitoring. The risk management
pemantauan risiko secara berkala. Penyusunan lembar sheet is developed based on Risk Management Procedure
manajemen risiko berdasarkan prosedur manajemen No. MR/CP/P/001 Revision 3, which was updated on
risiko Nomor: MR/CP/P/001 Revisi 3 yang telah diperbarui December 27, 2024.
tanggal 27 Desember 2024.
c. Perusahaan telah melakukan penilaian risiko dengan c. The Company has conducted risk assessments considering
mempertimbangkan potensi risiko kecurangan (fraud) the potential risks of fraud that may impact goal
yang berpengaruh terhadap pencapaian tujuan dan achievement and reflected in the risk profiles at both
dituangkan dalam profil risiko tingkat korporasi dan the corporate and divisional levels, and in the process of
divisi serta dalam proses penyusunan desain ICOFR developing the ICoFR design, fraud risk aspects have been
telah mempertimbangkan aspek risiko kecurangan duly considered in accordance with Decree Number SK-5/
sesuai dengan SK-5/DKU.MBU/11/2024 Petunjuk Teknis DKU.MBU/11/2024 concerning the Technical Guidelines for
Pengendalian Internal Atas Pelaporan Keuangan (Internal Internal Control Over Financial Reporting (ICoFR) for State-
Control Over Financial Reporting) Badan Usaha Milik Owned Enterprises.
Negara.
d. Perusahaan Memiliki mekanisme whistleblowing system d. The Company has implemented a whistleblowing system
melalui portal Perseroan untuk mengurangi risiko (WBS) through its corporate portal to mitigate fraud risks.
kecurangan (fraud).
3. Kegiatan Pengendalian (Control Activities); 3. Control Activities;
a. Perusahaan telah memilih dan mengembangkan a. The Company has selected and developed general IT
pengendalian umum atas teknologi untuk mendukung controls to support goal achievement.
pencapaian tujuan.
1. Sistem Informasi yang terkendali Perseroan 1. Controlled Information Systems – The Company has
menetapkan dan terus mengembangkan Master Plan established and continues to develop its IT System
Sistem dan Arsitektur IT Perseroan yang mendukung and Architecture Master Plan, which supports the
pencapaian Visi Perseroan Company’s Vision
b. Perusahaan telah mendefinisikan dan menjabarkan b. The Company has defined and outlined control activities
aktivitas pengendalian dalam bentuk kebijakan dan in the form of policies and procedures, and all work units
prosedur, dan dalam pelaksanaannya seluruh unit kerja adhere to these established procedures as well as the
mengacu pada Prosedur yang telah ditetapkan perusahaan ICoFR design that has been duly approved under Decree
serta desain icofr yang telah disahkan dalam nomor SK Number SK 74.1/HK/IX/2025 concerning the Determination
74.1/HK/IX/2025 tentang Penetapan Desain Implementasi of the ICoFR Implementation Design of PT Hutama Karya
ICOFR PT Hutama Karya (Persero). (Persero).
1. Setiap unit kerja secara berkala melakukan business 1. Setiap unit kerja secara berkala melakukan business
process secara internal berikut dengan mekanisme process secara internal berikut dengan mekanisme
pengendalian yang diperlukan. pengendalian yang diperlukan.
2. Mengembangkan kebijakan dan prosedur yang 2. Developing adequate policies and procedures – Each
memadai Setiap divisi mengembangkan sistem division develops procedural systems related to its
prosedur yang berkaitan dengan proses bisnis yang business processes, which apply to all Company work
bersangkutan dan mengikat kepada seluruh unit kerja units. Periodic procedure reviews are conducted to
PT Hutama Karya (Persero)
2025 Annual Report 547
Page 548
Perseroan. Dilakukannya review berkala terhadap align with the Company’s strategic environmental
prosedur untuk menyesuaikan kebutuhan Perseroan changes.
seiring dengan perubahan lingkungan strategisnya.
3. Melakukan Control Self Assessment (CSA) secara 3. Conducting quarterly Control Self Assessment (CSA)
triwulan melalui aplikasi HKICOSYSTEMS . through the HKICOSYSTEMS application.
4. Informasi dan Komunikasi (Information & Communication); 4. Information and Communication;
a. Perusahaan telah memperoleh dan menggunakan a. The Company has obtained and utilized high-quality and
informasi yang berkualitas dan relevan dalam rangka relevant information to support the proper functioning of
mendukung berfungsinya komponen lain pengendalian other internal control components.
intern.
1. Perseroan menerapkan sistem whistleblowing system 1. The Company implements a whistleblowing system to
untuk mendukung kebijakan anti fraud dan gratifikasi. support its anti-fraud and anti-gratification policies.
2. Mendistribusi informasi yang penting dan berguna 2. Distribution of important and useful information –
bagi perseroan Perseroan memiliki portal website The Company maintains the official website www.
www.hutamakarya.com yang memuat informasi hutamakarya. com , which provides information
mengenai Perseroan, di antaranya update informasi about the Company, including updates on corporate
kegiatan Perseroan, Visi Misi Perseroan, Annual Report activities, vision and mission, annual reports, and
Perseroan dan informasi lain, yang terkait dengan other relevant policies.
kebijakan Perseroan.
b. Perusahaan telah mengkomunikasikan informasi termasuk b. The Company has communicated information, including
tujuan, peran dan tanggungjawab pengendalian intern objectives, roles, and responsibilities of internal control,
dalam rangka mendukung berfungsinya komponen lain to support the effective operation of other internal control
pengendalian intern. components.
c. Perusahaan telah berkomunikasi dengan pihak eksternal c. The company has communicated with external parties
terkait hal-hal yang mempengaruhi pengendalian internal. regarding matters affecting internal control. External
Komunikasi eksternal Dalam halnya implementasi communication in the case of the implementation of
komunikasi eksternal, external communication,
Perseroan selalu menindaklanjuti seluruh rekomendasi dan The Company actively follows up on all recommendations and
masukan dari auditor/pengawas eksternal. feedback from external auditors and supervisors.
5. Pemantauan dan Evaluasi (Monitoring). 5. Monitoring and Evaluation.
a. Perusahaan telah memiliki, mengembangkan dan a. The Company has developed and conducted separate
melakukan evaluasi terpisah, untuk memastikan apakah evaluations to ensure that internal control components
komponen Sistem Pengendalian lntern ada dan berfungsi, exist and function properly. However, the Company has not
namun perusahaan belum memiliki pedoman evaluasi yet established continuous evaluation guidelines.
berkelanjutan.
b. Perusahaan telah melakukan evaluasi dan b. The Company evaluates and communicates weaknesses/
mengkomunikasikan kelemahan/kekurangan (defisiensi) deficiencies in internal control in a timely manner to the
pengendalian intern secara tepat waktu kepada pihak- responsible parties, including the Board of Directors and
pihak yang bertanggungjawab untuk melakukan tindakan the Board of Commissioners, for corrective actions.
perbaikan, termasuk Direksi dan Dewan Komisaris.
c. Proses evaluasi dilakukan oleh lini kedua (Divisi c. The evaluation process is carried out by the second line
Pengelolaan Risiko, Sistem & Kepatuhan) dan lini ketiga (Risk Management, Systems & Compliance Division) and
(Divisi Satuan Pengawasan Intern). Lini kedua dalam the third line (Internal Audit Division). In practice, the
praktiknya melakukan proses evaluasi terhadap CSA yang second line performs an evaluation of the CSA reported by
telah dilaporkan oleh lini pertama dan desain yang yang the first line, as well as the design established by the first
telah dibuat oleh lini pertama menggunakan metode test line, using the test of one (TOO) method, as implemented
of one (TOO) sebagaimana telah dilakukan pada tahun in 2025. Meanwhile, the third line conducts an evaluation of
2025. Sedangkan untuk lini ketiga, telah melakukan proses the results of the second line’s assessment, which has been
evaluasi terhadap hasil evaluasi lini kedua dan telah reported and carried out in two periods, namely October
dilaporkan dan terbagi menjadi 2 periode yaitu bulan 2025 and December 2025, using the test of design (TOD)
Oktober 2025 dan bulan Desember 2025 menggunakan and test of operating effectiveness (TOE) methods.
metode test of design (TOD) dan test of operating
effectiveness (TOE).
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Tata Kelola Perusahaan
Corporate Governance
Evaluasi Pelaksanaan Sistem Pengendalian Evaluation of Internal Control System
Internal Implementation
Perseroan secara berkala melakukan evaluasi atas efektivitas The Company periodically conducts evaluations on the
sistem pengendalian internal keuangan dan operasional. Satuan effectiveness of financial and operational internal control systems.
pengawasan intern bertanggung jawab untuk melakukan The internal audit unit is responsible for evaluating and improving
evaluasi dan meningkatkan keefektifan proses manajemen the effectiveness of risk management, control and governance
risiko, pengendalian dan tata kelola sesuai dengan peraturan processes in accordance with prevailing laws and regulations and
perundang-undangan dan kebijakan perusahaan. Melalui laporan company policies. Through audit reports, the internal audit unit
hasil audit, satuan pengawasan intern menyajikan rekomendasi presents recommendations for improvement to be followed up
perbaikan untuk ditindaklanjuti dan dimonitor pelaksanaannya, and monitored for implementation, submits such reports to the
menyampaikan laporan tersebut kepada Direktur Utama dan President Director and the Board of Commissioners cq. the Audit
Dewan Komisaris cq. Komite Audit dan melaporkan temuan yang Committee and reports significant findings to the President Director
signifikan kepada Direktur Utama dan Dewan Komisaris untuk and the Board of Commissioners for prompt corrective actions.
dilakukan tindakan perbaikan dalam waktu yang cepat. Kemudian Furthermore, based on the Annual Audit Work Program (PKPT) of SPI
berdasarkan Program Kerja Pengawasan Tahunan (PKPT) SPI tahun for 2025, SPI has conducted an evaluation of internal control. The
2025, SPI telah melakukan evaluasi pengendalian internal. Hasil results of the evaluation during 2025 indicate that management has
evaluasi selama tahun 2025 diperoleh bahwa manajemen telah implemented an adequate internal control system in accordance
menerapkan sistem pengendalian internal yang memadai sesuai with the standards established by the Company.
dengan Standar yang ditetapkan Perusahaan.
Pernyataan Direksi dan/atau Dewan Komisaris atas Statement of The Board of Directors and/or Board
Kecukupan Sistem Pengendalian Internal of Commissioners on The Adequacy of The Internal
Control System
Dewan Komisaris sepanjang tahun 2025 telah melakukan fungsi The Board of Commissioners throughout 2025 has carried out the
pengawasan Perusahaan yang terkait dengan penerapan sistem Company’s supervisory function related to the implementation
pengendalian internal yang diterapkan di Perusahaan. Pelaksanaan of the internal control system applied in the Company. The
fungsi pengawasan Dewan Komisaris tersebut diantaranya adalah implementation of such supervisory function includes, among
melalui penelahaan laporan Direksi, pembahasan hasil audit others, reviewing reports of the Board of Directors, discussing
internal bersama Satuan Pengawas Internal, pembahasan bersama internal audit results with the Internal Audit Unit, discussions with
Kantor Akuntan Publik, pembahasan bersama Komite Audit, the Public Accounting Firm, discussions with the Audit Committee,
serta penelahaan informasi relevan lainnya. Dewan Komisaris as well as reviewing other relevant information. The Board of
memandang bahwa sistem pengendalian internal Perusahaan Commissioners considers that the Company’s internal control
pada tahun 2025 telah dirancang dan diimplementasikan secara system in 2025 has been adequately designed and implemented to
memadai untuk mendukung pencapaian tujuan Perusahaan, support the achievement of the Company’s objectives, safeguard
menjaga aset, memastikan keandalan pelaporan, meningkatkan assets, ensure the reliability of reporting, enhance compliance
kepatuhan terhadap ketentuan yang berlaku, serta memitigasi with applicable regulations, and mitigate key risks faced by the
risiko-risiko utama yang dihadapi Perusahaan. Company.
Namun demikian, Dewan Komisaris juga memandang bahwa sistem However, the Board of Commissioners also considers that the
pengendalian internal tersebut masih perlu terus disempurnakan internal control system still needs to be continuously improved
secara berkelanjutan sejalan dengan perkembangan kegiatan in line with the development of business activities, operational
usaha, kompleksitas operasional, dan dinamika risiko Perusahaan. complexity, and the Company’s risk dynamics. Such improvements
Penyempurnaan tersebut perlu difokuskan antara lain pada should be focused, among others, on strengthening the design and
penguatan desain dan implementasi Internal Control over Financial implementation of Internal Control over Financial Reporting (ICOFR),
Reporting (ICOFR), agar pengendalian atas proses pelaporan so that controls over the financial reporting process become more
keuangan semakin terstruktur, terdokumentasi, dan efektif. Selain structured, documented, and effective. In addition, strengthening
itu, penguatan sistem pengendalian internal juga perlu dilakukan of the internal control system also needs to be carried out more
secara lebih konsisten dan terintegrasi pada entitas anak, consistently and in an integrated manner across subsidiaries, sub-
entitas cucu, serta kerja sama operasi (KSO) dimana Perusahaan subsidiaries, as well as joint operations (KSO) where the Company
bertindak sebagai anggota, guna memastikan penerapan standar acts as a member, in order to ensure the application of adequate
pengendalian yang memadai di seluruh entitas dan aktivitas yang control standards across all entities and activities that impact the
memiliki dampak terhadap kinerja, pelaporan, dan profil risiko Company’s performance, reporting, and consolidated risk profile.
Perusahaan secara konsolidasian.
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Manajemen Risiko Risk Management
Proses Manajemen Risiko Risk Management Process
Proses Manajemen Risiko Perusahaan merupakan proses yang The Company’s Risk Management Process is an ongoing and
berlangsung dan berulang terus-menerus yang terdiri atas: continuous process, consisting of:
Proses Awal Initial Process
Proses awal manajemen risiko terdiri dari: The initial risk management process includes:
1. Komunikasi dan Konsultasi 1. Communication and Consultation
Komunikasi dan konsultasi sebagai proses penunjang yang Communication and consultation serve as supporting
mendukung setiap proses manajemen risiko termasuk di dalam processes that enhance every stage of risk management,
proses awal. Perusahaan harus terus menerus melakukan including the initial phase. The Company must continuously
komunikasi dan konsultasi dengan seluruh pemangku communicate and consult with all key stakeholders, including
kepentingan Perusahaan (key stakeholders) yakni terutama shareholders, service/ product users, labor unions, business
Pemegang Saham, pengguna jasa/produk Perusahaan, serikat partners, government agencies, mass media and social
pekerja, mitra kerja, pemerintah, media masa, dan media media, relevant associations, surrounding communities, and
sosial, asosiasi terkait, masyarakat sekitar, dan organisasi concerned organizations. The purpose of communication
kemasyarakatan yang berkepentingan. Komunikasi dan and consultation is to understand and map the interests of
konsultasi ini dimaksudkan untuk memahami dan memetakan each stakeholder in relation to the Company, their power and
kepentingan dari masing-masing pihak terhadap Perusahaan, influence, the nature of the relationship between the Company
pengaruh (power and influence) yang mereka miliki, sifat and these stakeholders, and the potential impact on the
hubungan antara Perusahaan dengan para pemangku Company.
kepentingan tersebut dan dampaknya bagi Perusahaan.
2. Proses Perencanaan Manajemen Risiko 2. Risk Management Planning Process
a. Taksonomi Risiko Perusahaan (Kategori Risiko & Jenis a. Company Risk Taxonomy (Risk Categories & Types of Risk)
Risiko)
Kategori Risiko terdiri atas: The Risk Categories include:
— Risiko Korporat dan Portofolio Bisnis: Risiko strategis/ — Corporate and Business Portfolio Risk: Covers
risiko jangka panjang perusahaan terkait arah strategik strategic/long-term risks related to the Company’s
perusahaan, pengambilan keputusan investasi strategic direction, investment decisions (Merger
(Merger & Acquisition, Joint Venture, Joint Operation, & Acquisition, Joint Venture, Joint Operation,
dan lainnya), perikatan kerjasama, restrukturisasi etc.), partnerships, business and organizational
dan transformasi bisnis dan organisasi HK terkait restructuring and transformation, all aligned with the
dengan Rencana Jangka Panjang Perusahaan (RJPP) Company’s Long-Term Plan (RJPP). It also includes
dan seluruh risiko terkait dengan berbagai Strategic risks associated with Strategic Business Units (SBU),
Business Units (SBU), kinerja Anak Perusahaan, dan subsidiary performance, and long-term corporate
kerjasama yang mengikat perusahaan dalam jangka commitments.
waktu tertentu.
— Risiko Operasional: Risiko operasional (termasuk — Operational Risk: Includes operational risks (including
risiko proyek) yang dijalankan oleh berbagai unit project risks) within various work units, related to the
kerja terkait dengan pelaksanaan Rencana Kerja dan execution of the Corporate Work Plan and Budget
Anggaran Perusahaan dan pencapaian target-target (RKAP) and the achievement of KPI targets, whether
KPI, baik untuk kegiatan operasional/kegiatan proyek for routine operational activities or project activities.
rutin.
— Risiko Finansial: Seluruh risiko yang disebabkan oleh — Financial Risk: Encompasses all risks arising from
aktivitas keuangan dan berdampak terhadap kondisi financial activities, which impact the Company’s
kesehatan keuangan Perusahaan, mencakup risiko financial health, including market risk, investment
pasar, risiko investasi, risiko likuiditas, dan risiko risk, liquidity risk, and financial obligation risk.
kewajiban finansial perusahaan.
b. Strategi Risiko b. Risk Strategy
Perusahaan wajib menyusun Strategi Risiko sebelum The Company must develop a Risk Strategy before
menyusun rencana strategi bisnis. Penyusunan Strategi formulating its business strategy plan. The preparation of
Risiko Perusahaan mempertimbangkan: the Company’s Risk Strategy considers:
— Risk Appetite Statement (RAS); — Risk Appetite Statement (RAS);
— Core competence perusahaan; — Company’s core competencies;
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Tata Kelola Perusahaan
Corporate Governance
— Outlook industri dan positioning Perusahaan pada — Industry outlook and Company positioning in the
industri; industry;
— Kondisi Perusahaan pada tahun berjalan dalam — The Company’s condition during the current year,
survival mode (kontraksi), business as usual, atau whether in survival mode (contraction), business as
expansion mode; usual, or expansion mode;
— Cakupan waktu penetapan target Perusahaan dalam — The time horizon for the Company’s target setting as
RJPP atau RKAP; dan stipulated in the Long-Term Corporate Plan (RJPP) or
the Annual Budget and Business Plan (RKAP); and
— Kapasitas Risiko Perusahaan. — The Company’s Risk Capacity.
c. Strategi Risiko Perusahaan terdiri dari: c. The Company’s Risk Strategy consists of:
— Pernyataan selera Risiko (Risk Appetite Statement/ — The Company’s Risk Appetite Statement (RAS) by
RAS) Perusahaan dengan memperhatikan selera Risiko taking into account the Risk appetite of the Ministry of
Kementerian BUMN. State-Owned Enterprises.
— Nilai ambang Risiko di level enterprise korporat yang — Risk threshold values at the corporate enterprise
memuat risk capacity, risk appetite, risk tolerance, dan level, which include risk capacity, risk appetite, risk
risk limit. tolerance, and risk limit.
— Metrik strategi Risiko. — Risk strategy metrics.
d. Perusahaan menggunakan 4 (empat) Sikap Terhadap d. The Company applies four (4) Risk Attitudes when
Risiko sebagaimana ketentuan pada dalam penentuan Risk determining the Risk Appetite Statement (RAS).
Appetite Statement (RAS).
— Tidak Toleran, yaitu: — Intolerant, namely:
• Sangat berhati-hati dalam mengambil Risiko dan • Extremely cautious in taking risks and prioritizing
lebih memilih menjaga stabilitas dan konsistensi stability and operational consistency.
dalam operasi bisnis.
• Keputusan bisnis yang didasarkan pada •Business decisions are based on capital
pemeliharaan modal. preservation.
— Konservatif, yaitu: — Conservative, namely:
• Berhati-hati dalam mengambil Risiko, dengan • Cautious in taking risks, choosing manageable
memilih beberapa Risiko yang terkendali tetapi risks while still prioritizing business stability.
tetap memprioritaskan kestabilan usaha.
• Keputusan bisnis didasarkan pada upaya untuk • Business decisions focus on protecting value
melindingi nilai dari Risiko besar yang tidak from unexpected major risks, including avoiding
terduga termasuk didalamnya menghindari exposure to significant fluctuations and only
paparan terhadap fluktuasi yang signififikan serta taking small, manageable burdens.
dapat menanggung beban yang kecil.
— Moderat, yaitu: — Moderate, namely:
• Bersedia mengambil Risiko dalam batas tertentu • Willing to take risks within a defined limit to
untuk mencapai pertumbuhan dan keuntungan, achieve growth and profit, while still ensuring
tetapi tetap memperhatikan perlindungan protection against major losses.
terhadap kerugian besar.
• Keputusan bisnis mempertimbangkan peluang • Business decisions balance growth opportunities
pertumbuhan dan dampak Risiko secara with risk impact and can bear moderate levels of
bersamaan dan dapat menanggung beban yang risk.
sedang.
— Strategis, yaitu: — Strategic, namely:
• Secara aktif menerapkan strategi yang melibatkan • Actively implementing strategies that involve risk
pengelolaan Risiko sebagai bagian integral dan management as an integral part of the business
rencana bisnis, mengambil Risiko lebih tinggi plan, taking higher risks to achieve greater growth
dalam rangka mencapai pertumbuhan dan inovasi and innovation.
uang lebih besar.
• Keputusan bisnis didasarkan pada analisis Risiko • Business decisions based on risk analysis and
dan potensi pengembalian investasi panjang serta potential long-term return on investment and can
dapat menanggung beban yang besar. bear significant burdens.
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d. Perusahaan wajib melakukan perhitungan nilai ambang d. The Company must conduct a reliable and accountable
Risiko di level enterprise/korporat secara handal dan dapat calculation of enterprise/ corporate risk thresholds,
dipertanggungjawabkan serta memberikan nilai yang ensuring optimal value for the Company while complying
paling optimal bagi Perusahaan dengan ketentuan antara with specific requirements, including:
lain:
Ambang Batas Risiko
No. Keterangan Description
Risk Threshold
1 Kapasitas Risiko (Risk Capacity) Kapasitas Risiko dihitung dalam satuan moneter dengan Risk capacity is calculated in monetary units using
Risk Capacity menggunakan pendekatan Retained Earnings, Net approaches such as Retained Earnings, Net Profit After
Profit After Tax (NPAT), ekuitas atau Net Working Capital Tax (NPAT), Equity, Net Working Capital (NWC), Minimum
(NWC), Kewajiban Penyediaan Modal Minimum (KPMM), Capital Adequacy Requirement (KPMM), standby loans,
standby loan, atau kemampuan lain yang disesuaikan or other measures adjusted to the Company’s financial
dengan kondisi Perusahaan. condition.
2 Selera Risiko (Risk Appetite) 1. Selera Risiko dihitung dalam satuan moneter dengan 1. Risk Appetite is calculated in monetary units by
Risk Appetite mempertimbangkan data, diantaranya: considering data, including:
a. Data historis (loss event database minimal 3 (tiga) a. Historical data (loss event database for at least the
tahun terakhir); dan/atau last 3 (three) years); and/or
b. Data lain yang relevan (bersifat backward atau b. Other relevant data (both backward or forward
forward looking). looking).
2. Perhitungan Selera Risiko dengan menggunakan 2. The calculation of Risk Appetite using historical data
data historis dilakukan dengan melihat nilai Risiko is performed by assessing the Residual Risk value of
Residual dari Risiko Utama dibandingkan dengan Key Risks in comparison with the Company’s Risk
Kapasitas Risiko maupun rencana bisnis ke depan. Capacity as well as its forward-looking business
plans.
3. Pengambilan Selera Risiko disesuaikan dengan 3. The determination of Risk Appetite is aligned
kebijakan Perusahaan berdasarkan tantangan with the Company’s policies, taking into account
bisnis ke depan apakah ekspansif atau kontraksi future business challenges, whether expansionary
dengan pertimbangan Kapasitas Risiko yang dimiliki or contractionary, with due consideration to the
Perusahaan. Company’s Risk Capacity.
3 Toleransi Risiko (Risk Tolerance) Toleransi Risiko dihitung dalam satuan moneter yang Risk Tolerance is calculated in monetary terms in
Risk Tolerance disesuaikan dengan kebijakan Selera Risiko Perusahaan alignment with the Company’s Risk Appetite policy and
dan kebijakan dalam menjawab tantangan bisnis ke its policy in addressing future business challenges. This
depan. Nilai ini lebih besar dari nilai Selera Risiko. value is set at a level higher than the Risk Appetite.
4 Batasan Risiko (Risk Limit) 1. Batasan Risiko dihitung dalam satuan moneter dan 1. Risk Limits are calculated in monetary terms and
Risk Limit didistribusikan kepada seluruh pemilik Risiko di allocated to all Risk Owners at the Parent Company
Induk dan Anak Perusahaan dimana total Batasan and Subsidiaries, whereby the aggregate Risk Limits
Risiko tidak boleh melebihi Toleransi Risiko. shall not exceed the Risk Tolerance.
2. Nilai Batasan Risiko dijadikan sebagai acuan 2. The Risk Limit value serves as a reference for Risk
pengelolaan Risiko dan target Risiko Residual di management and as the target for Residual Risk at
Induk dan Anak Perusahaan. the Parent Company and Subsidiaries.
3. Metode perhitungan Batasan Risiko dapat 3. The method for calculating Risk Limits may utilize
menggunakan Regresi Logistik, Exponentially Logistic Regression, Exponentially Weighted Moving
Weighted Moving Average (EWMA), atau metode Average (EWMA), or other methods based on the
lain mengacu pada data historis Perusahaan atau Company’s historical data or projections issued by
proyeksi yang diterbitkan oleh pihak ketiga/ahli yang competent third parties/experts.
kompeten.
e. Penyusunan metrik strategi Risiko memuat paling sedikit: f. The Risk Strategy Metrics must include at least the
following:
— Kategori Risiko; — Risk Categories;
— Sikap terhadap Risiko; — Risk Attitude;
— Parameter dan satuan ukur; — Parameters and Measurement Units;
— Nilai batasan/limit. — Risk Limits/Threshold Values.
f. Total nilai batasan/limit dalam metrik strategi Risiko secara f. The total quantified risk limit value within the Risk Strategy
kuantifikasi tidak boleh melebihi nilai batasan Risiko (risk Metrics must not exceed the enterprise/corporate risk limit.
limit) di level enterprise/korporat.
g. Metrik strategi Risiko wajib digunakan sebagai dasar dalam g. The Risk Strategy Metrics must serve as the foundation for
menetapkan berbagai pilihan sasaran dan strategi yang setting various target and strategy options, which will be
akan menjadi usuIan dalam rancangan RKAP. proposed in the RKAP (Corporate Work Plan and Budget)
draft.
h. Strategi Risiko Perusahaan wajib mendapatkan persetujuan h. The Company’s Risk Strategy must be approved by the
Dewan Komisaris sebelum dijadikan sebagai pedoman Board of Commissioners before being used as a guideline
Perusahaan dan Anak Perusahaan dalam penyusunan for the Company and its subsidiaries in business strategy
strategi bisnis baik RJPP ataupun RKAP. planning, whether in the RJPP (Long-Term Corporate Plan)
or RKAP.
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Tata Kelola Perusahaan
Corporate Governance
3. Penetapan Rencana Sasaran 3. Establishment of Target Plans
a. Sasaran Perusahaan disusun berbasis Manajemen Risiko, a. Corporate Targets must be formulated based on Risk
dengan ketetntuan sebagai berikut: Management, with the following provisions:
— Pilihan berbagai sasaran dan strategi bisnis diputuskan — Business target and strategy options must be decided
berdasarkan pertimbangan antara Risiko yang telah by considering the predefined risks and the expected
ditetapkan dengan hasil yang diharapan dapat outcomes for the Company.
diperoleh perusahaan.
— Pertimbangan Risiko yang dapat diterima mengikuti — Acceptable risk considerations must follow the
acuan strategi risiko yang telah ditetapkan established risk strategy guidelines.
— Target yang diusulkan dalam rancangan perencanaan — Proposed targets must be included in the strategic
strategis. planning draft.
b. Sasaran Usaha b. Business Targets
— Sasaran Usaha disusun secara spesifik, dapat diukur, — Business targets must be specific, measurable, time-
jelas jangka waktunya, serta secara rasional dapat bound, and realistically achievable.
dilaksanakan/dicapai. — The Company must align its business targets with the
— Dalam penyusunan sasaran usaha, Perusahaan wajib primary objectives set by the Indonesian Ministry of
berpedoman pada sasaran utama Kementerian Badan State-Owned Enterprises (BUMN).
Usaha Milik Negara Republik Indonesia.
— Sasaran Usaha Perusahaan juga harus berpedoman — The Company’s business targets must also adhere to
pada Aspirasi Pemegang Saham yang diterbitkan oleh the Shareholder Aspirations issued by the Minister of
Menteri Badan Usaha Milik Negara Republik Indonesia. State-Owned Enterprises of Indonesia.
— Keputusan pemilihan sasaran didasarkan antara — The selection of business targets must be based on a
Risiko (risk) dengan imbal hasil (return) sesuai dengan risk-return assessment, in line with the Company’s
penerimaan Risiko perusahaan sebagaimana strategi established risk strategy.
Risiko yang ditetapkan.
c. Strategi Usaha c. Business Strategy
— Strategi usaha disusun sebagai langkah yang ditempuh — The business strategy outlines the steps required to
untuk mencapai atau merealisasikan sasaran usaha achieve or realize the Company’s business targets.
perusahaan.
— Kelayakan suatu strategi yang akan digunakan dalam — The feasibility of any strategy used to achieve a
merealisasikan suatu sasaran usaha yang hendak business target must be assessed based on the Risk
dicapai, dilakukan penilaian berdasarkan Metrik Strategy Metrics.
Strategi Risiko.
— Untuk menjalankan strategi usaha yang telah dinilai — To implement a viable business strategy based on
layak berdasarkan strategi risiko dijabarkan dalam risk strategy, it must be detailed in corporate activity
program kegiatan perusahaan berdasarkan bidang programs, covering various operational areas such as
kegiatan yang tidak terbatas pada kegiatan pemasaran marketing and sales, procurement, production and
dan penjualan, pengadaan, produksi, dan kualitas product quality, technical and technology, finance
produk, teknis dan teknologi, keuangan dan akuntansi, and accounting, systems and organization, human
sistem dan organisasi, pengembangan SDM, penelitian resource development, research and development,
dan pengembangan, pelestarian lingkungan, investasi, environmental sustainability, investment, and other
atau kegiatan lainnya. activities.
d. Strategi Usaha Pengalokasian Anggaran Pendapatan dan d. Business Strategy for Budget Allocation and Financial
Biaya serta Proyeksi Laporan Keuangan Projections
— Perencanaan atas sasaran dan strategi termasuk — Target and strategy planning must include budget
meliputi pengalokasian anggaran pendapatan dan allocation for revenue and expenses, as well as
biaya serta proyeksi laporan keuangan. financial projections.
— Penyusunan aggaran pendapatan harus selaras — Revenue budget preparation must align with the set
dengan sasaran dan strategi yang telah disesuaikan targets and strategies, ensuring consistency with the
dengan strategi risiko. risk strategy.
— Pengalokasian anggaran pendapat dan biaya serta — Revenue and expense budget allocation, along with
proyeksi laporan keuangan dilakukan sesuai dengan financial projections, must comply with applicable
ketentuan pada Peraturan yang berlaku. regulations.
e. Perencanaan Audit e. Audit Planning
— Dalam rancangan RKAP wajib dilengkapi dengan — The RKAP draft must include an Internal Audit Plan as
perencanaan Audit Intern sebagai bagian dari bab part of the Risk Management chapter.
Manajemen Risiko.
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— Ketentuan Perencanaan Audit sesuai dengan peraturan — The Audit Planning requirements must comply with
yang berlaku. applicable regulations.
f. Perencanaan Tata Kelola Terintegrasi f. Integrated Governance Planning
Dalam rancangan RKAP wajib dilengkapi dengan rencana The RKAP draft must include a plan for implementing
pelaksanaan Tata Kelola Terintegrasi dengan ketentuan Integrated Governance, following applicable regulations.
sesuai dengan peraturan yang berlaku.
Proses Inti (Penilaian Risiko) Core Process (Risk Assessment)
Tahapan kegiatan dalam Proses Inti atau Asesmen Risiko meliputi The Core Process or Risk Assessment includes Risk Identification,
Identifikasi Risiko, Analisis Risiko, dan Evaluasi Risiko dilakukan Risk Analysis, and Risk Evaluation, which are conducted through
melalui Risk Management System (RMS). Produk akhir dari the Risk Management System (RMS). The final output of the Risk
pelaksanaan Asesmen Risiko adalah tersusunnya Daftar Risiko (Risk Assessment is the development of a Risk Register.
Register).
1. Waktu Pelaksanaan Asesmen Risiko 1. Timing of Risk Assessment Implementation
Ketentuan terkait dengan waktu pelaksanaan Asesmen Risiko The guidelines for conducting Risk Assessment are as follows:
adalah sebagai berikut:
a. Asesmen Risiko Korporat; a. Corporate Risk Assessment ;
b. Pencapaian Sasaran Rencana Perolehan Kontrak Baru; b. Achievement of New Contract Acquisition Targets;
c. Pencapaian Sasaran Proyek Baru dan Revisinya; c. Achievement of New Project Targets and Their Revisions;
d. Pencapaian Sasaran Proyek Kerjasama Operasi (Joint d. Achievement of Joint Operation Project Targets;
Operation);
e. Untuk Pencapaian Sasaran Tahunan (Sesuai RKAP). e. Annual Target Achievement (According to RKAP).
2. Konteks Penilaian dan Waktu Pelaksanaan Penilaian Risiko 2. Context and Timing of Risk Assessment Implementation
3. Identifikasi Risiko 3. Risk Identification
a. Identifikasi risiko dilakukan oleh masing-masing pemilik a. Risk identification is carried out by each risk owner (First
risiko selaku Lini Pertama dengan berkoordinasi atau Line of Defense) in coordination or consultation with the
berkonsultasi kepada fungsi Manajemen Risiko selaku Lini Risk Management function (Second Line of Defense).
Kedua.
b. Setiap sasaran dan strategi wajib dilakukan identifikasi b. All objectives and strategies must undergo risk
risiko. identification.
c. Profil Risiko hasil identifikasi disajikan paling sedikit c. The Risk Profile resulting from identification must include
memuat: at least the following elements:
— Sasaran; — Goals
— Strategi; — Strategy;
— Taksonomi risiko; — Risk Taxonomy;
— Peristiwa Risiko; — Risk Event;
— Penyebab Risiko; — Risk Cause;
— Key Risk Indicator (KRI); — Key Risk Indicator (KRI);
— Treshold KRI dalam 3 (tiga) kategori yaitu batas — KRI thresholds categorized into three levels: danger
bahaya, batas hati-hati dan batas aman sebagai early threshold, caution threshold, and safe threshold as
warning signal; early warning signals;
— Kontrol saat ini (existing control) dan penilaian — Existing controls and control effectiveness assessment;
efektivitas kontrol;
— Dampak risiko; — Risk Impact;
— Perkiraan waktu terjadinya eksposur risiko. — Estimated time of risk exposure occurrence.
d. Identifikasi risiko mencakup risiko-risiko yang berasal dari d. Risk identification must cover both internal and external
sumber internal atau dari dalam, maupun yang berasal risk sources.
dari sumber eksternal atau dari luar Perusahaan.
e. Identifikasi risiko perlu dilakukan atas dan terkait dengan e. Risk identification needs to be carried out on and related to
perubahan faktor-faktor eksternal sebagaimana diatur changes in external factors as stipulated in the Company’s
dalam Manual Sistem Manajemen Risiko Perusahaan Risk Management System Manual including Political,
mencakup faktor Politik (Politic), Ekonomi (Economic), Economic, Social, Technology, Legal and Environment
Social (Social), Teknologi (Technology), Legal (Legal), dan factors by examining the potential impact of changes in the
Lingkungan (Environment) dengan mengkaji dampak above factors on the company.
potensial perubahan faktor-faktor di atas terhadap
perusahaan.
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f. Identifikasi risiko perlu dilakukan atas dan terkait dengan f. Risk identification needs to be carried out on and related to
perubahan faktor-faktor internal sebagaimana diatur changes in internal factors as stipulated in the Company’s
dalam Manual Manajemen Risiko Perusahaan mencakup Risk Management Manual including company leadership
faktor kepemimpinan perusahaan (perubahan pandangan factors (changes in management views or philosophies),
atau filosofi manajemen), manusia, aset-aset produksi, people, production assets, processes, technology, and
proses, teknologi, dan sistem dengan mengkaji dampak systems by examining the potential impact of changes in
potensial perubahan faktor-faktor di atas terhadap the above factors on the company.
perusahaan.
g. Pemilik Risiko (Risk owner) wajib mengidentifikasi potensi g. Risk owners must identify potential fraud risks and include
risiko kecurangan (fraud) dan memasukkannya ke dalam them in the risk register and monitor the potential for
risk register dan melakukan pemantauan atas potensi fraud.
munculnya tindak kecurangan.
h. Identifikasi risiko dapat dilakukan dengan memanfaatkan h. Risk identification may use various information sources
berbagai sumber informasi dan teknik. and techniques.
i. Peristiwa risiko yang diidentifikasi dikelompokkan i. Identified risk events must be categorized based on Risk
berdasarkan Taksonomi Risiko. Taxonomy.
j. Melakukan identifikasi terhadap peristiwa Risiko. j. Identify risk events.
k. Melakukan identifikasi penyebab Risiko. k. Identify risk causes.
l. Identifikasi KRI. l. Identify Key Risk Indicators (KRI).
m. Identifikasi kontrol/pengendalian yang telah ada (control m. Identify existing controls.
existing).
n. Penilaian efektivitas kontrol/pengendalian n. Assess the effectiveness of existing controls.
o. Dampak Risiko diidentifikasi berdasarkan 2 (dua) kategori o. Risk impact must be categorized into two types: (i)
yaitu: (i) dampak kuantitatif, atau (ii) dampak kualitatif. quantitative impact and (ii) qualitative impact.
p. Perkiraan waktu terjadinya eksposur Risiko diidentifikasi p. Estimated time of risk exposure must be identified based
berdasarkan waktu bagi Perusahaan akan terpapar dengan on the period in which the Company will be exposed to a
suatu Risiko. risk.
4. Analisis Risiko (Kuantifikasi Risiko) 4. Risk Analysis (Risk Quantification)
a. Analisa (Kuantifikasi) Risiko dilakukan untuk menentukan a. Risk Analysis (Quantification) is conducted to determine
Eksposur Risiko, Skala Risiko, dan Level Risiko (hasil Risk Exposure, Risk Scale, and Risk Level (calculated as
perkalian antara nilai kemungkinan dan nilai dampak) the product of probability value and impact value) by
dengan memperkirakan besarnya kemungkinan terjadi estimating the likelihood of occurrence and the potential
dan besarnya dampak risiko. impact of the risk.
b. Seluruh Risiko yang telah diidentifikasi dilakukan analisis b. All identified risks undergo risk analysis (quantification),
(kuantifikasi) Risiko yang terdiri: (i) Analisis (kuantifikasi) which consists of: (i) Inherent Risk Analysis (Quantification),
Risiko Inheren, dan (ii) Analisis (kuantifikasi) Risiko and (ii) Residual Risk Analysis (Quantification)
Residual.
c. Masing-masing Analisis (kuantifikasi) Risiko meliputi: (i) c. Each Risk Analysis (Quantification) includes: (i) Risk
Eksposur Risiko, (ii) Skala Risiko, dan (iii) Level Risiko. Exposure, (ii) Risk Scale, and (iii) Risk Level
d. Perhitungan Eksposur Risiko. d. Calculation of Risk Exposure.
e. Perhitungan untuk menentukan nilai Dampak dan nilai e. Calculation of Impact and Probability values.
Probabilitas.
f. Perhitungan Skala Risiko. f. Calculation of Risk Scale.
g. Besarnya kemungkinan risiko dan besarnya dampak g. The likelihood and impact of risks are determined by the
risiko ditetapkan oleh para Pemimpin Unit Kerja selaku respective Work Unit Leaders (Risk Owners), with input
Pemilik Risiko, dan dapat diberi pertimbangan oleh unit from the risk management unit before obtaining approval
manajemen risiko sebelum mendapatkan persetujuan from the Board of Directors.
Direksi.
h. Bila terkendala oleh ketidakcukupan data atau masalah h. If data insufficiency or other issues arise, the estimation of
lain, perkiraan tentang besarnya kemungkinan terjadinya risk probability and potential impact (if the risk occurs) may
risiko dan besarnya dampak yang dapat ditimbulkan (bila be determined based on subjective assessments reflecting
risiko terjadi) dapat ditetapkan berdasarkan estimasi the confidence level of the Risk Owner.
subjektif yang mencerminkan tingkat keyakinan Pemilik
Risiko.
i. Hasil Analisis Risiko Inheren disajikan paling sedikit i. The results of Inherent Risk Analysis must include at least:
memuat: (i) asumsi perhitungan dampak, (ii) nilai dampak (i) Assumptions for impact calculation, (ii) Impact value in
rupiah atau mata uang fungsional pembukuan untuk Risiko Rupiah or functional accounting currency for Quantitative
Kuantitatif atau nilai skor Risiko untuk Risiko Kualitatif, (iii) Risk or risk score for Qualitative Risk, (iii) Impact Scale, (iv)
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skala dampak, (iv) skala probabilitas, (v) Eksposur Risiko, Probability Scale, (v) Risk Exposure. (vi) Risk Scale. (vii) Risk
(vi) Skala Risiko, dan (vii) Level Risiko. Level
j. Hasil Analisis Risiko Residual disajikan paling sedikit j. The results of Residual Risk Analysis must include at least:
memuat: (i) nilai dampak tiap triwulan, (ii) skala dampak (i) Impact value per quarter, (ii) Impact scale per quarter,
tiap triwulan, (iii) nilai probabilitas tiap triwulan, (iv) (iii) Probability value per quarter, (iv) Probability scale
skala probabilitas tiap triwulan, (v) Eksposur Risiko setiap per quarter, (v) Risk Exposure per quarter for Quantitative
triwulan untuk Risiko Kuantitatif, (vi) Skala Risiko tiap Risks, (vi) Risk Scale per quarter, and (vii) Risk Level per
triwulan, dan (vii) Level Risiko tiap triwulan. quarter
k. Hasil perhitungan Skala dan Level Risiko Inheren dan k. The results of Inherent and Residual Risk Scale and Level
Risiko Residual disajikan dalam peta Risiko (Heatmap). calculations must be presented in a Risk Heatmap.
5. Evaluasi Risiko 5. Risk Evaluation
a. Evaluasi risiko dilakukan untuk menetapkan urutan a. Risk evaluation is carried out to determine the priority
prioritas tindak lanjut (pemberian prioritas dari segi waktu order for follow-up actions, considering timing and
dan alokasi sumber daya). Pada dasarnya risiko dengan resource allocation. Essentially, risks with higher exposure
tingkat eksposur lebih tinggi harus diprioritaskan tindak levels must be prioritized over those with lower exposure
lanjutnya dari risiko dengan tingkat eksposur lebih rendah. levels. If there are multiple risks with the same level, the
Dalam hal terdapat lebih dari satu risiko yang tingkatnya follow-up priority is determined based on professional
sama, maka prioritas tindak lanjut ditetapkan dengan judgment.
pertimbangan profesional.
b. Tanggapan atas risiko, yaitu usulan untuk menentukan opsi b. Risk response refers to proposals for determining risk
perlakuan risiko berdasarkan Level Risiko yang dihitung treatment options based on the previously calculated Risk
sebelumnya Level
c. Apabila hasil perhitungan Skala dan Level Risiko Inheren c. If the calculated Inherent Risk Scale and Level fall within the
berada pada level eksposur Moderate dan Moderate to High Moderate or Moderate to High exposure levels, an approval
maka perlu disusun lembar persetujuan Direktur terkait sheet must be prepared for the relevant Director, whereas
sedangkan untuk level eksposur High perlu disusun lembar for risks categorized as High Exposure, an approval sheet
persetujuan Direksi. must be prepared for the Board of Directors.
d. Lembar persetujuan tersebut disusun saat penyusunan d. These approval sheets are prepared during the initial risk
risiko awal dan saat ada perubahan risiko. assessment and whenever there is a change in risk.
Proses Akhir Final Process
Proses Akhir manajemen risiko terdiri dari: The final process of risk management consists of:
1. Rencana Perlakuan Risiko 1. Risk Treatment Plan
a. Perusahaan menyusun rencana perlakuan Risiko a. The Company develops a risk treatment plan and allocates
dan mengalokasikan anggaran yang memadai untuk an adequate budget to reduce risk values in accordance
menurunkan nilai Risiko sesuai dengan target nilai Risiko with the target residual risk value.
Residual.
b. Perlakuan risiko negatif dapat dilakukan dengan menerima b. Negative risk treatment can be carried out by accepting and
dan tetap memonitor risiko, mengurangi kemungkinan continuously monitoring the risk, reducing the likelihood
terjadinya risiko, mengurangi akibat negatif yang of risk occurrence, minimizing the negative consequences
timbul bila risiko terjadi, memindahkan (mentransfer) if the risk occurs, transferring the risk to another party,
risiko kepada pihak lain, membagi (sharing) risiko atau sharing the risk, or avoiding the risk (by avoiding objectives,
menghindari risiko (dengan menghindari tujuan, strategi, strategies, targets, or planned activity outcomes related
sasaran atau rencana hasil kegiatan yang terkait). to the risk). Meanwhile, positive risk treatment involves
Perlakuan risiko positif dilakukan dengan Eksploitasi Exploitation (Exploit), Enhancement (Enhance), Sharing
(Exploit), Meningkatkan (Enhance), Berbagi (Sharing), (Sharing), and Acceptance (Accept).
Menerima (Accept).
c. Di dalam rencana perlakuan paling sedikit memuat antara c. The risk treatment plan must include at least the following
lain Kegiatan rencana perlakuan Risiko, Jenis program elements: Risk treatment plan activities, types of programs
kegiatan di dalam RKAP, Output kegiatan perlakuan Risiko, included in the RKAP, expected outputs of the risk
Anggaran biaya rencana perlakuan/tindak lanjut Risiko, treatment activities, budget allocation for risk treatment/
Unit Kerja yang bertanggungjawab, Timeline pelaksanaan follow-up actions, responsible work units, and the timeline
kegiatan perlakuan risiko. for implementing the risk treatment activities.
2. Prioritisasi Risiko 2. Risk Prioritization
a. Proses Integrasi Risko. a. Risk Integration Process.
Perusahaan melakukan proses integrasi Risiko terhadap The Company integrates all assessed risks, whether
seluruh Risiko yang telah dilakukan penilaian Risiko baik originating from Subsidiaries or First-Line Units of the
yang berasal dari Anak Perusahaan atau unit Lini Pertama Parent Company. The purpose of risk integration is to
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dari Induk Perusahaan. Tujuan integrasi Risiko untuk compile a list of Key Risks to be included in the strategic
memperoleh daftar Risiko Utama yang akan dicantumkan planning draft (RJPP or RKAP) and to ensure ongoing
dalam rancangan perencanaan strategis baik RJPP atau monitoring and evaluation at the enterprise level.
RKAP serta akan dilakukan pemantauan dan evaluasi pada
level enterprise.
b. Proses Agregasi Risiko b. Risk Aggregation Process
Bersamaan dengan penyampaian usulan perencanaan Alongside the submission of risk-based strategic planning
strategis berbasis Risiko baik RJPP atau RKAP kepada proposals (RJPP or RKAP) to the Indonesian Ministry
Kementerian Badan Usaha Milik Negara Republik of StateOwned Enterprises (BUMN), the Company also
Indonesia, Perusahaan menyampaikan kertas kerja hasil submits a working paper containing the risk strategy
perhitungan nilai ambang strategi Risiko, hasil penilaian threshold calculations, risk assessment results, and risk
Risiko, dan hasil integrasi Risiko kepada Kementerian integration outcomes to the Ministry.
Badan Usaha Milik Negara Republik Indonesia.
3. Pelaksanaan Rencana Pelakuan Risiko 3. Implementation of the Risk Treatment Plan
a. Langkah akhir dari proses manajemen risiko adalah a. The final step of the risk management process is the
melaksanakan perlakuan/tindak lanjut risiko yang execution of planned risk treatment actions, followed by
telah direncanakan dan melakukan evaluasi setelah an evaluation of the treatment implementation to measure
pelaksanaan rencana perlakuan/tindak lanjut risiko untuk the current risk level.
mengukur tingkat risiko terkini.
b. Setiap Pemilik Risiko bertanggung jawab atas risiko yang b. Each Risk Owner is responsible for managing the risks
dihadapi di unitnya masing-masing. within their respective units.
Selera dan Strategi Risiko Risk Appetite and Strategy
Strategi risiko terdiri atas: (i) pernyataan selera risiko (risk appetite The risk strategy consists of: (i) a BUMN risk appetite statement
statement) BUMN dengan memperhatikan selera risiko Kementerian taking into account the risk appetite of the Ministry of BUMN, (ii) a
BUMN, (ii) nilai ambang risiko di level enterprise/korporat yang risk threshold value at the enterprise/corporate level which includes
memuat risk capacity, risk appetite, risk tolerance, dan risk limit, risk capacity, risk appetite, risk tolerance, and risk limit, and (iii) risk
serta (iii) metrik strategi risiko. strategy metrics.
1. Pernyataan Selera Risiko (Risk Appetite Statement) 1. Risk Appetite Statement
Pernyataan Selera Risiko (Risk Appetite Statement) memberikan The Risk Appetite Statement (RAS) provides a clear framework
kerangka kerja yang jelas untuk pengambilan keputusan for decision-making and risk management within the Company.
dan manajemen risiko di Perusahaan. RAS PT Hutama Karya The RAS of PT Hutama Karya (Persero) is as follows:
(Persero) adalah sebagai berikut:
Strategis (High Appetite) Strategic (High Appetite)
Perusahaan menetapkan selera risiko Strategis (High Appetite) The Company establishes a Strategic (High Appetite) risk
terhadap: appetite towards:
1. Investasi pada proyek KPBU; 1. Investment in Public-Private Partnership (PPP) projects;
2. Pembangunan JTTS melalui pendanaan kreatif; 2. Development of the Trans-Sumatra Toll Road (JTTS)
through creative financing;
3. Integrasi HK dan Waskita. 3. Integration of HK and Waskita.
Moderat (Medium Appetite) Moderate (Medium Appetite)
Perusahaan menetapkan selera risiko Moderat (Medium The Company establishes a Moderate (Medium Appetite) risk
Appetite) terhadap: appetite towards:
1. Optimisasi dan utilisasi atas aset (termasuk PMN Non 1. Optimization and utilization of assets (including Non-Cash
Tunai); State Capital Injection/PMN);
2. Riset dan inovasi pada green construction; 2. Research and innovation in green construction;
3. Inisiasi pengembangan infrastruktur yang terintegrasi 3. Initiation of infrastructure development integrated with
dengan jaringan tol. toll road networks.
Konservatif (Low Appetite) Conservative (Low Appetite)
Perusahaan menetapkan selera Konservatif (Low Appetite) The Company establishes a Conservative (Low Appetite) risk
terhadap: appetite towards:
1. Menjaga arus kas untuk pemenuhan kewajiban dan 1. Maintaining cash flow for the fulfillment of obligations and
investasi; investments;
2. Pelanggaran financial covenant; 2. Breach of financial covenants;
3. OTOBOS + HSE (On Time, On Budget, On Spec + Comply 3. OTOBOS + HSE (On Time, On Budget, On Spec + HSE
HSE); Compliance);
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4. Pengelolaan human capital; 4. Human capital management;
5. Berpartisipasi dalam pembangunan infrastruktur di IKN 5. Participation in infrastructure development in the National
dan proyek PSN; Capital City (IKN) and National Strategic Projects (PSN);
6. Mengadopsi teknologi Multi Lane Free Flow (MLFF) dan 6. Adoption of Multi Lane Free Flow (MLFF) and Single Lane
Single Lane Free Flow (SLFF) di Jalan Tol; Free Flow (SLFF) technologies on toll roads;
7. Digitalisasi jasa konstruksi; 7. Digitalization of construction services;
8. Moratorium proyek EPC; 8. EPC project moratorium;
9. Internalisasi bisnis; 9. Business internalization;
10. Pelanggaran peraturan. 10. Regulatory violations;
Tidak Toleran Intolerant
Perusahaan menetapkan selera Konservatif (Zero Appetite) The Company establishes a Zero Appetite (Intolerant) risk
terhadap: appetite towards:
1. Fraud; 1. Fraud;
2. Kelalaian dalam keamanan siber dan perlindungan data 2. Negligence in cybersecurity and personal data protection;
pribadi;
3. Divestasi aset yang kurang produktif. 3. Divestment of underperforming assets.
i. Nilai Ambang Risiko i. Risk Threshold Value
Peta risiko memuat informasi posisi risiko inheren dan posisi The risk map presents information on the position of inherent
risiko residual dalam pemetaan warna skala hasil kalibrasi risk and residual risk within a color-coded mapping scale
antara skala probabilitas dengan skala dampak yang mengacu derived from the calibration between probability and impact
pada heatmap sebagai berikut: scales, as reflected in the following heatmap:
Hampir Pasti Low to Moderate Moderate to High High
Terjadi Moderate High
Almost Certain to 5
Happen
5 7 12 17 22 25
Sangat Mungkin Low Low to Moderate Moderate to High
TINGKAT KEMUNGKINAN / LEVEL OF POSSIBILITY
Terjadi Moderate High
It's Very Possible 4
4 4 9 14 19 24
Low Low to Moderate Moderate to High
Bisa Terjadi Moderate High
It Could Happen 3
3 3 8 13 18 23
Low Low to Low to Moderate to High
Jarang Terjadi Moderate Moderate High
Rarely Happening 2
2 2 6 11 16 21
Sangat Jarang Low Low Low to Moderate High
Terjadi Moderate
Very Rare 1
1 1 5 10 15 20
1 2 3 4 5
Sangat Rendah/ Sangat Tinggi/
Rendah/Rendah Moderate/Moderate Tinggi/High
Very Low Very high
1 2 3 4 5
TINGKAT DAMPAK / IMPACT LEVEL
Gambar. Peta Risiko PT Hutama Karya Persero Figure. Risk Map of PT Hutama Karya (Persero)
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Batas atas tingkat risiko yang dapat diterima ditetapkan sesuai The upper limit of the acceptable risk level is determined in
dengan risk appetite Perusahaan yang areanya berada dalam accordance with the Company’s risk appetite, which is within
batas garis putus-putus pada peta risiko di atas yaitu pada the boundaries of the dotted line on the risk map above,
level Eksposur Low to Moderate. Area di luar garis putus- namely at the Low to Moderate Exposure level. The area outside
putus tersebut menempatkan risiko pada tingkat yang harus the dotted line places the risk at a level that must receive risk
mendapat tindak lanjut risiko yaitu dimitigasi/dihindari/ follow-up, namely mitigated / avoided / transferred so that the
ditransfer sehingga risiko dapat diturunkan sampai pada risk can be reduced to an acceptable level for the Company.
tingkat yang dapat diterima Perusahaan.
Ambang Batas Risiko / Risk Threshold
Risk Capacity
Maksimum nilai Risiko yang dapat ditanggung perusahaan berdasarkan modal, net working
Tolerance
Risk
capital, likuiditas, total kemampuan pendanaan perusahaan, atau nilai batasan lainnya.
The maximum risk value that a company can bear based on capital, net working capital,
liquidity, total company funding capacity, or other limiting values.
k Appetite
Ris Nilai batasan Risiko yang bersedia diambil yang dapat ditoleransi dari nilai Selera
Risiko. Nilai ini lebih besar dari nilai Selera Risiko.
The risk threshold value that a person is willing to take that is tolerable based on the
Risk Appetite value. This value is greater than the Risk Appetite value.
Risk Limit
Nilai batasan keseluruhan risiko yang bersedia diambil untuk mendapatkan hasil
yang diharapkan.
The limit value of the overall risk that is willing to be taken to obtain the expected
results.
Nilai batasan risiko yang akan didistribusikan dan menjadi acuan bagi unit pemilik risiko.
The risk limit value that will be distributed and become a reference for the risk owner unit.
Gambar. Ketentuan Ambang Batas Risiko Figure. Risk Threshold Provisions
Tabel. Ambang Batas Risiko PT Hutama Karya (Persero) Tahun 2025
Table. Risk Threshold of PT Hutama Karya (Persero) in 2025
Nilai Kapasitas Risiko Perusahaan/ Nilai Selera Risiko Perusahaan/ Nilai Toleransi Risiko Perusahaan/
Risk Capacity Risk Appetite Risk Tolerance Nilai Batasan Risiko/ Risk Limit
Company Risk Capacity Value / Company Risk Appetite Value / Risk Company Risk Tolerance Value / Risk Risk Limit Value / Risk Limit
Risk Capacity Appetite Tolerance
Rp15.785.700.000.000 ≤Rp4.735.710.000.000 <Rp5.209.281.000.000 Rp1.578.570.000.000
ii. Metrik Strategi Risiko ii. Risk Strategy Metrics
Dalam rangka menciptakan dan melindungi nilai BUMN serta In order to create and safeguard the value of State-Owned
mendukung pertumbuhan bisnis BUMN yang berkelanjutan Enterprises (SOEs) and to support sustainable business growth
sesuai dengan implementasi Peta Jalan BUMN, perusahaan in line with the implementation of the SOE Roadmap, the
memiliki strategi risiko yang dituangkan dalam Matriks Strategi Company has established risk strategies set out in the Risk
Risiko, tercantum dalam tabel berikut: Strategy Matrix, as presented in the following table:
Kategori Risiko T2 Sikap Satuan Nilai Batasan/
& T3 KBUMN Risk Appetite Risk Appetite Terhadap Parameter Ukuran Limit
Risk Category T2 & Statement Statement Risiko Parameter Unit of Threshold/ Limit
T3 KBUMN Risk Attitude Measurement Value
13. Risiko Industri Investasi pada Investment in Konservatif Persentase peningkatan % <1
Umum - Proyek proyek KPBU existing Public- Conservative biaya konstruksi proyek
13. General Industry Eksisting Private Partnership KPBU eksisting
Risk – Projects (PPP) projects Percentage increase in
construction costs of
existing PPP projects
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Kategori Risiko T2 Sikap Satuan Nilai Batasan/
& T3 KBUMN Risk Appetite Risk Appetite Terhadap Parameter Ukuran Limit
Risk Category T2 & Statement Statement Risiko Parameter Unit of Threshold/ Limit
T3 KBUMN Risk Attitude Measurement Value
11. Risiko Industri Pembangunan ruas Development of Strategis Financial Close ruas JTTS Kualitatif Sesuai rencana
Umum - Keuangan JTTS baru melalui new Trans-Sumatra Strategic baru dengan pendanaan Qualitative In line with the
11. General Industry pendanaan kreatif Toll Road (JTTS) kreatif plan
Risk – Financial sections through Financial close of new
creative financing JTTS sections through
creative financing
16. Risiko Industri Optimisasi dan Optimization and Konservatif • Rasio optimalisasi • Sesuai rencana
Umum - utilisasi atas aset utilization of assets Conservative penggunaan Aset • IRR > WACC +
Operasional (termasuk PMN (including Non- • Rasio IRR atas aset yang Risk Tolerance
16. General Industry Non Tunai) Cash State Capital optimisasi (1% s.d 3%)
Risk – Operational Injection/PMN) • Asset utilization • In line with the
optimization ratio plan
• IRR ratio on optimized • IRR > WACC +
assets Risk Tolerance
(1% to 3%)
13. Risiko Industri Riset dan inovasi Research and Konservatif R&D budget utilization % >90%
Umum - Proyek pada green innovation in green Conservative pada green construction
13. General Industry construction construction R&D budget utilization in
Risk – Projects green construction
11. Risiko Industri Inisiasi Initiation of Konservatif Pertumbuhan volume lalu % >5% pertumbuhan
Umum - Keuangan pengembangan infrastructure Conservative lintas di tol terintegrasi per tahun
11. General Industry infrastruktur yang development Traffic volume growth on 5% growth per year
Risk – Financial terintegrasi dengan integrated with toll integrated toll roads
jaringan tol road networks
8. Risiko Integrasi HK dan Integration of HK Strategis Frekuensi insiden legal dan Peristiwa <5
Restrukturisasi Waskita and Waskita Strategic kepatuhan integrasi HK Event
& Reorganisasi - dan Waskita
Pengambilalihan Frequency of legal and
8. Restructuring & compliance incidents in
Reorganization the integration of HK and
Risk – Acquisition Waskita
11. Risiko Industri Menjaga arus kas Maintaining Konservatif Rasio ketepatan waktu % >95
Umum - Keuangan untuk pemenuhan cash flow for the Conservative dan nominal penagihan
11. General Industry kewajiban dan fulfillment of piutang
Risk – Financial investasi obligations and Timeliness and billing
investments amount accuracy ratio of
receivables
16. Risiko Industri Kecelakaan kerja Workplace Konservatif Loss Time Injury Frequency Kali <1
Umum - (HSE) accidents (HSE) Conservative Rate (LTIFR) Times
Operasional Loss Time Injury Frequency
16. General Industry Rate (LTIFR)
Risk – Operational
11. Risiko Industri Pelanggaran Breach of financial Konservatif • DER Kali · DER ≤5
Umum - Keuangan financial covenant covenants Conservative • DSCR Times · DSCR ≥ 1
11. General Industry • Current Ratio (CR) · CR ≥1
Risk – Financial • Debt-to-Equity Ratio
(DER)
• Debt Service Coverage
Ratio (DSCR)
• Current Ratio (CR)
16. Risiko Industri OTOBOS (On Time, OTOBOS (On Time, Tidak Toleran
Umum - On Budget, On On Budget, On Intolerant
% 100%
Operasional Spec) Spec) Zero major rework
16. General Industry
Risk – Operational
4. Risiko Kebijakan -
SDM Pengelolaan Human capital Konservatif Employee Engagement
% >83
4. Policy Risk – human capital management Conservative Index
Human Capital
16. Risiko Industri Berpartisipasi Participate in
Umum - dalam infrastructure
Konservatif Schedulue performance Skor
Operasional pembangunan development >1
Conservative index Score
16. General Industry infrastruktur di IKN in IKN and PSN
Risk – Operational dan proyek PSN projects
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Tata Kelola Perusahaan
Corporate Governance
Kategori Risiko T2 Sikap Satuan Nilai Batasan/
& T3 KBUMN Risk Appetite Risk Appetite Terhadap Parameter Ukuran Limit
Risk Category T2 & Statement Statement Risiko Parameter Unit of Threshold/ Limit
T3 KBUMN Risk Attitude Measurement Value
Deviasi pendapatan dari
16. Risiko Industri adopsi MLFF dan/atau
Mengadopsi Adoption of MLFF
Umum - SLFF di Jalan Tol
teknologi MLFF and/or SLFF Konservatif
Operasional Revenue deviation from % <4
dan/atau SLFF di technologies on Conservative
16. General Industry the adoption of MLFF and/
Jalan Tol toll roads
Risk – Operational or SLFF technologies on
toll roads
Rasio Realisasi Divestasi
11. Risiko Industri Terhadap Nilai Perolehan &
Divestment of
Umum - Keuangan Divestasi aset yang Tidak Toleran Cost Recovery
underperforming % >100
11. General Industry kurang produktif Intolerant Divestment realization
assets
Risk – Financial ratio against acquisition
value & cost recovery
Tingkat realisasi biaya
proyek EPC sesuai
13. Risiko Industri
dengan anggaran yang
Umum - Proyek Moratorium proyek EPC project Tidak toleran
dicadangkan % < 100
13. General Industry EPC moratorium Intolerant
Level of realization of EPC
Risk – Projects
project costs in accordance
with the allocated budget
4. Risiko Kebijakan - Peningkatan Produktivitas
SDM Business Konservatif Pegawai
Internalisasi bisnis % > 5%
4. Policy Risk – internalization Conservative Employee productivity
Human Capital improvement
12. Risiko Industri Kegagalan kasus hukum
Umum - Reputasi di pengadilan/ frekuensi
& Kepatuhan Pelanggaran Regulatory Konservatif tuntutan hukum incracht Jumlah <1
12. General Industry peraturan violations Conservative Kegagalan kasus hukum Total
Risk – Reputation di pengadilan/ frekuensi
& Compliance tuntutan hukum incracht
12. Risiko Industri
Umum - Reputasi
& Kepatuhan Tidak Toleran Tingkat fraud Jumlah
Fraud Fraud 0
12. General Industry Intolerant Fraud rate Total
Risk – Reputation
& Compliance
14. Risiko Industri
Kelalaian dalam Negligence in
Umum - Teknologi 0-6 jam per
keamanan siber cybersecurity
& Keamanan Siber Konservatif Downtime Sistem Jam kejadian
dan pengelolaan and personal
14. General Industry Conservative Downtime Sistem Hour 0–6 hours per
perlindungan data data protection
Risk – Technology incident
pribadi management
& Cybersecurity
PT Hutama Karya (Persero)
2025 Annual Report 561
Page 562
Profil Risiko dan Pengelolaannya Risk Profile and Management
Tema Risiko (11) Kategori Risiko (12) Peristiwa Risiko (13)
Risk Theme (11) Risk Category (12) Risk Events (13)
Peristiwa Risiko terkait Subsidi &
Kategori Risiko Fiskal Peristiwa Risiko terkait Dividen Peristiwa Risiko terkait PMN Kompensasi
1.1 Fiscal Risk Categories
1.1.1 Dividend-Related Risk Events
1.1.2 Risk Events related to PMN
1.1.3 Risk Events related to Subsidies &
Compensation
Tema Risiko Portofolio Peristiwa Risiko terkait Kebijakan
BUMN Kategori Risiko Kebijakan Peristiwa Risiko terkait Kebijakan SDM Sektoral
1 1.2 1.2.4 Risk Events related to HR Policies
1.2.5 Risk Events related to Sectoral
State-Owned Enterprise Policy Risk Categories
Portfolio Risk Theme Policies
Peristiwa Risiko terkait Konsentrasi
Kategori Risiko Komposisi Portofolio
1.3 1.3.6
Composition Risk Category Risk Events related to Portfolio
Concentration
Peristiwa Risiko terkait Struktur
Tema Risiko Struktur
Kategori Risiko Struktur Korporasi
Korporasi dan Organisasi 2.4 Structural Risk Category
2.4.7 Risk Events related to Corporate
BUMN Structure
2 Corporate Structure
and Organizational Risk Kategori Risiko Restrukturisasi Peristiwa Risiko terkait M&A.
Theme of State-Owned dan Reorganisasi
2.5 Restructuring and 2.5.8 JV, Restru
Enterprises Reorganization Risk Categories Risk Events related to M&A.JV, Restru
Peristiwa Risiko terkait Formulasi Peristiwa Risiko terkait Pasar &
Strategis Makroekonomi Peristiwa Risiko terkait Keuangan
3.6.9 Risk Events related to Strategic 3.6.10 Peristiwa Risiko terkait Pasar &
3.6.11
Financial Risk Events
Formulation Makroekonomi
Kategori Risiko Industri Peristiwa Risiko terkait Hukum, Peristiwa Risiko terkait Teknologi
Umum Reputasi & Kepatuhan Peristiwa Risiko terkait Proyek Informasi & Keamanan Siber
3.6 General Industry Risk 3.6.12 Legal, Reputational and Compliance 3.6.13 3.6.14 Information Technology & Cyber
Project-Related Risk Events
Categories Risk Events Security Risk Events
Tema Risiko Bisnis BUMN Peristiwa Risiko terkait Sosial &
Peristiwa Risiko terkait Operasional
3 BUMN Business Risk 3.6.15 Lingkungan 3.6.16 Operational Risk Events
Theme Social & Environmental Risk Events
Kategori Risiko Industri
Perbankan Peristiwa Risiko terkait Kredit Peristiwa Risiko terkait Likuiditas
3.7 Banking Industry Risk 3.6.17 3.6.18
Credit-Related Risk Events Liquidity-related Risk Events
Categories
Kategori Risiko Industri
Asuransi Peristiwa Risiko terkait Investasi 3.6.20 Peristiwa Risiko terkait Aktuarial
3.8 Insurance Industry Risk 3.6.19 Investment-Related Risk Events Actuarial Risk Events
Categories
Berikut adalah profil risiko perusahaan berdasarkan taksonomi The following represents the Company’s risk profile based on the
risiko portofolio BUMN: SOE portfolio risk taxonomy:
1. Peristiwa Risiko terkait PMN: 1. Risk Events related to State Capital Injection (PMN):
• Risiko Ketersediaan pendanaan PMN TA 2025 • Risk of availability of PMN funding for FY2025
• Risk of changes in Government policy regarding Non-Cash
• Risiko Perubahan Kebijakan Pemerintah PMN Non-Tunai PMN
2. Peristiwa Risiko terkait Kebijakan Sektoral: 2. Risk Events related to Sectoral Policy:
• Risiko Ketidaksiapan Terhadap Perubahan Kebijakan/ • Risk of unpreparedness for changes in sectoral policies/
Regulasi Sektoral yang Mempengaruhi Proses Bisnis regulations affecting business processes
3. Peristiwa Risiko terkait Konsentrasi Portofolio: 3. Risk Events related to Portfolio Concentration:
• Risiko konsentrasi pada portofolio bisnis jasa konstruksi • Risk of concentration in the construction services business
portfolio
4. Peristiwa Risiko terkait M&A, JV, dan Restru: 4. Risk Events related to M&A, JV, and Restructuring:
• Risiko Integrasi HK dan Waskita • Risk of integration between HK and Waskita
5. Peristiwa Risiko terkait Formulasi Strategis: 5. Risk Events related to Strategic Formulation:
• Risiko Penundaan proses divestasi asset • Risk of delay in the asset divestment process
6. Peristiwa Risiko terkait Pasar & Makroekonomi: 6. Risk Events related to Market & Macroeconomics:
• Risiko Penurunan likuiditas • Risk of declining liquidity
7. Peristiwa Risiko terkait Keuangan: 7. Risk Events related to Financial:
• Risiko Gagal bayar obligasi dan sukuk • Risk of default on bonds and sukuk
• Risiko Inefisiensi pengelolaan proyek KSO • Risk of inefficiency in joint operation (KSO) project
management
• Risiko Piutang tidak tertagih • Risk of uncollectible receivables
• Risiko Cost Overrun • Risk of cost overrun
• Risiko Kenaikan Investasi Proyek KPBU • Risk of increased investment in PPP projects
8. Peristiwa Risiko terkait Hukum, Reputasi & Kepatuhan: 8. Risk Events related to Legal, Reputation & Compliance:
• Risiko Penyelesaian Kasus Hukum HK Group • Risk in the resolution of legal cases within the HK Group
• Risiko kecurangan • Risk of fraud
PT Hutama Karya (Persero)
562 Laporan Tahunan 2025
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Tata Kelola Perusahaan
Corporate Governance
9. Peristiwa Risiko terkait Proyek: 9. Risk Events related to Projects:
• Risiko perusahaan kalah bersaing dalam tender/lelang • Risk of losing competitiveness in tenders/bids
• Risiko keterlambatan penyelesaian proyek Jakon • Risk of delays in construction project completion
• Risiko Cacat mutu • Risk of quality defects
• Risiko Kecelakaan fatal atau cedera berat di lokasi kerja • Risk of fatal accidents or serious injuries at the workplace
• Risiko internalisasi kontrak • Risk of contract internalization
10. Peristiwa Risiko terkait Teknologi Informasi & Keamanan 10. Risk Events related to Information Technology &
Siber: Cybersecurity:
• Risiko kegagalan System dan Pengelolaan Aplikasi • Risk of system and application management failures
• Risiko kegagalan adopsi Multi Lane Free Flow (MLFF) pada • Risk of failure in adopting Multi Lane Free Flow (MLFF)
ruas tol technology on toll road sections
11. Peristiwa Risiko terkait Sosial & Lingkungan: 11. Risk Events related to Social & Environmental:
• Risiko demo/Gangguan Sosial Masyarakat di sekitar • Risk of public demonstrations/social disturbances around
lingkungan Proyek project areas
• Risiko pencemaran lingkungan • Risk of environmental pollution
12. Peristiwa Risiko terkait Operasional: 12. Risk Events related to Operational:
• Risiko keterlambatan penerapan tarif tol pada ruas tol baru • Risk of delays in toll tariff implementation on new toll roads
• Risiko rendahnya LHR • Risk of low traffic volume (LHR)
• Risiko keterlambatan penyelesaian proyek JTTS • Risk of delays in the completion of JTTS projects
• Risiko gagal klaim Divisi EPC dan Gedung • Risk of failure in claims by EPC and Building Divisions
• Risiko ketidaksiapan sumber daya manusia (SDM) untuk • Risk of unprepared human resources (HR) to adapt to
beradaptasi dengan kebutuhan bisnis business needs
Rencana mitigasi dan realisasi perlakuan risiko Tahun 2025 adalah The 2025 risk mitigation and treatment realization plan is as follows:
sebagai berikut:
Target Realisasi Perlakuan
Penyebab KRI Residual
Residual Rencana Mitigasi Risiko
Risiko
Mitigation Plan Realization of Risk Indikator
Dmp Prob Risk Cause Threshold Dmp Prob
Treatment Indicator
1. Risiko Inefisiensi pengelolaan proyek KSO
1. Risk of inefficiency in joint operation (KSO) project management
1. Perencanaan 1. Meningkatkan kualitas 1. Mengevaluasi Keterlambatan Aman
2 4 proyek yang perencanaan proyek pengalaman kerja konstruksi proyek 2 5
tidak optimal dengan melakukan calon mitra KSO terhadap jadwal
2. Kinerja kajian kelayakan yang 2. Mengevaluasi yang disepakati
subkontraktor lebih komprehensif, ketersediaan dan
atau mitra yang melibatkan tim kompetensi personil
buruk multidisiplin calon mitra KSO
3. Fluktuasi biaya (engineering, finance, 3. Mengevaluasi
dan harga legal) untuk analisis kemampuan
4. Masalah pada risiko secara mendetail. penyediaans/
kontrak dan Selain itu, terapkan kepemilikan
kerjasama software manajemen peralatan calon mitra
5. Penurunan proyek yang lebih KSO
anggaran canggih untuk simulasi 4. Mengevaluasi
infrastruktur dan penyesuaian kemampuan dan
skenario-skenario di awal kondisi keuangan
fase perencanaan calon mitra KSO
5. Mengevaluasi data
kualifikasi calon
mitra KSO
PT Hutama Karya (Persero)
2025 Annual Report 563
Page 564
Target Realisasi Perlakuan
Penyebab KRI Residual
Residual Rencana Mitigasi Risiko
Risiko
Mitigation Plan Realization of Risk Indikator
Dmp Prob Risk Cause Threshold Dmp Prob
Treatment Indicator
1. Suboptimal 1. Enhance the quality 1. Evaluate the work Delay in project Safe
project of project planning by experience of construction
planning conducting more com- prospective KSO against the agreed
2. Poor prehensive feasibility partners schedule
performance of studies and involving 2. Evaluate the
subcontractors multidisciplinary teams availability and
or partners (engineering, finance, competency of
3. Cost and price legal) for detailed risk personnel of
fluctuations analysis. In addition, im- prospective KSO
4. Issues in plement more advanced partners
contracts and project management 3. Evaluate the
partnerships software to simulate and capability in
5. Reduction in adjust scenarios in the provision/ownership
infrastructure early planning phase. of equipment of
budget prospective KSO
partners
4. Evaluate the
financial capability
and condition of
prospective KSO
partners
5. Evaluate the
qualification data
of prospective KSO
partners
2. Membuat sistem 6. Melaksanakan
seleksi subkontraktor pengendalian
dan mitra yang ketat internal dengan baik
dengan evaluasi kinerja serta memonitor
historis dan kemampuan pencapaian progress
teknis mereka. Lakukan mitra tiap minggu,
monitoring secara real- memasukkan pasal
time terhadap kinerja sanksi apabila mitra
subkontraktor dan mitra wanprestasi dalam
melalui pelaporan rutin perjanjian
dan audit lapangan, 7. Memahami dan
serta terapkan insentif melaksanakan JO
dan penalti berdasarkan Agreement sesuai
performa mereka. ketentuan
8. Koordinasi dengan
pihak Leader KSO
mengenai kesepakatan
administrasi pekerjaan
2. Establish a rigorous 6. Implement effective
subcontractor and internal controls
partner selection system and monitor partner
by evaluating their progress achievements
historical performance on a weekly basis,
and technical including the
capabilities. Conduct incorporation of
real-time monitoring penalty clauses in the
of subcontractor and agreement in the event
partner performance of partner default
through periodic 7. Understand and
reporting and field implement the
audits, and implement Joint Operation
incentive and penalty (JO) Agreement in
mechanisms based on accordance with
performance. applicable provisions
8. Coordinate with the
KSO Leader regarding
work administration
agreements
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564 Laporan Tahunan 2025
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Tata Kelola Perusahaan
Corporate Governance
Target Realisasi Perlakuan
Penyebab KRI Residual
Residual Rencana Mitigasi Risiko
Risiko
Mitigation Plan Realization of Risk Indikator
Dmp Prob Risk Cause Threshold Dmp Prob
Treatment Indicator
3. Menerapkan hedging
untuk material yang
harganya sangat volatil
dan melakukan perjan-
jian harga tetap (fixed
price contracts) dengan
pemasok untuk periode
tertentu. Lakukan juga
analisis sensitivitas biaya
secara berkala dan sisip-
kan buffer biaya dalam
anggaran untuk mengha-
dapi fluktuasi yang tidak
terduga.
3. Implement hedging
strategies for materials
with high price volatility
and enter into fixed price
contracts with suppliers
for a certain period.
Additionally, perform
periodic cost sensitivity
analysis and incorporate
cost buffers in the budget
to anticipate unforeseen
fluctuations.
4. Memastikan setiap
kontrak disusun dengan
memperhatikan aspek
legal dan perlindungan
hak serta kewajiban
secara seimbang.
Lakukan review kontrak
secara menyeluruh oleh
tim legal dan manajemen
risiko untuk menghindari
ketidakjelasan dan
potensi perselisihan.
Buat mekanisme
penyelesaian sengketa
yang jelas di dalam
kontrak untuk memitigasi
dampak negatif dari
permasalahan yang
mungkin muncul.
5. Koordinasi dengan
Pemerintah
4. Ensure that each contract
is structured with due
consideration to legal
aspects and balanced
protection of rights and
obligations. Conduct
comprehensive contract
reviews by the legal
and risk management
teams to avoid ambiguity
and potential disputes.
Establish clear dispute
resolution mechanisms
within the contract
to mitigate potential
adverse impacts.
5. Coordinate with the
Government
PT Hutama Karya (Persero)
2025 Annual Report 565
Page 566
Target Realisasi Perlakuan
Penyebab KRI Residual
Residual Rencana Mitigasi Risiko
Risiko
Mitigation Plan Realization of Risk Indikator
Dmp Prob Risk Cause Threshold Dmp Prob
Treatment Indicator
2. Risiko Perusahaan kalah bersaing dalam tender / lelang
2. Risk of the Company losing competitiveness in tenders/bids
1. Nilai proyek 1. Melakukan kajian 1. Pembentukan Persentase Harga Hati-Hati
1 3 yang mendalam terhadap tim tender dan Penawaran 2 5
ditawarkan HPS sebelum pengajuan pelibatan calon terhadap HPS
lebih rendah penawaran untuk kapro yang memiliki Proyek
dibandingkan memastikan nilai kompetensi dan
nilai Harga penawaran sesuai pengalaman sesuai
Perkiraan dengan kondisi pasar dengan proyek
Sendiri (HPS) dan kemampuan yang ditenderkan.
2. Tidak tepat perusahaan. Gunakan Team Kapro
dalam data historis dan dilibatkan untuk
Pemilihan analisis benchmarking mengitung, untuk
Konsultan proyek sejenis untuk mendapatkan harga
Perencana menentukan HPS yang yang kompetitif dan
untuk Paket lebih akurat. Libatkan bersaing.
Tender Design tim multidisiplin 2. Berkoordinasi
and Build dalam menyusun nilai dengan Bagian
dan Tidak penawaran agar dapat Pengadaan terkait
tepat dalam mengoptimalkan biaya cara pembayaran
Pemilihan dan menghindari setiap vendor yang
Partner JO penawaran di bawah kita gunakan dalam
atau KSO HPS. tender.
1. The proposed 1. Conduct a 1. Establish a tender Percentage of Cautious
project value comprehensive review team and involve Bid Price against
is lower than of the Owner’s Estimate prospective Project Project Owner’s
the Owner’s (HPS) prior to bid Managers (Kapro) Estimate (HPS)
Estimate (HPS) submission to ensure with competencies
2. Inappropriate that the proposed bid and experience
selection value aligns with market aligned with the
of design conditions and the tendered project.
consultants Company’s capabilities. The Kapro team
for Design and Utilize historical data is engaged in cost
Build tender and benchmarking estimation to obtain
packages and analysis of similar competitive and
inappropriate projects to determine viable pricing.
selection of a more accurate HPS. 2. Coordinate with the
JO or KSO Involve multidisciplinary Procurement Divi-
partners teams in preparing bid sion regarding pay-
values to optimize costs ment terms for each
and avoid underbidding vendor engaged in
below the HPS. the tender process.
3. Ketersediaan 2. Menerapkan due 3. Sistem database
dokumen/ diligence yang lebih yang mudah diak-
inventaris ketat dalam memilih ses untuk harga riil
serta personil konsultan perencana kontrak vendor/
belum dan partner JO/KSO. subkon proyek on
memadai Gunakan kriteria going sebagai refe-
untuk dapat pemilihan yang rensi Dalam Proses
memenuhi mencakup rekam jejak, Penyusunan (On
kebutuhan kompetensi teknis, going)
beberapa dan pengalaman 4. Inventaris
paket tender sebelumnya dalam kebutuhan SKK
dalam waktu proyek serupa. Lakukan dan SKT telah
bersamaan evaluasi kinerja dilaksanakan dan
(relatif dekat) konsultan dan partner masih berlanjut
Penawaran secara berkala untuk (Continue)
Harga pada saat memastikan mereka 5. Bersurat dan
Tender kurang memberikan kontribusi berkoordinasi
kompetitif optimal pada proyek. dengan HCBP DSU
terkait Program
Sertifikasi Personil
PT Hutama Karya (Persero)
566 Laporan Tahunan 2025
Page 567
Tata Kelola Perusahaan
Corporate Governance
Target Realisasi Perlakuan
Penyebab KRI Residual
Residual Rencana Mitigasi Risiko
Risiko
Mitigation Plan Realization of Risk Indikator
Dmp Prob Risk Cause Threshold Dmp Prob
Treatment Indicator
3. Availability of 2. Implement more 3. Develop an easily
documents/ rigorous due diligence accessible database
inventory and in selecting design system containing
personnel is not consultants and JO/ actual contract
yet sufficient KSO partners. Apply prices of vendors/
to meet the selection criteria that subcontractors
requirements of include track record, from ongoing
multiple tender technical competence, projects as a
packages simul- and prior experience in reference during the
taneously (in a similar projects. Perform preparation process
relatively short periodic performance (on going).
timeframe) evaluations of 4. Inventory of
Price bidding consultants and SKK and SKT
during the ten- partners to ensure requirements
der process is optimal contribution to has been carried
less competitive the project. out and remains
ongoing (continue).
5. Issue formal
correspondence
and coordinate
with HCBP DSU
regarding personnel
certification
programs.
3. Membuat perencanaan 6. Review terhadap
sumber daya dan kompetensi
inventaris yang Konsultan
lebih baik dengan Perencana
membentuk tim tender dilaksanakan
yang terpisah untuk setelah
menangani beberapa mendapatkan
tender sekaligus. Dokumen Tender;
Optimalkan manajemen 7. Review terhadap
dokumen dengan Calon KSO
menggunakan sistem dilaksanakan
digitalisasi dan aplikasi setelah
manajemen proyek mendapatkan
untuk mempercepat Dokumen Tender;
penyusunan dan (Sesuai Persyaratan
pengumpulan dokumen didalam Dokumen
yang diperlukan. Tender dan
Siapkan pool tenaga Prosedur HK)
ahli yang siap untuk
dialokasikan ke
beberapa tender secara
bersamaan.
3. Develop more effective 6. Conduct a review of
resource and inventory the competencies of
planning by establishing design consultants
dedicated tender teams upon receipt of the
to handle multiple Tender Documents.
tenders simultaneously. 7. Conduct a review
Optimize document of prospective
management KSO partners
through digitalization upon receipt of the
systems and project Tender Documents
management (in accordance with
applications to the requirements
accelerate the stipulated in
preparation and the Tender
submission of required Documents and HK
documents. Establish procedures).
a pool of experts ready
to be deployed across
multiple tenders
concurrently.
PT Hutama Karya (Persero)
2025 Annual Report 567
Page 568
Target Realisasi Perlakuan
Penyebab KRI Residual
Residual Rencana Mitigasi Risiko
Risiko
Mitigation Plan Realization of Risk Indikator
Dmp Prob Risk Cause Threshold Dmp Prob
Treatment Indicator
4. Melakukan analisis
pasar dan studi
kompetitif yang
lebih mendalam
untuk memahami
struktur harga dan
strategi pesaing.
Gunakan metode
value engineering
untuk mencari cara
mengurangi biaya tanpa
mengorbankan kualitas,
sehingga penawaran
tetap kompetitif. Selain
itu, pertimbangkan
untuk membangun
hubungan strategis
dengan pemasok atau
subkontraktor untuk
mendapatkan harga
yang lebih baik.
4. Conduct more in-
depth market analysis
and competitive
studies to understand
pricing structures and
competitor strategies.
Apply value engineering
methods to identify
cost efficiencies
without compromising
quality, thereby
maintaining competitive
bids. Additionally,
consider establishing
strategic relationships
with suppliers or
subcontractors to secure
more favorable pricing.
3. Risiko Ketersediaan pendanaan PMN TA 2025
3. Risk of availability of PMN funding for FY2025
Perubahan 1. Koordinasi dengan 1. Mengusulkan PMN PMN JTTS dalam Aman
5 5 prioritas anggaran berbagai stakeholders berkelanjutan untuk Nota APBN 2025 1 5
Pemerintah 2. Optimalisasi Penugasan Jalan Tol
untuk proyek penggunaan PMN tahun Trans Sumatera Perubahan Bahaya
infrastruktur sebelumnya 2. Melakukan kebijakan
khususnya dalam 3. Creative Financing komunikasi aktif anggaran fiskal
pembangunan yang bisa menjadi serta pemenuhan pemerintah
JTTS solusi pendanaan informasi kepada
pembangunan stakeholders terkait
4. Melakukan upaya 3. Optimalisasi
percepatan penggunaan PMN
pembebasan lahan tahun sebelumnya
untuk meminimalisir 4. Melakukan upaya
biaya overhead akibat percepatan
keterlambatan waktu pembebasan lahan
pelaksanaan untuk meminimalisir
biaya overhead akibat
keterlambatan waktu
pelaksanaan
PT Hutama Karya (Persero)
568 Laporan Tahunan 2025
Page 569
Tata Kelola Perusahaan
Corporate Governance
Target Realisasi Perlakuan
Penyebab KRI Residual
Residual Rencana Mitigasi Risiko
Risiko
Mitigation Plan Realization of Risk Indikator
Dmp Prob Risk Cause Threshold Dmp Prob
Treatment Indicator
Changes in 1. Coordinate with various 1. Propose sustainable PMN for JTTS in Safe
Government stakeholders PMN for the Trans- the 2025 State
budget priorities 2. Optimize the utilization Sumatra Toll Road Budget Note Dangerous
for infrastructure of prior years’ PMN assignment (APBN)
projects, 3. Implement 2. Conduct active
particularly in the creative financing communication and Changes in
development of as an alternative provide relevant Government fiscal
the Trans-Sumatra funding solution for information to budget policy
Toll Road (JTTS) development stakeholders
4. Undertake efforts 3. Optimize the
to accelerate land utilization of prior
acquisition to minimize years’ PMN
overhead costs arising 4. Undertake efforts
from delays in project to accelerate land
implementation acquisition to
minimize overhead
costs arising from
delays in project
implementation
4. Risiko Ketidaksiapan Terhadap Perubahan Kebijakan/ Regulasi Sektoral yang Mempengaruhi Proses Bisnis
4. Risk of Unpreparedness for Changes in Sectoral Policies/Regulations Affecting Business Processes
Perubahan 1. Koordinasi dengan 1. Melakukan Penurunan Bahaya
4 5 kebijakan berbagai stakeholders komunikasi aktif anggaran 1 5
infrastruktur 2. Creative Financing serta pemenuhan infrastruktur
nasional yang bisa menjadi informasi kepada PUPR
solusi pendanaan stakeholders terkait
pembangunan untuk 2. Pembentukan tim
JTTS integrasi BUMN
Karya
Changes in national 1. Coordinate with various 1. Conduct active Reduction in the Dangerous
infrastructure stakeholders communication and infrastructure
policy 2. Implement creative provide relevant budget of the
financing as a funding information to Ministry of Public
solution for the stakeholders Works and
development of JTTS 2. Establish an SOE Housing (PUPR)
construction
integration team
5. Risiko Keterlambatan penyelesaian proyek JTTS
5. Risk of Delays in the Completion of JTTS Projects
1. Keterlambatan 1. Pendampingan 1. Tim koordinasi Keterlambatan Aman
3 4 pembebasan proses penyusunan telah dibentuk Progres 1 5
lahan dan persetujuan dan bekerja sama Pembebasan
2. Lamanya proses Dokumen Perencanaan dengan LMAN serta Lahan Bebas
perizinan untuk Pengadaan Tanah pemerintah daerah Deviasi % Progres
lahan aset (DPPT) dan dokumen untuk mempercepat Pekerjaan Bahaya
negara dan lain yang diperlukan proses pengajuan terhadap Master
kawasan yang sampai diterbitkannya dan persetujuan DTT Schedule
dilindungi Penetapan Lokasi dan penlok tambahan
3. Keterlambatan (Penlok) serta Dana talangan
perolehan PPJT 2. Berkoordinasi intens sedang dalam tahap
Baru dengan stakeholder pengusulan
4. Kinerja Penyedia pendamping (Jamintel, 2. Mendorong BPK
Jasa tidak Kemenkomarves, untuk percepatan
optimal KPPIP & KSP) dalam pengumuman atas
penyelesaian Ancaman, adanya Penetapan
Gangguan, Hambatan Lokasi baru di Kab.
& Tantangan (AGHT) Banyuasin untuk oprit
pengadaan tanah overpass yang sd saat
3. Menempatkan sumber ini belum diumumkan
daya tambahan sesuai oleh BPN
kompetensi di PPK 3. Penempatan PIC
Lahan dan BPN, sehingga di BPN. PPK & P2T
milestone administrasi untuk mempercepat
pengadaan tanah dapat legalisasi dan validasi
termonitor lahan.
PT Hutama Karya (Persero)
2025 Annual Report 569
Page 570
Target Realisasi Perlakuan
Penyebab KRI Residual
Residual Rencana Mitigasi Risiko
Risiko
Mitigation Plan Realization of Risk Indikator
Dmp Prob Risk Cause Threshold Dmp Prob
Treatment Indicator
1. Delays in land 1. Provide assistance in 1. A coordination team Delay in Land Safe
acquisition the preparation and has been established Acquisition
2. Prolonged approval process of Land and is working in Progress (Clear
permitting Acquisition Planning collaboration with and Free Land)
process for Documents (DPPT) LMAN and regional Percentage
state-owned and other required governments to Deviation of Dangerous
land assets and documents until the accelerate the Work Progress
protected areas issuance of the Location submission and against the Master
3. Delays in Determination (Penlok). approval process Schedule
obtaining 2. Intensively coordinate of DTT and
new Toll Road with supporting additional Location
Concession stakeholders (Jamintel, Determinations
Agreements Coordinating Ministry (Penlok), while bridge
(PPJT) for Maritime Affairs financing is currently
4. Suboptimal and Investment, KPPIP, under proposal.
performance and KSP) in addressing 2. Encourage BPK
of service Threats, Disturbances, to expedite the
providers Obstacles, and announcement of
Challenges (AGHT) in the new Location
land acquisition. Determination
3. Deploy additional (Penlok) in Banyuasin
competent resources Regency for the
within the Land PPK overpass approach,
and the National Land which has not yet been
Agency (BPN) to ensure announced by BPN.
that land acquisition 3. Assign PICs within
administrative BPN, PPK, and P2T
milestones are effectively to accelerate land
monitored. legalization and
validation processes.
4. Melibatkan tokoh
masyarakat/pemuka adat
dalam proses sosialisasi
dan musyawarah
pengadaan tanah
5. Mengidentifikasi dan
memprioritaskan lahan-
lahan potensial sejak
awal sehingga proses
pengadaan tanah dapat
sejalan dengan tahapan
pekerjaan konstruksi
6. Melakukan upaya
perizinan terlebih
dahulu pada lokasi yang
melintas di tanah Pemda/
BUMN melalui izin
pelaksanaan konstruksi
paralel dengan proses
administrasi pengadaan
tanah
4. Engage community
leaders/traditional
figures in the
socialization and
deliberation processes of
land acquisition.
5. Identify and prioritize
potential land areas from
the early stage to ensure
that land acquisition
processes are aligned
with construction work
phases.
6. Undertake early
permitting efforts for
locations crossing
regional government/
state-owned enterprise
land through
construction permits
in parallel with the
land acquisition
administrative process.
PT Hutama Karya (Persero)
570 Laporan Tahunan 2025
Page 571
Tata Kelola Perusahaan
Corporate Governance
Target Realisasi Perlakuan
Penyebab KRI Residual
Residual Rencana Mitigasi Risiko
Risiko
Mitigation Plan Realization of Risk Indikator
Dmp Prob Risk Cause Threshold Dmp Prob
Treatment Indicator
7. Mendorong PPK 4. Tim validasi status
pengadaan tanah pada lahan telah dibentuk
kegiatan sosialisasi/ dan melakukan
musyawarah kepada verifikasi kepemilikan
pemilik lahan untuk ijin lahan di beberapa ruas
konstruksi lebih dahulu bermasalah.Sebagian
paralel dengan proses besar kasus status
administrasi pengadaan kepemilikan telah
tanah diklarifikasi dengan
8. Menempatkan personil dokumen pendukung.
khusus untuk melakukan 5. Mendorong PPK
persuasif ke warga dalam untuk berkoordinasi
rangka percepatan dengan Kementerian
pembebasan lahan Kehutanan untuk
9. Melakukan percepatan percepatan
penerbitan SK Pelepasan penerbitan SK PAK
Kawasan Hutan untuk oleh Kementerian
Ruas yang melintasi Kehutanan.
kawasan hutan
7. Encourage Land 4. A land status validation
Acquisition PPK to team has been
conduct socialization/ established and has
deliberation with conducted verification
landowners to obtain of land ownership in
early construction several problematic
permits in parallel with sections. Most
the land acquisition ownership status cases
administrative process. have been clarified
8. Assign dedicated with supporting
personnel to conduct documentation.
persuasive engagement 5. Encourage PPK to
with communities coordinate with the
to accelerate land Ministry of Forestry to
acquisition. accelerate the issuance
9. Accelerate the issuance of the Forest Area
of Forest Area Release Utilization Decree (SK
Decrees for sections PAK).
passing through forest
areas.
10. Melakukan koordinasi 6. PPK bersurat ke KJPP
intensif dengan instansi perihal pemisahan
terkait sejak tahap penilaian terhadap
awal perencanaan nilai tanam tumbuh.
untuk mendapatkan Saat ini proses
peta waktu perizinan pemisahan penilaian
yang realistis. Buatkan tanam tumbuh
tim lobi yang dapat 7. Rutin dilakukan
mengawal proses izin Monitoring dan
secara berkelanjutan evaluasi progress
dan siapkan jalur konstruksi secara
eskalasi kepada berkala
otoritas yang lebih 8. Melakukan rapat
tinggi jika terjadi koordinasi rutin
hambatan. dengan penyedia
11. Memastikan koordinasi jasa dan konsultan
yang erat dengan pihak pengawas dalam
Kementerian PUPR dan mengevaluasi progres
lembaga terkait lainnya konstruksi di lapangan
untuk mempercepat 9. Temuan
proses pengajuan dan ketidaksesuain
persetujuan PPJT. pekerjaan di lapangan
12. Buat jadwal eskalasi telah dilakukan
internal untuk evaluasi bersama
memantau setiap
tahap pengajuan PPJT,
dan tetapkan tenggat
waktu yang jelas.
PT Hutama Karya (Persero)
2025 Annual Report 571
Page 572
Target Realisasi Perlakuan
Penyebab KRI Residual
Residual Rencana Mitigasi Risiko
Risiko
Mitigation Plan Realization of Risk Indikator
Dmp Prob Risk Cause Threshold Dmp Prob
Treatment Indicator
10. Establish intensive 6. PPK has issued formal
coordination with correspondence to
relevant authorities KJPP regarding the
from the early planning separation of valuation
stage to obtain a for crops/plantation
realistic permitting assets. The separation
timeline. Form a process is currently
dedicated liaison ongoing.
team to oversee the 7. Regular monitoring
permitting process and evaluation of
continuously and construction progress
prepare escalation are conducted
channels to higher periodically.
authorities in case of 8. Conduct routine
obstacles. coordination meetings
11. Ensure close with service providers
coordination with and supervising
the Ministry of Public consultants to evaluate
Works and Housing construction progress
(PUPR) and other in the field.
relevant institutions 9. Findings of work
to accelerate the discrepancies in the
submission and field have been jointly
approval process of evaluated.
Toll Road Concession
Agreements (PPJT).
12. Establish an internal
escalation schedule to
monitor each stage of
the PPJT submission
process and define
clear deadlines.
13. Prioritasi pada
ruas JTTS dengan
potensi LHR dan
pengembangan
wilayah yang paling
baik
14. Melakukan evaluasi
ketat terhadap kinerja
penyedia jasa secara
berkala dan terapkan
sistem monitoring yang
transparan. Terapkan
perjanjian kinerja
dengan indikator yang
jelas (Key Performance
Indicators/KPI) dan
sanksi jika penyedia
jasa gagal mencapai
target. Lakukan
audit lapangan
secara berkala untuk
memastikan kualitas
dan progres pekerjaan.
PT Hutama Karya (Persero)
572 Laporan Tahunan 2025
Page 573
Tata Kelola Perusahaan
Corporate Governance
Target Realisasi Perlakuan
Penyebab KRI Residual
Residual Rencana Mitigasi Risiko
Risiko
Mitigation Plan Realization of Risk Indikator
Dmp Prob Risk Cause Threshold Dmp Prob
Treatment Indicator
13. Prioritize JTTS sections
with the highest
potential traffic
volume (LHR) and
regional development
prospects.
14. Conduct rigorous
periodic evaluations
of service provider
performance
and implement
a transparent
monitoring system.
Establish performance
agreements with clear
Key Performance
Indicators (KPIs) and
sanctions for failure to
meet targets. Conduct
regular field audits
to ensure quality and
work progress.
6. Risiko Keterlambatan penyelesaian proyek
6. Risk of Delays in Project Completion
1. Milestone tidak 1. Menerapkan sistem 1. Monitoring kinerja Deviasi Progres Aman
2 4 tercapai pemantauan dan proyek perbulan Pekerjaan 1 5
2. Performa mitra evaluasi progres proyek 2. Penggunaan
KSO dan/ secara berkala. Jika Dashboard ERP dalam
atau subkon/ terdeteksi adanya pengendalian proyek
supplier tidak keterlambatan, 3. Untuk proyek-proyek
memenuhi melakukan percepatan yang milestone tidak
target, dengan penambahan tercapai dilakukan
pekerjaan sumber daya atau waktu pembuatan action
berhenti akibat kerja lembur yang plan untuk percepatan
keterlambatan diawasi secara ketat. dengan dimonitor
pembayaran 2. Jika terdapat perubahan dan evaluasi harian
3. Keterlambatan lingkup kerja yang (dicari penyebab dan
pengadaan menyebabkan solusinya)
material/ keterlambatan, 4. Melakukan MC-0 sesuai
peralatan berkoordinasi dengan dengan kondisi real
owner untuk melakukan lapangan;
addendum kontrak yang 5. Mengupayakan
memperpanjang durasi Addendum CCO;
proyek tanpa dikenakan
denda.
1. Milestones are 1. Implement a periodic 1. Conduct monthly Deviation of Work Safe
not achieved project progress monitoring of project Progress
2. Performance of monitoring and performance
KSO partners evaluation system. If 2. Utilize ERP dashboards
and/or subcon- delays are identified, for project control
tractors/sup- acceleration measures 3. For projects where
pliers does not shall be undertaken milestones are not
meet targets, through the addition of achieved, develop
resulting in resources or overtime acceleration action
work stoppages work under strict plans subject to
due to delayed supervision. daily monitoring and
payments 2. In the event of changes evaluation (including
3. Delays in the in the scope of work identification of root
procurement causing delays, causes and solutions)
of materials/ coordinate with the 4. Perform MC-0 in
equipment project owner to execute accordance with actual
contract addenda site conditions
extending the project 5. Pursue Contract
duration without Change Order (CCO)
penalties. addenda
PT Hutama Karya (Persero)
2025 Annual Report 573
Page 574
Target Realisasi Perlakuan
Penyebab KRI Residual
Residual Rencana Mitigasi Risiko
Risiko
Mitigation Plan Realization of Risk Indikator
Dmp Prob Risk Cause Threshold Dmp Prob
Treatment Indicator
3. Negosiasi dengan owner 6. Mengupayakan
untuk mengurangi perubahan pekerjaan/
atau menghapus variation order;
denda keterlambatan 7. Berkonsultasi dengan
jika keterlambatan konsultan proyek
tersebut di luar kendali apabila diperlukan
kontraktor. item perubahan
4. Menerapkan due dan melaksanakan
diligence yang ketat korespondensi dan
dalam pemilihan dokumentasi yg
subkontraktor untuk diperlukan
memastikan kemampuan 8. Membuat jadwal
mereka memenuhi kedatangan material
target. Selain itu, dan melampirkan
membuat mekanisme pada kontrak vendor/
pembayaran progresif subkon/suplier
dan perjanjian penalti 9. Menyiapkan alternatif
jika pembayaran pemasok untuk
tertunda untuk material dominan
menjaga alur kas dan
keberlanjutan pekerjaan.
3. Negotiate with the 6. Pursue work changes/
project owner to reduce variation orders
or waive delay penalties 7. Consult with
if such delays are beyond project consultants
the contractor’s control. where changes are
4. Apply rigorous due required and carry
diligence in the selection out the necessary
of subcontractors to correspondence and
ensure their capability to documentation
meet targets. In addition, 8. Prepare material
establish progressive delivery schedules and
payment mechanisms incorporate them into
and penalty clauses in vendor/subcontractor/
the event of delayed supplier contracts
payments to maintain 9. Prepare alternative
cash flow and continuity suppliers for key
of work. materials
5. Menerapkan strategi
pengadaan berbasis
just-in-time dengan buffer
stok untuk material
kritis. Membangun
hubungan yang kuat
dengan pemasok utama
dan siapkan kontrak
alternatif dengan
pemasok cadangan
untuk memastikan
kelancaran pasokan
material dan peralatan.
5. Implement a just-in-time
procurement strategy
with buffer stock for
critical materials.
Establish strong
relationships with key
suppliers and prepare
alternative contracts
with backup suppliers to
ensure continuity in the
supply of materials and
equipment.
PT Hutama Karya (Persero)
574 Laporan Tahunan 2025
Page 575
Tata Kelola Perusahaan
Corporate Governance
Target Realisasi Perlakuan
Penyebab KRI Residual
Residual Rencana Mitigasi Risiko
Risiko
Mitigation Plan Realization of Risk Indikator
Dmp Prob Risk Cause Threshold Dmp Prob
Treatment Indicator
7. Risiko gagal klaim Div EPC dan Gedung
7. Risk of Failure in Claims by the EPC and Building Divisions
1. Evidence atas 1. Menerapkan sistem 1. Melakukan Persentase Hati-Hati
1 3 cost impact dokumentasi proyek pendetailan kelengkapan 1 5
tidak lengkap yang lebih ketat dengan dengan tiap proyek evidence yang
2. Cost factor mewajibkan pencatatan mengenai klaim yang mencukupi
belum tersedia semua perubahan biaya menjadi target RKAP dan secara
pada kontrak (cost impact) secara real- 2. Menjaga hubungan kontraktual
awal time. Gunakan software baik dengan pemilik memungkinkan
3. Perbedaan manajemen proyek untuk musyawarah
Spesifikasi untuk mengarsipkan pembahasan klai
pekerjaan bukti pengeluaran dan 3. Meminta mediasi
Rekondisi perubahan biaya secara dengan pihak
antara otomatis sehingga setiap ketiga yaitu BPKP/
standard owner klaim dapat didukung Kejaksaan/Pihak
dan proyek dengan bukti yang Ketiga
4. Klaim akibat memadai. 4. Penyelesaian dispute
desain tidak 2. Melakukan peninjauan malalui litigasi (BANI/
memenuhi ulang dan renegosiasi SIAC) atau sesuai
kriteria dari terhadap kontrak awal kontrak
owner untuk memastikan
5. Kurangnya semua faktor biaya
personil yang relevan diidentifikasi
berkompeten dan dimasukkan dalam
dalam kontrak. Jika ada
Manajemen ketidakjelasan, segera
Klaim ajukan addendum atau
6. Owner variation order (VO)
tidak bisa untuk memasukkan cost
mengakomdir factor yang relevan.
Klaim / VO yang
telah diajukan
oleh Kontraktor
1. Incomplete 1. Implement a more 1. Conduct detailed Percentage of Cautious
evidence of rigorous project reviews with each adequacy and
cost impact documentation system project regarding contractual
2. Cost factors by mandating real-time claims targeted in the eligibility of
not stipulated recording of all cost RKAP supporting
in the initial impacts. Utilize project 2. Maintain good evidence
contract management software relations with the
3. Differences in to automatically archive project owner to
reconditioning evidence of expenditures facilitate deliberation
work and cost changes, on claims
specifications ensuring that each claim 3. Request mediation
between owner is supported by adequate involving third
standards documentation. parties such as BPKP,
and project 2. Conduct a review and the Prosecutor’s
requirements renegotiation of the Office, or other
4. Claims arising initial contract to ensure relevant parties
from designs that all relevant cost 4. Resolve disputes
that do not factors are identified through litigation
meet the and incorporated. In (BANI/SIAC) or
owner’s criteria the event of ambiguity, in accordance
5. Insufficient promptly propose with contractual
competent contract addenda or provisions
personnel variation orders (VO) to
in Claims include the relevant cost
Management factors.
6. The owner
is unable to
accommodate
claims/
variation
orders (VO)
submitted by
the contractor
PT Hutama Karya (Persero)
2025 Annual Report 575
Page 576
Target Realisasi Perlakuan
Penyebab KRI Residual
Residual Rencana Mitigasi Risiko
Risiko
Mitigation Plan Realization of Risk Indikator
Dmp Prob Risk Cause Threshold Dmp Prob
Treatment Indicator
3. Melakukan koordinasi
yang lebih erat antara tim
proyek dan owner sejak
awal untuk memastikan
bahwa spesifikasi
pekerjaan disepakati
dengan jelas. Buat
workshop bersama untuk
menyamakan persepsi
standar dan spesifikasi,
serta dokumentasikan
kesepakatan dalam
bentuk tertulis untuk
menghindari perbedaan
pemahaman.
4. Melakukan review desain
yang lebih mendalam
sebelum memulai
konstruksi, dengan
melibatkan owner untuk
menyetujui desain final.
Jika ada perubahan
kriteria dari owner,
segera lakukan evaluasi
dan ajukan klaim
desain secara terperinci
berdasarkan perubahan
tersebut.
3. Strengthen coordination
between the project
team and the owner from
the outset to ensure that
work specifications are
clearly agreed upon.
Conduct joint workshops
to align understanding
of standards and
specifications, and
document all agreements
in writing to avoid
discrepancies.
4. Perform a more
comprehensive design
review prior to the
commencement of
construction, involving
the owner in the approval
of the final design. In
the event of changes
in the owner’s criteria,
immediately conduct an
evaluation and submit
detailed design-related
claims based on such
changes.
5. Meningkatkan
kapasitas dan
kompetensi tim dengan
menyelenggarakan
pelatihan khusus
manajemen klaim.
Rekrut personil yang
berpengalaman dalam
pengelolaan klaim
proyek atau gunakan
konsultan eksternal
jika diperlukan untuk
menangani klaim yang
lebih kompleks.
PT Hutama Karya (Persero)
576 Laporan Tahunan 2025
Page 577
Tata Kelola Perusahaan
Corporate Governance
Target Realisasi Perlakuan
Penyebab KRI Residual
Residual Rencana Mitigasi Risiko
Risiko
Mitigation Plan Realization of Risk Indikator
Dmp Prob Risk Cause Threshold Dmp Prob
Treatment Indicator
5. Enhance team capacity
and competence by
organizing specialized
training in claims
management. Recruit
personnel with
experience in project
claims management
or engage external
consultants, if necessary,
to handle more complex
claims.
6. Melakukan komunikasi
intensif dan negosiasi
dengan owner untuk
mencari solusi win-
win terkait klaim.
Siapkan justifikasi
yang kuat dengan
bukti dan dokumentasi
yang lengkap untuk
mendukung klaim.
Jika negosiasi tidak
membuahkan hasil,
pertimbangkan
penyelesaian melalui
arbitrase atau mediasi
sesuai ketentuan
kontrak.
6. Conduct intensive
communication and
negotiation with the
owner to achieve
mutually beneficial
solutions regarding
claims. Prepare strong
justifications supported
by complete evidence
and documentation.
If negotiations are
unsuccessful, consider
dispute resolution
through arbitration or
mediation in accordance
with contractual
provisions.
8. Risiko Penurunan likuiditas
8. Risiko Penurunan likuiditas
1. Terjadinya Lindung nilai (Hedging) USD/ 1. Melakukan transaksi Kerugian nilai Aman
1 1 depresiasi IDR dan/atau pencadangan lindung nilai (hedging) tukar Rupiah 1 5
Rupiah USD 2. Melakukan pembelian terhadap Dolar
terhadap USD secara bertahap
Dolar Amerika Peningkatan suku Aman
Serikat pada bunga
tahun 2025
yang menga-
kibatkan ber-
tambahnya
beban kupon
GMTN
1. Depreciation USD/IDR hedging and/or USD 1. Execute hedging Foreign exchange Safe
of the reserves provisioning transactions loss of the
Indonesian 2. Conduct gradual Indonesian
Rupiah purchases of USD Rupiah against
against the the United States Safe
United States Dollar
Dollar in 2025
resulting in Increase in
an increase in interest rates
GMTN coupon
expenses
PT Hutama Karya (Persero)
2025 Annual Report 577
Page 578
Target Realisasi Perlakuan
Penyebab KRI Residual
Residual Rencana Mitigasi Risiko
Risiko
Mitigation Plan Realization of Risk Indikator
Dmp Prob Risk Cause Threshold Dmp Prob
Treatment Indicator
2. Kenaikan
BI7DRR akibat
kebijakan BI
yang bersifat
kontraktif
untuk men-
gurangi
inflasi serta
kebijakan
fiskal yang ek-
spansif yang
mempen-
garuhi yield
SUN. Pen-
ingkatan ini
berimplikasi
pada pening-
katan tingka
suku bunga
mengambang
yang dimiliki
oleh Hutama
Karya sehing-
ga menaikan
beban bunga
Perseroan
2. Increase in
the BI 7-Day
Reverse Repo
Rate (BI7DRR)
due to Bank
Indonesia’s
contraction-
ary monetary
policy to con-
trol inflation,
along with
expansionary
fiscal policy
affecting
Government
Securities
(SUN) yields.
This increase
has impli-
cations for
higher float-
ing interest
rates borne
by Hutama
Karya, there-
by increasing
the Compa-
ny’s interest
expenses
PT Hutama Karya (Persero)
578 Laporan Tahunan 2025
Page 579
Tata Kelola Perusahaan
Corporate Governance
Target Realisasi Perlakuan
Penyebab KRI Residual
Residual Rencana Mitigasi Risiko
Risiko
Mitigation Plan Realization of Risk Indikator
Dmp Prob Risk Cause Threshold Dmp Prob
Treatment Indicator
9. Risiko Piutang yang tidak tertagih
9. Risiko Piutang yang tidak tertagih
1. Kesulitan 1. Lakukan due diligence 1. Melakukan Usia tagihan bruto Aman
2 4 likuiditas terhadap kondisi pendekatan & piutang 1 5
owner/pailit keuangan owner antar High Level
2. Relokasi sebelum proyek Manajemen dengan
anggaran dimulai, termasuk harapan dapat
3. Milestone pemeriksaan diselesaikan secara
tidak tercapai solvabilitas dan musyawarah;
4. Perbedaan likuiditas untuk 2. Melakukan
cara bayar meminimalisir risiko monitoring secara
antara owner piutang tidak tertagih. berkala terhadap
dan rekanan 2. Masukkan klausul nilai tagihan bruto
pembayaran progresif dan fokus pada
dalam kontrak, syarat penerimaan
sehingga pembayaran Pemberi Kerja.
dilakukan secara
bertahap seiring
dengan pencapaian
milestone proyek.
3. Jika owner
menunjukkan tanda-
tanda kesulitan
likuiditas, Bersurat
ke owner (tertib
administrasi kontrak)
dan mengupayakan
klaim bunga bank
4. Bersurat ke owner
untuk memastikan sisa
ketersediaan anggaran
1. Owner 1. Conduct due diligence 1. Conduct high-level Age of gross Safe
liquidity on the owner’s management billing and
constraints/ financial condition engagement with receivables
bankruptcy prior to project the expectation
2. Budget commencement, that issues can be
reallocation including assessment resolved amicably
3. Milestones of solvency and through deliberation
are not liquidity, to minimize 2. Perform periodic
achieved the risk of uncollectible monitoring of
4. Differences receivables. gross billing values
in payment 2. Incorporate progressive and focus on
terms be- payment clauses in the Employer’s
tween the the contract, whereby acceptance
owner and payments are made in requirements.
counterpar- stages in line with the
ties achievement of project
milestones.
3. If the owner shows
indications of liquidity
constraints, issue
formal correspondence
to the owner
(in compliance
with contract
administration) and
pursue claims for
interest charges.
4. Issue formal
correspondence to
the owner to confirm
the remaining budget
availability.
PT Hutama Karya (Persero)
2025 Annual Report 579
Page 580
Target Realisasi Perlakuan
Penyebab KRI Residual
Residual Rencana Mitigasi Risiko
Risiko
Mitigation Plan Realization of Risk Indikator
Dmp Prob Risk Cause Threshold Dmp Prob
Treatment Indicator
5. Lakukan monitoring
secara berkala terhadap
anggaran owner untuk
memastikan bahwa
anggaran proyek tidak
dialihkan ke proyek
lain. Jika ada indikasi
relokasi anggaran,
segera lakukan
negosiasi dengan owner
untuk mengamankan
prioritas pembayaran
6. Siapkan ketentuan
penalti atau klaim
atas relokasi anggaran
yang berdampak pada
pembayaran piutang
dalam kontrak.
5. Perform periodic
monitoring of the
owner’s budget to
ensure that project
funds are not
reallocated to other
projects. In the event of
indications of budget
reallocation, promptly
initiate negotiations
with the owner to
secure payment
priority.
6. Include penalty
provisions or claims
related to budget
reallocation impacting
receivable payments
within the contract.
7. Buat perencanaan
proyek yang realistis
dan fleksibel dengan
pemantauan progres
proyek secara intensif
melalui sistem
manajemen proyek
yang akurat.
8. Pastikan keterlibatan
owner dalam setiap
tahapan penyelesaian
milestone, sehingga
kesepakatan dan
penyesuaian dapat
dilakukan lebih cepat
jika terjadi hambatan
9. Siapkan buffer waktu
dalam perencanaan
untuk menghadapi
potensi keterlambatan
pencapaian
milestone yang
dapat menghambat
pembayaran.
10.Pada proyek baru, agar
beban perbedaan cara
bayar ini dibiayakan
dalam ABL/ARP
PT Hutama Karya (Persero)
580 Laporan Tahunan 2025
Page 581
Tata Kelola Perusahaan
Corporate Governance
Target Realisasi Perlakuan
Penyebab KRI Residual
Residual Rencana Mitigasi Risiko
Risiko
Mitigation Plan Realization of Risk Indikator
Dmp Prob Risk Cause Threshold Dmp Prob
Treatment Indicator
7. Develop realistic
and flexible project
planning, supported
by intensive
monitoring of project
progress through
an accurate project
management system.
8. Ensure the owner’s
involvement at each
milestone completion
stage, enabling timely
agreement and
adjustments in the
event of constraints.
9. Provide time buffers
within the project
plan to anticipate
potential delays
in milestone
achievement that
may affect payment.
10. For new projects,
ensure that the cost
implications arising
from differences in
payment terms are
incorporated into
ABL/ARP
Penilaian Risiko Risk Assessment
Peta Risiko
Risk Map
Peringkat
Risiko Deskripsi Risiko Target Residual Realisasi Residual
Risk Risk Description Residual Target Residual Realisation
Ranking
Level Eksposur Level Eksposur
Level Eksposur Level Eksposur
Risiko Inefisiensi pengelolaan proyek KSO
1 9 Low to Moderate 12 Moderate
Risk of inefficiency in joint operation (KSO) project management
Risiko Perusahaan kalah bersaing dalam tender/lelang
2 3 Low 12 Moderate
Risk of the Company losing competitiveness in tenders/bids
Risiko Ketersediaan pendanaan PMN TA 2025
3 25 High 7 Low to Moderate
Risk of availability of PMN funding for FY 2025
Risiko Ketidaksiapan Terhadap Perubahan Kebijakan/ Regulasi
Sektoral yang Mempengaruhi Proses Bisnis
4 22 High 7 Low to Moderate
Risk of unpreparedness for changes in sectoral policies/regulations
affecting business processes
Risiko Keterlambatan penyelesaian proyek JTTS
5 14 Moderate 7 Low to Moderate
Risk of delays in the completion of JTTS projects
Risiko Keterlambatan penyelesaian proyek
6 9 Low to Moderate 7 Low to Moderate
Risk of delays in project completion
Risiko Gagal klaim Div EPC dan Gedung
7 3 Low 7 Low to Moderate
Risk of failure in claims by the EPC and Building Divisions
Risiko Penurunan likuiditas
8 1 Low 7 Low to Moderate
Risk of declining liquidity
Risiko Piutang yang tidak tertagih
9 2 Low 7 Low to Moderate
Risk of uncollectible receivables
PT Hutama Karya (Persero)
2025 Annual Report 581
Page 582
5
Hampir Pasti 3 4 5 6 1 2 4 3
Terjadi
Almost Certain 7 8 9
to Happen
x < 100% 7 12 17 22 25
4
Sangat 1 6 5
Mungkin
Terjadi
It's Very
Possible
x < 80% 4 9 14 19 24
PROBABILITAS / PROBABILITAS
3
Bisa Terjadi
2 7
It Could
Happen
x < 60% 3 8 13 18 23
2
Jarang Terjadi
9
Rarely
happening
x < 40% 2 6 11 16 21
1
Sangat Jarang
8
Terjadi
Very Rare
x < 20% 1 5 10 15 20
1 2 3 4 5
Sangat Rendah Rendah Moderat Tinggi Sangat Tinggi
Very Low Low Moderate High Very High
x <= 20% 20% < x <= 40% 40% < X <= 60% 60% < x <= 80% x > 80%
DAMPAK / IMPACT
RISIKO RENCANA RESIDUAL RISIKO RESIDUAL
RESIDUAL PLAN RISK RESIDUAL RISK
Evaluasi Pelaksanaan Manajemen Risiko Evaluation of Risk Management Implementation
Penilaian Komposit Risiko Perusahaan Tahun 2025 berada pada The Company’s Composite Risk Assessment for 2025 is at Rating 3,
Peringkat 3 dengan rincian sebagai berikut: with the following details:
PT Hutama Karya (Persero)
582 Laporan Tahunan 2025
Page 583
Tata Kelola Perusahaan
Corporate Governance
Kualitas Pelaksanaan Manajemen Risiko (KPMR)
Kinerja Quality of Risk Management Implementation (KPMR)
Performance
Strong Satisfactory Fair Marginal Unsatisfactory
Sangat Baik
1 1 2 3 3
Very Good
Baik
1 2 2 3 4
Good
Cukup
2 2 3 4 4
Enough
Kurang
2 3 4 4 5
Not enough
Buruk
3 3 4 5 5
Bad
Skor penilaian KPMR berada pada level Fair dan skor penilaian The KPMR assessment score is at a Fair level and the performance
pencapaian kinerja berada pada level Cukup sehingga komposit achievement score is at a Moderate level; accordingly, the composite
risiko berada pada peringkat 3 (Risiko terkendali cukup dan risk is rated at Level 3 (risks are reasonably controlled and the
kemungkinan tidak tercapainya target kinerja tergolong cukup). likelihood of not achieving performance targets is moderate).
. .
Skor Penilaian Konversi
Skor Penilaian
Pencapaian Kinerja Pencapaian Kinerja
KPMR Konversi KPMR Peningkat Komposit
Performance Performance
KPMR Assessment KPMR Conversion Composite Rating
Achievement Achievement
Score
Assessment Score Conversion
Hasil penilaian peringkat komposit
Hasil penilaian kualitas penerapan manajemen
berdasarkan KPMR dan pencapaian kinerja
risiko Hasil penilaian pencapain kinerja
Results of the composite rating assessment
Results of the assessment of the quality of risk Results of the performance achievement assessment
based on KPMR and performance
management implementation
achievement
84,00 Fair 87,00 Cukup 3
Pernyataan Direksi dan/atau Dewan Komisaris Statement of The Board of Directors and/or Board
atau Komite Audit atas Kecukupan Sistem of Commissioners or Audit Committee on The
Manajemen Risiko Adequacy of The Risk Management System
Dewan Komisaris sepanjang tahun 2025 telah melakukan The Board of Commissioners throughout 2025 has carried out the
fungsi pengawasan Perusahaan yang terkait dengan penerapan Company’s supervisory function related to the implementation of
manajemen risiko yang diterapkan di internal perusahaan. risk management applied within the Company. The implementation
Pelaksanaan fungsi pengawasan Dewan Komisaris tersebut di of such supervisory function includes discussions on the Integrated
antaranya adalah melalui pembahasan Laporan Manajemen Risiko Conglomeration Risk Management Report every quarter, from
Konglomerasi Terintegrasi setiap Triwulan, mulai dari Triwulan Q1 – Q4 2025 together with the Risk Management Directorate,
I – Triwulan IV tahun 2025 bersama dengan Direktorat Manajemen discussions on the implementation of risk management in the
Risiko, pembahasan penerapan manajemen risiko di Divisi Operasi/ Operations Division/Subsidiaries as well as ongoing projects,
Anak Perusahaan maupun proyek-proyek yang sedang berjalan, and reviewing all risk assessments of corporate action plans to
serta melakukan reviu terhadap seluruh kajian risiko dari rencana be undertaken by the Company that require approval from the
aksi korporasi yang akan dilakukan Perusahaan dan membutuhkan Board of Commissioners. Based on the implementation of such
persetujuan dari Dewan Komisaris. Berdasarkan pelaksanaan supervisory function, the Board of Commissioners considers that
fungsi pengawasan tersebut, Dewan Komisaris memandang bahwa during 2025 the Company has had a good risk management system
selama tahun 2025 Perusahaan telah memiliki sistem manajemen that supports the Company’s business and financial performance.
risiko yang baik sehingga dapat mendukung kinerja bisnis dan However, the Board of Commissioners considers that the Company
keuangan Perusahaan. Namun, Dewan Komisaris memandang still needs to undertake several improvement measures, namely:
bahwa perusahaan tetap harus melakukan beberapa langkah
perbaikan, yaitu:
1. Pada aspek compliance terhadap SOP internal terkait 1. In terms of compliance with internal SOP related to risk
manajemen risiko, Dewan Komisaris masih menemukan management, the Board of Commissioners still found Divisions/
adanya Divisi/Unit Kerja/Anak Perusahaan yang memiliki Work Units/Subsidiaries with compliance levels below 100%.
PT Hutama Karya (Persero)
2025 Annual Report 583
Page 584
tingkat compliance di bawah 100%. Hal tersebut patut menjadi This should be a concern considering that the failure to achieve
evaluasi mengingat ketidaktercapaian target compliance risk management compliance targets may indicate early signs
manajemen risiko dapat menjadi indikasi awal adanya of substantial weaknesses in the implementation of the risk
kelemahan yang bersifat substansial terkait penerapan sistem management system within the Company.
manajemen risiko di internal perusahaan.
2. Dari Laporan Manajemen Risiko Konglomerasi Terintegrasi 2. From the Integrated Conglomeration Risk Management Report
yang disampaikan Direksi setiap Triwulan, Dewan Komisaris submitted by the Board of Directors every quarter, the Board of
menilai bahwa rencana mitigasi risiko yang telah disusun Commissioners assesses that the risk mitigation plans prepared
oleh manajemen masih belum sepenuhnya efektif dalam by management are not yet fully effective in controlling various
mengendalikan berbagai risiko inheren yang ada pada Divisi/ inherent risks within Divisions/Subsidiaries and projects.
Anak Perusahaan dan proyek. Hal tersebut tercermin dari This is reflected in the actual residual risk levels of several
tingkat level risiko residual aktual pada beberapa risiko corporate risks which remain higher than targeted. Therefore,
korporasi masih lebih tinggi dari yang ditargetkan. Untuk itu management needs to promptly revise mitigation strategies
manajemen perlu melakukan perubahan secara cepat terkait that are not effective in reducing residual risks.
strategi mitigasi yang tidak efektif menurunkan risiko residual.
3. Selaras dengan angka (2), hasil penilaian Kualitas Penerapan 3. In line with point (2), the results of the Risk Management
Manajemen Risiko (KPMR) tahun 2025 menunjukkan adanya Implementation Quality Assessment (KPMR) in 2025 indicate a
penurunan skor peringkat komposit KPMR, dari yang decline in the composite rating score of KPMR, from 2 in 2024
sebelumnya mencapai 2 di tahun 2024 menjadi 3 di tahun to 3 in 2025. Although the Company’s financial performance
2025. Meskipun kinerja keuangan Perusahaan mengalami improved compared to 2025, the decline in the composite KPMR
peningkatan jika dibandingkan dengan tahun 2025, penurunan rating serves as a strong basis for management to continuously
peringkat komposit KPMR menjadi dasar kuat bagi manajemen enhance the quality of the risk management system within the
untuk terus meningkatkan kualitas sistem manajemen risiko di Company.
internal perusahaan.
4. Dewan Komisaris juga mendorong agar budaya sadar risiko 4. The Board of Commissioners also encourages the strengthening
di internal perusahaan perlu ditingkatkan agar kesadaran of risk awareness culture within the Company so that awareness
terkait penerapan manajemen risiko terinternalisasi ke seluruh of risk management implementation is internalized among
insan Hutama Karya. Dengan budaya sadar risiko yang tinggi, all personnel of Hutama Karya. With a strong risk awareness
implementasi sistem manajemen risiko di internal perusahaan culture, the implementation of the risk management system
akan lebih mudah dan efektif. Manajemen juga perlu lebih within the Company will be more effective. Management
sensitif menangkap perubahan yang terjadi pada lingkungan also needs to be more responsive in capturing changes in the
bisnis, dan mengantisipasi perubahan risiko bisnis akibat business environment and anticipating changes in business
perubahan lingkungan tersebut. risks arising from such changes.
Perkara Hukum Legal Cases
Perkara Hukum Yang Dihadapi Perusahaan Legal Cases Faced by The Company
Tabel Perkara Hukum
Table of Legal Cases
Jumlah
Total
Perkara Penting
No.
Important Cases
Perdata Pidana
Civil Criminal
1. Telah Selesai (telah mempunyai kekuatan hukum yang tetap) 19 -
Completed (legally binding)
2. Dalam proses penyelesaian 9 -
In the process of resolution
Total 28
PT Hutama Karya (Persero)
584 Laporan Tahunan 2025
Page 585
Tata Kelola Perusahaan
Corporate Governance
Tabel Perkara Hukum yang Dihadapi Perusahaan
Table of Legal Cases Faced by the Company
Status
Pokok Perkara / Gugatan Penyelesaian Pengaruhnya terhadap kondisi
No Impact on Company Condition
Case / Lawsuit Resolution Perusahaan
Status
1 Gugatan No. 865/Pdt.G/2024/PN Jkt Brt Pemeriksaan Tidak berpengaruh signifikan No significant impact
Lawsuit No. 865/Pdt.G/2024/PN Jkt Brt Tingkat Kasasi
Cassation Level
Examination
2. 664/Pdt.G/2024/PN Mdn Pemeriksaan Tidak berpengaruh signifikan No significant impact
664/Pdt.G/2024/PN Mdn Tingkat Kasasi
Cassation Level
Examination
3. Gugatan No. 211/Pdt.G/2025/PN Pbr Proses Tidak berpengaruh signifikan karena No significant impact as the substance
Lawsuit No. 211/Pdt.G/2025/PN Pbr Pemeriksaan di substansi perkara tidak berkaitan of the case is not directly related to
Pengadilan Negeri langsung dengan Perusahaan the company
Pekanbaru
Examination
Process at the
Pekanbaru District
Court
4. BANI Nomor: 48048/VIII/ARB-BANI/2025 Pemeriksaan di Tidak berpengaruh siginifikan No significant impact
BANI No.: 48048/VIII/ARB-BANI/2025 BANI
Examination at
BANI
5. SIAC ARB354-24-BSB Proses Tidak berpengaruh signifikan No significant impact
pemeriksaan di
SIAC
Examination
Process at SIAC
6. SIAC ARB481-24-BSB Proses Tidak berpengaruh signifikan No significant impact
pemeriksaan di
SIAC
Examination
Process at SIAC
7. SIAC ARB470-471/25/ODO Proses Berpengaruh signifikan karena nilai Significant impact due to the large
pemeriksaan di cukup besar claim amount
SIAC
Examination
Process at SIAC
8. Gugatan Nomor 237/Pdt.G/2025/PN Bkn Pemeriksaan di Tidak berpengaruh signifikan karena No significant impact as the substance
Lawsuit No. 237/Pdt.G/2025/PN Bkn Pengadilan Negeri substansi Perkara tidak terkait dengan of the case is not directly related to
Bangkinang Perusahaan the company
Examination at
the Bangkinang
District Court
9. Perkara Nomor 39/Pdt.G/2025/PN Jth Proses Tidak berpengaruh signifikan karena No significant impact as the substance
Case No. 39/Pdt.G/2025/PN Jth pemeriksaan di substansi Perkara tidak terkait dengan of the case is not directly related to
Pengadilan Negeri Perusahaan the company
Jantho
Examination
Process at the
Jantho District
Court
Perkara Hukum yang Sedang Dihadapi Dewan Legal Cases Faced by The Board of Commissioners
Komisaris dan Direksi yang Sedang Menjabat and Directors in Office
Sampai dengan Desember 2025, tidak terdapat perkara hukum As of December 2025, there are no ongoing legal cases involving the
yang sedang dihadapi oleh Dewan Komisaris dan Direksi yang current Board of Commissioners and Directors.
sedang menjabat.
Perkara Hukum yang Sedang Dihadapi Anak Legal Cases Faced by Subsidiaries
Perusahaan
Sampai dengan Desember 2025, tidak terdapat perkara hukum As of December 2025, there are no significant legal cases currently
yang signifikan yang sedang dihadapi oleh Anak Perusahaan. faced by the Subsidiary.
PT Hutama Karya (Persero)
2025 Annual Report 585
Page 586
Sanksi Administratif yang Dikenakan Kepada Administrative Sanctions Imposed on The
Perusahaan, Anggota Dewan Komisaris dan Company, Board of Commissioners, and
Direksi oleh Otoritas Pasar Modal dan Otoritas Directors by Capital Market Authorities and
Lainnya Other Regulators
Selama tahun 2025, tidak terdapat sanksi administratif yang Throughout 2025, there were no administrative sanctions imposed
dikenakan kepada Perseroan, anggota Dewan Komisaris dan Direksi on the Company, members of the Board of Commissioners, or the
oleh Otoritas Pasar Modal maupun Otoritas lainnya. Board of Directors by the Capital Market Authority or any other
authorities.
Akses Informasi dan Data Perusahaan Access to Company Information and Data
Sebagai wujud implementasi prinsip keterbukaan informasi, As an implementation of the principle of information disclosure,
Perseroan menyediakan sarana dan fasilitas komunikasi untuk the Company provides communication channels and facilities to
memudahkan para pemangku kepentingan memperoleh berbagai facilitate stakeholders in obtaining various information related to
informasi terkait aktivitas dan kinerja yang tidak berklasifikasi activities and performance that are not classified as confidential. All
rahasia. Seluruh informasi berkaitan dengan PT Hutama Karya information related to PT Hutama Karya (Persero) can be accessed
(Persero) dapat diperoleh pada alamat: at the following address:
Sekretaris Perusahaan PT Hutama Karya (Persero) Corporate Secretary of PT Hutama Karya (Persero)
Jl. Letjen MT Haryono Kav. 8, Cawang, Jakarta Timur 13340 Jl. Letjen MT Haryono Kav. 8, Cawang, Jakarta Timur 13340
Telepon : (021) 8196107 Telepon : (021) 8196107
Website : www.hutamakarya.com Website : www.hutamakarya.com
Investor Relation Investor Relation
A. Meeting & Conference A. Meeting & Conference
• Investor / Analyst Meeting & Company Updates • Investor / Analyst Meeting & Company Updates
Investor & Analyst Meeting merupakan kegiatan pertemuan Investor & Analyst Meeting are sessions between the
antara perusahaan dengan investor maupun analis baik company and investors or analysts, conducted either
individual maupun kelompok yang dilakukan secara individually or in groups, both in-person and virtually.
langsung maupun daring. Pertemuan ini dilakukan sebagai These meetings serve as a communication platform to
sarana komunikasi terkait informasi terkini Perusahaan provide updates on the company’s latest information,
terutama pada kinerja keuangan. Selain itu pertemuan particularly its financial performance. Additionally, they
ini juga sebagai salah satu upaya menjaga hubungan baik help maintain good relationships with investors both
dengan investor baik di dalam maupun di luar negeri. domestically and internationally. The Company Update is a
Materi Company Update merupkan materi presentasi presentation containing the latest operational and financial
perusahaan yang berisi informasi terkini terkait kinerja performance information, which can be downloaded from
operasional maupun keuangan yang dapat diunduh di the company’s website.
website Perusahaan.
Selama tahun 2025 realisasi jadwal analyst meeting yang Throughout 2025, the realization of the analyst meeting
dilakukan tim investor relations sebagai berikut: schedule conducted by the investor relations team is as follows:
Tanggal Peserta
No
Date Participant
Selasa, 11 Februari 2025 Fitch Ratings
1
Tuesday, February 11, 2025
Rabu, 12 Februari 2025 AMRO (ASEAN+3 Macroeconomic Research Office)
2
Wednesday, February 12, 2025
Kamis, 20 Februari 2025 Moody’s Ratings
3
Thursday, February 20, 2025
Selasa, 18 Maret 2025 Fitch Ratings
4
Tuesday, March 18, 2025
Selasa, 06 Mei 2025 PEFINDO
5
Tuesday, May 6, 2025
Jumat, 23 Mei 2025 Moody’s Ratings
6
Friday, May 23, 2025
PT Hutama Karya (Persero)
586 Laporan Tahunan 2025
Page 587
Tata Kelola Perusahaan
Corporate Governance
Tanggal Peserta
No
Date Participant
Rabu, 16 Juni 2025 Bank of New York Mellon
7
Wednesday, June 16, 2025
Rabu, 10 September 2025 Bahana Sekuritas
8
Wednesday, September 10, 2025
Jumat, 19 September 2025 Fitch Ratings
9
Friday, September 19, 2025
Kamis, 30 Oktober 2025 Mandiri Sekuritas
10
Thursday, October 30, 2025
Kamis, 06 November 2025 Moody’s Ratings
11
Thursday, November 6, 2025
• Conference • Conference
Dengan mengikuti kegiatan konferensi ini merupakan salah Participating in conferences is one of the company’s
satu cara Perusahaan dalam upaya membangun reputasi strategies to build its reputation and networking, and gain
dan networking serta mendapat insight baru terhadap new insights on current topics, whether related to the
topik terkini baik terkait market maupun lintas industri. market or across industries.
Adapun realisasi jadwal conference yang dilakukan tim Below is the schedule of conferences attended by the
investor relations sebagai berikut: Investor Relations team:
Tanggal Penyelenggara Tema
No
Date Organizer Theme
Selasa, 03 Juni 2025
1 Kementerian Pekerjaan Umum Creative Infrastructure Financing (CrearIFF) 2025
Tuesday, June 3, 2025
Rabu, 05 November 2025
2 Moody’s Ratings Moody’s Indonesia Credit Conference 2025
Wednesday, November 5, 2025
Selasa, 25 November 2025
3 Fitch Ratings Global Sukuk Outlook 2026: Navigating the Next Phase
Tuesday, November 25, 2025
B. Kepatuhan dan Pelaporan
• Pelaporan Utang Luar Negeri (ULN) & Pelaporan Kegiatan B. Compliance and Reporting
Penerapan Prinsip Kehati-hatian (KPPK) • Foreign Debt Reporting (ULN) & Prudential Principles
PT Hutama Karya (Persero) memiliki kewajiban untuk Implementation Reporting (KPPK)
memenuhi pelaporan Utang Luar Negeri (ULN) dan PT Hutama Karya (Persero) is required to fulfill reporting
Kegiatan Penerapan Prinsip Kehati-hatian (KPPK) sebagai obligations for External Debt (ULN) and Prudential
akibat dari penerbitan Global Medium-Term Notes (GMTN) Principles Implementation (KPPK) following the issuance
pada tahun 2020. Sebagai Badan Usaha Milik Negara of Global Medium-Term Notes (GMTN) in 2020. As a State-
(BUMN), Hutama Karya harus memastikan kepatuhan Owned Enterprise (BUMN), Hutama Karya must ensure
terhadap peraturan yang ditetapkan oleh Bank Indonesia compliance with regulations set by Bank Indonesia and the
dan Kementerian Keuangan, termasuk pelaporan posisi Ministry of Finance, including the periodic reporting of its
ULN secara berkala. Pelaporan ini mencakup informasi external debt position. This reporting includes details on
terkait struktur utang, jumlah, tenor, tingkat bunga, serta debt structure, amount, tenor, interest rates, and payment
jadwal pembayaran. Selain itu, Hutama Karya wajib schedules. Additionally, Hutama Karya must submit KPPK
menyampaikan laporan KPPK, yang meliputi rencana reports, covering the planned use of GMTN proceeds,
penggunaan dana hasil penerbitan GMTN, pengelolaan foreign exchange risk management, and debt repayment
risiko valuta asing, dan kapasitas pembayaran utang, capacity to ensure prudent financial management.
guna memastikan pengelolaan keuangan yang prudent. These reporting obligations aim to support transparency,
Pelaporan ini bertujuan untuk mendukung transparansi, accountability, and financial risk mitigation, which is in
akuntabilitas, dan mitigasi risiko keuangan, sesuai line with the company’s responsibility to manage strategic
dengan tanggung jawab perusahaan dalam pengelolaan financing for national projects.
pembiayaan strategis untuk proyek-proyek nasional.
PT Hutama Karya (Persero)
2025 Annual Report 587
Page 588
• Laporan Manajemen • Management Report
PT Hutama Karya (Persero) memiliki kewajiban untuk PT Hutama Karya (Persero) is required to submit periodic
menyampaikan Laporan Manajemen Bulanan, Triwulanan, Management Reports to the Ministry of State-Owned
dan Tahunan kepada PT Danantara Asset Management Enterprises (BUMN) as the shareholder. These reports
(Persero) dan Badan Pengaturan Badan Usaha Milik serve as a form of accountability and transparency in
Negara (BUMN) selaku pemegang saham. Laporan ini managing state assets while also acting as a strategic
berfungsi sebagai bentuk akuntabilitas dan transparansi communication tool regarding the company’s operational
perusahaan dalam mengelola aset negara, sekaligus performance, financial status, and execution of national
menjadi media komunikasi strategis mengenai kinerja projects under Hutama Karya’s mandate. The report covers
operasional, keuangan, dan pelaksanaan proyek nasional Key Performance Indicator (KPI) achievements, updates on
yang menjadi mandat Hutama Karya. Laporan tersebut the Trans Sumatera Toll Road (JTTS) as a National Strategic
mencakup pencapaian Key Performance Indicators (KPI), Project, and risk mitigation measures related to project
perkembangan proyek Trans Sumatera Toll Road (JTTS) funding and implementation. Additionally, it details the
sebagai Proyek Strategis Nasional, serta langkah mitigasi implementation of Good Corporate Governance (GCG)
risiko terkait pendanaan dan pelaksanaan proyek. Selain and strategic plans to support national infrastructure
itu, laporan ini juga harus menjelaskan implementasi development. Through this reporting, the Ministry of SOE
tata kelola perusahaan yang baik (GCG) serta rencana can evaluate corporate targets, provide strategic direction,
strategis untuk mendukung pembangunan infrastruktur and ensure that Hutama Karya’s activities align with
nasional. Melalui pelaporan ini, pemegang saham dapat national development goals and interests.
mengevaluasi pencapaian target perusahaan, memberikan
arahan strategis, serta memastikan bahwa aktivitas
Hutama Karya selaras dengan visi pembangunan dan
kepentingan nasional.
Sepanjang tahun 2025 PT Hutama Karya (Persero) telah Throughout 2025, PT Hutama Karya (Persero) has
melakukan penyampaian Laporan Manajemen Triwulanan submitted Quarterly and Annual Management Reports to
dan Tahunan kepada pemegang saham sebanyak 5 kali the Ministry of State-Owned Enterprises (BUMN) a total
sesuai dengan Peraturan Menteri BUMN Nomor PER-2/ of five times, under Minister of SOE Regulation No. Per-2/
MBU/03/2023 tentang Pedoman Tata Kelola dan Kegiatan MBU/03/2023 on Guidelines for Governance and Significant
Korporasi Signifikan Badan Usaha Milik Negara. Corporate Activities of State-Owned Enterprises.
• Rating Perusahaan • Company Rating
PT Hutama Karya (Persero) wajib memastikan pemenuhan PT Hutama Karya (Persero) is required to maintain
peringkat kredit (credit rating) terhadap obligasi yang credit ratings for its issued bonds as part of compliance
diterbitkan perusahaan sebagai bagian dari kepatuhan with capital market regulations and prudential debt
terhadap regulasi pasar modal dan prinsip kehati-hatian management principles. These credit ratings are issued
dalam pengelolaan utang. Peringkat kredit ini diterbitkan by nationally and internationally recognized rating
oleh lembaga pemeringkat yang diakui secara nasional agencies to assess the company’s creditworthiness and
maupun internasional untuk menilai kelayakan kredit dan investment risk. Maintaining a strong credit rating ensures
risiko investasi obligasi perusahaan. Pemenuhan peringkat transparency for investors, providing them with insights
ini memberikan transparansi kepada investor terkait into the company’s ability to meet interest and principal
kemampuan perusahaan dalam memenuhi kewajiban debt obligations. Additionally, a favorable credit rating
pembayaran bunga dan pokok utang. Selain itu, peringkat reflects market confidence in the company’s financial
kredit yang baik mencerminkan kepercayaan pasar stability and corporate governance, ultimately supporting
terhadap stabilitas keuangan dan tata kelola perusahaan, the success of bond issuances in financing strategic
yang pada akhirnya mendukung keberhasilan penerbitan projects.
obligasi dalam mendanai proyek-proyek strategis.
Selama tahun 2025, PT Hutama Karya (Persero) telah Throughout 2025, PT Hutama Karya (Persero) has
melakukan Annual Credit Rating bersama credit rating conducted Annual Credit Ratings with both local and
agency lokal dan internasional dengan rincian sebagai international credit rating agencies, as detailed below:
berikut:
PT Hutama Karya (Persero)
588 Laporan Tahunan 2025
Page 589
Tata Kelola Perusahaan
Corporate Governance
Date Rating Agency
14 Mei 2025
Pefindo Credit Rating Agency
May 14, 2025
30 Mei 2025
Moody’s Ratings
May 30, 2025
08 April 2025
Fitch Ratings
April 8, 2025
Siaran Pers Press Release
Tanggal
No Siaran Pers Siaran Pers
Date
1 1 Januari 2025 Informasi Terkini Volume Lalu Lintas Selama Libur Natal 2024 Current Information on Traffic Volume During the 2024
January 1, 2025 dan Tahun Baru 2025 (Nataru) di Jalan Tol Trans Sumatera Christmas and 2025 New Year Holiday (Nataru) on the Trans-
(JTTS) Tanggal 1 Januari 2025 Sumatra Toll Road (JTTS) as of January 01, 2025
2 1 Januari 2025 Teknologi Sosrobahu Hutama Karya Pacu Pembangunan Tol Hutama Karya’s Sosrobahu Technology Accelerates the
January 1, 2025 Semarang - Demak 1A Capai 64,2% Tanpa Ganggu Lalu Lintas Development of the Semarang–Demak Toll Road Section 1A,
Achieving 64.2% Progress Without Disrupting Traffic
3 1 Januari 2025 Informasi Terkini Volume Lalu Lintas Selama Libur Natal 2024 Current Information on Traffic Volume During the 2024
January 1, 2025 dan Tahun Baru 2025 (Nataru) di Jalan Tol Trans Sumatera Christmas and 2025 New Year Holiday (Nataru) on the Trans-
(JTTS) Tanggal 2 Januari 2024 Sumatra Toll Road (JTTS) as of January 02, 2024
4 2 Januari 2025 Tol Perdana di Sumatera Barat Raih Antusiasme Tinggi, The First Toll Road in West Sumatra Receives High
January 2, 2025 Volume Kendaraan Tembus 100 Ribu Lebih Enthusiasm, Vehicle Volume Surpasses 100 Thousand
5 3 Januari 2025 Informasi Terkini Volume Lalu Lintas Selama Libur Natal 2024 Current Information on Traffic Volume During the 2024
January 3, 2025 dan Christmas and 2025 New Year Holiday (Nataru) on the Trans-
Tahun Baru 2025 (Nataru) di Jalan Tol Trans Sumatera (JTTS) Sumatra Toll Road (JTTS) as of January 03, 2024
Tanggal 3 Januari 2024
6 3 Januari 2025 Segera Berakhir, Fungsional Sejumlah Ruas Tol Trans Approaching the End, Functional Operation of Several Trans-
January 3, 2025 Sumatera Ramai Dipadati Pengguna Selama Nataru Sumatra Toll Road Sections is Crowded with Users During the
2024/2025 2024/2025 Nataru Period
7 4 Januari 2025 Hutama Karya Akan Melakukan Penyesuaian Tarif Tol Hutama Karya to Implement Toll Tariff Adjustment for the
January 4, 2025 Pekanbaru - XIII Koto Kampar Dalam Waktu dekat Pekanbaru–XIII Koto Kampar Toll Road in the Near Future
8 8 Januari 2025 Kaleidoskop 2024: 1.042 KM Jalan Tol Trans Sumateran dan 2024 Kaleidoscope: 1,042 KM of Trans-Sumatra Toll Roads
January 8, 2025 Inovasi Digital, Wujudkan Asta Cita and Digital Innovation in Realizing Asta Cita
9 4 Januari 2025 Informasi Terkini Volume Lalu Lintas Selama Libur Natal 2024 Current Information on Traffic Volume During the 2024
January 4, 2025 dan Tahun Baru 2025 (Nataru) di Jalan Tol Trans Sumatera Christmas and 2025 New Year Holiday (Nataru) on the Trans-
(JTTS) Tanggal 4 Januari 2024 Sumatra Toll Road (JTTS) as of January 04, 2024
10 5 Januari 2025 Informasi Terkini Volume Lalu Lintas Selama Libur Natal 2024 Current Information on Traffic Volume During the 2024
January 5, 2025 dan Tahun Baru 2025 (Nataru) di Jalan Tol Trans Sumatera Christmas and 2025 New Year Holiday (Nataru) on the Trans-
(JTTS) Tanggal 5 Januari 2024 Sumatra Toll Road (JTTS) as of January 05, 2024
11 6 Januari 2025 Tutup Periode Libur Nataru 2024/2025, Hutama Karya Catat Closing the 2024/2025 Nataru Holiday Period, Hutama Karya
January 6, 2025 2,2 Juta Kendaraan Melintas di Jalan Tol Trans Sumatera Records 2.2 Million Vehicles Passing Through the Trans-
Sumatra Toll Road
12 6 Januari 2025 Percepat Pembangunan Proyek di IKN, Hutama Karya Accelerating Project Development in IKN, Hutama Karya
January 6, 2025 Targetkan Penyelesaian di 2025 Targets Completion in 2025
13 16 Januari 2025 Komitmen Berkelanjutan: Hutama Karya Raih Prestasi di Sustainable Commitment: Hutama Karya Achieves Excellence
January 16, 2025 Pengelolaan Jalan Tol in Toll Road Management
14 11 Januari 2025 Segera Berlaku Penyesuaian Tarif Tol Pekanbaru-XIII Koto Upcoming Toll Tariff Adjustment for the Pekanbaru–XIII Koto
January 11, 2025 Kampar, Berikut Besarannya Kampar Toll Road, Details as Follows
15 10 Januari 2025 Komitmen Dukung Asta Cita Pemerintah Prabowo - Gibran, Commitment to Supporting the Government’s Asta Cita
January 10, 2025 Hutama Karya Dukung Ketahanan Pangan Hingga Jaringan Agenda of Prabowo–Gibran, Hutama Karya Supports Food
Jalan Terintegrasi Security and Integrated Road Networks
16 20 Januari 2025 Pemeliharaan Jalan dan Mitigasi Dampak Lingkungan, Road Maintenance and Environmental Impact Mitigation,
January 20, 2025 Hutama Karya Tuntaskan Prooyek Bendungan Cijurey Tepat Hutama Karya Completes the Cijurey Dam Project on
Waktu Schedule
17 14 Januari 2025 Tarif Baru Tol Pekanbaru-XIII Koto Kampar Berlaku Mulai 15 New Tariffs for the Pekanbaru–XIII Koto Kampar Toll Road
January 14, 2025 Januari 2025 Pukul 22.00 WIB Effective Starting January 15, 2025 at 22:00 WIB
18 20 Januari 2025 Dukung Asta Cita, Hutama Karya Dukung Penanganan Supporting Asta Cita, Hutama Karya Contributes to Stunting
January 20, 2025 Stunting Dan Kemiskinan Di Desa Sekitar Jalan Tol Trans Reduction and Poverty Alleviation in Villages Around the
Sumatera Trans-Sumatra Toll Road
PT Hutama Karya (Persero)
2025 Annual Report 589
Page 590
Tanggal
No Siaran Pers Siaran Pers
Date
19 24 Januari 2025 Dukung Program Pendidikan Tinggi Bermutu, Hutama Karya Supporting Quality Higher Education Programs, Hutama
January 24, 2025 Selesaikan Pembangunan 7 Gedung Universitas Malikussaleh Karya Completes the Construction of 7 Buildings at
Malikussaleh University
20 25 Januari 2025 Hutama Karya Tutup Sukacita Natal 2024 Dengan Sejumlah Hutama Karya Concludes the 2024 Christmas Celebration
January 25, 2025 Program HK Peduli Sosial with Various HK Social Care Programs
21 21 Januari 2025 Diresmikan Presiden RI, PLTGU Muara Tawar dan Tambak Inaugurated by the President of the Republic of Indonesia,
January 21, 2025 Lorok Siap Jadi Pemasok Listrik Jawa - Bali PLTGU Muara Tawar and Tambak Lorok Ready to Supply
Electricity to Java–Bali
22 22 Januari 2025 100 Hari Prabowo: Hutama Karya Siap Resmikan Tiga Ruas 100 Days of Prabowo: Hutama Karya Ready to Inaugurate
January 22, 2025 Jalan Tol Trans Sumatera Three Sections of the Trans-Sumatra Toll Road
23 28 Januari 2025 Hutama Karya Dukung Infrastruktur Pendidikan Berkualitas, Hutama Karya Supports Quality Education Infrastructure by
January 28, 2025 Renovasi Total 6 Sekolah di DKI Jakarta Fully Renovating 6 Schools in DKI Jakarta
24 25 Januari 2025 Libur Panjang Isra Mi’raj dan Imlek, Trafik di Jalan Tol Trans Long Holiday of Isra Mi’raj and Chinese New Year, Traffic on
January 25, 2025 Sumatera Meningkat Hingga 12% the Trans-Sumatra Toll Road Increased by up to 12%
25 28 Januari 2025 Libur Panjang Isra Mi’raj dan Imlek, Trafik di Jalan Tol Trans Long Holiday of Isra Mi’raj and Chinese New Year, Traffic on
January 28, 2025 Sumatera Meningkat Hingga 29% the Trans-Sumatra Toll Road Increased by up to 29%
26 30 Januari 2025 Mobilitas Meningkat! Hutama Karya Catat Trafik Jalan Tol Increased Mobility! Hutama Karya Records Traffic on the
January 30, 2025 Trans Sumatera Naik Hingga 33% Selama Libur Panjang Isra Trans-Sumatra Toll Road Rising by up to 33% During the Long
Mi’raj dan Imlek Holiday of Isra Mi’raj and Chinese New Year
27 3 Februari 2025 Hutama Karya Realisasikan Dana Tjsl Rp25,84 Miliar Dan Hutama Karya Realizes IDR25.84 Billion in TJSL Funds and
February 3, 2025 Fokus Pada Asta Cita Melalui ESG Di 2025 Focuses on Asta Cita Through ESG in 2025
28 13 Februari 2025 Diskon 50% Sewa Tenant Rest Area JTTS, Hutama Karya 50% Discount on Rest Area Tenant Rental at JTTS, Hutama
February 13, 2025 Dukung UMKM dan Pengembangan Bisnis Lokal Selama Karya Supports MSMEs and Local Business Development
Mudik Lebaran 2025 During the 2025 Eid Homecoming
29 5 Februari 2025 Pembangunan Gedung Kanker Terpadu Di Manado: Hadirkan Development of an Integrated Cancer Building in Manado:
February 5, 2025 Layanan Kesehatan Terpadu Untuk Sulawesi Utara Providing Comprehensive Healthcare Services for North
Sulawesi
30 12 Februari 2025 Hutama Karya Percepat Pemeliharaan Jalan Tol Demi Hutama Karya Accelerates Toll Road Maintenance to Ensure
February 12, 2025 Kelancaran Mudik 2025 Smooth 2025 Eid Homecoming
31 11 Februari 2025 Mewujudkan Lingkungan Kerja Aman: Hutama Karya Creating a Safe Work Environment: Hutama Karya Enlivens
February 11, 2025 Semarakkan Bulan K3 Dengan Lomba Dan Platform HK Shield National OSH Month with Competitions and the HK Shield
Platform
32 9 Februari 2025 Dorong Penjualan Ke Pasar Global, Hutama Karya Fasilitasi Encouraging Global Market Expansion, Hutama Karya
February 9, 2025 Tiga UMKM Binaan Lewat Pameran INACRAFT 2025 Facilitates Three Partnered MSMEs Through INACRAFT 2025
Exhibition
33 14 Februari 2025 Segera Rampung, Bandara VVIP IKN Siap Dukung Near Completion, VVIP Airport in IKN Ready to Support
February 14, 2025 Konektivitas dan Mobilitas Pemerintahan Government Connectivity and Mobility
34 19 Februari 2025 Progres Capai 68%, Hutama Karya Mulai Bangun Sejumlah Progress Reaches 68%, Hutama Karya Begins Construction of
February 19, 2025 Fasilitas Di Tol Betung –Jambi Seksi IV Untuk Buka Facilities on Betung–Jambi Toll Road Section IV to Enhance
Konektivitas Connectivity
35 20 Februari 2025 Tuntas Uji Laik Fungsi dan Operasi, 3 Ruas Tol Baru Garapan Completion of Functional and Operational Feasibility Tests,
February 20, 2025 Hutama Karya Kantongi Bintang 5 Three New Toll Road Sections Developed by Hutama Karya
Achieve 5-Star Rating
36 21 Februari 2025 Hutama Karya Percepat Tol Palembang - Betung, Siap Hutama Karya Accelerates the Palembang–Betung Toll Road,
February 21, 2025 Dukung Mudik 2025 Ready to Support 2025 Eid Homecoming
37 20 Februari 2025 Holding Statement PT Hutama Karya (Persero) Atas Holding Statement of PT Hutama Karya (Persero) Regarding
February 20, 2025 Penyidikan Dugaan Kasus Korupsi Pada Proyek Pabrik Gula the Investigation of Alleged Corruption Case in the Djatiroto
Djatiroto Tahun 2016 Milik PTPN XI Sugar Factory Project (2016) Owned by PTPN XI
38 25 Februari 2025 Dukung SDM Unggul, Hutama Karya Siapkan Program Supporting High-Quality Human Resources, Hutama Karya
February 25, 2025 Pengembangan Talenta Milenial Prepares Millennial Talent Development Programs
39 3 Maret 2025 Siap Sambut Mudik, Hutama Karya Prediksi Trafik di Jalan Ready for the Eid Homecoming, Hutama Karya Projects
March 3, 2025 Tol Trans Sumatera Meningkat Hingga 68,81% Traffic on the Trans-Sumatra Toll Road to Increase by up to
68.81%
40 27 Februari 2025 Potongan 20% Tarif Tol Trans Sumatera, Sambut Mudik 20% Discount on Trans-Sumatra Toll Tariffs to Welcome the
February 27, 2025 Lebaran 2025 2025 Eid Homecoming
41 27 Februari 2025 Sambut Mudik Lebaran, Hutama Karya Operasikan Tanpa Welcoming the 2025 Eid Homecoming, Hutama Karya
February 27, 2025 Tarif Tol Binjai - Langsa Seksi Tanjung Pura - Pangkalan Operates the Binjai–Langsa Toll Road Section Tanjung Pura–
Brandan Mulai 11 Maret 2025 Pangkalan Brandan Free of Charge Starting March 11, 2025
PT Hutama Karya (Persero)
590 Laporan Tahunan 2025
Page 591
Tata Kelola Perusahaan
Corporate Governance
Tanggal
No Siaran Pers Siaran Pers
Date
42 28 Februari 2025 Dukung Prioritas Pemerintah di Bidang Kesehatan, Hutama Supporting Government Priorities in the Healthcare Sector,
February 28, 2025 Karya Bangun RSUD Kabupaten Bengkulu Tengah Hutama Karya Constructs the Bengkulu Tengah Regional
General Hospital (RSUD)
43 6 Maret 2025 Pastikan Mudik Tenang dan Menyenangkan, Hutama Karya Ensuring a Safe and Comfortable Eid Homecoming, Hutama
March 6, 2025 Gelar Apel Siaga Serentak Karya Conducts Simultaneous Preparedness Roll Calls
44 7 Maret 2025 Solidaritas Cepat Tanggap, Hutama Karya Wujudkan Bantuan Rapid Response Solidarity, Hutama Karya Delivers Immediate
March 7, 2025 Segera Untuk Bekasi Assistance to Bekasi
45 10 Maret 2025 Tingkatkan Infrastruktur Kesehatan, Hutama Karya Mulai Enhancing Healthcare Infrastructure, Hutama Karya
March 10, 2025 Pembangunan RSUD Bengkulu Tengah Commences Construction of Bengkulu Tengah Regional
General Hospital (RSUD)
46 11 Maret 2025 Mudik Lebaran 2025 Tenang dan Menyenangkan, Hutama Safe and Comfortable 2025 Eid Homecoming, Hutama Karya
March 11, 2025 Karya Siapkan 31 Rest Area di Sepanjang Ruas JTTS Prepares 31 Rest Areas Along the JTTS Sections
47 12 Maret 2025 Resmi Dibuka Operasional Tanpa Tarif, Tol Binjai - Langsa Officially Opened for Toll-Free Operation, the Binjai–Langsa
March 12, 2025 Seksi Tanjung Pura - Pangkalan Brandan Ramai Pengguna Toll Road Section Tanjung Pura–Pangkalan Brandan Attracts
High Traffic Volume
48 13 Maret 2025 Pastikan Kelancaran Arus Mudik Lebaran, Hutama Karya Ensuring Smooth Eid Homecoming Traffic, Hutama Karya
March 13, 2025 Fungsionalkan Tiga Ruas Jalan Tol Trans Sumatera Operates Three Functional Sections of the Trans-Sumatra
Toll Road
49 13 Maret 2025 Rayakan Hari Hak Konsumen Internasional, Hutama Karya Commemorating World Consumer Rights Day, Hutama Karya
March 13, 2025 Bagikan Berkah Ramadhan di Seluruh Jalan Tol Kelolaan Distributes Ramadan Blessings Across All Managed Toll Roads
50 18 Maret 2025 Kinerja Keuangan Tahun 2024 Tumbuh, Hutama Karya Financial Performance in 2024 Shows Growth, Hutama Karya
March 18, 2025 Kantongi Laba Bersih 2,7 Triliun Records Net Profit of IDR2.7 trillion
51 20 Maret 2025 Peduli Masyarakat, Sobat Aksi Ramadan Hutama Karya Hadir Caring for Communities, Sobat Aksi Ramadan Hutama Karya
March 20, 2025 Di Sekitar Jalan Tol Padang-Sicincin Present Around the Padang–Sicincin Toll Road
52 21 Maret 2025 Hutama Karya Garap Flyover Sitinjau Lauik: Solusi Lalu Lintas Hutama Karya Develops the Sitinjau Lauik Flyover: A Long-
March 21, 2025 Sumatera Barat Yang Dinantikan Awaited Traffic Solution for West Sumatra
53 22 Maret 2025 Segera Dioperasikan Secara Fungsional, Berikut Skema To Be Functionally Operated Soon, Here Is the Operational
March 22, 2025 Pengoperasian 3 Ruas Fungsional Jalan Tol Trans Sumatera Scheme of Three Functional Sections of the Trans-Sumatra
Toll Road
54 22 Maret 2025 Info Trafik Jalan Tol Trans Sumatera Selama Arus Mudik Traffic Information on the Trans-Sumatra Toll Road During
March 22, 2025 Lebaran the Eid Homecoming Flow
55 23 Maret 2025 Jelang Mudik, Hutama Karya Rekomendasikan Masyarakat Ahead of the Eid Homecoming, Hutama Karya Recommends
March 23, 2025 Berburu Takjil di Sekitar Jalan Tol Trans Sumatera the Public to Explore Takjil Around the Trans-Sumatra Toll
Road
56 23 Maret 2025 Info Trafik Jalan Tol Trans Sumatera Selama Arus Mudik Traffic Information on the Trans-Sumatra Toll Road During
March 23, 2025 Lebaran the Eid Homecoming Flow
57 24 Maret 2025 Jalin Kerjasama Dengan Kementerian PU dan BGN, Hutama Establishing Cooperation with the Ministry of Public Works
March 24, 2025 Karya Akan Bangun Dapur Umum Program MBG di Jambi and BGN, Hutama Karya to Build a Public Kitchen for the MBG
Program in Jambi
58 24 Maret 2025 Info Trafik Jalan Tol Trans Sumatera Selama Arus Mudik Traffic Information on the Trans-Sumatra Toll Road During
March 24, 2025 Lebaran the Eid Homecoming Flow
59 25 Maret 2025 Hutama Karya Group Berbagi Kebahagiaan Ramadan dengan Hutama Karya Group Shares Ramadan Joy with 1,885 Usable
March 25, 2025 1.885 Barang Layak Pakai Items
60 25 Maret 2025 Info Trafik Jalan Tol Trans Sumatera Selama Arus Mudik Traffic Information on the Trans-Sumatra Toll Road During
March 3, 2025 Lebaran (24 Maret 2025) the Eid Homecoming Flow
61 26 Maret 2025 Hutama Karya Terapkan Pembatasan Angkutan Barang Hutama Karya Implements Restrictions on Freight
March 3, 2025 di Sejumlah Ruas Tol Trans Sumatera Selama Arus Mudik Transportation on Several Trans-Sumatra Toll Road Sections
Lebaran 2025 During the 2025 Eid Homecoming Flow
62 26 Maret 2025 Info Trafik Jalan Tol Trans Sumatera Selama Arus Mudik Traffic Information on the Trans-Sumatra Toll Road During
March 26, 2025 Lebaran the Eid Homecoming Flow)
63 27 Maret 2025 Hutama Karya Berangkatkan 480 Pemudik Ke 7 Kota Melalui Hutama Karya Dispatches 480 Homecoming Travelers to 7
March 27, 2025 Program Mudik Gratis BUMN 2025 Cities Through the 2025 SOE Free Homecoming Program
64 27 Maret 2025 Info Trafik Jalan Tol Trans Sumatera Selama Arus Mudik Traffic Information on the Trans-Sumatra Toll Road During
March 27, 2025 Lebaran the Eid Homecoming Flow
65 1 April 2025 Menikmati Keindahan Sumatra Saat Lebaran, Hutama Karya Enjoying the Beauty of Sumatra During Eid, Hutama Karya
April 1, 2025 Tawarkan Rekomendasi Wisata Alam di Sekitar Jalan Tol Offers Nature Tourism Recommendations Around the Trans-
Trans Sumatera Sumatra Toll Road
PT Hutama Karya (Persero)
2025 Annual Report 591
Page 592
Tanggal
No Siaran Pers Siaran Pers
Date
66 28 Maret 2025 Info Trafik Jalan Tol Trans Sumatera Selama Arus Mudik Traffic Information on the Trans-Sumatra Toll Road During
March 28, 2025 Lebaran the Eid Homecoming Flow
67 28 Maret 2025 Info Trafik Jalan Tol Trans Sumatera Selama Arus Mudik Traffic Information on the Trans-Sumatra Toll Road During
March28, 2025 Lebaran the Eid Homecoming Flow
68 30 Maret 2025 Info Trafik Jalan Tol Trans Sumatera Selama Arus Mudik Traffic Information on the Trans-Sumatra Toll Road During
March 30, 2025 Lebaran the Eid Homecoming Flow
69 1 April 2025 Info Trafik Jalan Tol Trans Sumatera Selama Arus Mudik Traffic Information on the Trans-Sumatra Toll Road During
April 1, 2025 Lebaran the Eid Homecoming Flow
70 2 April 2025 Info Trafik Jalan Tol Trans Sumatera Selama Arus Mudik Traffic Information on the Trans-Sumatra Toll Road During
April 2, 2025 Lebaran the Eid Homecoming Flow
71 3 April 2025 Dukung Kelancaran Arus Balik Lebaran 2025, Hutama Karya Supporting the Smooth Return Flow of Eid 2025, Hutama
April 3, 2025 Masih Gratiskan 5 Ruas Tol Trans Sumatera Karya Continues to Waive Toll Fees on 5 Sections of the Trans-
Sumatra Toll Road
72 3 April 2025 Info Trafik Jalan Tol Trans Sumatera Selama Arus Mudik Traffic Information on the Trans-Sumatra Toll Road During
April 3, 2025 Lebaran the Eid Homecoming Flow
73 3 April 2025 Informasi Terkini Volume Lalu Lintas Selama Arus Mudik dan Latest Information on Traffic Volume During the 2025 Eid
April 3, 2025 Balik Lebaran 2025 di Jalan Tol Sigli – Banda Aceh Homecoming and Return Flow on the Sigli–Banda Aceh Toll
Road
74 4 April 2025 Info Trafik Jalan Tol Trans Sumatera Selama Arus Mudik Traffic Information on the Trans-Sumatra Toll Road During
April 4, 2025 Lebaran) the Eid Homecoming Flow
75 5 April 2025 Info Trafik Jalan Tol Trans Sumatera Selama Arus Mudik Traffic Information on the Trans-Sumatra Toll Road During
April 5, 2025 Lebaran) the Eid Homecoming Flow
76 6 April 2025 Info Trafik Jalan Tol Trans Sumatera Selama Arus Mudik Traffic Information on the Trans-Sumatra Toll Road During
April 6, 2025 Lebaran the Eid Homecoming Flow
77 7 April 2025 Info Trafik Jalan Tol Trans Sumatera Selama Arus Mudik Traffic Information on the Trans-Sumatra Toll Road During
April 7, 2025 Lebaran the Eid Homecoming Flow
78 9 April 2025 Dua Ruas Jalan Tol Trans Sumatera Segera Bertarif, Hutama Two Sections of the Trans-Sumatra Toll Road to Implement
April 9, 2025 Karya Lakukan Sosialisasi Tariffs Soon, Hutama Karya Conducts Socialization
79 8 April 2025 Info Trafik Jalan Tol Trans Sumatera Selama Arus Mudik Traffic Information on the Trans-Sumatra Toll Road During
April 8, 2025 Dan Balik Lebaran 2025 Dan Berakhirnya Fungsional Tol the 2025 Eid Homecoming and Return Flow and the End of
Palembang - Betung Seksi 2 Functional Operation of the Palembang–Betung Toll Road
Section 2
80 10 April 2025 Dukung Program Pemerintah di Bidang Kesehatan, Hutama Supporting Government Programs in the Healthcare Sector,
April 10, 2025 Karya Resmi Bangun RSUD Tafaeri Nias Utara Hutama Karya Officially Commences Construction of RSUD
Tafaeri North Nias
81 14 April 2025 Dukung Pemerintah, Hutama Karya Tingkatkan Konektivitas Supporting the Government, Hutama Karya Enhances
April 14, 2025 dan Serap Ribuan Pekerja di Proyek Tol Betung-Tempino- Connectivity and Absorbs Thousands of Workers in the
Jambi Betung–Tempino–Jambi Toll Road Project
82 11 April 2025 Hutama Karya Catat 2,9 Juta Kendaraan Lintasi Trans Hutama Karya Records 2.9 Million Vehicles Passing
April 11, 2025 Sumatera Selama Mudik dan Balik Lebaran 2025 Through the Trans-Sumatra Toll Road During the 2025 Eid
Homecoming and Return Flow
83 14 April 2025 Segera Berlaku, Berikut Besaran Tarif Tol Tanjung Pura - To Be Implemented Soon, Here Are the Tariff Rates for the
April 14, 2025 Pangkalan Brandan Tanjung Pura–Pangkalan Brandan Toll Road
84 15 April 2025 Hutama Karya Bersama Kementerian PU Pastikan Lokasi Hutama Karya Together with the Ministry of Public Works
April 15, 2025 Pembangunan Dapur Umum Program MBG di Jambi Ensure the Location for the MBG Program Public Kitchen
Development in Jambi
85 15 April 2025 Segera Beroperasi dan Bertarif, Berikut Besaran Tarif To Be Operational and Tariffed Soon, Here Are the Tariff Rates
April 15, 2025 Junction Palembang for the Palembang Junction
86 17 April 2025 Mulai 19 April 2025, Tol Binjai - Langsa Seksi Tanjung Pura - Effective April 19, 2025, the Binjai–Langsa Toll Road Section
April 17, 2025 Pangkalan Brandan Akan Ditetapkan Tarif Tanjung Pura–Pangkalan Brandan Will Be Subject to Tariffs
87 18 April 2025 Mulai 21 April 2025, Junction Palembang Akan Dioperasikan Effective April 21, 2025, the Palembang Junction Will Be
April 18, 2025 Dan Ditetapkan Tarif Operated and Subject to Tariffs
88 17 April 2025 Diminati Ribuan Pendaftar, Hutama Karya Siap Serap SDM Attracting Thousands of Applicants, Hutama Karya Is Ready
April 17, 2025 Unggul Melalui Program Rekrutmen Bersama BUMN 2025 to Recruit High-Quality Talent Through the 2025 Joint SOE
Recruitment Program
89 17 April 2025 Jalan Tol Padang – Sicincin Sukses Layani Ratusan Ribu The Padang–Sicincin Toll Road Successfully Serves Hundreds
April 17, 2025 Pemudik, Hutama Karya Pastikan Progres Operasional Sesuai of Thousands of Homecoming Travelers, Hutama Karya
Standar Ensures Operational Progress Meets Standards
PT Hutama Karya (Persero)
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90 21 April 2025 Hutama Karya Bangun Negeri Bersama Srikandi Tangguh dan Hutama Karya Builds the Nation Together with Strong and
April 21, 2025 Profesional Professional Srikandi
91 21 April 2025 Hutama Karya Luncurkan ‘Perahu Literasi’, Wujudkan Akses Hutama Karya Launches the “Literacy Boat”, Expanding
April 21, 2025 Pendidikan Hingga Pulau Terpencil Access to Education in Remote Islands
92 23 April 2025 Hari Bumi Sedunia 2025, Hutama Karya Tanam 1.980 Pohon Earth Day 2025, Hutama Karya Plants 1,980 Trees to Support
April 23, 2025 Dukung Agenda Lingkungan Nasional the National Environmental Agenda
93 24 April 2025 Sinergi Multi-Stakeholder dan Inovasi Layanan, Hutama Karya Multi-Stakeholder Synergy and Service Innovation, Hutama
April 24, 2025 Berhasil Wujudkan Mudik Selamat, Aman dan Lancar di JTTS Karya Successfully Ensures a Safe, Secure, and Smooth Eid
Homecoming on JTTS
94 28 April 2025 Komitmen Pada Pemerataan Layanan Kesehatan, Hutama Committed to Equitable Healthcare Services, Hutama Karya
April 28, 2025 Karya Tandatangani Kontrak Pembangunan Dua RSUD di Signs Contracts for the Construction of Two Regional General
Kawasan Tengah dan Timur Indonesia Hospitals (RSUD) in Central and Eastern Indonesia
95 30 April 2025 Gedung Jampidsus Diresmikan, Hutama Karya Hadirkan Jampidsus Building Inaugurated, Hutama Karya Delivers a
April 30, 2025 Bangunan Berkonsep Berkelanjutan Dengan Arsitektur Ikonik Sustainable Building with Iconic Architecture
96 5 Mei 2025 Hutama Karya Wujudkan Pelabuhan Transhipment Strategis Hutama Karya Develops a Strategic Transshipment Port in
May 5, 2025 Di Gorontalo, Progress Capai 65% Gorontalo, Progress Reaches 65%
97 2 Mei 2025 Menteri PU Dorong Percepatan Penyelesaian JTTS Tahap II Minister of Public Works Encourages Acceleration of JTTS
May 2, 2025 Palembang–Betung Oleh Hutama Karya Phase II Palembang–Betung Completion by Hutama Karya
98 6 Mei 2025 Hutama Karya Wujudkan Kemandirian Ekonomi dan Hutama Karya Fosters Economic Independence and Quality
May 6, 2025 Pendidikan Berkualitas Melalui Program HK Hadir di Sumatra Education Through the HK Hadir Program in Sumatra
99 25 Juni 2025 Hutama Karya Rampungkan Fasilitas Utama Pada Hutama Karya Completes Key Facilities of the World-Class
May 25, 2025 Infrastruktur Otomotif Kelas Dunia Proving Ground Bekasi, Automotive Infrastructure Proving Ground Bekasi, Meeting
Lolos Standar Internasional International Standards
100 1 Juni 2025 Rilis Update VLL Harian Periode 31 Mei 2025 Release of Daily Traffic Volume Update (VLL) for the Period of
June 1, 2025 May 31, 2025
101 13 Mei 2025 Hutama Karya dan Polda Riau Gelar Razia Kecepatan dan Hutama Karya and Riau Regional Police Conduct Speed
May 13, 2025 Alkohol di Tol Pekanbaru-Dumai dan Pekanbaru-Bangkinang and Alcohol Inspections on the Pekanbaru–Dumai and
Pekanbaru–Bangkinang Toll Roads
102 10 Mei 2025 Volume Lalu Lintas Libur Panjang Day 1 Traffic Volume During Long Holiday – Day 1
May 10, 2025
103 11 Mei 2025 Update Volume Lalu-Lintas Day 2 Traffic Volume Update – Day 2
May 11, 2025
104 12 Mei 2025 Update Volume Lalu-Lintas Day 3 Traffic Volume Update – Day 3
May 12, 2025
105 13 Mei 2025 Update Volume Lalu-Lintas Day 4 Traffic Volume Update – Day 4
May 13, 2025
106 14 Mei 2025 Trafik Tol Naik Selama Libur Waisak, Hutama Karya Dorong Toll Traffic Increases During Vesak Holiday, Hutama Karya
May 4, 2025 Akses Wisata Sumatera Promotes Tourism Access in Sumatra
107 14 Mei 2025 Holding Statement Isu Penagihan Vendor yang Viral di Akun Holding Statement Regarding Vendor Billing Issue Going Viral
May 14, 2025 Brorondm on the Brorondm Account
108 16 Mei 2025 Inovasi Terdepan, Hutama Karya Menangkan Kompetisi BIM Leading Innovation, Hutama Karya Wins the 2025 National
May 16, 2025 5D Nasional 2025 Lewat Proyek Rusun ASN 2 BIM 5D Competition Through the ASN 2 Apartment Project
109 21 Mei 2025 Dukung Kelancaran Ibadah Haji, Hutama Karya Buka Akses Supporting the Smooth Implementation of Hajj Pilgrimage,
May 21, 2025 Tol Sigli-Banda Aceh Seksi 1 (Padang Tiji - Seulimeum) Secara Hutama Karya Opens Limited Access to the Sigli–Banda Aceh
Terbatas Toll Road Section 1 (Padang Tiji–Seulimeum)
110 20 Mei 2025 Komitmen Tingkatkan Produktivitas Karyawan, Hutama Committed to Enhancing Employee Productivity, Hutama
May 20, 2025 Karya Luncurkan Program Cek Kesehatan Gratis Melalui Karya Launches a Free Health Check Program Through the
Platform Naluri Naluri Platform
111 26 Mei 2025 Hutama Karya Resmi Operasikan Tanpa Tarif Tol Padang- Hutama Karya Officially Operates the Padang–Sicincin Toll
May 26, 2025 Sicincin Mulai 28 Mei 2025 Pukul 07.00 WIB Road Free of Charge Starting May 28, 2025 at 07:00 WIB
112 30 Mei 2025 Hutama Karya Salurkan Sarpra Pendidikan, Renovasi Masjid, Hutama Karya Distributes Educational Infrastructure, Mosque
May 30, 2025 dan Fasilitas Air RO di Jabodetabek Melalui Program TJSL Renovations, and RO Water Facilities in Jabodetabek Through
the TJSL Program
PT Hutama Karya (Persero)
2025 Annual Report 593
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113 28 Mei 2025 Dukung Ekonomi Lokal, Hutama Karya Berikan Pelatihan Supporting the Local Economy, Hutama Karya Provides
May 28, 2025 UMK Binaan di Jabodetabek Training for Partner MSMEs in Jabodetabek
114 1 Juni 2025 Trafik Jalan Tol Trans Sumatera Meningkat 37,93% Selama Traffic on the Trans-Sumatra Toll Road Increases by 37.93%
June 1, 2025 Libur Tahun Baru Islam 1447 H During the Islamic New Year 1447 H Holiday
115 2 Juni 2025 Finale Series LDP : Strategi Hutama Karya Cetak Pemimpin LDP Series Finale: Hutama Karya’s Strategy in Developing
June 2, 2025 Masa Depan Future Leaders
116 2 Juni 2025 495 Ribu Kendaraan lalui JTTS Saat Libur Panjang Kenaikan 495 Thousand Vehicles Passed Through JTTS During the Long
June 2, 2025 Yesus Kristus & Hari Lahir Pancasila 2025 Holiday of Ascension Day of Jesus Christ and Pancasila Day
2025
117 29 Mei 2025 Update Volume Lalu-Lintas Harian Periode 28 Mei 2025 Daily Traffic Volume Update for the Period of May 28, 2025
May 29, 2025
118 30 Mei 2025 Update Volume Lalu-Lintas Harian Periode 29 Mei 2025 Daily Traffic Volume Update for the Period of May 29, 2025
May 30, 2025
119 31 Mei 2025 Update Volume Lalu-Lintas Harian Periode 30 Mei 2025 Daily Traffic Volume Update for the Period of May 30, 2025
May 31, 2025
120 3 Juni 2025 Pembangunan RSUD Kota Bima Dimulai, Hutama Karya Construction of Bima City Regional General Hospital (RSUD)
June 3, 2025 Komitmen Wujudkan Layanan Kesehatan Modern Commences, Hutama Karya Commits to Deliver Modern
Healthcare Services
121 4 Juni 2025 Transformasi Ekonomi Riau : Peran Strategis Hutama Karya Economic Transformation of Riau: The Strategic Role
June 4, 2025 Dalam Mendorong Hilirisasi dan Reindustrialisasi Melalui of Hutama Karya in Driving Downstreaming and
Infrastruktur Jalan Tol Reindustrialization Through Toll Road Infrastructure
122 4 Juni 2025 Hutama Karya Operasikan Secara Fungsional Tol Sigli - Banda Hutama Karya Operates the Sigli–Banda Aceh Toll Road
June 4, 2025 Aceh Seksi 1 Selama Libur Idul Adha 1446 H Section 1 Functionally During the Eid al-Adha 1446 H Holiday
123 5 Juni 2025 Potongan 20% Tarif Tol Trans Sumatera, Hutama Karya 20% Discount on Trans-Sumatra Toll Tariffs, Hutama Karya
June 5, 2025 Dukung Geliat Ekonomi Lokal Supports Local Economic Activity
124 6 Juni 2025 Hutama Karya Wujudkan Harmonisasi Pembangunan Hutama Karya Promotes Harmonization of Infrastructure
June 6, 2025 Infrastruktur Dan Sosial Melalui Penyaluran 229 Hewan and Social Development Through the Distribution of 229
Kurban Sacrificial Animals
125 6 Juni 2025 Update Volume Lalu-Lintas Harian Periode 5 Juni 2025 Daily Traffic Volume Update for the Period of June 05, 2025
June 6, 2025
126 7 Juni 2025 Update Volume Lalu-Lintas Harian Periode 6 Juni 2025 Daily Traffic Volume Update for the Period of June 06, 2025
June 7, 2025
127 8 Juni 2025 Update Volume Lalu-Lintas Harian Periode 7 Juni 2025 Daily Traffic Volume Update for the Period of June 07, 2025
June 8, 2025
128 9 Juni 2025 Update Volume Lalu-Lintas Harian Periode 8 Juni 2025 Daily Traffic Volume Update for the Period of June 08, 2025
June 9, 2025
129 10 Juni 2025 Teknologi Sosrobahu Hutama Karya Pacu Pembangunan Tol Hutama Karya’s Sosrobahu Technology Accelerates the
June 10, 2025 Semarang-Demak 1A Capai 64,2% Tanpa Ganggu Lalu Lintas Development of the Semarang–Demak Toll Road Section 1A,
Achieving 64.2% Progress Without Disrupting Traffic
130 11 Juni 2025 Stimulus Potongan Tarif Tol Dorong Pergerakan Ekonomi dan Toll Tariff Discount Stimulus Drives Economic Activity and
June 11, 2025 Mobilitas Libur Idul Adha di Jalan Tol Hutama Karya Mobility During the Eid al-Adha Holiday on Hutama Karya
Toll Roads
131 12 Juni 2025 Hutama Karya Hadir di International Conference on Hutama Karya Participates in the International Conference on
June 12, 2025 Infrastructure 2025 Pamerkan Karya Infrastructure Terbaik Infrastructure 2025, Showcasing Its Best Infrastructure Works
132 17 Juni 2025 Tol Perdana di Sumatera Barat Raih Antusiasme Tinggi, The First Toll Road in West Sumatra Receives High
June 17, 2025 Volume Kendaraan Tembus 100 Ribu Lebih Enthusiasm, Vehicle Volume Surpasses 100 Thousand
133 17 Juni 2025 Raih Kontrak Baru Peningkatan Kualitas Jalan Paket F, Secures New Contract for Road Quality Improvement
June 17, 2025 Hutama Karya Perkuat Portofolio di IKN Package F, Hutama Karya Strengthens Its Portfolio in IKN
134 18 Juni 2025 Hutama Karya Pertahankan Status BUMN Infrastruktur Hutama Karya Maintains Its Status as the Best Infrastructure
June 18, 2025 Terbaik di Fortune 500 Southeast Asia 2025 SOE in Fortune 500 Southeast Asia 2025
135 19 Juni 2025 DPR RI Apresiasi Jalan Tol Riau, Dukung Percepatan The House of Representatives (DPR RI) Appreciates Riau Toll
June 19, 2025 Pembangunan Ruas Baru Oleh Hutama Karya Roads and Supports the Acceleration of New Sections by
Hutama Karya
136 26 Juni 2025 Hutama Karya dan Dishub Tindak 75 Truk Over Dimension Hutama Karya and the Transportation Agency Take Action
June26, 2025 Over Loading di Lima Ruas Tol Against 75 Over Dimension Over Loading Trucks on Five Toll
Road Sections
137 26 Juni 2025 Informasi Rapat Umum Pemegang Saham Tahunan Atas Information on the Annual General Meeting of Shareholders
June 26, 2025 Kinerja Tahun Buku 2024 PT Hutama Karya (Persero) for Fiscal Year 2024 of PT Hutama Karya (Persero)
PT Hutama Karya (Persero)
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138 27 Juni 2025 Konsisten Berdayakan UMK, Hutama Karya Raih Penghargaan Consistently Empowering MSMEs, Hutama Karya Receives
June 27, 2025 Nasional TJSL National TJSL Award
139 27 Juni 2025 Hutama Karya Masih Berlakukan Potongan Tarif Tol 20% dan Hutama Karya Continues to Implement 20% Toll Tariff
June 27, 2025 Tambah Ruas Baru Discounts and Adds New Sections
140 27 Juni 2025 Update Volume Lalu-Lintas Harian Libur Tahun Baru Islam Daily Traffic Volume Update During the Islamic New Year
June 27, 2025 Holiday
141 28 Juni 2025 Update Volume Lalu-Lintas Harian Libur Tahun Baru Islam Daily Traffic Volume Update During the Islamic New Year
June 28, 2025 Holiday
142 29 Juni 2025 Update Volume Lalu-Lintas Harian Libur Tahun Baru Islam Daily Traffic Volume Update During the Islamic New Year
June 29, 2025 Holiday
143 2 Juli 2025 Dukung Swasembada Pangan Nasional, Hutama Karya Supporting National Food Self-Sufficiency, Hutama Karya
July 2, 2025 Rehabilitasi Jaringan Irigasi di Aceh & Riau Rehabilitates Irrigation Networks in Aceh & Riau
144 4 Juli 2025 Antusias Gunakan Tol Baru, Hampir 1 Juta Kendaraan Lewati Strong Public Interest in New Toll Roads, Nearly 1 Million
July 4, 2025 Tol Bangkinang-XIII Koto Kampr Dalam Setahun Vehicles Pass Through the Bangkinang–XIII Koto Kampar Toll
Road Within a Year
145 5 Juli 2025 Bantuan Hutama Karya Group Dongkrak Kualitas Pendidikan Hutama Karya Group Assistance Improves the Quality of
July 5, 2025 Santri di Tasikmalaya Islamic Boarding School Education in Tasikmalaya
146 6 Juli 2025 Progres Tol Lingkar Pekanbaru 57%, Hutama Karya Perkuat Pekanbaru Ring Road Toll Progress Reaches 57%, Hutama
July 6, 2025 Infrastruktur Riau Karya Strengthens Infrastructure in Riau
147 9 Juli 2025 Dukung Ketahanan Pangan, Hutama Karya Catat Progres Supporting Food Security, Hutama Karya Records Significant
July 9, 2025 Signifikan Proyek Jalan Tol Betung-Tempino-Jambi Progress in the Betung–Tempino–Jambi Toll Road Project
148 11 Juli 2025 Dukung Pengembangan IKN dan KEK Batulicin, Hutama Supporting the Development of IKN and KEK Batulicin,
July 11, 2025 Karya Bangun Jembatan Penghubung Vital di Kalimantan Hutama Karya Builds a Vital Connecting Bridge in South
Selatan Kalimantan
149 14 Juli 2025 Implementasi Manajemen Risiko Dalam Pelaksanaan Implementation of Risk Management in the Construction of
July 14, 2025 Pembangunan Jalan Tol Trans Sumatera the Trans-Sumatra Toll Road
150 16 Juli 2025 Hutama Karya Rampungkan Pembangunan 6 Sekolah di Hutama Karya Completes Construction of 6 Schools in
July 16, 2025 Jakarta, Sambut Tahun Ajaran Baru dengan Fasilitas Baru Jakarta, Welcoming the New Academic Year with Improved
Facilities
151 15 Juli 2025 Penerapan Program Potongan Tarif di Jalan Tol Trans Implementation of Toll Tariff Discount Programs on the Trans-
July 15, 2025 Sumatera Selama Libur Nasional 2025 Gerakkan Sumatra Toll Road During National Holidays 2025 Drives
Perekonomian Economic Activity
152 16 Juli 2025 Pastikan Kenyamanan Pengguna Jalan Tol, Hutama Karya Ensuring User Comfort, Hutama Karya Conducts Maintenance
July 16, 2025 Lakukan Pemeliharaan di Tol Pekanbaru-Dumai on the Pekanbaru–Dumai Toll Road
153 19 Juli 2025 Hutama Karya Perkuat Konektivitas Pelabuhan-Industri Hutama Karya Strengthens Port–Industry Connectivity
July192, 2025 Lewat Pembangunan New Priok Eastern Access Seksi 1 Through the Construction of New Priok Eastern Access
Section 1
154 21 Juli 2025 Segera Bertarif Dalam Waktu Dekat, Hutama Karya Tariffs to Be Implemented Soon, Hutama Karya Prioritizes
July 21, 2025 Prioritaskan Sosialisasi Kepada Pengguna Jalan Tol Padang- Socialization to Users of the Padang–Sicincin Toll Road
Sicincin
155 25 Juli 2025 Hutama Karya Perkuat Pengendalian Lingkungan Pada Hutama Karya Strengthens Environmental Control in the
July 25, 2025 Proyek Gedung Kanker Terpadu RSUP Dr. Kandou Manado Integrated Cancer Building Project at RSUP Dr. Kandou
Manado
156 26 Juli 2025 Segera Diberlakukan Tarif, Berikut Besaran Tarif Tol Padang- Tariffs to Be Implemented Soon, Here Are the Tariff Rates for
July 26, 2025 Sicincin the Padang–Sicincin Toll Road
157 25 Juli 2025 Dukung Surakarta Kota Layak Anak, Hutama Karya-KAKAK Supporting Surakarta as a Child-Friendly City, Hutama Karya–
July 25, 2025 Jadi Motor Perlindungan KAKAK Become Drivers of Protection
158 30 Juli 2025 Tarif Tol Padang-Sicincin Berlaku Mulai 2 Agustus 2025, Padang–Sicincin Toll Tariffs Effective Starting August 02, 2025,
July 30, 2025 Siapkan Kartu Uang Elektronik Anda Please Prepare Your Electronic Money Card
159 1 Agustus 2025 Bendungan Meninting Garapan Hutama Karya Dukung The Meninting Dam Project by Hutama Karya Supports Water,
August 1, 2025 Ketahanan Air, Pangan, Energi, dan Pembangunan Food, Energy Security, and Sustainable Development in NTB
Berkelanjutan di NTB
160 5 Agustus 2025 Hutama Karya Lakukan Topping Off Proyek IT Center BRI Hutama Karya Conducts Topping Off of the BRI Ragunan IT
August 5, 2025 Ragunan Paket 2, Siap Dukung Transformasi Digital Center Project Package 2, Supporting Digital Transformation
161 5 Agustus 2025 Hutama Karya Catatkan Rekor Nasional: Selesaikan Tol 15,47 Hutama Karya Sets a National Record: Completes 15.47 Km of
August 5, 2025 Km Dalam 473 Hari Toll Road in 473 Days
PT Hutama Karya (Persero)
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162 8 Agustus 2025 Laksanakan Uji Laik Fungsi dan Operasi, Proyek Jalan Conducting Functional and Operational Feasibility Tests, the
August 8, 2025 Tol Tempino-Ness Garapan Hutama Karya Siap Percepat Tempino–Ness Toll Road Project by Hutama Karya Is Ready to
Mobilitas di Sumatra Accelerate Mobility in Sumatra
163 7 Agustus 2025 Peduli Lingkungan, Hutama Karya Jalin Kolaborasi Environmental Care, Hutama Karya Collaborates on Coral
August 7, 2025 Konservasi Terumbu Karang di Banyuwangi Reef Conservation in Banyuwangi
164 7 Agustus 2025 Hutama Karya Wujudkan Keseimbangan Spiritualitas dan Hutama Karya Promotes Balance Between Spirituality and
August 7, 2025 Profesionalisme Melalui Optimalisasi 26 Masjid Al-Hikmah Professionalism Through Optimization of 26 Al-Hikmah
Mosques
165 9 Agustus 2025 Mobilitas Pengguna Jalan Tol Meningkat, Hutama Karya Catat Toll Road User Mobility Increases, Hutama Karya Records
August 9, 2025 Tradik Selama Semester I Tahun 2025 Traffic During the First Semester of 2025
166 11 Agustus 2025 Progress Bendungan Bulango Ulu Capai 87%, Hutama Karya Progress of Bulango Ulu Dam Reaches 87%, Hutama Karya
August 11, 2025 Dukung Ketahanan Pangan dan Air di Gorontalo Supports Food and Water Security in Gorontalo
167 12 Agustus 2025 Hutama Karya Fasilitasi 792 UMKM di Rest Area Trans Hutama Karya Facilitates 792 MSMEs in Trans-Sumatra Rest
August 12, 2025 Sumatera, Wujudkan “UMKM Maju Berkelanjutan” Areas, Realizing “Sustainable MSME Advancement”
168 19 Agustus 2025 80 Tahun Indonesia Merdeka, Hutama Karya Bangun 22 80 Years of Indonesian Independence, Hutama Karya Builds
August 19, 2025 Rumah Sakit Dan 12 Fasilitas Pendidikan Untuk Indonesia 22 Hospitals and 12 Educational Facilities for a Developed
Maju Indonesia
169 7 Agustus 2025 Holding Statement PT Hutama Karya (Persero) Atas Holding Statement of PT Hutama Karya (Persero) Regarding
August 7, 2025 Penahanan Tersangka Pada Kasus Korupsi Pengadaan Lahan the Detention of a Suspect in a Land Acquisition Corruption
di Sektiar JTTS, Yang Melibatkan Mantan Pejabat Hutama Case Around JTTS Involving a Former Hutama Karya Official
Karya
170 15 Agustus 2025 Pastikan Kenyamanan Pengguna Jalan, Hutama Karya Ensuring Road User Comfort, Hutama Karya Conducts
August 15, 2025 Lakukan Pemeliharaan di Tol JORR-S & ATP Maintenance on the JORR-S & ATP Toll Roads
171 12 Agustus 2025 Hari Gajah Internasional: Persembahan Hutama Karya Untuk International Elephant Day: Hutama Karya’s Contribution
August 12, 2025 Perjalanan Cinta Gajah Di Sekitar Jalan Tol Trans Sumatera to the Journey of Elephant Conservation Around the Trans-
Sumatra Toll Road
172 15 Agustus 2025 Hutama Karya Tuntaskan Tol IKN Seksi 3A, Perkuat Akses Hutama Karya Completes IKN Toll Road Section 3A,
August 12, 2025 Balikpapan-Kawasan Inti Strengthening Access to Balikpapan–Core Area
173 18 Agustus 2025 80 Tahun Indonesia Merdeka: 42 Proyek Infrastruktur Sumber 80 Years of Indonesian Independence: 42 Water Resource
August 18, 2025 Daya Air Hutama Karya Dukung Ketahanan Pangan Infrastructure Projects by Hutama Karya Support Food
Security
174 28 Agustus 2025 80 Tahun Indonesia Merdeka: 50 Proyek Konektivitas Dari 80 Years of Indonesian Independence: 50 Connectivity
August 28, 2025 Sabang Sampai Marauke, Hutama Karya Gerakkan Ekonomi Projects from Sabang to Merauke, Hutama Karya Drives
dan Layanan Publik Economic and Public Services
175 20 Agustus 2025 Semarak HUT ke-80 RI, Hutama Karya Catat Peningkatan Celebrating the 80th Anniversary of Indonesia, Hutama Karya
August 20, 2025 Trafik di Jalan Tol Hutama Karya Records Increased Traffic on Its Toll Roads
176 26 Agustus 2025 Hutama Karya Bangun Stasiun Bawah Tanah-Glodok-Kota Hutama Karya Builds Glodok–Kota Underground Station
August 26, 2025 (CP203): Arsitektur Kontekstual dan Integrasi Moda di (CP203): Contextual Architecture and Multimodal Integration
Kawasan Kota Tua in the Old Town Area
177 21 Agustus 2025 Tol Sigli - Banda Aceh Seksi 1 Belum Dibuka Untuk Umum, Sigli–Banda Aceh Toll Road Section 1 Not Yet Open to the
August 21, 2025 Hutama Karya Imbau Masyarakat Tidak Masuk Ke Area Public, Hutama Karya Urges the Public Not to Enter the
Konstruksi Construction Area
178 27 Agustus 2025 Hutama Karya Rampungkan Dermaga TBBM Tanjung Batu Hutama Karya Completes TBBM Tanjung Batu Pier to
August 27, 2025 Untuk Perkuat Distribusi BBM Indonesia Tengah dan Timur Strengthen Fuel Distribution in Central and Eastern Indonesia
179 29 Agustus 2025 Proyek Jalan Tol Tempino–Ness Raih Bintang Lima Pada Tempino–Ness Toll Road Project Achieves Five-Star
August 29, 2025 Sertifikat Layak Fungsi dan Operasi, Siap Pangkas Waktu Functional and Operational Feasibility Certificate, Reducing
Tempuh Jambi – Betung Hingga 2 Jam Travel Time Between Jambi–Betung by Up to 2 Hours
180 1 September 2025 Hutama Karya Pastikan Tol JORR-S Normal, Personel Patroli Hutama Karya Ensures JORR-S Toll Road Operates Normally,
September 1, 2025 Ditambah Patrol Personnel Increased
181 8 September 2025 Menabur Benih di Tanah Terpencil: Program HK Peduli Sowing Seeds in Remote Areas: HK Peduli Education Program
September 8, 2025 Pendidikan Untuk Generasi Emas for the Golden Generation
182 6 September 2025 Hutama Karya Sambut Hari Perhubungan Nasional dengan Hutama Karya Commemorates National Transportation
September 6, 2025 Kilas Balik Jembatan Cable Stayed Pertama di Sumatra Day with a Retrospective of the First Cable-Stayed Bridge in
Sumatra
183 25 September 2025 Hutama Karya Wujudkan Bakti Transportasi Untuk Negeri Hutama Karya Delivers Transportation Service to the Nation
September 25, 2025 Melalui Tol Trans Sumatera Sebagai Pendorong Ekonomi dan Through the Trans-Sumatra Toll Road as a Driver of Economic
Konektivitas Growth and Connectivity
184 4 September 2025 Dukung Swasembada Pangan Nasional, Hutama Karya Supporting National Food Self-Sufficiency, Hutama Karya
September 4, 2025 Rehabilitasi Jaringan Irigasi di Jawa, Sumatra, dan Sulawesi Rehabilitates Irrigation Networks in Java, Sumatra, and
Sulawesi
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185 8 September 2025 Libur Panjang Maulid Nabi 2025, Trafik Jalan Tol Hutama Long Holiday of Prophet Muhammad’s Birthday 2025, Traffic
September 8, 2025 Karya Naik 16,21% on Hutama Karya Toll Roads Increases by 16.21%
186 12 September 2025 Hutama Karya Operasikan Tanpa Tarif Tol Betung-Tempino Hutama Karya Operates Betung–Tempino–Jambi Toll Road
September 12, 2025 - Jambi Seksi 3 Segmen Tempino - Simpang Ness Mulai 14 Section 3 Segment Tempino–Simpang Ness Free of Charge
September 2025 Starting September 14, 2025
187 9 September 2025 Transformasi Konstruksi Dimulai Dari Ragunan: BRI Dan Construction Transformation Begins in Ragunan: BRI and
September 9, 2025 Hutama Karya Terapkan Lean Construction Secara Nyata Hutama Karya Implement Lean Construction
188 14 September 2025 Bangun Generasi Cerdas Dan Lingkungan Bersih: Hutama Building Smart Generations and Clean Environments:
September 14, 2025 Karya Salurkan Ratusan Bantuan Sarana Dan Prasarana Hutama Karya Distributes Educational and Environmental
Pendidikan PAUD Dan Lingkungan Infrastructure Assistance
189 16 September 2025 Hutama Karya dan Komisi Informasi Pusat Sinergi Hutama Karya and the Central Information Commission
September 16, 2025 Mewujudkan Akuntabilitas Informasi di Lingkungan BUMN Synergize to Realize Information Accountability in SOEs
190 14 September 2025 Dukung Uji Coba Rekayasa Lalu Lintas di TB Simatupang, Supporting Traffic Engineering Trial in TB Simatupang,
September 14, 2025 Hutama Karya Siapkan Jalur Alternatif Hutama Karya Prepares Alternative Routes
191 19 September 2025 Dukung Program Pemprov DKI dan Kementerian PU Terkait Supporting DKI Provincial Government and Ministry of Public
September 19, 2025 Rekayasa Lalu Lintas, Hutama Karya Sediakan Jalur Alternatif Works Traffic Engineering Program, Hutama Karya Provides
di GT Fatmawati 2 Alternative Routes at Fatmawati 2 Toll Gate
192 20 September 2025 Apresiasi Pelanggan, Hutama Karya Gelar Sejumlah Aktivasi Customer Appreciation, Hutama Karya Conducts Various
September 20, 2025 di Jalan Tol Activations on Toll Roads
193 19 September 2025 Rampungnya Jalan Tol Tempino–Ness, Hutama Karya Completion of Tempino–Ness Toll Road, Hutama Karya
September 19, 2025 Gandeng Media Jambi Perkuat Diseminasi Informasi Publik Collaborates with Jambi Media to Strengthen Public
Information Dissemination
194 19 September 2025 Transformasi dan Sinergi Bawa Hutama Karya Masuk Dalam Transformation and Synergy Bring Hutama Karya into
September 19, 2025 Fortune Indonesia 100 Tahun 2025 Fortune Indonesia 100 in 2025
195 22 September 2025 Hutama Karya Percepat Pembangunan Dapur MBG di Jambi Hutama Karya Accelerates Construction of MBG Kitchens in
September 22, 2025 Untuk Pemenuhan Gizi Masyarakat Jambi to Support Community Nutrition
196 23 September 2025 Hutama Karya Rampungkan Pembangunan Pembangkit Hutama Karya Completes Construction of the Massive Java
September 23, 2025 Listrik Raksasa PLTU Jawa 9&10 (2x1.000 MW) Suralaya di 9&10 Coal-Fired Power Plant (2x1,000 MW) in Suralaya,
Cilegon Banten, Siap Terangi 15 Juta Rumah Indonesia Cilegon, Ready to Power 15 Million Homes
197 22 September 2025 Hutama Karya Catat Antusiasme Pengguna Setelah Sepekan Hutama Karya Records User Enthusiasm After One Week of
September 22, 2025 Tol Tempino-Ness Beroperasi Tanpa Tarif Toll-Free Operation of Tempino–Ness Toll Road
198 26 September 2025 Konsistensi Terapan Orkestrasi Komunikasi, Hutama Karya Consistency in Communication Orchestration
September 26, 2025 Group Borong 10 Penghargaan dalam Anugerah Humas Implementation, Hutama Karya Group Wins 10 Awards at the
Indonesia 2025 2025 Indonesian Public Relations Awards
199 24 September 2025 Bendungan Cijurey Progresif, Hutama Karya Sampaikan Cijurey Dam Progresses, Hutama Karya Delivers Direct
September 24, 2025 Manfaat Langsung Bagi Petani Benefits to Farmers
200 25 September 2025 Wakil Presiden Gibran Tinjau Progres Jalan Tol Palembang- Vice President Gibran Reviews Progress of Palembang–
September 25, 2025 Betung, Dorong Penyelesaian JTTS Tahap II Betung Toll Road, Encourages Completion of JTTS Phase II
201 27 September 2025 Perkuat Ketahanan Pangan, Hutama Karya Kembali Strengthening Food Security, Hutama Karya Rehabilitates
September 27, 2025 Rehabilitasi 103 Daerah Irigasi di Aceh dan Bali 103 Irrigation Areas in Aceh and Bali
202 1 Oktober 2025 Menko AHY Sambangi Proyek Jalan Tol Padang–Sicincin, Coordinating Minister AHY Visits Padang–Sicincin Toll Road
October 1, 2025 Fokus Perkuat Konektivitas Project, Focus on Strengthening Connectivity
203 30 September 2025 Lakukan Penandatanganan Nota Kesepahaman WIM & ETLE, Signing of MoU on WIM & ETLE, Hutama Karya and Riau
September 30, 2025 Hutama Karya dan Polda Riau Perkuat Keselamatan di Jalan Regional Police Strengthen Toll Road Safety
Tol
204 6 Oktober 2025 Dukung Daya Saing Produk Lokal, Lima UMKM Binaan HK Supporting Local Product Competitiveness, Five HK Group
October 6, 2025 Group Ramai Pengunjung di INACRAFT 2025 MSMEs Attract Visitors at INACRAFT 2025
205 8 Oktober 2025 Topping Off RSUD Kota Bima: Hutama Karya Tunjukkan Topping Off Bima City RSUD: Hutama Karya Demonstrates
October 8, 2025 Komitmen Percepat Fasilitas Kesehatan Nasional Commitment to Accelerating National Healthcare Facilities
206 21 Oktober 2025 Hutama Karya Perkuat Portofolio Internasional: Progres Hutama Karya Strengthens International Portfolio: Maliana
October 21, 2025 Proyek Jalan Maliana di Timor Leste Capai 72,59% Road Project in Timor-Leste Reaches 72.59% Progress
207 8 Oktober 2025 Inovasi Digital Konstruksi Terpadu, Hutama Karya Sukses di Integrated Digital Construction Innovation, Hutama Karya
October 8, 2025 Kompetisi BIM Internasional Succeeds in International BIM Competition
208 11 Oktober 2025 Sistem Buka-Tutup di Jalan Nasional Pekanbaru-Padang KM Open-Close Traffic System Implemented on Pekanbaru–
October 11, 2025 17+900 Diterapkan, Hutama Karya Siapkan Kantong Parkir Padang National Road KM 17+900, Hutama Karya Prepares
Hingga Jalur Alternatif Parking Areas and Alternative Routes
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209 28 Oktober 2025 Jaga Kualitas dan Kenyamanan Berkendara, Hutama Karya Maintaining Quality and Driving Comfort, Hutama Karya
October 28, 2025 Lakukan Pemeliharaan Rutin di Tol JORR-S dan ATP Conducts Routine Maintenance on JORR-S and ATP Toll
Roads
210 17 Oktober 2025 Hutama Karya Luncurkan ESG Roadmap Untuk Percepatan Hutama Karya Launches ESG Roadmap to Accelerate
October 17, 2025 Transformasi Tata Kelola Berkelanjutan Sustainable Governance Transformation
211 3 November 2025 Hutama Karya Tegaskan Komitmen Keselamatan Berkendara Hutama Karya Reaffirms Commitment to Driving Safety
November 3, 2025 Melalui Sosialisasi Zero ODOL Through Zero ODOL Campaign
212 24 Oktober 2025 Hutama Karya Catat Pencapaian Signifikan Proyek Jalan Tol Hutama Karya Records Significant Progress in Pekanbaru
October 24, 2025 Lingkar Pekanbaru, Jembatan Tol Pekanbaru (Jembatan Siak Ring Road Toll Project, Pekanbaru Toll Bridge (Siak VI Bridge)
VI) Tersambung Connected
213 24 Oktober 2025 Kolaborasi 28 BUMN, Hutama Karya Turut Sukseskan Collaboration of 28 SOEs, Hutama Karya Supports Handover
October 24, 2025 Seremoni Serah Terima Hasil Program TJSL Olah Sampah Ceremony of Likupang Waste Management TJSL Program
Likupang
214 30 Oktober 2025 Hutama Karya Wujudkan Hunian Berkelanjutan di IKN Melalui Hutama Karya Delivers Sustainable Housing in IKN Through
October 30, 2025 Rusun IKN 2 IKN Flats 2
215 24 Oktober 2025 Standby statement Rilis Suralaya Standby Statement for Suralaya Release
October 24, 2025
216 28 Oktober 2025 Dukung Konektivitas Sumatra Barat, Deputi Bidang Supporting West Sumatra Connectivity, Deputy for Basic
October 28, 2025 Koordinasi Infrastruktur Dasar Kemenko Infra Tinjau Proyek Infrastructure Coordination Reviews KPBU Projects of
KPBU Pembangunan Flyover Sitinjau Lauik dan Tol Padang– Sitinjau Lauik Flyover and Padang–Sicincin Toll Road
Sicincin
217 27 Oktober 2025 Pengelolaan Media Hutama Karya Diakui Di Ajang MRA 2025 Hutama Karya’s Media Management Recognized at MRA 2025
October 27, 2025 dan ICCS 2025 and ICCS 2025
218 28 Oktober 2025 Hutama Karya – Politeknik Tempo Perkuat Komitmen Bangun Hutama Karya – Tempo Polytechnic Strengthen Commitment
October 28, 2025 Talenta Muda Lewat Program Beasiswa Kolaboratif to Develop Young Talent Through Collaborative Scholarship
Program
219 1 November 2025 Infrastruktur KIPP: Hutama Karya Pimpin Pembangunan KIPP Infrastructure: Hutama Karya Leads Development of
November 1, 2025 Jalan Kawasan Yudikatif di IKN Judicial Area Roads in IKN
220 2 November 2025 Hutama Karya Grup Salurkan Bantuan Tanggapan Bencana Hutama Karya Group Provides Disaster Relief Assistance for
November 2, 2025 Untuk Korban Banjir dan Longsor di Sukabumi Flood and Landslide Victims in Sukabumi
221 5 November 2025 Komitmen Optimalisasi Layanan, Hutama Karya Lakukan Commitment to Service Optimization, Hutama Karya
November 5, 2025 Pemeliharaan di Tol Pekanbaru-Dumai Conducts Maintenance on Pekanbaru–Dumai Toll Road
222 5 November 2025 Hutama Karya Memimpin Pembangunan Infrastruktur Jalan Hutama Karya Leads Development of Wanam Papua Road
November 5, 2025 Wanam Papua Untuk Mewujudkan Visi Asta Cita Infrastructure to Realize Asta Cita Vision
223 4 November 2025 Hutama Karya Tegaskan Komitmen Lindungi Gajah dan Hutama Karya Reaffirms Commitment to Protect Elephants
November 4, 2025 Vegetasi di Jalan Tol Pekanbaru–Dumai and Vegetation on Pekanbaru–Dumai Toll Road
224 6 November 2025 Hutama Karya Dukung Pendidikan Anak Usia Dini Lewat Hutama Karya Supports Early Childhood Education Through
November 6, 2025 Penyerahan Bantuan Sarana Prasarana di DKI Jakarta Provision of Facilities in DKI Jakarta
225 7 November 2025 Hutama Karya Sampaikan Progress dan Persiapan Pelayanan Hutama Karya Shares Progress and Nataru Service
November 7, 2025 Nataru Melalui Media dan Site Visit di Jalan Tol Trans Preparations Through Media and Site Visits on Southern
Sumatera Bagian Selatan Trans-Sumatra Toll Roads
226 12 November 2025 Wujudkan Kreativitas Berkelanjutan Hutama Karya Resmikan Promoting Sustainable Creativity, Hutama Karya Inaugurates
November 12, 2025 Rumah Produksi UMK Binaan di Jawa Tengah Production House for Partner MSMEs in Central Java
227 11 November 2025 Perkuat Layanan dan Respons Cepat, Hutama Karya Lakukan Strengthening Service and Rapid Response, Hutama Karya
November 11, 2025 Uji Coba End-to-End Call Center di Jalan Tol Regional Sumatra Tests End-to-End Call Center on Southern Sumatra Toll Roads
Bagian Selatan
228 12 November 2025 Hutama Karya Dorong Transformasi Infrastruktur Hutama Karya Promotes Sustainable Infrastructure
November 12, 2025 Berkelanjutan Melalui Forum Internasional REAAA 2025 Transformation Through REAAA 2025 International Forum
229 10 November 2025 Hutama Karya Dorong Keberlanjutan di Pulau Komodo Hutama Karya Promotes Sustainability in Komodo Island
November 10, 2025 Melalui Akses Air Bersih, Pendidikan, dan Pemberdayaan Through Clean Water Access, Education, and Community
Masyarakat Empowerment
230 12 November 2025 Hutama Karya Perkuat Pemerataan Fasilitas Kesehatan Hutama Karya Strengthens Equitable Healthcare Facilities
November 12, 2025 Melalui Sejumlah Proyek Rumah Sakit Through Various Hospital Projects
231 21 November 2025 Hutama Karya Dorong Ketahanan Energi Indonesia Timur Hutama Karya Promotes Eastern Indonesia Energy Security
November 21, 2025 Lewat Proyek Open Access Sorong Through Sorong Open Access Project
232 14 November 2025 Konektivitas Pembangunan Tol Betung-Tempino-Jambi Acceleration of Betung–Tempino–Jambi Toll Road
November 14, 2025 Dikebut, Progress Meningkat Development Improves Progress
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233 15 November 2025 Diterapkan Sistem Buka-Tutip di Jalan Raya Garuda Sakti KM Open-Close System Implemented on Garuda Sakti Road KM
November 15, 2025 7, Hutama Karya dan Instansi Terkait Imbau Pengguna Jalan 7, Hutama Karya and Related Agencies Urge Road Users to
Berhati-hati Be Cautious
234 18 November 2025 Tol Terpeka Menjadi Koridor Strategis JTTS Penghubung Terpeka Toll Road Becomes Strategic JTTS Corridor
November 18, 2025 Lampung-Sumatra Selatan Connecting Lampung–South Sumatra
235 19 November 2025 Ikon Baru Kota Solo, Underpass Joglo Garapan Hutama Karya New Landmark of Solo City, Joglo Underpass by Hutama
November 19, 2025 Diresmikan Presiden Prabowo Karya Inaugurated by President Prabowo
236 21 November 2025 Pembangunan Tol Palembang-Betung (Kramasan-Pangkalan Palembang–Betung Toll Road (Kramasan–Pangkalan Balai)
November 21, 2025 Balai) Capai 85,74%, Hutama Karya Terapkan Metode Khusus Reaches 85.74%, Hutama Karya Applies Special Method in
di Sungai Musi Musi River
237 21 November 2025 Dukung Mobilitas dan Ekonomi Lokal, Htama Karya Serahkan Supporting Mobility and Local Economy, Hutama Karya
November 21, 2025 Bantuan Pembangunan Akses Jalan di Beberapa Desa di Provides Road Access Development Assistance in Several
Bekasi Villages in Bekasi
238 22 November 2025 Hutama Karya Paparkan Inovasi dan Capaian Keterbukaan Hutama Karya Presents Innovation and Public Information
November 22, 2025 Informasi Publik di Uji Publik 2025 Disclosure Achievements at Public Test 2025
239 23 November 2025 Kolaborasi Hutama Karya dan Rumah BUMN Padang Dukung Collaboration Between Hutama Karya and Rumah BUMN
November 23, 2025 UMKM Sumatra Barat Masuk Ekosistem Tol Padang Supports West Sumatra MSMEs Enter Toll Ecosystem
240 22 November 2025 Percepat Layanan Publik, Hutama Karya Garap Fasilitas SPPG Accelerating Public Services, Hutama Karya Develops SPPG
November 22, 2025 di Titik-Titik Strategis Nasional Facilities at Strategic National Points
241 27 November 2025 Hutama Karya Lakukan Penanganan dan Dukung Tanggap Hutama Karya Conducts Disaster Handling and Supports
November 27, 2025 Darurat Bencana di Beberapa Ruas Tol Sumatra, Imbau Emergency Response on Several Sumatra Toll Roads, Urges
Pengguna Jalan Tol Berhati-Hati Users to Be Cautious
242 28 November 2025 Hutama Karya Perkuat Karakter Kepemimpinan dan Bela Hutama Karya Strengthens Leadership Character and
November 1028 2025 Negara Melalui Pelatihan Bersama Kopassus National Defense Through Training with Kopassus
243 28 November 2025 Informasi Terkini Kondisi Banjir di Jalan Tol Binjai–Langsa Latest Information on Flood Conditions on Binjai–Langsa
November 28, 2025 Toll Road
244 29 November 2025 Dukung Pembangunan Infrastruktur Kesehatan, Hutama Supporting Healthcare Infrastructure Development, Hutama
November 29, 2025 Karya Membangun Gedung CMU RSUP Dr. Sardjito di Karya Constructs CMU Building of RSUP Dr. Sardjito in
Yogyakarta Yogyakarta
245 30 November 2025 Penerapan Rekayasa Lalu Lintas pada Ruas Tol Binjai-Langsa Implementation of Traffic Engineering on Binjai–Langsa Toll
November 1030 2025 Seksi Kuala Bingai-Tanjung Pura Road Section Kuala Bingai–Tanjung Pura
246 29 November 2025 Perkuat Penanganan Bencana di Sumatera, Kementerian Strengthening Disaster Response in Sumatra, Ministry of
November 29, 2025 PU Gandeng Mitra Kerja Konstruksi Salurkan Alat Berat dan Public Works Collaborates with Construction Partners to
Logistik (Kolab PU) Distribute Heavy Equipment and Logistics
247 30 November 2025 Media Refreshment Gathering 2025, Hutama Karya Perkuat Media Refreshment Gathering 2025, Hutama Karya
November 30, 2025 Sinergi Pemberitaan Infrastruktur Nasional Strengthens Synergy in National Infrastructure Coverage
248 30 November 2025 Kementerian PU dan BUJT Gerak Cepat Tangani Tiga Ruas Tol Ministry of Public Works and Toll Operators Respond Quickly
November 30, 2025 di Sumatera Terdampak Cuaca Ekstrem, Penanganan Darurat to Handle Three Toll Roads in Sumatra Affected by Extreme
Terus Dilakukan Weather
249 1 Desember 2025 Hutama Karya Siap Berikan Potongan Tarif Tol Untuk Dukung Hutama Karya Prepares Toll Discount Program to Support
December 1, 2025 Kelancaran Libur Nataru 2025 dan Tahun Baru 2026 Smooth Nataru 2025 and New Year 2026
250 2 Desember 2025 Informasi Terkini Kondisi Banjir di Jalan Tol Binjai–Langsa Latest Information on Flood Conditions on Binjai–Langsa Toll
December 2, 2025 (1/12) Road (1/12)
251 2 Desember 2025 Tol Serang–Panimbang dan Kiprah BUMN Infrastruktur, Antar Serang–Panimbang Toll Road and SOE Contributions Lead
December 2, 2025 Hutama Karya Raih Dua Apresiasi Pada Ajang Sutami Awards Hutama Karya to Win Two Awards at Sutami Awards
252 4 Desember 2025 Hutama Karya Women Leaders Forum 2025, Perkuat Peran Hutama Karya Women Leaders Forum 2025 Strengthens Role
December 15, 2025 Pemimpin Perempuan Lewat Pendekatan Holistik of Women Leaders Through Holistic Approach
253 4 Desember 2025 Hutama Karya Perkuat Infrastruktur Pemerintahan dengan Hutama Karya Strengthens Government Infrastructure
December 4, 2025 Pembangunan Gedung dan Kawasan Lembaga Yudikatif dan Through Development of Judicial and Legislative Complexes
Legislatif di IKN in IKN
254 6 Desember 2025 Tanggap Bencana Hidrometeorologi di Sumatra Barat, Responding to Hydrometeorological Disasters in West
December 6, 2025 Hutama Karya Perkuat Bantuan di Tiga Wilayah Melalui HK Sumatra, Hutama Karya Strengthens Assistance in Three
Peduli Areas Through HK Peduli
255 6 Desember 2025 Hutama Karya Buka Fungsional Tol Sigli-Banda Aceh Seksi Hutama Karya Opens Functional Sigli–Banda Aceh Toll Road
December 6, 2025 1 Untuk Permudah Akses Bantuan Bencana dan Pelayanan Section 1 to Facilitate Disaster Aid and Nataru Services
Libur Nataru
256 8 Desember 2025 Hutama Karya Group Bantu Buka Kembali Akses Padang– Hutama Karya Group Helps Reopen Access Between Padang–
December 8, 2025 Bukittinggi Lewat Lembah Anai Bukittinggi via Lembah Anai
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257 9 Desember 2025 Bantuan Bencana Hidrometeorologi, Hutama Karya Perkuat Hydrometeorological Disaster Assistance, Hutama Karya
December 9, 2025 Akses dan Hunian Sementara di Sumatra Utara–Aceh dan Strengthens Access and Temporary Housing in North Sumatra
Sumatra Barat – Aceh and West Sumatra
258 12 Desember 2025 Hadiri Koordinasi Lintas Sektor, Hutama Karya Bantu Attending Cross-Sector Coordination, Hutama Karya Helps
December 12, 2025 Pulihkan Akses Terdampak di Sumatra Barat Restore Affected Access in West Sumatra
259 12 Desember 2025 Hutama Karya Rehabilitasi Dua Gedung DPRD, Dukung Hutama Karya Rehabilitates Two Regional Parliament
December 12, 2025 Kinerja Legislatif Daerah Buildings, Supporting Local Legislative Performance
260 12 Desember 2025 Diskusi Lintas Sektor Persiapan Nataru, Hutama Karya Siap Cross-Sector Discussion for Nataru Preparation, Hutama
December 12, 2025 Optimalkan Sumber Daya Karya Ready to Optimize Resources
261 13 Desember 2025 Diskusi Strategis Lintas Sektor, Kemenko IPK Bersama Strategic Cross-Sector Discussion, Coordinating Ministry for
December 13, 2025 Hutama Karya Bahas Konektivitas Jalan Tol Trans Sumatera Infrastructure and Hutama Karya Discuss Trans-Sumatra Toll
Road Connectivity
262 15 Desember 2025 Hutama Karya Tuntaskan Topping Off Proyek Gedung Hutama Karya Completes Topping Off of Integrated Cancer
December 15, 2025 Layanan Kanker Terpadu RS R.D. Kandou, Wujud Nyata Service Building at RS R.D. Kandou, Supporting Quality
Dukungan Terhadap Akses Kesehatan Berkualitas di Kawasan Healthcare Access in Eastern Indonesia
Timur Indonesia
263 17 Desember 2025 Hutama Karya Berlakukan Potongan Tarif Tol 20% di Tujuh Hutama Karya Implements 20% Toll Discount on Seven
December 17, 2025 Ruas Jalan Tol Trans Sumatera Pada Libur Natal 2025 dan Trans-Sumatra Toll Roads During Christmas 2025 and New
Tahun Baru 2026 Year 2026 Holiday
264 17 Desember 2025 Gelar Apel Siaga, Hutama Karya Pastikan Jalan Tol Trans Conducting Preparedness Roll Call, Hutama Karya Ensures
December 17, 2025 Sumatera Siap Melayani Nataru 2025/2026 Trans-Sumatra Toll Roads Ready for Nataru 2025/2026
265 17 Desember 2025 Hutama Karya Dukung Program Nasional melalui Hutama Karya Supports National Program Through
December 26, 2025 Pembangunan Sekolah Rakyat di Banten Development of People’s Schools in Banten
266 18 Desember 2025 Dari Gunung Nago ke Sibolga, Hutama Karya Dorong From Mount Nago to Sibolga, Hutama Karya Promotes
December 18, 2025 Pemulihan Akses dan Kebutuhan Dasar Restoration of Access and Basic Needs
267 18 Desember 2025 Natal di Tanah Papua, Hutama Karya Perkuat Komitmen TJSL Christmas in Papua, Hutama Karya Strengthens Sustainable
December 18, 2025 Berkelanjutan di Sorong TJSL Commitment in Sorong
268 18 Desember 2025 Hutama Karya Dukung Program Nasional Pembangunan Hutama Karya Supports National Program for Development
December 18, 2025 Sekolah Rakyat di Maluku Utara of People’s Schools in North Maluku
269 19 Desember 2025 Penandatanganan Kontrak Tol Akses Patimban Paket II Signing of Patimban Access Toll Road Package II Contract
December 19, 2025 Tegaskan Komitmen Penguatan Akses Subang-Pelabuhan Strengthens Commitment to Subang–Patimban Port
Patimban Connectivity
270 20 Desember 2025 Dukung Kelancaran Nataru 2025/2026, Hutama Karya Supporting Smooth Nataru 2025/2026, Hutama Karya
December 20, 2025 Operasikan Secara Fungsional Ruas dan Junction di Jalan Tol Operates Functional Sections and Junctions on Trans-
Trans Sumatera Sumatra Toll Roads
271 21 Desember 2025 Hutama Karya Lakukan Pemiharaan Intensif di Jalan Tol Hutama Karya Conducts Intensive Maintenance on Southern
December 21, 2025 Sumatra Bagian Selatan, Targetkan Rampung Sebelum Libur Sumatra Toll Roads, Target Completion Before Nataru
Nataru 2025/2026 2025/2026 Holiday
272 21 Desember 2025 Konsisten Menjadi Badan Publik Informatif Sejak 2022, Consistently an Informative Public Institution Since 2022,
December 21, 2025 Hutama Karya Kembali Menerima Predikat Informatif Pada Hutama Karya Again Receives Informative Predicate at KIP
Anugerah KIP 2025 Award 2025
273 21 Desember 2025 Workshop UMKM Naik Kelas 2025, Hutama Karya Perkuat UMKM Upgrade Workshop 2025, Hutama Karya Strengthens
December 21, 2025 Daya Saing Sentra Kriya Ogan Ilir Competitiveness of Ogan Ilir Craft Center
274 21 Desember 2025 Informasi Terkini Trafik Selama Libur Natal 2025 dan Tahun Latest Traffic Information During Christmas 2025 and New
December 21, 2025 Baru 2026 di Jalan Tol Trans Sumatera Periode 20 Desember Year 2026 Holiday on Trans-Sumatra Toll Roads for December
2025 20, 2025
275 22 Desember 2025 Informasi Terkini Trafik Selama Libur Natal 2025 dan Tahun Latest Traffic Information During Christmas 2025 and New
December 22, 2025 Baru 2026 di Jalan Tol Trans Sumatera Periode 21 Desember Year 2026 Holiday on Trans-Sumatra Toll Roads for December
2025 21, 2025
276 23 Desember 2025 Hutama Karya Perkuat Konektivitas Kalimantan Selatan Hutama Karya Strengthens South Kalimantan Connectivity
December 23, 2025 Melalui Jembatan Pulau Kalimantan–Pulau Laut Through Kalimantan Island – Laut Island Bridge
277 23 Desember 2025 Informasi Terkini Trafik Selama Libur Natal 2025 dan Tahun Latest Traffic Information During Christmas 2025 and New
December 23, 2025 Baru 2026 di Jalan Tol Trans Sumatera Periode 22 Desember Year 2026 Holiday on Trans-Sumatra Toll Roads for December
2025 22, 2025
278 24 Desember 2025 Informasi Terkini Trafik Selama Libur Natal 2025 dan Tahun Latest Traffic Information During Christmas 2025 and New
December 26, 2025 Baru 2026 di Jalan Tol Trans Sumatera Periode 23 Desember Year 2026 Holiday on Trans-Sumatra Toll Roads for December
2025 23, 2025
279 25 Desember 2025 Konektivitas Dipulihkan, Hutama Karya Kerahkan Alat Berat Connectivity Restored, Hutama Karya Deploys Heavy
December 25, 2025 dan Rencanakan 120 Unit Huntara di Aceh Tamiang Equipment and Plans 120 Temporary Housing Units in Aceh
Tamiang
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280 25 Desember 2025 Informasi Terkini Trafik Selama Libur Natal 2025 dan Tahun Latest Traffic Information During Christmas 2025 and New
December 25, 2025 Baru 2026 di Jalan Tol Trans Sumatera Periode 24 Desember Year 2026 Holiday on Trans-Sumatra Toll Roads for December
2025 24, 2025
281 26 Desember 2025 Informasi Terkini Trafik Selama Libur Natal 2025 dan Tahun Latest Traffic Information During Christmas 2025 and New
December 26, 2025 Baru 2026 di Jalan Tol Trans Sumatera Periode 25 Desember Year 2026 Holiday on Trans-Sumatra Toll Roads for December
2025 25, 2025
282 27 Desember 2025 Informasi Terkini Trafik Selama Libur Natal 2025 dan Tahun Latest Traffic Information During Christmas 2025 and New
December 27, 2025 Baru 2026 di Jalan Tol Trans Sumatera Periode 26 Desember Year 2026 Holiday on Trans-Sumatra Toll Roads for December
2025 26, 2025
283 28 Desember 2025 Informasi Terkini Trafik Selama Libur Natal 2025 dan Tahun Latest Traffic Information During Christmas 2025 and New
December 28, 2025 Baru 2026 di Jalan Tol Trans Sumatera Periode 27 Desember Year 2026 Holiday on Trans-Sumatra Toll Roads for December
2025 27, 2025
284 29 Desember 2025 Hutama Karya Kebut Pembangunan Huntara di Aceh Hutama Karya Accelerates Construction of Temporary
December 29, 2025 Tamiang, Konstruksi 24 Jam Untuk Percepat Pemulihan Housing in Aceh Tamiang with 24-Hour Work to Speed
Warga Recovery
285 29 Desember 2025 Informasi Terkini Trafik Selama Libur Natal 2025 dan Tahun Latest Traffic Information During Christmas 2025 and New
December 29, 2025 Baru 2026 di Jalan Tol Trans Sumatera Periode 28 Desember Year 2026 Holiday on Trans-Sumatra Toll Roads for December
2025 28, 2025
286 29 Desember 2025 Informasi Terkini Trafik Selama Libur Natal 2025 dan Tahun Latest Traffic Information During Christmas 2025 and New
December 29, 2025 Baru 2026 di Jalan Tol Trans Sumatera Periode 28 Desember Year 2026 Holiday on Trans-Sumatra Toll Roads for December
2025 28, 2025
287 30 Desember 2025 Hutama Karya Dukung Program Nasional Melalui Hutama Karya Supports National Program Through
December 30, 2025 Pembangunan Sekolah Rakyat di DKI Jakarta dan Sulawesi Development of People’s Schools in DKI Jakarta and West
Barat Sulawesi
288 31 Desember 2025 Dukung Pemulihan Pascabencana, Hutama Karya Supporting Post-Disaster Recovery, Hutama Karya Completes
December 31, 2025 Rampungkan Dua Jembatan Bailey di Aceh Tenggara Two Bailey Bridges in Southeast Aceh
289 31 Desember 2025 Rilis Fungsional 4 Ruas Aceh Release of Functional Operation of 4 Sections in Aceh
December 31, 2025
290 31 Desember 2025 Hutama Karya Perkuat Akses Air Bersih dan Pemulihan Hutama Karya Strengthens Clean Water Access and Regional
December 31, 2025 Wilayah di Sumatra Barat Pasca Bencana Recovery in West Sumatra Post-Disaster
291 31 Desember 2025 Kunjungan Menteri PU ke SPAM Minister of Public Works Visits SPAM Project
December 31, 2025
292 31 Desember 2025 Informasi Terkini Trafik Selama Libur Natal 2025 dan Tahun Latest Traffic Information During Christmas 2025 and New
December 31, 2025 Baru 2026 di Jalan Tol Trans Sumatera Periode 29 Desember Year 2026 Holiday on Trans-Sumatra Toll Roads for December
2025 29, 2025
Transparansi Penyampaian Laporan Transparency in Report Submission
Hutama Karya berkomitmen untuk memenuhi prinsip keterbukaan Hutama Karya is committed to upholding the principle of
informasi. Untuk itu, Hutama Karya secara rutin menyampaikan information disclosure. Accordingly, Hutama Karya regularly
laporan Keterbukaan Informasi atau Fakta Material kepada Otoritas submits Information Disclosure or Material Facts reports to the
Jasa Keuangan (OJK) dan juga mengumumkan informasi tersebut Financial Services Authority (OJK) and publicly discloses such
kepada publik. information.
PT Hutama Karya (Persero)
2025 Annual Report 601
Page 602
Selama tahun 2025, Sekretaris Perusahaan menyampaikan Throughout 2025, the Corporate Secretary disseminated various
berbagai informasi terkait Hutama Karya kepada publik melalui information related to Hutama Karya to the public through mass
media massa, situs web IDX, dan situs web Hutama Karya. Sekretaris media, the IDX website, and the Hutama Karya website. The
Perusahaan juga telah menyampaikan laporan secara berkala Corporate Secretary also submitted both periodic and incidental
maupun insidentil kepada IDX dan OJK dengan rincian sebagai reports to the IDX and OJK, with details as follows:
berikut:
Laporan Berkala Periodic Reports
Laporan Jumlah Pelaporan Periode
No
Report Number of Submissions Period
Penyampaian Mata Acara RUPS RKAP Tahunan
1 1
Submission of AGM Agenda for RKAP Annual
Penyampaian Laporan keuangan Tahunan (Audited) Tahunan
2 1
Submission of Annual Financial Statements (Audited) Annual
Penyampaian Laporan Tahunan Tahunan
3 1
Submission of Annual Report Annual
Penyampaian Laporan Keberlanjutan Tahunan
4 1
Submission of Sustainability Report Annual
Penyampaian Laporan Hasil Pemeringkatan Tahunan Tahunan
5 1
Submission of Annual Rating Report Annual
Laporan Evaluasi terhadap pelaksanaan pemberian jasa audit atas informasi
keuangan historis tahunan oleh AP dan atau KAP Tahunan
6 1
Report on the Evaluation of the Implementation of Audit Services on Annual Historical Annual
Financial Information by Public Accountant and/or Public Accounting Firm
Penyampaian Mata Acara RUPS Tahunan Tahunan
7 1
Submission of Annual General Meeting Agenda Annual
Penyampaian Laporan Keuangan Interim Yang Tidak Diaudit Tahunan
8 1
Submission of Interim Financial Statements (Unaudited) Annual
Laporan Penunjukan/Perubahan Akuntan Publik dan/atau Kantor Akuntan Publik Jasa
Audit atas informasi keuangan historis Tahunan Tahunan
9 1
Report on the Appointment/Change of Public Accountant and/or Public Accounting Annual
Firm for Audit Services on Annual Historical Financial Information
Laporan Insidentil Incidental Reports
Hutama Karya telah melakukan keterbukaan informasi berupa Hutama Karya has disclosed information in the form of incidental
laporan insidentil kepada regulator (OJK dan/atau IDX) sebanyak 17 reports to the regulators (OJK and/or IDX) totaling 17 reports
laporan di sepanjang tahun 2025. throughout 2025.
PT Hutama Karya (Persero)
602 Laporan Tahunan 2025
Page 603
Tata Kelola Perusahaan
Corporate Governance
Kode Etik Code of Conduct
Pedoman Etika Kerja dan Etika Bisnis (Code of Conduct) adalah The Code of Conduct is a set of commitments comprising Business
sekumpulan komitmen yang terdiri dari Etika Bisnis dan Etika Ethics and Behavioral Ethics, designed to influence, shape, regulate,
Perilaku yang disusun untuk mempengaruhi, membentuk, and align behavior to achieve consistent outcomes that align with
mengatur dan melakukan kesesuaian tingkah laku sehingga the Company’s culture in pursuing its vision and mission. The
tercapai keluaran yang konsisten yang sesuai dengan budaya Code of Conduct is an integral part of the implementation of Good
Perusahaan dalam mencapai visi dan misinya. Pedoman Etika Corporate Governance (GCG) within the Company, serving as a
Kerja dan Etika Bisnis (Code of Conduct) merupakan bagian dari reference in conducting business activities, including interactions
pelaksanaan GCG di Perusahaan yang menjadi acuan dalam with stakeholders, based on moral values and ethical business
menjalankan kegiatan usahanya termasuk dalam interaksi dengan standards.
pemangku kepentingan (Stakeholders) yang didasarkan pada nilai-
nilai moral dan standar etika berusaha.
Pokok-Pokok Kode Etik Key Principles of The Code of Conduct
Standar Etika Kerja dan Etika Bisnis dalam berhubungan dengan The standards of Work Ethics and Business Ethics in dealing with
stakeholders, baik internal maupun eksternal antara lain sebagai both internal and external stakeholders include the following:
berikut:
1. Kepedulian Terhadap Kepentingan Karyawan 1. Concern for Employee Interests
Aspek yang diatur terkait perlindungan terhadap kepentingan The aspects regulated regarding the protection of employee
Karyawan mencakup hal-hal sebagai berikut: interests include:
a. Pengelolaan Karyawan; a. Employee Management;
b. Pengembangan Kompetensi dan Kepemimpinan Direksi, b. Competency Development and Leadership of the Board of
Dewan Komisaris, dan Karyawan; Directors, Board of Commissioners, and Employees;
c. Persamaan dan Penghormatan pada Hak Asasi Manusia c. Equality and Respect for Human Rights;
(HAM);
d. Quality, Health, Safety, Security & Environment (QHSSE) & d. Quality, Health, Safety, Security & Environment (QHSSE) &
Road Traffic Safety (RTS); Road Traffic Safety (RTS);
e. Pengelolaan Lingkungan. e. Environmental Management.
2. Etika dengan Stakeholders 2. Ethics with Stakeholders
Aspek yang diatur terkait Hubungan dengan stakeholders, The aspects regulated in relation to stakeholder relationships
mencakup hal-hal sebagai berikut: include:
a. Hubungan dengan Pemegang Saham; a. Relationship with Shareholders;
b. Hubungan dan Komunikasi antar Organ Perusahaan; b. Relationship and Communication among Corporate
Organs;
c. Hubungan dengan Kreditur; c. Relationship with Creditors;
d. Hubungan dengan Pesaing; d. Relationship with Competitors;
e. Hubungan dengan Pelanggan; e. Relationship with Customers;
f. Hubungan dengan Pemasok; f. Relationship with Suppliers;
g. Hubungan dengan Regulator; g. Relationship with Regulators;
h. Hubungan dengan Masyarakat, Komunitas dan Lingkungan; h. Relationship with Communities, Society, and the
Environment;
i. Hubungan dengan Pihak Keamanan; i. Relationship with Security Authorities;
j. Hubungan dengan Pihak Lainnya. j. Relationship with Other Parties.
3. Perlindungan Aset dan Informasi Perusahaan 3. Protection of Company Assets and Information
Aspek yang diatur terkait Perlindungan Aset dan Informasi The aspects regulated regarding the protection of company
Perusahaan mencakup hal-hal sebagai berikut: assets and information include:
a. Integritas Laporan Keuangan; a. Integrity of Financial Statements;
b. Pengawaasan dan Perlindungan Aset; b. Monitoring and Protection of Assets;
c. Penggunaan Fasilitas Perusahaan; c. Use of Company Facilities;
d. Perlindungan Hak atas Kekayaan Intelektual/HAKI; d. Protection of Intellectual Property Rights;
e. Perlindungan Informasi dan Data Perusahaan; e. Protection of Company Information and Data;
f. Penyimpanan Dokumen; f. Document Retention;
g. Sistem Teknologi Informasi dan Komunikasi; g. Information and Communication Technology Systems;
h. Penggunaan Media Sosial. h. Use of Social Media.
PT Hutama Karya (Persero)
2025 Annual Report 603
Page 604
4. Larangan Praktik Monopoli dan Persaingan Usaha Tidak Sehat 4. Prohibition of Monopolistic Practices and Unfair Business
Aspek yang diatur terkait dengan larangan praktik monopoli Competition
dan persaingan usaha tidak sehat mencakup hal-hal sebagai The aspects regulated regarding the prohibition of monopolistic
berikut: practices and unfair business competition include:
a. Perjanjian yang Dilarang; a. Prohibited Agreements;
b. Kegiatan yang Dilarang; b. Prohibited Activities;
c. Penyalahgunaan Posisi Dominan. c. Abuse of Dominant Position.
5. Anti Fraud dan Tindakan Anti Pencucian Uang 5. Anti-Fraud and Anti-Money Laundering Actions
a. Uji Kelayakan (Due Diligence) terhadap Proyek; a. Due Diligence on Projects;
b. Uji Kelayakan (Due Diligence) terhadap Transaksi/Aktivitas; b. Due Diligence on Transactions/Activities;
c. Uji Kelayakan (Due Diligence) terhadap Rekan Bisnis; c. Due Diligence on Business Partners;
d. Uji Kelayakan (Due Diligence) terhadap Pegawai; d. Due Diligence on Employees;
e. Pengendalian Transaksi Keuangan; e. Control of Financial Transactions;
f. Pencegahan Pencucian Uang dan Pendanaan Terorisme; f. Prevention of Money Laundering and Terrorism Financing;
g. Pembayaran Tidak Wajar (Imbalan), Donasi dan Partisipasi g. Improper Payments (Inducements), Donations, and
Politik; Political Contributions;
h. Benturan Kepentingan; h. Conflict of Interest;
i. Pengendalian Gratifikasi. i. Gratification Control.
Kepatuhan terhadap Kode Etik Compliance with The Code of Conduct
Kode Etik Perseroan berlaku bagi Dewan Komisaris, Direksi dan The Company’s Code of Conduct applies to the Board of
seluruh insan Hutama Karya di seluruh jenjang organisasi Perseroan. Commissioners, the Board of Directors, and all employees of
Seluruh insan Hutama Karya wajib membaca, memahami, dan Hutama Karya at every level of the organization. Every individual
melaksanakan isi Kode Etik Perseroan dengan benar. Selain itu juga within Hutama Karya is required to read, understand, and correctly
diwajibkan menandatangani pernyataan komitmen pribadi untuk implement the contents of the Code of Conduct. Additionally, they
mentaati dan melaksanakan kode etik tersebut secara konsisten must sign a personal commitment statement to adhere to and
dan penuh tanggung jawab. consistently uphold the Code of Conduct with full responsibility.
Penyebarluasan Kode Etik Dissemination of The Code of Conduct
Perseroan melakukan sosialisasi Code of Conduct secara berkala The Company conducts periodic dissemination of the Code of
guna memberikan pemahaman dan menumbuhkan kesadaran Conduct to enhance understanding and foster awareness among
seluruh insan Hutama agar senantiasa menegakkan Standar all Hutama personnel to consistently uphold the Company’s Ethical
Etika Perusahaan. Sosialisasi dilakukan kepada seluruh karyawan Standards. Such dissemination is carried out for all employees,
termasuk karyawan baru. including new hires.
Pada tahun 2025 telah dilakukan penyebarluasan Code of Conduct In 2025, the Code of Conduct was disseminated through a WhatsApp
melalui broadcast whatsapp kepada seluruh karyawan pada 20 Mei broadcast to all employees on May 20, 2025. In addition, the
2025. Selain itu, perseroan juga memastikan seluruh insan Hutama Company ensures that all Hutama personnel sign a commitment to
menandatangani komitmen kepatuhan terhadap Code of Conduct. comply with the Code of Conduct.
Upaya Penerapan dan Penegakan Kode Etik Implementation and Enforcement of The Code of
Conduct
Dewan Komisaris dan Direksi berkomitmen untuk mengesahkan The Board of Commissioners and Directors are committed to
dan mengimplementasikan Pedoman Etika Kerja dan Etika Bisnis endorsing and implementing the Code of Conduct. They ensure
(Code of Conduct). Dewan Komisaris dan Direksi memastikan that the Code of Conduct serves as the mandatory behavioral
Pedoman Etika Kerja dan Etika Bisnis (Code of Conduct) sebagai standard for all Hutama Karya personnel in their daily operations.
standar perilaku yang wajib dijadikan pedoman oleh seluruh Insan All Hutama Karya personnel are required to possess a copy of the
Hutama dalam kegiatan operasional sehari-hari. Seluruh Insan Code of Conduct as a reference for ethical behavior and business
Hutama wajib memiliki Buku Code of Conduct sebagai pedoman interactions with the Company’s partners.
dalam berperilaku dan berbisnis dengan mitra Perusahaan.
Seluruh Insan Hutama wajib membaca, memahami dan Entire Hutama Karya personnel must read, understand, and
melaksanakan isi Pedoman Etika Kerja dan Etika Bisnis dengan properly implement the Code of Conduct. Each member of the
baik dan benar. Seluruh Anggota Dewan Komisaris dan Anggota Board of Commissioners and Directors signs an Integrity Pact
Direksi menandatangani Pakta Integritas dan Janji Pedoman Kode and Code of Ethics Commitment, reaffirming their dedication to
PT Hutama Karya (Persero)
604 Laporan Tahunan 2025
Page 605
Tata Kelola Perusahaan
Corporate Governance
Etik yang merupakan komitmen Insan Hutama untuk mentaati adhering to the Code of Conduct. This commitment is renewed at
dan melaksanakan Code of Conduct dan diperbaharui setiap awal the beginning of each year. Similarly, all company employees must
tahun. Seluruh Karyawan Perusahaan menandatangani Pakta sign the Integrity Pact and Code of Ethics Commitment annually as
Integritas dan Janji Pedoman Kode Etik yang merupakan komitmen a pledge to uphold and implement the Code of Conduct.
Insan Hutama untuk mentaati dan melaksanakan Code of Conduct
dan diperbaharui setiap awal tahun.
Pelanggaran merupakan sikap, tindakan atau perbuatan yang A violation refers to any behavior, action, or deed that deviates from
menyimpang dari Pedoman Etika Kerja dan Etika Bisnis, maka the Code of Conduct. Therefore, every report regarding (potential
dengan demikian setiap laporan atas (potensi dan/atau indikasi) and/or indicated) violations of the Code of Conduct will be handled
pelanggaran Code of Conduct akan ditangani sebagai berikut: as follows:
1. Setiap Insan Hutama harus melaporkan setiap fakta 1. Every Hutama Karya employee must report any factual
penyimpangan Code of Conduct kepada Pihak Terkait dan deviations from the Code of Conduct to the relevant authority,
identitas pelapor dilindungi. and the identity of the whistleblower will be protected.
2. Menindaklanjuti setiap laporan dan menyampaikan hasil 2. Each report will be followed up, and the findings will be
kajiannya kepada Direksi. submitted to the Board of Directors.
3. Perusahaan menyelesaikan setiap pelaporan pelanggaran 3. The company will address all violation reports submitted by
yang diajukan stakeholders termasuk Karyawan terkait dengan stakeholders, including employees, concerning breaches of the
pelanggaran Pedoman Etika Kerja dan Etika Bisnis. Code of Conduct.
4. Karyawan yang melakukan penyimpangan Code of Conduct 4. Employees who commit violations have the right to be heard
memiliki hak untuk didengar penjelasannya di hadapan atasan and explain their actions before their direct supervisor prior to
langsung sebelum pemberian tindakan pembinaan atau any disciplinary action or corrective measures.
hukuman disiplin.
5. Pihak-pihak yang berpartisipasi dalam pelaporan pelanggaran 5. Individuals who participate in reporting violations are entitled
berhak mendapat perlindungan hukum dari Perusahaan. to legal protection from the company.
6. Pihak-pihak yang berjasa menyelamatkan Perusahaan dengan 6. Those who significantly contribute to protecting the company
mengungkap perkara yang merugikan secara material dan non by exposing material or nonmaterial damages are eligible for
materiil berhak mendapatkan penghargaan dari Perusahaan. recognition and rewards from the company.
7. Penjelasan dan ketentuan selengkapnya diatur dalam 7. Further explanations and provisions are regulated under
Kebijakan dan Prosedur Sistem Pelaporan Pelanggaran the company’s Whistleblowing System (WBS) Policy and
(Whistleblowing System) Perusahaan. Procedures.
Setiap Insan Hutama menyadari bahwa setiap pelanggaran Every Hutama Karya employee acknowledges that any violation of
terhadap Code of Conduct akan memiliki konsekuensi bagi dirinya, the Code of Conduct will have consequences, including:
antara lain:
1. Pelanggaran terhadap Pedoman Etika Kerja dan Etika Bisnis 1. Violations of the Work Ethics and Business Ethics Guidelines
akan ditindak lanjuti secara tegas dan konsisten; will be addressed firmly and consistently;
2. Insan Hutama yang terbukti melakukan pelanggaran atas 2. Hutama Karya employee found guilty of violating the Code
Code of Conduct akan menerima sanksi berupa tindakan- of Conduct will face disciplinary actions proportionate to the
tindakan disipliner sesuai dengan tingkat pelanggaran yang severity of the violation.
dilakukannya.
Jenis Sanksi Pelanggaran Kode Etik Types of Sanctions for Code of Conduct Violations
Sanksi ringan: Minor Sanctions:
a. Teguran tertulis pertama; dan a. First written warning; and
b. Teguran tertulis kedua. b. Second written warning.
Sanksi sedang: Moderate Sanctions:
a. Peringatan tertulis pertama; a. First official reprimand;
b. Peringatan tertulis kedua; dan b. Second official reprimand; and
c. Peringatan tertulis keras dan terakhir. c. Final and severe written reprimand.
Sanksi berat: Severe Sanctions:
Pemberhentian/pemutusan hubungan kerja. Termination of employment.
PT Hutama Karya (Persero)
2025 Annual Report 605
Page 606
Jumlah Pelanggaran dan Sanksi yang Diberikan Number of Violations and Sanctions Imposed
Jumlah & Jenis Pelanggaran Periode Tahun 2025
Total & Types of Violations in 2025
Jumlah
No. Jenis Pelanggaran Type of Violation
Total
1 Pelanggaran Indisipliner Disciplinary Violations 40
2 Penyimpangan Prosedur & Ketentuan Perusahaan Procedural & Corporate Policy Deviations 16
3 Tindaklanjut Laporan Hasil Audit SPI Follow-up on Internal Audit Reports 7
4 Tindaklanjut Laporan Whistleblowing System Follow-up on Whistleblowing System Reports 1
Total 65
Jumlah dan Jenis Sanksi Periode Tahun 2025
Total and Types of Sanctions in 2025
Jumlah
No. Jenis Pelanggaran Type of Violation
Total
1 Teguran Lisan Verbal Warning 0
2 Teguran Tertulis Written Warning 40
3 Surat Peringatan 1 First Warning Letter 19
4 Surat Peringatan 2 Second Warning Letter 3
5 Surat Peringatan 3 Third Warning Letter 2
6 Pemutusan Hubungan Kerja Termination of Employment 1
Total 65
Kebijakan Pemberian Kompensasi Jangka Long-Term Performance-Based Compensation
Panjang Berbasis Kinerja Policy
Pemberian kompensasi jangka Panjang berbasis kinerja yang The provision of long-term performance-based compensation to
diberikan kepada Dewan Komisaris dan Direksi diberikan dalam the Board of Commissioners and the Board of Directors is granted
bentuk Long Term Incentive (LTI) sesuai dengan Peraturan in the form of a Long-Term Incentive (LTI) in accordance with the
Menteri Badan Usaha Milik Negara Nomor PER-3/MBU/03/2023 Regulation of the Minister of State-Owned Enterprises of the
tentang Organ Sumber Daya Manusia Badan Usaha Milik Negara. Republic of Indonesia Number PER-3/MBU/03/2023 concerning
Berdasarkan Keputusan Direksi Nomor 3829/KPTS/76/VIII/2024 Human Capital Governance of State-Owned Enterprises. Based on
tentang Pembayaran Tantiem Tahun Buku 2023 Direksi dan Dewan the Board of Directors’ Decree Number 3829/ KPTS/76/VIII/2024
Komisaris PT Hutama Karya, Sebesar 21% (dua puluh satu persen) concerning the Payment of Tantiem for the 2023 Fiscal Year to the
dari nilai tantiem untuk Direksi dan Dewan Komisaris Hutama Karya Board of Directors and Board of Commissioners of PT Hutama
yang menjabat dalam Tahun Buku 2023 akan ditangguhkan selama Karya, 21% (twenty-one percent) of the tantiem value for the Board
3 (tiga) tahun dan dibayarkan setiap tahun secara pro rata setelah of Directors and Board of Commissioners who served during the
penutupan RUPS Tahunan atas Laporan Keuangan Tahun Buku 2023 Fiscal Year shall be deferred for a period of three (3) years and
yang bersangkutan. will be paid annually on a pro rata basis following the conclusion
of the Annual General Meeting of Shareholders (AGMS) for the
respective fiscal year.
Selain itu, karena Perseroan merupakan Badan Usaha Milik Furthermore, as the Company is a State-Owned Enterprise (SOE)
Negara (BUMN) yang 100% sahamnya dimiliki oleh Pemerintah with 100% of its shares owned by the Government of the Republic
Republik Indonesia. Oleh karena itu, tidak terdapat Employee Stock of Indonesia, there is no Employee Stock Ownership Program/
Ownership Program/ Management Stock Employee Program (ESOP/ Management Stock Ownership Program (ESOP/MSOP) implemented
MSOP) yang diterapkan oleh PT Hutama Karya (Persero). by PT Hutama Karya (Persero).
PT Hutama Karya (Persero)
606 Laporan Tahunan 2025
Page 607
Tata Kelola Perusahaan
Corporate Governance
Kebijakan Pengungkapan Informasi Disclosure Policy on Share Ownership of The
Kepemilikan Saham Dewan Komisaris dan Board of Commissioners and Directors and Its
Direksi serta Pelaksanaannya Implementation
Hutama Karya memiliki kebijakan yang mengharuskan Dewan Hutama Karya has a policy requiring the the Board of Commissioners
Komisaris untuk mengungkapkan kepemilikan sahamnya, baik di and Directors to disclose their share ownership, both in the company
perusahaan maupun di entitas lain, melalui laporan yang diperbarui and in other entities, through an annually updated report. As a
setiap tahun. Sebagai BUMN yang seluruh sahamnya dimiliki oleh State-Owned Enterprise (BUMN) fully owned by the Government,
Pemerintah, tidak ada anggota Dewan Komisaris yang memiliki no members of the Board of Commissioners hold shares in the
saham di Perseroan, baik secara langsung maupun tidak langsung. Company, either directly or indirectly. Additionally, Directors are
Selain itu, Direksi juga dilarang memiliki saham di perusahaan yang prohibited from owning shares in companies affiliated with the
terafiliasi dengan Perseroan atau di entitas anaknya. Company or its subsidiaries.
Whistleblowing System Whistleblowing System
Whistleblowing System (WBS) merupakan acuan mekanisme bagi Whistleblowing System (WBS) serves as a reference mechanism
pelaporan pelanggaran sehingga apabila ada pelanggaran yang for reporting violations, ensuring that if any breaches occur, the
terjadi, Perseroan memiliki penanganan secara internal terlebih Company can handle them internally first before they become
dahulu sebelum menjadi pelanggaran yang bersifat publik. WBS public issues. WBS is also intended to establish an early detection
juga ditujukan agar terdapat mekanisme deteksi dini untuk mechanism for violations. It is necessary as a preventive measure
masalah pelanggaran. WBS juga diperlukan sebagai langkah to avoid ambiguity in the reporting process, which could lead
antisipatif dari ketidakjelasan mekanisme pelaporan sehingga to ineffective resolution and uncontrolled violations within the
pelanggaran tidak dapat diatasi dengan tepat dan akan berujung Company. Additionally, WBS helps safeguard the Company’s
pada pelanggaran di Perseroan menjadi tidak terkendali. Selain itu, reputation by ensuring that violations are managed internally and
WBS juga menjadi langkah antisipasi dari buruknya citra Perseroan not left unaddressed.
karena pelanggaran tidak dikelola secara internal.
Penyampaian dan Media Laporan Pelanggaran Reporting and Communication Channels for
Violations
Perseroan telah mengatur cara penyampaian laporan pelanggaran The Company has established procedures for submitting reports on
yang dapat dilakukan oleh seluruh pihak, tidak terbatas pada pihak violations, which can be made by all parties, including both internal
internal saja akan tetapi juga untuk pihak eksternal. Sesuai dengan and external stakeholders. When submitting a report of an alleged
Prosedur Whistleblowing System Nomor SP/GCG/P/002, setiap violation, the whistleblower must provide complete identification,
laporan dugaan pelanggaran wajib dilengkapi dengan identitas including an address and a reachable phone number. The Company
pelapor lengkap disertai alamat dan nomor telepon yang dapat offers three reporting channels for violations:
dihubungi. Perseroan memiliki tiga media yang dapat digunakan
untuk melaporkan pelanggaran:
1. Pelapor menyampaikan secara tertulis tentang dugaan 1. The whistleblower submits a written report detailing the
pelanggaran yang dilakukan oleh Insan Hutama kepada Tim alleged violation committed by a Hutama Karya employee to
Pengelola WBS dengan alamat: the WBS Management Team at the following address:
Tim Pengelola WBS PT Hutama Karya (Persero) Tim Pengelola WBS PT Hutama Karya (Persero)
Jl. Letjen MT Haryono Kav. 8, Cawang, Jakarta Timur 13340 Jl. Letjen MT Haryono Kav. 8, Cawang, Jakarta Timur 13340
2. Pelapor dapat juga menyampaikan laporan dugaan 2. Whistleblowers can also report alleged violations through
pelanggaran kepada Tim Pengelola WBS PT Hutama Karya dedicated communication channels provided by PT Hutama
(Persero) melalui saluran yang telah disediakan: Karya (Persero):
Telepon : (021)8196107 Phone : (021)8196107
E-mail : wbs@hutamakarya.com E-mail : wbs@hutamakarya.com
Website : https://wbs.hutamakarya.com Website : https://wbs.hutamakarya.com
QR Code : QR Code :
PT Hutama Karya (Persero)
2025 Annual Report 607
Page 608
3. Pelapor dapat melengkapi laporan dugaan pelanggaran 3. Whistleblowers may submit reports of alleged violations either
dengan identitas pelapor maupun secara anonim, disertai with their full identity or anonymously, provided that they
nomor telepon yang dapat dihubungi. include a reachable phone number.
Terhadap laporan dugaan pelanggaran yang tidak memenuhi Reports that do not meet the required criteria will be archived
syarat, Tim Pengelola WBS menyimpan dokumen laporan by the WBS Management Team. However, if a report meets the
dugaan pelanggaran tersebut. Namun, apabila laporan dugaan 4W1H criteria (What, Where, When, Who, and How) but lacks the
pelanggaran yang telah memenuhi syarat 4W1H (What, Where, whistleblower’s identity, the WBS Management Team will forward
When, Who, dan How) namun tanpa identitas pelapor maka Tim the report to the WBS Advisory Board for approval on whether
Pengelola WBS menyampaikan laporan tersebut kepada Pengarah further action should be taken.
WBS untuk mendapat persetujuan atau tidaknya dilakukan proses
tindak lanjut.
Perlindungan bagi Whistleblower Protection for Whistleblowers
Meskipun Perseroan mewajibkan pelapor untuk menyertakan Although the Company requires whistleblowers to provide their
identitas lengkap disertai alamat dan nomor telepon yang dapat full identity, including address and contact number, Hutama Karya
dihubungi perlindungan bagi pelapor dan terlapor dijalankan guarantees the confidentiality of the whistleblower’s identity. The
sesuai Prosedur Whistleblowing System. Perseroan memandang Company believes that protecting whistleblowers fosters a sense
perlindungan pelapor akan menumbuhkan rasa aman bagi pejabat/ of security among employees and other reporters. This protection
karyawan Perseroan dan pelapor lainnya. Kebijakan perlindungan policy is intended to encourage employees and stakeholders to
pelapor dimaksudkan pula untuk mendorong setiap pejabat/ report violations without fear of retaliation.
karyawan Perseroan dan pelapor lainnya untuk berani melaporkan
pelanggaran.
Perseroan berkomitmen untuk melindungi pelapor yang beritikad Hutama Karya is committed to protecting whistleblowers who
baik dan Perseroan akan patuh terhadap segala peraturan report in good faith and complies with all relevant laws and
perundangan yang terkait serta best practices yang berlaku dalam best practices in whistleblower protection. Whistleblowers who
penyelenggaraan sistem penyelenggaraan perlindungan pelapor. experience retaliation, threats, or any form of pressure can report
Pelapor dapat mengadukan bila mendapatkan balasan berupa these incidents. If internal resolution is not possible, whistleblowers
tekanan atau ancaman atau tindakan pembalasan lain yang have the right to escalate their concerns to independent institutions,
dialaminya. Apabila masalah pelanggaran tidak dapat dipecahkan such as mediators or the Witness and Victim Protection Agency
secara internal, pelapor dijamin haknya untuk membawa ke (LPSK), at the Company’s expense. The Board of Directors ensures
lembaga independen di luar Perseroan, misalnya mediator, protection for whistleblowers in the following areas:
lembaga perlindungan saksi dan korban atas biaya Perseroan.
Direksi memberikan perlindungan kepada pelapor atas hal-hal
sebagai berikut:
1. Pemecatan yang tidak adil. 1. Unfair Dismissal.
2. Penurunan jabatan atau pangkat. 2. Demotion or downgrade in position.
3. Pelecehan atau diskriminasi dalam segala bentuknya. 3. Harassment or discrimination in any form.
4. Catatan yang merugikan dalam file data pribadinya (personal 4. Damaging records in personal files.
file record).
Selain perlindungan di atas, untuk pelapor yang beritikad baik, In addition to the above protections, whistleblowers who act in good
Perseroan juga akan menyediakan perlindungan hukum, sejalan faith will also receive legal protection, in accordance with Article 43
dengan yang diatur pada pasal 43 Undang- Undang No.15 tahun of Law No. 15 of 2002 in conjunction with Law No. 25 of 2003 on
2002 di Undang-Undang No. 25 tahun 2003 tentang Tindak Pidana Money Laundering Crimes. Not only does the Company guarantee
Pencucian Uang. Tidak hanya dijamin perlindungannya akan tetapi protection, but it also provides rewards for whistleblowers who
Perseroan juga akan memberikan penghargaan kepada pelapor successfully help prevent material losses to the Company. However,
yang mampu menyelamatkan kerugian Perseroan. Sementara if a report is made in bad faith or based on false evidence, the
itu, bagi pelaporan yang memiliki itikad baik atau bukti palsu whistleblower will be subject to sanctions as determined by the
atas laporan pelanggaran maka pelapor dikenakan sanksi yang Company.
ditentukan oleh Perseroan.
PT Hutama Karya (Persero)
608 Laporan Tahunan 2025
Page 609
Tata Kelola Perusahaan
Corporate Governance
Penanganan Pengaduan Handling of Complaints
Terlapor Direksi dan Dewan Komisaris Anak Perusahaan dan Reported Parties: Board of Directors and Board of Commissioners
Karyawan Subsidiaries and Employees
Penanggung Jawab
Party responsible
Output dan
Input Indikator
Indikator Proses dan Indikator
Input and No Direktur
Output and Process and Indicators
Indicators Utama Pelapor Tim WBS
Indicators
Main Whistleblower WBS Team
Director
INPUT: OUTPUT; 1 Pelapor menyampaikan laporan dugaan Mulai
Laporan Dugaan Berita acara hasil pelanggaran Star
pelanggaran Surat penelitian awal The reporter submits a report on alleged
pemberitahuan ke Berita acara hasil vioolations
Pelapor audit investigasi
2 Melakukan verifikasi pemenuhan unsur Lengkap
Report with Dokumentasi
4W1H dan data pendukung Complete
Violations laporan
Notification pelanggaran Verify compliance with
Letter to the Laporan berkala the 4W1H elements and supporting data
Whistleblower WBS
3 Melakukan konfirmasi ke Pelapor untak Tidak Lengkap
Minutes of Initial
meminta informasi, dokumen atau bukti Incomplete
INDIKATOR INPUT: Investigation
tambahan jika laporan belum memenuhi
INPUT INDICATORS: Results
unsur 4W1H dan data
Jumlah Minutes of
pendulung
laporan dugaan Investigative
Confirm with the reporter to request
pelanggaran Audit Results
additional information, documents, or
Jumlah surat Documentation of
evidence if the report does not meet the
pemberitahuan ke Violation Reports
4W1H elements and supporting data
Pelapor Periodic WBS
Number of Reports Reports 4 Melakukan penelaahan
with Violations Conduct a review
Number of INDIKATOR
Notification Letters OUTPUT: OUTPUT
to Whistleblowers INDICATORS:
5 Melaporkan hasil penelitian awal dugaan
Jumlah berita acara
pelanggaran
penelitian awal dan
Report the initial investigation results of
audit investigasi
the alleged violation
% realisasi
penyelesaian 6 Rekomendasi Pengarah Whistleblowing Tidak Perlu
pelanggaran System apakah perlu ditindaklanjut Not Need
dari jumlah yang dengan Audit Investigasi atau tidak
dilaporkan Realisasi Whistleblowing system advisory Perlu
laporan berkala recommendation on whether further Need
Number of Initial investigative audit is necessary
Investigation and
Investigative Audit 7 Pelimpahan laporan ke SPI atau Divisi
Reports Percentage Terkait
of Resolved Referral of the report to SPI or the relevant
Violations division
from Total
Reported Cases 8 Melakukan proses dokumentasi laporan
Implementation of Documenting the report, including
Periodic Reports evidence
9 Selesai
Case Closed
Indikator Proses:
Process Indicators
• Ketepatan waktu pelaksanaan audit
investigasi
• Ketepatan hasil penelitian awal
• Ketepatan waktu penyampaian laporan
berkala
• Timeliness of investigative audit
execution
• Accuracy of initial investigation findings
• Timeliness of periodic
PT Hutama Karya (Persero)
2025 Annual Report 609
Page 610
Terlapor Organ Dewan Komisaris Reported Parties: Board of Commissioners Organs
Penanggung Jawab
Party responsible
Output dan
Input Indikator
Indikator Proses dan Indikator
Input and No Direktur
Output and Process and Indicators
Indicators Utama Pelapor Tim WBS
Indicators
Main Whistleblower WBS Team
Director
INPUT: OUTPUT; 1 Pelapor menyampaikan laporan dugaan Mulai
Laporan Dugaan Berita acara hasil pelanggaran Star
pelanggaran Surat penelitian awal The reporter submits a report on alleged
pemberitahuan ke Berita acara hasil vioolations
Pelapor audit investigasi
Report with Dokumentasi 2 Melakukan verifikasi pemenuhan unsur Lengkap
Violations laporan 4W1H dan data pendukung Complete
Notification pelanggaran Verify compliance with
Letter to the Laporan berkala the 4W1H elements and supporting data
Whistleblower WBS
Melakukan konfirmasi ke Pelapor untak
Minutes of Initial Tidak Lengkap
meminta informasi, dokumen atau bukti
INDIKATOR INPUT: Investigation Incomplete
tambahan jika laporan belum memenuhi
INPUT INDICATORS: Results
unsur 4W1H dan data
Jumlah Minutes of
pendulung
laporan dugaan Investigative
Confirm with the reporter to request
pelanggaran Audit Results
additional information, documents, or
Jumlah surat Documentation of
evidence if the report does not meet the
pemberitahuan ke Violation Reports
4W1H elements and supporting data
Pelapor Periodic WBS
Number of Reports Reports 4 Melakukan penelaahan
with Violations Conduct a review
Number of INDIKATOR
Notification Letters OUTPUT: OUTPUT
to Whistleblowers INDICATORS:
5 Melaporkan hasil penelitian awal dugaan
Jumlah berita acara
pelanggaran
penelitian awal dan
Report the initial investigation results of
audit investigasi
the alleged violation
% realisasi
penyelesaian 6 Rekomendasi Pengarah Whistleblowing Tidak Perlu
pelanggaran System apakah perlu ditindaklanjut Not Need
dari jumlah yang dengan Audit Investigasi atau tidak
dilaporkan Realisasi Whistleblowing system advisory
laporan berkala recommendation on whether further Perlu
Number of Initial investigative audit is necessary Need
Investigation and
Investigative Audit 7 Pelimpahan laporan ke SPI atau Divisi
Reports Percentage Terkait
of Resolved Referral of the report to SPI or the relevant
Violations division
from Total
Reported Cases 8 Melakukan proses dokumentasi laporan
Implementation of Documenting the report, including
Periodic Reports evidence
9 Selesai
Case Closed
Indikator Proses:
Process Indicators
• Ketepatan waktu pelaksanaan audit
investigasi
• Ketepatan hasil penelitian awal
• Ketepatan waktu penyampaian laporan
berkala
• Timeliness of investigative audit
execution
• Accuracy of initial investigation findings
• Timeliness of periodic
PT Hutama Karya (Persero)
610 Laporan Tahunan 2025
Page 611
Tata Kelola Perusahaan
Corporate Governance
Terlapor Anggota Direksi atau Anggota Dewan Komisaris Reported parties: Member of the Board of Directors or the Board
of Commissioners
Penanggung Jawab
Party responsible
Output dan
Input Indikator
Indikator Proses dan Indikator
Input and No Direktur
Output and Process and Indicators
Indicators Utama Pelapor Tim WBS
Indicators
Main Whistleblower WBS Team
Director
INPUT: OUTPUT: 1 Pelapor menyampaikan laporan dugaan Mulai
Laporan Dugaan Berita acara hasil pelanggaran Star
pelanggaran Surat penelitian awal The reporter submits a report on alleged
pemberitahuan ke Berita acara hasil vioolations
Pelapor audit investigasi
Report with Dokumentasi 2 Melakukan validasi & Analisa laporan
Violations laporan apakah memenuhi unsur 4W1H dan data
Notification pelanggaran pendukung
Letter to the Laporan berkala Validation and analysis of the report to
Whistleblower WBS determine if it meets the 4W1H principle Tidak Lengkap
Minutes of Initial and includes supporting data Incomplete
INDIKATOR INPUT: Investigation
3 Meminta informasi, dokumen atau bukti
INPUT INDICATORS: Results
pendukung kepada Pelapor bila pelaporan
Jumlah Minutes of
belum memenuhi prinsip 4W1H dan data
laporan dugaan Investigative Memenuhi
pendukung
pelanggaran Audit Results Meed
Requesting additional information,
Jumlah surat Documentation of Tidak
documents, or supporting evidence from
pemberitahuan ke Violation Reports Memenuhi
the reporter if the report does not meet
Pelapor Periodic WBS Does not
the 4W1H principle and supporting data
Number of Reports Reports Meed
with Violations 4 Melaporkan hasil penelitian awal dugaan
Number of INDIKATOR pelanggaran
Notification Letters OUTPUT: OUTPUT Reporting the results of the initial
to Whistleblowers INDICATORS: investigation regarding the violation
Jumlah berita acara
penelitian awal dan 5 Rekomendasi pengarah Whistleblowing
audit investigasi System Perlu
Recommendations from the Needed
% realisasi
penyelesaian Whistleblowing System (WBS) advisory
pelanggaran team
dari jumlah yang
6 Meneruskan pengaduan kepada pengelola
dilaporkan Realisasi
WBS Kementerian BUMN
laporan berkala
Forwarding the complaint to the WBS
Number of Initial
manager at the Ministry of SOEs Tidak Perlu
Investigation and
Investigative Audit Not Need
7 Menyampaikan kepada Pelapor bahwa
Reports Percentage laporan diteruskan ke KBUMN atau tidak
of Resolved terbukti
Violations Informing the reporter whether the report
from Total has been forwarded to the Ministry of
Reported Cases SOEs (KBUMN) or was not proven
Implementation of
Periodic Reports 8 Melakukan proses dokumentasi laporan
termasuk bukti-bukti
Documenting the report, including
evidence
9 Selesai
Case Closed
Indikator Proses:
Process Indicators
• Ketepatan waktu pelaksanaan audit
investigasi
• Ketepatan waktu penyampaian laporan
berkala
• Accuracy of initial investigation result
• Timelines of periodic report submission
PT Hutama Karya (Persero)
2025 Annual Report 611
Page 612
Jenis Pelanggaran yang Dapat Dilaporkan Types of Violations That Can be Reported
Lingkup Pengaduan yang akan ditindaklanjuti oleh Tim Pengelola The scope of complaints to be followed up by the WBS Management
WBS merupakan tindakan yang dapat merugikan perusahaan yang Team includes actions that may harm the company, carried out by
dilakukan oleh Insan Hutama, meliputi: Hutama employees, including:
Fraud Fraud
1. Korupsi, yang terdiri dari: 1. Corruption, including:
a. Merugikan keuangan negara; a. Harmful to state finances;
b. Penyuapan; b. Bribery;
c. Penggelapan dalam jabatan; c. Embezzlement in office;
d. Pemasaran; d. Marketing fraud;
e. Perbuatan curang; e. Dishonest practices;
f. Benturan kepentingan; f. Conflict of interest;
g. Gratifikasi. g. Gratification.
2. Penyalahgunaan aset Perusahaan 2. Misuse of company assetsFinancial statement fraud
3. Pencucian Uang dan Pendanaan Terorisme 3. Money laundering and terrorism financing
Non-Fraud: Non-Fraud:
1. Tindakan yang dapat menurunkan reputasi dan/atau nama 1. Actions that could harm the reputation and/or good name of
baik Perusahaan; the company;
2. Perbuatan asusila di dalam dan di luar Perusahaan; 2. Immoral conduct both inside and outside the company;
3. Pelecehan; 3. Harassment;
4. Penggunaan narkoba; 4. Drug use;
5. Terlibat dalam kegiatan masyarakat yang dilarang; 5. Involvement in prohibited community activities;
6. Penyimpangan Prosedur. 6. Procedural violations.
Pengelola Laporan Pelanggaran Violation Report Management
Kedudukan Tim Pengelola Whistleblowing
System
No Susunan Anggota Team Member Structure
Position of the Whistleblowing System
Management Team
A. Pengarah Advisor
1. Pemegang Saham Shareholder Pengarah
Advisor
2. Komisaris Utama President Commissioner Pengarah
Advisor
3. Direktur Utama President Director Penanggungjawab
Responsible party
Dalam pelaksanaannya dibantu Wakil In practice, assisted by the Deputy President
Direktur Utama dan Direktur Human Capital Director and the Director of Human Capital
& Legal & Legal
B Tim Pelaksana Executive Team
1 Executive Vice President Sekretaris Executive Vice President of Corporate Ketua
Perusahaan Secretary Chairperson
2. Vice President Tata Kelola Perusahaan Vice President of Corporate Governace and Sekretaris
dan General Affair pada Divisi Sekretaris General Affairs in the Corporate Secretary Secretary
Perusahaan
Sosialisasi Whistleblowing System Whistleblowing System Socialization
Dalam rangka meningkatkan pemahaman mengenai WBS di to enhance understanding of the Whistleblowing System (WBS) at
seluruh tingkatan dalam organisasi, PTHK secara konsisten dan all levels of the organization, PT Hutama Karya (PTHK) consistently
berkelanjutan mengadakan sosialisasi dengan berbagai cara, di and continuously conducts socialization through various methods,
antaranya melalui penayangan video pendek, pemasangan poster including the display of short videos, posting posters around the
di sekitar lingkungan kerja, screen saver PC dan e-mail blast kepada workplace, using PC screen savers, and email blasts to employees.
PT Hutama Karya (Persero)
612 Laporan Tahunan 2025
Page 613
Tata Kelola Perusahaan
Corporate Governance
jajaran Karyawan serta untuk pihak luar PTHK melakukan sosialisasi For external parties, PTHK also carries out socialization through the
melalui situs web Perusahaan dan media sosial (Instagram) company’s website and social media (Instagram) to make the WBS
sehingga WBS dapat lebih efektif di masa mendatang. more effective in the future.
Jumlah Pengaduan dan Proses Pengaduan Number of Complaints and Complaint Process
2025
Jenis Pelanggaran
Type of Violation Dalam Proses Selesai Jumlah
In Process Finished Total
Fraud
Korupsi
- - -
Corruption
Suap Menyuap
- - -
Bribery
Penggelapan dalam Jabatan
- - -
Embezzlement in Office
Pemerasan
- - -
Extortion
Perbuatan Curang
- - -
Fraudulent Acts
Benturan Kepentingan
- - -
Conflict of Interest
Gratifikasi
- - -
Gratification
Non Fraud
Tindakan yang dapat menurunkan reputasi dan/atau nama baik Perusahaan
- - -
Actions that may damage the Company's reputation and/or good name
Perbuatan asusila di dalam dan di luar Perusahaan
- - -
Immoral acts inside and outside the Company
Pelecehan
- - -
Abuse
Penggunaan narkoba
- - -
Drug use
Terlibat dalam kegiatan masyarakat yang dilarang
- - -
Engaging in prohibited community activities
Out of Scope - 5 5
Total - 5 5
Sanksi/Tindak Lanjut atas Pengaduan di Tahun Penalties/Follow-Up On Complaints in 2025
2025
Selama tahun 2025, Pelaporan WBS yang masuk merupakan During 2025, the WBS reports received were classified as out of
pelaporan yang out of scope dan telah selesai di proses. scope and have been fully processed.
PT Hutama Karya (Persero)
2025 Annual Report 613
Page 614
Program Anti Korupsi Anti Corruption Program
Program dan Prosedur yang Dilakukan Dalam Program and Procedures Implemented to Address
Mengatasi Praktik Korupsi Corruption Practices
Sistem Manajemen Anti Penyuapan Anti-Bribery Management System
Hutama Karya terus berkomitmen dalam menerapkan tata kelola Hutama Karya continues to commit to implementing corporate
perusahaan yang bersih, transparan, dan berintegritas melalui governance that is clean, transparent, and has integrity through
implementasi Sistem Manajemen Anti Penyuapan (SMAP) berbasis the implementation of the Anti-Bribery Management System
SNI ISO 37001:2016. Komitmen ini diwujudkan dengan berbagai (ABMS) based on SNI ISO 37001:2016. This commitment is realized
inisiatif strategis yang dilaksanakan sepanjang tahun 2025 untuk through various strategic initiatives carried out throughout 2025 to
memperkuat budaya anti korupsi di lingkungan perusahaan. strengthen the anti-corruption culture within the company.
Pada tahun 2025, Perusahaan melaksanakan Audit Surveillance In 2025, the company conducted a Surveillance Audit as a step to
sebagai langkah untuk memastikan kepatuhan terhadap SMAP ensure compliance with the ABMS and assess the effectiveness of the
serta menilai efektivitas sistem yang telah diterapkan. Audit ini system that has been implemented. This audit is an essential part of
menjadi bagian penting dalam menjaga konsistensi penerapan maintaining the consistency of anti-bribery policy enforcement and
kebijakan anti penyuapan dan mendukung transparansi dalam supporting transparency in the company’s operations.
operasional perusahaan.
Selain itu, sebagai upaya peningkatan kesadaran dan pemahaman In addition, as an effort to raise awareness and understanding of the
terhadap SMAP, Perusahaan menyelenggarakan Pelatihan ABMS, the company organizes ISO 37001:2016 Awareness Training.
Awareness ISO 37001:2016. Pelatihan ini ditujukan bagi karyawan This training is aimed at company employees to strengthen
perusahaan guna memperkuat pemahaman dan implementasi their understanding and implementation of the anti-bribery
sistem manajemen anti penyuapan dalam aktivitas bisnis sehari- management system in daily business activities.
hari.
Hutama Karya juga secara berkala mengadakan sosialisasi Hutama Karya also periodically holds socialization sessions about
mengenai Sistem Manajemen Anti Penyuapan dan Whistleblowing the Anti-Bribery Management System and Whistleblowing System
System (WBS). Sosialisasi ini bertujuan untuk memastikan seluruh (WBS). The aim of these sessions is to ensure that all employees
karyawan memahami mekanisme pelaporan pelanggaran dan understand the mechanisms for reporting violations and to increase
meningkatkan partisipasi aktif dalam menjaga lingkungan kerja active participation in maintaining a workplace free from corruption
yang bebas dari praktik korupsi dan penyuapan. and bribery practices.
Sebagai bagian dari strategi jangka panjang, Perusahaan telah As part of the long-term strategy, the company has designed future
merancang program peningkatan di masa mendatang, termasuk improvement programs, including strengthening the anti-bribery
penguatan fungsi kepatuhan anti penyuapan, evaluasi kinerja compliance function, evaluating ABMS performance through
SMAP melalui audit internal, serta peningkatan berkelanjutan internal audits, and continuous improvement in the implementation
dalam pelaksanaan Audit Surveillance di tahun 2026. Langkah- of the Surveillance Audit in 2026. These steps are expected to further
langkah ini diharapkan dapat semakin memperkuat sistem anti strengthen the company’s anti-corruption system and ensure the
korupsi perusahaan serta memastikan keberlanjutan integritas sustainability of integrity across all aspects of business operations.
dalam seluruh aspek operasional bisnis.
Dengan berbagai program ini, Perusahaan menegaskan kembali With these various programs, the company reaffirms its commitment
komitmennya dalam menciptakan lingkungan bisnis yang bersih, to creating a clean, transparent, and highly competitive business
transparan, dan berdaya saing tinggi. Implementasi SMAP yang environment. The implementation of the ABMS, which is
selalu diperkuat akan mendukung pertumbuhan perusahaan yang continuously strengthened, will support the company’s sustainable
berkelanjutan dan berintegritas. and integrity-driven growth.
Strategi Anti Fraud Anti-Fraud Strategy
Dalam menerapkan strategi anti fraud Perseroan mengacu pada In implementing the anti-fraud strategy, the company refers to the
Komitmen Anti Fraud Nomor PER-4/HK/IV/2025 tanggal 30 April Anti-Fraud Commitment Number PER-4/HK/IV/2025 dated April
2025 dan Pedoman Anti Fraud PT Hutama Karya (Persero) Nomor 30, 2025 and PT Hutama Karya (Persero) Anti-Fraud Guidelines
PER-7/HK/VIII/2025 tanggal 29 Agustus 2025.. Kebijakan Anti Number PER-7/HK/VIII/2025 dated August 29, 2025. serves as a
Fraud digunakan sebagai acuan bagi Insan Hutama Karya dalam guideline for all Hutama Karya employees in implementing anti-
penerapan kebijakan dan strategi anti fraud, alat untuk mendeteksi fraud policies and strategies, as a tool to detect and prevent fraud,
PT Hutama Karya (Persero)
614 Laporan Tahunan 2025
Page 615
Tata Kelola Perusahaan
Corporate Governance
dan mencegah terjadinya fraud, meningkatkan kesadaran dan peran raise awareness, and foster the active role and commitment of
aktif serta komitmen seluruh Insan Hutama Karya dalam penerapan all employees in implementing anti-fraud measures, as well as
anti fraud, mengurangi dampak penyimpangan kecurangan (fraud). minimizing the impact of fraudulent behavior.
Untuk menyatakan bahwa suatu tindakan dianggap fraud, maka To declare that an action is considered fraud, it must meet the
harus memenuhi 6 (enam) unsur sebagai berikut: following six criteria:
1. Penyimpangan dan melakukan pembiaran yang sengaja 1. Deviation and deliberate negligence intended to deceive, trick,
dilakukan untuk mengelabui, menipu, atau memanipulasi or manipulate the Company, counterparty, or other parties.
Perseroan, counterparty, atau pihak lain.
2. Dilakukan oleh Insan Hutama Karya. 2. Committed by Hutama Karya’s employee.
3. Terjadi dilingkungan Perseroan dan/atau menggunakan sarana 3. Occurs within the Company’s environment and/ or uses the
prasara Perseroan. Company’s facilities.
4. Mengakibatkan kerugian Perseroan. 4. Results in loss to the Company.
5. Pelaku fraud memperoleh keuntungan baik secara langsung 5. The perpetrator gains benefits, either directly or indirectly.
maupun tidak langsung.
6. Terdapat putusan dari Pejabat Berwenang Memutus. 6. There is a decision from the Competent Authority.
LINGKUNGAN PENGENDALIAN ANTI FRAUD ANTI-FRAUD CONTROL ENVIRONMENT
Komitmen Direksi dan Dewan Komisaris (Tone From The Top) Commitment from the Board of Directors and Board of
Commissioners (Tone From The Top)
Semangat kepemimpinan anti fraud dan komitmen dalam The spirit of anti-fraud leadership and commitment to implementing
pelaksanaan Kebijakan anti fraud, meliputi: anti-fraud policies includes:
1. Menumbuhkembangkan budaya dan kepedulian anti fraud di 1. Fostering a culture and awareness of anti-fraud within Hutama
lingkungan Hutama Karya. Karya.
2. Turut serta dan secara aktif menerapkan program anti fraud. 2. Actively participating in and implementing the anti-fraud
program.
3. Sikap zero tolerance teradap pelaku fraud. 3. Adopting a zero-tolerance approach toward fraud perpetrators.
4. Memberikan sanksi terhadap pelaku fraud serta 4. Imposing sanctions on fraud perpetrators and communicating
mengkomunikasikannya kepada segenap Insan Hutama. them to all employee of Hutama Karya.
Pengelolaan Kebijakan Anti Fraud Anti Fraud Policy Management
Pelaksanaan fungsi kepatuhan Hutama Karya bertugas dan The compliance function at Hutama Karya is responsible for
bertanggung jawab untuk mengelola implementasi Kebijakan Anti effectively managing the implementation of the Anti-Fraud Policy in
Fraud secara efektif, berintegrasi serta memiliki jalur komunikasi an integrated manner and has a direct communication channel with
langsung dengan Direktur Utama. the President Director.
Manajemen Risiko Risk Management
Hutama Karya melakukan pengelolaan risiko yang dihadapi Hutama Karya manages the risks faced by the company, including
perusahaan, termasuk risiko fraud serta menyusun langkah mitigasi fraud risks, and develops mitigation steps. The company conducts
melakukan Monitoring serta melakukan evaluasi atas mitigasi yang regular monitoring and evaluation of the planned mitigation
direncanakan secara berkala. strategies.
Pengelolaan Human Capital Human Capital Management
Hutama Karya mengembangkan pengelolaan Human Capital Hutama Karya develops Human Capital Management to attract
untuk mendapatkan sumber daya human capital yang unggul dan superior and highly integrated human resources, including the
berintegrasi tinggi, mencakup hal-hal berikut: following aspects:
1. Sistem rekrutmen yang transparan dan fair berlandaskan 1. A transparent and fair recruitment system based on competence
kompetensi dan integritas ; and integrity;
2. Pembinaan kompetensi dan karir yang transparan; 2. Transparent competency and career development;
3. Manajemen kinerja dan penghargaan yang kompetitif ; 3. Competitive performance management and reward systems;
4. Hubungan industrial . 4. Industrial relations.
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Pedoman Etika Bisnis dan Perilaku serta Peraturan Disiplin Business Ethics and Conduct Guidelines, and Disciplinary
Regulations
Pedoman etika bisnis dan perilaku (code of conduct) merupakan The business ethics and conduct guidelines (code of conduct) serve
standar etika dalam berbisnis dan berperilaku di lingkungan as the ethical standards for business and behavior within Hutama
Hutama Karya, adapun peraturan disiplin adalah pedoman dalam Karya. Meanwhile, the disciplinary regulations act as a guide for the
proses pemberian hukuman atau sanksi disiplin sesuai dengan jenis process of giving disciplinary punishment or sanctions according to
pelanggaran yang dilakukan. the type of violation committed.
Sistem Teknologi Informasi Information Technology Systems
Hutama Karya mengoptimalkan teknologi pendukung dalam Hutama Karya optimizes supporting technology to ensure the
memastikan integritas Insan Hutama melalui penggunaan sarana integrity of its employees through the use of information technology
dan sistem teknologi informasi untuk mendapatkan historis data/ systems to access historical data/documents related to past fraud
dokumen terkait fraud yang pernah terjadi maupun pengembangan incidents, as well as the development of AntiFraud applications
aplikasi Anti Fraud dalam rangka Monitoring, evaluasi, dan for monitoring, evaluation, and reporting. Hutama Karya also
pelaporan Sinergi dengan Instansi/Lembaga Terkait Hutama Karya collaborates and synergizes with various related institutions and
melakukan sinergi dan kolaborasi dengan berbagai instansi dan agencies to implement Anti-Fraud measures effectively.
Lembaga terkait untuk melaksanakan Anti Fraud secara efektif.
LAPORAN DUGAAN FRAUD REPORT OF ALLEGED FRAUD
Insan Hutama Karya melaporkan kejadian fraud. Pelaporan dapat Hutama Karya employees can report suspected fraud incidents
disampaikan oleh seluruh Insan Hutama melalui media-media through various fraud information sources. The report must be
sumber informasi fraud dan harus melampirkan bukti-bukti accompanied by supporting evidence such as documents, videos,
pendukung yang dapat berupa dokumen, video, dan sebagainya and other forms of proof that substantiate the initial fraud report.
sebagai bukti awal yang mendukung laporan atas tindakan diduga All reports will be received by the Internal Audit Unit (SPI) for further
sebagai fraud kemudian seluruh laporan akan diterima oleh SPI processing. Fraud reports can be made using 5 (five) reporting
untuk diproses lebih lanjut. Pelaporan tindakan yang diduga Fraud mechanisms as fraud information sources including Whistleblowing
perusahaan dapat menggunakan 5 (lima) mekanisme pelaporan System, Risk Management Reports, Internal Audit Findings, Audit
Fraud sebagai sumber informasi Fraud yaitu sistem pelaporan Committee Recommendations, and Other Sources. If the reported
pelanggaran (Whistle Blowing System), laporan manajemen risiko, individual is a member of the Board of Commissioners, the Board’s
hasil audit internal, rekomendasi komite audit, Sumber Lain. Dalam Supporting Organ, and/or the Board of Directors, the investigation
hal Terlapor adalah Dewan Komisaris, Organ Pendukung Dewan will still follow the investigation procedures outlined in this Policy.
Komisaris, dan/atau Direksi maka pelaksanaan investigasi tetap
mengikuti ketentuan investigasi pada Prosedur ini.
Kebijakan Gratifikasi Gratification Policy
Setiap Insan Hutama Karya yang karena jabatannya dan/atau Every employee of Hutama Karya, due to their position and/or
berlawanan dengan tugas dan kewajibannya, dan/atau Keluarga conflicting with their duties and obligations, and/or their immediate
Intinya, pada prinsipnya dilarang untuk menerima atau meminta family, is generally prohibited from accepting or soliciting, directly
secara langsung atau tidak langsung Gratifikasi dari setiap Pihak or indirectly, any form of gratification from any third party, including
Ketiga berupa atau dalam bentuk: uang/setara uang, barang, rabat but not limited to: money/cash equivalents, goods, discounts,
(discount); komisi; pinjaman tanpa bunga; fasilitas; pengobatan commissions, interest-free loans, facilities, free medical treatment,
Cuma cuma; voucher; kompensasi; hadiah yang memiliki nilai vouchers, compensation, gifts of high financial value, and anything
finansial tinggi; dan hal lainnya yang bertujuan memberikan else that aims to provide personal benefits to themselves and/
keuntungan pribadi terhadap dirinya dan/atau keluarganya yang or their family, both domestically and internationally, whether
diterima di dalam negeri maupun di luar negeri dan yang dilakukan through electronic means or not.
dengan menggunakan sarana elektronik maupun tanpa sarana
elektronik.
PENERIMAAN GRATIFIKASI ACCEPTANCE OF GRATIFICATION
Dalam pelaksanaannya, setiap Insan Hutama Karya dilarang untuk: In its implementation, every employee of Hutama Karya is
prohibited from:
1. Menerima apapun dari Pihak Ketiga yang bersifat menyimpang 1. Accepting anything from a third party that deviates from
dari peraturan perundang-undangan serta peraturan applicable laws and regulations, as well as company policies;
Perusahaan yang berlaku;
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Corporate Governance
2. Menerima parsel dalam bentuk apapun sehubungan dengan 2. Receiving parcels in any form related to religious holiday
perayaan hari keagamaan; celebrations;
3. Mengizinkan Pihak Ketiga memberikan sesuatu dalam bentuk 3. Allowing third parties to give anything in any form to Hutama
apapun kepada Insan Hutama Karya, baik sendiri-sendiri Karya employees, either individually or collectively, and
maupun bersama-sama, dan secara langsung maupun tidak directly or indirectly;
langsung;
4. Menerima pengembalian dana/refund dan/atau keuntungan 4. Accepting refunds and/or personal benefits that exceed or are
yang bersifat pribadi, yang melebihi dan/atau bukan merupakan not their rights from any party, including but not limited to third
haknya dari pihak manapun juga, termasuk namun tidak parties, hotels, and restaurants, in connection with work and/or
terbatas dari Pihak Ketiga, hotel, dan restoran/rumah makan, official duties;
sehubungan dengan pekerjaan dan/atau tugas kedinasan;
5. Bersikap diskriminatif dan tidak adil untuk memenangkan 5. Being discriminatory and unfair in selecting suppliers of
penyedia barang/jasa dan/atau rekanan/mitra kerja tertentu goods/services and/or partners/ associates with the intention
dengan maksud untuk menerima imbalan jasa dari pihak- of receiving compensation from these parties to be enjoyed
pihak tersebut untuk dinikmati secara sendiri-sendiri maupun individually or together with other employees of Hutama Karya
bersama-sama dengan Insan Hutama Karya yang lain dan/atau and/or their families.
keluarganya.
PEMBERIAN GRATIFIKASI GIVING GRATIFICATION
Insan Hutama Karya dilarang memberikan gratifikasi, baik atas Employees of Hutama Karya are prohibited from giving gratification,
inisiatif sendiri maupun atas permintaan Pihak Ketiga, yang whether on their own initiative or at the request of a third party,
dilakukan secara langsung maupun tidak langsung, antara lain either directly or indirectly, including the following:
meliputi:
1. Pemberian kepada Pegawai Negeri atau Penyelenggara 1. Giving to civil servants or state officials who, due to their
Negara yang karena jabatannya sebagai pengendali/pengelola position, control/manage the accounts of government
rekening instansi pemerintah/perusahaan; agencies/companies;
2. Pemberian kepada Pegawai Negeri atau Penyelenggara Negara 2. Giving to civil servants or state officials who, due to their
yang karena jabatannya mempengaruhi Pihak Ketiga untuk position, can influence third parties to do or not do certain
melakukan suatu perbuatan/tidak melakukan perbuatan actions for the company’s interests;
dalam rangka kepentingan Perusahaan;
3. Memberikan sesuatu, menjanjikan atau menawarkan Gratifikasi 3. Giving something, promising, or offering gratification to civil
kepada Pegawai Negeri, atau Penyelenggara Negara serta Pihak servants or state officials, as well as third parties, including
Ketiga, termasuk mitra kerja, penyedia barang dan jasa, yang partners, suppliers of goods and services, that is not in line with
tidak sesuai dengan Kebijakan Pengendalian Gratifikasi; the Gratification Control Policy;
4. Memberikan sesuatu, menjanjikan atau menawarkan Gratifikasi 4. Giving something, promising, or offering gratification to
kepada sesama Insan Hutama Karya yang tidak sesuai dengan fellow employees of Hutama Karya that is not in line with the
Kebijakan Pengendalian Gratifikasi. Gratification Control Policy.
PENGELOLA GRATIFIKASI GRATIFICATION MANAGEMENT
Pengelolaan Gratifikasi Hutama Karya dilaksanakan oleh Sekretaris The management of gratification at Hutama Karya is carried out
Perusahaan sebagai UPG dengan tugas dan fungsi utama by the Corporate Secretary Division as the UPG (Unit Pengelola
yaitu melakukan pemantauan dan pengendalian Gratifikasi di Gratifikasi), with the main duties and functions including
lingkungan Hutama Karya, meliputi verifikasi dan analisis laporan monitoring and controlling gratification within Hutama Karya. This
Gratifikasi yang masuk. Adapun penetapan status kepemilikan includes verifying and analyzing incoming gratification reports. The
objek Gratifikasi akan dilakukan oleh Komisi Pemberantasan determination of the ownership status of the gratification object
Tindak Pidana Korupsi (KPK). will be carried out by the Corruption Eradication Commission (KPK).
LAPORAN GRATIFIKASI TAHUN 2025 GRATIFICATION REPORT FOR 2025
Selama tahun 2025 tidak terdapat laporan atas gratifikasi. Throughout the year 2025, there were no reports of gratification
received.
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Pelatihan/Sosialisasi Anti Korupsi Kepada Anti-Corruption Training/ Socialization for
Karyawan Employees
Beberapa pelatihan terkait dengan anti korupsi yang telah Several anti-corruption-related training programs conducted in
diselenggarakan di tahun 2025, sebagai berikut: 2025 are as follows:
1. Pelatihan Awareness & Auditor Internal ISO 37001:2016 (Sistem 1. Awareness & Internal Auditor Training on ISO 37001:2016
Manajemen Anti Penyuapan) pada tanggal 09 – 11 April 2025 (Anti-Bribery Management System), held on April 09–11, 2025,
diikuti oleh 25 peserta SPI; attended by 25 participants from the Internal Audit Unit (SPI);
2. Pelatihan Awareness 37001:2016 dan 37001:2025 Sistem 2. Awareness Training on ISO 37001:2016 and ISO 37001:2025
Manajemen Anti Penyuapan (SMAP) pada tanggal 16 Juli 2025 Anti-Bribery Management System (ABMS), held on July 16,
dan diikuti oleh 35 peserta; 2025, attended by 35 participants;
3. Pelatihan Executive Briefing Awareness 37001:2025 Sistem 3. Executive Briefing Awareness Training on ISO 37001:2025 Anti-
Manajemen Anti Penyuapan (SMAP) pada tanggal 17 Juli 2025 Bribery Management System (ABMS), held on July 17, 2025 and
& 22 Oktober 2025 dan diikuti oleh 56 peserta dengan jabatan October 22, 2025, attended by 56 participants at the BOD-1 and
BOD-1 & BOD-2. BOD-2 levels.
Pengelolaan Laporan Harta Kekayaan Management of State Officials’ Wealth Report
Penyelenggara Negara (LHKPN) (LHKPN)
Sebagai komitmen mewujudkan iklim usaha yang sehat, bersih, As a commitment to creating a healthy, clean business environment
serta bebas dari tindakan penyimpangan termasuk pencegahan free from deviations, including the prevention of Corruption,
Korupsi, Kolusi, dan Nepotisme (KKN) dengan menerapkan prinsip- Collusion, and Nepotism (KKN), by applying the principles of good
prinsip tata kelola Perusahaan yang baik, Pedoman Perilaku, serta corporate governance, the Code of Conduct, and the relevant laws
peraturan perundang-undangan yang berlaku secara konsisten and regulations consistently and continuously, it is necessary to
dan berkesinambungan, sebagai bentuk komitmen Badan Usaha submit the State Official Wealth Report (LHKPN) by officials within
Milik Negara (BUMN) dalam pencegahan tindak pidana korupsi, PT Hutama Karya (Persero) as a sign of compliance with the law,
dipandang perlu adanya penyampaian Laporan Harta Kekayaan as part of the State-Owned Enterprises’ (BUMN) commitment to
Penyelenggara Negara (LHKPN) oleh pejabat di lingkungan PT preventing criminal corruption.
Hutama Karya (Persero) sebagai tanda kepatuhan terhadap
Undang-Undang.
Penetapan pejabat pada PT Hutama Karya (Persero) dan Anak The appointment of officials at PT Hutama Karya (Persero) and
Perusahaan serta Perusahaan Terafiliasi, yang wajib menyampaikan its subsidiaries, as well as affiliated companies, who are required
Laporan Harta Kekayaan Penyelenggara Negara (LHKPN) tertuang to submit the State Official Wealth Report (LHKPN) is stipulated
dalam KPTS nomor 5438/KPTS/98/XII/2023 tentang Kepatuhan in KPTS No. 5438/KPTS/98/XII/2023 regarding Compliance and
dan Pengelolaan Laporan Harta Kekayaan Penyelenggara Negara Management of the State Official Wealth Report (LHKPN) within PT
(LHKPN) di Lingkungan PT Hutama Karya (Persero) Tahun 2023, Hutama Karya (Persero) for the Year 2023, as follows:
adalah sebagai berikut:
1. Dewan Komisaris PT Hutama Karya (Persero). 1. Board of Commissioners of PT Hutama Karya (Persero).
2. Direksi PT Hutama Karya (Persero). 2. Board of Directors of PT Hutama Karya (Persero).
3. Direksi dan Dewan Komisaris Anak Perusahaan dengan 3. Board of Directors and Board of Commissioners of subsidiaries
kepemilikan saham minimal 51%. with at least 51% share ownership.
4. Direksi dan Dewan Komisaris Perusahaan Terafiliasi dengan PT 4. Board of Directors and Board of Commissioners of companies
Hutama Karya (Persero). affiliated withPT Hutama Karya (Persero).
5. Pejabat 1 (satu) tingkat di bawah Direksi PT Hutama Karya 5. Officials one level below the Board of Directors of PT Hutama
(Persero): Karya (Persero):
• Executive Vice President; • Executive Vice President;
• Senior Vice President; • Senior Vice President;
• Pejabat Fungsional/Operasional dengan Job Grade 20 - 23. • Functional/Operational Officials with Job Grades 20-23.
6. Pejabat 2 (dua) tingkat di bawah Direksi PT Hutama Karya 6. Officials two levels below the Board of Directors of PT Hutama
(Persero): Karya (Persero):
• Vice President/Kepala Unit; • Vice President/Unit Head;
• Pejabat Fungsional/Operasional dengan Job Grade 18 - 19. • Functional/Operational Officials with Job Grades 18-19.
7. Pejabat 1 (satu) tingkat di bawah Direksi Anak Perusahaan dan 7. Officials one level below the Board of Directors of subsidiaries
Perusahaan Terafiliasi. and affiliated companies.
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Tata Kelola Perusahaan
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LHKPN Posisi Harta Tahun 2024 yang dilaporkan pada tahun 2025 LHKPN Asset Position for 2024 Reported in 2025 of PT Hutama Karya
PT Hutama Karya (Persero) (Persero)
Band Jabatan Jumlah Wajib Lapor Status Pelaporan
Position Band Total Required to Report Reporting Status
BOC 7 100%
BOD 8 100%
BOC Anak/Cucu Perusahaan 14 100%
BOC of Subsidiaries/Affiliated Companies
BOD-1 54 100%
BOD-2 66 100%
Kepala Departemen Anak Perusahaan 30 100%
Head of Department of Subsidiaries
Total 179 100%
Insider Trading Insider Trading
Hingga berakhirnya tahun buku 2025, PT Hutama Karya (Persero) As of the end of the 2025 financial year, PT Hutama Karya (Persero)
belum memperdagangkan sahamnya di bursa saham mana pun. has not traded its shares on any stock exchange. Therefore, there is
Sehingga tidak terdapat informasi terkait kebijakan insider trading no information related to the company’s insider trading policy.
Perseroan.
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Tata Kelola Terintegrasi
Integrated Governance
PT Hutama Karya (Persero) sebagai salah satu BUMN Konglomerasi PT Hutama Karya (Persero), as one of the StateOwned Enterprises
sehingga diwajibkan menerapkan Three Lines Model dan Tata Kelola (BUMN) in a conglomerate, is required to implement the Three
Terintegrasi. Sehingga Dewan Komisaris perlu untuk membentuk Lines Model and Integrated Governance. Therefore, the Board
Komite Tata Kelola Terintegrasi dimana merujuk pada Petunjuk of Commissioners needs to establish the Integrated Governance
Teknis Komposisi dan Kualifikasi Organ Pengelola Risiko Nomor Committee. Referring to the Technical Guidelines on the
SK-3/DKU.MBU/05/2023 disebutkan bahwa komposisi Komite Tata Composition and Qualifications of the Risk Management Organ,
Kelola Terintegrasi terdiri dari Komisaris Utama menjabat sebagai No. SK-3/DKU. MBU/05/2023, it is stated that the composition of
Ketua merangkap anggota, anggota komite yang berasal dari the Integrated Governance Committee consists of the President
Dewan Komisaris Induk dan Dewan Komisaris Anak Perusahaan, Commissioner serving as the Chairperson and member, committee
dan anggota komite lain yang bukan berasal dari anggota Dewan members from the Board of Commissioners of the Parent Company
Komisaris tidak menjadi anggota Komite Tata Kelola Terintegrasi, and the Board of Commissioners of the Subsidiaries, and other
namun ditugaskan untuk membantu tugas Komite Tata Kelola committee members who are not from the Board of Commissioners
Terintegrasi. but are assigned to assist the duties of the Integrated Governance
Committee.
Dewan Komisaris membentuk Komite Tata Kelola Terintegrasi The Board of Commissioners established the Integrated Governance
melalui Keputusan Dewan Komisaris PT Hutama Karya (Persero) Committee through the Board of Commissioners Decree of PT
nomor SK-01.III/DK/PTHK/2024 pada tanggal 28 Maret 2024 dimana Hutama Karya (Persero) No. SK-01.III/DK/PTHK/2024 on March 28,
tugas-tugas, wewenang, dan tanggung jawab serta ketentuan 2024. The duties, authority, and responsibilities, as well as other
lainnya dijelaskan pada Piagam Komite Tata Kelola Terintegrasi yang provisions, are outlined in the Integrated Governance Committee
sebelumya telah diputuskan melalui Keputusan Dewan Komisaris Charter, which was previously decided through the Board of
PT Hutama Karya (Persero) Nomor SK-11.XII/DK/PTHK/2023. Commissioners’ Decree of PT Hutama Karya (Persero) No. SK-11.XII/
DK/PTHK/2023.
Selanjutnya, sebagai bentuk komitmen dari Direksi dalam Furthermore, as a form of commitment from the Board of Directors
menjalankan tata kelola terintegrasi di konglomerasi PT Hutama to implementing integrated governance in the conglomerate of PT
Karya (Persero) maka disusun Pedoman Tata Kelola Terintegrasi Hutama Karya (Persero), the Integrated Governance Guidelines for
Konglomerasi Perusahaan. Pedoman ini merupakan panduan the Company Conglomerate have been developed.
bagi Perusahaan dan Anak Perusahaan yang tergabung dalam
Konglomerasi Perusahaan.
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Tata Kelola Perusahaan
Corporate Governance
Perusahaan
Company Dewan Komisaris Direksi
Perusahaan Perusahaan
Company Board of Company Directors
Commissioners
Direktur Utama
Komite Board of Directors
Tata Kelola
Terintegrasi
Integrated Wakil Direktur
Governance
Committee Utama
Vice Board of
Directors
Direktur Direktur Direktur
Pembina Manajemen Risiko Fungsional
Director of Director of Risk Functional
Supervision Management Director
SPIT SMRT
Satuan SKPT Satuan
Pengawasan Satuan Kepatuhan Manajemen Risiko
Intern Terintegrasi Terintegrasi Terintegrasi
SPIT SKPT SMRT
Integrated Internal Integrated Integrated Risk
Satuan Kerja Terintegrasi Audit Unit Compliance Unit Management Unit
Integrated Work Unit
Direksi Anak
Dewan Perusahaan
Komisaris Subsidiary
Board of Board of
Commisioners Directors
Fungsi Audit Fungsi Fungsi
Internal Kepatuhan Manajemen Risiko
Internal Audit Compliance Risk Management
Anak Perusahaan Function Function Function
Subsidiary
Keterangan/Information:
Jalur pelaporan/Reporting path
Evaluasi dan Arahan/Evaluation and Direction
Jalur koordinasi/Coordination Line
Koordinasi internal pada Anak Perusahaan/Internal
Coordination in Subsidiaries
Gambar Struktur Tata Kelola Terintegrasi Figure Integrated Governance Structure
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Laporan Tata Kelola Terintegrasi Integrated Governance Report
Struktur Tata Kelola Terintegrasi Integrated Governance Structure
Hasil Penilaian Internal (self-assessment) Internal Assessment Results (Self-Assessment)
Hasil penilaian internal (self-assessment) terhadap struktur tata The results of the internal assessment (selfassessment) of the
kelola terintegrasi perusahaan adalah sebagai berikut: company’s integrated governance structure are as follows:
Tabel Hasil Penilaian Internal terhadap Struktur Tata Kelola Terintegrasi
Table of Internal Assessment Results on the Integrated Governance Structure
Analisis Hasil Penilaian
Indikator Struktur Tata Kelola Integrated Governance Assessment Analysis
No.
Terintegrasi Structure Indicators Area Kekuatan Area Kelemahan
Strength Areas Weaknesses Area
1. Direksi BUMN Induk/ Board of Directors of the Parent SOE (BUMN)
a. Telah menetapkan direktur The Company has appointed Telah dilakukan penunjukan -
fungsional dan direktur pembina. functional directors and Direktur fungsional dan
supervisory directors pembina dalam TKT dalam
Pedoman TKT
The appointment of functional
and supervisory directors
within the Integrated
Governance Structure (TKT)
has been established in the
TKT Guidelines.
b. Penetapan direktur fungsional The appointment of functional Telah dilakukan penunjukan -
dan direktur pembina telah directors and supervisory Direktur fungsional dan
memperhatikan tata kelola Risiko directors has taken into account pembina dalam TKT dalam
tiga lini (three lines model). the three lines model of risk Pedoman TKT
governance. The appointment of functional
and supervisory directors
within the Integrated
Governance Structure (TKT)
has been established in the
TKT Guidelines.
c. Direktur fungsional telah Functional directors have carried Direktur fungsi supporting -
menjalankan tugasnya dalam out their duties in harmonizing saat ini sudah menjalankan
melakukan harmonisasi kebijakan functional policies across SOE harmonisasi kebijakan
fungsional pada Anak Perusahaan subsidiaries. fungsional pada Anak
BUMN. Perusahaan
The supporting function
directors have currently
carried out the harmonization
of functional policies across
subsidiaries.
d. Direktur pembina telah Supervisory directors have Telah dilakukan pembinaan Anak Perusahaan yang
menjalankan tugasnya dalam performed their roles in Direktur fungsional oleh memiliki Anak yang masuk
melakukan pembinaan pada overseeing SOE subsidiaries to Direktur yang membawahkan dalam konglomerasi belum
Anak Perusahaan BUMN untuk ensure alignment and synergy Unit Kerja yang melakukan memiliki Pedoman Tata Kelola
memastikan keselarasan dan between the strategies of the pengembangan dan Terintegrasi
sinergitas strategi BUMN induk parent SOE and its subsidiaries. optimalisasi Anak Subsidiaries that have
dan Anak Perusahaan BUMN. Perusahaan further subsidiaries within
Guidance for functional the conglomeration have not
directors has been conducted yet established Integrated
by the directors overseeing the Governance Guidelines.
work units responsible for the
development and optimization
of subsidiaries.
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Tata Kelola Perusahaan
Corporate Governance
Analisis Hasil Penilaian
Indikator Struktur Tata Kelola Integrated Governance Assessment Analysis
No.
Terintegrasi Structure Indicators Area Kekuatan Area Kelemahan
Strength Areas Weaknesses Area
2. Dewan Komisaris/Dewan Pengawas BUMN Induk/ Board of Commissioners/Supervisory Board of the Parent SOE
a. Telah membentuk komite Tata An Integrated Governance Telah dibentuk Komite Tata -
Kelola Terintegrasi. Committee has been established. Kelola Terintegrasi pada Maret
2024
The Integrated Governance
Committee was established in
March 2024.
b. Telah menetapkan piagam komite The charter of the Integrated Piagam Tata Kelola Terintegrasi -
Tata Kelola Terintegrasi. Governance Committee has been disahkan pada 29 Desember
determined. 2023
The Integrated Governance
Charter was ratified on
December 29, 2023.
c. Komite Tata Kelola Terintegrasi The Integrated Governance Rapat Komite Tata -
telah menjalankan tugas, Committee has carried out Kelola Terintegrasi PT
wewenang dan tanggung jawab its duties, authorities, and Hutama Karya (Persero) telah
sesuai ketentuan dalam PER-2/ responsibilities in accordance dilaksanakan secara periodik
MBU/03/2023. with the provisions of PER-2/ setiap semester.
MBU/03/2023 Meetings of the Integrated
Governance Committee of PT
Hutama Karya (Persero) have
been conducted periodically
every semester..
3. Unit Kerja Manajemen Risiko dan Kepatuhan/ Risk Management and Compliance Work Unit
a. Telah dibentuk unit kerja A Risk Management work unit has Adanya Anak Perusahaan
Manajemen Risiko yang been established, reporting to Divisi Pengelolaan Risiko telah baru yang perlu memenuhi
bertanggung jawab kepada the director responsible for risk dibentuk yang wewenang dan organ pengelola risiko dalam
direktur yang membidangi management tanggung jawabnya sudah penerapan manajemen risiko
pengelolaan Risiko. sesuai dengan PER-2 There are newly established
A Risk Management Division subsidiaries that are required
b. Telah menjalankan wewenang The authority and responsibilities has been established, with its to fulfill risk management
dan tanggung jawab sesuai have been carried out in authority and responsibilities governance structures in
ketentuan dalam PER-2/ accordance with the provisions of aligned with PER-2 the implementation of risk
MBU/03/2023. PER-2/MBU/03/2023. management
c. Telah melaksanakan tugas Integrated compliance functions 1. Pembentukan Divisi Sistem -
kepatuhan terintegrasi apabila have been implemented in dan Kepatuhan sudah
tidak memiliki unit kepatuhan the absence of a dedicated disetujui Dewan Komisaris
tersendiri. compliance unit. pada Q2 2024
2. Divisi Sistem dan
Kepatuhan telah
melaksanakan kepatuhan
terintegrasi dengan
melakukan rapat rutin
bersama fungsi kepatuhan
Anak Perusahaan dan
harmonisasi kebijakan Anak
Perusahaan dengan Induk
1. The establishment of the
Systems and Compliance
Division was approved by
the Board of Commissioners
in Q2 2024
2. The Systems and
Compliance Division has
implemented integrated
compliance through regular
meetings with subsidiary
compliance functions and
harmonization of subsidiary
policies with the parent
company
PT Hutama Karya (Persero)
2025 Annual Report 623
Page 624
Analisis Hasil Penilaian
Indikator Struktur Tata Kelola Integrated Governance Assessment Analysis
No.
Terintegrasi Structure Indicators Area Kekuatan Area Kelemahan
Strength Areas Weaknesses Area
4. SPI
a. Telah menjalankan tugas The function has carried out SPI telah melakukan -
memantau pelaksanaan Audit its duties in monitoring the memantau pelaksanaan Audit
Intern terintegrasi pada masing- implementation of integrated Intern Terintegrasi secara
masing Anak Perusahaan. internal audits across each berkala
subsidiary. The Internal Audit Unit (SPI)
has periodically monitored the
implementation of integrated
internal audits
b. Telah menyusun piagam Audit An Integrated Internal Audit Piagam Audit Terintegrasi telah -
Intern terintegrasi. Charter has been established. disusun dan disahkan
The Integrated Audit Charter
has been prepared and ratified
c. Direksi telah menetapkan The Board of Directors has Piagam Audit Terintegrasi -
piagam Audit Intern terintegrasi established the Integrated telah disahkan oleh Direksi
yang terlebih dahulu telah Internal Audit Charter, which has dan telah mendapatkan
mendapatkan persetujuan Dewan obtained prior approval from the persetujuan dari Dewan
Komisaris. Board of Commissioners. Komisaris
The Integrated Audit Charter
has been ratified by the Board
of Directors and approved by
the Board of Commissioners
Realisasi dan Rencana Penguatan Struktur Tata Kelola Realization and Strengthening Plan of the Integrated
Terintegrasi Governance Structure
Realisasi penguatan Struktur Tata Kelola Terintegrasi Tahun 2025 The realization of the strengthening of the Integrated Governance
yang telah dilakukan yaitu organ tata kelola terintegrasi PT Hutama Structure in 2025 was reflected through periodic coordination
Karya melaksanakan koordinasi secara berkala. Dari rencana among the integrated governance organs of PT Hutama Karya
penguatan sebelumnya, saat ini PT Hutama Karya (Persero): (Persero). Based on the previous strengthening plan, PT Hutama
Karya (Persero) has undertaken the following initiatives:
a. Melakukan evaluasi terhadap peran dan tanggung jawab setiap a. Conducted an evaluation of the roles and responsibilities of
unit, hubungan antar fungsi melalui pemutakhiran Pedoman each unit, as well as inter-functional relationships, through
Tata Kelola Terintegrasi Konglomerasi Perusahaan. the updating of the Integrated Governance Guidelines for the
Company’s conglomeration.
b. Program pelatihan dan sertifikasi yang relevan untuk b. Implemented relevant training and certification programs
meningkatkan kompetensi SDM dalam mendukung to enhance human resource competencies in supporting the
implementasi tata kelola yang lebih baik telah dilaksanakan. implementation of improved governance practices.
Proses Tata Kelola Terintegrasi Integrated Governance Process
Hasil Penilaian Internal (self-assessment) Internal Assessment Results (Self-Assessment)
Hasil penilaian internal (self-assessment) terhadap proses tata The results of the internal assessment (self-assessment) of the
kelola terintegrasi perusahaan adalah sebagai berikut: Company’s integrated governance processes are as follows:
PT Hutama Karya (Persero)
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Tata Kelola Perusahaan
Corporate Governance
Hasil Penilaian Internal terhadap Proses Tata Kelola Terintegrasi Internal Assessment Results on the Integrated Governance
Process
Analisis Hasil Penilaian
Indikator Proses Tata Kelola Integrated Governance Assessment Analysis
No.
Terintegrasi Process Indicators Area Kekuatan Area Kelemahan
Strength Areas Weaknesses Area
1. Direksi BUMN Induk/ Board of Directors of the Parent SOE (BUMN)
a. Telah menyusun kebijakan Policies for the harmonization Kebijakan BUMN Induk terus -
harmonisasi BUMN induk dengan between the parent SOE and diharmonisasikan dengan
Anak Perusahaan BUMN yang its subsidiaries have been Anak Perusahaan
merupakan kebijakan Tata Kelola established as part of the The parent SOE’s policies
Terintegrasi dengan minimal Integrated Governance policy, continue to be harmonized
muatan yang tercantum dalam with at least the minimum with its subsidiaries
Bab III. contents as stipulated in Chapter
III.
b. Telah melaksanakan kebijakan The Integrated Governance policy Pedoman Tata Kelola -
Tata Kelola Terintegrasi. has been implemented. Terintegrasi Konglomerasi
Perusahaan telah dilakukan
pemutakhiran
The Integrated Governance
Guidelines for the Company’s
conglomeration have been
updated
c. Telah menindaklanjuti arahan Follow-up actions have Arahan Dewan Komisaris -
atau nasihat Dewan Komisaris/ been taken on directives or sudah ditindaklanjuti
Dewan Pengawas dalam rangka recommendations from the Board dalam Pedoman Tata Kelola
penyempurnaan kebijakan Tata of Commissioners/Supervisory Terintegrasi
Kelola Terintegrasi. Board in order to enhance the The directives of the Board
Integrated Governance policy. of Commissioners have
been incorporated into
the Integrated Governance
Guidelines
d. Direktur yang membidangi The Director responsible for Direktur Manajemen Risiko -
pengelolaan Risiko telah risk management has prepared telah menyusun dan
menyusun dan menyampaikan and submitted reports on the menyampaikan Laporan
laporan pelaksanaan tugas dan implementation of integrated Manajemen Risiko terintegrasi
tanggung jawab Manajemen risk management and integrated dan Laporan Kepatuhan
Risiko terintegrasi dan kepatuhan compliance duties and Terintegrasi melalui Laporan
terintegrasi kepada Direksi responsibilities to the Board Manajemen Perusahaan.
dan Dewan Komisaris/Dewan of Directors and the Board of The Director of Risk
Pengawas. Commissioners/Supervisory Management has prepared
Board. and submitted the Integrated
Risk Management Report and
the Integrated Compliance
Report through the Company
Management Report.
2. Dewan Komisaris/Dewan Pengawas BUMN Induk/ Board of Commissioners/Supervisory Board of the Parent SOE
a. Telah melakukan evaluasi An evaluation of the Integrated Arahan Dewan Komisaris
kebijakan Tata Kelola Terintegrasi. Governance policy has been telah ditindaklanjuti dalam
conducted. ketentuan di Pedoman
Tata Kelola Terintegrasi
Konglomerasi Perusahaan dan
telah dilakukan pemutakhiran.
The directives of the Board
-
of Commissioners have been
followed up and incorporated
into the provisions of the
Integrated Governance
Guidelines for the Company’s
conglomeration, which have
also been updated.
b. Telah memberikan persetujuan Approval of the Integrated Pedoman Tata Kelola
kebijakan Tata Kelola Terintegrasi. Governance policy has been Terintegrasi Konglomerasi
granted. Perusahaan telah dilakukan
pemutakhiran.
-
The Integrated Governance
Guidelines for the Company’s
conglomeration have been
updated.
PT Hutama Karya (Persero)
2025 Annual Report 625
Page 626
Analisis Hasil Penilaian
Indikator Proses Tata Kelola Integrated Governance Assessment Analysis
No.
Terintegrasi Process Indicators Area Kekuatan Area Kelemahan
Strength Areas Weaknesses Area
c. Bersama komite Tata Kelola Together with the Integrated Rapat Komite Tata
Terintegrasi telah mengawasi Governance Committee, oversight Kelola Terintegrasi PT
pelaksanaan kebijakan Tata of the implementation of the Hutama Karya (Persero) telah
Kelola Terintegrasi. Integrated Governance policy has dilaksanakan pada Q2 dan Q4
been carried out. Tahun 2025
-
Meetings of the Integrated
Governance Committee of
PT Hutama Karya (Persero)
were conducted in Q2 and Q4
of 2025
d. Komite Tata Kelola Terintegrasi The Integrated Governance Rapat Komite Tata -
telah menyelenggarakan rapat Committee has held meetings Kelola Terintegrasi PT
secara berkali paling sedikit 1 periodically at least once every Hutama Karya (Persero) telah
(satu) kali setiap semester. semester. dilaksanakan 2 (dua) kali pada
Tahun 2025.
The Integrated Governance
Committee of PT Hutama
Karya (Persero) held 2 (two)
meetings in 2025.
3. Unit Kerja Manajemen Risiko dan Kepatuhan/ Risk Management and Compliance Unit
a. Telah menyusun laporan Reports on the implementation of 1. Telah menyampaikan Proses manajemen risiko perlu
pelaksanaan tugas dan tanggung duties and responsibilities have laporan pelaksanaan tugas diintegrasikan pada Anak
jawabnya. been prepared. dan tanggung jawabnya Perusahaan baru
kepada Direktur Manajemen The risk management process
b. Telah menyampaikan laporan Reports on the implementation of Risiko dan Komite needs to be integrated within
pelaksanaan tugas dan tanggung duties and responsibilities have Pemantau Risiko newly established subsidiaries
jawabnya kepada direktur yang been submitted to the Director 2. Telah menyusun laporan
membidangi pengelolaan Risiko. responsible for risk management. setiap Triwulan kepada
KBUMN mengacu pada SK-6
(Juknis Proses) dan SK-7
(Juknis Pelaporan)
3. Pelaporan Divisi dan Anak
Perusahaan sudah mengacu
pada SK-6 yang dilaporkan
setiap bulan melalui Risk
Management System (RMS)
1. Reports on the
implementation of duties
and responsibilities
have been submitted
to the Director of Risk
Management and
the Risk Monitoring
CommitteeManajemen
Risiko dan Komite
Pemantau Risiko
2. Quarterly reports have
been prepared and
submitted to the Ministry
of SOEs in accordance with
SK-6 (Process Technical
Guidelines) and SK-7
(Reporting Technical
Guidelines)
3. Reporting by Divisions and
Subsidiaries has referred
to SK-6 and is conducted
monthly through the Risk
Management System (RMS)
PT Hutama Karya (Persero)
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Tata Kelola Perusahaan
Corporate Governance
Analisis Hasil Penilaian
Indikator Proses Tata Kelola Integrated Governance Assessment Analysis
No.
Terintegrasi Process Indicators Area Kekuatan Area Kelemahan
Strength Areas Weaknesses Area
c. Telah menindaklanjuti temuan Follow-up actions have been 1. Audit berbasis risiko dan 1. Penilaian RMI dan monitoring
berkaitan dengan fungsi taken on findings related to tindaklanjut terhadap tindak lanjut roadmap belum
Manajemen Risiko terintegrasi integrated Risk Management and temuan sudah dilakukan menyeluruh dilakukan di
dan kepatuhan terintegrasi. integrated compliance functions. dengan mengacu pada tingkat Anak Perusahaan
Risk Management System 2. Temuan kepatuhan
(RMS) yang terintegrasi terintegrasi ada pada
pada Induk dan Anak dokumen kebijakan
Perusahaan. Perusahaan Induk yang
2. Penilaian kematangan belum seluruhnya diadopsi
manajemen risiko 3. Anak Perusahaan belum
terintegrasi, mencakup mengukur nilai pemenuhan
penilaian di anak kepatuhan regulasi serta
perusahaan sudah kebijakan internal.
dilakukan melalui salah 1. The RMI assessment and
satu parameter penilaian monitoring of roadmap
RMI, yaitu parameter 2 follow-up have not
(Peran Penilaian RMI dalam been comprehensively
upaya peningkatan praktik implemented at the
Manajemen Risiko). subsidiary level;
3. Monitoring tindak lanjut 2. Integrated compliance
roadmap atas penilaian RMI findings indicate that certain
sudah dilaporkan secara parent company policy
berkala. documents have not been
4. Kepatuhan terintegrasi fully adopted;
dalam tahap harmonisasi 3. Subsidiaries have not yet
kebijakan Induk dan Anak measured the level of
Perusahaan. compliance with regulatory
1. Risk-based audits and requirements and internal
follow-ups on findings policies..
have been conducted
by referring to the Risk
Management System (RMS),
which is integrated across
the parent company and its
subsidiaries;
2. The assessment of
integrated risk management
maturity, including
assessments at the
subsidiary level, has been
carried out through one
of the RMI assessment
parameters, namely
Parameter 2 (the role of RMI
assessment in enhancing
Risk Management
practices);
3. Monitoring of follow-
up actions on the RMI
roadmap has been reported
periodically;
4. Integrated compliance
is currently in the
process of harmonizing
policies between the
parent company and its
subsidiaries..
4. SPI
a. Telah menyusun laporan Audit An objective Integrated Internal Telah dilakukan penyusunan -
Intern terintegrasi secara objektif Audit Report consolidated Laporan Audit Intern
yang terkonsolidasi antara induk between the parent company Terintegrasi tiap Semester
dan anak. and its subsidiaries has been The Integrated Internal Audit
prepared. Report has been prepared on a
semi-annual basis
PT Hutama Karya (Persero)
2025 Annual Report 627
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Analisis Hasil Penilaian
Indikator Proses Tata Kelola Integrated Governance Assessment Analysis
No.
Terintegrasi Process Indicators Area Kekuatan Area Kelemahan
Strength Areas Weaknesses Area
b. Telah menyampaikan laporan The Integrated Internal Audit Telah dilakukan pengesahan -
Audit Intern terintegrasi Report has been submitted to dan penyampaian Laporan
kepada Direktur Utama, Dewan the President Director, the Board Audit Intern Terintegrasi
Komisaris/Dewan Pengawas, of Commissioners/Supervisory Semester I 2025 pada tanggal
dan direktur yang membidangi Board, and the Director 15 Oktober 2025
pengelolaan Risiko. responsible for risk management.
Laporan Audit Intern
Terintegrasi Semester II 2025
dalam proses penyusunan
The Integrated Internal Audit
Report for Semester I 2025 was
approved and submitted on
October 15, 2025
The Integrated Internal Audit
Report for Semester II 2025
is currently in the process of
being prepared
c. Telah melakukan pemantauan Monitoring of the implementation Telah dilakukan pemantauan -
pelaksanaan Audit Intern of integrated internal audits has pelaksanaan audit intern
terintegrasi. been conducted. terintegrasi secara berkala
The implementation of
integrated internal audits has
been monitored periodically
d. Telah menyusun rekomendasi Recommendations from the Telah dilakukan penyusunan -
hasil audit terintegrasi yang integrated audit results have been rekomendasi hasil audit
dapat digunakan sebagai acuan prepared to serve as a basis for terintegrasi yang akan tertuang
perbaikan. improvements. dalam Laporan Audit Intern
Terintegrasi tiap Semester
Recommendations from the
integrated audit results have
been compiled and will be
included in the Integrated
Internal Audit Report for each
semester
Realisasi dan Rencana Penguatan Proses Tata Kelola Terintegrasi Realization and Strengthening Plan of the Integrated
Governance Process
Realisasi penguatan Proses Tata Kelola Terintegrasi yang telah The realization of strengthening the Integrated Governance Process
dilakukan PT Hutama Karya (Persero) yaitu meningkatkan carried out by PT Hutama Karya (Persero) includes enhancing
transparansi dan akuntabilitas melalui pemenuhan laporan transparency and accountability through the fulfillment of financial
keuangan dan non keuangan. Proses Tata Kelola Terintegrasi saat and non-financial reporting. The Integrated Governance Process is
ini dalam tahap penguatan yaitu: currently in the strengthening phase, as reflected in the following
initiatives:
a. Memperbaharui atau memperbaiki Pedoman Tata Kelola a. Updating and refining the Integrated Governance Guidelines for
Terintegrasi Konglomerasi Perusahaan. the Company’s conglomeration;
b. Melakukan penguatan kepatuhan terintegrasi dengan rapat b. Strengthening integrated compliance through periodic
koordinasi secara periodik setiap triwulan. coordination meetings conducted quarterly;
c. Melakukan penguatan manajemen risiko terintegrasi dengan c. Strengthening integrated risk management through periodic
rapat koordinasi secara periodik setiap bulan. coordination meetings conducted monthly;
d. Melakukan rapat koordinasi SPI Terintegrasi setiap Semester. d. Conducting Integrated Internal Audit Unit (SPI) coordination
meetings on a semi-annual basis;
e. Rapat Satuan Kerja Pelaksana Tata Kelola Terintegrasi (Satuan e. Conducting coordination meetings of the Integrated Governance
Kerja Kepatuhan Terintegrasi, Satuan Manajemen Risiko Implementation Work Units (Integrated Compliance Unit,
Terintegrasi, dan Satuan Pengendalian Internal Terintegrasi Integrated Risk Management Unit, and Integrated Internal
bersama Divisi yang membawahkan fungsi Subsidiaries Control Unit) together with the division overseeing Subsidiaries
Development dan Sekretaris Perusahaan telah diselenggarakan Development and the Corporate Secretary, held 2 (two) times in
2 (dua) kali sesuai dengan Pedoman Tata Kelola Terintegrasi accordance with the Integrated Governance Guidelines for the
Konglomerasi Perusahaan. Company’s conglomeration;
PT Hutama Karya (Persero)
628 Laporan Tahunan 2025
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Tata Kelola Perusahaan
Corporate Governance
f. Melakukan monitoring dan evaluasi berkala keselarasan tata f. Conducting periodic monitoring and evaluation of the
kelola kebijakan Anak Perusahaan dengan Induk Perusahaan alignment of subsidiaries’ governance policies with the parent
untuk memastikan kepatuhan terhadap kebijakan dan regulasi. company to ensure compliance with policies and regulations;
g. Mempertahankan transparansi dan akuntabilitas dengan g. Maintaining transparency and accountability through the
memenuhi laporan keuangan dan non keuangan. fulfillment of financial and non-financial reporting.
Hasil Tata Kelola Terintegrasi Results of Integrated Governance
Realisasi Hasil Pelaksanaan Tata Kelola Terintegrasi Realization of the Implementation of Integrated Governance
Untuk meningkatkan hasil pelaksanaan tata kelola terintegrasi, PT To enhance the outcomes of the implementation of integrated
Hutama Karya telah memastikan keselarasan antara pelaksanaan governance, PT Hutama Karya (Persero) has ensured alignment
Tata Kelola Terintegrasi dengan sasaran strategis perusahaan. Hal between the implementation of Integrated Governance and the
lain yang dilakukan yaitu: Company’s strategic objectives. Other initiatives undertaken
include:
1. Pemutakhiran Pedoman Tata Kelola Terintegrasi Konglomerasi 1. The update of the Integrated Governance Guidelines for the
Perusahaan Tahun 2025 telah dilakukan dengan: Company’s conglomeration in 2025 has been carried out
through:
a. Penyesuaian terhadap regulasi eksternal dan kebijakan a. Adjustments to external regulations and internal policies
internal untuk memastikan relevansi dan akuntabilitas tata to ensure the relevance and accountability of governance
kelola. practices;
b. Memperjelas peran Direksi Anak Perusahaan yang memiliki b. Clarification of the roles of the Boards of Directors of
organ perusahaan terbatas terkait dengan implementasi subsidiaries that have limited corporate organs in relation
Tata Kelola Terintegrasi. to the implementation of Integrated Governance;
c. Menambahkan entitas Anak Perusahaan PT Hutama c. Inclusion of PT Hutama Panorama Sitinjau Lauik as a
Panorama Sitinjau Lauik ke dalam cakupan Tata Kelola subsidiary entity within the scope of Integrated Governance
Terintegrasi guna menciptakan sinergi yang lebih luas. to foster broader synergy;
d. Memperinci laporan Tata Kelola Terintegrasi untuk fungsi d. Enhancement of Integrated Governance reporting,
audit intern. particularly for the internal audit function.
2. Penyelarasan piagam audit perusahaan anak mengacu pada 2. Alignment of subsidiary audit charters with the Integrated Audit
Piagam Audit terintegrasi. Charter;
3. Audit Internal Terintegrasi baik individual atau joint audit. 3. Implementation of Integrated Internal Audits, both individual
and joint audits;
4. Monitoring implementasi tugas dan tanggung jawab SPI Anak 4. Monitoring of the implementation of duties and responsibilities
Perusahaan mengacu pada Piagam Audit terintegrasi. of subsidiary Internal Audit Units (SPI) in accordance with the
5. Penyelarasan rencana Program Kerja Pengawasan Tahunan Integrated Audit Charter;
(PKPT) SPI Tahun 2026 dengan Anak Perusahaan termasuk 5. Alignment of the 2026 Annual Supervisory Work Program
kesepakatan ruang lingkup Audit Terintegrasi dan waktu (PKPT) of the Internal Audit Unit (SPI) with subsidiaries,
pelaksanaannya. including agreement on the scope and schedule of Integrated
Audits;
6. Penguatan pengawasan internal melalui harmonisasi tata 6. Strengthening internal oversight through governance
kelola, peningkatan kualitas audit, serta penyelarasan harmonization, enhancement of audit quality, and alignment
praktik pengendalian internal di seluruh entitas HK melalui of internal control practices across all HK entities through
penyelenggaraan Workshop Implementasi Global Internal Audit the Workshop on the Implementation of Global Internal
Standards (GIAS 2024): “Strengthening Internal Audit Excellence Audit Standards (GIAS 2024): “Strengthening Internal Audit
through the Implementation of Global Internal Audit Standards”. Excellence through the Implementation of Global Internal Audit
Standards”;
7. Mengevaluasi kepatuhan terintegrasi dengan pemetaan 7. Evaluation of integrated compliance through the mapping of
harmonisasi kebijakan antara Perusahaan Induk dan Anak policy harmonization between the parent company and its
Perusahaan. subsidiaries;
8. Unit Kerja Anak Perusahaan yang membawahkan fungsi 8. Subsidiary work units responsible for compliance functions
Kepatuhan telah menyampaikan laporan mengenai have submitted reports on the implementation of compliance
pelaksanaan fungsi kepatuhan pada masing-masing Anak functions in each subsidiary to the division overseeing the
Perusahaan kepada Divisi yang membawahkan fungsi parent company’s compliance function.
Kepatuhan Induk.
PT Hutama Karya (Persero)
2025 Annual Report 629
Page 630
Rencana Peningkatan Hasil Pelaksanaan Tata Kelola Terintegrasi Plan for Enhancing the Implementation Outcomes of Integrated
Governance
Rencana peningkatan hasil pelaksanaan tata kelola terintegrasi The plan to enhance the outcomes of integrated governance
pada tahun RKAP dengan: implementation in the RKAP year includes the following:
1. Satuan Kerja konsisten melakukan monitoring dan 1. Work units will consistently monitor and evaluate integrated
mengevaluasi Manajemen Risiko terintegrasi, Audit Intern Risk Management, integrated Internal Audit, and integrated
terintegrasi, dan kepatuhan terintegrasi. compliance;
2. Memantau pemutakhiran Pedoman Tata Kelola Terintegrasi 2. Monitoring the updates of the Integrated Governance
Konglomerasi Perusahaan. Guidelines for the Company’s conglomeration;
3. Melakukan monitoring tindak lanjut atas daftar temuan 3. Monitoring follow-up actions on findings related to integrated
Manajemen Risiko terintegrasi, Audit Intern terintegrasi, dan Risk Management, integrated Internal Audit, and integrated
kepatuhan terintegrasi. compliance;
4. Divisi yang membawahkan Subsidiaries Development 4. The division overseeing Subsidiaries Development will monitor
memonitoring portofolio dan perbaikan kinerja Anak portfolios and improve subsidiary performance by supervising
Perusahaan dengan melakukan pengawasan dan pembinaan and guiding subsidiaries in fulfilling Work Plans and Budgets
kinerja Anak Perusahaan dari sisi pemenuhan Rencana in strategic and commercial areas, as well as Key Performance
Kerja dan Anggaran di bidang strategis, komersial, dan Key Indicators (KPI), through management reviews;
Performance Indicator (KPI) melalui management review.
5. Penguatan unit kerja Manajemen Risiko terintegrasi dan SPI 5. Strengthening of integrated Risk Management and integrated
terintegrasi: Internal Audit (SPI) work units:
a. Melakukan standarisasi kompetensi personil pada a. Standardizing personnel competencies in the Risk
unit kerja Manajemen Risiko mengacu pada SK-3/DKU. Management unit in accordance with SK-3/DKU.
MBU/05/2023 Tentang Petunjuk Teknis Komposisi dan MBU/05/2023 concerning Technical Guidelines for the
Kualifikasi Organ Pengelola Risiko di Lingkungan Badan Composition and Qualification of Risk Management Organs
Usaha Milik Negara dan SPI setiap Anak Perusahaan. within State-Owned Enterprises and SPI in each subsidiary;
b. Memenuhi kualifikasi Organ Pengelola Risiko mengacu b. Ensuring the qualifications of Risk Management Organs
pada SK-3/DKU.MBU/05/2023 Tentang Petunjuk Teknis in accordance with SK-3/DKU.MBU/05/2023 concerning
Komposisi dan Kualifikasi Organ Pengelola Risiko Technical Guidelines for the Composition and Qualification
di Lingkungan Badan Usaha Milik Negara dan SPI di of Risk Management Organs within State-Owned
Perusahaan Induk dan Anak Perusahaan melalui program Enterprises and SPI in both the parent company and
pelatihan dan sertifikasi. subsidiaries through training and certification programs;
c. Melaksanakan Quality Assurance Review (SPI) dan c. Conducting Quality Assurance Reviews (SPI) and
melakukan monitoring tindak lanjut perbaikannya secara periodically monitoring follow-up improvement actions;
berkala.
6. Area fokus rencana kerja Komite Tata Kelola Terintegrasi: 6. Focus areas of the Integrated Governance Committee work
a. Melakukan pengawasan penerapan Tata Kelola Terintegrasi plan:
pada Anak Perusahaan agar selaras dengan kebijakan a. Supervising the implementation of Integrated Governance
Perusahaan Induk. in subsidiaries to ensure alignment with the parent
b. Mengevaluasi mekanisme pelaporan berkala dari company’s policies.
Perusahaan Induk dan Anak Perusahaan guna memastikan b. Evaluating periodic reporting mechanisms from the parent
kesesuaian implementasi Pedoman Tata Kelola company and subsidiaries to ensure compliance with the
Terintegrasi. Integrated Governance Guidelines.
c. Memberikan arahan terkait penyempurnaan Tata Kelola c. Providing recommendations for the enhancement of the
Terintegrasi Konglomerasi Perusahaan sesuai hasil Company’s Integrated Governance based on the results of
pengawasan dan evaluasi. supervision and evaluation.
PT Hutama Karya (Persero)
630 Laporan Tahunan 2025
Page 631
Tata Kelola Perusahaan
Corporate Governance
Penerapan Pedoman Tata Kelola Perusahaan
Terbuka
Implementation of The Guidelines for Open Corporate
Governance
Aspek; Prinsip; Rekomendasi
No Comply or Explain
Aspect; Principle; Recommendation
A. Aspek 1 : Hubungan Perusahaan Terbuka Dengan Pemegang Saham Dalam Menjamin Hak-Hak Pemegang Saham.
Aspect 1: Relationship Between the Public Company and Shareholders in Ensuring Shareholders’ Rights.
A.1. Prinsip 1 : Meningkatkan Nilai Penyelenggaraan Rapat Umum Pemegang Saham (RUPS).
Principle 1: Enhancing the Quality of the Organization of the General Meeting of Shareholders (GMS)
A.1.1. Rekomendasi 1 : Perusahaan Terbuka memiliki cara atau prosedur 1. RUPS dapat dilangsungkan jika dalam RUPS paling
teknis pengumpulan suara (voting) baik secara sedikit 51% bagian dari jumlah seluruh saham
terbuka maupun tertutup yang mengedepankan dengan hak suara hadir atau diwakili.
independensi, dan kepentingan pemegang 2. Pemegang Saham baik sendiri maupun diwakili
saham. berdasarkan surat kuasa, berhak menghadiri RUPS
Penjelasan : Setiap saham dengan hak suara yang dikeluarkan dan menggunakan hak suaranya sesuai dengan
mempunyai satu hak suara (one share one vote). jumlah saham yang dimilikinya.
Pemegang saham dapat menggunakan hak
suaranya pada saat pengambilan keputusan, Keterangan : Comply
terutama dalam pengambilan keputusan dengan
cara pengumpulan suara (voting). Namun
demikian, mekanisme pengambilan keputusan
dengan cara pengumpulan suara (voting) baik
secara terbuka maupun tertutup belum diatur
secara rinci.
Perusahaan Terbuka direkomendasikan
mempunyai prosedur pengambilan suara dalam
pengambilan keputusan atas suatu mata acara
RUPS. Adapun prosedur pengambilan suara
(voting) tersebut harus menjaga independensi
ataupun kebebasan pemegang saham.
Sebagai contoh, dalam pengumpulan suara
(voting) secara terbuka dilakukan dengan cara
mengangkat tangan sesuai dengan instruksi
pilihan yang ditawarkan oleh pimpinan RUPS.
Sedangkan, dalam pengumpulan suara (voting)
secara tertutup dilakukan pada keputusan
yang membutuhkan kerahasiaan ataupun atas
permintaan pemegang saham, dengan cara
menggunakan kartu suara ataupun dengan
penggunaan electronic voting.
Recommendation 1 : Public Companies are expected to have methods 1. The GMS may be convened if at least 51% of the
or technical procedures for vote collection total shares with voting rights are present or
(voting), whether conducted openly or by secret represented at the meeting.
ballot, which uphold independence and prioritize 2. Shareholders, either in person or represented by
the interests of shareholders. proxy, are entitled to attend the GMS and exercise
Explanation : Each issued share with voting rights carries their voting rights in accordance with the number
one vote (one share one vote). Shareholders of shares they own.
may exercise their voting rights in decision-
making processes, particularly through voting Remark: Comply
mechanisms. However, the procedures for
decision-making through voting, whether open
or closed, are not yet regulated in detail.
Public Companies are therefore recommended
to establish voting procedures for decision-
making on agenda items at the General Meeting
of Shareholders (GMS). Such voting procedures
must ensure the independence and freedom of
shareholders. For example, open voting may be
conducted by a show of hands in accordance
with the options presented by the chairperson
of the GMS. Meanwhile, closed voting may be
conducted for decisions requiring confidentiality
or upon request by shareholders, using ballot
papers or electronic voting systems.
PT Hutama Karya (Persero)
2025 Annual Report 631
Page 632
Aspek; Prinsip; Rekomendasi
No Comply or Explain
Aspect; Principle; Recommendation
A.1.2. Rekomendasi 2 : Seluruh anggota Direksi dan anggota Dewan Seluruh anggota Dewan Komisaris dan Direksi hadir
Komisaris Perusahaan Terbuka hadir dalam dalam RUPS Tahunan.
RUPS Tahunan.
Penjelasan : Kehadiran seluruh anggota Direksi dan anggota Keterangan : Comply
Dewan Komisaris Perusahaan Terbuka bertujuan
agar setiap anggota Direksi dan anggota Dewan
Komisaris dapat memperhatikan, menjelaskan,
dan menjawab secara langsung permasalahan
yang terjadi atau pertanyaan yang diajukan
oleh pemegang saham terkait mata acara dalam
RUPS.
Recommendation 2 : All members of the Board of Directors and the All members of the Board of Commissioners and the
Board of Commissioners of a Public Company Board of Directors were present at the Annual General
should attend the Annual General Meeting of Meeting of Shareholders (AGMS).
Shareholders (AGMS).
Explanation : The presence of all members of the Board of Remark: Comply
Directors and the Board of Commissioners aims
to ensure that each member can directly observe,
provide explanations, and respond to issues or
questions raised by shareholders in relation to
the agenda items of the GMS.
A.1.3. Rekomendasi 3 : Ringkasan risalah RUPS tersedia dalam Situs Perseroan telah membuat ringkasan risalah RUPST
Web Perusahaan Terbuka paling sedikit selama 1 dalam bahasa Indonesia dan bahasa Inggris.
(satu) tahun.
Penjelasan : Berdasarkan ketentuan dalam Pasal 34 ayat Ringkasan Risalah rapat dipublikasikan dalam
(2) Peraturan Otoritas Jasa Keuangan Nomor website perseroan.
32/POJK.04/2014 tentang Rencana dan
Penyelenggaraan Rapat Umum Pemegang Keterangan : Comply
Saham Perusahaan Terbuka, Perusahaan
Terbuka wajib membuat ringkasan risalah
RUPS dalam bahasa Indonesia dan bahasa
asing (minimal dalam bahasa Inggris), serta
diumumkan 2 (dua) hari kerja setelah RUPS
diselenggarakan kepada masyarakat, yang salah
satunya melalui Situs Web Perusahaan Terbuka.
Ketersediaan ringkasan risalah RUPS pada
Situs Web Perusahaan Terbuka memberikan
kesempatan bagi pemegang saham yang tidak
hadir untuk mendapatkan informasi penting
dalam penyelenggaraan RUPS secara mudah
dan cepat. Oleh karena itu, ketentuan tentang
jangka waktu minimal ketersediaan ringkasan
risalah RUPS di Situs Web dimaksudkan untuk
menyediakan kecukupan waktu bagi pemegang
saham untuk memperoleh informasi tersebut.
Recommendation 3 : The summary of the minutes of the General The Company has prepared a summary of the minutes
Meeting of Shareholders (GMS) should be made of the Annual General Meeting of Shareholders (AGMS)
available on the Public Company’s website for at in both Indonesian and English.
least 1 (one) year.
Explanation : Pursuant to Article 34 paragraph (2) of the The summary of the meeting minutes has been
Financial Services Authority Regulation No. published on the Company’s website.
32/POJK.04/2014 concerning the Planning
and Implementation of General Meetings of Remark: Comply
Shareholders of Public Companies, Public
Companies are required to prepare a summary
of the GMS minutes in Indonesian and a foreign
language (at least English), and to announce
it to the public within 2 (two) working days
after the GMS is held, one of which is through
the Company’s website. The availability of the
summary of the GMS minutes on the Company’s
website provides an opportunity for shareholders
who are unable to attend to easily and promptly
obtain important information regarding the
GMS. Therefore, the requirement regarding the
minimum period for the availability of the GMS
summary on the website is intended to ensure
sufficient time for shareholders to access such
information
PT Hutama Karya (Persero)
632 Laporan Tahunan 2025
Page 633
Tata Kelola Perusahaan
Corporate Governance
Aspek; Prinsip; Rekomendasi
No Comply or Explain
Aspect; Principle; Recommendation
A.2. Prinsip 2 : Meningkatkan Kualitas Komunikasi Perusahaan Terbuka dengan Pemegang Saham atau Investor.
Principle 2: Enhancing the Quality of Communication between Public Companies and Shareholders or Investors.
A.2.1. Rekomendasi 4 : Perusahaan Terbuka memiliki suatu kebijakan Perseroan memiliki prosedur pelaporan emiten
komunikasi dengan pemegang saham atau yang memastikan keterbukaan informasi kepada
investor. masyarakat dan investor, mencakup laporan
Penjelasan : Adanya komunikasi antara Perusahaan Terbuka keuangan, prospek bisnis, dan kinerja perusahaan.
dengan pemegang saham atau investor Melalui kebijakan komunikasi yang transparan dan
dimaksudkan agar para pemegang saham terstruktur, HK tidak hanya memenuhi kewajiban
atau investor mendapatkan pemahaman lebih pelaporan tetapi juga membangun hubungan
jelas atas informasi yang telah dipublikasikan yang akuntabel, berkelanjutan, dan mendukung
kepada masyarakat, seperti laporan berkala, pengambilan keputusan yang lebih baik bagi semua
keterbukaan informasi, kondisi atau prospek pemangku kepentingan.
bisnis dan kinerja, serta pelaksanaan tata kelola
Perusahaan Terbuka. Disamping itu, pemegang Keterangan : Comply
saham atau investor juga dapat menyampaikan
masukan dan opini kepada manajemen
Perusahaan Terbuka.
Kebijakan komunikasi dengan para pemegang
saham atau investor menunjukan komitmen
Perusahaan Terbuka dalam melaksanakan
komunikasi dengan para pemegang saham
atau investor. Dalam kebijakan tersebut dapat
mencakup strategi, program, dan waktu
pelaksanaan komunikasi, serta panduan yang
mendukung pemegang saham atau investor
untuk berpartisipasi dalam komunikasi tersebut.
Recommendation 4 : Public Companies should have a communication The Company has established issuer reporting
policy with shareholders or investors. procedures to ensure transparency of information
Explanation : Communication between a Public Company to the public and investors, covering financial
and its shareholders or investors is intended statements, business prospects, and the Company’s
to ensure that shareholders or investors performance. Through a transparent and structured
obtain a clearer understanding of information communication policy, HK not only fulfills its
disclosed to the public, such as periodic reports, reporting obligations but also fosters accountable and
disclosures, business conditions or prospects and sustainable relationships, supporting better decision-
performance, as well as the implementation of making for all stakeholders.
corporate governance. In addition, shareholders
or investors may also provide feedback and Remarks: Comply
opinions to the Company’s management.
A communication policy with shareholders
or investors reflects the Public Company’s
commitment to maintaining effective
communication. Such policy may include
communication strategies, programs, and
timelines, as well as guidelines that facilitate
shareholders or investors in participating in such
communications.
A.2.2. Rekomendasi 5 : Perusahaan Terbuka mengungkapkan kebijakan Perseroan mengungkapkan kebijakan komunikasi
komunikasi Perusahaan Terbuka dengan dengan pemegang saham dan investor melalui media
pemegang saham atau investor dalam Situs Web. informasi resmi Perseroan, termasuk situs Pejabat
Penjelasan : Pengungkapan kebijakan komunikasi Pengelola Informasi dan Dokumentasi (PPID), sebagai
merupakan bentuk transparansi atas komitmen sarana penyampaian informasi yang terbuka dan
Perusahaan Terbuka dalam memberikan akurat.
kesetaraan kepada semua pemegang saham
atau investor atas pelaksanaan komunikasi.
Pengungkapan informasi tersebut juga Keterangan : Comply
bertujuan untuk meningkatkan partisipasi dan
peran pemegang saham atau investor dalam
pelaksanaan program komunikasi Perusahaan
Terbuka.
Recommendation 5 : Public Companies should disclose their The Company discloses its communication policy
communication policy with shareholders or with shareholders and investors through the
investors on the Company’s website. Company’s official information channels, including
Explanation : The disclosure of the communication policy the Information and Documentation Management
represents a form of transparency regarding the Officer (PPID) website, as a means of delivering open
Public Company’s commitment to ensuring equal and accurate information.
treatment for all shareholders or investors in the
implementation of communication activities.
Such disclosure is also intended to enhance Remarks: Comply
the participation and role of shareholders or
investors in the Company’s communication
programs.
PT Hutama Karya (Persero)
2025 Annual Report 633
Page 634
Aspek; Prinsip; Rekomendasi
No Comply or Explain
Aspect; Principle; Recommendation
B. Aspek 2 : Fungsi dan Peran Dewan Komisaris
Aspect 2: Functions and Roles of the Board of Commissioners
B.1. Prinsip 3 : Memperkuat Keanggotaan dan Komposisi Dewan Komisaris.
Principle 3: Strengthening the Membership and Composition of the Board of Commissioners.
B.1.1. Rekomendasi 6 : Penentuan jumlah anggota Dewan Komisaris Jumlah anggota Dewan Komisaris Perseroan sampai
mempertimbangkan kondisi Perusahaan dengan tanggal 31 Desember 2025 adalah 6 (enam)
Terbuka. orang dengan memperhatikan keberagaman
Penjelasan : Jumlah anggota Dewan Komisaris dapat komposisi.
mempengaruhi efektivitas pelaksanaan tugas
dari Dewan Komisaris. Penentuan jumlah Keterangan : Comply
anggota Dewan Komisaris Perusahaan Terbuka
wajib mengacu kepada ketentuan peraturan
perundang-undangan yang berlaku, yang
paling kurang terdiri dari 2 orang berdasarkan
ketentuan Peraturan Otoritas Jasa Keuangan
Nomor 33/POJK.04/2014 tentang Direksi dan
Dewan Komisaris Emiten atau Perusahaan
Publik. Selain itu, perlu juga mempertimbangkan
kondisi Perusahaan Terbuka yang antara
lain yang meliputi karakteristik, kapasitas,
dan ukuran, serta pencapaian tujuan dan
pemenuhan kebutuhan bisnis yang berbeda
diantara Perusahaan Terbuka. Namun demikian,
jumlah anggota Dewan Komisaris yang terlalu
besar berpotensi dapat mengganggu efektivitas
pelaksanaan fungsi Dewan Komisaris.
Recommendation 6 : The determination of the number of members The number of members of the Company’s Board
of the Board of Commissioners should take into of Commissioners as of December 31, 2025 was 6
account the condition of the Public Company. (six) persons, taking into account diversity in its
Explanation : The number of members of the Board of composition.
Commissioners may affect the effectiveness of
the Board’s duties. The determination of the Remark: Comply
number of members must comply with applicable
laws and regulations, which require at least 2
members in accordance with Financial Services
Authority Regulation No. 33/POJK.04/2014
concerning the Board of Directors and Board of
Commissioners of Issuers or Public Companies. In
addition, it should also consider the condition of
the Public Company, including its characteristics,
capacity, and size, as well as the achievement
of its objectives and the fulfillment of business
needs, which may vary among Public Companies.
However, an excessively large number of Board of
Commissioners members may potentially reduce
the effectiveness of the Board’s functions.
B.1.2. Rekomendasi 7 : Penentuan komposisi anggota Dewan Komisaris Komposisi Dewan Komisaris saat ini telah memenuhi
memperhatikan keberagaman keahlian, unsur keberagaman yaitu perpaduan dari sisi
pengetahuan, dan pengalaman yang dibutuhkan. independensi, keahlian/pendidikan, pengalaman
Penjelasan : Komposisi Dewan Komisaris merupakan kerja, usia dengan mempertimbangkan kebutuhan
kombinasi karakteristik baik dari segi organ dan kompleksitas Perseroan.
Dewan Komisaris maupun anggota Dewan
Komisaris secara individu, sesuai dengan
kebutuhan Perusahaan Terbuka. Karakteristik Keterangan: Comply
tersebut dapat tercermin dalam penentuan
keahlian, pengetahuan, dan pengalaman
yang dibutuhkan dalam pelaksanaan tugas
pengawasan dan pemberian nasihat oleh Dewan
Komisaris Perusahaan Terbuka. Komposisi yang
telah memperhatikan kebutuhan Perusahaan
Terbuka merupakan suatu hal yang positif,
khususnya terkait pengambilan keputusan
dalam rangka pelaksanaan fungsi pengawasan
yang dilakukan dengan mempertimbangkan
berbagai aspek yang lebih luas.
PT Hutama Karya (Persero)
634 Laporan Tahunan 2025
Page 635
Tata Kelola Perusahaan
Corporate Governance
Aspek; Prinsip; Rekomendasi
No Comply or Explain
Aspect; Principle; Recommendation
Recommendation 7 : The determination of the composition of the The current composition of the Board of
Board of Commissioners should take into Commissioners has fulfilled diversity aspects,
account the diversity of expertise, knowledge, representing a combination of independence,
and experience required. expertise/education, work experience, and age,
Penjelasan : The composition of the Board of Commissioners while taking into account the Company’s needs and
represents a combination of characteristics, complexity.
both in terms of the Board as an organ and
its individual members, in accordance with
the needs of the Public Company. These Remark: Comply
characteristics are reflected in the determination
of the expertise, knowledge, and experience
required to effectively perform supervisory and
advisory functions. A composition that reflects
the needs of the Public Company is considered
positive, particularly in supporting decision-
making processes, as it enables the Board of
Commissioners to carry out its supervisory
function by considering broader perspectives.
B.2. Prinsip 4 : Meningkatkan Kualitas Pelaksanaan Tugas dan Tanggung Jawab Dewan Komisaris.
Principle 4: Enhancing the Quality of the Implementation of Duties and Responsibilities of the Board of Commissioners.
B.2.1. Rekomendasi 8 : Dewan Komisaris mempunyai kebijakan Dewan Komisaris telah memiliki kebijakan penilaian
penilaian sendiri (self assessment) untuk menilai sendiri (self assessment) terhadap KPI Dewan
kinerja Dewan Komisaris. Komisaris dan menunjukan bahwa Dewan Komisaris
Penjelasan : Kebijakan penilaian sendiri (self assessment) telah melakukan tugas pengawasannya melalui
Dewan Komisaris merupakan suatu pedoman program-program kerja yang telah dituangkan dalam
yang digunakan sebagai bentuk akuntabilitas rencana kerja Dewan Komisaris sesuai dengan target
atas penilaian kinerja Dewan Komisaris secara yang ditetapkan.
kolegial. Self assessment atau penilaian sendiri
dimaksud dilakukan oleh masing-masing Keterangan : Comply
anggota untuk menilai pelaksanaan kinerja
Dewan Komisaris secara kolegial, dan bukan
menilai kinerja individual masing-masing
anggota Dewan Komisaris. Dengan adanya self
assessment ini diharapkan masing-masing
anggota Dewan Komisaris dapat berkontribusi
untuk memperbaiki kinerja Dewan Komisaris
secara berkesinambungan. Dalam kebijakan
tersebut dapat mencakup kegiatan penilaian
yang dilakukan beserta maksud dan tujuannya,
waktu pelaksanaannya secara berkala, dan tolok
ukur atau kriteria penilaian yang digunakan
sesuai dengan dengan rekomendasi yang
diberikan oleh fungsi nominasi dan remunerasi
Perusahaan Terbuka, dimana adanya fungsi
tersebut telah diwajibkan dalam Peraturan
Otoritas Jasa Keuangan Nomor 34/POJK.04/2014
tentang Komite Nominasi dan Remunerasi
Emiten atau Perusahaan Publik.
Recommendation 8 : The Board of Commissioners have a self- The Board of Commissioners has established a
assessment policy to evaluate its performance. self-assessment policy on the KPI of the Board of
Explanation : The self-assessment policy of the Board of Commissioners and has demonstrated that it has
Commissioners serves as a guideline to ensure carried out its supervisory duties through work
accountability in evaluating the Board’s programs as outlined in the Board of Commissioners’
performance on a collegial basis. The self- work plan in accordance with the established targets.
assessment is conducted by each member to
assess the collective performance of the Board Remark: Comply
of Commissioners, rather than evaluating
the individual performance of each member.
Through this self-assessment, each member
is expected to contribute to the continuous
improvement of the Board’s overall performance.
Such policy may include the assessment
activities conducted along with their objectives,
the periodic implementation schedule, and the
benchmarks or criteria used, in accordance with
recommendations provided by the nomination
and remuneration function of the Public
Company, as required under Financial Services
Authority Regulation No. 34/POJK.04/2014
concerning the Nomination and Remuneration
Committee of Issuers or Public Companies.
PT Hutama Karya (Persero)
2025 Annual Report 635
Page 636
Aspek; Prinsip; Rekomendasi
No Comply or Explain
Aspect; Principle; Recommendation
B.2.2. Rekomendasi 9 : Kebijakan penilaian sendiri (self assessment) Kebijakan penilaian sendiri (self assessment) untuk
untuk menilai kinerja Dewan Komisaris, menilai kinerja Dewan Komisaris, diungkapkan
diungkapkan melalui Laporan Tahunan melalui Laporan Tahunan.
Perusahaan Terbuka.
Penjelasan : Pengungkapan kebijakan self assessment atas Keterangan : Comply
kinerja Dewan Komisaris dilakukan tidak hanya
untuk memenuhi aspek transparansi sebagai
bentuk pertanggungjawaban atas pelaksanaan
tugasnya, namun juga untuk memberikan
keyakinan khususnya kepada para pemegang
saham atau investor atas upaya-upaya yang perlu
dilakukan dalam meningkatkan kinerja Dewan
Komisaris. Dengan adanya pengungkapan
tersebut pemegang saham atau investor
mengetahui mekanisme check and balance
terhadap kinerja Dewan Komisaris.
Recommendation 9 : The self-assessment policy for evaluating the The self-assessment policy for evaluating the
performance of the Board of Commissioners performance of the Board of Commissioners is
should be disclosed in the Public Company’s disclosed in the Annual Report.
Annual Report.
Explanation : The disclosure of the self-assessment policy on Remark: Comply
the performance of the Board of Commissioners
is intended not only to fulfill transparency aspects
as a form of accountability for the execution of its
duties, but also to provide assurance, particularly
to shareholders or investors, regarding the efforts
undertaken to improve the Board’s performance.
Such disclosure enables shareholders or
investors to understand the check and balance
mechanisms applied to the performance of the
Board of Commissioners.
B.2.3. Rekomendasi 10 : Dewan Komisaris mempunyai kebijakan terkait Kebijakan pengunduran diri Dewan Komisaris
pengunduran diri anggota Dewan Komisaris tertuang dalam BOC Charter yang menyatakan bahwa
apabila terlibat dalam kejahatan keuangan. Dewan Komisaris yang terlibat dalam kejahatan
Penjelasan : Kebijakan pengunduran diri anggota Dewan keuangan dapat melakukan pengunduran diri demi
Komisaris yang terlibat dalam kejahatan membantu kelancaran proses hukum dan agar
keuangan merupakan kebijakan yang dapat proses hukum tersebut tidak mengganggu jalannya
meningkatkan kepercayaan para pemangku kegiatan usaha. Selanjutnya yang dimaksud dengan
kepentingan terhadap Perusahaan Terbuka, terlibat dalam kejahatan keuangan merupakan
sehingga integritas perusahaan akan tetap adanya status terpidana terhadap anggota Dewan
terjaga. Kebijakan ini diperlukan untuk Komisaris dari pihak yang berwenang. Kejahatan
membantu kelancaran proses hukum dan agar keuangan dimaksud seperti manipulasi dan berbagai
proses hukum tersebut tidak mengganggu bentuk penggelapan dalam kegiatan jasa keuangan
jalannya kegiatan usaha. Selain itu, dari sisi serta Tindakan Pidana Pencucian uang sebagaimana
moralitas, kebijakan ini membangun budaya dimaksud dalam Undang-Undang Nomor 8 Tahun
beretika di lingkungan Perusahaan Terbuka. 2010 tentang Pencegahan dan Pemberantasan Tindak
Kebijakan tersebut dapat tercakup dalam Pidana Pencucian Uang.
Pedoman ataupun Kode Etik yang berlaku bagi
Dewan Komisaris. Keterangan : Comply
Selanjutnya, yang dimaksud dengan terlibat
dalam kejahatan keuangan merupakan adanya
status terpidana terhadap anggota Dewan
Komisaris dari pihak yang berwenang. Kejahatan
keuangan dimaksud seperti manipulasi
dan berbagai bentuk penggelapan dalam
kegiatan jasa keuangan serta Tindakan Pidana
Pencucian Uang sebagaimana dimaksud dalam
Undang-Undang Nomor 8 Tahun 2010 tentang
Pencegahan dan Pemberantasan Tindak Pidana
Pencucian Uang.
PT Hutama Karya (Persero)
636 Laporan Tahunan 2025
Page 637
Tata Kelola Perusahaan
Corporate Governance
Aspek; Prinsip; Rekomendasi
No Comply or Explain
Aspect; Principle; Recommendation
Recommendation 10 : The Board of Commissioners have a policy The resignation policy of the Board of Commissioners
regarding the resignation of its members if they is stipulated in the BOC Charter, which states that
are involved in financial crimes. members of the Board of Commissioners involved
Explanation : A resignation policy for members of the Board in financial crimes may resign in order to facilitate
of Commissioners involved in financial crimes the legal process and ensure that such proceedings
can enhance stakeholders’ trust in the Public do not disrupt business operations. Furthermore,
Company, thereby maintaining the integrity “involvement in financial crimes” refers to a status
of the Company. This policy is necessary to as a convicted individual as determined by the
support the legal process and to ensure that such competent authority. Financial crimes include
proceedings do not disrupt business operations. acts such as manipulation and various forms of
Furthermore, from an ethical perspective, this embezzlement in financial services activities, as well
policy promotes an ethical culture within the as money laundering as referred to in Law No. 8 of
Public Company. The policy may be incorporated 2010 concerning the Prevention and Eradication of
into the applicable guidelines or code of conduct Money Laundering.
for the Board of Commissioners.
Remark: Comply
Furthermore, “involvement in financial crimes”
refers to a status as a convicted individual as
determined by the competent authority. Financial
crimes include acts such as manipulation and
various forms of embezzlement in financial
services activities, as well as money laundering
as referred to in Law No. 8 of 2010 concerning
the Prevention and Eradication of Money
Laundering.
B.2.4. Rekomendasi 11 : Dewan Komisaris atau Komite yang menjalankan Salah satu organ Dewan Komisaris adalah Komite
fungsi Nominasi dan Remunerasi menyusun Nominasi dan Remunerasi yang menjalankan fungsi
kebijakan suksesi dalam proses Nominasi nominasi, di antaranya membantu Dewan Komisaris
anggota Direksi. dalam melakukan penilaian kinerja anggota Direksi
Penjelasan : Berdasarkan ketentuan Peraturan Otoritas dan/atau anggota Dewan Komisaris berdasarkan
Jasa Keuangan Nomor 34/POJK.04/2014 tolak ukur yang telah disusun sebagai bahan evaluasi,
tentang Komite Nominasi dan Remunerasi dengan berpedoman pada peraturan BUMN No. PER-
Emiten atau Perusahaan Publik, komite yang 3/MBU/03/2023 tahun 2023.
menjalankan fungsi nominasi mempunyai
tugas untuk menyusun kebijakan dan kriteria Keterangan: Comply
yang dibutuhkan dalam proses Nominasi calon
anggota Direksi. Salah satu kebijakan yang dapat
mendukung proses Nominasi sebagaimana
dimaksud adalah kebijakan suksesi anggota
Direksi. Kebijakan mengenai suksesi bertujuan
untuk menjaga kesinambungan proses
regenerasi atau kaderisasi kepemimpinan di
perusahaan dalam rangka mempertahankan
keberlanjutan bisnis dan tujuan jangka panjang
perusahaan.
Recommendation 11 : The Board of Commissioners or the Committee One of the organs under the Board of Commissioners
performing the Nomination and Remuneration is the Nomination and Remuneration Committee,
function should establish a succession policy in which performs the nomination function, including
the nomination process of members of the Board assisting the Board of Commissioners in evaluating
of Directors. the performance of members of the Board of
Explanation : Pursuant to Financial Services Authority Directors and/or the Board of Commissioners based
Regulation No. 34/POJK.04/2014 concerning on established criteria, in accordance with SOE
the Nomination and Remuneration Committee Regulation No. PER-3/MBU/03/2023.
of Issuers or Public Companies, the committee
performing the nomination function is Remark: Comply
responsible for formulating policies and
criteria required in the nomination process for
candidates of the Board of Directors. One of
the policies that can support the nomination
process is a succession policy for members of
the Board of Directors. Such a policy aims to
ensure the continuity of leadership regeneration
or succession within the Company, in order to
sustain business continuity and achieve the
Company’s long-term objectives.
PT Hutama Karya (Persero)
2025 Annual Report 637
Page 638
Aspek; Prinsip; Rekomendasi
No Comply or Explain
Aspect; Principle; Recommendation
C. Aspek 3 : Fungsi dan Peran Direksi
Aspect 3: Functions and Roles of the Board of Directors
C.1. Prinsip 5 : Memperkuat Keanggotaan dan Komposisi Direksi.
Principle 5: Strengthening the Membership and Composition of the Board of Directors.
C.1.1. Rekomendasi 12 : Penentuan jumlah anggota Direksi Jumlah anggota Direksi sampai dengan 31 Desember
mempertimbangkan kondisi Perusahaan 2025 adalah 6 (enam) orang.
Terbuka serta efektifitas dalam pengambilan
keputusan. Keterangan: Comply
Penjelasan : Sebagai organ perusahaan yang berwenang
dalam pengurusan perusahaan, penentuan
jumlah Direksi sangat mempengaruhi jalannya
kinerja Perusahaan Terbuka. Dengan demikian,
penentuan jumlah anggota Direksi harus
dilakukan melalui pertimbangan yang matang
dan wajib mengacu pada ketentuan Peraturan
Perundang-undangan yang berlaku, dimana
berdasarkan Peraturan Otoritas Jasa Keuangan
Nomor 33/POJK.04/2014 tentang Direksi dan
Dewan Komisaris Emiten atau Perusahaan
Publik paling sedikit terdiri dari 2 (dua) orang.
Disamping itu, dalam penentuan jumlah Direksi
harus didasarkan pada kebutuhan untuk
mencapai maksud dan tujuan Perusahaan
Terbuka dan disesuaikan dengan kondisi
Perusahaan Terbuka yang meliputi karakteristik,
kapasitas, dan ukuran Perusahaan Terbuka serta
bagaimana tercapainya efektivitas pengambilan
keputusan Direksi.
Recommendation 12 : The determination of the number of members of The number of members of the Board of Directors as
the Board of Directors should take into account of December 31, 2025 was 6 (six) persons.
the condition of the Public Company as well as
the effectiveness of decision-making. Remarks: Comply
Explanation : As the corporate organ responsible for managing
the Company, the number of members of the
Board of Directors significantly affects the
performance of a Public Company. Therefore, the
determination of the number of Directors must
be made through careful consideration and must
comply with applicable laws and regulations,
which require at least 2 (two) members in
accordance with Financial Services Authority
Regulation No. 33/POJK.04/2014 concerning the
Board of Directors and Board of Commissioners
of Issuers or Public Companies. In addition, the
determination should be based on the need to
achieve the objectives of the Public Company
and be aligned with the Company’s condition,
including its characteristics, capacity, and size,
as well as ensuring the effectiveness of decision-
making by the Board of Directors.
C.1.2. Rekomendasi 13 : Penentuan komposisi anggota Direksi Komposisi Direksi Perseroan saat ini telah
memperhatikan, keberagaman keahlian, memenuhi unsur keberagaman yaitu perpaduan
pengetahuan, dan pengalaman yang dibutuhkan. dari sisi independensi, keahlian/pendidikan,
Penjelasan : Seperti halnya Dewan Komisaris, keberagaman pengalaman kerja, usia dan jenis kelamin dengan
komposisi anggota Direksi merupakan kombinasi memperimbangkan kebutuhan dan kompleksitas
karakteristik yang diinginkan baik dari segi organ Perseroan.
Direksi maupun anggota Direksi secara individu,
sesuai dengan kebutuhan Perusahaan Terbuka. Keterangan: Comply
Kombinasi tersebut ditentukan dengan cara
memperhatikan keahlian, pengetahuan dan
pengalaman yang sesuai pada pembagian tugas
dan fungsi jabatan Direksi dalam mencapai
tujuan Perusahaan Terbuka. Dengan demikian,
pertimbangan kombinasi karakteristik dimaksud
akan berdampak dalam ketepatan proses
pencalonan dan penunjukan individual anggota
Direksi ataupun Direksi secara kolegial.
PT Hutama Karya (Persero)
638 Laporan Tahunan 2025
Page 639
Tata Kelola Perusahaan
Corporate Governance
Aspek; Prinsip; Rekomendasi
No Comply or Explain
Aspect; Principle; Recommendation
Recommendation 13 : The determination of the composition of the The current composition of the Company’s Board of
Board of Directors should take into account the Directors has fulfilled diversity aspects, representing
diversity of expertise, knowledge, and experience a combination of independence, expertise/education,
required. work experience, age, and gender, while taking into
Explanation : Similar to the Board of Commissioners, the account the Company’s needs and complexity.
diversity in the composition of the Board of
Directors represents a combination of desired Remark: Comply
characteristics, both in terms of the Board as an
organ and its individual members, in accordance
with the needs of the Public Company. Such
a combination is determined by considering
the appropriate expertise, knowledge, and
experience in relation to the allocation of duties
and functions of the Directors in achieving the
Company’s objectives. Accordingly, consideration
of such a combination of characteristics will
contribute to the accuracy of the nomination and
appointment process for individual members
of the Board of Directors as well as the Board
collectively.
C.1.3. Rekomendasi 14 : Anggota Direksi yang membawahi bidang Direktur Keuangan yaitu Eka Setya Adrianto memiliki
akuntansi atau keuangan memiliki keahlian dan/ latar belakang pendidikan akuntansi serta sepanjang
atau pengetahuan di bidang akuntansi. tahun 2025 melakukan peningkatan kompetensi di
Penjelasan : Laporan Keuangan merupakan laporan bidang tersebut.
pertanggungjawaban manajemen atas
pengelolaan sumber daya yang dimiliki oleh Keterangan : Comply
Perusahaan Terbuka, yang wajib disusun dan
disajikan sesuai dengan Standar Akuntansi
Keuangan yang berlaku umum di Indonesia
dan juga peraturan OJK terkait, antara lain
peraturan perundang-undangan di sektor Pasar
Modal yang mengatur mengenai penyajian dan
pengungkapan Laporan Keuangan Perusahaan
Terbuka. Berdasarkan peraturan perundang-
undangan di sektor Pasar Modal yang mengatur
mengenai tanggung jawab Direksi atas Laporan
Keuangan, Direksi secara tanggung renteng
bertanggung jawab atas Laporan Keuangan, yang
ditandatangani Direktur Utama dan anggota
Direksi yang membawahi bidang akuntansi atau
keuangan.
Dengan demikian, pengungkapan dan
penyusunan informasi keuangan yang disajikan
dalam laporan keuangan akan sangat tergantung
pada keahlian, dan/atau pengetahuan Direksi,
khususnya anggota Direksi yang membawahi
bidang akuntansi atau keuangan. Adanya
kualifikasi keahlian dan/atau pengetahuan
di bidang akuntansi yang setidaknya dimiliki
anggota Direksi dimaksud dapat memberikan
keyakinan atas penyusunan Laporan Keuangan,
sehingga Laporan Keuangan tersebut dapat
diandalkan oleh para pemangku kepentingan
(stakeholders) sebagai dasar pengambilan
keputusan ekonomi terkait Perusahaan Terbuka
dimaksud. Keahlian dan/atau pengetahuan
tersebut dapat dibuktikan dengan latar belakang
pendidikan, sertifikasi pelatihan, dan/atau
pengalaman kerja terkait.
PT Hutama Karya (Persero)
2025 Annual Report 639
Page 640
Aspek; Prinsip; Rekomendasi
No Comply or Explain
Aspect; Principle; Recommendation
Recommendation 14 : Members of the Board of Directors overseeing The Finance Director, Eka Setya Adrianto, has
accounting or finance should possess expertise an educational background in accounting and,
and/or knowledge in the field of accounting. throughout 2025, has undertaken competency
Explanation : Financial Statements represent management’s development in this field.
accountability for the management of the Public
Company’s resources and must be prepared and Remark: Comply
presented in accordance with generally accepted
Financial Accounting Standards in Indonesia,
as well as relevant OJK regulations, including
those governing the presentation and disclosure
of financial statements in the capital market
sector. Pursuant to applicable capital market
regulations regarding the responsibilities of the
Board of Directors over Financial Statements, the
Board of Directors is collectively responsible for
the Financial Statements, which are signed by the
President Director and the Director overseeing
accounting or finance
.
Accordingly, the preparation and disclosure
of financial information presented in the
Financial Statements are highly dependent on
the expertise and/or knowledge of the Board of
Directors, particularly the member overseeing
accounting or finance. The presence of such
qualifications provides assurance regarding
the reliability of the Financial Statements,
enabling stakeholders to use them as a basis for
economic decision-making related to the Public
Company. Such expertise and/or knowledge
may be evidenced by educational background,
professional certifications, and/or relevant work
experience.
C.2. Prinsip 6 : Meningkatkan Kualitas Pelaksanaan Tugas dan Tanggung Jawab Direksi.
Principle 6: Enhancing the Quality of the Implementation of Duties and Responsibilities of the Board of Directors.
C.2.1. Rekomendasi 15 : Direksi mempunyai kebijakan penilaian sendiri Pengukuran kinerja Direksi terdiri dari beberapa KPI
(self assessment) untuk menilai kinerja Direksi. yang diukur secara kolegial pada seluruh Direktur dan
Penjelasan : Seperti halnya pada Dewan Komisaris, kebijakan bersifat kuantitatif maupun kualitatif.
penilaian sendiri (self assessment) Direksi
merupakan suatu pedoman yang digunakan Komite Remunerasi dan Nominasi telah melakukan
sebagai bentuk akuntabilitas atas penilaian evaluasi serta menyusun dan memberikan
kinerja Direksi secara kolegial. Self assessment rekomendasi kepada Dewan Komisaris mengenai
atau penilaian sendiri dimaksud dilakukan oleh sistem/kebijakan nominasi dan remunerasi bagi
masing-masing anggota Direksi untuk menilai Komisaris, Direksi, pejabat eksekutif dan pegawai
pelaksanaan kinerja Direksi secara kolegial, dan secara menyeluruh.
bukan menilai kinerja individual masing-masing
anggota Direksi. Dengan adanya self assessment Keterangan: Comply
ini diharapkan masing-masing anggota Direksi
dapat berkontribusi untuk memperbaiki kinerja
Direksi secara berkesinambungan.
Dalam kebijakan tersebut dapat mencakup
kegiatan penilaian yang dilakukan beserta
maksud dan tujuannya, waktu pelaksanaannya
secara berkala, dan tolak ukur atau kriteria
penilaian yang digunakan sesuai dengan
dengan rekomendasi yang diberikan oleh
fungsi nominasi dan remunerasi Perusahaan
Terbuka, dimana pembentukan fungsi tersebut
telah diwajibkan dalam Peraturan Otoritas Jasa
Keuangan Nomor 34/POJK.04/2014 tentang
Komite Nominasi dan Remunerasi Emiten atau
Perusahaan Publik.
PT Hutama Karya (Persero)
640 Laporan Tahunan 2025
Page 641
Tata Kelola Perusahaan
Corporate Governance
Aspek; Prinsip; Rekomendasi
No Comply or Explain
Aspect; Principle; Recommendation
Recommendation 15 : The Board of Directors should have a self- The performance measurement of the Board of
assessment policy to evaluate its performance. Directors consists of several KPIs that are assessed
Explanation : Similar to the Board of Commissioners, the on a collegial basis across all Directors, covering both
self-assessment policy of the Board of Directors quantitative and qualitative aspects.
serves as a guideline to ensure accountability in
evaluating the Board’s performance on a collegial The Nomination and Remuneration Committee
basis. The self-assessment is conducted by each has conducted evaluations and prepared as well
member to assess the collective performance of as provided recommendations to the Board of
the Board of Directors, rather than evaluating Commissioners regarding the nomination and
the individual performance of each member. remuneration system/policies for Commissioners,
Through this self-assessment, each member Directors, executive officers, and employees
is expected to contribute to the continuous comprehensively.
improvement of the Board’s overall performance.
Remark: Comply
Such policy may include the assessment
activities conducted along with their objectives,
the periodic implementation schedule, and the
benchmarks or criteria used, in accordance with
recommendations provided by the nomination
and remuneration function of the Public
Company, as required under Financial Services
Authority Regulation No. 34/POJK.04/2014
concerning the Nomination and Remuneration
Committee of Issuers or Public Companies.
C.2.2. Rekomendasi 16 : Kebijakan penilaian sendiri (self assessment) Kebijakan self assessment atas kinerja Direksi
untuk menilai kinerja Direksi diungkapkan diungkapkan dalam Laporan Tahunan.
melalui laporan tahunan Perusahaan Terbuka.
Penjelasan : Pengungkapan kebijakan self assessment Keterangan: Comply
atas kinerja Direksi dilakukan tidak hanya
untuk memenuhi aspek transparansi sebagai
bentuk pertanggungjawaban atas pelaksanaan
tugasnya, namun juga untuk memberikan
informasi penting atas upaya-upaya perbaikan
dalam pengelolaan Perusahaan Terbuka.
Informasi tersebut sangat bermanfaat untuk
memberikan keyakinan kepada pemegang
saham atau investor bahwa terdapat kepastian
pengelolaan perusahaan terus dilakukan ke arah
yang lebih baik. Dengan adanya pengungkapan
tersebut pemegang saham atau investor
mengetahui mekanisme check and balance
terhadap kinerja Direksi.
Recommendation 16 : The self-assessment policy for evaluating the The self-assessment policy for evaluating the
performance of the Board of Directors should performance of the Board of Directors is disclosed in
be disclosed in the Public Company’s Annual the Annual Report.
Report.
Explanation : The disclosure of the self-assessment policy Remark: Comply
on the performance of the Board of Directors
is intended not only to fulfill transparency
requirements as a form of accountability for
the execution of its duties, but also to provide
important information regarding improvement
efforts in managing the Public Company.
Such information is beneficial in providing
assurance to shareholders or investors that the
Company’s management is continuously being
improved. Through this disclosure, shareholders
or investors are also able to understand the
check and balance mechanisms applied to the
performance of the Board of Directors.
PT Hutama Karya (Persero)
2025 Annual Report 641
Page 642
Aspek; Prinsip; Rekomendasi
No Comply or Explain
Aspect; Principle; Recommendation
C.2.3. Rekomendasi 17 : Direksi mempunyai kebijakan terkait Hutama Karya telah memiliki kebijakan terkait
pengunduran diri anggota Direksi apabila terlibat pengunduran dan pemberhentian Direksi apabila
dalam kejahatan keuangan. yang bersangkutan terlibat dalam tindakan yang
Penjelasan : Kebijakan pengunduran diri anggota Direksi merugikan perseroan dan/atau negara, sesuai yang
yang terlibat dalam kejahatan keuangan tertera pada Board of Directors Charter. Kebijakan
merupakan kebijakan yang dapat meningkatkan terkait pengunduran dan pemberhentian Direksi
kepercayaan para pemangku kepentingan diatur dalam Anggaran Dasar Perseroan.
terhadap Perusahaan Terbuka, sehingga
integritas perusahaan akan tetap terjaga. Keterangan : Comply
Kebijakan ini diperlukan untuk membantu
kelancaran proses hukum dan agar proses hukum
tersebut tidak mengganggu jalannya kegiatan
usaha. Selain itu, dari sisi moralitas, kebijakan ini
akan membangun budaya beretika di lingkungan
Perusahaan Terbuka. Kebijakan tersebut dapat
tercakup dalam Pedoman ataupun Kode Etik
yang berlaku bagi Direksi.
Selanjutnya, yang dimaksud dengan terlibat
dalam kejahatan keuangan merupakan adanya
status terpidana terhadap anggota Direksi dari
pihak yang berwenang. Kejahatan keuangan
dimaksud seperti manipulasi dan berbagai
bentuk penggelapan dalam kegiatan jasa
keuangan serta Tindakan Pidana Pencucian Uang
sebagaimana dimaksud dalam Undang Undang
Nomor 8 Tahun 2010 tentang Pencegahan dan
Pemberantasan Tindak Pidana Pencucian Uang.
Recommendation 17 : The Board of Directors should have a policy Hutama Karya has established policies regarding the
regarding the resignation of its members if they resignation and dismissal of members of the Board
are involved in financial crimes. of Directors in the event that they are involved in
Explanation : A resignation policy for members of the Board actions detrimental to the Company and/or the state,
of Directors involved in financial crimes can as stipulated in the Board of Directors Charter. Policies
enhance stakeholders’ trust in the Public related to the resignation and dismissal of the Board
Company, thereby maintaining the integrity of Directors are also governed in the Company’s
of the Company. This policy is necessary to Articles of Association.
support the legal process and to ensure that such
proceedings do not disrupt business operations. Remark: Comply
In addition, from an ethical perspective, this
policy fosters an ethical culture within the Public
Company. Such policy may be incorporated into
the applicable guidelines or code of conduct for
the Board of Directors.
Furthermore, “involvement in financial crimes”
refers to a status as a convicted individual as
determined by the competent authority. Financial
crimes include acts such as manipulation and
various forms of embezzlement in financial
services activities, as well as money laundering
as referred to in Law No. 8 of 2010 concerning
the Prevention and Eradication of Money
Laundering.
D. Aspek 4 : Partisipasi Pemangku Kepentingan
Aspect 4: Stakeholder Participation
D.1. Prinsip 7 : Meningkatkan Aspek Tata Kelola Perusahaan melalui Partisipasi Pemangku Kepentingan.
Principle 7: Enhancing Corporate Governance through Stakeholder Participation.
D.1.1. Rekomendasi 18 : Perusahaan Terbuka memiliki kebijakan untuk Hingga berakhirnya tahun buku 2025, PT Hutama
mencegah terjadinya insider trading. Karya (Persero) belum memperdagangkan sahamnya
Penjelasan : Seseorang yang mempunyai informasi orang di bursa saham mana pun. Dengan demikian, segala
dalam dilarang melakukan suatu transaksi informasi terkait dengan perdagangan orang dalam
Efek dengan menggunakan informasi orang (insider trading) tidak dapat diuraikan.
dalam sebagaimana dimaksud dalam Undang-
Undang mengenai Pasar Modal. Perusahaan Keterangan : Comply
Terbuka dapat meminimalisir terjadinya insider
trading tersebut melalui kebijakan pencegahan,
misalnya dengan memisahkan secara tegas data
dan/atau informasi yang bersifat rahasia dengan
yang bersifat publik, serta membagi tugas dan
tanggung jawab atas pengelolaan informasi
dimaksud secara proporsional dan efisien.
PT Hutama Karya (Persero)
642 Laporan Tahunan 2025
Page 643
Tata Kelola Perusahaan
Corporate Governance
Aspek; Prinsip; Rekomendasi
No Comply or Explain
Aspect; Principle; Recommendation
Recommendation 18 : Public Companies should have a policy to As of the end of the 2025 financial year, PT Hutama
prevent insider trading. Karya (Persero) has not listed its shares on any stock
Explanation : Any person in possession of insider information exchange. Accordingly, information related to insider
is prohibited from conducting securities trading cannot be disclosed.
transactions using such information, as
stipulated in the Capital Market Law. Public Remarks: Comply
Companies can minimize the occurrence of
insider trading through preventive policies,
such as clearly segregating confidential data
and/or information from public information,
as well as assigning duties and responsibilities
for the management of such information in a
proportional and efficient manner.
D.1.2. Rekomendasi 19 : Perusahaan Terbuka memiliki kebijakan anti Perseroan telah memiliki kebijakan anti fraud yang
korupsi dan anti fraud. diatur dalam Peraturan Direksi Nomor PER-4/HK/
Penjelasan : Kebijakan anti korupsi bermanfaat untuk IV/2025 tanggal 30 April 2025.
memastikan agar kegiatan usaha Perusahaan
Terbuka dilakukan secara legal, prudent, dan Keterangan: Comply
sesuai dengan prinsip-prinsip tata kelola yang
baik. Kebijakan tersebut dapat merupakan
bagian dalam kode etik, ataupun dalam bentuk
tersendiri. Dalam kebijakan tersebut dapat
meliputi antara lain mengenai program dan
prosedur yang dilakukan dalam mengatasi
praktik korupsi, balas jasa (kickbacks), fraud,
suap dan/atau gratifikasi dalam Perusahaan
Terbuka. Lingkup dari kebijakan tersebut harus
menggambarkan pencegahan Perusahaan
Terbuka terhadap segala praktik korupsi baik
memberi atau menerima dari pihak lain.
Recommendation 19 : Public Companies should have anti-corruption The Company has established an anti-fraud policy as
and anti-fraud policies. stipulated in the Board of Directors Regulation No.
Explanation : An anti-corruption policy is essential to ensure PER-4/HK/IV/2025 dated April 30, 2025.
that the business activities of a Public Company
are conducted in a lawful, prudent manner and Remarks: Comply
in accordance with good corporate governance
principles. Such policy may be incorporated
within a code of conduct or established as a
separate policy. The policy may include, among
others, programs and procedures to address
corrupt practices, kickbacks, fraud, bribery, and/
or gratuities within the Public Company. The
scope of the policy should reflect the Company’s
commitment to preventing all forms of
corruption, whether giving or receiving, involving
any party.
D.1.3. Rekomendasi 20 : Perusahaan Terbuka memiliki kebijakan tentang Perseroan telah memiliki Prosedur Pengadaan
seleksi dan peningkatan kemampuan pemasok Barang dan Jasa Nomor CBP/SCM/P/001 Rev.3
atau vendor. tanggal 20 Oktober 2025. Prosedur tersebut mengatur
Penjelasan : Kebijakan tentang seleksi pemasok atau vendor pelaksanaan pengadaan dan alur prosesnya.
bermanfaat untuk memastikan agar Perusahaan Pelaksanaan Prosedur tersebut senantiasa diterapkan
Terbuka memperoleh barang atau jasa yang dalam proses Pengadaan Barang dan/atau Jasa dan
diperlukan dengan harga yang kompetitif dipedomani bagi seluruh pegawai.
dan kualitas yang baik. Sedangkan kebijakan
peningkatan kemampuan pemasok atau Keterangan : Comply
vendor bermanfaat untuk memastikan bahwa
rantai pasokan (supply chain) berjalan dengan
efisien dan efektif. Kemampuan pemasok atau
vendor dalam memasok/memenuhi barang
atau jasa yang dibutuhkan perusahaan akan
mempengaruhi kualitas output perusahaan.
Dengan demikian, pelaksanaan kebijakan-
kebijakan tersebut dapat menjamin kontinuitas
pasokan, baik dari segi kuantitas maupun
kualitas yang dibutuhkan Perusahaan Terbuka.
Adapun cakupan kebijakan ini meliputi kriteria
dalam pemilihan pemasok atau vendor,
mekanisme pengadaan yang transparan, upaya
peningkatan kemampuan pemasok atau vendor,
dan pemenuhan hak-hak yang berkaitan dengan
pemasok atau vendor.
Perseroan memiliki kebijakan terkait pengadaan
barang dan jasa yang berisi tentang seleksi
dan peningkatan kemampuan pemasok atau
vendor yang tertuang dalam standar Pedoman
Procurement.
PT Hutama Karya (Persero)
2025 Annual Report 643
Page 644
Aspek; Prinsip; Rekomendasi
No Comply or Explain
Aspect; Principle; Recommendation
Recommendation 20 : Public Companies should have policies regarding The Company has established the Procurement of
the selection and capability enhancement of Goods and Services Procedure No. CBP/SCM/P/001
suppliers or vendors. Rev.3 dated October 20, 2025. The procedure governs
Explanation : Policies on supplier or vendor selection are the implementation of procurement activities and
beneficial to ensure that Public Companies their process flow. The implementation of such
obtain the required goods or services at procedure is consistently applied in the procurement
competitive prices and with good quality. of goods and/or services and serves as a guideline for
Meanwhile, policies on enhancing supplier or all employees.
vendor capabilities help ensure that the supply
chain operates efficiently and effectively. The Remark: Comply
ability of suppliers or vendors to deliver the
required goods or services will directly affect the
quality of the Company’s output.
Accordingly, the implementation of such policies
can ensure the continuity of supply, both in
terms of quantity and quality required by the
Public Company. The scope of these policies
includes criteria for supplier or vendor selection,
transparent procurement mechanisms, efforts
to enhance supplier or vendor capabilities, and
the fulfillment of rights related to suppliers or
vendors.
The Company has established policies related to
the procurement of goods and services, including
the selection and capability enhancement
of suppliers or vendors, as set out in the
Procurement Guidelines.
D.1.4. Rekomendasi 21 : Perusahaan Terbuka memiliki kebijakan tentang Perseroan telah memiliki kebijakan tentang hak-hak
pemenuhan hak-hak kreditur. dan kewajiban kepada kreditur.
Penjelasan : Kebijakan tentang pemenuhan hak-hak kreditur
digunakan sebagai pedoman dalam melakukan Keterangan: Comply
pinjaman kepada kreditur. Tujuan dari kebijakan
dimaksud adalah untuk menjaga terpenuhinya
hak-hak dan menjaga kepercayaan kreditur
terhadap Perusahaan Terbuka. Dalam kebijakan
tersebut mencakup pertimbangan dalam
melakukan perjanjian, serta tindak lanjut dalam
pemenuhan kewajiban Perusahaan Terbuka
kepada kreditur.
Recommendation 21 : Public Companies should have a policy on the The Company has established policies regarding the
fulfillment of creditors’ rights. rights and obligations toward creditors.
Explanation : A policy on the fulfillment of creditors’ rights
serves as a guideline in undertaking borrowings Remark: Comply
from creditors. The objective of such policy is to
ensure the fulfillment of creditors’ rights and to
maintain creditors’ trust in the Public Company.
Such policy includes considerations in entering
into agreements, as well as follow-up actions to
ensure the Company’s obligations to creditors
are properly fulfilled.
D.1.5. Rekomendasi 22 : Perusahaan Terbuka memiliki kebijakan sistem WBS merupakan komitmen untuk mewujudkan
whistleblowing. lingkungan kerja yang bersih dan berintegritas untuk
Penjelasan : Kebijakan sistem whistleblowing yang telah melaporkan pelanggaran yang terjadi di lingkungan
disusun dengan baik akan memberikan kepastian Perseroan. Laporan pelanggaran melalui WBS dapat
perlindungan kepada saksi atau pelapor atas dilakukan dengan sarana email, surat maupun
suatu indikasi pelanggaran yang dilakukan website.
karyawan atau manajemen Perusahaan
Terbuka. Penerapan kebijakan sistem tersebut Keterangan: Comply
akan berdampak pada pembentukan budaya
tata kelola perusahaan yang baik. Kebijakan
sistem whistleblowing mencakup antara lain
jenis pelanggaran yang dapat dilaporkan
melalui sistem whistleblowing, cara pengaduan,
perlindungan dan jaminan kerahasiaan pelapor,
penanganan pengaduan, pihak yang mengelola
aduan, dan hasil penanganan dan tindak lanjut
pengaduan.
PT Hutama Karya (Persero)
644 Laporan Tahunan 2025
Page 645
Tata Kelola Perusahaan
Corporate Governance
Aspek; Prinsip; Rekomendasi
No Comply or Explain
Aspect; Principle; Recommendation
Recommendation 22 : Public Companies should have a whistleblowing The Whistleblowing System (WBS) represents the
system policy. Company’s commitment to fostering a clean and
Explanation : A well-established whistleblowing system policy integrity-driven work environment by providing a
provides assurance of protection for witnesses mechanism to report violations occurring within the
or reporters regarding indications of violations Company. Reports through the WBS can be submitted
committed by employees or management of via email, written correspondence, or the Company’s
the Public Company. The implementation of website.
such a policy contributes to the establishment
of a sound corporate governance culture. The Remark: Comply
whistleblowing system policy generally includes,
among others, the types of violations that can
be reported, reporting procedures, protection
and confidentiality guarantees for reporters,
complaint handling mechanisms, responsible
parties managing the reports, and the outcomes
and follow-up actions of the complaints.
D.1.6. Rekomendasi 23 : Perusahaan Terbuka memiliki kebijakan Perseroan merupakan Badan Usaha Milik Negara
pemberian insentif jangka panjang kepada (BUMN) yang 100% sahamnya dimiliki oleh
Direksi dan karyawan. Pemerintah Republik Indonesia. Oleh karena itu, tidak
Penjelasan : Insentif jangka panjang merupakan insentif terdapat kebijakan kompensasi jangka panjang baik
yang didasarkan atas pencapaian kinerja jangka Employee Stock Ownership Program/ Management
panjang. Rencana insentif jangka panjang Stock Employee Program (ESOP/MSOP) yang
mempunyai dasar pemikiran bahwa kinerja diterapkan oleh PT Hutama Karya (Persero).Perseroan
jangka panjang perusahaan tercermin oleh merupakan Badan Usaha Milik Negara (BUMN) yang
pertumbuhan nilai dari saham atau target- 100% sahamnya dimiliki oleh Pemerintah Republik
target jangka panjang perusahaan lainnya. Indonesia. Oleh karena itu, tidak terdapat kebijakan
Insentif jangka panjang bermanfaat dalam kompensasi jangka panjang baik Employee Stock
rangka menjaga loyalitas dan memberikan Ownership Program/ Management Stock Employee
motivasi kepada Direksi dan karyawan untuk Program (ESOP/MSOP) yang diterapkan oleh
menigkatkan kinerja atau produktivitasnya PT Hutama Karya (Persero).
yang akan berdampak pada peningkatan kinerja
perusahaan dalam jangka panjang. Keterangan: Comply
Adanya suatu kebijakan insentif jangka panjang
merupakan komitmen nyata Perusahaan
Terbuka untuk mendorong pelaksanaan
pemberian insentif jangka panjang kepada
Direksi dan Karyawan dengan syarat, prosedur
dan bentuk yang disesuaikan dengan tujuan
jangka panjang Perusahaan Terbuka. Kebijakan
dimaksud dapat mencakup antara lain maksud
dan tujuan pemberian insentif jangka panjang,
syarat dan prosedur dalam pemberian insentif,
dan kondisi dan risiko yang harus diperhatikan
oleh Perusahaan Terbuka dalam pemberian
insentif. Kebijakan tersebut juga dapat tercakup
dalam kebijakan remunerasi Perusahaan
Terbuka yang ada.
Recommendation 23 : Public Companies should have a policy on The Company is a State-Owned Enterprise (SOE) with
long-term incentive provision for the Board of 100% of its shares owned by the Government of the
Directors and employees. Republic of Indonesia. Therefore, there is no long-
Explanation : Long-term incentives are incentives based on term compensation policy in the form of an Employee
the achievement of long-term performance. Stock Ownership Program/Management Stock
Such incentive plans are founded on the premise Ownership Program (ESOP/MSOP) implemented by
that the Company’s long-term performance PT Hutama Karya (Persero).
is reflected in the growth of share value or
other long-term corporate targets. Long- Remark: Comply
term incentives are beneficial in maintaining
loyalty and motivating the Board of Directors
and employees to enhance their performance
or productivity, which in turn contributes to
improved long-term corporate performance.
The existence of a long-term incentive policy
reflects the Public Company’s commitment to
encouraging the implementation of long-term
incentive schemes for the Board of Directors
and employees, with terms, procedures, and
forms aligned with the Company’s long-term
objectives. Such policy may include, among
others, the purpose and objectives of the
incentives, requirements and procedures for
granting them, as well as conditions and risks
that need to be considered. The policy may also
be incorporated within the Company’s existing
remuneration policy.
PT Hutama Karya (Persero)
2025 Annual Report 645
Page 646
Aspek; Prinsip; Rekomendasi
No Comply or Explain
Aspect; Principle; Recommendation
E. Aspek 5 : Keterbukaan Informasi
Aspect 5: Information Disclosure
E.1. Prinsip 8 : Meningkatkan Pelaksanaan Keterbukaan Informasi.
Principle 8: Enhancing the Implementation of Information Disclosure.
E.1.1. Rekomendasi 24 : Perusahaan Terbuka memanfaatkan penggunaan Selain situs web, Perseroan juga memanfaatkan
teknologi informasi secara lebih luas selain Situs teknologi informasi lainnya seperti email dan
Web sebagai media keterbukaan informasi. Instagram sebagai sarana komunikasi dan media
Penjelasan : Penggunaan teknologi informasi dapat keterbukaan informasi. Keterbukaan informasi
bermanfaat sebagai media keterbukaan yang dilakukan tidak hanya keterbukaan informasi
informasi. Adapun keterbukaan informasi yang yang diatur dalam peraturan perundang-undangan
dilakukan tidak hanya keterbukaan informasi namun juga info lain terkait Perusahaan Terbuka yang
yang telah diatur dalam peraturan perundang- dirasakan bermanfaat untuk diketahui Pemegang
undangan, namun juga informasi lain terkait Saham/investor.
Perusahaan Terbuka yang dirasakan bermanfaat
untuk diketahui pemegang saham atau investor. Keterangan: Comply
Dengan pemanfaatan teknologi informasi
secara lebih luas selain Situs Web diharapkan
perusahaan dapat meningkatkan efektivitas
penyebaran informasi perusahaan. Meskipun
demikian, pemanfaatan teknologi informasi
yang dilakukan tetap memperhatikan manfaat
dan biaya perusahaan.
Recommendation 24 : Public Companies should utilize information In addition to the Company’s website, the Company
technology more broadly, beyond the Company’s also utilizes other information technology platforms
website, as a medium for information disclosure. such as email and Instagram as communication
Explanation : The use of information technology can serve as channels and media for information disclosure. The
an effective medium for information disclosure. information disclosed includes not only disclosures
Such disclosure includes not only information required under applicable laws and regulations, but
required under applicable laws and regulations, also other relevant information deemed useful for
but also other relevant information about shareholders and investors.
the Public Company that may be beneficial
for shareholders or investors. By leveraging Remark: Comply
information technology beyond the Company’s
website, companies are expected to enhance
the effectiveness of information dissemination.
Nevertheless, such utilization should still
consider the balance between benefits and costs
for the Company.
E.1.2. Rekomendasi 25 : Laporan Tahunan Perusahaan Terbuka Sampai dengan 31 Desember 2025, Hutama
mengungkapkan pemilik manfaat akhir dalam Karya merupakan Badan Usaha Milik Negara yang
kepemilikan saham Perusahaan Terbuka paling sahamnya 99,99999924% dimiliki oleh PT Danantara
sedikit 5% (lima persen), selain pengungkapan Asset Management (Persero). Informasi mengenai
pemilik manfaat akhir dalam kepemilikan saham komposisi pemegang saham 5% atau lebih Perseroan
Perusahaan Terbuka melalui pemegang saham telah dijelaskan pada uraian komposisi pemegang
utama dan pengendali. saham.
Penjelasan : Peraturan perundang-undangan di sektor Pasar
Modal yang mengatur mengenai penyampaian Keterangan: Comply
laporan tahunan Perusahaan Terbuka telah
mengatur kewajiban pengungkapan informasi
mengenai pemegang saham yang memiliki 5%
(lima persen) atau lebih saham Perusahaan
Terbuka, serta kewajiban pengungkapan
informasi mengenai pemegang saham utama
dan pengendali Perusahaan Terbuka baik
langsung maupun tidak langsung sampai dengan
pemilik manfaat terakhir dalam kepemilikan
saham tersebut. Dalam Pedoman Tata Kelola
ini direkomendasikan untuk mengungkapkan
pemilik manfaat akhir atas kepemilikan saham
Perusahaan Terbuka paling sedikit 5% (lima
persen), selain mengungkapkan pemilik manfaat
akhir dari kepemilikan saham oleh pemegang
saham utama dan pengendali.
Recommendation 25 : The Annual Report of a Public Company should As of December 31, 2025, Hutama Karya is a State-
disclose the ultimate beneficial owners of Owned Enterprise whose shares are 99.99999924%
shareholdings of at least 5% (five percent), owned by PT Danantara Asset Management
in addition to the disclosure of ultimate (Persero). Information regarding the composition of
beneficial owners through major and controlling shareholders owning 5% or more of the Company
shareholders. has been disclosed in the shareholder composition
Explanation : Capital market regulations governing the section.
submission of annual reports by Public
Companies require the disclosure of Remark: Comply
shareholders owning 5% (five percent) or more of
the Company’s shares, as well as the disclosure
of major and controlling shareholders, whether
directly or indirectly, up to the ultimate beneficial
owner. This Corporate Governance Guideline
further recommends the disclosure of ultimate
beneficial owners of shareholdings of at least
5% (five percent), in addition to the disclosure of
ultimate beneficial ownership through major and
controlling shareholders.
PT Hutama Karya (Persero)
646 Laporan Tahunan 2025
Page 647
Tata Kelola Perusahaan
Corporate Governance
Good Corporate Governance Assessment
Good Corporate Governance Assessment
Asean Corporate Governance Scorecard Asean Corporate Governance Scorecard
Kriteria Penilaian Assessment Criteria
Komponen penilaian ASEAN Corporate Governance Scorecard The components of the ASEAN Corporate Governance Scorecard
meliputi: (ACGS) assessment include:
1. Level 1, terdiri dari 4 komponen, yaitu: 1. Level 1 consists of 4 components, namely:
a. Hak-Hak dan Perlakuan Setara terhadap Pemegang Saham a. Rights and Equitable Treatment of Shareholders.
(Rights and Equitable Treatment of Shareholders).
b. Keberlanjutan dan Ketahanan (Sustainability and b. Sustainability and Resilience.
Resilience).
c. Pengungkapan & Transparansi (Disclosure and c. Disclosure and Transparency.
Transparency).
d. Tanggung Jawab Dewan (Responsibilities of the Board). d. Responsibilities of the Board.
2. Level 2, terdiri dari Bonus dan Penalti. 2. Level 2 consists of Bonuses and Penalties.
Pihak yang Melakukan Assessment Party Conducting The Assessment
Penilaian ACGS dilakukan oleh RSM Indonesia. The ACGS assessment was conducted by RSM Indonesia.
Hasil Penilaian Assessment Results
Penilaian Good Corporate Governance (GCG) di PT Hutama Karya The Good Corporate Governance (GCG) assessment at PT Hutama
(Persero) menggunakan standar ACGS periode assessment Tahun Karya (Persero), based on the ASEAN Corporate Governance
Buku 2024 menghasilkan total skor capaian (Level 1 dan Level 2) Scorecard (ACGS) standard for the assessment period of Financial
sebesar 71.19%. Year 2024, resulted in a total achievement score (Level 1 and Level
2) of 71.19%.
Aspek ACGS Komponen Penilaian Persentase Diterapkan
ACGS Aspect Assessment Component Percentage Implemented
LEVEL 1 – Standar Minimum yang Diharapkan
LEVEL 1 – Minimum Expected Standards
Hak-hak dan Perlakuan Setara terhadap Pemegang Saham 63,16%
Rights and Equitable Treatment of Shareholders
Keberlanjutan dan Ketahanan 72,73%
Sustainability and Resilience
Pengungkapan dan Transparansi 74,19%
Disclosure and Transparency
Tanggung Jawab Dewan 77,42%
Responsibilities of the Board
LEVEL 2 – Melebihi Standar Minimum
LEVEL 2 – Beyond Minimum Standards
Bonus 17,65%
Penalti 92,31%
Penalty
TOTAL 71,19%
PT Hutama Karya (Persero)
2025 Annual Report 647
Page 648
Tanggung Jawab Sosial
Lingkungan
Corporate Social Responsibility
PT Hutama Karya (Persero)
648 Laporan Tahunan 2025
Page 649
PT Hutama Karya (Persero)
2025 Annual Report 649
Page 650
Dalam menjalankan kegiatan usahanya, PT Hutama Karya (Persero) In carrying out its business activities, PT Hutama Karya (Persero)
senantiasa berupaya bahwa setiap keputusan dan aktivitas bisnis always strives that every decision and business activity carried out
yang dilakukan mampu memberikan manfaat bagi para pemangku can provide benefits to its stakeholders. The company views social
kepentingannya. Perusahaan memandang bahwa tanggung jawab responsibility as a necessity that will ultimately have a positive
sosial merupakan sebuah kebutuhan yang pada akhirnya akan impact on the company’s value. In this regard, the direction of
memberikan dampak positif terhadap nilai perusahaan. Berkaitan implementing social responsibility is in an effort to increase the
dengan hal tersebut, arah pelaksanaan tanggung jawab sosial company’s role in achieving sustainable development goals or
adalah dalam upaya meningkatkan peran perusahaan dalam Sustainable Development Goals (SDGs).
pencapaian tujuan pembangunan berkelanjutan atau Sustainable
Development Goals (SDGs).
Sesuai Surat Edaran Otoritas Jasa Keuangan In accordance with the Circular Letter of the Financial Services
No. 16 /SEOJK.04/2021 Tentang Bentuk dan Isi Laporan Tahunan Authority No. 16/SEOJK.04/2021 Concerning the Form and Content
Emiten atau Perusahaan Publik, informasi tanggung jawab of the Annual Report of Issuers or Public Companies, information
sosial perusahaan khususnya terkait tata kelola keberlanjutan, on corporate social responsibility, especially related to sustainable
kinerja ekonomi berkelanjutan, kinerja lingkungan berkelanjutan governance, sustainable economic performance, sustainable
dan kinerja sosial berkelanjutan disampaikan pada Laporan environmental performance and sustainable social performance, is
Keberlanjutan yang disajikan secara terpisah dari Laporan Tahunan. submitted in the Sustainability Report which is presented separately
from the Annual Report.
PT Hutama Karya (Persero)
650 Laporan Tahunan 2025
Page 651
Indeks
Referensi OJK
OJK Reference Index
PT Hutama Karya (Persero)
2025 Annual Report 651
Page 652
Kriteria Penjelasan Halaman
Criteria Explanation Page
Umum / General
Laporan tahunan disajikan dalam
Bahasa Indonesia yang baik dan benar
dan dianjurkan menyajikan juga dalam
Bahasa Inggris.
√
The annual report should be presented
in good and correct Indonesian, and it
was recommended to present it also in
English.
Laporan tahunan dicetak dengan kualitas
yang baik dan menggunakan jenis dan
ukuran huruf yang mudah dibaca.
√
The annual report should be printed in
good quality and uses an easy-to-read
type and size.
Nama perusahaan dan tahun annual report ditampilkan di: /
The company name and year of the annual report are displayed on:
Laporan tahunan mencantumkan 1. Sampul muka. / Face cover. √
identitas perusahaan dengan jelas.
The annual report clearly states the 2. Samping. / Side. √
company identity.
3. Sampul belakang. / Back cover. √
4. Setiap halaman. / Every page. √
Laporan tahunan ditampilkan di website
perusahaan.
√
The annual report should be available on
the company website.
Kilas Kinerja / Performance Highlights
Ikhtisar data keuangan penting memuat Informasi memuat antara lain: / Information includes, among others:
informasi keuangan yang disajikan
dalam bentuk perbandingan selama 3 1. Pendapatan/penjualan. / Sales revenue. 20
(tiga) tahun buku atau sejak memulai
2. Laba bruto. / Gross profit. 20
usahanya jika Emiten atau Perusahaan
Publik tersebut menjalankan kegiatan 3. Laba (rugi). / Profit (loss) 20
usahanya kurang dari 3 (tiga) tahun.
Summary of important financial data 4. Jumlah laba (rugi) yang dapat diatribusikan kepada pemilik entitas induk dan
contains financial information presented kepentingan non pengendali. / Total profit (loss) attributable to owners of the parent 21
in comparative form for 3 (three) entity and non-controlling interests.
financial years or since starting their
5. Total laba (rugi) komprehensif. / Total comprehensive profit (loss). 20
business if the Issuer or Public Company
has been running its business activities 6. Jumlah laba (rugi) komprehensif yang dapat diatribusikan kepada pemilik entitas induk
for less than 3 (three) years. dan kepentingan non Pengendali. / Total comprehensive profit (loss) attributable to 21
owners of the parent entity and non-controlling interests.
7. Laba (rugi) per saham. / Earnings (loss) per share. 21
8. Jumlah aset. / Total assets. 18
9. Jumlah liabilitas. / Total liabilities. 19
10. Jumlah ekuitas. / Total equity. 20
11. Rasio laba (rugi) terhadap jumlah aset. / Ratio of profit (loss) to total assets. 22
12. Rasio laba (rugi) terhadap ekuitas. / Profit (loss) to equity ratio. 22
13. Rasio laba (rugi) terhadap pendapatan/penjualan. / Profit (loss) to revenue/sales ratio. 22
14. Rasio lancar. / Current ratio. 22
15. Rasio liabilitas terhadap ekuitas. / Liability to equity ratio. 23
16. Rasio liabilitas terhadap jumlah aset. / Ratio of liabilities to total assets. 23
17. Informasi dan rasio keuangan lainnya yang relevan dengan emiten atau perusahaan
publik dan jenis industrinya. / Information and other financial ratios that are relevant 22–23
to the issuer or public company and the type of industry.
Informasi Saham Informasi saham bagi Perusahaan Terbuka paling sedikit memuat: /
Stock Information Information on shares for Public Companies at least contains:
PT Hutama Karya (Persero)
652 Laporan Tahunan 2025
Page 653
Kriteria Penjelasan Halaman
Criteria Explanation Page
1. Saham yang telah diterbitkan untuk setiap masa triwulan yang disajikan dalam bentuk
perbandingan selama 2 (dua) tahun buku terakhir, paling sedikit memuat: /
Shares that have been issued for each quarter presented in comparative form for the last
2 (two) financial years, at least contain:
a. Jumlah saham yang beredar. / Number of outstanding shares.
b. Kapitalisasi pasar berdasarkan harga pada bursa efek tempat saham dicatatkan. /
Market capitalization is based on the price on the stock exchange where the shares 24
are listed.
c. Harga saham tertinggi, terendah, dan penutupan berdasarkan harga pada bursa
efek tempat saham dicatatkan. / The highest, lowest and closing share prices are
based on the price on the stock exchange where the shares are listed.
d. Volume perdagangan pada bursa efek tempat saham dicatatkan. /
Volume trading on the stock exchange where the shares are listed.
Informasi dalam huruf b), huruf c) dan huruf d) hanya diungkapkan jika sahamnya
tercatat di bursa efek.
Informasi disajikan dalam bentuk grafik dan tabel.
Information in letter b), letter c) and letter d) is only disclosed if the shares are listed on
the stock exchange.
Information is presented in the form of graphs and tables.
2. Dalam hal terjadi aksi korporasi yang menyebabkan terjadinya perubahan pada saham,
seperti pemecahan saham (stock split), penggabungan saham (reverse stock), dividen
saham, saham bonus, perubahan nilai nominal saham, penerbitan efek konversi, serta
penambahan dan pengurangan modal, informasi saham sebagaimana dimaksud pada
angka 1) ditambahkan penjelasan paling sedikit mengenai: /
In the event of a corporate action that causes a change in shares, such as a stock split,
reverse stock, stock dividends, bonus shares, changes in the nominal value of shares,
issuance of convertible securities, and additions and capital reduction, share information
as referred to in number 1) is added with an explanation of at least:
a. Tanggal pelaksanaan aksi korporasi. /
The date of implementation of the corporate action. 25
b. Rasio pemecahan saham (stock split), penggabungan saham (reverse stock), dividen
saham, saham bonus, jumlah efek konversi yang diterbitkan, dan perubahan nilai
nominal saham. / Stock split ratios, reverse stock ratios, stock dividends, bonus
shares, number of convertible securities issued, and changes in share nominal value.
c. Jumlah saham beredar sebelum dan sesudah aksi korporasi. /
The number of outstanding shares before and after the corporate action.
d. Jumlah efek konversi yang dilaksanakan (jika ada). /
The number of effect conversions implemented (if any).
e. Harga saham sebelum dan sesudah aksi korporasi. /
Stock prices before and after corporate actions.
3. Dalam hal terjadi penghentian sementara perdagangan saham (suspension) dan/
atau pembatalan pencatatan saham (delisting) dalam tahun buku, dijelaskan alasan
penghentian sementara perdagangan saham (suspension) dan/atau pembatalan
pencatatan saham (delisting) tersebut. / 25
In the event of a temporary suspension of share trading (suspension) and/or delisting
of shares during the financial year, the reasons for the temporary suspension of share
trading (suspension) and/or delisting of shares (delisting) shall be explained.
4. Dalam hal penghentian sementara perdagangan saham (suspension) sebagaimana
dimaksud pada angka 3) dan/ atau proses pembatalan pencatatan saham (delisting) masih
berlangsung hingga akhir periode Laporan Tahunan, dijelaskan tindakan yang dilakukan
untuk menyelesaikan penghentian sementara perdagangan saham (suspension) dan/
atau pembatalan pencatatan saham (delisting) tersebut. / In the event that the temporary 25
suspension of share trading (suspension) as referred to in number 3) and/or the process
of canceling the listing of shares (delisting) is still ongoing until the end of the Annual
Report period, the actions taken to resolve the temporary suspension of share trading
(suspension) and/or cancellation are explained. listing of shares (delisting).
Laporan Direksi dan Dewan Komisaris / Reports of The Directors and The Board of Commissioners
Laporan Direksi Laporan Direksi paling sedikit memuat uraian singkat mengenai: /
Directors Report The Board of Directors' report contains at least a brief description of:
1. Kinerja Emiten atau Perusahaan Publik, paling sedikit memuat: /
The performance of the Issuer or Public Company, at least includes:
a. Strategi dan kebijakan strategis Emiten atau Perusahaan Publik. /
42
Issuer's or Public Company's strategy and strategic policies.
b. Peranan Direksi dalam perumusan strategi dan kebijakan strategis Emiten atau
Perusahaan Publik. / The role of the Board of Directors in formulating the strategy 43
and strategic policies of the Issuer or Public Company.
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Kriteria Penjelasan Halaman
Criteria Explanation Page
c. Proses yang dilakukan Direksi untuk memastikan implementasi strategi Emiten atau
Perusahaan Publik. / The process carried out by the Board of Directors to ensure the 43
implementation of the Issuer's or Public Company's strategy.
d. Perbandingan antara hasil yang dicapai dengan yang ditargetkan Emiten atau
Perusahaan Publik. / Comparison between the results achieved and those targeted 44–45
by the Issuer or Public Company.
e. Kendala yang dihadapi Emiten atau Perusahaan Publik. /
45
Obstacles faced by Issuers or Public Companies.
2. Gambaran tentang prospek usaha Emiten atau Perusahaan Publik. /
45–47
An overview of the business prospects of the Issuer or Public Company.
3. Penerapan tata kelola Emiten atau Perusahaan Publik. /
47–49
Implementation of Issuer or Public Company governance.
Laporan Dewan Komisaris Laporan Dewan Komisaris paling sedikit memuat uraian singkat mengenai:
Report of the Board of Commissioners The Board of Commissioners' report contains at least a brief description of:
1. Penilaian terhadap kinerja Direksi mengenai pengelolaan Emiten atau Perusahaan Publik,
termasuk pengawasan Dewan Komisaris dalam perumusan dan implementasi strategi
Emiten atau Perusahaan Publik yang dilakukan oleh Direksi. / Assessment of the Board
55–58
of Directors' performance regarding the management of Issuers or Public Companies,
including oversight by the Board of Commissioners in the formulation and implementation
of the Issuer's or Public Company's strategy carried out by the Board of Directors.
2. Pandangan atas prospek usaha Emiten atau Perusahaan Publik yang disusun oleh
Direksi. / Views on the business prospects of Issuers or Public Companies compiled 58–59
by the Board of Directors.
3. Pandangan atas penerapan tata kelola Emiten atau Perusahaan Publik. /
59–63
Views on the implementation of governance of the Issuer or Public Company.
Tanda tangan anggota Direksi dan Dewan Memuat hal-hal sebagai berikut: / Loading things as follows:
Komisaris 1. Tanda tangan dituangkan pada lembaran tersendiri. /
Signatures of members of the Board of The signature is written on a separate sheet
Directors and Board of Commissioners 2. Pernyataan bahwa Dewan Komisaris dan Direksi bertanggung jawab penuh atas
kebenaran isi laporan tahunan. / Statement that the Board of Commissioners and Board
of Directors are fully responsible for the accuracy of the contents of the annual report.
3. Ditandatangani seluruh anggota Dewan Komisaris dan anggota Direksi dengan
menyebutkan nama dan jabatannya. / Signed by all members of the Board of
Commissioners and members of the Board of Directors stating their names and positions. 68–69
4. Penjelasan tertulis dalam surat tersendiri dari yang bersangkutan dalam hal terdapat
anggota Dewan Komisaris atau anggota Direksi yang tidak menandatangani laporan
tahunan, atau penjelasan tertulis dalam surat tersendiri dari anggota yang lain dalam
hal tidak terdapat penjelasan tertulis dari yang bersangkutan. / A written explanation in
a separate letter from the person concerned in the event that a member of the Board of
Commissioners or a member of the Board of Directors does not sign the annual report, or
a written explanation in a separate letter from another member in the event that there is
no written explanation from the person concerned.
Profil Persahaan / Company Profile
Nama dan alamat lengkap perusahaan Akses terhadap Emiten atau Perusahaan Publik termasuk kantor cabang atau kantor
Company name and full address perwakilan yang memungkinkan masyarakat dapat memperoleh informasi mengenai Emiten
atau Perusahaan Publik, meliputi: /
Access to Issuers or Public Companies including branch offices or representative offices that
enable the public to obtain information about Issuers or Public Companies, including: 72–73
1. Alamat / Address
2. Nomor telepon / Phone number
3. Alamat surat elektronik / Email address
4. Alamat situs web / Website address
Riwayat singkat Emiten Mencakup antara lain: tanggal/tahun pendirian, nama, perubahan nama perusahaan
atau Perusahaan Publik (jika ada), dan tanggal efektif perubahan nama perusahaan.
75
Brief history of Issuer or Public Company Include among others: date/year of establishment, name, change of company name (if any),
and effective date of change of company name.
Catatan: apabila perusahaan tidak pernah melakukan perubahan nama, agar diungkapkan.
Notes: if the company has never changed its name, please disclose it.
Visi, Misi, dan Budaya Perusahaan Mencakup: / Includes:
Vision, Mission, and Corporate Culture 1. Visi Perusahaan / Company Vision
2. Misi Perusahaan / Company Mission 76–78
3. Pernyataan mengenai budaya perusahaan (corporate culture) yang dimiliki Perusahaan. /
Statement regarding the company's corporate culture.
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Kriteria Penjelasan Halaman
Criteria Explanation Page
Kegiatan Usaha Uraian mengenai antara lain: / Description of, among others:
Business activities
1. Kegiatan usaha perusahaan menurut anggaran dasar terakhir. /
79–80
The company's business activities according to the latest articles of association.
2. Kegiatan usaha yang dijalankan. / Business Activities Undertaken. 80
3. Produk dan/atau jasa yang dihasilkan. / Products and/or services produced. 80–83
Wilayah Operasional Wilayah operasional Emiten atau Perusahaan Publik. Wilayah operasional merupakan wilayah
Operational Area atau daerah pelaksanaan kegiatan operasional atau jangkauan dari kegiatan operasional
perusahaan. 84–85
Issuer's or Public Company's operational area. The operational area is the area or area where
operational activities are carried out or the scope of the company's operational activities.
Struktur Organisasi Struktur organisasi Emiten atau Perusahaan Publik dalam bentuk bagan, paling sedikit
Organizational structure sampai dengan struktur 1 (satu) tingkat di bawah Direksi termasuk komite di bawah Direksi
(jika ada) dan komite di bawah Dewan Komisaris, disertai dengan nama dan jabatan.
The organizational structure of the Issuer or Public Company in the form of a chart, at least 86–87
up to 1 (one) level below the Board of Directors including committees under the Board of
Directors (if any) and committees under the Board of Commissioners, accompanied by names
and positions.
Keanggotaan Asosiasi Daftar keanggotaan asosiasi industri baik dalam skala nasional maupun internasional
Association Membership yang berkaitan dengan penerapan keuangan berkelanjutan.
83
List of industry association memberships both on a national and international scale related
to the implementation of sustainable finance.
Profil Direksi Profil Direksi, paling sedikit memuat:
Board of Directors Profile Profile of the Board of Directors, at least contains:
1. Nama dan jabatan yang sesuai dengan tugas dan tanggung jawab. /
Name and position in accordance with the duties and responsibilities.
2. Foto terbaru. / Latest photos.
3. Usia. / Age.
4. Kewarganegaraan. / Citizenship.
5. Riwayat pendidikan dan/atau sertifikasi. / Educational history and/or certification.
6. Riwayat jabatan, meliputi informasi: / Position history, including information on:
a. Dasar hukum pengangkatan sebagai anggota Direksi pada Emiten atau Perusahaan
Publik yang bersangkutan / The legal basis for appointment as a member of the
Board of Directors of the Issuer or Public Company concerned
b. Riwayat penunjukkan (periode dan jabatan) sebagai anggota Direksi di Perusahaan 88–98
sejak pertama kali ditunjuk. / History of appointment (period and position) as a
member of the Board of Directors in the Company since he was first appointed.
c. Rangkap jabatan, baik sebagai anggota Direksi, anggota Dewan Komisaris, dan/
atau anggota komite serta jabatan lainnya baik di dalam maupun di luar Emiten
atau Perusahaan Publik. Dalam hal anggota Direksi tidak memiliki rangkap
jabatan, maka diungkapkan mengenai hal tersebut. / Concurrent positions, both as
members of the Board of Directors, members of the Board of Commissioners, and/
or committee members as well as other positions both inside and outside the Issuer
or Public Company. In the event that members of the Board of Directors do not have
concurrent positions, then this is disclosed.
d. Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Emiten
atau Perusahaan Publik. / Work experience and time period both inside and outside
the Issuer or Public Company.
7. Hubungan afiliasi dengan anggota Direksi lainnya, anggota Dewan Komisaris, pemegang
saham utama, dan pengendali baik langsung maupun tidak langsung sampai kepada
pemilik individu, meliputi nama pihak yang terafiliasi. Dalam hal anggota Direksi tidak
memiliki hubungan afiliasi, maka Emiten atau Perusahaan Publik mengungkapkan hal
tersebut.
Hubungan keuangan dan hubungan keluarga anggota Direksi dan anggota Dewan
Komisaris dengan anggota Direksi lain, anggota Dewan Komisaris lain, dan/atau
pemegang saham pengendali Bank.
99
Affiliation with other members of the Board of Directors, members of the Board of
Commissioners, major shareholders and controllers, either directly or indirectly to
individual owners, including names of affiliated parties. In the event that members of the
Board of Directors have no affiliation, the Issuer or Public Company shall disclose this.
Financial relationships and family relationships of members of the Board of Directors and
members of the Board of Commissioners with other members of the Board of Directors,
other members of the Board of Commissioners, and/or controlling shareholders of the
Bank.
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Kriteria Penjelasan Halaman
Criteria Explanation Page
8. Perubahan komposisi anggota Direksi dan alasan perubahannya. Dalam hal tidak
terdapat perubahan komposisi anggota Direksi, maka diungkapkan mengenai hal
tersebut. / Changes in the composition of members of the Board of Directors and reasons 99–103
for the changes. In the event that there is no change in the composition of the members
of the Board of Directors, this will be disclosed.
Profil Dewan Komisaris Profil Dewan Komisaris, paling sedikit memuat:
Board of Commissioners Profile Profile of the Board of Commissioners, at least contains:
1. Nama dan jabatan. / Name and title.
2. Foto terbaru. / Latest photos.
3. Usia. / Age.
4. Kewarganegaraan. / Citizenship.
5. Riwayat pendidikan dan/atau sertifikasi. / Educational history and/or certification.
6. Riwayat jabatan, meliputi informasi: / Position history, including information on:
a. Dasar hukum pengangkatan sebagai anggota Dewan Komisaris /
Legal basis for appointment as a member of the Board of Commissioners
b. Dasar hukum pengangkatan pertama kali sebagai anggota Dewan Komisaris yang
merupakan komisaris independen pada Emiten atau Perusahaan Publik yang
bersangkutan. / The legal basis for the first appointment as a member of the Board
of Commissioners who is an independent commissioner at the Issuer or Public
Company concerned.
104–111
c. Riwayat penunjukkan (periode dan jabatan) sebagai anggota Dewan Komisaris
di Perusahaan sejak pertama kali ditunjuk. / Appointment history (period and
position) as a member of the Board of Commissioners in the Company since he was
first appointed.
d. Rangkap jabatan, baik sebagai anggota Dewan Komisaris, anggota Direksi, dan/atau
anggota komite serta jabatan lainnya baik di dalam maupun di luar Emiten atau
Perusahaan Publik. Dalam hal anggota Dewan Komisaris tidak memiliki rangkap
jabatan, maka diungkapkan mengenai hal tersebut. / Concurrent positions, both as
members of the Board of Commissioners, members of the Board of Directors, and/or
committee members as well as other positions both inside and outside the Issuer or
Public Company. In the event that members of the Board of Commissioners do not
have concurrent positions, then this is disclosed.
e. Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Emiten
atau Perusahaan Publik. / Work experience and time period both inside and outside
the Issuer or Public Company.
7. Hubungan afiliasi dengan anggota Dewan Komisaris lainnya, pemegang saham utama,
dan pengendali baik langsung maupun tidak langsung sampai kepada pemilik individu,
meliputi nama pihak yang terafiliasi.
Dalam hal anggota Dewan Komisaris tidak memiliki hubungan afiliasi, maka Emiten atau
Perusahaan Publik mengungkapkan hal tersebut.
Hubungan keuangan dan hubungan keluarga anggota Direksi dan anggota Dewan
Komisaris dengan anggota Direksi lain, anggota Dewan Komisaris lain, dan/atau
pemegang saham pengendali Bank.
Affiliation with other members of the Board of Commissioners, major shareholders and 112
controllers, either directly or indirectly to individual owners, including names of affiliated
parties.
In the event that members of the Board of Commissioners have no affiliation, the Issuer
or Public Company shall disclose this.
Financial relationships and family relationships of members of the Board of Directors and
members of the Board of Commissioners with other members of the Board of Directors,
other members of the Board of Commissioners, and/or controlling shareholders of the
Bank.
8. Pernyataan independensi komisaris independen dalam hal komisaris independen telah
menjabat lebih dari 2 (dua) periode. / Declaration of independence of the independent
N/A
commissioner in the event that the independent commissioner has served more than 2
(two) terms.
9. Perubahan komposisi anggota Dewan Komisaris dan alasan perubahannya. Dalam hal
tidak terdapat perubahan komposisi anggota Dewan Komisaris, maka diungkapkan
mengenai hal tersebut. / Changes in the composition of the members of the Board of 112–117
Commissioners and the reasons for the changes. In the event that there is no change in
the composition of the members of the Board of Commissioners, this will be disclosed.
Jumlah karyawan dan data Jumlah karyawan menurut jenis kelamin, jabatan, usia, tingkat pendidikan, dan status
pengembangan kompetensi karyawan. ketenagakerjaan (tetap/kontrak) dalam tahun buku. / Number of employees by gender,
127–147
Number of employees and employee position, age, educational level, and employment status (permanent/contract) in the financial
competency development data. year.
Pengungkapan informasi dapat disajikan dalam bentuk tabel.
Disclosure of information can be presented in tabular form.
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Kriteria Penjelasan Halaman
Criteria Explanation Page
Komposisi pemegang saham Nama pemegang saham dan persentase kepemilikan pada awal dan akhir tahun buku, yang
Shareholder composition terdiri dari informasi mengenai:
Names of shareholders and percentage of ownership at the beginning and end of the financial
year, which consists of information regarding:
1. Pemegang saham yang memiliki 5% (lima persen) atau lebih saham Emiten atau
Perusahaan Publik. / Shareholders who own 5% (five percent) or more shares of Issuers
or Public Companies.
2. Anggota Direksi dan anggota Dewan Komisaris yang memiliki saham Emiten atau
Perusahaan Publik.
Dalam hal seluruh anggota Direksi dan/atau seluruh anggota Dewan Komisaris tidak
memiliki saham, maka diungkapkan mengenai hal tersebut.
Members of the Board of Directors and members of the Board of Commissioners who
own shares of Issuers or Public Companies.
In the event that all members of the Board of Directors and/or all members of the Board 148–149
of Commissioners do not own shares, then this matter shall be disclosedthe.
3. Persentase kepemilikan tidak langsung atas saham Emiten atau Perusahaan Publik
oleh anggota Direksi dan anggota Dewan Komisaris pada awal dan akhir tahun buku,
termasuk informasi mengenai pemegang saham yang terdaftar dalam daftar pemegang
saham untuk kepentingan kepemilikan tidak langsung anggota Direksi dan anggota
Dewan Komisaris.
Dalam hal seluruh anggota Direksi dan/atau seluruh anggota Dewan Komisaris tidak
memiliki kepemilikan tidak langsung atas saham Emiten atau Perusahaan Publik, maka
diungkapkan mengenai hal tersebut.
Direktur dan komisaris yang memiliki Saham (Direksi dan Dewan Komisaris/Dewan
Pengawas wajib melaporkan kepada perusahaan mengenai kepemilikan Sahamnya dan/
atau keluarganya pada perusahaan yang bersangkutan dan perusahaan lain, termasuk
setiap perubahannya).
Percentage of indirect ownership of Issuer or Public Company shares by members of the
Board of Directors and members of the Board of Commissioners at the beginning and end
of the financial year, including information regarding shareholders who are registered
in the register of shareholders for the benefit of indirect ownership by members of the
Board of Directors and members of the Board of Commissioners.
In the event that all members of the Board of Directors and/or all members of the Board
of Commissioners do not have indirect ownership of the shares of the Issuer or Public
Company, then this matter must be disclosed.
Directors and commissioners who own Shares (Directors and Board of Commissioners/
Supervisory Board must report to the company regarding their and/or family's share
ownership in the company concerned and other companies, including any changes thereto).
4. Kelompok pemegang saham masyarakat, yaitu kelompok pemegang saham yang
masing-masing memiliki kurang dari 5% (lima persen) saham Emiten atau Perusahaan
Publik. / Group of public shareholders, namely groups of shareholders who each own less
than 5% (five percent) of the shares of the Issuer or Public Company.
5. Jumlah pemegang saham dan persentase kepemilikan per akhir tahun buku berdasarkan
klasifikasi: / Number of shareholders and percentage of ownership at the end of the
financial year based on classification:
a. Kepemilikan institusi lokal. / Ownership of local institutions.
b. Kepemilikan institusi asing. / Ownership of foreign institutions.
c. Kepemilikan individu lokal. / Local individual ownership.
d. Kepemilikan individu asing. / Foreign individual ownership.
6. Rincian Nama Pemegang Saham yang meliputi 20 Pemegang Saham Terbesar dan
Persentase Kepemilikannya / Details of Names of Shareholders which include the 20
Largest Shareholders and their Percentage of Ownership
Informasi di atas dapat disajikan dalam bentuk tabel. /
The above information can be presented in tabular form.
Pemegang saham utama dan pengendali Informasi mengenai pemegang saham utama dan pengendali Emiten atau Perusahaan Publik,
Major and controlling shareholder baik langsung maupun tidak langsung, sampai kepada pemilik individu, yang disajikan dalam
bentuk skema atau bagan.
Information regarding major shareholders and controllers of Issuers or Public Companies,
either directly or indirectly, up to individual owners, presented in the form of a schematic or
chart.
149
Catatan: yang dimaksud pemegang saham utama adalah pihak yang, baik secara langsung
maupun tidak langsung, memiliki sekurang-kurangnya 20% (dua puluh perseratus) hak suara
dari seluruh saham yang mempunyai hak suara yang dikeluarkan oleh suatu Perusahaan,
tetapi bukan pemegang saham pengendali.
Notes:What is meant by major shareholder is a party that, either directly or indirectly, owns
at least 20% (twenty percent) of the voting rights of all shares with voting rights issued by a
Company, but is not a controlling shareholder.
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Kriteria Penjelasan Halaman
Criteria Explanation Page
Daftar entitas anak perusahaan asosiasi, Nama entitas anak, perusahaan asosiasi, perusahaan ventura bersama dimana Emiten atau
perusahaan ventura Perusahaan Publik memiliki pengendalian bersama entitas (jika ada), beserta persentase
List of associate subsidiaries, venture kepemilikan saham, bidang usaha, total aset, dan status operasi entitas anak, perusahaan
companies asosiasi, perusahaan ventura bersama.
Untuk entitas anak, ditambahkan informasi mengenai alamat entitas anak tersebut.
150–161
Names of subsidiaries, associated companies, joint venture companies where the Issuer or
Public Company has joint control of the entity (if any), along with the percentage of share
ownership, line of business, total assets, and operating status of subsidiaries, associated
companies, joint venture companies.
For subsidiaries, information regarding the address of the subsidiary is added.
Kronologis pencatatan saham (termasuk Kronologis pencatatan saham, jumlah saham, jumlah saham tercatat setelah masing-
private placement) dan/atau pencatatan masing tindakan korporasi (corporate action), nilai nominal, dan harga penawaran dari awal
saham dari awal penerbitan sampai pencatatan hingga akhir tahun buku serta nama bursa efek dimana saham Emiten atau
dengan akhir tahun buku Perusahaan Publik dicatatkan, termasuk pemecahan saham (stock split), penggabungan
Share listing chronology(including saham (reverse stock), dividen saham, saham bonus, dan perubahan nilai nominal saham,
private placement) and/or listing of pelaksanaan efek konversi, pelaksanaan penambahan dan pengurangan modal (jika ada).
shares from the initial issuance until the Chronology of share listing, number of shares, number of listed shares after each corporate 163
end of the financial year action, nominal value, and offering price from the beginning of listing to the end of the
financial year as well as the name of the stock exchange where the Issuer's or Public
Company's shares are listed, including stock splits ( stock split), merger of shares (reverse
stock), stock dividends, bonus shares, and changes in the nominal value of shares,
implementation of conversion effects, implementation of capital additions and reductions (if
any).
Informasi Pencatatan Efek Lainnya Informasi pencatatan efek lainnya selain efek yang belum jatuh tempo pada tahun buku
Other Securities Listing Information paling sedikit memuat nama efek, tahun penerbitan, tingkat suku bunga/imbal hasil,
tanggal jatuh tempo, nilai penawaran, dan peringkat efek (jika ada);
164–167
Information on the recording of other securities other than securities that have not matured
in the financial year must include at least the name of the securities, year of issuance, interest
rate/yield, maturity date, offering value and securities rating (if any);.
Informasi penggunaan jasa akuntan Informasi penggunaan jasa akuntan publik (AP) dan kantor akuntan publik (KAP) beserta
publik (AP) dan kantor akuntan publik jaringan/asosiasi/aliansinya meliputi:
(KAP) Information on the use of public accounting services (AP) and public accounting firms (KAP)
Information on the use of public and their networks/associations/alliance includes:
accounting services (AP) and public 1. Nama dan alamat. / Name and address.
accounting firms (KAP) 2. Periode penugasan. / Assignment period.
3. Informasi jasa audit dan/atau non audit yang diberikan. /
Information on audit and/or non-audit services provided. 168
4. Biaya jasa (fee) audit dan/atau non audit untuk masing- masing penugasan yang
diberikan selama tahun buku. / Audit and/or non-audit service fees for each assignment
given during the financial year.
5. Dalam hal AP dan KAP beserta jaringan/asosiasi/ aliansinya, yang ditunjuk tidak
memberikan jasa non audit, maka diungkapkan mengenai informasi tersebut. /
In the event that the designated AP and KAP and their network/association/alliance do
not provide non-audit services, then the information shall be disclosed.
Pengungkapan informasi penggunaan jasa AP dan KAP beserta jaringan/asosiasi/aliansinya
dapat disajikan dalam bentuk tabel.
Disclosure of information on the use of AP and KAP services and their networks/associations/
alliances can be presented in tabular form.
Nama dan alamat lembaga dan/atau
Nama dan alamat lembaga dan/atau profesi penunjang pasar modal selain AP dan KAP.
profesi penunjang.
Names and addresses of capital market supporting institutions and/or professions other than 169–171
Name and address of supporting
AP and KAP.
institution and/or profession.
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Criteria Explanation Page
Analisa dan Pembahasan Manajemen Atas Kinerja Perusahaan /
Management Discussion and Analysis on Company Performance
Tinjauan operasi per segmen usaha Tinjauan operasi per segmen usaha sesuai dengan jenis industri Emiten atau Perusahaan
Operational review per business segment Publik, paling sedikit mengenai:
Operational review per business segment according to the type of industry of the Issuer or
Public Company, at least concerning:
1. Penjelasan masing-masing segmen usaha. / Explanation of each business segment. 187–198
2. Kinerja per segmen usaha, antara lain: / Performance per business segment, among others:
a. Produksi, yang meliputi proses, kapasitas, dan perkembangannya. /
190–202
Production, which includes process, capacity, and development.
b. Peningkatan/penurunan kapasitas produksi. /
190–202
Increase/decrease in production capacity.
c. Penjualan/pendapatan usaha. / Sales/business income. 205–208
d. Profitabilitas. / Profitability. 205–208
Uraian atas kinerja keuangan Kinerja keuangan komprehensif yang mencakup perbandingan kinerja keuangan dalam
perusahaan 2 (dua) tahun buku terakhir (dalam bentuk narasi dan tabel), penjelasan tentang penyebab
Description of the company's financial adanya perubahan dan dampak perubahan tersebut, paling sedikit mengenai: /
performance Comprehensive financial performance which includes a comparison of financial performance
in the last 2 (two) financial years (in the form of narratives and tables), an explanation of the
causes of the changes and the impact of these changes, at least concerning:
1. Aset lancar, aset tidak lancar, dan total aset. /
215–219
Current assets, non-current assets, and total assets.
2. Liabilitas jangka pendek, liabilitas jangka panjang dan total liabilitas. /
219–222
Short term liabilities, long term liabilities and total liabilities.
3. Ekuitas. / Equity. 222
4. Pendapatan/penjualan, beban, laba (rugi), penghasilan komprehensif lain, dan total laba
(rugi) komprehensif. / Income/sales, expenses, profit (loss), other comprehensive income, 224–227
and total comprehensive profit (loss).
5. Arus kas. / Cash flow. 228–229
Bahasan dan analisis tentang
kemampuan membayar utang Penjelasan tentang: / Explanation of:
dan tingkat kolektibilitas piutang
perusahaan, dengan menyajikan
perhitungan rasio yang relevan sesuai
1. Kemampuan membayar hutang, baik jangka pendek (likuiditas) maupun jangka panjang
dengan jenis industri perusahaan. 229–230
(solvabilitas). / Ability to pay debts, both short term (liquidity) and long term (solvability).
Discussion and analysis of the ability to
pay debts and the collectibility of the
company's receivables, by presenting
the calculation of the relevant ratio 2. Tingkat kolektibilitas piutang. / Receivables collectibility level. 232–233
according to the type of company's
industry.
Bahasan tentang struktur modal (capital Penjelasan atas: / Top explanation:
structure) dan kebijakan manajemen
atas struktur modal (capital structure 1. Rincian struktur modal (capital structure) yang terdiri dari utang berbasis bunga/sukuk
policy). dan ekuitas. / Details of the capital structure (capital structure), which consists of 233
Discussion on capital structure and interest-based debt/sukuk and equity.
management policies on capital 2. Kebijakan manajemen atas struktur modal (capital structure policies). / Management
structure (capital structure policy). 233–234
policies on capital structure (capital structure policies).
3. Dasar pemilihan kebijakan manajemen. / Basis for selection of management policies. 234
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Criteria Explanation Page
Bahasan mengenai ikatan yang material Penjelasan tentang: / Explanation of:
untuk investasi barang modal (bukan
ikatan pendanaan) pada tahun buku 1. Nama pihak yang melakukan ikatan. / The name of the party making the bond.
terakhir. 2. Tujuan dari ikatan tersebut. / The purpose of the bond.
Discussion on material commitments for 3. Sumber dana yang diharapkan untuk memenuhi ikatan- ikatan tersebut. / Source of
capital goods investment (not funding funds expected to fulfill these ties.
234–235
commitments) in the last financial year. 4. Mata uang yang menjadi denominasi. / The currency to be denominated.
5. Langkah-langkah yang direncanakan perusahaan untuk melindungi risiko dari posisi
mata uang asing yang terkait. / The steps the company plans to take to protect against
risks from related foreign currency positions.
Catatan: apabila perusahaan tidak mempunyai ikatan terkait investasi barang modal pada
tahun buku terakhir agar diungkapkan.
Notes: if the company has no ties related to investment in capital goods in the last financial
year to be disclosed.
Bahasan mengenai investasi barang Penjelasan tentang: / Explanation of:
modal yang direalisasikan pada tahun
buku terakhir. 1. Jenis investasi barang modal. / Types of investment in capital goods.
Discussion on investment in capital 2. Tujuan investasi barang modal. /
goods realized in the last financial year. The purpose of investing in capital goods. 235
3. Nilai investasi barang modal yang dikeluarkan pada tahun buku terakhir. / Investment
value of capital goods issued in the last financial year.
Catatan: apabila tidak terdapat realisasi investasi barang modal, agar diungkapkan.
Notes: if there is no realization of investment in capital goods, so that it is disclosed.
Informasi dan fakta material yang terjadi Uraian kejadian penting setelah tanggal laporan akuntan termasuk dampaknya terhadap
setelah tanggal laporan akuntan kinerja dan risiko usaha di masa mendatang.
Material information and facts Description of significant events after the date of the accountant's report including their
that occurred after the date of the impact on performance and business risks in the future.
accountant's report 236
Catatan: apabila tidak ada kejadian penting setelah tanggal laporan akuntan, agar
diungkapkan.
Notes:if there are no important events after the date of the accountant's report, so that it is
disclosed.
Uraian tentang prospek usaha Prospek usaha dari Emiten atau Perusahaan Publik dikaitkan dengan kondisi industri,
perusahaan. ekonomi secara umum dan pasar internasional disertai data pendukung kuantitatif dari
Description of the company's business sumber data yang layak dipercaya.
236–239
prospects. The business prospects of Issuers or Public Companies are linked to industry conditions, the
general economy and international markets accompanied by quantitative supporting data
from reliable data sources.
Informasi perbandingan antara target Perbandingan antara target/proyeksi pada awal tahun buku dengan hasil yang dicapai
pada awal tahun buku dengan hasil (realisasi), mengenai:
yang dicapai (realisasi), dan target atau Comparison between targets/projections at the beginning of the financial year with the results
proyeksi yang ingin dicapai untuk satu achieved (realization), regarding:
tahun mendatang.
Comparative information between 1. Pendapatan/penjualan. / Sales revenue. 240
targets at the beginning of the
2. Laba (rugi). / Profit (loss). 240
financial year with the results achieved
(realization), and targets or projections 3. Struktur modal (capital structure). / Capital structure (capital structure). 240–241
to be achieved for the next year.
4. Hal lainnya yang dianggap penting bagi Emiten atau Perusahaan Publik. /
241–242
Other matters deemed important by the Issuer or Public Company.
Target/proyeksi yang ingin dicapai Emiten atau Perusahaan Publik untuk 1 (satu) tahun
mendatang, mengenai:
Targets/projections to be achieved by Issuers or Public Companies for the next 1 (one) year,
regarding:
1. Pendapatan/penjualan. / Sales revenue. 243
2. Laba (rugi). / Profit and loss). 243
3. Struktur modal (capital structure). / Capital structure (capital structure). 244
4. Kebijakan dividen. / Dividend policy. 244
5. Hal lainnya yang dianggap penting bagi Emiten atau Perusahaan Publik. /
244–245
Other matters deemed important by the Issuer or Public Company.
Uraian tentang aspek pemasaran. Aspek pemasaran atas barang dan/atau jasa Emiten atau Perusahaan Publik, paling sedikit
Description of the marketing aspect. mengenai strategi pemasaran dan pangsa pasar.
185–187
Marketing aspects of the Issuer's or Public Company's goods and/or services, at least
regarding marketing strategy and market share.
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Criteria Explanation Page
Uraian mengenai dividen selama 2 (dua) Uraian mengenai dividen selama 2 (dua) tahun buku terakhir, paling sedikit:
tahun buku terakhir. Description of dividends for the last 2 (two) financial years, at least:
Description of dividends for the last 2
1. Kebijakan dividen, antara lain memuat informasi persentase jumlah dividen yang
(two) financial years.
dibagikan terhadap laba bersih. / The dividend policy, among other things, contains
information on the percentage of the amount of dividends distributed to net income.
2. Tanggal pembayaran dividen kas dan/atau tanggal distribusi dividen non kas. /
Cash dividend payment date and/or non-cash dividend distribution date.
246–247
3. Jumlah dividen per saham (kas dan/atau non kas). /
Amount of dividends per share (cash and/or non-cash).
4. Jumlah dividen per tahun yang dibayar. / The amount of dividends per year paid.
Catatan: apabila tidak ada pembagian dividen, agar diungkapkan alasannya.
Notes: if there is no distribution of dividends, please state the reasons.
Realisasi penggunaan dana hasil Memuat uraian mengenai: / Contains descriptions of:
penawaran umum (dalam hal
perusahaan masih diwajibkan 1. Total perolehan dana. / Total proceeds.
menyampaikan laporan realisasi 2. Rencana penggunaan dana. / Fund usage plan.
penggunaan dana) 3. Rincian penggunaan dana. / Details of use of funds.
4. Saldo dana. / Fund balance.
Realization of the use of proceeds from
the public offering (in the event that 5. Tanggal persetujuan RUPS/RUPO atas perubahan penggunaan dana (jika ada). /
the company is still required to submit The date of approval of the GMS/RUPO for changes in the use of funds (if any).
a report on the realization of the use of a. Dalam hal selama tahun buku, Emiten memiliki kewajiban menyampaikan laporan
funds) realisasi penggunaan dana, maka diungkapkan realisasi penggunaan dana hasil
penawaran umum secara kumulatif sampai dengan akhir tahun buku. / In the event
247–249
that during the financial year, the Issuer has an obligation to submit a report on the
realization of the use of funds, the cumulative realization of the use of proceeds from
public offerings until the end of the financial year is disclosed.
b. Dalam hal terdapat perubahan penggunaan dana sebagaimana diatur dalam
Peraturan Otoritas Jasa Keuangan mengenai laporan realisasi penggunaan dana
hasil penawaran umum, maka Emiten menjelaskan perubahan tersebut. / In the
event that there is a change in the use of funds as stipulated in the Financial Services
Authority Regulation regarding the report on the realization of the use of funds from
a public offering, the Issuer shall explain the change.
Catatan: apabila tidak memiliki informasi realisasi penggunaan dana hasil penawaran umum,
agar diungkapkan.
Note: if you do not have information on the realization of the use of proceeds from a public
offering, please disclose it.
Informasi material (jika ada), antara lain Memuat uraian mengenai: / Contains descriptions of:
mengenai investasi, ekspansi, divestasi,
penggabungan/peleburan usaha, a. Tanggal, nilai, dan objek transaksi. / Date, value, and transaction object. 248–251, 255
akuisisi, restrukturisasi utang/modal,
b. Nama pihak yang melakukan transaksi. / 248–251,
transaksi material, transaksi afiliasi, dan
The name of the party conducting the transaction. 253–254
transaksi benturan kepentingan.
Material information (if any), including c. Sifat hubungan afiliasi (jika ada). / Nature of the affiliation relationship (if any). 253–254
investment, expansion, divestment,
business merger/consolidation, d. Penjelasan mengenai kewajaran transaksi. / Explanation of the fairness of the transaction. 255
acquisition, debt/capital restructuring,
e. Pemenuhan ketentuan terkait. / Fulfillment of related provisions. 256
material transactions, affiliated
transactions, and conflict of interest f. Dalam hal terdapat hubungan afiliasi, selain mengungkapkan informasi sebagaimana
transactions. dimaksud dalam angka a) sampai dengan angka f), Emiten atau Perusahaan Publik juga
mengungkapkan informasi: / In the event that there is an affiliation relationship, apart
from disclosing the information referred to in number a) through number f), the Issuer or
Public Company also discloses information:
1) Pernyataan Direksi bahwa transaksi afiliasi telah melalui prosedur yang memadai
untuk memastikan bahwa transaksi afiliasi dilaksanakan sesuai dengan praktik
bisnis yang berlaku umum antara lain dilakukan dengan memenuhi prinsip
transaksi yang wajar (armslength principle). / The Board of Directors' statement 256
that affiliated transactions have gone through adequate procedures to ensure
that affiliated transactions are carried out in accordance with generally accepted
business practices, among others, carried out by fulfilling the arm's length principle.
2) Peran Dewan Komisaris dan komite audit dalam melakukan prosedur yang
memadai untuk memastikan bahwa transaksi afiliasi dilaksanakan sesuai dengan
praktik bisnis yang berlaku umum antara lain dilakukan dengan memenuhi
prinsip transaksi yang wajar (arms length principle). / The role of the Board of
257
Commissioners and the audit committee in carrying out adequate procedures to
ensure that affiliated transactions are carried out in accordance with generally
accepted business practices, among others, is carried out by fulfilling the arm’s
length principle.
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Criteria Explanation Page
g. Untuk transaksi afiliasi atau transaksi material yang merupakan kegiatan usaha yang
dijalankan dalam rangka menghasilkan pendapatan usaha dan dijalankan secara rutin,
berulang, dan/atau berkelanjutan, ditambahkan penjelasan bahwa transaksi afiliasi
atau transaksi material tersebut merupakan kegiatan usaha yang dijalankan dalam
rangka menghasilkan pendapatan usaha dan dijalankan secara rutin, berulang, dan/atau
berkelanjutan.
Dalam hal transaksi afiliasi atau transaksi material dimaksud telah diungkapkan dalam
laporan keuangan tahunan, ditambahkan informasi mengenai rujukan pengungkapan
dalam laporan keuangan tahunan tersebut. / For affiliate transactions or material 255
transactions which are business activities carried out in order to generate business
income and are carried out routinely, repeatedly and/or continuously, an explanation
is added that the affiliated transactions or material transactions are business activities
carried out in order to generate business income and are carried out routinely,
repeatedly, and/or continuously.
In the case of affiliated transactions or material transactions referred to have been
disclosed in the annual financial statements, information is added regarding references
to disclosure in the said annual financial statements.
h. Untuk pengungkapan transaksi afiliasi dan/atau transaksi benturan kepentingan
yang merupakan hasil pelaksanaan transaksi afiliasi dan/atau transaksi benturan
kepentingan yang telah disetujui pemegang saham independen, ditambahkan informasi
mengenai tanggal pelaksanaan RUPS yang menyetujui transaksi afiliasi dan/atau
transaksi benturan kepentingan tersebut. / For disclosure of affiliated transactions N/A
and/or conflict of interest transactions which are the result of the implementation of
affiliated transactions and/or conflict of interest transactions that have been approved
by independent shareholders, information is added regarding the date of the GMS that
approves the affiliated transactions and/or conflict of interest transactions.
i. Dalam hal tidak terdapat transaksi afiliasi dan/atau transaksi benturan kepentingan,
maka diungkapkan mengenai hal tersebut. / In the event that there are no affiliated 252–257
transactions and/or conflict of interest transactions, then this is disclosed.
Uraian mengenai perubahan peraturan Uraian memuat antara lain: / The description contains, among others:
perundang-undangan terhadap
perusahaan pada tahun buku terakhir. 1. Nama peraturan perundang-undangan yang mengalami perubahan. /
Description of changes to laws and The names of the laws and regulations that have changed.
regulations on companies in the last 2. Dampaknya (kuantitatif dan/atau kualitatif) terhadap perusahaan (jika signifikan)
258–261
financial year. atau pernyataan bahwa dampaknya tidak signifikan. / The impact (quantitative and/
or qualitative) on the company (if significant) or the statement that the impact is not
significant.
Catatan: apabila tidak terdapat perubahan peraturan perundang-undangan pada tahun buku
terakhir, agar diungkapkan.
Notes: if there is no change in laws and regulations in the last financial year, so that it is
disclosed.
Uraian mengenai perubahan kebijakan Uraian memuat antara lain: / The description contains, among others:
akuntansi yang diterapkan perusahaan
pada tahun buku terakhir. 1. Perubahan kebijakan akuntansi. / Changes in accounting policies.
Description of changes in accounting 2. Alasan perubahan kebijakan akuntansi. / Reasons for changes in accounting policies.
261
policies implemented by the company in 3. Dampaknya secara kuantitatif terhadap laporan keuangan. /
the last financial year. Quantitative impact on financial statements.
Catatan: Apabila tidak terdapat perubahan kebijakan akuntansi pada tahun buku terakhir,
agar diungkapkan.
Notes: If there is no change in accounting policy in the last financial year, that should be
disclosed.
Tata Kelola Perusahaan / Corporate Governance
Informasi mengenai keputusan RUPS pada tahun buku dan 1 (satu) tahun sebelum
RUPS. tahun buku meliputi:
GMS. Information regarding GMS resolutions in the financial year and 1 (one) year before
the financial year includes:
a. Keputusan RUPS pada tahun buku dan 1 (satu) tahun sebelum tahun buku yang
direalisasikan pada tahun buku. / GMS resolutions in the financial year and 1 (one) year
prior to the financial year realized in the financial year.
b. Keputusan RUPS pada tahun buku dan 1 (satu) tahun sebelum tahun buku yang belum 309–323
direalisasikan beserta alasan belum direalisasikan. / GMS decisions in the financial year
and 1 (one) year prior to the financial year that have not been realized along with the
reasons for not being realized.
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Dalam hal Emiten atau Perusahaan Publik menggunakan pihak independen dalam
pelaksanaan RUPS untuk melakukan perhitungan suara, maka diungkapkan mengenai hal
tersebut / In the event that an Issuer or Public Company uses an independent party in the
implementation of the GMS to carry out the vote count, it shall be disclosed regarding this
matter.
1. Tugas dan tanggung jawab masing-masing anggota Direksi.
Informasi mengenai tugas dan tanggung jawab masing-masing anggota Direksi diuraikan
Direksi. dan dapat disajikan dalam bentuk tabel.
326–328
Directors. Duties and responsibilities of each member of the Board of Directors.
Information regarding the duties and responsibilities of each member of the Board of
Directors is described and can be presented in tabular form.
2. Pernyataan bahwa Direksi memiliki pedoman atau piagam (charter) Direksi. / Statement
332–334
that the Board of Directors has a guideline or charter (charter) of the Board of Directors.
3. Kebijakan dan pelaksanaan frekuensi rapat Direksi, rapat Direksi bersama Dewan
Komisaris, dan tingkat kehadiran anggota Direksi dalam rapat tersebut termasuk
kehadiran dalam RUPS.
Informasi tingkat kehadiran anggota Direksi dalam rapat Direksi, rapat Direksi bersama
Dewan Komisaris, atau RUPS dapat disajikan dalam bentuk tabel.
Informasi memuat antara lain:
a. Tanggal Rapat.
b. Peserta Rapat.
c. Agenda Rapat.
Policy and implementation of the frequency of meetings of the Board of Directors, 336–360
meetings of the Board of Directors with the Board of Commissioners, and the level of
attendance of members of the Board of Directors at these meetings including attendance
at the GMS.
Information on the level of attendance of members of the Board of Directors at
meetings of the Board of Directors, meetings of the Board of Directors with the Board of
Commissioners or GMS can be presented in tabular form.
Information includes, among others:
a. Meeting date.
b. Meeting participants.
c. Meeting agenda.
4. Pelatihan dan/atau peningkatan kompetensi anggota Direksi: /
Training and/or competency improvement for members of the Board of Directors:
a. Kebijakan pelatihan dan/atau peningkatan kompetensi anggota Direksi, termasuk
program orientasi bagi anggota Direksi yang baru diangkat (jika ada). / Policy on
training and/or competency improvement for members of the Board of Directors,
361–363
including an orientation program for newly appointed members of the Board of
Directors (if any).
b. Pelatihan dan/atau peningkatan kompetensi yang diikuti anggota Direksi dalam
tahun buku (jika ada). / Training and/or competency improvement attended by
members of the Board of Directors in the financial year (if any).
5. Penilaian Direksi terhadap kinerja komite yang mendukung pelaksanaan tugas Direksi
pada tahun buku paling sedikit memuat: / The Board of Directors' assessment of the
performance of the committees that support the implementation of the duties of the
Board of Directors in the financial year contains at least:
a. Prosedur penilaian kinerja. / Performance appraisal procedures.
b. Kriteria yang digunakan seperti capaian kinerja selama tahun buku, kompetensi dan
364
kehadiran dalam rapat. / The criteria used include performance achievements during the
financial year, competence and attendance at meetings.
Dalam hal Emiten atau Perusahaan Publik tidak memiliki komite yang mendukung
pelaksanaan tugas Direksi, maka diungkapkan mengenai hal tersebut. / In the event that the
Issuer or Public Company does not have a committee that supports the implementation of the
duties of the Board of Directors, this will be disclosed.
Dewan Komisaris. 1. Tugas dan tanggung jawab Dewan Komisaris. /
367–369
Board of Commissioners. Duties and responsibilities of the Board of Commissioners.
2. Pernyataan bahwa Dewan Komisaris memiliki pedoman atau piagam (charter) Dewan
Komisaris. / Statement that the Board of Commissioners has guidelines or charter of the 373
Board of Commissioners.
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Criteria Explanation Page
3. Kebijakan dan pelaksanaan frekuensi rapat Dewan Komisaris, rapat Dewan Komisaris
bersama Direksi dan tingkat kehadiran anggota Dewan Komisaris dalam rapat tersebut
termasuk kehadiran dalam RUPS.
Informasi tingkat kehadiran anggota Dewan Komisaris dalam rapat Dewan Komisaris,
rapat Dewan Komisaris bersama Direksi, atau RUPS dapat disajikan dalam bentuk tabel.
Informasi memuat antara lain:
a. Tanggal Rapat.
b. Peserta Rapat.
c. Agenda Rapat.
Policy and implementation of the frequency of meetings of the Board of Commissioners, 378–398
meetings of the Board of Commissioners with the Board of Directors and the level of
attendance of members of the Board of Commissioners at these meetings including
attendance at the GMS.
Information on the level of attendance of members of the Board of Commissioners at
meetings of the Board of Commissioners, meetings between the Board of Commissioners
and the Board of Directors, or GMS can be presented in tabular form.
Information includes, among others:
a. Meeting date.
b. Meeting participants.
c. Meeting agenda.
4. Pelatihan dan/atau peningkatan kompetensi anggota Dewan Komisaris: / Training and/or
competency improvement for members of the Board of Commissioners:
a. Kebijakan pelatihan dan/atau peningkatan kompetensi anggota Dewan Komisaris,
termasuk program orientasi bagi anggota Dewan Komisaris yang baru diangkat
(jika ada). / Policy on training and/or competency improvement for members of the
399–401
Board of Commissioners, including an orientation program for newly appointed
members of the Board of Commissioners (if any).
b. Pelatihan dan/atau peningkatan kompetensi yang diikuti anggota Dewan Komisaris
dalam tahun buku (jika ada). / Training and/or competency improvement attended
by members of the Board of Commissioners in the financial year (if any).
5. Penilaian kinerja Direksi dan Dewan Komisaris serta masing-masing anggota Direksi dan
anggota Dewan Komisaris, paling sedikit memuat: / Assessment of the performance of
the Board of Directors and the Board of Commissioners as well as each member of the
Board of Directors and members of the Board of Commissioners, contains at least:
a. Prosedur pelaksanaan penilaian kinerja. /
402–413
Procedure for implementing performance appraisal.
b. Kriteria yang digunakan seperti capaian kinerja selama tahun buku, kompetensi
dan kehadiran dalam rapat. / The criteria used include performance achievements
during the financial year, competence and attendance at meetings.
c. Pihak yang melakukan penilaian. / The party making the assessment.
6. Penilaian Dewan Komisaris terhadap kinerja Komite yang mendukung pelaksanaan tugas
Dewan Komisaris pada tahun buku meliputi: / The Board of Commissioners' assessment
of the performance of the Committees that support the implementation of the duties of
the Board of Commissioners in the financial year includes:
413–418
a. Prosedur penilaian kinerja. / Performance appraisal procedures.
b. Kriteria yang digunakan seperti capaian kinerja selama tahun buku, kompetensi
dan kehadiran dalam rapat. / The criteria used include performance achievements
during the financial year, competence and attendance at meetings.
Nominasi dan remunerasi Direksi Paling sedikit memuat: / Least load:
dan Dewan Komisaris.
1. Prosedur nominasi, meliputi uraian singkat mengenai kebijakan dan proses nominasi
Nomination and remuneration of anggota Direksi dan/atau anggota Dewan Komisaris. / Nomination procedures, including
the Board of Directors and Board of 420–421
a brief description of the policies and nomination process for members of the Board of
Commissioners. Directors and/or members of the Board of Commissioners.
2. Prosedur dan pelaksanaan remunerasi Direksi dan Dewan Komisaris, antara lain: /
Procedures and implementation of remuneration for the Board of Directors and Board of
Commissioners, including:
a. Prosedur penetapan remunerasi Direksi dan Dewan Komisaris. / Procedure for
421
determining remuneration for the Board of Directors and Board of Commissioners.
b. Pengungkapan indikator untuk penetapan remunerasi Direksi. / Disclosure of
421–422
indicators for determining the remuneration of the Board of Directors.
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c. Struktur remunerasi Direksi dan Dewan Komisaris seperti, gaji, tunjangan, tantiem/
bonus dan lainnya; dan
Catatan: apabila tidak terdapat bonus kinerja, bonus non kinerja, dan opsi saham
yang diterima setiap anggota Dewan Komisaris dan Direksi, agar diungkapkan.
422
The remuneration structure for the Board of Directors and the Board of
Commissioners such as salaries, allowances, bonuses/bonuses and others; and
Notes:if there are no performance bonuses, non-performance bonuses and stock
options received by each member of the Board of Commissioners and Board of
Directors, to be disclosed.
d. Besarnya remunerasi masing-masing anggota Direksi dan anggota Dewan Komisaris;
Pengungkapan informasi dapat disajikan dalam bentuk tabel.
The amount of remuneration for each member of the Board of Directors and 422–423
members of the Board of Commissioners;
Disclosure of information can be presented in tabular form.
Paling sedikit memuat: / Least load:
Dewan pengawas syariah, bagi
Emiten atau Perusahaan Publik a. Nama. / Name
yang menjalankan kegiatan usaha
berdasarkan prinsip syariah b. Dasar hukum pengangkatan Dewan Pengawas Syariah. /
sebagaimana tertuang dalam anggaran The legal basis for the appointment of the Sharia Supervisory Board.
dasar. / Sharia supervisory board, for
Issuers or Public Companies that carry c. Periode penugasan Dewan Pengawas Syariah. /
out business activities based on sharia The assignment period of the Sharia Supervisory Board.
principles as stated in the articles of N/A
d. Tugas dan tanggung jawab Dewan Pengawas Syariah. /
association.
Duties and responsibilities of the Sharia Supervisory Board.
e. Frekuensi dan cara pemberian nasihat dan saran serta pengawasan pemenuhan prinsip
syariah di pasar modal terhadap Emiten atau Perusahaan Publik. / Frequency and
method of providing advice and suggestions as well as monitoring compliance with
sharia principles in the capital market to Issuers or Public Companies.
1. Nama dan jabatannya dalam keanggotaan komite. /
Name and title in the membership of the committee.
2. Usia. / Age
3. Kewarganegaraan. / Citizenship.
4. Riwayat pendidikan. / Educational Background
5. Riwayat jabatan, meliputi informasi: / Position history, including information on:
a. Dasar hukum penunjukan sebagai anggota komite. / Legal basis for appointment as
committee member.
Komite Audit.
b. Rangkap jabatan, baik sebagai anggota Dewan Komisaris, anggota direksi, dan/ 438–440
Audit Committee.
atau anggota komite serta jabatan lainnya (jika ada). / Concurrent positions, both as
members of the Board of Commissioners, members of the board of directors, and/or
committee members and other positions (if any).
c. Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar emiten
atau perusahaan publik. / Work experience and time period both inside and outside
the issuer or public company.
6. Periode dan masa jabatan anggota komite audit. /
Period and tenure of audit committee members.
7. Uraian tugas dan tanggung jawab. / Description of duties and responsibilities. 430–435
8. Pernyataan independensi komite audit. / Audit committee independence statement. 440–441
9. Pelatihan dan/atau peningkatan kompetensi yang telah diikuti dalam tahun buku (jika
ada). / Training and/or competency improvement that has been attended in the financial 441
year (if any).
10. Kebijakan dan pelaksanaan frekuensi rapat komite audit dan tingkat kehadiran anggota
komite audit dalam rapat tersebut. / Policy and implementation of the frequency of audit
441–448
committee meetings and the level of attendance of audit committee members at these
meetings.
11. Pelaksanaan kegiatan komite audit pada tahun buku sesuai dengan yang dicantumkan
dalam pedoman atau piagam (charter) komite audit. / Implementation of audit
449–450
committee activities in the financial year according to what is stated in the audit
committee guidelines or charter.
PT Hutama Karya (Persero)
2025 Annual Report 665
Page 666
Kriteria Penjelasan Halaman
Criteria Explanation Page
Paling sedikit memuat: / Least load:
1. Nama dan jabatannya dalam keanggotaan komite. /
Name and title in the membership of the committee.
2. Usia. / Age
3. Kewarganegaraan. / Citizenship
Komite atau fungsi nominasi dan 4. Riwayat pendidikan. / Educational Background
remunerasi Emiten atau Perusahaan 5. Riwayat jabatan, meliputi informasi: / Position history, including information on:
Publik. a. Dasar hukum penunjukan sebagai anggota komite. /
Issuer or Public Company nomination Legal basis for appointment as committee member.
455–456
and remuneration committee or b. Rangkap jabatan, baik sebagai anggota Dewan Komisaris, anggota Direksi, dan/
function. atau anggota komite serta jabatan lainnya (jika ada). / Concurrent positions, both as
members of the Board of Commissioners, members of the Board of Directors, and/or
committee members and other positions (if any).
c. Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Emiten
atau Perusahaan Publik. / Work experience and time period both inside and outside
the Issuer or Public Company.
6. Periode dan masa jabatan anggota komite. / Period and tenure of committee members.
7. Pernyataan independensi komite. / Committee independence statement. 457
8. Pelatihan dan/atau peningkatan kompetensi yang telah diikuti dalam tahun buku
(jika ada). / Training and/or competency improvement that has been attended 458
in the financial year (if any).
9. Uraian tugas dan tanggung jawab. / Description of duties and responsibilities. 450–452
10. Pernyataan bahwa telah memiliki pedoman atau piagam (charter). / Statement that
453
already has a guideline or charter.
11. Kebijakan dan pelaksanaan frekuensi rapat dan tingkat kehadiran anggota dalam rapat
tersebut. / Policy and implementation of the frequency of meetings and the level of 459–462
attendance of members at these meetings.
12. Uraian singkat pelaksanaan kegiatan pada tahun buku. / A brief description of the
462–463
implementation of activities in the financial year.
Komite lain yang dimiliki Emiten atau Paling sedikit memuat: / Least load:
Perusahaan Publik dalam rangka
mendukung fungsi dan tugas Direksi 1. Nama dan jabatannya dalam keanggotaan komite. /
(jika ada) dan/atau komite yang Name and title in the membership of the committee.
mendukung fungsi dan tugas Dewan 2. Usia. / Age.
Komisaris. 3. Kewarganegaraan. / Citizenship.
Other committees owned by Issuers or 4. Riwayat pendidikan. / Educational background.
Public Companies in order to support 5. Riwayat jabatan, meliputi informasi: / Position history, including information on:
the functions and duties of the Board of a. Dasar hukum penunjukan sebagai anggota komite. /
Directors (if any) and/or committees that Legal basis for appointment as committee member. 469–471,
support the functions and duties of the b. Rangkap jabatan, baik sebagai anggota dewan komisaris, anggota direksi, dan/atau 488–496
Board of Commissioners. anggota komite serta jabatan lainnya (jika ada). / Concurrent positions, both as a
member of the board of commissioners, a member of the board of directors, and/or
a member of a committee and other positions (if any).
c. Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar emiten
atau perusahaan publik. / Work experience and time period both inside and outside
the issuer or public company.
6. Periode dan masa jabatan anggota komite. / Period and tenure of committee members.
7. Pernyataan independensi komite. / Committee independence statement. 472, 498–499
8. Pelatihan dan/atau peningkatan kompetensi yang telah diikuti dalam tahun buku (jika
ada). / Training and/or competency improvement that has been attended in the financial 473, 499–500
year (if any).
464–466,
9. Uraian tugas dan tanggung jawab. / Description of duties and responsibilities.
482–485
10. Pernyataan bahwa telah memiliki pedoman atau piagam (charter) komite. / Statement
467, 486
that already has guidelines or committee charter.
11. Kebijakan dan pelaksanaan frekuensi rapat komite dan tingkat kehadiran anggota
473–480,
komite dalam rapat tersebut. / Policy and implementation of the frequency of committee
501, 503
meetings and the level of attendance of committee members at these meetings.
12. Uraian singkat pelaksanaan kegiatan komite pada tahun buku. / A brief description of the
480–482, 503
implementation of the committee's activities in the financial year.
PT Hutama Karya (Persero)
666 Laporan Tahunan 2025
Page 667
Kriteria Penjelasan Halaman
Criteria Explanation Page
Sekretaris perusahaan. 1. Nama. / Name
Company secretary. 2. Domisili. / Domicile
3. Riwayat jabatan, meliputi: / Position history, including:
a. Dasar hukum penunjukan sebagai sekretaris perusahaan. /
Legal basis for appointment as company secretary. 505–506
b. Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar emiten
atau perusahaan publik. / Work experience and time period both inside and outside
the issuer or public company.
4. Riwayat pendidikan. / Educational background.
5. Pelatihan dan/atau peningkatan kompetensi yang diikuti dalam tahun buku. /
506
Training and/or competency improvement attended in the financial year.
6. Uraian singkat pelaksanaan tugas sekretaris perusahaan pada tahun buku. /
Brief description of the implementation of the duties of the corporate secretary 507
in the financial year.
Unit Audit Internal. 1. Nama kepala unit audit internal. / Name of the head of the internal audit unit.
2. Riwayat jabatan, meliputi: / Position history, including:
a. Dasar hukum penunjukan sebagai kepala unit audit internal. /
Legal basis for appointment as head of the internal audit unit.
b. Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar emiten 509
atau perusahaan publik. / Work experience and time period both inside and outside
the issuer or public company.
3. Kualifikasi atau sertifikasi sebagai profesi audit internal (jika ada). /
Qualification or certification as internal audit profession (if any).
4. Jumlah pegawai (auditor internal) pada unit audit internal. /
514–515
Number of employees (internal auditors) in the internal audit unit.
5. Pelatihan dan/atau peningkatan kompetensi yang diikuti dalam tahun buku. /
510–511
Training and/or competency improvement attended in the financial year.
6. Struktur dan kedudukan unit audit internal. /
507–508
The structure and position of the internal audit unit.
7. Uraian tugas dan tanggung jawab. / Description of duties and responsibilities. 512–513
8. Pernyataan bahwa telah memiliki pedoman atau piagam (charter) unit audit internal. /
511–512
A statement that the internal audit unit has guidelines or charters.
9. Uraian singkat pelaksanaan tugas unit audit internal pada tahun buku termasuk
kebijakan dan pelaksanaan frekuensi rapat dengan direksi, dewan komisaris, dan/ atau
komite audit. / A brief description of the implementation of the duties of the internal 518–521
audit unit in the financial year including the policy and implementation of the frequency
of meetings with the directors, board of commissioners and/or the audit committee.
Uraian mengenai sistem pengendalian 1. Pengendalian keuangan dan operasional, serta kepatuhan terhadap peraturan
internal (Internal Control) yang perundang-undangan lainnya. / Financial and operational control, as well as compliance 540–543
diterapkan oleh emiten atau perusahaan with other laws and regulations.
Publik.
2. Penjelasan kesesuaian sistem pengendalian intern dengan kerangka yang diakui secara
Description of the internal control system internasional (COSO – internal control framework). / Explanation of the suitability of the
implemented by the issuer or public 545–548
internal control system with the internationally recognized framework (COSO – internal
company. control framework).
3. Tinjauan atas efektivitas sistem pengendalian internal. /
549
Review of the effectiveness of the internal control system.
4. Pernyataan Direksi dan/atau Dewan Komisaris atas kecukupan sistem pengendalian
internal. / Statement of the Board of Directors and/or Board of Commissioners regarding 549
the adequacy of the internal control system.
1. Gambaran umum mengenai sistem manajemen risiko Emiten atau Perusahaan Publik. /
550–561
General description of the Issuer's or Public Company's risk management system.
Sistem manajemen risiko 2. Jenis risiko dan cara pengelolaannya. /
562–581
yang diterapkan oleh Emiten Types of risk and how to manage them.
atau Perusahaan Publik.
3. Tinjauan atas efektivitas sistem manajemen risiko Emiten atau Perusahaan Publik. /
Risk management system implemented 582–583
Review of the effectiveness of the Issuer's or Public Company's risk management system.
by Issuers or Public Companies.
4. Pernyataan Direksi dan/atau Dewan Komisaris atau komite audit atas kecukupan sistem
manajemen risiko. / Statement of the Board of Directors and/or Board of Commissioners 583–584
or the audit committee on the adequacy of the risk management system.
PT Hutama Karya (Persero)
2025 Annual Report 667
Page 668
Kriteria Penjelasan Halaman
Criteria Explanation Page
Perkara hukum yang berdampak
material yang dihadapi Oleh emiten 1. Pokok perkara/gugatan. / Main case/lawsuit.
atau perusahaan publik, entitas anak, 2. Status penyelesaian perkara/gugatan. / Case/lawsuit settlement status.
Anggota direksi dan anggota dewan 3. Pengaruhnya terhadap kondisi emiten atau perusahaan publik.
komisaris (jika ada). Risiko yang dihadapi perusahaan dan nilai nominal tuntutan/gugatan.
584–585
Legal cases with a material impact The impact on the condition of issuers or public companies.
faced by issuers or public companies, The risks faced by the company and the nominal value of claims/lawsuits.
subsidiaries, members of the board of 4. Pengaruhnya terhadap kondisi keuangan perusahaan. /
directors and members of the board of The effect on the company's financial condition.
commissioners (if any).
Catatan: dalam hal perusahaan, entitas anak, anggota Dewan Komisaris, dan anggota Direksi
tidak memiliki perkara penting, agar diungkapkan.
Notes: in the event that the company, subsidiaries, members of the Board of Commissioners
and members of the Board of Directors do not have important matters, this must be disclosed.
Informasi tentang sanksi administratif/
sanksi yang Dikenakan kepada emiten
atau perusahaan publik, Anggota dewan
komisaris dan anggota direksi, oleh
Otoritas jasa keuangan dan otoritas
lainnya pada tahun Buku (jika ada).
Information on administrative sanctions/ 586
sanctions imposed on issuers or
public companies, board members
commissioners and members of the
board of directors, by the Financial
Services Authority and other authorities
in the financial year (if any).
1. Pokok-pokok kode etik. / Principles of the code of ethics. 603–604
Informasi mengenai kode etik Emiten
2. Pernyataan bahwa kode etik berlaku bagi seluruh level organisasi. /
atau Perusahaan Publik. 604
A statement that the code of ethics applies to all levels of the organization.
Information regarding the code of ethics
of Issuers or Public Companies. 3. Bentuk sosialisasi kode etik dan upaya penegakannya /
604-605
Forms of dissemination of the code of ethics and enforcement efforts
Catatan: Apabila tidak terdapat pelanggaran kode etik pada tahun buku terakhir, agar
diungkapkan.
Notes: If there is no violation of the code of ethics in the last financial year, please disclose it.
Uraian singkat mengenai kebijakan
pemberian Kompensasi jangka panjang
berbasis kinerja kepada manajemen
dan/ atau karyawan yang dimiliki
Dalam hal pemberian kompensasi berupa program Kepemilikan saham oleh manajemen
oleh emiten Atau perusahaan publik
(management stock Ownership program/MSOP) dan/atau program Kepemilikan saham oleh
(jika ada), antara lain berupa Program
karyawan (employee stock Ownership program/ESOP).
kepemilikan saham oleh manajemen
Informasi yang diungkapkan Paling sedikit memuat:
(management stock ownership program/
MSOP) dan/atau Program kepemilikan In terms of compensation in the form of management stock ownership program (MSOP) and/
saham oleh karyawan (employee Stock or employee stock ownership program (ESOP).
The information disclosed shall contain at least: 606
ownership program/ESOP).
1. Jumlah saham dan/atau opsi. / Number of shares and/or options.
A brief description of the policy of
2. Jangka waktu pelaksanaan. / Implementation period.
providing performance-based long-term
3. Persyaratan karyawan dan/atau manajemen yang berhak. /
compensation to management and/or
Eligible employee and/or management requirements.
employees owned by issuers or public
4. Harga pelaksanaan atau penentuan harga pelaksanaan. /
companies (if any), including but not
The exercise price or the determination of the exercise price.
limited to management stock ownership
programs program ownership/MSOP)
and/or employee stock ownership
program (ESOP).
1. Kepemilikan saham anggota Direksi dan anggota Dewan Komisaris paling lambat
3 (tiga) hari kerja Setelah terjadinya kepemilikan atau setiap Perubahan kepemilikan atas
Uraian singkat mengenai kebijakan
saham perusahaan Terbuka. / Share ownership of members of the Board of Directors and
pengungkapan Informasi mengenai
members of the Board of Commissioners no later than 3 (three) working days after the 607
A brief description of the Information
ownership or any change in ownership of the shares of the Public Company.
disclosure policy regarding
2. Pelaksanaan atas kebijakan dimaksud. /
Implementation of the intended policy.
PT Hutama Karya (Persero)
668 Laporan Tahunan 2025
Page 669
Kriteria Penjelasan Halaman
Criteria Explanation Page
1. Cara penyampaian laporan pelanggaran. / How to submit a violation report. 607–608
2. Perlindungan bagi pelapor. / Protection for reporters. 608
3. Penanganan pengaduan. / The handling of complaints. 609–611
Uraian mengenai sistem pelaporan 4. Pihak yang mengelola pengaduan. / The party managing the complaint. 612
pelanggaran (whistleblowing system)
di Emiten atau Perusahaan Publik. 5. Hasil dari penanganan pengaduan, paling sedikit: /
The results of handling complaints, at least:
Description of the whistleblowing system
a. Jumlah pengaduan yang masuk dan diproses Dalam tahun buku. / 613
at the Issuer or Public Company.
Number of complaints received and processed in the financial year.
b. Tindak lanjut pengaduan. / Complaint follow-up.
Dalam hal emiten atau perusahaan publik tidak memiliki Sistem pelaporan pelanggaran
(whistleblowing system), Maka diungkapkan mengenai hal tersebut. / In the event that an
issuer or a public company does not have a whistleblowing system, this will be disclosed.
1. Program dan prosedur yang dilakukan dalam Mengatasi praktik korupsi, balas jasa
(kickbacks), Fraud, suap dan/atau gratifikasi dalam Emiten atau Perusahaan Publik. /
614–617
Programs and procedures carried out in Overcoming corrupt practices, kickbacks, fraud,
bribery and/or gratuities in Issuers or Public Companies.
Uraian mengenai kebijakan anti korupsi
Emiten atau Perusahaan Publik. 2. Pelatihan/sosialisasi anti korupsi kepada karyawan Emiten atau Perusahaan Publik. /
618
Description of the Issuer's or Public Anti-corruption training/socialization for employees of Issuers or Public Companies.
Company's anti-corruption policy.
Dalam hal Emiten atau Perusahaan Publik tidak memiliki Kebijakan anti korupsi, maka
dijelaskan alasan tidak Dimilikinya kebijakan dimaksud. / In the event that the Issuer or Public
Company does not have an anti-corruption policy, the reasons for not having the said policy
will be explained.
Penerapan atas pedoman tata kelola 1. Pernyataan mengenai rekomendasi yang telah dilaksanakan dan/atau /
Perusahaan Terbuka bagi Emiten yang Statement regarding recommendations that have been implemented and/or
menerbitkan efek bersifat ekuitas atau 2. Penjelasan atas rekomendasi yang belum dilaksanakan, disertai alasan dan alternatif 631–646
Perusahaan Publik. / Implementation of pelaksanaannya (jika ada). / Explanation of recommendations that have not been
Public Company governance guidelines implemented, accompanied by reasons and alternatives for implementation (if any).
for Issuers that issue equity securities or Pengungkapan informasi dapat disajikan dalam bentuk tabel /
Public Companies. Disclosure of information can be presented in tabular form.
TANGGUNG JAWAB SOSIAL PERUSAHAAN / Corporate Social Responsibility
Tanggung Jawab Sosial Perusahaan. Disajikan dalam Laporan Keberlanjutan /
650
Corporate social responsibility. Presented in the Sustainability Report
PT Hutama Karya (Persero)
2025 Annual Report 669
Page 670
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/ PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES LAPORAN KEUANGAN KONSOLIDASIAN/ CONSOLIDATED FINANCIAL STATEMENTS 31 DESEMBER 2025 DAN 2024/ 31 DECEMBER 2025 AND 2024
Page 671
Page 672
Page 673
Page 674
Page 675
Page 676
Page 677
Page 678
Page 679
Page 680
Page 681
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 1/1 Schedule
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENTS OF
KONSOLIDASIAN FINANCIAL POSITION
31 DESEMBER 2025 DAN 2024 AS AT 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali nilai nominal per saham dan data saham) except par value per share and share data)
Catatan/
2025 Notes 2024
Aset Assets
Aset lancar Current assets
Kas dan setara kas 20,097,210 4 36,769,029 Cash and cash equivalents
Piutang usaha Trade receivables
Pihak ketiga 505,723 5 366,567 Third parties
Pihak berelasi 451,517 5 690,303 Related parties
Piutang ventura bersama 116,816 6 130,206 Receivables from joint ventures
Piutang retensi Retention receivables
Pihak ketiga 156,304 7 93,623 Third parties
Pihak berelasi 28,911 7 85,199 Related parties
Tagihan bruto kepada Gross amounts due from
pemberi kerja 1,590,481 8 3,414,061 customers
Piutang lain-lain Other receivables
Pihak ketiga 139,712 9 5,368,107 Third parties
Pihak berelasi 83,096 9 132,726 Related parties
Persediaan 666,108 10 360,019 Inventories
Aset real estat 577,261 11 622,367 Real estate assets
Aset keuangan- Financial assets-
hak konsesi 956,678 19 - concession rights
Uang muka dan beban Advances and
dibayar dimuka 304,119 12 438,616 prepayments
Pajak dibayar dimuka Prepaid taxes
Pajak lain-lain 1,553,222 13a 694,479 Other taxes
Kas yang dibatasi penggunaannya 8,863,771 21 7,292,670 Restricted cash
Jumlah aset lancar 36,090,929 56,457,972 Total current assets
Aset tidak lancar Non-current assets
Piutang lain-lain Other receivables
Pihak ketiga 259 9 662,506 Third parties
Pihak berelasi 147,099 9 3,642 Related parties
Piutang retensi Retention receivables
Pihak ketiga 87,316 7 47,856 Third parties
Pihak berelasi 201,619 7 136,604 Related parties
Uang muka dan beban Advances and
dibayar dimuka 324,684 12 984,944 prepayments
Pajak dibayar dimuka Prepaid taxes
Pajak penghasilan 72,446 13a 78,289 Corporate income taxes
Pajak lain-lain 1,815,802 13a 2,010,539 Other taxes
Bagian tidak lancar Non-current portion of
dari aset real estat 1,022,728 11 1,067,899 real estate assets
Properti investasi 381,578 14 259,554 Investment properties
Investasi pada entitas asosiasi 45,637 15 45,893 Investment in associates
Investasi pada ventura bersama 544,763 16 632,713 Investment in joint ventures
Aset tetap 2,911,422 17 3,319,839 Fixed assets
Aset takberwujud Intangible assets
Hak pengusahaan jalan tol 136,649,749 18 127,111,601 Toll road concession rights
Lain-lain 22,268 29,718 Others
Aset keuangan - Hak konsesi 8,502,192 19 2,865,228 Financial asset - Concession rights
Goodwill 56,295 116,743 Goodwill
Aset pajak tangguhan 49,728 43,492 Deferred tax assets
Kas yang dibatasi penggunaannya 45,341 37,025 Restricted cash
Aset keuangan lain-lain 99,123 73,422 Other financial assets
Aset tidak lancar lain-lain 27,192 56,984 Other non-current assets
Jumlah aset tidak lancar 153,007,241 139,584,491 Total non-current assets
Jumlah aset 189,098,170 196,042,463 Total assets
Catatan atas laporan keuangan konsolidasian terlampir merupakan The accompanying notes to the consolidated financial statements form
bagian yang tidak terpisahkan dari laporan keuangan konsolidasian. an integral part of these consolidated financial statements.
Page 682
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 1/2 Schedule
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENTS OF
KONSOLIDASIAN FINANCIAL POSITION
31 DESEMBER 2025 DAN 2024 AS AT 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali nilai nominal per saham dan data saham) except par value per share and share data)
Catatan/
2025 Notes 2024
Liabilitas Liabilities
Liabilitas jangka pendek Current liabilities
Utang usaha Trade payables
Pihak ketiga 7,915,132 20 10,105,074 Third parties
Pihak berelasi 1,398,584 20 1,316,922 Related parties
Pinjaman bank jangka pendek 4,204,659 21a 5,921,908 Short-term bank loans
Utang lain-lain Other payables
Pihak ketiga 271,002 24 311,542 Third parties
Pihak berelasi 817,756 24 2,719,537 Related parties
Utang retensi Retention payables
Pihak ketiga 174,665 27 218,960 Third parties
Pihak berelasi 148,975 27 149,051 Related parties
Utang pajak Taxes payable
Pajak penghasilan 67,895 13b 88,113 Corporate income taxes
Pajak lain-lain 308,982 13b 600,929 Other taxes
Uang muka kontrak Short-term contract
jangka pendek 273,392 22 405,123 advances
Akrual dan provisi 3,788,852 23 3,865,774 Accruals and provision
Bagian lancar atas pinjaman Current maturities of
jangka panjang: long-term loans:
Bank 11,478 25a - Banks Loan
Non-bank - 25b 40,000 Non-banks
Utang obligasi 1,185,289 25d 81,000 Bonds payables
Sukuk Mudharabah 64,389 25e 138,250 Sukuk Mudharabah
Liabilitas sewa 108,428 25f 54,566 Lease liabilities
Kewajiban imbalan kerja Short-term employee
jangka pendek 354,987 26 389,420 benefit obligations
Jumlah liabilitas jangka pendek 21,094,465 26,406,169 Total current liabilities
Liabilitas jangka panjang Non-current liabilities
Pinjaman jangka panjang - setelah Long-term loans -
dikurangi bagian yang jatuh net of current
tempo dalam satu tahun: maturities:
Bank 7,687,722 25a 11,106,392 Banks
Non-bank - 25b 686,326 Non-banks
Medium Term Notes 10,033,843 25c 9,649,315 Medium Term Notes
Utang obligasi 6,030,760 25d 7,213,920 Bonds payables
Sukuk mudharabah 592,466 25e 656,214 Sukuk mudharabah
Liabilitas sewa 71,845 25f 116,494 Lease liabilities
Uang muka kontrak Long-term contract
jangka panjang 72,006 22 121,136 advances
Akrual dan provisi 776,408 23 449,415 Accruals and provision
Kewajiban imbalan kerja Long-term employee benefit
jangka panjang 115,516 26 164,523 obligations
Liabilitas pajak tangguhan 901,327 13d 698,646 Deferred tax liabilities
Utang tidak lancar lain-lain Other non-current payables
Pihak ketiga - 24 12,456 Third parties
Pihak berelasi 1,027 24 1,027 Related parties
Utang retensi Retention payables
Pihak ketiga 469,117 27 478,613 Third parties
Pihak berelasi 73,599 27 281,366 Related parties
Jumlah liabilitas jangka panjang 26,825,636 31,635,843 Total non-current liabilities
Jumlah liabilitas 47,920,101 58,042,012 Total liabilities
Catatan atas laporan keuangan konsolidasian terlampir merupakan The accompanying notes to the consolidated financial statements form
bagian yang tidak terpisahkan dari laporan keuangan konsolidasian. an integral part of these consolidated financial statements.
Page 683
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 1/3 Schedule
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENTS OF
KONSOLIDASIAN FINANCIAL POSITION
31 DESEMBER 2025 DAN 2024 AS AT 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali nilai nominal per saham dan data saham) except par value per share and share data)
Catatan/
2025 Notes 2024
Ekuitas Equity
Modal saham - nilai nominal Share capital - Rp1,000,000
Rp1.000.000 per saham, par value per share,
modal dasar - 1 lembar saham authorised share - 1 Dwiwarna
seri A Dwiwarna dan 249.999.999 Series A share and 249,999,999
lembar saham seri B Series B shares,
modal ditempatkan dan disetor share issued and fully paid -
penuh - 1 lembar saham seri A 1 Dwiwarna Series A share and
Dwiwarna dan 131.645.999 lembar 131,645,999 Series B shares (31
saham seri B (31 Desember December 2024: 131,646,000
2024:131.646.000 lembar saham) 131,646,000 28 131,646,000 shares)
Tambahan modal disetor 44,037 44,037 Additional paid-in capital
Cadangan revaluasi Fixed assets revaluation
aset tetap 775,283 740,784 reserve
Retained earnings/
Saldo laba/(akumulasi rugi) (accumulated deficit)
Dicadangkan 5,619,215 29 5,619,215 Appropriated
Belum dicadangkan 2,497,966 (995,205) Unappropriated
Ekuitas yang dapat diatribusikan Equity attributable to
kepada pemilik entitas induk 140,582,501 137,054,831 owners of the parent
Kepentingan non-pengendali 595,568 30 945,620 Non-controlling interests
Jumlah ekuitas 141,178,069 138,000,451 Total equity
Jumlah liabilitas dan ekuitas 189,098,170 196,042,463 Total liabilities and equity
Catatan atas laporan keuangan konsolidasian terlampir merupakan The accompanying notes to the consolidated financial statements form
bagian yang tidak terpisahkan dari laporan keuangan konsolidasian. an integral part of these consolidated financial statements.
Page 684
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 2 Schedule
LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENTS OF PROFIT OR
KOMPREHENSIF LAIN KONSOLIDASIAN LOSS AND OTHER COMPREHENSIVE INCOME
UNTUK TAHUN-TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
Catatan/
2025 Notes 2024
Pendapatan 25,132,919 31 30,252,293 Revenue
Beban pokok pendapatan (21,271,951) 32 (25,978,271) Cost of revenue
Laba bruto 3,860,968 4,274,022 Gross profit
Beban penjualan (15,178) 33 (39,940) Selling expenses
Beban umum dan General and
administrasi (1,106,057) 33 (1,221,718) administrative expenses
Beban pajak penghasilan final (592,862) (662,452) Final tax expense
Bagian atas laba bersih entitas Share in net profit of
asosiasi dan ventura bersama 290,462 16 452,433 associates and joint ventures
Pemulihan/(penurunan) Recovery/(impairment)
nilai piutang 526,596 33 (142,147) of receivables
Beban lain-lain, bersih (226,605) (176,955) Other expenses, net
Laba usaha 2,737,324 2,483,243 Operating income
Penghasilan keuangan 1,890,461 34 2,168,801 Finance income
Biaya keuangan (1,241,216) 34 (1,643,551) Finance costs
Kerugian selisih kurs, bersih (10,617) (22,714) Loss on foreign exchange, net
Laba sebelum
pajak penghasilan 3,375,952 2,985,779 Profit before income tax
Beban pajak penghasilan (287,369) 13c (219,257) Income tax expenses
Laba tahun berjalan 3,088,583 2,766,522 Profit for the year
Penghasilan komprehensif lain Other comprehensive income
Pos-pos yang tidak akan Items that will not be reclassified
direklasifikasi ke laba rugi: subsequently to profit or loss:
Keuntungan revaluasi tanah 34,499 - Gain on revaluation of land
Pengukuran kembali imbalan Remeasurement of post
pascakerja 54,536 5,416 employment benefits
89,035 5,416
Jumlah laba komprehensif Total comprehensive income
tahun berjalan 3,177,618 2,771,938 for the year
Laba tahun berjalan yang Profit for the year
dapat diatribusikan kepada: attributable to:
Pemilik entitas induk 3,290,426 2,731,253 Owners of the parent
Kepentingan non-pengendali (201,843) 35,269 Non-controlling interests
3,088,583 2,766,522
Jumlah laba komprehensif Total comprehensive
tahun berjalan yang dapat income for the year
diatribusikan kepada: attributable to:
Pemilik entitas induk 3,379,461 2,736,669 Owners of the parent
Kepentingan non-pengendali (201,843) 35,269 Non-controlling interests
3,177,618 2,771,938
Laba per saham Profit per share
- Dasar dan Dilusian - Basic and Diluted
(Rupiah penuh) 24,995 38 22,062 (full Rupiah)
Catatan atas laporan keuangan konsolidasian terlampir merupakan The accompanying notes to the consolidated financial statements form
bagian yang tidak terpisahkan dari laporan keuangan konsolidasian. an integral part of these consolidated financial statements.
Page 685
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 3 Schedule
LAPORAN PERUBAHAN EKUITAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY
UNTUK TAHUN-TAHUN YANG BERAKHIR 31 DESEMBER 2025 DAN 2024 FOR THE YEARS ENDED 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah) (Expressed in millions of Rupiah)
Distribusikan kepada pemilik ekuitas induk/
Attributable to owners of the parent
Penyertaan Tambahan Cadangan Saldo laba/(akumulasi rugi)/
Modal modal revaluasi Retained earnings/(accumulated deficit)
Modal Negara/ disetor/ aset tetap/ Kepentingan Jumlah
saham/ Government Additional Fixed asset Belum non pengendali/ ekuitas/
Catatan/ Share Capital paid-in revaluation Dicadangkan/ dicadangkan/ Jumlah/ Non-controlling Total
Notes capital Investment capital reserve Appropriated Unappropriated Total interests equity
SALDO PADA BALANCE AS AT
1 JANUARI 2024 113,042,000 - 44,037 740,784 5,619,215 (3,731,874) 115,714,162 910,351 116,624,513 1 JANUARY 2024
Laba tahun berjalan - - - - - 2,731,253 2,731,253 35,269 2,766,522 Profit for the year
Penghasilan komprehensif lain - - - - - 5,416 5,416 - 5,416 Other comprehensive income
Jumlah laba komprehensif Total comprehensive income
tahun berjalan - - - - - 2,736,669 2,736,669 35,269 2,771,938 for the year
Investasi modal pemerintah 28 - 18,604,000 - - - - 18,604,000 - 18,604,000 Government capital investment
Penambahan modal ditempatkan Additional issued and
dan disetor 28 18,604,000 (18,604,000) - - - - - - - paid-up capital
SALDO PADA BALANCE AS AT
31 DESEMBER 2024 131,646,000 - 44,037 740,784 5,619,215 (995,205) 137,054,831 945,620 138,000,451 31 DECEMBER 2024
Laba tahun berjalan 3,290,426 3,290,426 (201,843) 3,088,583 Profit for the year
Penghasilan komprehensif lain - - - 34,499 - 54,536 89,035 - 89,035 Other comprehensive income
Jumlah laba komprehensif Total comprehensive income
tahun berjalan - - - 34,499 - 3,344,962 3,379,461 (201,843) 3,177,618 for the year
Reklasifikasi kepentingan Reclassification
non-pengendali - - - - - 148,209 148,209 (148,209) - non-controlling interests
SALDO PADA BALANCE AS AT
31 DESEMBER 2025 131,646,000 - 44,037 775,283 5,619,215 2,497,966 140,582,501 595,568 141,178,069 31 DECEMBER 2025
Catatan atas laporan keuangan konsolidasian terlampir merupakan bagian yang tidak terpisahkan dari laporan The accompanying notes to these consolidated financial statements form an integral part of these consolidated
keuangan konsolidasian. financial statements.
Page 686
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 4 Schedule
LAPORAN ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CASH FLOWS
UNTUK TAHUN-TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah) (Expressed in millions of Rupiah)
2025 2024
Arus kas dari aktivitas operasi Cash flows from operating activities
Penerimaan dari pelanggan 11,914,850 12,202,085 Cash receipts from customers
Pembayaran kepada pemasok Cash paid to suppliers
dan lain-lain (10,109,207) (14,017,777) and others
Pembayaran kepada karyawan (811,854) (692,092) Cash paid to employees
Kas yang diperoleh/ Cash provided from/
(digunakan untuk) operasi 993,789 (2,507,784) (used in) operations
Penerimaan bunga 1,290,179 1,738,402 Receipts of interest
Pembayaran beban keuangan (1,166,550) (1,651,654) Payment of finance costs
Pembayaran pajak penghasilan (157,627) (64,275) Payment of income taxes
Pembayaran pajak final (539,791) (554,851) Payment of final taxes
Penerimaan pengembalian pajak Received of tax refund
penghasilan badan 58,563 20,203 corporate income taxes
Penerimaan pengembalian pajak 675,947 1,063,849 Received of tax refund
Arus kas bersih diperoleh dari/ Net cash flows provided from/
(digunakan untuk) (used in)
aktivitas operasi 1,154,510 (1,956,110) operating activities
Arus kas dari aktivitas investasi Cash flow from investing activities
Perolehan aset hak Additions to toll road
pengusahaan jalan tol (17,439,866) (15,761,081) concession rights
Acquisition of other intangible
Perolehan aset tak berwujud lainnya - (10,551) assets
Penerimaan pelunasan investasi lain-lain 1,200,000 - Proceeds from other investment
Penambahan Addition of bridging
dana talangan pembebasan lahan (56,987) (120,768) fund for land acquisition
Penerimaan kembali Proceeds from
dana talangan pembebasan lahan 34,164 189,218 fund for land acquisition
Perolehan aset tetap (62,690) (62,894) Acquisition of fixed assets
Penempatan kas yang Placement of
dibatasi penggunaannya (1,127,389) (3,740,306) restricted cash
Penerimaan dividen dari ventura Dividends received from
bersama 351,378 288,904 joint venture
Penerimaan atas penjualan hak Proceeds from sale of
konsesi jalan tol 5,504,636 - toll road concession rights
Penambahan atas investasi Additional in investment
ventura bersama (35,098) (212,064) in joint ventures
Penambahan atas investasi lainnya (25,701) (8,197) Additional in other investments
Arus kas bersih digunakan untuk Net cash flows used in
aktivitas investasi (11,657,553) (19,437,739) investing activities
Arus kas dari aktivitas pendanaan Cash flow from financing activities
Investasi modal pemerintah - 18,604,000 Government capital investment
Penerimaan pinjaman jangka pendek 6,590,984 7,558,258 Receipts of short-term loans
Pembayaran pinjaman jangka pendek (8,319,803) (5,184,921) Repayments of short-term loans
Penerimaan pinjaman jangka panjang 1,061,872 - Receipts of long-term loans
Pembayaran pinjaman jangka panjang (5,445,576) (1,746,858) Repayments of long-term loans
Pembayaran liabilitas sewa (93,914) (161,017) Repayments of lease liabilities
Arus kas bersih (digunakan untuk)/ Net cash (used in)/provided from
diperoleh dari aktivitas pendanaan (6,206,437) 19,069,462 financing activities
Penurunan bersih Net decrease in cash and
kas dan setara kas (16,709,480) (2,324,388) cash equivalents
Kas dan setara kas Cash and cash equivalents at
pada awal tahun 36,769,029 39,059,927 beginning of the year
Pengaruh selisih kurs 37,661 33,490 Effect of foreign exchange rate
Kas dan setara kas Cash and cash equivalents at
pada akhir tahun 20,097,210 36,769,029 end of year
Catatan atas laporan keuangan konsolidasian terlampir merupakan The accompanying notes to the consolidated financial statements form
bagian yang tidak terpisahkan dari laporan keuangan konsolidasian. an integral part of these consolidated financial statements.
Page 687
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/1 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
1. INFORMASI UMUM 1. GENERAL INFORMATION
a. Pendirian dan informasi umum a. Establishment and general information
PT Hutama Karya (Persero) (“Perusahaan”) PT Hutama Karya (Persero) (“the Company”) is
merupakan Badan Usaha Milik Negara a State-owned Enterprise which was initially a
(“BUMN”) yang pada awalnya merupakan private company named Hollandsche Beton
perusahaan swasta bernama Hollandsche Maatschappij, which later in accordance with
Beton Maatschappij yang selanjutnya Government Regulation No. PP 61/1961 and
berdasarkan Peraturan Pemerintah No. PP was published in the State Gazette of the
61/1961 diumumkan dalam Berita Negara Republic of Indonesia No. 14 in 1971 became a
Republik Indonesia No. 14 tahun 1971 menjadi state owned company and changed its name to
Perusahaan Negara dan berganti nama menjadi Perusahaan Negara Hutama Karya. The
Perusahaan Negara Hutama Karya. Company started its commercial operations on
Perusahaan memulai kegiatan usaha 29 March 1961.
komersialnya pada tanggal 29 Maret 1961.
Sejalan dengan dipenuhinya persyaratan untuk In conjunction with the fulfilment of all necessary
menjadi Perseroan Terbatas, maka status requirements to become a limited liability
Hutama Karya berubah menjadi PT Hutama company, the Company's status had changed
Karya (Persero) dengan akta No. 74 tanggal into PT Hutama Karya (Persero) under the
15 Maret 1973 dari notaris Kartini Muljadi, S.H.. notarial deed No. 74 dated
Perubahan status Perseroan disahkan oleh 15 March 1973 of the Kartini Muljadi, S.H..
Menteri Kehakiman Republik Indonesia dengan The change in the Company's status was
Surat Keputusan No. Y.A.5/300/4 tanggal endorsed by the Minister of Justice of the
20 Agustus 1973, serta diumumkan dalam Republic of Indonesia with his letter
Lembaran Berita Negara No. 54 tanggal No.Y.A.5/300/4 dated 20 August 1973, and was
1 Februari 1974, Tambahan No.10. published in the State Gazette No. 54 dated
1 February 1974, Supplement No.10.
Anggaran Dasar Perusahaan telah beberapa The Company’s Articles of Association have
kali mengalami perubahan, terakhir dengan akta been amended several times, the latest was in
notaris No. 37 tanggal 16 Juli 2025 dari notaris accordance with notarial deed No. 37 dated
Ashoya Ratam, SH, Mkn tentang perubahan 16 July 2025 of Ashoya Ratam, SH. Mkn with
pemegang saham dari Negara Republik regard to amandement of the shareholder
Indonesia menjadi PT Danantara Asset structure from The Government of Republic of
Management (Persero). Perubahan ini Indonesia to PT Danantara Asset Management
mendapat persetujuan dari Menteri Hukum dan (Persero). This amendment was approved by
Hak Asasi Manusia Republik Indonesia No. Minister of Law and Human Rights of the
AHU-AH.01.03-0196714 tanggal 25 Juli 2025. Republic of Indonesia with decree No. AHU-
AH.01.03-0196714 dated 25 July 2025.
Perusahaan berdomisili di Indonesia dengan The Company is incorporated and domiciled in
kantor yang beralamat di Jalan Letjen MT. Indonesia. The address of its registered office is
Haryono Kav. 8, Cawang, Jakarta Timur. Jalan Letjen MT. Haryono Kav. 8, Cawang,
Jakarta Timur.
b. Kegiatan usaha b. Business activities
Grup melakukan usaha di bidang industri The Group conducts businesses in the field of
konstruksi, pengusahaan jalan tol, layanan jasa construction industry, toll road concessions,
peningkatan kemampuan di bidang jasa capacity building services in the field of
konstruksi, pengembang properti, real estat, construction services, property developer, real
penyewaaan ruangan dan hotel, dan estate, rent of space and hotel, and
manufaktur. manufacture.
Page 688
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/2 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
1. INFORMASI UMUM (lanjutan) 1. GENERAL INFORMATION (continued)
c. Struktur Grup c. Group structure
Pada laporan keuangan konsolidasian ini, In these consolidated financial statements, the
Perusahaan dan entitas anak secara Company and its subsidiaries are collectively
keseluruhan dirujuk sebagai “Grup”. referred to as “the Group”.
Pada tanggal 31 Desember 2025 dan 2024, As at 31 December 2025 and 2024, the
Perusahaan mengkonsolidasi entitas-entitas Company consolidates the following entities:
sebagai berikut:
Jumlah
Kegiatan Persentase aset (sebelum
komersial/ kepemilikan/ eliminasi)/ Total assets
Nama entitas/ Kedudukan/ Kegiatan usaha/ Commercial Percentage (before elimination)
Entity’s name Domicile Business activity operation of ownership 2025 2024
Kepemilikan langsung/Direct ownership
PT HK Realtindo Jakarta Pengembang properti/ 2010 99,96% 3,356,331 4,078,228
(“HKR”) Property developer
PT Hakaaston Jakarta Manufaktur/ 2011 99,75% 1,066,929 1,085,891
("HKA") Manufacture
PT HK Infrastruktur Jakarta Jasa konstruksi/ 2011 99,75% 9,988,161 12,668,353
("HKI") Construction
KSO Hutama - Yodya Jakarta Jasa konstruksi/ 2018 99,50% 6,197 6,197
Construction
KSO Hutama - Perapen Medan Jasa konstruksi/ 2014 90,00% 3,966 7,053
Construction
KSO Hutama - Moeladi Jakarta Jasa konstruksi/ 2018 100,00% 4,745 38,134
Construction
KSO Hutama - NSE Purbalingga Jasa konstruksi/ 2019 97,00% 9,886 8,169
Construction
EPC Energy Singapura/ Jasa konstruksi/ 2019 100,00% 79,027 201,143
Singapore, Pte, Ltd, Singapore Construction
PT Hutama Marga Jakarta Pengusahaan jalan tol/ 2017 99,18% 13,882,028 14,295,730
Waskita Toll road concession
PT Terbanggi Besar Lampung Pengusahaan jalan tol/ Dalam tahap 99,90% 61 61
Kayu Agung Toll Toll road concession pengembangan/
Development stage
PT Hutama Panorama Jakarta Jasa konstruksi/ 2025 100,00% 381,037 -
Sitinjau Lauik Construction
PT Hutama Mambelim Jakarta Jasa konstruksi/ 2024 100,00% 1,159,050 150,666
Trans Papua Construction
KSO Hutama Karya - Sorong Jasa konstruksi/ 2021 99,99% 211,240 202,580
Gerbang Sarana Baja Construction
KSO Hutama Karya - Padang Jasa konstruksi/ 2025 100,00% 243,468 -
HK Infrastruktur Construction
KSO Hutama Karya - Gorontalo Jasa konstruksi/ 2020 70,00% 218,363 253,822
Basuki – Lestari Construction
KSO Hutama Karya - Maluku Jasa konstruksi/ 2025 97,70% 72,199 -
Pandu Construction
Kepemilikan tidak langsung/ Indirect ownership
PT Bhirawa Steel Surabaya Manufaktur/ 1974 65,00% 1,810,375 1,733,604
("BS") Manufacture
PT Nusa Pratama Jakarta Properti/ 2008 90,00% 780,696 765,187
Properti ("NPP") Property
PT Petronesia Benimel Jakarta Jasa konstruksi/ 2005 57,00% 643,491 1,107,394
("Petronesia") Construction
PT Semen Indogreen Surabaya Manufaktur/ 2012 85,00% 823,565 902,097
Sentosa ("SIS") Manufacture
Page 689
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/3 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
1. INFORMASI UMUM (lanjutan) 1. GENERAL INFORMATION (continued)
d. Susunan Dewan Komisaris, Direksi, Komite d. Board of Commissioners, Directors, Audit
Audit dan karyawan Committee and employees
Susunan Dewan Komisaris dan Direksi The Company’s Board of Commissioners
Perusahaan pada tanggal 31 Desember 2025 and Directors as at 31 December 2025 and 2024
dan 2024 adalah sebagai berikut: were as follows:
2025 2024
Dewan Komisaris Board of Commisioners
Komisaris Utama Yudo Margono Yudo Margono President Commissioner
Wakil Komisaris Utama - Muhamad Lukman Edy Vice President Commissioner
Komisaris Wahyu Muryadi Susdiyarto Agus Praptono Commissioners
Siti Jamalliah Lubis Chairiah
Mudanto Hatta Iwan Suprijanto
Andus Winarno Wahyu Muryadi
Essy Asiah Agung Sabar Santoso
Direksi Directors
Direktur Utama Koentjoro Budi Harto President Director
Plt. Wakil Direktur Utama Koentjoro *) Budi Harto Ad Interim Vice President Director
Direktur Keuangan Eka Setya Adrianto Eka Setya Adrianto Finance Director
Direktur Manajemen Risiko Sugiarti Sugiarti Risk Management Director
Direktur Operasi I Agung Fajarwanto Agung Fajarwanto Operations Director I
Direktur Operasi II Gunadi Gunadi Operations Director II
Direktur Operasi III Agung Fajarwanto **) Koentjoro Operations Director III
Direktur Human Capital dan Legal Muhammad Fauzan Muhammad Fauzan Human Capital and Legal Director
*) Para pemegang saham Perusahaan menunjuk Koentjoro sebagai Pelaksana *) The Company’s shareholders appointed Koentjoro as Ad Interim Vice
tugas Wakil Direktur Utama efektif tanggal 22 Desember 2025. President Director effective on 22 December 2025.
**) Para pemegang saham Perusahaan menunjuk Agung Fajarwanto sebagai **)The Company’s shareholders appointed Agung Fajarwanto as Ad
Pelaksana tugas Direktur Operasi III efektif tanggal 11 November 2025. Interim Operations Director III effective on 11 November 2025.
Susunan Komite Audit Perusahaan pada The Company’s Audit Committee as at
tanggal 31 Desember 2025 dan 2024 adalah 31 December 2025 and 2024 was as follows:
sebagai berikut:
2025 2024
Ketua Siti Jamalliah Lubis Agung Sabar Santoso Chairman
Wakil Ketua Andus Winarno Chairiah Vice Chairman
Anggota Rifky Adrianto Firdaus Rifky Adrianto Firdaus Members
Resi Ariyasa Qadri Resi Ariyasa Qadri
Pada tanggal 31 Desember 2025, Grup memiliki As at 31 December 2025, the Group had 1,383
1.383 karyawan tetap (2024: 1.374 karyawan tetap) permanent employees (2024: 1,374 permanent
(tidak diaudit). employees) (unaudited).
Page 690
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/4 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
1. INFORMASI UMUM (lanjutan) 1. GENERAL INFORMATION (continued)
e. Penawaran umum Perusahaan e. The Company’s public offering
Obligasi Berkelanjutan I Hutama Karya Hutama Karya Sustainable Bonds I
Perusahaan telah menerima pernyataan efektif The Company received an effective notice from
dari Ketua OJK dengan surat the Chairman of OJK by its decision letter
No. S.729/D.04/2016 tanggal 9 Desember 2016 No. S.729/D.04/2016 dated 9 December 2016 to
untuk melakukan penawaran umum conduct a sustainable public offering of Hutama
berkelanjutan Obligasi Berkelanjutan I Hutama Karya Sustainable Bonds I which was listed in
Karya yang tercatat di Bursa Efek Indonesia. the Indonesia Stock Exchange. These bonds
Obligasi ini dibagi dalam 3 tahap: were divided into 3 phases:
• Obligasi Berkelanjutan I Hutama Karya • Hutama Karya Sustainable Bonds I Phase I
Tahap I Tahun 2016 2016
Obligasi Berkelanjutan I Hutama Karya Hutama Karya Sustainable Bonds I Phase I
Tahap I Tahun 2016 telah tercatat di Bursa 2016 were listed in the Indonesia Stock
Efek Indonesia dengan jumlah pokok Exchange with a principal amount of
obligasi sebesar Rp 1.000.000 dengan Rp 1,000,000 with an interest rate of 8.55%
tingkat bunga 8,55% per tahun dan dengan per annum and a term of 10 years.
jangka waktu 10 tahun.
• Obligasi Berkelanjutan I Hutama Karya • Hutama Karya Sustainable Bonds I Phase II
Tahap II Tahun 2017 2017
Obligasi Berkelanjutan I Hutama Karya Hutama Karya Sustainable Bonds I Phase II
Tahap II Tahun 2017 telah tercatat di Bursa 2017 were listed in the Indonesia Stock
Efek Indonesia dengan jumlah pokok Exchange with a principal amount of
obligasi sebesar Rp 1.968.000 dengan Rp 1,968,000 with an interest rate of 8.07%
tingkat bunga 8,07% per tahun dan dengan per annum and a term of 10 years.
jangka waktu 10 tahun.
• Obligasi Berkelanjutan I Hutama Karya • Hutama Karya Sustainable Bonds I Phase
Tahap III Tahun 2017 III 2017
Obligasi Berkelanjutan I Hutama Karya Hutama Karya Sustainable Bonds I Phase
Tahap III Tahun 2017 telah tercatat di Bursa III 2017 were listed in the Indonesia Stock
Efek Indonesia dengan jumlah pokok Exchange with a principal amount of Rp
obligasi adalah sebesar Rp 3.532.000 3,532,000 with an interest rate of 8.40% per
dengan tingkat bunga 8,40% per tahun annum and a term of 10 years.
dengan jangka waktu 10 tahun.
a. Seri A sebesar Rp 1.165.000 dengan a. A series of Rp 1,165,000 with an interest
tingkat bunga 7,80% per tahun dengan rate of 7.80% per annum and a term of
jangka waktu 5 tahun. 5 years.
b. Seri B sebesar Rp 2.367.000 dengan b. B series of Rp 2,367,000 with an interest
tingkat bunga 8,40% per tahun dengan rate of 8.40% per annum and a term of
jangka waktu 10 tahun. 10 years.
Seri A telah dilunasi pada tahun 2022. The A series bond have been fully repaid in
2022.
Page 691
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/5 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
1. INFORMASI UMUM (lanjutan) 1. GENERAL INFORMATION (continued)
e. Penawaran umum Perusahaan (lanjutan) e. The Company’s public offering (continued)
Obligasi Berkelanjutan II Hutama Karya Hutama Karya Sustainable Bonds II
Perusahaan telah menerima pernyataan efektif The Company received an effective notice from
dari Ketua OJK dengan surat No. the Chairman of OJK by its decision letter
S.153/D.04/2021 tanggal 30 Agustus 2021 untuk No. S.153/D.04/2021 dated 30 August 2021 to
melakukan penawaran umum berkelanjutan conduct a sustainable public offering of Hutama
Obligasi Berkelanjutan II Hutama Karya yang Karya Sustainable Bonds II phase I which was
tercatat di Bursa Efek Indonesia. Obligasi ini listed in the Indonesia Stock Exchange. These
dibagi dalam 2 tahap: bonds were divided into 2 phases:
• Obligasi Berkelanjutan II Hutama Karya • Hutama Karya Sustainable Bonds II Phase
Tahap I Tahun 2021 I 2021
Obligasi Berkelanjutan II Hutama Karya Hutama Karya Sustainable Bonds II Phase
Tahap I Tahun 2021 telah tercatat di Bursa I 2021 were listed in the Indonesia Stock
Efek Indonesia dengan jumlah pokok Exchange with a principal amount of
obligasi adalah sebesar Rp 1.000.000 yang Rp 1,000,000 which consists of 3 series:
terdiri dari 3 seri, yaitu:
a. Seri A sebesar Rp 33.500 dengan a. A series of Rp 33,500 with an interest
tingkat bunga 8,25% per tahun dengan rate of 8.25% per annum and a term of
jangka waktu 3 tahun. 3 years.
b. Seri B sebesar Rp 185.550 dengan b. B series of Rp 185,550 with an interest
tingkat bunga 8,55% per tahun dengan rate of 8.55% per annum and a term of
jangka waktu 5 tahun 5 years.
c. Seri C sebesar Rp 780.950 dengan c. C series of Rp 780,950 with an interest
tingkat bunga 9,30% per tahun dengan rate of 9.30% per annum and a term of
jangka waktu 7 tahun. 7 years.
Seri A sudah dilunasi pada tahun 2024. The A series bond have been fully repaid in
2024.
• Obligasi Berkelanjutan II Hutama Karya • Hutama Karya Sustainable Bonds II Phase
Tahap II Tahun 2022 II 2022
Obligasi Berkelanjutan II Hutama Karya Hutama Karya Sustainable Bonds II Phase
Tahap II Tahun 2022 telah tercatat di Bursa II 2022 were listed in the Indonesia Stock
Efek Indonesia dengan jumlah pokok Exchange with a principal amount of
obligasi adalah sebesar Rp 1.000.000 yang Rp 1,000,000 which consists of 3 series:
terdiri dari 3 seri, yaitu:
a. Seri A sebesar Rp 81.000 dengan a. A series of Rp 81,000 with an interest
tingkat bunga 6,50% per tahun dengan rate of 6.50% per annum and a term of
jangka waktu 3 tahun. 3 years.
b. Seri B sebesar Rp 176.500 dengan b. B series of Rp 176,500 with an interest
tingkat bunga 7,75% per tahun dengan rate of 7.75% per annum and a term of
jangka waktu 5 tahun. 5 years.
c. Seri C sebesar Rp 742.500 dengan c. C series of Rp 742,500 with an interest
tingkat bunga 8,25% per tahun dengan rate of 8.25% per annum and a term of
jangka waktu 7 tahun. 7 years.
Seri A sudah dilunasi pada tahun 2025. The A series bond have been fully repaid in
2025.
Page 692
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/6 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
1. INFORMASI UMUM (lanjutan) 1. GENERAL INFORMATION (continued)
e. Penawaran umum Perusahaan (lanjutan) e. The Company’s public offering (continued)
Sukuk Mudharabah Berkelanjutan I Hutama Karya Hutama Karya Sustainable Sukuk
Mudharabah I
Perusahaan telah menerima pernyataan efektif The Company has received an effective notice
dari Ketua OJK dengan surat No. from the Chairman of OJK by its decision letter
S.153/D.04/2021 tanggal 30 Agustus 2021 untuk No. S.153/D.04/2021 dated 30 August 2021 to
melakukan penawaran umum berkelanjutan conduct a sustainable public offering of Hutama
Sukuk Mudharabah I Hutama Karya yang Karya Sustainable Sukuk Mudharabah I which
tercatat di Bursa Efek Indonesia. Sukuk was listed in the Indonesia Stock Exchange.
Mudharabah ini dibagi dalam 2 tahap: Sukuk Mudharabah were divided into 2 phases:
• Sukuk Mudharabah Berkelanjutan I Hutama • Hutama Karya Sustainable Sukuk
Karya Tahap I Tahun 2021 Mudharabah I Phase I 2021
Sukuk Mudharabah Berkelanjutan I Hutama Hutama Karya Sustainable Sukuk
Karya Tahap I Tahun 2021 telah tercatat di Mudharabah I Phase I 2021 were listed on
Bursa Efek Indonesia dengan jumlah pokok the Indonesia Stock Exchange with a
adalah sebesar Rp 500.000 yang terdiri dari principal amount of Rp 500,000 which
3 seri, yaitu: consists of 3 series:
a. Seri A sebesar Rp 16.500 dengan a. A series of Rp 16,500 with an interest
tingkat bunga 8,25% per tahun dengan rate of 8.25% per annum with a term of
jangka waktu 3 tahun. 3 years.
b. Seri B sebesar Rp 64.450 dengan b. B series of Rp 64,500 with an interest
tingkat bunga 8,55% per tahun dengan rate of 8.55% per annum with a term of
jangka waktu 5 tahun. 5 years.
c. Seri C sebesar Rp 419.050 dengan c. C series of Rp 419,050 with an interest
tingkat bunga 9,30% per tahun dengan rate of 9.30% per annum with a term of
jangka waktu 7 tahun. 7 years.
Seri A sudah dilunasi pada tahun 2024. The A series have been fully repaid in 2024.
• Sukuk Mudharabah Berkelanjutan I Hutama • Hutama Karya Sustainable Sukuk
Karya Tahap II Tahun 2022 Mudharabah I Phase II 2022
Sukuk Mudharabah Berkelanjutan I Hutama Hutama Karya Sustainable Sukuk
Karya Tahap II Tahun 2022 telah tercatat di Mudharabah I Phase II 2022 were listed on
Bursa Efek Indonesia dengan jumlah pokok the Indonesia Stock Exchange with a
adalah sebesar Rp 313.000 yang terdiri dari principal amount of Rp 313,000 which
3 seri, yaitu: consists of 3 series:
a. Seri A sebesar Rp 138.250 dengan a. A series of Rp 138,250 with an interest
tingkat bunga 6,50% per tahun dengan rate of 6.50% per annum with a term of
jangka waktu 3 tahun. 3 years.
b. Seri B sebesar Rp 105.260 dengan b. B series of Rp 105,260 with an interest
tingkat bunga 7,75% per tahun dengan rate of 7.75% per annum with a term of
jangka waktu 5 tahun. 5 years.
c. Seri C sebesar Rp 69.490 dengan c. C series of Rp 69,490 with an interest
tingkat bunga 8,25% per tahun dengan rate of 8.25% per annum with a term of
jangka waktu 7 tahun. 7 years.
Seri A sudah dilunasi pada tahun 2025. The A series have been fully repaid in 2025.
Page 693
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/7 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
1. INFORMASI UMUM (lanjutan) 1. GENERAL INFORMATION (continued)
e. Penawaran umum Perusahaan (lanjutan) e. The Company’s public offering (continued)
Global Medium Term Notes Global Medium Term Notes
Pada bulan Mei 2020, Perusahaan menerbitkan In May 2020, the Company issued Global
Global Medium Term Notes dengan jumlah Medium Term Notes amounting to USD 600
pokok sebesar USD 600 juta melalui pencatatan million through listing in Singapore Exchange,
di bursa efek Singapura dengan tingkat bunga with an interest rate of 3.75% per annum and a
3,75% per tahun dan dengan jangka waktu 10 term of 10 years.
tahun.
f. Penerbitan laporan keuangan konsolidasian f. The issuance of the consolidated financial
statements
Laporan keuangan konsolidasian ini diotorisasi These consolidated financial statements were
oleh Direksi Perusahaan untuk terbit pada authorised for issue by the Directors of the
tanggal 10 Maret 2026. Company on 10 March 2026.
2. KEBIJAKAN AKUNTANSI MATERIAL 2. MATERIAL ACCOUNTING POLICIES
Berikut ini adalah kebijakan akuntansi yang material Presented below are the material accounting policies
yang diterapkan dalam penyusunan laporan applied in preparing the consolidated financial
keuangan konsolidasian Grup. Kebijakan ini telah statements of the Group. These policies have been
diaplikasikan secara konsisten terhadap semua consistently applied to all the years presented, unless
tahun yang disajikan, kecuali dinyatakan lain. otherwise stated.
a. Dasar penyusunan laporan keuangan a. Basis of preparation of the consolidated
konsolidasian financial statements
Laporan keuangan konsolidasian telah disusun The consolidated financial statements have
dan disajikan sesuai dengan Standar Akuntansi been prepared and presented in accordance
Keuangan Indonesia yang mencakup with Indonesian Financial Accounting
Pernyataan dan Interpretasi yang dikeluarkan Standards, which comprise the Statements and
oleh Dewan Standar Akuntansi Keuangan Interpretations issued by the Financial
Ikatan Akuntan Indonesia (“DSAK-IAI”) dan Accounting Standards Board of the Indonesian
Peraturan Otoritas Jasa Keuangan (“OJK”) No. Institute of Accountants (“DSAK-IAI”), and the
VIII.G.7 mengenai “Penyajian dan Indonesian Financial Services Authority
Pengungkapan Laporan Keuangan Emiten atau (“OJK”)’s Regulation No. VIII.G.7 regarding the
Perusahaan Publik”. “Presentation and Disclosures of Financial
Statements of Issuers or Public Companies”.
Laporan keuangan konsolidasian disusun The consolidated financial statements have
berdasarkan konsep harga perolehan, kecuali been prepared under the historical cost
untuk properti investasi dan tanah yang diukur convention, except for the investment property
pada nilai wajar, serta menggunakan dasar and land which are measured at fair value, and
akrual kecuali untuk laporan arus kas using the accrual basis except for the
konsolidasian. consolidated statements of cash flows.
Laporan arus kas konsolidasian disusun dengan The consolidated statement of cash flows is
menggunakan metode langsung dengan prepared based on the direct method by
mengelompokkan arus kas ke dalam aktivitas classifying cash flows on the basis of operating,
operasi, investasi dan pendanaan. investing and financing activities.
Seluruh angka dalam laporan keuangan Figures in the consolidated financial statement
konsolidasian ini dibulatkan dan disajikan dalam are rounded to and stated in millions of Rupiah
jutaan Rupiah (“Rp”), kecuali dinyatakan lain. (“Rp”) unless otherwise stated.
Page 694
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/8 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
a. Dasar penyusunan laporan keuangan a. Basis of preparation of the consolidated
konsolidasian (lanjutan) financial statements (continued)
Penyusunan laporan keuangan konsolidasian The preparation of consolidated financial
sesuai dengan Standar Akuntansi Keuangan statements in conformity with Indonesian
Indonesia memerlukan penggunaan estimasi Financial Accounting Standards requires the use
dan asumsi tertentu yang penting. Penyusunan of certain critical accounting estimates and
laporan keuangan konsolidasian juga assumptions. It also requires management to
mengharuskan manajemen untuk membuat exercise its judgment in the process of applying
pertimbangan dalam proses penerapan the Group’s accounting policies. The areas
kebijakan akuntansi Grup. Area yang kompleks involving a higher degree of judgement or
atau memerlukan tingkat pertimbangan yang complexity, or areas where assumptions and
lebih tinggi atau area dimana asumsi dan estimates are significant to the consolidated
estimasi dapat berdampak signifikan terhadap financial statements are disclosed in Note 3.
laporan keuangan konsolidasian diungkapkan
di Catatan 3.
b. Perubahan pada Pernyataan Standar b. Changes to the Statements of Financial
Akuntansi Keuangan (“PSAK”) Accounting Standards (“PSAK”)
Penerapan dari standar baru dan revisi berikut The adoption of these new and amended
yang berlaku efektif mulai 1 Januari 2025, yang standards that are effective beginning 1 January
relevan dengan operasi Grup, tidak 2025, which are relevant to the Group’s
menimbulkan perubahan substansial terhadap operations, did not result in substantial changes
kebijakan akuntansi Grup dan pengaruh yang to the Group’s accounting policies and had no
material atas jumlah yang dilaporkan atas material effect on the amounts reported for the
tahun berjalan atau tahun sebelumnya. current or prior financial years.
• Amendemen PSAK No. 221, “Pengaruh • Amendment to PSAK No. 221, “The Effect of
Perubahan Kurs Valuta Asing” terkait kondisi Changes in Foreign Exchange Rates”
ketika suatu mata uang tidak tertukarkan. regarding to conditions when a currency is not
exchangeable.
Standar baru dan amendemen yang telah New standard and amendment issued but only
diterbitkan namun berlaku efektif untuk tahun effective for financial year beginning on or after
buku yang dimulai atau setelah 1 Januari 2026 1 January 2026 are as follows.
adalah sebagai berikut.
• Amendemen PSAK No. 109 dan • Amendment of PSAK No. 109 and
PSAK No. 107 “Pengungkapan tentang PSAK No. 107 “Classification and
Klasifikasi dan Pengukuran Instrumen Measurement of Financial Instruments”;
Keuangan”;
• Amandemen PSAK No. 338 “Kombinasi • Amendment of PSAK No. 338 “Business
Bisnis Entitas Sepengendali”. Combination under Common Control”.
Penerapan dari standar baru berikut berlaku The adoption of the new standard is effective
efektif mulai 1 Januari 2027. Penerapan beginning 1 January 2027. Retrospective
retrospektif diwajibkan, sehingga informasi application is required, and so the comparative
komparatif untuk tahun keuangan yang information for the financial year ending 31
berakhir pada 31 Desember 2026 akan December 2026 will be restated in accordance
disajikan ulang sesuai dengan standar ini. with this standard.
PSAK No. 118 “Penyajian dan Pengungkapan PSAK No. 118 “Presentation and Disclosure in
dalam Laporan Keuangan” Financial Statements”
Penerapan dini atas standar tersebut Early adoption of the above standard is
diperkenankan. Grup sedang mempelajari permitted. The Group is still evaluating the
dampak yang mungkin timbul atas penerbitan possible impact of the issuance of these financial
standar akuntansi keuangan tersebut. accounting standards.
Page 695
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/9 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
c. Prinsip-prinsip konsolidasi c. Principles of consolidation
i. Entitas anak i. Subsidiaries
Entitas anak merupakan semua entitas Subsidiaries are entities (including
(termasuk entitas terstruktur), dimana Grup structured entity), over which the Group has
memiliki pengendalian. Grup control. The Group controls an entity when
mengendalikan suatu entitas ketika Grup the Group is exposed to, or has rights to,
terekspos atau memiliki hak atas imbal hasil variable returns from its involvement with
yang bervariasi dari keterlibatannya dengan the entity and has the ability to affect those
suatu entitas dan memiliki kemampuan returns through it’s the power over the
untuk mempengaruhi imbal hasil tersebut entity.
melalui kekuasaannya atas entitas
tersebut.
Entitas anak dikonsolidasi sejak tanggal Subsidiaries are consolidated from the date
pengendalian beralih kepada Grup dan on which control is transferred to the Group.
tidak lagi dikonsolidasi sejak tanggal It is deconsolidated from the date when that
hilangnya pengendalian. Saldo, transaksi, control ceases. Intragroup balances,
penghasilan dan beban intra kelompok transactions, income and expenses are
usaha dieliminasi. Keuntungan dan eliminated. Profits and losses resulting from
kerugian hasil dari transaksi intra kelompok intragroup transactions that are recognised
usaha yang diakui dalam aset juga in assets are also eliminated. The
dieliminasi. Kebijakan akuntansi entitas accounting policies of subsidiary have been
anak telah diubah seperlunya untuk amended where necessary to ensure
memastikan konsistensi penerapan consistency with the policies adopted by the
kebijakan oleh Grup. Group.
Perubahan kepemilikan pada entitas anak, A change in the ownership interest of a
tanpa kehilangan pengendalian, dihitung subsidiary, without a loss of control, is
sebagai transaksi ekuitas. Jika Grup accounted for as an equity transaction. If the
kehilangan pengendalian atas entitas anak, Group loses control over a subsidiary, it:
maka Grup:
a. menghentikan pengakuan asset a. derecognises the assets (including
(termasuk setiap goodwill) dan goodwill) and liabilities of the
liabilitas entitas anak; Subsidiary;
b. menghentikan pengakuan jumlah b. derecognises the carrying amount of
tercatat setiap kepentingan any non-controlling interest (NCI);
nonpengendali (KNP);
c. menghentikan pengakuan akumulasi c. derecognises the cumulative
selisih penjabaran, yang dicatat di translation differences, recorded in
ekuitas, bila ada; equity, if any;
d. mengakui nilai wajar pembayaran d. recognises the fair value of the
yang diterima; consideration received;
e. mengakui setiap sisa investasi pada e. recognises the fair value of any
nilai wajarnya; investment retained;
f. mengakui setiap perbedaan yang f. recognises any surplus or deficit in
dihasilkan sebagai keuntungan atau profit or loss; and reclassifies the
kerugian sebagai laba rugi; dan parent’s share of components
mereklasifikasi ke laba rugi proporsi previously recognised in OCI to profit or
keuntungan dan kerugian yang telah loss or retained earnings, as
diakui sebelumnya dalam penghasilan appropriate, as would be required if the
komprehensif lain atau saldo laba, Group had directly disposed of the
begitu pula menjadi persyaratan jika related assets or liabilities.
Grup akan melepas secara langsung
aset atau liabilitas yang terkait.
Page 696
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/10 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
c. Prinsip-prinsip konsolidasi (lanjutan) c. Principles of consolidation (continued)
i. Entitas anak (lanjutan) i. Subsidiaries (continued)
KNP mencerminkan bagian atas laba atau NCI represents the portion of the profit or
rugi dan aset bersih dari entitas anak yang loss and net assets of the subsidiary not
tidak dapat diatribusikan, secara langsung attributable directly or indirectly to the
maupun tidak langsung, pada Perusahaan, Company, which are presented in the
yang masing-masing disajikan dalam consolidated statement of profit or loss and
laporan laba rugi dan penghasilan other comprehensive income and under the
komprehensif lain konsolidasian dan dalam equity section of the consolidated statement
ekuitas pada laporan posisi keuangan of financial position, respectively, separately
konsolidasian, terpisah dari bagian yang from the corresponding portion attributable
dapat diatribusikan kepada pemilik entitas to the owner of the parent entity.
induk.
Transaksi dengan KNP yang tidak Transactions with NCI that do not result in
mengakibatkan hilangnya pengendalian loss of control are accounted for as equity
merupakan transaksi ekuitas. transactions.
Jumlah tercatat dari kepemilikan Grup dan The carrying amounts of the Group’s
kepentingan nonpengendali disesuaikan interest and the noncontrolling interests are
untuk mencerminkan perubahan adjusted to reflect the changes in their
kepentingan relatifnya dalam entitas anak. relative interests in the subsidiaries. Any
Selisih antara jumlah tercatat kepentingan difference between the amount by which the
nonpengendali yang disesuaikan dan nilai non-controlling interests are adjusted and
wajar imbalan yang dibayar atau diterima the fair value of the consideration paid or
diakui secara langsung dalam ekuitas dan received is recognised directly in equity and
diatribusikan kepada pemilik entitas induk. attributed to the owners of the parent.
ii. Entitas asosiasi dan pengaturan bersama ii. Associate and joint arrangements
Entitas asosiasi adalah suatu entitas Associate is an entity over which the Group
dimana Grup mempunyai pengaruh has significant influence, but not control,
signifikan, tetapi tidak mengendalikan dan generally accompanied by a shareholding
biasanya Grup memiliki 20% atau lebih hak giving rise to voting rights of 20% and above
suara, tetapi tidak melebihi 50% hak suara. but not exceeding 50%. Investment in an
Investasi pada entitas asosiasi dicatat pada associate is accounted for in the
laporan keuangan konsolidasian consolidated financial statements using the
menggunakan metode ekuitas dikurangi equity method less impairment losses, if
kerugian penurunan nilai, jika ada. any.
Pengaturan bersama diklasifikasi sebagai Investment in joint arrangements are
operasi bersama atau ventura bersama classified as either joint operations or joint
bergantung pada hak dan kewajiban ventures depending on the contractual
kontraktual para investor. Grup telah rights and obligation of each investor. Group
menilai sifat dari pengaturan bersama dan has assessed the nature of its joint
menentukan klasifikasi pengaturan arrangements and determined the
bersama. Ventura bersama dicatat classification of joint arrangements. Joint
menggunakan metode ekuitas. Kerja sama ventures are accounted for using the equity
operasi dicatat dengan mengakui method. Joint operations are accounted by
persentase kepemilikan Grup atas aset, recognising the Group’s relevant share of
liabilitas, pendapatan, dan biaya. assets, liabilities, revenues and expenses.
Page 697
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/11 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
c. Prinsip-prinsip konsolidasi (lanjutan) c. Principles of consolidation (continued)
ii. Entitas asosiasi dan pengaturan bersama ii. Associate and joint arrangements
(lanjutan) (continued)
Bagian Grup atas laba rugi entitas asosiasi The Group’s share of its associate’s and
dan ventura bersama setelah perolehan joint venture post-acquisition profits or
diakui dalam laporan laba rugi dan losses is recognised in profit or loss and
penghasilan komprehensif lainnya. other comprehensive income. These post-
Perubahan dan penerimaan distribusi dari acquisition movements and distributions
entitas asosiasi atau ventura bersama received from an associate or joint venture
setelah tanggal perolehan disesuaikan is adjusted against the carrying amounts of
terhadap nilai tercatat investasi. the investment.
Jika bagian Grup atas rugi entitas asosiasi When the Group’s share of the losses of an
sama dengan atau melebihi associate equals or exceeds its interest in
kepentingannya pada entitas asosiasi, the associate, the Group does not recognise
maka Grup menghentikan pengakuan further losses, unless it has incurred legal or
bagiannya atas rugi lebih lanjut, kecuali constructive obligations or made payments
Grup memiliki kewajiban atau melakukan on behalf of the associate or joint venture.
pembayaran atas nama entitas asosiasi
atau ventura bersama.
Keuntungan yang belum direalisasi atas Unrealised gains on transactions between
transaksi antara Grup dengan entitas the Group with its associate and joint
asosiasi dan ventura bersama dieliminasi venture are eliminated to the extent of the
sebesar bagian Grup dalam entitas asosiasi Group’s interest in the associate or joint
atau ventura bersama tersebut. Kerugian venture. Unrealised losses are also
yang belum direalisasi juga dieliminasi eliminated unless the transaction provides
kecuali transaksi tersebut memberikan bukti evidence of impairment of the asset
penurunan nilai atas aset yang ditransfer. transferred. The accounting policies of the
Kebijakan akuntansi entitas asosiasi atau associates or joint venture have been
ventura bersama akan disesuaikan, apabila changed where necessary to ensure
diperlukan, agar konsisten dengan consistency with the accounting policies
kebijakan akuntansi Grup. adopted by the Group.
Dividen yang diterima dan yang akan Dividend received or receivables from an
diterima dari entitas asosiasi dan ventura associate and joint venture are recognised
bersama diakui sebagai pengurang jumlah as reductions in the carrying amount of the
tercatat investasi. investment.
Pada setiap tanggal pelaporan, Grup The Group determines at each reporting
menentukan apakah terdapat bukti objektif date whether there is any objective evidence
bahwa telah terjadi penurunan nilai that the investment in the associate or joint
investasi pada entitas asosiasi atau ventura venture is impaired. If this is the case, the
bersama. Jika demikian, maka Grup Group calculates the amount of impairment
menghitung besarnya penurunan nilai as the difference between the recoverable
sebagai selisih antara jumlah yang amount of the associate or joint venture and
terpulihkan dan nilai tercatat atas investasi its carrying value and recognises the
pada entitas asosiasi atau ventura bersama amount in profit or loss.
dan mengakui selisih tersebut pada laba
rugi.
Page 698
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/12 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
d. Aset keuangan d. Financial assets
i. Klasifikasi i. Classification
Grup mengklasifikasikan aset keuangannya The Group classifies its financial assets into
menjadi dua kategori yaitu diukur pada nilai two categories, which are measured at fair
wajar, melalui penghasilan komprehensif value, either through other comprehensive
lain atau melalui laba rugi; dan diukur pada income or through profit or loss; and
biaya perolehan diamortisasi. measured at amortised cost.
Klasifikasi tersebut berdasarkan model The classification is based on the
bisnis manajemen dan karakteristik arus management’s business model and their
kas kontraktual. contractual cash flows characteristics.
Grup menentukan klasifikasi aset keuangan The Group determines the classification of
tersebut pada pengakuan awal. its financial assets at initial recognition.
Untuk aset yang diukur pada nilai wajar, For assets measured at fair value, gains and
keuntungan dan kerugian akan dicatat losses will either be recorded in profit or loss
dalam laba rugi atau penghasilan or other comprehensive income. For
komprehensif lain. Untuk investasi pada investments in debt instruments, this will
instrumen utang, hal ini akan bergantung depend on the business model in which the
pada model bisnis dimana investasi investment is held. For investments in equity
tersebut ditempatkan. Untuk investasi pada instruments that are not held for trading, this
instrumen ekuitas yang tidak dimiliki untuk will depend on whether the Group has made
diperdagangkan, hal ini akan tergantung an irrevocable election at the time of initial
pada apakah Grup telah melakukan recognition to account for the equity
pemilihan tak terbatalkan pada saat investment at fair value through other
pengakuan awal untuk mencatat investasi comprehensive income.
ekuitas pada nilai wajar melalui penghasilan
komprehensif lain.
Grup mereklasifikasi investasi utang jika The Group reclassifies debt investments
dan hanya jika model bisnis untuk when and only when its business model for
mengelola aset tersebut berubah. managing those assets changes.
Pembelian dan penjualan aset keuangan Regular purchases and sale of financial
yang lazim (reguler) diakui pada tanggal assets are recognised on the trade date –
perdagangan - tanggal dimana Grup the date on which the Group commits to
berkomitmen untuk membeli atau menjual purchase or sell the asset. Investments are
aset. Investasi pada awalnya diakui initially recognised at fair value plus the
sebesar nilai wajarnya ditambah biaya transaction costs for all financial assets not
transaksi untuk seluruh aset keuangan carried at fair value through profit or loss.
yang tidak diukur pada nilai wajar melalui Financial assets carried at fair value through
laba rugi. Aset keuangan yang diukur pada profit or loss are initially recognised at fair
nilai wajar melalui laba rugi pada awalnya value, and transaction costs are expensed
dicatat sebesar nilai wajar dan biaya in profit or loss.
transaksinya dibebankan pada laba rugi.
Page 699
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/13 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
d. Aset keuangan (lanjutan) d. Financial assets (continued)
i. Klasifikasi (lanjutan) i. Classification (continued)
Aset keuangan Grup meliputi kas dan The Group’s financial assets include cash
setara kas, piutang usaha, piutang ventura and cash equivalents, trade receivables,
bersama, piutang retensi, tagihan bruto joint venture receivables, retention
kepada pemberi kerja, piutang lain-lain, aset receivables, gross amounts due from
keuangan lancar dan tidak lancar lainnya, customers, other receivables, other current
dan kas yang dibatasi penggunaannya. and other non-current financial assets, and
Aset keuangan diklasifikasikan sebagai aset restricted cash. Financial assets in this
lancar, jika jatuh tempo dalam waktu 12 category are classified as current assets if
bulan, jika tidak maka aset keuangan ini expected to be settled within 12 months,
diklasifikasikan sebagai aset tidak lancar. otherwise they are classified as non-current.
ii. Pengakuan dan pengukuran ii. Recognition and measurement
Klasifikasi tersebut berdasarkan model The classification is based on the
bisnis manajemen dan karakteristik arus management’s business model and their
kas kontraktual. contractual cash flows characteristics.
Pengakuan dan pengukuran dari aset Recognition and measurement of financial
keuangan yang dimiliki oleh Grup adalah assets owned by the Group is as follows:
sebagai berikut:
(a) Aset keuangan yang diukur dengan (a) Financial assets at amortised cost
biaya diamortisasi
Aset yang dimiliki untuk mengumpulkan Assets that are held for collection of
arus kas kontraktual dimana arus kas contractual cash flows where those
tersebut hanya mewakili pembayaran cash flows represent solely payments
pokok dan bunga diukur dengan biaya of principal and interest are measured
perolehan diamortisasi. Keuntungan at amortised cost. A gain or loss on the
atau kerugian dari aset keuangan yang financial assets that are subsequently
selanjutnya diukur pada biaya measured at amortised cost and is not
perolehan diamortisasi dan bukan part of a hedging relationship is
merupakan bagian dari hubungan recognised in profit or loss when the
lindung nilai, diakui dalam laba rugi asset is derecognised or impaired.
pada saat aset tersebut dihentikan Interest income from these financial
pengakuannya atau mengalami assets is included in finance income
penurunan nilai. Pendapatan bunga using the effective interest rate
dari aset keuangan tersebut method.
dimasukkan ke dalam pendapatan
keuangan dengan menggunakan
metode suku bunga efektif.
(b) Aset keuangan yang diukur pada nilai (b) Financial assets at fair value through
wajar melalui laba rugi profit or loss
Grup memiliki investasi jangka panjang, The Group has long-term investments,
yang diklasifikasikan sebagai aset which are classified as financial asset
keuangan yang diukur pada nilai wajar at fair value through profit and loss.
melalui laba rugi.
Page 700
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/14 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
d. Aset keuangan (lanjutan) d. Financial assets (continued)
ii. Pengakuan dan pengukuran (lanjutan) ii. Recognition and measurement (continued)
(b) Aset keuangan yang diukur pada nilai (b) Financial assets at fair value through
wajar melalui laba rugi profit or loss
Selisih bersih yang timbul dari Net differences arising from changes
perubahan nilai wajar investasi jangka in the fair value of the long-term
panjang disajikan pada laba rugi dalam investments are presented in profit or
“penghasilan/(beban) lain-lain, bersih” loss within “other income/(expenses),
dalam periode terjadinya. net” in the period in which they arise.
Dividen dari investasi jangka panjang Dividends on long-term investments
diakui pada laba rugi sebagai bagian are recognised in profit or loss as part
dari “beban lain-lain, bersih” ketika hak of “other expenses, net” when the
Grup untuk menerima pembayaran Group’s right to receive payments is
sudah ditetapkan. established.
iii. Saling hapus dari instrumen keuangan iii. Offsetting of financial instruments
Aset dan liabilitas keuangan Financial assets and liabilities are offset and
disalinghapuskan dan jumlah netonya the net amount is reported in the
dilaporkan pada laporan posisi keuangan consolidated statement of financial position
konsolidasian ketika terdapat hak yang when there is a legally enforceable right to
berkekuatan hukum untuk melakukan offset the recognised amounts and there is
saling hapus atas jumlah yang telah diakui an intention to settle on a net basis, or
tersebut dan adanya niat untuk realise the asset and settle the liability
menyelesaikan secara neto, atau untuk simultaneously.
merealisasikan aset dan menyelesaikan
liabilitas secara bersamaan.
Hak saling hapus tidak kontinjen atas The legally enforceable right must not be
peristiwa di masa depan dan dapat contingent on future events and must be
dilaksanakan secara hukum dalam situasi enforceable in the normal course of
bisnis yang normal dan dalam peristiwa business and in the event of default in
gagal bayar, atas peristiwa kepailitan atau solvency or bankruptcy of the Group or the
kebangkrutan Grup atau pihak lawan. counterparty.
iv. Penurunan nilai aset keuangan iv. Impairment of financial assets
Pada setiap periode pelaporan, Grup At each reporting date, the Group assess
menilai apakah risiko kredit dari instrumen whether the credit risk on a financial
keuangan telah meningkat secara instrument has increased significantly since
signifikan sejak pengakuan awal. Ketika initial recognition. When making the
melakukan penilaian, Grup menggunakan assessment, the Group use the change in
perubahan atas risiko gagal bayar yang the risk of a default occurring over the
terjadi sepanjang perkiraan usia instrumen expected life of the financial instrument
keuangan daripada perubahan atas jumlah instead of the change in the amount of
kerugian kredit ekspektasian. expected credit losses.
Page 701
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/15 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
d. Aset keuangan (lanjutan) d. Financial assets (continued)
iv. Penurunan nilai aset keuangan (lanjutan) iv. Impairment of financial assets (continued)
Dalam melakukan penilaian, Grup To make that assessment, the Group
membandingkan antara risiko gagal bayar compare the risk of a default occurring on
yang terjadi atas instrumen keuangan pada the financial instrument as at the reporting
saat periode pelaporan dengan risiko gagal date with the risk of a default occurring on
bayar yang terjadi atas instrumen keuangan the financial instrument as at the date of
pada saat pengakuan awal dan initial recognition and consider reasonable
mempertimbangkan kewajaran serta and supportable information, that is
ketersediaan informasi, yang tersedia tanpa available without undue cost or effort, that is
biaya atau usaha, yang mengindikasikan indicative of significant increases in credit
kenaikan risiko kredit sejak pengakuan risk since initial recognition.
awal.
Penyisihan untuk piutang usaha, piutang Provision for trade receivables, retention
retensi, tagihan bruto kepada pemberi kerja, receivables, gross amounts due from
piutang lain-lain, piutang ventura bersama, customers, other receivables, receivables
kas pada bank, kas yang dibatasi from joint ventures, cash in banks, restricted
penggunaannya, dan aset keuangan-hak cash, and financial asset-concession rights
konsesi diukur berdasarkan kerugian kredit are measured based on expected credit
ekspektasian yang disyaratkan oleh PSAK losses prescribed by PSAK No. 109,
No. 109, “Instrumen Keuangan” dengan “Financial Instruments” by reviewing the
melakukan penelaahan atas kolektibilitas collectibility of individual or collective
saldo secara individual atau kolektif balances in a lifetime of receivables using
sepanjang umur piutang menggunakan simplified approach with considering the
pendekatan yang disederhanakan dengan forward-looking information at the end of
mempertimbangkan informasi yang bersifat each reporting period. Doubtful receivables
forward-looking yang dilakukan setiap akhir are written-off during the period in which
periode pelaporan. Piutang ragu-ragu they are determined to be not collectible.
dihapus pada saat piutang tersebut tidak
akan tertagih.
e. Penjabaran mata uang asing e. Foreign currency translation
i. Mata uang fungsional dan penyajian i. Functional and presentation currency
Akun-akun yang disertakan dalam laporan Items included in the financial statements of
keuangan setiap entitas anggota Grup each of the Group’s entities are measured
diukur menggunakan mata uang dari using the currency of the primary economic
lingkungan ekonomi dimana entitas tersebut environment in which the relevant entity
beroperasi (mata uang fungsional). Laporan operates (the functional currency). The
keuangan konsolidasian disajikan dalam consolidated financial statements are
Rupiah yang merupakan mata uang presented in Rupiah which is the functional
fungsional Perusahaan dan penyajian Grup. currency of the Company and the Group’s
presentation currency.
ii. Transaksi dan saldo ii. Transactions and balances
Transaksi dalam mata uang asing Foreign currency transactions are
dijabarkan menjadi mata uang fungsional translated into the functional currency using
menggunakan kurs yang berlaku pada the exchange rate prevailing at the date of
tanggal transaksi. Keuntungan dan kerugian transaction. Foreign exchange gains and
selisih kurs yang timbul dari penyelesaian losses resulting from the settlement of such
transaksi dalam mata uang asing dan dari transactions and from the translation at
penjabaran aset dan liabilitas moneter year-end exchange rates of monetary
dalam mata uang asing menggunakan kurs assets and liabilities denominated in foreign
yang berlaku pada akhir tahun diakui dalam currencies are recognised in profit or loss.
laba rugi.
Page 702
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/16 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
e. Penjabaran mata uang asing (lanjutan) e. Foreign currency translation (continued)
ii. Transaksi dan saldo (lanjutan) ii. Transactions and balances (continued)
Kurs yang digunakan pada tanggal As at the reporting dates, the exchange
pelaporan, berdasarkan kurs tengah yang rates used, based on the middle rate
diterbitkan oleh Bank Indonesia, adalah published by Bank Indonesia, were as
sebagai berikut (nilai penuh): follows (full amount):
2025 2024
Dolar Amerika Serikat United States Dollar
(“Dollar AS”) 16,782 16,162 ("US Dollar")
Euro 19,753 16,851 Euro
Yuan/Renminbi Cina 2,401 2,214 China Yuan/Renminbi
f. Transaksi dengan pihak-pihak berelasi f. Related parties transactions
Grup melakukan transaksi dengan The Group enters into transactions with parties
pihak-pihak berelasi seperti yang didefinisikan which are defined as related parties in
dalam PSAK No. 224, “Pengungkapan accordance with PSAK No. 224, “Related Party
Pihak-pihak Berelasi” dan Peraturan No. KEP- Disclosures” and Regulation No. KEP-
347/BL/2012 tanggal 25 Juni 2012 tentang 347/BL/2012 dated 25 June 2012 regarding
“Pedoman Penyajian dan Pengungkapan “Guidelines for Financial Statements
Laporan Keuangan Emiten atau Perusahaan Presentation and Disclosure of Issuers or Public
Publik”. Companies”.
Berdasarkan Peraturan tersebut, entitas Based on this regulation, government related
berelasi dengan pemerintah merupakan entitas entities are entities which are controlled, jointly
yang dikendalikan, dikendalikan bersama, atau controlled, or materially affected by the
dipengaruhi secara signifikan oleh pemerintah. government. The government, as the
Pemerintah, sebagai pemegang saham dari shareholder of the Company, is the Minister of
Perusahaan, dalam hal ini adalah Menteri Finance.
Keuangan.
Rincian saldo dan transaksi yang signifikan The details of significant accounts and
dengan pihak-pihak berelasi disajikan dalam transaction entered into with related parties are
Catatan 35. presented in Note 35.
Transaksi dengan pihak berelasi dilakukan Transactions with related parties are carried out
dengan kondisi dan persyaratan yang sama with similar terms and conditions to those with
dengan yang berlaku dalam transaksi dengan third parties.
pihak ketiga.
g. Kas dan setara kas g. Cash and cash equivalents
Kas dan setara kas terdiri dari kas, kas di bank Cash and cash equivalents consist of cash on
dan deposito berjangka yang sewaktu-waktu hand, cash in banks and time deposits with
bisa dicairkan dalam waktu tiga bulan atau original maturity periods of three months or less
kurang pada saat penempatan dan yang tidak at the time of placement that are not used as
digunakan sebagai jaminan atau tidak dibatasi collateral or are not restricted.
penggunaannya.
Kas yang dibatasi penggunaannya Cash which restricted in use, are classified and
diklasifikasikan dan disajikan dalam laporan presented in consolidate statement of financial
posisi keuangan konsolidasian sebagai “Kas position as part of “Restricted cash”.
yang dibatasi penggunaannya”.
Page 703
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/17 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
h. Piutang h. Receivables
i. Piutang usaha dan piutang lain-lain i. Trade and other receivables
Piutang usaha merupakan jumlah yang Trade receivables are amounts due from
terutang dari pelanggan atas pendapatan customers for construction services
jasa konstruksi, pendapatan pengoperasian revenue, toll road operation revenue, sale of
jalan tol, penjualan barang jadi dan finished goods and sale of real estate
penjualan properti real estat dalam kegiatan properties performed in the ordinary course
usaha biasa. Jika piutang diperkirakan of business. If collection of the receivables
dapat ditagih dalam waktu satu tahun atau is expected in one year or less (or in the
kurang (atau dalam siklus operasi normal normal operating cycle of the business if
jika lebih panjang), piutang diklasifikasikan longer), they are classified as current
sebagai aset lancar. Jika tidak, piutang assets. If not, they are presented as non-
disajikan sebagai aset tidak lancar. current assets.
Piutang lain-lain merupakan saldo piutang Other receivables are receivables arising
yang timbul dari transaksi di luar kegiatan from transactions outside the ordinary
usaha biasa. course of business.
Piutang usaha dan piutang lain-lain pada Trade and other receivables are recognised
awalnya diakui sebesar imbalan yang tidak initially at the amount of consideration that
bersyarat, kecuali jika piutang tersebut is unconditional, unless they contain
mengandung komponen pendanaan yang significant financing components, in which
signifikan, dalam hal ini mereka diakui pada case they are recognised at fair value and
nilai wajar dan selanjutnya diukur pada subsequently measured at amortised cost
biaya perolehan diamortisasi dengan using the effective interest method, if the
menggunakan metode bunga efektif, impact of discounting is significant, less any
apabila dampak pendiskontoan signifikan, provision for impairment, except for other
dikurangi provisi atas penurunan nilai, receivables from mandatory convertible
kecuali untuk piutang lain-lain dari pinjaman loan of related parties which are
wajib konversi pihak berelasi yang subsequently carried at fair value, with
selanjutnya disajikan sebesar nilai wajar changes in fair value recognised in the profit
dengan perubahan nilai wajar diakui dalam or loss.
laporan laba rugi.
Kolektibilitas piutang usaha dan piutang Collectibility of trade and non-trade
non-usaha ditinjau secara berkala. Piutang receivables is reviewed on an ongoing
yang diketahui tidak tertagih, dihapus basis. Receivables which are known to be
bukukan dengan secara langsung uncollectible are written off by reducing the
mengurangi nilai tercatatnya. Akun carrying amount directly. An allowance
penyisihan digunakan untuk cadangan account for expected credit losses in
kerugian kredit ekspektasian sesuai dengan accordance with Note 2d.
Catatan 2d.
Kesulitan keuangan signifikan yang dialami Significant financial difficulties of the debtor,
debitur, kemungkinan debitur dinyatakan probability that the debtor will enter
pailit atau melakukan reorganisasi bankruptcy or financial reorganisation and
keuangan dan gagal bayar atau menunggak default or delinquency in payments are
pembayaran merupakan indikator yang considered indicators that the trade
dianggap dapat menunjukkan adanya receivable is impaired. The amount of the
penurunan nilai piutang. Jumlah penurunan impairment allowance is the difference
nilai adalah sebesar selisih antara nilai between the asset’s carrying amount and
tercatat aset dan nilai kini dari estimasi arus the present value of estimated future
kas masa depan pada tingkat suku bunga cashflows, discounted at the original
efektif awal. Arus kas terkait dengan piutang effective interest rate. Cash flows relating to
jangka pendek tidak didiskontokan apabila short term receivables are not discounted if
efek diskonto tidak material. the effect of discounting is immaterial.
Page 704
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/18 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
h. Piutang (lanjutan) h. Receivables (continued)
ii. Piutang retensi ii. Retention receivables
Piutang retensi adalah jumlah termin yang Retention receivables are amounts of
tidak dibayar hingga pemenuhan progress billings that are not paid until the
persyaratan yang ditentukan dalam kontrak satisfaction of condition specified in the
untuk pembayaran jumlah tersebut atau contract for the payment of such amount or
hingga ketidaksesuaian telah diperbaiki. until defects have been rectified.
i. Tagihan bruto kepada pemberi kerja i. Gross amounts due from customers
Jumlah tagihan bruto kepada pemberi kerja Gross amounts due from customers for contract
untuk pekerjaan kontrak adalah selisih antara work is the net amount of costs incurred plus
biaya yang terjadi ditambah marjin yang diakui recognised margin and less the sum of
dan dikurangi jumlah kerugian dan termin yang recognised losses and progress billings, for all
diakui, untuk semua pekerjaan dalam proses di contracts in progress for which costs incurred
mana biaya yang terjadi ditambah marjin yang plus recognised margin (less recognised losses)
diakui (dikurangi kerugian yang diakui) melebihi exceed progress billings.
termin.
j. Persediaan j. Inventories
Persediaan dinyatakan sebesar nilai yang lebih Inventories are stated at the lower of cost and
rendah antara harga perolehan dan nilai net realisable value. Cost for finished goods, raw
realisasi bersih. Harga perolehan untuk material and supporting materials are
persediaan barang jadi, bahan baku dan bahan determined using the first-in, first-out (“FIFO”)
pembantu ditentukan dengan menggunakan method. The cost of finished goods and work in
metode masuk pertama, keluar pertama progress comprises raw materials, direct labour,
(“MPKP”). Nilai persediaan barang jadi dan other direct costs and related production
barang dalam proses terdiri dari persediaan overheads (based on normal operating
bahan baku, tenaga kerja, biaya langsung capacity).
lainnya dan biaya produksi terkait (berdasarkan
kapasitas normal operasi).
Nilai realisasi bersih adalah estimasi harga jual Net realisable value is the estimated selling price
dalam kegiatan usaha biasa, dikurangi estimasi in the ordinary course of business, less the
biaya penyelesaian dan estimasi biaya yang estimated costs of completion and the estimated
diperlukan untuk membuat penjualan. costs necessary to make the sale.
k. Aset real estat k. Real estate assets
Aset real estat terdiri dari properti hunian dan Real estate assets consist of residential and
kios, properti dalam konstruksi, dan tanah untuk kiosk properties, properties under construction
pengembangan, dan dinyatakan sebesar biaya and land for development, and are stated at cost
perolehan atau nilai realisasi bersih, mana yang or net realisable value, whichever is lower.
lebih rendah.
Biaya perolehan tanah untuk dikembangkan The cost of land for development consists of cost
meliputi biaya perolehan tanah yang belum of land not yet developed, direct and indirect
dikembangkan, ditambah dengan biaya costs related to the development of real estate
pengembangan langsung dan tidak langsung assets and borrowing costs. The cost of land for
yang dapat diatribusikan pada pengembangan development is transferred to the property under
aset real estat serta biaya pinjaman. Biaya construction account when the development is
perolehan tanah untuk dikembangkan akan completed or transferred to the land available for
dipindahkan ke properti dalam konstruksi pada sale.
saat tanah tersebut selesai dikembangkan atau
dipindahkan ke tanah siap untuk dijual.
Page 705
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/19 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
k. Aset real estat (lanjutan) k. Real estate assets (continued)
Biaya perolehan properti dalam konstruksi The cost of property under construction consists
meliputi biaya perolehan tanah yang telah of the cost of developed land, construction
selesai dikembangkan ditambah dengan biaya costs, other costs related to the development of
konstruksi, biaya lainnya yang dapat real estate assets and borrowing costs. They
diatribusikan pada aktivitas pengembangan aset are transferred to the building when it is
real estat dan biaya pinjaman. Biaya – biaya completed and ready for sale.
tersebut dipindahkan ke bangunan jadi pada
saat selesai dibangun dan siap dijual.
Biaya aktivitas pengembangan aset real estat, The real estate assets’ development costs,
yang dikapitalisasi ke proyek pengembangan which are capitalised to the real estate assets
real estat adalah: development project are:
• Biaya pra-perolehan tanah; • Land pre-acquisition costs;
• Biaya perolehan tanah; • Land acquisition costs;
• Biaya yang secara langsung berhubungan • Project direct costs;
dengan proyek;
• Biaya yang dapat diatribusikan pada • Costs that are attributable to real estate
aktivitas pengembangan real estat; dan development activities; and
• Biaya pinjaman • Borrowing costs
Grup tetap melakukan kapitalisasi biaya ke The Group capitalises the cost of project
proyek pengembangan walaupun realisasi development even if the realisation of project
pendapatan masa depan lebih rendah dari nilai revenue is lower than the capitalised project
tercatat proyek. Atas perbedaan yang terjadi cost. However, the Group recognises provision
Grup melakukan penyisihan secara periodik. periodically for the difference that may arise.
Jumlah penyisihan tersebut akan mengurangi The provision is accounted for as reduction in
nilai tercatat proyek dan dibebankan ke laba rugi capitalised project costs and is charged to profit
tahun berjalan. or loss for the year.
Pengkajian atas estimasi dan alokasi biaya Estimates and cost allocation are reviewed at
dilakukan pada setiap akhir periode pelaporan reporting date until the project is substantially
sampai proyek selesai secara substansial. Jika completed. If there are fundamental changes on
terjadi perubahan mendasar terkait estimasi saat the basis of current estimates, the Group will
ini, Grup akan melakukan revisi dan realokasi revise and reallocate the cost.
biaya.
Beban yang tidak berhubungan dengan proyek Expenses which are not related to the
real estat diakui di laba rugi pada saat terjadinya. development of real estate, are charged to profit
or loss when incurred.
l. Beban dibayar dimuka l. Prepayments
Beban dibayar dimuka diamortisasi dengan Prepayments are amortised on a straight-line
menggunakan metode garis lurus selama basis over the benefit periods of the
periode manfaat masing-masing biaya. prepayments.
m. Properti investasi m. Investment properties
Properti investasi terdiri dari tanah yang dikuasai Investment properties consist of land which are
Grup untuk disewakan atau untuk mendapatkan held by the Group to earn rent or for capital
keuntungan dari kenaikan nilai atau keduanya appreciation or both, rather than for the use in
dan tidak untuk digunakan dalam produksi atau the production or supply of goods or services or
penyediaan barang atau jasa untuk tujuan for administrative purposes or sale in the
administratif atau dijual dalam kegiatan usaha ordinary course of business.
normal.
Page 706
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/20 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
m. Properti investasi (lanjutan) m. Investment properties (continued)
Properti investasi dinyatakan sebesar biaya The investment properties are stated at cost
perolehan termasuk pengeluaran yang dapat including expenditure that is directly attributable
diatribusikan secara langsung untuk perolehan to acquisition of the investment property.
properti investasi. Selanjutnya, properti investasi Subsequently, investment properties are
diukur sebesar nilai wajar yang ditentukan setiap measured at fair value determined annually by
tahun oleh penilai independen. Perubahan nilai an independent appraiser. Changes in the fair
wajar properti investasi diakui pada laba rugi. value of investment properties are recognised in
profit or loss.
Properti investasi dihentikan pengakuannya
pada saat pelepasan atau ketika properti Investment properties are derecognised either
investasi tersebut tidak digunakan lagi secara when they have been disposed of or when the
permanen dan tidak memiliki manfaat ekonomis investment properties are permanently
di masa depan yang dapat diharapkan pada saat withdrawn from use and no future benefit is
pelepasannya. Laba atau rugi yang timbul dari expected from their disposal. Any gains or
penghentian pengakuan atau pelepasan properti losses on the derecognition or disposal of an
investasi diakui dalam laporan laba rugi dalam investment property are recognised in the profit
tahun terjadinya penghentian atau pelepasan or loss in the year of derecognition or disposal.
tersebut.
n. Aset tetap n. Fixed assets
Tanah disajikan sebesar nilai wajar. Penilaian Land are shown at fair value. Valuation of land
terhadap tanah tersebut dilakukan oleh penilai is performed by external independent valuers
independen eksternal yang terdaftar di Otoritas which are registered with the Financial Services
Jasa Keuangan (“OJK”). Penilaian atas aset Authority (“OJK”). Valuations are performed with
tersebut dilakukan secara berkala untuk sufficient regularity to ensure that the fair value
memastikan bahwa nilai wajar aset yang of a revalued asset does not differ materially
direvaluasi tidak berbeda secara material from its carrying amount.
dengan nilai tercatatnya.
Tanah tidak disusutkan. Land is not depreciated.
Aset tetap lainnya disajikan sebesar harga All other fixed assets are stated at historical cost
perolehan dikurangi dengan penyusutan. Harga less depreciation. Historical cost includes
perolehan termasuk pengeluaran yang dapat expenditure that is directly attributable to the
diatribusikan secara langsung atas perolehan acquisition of the items.
aset tersebut.
Grup menganalisa fakta dan keadaan untuk The Group analyzes the facts and
masing-masing jenis hak atas tanah dalam circumstances for each type of landrights in
menentukan akuntansi untuk masing-masing determining the accounting for each of these
hak atas tanah tersebut sehingga dapat land rights so that it can accurately represent an
merepresentasikan dengan tepat suatu kejadian underlying economic event or transaction. If the
atau transaksi ekonomik yang mendasarinya. landrights do not transfer control of the
Jika hak atas tanah tersebut tidak mengalihkan underlying assets to the Group, but gives the
pengendalian atas aset pendasar kepada Grup, rights to use the underlying assets, the Group
melainkan mengalihkan hak untuk applies the accounting treatment of these
menggunakan aset pendasar, Grup transactions as leases under PSAK No. 116,
menerapkan perlakuan akuntansi atas transaksi “Lease”. If landrights substantially similar to land
tersebut sebagai sewa berdasarkan PSAK No. purchases, the Group applies PSAK No. 216,
116, “Sewa”. Jika hak atas tanah secara “fixed assets”.
substansi menyerupai pembelian tanah, maka
Grup menerapkan PSAK No. 216, “Aset tetap”.
Page 707
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/21 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
n. Aset tetap (lanjutan) n. Fixed assets (continued)
Penyusutan dihitung dengan menggunakan Depreciation is computed using the multiple-
metode saldo menurun berganda, kecuali untuk declining balance method except for building,
bangunan dihitung menggunakan metode garis which is computed using the straight-line
lurus berdasarkan estimasi masa manfaat aset method, based on the estimated useful lives of
tetap sebagai berikut: the fixed assets as follows:
Tahun/Years
Bangunan 20 – 30 Building
Perlengkapan proyek 4 – 16 Project equipment
Perlengkapan kantor 4–8 Office equipment
Kendaraan 4–8 Vehicle
Biaya setelah perolehan awal diakui sebagai Subsequent costs are included in the asset’s
bagian dari nilai tercatat aset atau sebagai aset carrying amount or recognised as a separate
yang terpisah hanya apabila kemungkinan besar asset, as appropriate, only when it is probable
Grup akan mendapatkan manfaat ekonomis di that future economic benefits associated with the
masa depan berkenaan dengan aset tersebut assets will flow to the Group and the cost of the
dan biaya perolehan aset dapat diukur dengan item can be measured reliably. The carrying
andal. Jumlah tercatat komponen yang diganti amount of the replaced part is derecognised. All
tidak lagi diakui. Biaya perbaikan dan other repairs and maintenance costs are
pemeliharaan dibebankan ke dalam laporan laba charged to the profit or loss during the financial
rugi selama tahun dimana biaya-biaya tersebut year in which they are incurred.
terjadi.
Nilai sisa aset, masa manfaat dan metode The assets’ residual values, useful lives and
penyusutan ditelaah dan jika perlu disesuaikan, depreciation method are reviewed and adjusted
pada setiap akhir periode pelaporan. Dampak if appropriate, at the end of each reporting
dari setiap revisi diakui dalam laba rugi, ketika period. The effects of any revisions are
perubahan terjadi. recognised in the profit or loss, when the
changes arise.
Keuntungan dan kerugian yang timbul dari Gains and losses on disposals of assets are
pelepasan aset ditentukan dengan determined by comparing the proceeds with the
membandingkan antara penerimaan hasil carrying amount and are recognised in the profit
pelepasan dan jumlah tercatat aset tersebut dan or loss.
diakui di laporan laba rugi.
Aset tetap yang sudah tidak digunakan lagi atau When assets are retired or otherwise disposed
dijual dikeluarkan dari laporan keuangan of, their carrying values and related accumulated
konsolidasian. Keuntungan atau kerugian dari depreciation are eliminated from the
pelepasan aset tetap tersebut dibukukan dalam consolidated financial statements and any
laporan laba rugi. resulting gain or loss on disposal of fixed assets
are recognised in profit and loss.
Aset dalam pembangunan dinyatakan sebesar Assets under construction is carried at cost
biaya perolehan termasuk biaya pinjaman yang including borrowing costs incurred during
terjadi selama masa pembangunan yang timbul construction arising from debts used for funding
dari utang yang digunakan untuk pembangunan the construction. The accumulated cost will be
aset tersebut. Akumulasi biaya perolehan akan transferred to the respective fixed assets
dipindahkan ke masing-masing aset tetap yang account when the construction is substantialy
bersangkutan pada saat selesai dan siap completed and ready for its intended use.
digunakan.
Page 708
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/22 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
n. Aset tetap (lanjutan) n. Fixed assets (continued)
Penyusutan dimulai pada saat aset tersebut siap Depreciation is charged from the date on which
untuk digunakan sesuai dengan tujuan yang the assets are ready for use in the manner
diinginkan manajemen. intended by management.
o. Perjanjian konsesi jasa o. Service concession arrangement
Grup telah menerapkan ISAK No. 112, The Group has adopted ISAK No. 112, “Service
“Perjanjian Konsesi Jasa” (“ISAK 112”) dan ISAK Concession Arrangement” (“ISAK 112”) and
229, “Perjanjian Konsesi Jasa: Pengungkapan” ISAK 229, “Service Concession Arrangement:
(“ISAK 229”). Disclosure” (“ISAK 229”).
ISAK 112 mengatur prinsip umum dalam ISAK 112 determines the general principles in
pengakuan dan pengukuran hak dan kewajiban the recognition and measurement of liabilities
terkait dengan perjanjian konsesi jasa. ISAK 112 and rights related to service concession
mengatur bahwa infrastruktur tidak diakui arrangement. ISAK 112 regulates that an
sebagai aset tetap operator (pihak penerima operator (concession right beneficiary) does not
konsesi jasa) karena perjanjian jasa kontraktual recognise any infrastructure as fixed assets
tidak memberikan hak kepada operator untuk because the contractual service arrangement
mengendalikan penggunaan infrastruktur jasa does not convey the right to control the use of
publik. Operator memiliki akses untuk the public service infrastructure to the operator.
mengoperasikan infrastruktur dalam The operator has access to operate the
menyediakan jasa publik untuk kepentingan infrastructure to provide the public service on
pemberi konsesi sesuai dengan persyaratan behalf of the grantor in accordance with the
yang ditentukan dalam kontrak. terms specified in the contract.
ISAK 229 memberikan panduan spesifik ISAK 229 provides specific guidance for the
mengenai pengungkapan yang diperlukan atas required disclosures regarding the service
perjanjian konsesi jasa. concession arrangement.
Operator mengakui aset atas imbalan yang The operator recognises an asset for the
diterimanya dari pemberi konsesi sebagai consideration that it receives from the grantor in
imbalan atas penyediaan layanan konstruksi exchange for providing construction or upgrade
atau peningkatan. Imbalan yang diterima dapat services. The consideration received can take a
berupa berbagai bentuk. Imbalan yang diberikan variety of forms. The consideration given by the
oleh pemberi hibah kepada operator dapat grantor to the operator might be rights to:
berupa hak atas:
i. aset keuangan; atau i. a financial asset; or
ii. aset takberwujud. ii. an intangible asset.
Page 709
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/23 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
o. Perjanjian konsesi jasa (lanjutan) o. Service concession arrangement (continued)
i. Model aset keuangan i. Financial asset model
Operator mengakui aset keuangan sejauh The operator recognises a financial asset to
operator memiliki hak kontraktual tanpa the extent that it has an unconditional
syarat untuk menerima kas. Operator contractual right to receive cash. The
membangun infrastruktur yang akan operator constructs the infrastructure that
digunakan untuk menyediakan layanan will be used to provide the public service and
publik dan mengoperasikan serta operates and maintains that infrastructure
memelihara infrastruktur tersebut selama for a specified period of time. The operator
jangka waktu tertentu. Operator dibayar is paid for the services over the period of the
atas layanan tersebut selama jangka waktu arrangement. Financial assets arising from
perjanjian. Aset keuangan yang belum this transaction that have not yet been billed
ditagihkan yang timbul dari transaksi ini are recognised as “financial assets –
dicatat sebagai “aset keuangan – hak concession rights”, while the portion of
konsesi”, sedangkan porsi aset keuangan financial assets that has been billed is
yang telah ditagihkan dicatat sebagai recognised as trade receivables. The Group
piutang usaha. Grup mencatat pendapatan accounts for revenue relating to the
yang berkaitan dengan layanan konstruksi construction services and operation and
dan layanan operasi dan pemeliharaan maintenance services in accordance with
sesuai dengan PSAK No. 115, “Pendapatan PSAK No. 115, “Revenue from Contract
dari Kontrak dengan Pelanggan”. Aset with Customers”. Financial assets arising
keuangan yang timbul dari perjanjian from service concession arrangements are
konsesi layanan diklasifikasikan sebagai classified as current assets if they are
aset lancar jika diharapkan akan expected to be settled within 12 months;
diselesaikan dalam waktu 12 bulan; jika otherwise, they are classified as non-
tidak, aset tersebut diklasifikasikan sebagai current.
aset tidak lancar.
ii. Model aset takberwujud ii. Intangible asset model
Grup membukukan perjanjian konsesi jasa The Group accounts for its service
sebagai model aset takberwujud karena concession arrangement under the
menerima hak (lisensi) untuk intangible asset model as it receives the
membebankan pengguna jasa publik right (license) to charge users of public
sebagai imbalan atas jasa konstruksi yang service as a consideration for construction
dilakukan Grup. Suatu hak untuk services performed by the Group. A right to
membebankan pengguna jasa publik bukan charge users of public services is not an
merupakan hak tanpa syarat untuk unconditional right to receive cash because
menerima kas karena jumlahnya the amounts depend on the extent of public
bergantung pada sejauh mana publik using the service.
menggunakan jasa.
Sesuai dengan ISAK 112, Grup mengakui In accordance with ISAK 112, the Group
dan mengukur pendapatan berdasarkan recognises and measures construction
PSAK No. 115, “Pendapatan dari Kontrak revenue in accordance with PSAK No. 115,
dengan Pelanggan” untuk jasa konstruksi “Revenue from Contracts with Customers”
jalan tol dan untuk jasa operasi dan for toll road construction services and for toll
pemeliharaan jalan tol selama masa road operation and maintenance services
konsesi. Selama periode konstruksi, Grup during the concession period. During the
mencatat aset takberwujud sebesar nilai construction period, the Group records
wajar atas imbalan yang diterima atau akan intangible assets at fair value of the
diterima oleh Grup. Nilai wajar dari consideration received or to be received by
pendapatan jasa konstruksi dihitung dari the Group.The fair value of revenue from
biaya-biaya yang dikeluarkan untuk construction services is derived from the
konstruksi jalan tol ditambah dengan marjin costs incurred for toll road construction plus
konstruksi tertentu. certain construction margin.
Page 710
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/24 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
o. Perjanjian konsesi jasa (lanjutan) o. Service concession arrangement (continued)
ii. Model aset takberwujud (lanjutan) ii. Intangible asset model (continued)
Amortisasi mulai dibebankan pada saat aset The amortisation of the costs starts when
takberwujud tersebut siap digunakan. Aset the intangible assets are ready to be
hak pengusahaan jalan tol diamortisasi operated. Concession rights for toll roads
dengan menggunakan metode unit are amortised using the unit of usage
pemakaian berdasarkan volume lalu lintas method based on traffic volume during the
selama masa konsesi. Kecuali konsesi concession period. Except for JORR S
JORR S, aset takberwujud diamortisasi concession, the intangible asset is
dengan metode garis lurus selama umur amortised by using straight line method in
masa konsesi. over concession period.
Sesuai dengan ISAK 112, pemberi konsesi In accordance with ISAK 112, the grantor
dapat juga menyerahkan item infrastruktur may provide other infrastructure items to the
lainnya kepada operator, yang dapat operator, to keep or used as the operator
disimpan atau digunakan sesuai keinginan wishes. If these assets are part of the
operator. Jika aset tersebut merupakan consideration payable by the grantor for the
bagian dari imbalan yang harus dibayar oleh services, then these assets would not be
pemberi konsesi untuk pelayanan jasa, aset viewed as Government grant. These are
tersebut bukan merupakan hibah recognised as assets of the operator and
Pemerintah. Aset tersebut diakui sebagai are measured at fair value on initial
aset operator, yang diukur pada nilai wajar recognition. The operator recognises a
pada saat pengakuan awal. Operator deferred revenue in respect of unfulfilled
mengakui pendapatan ditangguhkan obligations it has assumed in exchange for
sehubungan dengan kewajiban yang belum the assets. Any subsequent changes of the
terpenuhi, yang ditanggung sehubungan unfulfilled obligation will be recognised as
dengan pertukaran aset. Setiap perubahan contract modification and adjusted
selanjutnya terhadap kewajiban yang belum prospectively.
terpenuhi akan diakui sebagai modifikasi
kontrak dan disesuaikan secara prospektif.
Grup menerapkan pendekatan akumulasi The Group applied cost accumulation
biaya pada pertimbangan variabel dalam approach in the variable consideration in
perolehan aset takberwujud. intangible assets acquisition.
Aset takberwujud akan dihentikan The intangible asset are derecognised at
pengakuannya pada saat berakhirnya masa the end of the concession period. There will
konsesi. Tidak akan ada keuntungan atau be no gain or loss upon derecognition as the
kerugian saat penghentian pengakuan intangible assets which are expected to be
karena aset takberwujud yang diharapkan fully amortised by then, will be handed over
telah diamortisasi secara penuh, akan to the Badan Pengatur Jalan Tol (“BPJT”)
diserahkan kepada Badan Pengatur Jalan for no consideration.
Tol (“BPJT”) tanpa syarat.
Aset takberwujud yang diberikan kepada Intangible asset granted to the Group are
Grup dapat dipindahtangankan dengan transferrable with approval from the
persetujuan Pemerintah/BPJT. Aset Government/BPJT. These intangible assets
takberwujud ini akan diserahkan ke will be transferred to the Government/BPJT
Pemerintah/BPJT pada saat akhir masa at the end of the concession period and, at
konsesi dan, pada saat itu, seluruh akun such time, all accounts related to the
yang berhubungan dengan aset intangible assets will be derecognised.
takberwujud akan dihentikan
pengakuannya.
Page 711
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/25 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
o. Perjanjian konsesi jasa (lanjutan) o. Service concession arrangement (continued)
ii. Model aset takberwujud (lanjutan) ii. Intangible asset model (continued)
Selama periode hak pengusahaan jalan tol, During the toll road concession rights
aset hak pengusahaan jalan tol dapat period, the concession rights assets may be
dikeluarkan dari laporan posisi keuangan derecognised from the consolidated
konsolidasian Grup jika jalan tol diserahkan statement of financial position of the Group
kepada pihak lain atau Pemerintah/BPJT if the toll road is transferred to another party
mengubah status jalan tol menjadi jalan or the Government/BPJT has changed the
non-tol atau jika tidak ada manfaat ekonomi status of the toll road to non-toll road or if
yang dapat diharapkan dari there is no economic benefit expected from
penggunaannya. Keuntungan atau usage of the toll road. Gain or loss from
kerugian yang timbul dari penghentian atau discontinuance or disposal of concession
pelepasan aset konsesi diakui dalam assets is recognised in the consolidated
laporan laba rugi konsolidasian. statement of profit or loss.
p. Biaya pelapisan jalan tol p. Overlay costs
Dalam pengoperasian jalan tol, Grup In operating toll roads, the Group is obliged to
mempunyai kewajiban untuk menjaga kualitas maintain quality in accordance with the Minimum
sesuai dengan Standar Pelayanan Minimal Service Standards (“SPM”) established by the
(“SPM”) yang ditetapkan oleh Kementerian Ministry of Public Works, which is by performing
Pekerjaan Umum, antara lain dengan overlay of toll road regularly. The cost of this
melakukan pelapisan ulang jalan tol secara overlay is periodically provided for based on
berkala. Biaya pelapisan ini akan dicadangkan estimated utilisation of toll road by customers.
secara berkala berdasarkan estimasi The estimated net provision for overlay is
penggunaan jalan tol oleh pelanggan. Provisi discounted to its present value that reflects
pelapisan ulang jalan tol didiskontokan ke nilai current provision.
kininya yang mencerminkan provisi saat ini.
q. Penurunan nilai aset non-keuangan q. Impairment of non-financial assets
Pada tanggal pelaporan, Grup melakukan At the reporting date, the Group perform
penelahaan atas penurunan nilai ketika terdapat impairment review whenever events or changes
kejadian atau perubahan keadaan yang in circumstances indicate that the carrying
mengindikasikan bahwa nilai tercatat aset amount of those assets may not be recoverable.
tersebut mungkin tidak terpulihkan. Penurunan An impairment loss is recognised for the amount
nilai diakui jika nilai tercatat aset melebihi jumlah by which the asset’s carrying amount exceeds its
terpulihkannya. Jumlah terpulihkan merupakan recoverable amount. The recoverable amount is
jumlah yang lebih tinggi antara nilai wajar aset the higher of an asset’s fair value less costs to
dikurangi biaya untuk menjual dan nilai pakai sell and its value-in-use. For the purposes of
aset. Dalam menentukan penurunan nilai, aset assessing impairment, assets are grouped at the
dikelompokkan pada tingkat yang paling rendah lowest levels for which there are separately
dimana terdapat arus kas masuk yang dapat identifiable cash inflows, which are largely
diidentifikasi secara terpisah, yang sebagian independent of the cash inflows from other
besar tidak tergantung pada arus kas masuk dari assets or group of assets (cash generating
aset lain atau kelompok aset (unit penghasil units). Non-financial assets that suffer
kas). Aset non-keuangan yang mengalami impairment are reviewed for possible reversal of
penurunan nilai diuji untuk menentukan apakah the impairment at each reporting date.
terdapat kemungkinan pemulihan penurunan
nilai, pada setiap tanggal pelaporan.
Page 712
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/26 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
q. Penurunan nilai aset non-keuangan (lanjutan) q. Impairment of non-financial assets
(continued)
Pemulihan rugi penurunan nilai, diakui jika dan Reversal of impairment losses is recognised if,
hanya jika, terdapat perubahan estimasi yang and only if, there has been a change in the
digunakan dalam menentukan jumlah estimates used to determine the asset’s
terpulihkan aset sejak pengujian penurunan nilai recoverable amount since the last impairment
terakhir kali. Pemulihan rugi penurunan nilai test was carried out. Reversal of impairment
tersebut diakui segera dalam laba rugi. losses will be immediately recognised in profit or
Pemulihan tersebut tidak boleh mengakibatkan loss. The reversal should not result in the
nilai tercatat aset melebihi biaya perolehan yang carrying amount of an asset exceeding what the
disusutkan sebelum adanya pengakuan depreciated cost would have been had the
penurunan nilai pada tanggal pemulihan impairment not been recognised at the date
dilakukan. when the impairment was reversed.
r. Sewa r. Leases
Grup sebagai penyewa Group as a lessee
Pada tanggal permulaan kontrak, Grup menilai At the inception of a contract, the Group
apakah kontrak merupakan, atau mengandung, assesses whether the contract is, or contains, a
sewa. Suatu kontrak merupakan atau lease. A contract is or contains a lease if the
mengandung sewa jika kontrak tersebut contract conveys the right to control the use of
memberikan hak untuk mengendalikan an identified assets for a period of time in
penggunaan aset identifikasian selama suatu exchange for consideration.
jangka waktu untuk dipertukarkan dengan
imbalan.
Grup memilih untuk tidak mengakui aset hak- The Group elect not to recognise the right-of-use
guna dan liabilitas sewa untuk: asset and lease liabilities for:
- Sewa jangka pendek; dan - Short-term leases; and
- Sewa yang aset pendasarnya bernilai- - Low value asset
rendah
Pembayaran yang dilakukan untuk sewa The payments made for these leases are
tersebut dibebankan pada laba rugi dengan recognised through profit or loss using the
dasar garis lurus selama masa sewa. straight-line method based on the lease period.
Untuk menilai apakah kontrak memberikan hak To assess whether a contract conveys the right
untuk mengendalikan penggunaan aset to control the use of an identified asset, the
identifikasian, Grup harus menilai apakah: Group shall assess whether:
- Grup memiliki hak untuk mendapatkan - The Group has the right to obtain
secara substansial seluruh manfaat substantially all the economic benefit from
ekonomi dari penggunaan aset use of the asset throughout the period of
identifikasian; dan use; and
- Grup memiliki hak untuk mengarahkan - The Group has the right to direct the use of
penggunaan aset identifikasian. Grup the asset. The Group has described when it
memiliki hak ini ketika Grup memiliki hak has a decision-making rights that are the
untuk pengambilan keputusan yang relevan most relevant to changing how and for what
tentang bagaimana dan untuk tujuan apa purpose the asset is used are
aset digunakan telah ditentukan predetermined:
sebelumnya dan:
1. Grup memiliki hak untuk 1. The Group has the right to operate the
mengoperasikan aset; asset;
2. Grup telah mendesain aset dengan 2. The Group has designed the asset in a
way that predetermine how and for what
cara menetapkan sebelumnya purpose it will be used.
bagaimana dan untuk tujuan apa aset
akan digunakan selama periode
penggunaan.
Page 713
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/27 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
r. Sewa (lanjutan) r. Leases (continued)
Grup sebagai penyewa (lanjutan) Group as a lessee (continued)
Pada tanggal insepsi atau pada penilaian At the inception or on reassessment of a contract
kembali atas kontrak yang mengandung sebuah that contains a lease component, the Group
komponen sewa, Grup mengalokasikan imbalan allocates the consideration in the contract to
dalam kontrak ke masing-masing komponen each lease component on the basis of their
sewa berdasarkan harga tersendiri relatif dari relative stand-alone prices and the aggregate
komponen sewa dan harga tersendiri agregat stand-alone price of the non-lease components.
dari komponen nonsewa. Namun, untuk sewa However, for leases where the Group acts as a
dimana Grup bertindak sebagai penyewa, Grup lessee, the Group decides not to separate the
memutuskan untuk tidak memisahkan non-lease component and records lease and
komponen nonsewa dan mencatat komponen non-lease components as a single lease
sewa dan nonsewa tersebut sebagai satu component.
komponen sewa.
Pada tanggal permulaan, Grup mengakui aset The Group recognises a right-of-use asset and a
hak-guna dan liabilitas sewa. Aset hak-guna lease liability at the lease commencement date.
diukur pada biaya perolehan, dimana meliputi The right-of-use asset is initially measured at
jumlah pengukuran awal liabilitas sewa yang cost, which comprises the initial amount of the
disesuaikan dengan pembayaran sewa yang lease liability adjusted for any lease payment
dilakukan atau sebelum tanggal permulaan, made at or before the commencement date, plus
ditambah dengan biaya langsung awal yang any initial direct cost incurred and an estimate of
dikeluarkan dan estimasi biaya yang akan costs to dismantle and remove the underlying
dikeluarkan untuk membongkar dan asset or to restore the underlying asset to the
memindahkan aset pendasar atau untuk condition required by the terms and conditions of
merestorasi aset pendasar ke kondisi yang the lease, less any lease incentives received.
disyaratkan dan ketentuan sewa, dikurangi
dengan insentif sewa yang diterima.
Aset hak-guna umumnya disusutkan sepanjang Right-of-use assets are generally depreciated
waktu yang lebih pendek antara lama masa over the shorter of the asset’s useful life and the
manfaat aset dan jangka waktu sewa lease term on a straight-line basis. If the Group
menggunakan metode garis lurus. Jika Grup is reasonably certain to exercise a purchase
cukup yakin untuk melaksanakan opsi option, the right-of-use asset is depreciated over
pembelian, aset hak-guna disusutkan selama the underlying assets’s useful life. Right-of-use
masa manfaat aset yang mendasarinya. Aset assets are classified as part of “Fixed Assets”.
hak-guna disajikan sebagai bagian dari “Aset
Tetap”.
Liabilitas sewa diukur pada nilai kini pembayaran The lease liability is initially measured at the
sewa yang belum dibayar pada tanggal present value of the lease payments that are not
permulaan, didiskontokan dengan paid at the commencement date, discounted
menggunakan suku bunga implisit dalam sewa using the interest rate implicit in the lease or, if
atau jika suku bunga tersebut tidak dapat that rate cannot be readily determined, using
ditentukan, maka menggunakan suku bunga incremental borrowing rate. Generally, the
pinjaman inkremental. Pada umumnya, Grup Group uses its incremental borrowing rate as the
menggunakan suku bunga pinjaman inkremental discount rate.
sebagai tingkat bunga diskonto.
Pembayaran sewa dialokasikan menjadi bagian Each lease payment is allocated between the
pokok dan biaya keuangan. Biaya keuangan liability and finance cost. The finance cost is
dibebankan pada laba rugi selama periode sewa charged to profit or loss over the lease period so
sehingga menghasilkan tingkat suku bunga as to produce a constant periodic rate of interest
periodik yang konstan atas saldo liabilitas untuk on the remaining balance of the liability for each
setiap periode. period.
Page 714
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/28 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
r. Sewa (lanjutan) r. Leases (continued)
Grup sebagai penyewa (lanjutan) Group as a lessee (continued)
Jika sewa mengalihkan kepemilikan aset If the lease transfers ownership of the underlying
pendasar kepada Grup pada akhir masa sewa asset to the Group by the end of the lease term
atau jika biaya perolehan aset hak-guna or if the cost of the right-of-use asset reflects that
merefleksikan Grup akan mengeksekusi opsi the Group will exercise a purchase option, the
beli, maka Grup menyusutkan aset hak-guna Group depreciates the right-of-use asset from
dari tanggal permulaan hingga akhir umur the commencement date to the end of the useful
manfaat aset pendasar. Jika tidak, maka Grup life of the underlying asset. Otherwise, the Group
menyusutkan aset hak-guna dari tanggal depreciates the right-of-use asset from the
permulaan hingga tanggal yang lebih awal commencement date to the earlier of the end of
antara akhir umur manfaat aset hak-guna atau the useful life of the right-of-use asset or the end
akhir masa sewa. of the lease term.
Grup sebagai pemberi sewa Group as a lessor
Penentuan apakah suatu perjanjian merupakan The determination of whether an arrangement is,
perjanjian sewa atau perjanjian yang or contains a lease is based on the substance of
mengandung sewa didasarkan atas substansi the arrangement at inception date and whether
perjanjian pada tanggal awal sewa dan apakah the fulfilment of the arrangement is dependent
pemenuhan perjanjian tergantung pada on the use of a specific asset and the
penggunaan suatu aset dan perjanjian tersebut arrangement conveys a right to use the asset.
memberikan suatu hak untuk menggunakan aset
tersebut
Suatu sewa diklasifikasikan sebagai sewa Leases are classified as finance leases if such
pembiayaan jika sewa tersebut mengalihkan leases transfer substantially all the risks and
secara substansial seluruh risiko dan manfaat rewards related to the ownership of the lease
yang terkait dengan kepemilikan aset. Suatu assets. Leases are classified as operating
sewa diklasifikasikan sebagai sewa operasi jika leases if the leases do not transfer substantially
sewa tidak mengalihkan secara substansial all the risks and rewards related to the ownership
seluruh risiko dan manfaat yang terkait dengan of the leased assets.
kepemilikan aset.
Aset berupa piutang sewa pembiayaan diakui Assets held under finance lease receivables are
dalam laporan posisi keuangan konsolidasian recognised in the consolidated statements of
sebesar jumlah yang sama dengan investasi financial position at an amount equal to the net
neto sewa. Penerimaan piutang sewa investment in the leases. Receipts from lease
diperlakukan sebagai pembayaran pokok dan receivables are treated as repayments of
pendapatan sewa pembiayaan. Pengakuan principal and financing lease income. The
pendapatan sewa pembiayaan didasarkan pada recognition of financing lease income is based
suatu pola yang mencerminkan suatu tingkat on a pattem reflecting constant periodic rate of
pengembalian periodik yang konstan atas retum on the Group's net investment as lessor in
investasi bersih Grup sebagai lessor dalam the finance leases.
sewa pembiayaan.
Pesewa mengakui pembayaran sewa dari sewa A lessor shall recognise lease payments from
operasi sebagai penghasilan dengan dasar garis operating leases as income on either a straight-
lurus atau dasar sistematik lain. Pesewa line basis or another systematic basis. The
menerapkan dasar sistematik lain jika dasar lessor shall apply another systematic basis if that
tersebut lebih merepresentasikan pola dari basis is more representative of the pattern in
manfaat penggunaan aset pendasar yang which benefit from the use of the underlying
dinikmati. asset is diminished.
Page 715
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/29 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
s. Utang usaha s. Trade payables
Utang usaha adalah kewajiban membayar Trade payables are obligations to pay for goods
barang atau jasa yang telah diterima dalam or services that have been acquired in the
kegiatan usaha biasa dari pemasok. Utang ordinary course of business from suppliers.
usaha diklasifikasikan sebagai liabilitas jangka Trade payables are classified as current
pendek jika pembayarannya jatuh tempo dalam liabilities if payment is due within one year or less
waktu satu tahun atau kurang (atau dalam siklus (or in the normal operating cycle of the business
operasi normal jika lebih panjang). Jika tidak, if longer). If not, they are presented as non-
utang tersebut disajikan sebagai liabilitas jangka current liabilities.
panjang.
Utang usaha pada awalnya diakui sebesar nilai Trade payables are recognised initially at fair
wajar dan selanjutnya diukur pada biaya value and subsequently measured at amortised
perolehan diamortisasi dengan menggunakan cost using the effective interest method.
metode bunga efektif.
t. Uang muka pelanggan t. Advances from customers
Uang muka pelanggan adalah jumlah yang Advances from customers are amounts received
diterima oleh Grup sebelum pekerjaan by the Group before the related work is
dilakukan. Jumlah tersebut secara proporsional performed. The amounts will be compensated
akan dikompensasikan dengan tagihan termin with progress billings based on the physical
yang didasarkan atas kemajuan fisik yang telah progress achieved.
dicapai.
u. Provisi u. Provision
Provisi diukur pada nilai kini dari perkiraan Provisions are measured at the present value of
pengeluaran yang diperlukan untuk the expenditure expected to be required to settle
menyelesaikan kewajiban dengan the obligation using a pre-tax rate that reflects
menggunakan tingkat diskonto sebelum pajak, current market assessments of the time value of
yang mencerminkan penilaian pasar kini atas money and the risks specific to the obligation.
nilai waktu uang dan risiko yang terkait dengan Increase in the provision due to the passage of
kewajiban tersebut. Peningkatan provisi yang time is recognised as finance costs.
sehubungan dengan berlalunya waktu diakui
sebagai biaya keuangan.
v. Pinjaman v. Borrowings
Pinjaman diakui pada awalnya sebesar nilai Borrowings are recognised initially at their fair
wajar, dikurangi dengan biaya transaksi yang value, net of any transaction costs incurred.
terjadi. Pinjaman kemudian dicatat sebesar Borrowings are subsequently carried at
biaya perolehan diamortisasi; selisih antara hasil amortised cost; any difference between the
perolehan (dikurangi dengan biaya transaksi) proceeds (net of transaction costs) and the
dan nilai penarikan diakui dalam laba rugi redemption value is recognised in profit or loss
selama periode pinjaman dengan menggunakan over the period of the borrowing, using the
metode suku bunga efektif. effective interest method.
Page 716
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/30 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
v. Pinjaman (lanjutan) v. Borrowings (continued)
Biaya-biaya yang dibayar untuk mendapatkan Fees paid on the establishment of loan facilities
fasilitas pinjaman diakui sebagai biaya transaksi are recognised as transaction costs of the loan
pinjaman tersebut, apabila besar kemungkinan to the extent that it is probable that some or all
akan dilakukan penarikan atas sebagian atau of the facility will be drawndown. In this case the
seluruh fasilitas tersebut. fee is deferred until the drawdown occurs. To the
Dalam hal ini, biaya tersebut ditangguhkan extent that there is no evidence that it is probable
sampai dilakukan penarikan. Apabila tidak that some or all of the facility will be drawndown,
terdapat bukti bahwa kemungkinan besar akan the fee is capitalised as a prepayment for
dilakukan penarikan atas sebagian atau seluruh financing cost and amortised over the period of
fasilitas tersebut, biaya tersebut dikapitalisasi the facility to which it relates.
sebagai beban dibayar dimuka untuk biaya
keuangan dan diamortisasi selama periode
fasilitas terkait.
Semua biaya lain untuk mendapatkan pinjaman All other costs in obtaining the borrowings are
diakui dalam laba rugi pada periode dimana recognised in profit or loss in the period in which
biaya-biaya tersebut terjadi. they are incurred.
Pinjaman diklasifikasikan sebagai liabilitas Borrowings are classified as current liabilities
jangka pendek kecuali Grup memiliki hak untuk unless the Group has right to defer the
menunda pembayaran liabilitas selama paling settlement of the liability for at least
tidak 12 bulan setelah tanggal pelaporan. 12 months after the reporting date.
w. Biaya pinjaman w. Borrowing cost
Biaya bunga dan biaya pinjaman lainnya Interest and other borrowing costs (including the
(termasuk kerugian selisih kurs yang terkait), related foreign exchange losses), such as
seperti biaya diskonto pinjaman baik yang discount fees on loans either directly or indirectly
secara langsung atau tidak langsung digunakan used in financing the construction of a qualifying
untuk pendanaan konstruksi aset kualifikasian, asset, are capitalised up to the date when
dikapitalisasi hingga aset tersebut selesai construction is substantially complete. For
dikonstruksi secara substansial. Untuk biaya borrowings that are directly attributable to a
pinjaman yang dapat diatribusikan secara qualifying asset, the amount to be capitalised is
langsung pada aset kualifikasian, jumlah yang determined as the actual borrowing cost incurred
dikapitalisasi ditentukan dari biaya pinjaman during the period, less any income earned on the
aktual yang terjadi selama periode berjalan, temporary investment of such borrowings. For
dikurangi penghasilan yang diperoleh dari borrowings that are not directly attributable to a
investasi sementara atas dana hasil pinjaman qualifying asset, the amount to be capitalised is
tersebut. Untuk pinjaman yang tidak dapat determined by applying a capitalisation rate to
diatribusikan secara langsung pada suatu aset the amount expended on the qualifying assets.
kualifikasian, jumlah yang dikapitalisasi The capitalisation rate is the weighted average
ditentukan dengan mengalikan tingkat of the total borrowing costs applicable to the total
kapitalisasi terhadap jumlah yang dikeluarkan borrowings outstanding during the period, other
untuk memperoleh aset kualifikasian. Tingkat than the borrowings made specifically for the
kapitalisasi dihitung berdasarkan rata-rata purpose of obtaining a qualifying asset. An entity
tertimbang biaya pinjaman yang dibagi dengan shall cease capitalising borrowing costs when
jumlah pinjaman yang tersedia selama periode, the activities necessary to prepare the qualifying
selain pinjaman yang secara spesifik diambil asset are substantially complete.
untuk tujuan memperoleh suatu aset
kualifikasian. Entitas menghentikan kapitalisasi
biaya pinjaman ketika aktivitas yang diperlukan
untuk mempersiapkan aset kualifikasian telah
selesai secara substansial.
Page 717
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/31 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
x. Perpajakan x. Taxation
Pajak penghasilan final Final income tax
Pajak penghasilan dari aktivitas jasa konstruksi Income tax from construction service is
dihitung berdasarkan Peraturan Pemerintah computed based on the Government Regulation
(PP) No. 40 tahun 2009 mengenai perubahan No. 40 year 2009 concerning the amendment of
atas PP No. 51 tahun 2008 tentang pajak Government Regulation No. 51 year 2008
penghasilan atas jasa konstruksi yang berlaku regarding income tax from the construction
efektif mulai tanggal 21 Februari 2022, dimana business which effective starting 21 February
perlakuan pengenaan pajak final dikenakan atas 2022, whereby final tax at 2.65% is applied for
kontrak sebesar 2,65% yang diperoleh mulai contract signed starting 21 February 2022.
tanggal 21 Februari 2022. Penghasilan dari Income from sale and rental of properties is
penjualan dan sewa properti dikenakan pajak subject to final tax at 2.5% and 10% of contract
final masing-masing sebesar 2,5% dan 10% dari value, respectively.
nilai kontrak.
Beban pajak final disajikan terpisah dari beban Final tax expenses are presented separately
pajak penghasilan pada laporan laba rugi from income tax expenses in the consolidated
konsolidasian. statements of profit or loss.
Perbedaan nilai tercatat aset atau liabilitas yang The difference between the financial statement
berhubungan dengan pajak penghasilan final carrying amounts of existing assets and
dengan dasar pengenaan pajaknya tidak diakui liabilities, and their respective final tax bases are
sebagai aset atau liabilitas pajak tangguhan. not recognised as deferred tax assets or
liabilities.
Pajak penghasilan non-final Non-final income tax
Beban pajak terdiri dari pajak kini dan pajak Tax expenses comprises current and deferred
tangguhan. Pajak diakui dalam laporan laba tax. Tax is recognised in profit or loss, except to
rugi, kecuali jika pajak tersebut terkait dengan the extent that it relates to items recognised in
transaksi yang diakui di penghasilan other comprehensive income or directly in
komprehensif lainnya atau langsung diakui ke equity. In this case, the tax is also recognised in
ekuitas. Dalam hal ini, pajak tersebut masing- other comprehensive income or directly in
masing diakui dalam penghasilan komprehensif equity, respectively.
lainnya atau ekuitas.
Beban pajak kini ditentukan berdasarkan laba Current tax expense is determined based on the
kena pajak dalam tahun yang bersangkutan taxable income for the year computed using the
yang dihitung berdasarkan peraturan dan tarif prevailing tax laws and rates at the reporting
pajak yang berlaku pada tanggal pelaporan date. Management periodically evaluates the
keuangan. Manajemen secara periodik positions taken in Annual Tax Returns with
mengevaluasi posisi yang diambil dalam Surat respect to situations in which the applicable tax
Pemberitahuan Tahunan sehubungan dengan regulations are subject to interpretation. It
situasi di mana aturan pajak yang berlaku establishes a provision where appropriate on the
membutuhkan interpretasi atas peraturan pajak basis of the amounts expected to be paid to the
yang berlaku. Jika perlu, manajemen tax authorities.
menentukan provisi berdasarkan jumlah yang
diharapkan akan dibayar pada otoritas pajak.
Kekurangan atau kelebihan pembayaran pajak Underpayment or overpayment of corporate
penghasilan badan dicatat sebagai bagian dari income tax are presented as part of current
beban pajak kini dalam laporan laba rugi dan income tax expense in the consolidated
penghasilan komprehensif lain konsolidasian. statement of profit or loss and other
comprehensive income.
Page 718
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/32 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
x. Perpajakan (lanjutan) x. Taxation (continued)
Pajak penghasilan non-final (lanjutan) Non-final income tax (continued)
Pajak penghasilan tangguhan diakui, dengan Deferred income tax is recognised, using the
menggunakan metode balance sheet liability balance sheet liability method, on temporary
untuk semua perbedaan temporer antara dasar differences arising between the tax bases of
pengenaan pajak aset dan liabilitas dengan nilai assets and liabilities and their carrying amounts
tercatatnya pada laporan keuangan in the consolidated financial statements.
konsolidasian. Pajak penghasilan tangguhan, Deferred income tax is determined, using tax
ditentukan menggunakan tarif pajak yang rates that have been enacted or substantially
berlaku atau yang secara substansial telah enacted at the start of the reporting period and
berlaku pada akhir periode pelaporan dan are expected to apply when the related deferred
diharapkan diterapkan jika aset pajak income tax asset is realised or the deferred
penghasilan tangguhan direalisasikan atau income tax liability is settled.
liabilitas pajak tangguhan diselesaikan.
Aset pajak penghasilan tangguhan diakui hanya Deferred income tax assets are recognised only
jika besar kemungkinan jumlah penghasilan to the extent that it is probable that future taxable
kena pajak di masa depan akan memadai untuk profits will be available against which the
dikompensasi dengan perbedaan temporer dan temporary differences and tax loss can be
kerugian pajak yang masih dapat digunakan. utilised.
Aset dan liabilitas pajak penghasilan tangguhan Deferred income tax assets and liabilities are
dapat saling hapus apabila terdapat hak yang offset when there is a legally enforceable right to
berkekuatan hukum untuk melakukan saling offset current tax assets and liabilities and when
hapus antara aset pajak kini dengan liabilitas the deferred tax balances relate to the same
pajak kini dan apabila aset dan liabilitas pajak taxation authority. Current tax assets and tax
penghasilan tangguhan dikenakan oleh otoritas liabilities are offset where the entity intends
perpajakan yang sama. Aset pajak kini dan either to settle on net basis, or to realise the
liabilitas pajak kini akan saling hapus ketika asset and settle the liability simultaneously.
entitas memiliki niat untuk melakukan
penyelesaian saldo-saldo tersebut secara neto
atau untuk merealisasikan dan menyelesaikan
liabilitas secara bersamaan.
y. Imbalan kerja y. Employee benefits
Imbalan pasca kerja Post-employment benefits
Grup memiliki program imbalan pasti dan iuran The Group has both defined benefit and defined
pasti. Program iuran pasti merupakan program contribution plans. A defined contribution plan is
pensiun dimana Grup membayar sejumlah iuran a pension plan under which the Group pays fixed
tertentu kepada entitas yang terpisah. Grup tidak contributions into a separate entity. The Group
memiliki kewajiban hukum atau konstruktif untuk has no legal or constructive obligations to pay
membayar iuran lebih lanjut jika entitas tersebut further contributions if the fund does not hold
tidak memiliki aset yang cukup untuk membayar sufficient assets to pay all employees the
seluruh imbalan atas jasa yang diberikan benefits relating to employee service in the
pekerja pada periode berjalan maupun periode current and prior periods.
lalu.
Page 719
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/33 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
y. Imbalan kerja (lanjutan) y. Employee benefits (continued)
Imbalan pasca kerja (lanjutan) Post-employment benefits (continued)
Untuk program iuran pasti, Grup membayar For defined contribution plans, the Group pays
iuran program pensiun baik karena diwajibkan, contributions to pension plans on a mandatory,
berdasarkan kontrak atau sukarela. Namun contractual or voluntary basis. However, since
karena peraturan ketenagakerjaan manpower regulations require an entity to pay to
mengharuskan entitas membayar jumlah a worker entering into pension age a certain
tertentu kepada para pekerja yang telah amount based on, the worker’s length of service,
memasuki usia pensiun yang ditentukan in substance the pension obligation under the
berdasarkan masa kerja, pada dasarnya manpower regulations represents a defined
kewajiban pensiun berdasarkan peraturan benefit obligation. If the employee funded
ketenagakerjaan adalah kewajiban imbalan portion of the pension plan benefit is less than
pasti. Bila jumlah yang diterima karyawan dari the benefit as required by the manpower
program pensiun lebih kecil dari imbalan seperti regulations, the Group will provide for such
yang ditetapkan dalam peraturan shortage. The additional benefit required by the
ketenagakerjaan, Grup akan melakukan manpower regulations is unfunded.
penyisihan atas kekurangan yang ada.
Tambahan penyisihan imbalan sesuai dengan
peraturan ketenagakerjaan tersebut tidak
didanai.
Pada umumnya, program imbalan pasti Typically, defined benefit plans define an
menentukan jumlah imbalan pensiun yang akan amount of pension benefit that an employee will
diterima seorang pekerja pada saat pensiun, receive on retirement, usually dependent on one
biasanya tergantung oleh satu faktor atau lebih, or more factors such as age, years of service
misalnya usia, masa bekerja dan kompensasi. and compensation.
Sehubungan dengan program imbalan pasti, The liability recognised in the statement of
liabilitas yang diakui pada laporan posisi financial position in respect of defined benefit
keuangan adalah sebesar nilai kini kewajiban pension plans is the present value of the defined
imbalan pasti pada akhir periode pelaporan benefit obligation at the end of the reporting
dikurangi nilai wajar aset program. Kewajiban period less the fair value of plan assets. The
imbalan pasti dihitung setiap tahun oleh aktuaris defined benefit obligation is calculated annually
independen dengan menggunakan metode by independent actuaries using the projected
projected unit credit. Nilai kini kewajiban imbalan unit credit method. The present value of the
pasti ditentukan dengan mendiskontokan arus defined benefit obligation is determined by
kas keluar yang diestimasi dengan discounting the estimated future cash outflows
menggunakan tingkat imbal hasil Obligasi using the rates of Government Bonds yields that
Pemerintah yang didenominasikan dalam mata are denominated in the currency in which the
uang dimana imbalan akan dibayarkan dan benefits will be paid, and that have terms to
memiliki jangka waktu jatuh tempo mendekati maturity approximating to the terms of the
jangka waktu kewajiban pensiun. related pension obligation.
Biaya bunga bersih dihitung dengan The net interest cost is calculated by applying
menerapkan tingkat diskonto terhadap saldo the discount rate to the net balance of the
bersih kewajiban imbalan pasti dan nilai wajar defined benefit obligation and the fair value of
aset program. Biaya ini termasuk dalam beban plan assets. This cost is included in employee
imbalan kerja dalam laporan laba rugi benefit expense in the consolidated statement of
konsolidasian. profit or loss.
Page 720
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/34 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
y. Imbalan kerja (lanjutan) y. Employee benefits (continued)
Imbalan pasca kerja (lanjutan) Post-employment benefits (continued)
Keuntungan dan kerugian atas pengukuran Remeasurement gains and losses arising from
kembali yang timbul dari penyesuaian dan experience adjustments and changes in
perubahan dalam asumsi-asumsi aktuarial actuarial assumptions are charged or credited to
langsung diakui seluruhnya melalui penghasilan equity in other comprehensive income in the
komprehensif lainnya pada saat terjadinya. period in which they arise. They are included in
Keuntungan dan kerugian ini termasuk di dalam retained earnings in the statement of changes in
saldo laba pada laporan perubahan ekuitas dan equity and in the statement of financial position.
pada laporan posisi keuangan.
Biaya jasa lalu yang timbul dari amandemen Past service costs arising from program
program atau kurtailmen diakui sebagai beban amendment or curtailment are recognised as
dalam laba rugi pada saat terjadinya. expense in the profit or loss when incurred.
Imbalan kerja jangka panjang lainnya Other long-term employee benefits
Grup memberikan imbalan kerja jangka panjang The Group provides other long-term employee
lainnya berupa cuti besar dan program benefits such as long leave and home ownership
kepemilikan rumah. Hak atas imbalan ini program. The entitlements to these benefits are
biasanya berdasarkan pencapaian masa kerja usually based on the completion of a certain
karyawan sesuai dengan Perjanjian Kerja service year by the employees in accordance
Bersama. Biaya yang diharapkan timbul atas with the Collective Labor Agreement. The
imbalan ini diakru selama masa kerja dengan expected costs of these benefits are accrued
menggunakan metode projected unit credit. over the period of employment using projected
Kewajiban ini dinilai setiap tahun oleh aktuaris unit credit method. These obligations are valued
independen. annually by independent actuaries.
z. Pengakuan pendapatan dan beban z. Revenue and cost recognition
Pembayaran harga transaksi berbeda untuk Payment of the transaction price is differ for each
setiap kontrak. Aset kontrak diakui setelah contracts. A contract asset is recognised once
jumlah penerimaan dari pelanggan kurang dari the consideration paid by customer is less than
saldo kewajiban pelaksanaan yang telah the balance of performance obligation which has
dipenuhi. Kewajiban kontrak diakui setelah been satisfied. A contract liability is recognised
jumlah penerimaan dari pelanggan lebih dari once the consideration paid by customer is more
saldo kewajiban pelaksanaan yang telah than the balance of performance obligation
dipenuhi. Aset kontrak disajikan dalam “Tagihan which has been satisfied. Contract assets are
bruto kepada pemberi kerja” dan liabilitas presented under “Gross amounts due from
kontrak disajikan dalam “Pendapatan customers” and contract liabilities are presented
ditangguhkan”. under “Deferred revenue”.
Biaya yang secara langsung berhubungan The costs that directly relate to the contract and
dengan kontrak, menghasilkan atau generate or enhance resources that will be used
meningkatkan sumber daya yang akan in satisfying performance obligations in the
digunakan untuk memenuhi kewajiban future (“cost to fulfill“) or is incremental of
pelaksanaan di masa depan (“biaya untuk obtaining a contract (“cost to obtain”) and are
memenuhi”) atau penambahan untuk expected to be recovered, are therefore eligible
mendapatkan kontrak (“biaya untuk for capitalisation under PSAK No. 115,
memperoleh”) dan diharapkan dapat dipulihkan, “Revenue from Contracts with Customers” and
sehingga memenuhi syarat untuk dikapitalisasi recognised as an asset. Such cost will be
berdasarkan PSAK No. 115, “Pendapatan dari amortised on a systematic basis that is
Kontrak dengan Pelanggan” dan diakui sebagai consistent with the transfer of the goods or
aset. Beban tersebut diamortisasi dengan cara services to which such asset relates.
sistematis sejalan dengan penyerahan barang
atau jasa yang terkait dengan aset tersebut.
Page 721
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/35 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
z. Pengakuan pendapatan dan beban (lanjutan) z. Revenue and cost recognition (continued)
Kriteria tertentu juga harus terpenuhi untuk The specific criteria also must be met for each of
setiap aktivitas Grup seperti yang dijelaskan the Group’s activities as described below.
dibawah.
Pengoperasian jalan tol Toll road operation
Pendapatan dari hasil pengoperasian jalan tol The Company’s revenues from toll road
Perusahaan diakui pada saat penjualan karcis operations are recognised upon the sale of toll
tol. Pendapatan tol dari hasil pengoperasian tickets. Toll revenues from the operation of toll
ruas jalan tol yang terintegrasi dengan ruas jalan road sections which are integrated with other toll
tol lain yang dioperasikan oleh pemegang road sections operated by other toll road
konsesi jalan tol lainnya diakui melalui alokasi concession holders are recognised through
pembagian pendapatan berdasarkan volume revenue-sharing allocations based on the traffic
lalu lintas yang telah disahkan BPJT dan volume authorised by BPJT and agreed by the
disepakati oleh Perusahaan dan pemegang Company and other toll road concession
konsesi jalan tol lainnya. holders.
Jasa konstruksi Construction services
Pendapatan dan beban kontrak konstruksi diakui Revenue and cost from construction contracts is
dengan metode persentase penyelesaian untuk recognised using the percentage of completion
menentukan jumlah yang tepat untuk diakui method to determine the appropriate amount to
dalam periode tertentu; tahap penyelesaian be recognised in a given period; the stage of
ditentukan dengan mengacu pada penyelesaian completion is measured by reference to the
suatu bagian fisik dari pekerjaan kontrak untuk completion of a physical proportion of the
setiap kontrak. Laba atas kontrak diakui apabila contract work for each contract. The profit for a
hasil kontrak tersebut dapat diestimasi dengan contract is recognised as soon as it can be
andal. Apabila terdapat kemungkinan besar estimated reliably. When it is probable that total
bahwa biaya kontrak keseluruhan akan melebihi contract costs will exceed total contract revenue,
pendapatan kontrak keseluruhan, kerugian yang the expected loss is recognised as an expense
diperkirakan akan terjadi segera diakui sebagai immediately.
beban.
Jika ada kemungkinan bahwa kontrak akan If it is regarded as probable that a contract will
menghasilkan kerugian pada saat penyelesaian generate a loss on completion, a provision for
kontrak, penyisihan atas kerugian yang expected losses to completion is recognised as
diperkirakan hingga penyelesaian kontrak a current provision in the consolidated financial
diakui sebagai penyisihan kini pada laporan statements. The loss is provided for in full as
keuangan konsolidasian. Kerugian diakui soon as it is can be reliably measured,
secara penuh ketika dapat diukur secara andal, irrespective of the completion rate.
terlepas dari tingkat penyelesaian.
Keseluruhan biaya yang terjadi dan laba yang The aggregate of the costs incurred and
diakui untuk setiap kontrak yang belum selesai recognised profits for each uncompleted
dibandingkan dengan jumlah yang telah ditagih contract are compared against the progress
sampai akhir tahun. Apabila jumlah biaya yang billing up to the year end. When the sum of the
terjadi dan laba yang diakui lebih besar daripada costs incurred and recognised profits exceed the
tagihan, maka jumlah tersebut disajikan sebagai progress billing, the excess balance is presented
“jumlah tagihan bruto kepada pemberi kerja”. as “the gross amounts due from customers”.
Apabila jumlah tagihan lebih besar daripada When the progress billings exceed the sum of
biaya yang terjadi dan laba yang diakui, maka the costs incurred and recognised profits
jumlah tersebut disajikan sebagai “jumlah utang incurred, the excess balance is presented as
bruto dari pemberi kerja”. “the gross amounts due to customers”.
Page 722
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/36 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
z. Pengakuan pendapatan dan beban (lanjutan) z. Revenue and cost recognition (continued)
Penjualan dan sewa properti Sale and rental properties
Pendapatan dari penjualan real estat termasuk Revenue from the sale of real estate including
penjualan bangunan jadi beserta kavling, kavling sale of building with lots, sale of lots without
tanah tanpa bangunan, unit bangunan, building construction, sale of kondominium,
kondominium, apartemen, perkantoran, pusat apartments, office building, shopping center and
perbelanjaan dan bangunan sejenis lainnya other building of similar type, are recognised
diakui pada saat pengendalian pada real estat when the control of real estate has been
telah dialihkan kepada pelanggan. transferred to customers.
Pendapatan sewa diakui berdasarkan metode Rental revenue is recognised on a straight line
garis lurus selama masa sewa. basis over the term of the lease contract.
Pendapatan hotel diakui pada saat jasa Hotel revenue is recognised when services are
diberikan kepada tamu hotel atau untuk rendered to the hotel’s guests or for sale of
penjualan barang, pada saat barang diserahkan. goods, when the goods are delivered.
Penjualan barang Sale of goods
Pendapatan dari penjualan barang diakui pada Revenue from the sale of goods is recognised
saat pengendalian atas barang telah berpindah when the control of goods has been transferred
kepada pelanggan. to the customers.
Pendapatan dari jasa operasi dan pemeliharaan Operation and maintenance services
Pendapatan dari jasa operasi dan pemeliharaan Revenue from operation and maintenance
diakui sepanjang waktu seiring dengan services is recognised over time when the
pelanggan menerima dan mengonsumsi customer has received and consumed the
manfaat dari jasa tersebut. benefit from the services.
Beban diakui pada saat terjadinya dengan dasar Expenses are recogised as incurred on an
akrual. accrual basis.
aa. Informasi segmen aa. Segment information
Segmen operasi dilaporkan dengan cara yang Operating segments are reported in a manner
konsisten dengan pelaporan internal yang consistent with the internal reporting provided to
diberikan kepada pengambil keputusan the chief operating decision-maker. The chief
operasional. Direksi merupakan pengambil operating decision-maker, who is responsible for
keputusan operasional yang bertanggung jawab allocating resources and assessing performance
untuk mengalokasikan sumber daya dan menilai of the operating segments and making strategic
kinerja segmen operasi dan membuat keputusan decisions, has been identified as the Directors.
strategis.
Informasi yang digunakan oleh pengambil Information reported to the chief operating
keputusan operasional dalam rangka alokasi decision maker for the purpose of resource
sumber daya dan penilaian kinerja mereka allocation and assessment of performance is
terfokus pada kategori dari setiap produk. more specifically focused on the category of
each product.
ab. Modal saham ab. Share capital
Saham biasa dikelompokkan sebagai ekuitas. Ordinary shares are classified as equity.
Biaya langsung yang berkaitan dengan Incremental costs directly attributable to the
penerbitan saham baru disajikan sebagai issuance of new shares are shown in equity as a
pengurang ekuitas, setelah dikurangi pajak, dari deduction, net of tax, from the proceeds.
jumlah yang diterima.
Page 723
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/37 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI MATERIAL (lanjutan) 2. MATERIAL ACCOUNTING POLICIES (continued)
ac. Laba bersih per saham ac. Earnings per share
Laba bersih per saham dasar dihitung dengan Basic earnings per share is calculated by
membagi laba tahun berjalan yang diatribusikan dividing profit for the year attributable to the
kepada pemegang saham Perusahaan dengan equity holders of the Company by the weighted
jumlah rata-rata tertimbang saham biasa yang average number of ordinary shares outstanding
beredar pada tahun berjalan. during the year.
ad. Pembagian dividen ad. Dividend distribution
Pembagian dividen kepada pemegang saham Dividend distributions are recognised as a
Perusahaan diakui sebagai liabilitas ketika liability when the dividends are approved in the
dividen tersebut disetujui Rapat Umum Company’s General Meeting of Shareholder
Pemegang Saham (”RUPS”). (“GMS”).
3. ESTIMASI DAN PERTIMBANGAN AKUNTANSI 3. CRITICAL ACCOUNTING ESTIMATES AND
YANG PENTING JUDGEMENTS
Estimasi dan pertimbangan yang digunakan dalam Estimates and judgements used in preparing the
penyusunan laporan keuangan konsolidasian terus consolidated financial statements are continually
dievaluasi berdasarkan pengalaman historis dan evaluated and are based on historical experience and
faktor lainnya, termasuk eskpektasi dari peristiwa other factors, including expectations of future events
masa depan yang diyakini wajar. Hasil aktual dapat that are believed to be reasonable. Actual results
berbeda dengan jumlah yang diestimasi. may differ from these estimates.
Estimasi, asumsi dan pertimbangan yang memiliki The estimates, assumptions and judgments that
pengaruh signifikan terhadap jumlah tercatat aset have significant effect on the carrying amounts of
dan liabilitas diungkapkan di bawah ini. assets and liabilities are disclosed below.
a. Pengakuan provisi atas taksiran rugi dari a. Recognising provision for expected loss
proyek kontrak konstruksi yang from onerous construction contract projects
memberatkan
Grup mengestimasi jumlah imbalan yang The Group estimates the variable consideration
bersifat variabel atas penyerahan jasa amount from fulfilling promised construction
konstruksi yang dijanjikan ke pelanggan sesuai services to the customer in line with the terms
dengan syarat dan ketentuan dalam kontrak. and conditions in the contract. If there is a
Apabila terdapat kemungkinan Grup kehilangan possibility that the Group loss its entitlement of a
hak atas sebagian imbalan yang akan portion of consideration that will be paid or liable
dibayarkan atau berkewajiban untuk to pay a compensation to the customer for one
memberikan kompensasi kepada pelanggan reason or another, the amount will be booked as
karena satu dan lain hal, maka nilainya akan a provision when the condition that indicates it
dibukukan sebagai provisi pada saat kondisi arise and the amount is estimated based on the
yang dapat menimbulkan hal tersebut latest available information up to the reporting
teridentifikasi dan nilainya diestimasi date.
berdasarkan informasi yang tersedia sampai
dengan tanggal pelaporan.
Page 724
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/38 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
3. ESTIMASI DAN PERTIMBANGAN AKUNTANSI 3. CRITICAL ACCOUNTING ESTIMATES AND
YANG PENTING (lanjutan) JUDGEMENTS (continued)
a. Pengakuan provisi atas taksiran rugi dari a. Recognising provision for expected loss
proyek kontrak konstruksi yang from onerous construction contract projects
memberatkan (lanjutan) (continued)
Provisi untuk kontrak-kontrak yang A provision for onerous contracts recognised
memberatkan diakui berdasarkan kewajiban kini based on the present obligation of the cost to
atas biaya untuk memenuhi kontrak, yang fulfil the contracts, which are expected to exceed
diperkirakan akan melebihi imbalan yang akan the consideration to be received under the
diterima berdasarkan kontrak tersebut. Imbalan contracts. The consideration expected to be
yang diharapkan akan diterima berdasarkan received under the contract includes the
kontrak tersebut mencakup estimasi imbalan estimated variable consideration to which the
variabel yang akan menjadi hak Grup, termasuk Group will be entitled, including any potential
potensi denda keterlambatan. Provisi tersebut delay penalties. The provision may change
dapat berubah tergantung pada persetujuan dari subject to the approval from the project owner
pemilik proyek atas nilai kontrak tambahan atau on the additional contract value or changes in
perubahan estimasi biaya untuk menyelesaikan the estimated costs to complete the project.
proyek.
Grup juga secara berkelanjutan mengestimasi The Group continuously estimates the cost to
jumlah biaya untuk menyelesaikan suatu kontrak complete a construction contract. In estimating
konstruksi. Dalam mengestimasi jumlah biaya the cost to complete a contract, the Group needs
untuk menyelesaikan suatu kontrak, Grup perlu to include their judgements and knowledge of
menggunakan pertimbangan dan pengetahuan the latest project situation as there is no
Grup atas situasi terkini dari proyek karena tidak standardised measurement to calculate the cost
terdapat cara pengukuran yang baku untuk to complete a contract. These estimates and
menentukan jumlah biaya untuk menyelesaikan judgements may affect the level of precision of
suatu kontrak. Estimasi dan pertimbangan yang the onerous contract calculation result.
diambil dapat mempengaruhi tingkat presisi
hasil perhitungan kontrak yang memberatkan.
b. Estimasi penurunan nilai aset keuangan b. Estimated impairment of financial assets
Grup menilai penurunan nilai aset keuangan The Group assesses its financial assets for
pada setiap tanggal pelaporan. Dalam impairment at each reporting date. In
menentukan apakah rugi penurunan nilai harus determining whether an impairment loss should
dicatat dalam laba rugi, manajemen membuat be recorded in profit or loss, management
penilaian, apakah terdapat bukti objektif bahwa makes a judgment as to whether there is
kerugian telah terjadi. Manajemen juga objective evidence that the loss event has
membuat penilaian atas metodologi dan asumsi occurred. Management also makes judgments
untuk memperkirakan jumlah dan waktu arus as to the methodology and assumptions for
kas masa depan yang ditelaah secara berkala estimating the amount and timing of future cash
untuk mengurangi perbedaan antara estimasi flows which are reviewed regularly to reduce any
kerugian dan kerugian aktualnya. Pertimbangan difference between the estimated loss and the
yang digunakan berdasarkan fakta dan keadaan actual loss. The judgments applied are based on
yang ada, termasuk namun tidak terbatas pada, facts and circumstances, including but not
jangka waktu hubungan dengan pelanggan dan limited to, the length of its relationships with the
status kredit dari pelanggan berdasarkan status customer and the customer's current credit
kredit dari pihak ketiga yang tersedia dan faktor- status based on any available third party credit
faktor pasar yang diketahui. Penyisihan ini akan reports and known market factors. These
dievaluasi kembali dan disesuaikan jika provisions will be re-evaluated and adjusted as
tambahan informasi yang diterima additional information received affects the
mempengaruhi jumlah penyisihan atas provision for impairment.
penurunan nilai piutang.
Page 725
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/39 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
3. ESTIMASI DAN PERTIMBANGAN AKUNTANSI 3. CRITICAL ACCOUNTING ESTIMATES AND
YANG PENTING (lanjutan) JUDGEMENTS (continued)
b. Estimasi penurunan nilai aset keuangan b. Estimated impairment of financial assets
(lanjutan) (continued)
Dalam penentuan kerugian kredit ekspektasian, In determining expected credit losses,
manajemen diharuskan untuk menggunakan management is required to exercise judgement
pertimbangan dalam mendefinisikan hal apa in defining what is considered to be a significant
yang perlu dipertimbangkan atas kenaikan risiko increase in credit risk and in making
kredit yang signifikan dan dalam pembuatan assumptions and estimates to incorporate
asumsi dan pertimbangan, untuk relevant information about past events, current
menghubungkan informasi yang relevan tentang conditions and forecasts of economic conditions.
kejadian masa lalu, kondisi terkini dan perkiraan Judgement has been applied in determining the
atas kondisi ekonomi. Pertimbangan lifetime and point of initial recognition of
diaplikasikan dalam menentukan periode receivables.
seumur hidup dan titik atas awal pengakuan dari
piutang.
c. Pengakuan pendapatan kontrak konstruksi c. Revenue recognition of construction
contract
Pendapatan atas konstruksi diakui dengan Revenue from construction contract is
metode persentase penyelesaian, sesuai recognised using the percentage of completion
dengan tahapan konstruksi. Persentase method as contruction progresses. The
penyelesaian dibuat berdasarkan tahapan percentage of completion is made by reference
penyelesaian proyek atau kontrak, ditentukan to the stage of completion of the project or
berdasarkan pembagian biaya-biaya kontrak contract, determined based on the proportion of
yang dikeluarkan sampai dengan saat ini the contract costs incurred to date to the total
terhadap estimasi biaya proyek atau kontrak. estimated costs of the project or contract.
d. Amortisasi hak pengusahaan jalan tol d. Amortisation of toll road concession rights
Dalam menentukan amortisasi hak In determining amortisation of toll road
pengusahaan jalan tol, manajemen consession rights, management has to project
memproyeksikan volume lalu lintas setelah the traffic volume after the current year for the
tahun berjalan selama sisa periode perjanjian remaining years of the concession agreement.
konsesi. Volume lalu lintas diproyeksikan Traffic volume is projected based on the number
berdasarkan jumlah kendaraan dan disesuaikan of traffic and adjusted by comparison to the
dengan perbandingan terhadap volume lalu actual traffic volume. However, the actual traffic
lintas aktual. Namun seiring berjalannya waktu, volume in the future could differ from this
volume lalu lintas aktual dapat berbeda dengan estimate, depending upon changes in the
estimasi tersebut, bergantung pada perubahan external factors that may affect toll rates and
faktor eksternal yang dapat mempengaruhi tarif traffic volume.
tol dan volume lalu lintas.
Manajemen melakukan penilaian secara Management performs periodic assessment on
periodik terhadap jumlah proyeksi volume lalu the total projected traffic volume. The Company
lintas. Perusahaan menunjuk konsultan lalu will appoint an independent traffic consultant to
lintas independen untuk melakukan studi lalu perform traffic studies and make an appropriate
lintas dan membuat penyesuaian yang tepat adjustment if there is a material difference
apabila terdapat perbedaan yang material between projected and actual traffic volume.
antara proyeksi volume lalu lintas dan volume
lalu lintas aktual.
Page 726
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/40 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
3. ESTIMASI DAN PERTIMBANGAN AKUNTANSI 3. CRITICAL ACCOUNTING ESTIMATES AND
YANG PENTING (lanjutan) JUDGEMENTS (continued)
e. Perjanjian konsesi jasa e. Service concession arrangement
BPJT memberikan hak, kewajiban dan The BPJT granted the Company the rights,
keistimewaan kepada Perusahaan termasuk obligations and privileges including the authority
kewenangan dalam pendanaan, desain, to finance, design, construct, operate and
konstruksi, operasi dan pemeliharaan jalan tol. maintain the toll roads. Upon expiry of the
Pada akhir masa konsesi jasa, Perusahaan service concession period, the Company shall
harus menyerahkan jalan tol kepada BPJT tanpa handover the toll roads to the BPJT without cost,
biaya, dalam keadaan operasional dan kondisi fully operational and in good working condition,
yang baik, termasuk setiap dan semua tanah including any and all existing land, works, toll
yang diperlukan, pekerjaan, fasilitas jalan dan road facilities and equipment found therein
peralatan tol yang secara langsung berkaitan directly related to, and in connection with, the
dan berhubungan dengan pengoperasian operation of the toll road facilities.
fasilitas jalan tol.
i. Model aset keuangan i. Financial asset model
Berdasarkan perjanjian konsesi jasa, Under the terms of its service concession
Perusahaan meyediakan lebih dari satu arrangements, the Company performs more
jasa (yaitu jasa konstruksi atau jasa than one service (i.e. construction or
upgrade dan jasa pemeliharaan upgrade services and operational
operasional) dalam satu kontrak konsesi maintenance services) under a single
jasa. Oleh karena nilai imbalan dalam contract or arrangement. Since the amounts
kontrak tidak dipecah secara khusus antara of consideration in the contract are not
imbalan atas jasa konstruksi dan imbalan specifically split between the construction
atas jasa pemeliharaan operasional, services consideration and the operating
piutang atas jasa yang diberikan services consideration, the consideration
berdasarkan kontrak konsesi jasa receivable for the services provided under
dialokasikan ke masing-masing komponen the service concession arrangements is
dengan mengacu pada nilai wajar masing- allocated to the components by reference to
masing imbalan. Dalam menentukan their relative fair values. In determining the
alokasi, manajemen menerapkan estimasi, allocation, management applied significant
asumsi dan pertimbangan yang signifikan estimates, assumptions and judgements,
seperti perkiraan biaya yang diproyeksikan e.g. the projected costs estimate for each
untuk setiap jasa yang diberikan, asumsi service, certain profit margin assumption for
margin keuntungan tertentu untuk setiap each revenue stream and discount rate.
jenis penghasilan dan tingkat diskonto.
ii. Model aset takberwujud ii. Intangible asset model
Pengalihan aset hak konsesi dari The transfers of concession rights assets
Pemerintah kepada Perusahaan sebagai from the Government to the Company
dukungan dalam pembangunan Proyek represent Government's support to the
JTTS diakui sebagai aset takberwujud yang Company regarding the Company's
diukur pada nilai wajar dan pendapatan assignment in the construction of the JTTS
ditangguhkan. Pengukuran nilai wajar atas which was recognised as intangible assets
hak konsesi ini menggunakan teknik analisa at fair value and deferred revenue. The
arus kas masa depan yang didiskontokan measurement of the fair value of the
dengan input yang paling signifikan dalam concession rights was assessed using the
pendekatan penilaian ini adalah asumsi future discounted cash flows analysis
volume lalu lintas jalan tol, kenaikan tarif tol techniques with significant inputs in this
dan tingkat diskonto. valuation approach were the assumption of
toll road traffic volume, increase of toll tariff
and discount rate.
Page 727
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/41 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
3. ESTIMASI DAN PERTIMBANGAN AKUNTANSI 3. CRITICAL ACCOUNTING ESTIMATES AND
YANG PENTING (lanjutan) JUDGEMENTS (continued)
e. Perjanjian konsesi jasa (lanjutan) e. Service concession arrangement (continued)
ii. Model aset takberwujud (lanjutan) ii. Intangible asset model (continued)
Perusahaan diharuskan oleh ISAK No. 112, The Company is required by ISAK No. 112,
“Perjanjian Konsesi Jasa” untuk menyajikan “Service Concession Arrangement” to
unsur pendapatan yang merefleksikan present an income line reflecting the income
pendapatan dari jasa konstruksi atau from construction or improvements to
peningkatan kemampuan aset konsesi yang concession assets made during the year in
dilakukan selama tahun berjalan pada the consolidated statement of profit or loss.
laporan laba rugi konsolidasian.
Perusahaan mengakui pendapatan The Company recognises construction
konstruksi aset konsesi dan biaya revenue of concession asset and
konstruksi atas aset konsesi sesuai dengan construction costs of concession asset in
PSAK No. 115, “Pendapatan dari Kontrak accordance with PSAK No. 115, “Revenue
dengan Pelanggan”. Perusahaan mengukur from Contracts with Customers”. The
pendapatan konstruksi atas aset konsesi Company measures construction revenue
pada nilai wajar atas imbalan yang diterima at the fair value of the consideration
atau akan diterima dan menambahkan received or to be received and will add the
marjin berdasarkan estimasi terbaik margin, based on management’s best
manajemen yang dihitung dengan model estimation calculated in certain model
tertentu berdasarkan pada komponen yang based on relevant components, such as the
relevan, seperti keterlibatan Perusahaan, Company’s involvement in the project, risk
risiko terhadap Perusahaan dan borne by the Company and comparison to
perbandingan terhadap operator other relevant infrastructure operators.
infrastuktur lain yang relevan.
Perusahaan menelaah taksiran marjin dari The Company assesses the estimated
konstruksi jalan tol secara berkelanjutan. JTTS construction margin continuously.
f. Pengaturan bersama f. Joint arrangements
Grup memegang hak suara 20% – 100% atas Group holds 20% – 100% of the voting rights of
pengaturan bersama yang dimilikinya. Grup its joint arrangement. The Group has joint control
memiliki pengaturan bersama sesuai dengan over this arrangement as under the contractual
perjanjian kontraktual dimana dibutuhkan agreements, unanimous consent is required
adanya suara bulat dari seluruh pihak untuk from all parties to the agreements for all relevant
persetujuan atas semua aktivitas yang relevan. activities.
Klasifikasi pengaturan bersama Classification of joint arrangements
Pertimbangan diperlukan untuk menentukan Judgement is required to determine when the
ketika Grup memiliki pengendalian bersama, Group has joint control, which requires an
yang membutuhkan penilaian mengenai assessment of the relevant activities and when
aktivitas yang relevan dan ketika keputusan the decisions in relation to those activities
yang berkaitan dengan aktivitas tersebut require unanimous consent. The Group has
membutuhkan persetujuan dengan suara bulat. determined that the relevant activities for its joint
Grup menentukan bahwa aktivitas yang relevan arrangements are those relating to the financial,
untuk pengaturan bersama adalah aktivitas yang operating and capital decisions of the
berkaitan dengan keputusan keuangan, arrangement.
operasional dan modal dari pengaturan tersebut.
Page 728
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/42 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
3. ESTIMASI DAN PERTIMBANGAN AKUNTANSI 3. CRITICAL ACCOUNTING ESTIMATES AND
YANG PENTING (lanjutan) JUDGEMENTS (continued)
f. Pengaturan bersama (lanjutan) f. Joint arrangements (continued)
Klasifikasi pengaturan bersama (lanjutan) Classification of joint arrangements
(continued)
Pertimbangan juga diperlukan untuk Judgement is also required to classify a joint
mengklasifikasikan pengaturan bersama arrangement as either a joint operation or a joint
sebagai pengendalian bersama atau ventura venture. Classifying the arrangement requires
bersama. Pengklasifikasian pengaturan tersebut the Group to assess its rights and obligations
mengharuskan Grup untuk menilai hak dan arising from the arrangement.
kewajiban yang timbul dari pengaturan tersebut.
Penilaian ini sering membutuhkan pertimbangan This assessment often requires significant
yang signifikan. Kesimpulan yang berbeda judgement. A different conclusion on joint control
mengenai pengendalian bersama dan apakah and also whether the arrangement is a joint
suatu pengaturan adalah sebuah operasi operation or a joint venture, may materially
bersama atau ventura bersama, dapat memiliki impact the consolidated financial statements.
dampak material terhadap laporan keuangan
konsolidasian.
g. Estimasi penurunan nilai aset non-keuangan g. Estimated impairment of non-financial assets
Peninjauan atas penurunan nilai pada goodwill Goodwill impairment reviews are undertaken
dilakukan setahun sekali atau dapat lebih sering annually or more frequently if events or changes
apabila terdapat peristiwa atau perubahan in circumstances indicate a potential impairment.
keadaan yang mengindikasikan adanya potensi Other non-financial assets, such as intangible
penurunan nilai. Aset non-keuangan lainnya, assets of toll road concession rights and fixed
seperti aset takberwujud hak pengusahaan jalan assets are reviewed from impairment whenever
tol dan aset tetap ditelaah untuk penurunan nilai events or changes in circumstances indicate that
apabila terdapat kejadian atau perubahan the carrying amount of the asset exceeds its
keadaan yang mengindikasikan bahwa jumlah recoverable amount. The recoverable amount of
tercatat aset melebihi nilai yang dapat diperoleh an asset or a cash generating unit is determined
kembali. Nilai yang dapat diperoleh kembali based on the higher of its fair value less costs of
suatu aset atau unit penghasil kas ditentukan disposal and its value in use, calculated on the
berdasarkan yang lebih tinggi antara nilai wajar basis of management’s assumptions and
dikurangi biaya pelepasan dan nilai pakai, yang estimates. Changing the key assumptions,
dihitung berdasarkan asumsi dan estimasi including the forecasted toll road traffic volumes,
manajemen. Perubahan asumsi penting, increase in toll tariff and the discount rate.
termasuk prakiraan jumlah volume lalu lintas
jalan tol, kenaikan tarif tol, dan tingkat diskonto.
Untuk pengujian penurunan nilai, aset For the purpose of impairment testing, the
takberwujud hak pengusahaan jalan tol intangible assets-toll road concession rights are
dialokasikan menjadi 4 unit penghasil kas, terdiri allocated as 4 cash generating units, which are
dari JTTS, JORR S, ATP, dan Kuala Tanjung- JTTS, JORR S, ATP, and Kuala Tanjung-Tebing
Tebing Tinggi-Parapat. Hak pengusahaan jalan Tinggi-Parapat. Sumatera toll road concession
tol Sumatera dialokasikan sebagai satu unit right is allocated as one cash generating unit,
penghasil kas, mempertimbangkan kas masuk considering the cash inflow from each Sumatera
dari ruas-ruas jalan tol Sumatera sebagian besar toll road section are largely dependend from
saling bergantung satu sama lain, serta each others, it is also expected to benefit from
diharapkan dapat saling memberikan manfaat the synergies.
dari sinergi.
Page 729
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/43 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
3. ESTIMASI DAN PERTIMBANGAN AKUNTANSI 3. CRITICAL ACCOUNTING ESTIMATES AND
YANG PENTING (lanjutan) JUDGEMENTS (continued)
h. Nilai wajar pada properti investasi h. Fair value in investment property
Nilai wajar dari properti investasi ditentukan The fair value of investment property is
menggunakan teknik valuasi. Properti investasi determined by using valuation techniques. The
milik Grup divaluasi oleh penilai independen group’s investment properties were valued by
professional yang memiliki kualifikasi yang independent professionally qualified valuers who
relevan dan memiliki pengalaman yang hold a recognised relevant professional
berhubungan dengan segmen properti investasi qualification and have recent experience in the
yang akan dinilai untuk semua properti investasi, locations and segment of the investment
penggunaan saat ini setara dengan penggunaan properties valued. For all investment properties,
tertinggi dan terbaik. Nilai wajar untuk semua their current use equates to the highest and best
properti investasi ditentukan menggunakan use. The fair value for all investment properties
pendekatan data pasar. Pendekatan ini was determined using market data approach.
membandingkan properti dalam jarak yang This approach takes into account comparable
berdekatan. Nilai ini ditentukan berdasarkan properties in close proximity. These values are
beberapa pertimbangan seperti ukuran properti, adjusted for differences in key attributes such as
lokasi, akses menuju lokasi dan kualitas dari property size, location, accessibility, and quality
interior properti. Hal yang paling signifikan dalam of interior fittings. The most significant input into
valuasi ini adalah harga per meter persegi. this valuation approach is price per square
metre.
i. Penurunan nilai aset real estat i. Impairment of real estate assets
Penurunan nilai aset real estat ditentukan Impairment of real estate assets is determined
berdasarkan penelaahan berkala atas kondisi on the basis of periodic review of the physical
fisik dan taksiran nilai penjualan aset real estat condition and estimated future sales value of the
terkait di masa mendatang. Perhitungan real estate assets. The calculation of impairment
penurunan nilai ini melibatkan estimasi nilai involves estimating the net realisable value,
realisasi bersih, yang merupakan estimasi harga which is the estimated selling price, less any
jual, dikurangi biaya terkait. Ketidakpastian yang related costs. Uncertainty associated with these
terkait dengan faktor-faktor ini dapat factors may result in the actual realisable
amount in the future being different from the
menyebabkan jumlah yang dapat direalisasi di
reported net reliasable value of real estate
masa mendatang menjadi berbeda dari nilai
assets based on current estimates.
realisasi bersih aset real estat yang dilaporkan
berdasarkan estimasi saat ini.
j. Kontrak pembiayaan pemasok j. Supplier finance arrangements
Terkait dengan perjanjian Grup untuk In relation to the agreement entered by the
pembayaran kepada pemasok melalui fasilitas Group for payment to suppliers through facility
dari bank, manajemen melakukan penilaian from banks, management performed
apakah terdapat perubahan substansial atas assessment whether there is change on the
syarat utang usaha. Untuk transaksi dimana substance of the trade payables. For transaction
tidak terdapat perubahan substansial atas syarat with bank where there is no change on the
utang usaha, Grup melanjutkan untuk substance of the trade payables, the Group
menyajikan angka terkait sebagai utang usaha continue presenting the relevant amounts within
pada laporan posisi keuangan konsolidasian. trade payables in the consolidated statements of
financial position.
Untuk tujuan laporan arus kas konsolidasian, For the purpose of the consolidated statements
manajemen melakukan penilaian apakah bank of cash flows, management performed
sebagai prinsipal atau agen atas nama Grup. assessment whether bank act as principal or
Untuk transaksi dengan bank sebagai prinsipal, agent on behalf of the Group. For transaction
Grup menyajikan pembayaran jumlah terutang with bank act as principal, the Group present the
ke bank sebagai pembayaran kepada pemasok payment of the amount outstanding to the bank
dan lain-lain di dalam arus kas dari aktivitas as payment to suppliers and others under the
operasi dalam laporan arus kas konsolidasian. cash flow from operating activities in the
consolidated statements of cash flow.
Page 730
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/44 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
3. ESTIMASI DAN PERTIMBANGAN AKUNTANSI 3. CRITICAL ACCOUNTING ESTIMATES AND
YANG PENTING (lanjutan) JUDGEMENTS (continued)
k. Provisi yang timbul karena perjanjian k. Provision arising from service concession
konsesi jasa arrangement
Provisi pelapisan jalan tol merupakan estimasi Provision for toll road overlay is a periodic
liabilitas secara berkala seiring dengan estimate of the liabilities based on the usage of
penggunaan jalan tol oleh pengguna. Provisi the toll road by its users. The provision is
didiskontokan ke nilai saat ini. Provisi pelapisan discounted to present value. The overlay
jalan tol melibatkan estimasi signifikan dalam provision involves significant estimates in
menentukan arus kas masa depan dan proyeksi determining future cash flow and projections of
volume lalu lintas di masa depan. future traffic volumes.
l. Provisi yang timbul karena klaim atas l. Provision arising from construction claims
konstruksi
Manajemen menggunakan pertimbangan yang Management applies significant judgement in
signifikan dalam menentukan pengakuan dan determining the recognition and measurement
pengukuran provisi atas klaim konstruksi yang of provision for construction claims arising from
timbul dari proyek-proyek tertentu, antara lain certain projects. Such construction claims may
yang berkaitan dengan perbedaan interpretasi relate to differences in contract interpretation,
kontrak, pekerjaan tambah atau kurang, variations, delays in project completion, as well
keterlambatan penyelesaian proyek, serta as negotiation, litigation, or arbitration
proses negosiasi, litigasi, atau arbitrase dengan processes with partners. Provision for
construction claims is recognised when the
mitra kerja. Provisi atas klaim konstruksi diakui
Group has a present obligation (either legal or
apabila Grup memiliki kewajiban kini (baik
constructive) as a result of past events, it is
kewajiban hukum maupun konstruktif) sebagai probable that an outflow of economic resources
akibat peristiwa masa lalu, terdapat will be required to settle the obligation, and a
kemungkinan besar terjadinya arus keluar reliable estimate of the obligation can be made
sumber daya ekonomi untuk menyelesaikan in accordance with PSAK No. 237.
kewajiban tersebut, dan jumlah kewajiban dapat
diestimasi secara andal sesuai dengan PSAK
No. 237.
Jumlah provisi ditentukan berdasarkan estimasi The amount of the provision is determined
terbaik manajemen atas pengeluaran yang based on management’s best estimate of the
diperlukan untuk menyelesaikan kewajiban pada expenditure required to settle the obligation as
tanggal pelaporan dengan mempertimbangkan at the reporting date, taking into account the
fakta dan kondisi spesifik masing-masing klaim, specific facts and circumstances of each claim,
ketentuan kontraktual, pengalaman historis contractual terms, historical experience in
penyelesaian klaim sejenis, perkembangan settling similar claims, the latest developments
terakhir dalam proses penyelesaian klaim, serta in the claim resolution process, as well as
pendapat penasihat hukum. Penyelesaian akhir opinions legal advisors. The ultimate outcome of
construction claims is subject to significant
atas klaim konstruksi mengandung
uncertainty and may differ from the estimates
ketidakpastian yang signifikan sehingga hasil recognised as at the reporting date.
aktual dapat berbeda dari estimasi yang
dibukukan pada tanggal pelaporan.
Page 731
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/45 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
4. KAS DAN SETARA KAS 4. CASH AND CASH EQUIVALENTS
2025 2024
Kas 4,778 4,186 Cash on hand
Bank 13,986,510 29,752,834 Cash in banks
Deposito berjangka 6,105,922 7,012,009 Time deposits
20,097,210 36,769,029
a. Kas a. Cash on hand
2025 2024
Rupiah/ Rupiah 4,778 4,186
b. Bank b. Cash in banks
2025 2024
Rupiah/ Rupiah
Pihak ketiga/ Third parties
PT Bank Pembangunan Daerah Jawa Barat
dan Banten Tbk 250,583 420,631
PT Bank Central Asia Tbk 220,291 31,552
PT Bank Pembangunan Daerah Maluku
dan Maluku Utara 52,279 -
PT Bank Mega Tbk 1,845 112,342
PT Bank ICBC Indonesia - 107,890
Lain-lain di bawah Rp 25 miliar/
Others less than Rp 25 billion 35,793 54,369
Pihak berelasi/ Related parties
PT Bank Rakyat Indonesia (Persero) Tbk 3,361,078 7,691,127
PT Bank Mandiri (Persero) Tbk 2,940,131 7,575,081
PT Bank Negara Indonesia (Persero) Tbk 2,459,030 8,733,723
PT Bank Tabungan Negara (Persero) Tbk 1,519,119 2,683,093
PT Bank Syariah Nasional 233,975 230
PT Bank Syariah Indonesia (Persero) Tbk 115,300 9,377
11,189,424 27,419,415
Dolar AS/ US Dollar
Pihak ketiga/ Third parties
PT Bank Maybank Indonesia Tbk 13,002 12,503
PT Bank Mega Tbk 2,222 86,840
PT Bank Danamon Indonesia Tbk 48 48
Pihak berelasi/ Related parties
PT Bank Syariah Indonesia (Persero) Tbk 1,500,887 40,637
PT Bank Mandiri (Persero) Tbk 760,907 48,473
PT Bank Rakyat Indonesia (Persero) Tbk 501,716 2,136,097
PT Bank Negara Indonesia (Persero) Tbk 16,732 7,363
2,795,514 2,331,961
Mata uang asing lainnya/ other currency accounts
Pihak berelasi/ Related party
PT Bank Rakyat Indonesia (Persero) Tbk 1,572 1,458
13,986,510 29,752,834
Page 732
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/46 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
4. KAS DAN SETARA KAS (lanjutan) 4. CASH AND CASH EQUIVALENTS (continued)
c. Deposito berjangka c. Time deposits
2025 2024
Rupiah/ Rupiah
Pihak ketiga/ Third parties
PT Bank Mega Syariah 35,000 35,000
PT Bank Mega Tbk - 106,000
Lain-lain di bawah Rp 25 miliar/
Others less than Rp 25 billion 10,000 17,099
Rupiah/ Rupiah
Pihak berelasi/ Related parties
PT Bank Mandiri (Persero) Tbk 3,400,000 3,500,000
PT Bank Rakyat Indonesia (Persero) Tbk 1,121,500 1,000,000
PT Bank Tabungan Negara (Persero) Tbk 800,000 800,000
PT Bank Negara Indonesia (Persero) Tbk 350,000 500,000
PT Bank Syariah Indonesia (Persero) Tbk 330,000 65,000
PT Bank Syariah Nasional - 100,000
6,046,500 6,123,099
Dolar AS/ US Dollar
Pihak ketiga/ Third party
PT Bank Mega Tbk - 888,910
Pihak berelasi/ Related party
PT Bank Mandiri (Persero) Tbk 59,422 -
59,422 888,910
6,105,922 7,012,009
Kisaran tingkat suku bunga per tahun deposito The range of interest rates per annum on time
berjangka adalah sebagai berikut: deposits are as follows:
2025 2024
Rupiah 3.00% - 5.25% 4.00% - 7.00% Rupiah
Dolar AS 3.75% - 4.00% 3.75% - 5.65% US Dollar
Page 733
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/47 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
5. PIUTANG USAHA 5. TRADE RECEIVABLES
Rincian piutang usaha adalah sebagai berikut: The details of trade receivables are as follows:
2025 2024
Piutang usaha lancar Current trade receivables
Pihak ketiga: Third parties:
Rupiah 687,514 611,900 Rupiah
Dolar AS 30,435 355 US Dollar
717,949 612,255
Provisi atas penurunan nilai (212,226) (245,688) Provision for impairment
505,723 366,567
Pihak berelasi (Catatan 35b) Related parties (Note 35b)
Rupiah 519,347 754,263 Rupiah
Dolar AS - 6 US Dollar
519,347 754,269
Provisi atas penurunan nilai (67,830) (63,966) Provision for impairment
451,517 690,303
Jumlah piutang usaha Total current trade
lancar, bersih 957,240 1,056,870 receivables, net
Piutang usaha tidak lancar Non-current trade receivables
Pihak ketiga 10,995 10,995 Third parties
Provisi atas penurunan nilai (10,995) (10,995) Provision for impairment
- -
Pihak berelasi (Catatan 35b) 7,612 7,612 Related parties (Note 35b)
Provisi atas penurunan nilai (7,612) (7,612) Provision for impairment
- -
Jumlah piutang usaha, bersih 957,240 1,056,870 Total trade receivables, net
Piutang usaha tidak lancar merupakan piutang usaha Non-current trade receivables represent receivables
yang jatuh tempo lebih dari satu tahun atas penjualan with maturity over one year from sale of residential
hunian rumah dan apartemen yang dibayarkan houses and apartments which are paid by installment
secara bertahap selama lebih dari satu tahun. for a period of more than a year.
Page 734
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/48 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
5. PIUTANG USAHA (lanjutan) 5. TRADE RECEIVABLES (continued)
Analisis umur piutang usaha adalah sebagai berikut: The analysis of these trade receivables is as follows:
2025 2024
Belum jatuh tempo 482,512 616,705 Not past due
Lewat jatuh tempo: Overdue:
Kurang dari 6 bulan 286,672 267,900 Less than 6 months
Antara 6-12 bulan 190,054 169,593 Between 6-12 months
Lebih dari 12 bulan 296,665 330,933 More than 12 months
1,255,903 1,385,131
Provisi atas penurunan nilai (298,663) (328,261) Provision for impairment
957,240 1,056,870
Pada tanggal 31 Desember 2025 dan 2024 tidak As at 31 December 2025 and 2024 there are no trade
terdapat piutang usaha yang telah lewat jatuh tempo receivables were past due but not impaired.
namun tidak mengalami penurunan nilai.
Mutasi provisi atas penurunan nilai piutang usaha The movements in the Group’s provision for
Grup adalah sebagai berikut: impairment of trade receivables are as follows:
2025 2024
Saldo awal 328,261 310,966 Beginning balance
(Pemulihan)/penambahan, bersih (29,598) 17,295 (Recovery)/addition, net
Saldo akhir 298,663 328,261 Ending balance
Penambahan provisi atas penurunan nilai piutang The addition of provision for impairment of trade
usaha telah dimasukkan ke dalam “beban penurunan receivables have been included in “impairment of
nilai piutang” dalam laporan laba rugi konsolidasian. receivables” in the consolidated profit or loss.
Manajemen berkeyakinan bahwa provisi atas Management believes that the provision for
penurunan nilai piutang usaha tersebut cukup untuk impairment of trade receivables is adequate to cover
menutupi kerugian dari tidak tertagihnya piutang loss on non-collectible receivables.
usaha.
Lihat Catatan 35 untuk rincian saldo dan transaksi Refer to Note 35 for details of related party balances
dengan pihak berelasi. and transactions.
Beberapa piutang usaha digunakan sebagai jaminan Certain trade receivables are used as collateral for
utang bank (Catatan 21). bank loans (Note 21).
6. PIUTANG VENTURA BERSAMA 6. RECEIVABLES FROM JOINT VENTURES
2025 2024
Nilai bruto 478,368 500,706 Gross amount
Provisi atas penurunan nilai (361,552) (370,500) Provision for impairment
116,816 130,206
Page 735
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/49 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
6. PIUTANG VENTURA BERSAMA (lanjutan) 6. RECEIVABLES FROM JOINT VENTURES
(continued)
Mutasi provisi atas penurunan nilai piutang ventura The movements in the Group’s provision for
bersama Grup adalah sebagai berikut: impairment of receivables from joint venture are as
follows:
2025 2024
Saldo awal 370,500 337,228 Beginning balance
(Pemulihan)/penambahan, bersih (8,948) 33,272 (Recovery)/addition, net
Saldo akhir 361,552 370,500 Ending balance
Piutang ventura bersama merupakan pinjaman dan Joint venture receivables represent loan and
biaya ventura bersama yang dibayarkan terlebih advance payment of joint venture’s expenses paid by
dahulu oleh Grup. the Group.
Piutang ventura bersama tidak dikenakan bunga. Joint venture receivables were not subject to interest.
Piutang ini tidak memiliki jaminan dan akan dilunasi These accounts have no collateral and are repayable
pada saat diminta atau saat proyek selesai. on demand or when project completed.
Manajemen berkeyakinan bahwa provisi atas Management believes that the provision for
penurunan nilai piutang ventura bersama tersebut impairment of joint ventures receivables is adequate
cukup untuk menutupi kerugian dari tidak tertagihnya to cover loss on uncollectible receivables.
piutang.
Lihat Catatan 35 untuk rincian saldo dan transaksi Refer to Note 35 for details of related party balances
dengan pihak berelasi. and transactions.
7. PIUTANG RETENSI 7. RETENTION RECEIVABLES
2025 2024
Pihak ketiga Third parties
Rupiah 249,593 180,670 Rupiah
Dolar AS 31,365 5,238 US Dollar
280,958 185,908
Provisi atas penurunan nilai (37,338) (44,429) Provision for impairment
Sub-jumlah 243,620 141,479 Sub-total
Pihak berelasi (Catatan 35d) Related parties (Note 35d)
Rupiah 302,955 280,710 Rupiah
Provisi atas penurunan nilai (72,425) (58,907) Provision for impairment
Sub-jumlah 230,530 221,803 Sub-total
Jumlah piutang retensi, bersih 474,150 363,282 Total retention receivables, net
Dikurangi: Less:
Bagian lancar (185,215) (178,822) Current portion
Bagian tidak lancar 288,935 184,460 Non-current portion
Page 736
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/50 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
7. PIUTANG RETENSI (lanjutan) 7. RETENTION RECEIVABLES (continued)
Mutasi provisi atas penurunan nilai piutang retensi The movements in the Group’s provision for
Grup adalah sebagai berikut: impairment of retention receivables are as follows:
2025 2024
Saldo awal 103,336 104,154 Beginning balance
Penambahan/(pemulihan), bersih 6,427 (818) Addition/(recovery), net
Saldo akhir 109,763 103,336 Ending balance
Manajemen berkeyakinan bahwa provisi atas Management believes that the provision for
penurunan nilai piutang retensi cukup untuk impairment of retention receivables is adequate to
menutupi kerugian yang timbul dari tidak tertagihnya cover loss on uncollectible of retention receivables in
piutang retensi tersebut di kemudian hari. the future.
Lihat Catatan 35 untuk rincian saldo dan transaksi Refer to Note 35 for details of related party balances
dengan pihak berelasi. and transactions.
8. TAGIHAN BRUTO KEPADA PEMBERI KERJA 8. GROSS AMOUNT DUE FROM CUSTOMERS
Rincian tagihan bruto kepada pemberi kerja atas Details of gross amounts due from customers for
pekerjaan dalam pelaksanaan adalah sebagai construction in progress are as follows:
berikut:
2025 2024
Pihak ketiga Third parties
Rupiah 530,776 1,027,766 Rupiah
Dolar AS 13,760 16,577 US Dollar
544,536 1,044,343
Provisi atas penurunan nilai (35,427) (48,440) Provision for impairment
509,109 995,903
Pihak berelasi (Catatan 35e) Related parties (Note 35e)
Rupiah 1,197,274 2,347,759 Rupiah
Dolar AS - 249,667 US Dollar
1,197,274 2,597,426
Provisi atas penurunan nilai (115,902) (179,268) Provision for impairment
1,081,372 2,418,158
Jumlah 1,590,481 3,414,061 Total
Page 737
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/51 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
8. TAGIHAN BRUTO KEPADA PEMBERI KERJA 8. GROSS AMOUNT DUE FROM CUSTOMERS
(lanjutan) (continued)
Mutasi provisi atas penurunan nilai tagihan bruto The movements in the Group’s provision for
Grup adalah sebagai berikut: impairment of gross amounts due from customers are
as follows:
2025 2024
Saldo awal 227,708 220,353 Beginning balance
(Pemulihan)/penambahan, bersih (76,379) 7,355 (Recovery)/addition, net
Saldo akhir 151,329 227,708 Ending balance
Lihat Catatan 35 untuk rincian saldo dan transaksi Refer to Note 35 for details of related party balances
dengan pihak berelasi. and transactions.
9. PIUTANG LAIN-LAIN 9. OTHER RECEIVABLES
2025 2024
Pihak ketiga Third parties
PT Sanitarindo Tangsel PT Sanitarindo Tangsel
Jaya (“STJ”) 193,099 193,099 Jaya (“STJ”)
PT Cempaka Surya PT Cempaka Surya
Kencana (“CSK”) 150,102 200,000 Kencana (“CSK”)
Lembaga Pengelola Investasi - 5,316,033 Indonesia Investment Authority
PT Azbindo Nusantara - 1,150,102 PT Azbindo Nusantara
Lain-lain 352,382 188,396 Others
695,583 7,047,630
Provisi atas penurunan nilai (555,612) (1,017,017) Provision for impairment
Sub-jumlah 139,971 6,030,613 Sub-total
Pihak berelasi (Catatan 35f) 838,801 701,667 Related parties (Note 35f)
Provisi atas penurunan nilai (608,606) (565,299) Provision for impairment
Sub-jumlah 230,195 136,368 Sub-total
Jumlah piutang lain-lain, bersih 370,166 6,166,981 Total other receivables, net
Dikurangi: Less:
Bagian lancar (222,808) (5,500,833) Current portion
Bagian tidak lancar 147,358 666,148 Non-current portion
Mutasi provisi atas penurunan nilai piutang lain-lain The movements in the Group’s provision for
Grup adalah sebagai berikut: impairment of other receivables are as follows:
2025 2024
Saldo awal 1,582,316 1,497,273 Beginning balance
(Pemulihan)/penambahan, bersih (418,098) 85,043 (Recovery)/addition, net
Saldo akhir 1,164,218 1,582,316 Ending balance
Page 738
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/52 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
9. PIUTANG LAIN-LAIN (lanjutan) 9. OTHER RECEIVABLES (continued)
Penambahan dan pemulihan provisi atas penurunan The addition and recovery of provision for impairment
nilai piutang lain-lain telah dimasukkan ke dalam of other receivables have been included in
“beban penurunan nilai piutang”. “impairment of receivables”.
Pada bulan Desember 2019, Perusahaan menyetujui In December 2019, the Company approved
penambahan setoran modal untuk HKR, entitas anak additional paid-in capital for HKR, a subsidiary
sebesar Rp 256 miliar untuk pengembangan amounting to Rp 256 billion for the development of
kawasan Jalan Tol Trans Sumatera (“JTTS”), yang the Trans Sumatera Toll Road (“JTTS”) area, which
terdiri dari pembelian lahan Bakauheni dan Kalianda consists of the purchase of Bakauheni and Kalianda
masing-masing sebesar Rp 136 miliar dan Rp 27 lands for Rp 136 billion and Rp 27 billion, respectively
miliar dari PT Sanitarindo Tangsel Jaya (“STJ”) serta from PT Sanitarindo Tangsel Jaya (“STJ”) and
lahan Indralaya sebesar Rp 93 miliar dari berbagai Indralaya for Rp 93 billion from various individuals.
individu.
Pada bulan Oktober 2021, berdasarkan hasil audit In October 2021, based on the results of an
investigatif oleh BPKP dan pertimbangan hukum investigative audit by BPKP and Attorney General’s
Kejaksaan Agung, Perusahaan dan STJ sepakat Office legal considerations, the Company and STJ
untuk membatalkan seluruh transaksi jual beli lahan agreed to cancel all sales and purchase transactions
Bakauheni dan Kalianda. STJ akan mengembalikan for the Bakauheni and Kalianda lands. STJ will return
kepada Perusahaan sejumlah Rp 205 miliar to the Company a total of Rp 205 billion (include
(termasuk bunga) dengan cara angsuran bertahap. interest) in gradual installments. The amount to be
Nilai pengembalian dikurangi cadangan penurunan returned less allowance for impairment was booked
nilai dicatat sebagai piutang lain-lain lancar. as other receivables-current.
Lihat transaksi dengan PT Cempaka Surya Kencana Refer to transaction with PT Cempaka Surya
(“CSK”) di Catatan 40d. Kencana (“CSK”) in Note 40d.
Berdasarkan hasil penelaahan atas masing-masing Based on the status review of the individual party at
pihak pada akhir tahun, manajemen Grup the end of the year, the Group management believes
berkeyakinan bahwa nilai cadangan kerugian piutang that the allowance for impairment of other receivables
lain-lain telah memadai untuk menutup potensi is adequate to cover potential losses from
kerugian atas jumlah piutang lain-lain tidak tertagih. uncollectible other receivables.
Lihat Catatan 35 untuk rincian saldo dan transaksi Refer to Note 35 for details of related party balances
dengan pihak berelasi. and transactions
10. PERSEDIAAN 10. INVENTORIES
2025 2024
Bahan baku 290,658 229,070 Raw material
Barang jadi 339,494 88,118 Finished goods
Bahan pembantu 31,382 39,496 Supplies
Barang dalam proses 10,039 5,004 Work in process
671,573 361,688
Dikurangi: Less:
Provisi atas penurunan nilai (5,465) (1,669) Provision for impairment
666,108 360,019
Page 739
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/53 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
10. PERSEDIAAN (lanjutan) 10. INVENTORIES (continued)
Beberapa persediaan digunakan sebagai jaminan Certain inventories are used as collateral for bank
untuk utang bank (Catatan 21). loans (Note 21).
Biaya persediaan yang diakui sebagai beban dan The cost of inventories recognised as expense and
termasuk dalam “beban pokok pendapatan” sebesar included in “cost of revenue” amounted to
Rp 2.881.022 (2024: Rp 3.798.206). Rp 2,881,022 (2024: Rp 3,798,206).
11. ASET REAL ESTAT 11. REAL ESTATE ASSETS
Grup memiliki properti hunian berupa bangunan jadi, The Group owns residential properties consist of
properti dalam konstruksi dan tanah untuk buildings, properties under construction and lands for
dikembangkan dengan rincian sebagai berikut: development detailed as follows:
2025 2024
Properti hunian dan kios 1,159,566 1,145,053 Residential and kiosk properties
Properti dalam konstruksi 505,892 496,038 Properties under construction
Tanah untuk dikembangkan 1,160,030 1,202,270 Land for development
2,825,488 2,843,361
Provisi atas penurunan nilai Provision for impairment
Properti hunian dan kios (598,972) (522,686) Residential and kiosk properties
Properti dalam konstruksi (281,931) (280,983) Properties under construction
Tanah untuk dikembangkan (344,596) (349,426) Land for development
(1,225,499) (1,153,095)
1,599,989 1,690,266
Dikurangi: Less:
Bagian lancar (577,261) (622,367) Current portion
Bagian tidak lancar 1,022,728 1,067,899 Non-current portion
Mutasi aset real estat adalah sebagai berikut: The movements of the real estate assets are as
follows:
2025 2024
Saldo awal 2,843,361 2,704,447 Beginning balance
Penambahan 15,308 152,353 Addition
Realisasi ke beban pokok Realisation to
pendapatan (33,181) (13,439) cost of revenue
Saldo akhir 2,825,488 2,843,361 Ending balance
Page 740
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/54 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
11. ASET REAL ESTAT (lanjutan) 11. REAL ESTATE ASSETS (continued)
Mutasi provisi aset real estat adalah sebagai berikut: The movements of the real estate assets’ provision
are as follows:
2025 2024
Saldo awal 1,153,095 1,079,944 Beginning balance
Penambahan, bersih 72,404 73,151 Addition, net
Saldo akhir 1,225,499 1,153,095 Ending balance
Nilai bersih properti hunian dan kios terdiri atas Net value residential and kiosk properties consisted
beberapa proyek sebagai berikut: of several projects as follows:
2025 2024
H Residence Kemayoran 243,880 284,042 H Residence Kemayoran
H Tower Kuningan 119,356 118,654 H Tower Kuningan
The Grove Epicentrum 48,845 48,091 The Grove Epicentrum
The Enviro 37,241 34,548 The Enviro
Pluit Sea View 34,757 36,437 Pluit Sea View
H Residence Sawangan 32,195 49,943 H Residence Sawangan
H Residence Cawang 14,671 14,089 H Residence Cawang
Pamulang Square 5,692 5,692 Pamulang Square
Kubikahomy Serpong 3,419 3,419 Kubikahomy Serpong
Casablanca East Residence 2,951 2,860 Casablanca East Residence
H Mansion Pejaten 1,641 1,641 H Mansion Pejaten
Beberapa unit hunian dan Other several units of residential
kios lainnya siap jual 15,946 22,951 and kiosk ready for sale
560,594 622,367
Nilai bersih properti dalam konstruksi terdiri atas Net value properties under construction consisted of
beberapa proyek sebagai berikut: several projects as follows:
2025 2024
H City Sawangan 157,072 146,154 H City Sawangan
H Residence Sentul 66,889 68,901 H Residence Sentul
223,961 215,055
Properti dalam konstruksi merupakan biaya Properties under construction represent acquisition
perolehan properti hunian berupa rumah tinggal dan cost of residential properties which consist of houses
apartemen yang masih dalam proses konstruksi. and apartments under construction.
Page 741
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/55 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
11. ASET REAL ESTAT (lanjutan) 11. REAL ESTATE ASSETS (continued)
Nilai bersih tanah untuk dikembangkan terdiri atas Net value land for development consisted of several
beberapa proyek berikut: projects as follows:
2025 2024
Simatupang 204,735 205,158 Simatupang
Sapphire 193,628 193,302 Sapphire
Indralaya 135,828 128,485 Indralaya
Sawangan 116,241 116,241 Sawangan
Southern Balikpapan 66,640 66,503 Southern Balikpapan
Grand Serang 49,776 53,078 Grand Serang
H Mansion Balikpapan 24,705 23,156 H Mansion Balikpapan
H Residence Cengkareng 23,273 22,817 H Residence Cengkareng
Plemburan - 13,010 Plemburan
Lainnya 608 31,094 Others
815,434 852,844
Beberapa aset real estat digunakan sebagai jaminan Several real estate assets are used as collateral for
untuk utang bank (Catatan 21). bank loans (Note 21).
12. UANG MUKA DAN BEBAN DIBAYAR DIMUKA 12. ADVANCES AND PREPAYMENTS
2025 2024
Uang muka Advance payment
Subkontraktor 65,038 340,987 Subcontractors
Investasi 52,046 264,343 Investments
Pemasok 30,684 80,520 Suppliers
Lain-lain 20,479 70,072 Others
168,247 755,922
Beban dibayar dimuka Prepayments
Biaya kontrak 183,479 393,893 Contract costs
Upfront fee atas pinjaman 135,982 100,643 Upfront fee on borrowings
Asuransi 55,759 98,124 Insurance
Bank garansi 10,692 13,097 Bank guarantees
Sewa 4,378 10,330 Rent
Lain-lain 70,266 51,551 Others
460,556 667,638
628,803 1,423,560
Dikurangi: Less:
Bagian lancar (304,119) (438,616) Current portion
Bagian tidak lancar 324,684 984,944 Non-current portion
Page 742
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/56 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
12. UANG MUKA DAN BEBAN DIBAYAR DIMUKA 12. ADVANCES AND PREPAYMENTS (continued)
(lanjutan)
Saldo bagian tidak lancar merupakan uang muka Balance of non-current portion represents advance for
untuk akuisisi investasi dalam saham dan tanah untuk acquisition of investments in shares and land for
pengembangan dan beban dibayar dimuka untuk development and prepayment for transactions cost
biaya transaksi dan lainnya sebagai berikut: and others as follows:
2025 2024
Advance payments
Uang muka jangka panjang: non-current portion of:
- Investasi pada saham: Investments in shares: -
Konsorsium untuk Consortium to optimise
mengoptimalisasi the property of
properti PT Jiwasraya - 193,137 PT Jiwasraya
- Subkontraktor - 239,317 Subcontractors -
- Lain-lain 52,046 72,121 Others -
Beban dibayar dimuka Non-current portion
jangka panjang: prepayments:
- Biaya kontrak 160,229 372,441 Contract costs -
- Upfront fee pinjaman 108,138 100,643 Upfront fee borrowings -
- Bank garansi 4,271 7,285 Bank guarantees -
324,684 984,944
13. PERPAJAKAN 13. TAXATION
a. Pajak dibayar dimuka a. Prepaid taxes
2025 2024
Pajak penghasilan badan: Corporate income taxes:
Lebih bayar tahun fiskal 2025 42,608 - 2025 fiscal year overpayment
Lebih bayar tahun fiskal 2024 29,838 19,620 2024 fiscal year overpayment
Lebih bayar tahun fiskal 2023 - 31,116 2023 fiscal year overpayment
Lebih bayar tahun fiskal 2022 - 1,897 2022 fiscal year overpayment
Lebih bayar tahun fiskal 2021 - 9,063 2021 fiscal year overpayment
Lebih bayar tahun fiskal 2020 - 16,593 2020 fiscal year overpayment
72,446 78,289
Pajak lain-lain: Other taxes:
Pajak pertambahan
nilai ("PPN") 1,753,593 2,131,807 Value added tax ("VAT")
PPN restitusi - 2024 909,706 - VAT restitution - 2024
PPN restitusi - 2023 488,575 435,205 VAT restitution - 2023
PPN restitusi - 2022 154,941 122,272 VAT restitution - 2022
Pajak lainnya 62,209 15,734 Others
3,369,024 2,705,018
3,441,470 2,783,307
Dikurangi: Less:
Bagian lancar (1,553,222) (694,479) Current portion
Bagian tidak lancar 1,888,248 2,088,828 Non-current portion
Page 743
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/57 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
13. PERPAJAKAN (lanjutan) 13. TAXATION (continued)
b. Utang pajak b. Tax payables
2025 2024
Pajak penghasilan badan: Corporate income taxes:
Pasal 29 67,895 88,113 Article 29
Pajak lain-lain: Other taxes:
PPN Wajib Pungut 149,904 388,562 VAT Collector
Pasal 21 23,372 14,634 Article 21
Pasal 22 7,210 6,103 Article 22
Pasal 23 14,626 12,196 Article 23
Pasal 4(2) 113,870 179,434 Article 4(2)
308,982 600,929
376,877 689,042
c. Beban pajak penghasilan c. Income tax expenses
2025 2024
Beban pajak kini 84,689 108,424 Current tax expense
Beban pajak tangguhan 202,680 110,833 Deferred tax expense
287,369 219,257
Rekonsiliasi antara beban pajak dan hasil A reconciliation between the total tax expense
perkalian laba akuntansi sebelum pajak dengan and the amounts computed by applying the
tarif pajak yang berlaku adalah sebagai berikut: effective tax rates to profit before tax is as
follows:
2025 2024
Laba sebelum pajak Profit before income tax -
penghasilan - konsolidasian 3,375,952 2,985,779 consolidated
Dikurangi: Less:
Laba/(rugi) sebelum pajak Profit/(loss) before income tax -
penghasilan - porsi final 2,533,214 2,218,351 final portion
Laba sebelum
pajak penghasilan - Profit before income
porsi non final 842,738 767,428 tax - non-final portion
Pajak penghasilan dihitung Tax calculated at
dengan tarif pajak efektif 185,402 168,834 effective tax rates
Beban yang Non-deductible
tidak dapat dikurangkan 82,963 143,907 expenses
Bagian atas laba bersih
entitas asosiasi dan Share in net profit of
ventura bersama (63,902) (99,535) associates and joint ventures
Kerugian pajak yang tidak
diakui 82,906 6,051 Unrecognised tax losses
Beban pajak Consolidated income
penghasilan konsolidasi 287,369 219,257 tax expenses
Page 744
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/58 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
13. PERPAJAKAN (lanjutan) 13. TAXATION (continued)
d. Liabilitas pajak tangguhan d. Deferred tax liabilties
Dibebankan
Dikreditkan/ ke pendapatan
(dibebankan) komprehensif lain/
ke laporan laba rugi/ Charged to other
1 Januari/ Credited/(charged) comprehensive 31 Desember/
January 2025 to profit or loss income December 2025
Perusahaan: The Company:
Liabilitas pajak Deferred tax
tangguhan liabilities
Perbedaan antara Difference between
nilai buku bersih financial reporting and
aset takberwujud tax net book values of
komersial dan fiskal (854,199) (277,595) - (1,131,794) intangible assets
Perbedaan antara
nilai pencadangan Difference between
biaya perbaikan financial reporting and
dan pemeliharaan tax of toll road repairs
jalan tol komersial and maintenance
dan fiskal 217,013 56,789 - 273,802 expenses
(637,186) (220,806) - (857,992)
Entitas anak: Subsidiaries:
Liabilitas pajak Deferred tax
tangguhan liabilities
Lain-lain (61,460) 18,125 - (43,335) Others
Dibebankan
Dikreditkan/ ke pendapatan
(dibebankan) komprehensif lain/
ke laporan laba rugi/ Charged to other
1 Januari/ Credited/(charged) comprehensive 31 Desember/
January 2024 to profit or loss income December 2024
Perusahaan: The Company:
Liabilitas pajak Deferred tax
tangguhan liabilities
Perbedaan antara Difference between
nilai buku bersih financial reporting and)
aset takberwujud tax net book values of
komersial dan fiskal (686,659) (167,540) - (854,199) intangible assets
Perbedaan antara
nilai pencadangan Difference between
biaya perbaikan financial reporting and
dan pemeliharaan tax of toll road repairs
jalan tol komersial and maintenance
dan fiscal 163,065 53,948 - 217,013 expenses
(523,594) (113,592) - (637,186)
Entitas anak: Subsidiaries:
Liabilitas pajak Deferred tax
tangguhan liabilities
Lain-lain (9,050) (52,410) - (61,460) Others
Dalam laporan keuangan konsolidasian ini, In these consolidated financial statements, the
jumlah penghasilan kena pajak didasarkan atas amount of taxable income is based on
perhitungan sementara, karena Grup belum preliminary calculations, as the Group has not yet
menyampaikan Surat Pemberitahuan Tahunan submitted its corporate income tax returns.
Pajak Penghasilan Badan.
Pada tanggal 31 Desember 2025 dan 2024, As at 31 December 2025 and 2024, the Group
Grup memiliki aset pajak tangguhan yang tidak has deferred tax assets which have not been
diakui terkait rugi pajak masing-masing sejumlah recognised in respect of total tax losses of Rp
Rp 741 miliar dan Rp 661 miliar yang akan 741 billion and Rp 661 billion, respectively, which
kadaluwarsa antara tahun 2027 hingga 2030. will expired between 2027 to 2030.
Page 745
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/59 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
13. PERPAJAKAN (lanjutan) 13. TAXATION (continued)
e. Tarif pajak e. Tax rates
Peraturan Menteri Keuangan No. PMK-136 The Minister of Finance Regulation No. PMK-136
Tahun 2024 (PMK-136) telah disahkan di Year 2024 (PMK-136) was enacted in Indonesia,
Indonesia, yurisdiksi dimana Grup didirikan, dan the jurisdiction in which the Group is
akan berlaku mulai 1 Januari 2025. incorporated, and has come into effect from 1
January 2025.
Grup berada dalam lingkup aturan model The Group is within the scope of the Organisation
Organisation for Economic Co-operation and for Economic Co-operation and Development
Development Pilar Dua dan menerapkan Pillar Two model rules and applied the exception
pengecualian dalam mengakui serta to recognising and disclosing information about
mengungkapkan informasi mengenai aset dan deferred tax assets and liabilities relating to Pillar
liabilitas pajak tangguhan yang terkait dengan Two income taxes from 1 January 2025.
pajak penghasilan Pilar Dua mulai 1 Januari
2025.
Grup telah melakukan penilaian atas potensi The Group has performed an assessment of the
eksposur Perusahaan terhadap pajak Group’s potential exposure to Pillar Two income
penghasilan Pilar Dua. Berdasarkan penilaian taxes. Based on the assessment, the effective
tersebut, tarif pajak efektif di yurisdiksi tempat tax rates in the jurisdictions in which the Group
Grup beroperasi berada di atas 15%, oleh operates are above 15%, hence the Group is not
karena itu Grup tidak diwajibkan untuk required to pay for additional income tax
membayar beban pajak penghasilan tambahan expense related to Pillar Two.
yang terkait dengan Pilar Dua.
f. Ketetapan pajak f. Tax assessments
Pada tanggal 23 Juli dan 8 September 2025, On 23 July and 8 September 2025, the Supreme
Mahkamah Agung telah menjatuhkan putusan Court rendered decisions in the tax dispute
atas sengketa pajak terkait penerimaan aset tak concerning the receipt of intangible assets in the
berwujud berupa hak pengusahaan Jalan Tol form of concession rights for the Jakarta Outer
Jakarta Outer Ring Road Section S (JORR S) Ring Road Section S (JORR S) and Toll Road
dan Akses Tanjung Priok (ATP). Dalam putusan and the Akses Tanjung Priok (ATP). In these
tersebut, Mahkamah Agung menolak decisions, the Supreme Court rejected the
permohonan Peninjauan Kembali yang diajukan Judicial Review filed by Directorate General of
oleh Direktorat Jenderal Pajak dan Taxes and upheld the appellate ruling that
mempertahankan putusan banding yang annulled the correctios related to corporate
membatalkan koreksi kurang bayar PPh Badan income tax underpayment amounted to Rp
sebesar Rp 4.857.834. 4,857,834.
14. PROPERTI INVESTASI 14. INVESTMENT PROPERTIES
2025 2024
Saldo awal 259,554 229,367 Beginning balance
Reklasifikasi dari aset tetap 131,445 - Reclassification from fixed assets
(Penurunan)/kenaikan nilai wajar (9,421) 30,187 (Decrease)/increase in fair value
Saldo akhir 381,578 259,554 Ending balance
Page 746
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/60 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
14. PROPERTI INVESTASI (lanjutan) 14. INVESTMENT PROPERTIES (continued)
Properti investasi terdiri dari: Investment properties consist of:
2025 2024
Tanah di Simatupang, Jakarta 221,686 253,954 Land in Simatupang, Jakarta
Tanah di Denpasar, Bali 62,960 - Land in Denpasar, Bali
Tanah di Cikiwul, Bekasi 47,973 - Land in Cikiwul, Bekasi
Lain-lain 48,959 5,600 Others
381,578 259,554
Beberapa tanah yang kini diklasifikasikan sebagai Several parcels of land now classified as investment
properti investasi sebelumnya merupakan aset tetap property were previously recorded as fixed assets
(Catatan 17). (Note 17).
Nilai wajar properti investasi dihitung oleh Kantor The fair value of investment properties is calculated
Jasa Penilai Publik ("KJPP") Muttaqin Bambang by Kantor Jasa Penilai Publik (“KJPP”) Muttaqin
Purwanto Rozak Uswatun & Rekan dan Kantor Jasa Bambang Purwanto Rozak Uswatun & Rekan and
Penilai Publik ("KJPP") Toha Okky Heru & Rekan. Kantor Jasa Penilai Publik (“KJPP”) Toha Okky Heru
Kedua KJPP merupakan penilai penilai yang & Rekan. Both KJPP are independent appraisers
terdaftar di OJK. Laporan penilai terakhir adalah registered with the Otoritas Jasa Keuangan (OJK).
tanggal 9 Februari 2026 dan 26 Februari 2026 untuk The latest appraisal report was dated 9 February
properti investasi per 31 Desember 2025. 2026 and 26 February 2026, respectively, for
investment properties as of 31 December 2025.
Hierarki nilai wajar Tingkat 2 dari properti investasi The Level 2 fair value hierarchy of investment
dihitung dengan menggunakan pendekatan data properties is calculated using the market data
pasar. Input yang paling signifikan dalam pendekatan approach. The most significant input into this
ini adalah asumsi harga per meter berdasarkan valuation approach is the price per square meter
perbandingan harga pasar per meter berdasarkan assumption which are based on the comparison of
perbandingan harga pasar properti sejenis. Harga market price of similar properties. The approximate
pasar yang paling mendekati disesuaikan dengan market prices are adjusted for differences in the key
perbedaan atribut utama seperti jenis dan hak yang attributes such as the type and rights on the property,
melekat pada properti, lokasi, karakteristik fisik, location, physical characteristics, size of assets and
ukuran aset dan penggunaan aset. use of assets
15. INVESTASI PADA ENTITAS ASOSIASI 15. INVESTMENT IN ASSOCIATES
Persentase
kepemilikan efektif/
Domisili/ Percentage of Nilai buku/Carrying value
Nama entitas/ Entity name Domicile effective ownership 2025 2024
PT Hutama Prima (“HP”) Jakarta 30% 45,637 45,893
Jumlah/ Total 45,637 45,893
Pada tahun 2025 dan 2024, bagian Grup atas laba In 2025 and 2024, the Group shares of profit for the
masing-masing sebesar Rp 256 dan nihil, nilai year amounted to Rp 256 and nil, respectively which
tersebut dibukukan sebagai bagian atas laba bersih recorded in part of shares of net profits associates
entitas asosiasi dan ventura bersama. and joint ventures.
Manajemen berkeyakinan bahwa provisi atas Management believes that the provision for
penurunan nilai investasi pada entitas asosiasi impairment of investment in associate is adequate to
tersebut cukup untuk menutupi kerugian dari tidak cover loss on unrecovered investment.
terpulihkannya investasi.
Page 747
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/61 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
16. INVESTASI PADA VENTURA BERSAMA 16. INVESTMENT IN JOINT VENTURES
Investasi pada ventura bersama merupakan bagian Investment in joint venture is part of a contract
kontrak pengaturan atau pengendalian bersama arrangement or joint control of the Group on various
Grup pada berbagai proyek dengan kisaran bagi projects with share in the results and the net assets
hasil aset neto antara 20% sampai dengan 80%. ranging between 20% to 80%.
Rincian penyertaan pada ventura bersama adalah Details of investments in joint ventures are as follows:
sebagai berikut:
Persentase
kepemilikan efektif/
Proyek/ Domisili/ Percentage of Nilai buku/Carrying value
Nama entitas/ Entity name Project Domicile effective ownership 2025 2024
KSO Hutama-Modern-BCK Tol IKN Pulau Balang-Simpangriko Kalimantan Timur 65 108,768 102,466
KSO Hutama-SMCC MRT CP-203 Jakarta 35 65,736 25,642
KSO HK-Bangunnusa Bendungan Maninting Lombok 80 46,183 25,715
KSO HK-SAC Nusantara Bendungan Cijurey Jawa Barat 70 41,533 22,866
KSO Hutama-Jakon Akses Tol Patimban Paket 3 Jawa Barat 65 35,284 12,774
KSO Hutama-Adhi-Nindya- Jalan Tol IKN Seksi 3A - 2 Kalimantan Timur 33 34,456 43,609
Abipraya
KSO Hutama-Adhi-Abipraya Jalan Tol IKN Segmen Kalimantan Timur 38 32,302 65,783
Karangjoang - KKT Kariangau
KSO Hutama-NK-BBA-MWA Jalan KSPP Wanam-Muting Merauke 65 21,055 -
Abipraya Segmen II
KSO Hutama-WIKA-BAP Tol Bayung Lencir-Tempino-Jambi Jambi 60 - 72,343
KSO HK-BRP-BNL Bendungan Bulango Ulu Gorontalo 70 - 59,289
KSO HK-Jakon Bendungan Way Apu Kab. Buru Maluku 70 - 29,949
Lain-lain di bawah Rp 20 miliar/
Others below Rp 20 billion 159,446 172,277
Jumlah/Total 544,763 632,713
Ringkasan mutasi investasi pada ventura bersama Summary of movements in investment in joint
adalah sebagai berikut: ventures are as follows:
2025 2024
Nilai buku awal tahun 632,713 259,885 Beginning carrying value
Penambahan investasi 35,098 212,064 Addition of investment
Bagian Grup atas laba Group's share of profit
tahun berjalan 290,462 452,433 for the current year
Distribusi laba yang Profit distribution received
diterima Grup (351,378) (288,904) by the Group
Reklasifikasi investasi (59,288) - Reclassification of investment
Provisi penurunan nilai (2,844) (2,765) Provision for impairment
Jumlah 544,763 632,713 Total
Page 748
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/62 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
17. ASET TETAP 17. FIXED ASSETS
2025
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Revaluasi/ Ending
balance Additions Deductions Reclassification Revaluation balance
Nilai revaluasi Revaluation cost
Pemilikan langsung: Direct ownership:
Tanah 1,580,622 - - (131,445) 34,499 1,483,676 Land
Biaya perolehan Acquisition cost
Pemilikan langsung: Direct ownership:
Bangunan 1,170,746 16,029 - 992 - 1,187,767 Building
Perlengkapan proyek 2,264,595 33,136 (80,496) 134,152 - 2,351,387 Project equipment
Perlengkapan kantor 97,742 - - 1,896 - 99,638 Office equipment
Kendaraan 385,305 2,142 (8,107) - 379,340 Vehicles
5,499,010 51,307 (88,603) 5,595 34,499 5,501,808
Aset dalam Assets
pembangunan 21,650 11,383 - (20,213) - 12,820 under construction
Aset hak guna Right of use assets:
Perlengkapan proyek 597,418 74,884 (22,072) (116,825) - 533,405 Project equipment
Bangunan 182,940 27,332 (6,320) - - 203,952 Building
Kendaraan 110,204 911 (2,689) - - 108,426 Vehicles
890,562 103,127 (31,081) (116,825) - 845,783
6,411,222 165,817 (119,684) (131,443) 34,499 6,360,411
Accumulated
Akumulasi penyusutan depreciation
Pemilikan langsung: Direct ownership:
Bangunan (320,354) (39,400) - - - (359,754) Building
Perlengkapan proyek (1,717,564) (161,112) 75,056 (75,480) - (1,879,100) Project equipment
Perlengkapan kantor (95,580) (1,655) - - - (97,235) Office equipment
Kendaraan (269,319) (23,990) 8,106 - - (285,203) Vehicles
(2,402,817) (226,157) 83,162 (75,480) - (2,621,292)
Aset hak guna: Right of use assets:
Perlengkapan proyek (553,358) (66,226) 22,072 75,480 - (522,032) Project equipment
Bangunan (48,260) (16,854) 6,320 - - (58,794) Building
Kendaraan (86,948) (4,495) 1,186 - - (90,257) Vehicles
(688,566) (87,575) 29,578 75,480 - (671,083)
(3,091,383) (313,732) 112,740 - - (3,292,377)
Cadangan penurunan Provision for impairment
nilai aset tetap - (156,612) - - - (156,612) of fixed assets
Nilai buku bersih 3,319,839 2,911,422 Net book value
Page 749
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/63 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
17. ASET TETAP (lanjutan) 17. FIXED ASSETS (continued)
2024
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Revaluasi/ Ending
balance Additions Deductions Reclassification Revaluation balance
Nilai revaluasi Revaluation cost
Pemilikan langsung: Direct ownership:
Tanah 1,624,766 - - - (44,144) 1,580,622 Land
Biaya perolehan Acquisition cost
Pemilikan langsung: Direct ownership:
Bangunan 1,155,650 - (1,238) 16,334 - 1,170,746 Building
Perlengkapan proyek 2,149,727 45,174 (5,264) 74,958 - 2,264,595 Project equipment
Perlengkapan kantor 97,784 204 (246) - - 97,742 Office equipment
Kendaraan 408,724 2,151 (77,128) 51,558 - 385,305 Vehicles
5,436,651 47,529 (83,876) 142,850 (44,144) 5,499,010
Aset dalam Assets
pembangunan 25,526 15,502 (1,398) (17,980) - 21,650 under construction
Aset hak guna Right of use assets:
Mesin dan Machinery and
peralatan berat 616,556 54,174 - (73,312) - 597,418 heavy equipment
Bangunan 177,273 5,667 - - - 182,940 Building
Kendaraan 94,548 84,177 (16,963) (51,558) - 110,204 Vehicles
888,377 144,018 (16,963) (124,870) - 890,562
6,350,554 207,049 (102,237) - (44,144) 6,411,222
Akumulasi penyusutan Accumulated depreciation
Pemilikan langsung: Direct ownership:
Bangunan (284,327) (37,024) 997 - - (320,354) Building
Perlengkapan proyek (1,521,833) (149,445) 2,376 (48,662) - (1,717,564) Project equipment
Perlengkapan kantor (88,950) (6,630) - - - (95,580) Office equipment
Kendaraan (288,956) (17,160) 73,920 (37,123) - (269,319) Vehicles
(2,184,066) (210,259) 77,293 (85,785) - (2,402,817)
Aset hak guna: Right of use assets:
Mesin dan Machinery and
peralatan berat (579,942) (22,078) - 48,662 - (553,358) heavy equipment
Bangunan (50,190) (10,882) 12,812 - - (48,260) Building
Kendaraan (76,260) (47,811) - 37,123 - (86,948) Vehicles
(706,392) (80,771) 12,812 85,785 - (688,566)
(2,890,458) (291,030) 90,105 - - (3,091,383)
Nilai buku bersih 3,460,096 3,319,839 Net book value
Beban penyusutan untuk tahun yang berakhir pada Depreciation expenses for the years ended
tanggal 31 Desember 2025 dan 2024 dialokasikan 31 December 2025 and 2024 were allocated as
sebagai berikut: follows:
2025 2024
Beban pokok pendapatan
(Catatan 32) 258,216 267,430 Cost of revenue (Note 32)
Beban umum dan administrasi General and administrative
(Catatan 33) 55,516 23,600 expenses (Note 33)
313,732 291,030
Cadangan revaluasi aset tetap untuk tahun yang Fixed assets revaluation reserve for the years ended
berakhir pada tanggal 31 Desember 2025 dan 2024 31 December 2025 and 2024 were allocated as
dialokasikan sebagai berikut: follows:
2025 2024
Nilai revaluasi tanah 1,483,676 1,580,622 Revaluation value of land
Cadangan revaluasi yang tidak Revaluation reserve which not
direklasifikasi atas perpindahan reclassified as transfer to
ke properti investasi 70,413 - investment properties
Harga perolehan tanah, Land acquisition cost,
setelah penurunan nilai (778,806) (839,838) net of impairment
775,283 740,784
Page 750
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/64 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
17. ASET TETAP (lanjutan) 17. FIXED ASSETS (continued)
Beberapa bidang tanah yang sebelumnya diakui Certain parcels of land previously recognised as fixed
sebagai aset tetap dengan nilai tercatat sebesar assets with a carrying amount of Rp 131,445 have been
Rp 131.445 telah direklasifikasi menjadi Properti reclassified as Investment Property. This
Investasi. Reklasifikasi ini dilakukan sehubungan reclassification was undertaken following a change in
dengan perubahan tujuan penggunaan dan sesuai their intended use and in accordance with PSAK No.
dengan ketentuan PSAK No. 240 “Properti Investasi”, 240 “Investment Property”, ensuring that the assets are
sehingga penyajian tersebut mencerminkan presented in a manner that reflects their current
pemanfaatan ekonomis tanah yang berlaku pada economic utilisation during the reporting period.
periode berjalan.
Penilaian nilai wajar tanah yang dimiliki Grup pada Valuation to determine the fair value of the Group’s
2025 telah dilakukan oleh Kantor Jasa Penilai Publik lands in 2025 was performed by KJPP Toha Ekky &
(“KJPP”) Toha Ekky Heru & Rekan. KJPP tersebut Rekan. The KJPP are independent appraisers
merupakan penilai yang terdaftar di OJK. Hierarki nilai registered with the OJK. The Level 2 fair value
wajar Tingkat 2 dari tanah dihitung dengan hierarchy of land is calculated using the market data
menggunakan pendekatan data pasar. Elemen- approach. Elements used in data comparison process
elemen yang digunakan dalam perbandingan data to determine assets’ fair value were as follows:
untuk menentukan nilai wajar aset, antara lain:
1. Lokasi; 1. Location;
2. Jenis surat tanah; 2. Type of land right;
3. Kondisi pembiayaan; 3. Funding condition;
4. Kondisi transaksi; 4. Transaction condition;
5. Kondisi pasar; 5. Market condition;
6. Karakteristik fisik; 6. Physical characteristics;
7. Karakteristik ekonomi; 7. Economic characteristics;
8. Penggunaan. 8. Utilisation.
Aset tetap Grup berupa bangunan gedung, Fixed assets of the Group in the form of building,
perlengkapan proyek, perlengkapan kantor serta project equipment, office equipment and motor
kendaraan bermotor telah diasuransikan dengan nilai vehicles are insured with insurance coverage
pertanggungan sebesar Rp 3.282.322. Manajemen amounting to Rp 3,282,322. Management believes
berpendapat bahwa nilai pertanggungan tersebut that the insurance coverage is adequate to cover
cukup untuk menutupi kemungkinan kerugian atas possible losses on the assets insured.
aset yang dipertanggungkan.
Beberapa aset tetap digunakan sebagai jaminan atas Certain fixed assets used as collateral for bank loans
pinjaman bank (Catatan 21). (Note 21).
Sesuai dengan kebijakan akuntansi Grup, In accordance with the Group’s accounting policies,
manajemen melakukan uji penurunan nilai atas aset management tests its fixed assets for impairment
tetap apabila terdapat peristiwa atau perubahan whenever events or changes in circumstances
keadaan yang mengindikasikan bahwa jumlah indicate the carrying amount may not be recoverable.
tercatatnya mungkin tidak dapat dipulihkan. Pada As at 31 December 2025, the Group used an income
tanggal 31 Desember 2025, Grup menggunakan and market approach to assess value in use and fair
pendekatan pendapatan dan pasar untuk menilai nilai value as the recoverable amounts for certain assets
pakai serta nilai wajar sebagai jumlah terpulihkan atas which indicated impairment. Management recognised
aset tertentu yang menunjukkan adanya penurunan an impairment loss related to building and project
nilai. Manajemen kemudian mengakui rugi penurunan equipments amounting to Rp 156,612.
nilai terkait bangunan dan peralatan proyek sebesar
Rp 156.612.
Page 751
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/65 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
18. ASET TAKBERWUJUD – HAK PENGUSAHAAN 18. INTANGIBLE ASSETS – TOLL ROAD
JALAN TOL CONCESSION RIGHTS
Aset tak berwujud hak pengusahaan jalan tol Intangible Asset of toll road concession rights
merupakan hak konsesi yang diberikan Pemerintah represent concession rights granted by the
Republik Indonesia kepada Perusahaan dan HMW, Government of Republic of Indonesia to the Company
melalui Perjanjian Pengusahaan Jalan Tol (“PPJT”) and HMW, through Toll Road Concession Right
antara Perusahaan dan Badan Pengelola Jalan Tol Agreement (“PPJT”) between the Company and Toll
(“BPJT”) berupa pengusahaan jalan tol dengan masa Road Regulatory Agency (“BPJT”) in the form of toll
konsesi antara 36 sampai 50 tahun. Rincian aset road concessions with the period of 36 to 50 years.
konsesi Grup adalah sebagai berikut: The detail of the Group’s concession assets is as
follows:
2025
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending
balance Additions Deductions Reclassification balance
Biaya Perolehan Acquisition cost
Jalan Tol Lingkar Jakarta Outer Ring
Luar Jakarta Seksi Road Section
Jagorawi-Pondok Jagorawi-Pondok
Pinang ("JORR S") 7,404,960 - - - 7,404,960 Pinang ("JORR S")
Jalan Tol Akses Tanjung Priok Access
Tanjung Priok ("ATP") 6,264,869 - - - 6,264,869 Toll Road ("ATP")
Jalan Tol Trans Sumatera Trans Sumatera Toll
(“JTTS”), ruas: Road (“JTTS”), section:
- Palembang-Indralaya 3,264,266 4,691 - - 3,268,957 Palembang-Indralaya -
- Terbanggi Besar- Terbanggi Besar -
Pematang Panggang 3,918,692 315,625 - - 4,234,317 Pematang Panggang
- Pematang Panggang- Pematang Panggang -
Kayu Agung 8,428,217 354,971 - - 8,783,188 Kayu Agung
- Pekanbaru-Dumai 17,015,886 5,532 - - 17,021,418 Pekanbaru-Dumai -
- Padang-Pekanbaru Padang-Pekanbaru -
seksi Pekanbaru- section Pekanbaru
Bangkinang 5,011,959 12,851 - - 5,024,810 Bangkinang
- Sigli-Banda Aceh Sigli-Banda Aceh -
seksi 2-6 7,774,179 229,543 - - 8,003,722 section 2-6
- Binjai-Langsa seksi 1-3 5,881,956 - - 6,046,456 11,928,412 Section 1-3 Binjai-Langsa -
- Lubuk Linggau-Bengkulu Lubuk Linggau-Bengkulu -
seksi Tb Penanjung- Tb Penanjung-Bengkulu
Bengkulu 4,350,239 2,393 - 815 4,353,447 section
- Sp Indralaya-muara enim Sp Indralaya-muara enim -
seksi Sp Indralaya- section Sp Indralaya
Prabumulih 12,375,044 48,468 - 615,440 13,038,952 Prabumulih
- Kuala Tanjung-Tebing Kuala Tanjung-Tebing -
Tinggi-Parapat (‘’KTTP’’) 9,283,821 - 3,709,061 12,992,882 Tinggi-Parapat (‘’KTTP’’)
- Kisaran-Indrapura 2,127,773 104,877 - 2,232,650 Kisaran-Indrapura -
- Padang-Pekanbaru Padang-Pekanbaru -
seksi Padang-Sicincin - - - 9,682,932 9,682,932 Section Padang-Sicincin
- Padang-Pekanbaru Padang-Pekanbaru -
seksi Bangkinang- section Bangkinang
Pangkalan - - - 4,909,130 4,909,130 Pangkalan
Aset dalam penyelesaian - Assets under construction
Jalan Tol Trans Sumatera Trans Sumatera Toll
(“JTTS”), ruas: Road (“JTTS”), section:
- Sigli-Banda Aceh 4,965,078 112,882 - - 5,077,960 Sigli-Banda Aceh -
- Padang-Pekanbaru Padang-Pekanbaru -
seksi Bangkinang- section Bangkinang-
Pangkalan 4,909,130 - - (4,909,130) - Pangkalan
- Padang-Pekanbaru Padang-Pekanbaru -
seksi Padang-Sicincin 9,178,842 489,946 - (9,668,788) - section Padang-Sicincin
- Simpang Indralaya-Muara Enim 971,710 - - (703,112) 268,598 Simpang Indralaya-Muara Enim -
- Binjai-Langsa 5,866,524 119,702 - (5,986,226) - Binjai-Langsa -
- Kuala Tanjung-Tebing Kuala Tanjung-Tebing -
Tinggi-Parapat (‘’KTTP’’) 2,831,440 877,621 - (3,709,061) - Tinggi-Parapat (‘’KTTP’’)
- Rengat-Pekanbaru 2,899,074 2,613,959 - 3,494 5,516,527 Rengat-Pekanbaru -
- Palembang-Betung 6,083,022 5,344,715 8,989 11,436,726 Palembang-Betung -
- Ruas lainnya 30,054 - (23,097) - 6,957 Other sections -
130,836,735 10,637,776 (23,097) - 141,451,414
Akumulasi amortisasi Accumulated amortization
JORR S (1,922,907) (203,433) - - (2,126,340) JORR S
JTTS (1,238,845) (527,199) - - (1,766,044) JTTS
ATP (343,382) (70,045) - - (413,427) ATP
(3,505,134) (800,677) - - (4,305,811)
Nilai buku bersih 127,331,601 137,145,603 Net book value
Akumulasi kerugian Accumulated
penurunan nilai (220,000) (275,854) - - (495,854) impairment losses
127,111,601 136,649,749
Page 752
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/66 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
18. ASET TAKBERWUJUD – HAK PENGUSAHAAN 18. INTANGIBLE ASSETS – TOLL ROAD
JALAN TOL (lanjutan) CONCESSION RIGHTS (continued)
2024
Saldo awal/ Saldo akhir/
Beginning Penambahan/ Pengurangan/ Reklasifikasi/ Ending
balance Additions Deductions Reclassification balance
Biaya Perolehan Acquisition cost
Jalan Tol Lingkar Jakarta Outer Ring
Luar Jakarta Seksi Road Section
Jagorawi-Pondok Jagorawi-Pondok
Pinang ("JORR S") 7,404,960 - - - 7,404,960 Pinang ("JORR S")
Jalan Tol Akses Tanjung Priok Access
Tanjung Priok ("ATP") 6,264,869 - - - 6,264,869 Toll Road ("ATP")
Jalan Tol Trans Sumatera Trans Sumatera Toll
(“JTTS”), ruas: Road (“JTTS”), section:
- Palembang-Indralaya 3,264,266 - - - 3,264,266 Palembang-Indralaya -
- Terbanggi Besar- Terbanggi Besar -
Pematang Panggang 3,918,692 - - - 3,918,692 Pematang Panggang
- Pematang Panggang- Pematang Panggang -
Kayu Agung 8,428,217 - - - 8,428,217 Kayu Agung
- Pekanbaru-Dumai 16,614,642 401,244 - - 17,015,886 Pekanbaru-Dumai -
- Padang-Pekanbaru Padang-Pekanbaru -
seksi Pekanbaru- section Pekanbaru
Bangkinang 4,859,231 152,728 - - 5,011,959 Bangkinang
- Sigli-Banda Aceh Sigli-Banda Aceh -
seksi 2-6 5,493,739 - - 2,280,440 7,774,179 Section 2-6
- Binjai-Langsa Binjai-Langsa -
seksi 1 dan 2 810,526 - - 5,071,430 5,881,956 section 1 and 2
- Lubuk Linggau-Bengkulu Lubuk Linggau-Bengkulu -
seksi Tb Penanjung- Tb Penanjung-Bengkulu
Bengkulu 4,170,639 179,600 - - 4,350,239 section
- Sp Indralaya-muara enim Sp Indralaya-muara enim -
seksi Sp Indralaya- section Sp Indralaya
Prabumulih - - - 12,375,044 12,375,044 Prabumulih
- Kuala Tanjung-Tebing Kuala Tanjung-Tebing -
Tinggi-Parapat (‘’KTTP’’) - - - 9,283,821 9,283,821 Tinggi-Parapat (‘’KTTP’’)
- Kisaran-Indrapura - - - 2,127,773 2,127,773 Kisaran-Indrapura -
Aset dalam penyelesaian - Assets under construction
Jalan Tol Trans Sumatera Trans Sumatera Toll
(“JTTS”), ruas: Road (“JTTS”), section:
- Kisaran-Indrapura 2,068,730 59,043 - (2,127,773) - Kisaran-Indrapura -
- Sigli-Banda Aceh 5,657,471 1,588,047 - (2,280,440) 4,965,078 Sigli-Banda Aceh -
- Padang-Pekanbaru Padang-Pekanbaru -
seksi Bangkinang- section Bangkinang-
Pangkalan 4,449,621 459,509 - - 4,909,130 Pangkalan
- Padang-Pekanbaru
seksi Padang- Padang-Pekanbaru -
Sicincin 4,959,388 4,219,454 - - 9,178,842 section Padang-Sicincin
- Simpang Indralaya-Muara Enim 11,499,529 1,847,225 - (12,375,044) 971,710 Simpang Indralaya-Muara Enim -
- Binjai-Langsa 9,405,915 1,532,039 - (5,071,430) 5,866,524 Binjai -Langsa -
- Kuala Tanjung-Tebing Kuala Tanjung-Tebing -
Tinggi-Parapat (‘’KTTP’’) 11,173,804 941,457 - (9,283,821) 2,831,440 Tinggi-Parapat (‘’KTTP’’)
- Rengat-Pekanbaru 427,470 2,471,604 - - 2,899,074 Rengat-Pekanbaru -
- Palembang-Betung - 6,083,022 - - 6,083,022 Palembang-Betung -
- Ruas lainnya 30,054 - - - 30,054 Other sections -
110,901,763 19,934,972 - - 130,836,735
Akumulasi amortisasi Accumulated amortization
JORR S (1,714,460) (208,447) - - (1,922,907) JORR S
JTTS (950,492) (288,353) - - (1,238,845) JTTS
ATP (284,826) (58,556) - - (343,382) ATP
(2,949,778) (555,356) - - (3,505,134)
Nilai buku bersih 107,951,985 127,331,601 Net book value
Akumulasi kerugian Accumulated
penurunan nilai (220,000) - - - (220,000) impairment losses
107,731,985 127,111,601
Beban amortisasi hak pengusahaan jalan tol untuk Amortisation of toll road concession rights for the
periode yang berakhir pada tanggal 31 Desember year ended 31 Desember 2025 amounted to
2025 sebesar Rp 800.677 (2024: Rp 800,677 (2024: Rp 555,356) and was charged as
Rp 555.356) dan dibebankan sebagai bagian dari part of toll road operating expenses in cost of revenue
beban pengoperasian jalan tol di beban pokok for the toll road section which was
pendapatan untuk ruas jalan tol yang sudah already commercially operated.
beroperasi secara komersial.
Page 753
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/67 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
18. ASET TAKBERWUJUD – HAK PENGUSAHAAN 18. INTANGIBLE ASSETS – TOLL ROAD
JALAN TOL (lanjutan) CONCESSION RIGHTS (continued)
Selama tahun 2025, Perusahaan telah During the year, the Company has capitalised
mengkapitalisasi biaya pinjaman sebesar borrowing costs amounting to Rp 919,956
Rp 919.956 (2024: Rp 833.276) atas aset (2024: Rp 833,276) on intangible assets.
takberwujud.
Berdasarkan PPJT, Grup juga mendapatkan Based on PPJT, the Group also received
Dukungan Konstruksi dari Pemerintah Republik Construction Support from the Government of the
Indonesia dengan total sepanjang 50 km pada seksi Republic of Indonesia for 50 km on Pematang Siantar
Pematang Siantar - Parapat, 80 km pada ruas - Parapat section, 80 km on Terbanggi Besar -
Terbanggi Besar - Pematang Panggang - Kayu Pematang Panggang - Kayu Agung section and 34,1
Agung dan 34,1 km pada ruas Betung Tempino km on Betung-Tempino-Jambi section. The section
Jambi. Ruas yang telah beroperasi adalah Terbanggi has been operated was Terbanggi Besar - Pematang
Besar - Pematang Panggang - Kayu Agung sejak Panggang - Kayu Agung since 2020 and Betung
2020 dan ruas Betung Tempino Jambi seksi 4 pada Tempino Jambi section 4 since September 2025.
September 2025.
Pada tahun 2023, Nilai tercatat hak pengusahaan In 2023, the carrying amount of toll road concession
jalan tol - ATP telah diturunkan menjadi jumlah right - ATP has been reduced to its recoverable
terpulihkan melalui pengakuan kerugian penurunan amount through recognition of an impairment loss
nilai sebesar Rp 220.000. Kerugian ini telah amounted to Rp 220,000. This loss has been
dilaporkan dalam laporan laba rugi tahun 2023. included in the profit or loss 2023.
Pada tahun 2025, Nilai tercatat hak pengusahaan In 2025, the carrying amount of toll road concession
jalan tol – Simpang Indralaya-Muara Enim telah right – Simpang Indralaya-Muara Enim has been
diturunkan menjadi jumlah terpulihkan melalui reduced to its recoverable amount through
pengakuan kerugian penurunan nilai sebesar recognition of an impairment loss amounted to
Rp 275.854. Kerugian ini telah dilaporkan dalam Rp 275,854. This loss has been included in the profit
laporan laba rugi tahun berjalan. Perusahaan telah or loss during the year. The Company has reallocated
mengalokasikan sisa material ke ruas JTTS lainnya the remaining materials to other JTTS for utilisation.
untuk digunakan.
Pada tahun 2025 dan 2024, manajemen menunjuk In 2025 and 2024, management has appointed PT
PT Deloitte Konsultan Indonesia untuk melakukan Deloitte Konsultan Indonesia to assess the
kajian atas nilai yang dapat diperoleh kembali untuk recoverable value of the toll road concession rights.
hak pengusahaan jalan tol. Nilai yang dapat The recoverable amount of CGU is determined based
diperoleh kembali unit penghasil kas ditentukan on the higher of its fair value less costs of disposal
berdasarkan yang lebih tinggi antara nilai wajar and its value in use. Based on the assessment,
dikurangi biaya pelepasan dan nilai pakai. management believes that there was no additional or
Berdasarkan penilaian, manajemen berkeyakinan recovery of impairment loss need to be recognised in
bahwa tidak ada tambahan atau pemulihan kerugian profit or loss.
penurunan nilai yang perlu diakui dalam laba rugi.
Asumsi utama yang digunakan dalam perhitungan The key assumptions used for ViU calculations at
nilai pakai pada 31 Desember 2025 adalah sebagai 31 December 2025 are as follows:
berikut:
JORR S ATP JTTS KTTP
Rata-rata pertumbuhan/ Rata-rata pertumbuhan/ Rata-rata pertumbuhan/ Rata-rata pertumbuhan/
Average growth Average growth Average growth Average growth
Prakiraan volume 0% - 1% per 0% - 1% per 3% - 6% per 3% - 7% per Forecasted toll
lalu lintas jalan tol tahun/years tahun/years tahun/years tahun/years road traffic volume
Peningkatan tarif Increase in
jalan tol 12% per 2 tahun/years 12% per 2 tahun/years 12% per 2 tahun/years 12% per 2 tahun/years toll tariff
Tingkat diskonto 10% 10% 10% 10% Discount rate
Page 754
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/68 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
19. ASET KEUANGAN - HAK KONSESI 19. FINANCIAL ASSET - CONCESSION RIGHTS
Pada bulan April tahun 2024, Perusahaan In April 2024, the Company signed a PPJT for the
menandatangani PPJT untuk jalan tol ruas Betung- Betung-Tempino-Jambi toll road section with a
Tempino-Jambi dengan skema Pembayaran Service-Based Periodic Payment ("PBBL") scheme,
Berkala Berbasis Layanan (“PBBL”) yang akan which will end in April 2039 with a contract value of Rp
berakhir pada bulan April 2039 dengan nilai kontrak 21,012,000.
sebesar Rp 21.012.000.
Pada bulan Juli tahun 2024, Perusahaan In July 2024, the Company signed a Public-Private
menandatangani Perjanjian Kerja sama Pemerintah Partnership Agreement ("KPBU") for Trans Papua,
dengan Badan Usaha ("KPBU") Trans Papua yang which will end in July 2039 with a contract value of Rp
akan berakhir pada bulan Juli 2039 dengan nilai 7,286,500.
kontrak sebesar Rp 7.286.500.
Pada bulan Maret tahun 2025, Perusahaan In March 2025, the Company signed a Public-Private
menandatangani Amandemen Perjanjian Kerja Partnership Agreement ("KPBU") for Sitinjau, which
sama Pemerintah dengan Badan Usaha ("KPBU") will end in October 2037 with a contract value of
Sitinjau yang akan berakhir pada bulan Oktober Rp 5,700,606.
2037 dengan nilai kontrak sebesar Rp 5.700.606.
Perusahaan membangun, mengoperasikan dan The Company constructs, operates and maintains the
memelihara infrastruktur tersebut dan menerima infrastructure and compensated by received cash for
kompensasi berupa kas atas layanan ini selama these services over a periods of 10-15 years.
periode 10-15 tahun.
2025 2024
Saldo awal 2,865,228 - Beginning balance
Pendapatan konstruksi jalan tol 4,960,231 2,731,155 Toll construction revenue
Pendapatan konstruksi 1,225,171 94,004 Construction revenue
Penghasil keuangan 411,679 40,069 Finance income
Pendapatan operasi jalan tol 171,821 - Toll road operation revenue
Progres penagihan (175,260) - Progress billings
Saldo akhir 9,458,870 2,865,228 Ending balance
Dikurangi: Less:
Bagian lancar (956,678) - Current portion
Bagian tidak lancar 8,502,192 2,865,228 Non-current portion
Page 755
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/69 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
20. UTANG USAHA 20. TRADE PAYABLES
2025 2024
Pihak ketiga Third parties
Rupiah Rupiah
Pemasok 4,729,937 7,769,279 Suppliers
Subkontraktor 2,766,447 1,895,775 Sub-contractors
Alat 318,355 248,741 Equipment
Dolar AS US Dollar
Subkontraktor 31,565 158,561 Sub-contractors
Pemasok 68,738 32,718 Suppliers
Mata uang asing lainnya Other currency accounts
Pemasok 90 - Suppliers
7,915,132 10,105,074
Pihak berelasi (Catatan 35g) Related parties (Note 35g)
Subkontraktor 1,076,609 839,618 Sub-contractors
Pemasok 185,347 311,614 Suppliers
Ventura Bersama 120,318 162,576 Joint venture
Alat 3,590 3,114 Equipment
Dolar AS US Dollar
Pemasok 12,720 - Suppliers
1,398,584 1,316,922
Bagian lancar 9,313,716 11,421,996 Current portion
Lihat Catatan 35 untuk rincian saldo dan transaksi Refer to Note 35 for details of related party balances
dengan pihak berelasi. and transactions.
Page 756
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/70 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
21. PINJAMAN JANGKA PENDEK 21. SHORT-TERM LOANS
2025 2024
Pinjaman bank 4,204,659 5,921,908 Bank loans
a. Pinjaman bank a. Bank loans
2025 2024
Perusahaan-Rupiah/The Company - Rupiah
Pihak ketiga/Third party
PT Bank Mega Tbk 2,824 -
Pihak berelasi/Related parties
PT Bank Rakyat Indonesia (Persero) Tbk 1,795,524 1,485,792
PT Bank Syariah Indonesia (Persero) Tbk 1,660,000 2,533,057
PT Bank Mandiri (Persero) Tbk 169,862 1,213,173
PT Bank Negara Indonesia (Persero) Tbk - 177,515
Entitas anak-Rupiah/Subsidiaries - Rupiah
Pihak berelasi/Related parties
PT Bank Rakyat Indonesia (Persero) Tbk 38,430 63,096
PT Bank Negara Indonesia (Persero) Tbk 37,684 104
PT Bank Mandiri (Persero) Tbk - 19,322
Entitas anak-Dolar AS/Subsidiaries - US Dollar
Pihak berelasi/Related party
PT Bank Rakyat Indonesia (Persero) Tbk 500,335 429,849
4,204,659 5,921,908
Informasi lain mengenai pinjaman bank pada Other information related to bank loans as at
tanggal 31 Desember 2025 adalah sebagai berikut: 31 December 2025 is as follows:
Jenis Jumlah Tanggal jatuh Suku bunga
fasilitas/ fasilitas/ tempo fasilitas/ per tahun/
Facility Facility Maturity date Interest rate Jaminan/
Kreditur/Creditor type amount of facility per annum Collateral
Perusahaan/ The Company
PT Bank Syariah
Indonesia (Persero) Tbk (“BSI”) Berulang/ Rp 1,300 miliar/ 23 Oktober/ Rate bagi hasil/ Deposito dan giro/
Revolving billion October 2026 income for Deposit and giro
profit sharing
+ 0.50%
Berulang/ Rp 1,280 miliar/ 20 Mei/ Rate bagi hasil / Deposito dan giro/
Revolving billion May 2026 income for Deposit and giro
profit sharing
+ 0.50%
PT Bank Rakyat Indonesia Berulang/ Rp 100 miliar/ 9 September/ 8.25% Tanah, bangunan,
(Persero) Tbk (“BRI”) Revolving billion September 2026 dan piutang usaha/
Land, building, and
trade receivables
Berulang/ Rp 1,210 miliar/ 10 April/ Giro Kas dan giro/
Revolving billion April 2026 + 0.50% Cash and giro
Berulang/ Rp 1,220 miliar/ 2 Juni/ Giro Kas dan giro/
Revolving billion June 2026 + 0.50% Cash and giro
Berulang/ Rp 1,210 miliar/ 16 Desember/ Giro Kas dan giro/
Revolving billion December 2026 + 0.50% Cash and giro
Berulang/ Rp 1,000 miliar 31 Oktober/ Giro Kas dan giro/
Revolving billion October 2026 + 0.25% Cash and giro
Page 757
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/71 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
21. PINJAMAN JANGKA PENDEK (lanjutan) 21. SHORT-TERM LOANS (continued)
a. Pinjaman bank (lanjutan) a. Bank loans (continued)
Jenis Jumlah Tanggal jatuh Suku bunga
fasilitas/ fasilitas/ tempo fasilitas/ per tahun/
Facility Facility Maturity date Interest rate Jaminan/
Kreditur/Creditor type amount of facility per annum Collateral
Perusahaan (lanjutan) /
The Company (continued)
PT Bank Negara Indonesia Transaksional/ Rp 590 miliar/ 12 Agustus/ 8.75% Tanah, bangunan,
(Persero) Tbk (“BNI”) Transactional billion August 2026 dan tagihan termin/
Land, building,
and cessie on
progress billings
Berulang/ Rp 100 miliar/ 12 Agustus/ 8.75% Tanah, bangunan
Revolving billion August 2026 dan tagihan termin/
Land, buildings,
and cessie on
progress billings
PT Bank Mandiri (Persero) Kredit agunan Rp 1,250 miliar/ 13 September/ Deposit Deposito/Deposit
Tbk (“Mandiri”) deposito/ billion September 2026 + 0.40%
Deposit
collateral
credit
Kredit agunan Rp 1,000 miliar/ 3 Juni/ Deposit Deposito/Deposit
deposito/ billion June 2026 + 0.20%
Deposit
collateral
credit
Entitas anak/ Subsidiaries –
PT Hutama Marga Waskita
(“HMW”)
PT Bank Rakyat Indonesia Berulang/ Rp 69.6 miliar/ 26 April/ Giro Kas dan giro/
(Persero) Tbk (“BRI”) Revolving billion April 2026 +0.50% Cash and giro
Entitas anak/ Subsidiaries –
PT Hutama Karya Infrastruktur
(“HKI”)
PT Bank Rakyat Indonesia Berulang/ Rp 500 miliar/ 14 Februari/ 8.25% Piutang usaha
(Persero) Tbk (“BRI”) Revolving billion February 2026 dan persediaan/
Trade receivables
and inventory
PT Bank Mandiri (Persero) Berulang/ Rp 200 miliar/ 13 September/ 8.00% Piutang usaha
Tbk (“Mandiri”) Revolving billion September 2026 dan persediaan/
Trade receivables
and inventory
Entitas anak/ Subsidiaries –
PT Bhirawa Steel (“BS”)
PT Bank Rakyat Indonesia Kredit Rp 1,000 miliar/ 9 September/ 5.6 - 6.75% Piutang usaha,
(Persero) Tbk (“BRI”) pembiayaan billion September 2026 persediaan, tanah
Impor/ Import dan bangunan/
credit facilities Trade receivables,
inventory, land
and buildings
Foreign USD 45 juta/ 9 September/ -
exchange lineI million September 2026
Piutang Rp 100 miliar/ 10 Januari/ 7% Piutang usaha,
pembiayaan billion January 2026*) persediaan, tanah
rantai pasokan/ dan bangunan/
Supply chain Trade receivables,
financing inventory, land
account and buildings
receivable
*) Piutang pembiayaan rantai pasokan mempunyai jatuh tempo selama 90 hari dari tanggal faktur/
Supply chain financing account receivables had due dates for 90 days after invoice date
Page 758
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/72 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
21. PINJAMAN JANGKA PENDEK (lanjutan) 21. SHORT-TERM LOANS (continued)
a. Pinjaman bank (lanjutan) a. Bank loans (continued)
Jenis Jumlah Tanggal jatuh Suku bunga
fasilitas/ fasilitas/ tempo fasilitas/ per tahun/
Facility Facility Maturity date Interest rate Jaminan/
Kreditur/Creditor type amount of facility per annum Collateral
Entitas anak/ Subsidiaries –
PT Semen Indogreen
Sentosa (“SIS”)
PT Bank Negara Indonesia Berulang/ Rp 50 miliar/ 20 Juni/ 9.50% Tanah, persediaan,
(Persero) Tbk (“BNI”) Revolving billion June 2026 piutang, dan
deposito/
Land, inventory,
trade receivables,
and deposit
Transaksional/ Rp 50 miliar/ 20 Juni/ 9.50% Tanah, persediaan,
Transactional billion June 2026 piutang, dan
deposito/
Land, inventory,
trade receivables,
and deposit
Entitas anak/ Subsidiaries –
PT Petronesia Benimel
(“Petronesia”)
PT Bank Mandiri (Persero) Berulang/ Rp 10.2 miliar/ 24 Januari/ 9.00% Tagihan termin dan
Tbk (“Mandiri”) Revolving billion January 2026 deposito/ Cessie on
progress billings
and deposit
Jumlah deposito dan giro yang dijaminkan untuk The amount of deposits and giro pledged as
pinjaman cash collateral dan memiliki sifat collateral for cash collateral and has nature of
terbatas untuk ditarik pada tanggal 31 Desember restricted to withdraw as of 31 December 2025
2025 adalah sejumlah Rp 8.617.640 is amounting to Rp 8,617,640
(2024: Rp 7.248.406). (2024: Rp 7,248,406).
BS, entitas anak memiliki utang pembiayaan BS, a subsidiary has a supplier financing
penyedia dengan yang merupakan utang payables which represents payables to banks
kepada bank yaitu BRI dan Mandiri atas who are BRI and Mandiri for earlier settlement of
pencairan lebih awal Surat Kredit Berdokumen Surat Kredit Berdokumen Dalam Negeri
Dalam Negeri (“SKBDN”) dengan kewajiban (“SKBDN”) with recourse and Supplier Chain
tanggung jawab renteng dan Supplier Chain Financing (“SCF”) which have not yet due as at
Financing (“SCF”) yang pada tanggal pelaporan reporting date.
keuangan belum jatuh tempo.
Pada tanggal 31 Desember 2025, Perusahaan As at 31 December 2025, the Company and the
dan entitas anak terkait telah mematuhi seluruh relevant subsidiaries complied with all financial
pembatasan keuangan yang tercantum dalam covenants required under the loan agreements
perjanjian pinjaman yang akan dikaji secara that will be reviewed on annual basis.
tahunan.
Sampai dengan 31 Desember 2025, Grup telah As of 31 December 2025, the Group has paid the
melakukan pembayaran atas pinjaman bank matured short-term bank loans amounting to Rp
jangka pendek sebesar Rp 8,3 triliun 8.3 trillion (2024: Rp 5.2 trillion).
(2024: Rp 5,2 triliun).
Page 759
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/73 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
22. UANG MUKA KONTRAK 22. CONTRACT ADVANCES
2025 2024
Pihak ketiga 281,395 375,065 Third parties
Pihak berelasi (Catatan 35h) 64,003 151,194 Related parties (Note 35h)
345,398 526,259
Dikurangi: Less:
Bagian jangka pendek (273,392) (405,123) Current portion
Bagian jangka panjang 72,006 121,136 Non-current portion
Uang muka kontrak adalah kewajiban yang timbul The advances received by the Company represent
karena pembayaran dimuka dari pihak pemberi kerja liabilities that arised from upfront payments received
atau pembeli atas perjanjian pembelian maupun from project owners or customers under contract or
kontrak kerja yang telah disepakati. sales agreement.
Lihat Catatan 35 untuk rincian saldo dan transaksi Refer to Note 35 for details of related party balances
dengan pihak berelasi. and transactions.
23. AKRUAL DAN PROVISI 23. ACCRUALS AND PROVISIONS
2025 2024
Biaya perbaikan dan Toll road repairs and
pemeliharaan jalan tol 1,414,762 1,021,078 maintenance expenses
Provisi taksiran rugi proyek kontrak Provision for expected loss
konstruksi yang memberatkan onerous contracts and
dan denda keterlambatan 1,126,913 1,160,951 potential delay penalties
Biaya pekerjaan umum lapangan 578,123 874,950 General site activities cost
Pajak final 351,571 298,500 Final tax
Litigasi 260,136 259,925 Litigation
Biaya pemeliharaan 249,756 166,822 Maintenance expenses
Beban bunga 183,084 138,312 Interest expense
Pajak bumi dan bangunan 55,231 45,910 Land and building tax
Lain-lain 345,684 348,741 Others
4,565,260 4,315,189
Dikurangi: Less:
Bagian jangka pendek (3,788,852) (3,865,774) Current portion
Bagian jangka panjang 776,408 449,415 Non-current portion
Litigasi merupakan provisi atas perkara perdata atas Litigation represents provision for civil cases based
suatu keputusan hukum. on a legal decision.
Page 760
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/74 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
24. UTANG LAIN-LAIN 24. OTHER PAYABLES
2025 2024
Pihak ketiga 271,002 323,998 Third parties
Dikurangi: Less:
Bagian lancar (271,002) (311,542) Current portion
Bagian jangka panjang - 12,456 Non-current portion
Pihak berelasi (Catatan 35j) 818,783 2,720,564 Related parties (Note 35j)
Dikurangi: Less:
Bagian lancar (817,756) (2,719,537) Current-portion
Bagian jangka panjang 1,027 1,027 Non-current portion
25. PINJAMAN JANGKA PANJANG 25. LONG-TERM LOANS
2025 2024
Pinjaman bank 7,699,200 11,106,392 Bank loans
Pinjaman non-bank - 726,326 Non-bank loans
Medium Term Note 10,033,843 9,649,315 Medium Term Note
Utang obligasi 7,216,049 7,294,920 Bonds payable
Sukuk Mudharabah 656,855 794,464 Sukuk Mudharabah
Liabilitas sewa 180,273 171,060 Lease liabilities
Jumlah pinjaman jangka panjang 25,786,220 29,742,477 Total long-term loans
Dikurangi: Less:
Bagian jangka pendek (1,369,584) (313,816) Current portion
Bagian jangka panjang 24,416,636 29,428,661 Non-current portion
a. Pinjaman bank a. Bank loans
2025 2024
Perusahaan/ The Company
Pihak berelasi/ Related parties
Pinjaman sindikasi/ Syndicate loan
Terbanggi Besar Pematang
Panggang Kayu Agung
Kredit investasi/ Investment credit 4,541,708 5,220,794
Pinjaman sindikasi/ Syndicate loan
Akses Tanjung Priok
Kredit Investasi/ Investment Credit 1,000,000 -
Pinjaman sindikasi/ Syndicate loan
Pekanbaru Dumai - 1,724,000
Pihak ketiga/ Third parties
Pinjaman sindikasi/ Syndicate loan
Terbanggi Besar Pematang
Panggang Kayu Agung
Kredit investasi/ Investment credit 2,146,266 2,467,180
PT Bank Mega Tbk
Kredit Investasi/ Investment Credit - 1,500,000
Pinjaman sindikasi/ Syndicate loan
Pekanbaru Dumai - 276,000
Page 761
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/75 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
25. PINJAMAN JANGKA PANJANG (lanjutan) 25. LONG-TERM LOANS (continued)
a. Pinjaman bank (lanjutan) a. Bank loans (continued)
2025 2024
Entitas anak/ subsidiaries
Pihak berelasi/ Related parties
Pinjaman sindikasi/ Syndicate loan
Hutama Mambelim Trans Papua
Kredit investasi/ Investment Credit 56,908 -
Pihak ketiga/ Third parties
Pinjaman sindikasi/ Syndicate loan
Hutama Mambelim Trans Papua
Kredit investasi/ Investment credit 4,964 -
7,749,846 11,187,974
Biaya emisi/ Emission fee (50,646) (81,582)
7,699,200 11,106,392
Dikurangi bagian jangka pendek/ Less: Current portion (11,478) -
7,687,722 11,106,392
Suku bunga
Tanggal jatuh per tahun/
Kreditur/ Nama fasilitas Jumlah fasilitas/ tempo/ Interest rate Agunan/
Creditor Facility name Facility amount Maturity date per annum Collateral
Perusahaan/ The Company
PT Bank Mega Tbk Pinjaman bilateral/
Billateral loan - Surat jaminan dari pemerintah; klaim fiducia
Term Loan 1 6,147,000 11/10/2033 7.3% (akan direviu setiap dan pendapatan dari jalan tol termasuk
6 bulan/ will be reviewed pendapatan perdagangan lainnya
Pinjaman bilateral/ every 6 months) dengan jaminan jumlah total batas
Billateral loan - Term loan 1 dan 2/ Letter of guarantee
Term Loan 2 - IDC 867,000 11/10/2033 7.3% (akan direviu setiap from government; fiduciary claim and
6 bulan/ will be reviewed revenue from toll road include other
Pinjaman bilateral/ every 6 months) trade revenue with guarantee
Billateral loan - amounting to total limit Term loan 1 & 2;
Term Loan 3 - Cash 5,250,000 11/10/2038 SUN Y20 + 200 bps fiduciary of escrow account.
Deficiency Support (CDS)
Pinjaman sindikasi Pekanbaru Dumai/ Syndicate loan of Pekanbaru Dumai
PT Bank Permata Tbk Kredit investasi/ Surat jaminan dari pemerintah; semua
Bank of China (Hong Kong) Limited Investment credit tagihan (hak klaim debitur) untuk
PT Bank Pembangunan Daerah Tranche A 2,900,000 11/10/2028 JIBOR 1 bulan/ months + 0.5% pendapatan ATP, hasil klaim asuransi,
Sumatera Selatan with flooring rate 6.5% dan klaim jaminan bank yang diikat oleh
dan Bangka Belitung fidusia; rekening penampungan
PT Bank ICBC Indonesia (Rekening Penagihan, Rekening
PT Sarana Multi Infrastruktur Cadangan Layanan Utang, Rekening
(Persero) Layanan Utang, Rekening Operasional,
Kredit investasi/ Kelebihan Rekening Kas/ Guarantee
Investment credit letter from government; All bills (debtor
Tranche B 1,600,000 11/10/2025 JIBOR 1 bulan/ months + 0.5% claim rights) for ATP income, insurance
with flooring rate 6.5% claim results, and bank guarantee
claims bound by fiduciary. Escrow
Tranche C (Opsi accounts (Collection Accounts, Debt
perpanjangan/ Service Reserve Account, Debt
option to 2,000,000 11/10/2028 JIBOR 1 bulan/ months + 0.5% Services Account, Operational Account,
extend tranche B) with flooring rate 6.5% Excess Cash Account)
Pinjaman sindikasi Terbanggi Besar - Pematang Panggang - Kayu Agung/ Syndicate loan of Terbanggi Besar - Pematang Panggang - Kayu Agung
PT Bank Negara Indonesia Kredit investasi/ 9,166,000 11/10/2033 ATD 3 bulan/ months Surat jaminan dari pemerintah; klaim
(Persero) Tbk Investment credit + 3.69% fidusia dan pendapatan dari jalan tol
PT Bank Mandiri (Persero) Tbk termasuk pendapatan perdagangan
PT Bank CIMB Niaga Tbk lainnya yang terkait dengan operasi
PT Sarana Multi Infrastruktur jalan tol, klaim asuransi, klaim bank
(Persero) garansi, dan penggantian dana dari
PT Bank Rakyat Indonesia pemerintah dengan jaminan sebesar
(Persero) Tbk Cash Deficiency 5,200,000 11/10/2033 KI/ Investment credit 100%; Fidusia akun escrow/
PT Bank Pembangunan Daerah Support (CDS) + 1% Letter of guarantee from government
Sumatera Selatan fiduciary claim and revenue from toll
dan Bangka Belitung road include other trade revenue
PT Bank China Construction related to toll road operation, insurance
Bank Indonesia Tbk claim, bank guarantee claim, and
reimbursement funds from goverment
with guarantee amounting to 100%.
Page 762
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/76 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
25. PINJAMAN JANGKA PANJANG (lanjutan) 25. LONG-TERM LOANS (continued)
a. Pinjaman bank (lanjutan) a. Bank loans (continued)
Suku bunga
Tanggal jatuh per tahun/
Kreditur/ Nama fasilitas Jumlah fasilitas/ tempo/ Interest rate Agunan/
Creditor Facility name Facility amount Maturity date per annum Collateral
Perusahaan (lanjutan) / The Company (continued)
Pinjaman sindikasi Akses Tanjung Priok/ Syndicate loan of Akses Tanjung Priok
PT Bank Mandiri (Persero) Tbk Kredit investasi/ 4,000,000 22/10/2040 Tahun/Year 1-3: 6.5% Surat jaminan atas piutang dan pendapatan
PT Sarana Multi Infrastruktur Investment credit jalan tol ruas jalan tol ATP, hasil klaim
(Persero) Tranche A asuransi, hasil bank garansi, kompensasi
Tahun/Year 4-15: indONIA 3 bulan/ atas pengakhiran PPJT ATP dengan
months + margin nilai penjaminan sebesar 100% dari
limit fasilitas kredit.
Entitas anak/ Subsidiaries - PT Hutama Mambelim Trans Papua (”HMTP”)
Pinjaman sindikasi Hutama Mambelim Trans Papua/ Syndicate loan of Hutama Mambelim Trans Papua
PT Bank Rakyat Indonesia Kredit investasi/ 2,490,222 30/12/2037 JIBOR 3 bulan/ months Akta Pengalihan secara notariil atas Perjanjian
(Persero) Tbk Investment Credit + 0.6% KPBU, Perjanjian KSPI, dan Perjanjian
PT Sarana Multi Infrastruktur Penjaminan dengan PII, termasuk
(Persero) Interest During 174,904 30/12/2037 JIBOR 3 bulan/ months seluruh piutang dan pendapatan
PT Bank Negara Indonesia Construction (IDC) + 0.6% (yang ada dan akan ada), rekening
(Persero) Tbk penampungan, klaim asuransi, klaim
PT Bank Syariah Indonesia bank garansi, klaim penjaminan PII,
(Persero) Tbk serta penggantian dana dari Pemerintah/
PT Bank Pembangunan Daerah Notarial Deed of Assignment over the
Papua KPBU Agreement, the KSPI Agreement,
and the Guarantee Agreement with PII,
including all present and future receivables
and revenues, escrow accounts, insurance
claims, bank guarantee claims, PII
guarantee claims, and Government
reimbursement funds.
Entitas anak/ Subsidiaries - PT Hutama Panorama Sitinjau Lauik (”HPSL”)
Pinjaman sindikasi Hutama Panorama Sitinjau Lauik/ Syndicate loan of Hutama Panorama Sitinjau Lauik
PT Bank Rakyat Indonesia Kredit Investasi/ 1,895,000 11/06/2038 Tahun/ Year 1: 6.7% Akta Pengalihan secara notariil atas Perjanjian
(Persero) Tbk Investment Credit Tahun/ Year 2 dan selanjutnya: KPBU, Perjanjian KSPI, dan Perjanjian
PT Sarana Multi Infrastruktur Reference Rate (Compounded Penjaminan dengan PII, termasuk
(Persero) IndONIA 3M) + Margin seluruh piutang dan pendapatan
PT Bank Negara Indonesia equivalent to 6.7% (yang ada dan akan ada), rekening
(Persero) Tbk penampungan, klaim asuransi, klaim
PT Bank Pembangunan Daerah bank garansi, klaim penjaminan PII,
Sumatera Barat serta penggantian dana dari Pemerintah/
PT Bank Pembangunan Daerah Kredit Investasi / 186,082 11/06/2038 Tahun/ Year 1: 6.7% Notarial Deed of Assignment over the
Sumatera Barat (Syariah) Investment Credit Tahun/ Year 2 dan selanjutnya: KPBU Agreement, the KSPI Agreement,
PT Bank Syariah Indonesia Reference Rate (Compounded and the Guarantee Agreement with PII,
(Persero) Tbk IndONIA 3M) + Margin including all present and future receivables
PT Bank Tabungan Negara equivalent to 6.7% and revenues, escrow accounts, insurance
(Persero) Tbk claims, bank guarantee claims, PII
guarantee claims, and Government
reimbursement funds.
Pada tanggal 31 Desember 2025, Perusahaan As at 31 December 2025, the Company
telah mematuhi seluruh pembatasan keuangan complied with all financial covenants required
yang tercantum dalam perjanjian pinjaman yang under the loan agreements that will be reviewed
akan dikaji secara tahunan. on annual basis.
Sampai dengan 31 Desember 2025, Grup telah As of 31 December 2025, the Group has paid the
melakukan pembayaran atas pinjaman bank long-term bank loans amounting to
jangka panjang sebesar Rp 4,5 triliun (2024: Rp 4.5 trillion (2024: nil).
nihil).
b. Pinjaman non-bank b. Non-bank loans
2025 2024
Perusahaan/The Company
Pihak berelasi/Related party
PT Sarana Multi Infrastruktur (Persero)
Kredit Investasi/ Investment Credit - 726,326
Dikurangi/Less:
Bagian jangka pendek/Current portion - (40,000)
- 686,326
Page 763
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/77 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
25. PINJAMAN JANGKA PANJANG (lanjutan) 25. LONG-TERM LOANS (continued)
b. Pinjaman non-bank (lanjutan) b. Non-bank loans (continued)
Suku bunga
Tanggal jatuh per tahun/
Kreditur/ Nama fasilitas Jumlah fasilitas/ tempo/ Interest rate Agunan/
Creditor Facility name Facility amount Maturity date per annum Collateral
Perusahaan/ The Company
Jalan tol ruas Palembang Indralaya/ Palembang Indralaya toll road
PT Sarana Multi Infrastruktur Kredit investasi/ 690,335 11/11/2040 BI Repo rate Jaminan pemerintah; fidusia pendapatan
(Persero) Investment Credit 12 bulan/ months + 2.00% atas pengoperasian jalan tol ruas
Tranche A palembang indralaya; gadai rekening
penampungan/Letter of guarantee
from government; Fiduciary claim and
revenue from Palembang-Indralaya toll
road; fiduciary of escrow account.
Kredit investasi/ 300,000 11/11/2030 BI Repo rate
Investment Credit 12 bulan/ months + 1.75%
Tranche B
Kredit investasi/ 250,000 11/11/2040 BI Repo rate
Investment Credit 12 bulan/months + 4.00%
Tranche C
Pada tanggal 31 Desember 2025, Perusahaan As at 31 December 2025, the Company and
telah mematuhi seluruh pembatasan keuangan complied with all financial covenants required
yang tercantum dalam perjanjian pinjaman yang under the loan agreements that will be reviewed
akan dikaji secara tahunan. on annual basis.
Sampai dengan 31 Desember 2025, Grup telah As of 31 December 2025, the Group has paid the
melakukan pembayaran atas pinjaman non- long-term non-bank loans amounting to Rp 726
bank jangka panjang sebesar Rp 726 miliar billion (2024: Rp 221 billion) and this facility has
(2024: Rp 221 miliar) dan fasilitas ini telah been terminated.
dihentikan.
c. Medium Term Notes c. Medium Term Notes
2025 2024
Perusahaan - Dolar AS The Company - US Dollar
Global MTN ("GMTN") 10,069,200 9,697,200 Global MTN ("GMTN")
Biaya transaksi (35,357) (47,885) Transaction costs
10,033,843 9,649,315
Dikurangi: Less:
Bagian jangka pendek - - Current portion
Bagian jangka Panjang 10,033,843 9,649,315 Non-current portion
Jangka pendek/ Jangka panjang/
Jumlah/ Total*) Current Non-current*)
Peringkat/ Dolar AS/ Dolar AS/ Dolar AS/
Jenis/ Type Rating US Dollar US Dollar US Dollar
Global Medium Term Note (“GMTN”) BBBa)/Baa2b) 600,000,000 - 600,000,000
*)
Dalam jumlah penuh/ In full amount
Catatan/Note:
a) Berdasarkan peringkat dari Fitch Ratings pada 17 Maret 2025 / Based on rating by Fitch Ratings on 17 March 2025
b) Berdasarkan peringkat dari Moody’s Investors Service Singapore Pte Ltd. pada 28 Mei 2025/ Based on rating by Moody’s Investors Service Singapore Pte Ltd.
on 28 May 2025
Page 764
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/78 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
25. PINJAMAN JANGKA PANJANG (lanjutan) 25. LONG-TERM LOANS (continued)
c. Medium Term Notes (lanjutan) c. Medium Term Notes (continued)
GMTN dijamin dengan jaminan Pemerintah yang GMTN are secured by government guarantee
mencakup keseluruhan (full guarantee) that covers the entire (full guarantee) of the
kewajiban Perusahaan kepada Pemegang Company's obligations to the GMTN holders.
GMTN.
Informasi lain mengenai GMTN pada tanggal Other information related to GMTN as at
31 Desember 2025 adalah sebagai berikut: 31 December 2025 is as follows:
Tanggal Jumlah fasilitas/
penerbitan/ Wali Total facility*) Tingkat bunga per
Nama fasilitas/ Issuance amanat/ Dolar AS/ Tenor/ Tahun/Interest
Facility name date Trustee US Dollar Tenor rate per annum
Perusahaan/ The Company
Global Medium Term Note 11 Mei/ The Bank of 600,000,000 10 tahun/ 3.75%
(“GMTN”) May 2020 New York years
Mellon
*)
Dalam jumlah penuh / In full amount
Sampai dengan 31 Desember 2025, As of 31 December 2025, the Group has paid the
Perusahaan telah melakukan pembayaran atas matured MTN amounting to nil (2024: Rp
MTN yang telah jatuh tempo sebesar nihil (2024: 1,475,000).
Rp 1.475.000).
d. Utang obligasi d. Bonds payables
Rincian dari utang obligasi pada tanggal Details of bonds payables as at 31 December
31 Desember 2025 dan 2024 adalah sebagai 2025 and 2024 are as follows:
berikut:
2025 2024
Obligasi Berkelanjutan I Hutama Karya Sustainable
Hutama Karya Tahap I 1,000,000 1,000,000 Bonds I Phase I
Obligasi Berkelanjutan I Hutama Karya Sustainable
Hutama Karya Tahap II 1,968,000 1,968,000 Bonds I Phase II
Obligasi Berkelanjutan I Hutama Karya Sustainable
Hutama Karya Tahap III 2,367,000 2,367,000 Bonds I Phase III
Obligasi Berkelanjutan II Hutama Karya Sustainable
Hutama Karya Tahap I 966,500 966,500 Bonds II Phase I
Obligasi Berkelanjutan II Hutama Karya Sustainable
Hutama Karya Tahap II 919,000 1,000,000 Bonds II Phase II
7,220,500 7,301,500
Biaya transaksi (4,451) (6,580) Transaction costs
7,216,049 7,294,920
Dikurangi: Less:
Bagian jangka pendek (1,185,289) (81,000) Current portion
Bagian jangka panjang 6,030,760 7,213,920 Non-current portion
Page 765
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/79 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
25. PINJAMAN JANGKA PANJANG (lanjutan) 25. LONG-TERM LOANS (continued)
d. Utang obligasi (lanjutan) d. Bonds payables (continued)
Peringkat/ Jumlah/ Jangka pendek/ Jangka panjang/
Jenis/ Type Ratinga) Total Current Non-current
Obligasi Berkelanjutan I Hutama Karya idAAA- 1,000,000 1,000,000 -
Tahap I Tahun 2016/ Hutama Karya
Sustainable Bonds I Phase I 2016
Obligasi Berkelanjutan I Hutama Karya idAAA- 1,968,000 - 1,968,000
Tahap II Tahun 2017/ Hutama Karya
Sustainable Bonds I Phase II 2017
Obligasi Berkelanjutan I Hutama Karya idAAA- 2,367,000 - 2,367,000
Tahap III Tahun 2017/ Hutama Karya
Sustainable Bonds I Phase III 2017
Obligasi Berkelanjutan II Hutama Karya idAA- 185,550 185,550 -
Tahap I Tahun 2021 Seri B/ Hutama
Karya Sustainable Bonds II Phase I
2021 Series B
Obligasi Berkelanjutan II Hutama Karya idAA- 780,950 - 780,950
Tahap I Tahun 2021 Seri C/ Hutama
Karya Sustainable Bonds II Phase I
2021 Series C
Obligasi Berkelanjutan II Hutama Karya idAA- 176,500 - 176,500
Tahap II Tahun 2022 Seri B/ Hutama
Karya Sustainable Bonds II Phase II
2022 Series B
Obligasi Berkelanjutan II Hutama Karya idAA- 742,500 - 742,500
Tahap II Tahun 2022 Seri C/ Hutama
Karya Sustainable Bonds II Phase II
2022 Series C
Catatan/Note:
a) Berdasarkan peringkat dari PT Pemeringkat Efek Indonesia (Pefindo) pada 14 Mei 2025/ Based on rating by PT Pemeringkat Efek Indonesia (Pefindo) on 14
May 2025
Semua saldo Obligasi Berkelanjutan I dijamin All outstanding Sustainable Bonds I are secured
dengan jaminan Pemerintah yang mencakup by government guarantee that covers the entire
keseluruhan (full guarantee) kewajiban (full guarantee) of the Company's obligations to
Perusahaan kepada Pemegang Obligasi melalui the Bondholders through the Trustee and
Wali Amanat dan yang meliputi pokok obligasi, covering the bond principal, interest bonds that
bunga obligasi yang telah jatuh tempo dan/atau have matured and/ or fines as stated in the
denda sebagaimana tertuang dalam Peraturan Minister of Finance of the Republic of Indonesia
Menteri Keuangan Republik Indonesia No.168/PMK.08/2016 About Procedures for
No.168/PMK.08/2016 Tentang Tata Cara Granting Guarantee Bond in Order to Accelerate
Pelaksanaan Pemberian Jaminan Obligasi Toll Road Development Project in Sumatera.
Dalam Rangka Percepatan Proyek
Pembangunan Jalan Tol di Sumatera.
Page 766
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/80 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
25. PINJAMAN JANGKA PANJANG (lanjutan) 25. LONG-TERM LOANS (continued)
d. Utang obligasi (lanjutan) d. Bonds payables (continued)
Informasi lain mengenai utang obligasi pada Other information related to bonds payables as
tanggal 31 Desember 2025 adalah sebagai at 31 December 2025 is as follows:
berikut:
Pokok Jadwal Tingkat bunga
Obligasi/ pembayaran/ per tahun/
Utang obligasi/ Bonds Wali amanat/ Repayment Interest rate
Bonds principal Trustee schedule per annum
Obligasi Berkelanjutan I Rp 1 triliun PT Bank 21 Desember/ 8.55%
Hutama Karya Tahap I / trillion Pembangunan December 2026
Tahun 2016/ Hutama Karya Daerah Jawa Barat
Sustainable Bonds I Phase I dan Banten Tbk
Obligasi Berkelanjutan I Rp 1,968 miliar PT Bank 7 Juni/ 8.07%
Hutama Karya Tahap II / billion Pembangunan June 2027
Tahun 2017/ Hutama Karya Daerah Jawa Barat
Sustainable Bonds I Phase II dan Banten Tbk
Obligasi Berkelanjutan I Rp 2,367 miliar PT Bank 26 September/ 8.40%
Hutama Karya Tahap III / billion Pembangunan September 2027
Tahun 2017 Seri B/ Hutama Daerah Jawa Barat
Karya Sustainable Bonds I dan Banten Tbk
Phase III Series B
Obligasi Berkelanjutan II Rp 185.55 miliar PT Bank 7 September/ 8.55%
Hutama Karya Tahap I / billion Pembangunan September 2026
Tahun 2021 Seri B/ Hutama Daerah Jawa Barat
Karya Sustainable Bonds II dan Banten Tbk
Phase I 2021 Series B
Obligasi Berkelanjutan II Rp 780.95 miliar PT Bank 7 September/ 9.30%
Hutama Karya Tahap I / billion Pembangunan September 2028
Tahun 2021 Seri C/ Hutama Daerah Jawa Barat
Karya Sustainable Bonds II dan Banten Tbk
Phase I 2021 Series C
Obligasi Berkelanjutan II Rp 176.5 miliar PT Bank 12 Januari/ 7.75%
Hutama Karya Tahap I / billion Pembangunan January 2027
Tahun 2021 Seri B/ Hutama Daerah Jawa Barat
Karya Sustainable Bonds II dan Banten Tbk
Phase I 2021 Series B
Obligasi Berkelanjutan II Rp 742.5 miliar PT Bank 12 Januari/ 8.25%
Hutama Karya Tahap I / billion Pembangunan January 2029
Tahun 2021 Seri C/ Hutama Daerah Jawa Barat
Karya Sustainable Bonds II dan Banten Tbk
Phase I 2021 Series C
Perusahaan telah melunasi pinjaman Obligasi The Company has paid off the 2022 Sustainable
Berkelanjutan II Tahap II Tahun 2022 Seri A Bonds II Phase II Series A in 2025.
pada tahun 2025.
Sampai dengan 31 Desember 2025, As of 31 December 2025, the Company has paid
Perusahaan telah melakukan pembayaran atas the matured bonds payables amounting to Rp
utang obligasi yang telah jatuh tempo sebesar 81,000 (2024: Rp 33,500).
Rp 81.000 (2024: Rp 33.500).
Pada tanggal 31 Desember 2025, Perusahaan As at 31 December 2025, the Company
telah mematuhi seluruh pembatasan keuangan complied with all financial covenants required
yang tercantum dalam perjanjian under the Sustainable Bonds agreements that
Perwaliamanatan Obligasi Berkelanjutan yang will be reviewed on annual basis.
akan dikaji secara tahunan.
Page 767
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/81 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
25. PINJAMAN JANGKA PANJANG (lanjutan) 25. LONG-TERM LOANS (continued)
e. Sukuk Mudharabah e. Sukuk Mudharabah
2025 2024
Sukuk Mudharabah Hutama Karya Sustainable
Berkelanjutan I Hutama Mudharabah Bonds I
Karya Tahap I 483,500 483,500 Phase I
Sukuk Mudharabah Hutama Karya Sustainable
Berkelanjutan I Hutama Mudharabah Bonds I
Karya Tahap II 174,750 313,000 Phase II
658,250 796,500
Biaya transaksi (1,395) (2,036) Transaction costs
656,855 794,464
Dikurangi: Less:
Biaya jangka pendek (64,389) (138,250) Current portion
Biaya jangka panjang 592,466 656,214 Non-current portion
Peringkat/ Jumlah/ Jangka pendek/ Jangka panjang/
Jenis/ Type Rating a) Total Current Non-current
Sukuk Mudharabah Berkelanjutan I idAA-(sy) 64,450 64,450 -
Hutama Karya Tahap I Tahun 2021
Seri B/ Hutama Karya Sustainable
Sukuk Mudharabah I Phase I 2021
Series B
Sukuk Mudharabah Berkelanjutan I idAA-(sy) 419,050 - 419,050
Hutama Karya Tahap I Tahun 2021
Seri C/ Hutama Karya Sustainable
Sukuk Mudharabah I Phase I 2021
Series C
Sukuk Mudharabah Berkelanjutan I idAA-(sy) 105,260 - 105,260
Hutama Karya Tahap II Tahun 2022
Seri B/ Hutama Karya Sustainable
Sukuk Mudharabah I Phase II 2022
Series B
Sukuk Mudharabah Berkelanjutan I idAA-(sy) 69,490 - 69,490
Hutama Karya Tahap II Tahun 2022
Seri C/ Hutama Karya Sustainable
Sukuk Mudharabah I Phase II 2022
Series C
Catatan/Note:
a) Berdasarkan peringkat dari PT Pemeringkat Efek Indonesia (Pefindo) pada 14 Mei 2025/ Based on rating by PT Pemeringkat Efek Indonesia (Pefindo) on
14 May 2025
Page 768
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/82 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
25. PINJAMAN JANGKA PANJANG (lanjutan) 25. LONG-TERM LOANS (continued)
e. Sukuk Mudharabah (lanjutan) e. Sukuk Mudharabah (continued)
Jadwal Tingkat bagi
pembayaran/ hasil/
Sukuk Mudharabah/ Pokok/ Wali amanat/ Repayment Profit sharing
Sukuk Mudharabah Principal Trustee schedule rate
Sukuk Mudharabah Rp 64.45 miliar PT Bank 7 September/ 8.55%
Berkelanjutan I Hutama / billion Pembangunan September 2026
Karya Tahap I Tahun 2021 Seri B/ Daerah Jawa Barat
Hutama Karya Sustainable Sukuk dan Banten Tbk
Mudharabah I Phase I 2021 Series B
Sukuk Mudharabah Rp 419.05 miliar PT Bank 7 September/ 9.30%
Berkelanjutan I Hutama / billion Pembangunan September 2028
Karya Tahap I Tahun 2021 Seri C/ Daerah Jawa Barat
Hutama Karya Sustainable Sukuk dan Banten Tbk
Mudharabah I Phase I 2021 Series C
Sukuk Mudharabah Rp 105.26 miliar PT Bank 12 Januari/ 7.75%
Berkelanjutan I Hutama / billion Pembangunan January 2027
Karya Tahap II Tahun 2022 Seri B/ Daerah Jawa Barat
Hutama Karya Sustainable Sukuk dan Banten Tbk
Mudharabah I Phase II 2022 Series B
Sukuk Mudharabah Rp 69.49 miliar PT Bank 12 Januari/ 8.25%
Berkelanjutan I Hutama / billion Pembangunan January 2029
Karya Tahap II Tahun 2022 Seri C/ Daerah Jawa Barat
Hutama Karya Sustainable Sukuk dan Banten Tbk
Mudharabah I Phase II 2022 Series C
Penerbitan sukuk mudharabah tersebut Issuance of sukuk mudharabah is intended to
ditujukan untuk mendanai modal kerja Grup finance the Group’s working capital, especially
terutama dalam kaitannya dengan bisnis Jasa regarding business in Construction Services.
Konstruksi.
Pada tanggal 31 Desember 2025, Perusahaan As at 31 December 2025, the Company
telah mematuhi seluruh pembatasan keuangan complied with all financial covenants required
yang tercantum dalam perjanjian under the Sukuk Mudharabah agreements that
Perwaliamanatan Sukuk Mudharabah yang akan will be reviewed on annual basis.
dikaji secara tahunan.
Perusahaan telah melunasi pinjaman Sukuk The Company has paid off the 2022 Sustainable
Mudharabah Berkelanjutan I Tahap II Tahun Sukuk Mudharabah I Phase II Series A in 2025.
2022 Seri A pada tahun 2025.
Sampai dengan 31 Desember 2025, As of 31 December 2025, the Company has paid
Perusahaan telah melakukan pembayaran atas the matured sukuk mudharabah payables
utang sukuk mudharabah yang telah jatuh tempo amounting to Rp 138,250 (2024: Rp 16,500).
sebesar Rp 138.250 (2024: Rp 16.500).
Page 769
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/83 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
25. PINJAMAN JANGKA PANJANG (lanjutan) 25. LONG-TERM LOANS (continued)
f. Liabilitas Sewa f. Lease Liabilities
Pembayaran sewa minimum di masa Future minimum lease payments, together with
mendatang, serta nilai kini atas pembayaran the present value of the minimum lease
minimum sewa pada tanggal 31 Desember 2025 payments as of 31 December 2025 dan 2024
dan 2024 adalah sebagai berikut: were as follows:
2025 2024
Analisis jatuh tempo Maturity analysis
Jatuh tempo pembayaran Due date payments
Kurang dari 1 tahun 118,464 59,904 Less than 1 year
Antara 1 - 5 tahun 76,490 127,890 Between 1 - 5 years
194,954 187,794
Dikurangi: Less:
Beban keuangan (14,681) (16,734) Finance charges
180,273 171,060
Bagian jangka pendek (108,428) (54,566) Current portion
Bagian jangka panjang 71,845 116,494 Non-current portion
Tidak ada pembayaran sewa kontinjen yang There are no variable lease payments
diakui sebagai beban di dalam laporan recognised as an expense in the consolidated
keuangan konsolidasian selama tahun berjalan. financial statements during the year.
Liabilitas sewa pembiayaan secara efektif Finance lease liabilities are effectively secured
terjamin karena hak atas aset sewaan akan as the rights to the leased assets will be returned
kembali kepada pihak yang menyewakan bila to the lessor in case of events of default. The
terjadi peristiwa gagal bayar. Grup memperoleh Group obtained an option to purchase the leased
opsi untuk membeli aset sewa pada akhir masa assets at the end of the lease term.
sewa.
Tidak ada pembatasan tertentu yang ditetapkan There are no specific restrictions set by the
oleh pemberi sewa dalam perjanjian sewa lessor in this finance lease agreement with the
pembiayaan dengan Grup. Group.
Page 770
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/84 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
26. IMBALAN KERJA 26. EMPLOYEE BENEFITS
2025 2024
Imbalan pascakerja 533,464 462,946 Post-employment benefits
Imbalan kerja jangka Other long-term
panjang lainnya 84,043 86,899 employment benefits
617,507 549,845
Aset imbalan pascakerja (504,767) (406,025) Post-employment benefit assets
Liabilitas neto 112,740 143,820 Net liability
Akrual imbalan kerja 357,763 410,123 Accrued employee benefits
470,503 553,943
Dikurangi: Less:
Bagian jangka pendek (354,987) (389,420) Current portion
Bagian jangka panjang 115,516 164,523 Non-current portion
Akrual imbalan kerja sebagian besar terdiri dari Accrued employee benefits mainly consist of accrued
akrual tunjangan karyawan, bonus, gaji dan insentif. employee allowance, bonus, salary, and incentives.
Kewajiban imbalan kerja dihitung oleh Kantor The employee benefit obligations were valued by
Konsultan Aktuaria (“KKA”) Indra Catarya Situmeang Actuarial Consulting Office (“KKA”) Indra Catarya
dan Rekan, aktuaris independen. Situmeang and Partner, independent actuaries.
Asumsi aktuarial pokok yang digunakan adalah The principal actuarial assumptions used were as
sebagai berikut: follows:
2025 2024
Tingkat diskonto 5.00% - 6.52% 3.00% - 7.14% Discount rate
Kenaikan gaji di Future
masa mendatang 5.00% - 6.00% 5.00% - 6.00% salary increase
Usia pensiun normal 55-58 tahun/years 55-58 tahun/years Normal pension
Tingkat mortalitas TMI IV TMI IV Mortality rate
TMI 2019 TMI 2019
GAM 1971 GAM 1971
Harga emas per gram Rp 2,501,000 Rp 1,513,000 Gold price per gram
Page 771
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/85 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
26. IMBALAN KERJA (lanjutan) 26. EMPLOYEE BENEFITS (continued)
Perubahan kewajiban imbalan kerja Grup untuk Changes in obligations for employee benefits of the
untuk tahun yang berakhir pada 31 Desember 2025 Group for the years ended 31 December 2025 dan
dan 2024 sebagai berikut: 2024 were as follows:
2025
Imbalan kerja
jangka panjang
Imbalan lainnya/
pasca kerja/ Other long-term
Post-employment employment Jumlah/
benefits benefit Total
Pada awal tahun 462,946 86,899 549,845 At beginning of the year
Biaya jasa kini 26,074 22,212 48,286 Current service cost
Biaya bunga 32,846 4,620 37,466 Interest expenses
Biaya masa lalu 379 - 379 Past service cost
Pengukuran kembali: Remeasurements:
Kerugian dari Loss from change
perubahan asumsi in financial
keuangan 11,420 8,018 19,438 assumptions
(Keuntungan)/kerugian (Gain)/loss from
dari penyesuaian change in experience
atas pengalaman 24,710 (18,983) 5,727 adjustment
Imbalan yang dibayar (24,911) (18,723) (43,634) Benefits paid
Saldo akhir 533,464 84,043 617,507 Ending balance
2024
Imbalan kerja
jangka panjang
Imbalan lainnya/
pasca kerja/ Other long-term
Post-employment employment Jumlah/
benefits benefit Total
Pada awal tahun 432,552 25,610 458,162 At beginning of the year
Biaya jasa kini 17,843 39,935 57,778 Current service cost
Biaya bunga 28,170 1,660 29,830 Interest expenses
Biaya masa lalu 15,396 18,596 33,992 Past service cost
Amendemen program - 14,071 14,071 Program amendment
Penyesuaian aktuaris - (1,838) (1,838) Actuary adjustment
Pengukuran kembali: Remeasurements:
Kerugian dari Loss from change
perubahan asumsi in financial
keuangan 3,273 391 3,664 assumptions
(Keuntungan)/kerugian (Gain)/loss from
dari penyesuaian change in experience
atas pengalaman (6,934) 3,180 (3,754) adjustment
Kerugian dari Loss from
penyesuaian change in liability
atas program liabilitas 5,640 - 5,640 program
Imbalan yang dibayar (32,994) (14,706) (47,700) Benefits paid
Saldo akhir 462,946 86,899 549,845 Ending balance
Page 772
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/86 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
26. IMBALAN KERJA (lanjutan) 26. EMPLOYEE BENEFITS (continued)
Tabel berikut menyajikan ikhtisar biaya imbalan kerja The table below presents a summary of the employee
sebagaimana tercatat pada laporan laba rugi: benefits expenses reported in the statement of profit
or loss:
2025 2024
Imbalan pascakerja 59,299 61,409 Post-employment benefits
Imbalan kerja jangka Other long-term
panjang lainnya 15,867 75,995 employment benefits
Jumlah 75,166 137,404 Total
Mutasi nilai wajar aset program selama tahun The movement in the fair value of plan assets of the
berjalan sebagai berikut: year is as follows:
2025 2024
Saldo awal 406,025 370,467 Beginning balance
Penghasilan bunga 31,674 28,253 Interest income
Pengukuran kembali - imbal Remeasurement - return
hasil atas aset program 63,214 17,481 on plan assets
Iuran Grup 26,726 20,608 Group contribution
Imbalan yang dibayar (22,872) (30,784) Benefits paid
Jumlah 504,767 406,025 Total
Pada tahun 2024, Perusahaan memberikan In 2024, The Company gave additional pension
tambahan program pensiun kepada karyawan benefits to the employees through insurance program
melalui program asuransi dari PT Asuransi Jiwa IFG from PT Asuransi Jiwa IFG ("IFG Life"). The
(IFG Life). Perusahaan melakukan pembayaran kas Company paid an upfront lump sum amount of cash
dimuka secara lump sum sebesar Rp 91.663 untuk amounted Rp 91,663 to procure a group insurance
membeli asuransi berkelompok untuk perlindungan that covers the employees. The insurance provides
terhadap karyawan. Asuransi tersebut memberi retirement, death and disability benefits to those
imbalan atas pensiun, kematian dan cacat bagi employees. The scheme is in substance a defined
karyawan-karyawan tersebut. Substansi dari skema benefit plan for which some the total costs of the
ini adalah program pensiun imbalan pasti dimana benefits were paid upfront by the Company.
sebagian biaya dari imbalan tersebut telah dibayar
dimuka oleh Perusahaan.
Durasi rata-rata tertimbang dari liabilitas program The weighted average duration of the defined benefit
pensiun imbalan pasti pada tanggal 31 Desember pension obligation as at 31 December 2025 is 2.45 to
2025 adalah 2,45 sampai 13,31 tahun. 13.31 years.
Analisis jatuh tempo yang diharapkan dari manfaat Expected maturity analysis of undiscounted pension
pensiun tidak didiskontokan adalah sebagai berikut: benefits are as follows:
2025 2024
Kurang dari satu tahun 200,180 184,961 Less than a year
Antara satu dan dua tahun 46,668 48,999 Between one and two years
Antara dua dan lima tahun 103,572 105,908 Between two and five years
Lebih dari lima tahun 267,087 209,977 Beyond five years
Page 773
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/87 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
26. IMBALAN KERJA (lanjutan) 26. EMPLOYEE BENEFITS (continued)
Sensitivitas liabilitas pensiun imbalan pasti untuk The sensitivity of the defined benefit pension
perubahan asumsi aktuarial pokok pada tanggal obligation to changes in the principal actuarial
31 Desember 2025 adalah sebagai berikut: assumptions as at 31 December 2025 are as follows:
Dampak kewajiban imbalan pasti/
Impact on defined benefit obligation
Perubahan Kenaikan Penurunan
asumsi/ asumsi/ asumsi/
Change in Increase in Decrease in
assumption assumption assumption
Tingkat diskonto 1% (502,712) 560,981 Discount rate
Tingkat kenaikan gaji
di masa mendatang 1% 566,468 (502,606) Future salary increase
Analisa sensitivitas diatas didasarkan pada The above sensitivity analysis is based on a change
perubahan atas satu asumsi aktuarial dimana semua in an assumption while holding all other assumptions
asumsi lainnya dianggap konstan. Dalam constant. In practice, this is unlikely to occur, and
prakteknya, hal ini jarang terjadi dan perubahan changes in some of the assumptions may be
beberapa asumsi mungkin saling berkorelasi. Dalam correlated. When calculating the sensitivity of the
perhitungan sensitivitas liabilitas pensiun imbalan defined benefit pension obligation to significant
pasti atas asumsi aktuarial utama, metode yang actuarial assumptions, the same method (present
sama (perhitungan nilai kini liabilitas pensiun imbalan value of the defined benefit pension obligation
pasti dengan menggunakan metode projected-unit- calculated with the projected-unit-credit method at
credit pada akhir periode pelaporan) telah diterapkan the end of the reporting period) has been applied
seperti dalam perhitungan liabilitas pensiun yang when calculating the pension liability recognised
diakui dalam laporan posisi keuangan konsolidasian. within the consolidated statements of financial
position.
Aset program terdiri dari: Plan assets comprised the following:
2025 2024
Obligasi pemerintah 219,850 237,941 Government bonds
Obligasi perusahaan 64,337 64,921 Corporate bonds
Instrumen ekuitas 30,357 9,432 Equity instruments
Deposito berjangka 73,000 20,000 Time deposit
Lain-lain 117,223 73,731 Others
504,767 406,025
Melalui program pensiun imbalan pasti, Grup Through its defined benefit pension plans, the Group
terekspos beberapa risiko seperti volatilitas aset dan is exposed to a number of risks such as asset
perubahan imbal hasil obligasi, sebagai berikut: volatility and changes in bond yields, as follows:
Volatilitas aset Asset volatility
Liabilitas program dihitung menggunakan tingkat The plan liabilities are calculated using a discount
diskonto yang merujuk kepada tingkat imbal hasil rate set with reference to government bond yields, if
obligasi pemerintah, jika imbal hasil aset program plan assets underperform this yield, this will create a
lebih rendah, maka akan menghasilkan defisit deficit. The Group's defined benefit pension plans
program. Program pensiun imbalan pasti Grup hold an adequate proportion of investment in equity
memiliki porsi investasi atas instrumen ekuitas yang instruments, which are expected to outperform
mencukupi, yang diharapkan menghasilkan imbal government and corporate bonds in the long-term,
hasil yang lebih tinggi dibandingkan dengan obligasi while providing volatility and risk in the short-term.
pemerintah dan perusahaan dalam jangka panjang,
sementara memberikan volatilitas dan risiko dalam
jangka pendek.
Page 774
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/88 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
26. IMBALAN KERJA (lanjutan) 26. EMPLOYEE BENEFITS (continued)
Perubahan imbal hasil obligasi Changes in bond yields
Penurunan imbal hasil obligasi korporasi akan A decrease in corporate bond yields will increase
meningkatkan liabilitas program, walaupun hal ini plan liabilities, although this will be partially offset by
akan saling hapus secara sebagian dengan kenaikan an increase in the value of the plans’ bond holdings.
dari nilai obligasi program yang dimiliki.
27. UTANG RETENSI 27. RETENTION PAYABLES
Saldo utang retensi merupakan jaminan yang ditahan The balance of retention payables represents
oleh Perusahaan sebagai pemberi kerja dan retention by the Company as a project owner and
dipotong dari setiap pembayaran dan akan cair pada deducted for every payment and is repayable by the
saat serah terima pekerjaan. Company at the time certificate of transfer is signed.
2025 2024
Pihak ketiga Third parties
Rupiah 636,743 694,191 Rupiah
Dolar AS 7,039 3,382 US Dollar
643,782 697,573
Dikurangi: Less:
Bagian jangka pendek (174,665) (218,960) Current portion
Bagian jangka panjang 469,117 478,613 Non-current portion
Pihak berelasi (Catatan 35i) 222,574 430,417 Related parties (Note 35i)
Dikurangi: Less:
Bagian jangka pendek (148,975) (149,051) Current portion
Bagian jangka panjang 73,599 281,366 Non-current portion
28. MODAL SAHAM 28. SHARE CAPITAL
Pemegang saham perusahaan pada tanggal Details of the Company’s shareholders as of
31 Desember 2025 dan 2024 adalah sebagai berikut: 31 December 2025 dan 2024 are as follows:
2025
Jumlah saham
ditempatkan dan
disetor penuh/ Persentase
Number of pemilikan/
shares issued Percentage of Jumlah/
Pemegang saham and fully paid*) ownerships (%) Total Shareholders
Pemerintah Republik The Government of the
Indonesia 1 0.00% 1 Republic of Indonesia
PT Danantara Asset PT Danantara Asset
Management (Persero) 131,645,999 100.00% 131,645,999 Management (Persero)
131,646,000 100.00% 131,646,000
Catatan/Note:
*)
Dalam jumlah penuh/In full amount
Page 775
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/89 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
28. MODAL SAHAM (lanjutan) 28. SHARE CAPITAL (continued)
2024
Jumlah saham
ditempatkan dan
disetor penuh/ Persentase
Number of pemilikan/
shares issued Percentage of Jumlah/
Pemegang saham and fully paid*) ownerships (%) Total Shareholders
Pemerintah Republik The Government of the
Indonesia 131,646,000 100.00% 131,646,000 Republic of Indonesia
Catatan/Note:
*)
Dalam jumlah penuh/In full amount
Penambahan modal ditempatkan dan disetor The additional issued and paid-up capital of Rp
sebesar Rp 18.604.000 berasal dari penambahan 18,604,000 was derived from the Government of the
penyertaan modal negara Republik Indonesia Republic of Indonesia’s additional capital investment
berdasarkan Peraturan Pemerintah Nomor 18 Tahun based on Government Regulation No. 18 Year 2024
2024 tanggal 25 April 2024. dated 25 April 2024.
Berdasarkan Keputusan Menteri Negara Badan Based on Decree of the Minister of State-owned
Usaha Milik Negara selaku Rapat Umum Pemegang enterprise as a General Meeting of Shareholder No.
Saham No. S296/MBU/06/2024 tanggal 3 Juni 2024 S-296/MBU/06/2024 dated 3 June 2024, it was
diputuskan mengenai peningkatan modal decided on the increase of the Company's issued and
ditempatkan dan disetor penuh dari Rp 113.042.000 paid capital from Rp 113,042,000 which consisted of
yang terdiri dari 113.042.000 lembar saham menjadi 113,042,000 shares to Rp 131,646,000 which
Rp 131.646.000 yang terbagi dalam 131.646.000 consisted of 131,646,000 shares of stock.
lembar saham.
Pada tanggal 21 Maret 2025, Pemerintah Republik On 21 March 2025, the Government of the Republic
Indonesia mengalihkan saham sejumlah of Indonesia transferred its shares, totaling
131.645.999 lembar saham melalui mekanisme 131,645,999 shares through an inbreng mechanism
inbreng kepada PT Danantara Asset Management to PT Danantara Asset Management (Persero)
(Persero) (DAM) sebesar Rp 131.645.999 setara (DAM) amounting to Rp 131,645,955 equivalent to
dengan 131.645.999 lembar saham seri B. 131,645,999 shares series B.
DAM merupakan Perusahaan Holding Operasional DAM serves as an Operational Holding Company as
sebagaimana diatur dalam Undang-Undang Nomor 1 stipulated in Law Number 1 of 2025 concerning the
Tahun 2025 tentang Perubahan Ketiga atas Undang- Third Amendment to Law Number 19 of 2003
Undang Nomor 19 Tahun 2003 tentang Badan concerning State-Owned Enterprises and
Usaha Milik Negara dan Peraturan Pemerintah Government Regulation Number 15 of 2025
Nomor 15 Tahun 2025 tentang Penambahan concerning the Addition of State Capital Participation
Penyertaan Modal Negara Republik Indonesia ke of the Republic of Indonesia into the Share Capital of
Dalam Modal Saham Perusahaan Perseroan the Limited Liability Company (Persero) PT
(Persero) PT Danantara Asset Management Danantara Asset Management (Persero) for the
(Persero) untuk Pendirian Holding Operasional (”PP Establishment of an Operational Holding Company
15/2025”). Sesuai Pasal 3 PP 15/2025 diatur bahwa ("Government Regulation 15/2025"). Article 3 of
Pemerintah Republik Indonesia tetap melakukan Government Regulation 15/2025 stipulates that the
kontrol terhadap Perusahaan. Government of the Republic of Indonesia shall
maintain control over the Company.
Setelah terjadinya pengalihan kepemilikan saham Following the aforementioned transfer of share
tersebut, dengan demikian Pemerintah Republik ownership, the Government of the Republic of
Indonesia memiliki 1 (satu) saham Seri A Dwiwarna, Indonesia holds 1 (one) Series A Dwiwarna share,
DAM memiliki 131.645.999 saham Seri B setara DAM holds 131,645,999 Series B shares,
dengan 100%. representing 100%.
Page 776
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/90 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
29. SALDO LABA - DICADANGKAN 29. RETAINED EARNINGS - APPROPRIATED
Sebagaimana telah diputuskan dalam Rapat Umum As resolved during the respective Annual
Pemegang Saham Tahunan yang dituangkan dalam Shareholders’ General Meetings as stated in notarial
akta notaris No. 07 tanggal 26 Juni 2025 dari Titik deed No. 07 dated 26 June 2025 of Titik Krisna Murti
Krisna Murti Wikaningsih Hastuti, S.H., M.KN, Wikaningsih Hastuti, S.H., M.KN, concerning the
mengenai pengesahan laporan keuangan approval of the consolidated financial statements for
konsolidasian untuk tahun yang berakhir the year ended 31 December 2024, the Group’s
31 Desember 2024, laba tahun berjalan consolidated profit for the year was allocated for
konsolidasian Grup dialokasikan untuk cadangan reserve amounting to Rp 2,731,253. The Group is in
sebesar Rp 2.731.253. Grup dalam posisi akumulasi accumulated deficit for unappropriated, as result, the
rugi, akibatnya, cadangan tidak akan dialokasikan ke reserve will not be allocated to the appropriated
saldo laba dicadangkan. retained earnings.
Saldo laba dicadangkan per 31 Desember 2025 dan The appropriated retained earnings per
2024 sebesar Rp 5.619.215 meliputi cadangan terkait 31 December 2025 dan 2024 amounting to
pemenuhan kewajiban sesuai Undang-Undang Rp 5,619,215 include reserve related to fulfilling
Perseroan Terbatas dan cadangan umum lainnya. obligations in accordance with the Indonesian Limited
Company Law and other general reserves.
30. KEPENTINGAN NON PENGENDALI 30. NON-CONTROLLING INTEREST
2025 2024
Saldo awal 945,620 910,351 Beginning balance
Reklasifikasi (148,209) - Reclassification
Bagian (rugi)/laba Share in (loss)/profit
tahun berjalan (201,843) 35,269 for the year
Saldo akhir 595,568 945,620 Ending balance
31. PENDAPATAN 31. REVENUE
2025 2024
Pihak ketiga 22,863,890 26,217,202 Third parties
Pihak berelasi (Catatan 35k) 2,269,029 4,035,091 Related parties (Note 35k)
25,132,919 30,252,293
Rincian pendapatan berdasarkan sifatnya pada The details of revenues by its nature as of
tanggal 31 Desember 2025 dan 2024 adalah sebagai 31 December 2025 dan 2024 are as follows:
berikut:
2025 2024
Jasa konstruksi jalan tol 13,096,678 17,455,324 Toll road construction services
Jasa konstruksi 6,255,500 7,602,526 Construction services
Pengoperasian jalan tol 4,230,863 3,335,687 Toll road operation
Penjualan barang 960,251 1,277,208 Sale of goods
Jasa operasi dan pemeliharaan 345,839 319,840 Operation and maintenance services
Penjualan dan sewa properti 243,788 261,708 Sale and rental of properties
25,132,919 30,252,293
Page 777
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/91 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
31. PENDAPATAN (lanjutan) 31. REVENUE (continued)
Rincian pelanggan dengan nilai pendapatan melebihi The detail of customers which contributing to more
10% dari pendapatan Grup adalah sebagai berikut: than 10% of the Group’s revenue is as follows:
2025 2024
Pihak ketiga/ Third party
Kementerian Pekerjaan Umum/
Ministry of Public Works 16,594,567 19,810,309
Persentase terhadap jumlah pendapatan/
As percentage of total revenue 66.03% 65.48%
Lihat Catatan 35 untuk rincian saldo dan transaksi Refer to Note 35 for details of related party balances
dengan pihak berelasi. and transactions.
32. BEBAN POKOK PENDAPATAN 32. COST OF REVENUE
Rincian beban pokok pendapatan berdasarkan The details of cost of revenue by its nature are as
sifatnya adalah sebagai berikut: follows:
2025 2024
Jasa konstruksi jalan tol Toll road construction services
Subkontraktor 9,820,837 13,721,212 Subcontractors
Biaya pekerjaan umum lapangan 272,011 312,552 General site activities cost
Peralatan 143,312 164,265 Equipment
Upah 143,190 152,882 Wages
Penurunan nilai 275,854 - Impairment loss
10,655,204 14,350,911
Jasa konstruksi Construction services
Subkontraktor 2,587,118 3,268,403 Subcontractors
Bahan 2,013,390 2,807,722 Materials
Peralatan 384,518 426,454 Equipment
Biaya pekerjaan umum lapangan 373,811 317,945 General site activities cost
Upah 356,978 374,784 Wages
Penurunan nilai 156,612 - Impairment loss
Penyusutan 191,122 190,429 Depreciation
Lainnya 198,196 344,966 Others
6,261,745 7,730,703
Pengoperasian jalan tol Toll road operation
Perbaikan dan pemeliharaan 1,575,469 1,297,095 Repair and maintenance expense
Amortisasi 800,677 555,356 Amortisation
Pajak Bumi dan Bangunan 324,489 238,673 Land and building tax
Upah 21,604 24,451 Wages
Lainnya 143,746 135,785 Others
2,865,985 2,251,360
Penjualan barang dan Sale of goods and
jasa operasi dan pemeliharaan operation and maintenance services
Bahan 865,198 990,484 Materials
Upah 92,727 130,221 Wages
Peralatan 49,691 88,138 Equipment
Penyusutan 67,094 77,001 Depreciation
Lainnya 51,139 90,808 Others
1,125,849 1,376,652
Page 778
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/92 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
32. BEBAN POKOK PENDAPATAN (lanjutan) 32. COST OF REVENUE (continued)
2025 2024
Penjualan dan sewa properti 363,168 268,645 Sale and rental of properties
21,271,951 25,978,271
Pada tahun 2025 dan 2024, tidak ada beban pokok In 2025 and 2024, there is no cost of revenue from a
pendapatan dari pemasok tunggal yang melebihi single supplier that exceed 10% of the Group’s total
10% jumlah beban pokok pendapatan Grup. cost of revenue.
33. BEBAN OPERASI BERDASARKAN SIFAT 33. OPERATING EXPENSES BY NATURE
2025 2024
Beban pegawai 878,566 896,361 Employee expenses
Biaya profesional 64,301 107,519 Professional fees
Penyusutan 55,516 23,600 Depreciation
Pengembangan pegawai 49,121 77,579 Human resource development
Beban transportasi Transportation and
dan perjalanan 44,413 75,824 travelling expense
Promosi 11,730 37,035 Promotion
Tender 3,448 2,905 Bidding
(Pemulihan)/penurunan (Recovery)/impairment
nilai piutang (526,596) 142,147 of receivables
Beban umum lainnya 14,140 40,835 Other general expenses
594,639 1,403,805
Beban tersebut disajikan sebagai berikut di dalam The above expenses are presented as below in the
laporan laba rugi dan penghasilan komprehensif lain: statement of profit or loss and other comprehensive
income:
2025 2024
Beban penjualan 15,178 39,940 Selling expenses
Beban umum General and administrative
dan administrasi 1,106,057 1,221,718 expenses
Pemulihan/(penurunan) Recovery/(impairment)
nilai piutang (526,596) 142,147 of receivables
594,639 1,403,805
34. PENGHASILAN/ BIAYA KEUANGAN 34. FINANCE INCOME/ COSTS
2025 2024
Penghasilan keuangan: Finance income:
Bunga 1,701,858 1,738,402 Interest
Amortisasi diskonto Unwinding of discount of
piutang lain-lain 188,603 430,399 other receivables
1,890,461 2,168,801
Biaya keuangan: Finance costs:
Bunga (1,211,322) (1,624,130) Interest
Biaya keuangan lainnya (29,894) (19,421) Other finance costs
(1,241,216) (1,643,551)
Page 779
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/93 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
34. PENGHASILAN/ BIAYA KEUANGAN (lanjutan) 34. FINANCE INCOME/ COSTS (continued)
Beban bunga sebelum dikapitalisasi pada aset Interest expenses before capitalised to intangible
takberwujud terkait pinjaman yang dijamin asset related loan which are guaranteed by the
Pemerintah untuk tahun yang berakhir pada tanggal Government for the year ended 31 December 2025
31 Desember 2025 dan 2024 masing-masing and 2024 amounted to Rp 1,463,707 and Rp
sebesar Rp 1.463.707 dan Rp 1.653.102. 1,653,102 respectively.
35. TRANSAKSI DAN SALDO DENGAN PIHAK 35. TRANSACTIONS AND BALANCES WITH
BERELASI RELATED PARTIES
Grup melakukan transaksi usaha dan lainnya dengan The Group has engaged in trade and other
pihak berelasi. Transaksi dan saldo yang signifikan transactions with related parties. Significant
dengan pihak berelasi adalah sebagai berikut: transactions and balances with related parties are as
follows:
a. Sifat hubungan dengan pihak berelasi a. Nature of relationships with related parties
Sifat hubungan/ Pihak berelasi/ Sifat transaksi/
Nature of relationships Related parties Nature of transaction
Entitas yang berelasi dengan PT Bank Rakyat Indonesia (Persero) Tbk Bank, deposito berjangka, dan pinjaman/
Pemerintah/ Government PT Bank Tabungan Negara (Persero) Tbk Cash in banks, time deposits, and loan
related entities PT Bank Syariah Indonesia (Persero) Tbk
PT Bank Negara Indonesia (Persero) Tbk
PT Bank Mandiri (Persero) Tbk
PT Sarana Multi Infrastruktur (Persero)
PT Bank Syariah Nasional
PT Solusi Bangun Indonesia Tbk Pendapatan jasa kontrak konstruksi/
PT Pertamina Patra Niaga Construction contract services revenues
PT Angkasa Pura Indonesia
PT Perusahaan Listrik Negara (Persero)
PT PLN Indonesia Power
PT PLN Nusantara Power
PT Indo Raya Tenaga
PT Kilang Pertamina Internasional
PT Pertamina Hulu Rokan
PT Jasamarga Probolinggo Banyuwangi
PT Jasamarga Japek Selatan
PT Bank Rakyat Indonesia (Persero) Tbk
PT Waskita Karya (Persero) Tbk Pendapatan penjualan barang/ Revenue from
PT Adhi Karya (Persero) Tbk sale of goods
PT Pembangunan Perumahan (Persero) Tbk
PT Wijaya Karya (Persero) Tbk
PT Armindo Catur Pratama
PT Agrinas Palma Nusantara (Persero)
PT Bahana Pembinaan Usaha Indonesia (Persero)
PT Waskita Karya (Persero) Tbk Pembelian bahan baku dan
PT Wijaya Karya (Persero) Tbk subkontraktor/ Purchase of materials
PT Wijaya Karya Beton Tbk and subcontractors
PT Waskita Beton Precast Tbk
PT Adhi Karya (Persero) Tbk
PT Adhi Persada Beton
PT Adhi Persada Gedung
PT Pembangunan Perumahan (Persero) Tbk
PT Solusi Bangun Beton
PT Semen Indonesia Logistik
PT Waskita Sriwijaya Toll
PT Nindya Beton
PT Perusahaan Gas Negara Tbk
PT Patra Drilling Contractor
PT Pertamina International Timor SA
PT Perusahaan Listrik Negata (Persero) Tbk
PT Agrinas Jaladri Nusantara
Page 780
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/94 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
35. TRANSAKSI DAN SALDO DENGAN PIHAK 35. TRANSACTIONS AND BALANCES WITH
BERELASI (lanjutan) RELATED PARTIES (continued)
a. Sifat hubungan dengan pihak berelasi a. Nature of relationships with related parties
(lanjutan) (continued)
Sifat Hubungan/ Pihak berelasi/ Sifat transaksi/
Nature of relationships Related parties Nature of transaction
Ventura bersama/ Joint ventures KSO HK-WIKA Piutang ventura bersama dan utang usaha/
KSO PP-WIKA-Waskita Joint venture receivables and trade
KSO Hutama-Adhi-Abipraya payables
KSO Hutama-WIKA-BAP
KSO HK-Timas
KSO Hutama-Jakon
KSO Adhi-HK
KSO Hutama-Betesda Mandiri
KSO HKI-ACSET-NK
KSO WIKA-PP-KMK-HKI
KSO Hutama-Euroasiatic-Uttam
KSO HK-PP
KSO Waskita Karya-WKI
KSO Hutama-Modern-BCK
KSO HK-Brantas-Jaya Konstruksi-Yasa Patria
Personil manajemen kunci Perusahaan Dewan Komisaris dan Dewan Direksi/ Kompensasi dan remunerasi/
dan entitas anak/ Key management Board of Commissioners and Compensation and remuneration
personnel of the Company and Directors
subsidiaries
Saldo signifikan dengan pihak berelasi adalah Significant balances of related parties accounts
sebagai berikut: are as follows:
2025 2024
Kas dan setara kas 19,471,369 34,891,659 Cash and cash equivalents
Piutang usaha 451,517 690,303 Trade receivables
Piutang ventura bersama 116,816 130,206 Joint venture receivables
Piutang retensi 230,530 221,803 Retention receivables
Tagihan bruto kepada Gross amount due
pemberi kerja 1,081,372 2,418,158 to customers
Piutang lain-lain 230,195 136,368 Other receivables
Jumlah 21,581,799 38,488,497 Total
Persentase terhadap As a percentage
jumlah aset 11.41% 19.63% of total assets
Utang usaha 1,398,584 1,316,922 Trade payables
Pinjaman jangka pendek 4,201,835 5,921,908 Short-term borrowings
Pinjaman jangka panjang 5,598,616 7,671,120 Long-term borrowings
Uang muka kontrak 64,003 151,194 Contract advances
Utang lain-lain 818,783 2,720,564 Other payables
Utang retensi 222,574 430,417 Retention payables
Jumlah 12,304,395 18,212,125 Total
Persentase terhadap As a percentage
jumlah liabilitas 25.68% 31.38% of total liabilities
Page 781
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/95 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
35. TRANSAKSI DAN SALDO DENGAN PIHAK 35. TRANSACTIONS AND BALANCES WITH
BERELASI (lanjutan) RELATED PARTIES (continued)
b. Piutang usaha b. Trade receivables
2025 2024
KSO Hutama-Jakon 85,152 32,711
PT Waskita Karya (Persero) Tbk 65,259 1,317
KSO HKI-ACSET-NK 63,702 118,261
PT Pertamina Hulu Rokan 55,819 128,143
PT Pembangunan Perumahan (Persero) Tbk 35,902 10,556
PT PLN Indonesia Power 30,000 -
PT Jasamarga Japek Selatan 8,911 30,854
PT Adhi Karya (Persero) Tbk 7,359 151,002
PT Kilang Pertamina Internasional 45 31,477
PT Jasamarga Probolinggo Banyuwangi - 28,901
Lain-lain (masing-masing di bawah Rp 25 miliar)/
Others (each below Rp 25 billion) 167,198 221,047
519,347 754,269
Provisi atas penurunan nilai/
Provision for impairment (67,830) (63,966)
Jumlah/Total 451,517 690,303
Persentase terhadap jumlah aset/
As a percentage of total assets 0.23% 0.35%
c. Piutang ventura bersama c. Joint venture receivables
2025 2024
KSO HK-Timas 94,185 99,101
KSO Hutama-Euroasiatic-Uttam 34,349 29,276
KSO HKI-ACSET-NK 15,374 42,756
KSO Hutama-Jakon 7,615 27,011
Lain-lain (masing-masing di bawah Rp 25 miliar)/
Others (each below Rp 25 billion) 326,845 302,562
478,368 500,706
Provisi atas penurunan nilai/
Provision for impairment (361,552) (370,500)
Jumlah/Total 116,816 130,206
Persentase terhadap jumlah aset/
As a percentage of total assets 0.06% 0.07%
Page 782
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/96 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
35. TRANSAKSI DAN SALDO DENGAN PIHAK 35. TRANSACTIONS AND BALANCES WITH
BERELASI (lanjutan) RELATED PARTIES (continued)
d. Piutang retensi d. Retention receivables
2025 2024
PT PLN Nusantara Power 82,887 91,340
PT Solusi Bangun Indonesia Tbk 49,482 45,209
PT Jasamarga Probolinggo Banyuwangi 32,699 18,905
Lain-lain (masing-masing di bawah Rp 25 miliar)/
Others (individually below Rp 25 billion) 137,887 125,256
302,955 280,710
Provisi atas penurunan nilai/
Provision for impairment (72,425) (58,907)
Jumlah/ Total 230,530 221,803
Persentase terhadap jumlah aset/
Percentage of total assets 0.12% 0.11%
e. Tagihan bruto kepada pemberi kerja e. Gross amounts due from customers
2025 2024
PT Kilang Pertamina Internasional 322,292 321,146
PT PLN Nusantara Power 186,129 266,832
PT Pertamina Hulu Rokan 122,496 281,908
PT Jasamarga Japek Selatan 121,611 235,219
PT Solusi Bangun Indonesia Tbk 104,133 119,299
PT Jasamarga Probolinggo Banyuwangi 97,002 228,663
PT PLN Indonesia Power 83,290 226,099
PT Angkasa Pura Indonesia 41,265 51,278
PT Perusahaan Listrik Negara (Persero) 40,125 40,125
PT Bank Rakyat Indonesia (Persero) Tbk 31,002 19,354
PT Indo Raya Tenaga 23,160 759,482
Lain-lain (masing-masing di bawah Rp 25 miliar)/
Others (each below Rp 25 billion) 24,769 48,021
1,197,274 2,597,426
Cadangan kerugian penurunan nilai/
Allowance for impairment losses (115,902) (179,268)
Jumlah/Total 1,081,372 2,418,158
Persentase terhadap jumlah aset
As a percentage of total assets 0.57% 1.23%
Page 783
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/97 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
35. TRANSAKSI DAN SALDO DENGAN PIHAK 35. TRANSACTIONS AND BALANCES WITH
BERELASI (lanjutan) RELATED PARTIES (continued)
f. Piutang lain-lain f. Other receivables
2025 2024
PT Waskita Karya (Persero) Tbk 520,390 516,669
PT Bahana Pembinaan Usaha Indonesia (Persero) 188,064 -
PT Agrinas Palma Nusantara (Persero) 48,140 76,035
PT Armindo Catur Pratama 41,136 36,316
Lain-lain (masing-masing di bawah Rp 25 miliar)/
Others (individually below Rp 25 billion) 41,071 72,647
838,801 701,667
Provisi atas penurunan nilai/
Provision for impairment losses (608,606) (565,299)
Jumlah/Total 230,195 136,368
Persentase terhadap jumlah aset/
Percentage of total assets 0.12% 0.07%
g. Utang usaha g. Trade payables
2025 2024
PT Adhi Karya (Persero) Tbk 454,263 572,689
PT Waskita Karya (Persero) Tbk 461,672 274,741
PT Wijaya Karya Beton Tbk 93,429 90,824
KSO HK-Timas 71,395 74,842
PT Patra Drilling Contractor 51,994 -
PT Adhi Persada Beton 27,865 4,208
PT Adhi Persada Gedung 27,188 -
PT Waskita Beton Precast Tbk 15,980 61,889
KSO Hutama-Betesda Mandiri 6,657 29,874
PT Semen Indonesia Logistik 5,513 45,257
PT Wijaya Karya (Persero) Tbk 213 34,632
Lain-lain (masing-masing di bawah Rp 25 miliar)/
Others (individually below Rp 25 billion) 182,415 127,966
Jumlah/ Total 1,398,584 1,316,922
Persentase terhadap jumlah liabilitas/
Percentage of total liabilities 2.92% 2.27%
Page 784
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/98 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
35. TRANSAKSI DAN SALDO DENGAN PIHAK 35. TRANSACTIONS AND BALANCES WITH
BERELASI (lanjutan) RELATED PARTIES (continued)
h. Uang muka kontrak h. Contract advances
2025 2024
PT Perusahaan Listrik Negara (Persero) 39,596 39,596
PT Jasamarga Japek Selatan 12,115 46,959
PT Bank Rakyat Indonesia (Persero) Tbk 8,478 50,129
Lain-lain (masing-masing di bawah Rp 25 miliar)/
Others (individually below Rp 25 billion) 3,814 14,510
Jumlah/ Total 64,003 151,194
Persentase terhadap jumlah liabilitas/
Percentage of total liabilities 0.13% 0.26%
i. Utang retensi i. Retention payables
2025 2024
PT Waskita Karya (Persero) Tbk 179,936 118,793
PT Adhi Karya (Persero) Tbk 25,035 200,577
PT Waskita Sriwijaya Toll - 93,415
Lain-lain (masing-masing di bawah Rp 25 miliar)/
Others (individually below Rp 25 billion) 17,603 17,632
Jumlah/ Total 222,574 430,417
Persentase terhadap jumlah liabilitas/
Percentage of total liabilities 0.46% 0.74%
j. Utang lain-lain j. Other payables
2025 2024
PT Waskita Sriwijaya Toll 806,615 2,719,537
Lain-lain (masing-masing di bawah Rp 25 miliar)/
Others (individually below Rp 25 billion) 12,168 1,027
Jumlah/ Total 818,783 2,720,564
Persentase terhadap jumlah liabilitas/
Percentage of total liabilities 1.71% 4.69%
Page 785
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/99 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
35. TRANSAKSI DAN SALDO DENGAN PIHAK 35. TRANSACTIONS AND BALANCES WITH
BERELASI (lanjutan) RELATED PARTIES (continued)
k. Pendapatan k. Revenue
2025 2024
PT Indo Raya Tenaga 462,295 (99,984)
PT Pertamina Hulu Rokan 435,891 860,098
PT Kilang Pertamina Internasional 186,826 777,168
PT Bank Rakyat Indonesia (Persero) Tbk 226,682 34,997
PT Waskita Karya (Persero) Tbk 166,372 1,602
PT Jasamarga Japek Selatan 165,605 377,415
PT Jasamarga Probolinggo Banyuwangi 133,097 386,912
KSO Hutama-Jakon 77,666 76,850
KSO HK-PP 55,875 -
KSO HKI-ACSET-NK 48,042 178,547
PT Pembangunan Perumahan (Persero) Tbk 41,017 (1,265)
KSO Waskita Karya-WKI 35,902 -
KSO Hutama-Modern-BCK 35,611 -
KSO HK-Brantas-Jaya Konstruksi-Yasa Patria 33,606 11,161
KSO PP-Waskita-Wika 32,664 -
KSO WIKA-PP-KMK-HKI 31,915 -
KSO HK-WIKA 16,126 31,544
KSO Adhi-HK 14,319 28,007
PT PLN Nusantara Power (23,827) 121,682
KSO Hutama-Adhi-Abipraya 4,422 123,312
PT Solusi Bangun Indonesia Tbk (10,894) 352,697
PT Adhi Karya (Persero) Tbk 2,069 331,200
KSO Hutama-WIKA-BAP 238 220,429
PT Pertamina Patra Niaga 8,442 127,059
PT Wijaya Karya (Persero) Tbk - 51,458
Lain-lain (masing-masing di bawah Rp 25 miliar)/
Others (each below Rp 25 billion) 89,068 44,202
2,269,029 4,035,091
Persentase terhadap jumlah pendapatan/
As a percentage of total revenue 9.03% 13.34%
Page 786
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/100 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
35. TRANSAKSI DAN SALDO DENGAN PIHAK 35. TRANSACTIONS AND BALANCES WITH
BERELASI (lanjutan) RELATED PARTIES (continued)
l. Beban pokok pendapatan l. Cost of revenue
2025 2024
PT Waskita Karya (Persero) Tbk 1,534,075 -
PT Adhi Karya (Persero) Tbk 185,943 1,145,661
PT Wijaya Karya Beton Tbk 180,013 150,019
PT Adhi Persada Beton 56,706 -
PT Waskita Beton Precast Tbk 52,659 90,993
PT Pembangunan Perumahan (Persero) Tbk 48,614 118,346
Pertamina International Timor SA 45,086 -
PT Perusahaan Listrik Negara (Persero) 36,290 43,250
PT Wijaya Karya (Persero) Tbk 30,481 108,246
PT Perusahaan Gas Negara Tbk 29,555 25,926
PT Agrinas Jaladri Nusantara 12,751 25,379
PT Solusi Bangun Beton 1,172 36,203
PT Semen Indonesia Logistik 783 63,201
PT Nindya Beton 133 59,234
Lain-lain (masing-masing di bawah Rp 25 miliar)/
Others (each below Rp 25 billion) 95,264 113,972
2,309,525 1,980,430
Persentase terhadap jumlah beban pokok pendapatan/
As a percentage of total cost of revenue 10.85% 6.55%
m. Remunerasi Dewan Komisaris dan Direksi m. Remuneration of Boards Commissioners and
Directors
Jumlah kompensasi personil manajemen kunci Total compensation for key management
Perusahaan dan entitas anak mencakup personnel of the Company and subsidiaries
imbalan kerja jangka pendek, imbalan which consist of short-term employee benefits,
pascakerja, dan imbalan kerja jangka panjang post-employment benefits, and other long-term
lainnya untuk tahun yang berakhir pada tanggal employee benefits for the year ended 31
31 Desember 2025 adalah sebesar Rp 174.498. December 2025 amounting to Rp 174,498.
Page 787
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/101 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
36. ASET DAN LIABILITAS MATA UANG ASING 36. ASSETS AND LIABILITIES DENOMINATED IN
FOREIGN CURRENCIES
2025
Jumlah
Dolar AS/ US Lain-lain/ setara
Dollar Others Rupiah/
(Nilai penuh/ (Nilai penuh/ Rupiah
Full amount) Full amount) Equivalent
Aset keuangan Financial assets
Kas dan setara kas 170,119,040 635,625 2,856,509 Cash and cash equivalents
Piutang usaha 1,813,521 - 30,434 Trade receivables
Tagihan bruto kepada Gross amount due
pemberi kerja 819,919 - 13,760 from customer
Piutang retensi 1,868,903 - 31,365 Retention receivables
Kas yang dibatasi Cash restricted
penggunaannya 439,599,463 - 7,377,358 for use
Jumlah aset Total financial
keuangan 614,220,846 635,625 10,309,426 assets
Liabilitas keuangan Financial liabilities
Utang usaha 6,739,985 4,556 113,113 Trade payables
Utang retensi 419,435 - 7,039 Retention payables
Pinjaman jangka pendek Short-term loans
Bank 29,813,784 - 500,335 Banks
Medium Term Notes 600,000,000 - 10,069,200 Medium Term Notes
Jumlah liabilitas Total financial
keuangan 636,973,204 4,556 10,689,687 liabilities
Jumlah liabilitas Total net
bersih 22,752,358 (631,069) 380,261 liabilities
2024
Jumlah
Dolar AS/ US Lain-lain/ setara
Dollar Others Rupiah/
(Nilai penuh/ (Nilai penuh/ Rupiah
Full amount) Full amount) Equivalent
Aset keuangan Financial assets
Kas dan setara kas 199,286,652 635,718 3,222,329 Cash and cash equivalents
Piutang usaha 39,702 - 361 Trade receivables
Tagihan bruto kepada Gross amount due
pemberi kerja 16,473,544 - 266,244 from customer
Piutang retensi 326,999 - 5,238 Retention receivables
Kas yang dibatasi Cash restricted
penggunaannya 409,049,055 - 6,611,051 for use
Jumlah aset Total financial
keuangan 625,175,952 635,718 10,105,223 assets
Liabilitas keuangan Financial liabilities
Utang usaha 12,176,819 - 191,279 Trade payables
Utang retensi 209,501 - 3,382 Retention payables
Pinjaman jangka pendek Short-term loans
Bank 24,597,622 - 429,849 Banks
Medium term notes 600,000,000 - 9,697,200 Medium term notes
Jumlah liabilitas Total financial
keuangan 636,983,942 - 10,321,710 liabilities
Jumlah liabilitas Total net
bersih 11,807,990 (635,718) 216,487 liabilities
Page 788
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/102 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
37. MANAJEMEN RISIKO KEUANGAN 37. FINANCIAL RISK MANAGEMENT
Berbagai aktivitas yang dilakukan membuat Grup The Group’s activities are exposed to a variety of
terekspos terhadap berbagai risiko keuangan: risiko financial risks: market risk, credit risk and liquidity
pasar, risiko kredit dan risiko likuiditas. Tujuan dari risk. The objectives of the Group’s risk management
manajemen risiko Grup adalah untuk are to identify, measure, monitor and manage basic
mengidentifikasi, mengukur, mengawasi dan risks in order to safeguard the Group's long-term
mengelola risiko dasar dalam upaya melindungi business continuity and to minimise potential adverse
kesinambungan bisnis dalam jangka panjang dan effects on the financial performance of the
meminimalkan dampak yang tidak diharapkan pada consolidated Group.
kinerja keuangan konsolidasian Grup.
Grup menggunakan berbagai metode untuk The Group uses various methods to measure risk to
mengukur risiko yang dihadapinya. Metode ini which it is exposed. These methods include
meliputi analisis sensitivitas untuk risiko tingkat suku sensitivity analysis in the case of interest rate, foreign
bunga, nilai tukar dan risiko harga lainnya dan exchange and other price risks and aging analysis for
analisis umur piutang untuk risiko kredit. credit risk.
1. Faktor risiko keuangan 1. Financial risk factor
a. Risiko pasar a. Market risk
(i) Risiko suku bunga (i) Interest rate risk
Risiko suku bunga Grup terutama The Group’s interest rate risk arises
timbul dari pinjaman jangka pendek from short-term and long-term
dan panjang dalam mata uang Rupiah. borrowings denominated in Rupiah.
Risiko suku bunga dari kas dan The interest rate risk from cash and
deposito tidak signifikan dan semua deposits is not significant and all other
instrumen keuangan lainnya tidak financial instruments are not interest
dikenakan bunga. Grup memiliki bearing. The Group has borrowings
pinjaman dengan tingkat suku bunga with fixed and floating interest rates.
tetap dan tingkat suku bunga Transactions at floating interest rates
mengambang. Transaksi dengan are exposed to cash flow interest rate
tingkat suku bunga mengambang risk. The Group manages the risk by
terekspos terhadap risiko suku bunga maintaining an appropriate mix of fixed
atas arus kas. Grup mengelola risiko and floating rate borrowings.
dengan menyeimbangkan porsi
pinjaman dengan bunga tetap dan
bunga mengambang.
Pada tanggal 31 Desember 2025, jika As at 31 December 2025, if interest
tingkat suku bunga atas pinjaman rates on short-term and long-term
jangka pendek dan panjang 100 basis borrowings had been 100 basis points
poin lebih tinggi/lebih rendah, dengan higher/lower with all other variables
asumsi semua variabel lain konstan, held constant, profit for the year would
laba untuk tahun berjalan akan menjadi have been lower/higher by Rp 89,613
lebih rendah/lebih tinggi sebesar Rp (2024: lower/higher Rp 99,171).
89.613. (2024: rendah/tinggi Rp
99.171).
Page 789
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/103 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
37. MANAJEMEN RISIKO KEUANGAN (lanjutan) 37. FINANCIAL RISK MANAGEMENT (continued)
1. Faktor risiko keuangan (lanjutan) 1. Financial risk factor (continued)
a. Risiko pasar (lanjutan) a. Market risk (continued)
(ii) Risiko nilai tukar mata uang asing (ii) Foreign exchange risk
Risiko nilai tukar mata uang asing Foreign exchange risk primarily arises
terutama timbul dari aset dan liabilitas from recognised monetary assets and
moneter yang diakui dalam mata uang liabilities that are denominated in a
yang berbeda dengan mata uang currency that is not the entity’s
fungsional entitas yang bersangkutan. functional currency. These exposures
Sebagian dari risiko ini dikelola are managed partly by using natural
menggunakan lindung nilai natural hedges that arise from monetary assets
yang berasal dari aset dan liabilitas and liabilities in the same foreign
moneter dalam mata uang asing yang currency.
sama.
Pada tanggal 31 Desember 2025, jika As at 31 December 2025, if the Rupiah
Rupiah melemah/menguat sebesar 1% weakened/strengthened by 1% against
terhadap Dolar AS dengan variabel lain the US Dollar with all other variables
konstan, laba setelah pajak untuk held constant, post-tax profit for the
tahun berjalan akan lebih rendah/tinggi year ended would have been
sebesar Rp 38.026 (2024: lower/higher by Rp 38,026 (2024:
rendah/tinggi Rp 21.649). lower/higher Rp 21,649).
b. Risiko kredit b. Credit risk
Grup memiliki risiko kredit yang The Group exposed to credit risk arises
terutama berasal dari penempatan kas from cash in banks, restricted cash,
pada bank, kas yang dibatasi trade receivables, receivables from
penggunaannya, piutang usaha, joint ventures, retention receivables,
piutang ventura bersama, piutang gross amounts due from customers,
retensi, tagihan bruto kepada pemberi financial asset - concession rights,
kerja, aset keuangan – hak konsesi, other receivables and other financial
piutang lain-lain dan aset keuangan assets. All the cash in banks and
lainnya. Semua kas di bank dan deposits are placed in reputable foreign
deposito ditempatkan di bank asing and local banks.
dan lokal yang memiliki reputasi baik.
Risiko kredit adalah risiko bahwa Grup The credit risks are when the Group
akan mengalami kerugian yang timbul experience risks arising from failure of
dari pelanggan atau pihak lawan akibat customer or counter parties in meeting
gagal memenuhi liabilitas their contractual obligations.
kontraktualnya. Manajemen Management is in the opinion that there
berpendapat bahwa tidak terdapat are no significance concentrated risks
risiko kredit yang terkonsentrasi secara in credits. The Group is controlling the
signifikan. Grup mengendalikan risiko credit risks by maintaining good
kredit dengan cara melakukan relationship with bona fide parties,
hubungan usaha dengan pihak lain keeps on scrutinising information on
yang memiliki kredibilitas, menetapkan customers, and monitoring on
kebijakan pengetahuan terhadap periodical basis collectability of
pelanggan, serta memantau receivables to keep un-collectability at
kolektibilitas piutang secara berkala a minimum.
untuk mengurangi jumlah piutang tak
tertagih.
Page 790
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/104 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
37. MANAJEMEN RISIKO KEUANGAN (lanjutan) 37. FINANCIAL RISK MANAGEMENT (continued)
1. Faktor risiko keuangan (lanjutan) 1. Financial risk factor (continued)
b. Risiko kredit (lanjutan) b. Credit risk (continued)
Grup telah melakukan upaya penagihan The Group has made efforts to collect these
piutang-piutang tersebut diantaranya receivables including through rescheduling,
dengan melakukan penjadwalan ulang, restructuring and legal actions as
restrukturisasi dan upaya hukum jika necessary.
memang diperlukan.
Eksposur maksimum atas risiko kredit The maximum exposure to credit risk is
tercermin dari nilai tercatat setiap aset represented by the carrying amount of each
keuangan setelah dikurangi dengan financial asset in the consolidated
penyisihan piutang ragu-ragu pada laporan statements of financial position after
posisi keuangan konsolidasian, yaitu deducting any provision for doubtful
sebagai berikut: receivables are as follows:
2025 2024
Kas dan setara kas 20,092,432 36,769,029 Cash and cash equivalents
Piutang usaha 957,240 1,056,870 Trade receivables
Piutang ventura bersama 116,816 130,206 Receivables from joint ventures
Piutang retensi 474,150 363,282 Retention receivables
Tagihan bruto kepada Gross amount due from
pemberi kerja 1,590,481 3,414,061 customers
Piutang lain-lain 370,166 6,166,981 Other receivables
Uang muka dan beban Advances and
dibayar dimuka - 193,137 prepayments
Kas yang dibatasi
penggunaannya 8,909,112 7,329,695 Restricted cash
Aset keuangan - Financial asset -
hak konsesi 9,458,870 2,865,228 concession rights
Aset keuangan lainnya 99,123 73,423 Other financial assets
42,068,390 58,361,912
(i) Piutang usaha (i) Trade receivables
Rata-rata periode kredit atas penjualan The average credit period on sale of
barang dan jasa bervariasi untuk goods and services varies among
seluruh bisnis Grup, namun tidak lebih Group businesses, but is not more than
dari 90 hari, kecuali untuk piutang tidak 90 days, except for non-current
lancar. receivables.
Grup menyajikan kerugian kredit The Group provides for credit losses
terhadap piutang usaha pada 31 against the trade receivables as at 31
Desember 2025 dan 2024 sebagai December 2025 and 2024 as follows:
berikut:
Page 791
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/105 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
37. MANAJEMEN RISIKO KEUANGAN (lanjutan) 37. FINANCIAL RISK MANAGEMENT (continued)
1. Faktor risiko keuangan (lanjutan) 1. Financial risk factor (continued)
b. Risiko kredit (lanjutan) b. Credit risk (continued)
(i) Piutang usaha (lanjutan) (i) Trade receivables (continued)
2025
Tingkat
Kerugian kredit Jumlah
ekspektasian/ tercatat/
Expected credit Carrying
loss rate (%) amount
Belum jatuh tempo 0.28 - 4.14 450,889 Not past due
Lewat jatuh tempo: Overdue:
Kurang dari 6 bulan 2.11 - 8.78 286,672 Less than 6 months
Antara 6 - 12 bulan 6.78 - 29.77 190,054 Between 6 - 12 months
Lebih dari 12 bulan 15.97 - 100 328,288 More than 12 months
Jumlah piutang usaha, kotor 1,255,903 Total trade receivables, gross
Provisi atas penurunan nilai (298,663) Provision for impairment
957,240
2024
Tingkat
Kerugian kredit Jumlah
ekspektasian/ tercatat/
Expected credit Carrying
loss rate (%) amount
Belum jatuh tempo 0.18 - 4.14 616,705 Not past due
Lewat jatuh tempo: Overdue:
Kurang dari 6 bulan 2.57 - 22 267,900 Less than 6 months
Antara 6 - 12 bulan 5.51 - 27.93 169,593 Between 6 - 12 months
Lebih dari 12 bulan 15.73 - 100 330,933 More than 12 months
Jumlah piutang usaha, kotor 1,385,131 Total trade receivables, gross
Provisi atas penurunan nilai (328,261) Provision for impairment
1,056,870
(ii) Tagihan bruto kepada pemberi kerja (ii) Gross amount due from customers
Grup menyajikan kerugian kredit The Group provides for credit losses
terhadap tagihan bruto kepada pemberi against the gross amount due from
kerja pada 31 Desember 2025 dan customers as at 31 December 2025 and
2024 sebagai berikut: 2024 as follows:
Page 792
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/106 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
37. MANAJEMEN RISIKO KEUANGAN (lanjutan) 37. FINANCIAL RISK MANAGEMENT (continued)
1. Faktor risiko keuangan (lanjutan) 1. Financial risk factor (continued)
b. Risiko kredit (lanjutan) b. Credit risk (continued)
(ii) Tagihan bruto kepada pemberi kerja (ii) Gross amount due from customers
(lanjutan) (continued)
Grup menyajikan kerugian kredit The Group provides for credit losses
terhadap tagihan bruto kepada pemberi against the gross amount due from
kerja pada 31 Desember 2025 dan customers as at 31 December 2025 and
2024 sebagai berikut: 2024 as follows:
2025
Tingkat
Kerugian kredit Jumlah
ekspektasian/ tercatat/
Expected credit Carrying
loss rate (%) amount
Performing 0.00 - 14.44 1,422,895 Performing
Underperforming 12.51 - 100 222,857 Underperforming
Non-performing 49.40 - 100 96,058 Non-performing
Jumlah tagihan bruto Total gross amount
kepada pemberi kerja, kotor 1,741,810 due from customers, gross
Provisi atas penurunan nilai (151,329) Provision for impairment
1,590,481
2024
Tingkat
Kerugian kredit Jumlah
ekspektasian/ tercatat/
Expected credit Carrying
loss rate (%) amount
Performing 0.00 - 14.44 3,018,419 Performing
Underperforming 12.51 - 100 581,186 Underperforming
Non-performing 49.40 - 100 42,164 Non-performing
Jumlah tagihan bruto Total gross amount
kepada pemberi kerja, kotor 3,641,769 due from customers, gross
Provisi atas penurunan nilai (227,708) Provision for impairment
3,414,061
Page 793
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/107 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
37. MANAJEMEN RISIKO KEUANGAN (lanjutan) 37. FINANCIAL RISK MANAGEMENT (continued)
1. Faktor risiko keuangan (lanjutan) 1. Financial risk factor (continued)
c. Risiko likuiditas c. Liquidity risk
Risiko likuiditas merupakan risiko yang Liquidity risk is defined as a risk that arises
muncul dalam situasi dimana posisi arus in situations where the Group’s cash inflow
kas Grup mengindikasikan bahwa arus kas from short-term revenue is not enough to
masuk dari pendapatan jangka pendek tidak cover the cash outflows of short-term
cukup untuk memenuhi arus kas keluar expenditure.
untuk pengeluaran jangka pendek.
Dalam pengelolaan risiko likuiditas, In managing the liquidity risks, the
manajemen memantau dan menjaga jumlah management monitors and at the same time
kas dan setara kas yang dianggap memadai maintains the amount of cash and cash
untuk membiayai operasional Grup dan equivalents required to finance its business
untuk mengatasi dampak fluktuasi arus kas. operations and to mitigate fluctuation in
Manajemen juga melakukan evaluasi cash flows. Management makes periodic
berkala atas proyeksi arus kas dan arus kas evaluation of projected and actual cash
aktual, termasuk jadwal jatuh tempo flows, which include the maturities of
pinjaman dan utang. Manajemen juga terus- payables and borrowings. Management
menerus melakukan penelaahan terhadap also keeps on assessing financial markets
pasar keuangan untuk mendapatkan to get the most beneficial sources of funds.
sumber pendanaan yang optimal.
Tabel dibawah ini menganalisa liabilitas The table below analyses the Group’s
keuangan Grup pada tanggal pelaporan financial liabilities at the reporting date into
berdasarkan kelompok jatuh temponya dari relevant maturity groupings based on the
sisa periode hingga tanggal jatuh tempo remaining period to the contractual maturity
kontraktual. Jumlah yang diungkapkan date. The amounts disclosed in the table are
dalam tabel ini adalah nilai arus kas the contractual undiscounted cash flows
kontraktual yang tidak terdiskonto termasuk including estimated interest payments:
estimasi pembayaran bunga:
2025
Lebih Lebih dari
dari satu lima tahun
tahun dan dan kurang
kurang dari dari sepuluh
lima tahun/ tahun/
Kurang dari More than More than Lebih dari
satu tahun/ one year and five year and sepuluh tahun/
Less than not later than not later than More than
one year five years ten years ten years Jumlah/Total
Liabilitas keuangan Financial liabilities
Utang usaha 9,313,716 - - - 9,313,716 Trade payables
Utang lain-lain 1,088,758 1,027 - - 1,089,785 Other payables
Pinjaman jangka pendek: Short-term loans:
- Bank 4,336,285 - - - 4,336,285 Bank -
Pinjaman jangka panjang: Long-term loans:
- Bank 506,018 2,024,073 8,626,734 1,350,558 12,507,383 Bank -
- MTN 377,595 11,579,580 - - 11,957,175 Medium Term Notes -
- Liabilitas sewa 118,464 76,490 - - 194,954 Lease payables -
- Utang obligasi 1,785,183 6,503,938 - - 8,289,121 Bonds payable -
- Sukuk Mudharabah 120,411 672,589 - - 793,000 Sukuk Mudharabah -
Akrual 1,513,017 - - - 1,513,017 Accruals
Utang retensi 323,640 542,716 - - 866,356 Retention payables
19,483,087 21,400,413 8,626,734 1,350,558 50,860,792
Page 794
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/108 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
37. MANAJEMEN RISIKO KEUANGAN (lanjutan) 37. FINANCIAL RISK MANAGEMENT (continued)
1. Faktor risiko keuangan (lanjutan) 1. Financial risk factor (continued)
c. Risiko likuiditas (lanjutan) c. Liquidity risk (continued)
2024
Lebih Lebih dari
dari satu lima tahun
tahun dan dan kurang
kurang dari dari sepuluh
lima tahun/ tahun/
Kurang dari More than More than Lebih dari
satu tahun/ one year and five year and sepuluh tahun/
Less than not later than not later than More than
one year five years ten years ten years Jumlah/Total
Liabilitas keuangan Financial liabilities
Utang usaha 11,421,996 - - - 11,421,996 Trade payables
Utang lain-lain 3,031,079 13,483 - - 3,044,562 Other payables
Pinjaman jangka pendek: Short-term loans:
- Bank 6,043,980 - - - 6,043,980 Bank -
Pinjaman jangka panjang: Long-term loans:
- Bank 751,818 4,833,418 11,523,311 - 17,108,547 Bank -
- Non-bank 102,505 374,299 381,700 398,509 1,257,013 Non-bank -
- MTN 363,645 1,454,580 9,818,415 - 11,636,640 Medium Term Notes -
- Liabilitas sewa 59,904 127,890 - - 187,794 Lease payables -
- Utang obligasi 692,838 8,291,881 - - 8,984,719 Bonds payable -
- Sukuk Mudharabah 205,608 785,650 - - 991,258 Sukuk Mudharabah -
Akrual 1,656,267 - - - 1,656,267 Accruals
Utang retensi 368,011 782,327 - - 1,150,338 Retention payables
24,697,651 16,663,528 21,723,426 398,509 63,483,114
2. Estimasi nilai wajar 2. Fair value estimation
PSAK No. 113, “Pengukuran nilai wajar”, PSAK No. 113, “Fair value measurement”,
mensyaratkan pengungkapan atas pengukuran requires disclosure of fair value measurements
nilai wajar dengan tingkat hirarki nilai wajar through the following fair value measurement
sebagai berikut: hierarchy:
- Harga kuotasian (tidak disesuaikan) dalam - Quoted prices (unadjusted) in active
pasar aktif untuk aset atau liabilitas yang markets for identical assets or liabilities
identik (Level 1). (Level 1).
- Input selain harga kuotasian dari pasar - Inputs other than quoted prices included
yang termasuk dalam Level 1 yang dapat within Level 1 that are observable for the
diobservasi untuk aset atau liabilitas, baik asset or liability, either directly (such as
secara langsung (misalnya harga) atau prices) or indirectly (such on derived from
secara tidak langsung (misalnya turunan prices) (Level 2).
dari harga) (Level 2).
- Input untuk aset atau liabilitas yang bukan - Inputs for the asset or liability that are not
berdasarkan data pasar yang dapat based on observable market data (that is,
diobservasi (informasi yang tidak dapat unobservable inputs) (Level 3).
diobservasi) (Level 3).
Page 795
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/109 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
37. MANAJEMEN RISIKO KEUANGAN (lanjutan) 37. FINANCIAL RISK MANAGEMENT (continued)
2. Estimasi nilai wajar (lanjutan) 2. Fair value estimation (continued)
2025 2024
Nilai Nilai
tercatat/ Nilai wajar/ tercatat/ Nilai wajar/
Carrying Fair Carrying Fair
value value value value
Aset keuangan: Financial assets:
Diukur pada biaya perolehan
yang diamortisasi At amortised cost
Kas dan setara kas 20,092,432 20,092,432 36,769,029 36,769,029 Cash and cash equivalents
Piutang usaha 957,240 957,240 1,056,870 1,056,870 Trade receivables
Piutang ventura bersama 116,816 116,816 130,206 130,206 Joint ventures receivables
Piutang retensi 474,150 474,150 363,282 363,282 Retention receivables
Tagihan bruto Gross amounts due
kepada pemberi kerja 1,590,481 1,590,481 3,414,061 3,414,061 from customers
Piutang lain-lain 370,166 370,166 6,166,981 6,166,981 Other receivables
Kas yang dibatasi
penggunaannya 8,909,112 8,909,112 7,329,695 7,329,695 Restricted cash
Aset keuangan - hak Financial asset -
konsesi 9,458,870 9,458,870 2,865,228 2,865,228 concession rights
Diukur pada nilai wajar At fair value through
melalui laba rugi profit or loss
Aset keuangan lainnya 99,123 99,123 73,423 73,423 Other financial assets
Uang muka dan beban Advances and
dibayar dimuka - - 193,137 193,137 prepayments
42,068,390 42,068,390 58,361,912 58,361,912
Liabilitas keuangan: Financial liabilities:
Diukur pada biaya perolehan
yang diamortisasi At amortised cost
Utang usaha 9,313,716 9,313,716 11,421,996 11,421,996 Trade payables
Utang lain-lain 1,089,785 1,089,785 3,044,562 3,044,562 Other payables
Utang jangka pendek: Short-term loans:
- Bank 4,204,659 4,204,659 5,921,908 5,921,908 Banks -
Utang jangka panjang: Long-term loans:
- Bank 7,699,200 7,665,218 11,106,392 11,036,704 Banks -
- Non bank - - 726,326 721,769 Non bank -
- MTN 10,033,843 9,553,358 9,649,315 9,087,669 MTN -
- Liabilitas sewa 180,273 179,477 171,060 169,987 Lease liabilities -
- Utang obligasi 7,216,049 7,184,199 7,294,920 7,249,148 Bonds payables -
- Sukuk Mudharabah 656,855 653,956 794,464 789,479 Sukuk Mudharabah -
Akrual 4,565,260 4,545,110 4,315,189 4,288,113 Accruals
Utang retensi 866,356 862,532 1,127,990 1,120,912 Retention payables
45,825,996 45,252,010 55,574,122 54,852,247
Nilai wajar untuk aset dan liabilitas keuangan The fair value of financial assets and liabilities
yang jatuh tempo kurang dari satu tahun with maturity less than one year approximate
mendekati nilai tercatatnya karena dampak their carrying value, as the impact of discounting
pendiskontoan yang tidak signifikan. is not significant.
Page 796
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/110 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
37. MANAJEMEN RISIKO KEUANGAN (lanjutan) 37. FINANCIAL RISK MANAGEMENT (continued)
3. Manajemen risiko permodalan 3. Capital risk management
Grup secara aktif dan rutin menelaah dan The Group actively and regularly reviews and
mengelola permodalannya untuk memastikan manages its capital to ensure the optimal capital
struktur modal dan pengembalian yang optimal structure and return to the shareholders, taking
bagi pemegang saham, dengan into consideration the efficiency of capital use
mempertimbangkan efisiensi penggunaan based on operating cash flows and capital
modal berdasarkan arus kas operasi dan belanja expenditures and also consideration of future
modal, serta mempertimbangkan kebutuhan capital needs.
modal di masa yang akan datang.
Grup juga berusaha mempertahankan The Group also seeks to maintain a balance
keseimbangan antara tingkat pinjaman dan between its level of borrowings and equity
posisi ekuitas untuk memastikan struktur modal position in order to ensure the optimal capital
dan pengembalian yang optimal. Tidak ada structure and return. There were no changes in
perubahan pada pendekatan Grup dalam the Group’s approach to capital management
mengelola permodalannya selama tahun during the year.
berjalan.
38. LABA BERSIH PER SAHAM 38. EARNINGS PER SHARE
Laba bersih per saham dihitung dengan membagi Earnings per share is calculated by dividing net
laba bersih dengan jumlah rata-rata tertimbang income by the weight average number of ordinary
saham biasa yang beredar pada periode shares outstanding during the period.
bersangkutan.
2025 2024
Laba tahun berjalan yang Profit for the year
dapat diatribusikan kepada attributable to
pemilik entitas induk 3,290,426 2,731,253 owners of the parents
Jumlah rata-rata tertimbang Weighted average
saham yang beredar - number of shares
saham biasa 131,646,000 123,796,641 ordinary outstanding
Laba bersih per saham - Profit per share -
dasar (nilai penuh) 24,995 22,062 basic (full amount)
Perusahaan tidak mempunyai efek berpotensi dilusi The Company did not have potential dilutive ordinary
saham, sehingga laba bersih per saham dasar sama shares, thus basic earnings per share is the same as
dengan laba bersih per saham dilusian. the diluted earnings per share.
39. INFORMASI SEGMEN 39. SEGMENT INFORMATION
Kepala Pengambilan Keputusan Grup ("CODM"), The Group’s Chief of Decision Making (“CODM”),
yang terdiri dari Dewan Direksi memeriksa kinerja consisting of the Directors examines the Group’s
Grup baik dari segi bisnis maupun produk dan telah performance both from business and product and has
mengidentifikasi empat segmen bisnis. CODM identified four reportable segments of its business.
menggunakan ukuran pendapatan dan laba untuk CODM primarily uses a measure of revenue and
menilai kinerja segmen operasi sebagai indikator profit to assess the performance of the operating
utama. segments.
Page 797
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/111 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
39. INFORMASI SEGMEN (lanjutan) 39. SEGMENT INFORMATION (continued)
Segmen Grup yang dikelompokkan berdasarkan Group’s segments which are classified based on type
jenis usaha atau produk adalah sebagai berikut: of businesses or products are as follows:
2025
Pabrikasi aspal
dan beton,
operasi dan
pemeliharaan/
Hotmix and
Badan usaha Pengembang precast
jalan tol/ properti/ manufacture,
Konstruksi/ Toll roads Property operation and Eliminasi/ Jumlah/
Construction business entity developer maintenance Elimination Total
Pendapatan eksternal 6,255,500 17,327,541 243,788 1,306,090 - 25,132,919 External revenue
Pendapatan antar segmen 9,675,723 - - 2,448,173 (12,123,896) - Intersegment revenue
Jumlah pendapatan 15,931,223 17,327,541 243,788 3,754,263 (12,123,896) 25,132,919 Total revenue
Beban pokok pendapatan (14,510,773) (15,244,828) (363,168) (3,275,576) 12,122,394 (21,271,951) Cost of revenue
Laba/(rugi) bruto 1,420,450 2,082,713 (119,380) 478,687 (1,502) 3,860,968 Gross profit/(loss)
Beban penjualan (10,559) (1,005) (858) (2,756) - (15,178) Selling expenses
Beban umum dan General and
administrasi (644,499) (240,802) (58,939) (181,203) 19,386 (1,106,057) administrative expenses
Pemulihan/(penurunan) Recovery/(impairment)
nilai piutang (19,393) (8,138) 552,795 1,332 - 526,596 of receivables
Beban pajak Final tax
penghasilan final (421,665) (136,566) (9,915) (24,716) - (592,862) expenses
Bagian atas laba dari entitas Shares in net profit of
asosiasi dan associates and
ventura bersama 290,462 - - - - 290,462 joint venture
(Beban)/penghasilan Other (expenses)/
lainnya, bersih (179,897) 6,557 (458) (49,651) (3,156) (226,605) income, net
Laba usaha 434,899 1,702,759 363,245 221,693 14,728 2,737,324 Operating income
Pendapatan keuangan 169,463 1,688,132 66,163 12,635 (45,932) 1,890,461 Finance income
Biaya keuangan (294,745) (892,811) (47,205) (49,683) 43,228 (1,241,216) Finance costs
(Rugi)/laba Exchange rate
kurs, bersih (413) 1,595 - (12,797) 998 (10,617) (loss)/profit, net
Laba sebelum Profit before
pajak penghasilan 309,204 2,499,675 382,203 171,848 13,022 3,375,952 income tax
Beban pajak Income tax
penghasilan (4,539) (243,964) (6,784) (36,301) 4,219 (287,369) expenses
Laba tahun berjalan 304,665 2,255,711 375,419 135,547 17,241 3,088,583 Profit for the year
Page 798
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/112 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
39. INFORMASI SEGMEN (lanjutan) 39. SEGMENT INFORMATION (continued)
2024
Pabrikasi aspal
dan beton,
operasi dan
pemeliharaan/
Hotmix and
Badan usaha Pengembang precast
jalan tol/ properti/ manufacture,
Konstruksi/ Toll roads Property operation and Eliminasi/ Jumlah/
Construction business entity developer maintenance Elimination Total
Pendapatan eksternal 7,602,526 20,791,011 261,708 1,597,048 - 30,252,293 External revenue
Pendapatan antar segmen 13,525,231 - - 2,992,029 (16,517,260) - Intersegment revenue
Jumlah pendapatan 21,127,757 20,791,011 261,708 4,589,077 (16,517,260) 30,252,293 Total revenue
Beban pokok pendapatan (18,889,635) (19,451,759) (268,645) (3,982,185) 16,613,953 (25,978,271) Cost of revenue
Laba/(rugi) bruto 2,238,122 1,339,252 (6,937) 606,892 96,693 4,274,022 Gross profit/(loss)
Beban penjualan (11,958) (776) (306) (26,900) - (39,940) Selling expenses
Beban umum dan General and
administrasi (805,126) (218,702) (60,862) (157,374) 20,346 (1,221,718) administrative expenses
Beban penurunan nilai piutang (153,785) - 29,897 (18,259) - (142,147) Impairment of receivables
Beban pajak Final tax
penghasilan final (546,677) (88,849) (4,552) (22,374) - (662,452) expenses
Bagian laba dari entitas Shares of net profit of
asosiasi dan associates and
ventura bersama 1,425,209 - - - (972,776) 452,433 joint venture
Beban/(penghasilan) Other (expenses)/
lainnya, bersih (166,029) 133 11,242 (6,087) (16,214) (176,955) income, net
Laba/(rugi) usaha 1,979,756 1,031,058 (31,518) 375,898 (871,951) 2,483,243 Operating income/(loss)
Pendapatan keuangan 64,245 2,177,608 58,364 11,394 (142,810) 2,168,801 Finance income
Biaya keuangan (257,239) (1,148,646) (287,095) (93,381) 142,810 (1,643,551) Finance costs
(Rugi)/laba Exchange rate
kurs, bersih 7,971 (7,560) - (22,277) (848) (22,714) (loss)/profit, net
Laba/(rugi) sebelum Profit/(loss) before
pajak penghasilan 1,794,733 2,052,460 (260,249) 271,634 (872,799) 2,985,779 income tax
Beban pajak Income tax
penghasilan (12,137) (131,383) (7,141) (70,337) 1,741 (219,257) expenses
Laba/(rugi) Profit/(loss)
tahun berjalan 1,782,596 1,921,077 (267,390) 201,297 (871,058) 2,766,522 for the year
Page 799
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/113 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
39. INFORMASI SEGMEN (lanjutan) 39. SEGMENT INFORMATION (continued)
2025
Pabrikasi aspal
dan beton,
operasi dan
pemeliharaan,
dan rest area
jalan tol/
Hotmix and
precast
manufacture,
Badan usaha Pengembang operation and
jalan tol/ properti/ maintenance,
Konstruksi/ Toll roads Property and rest area Eliminasi/ Jumlah/
Construction business entity developer of toll road Elimination Total
Aset Assets
Aset segmen 16,080,609 193,882,806 4,101,463 3,700,870 (28,667,578) 189,098,170 Segment assets
Liabilitas Liabilities
Liabilitas segmen 15,868,715 35,502,291 2,575,417 1,707,620 (7,733,942) 47,920,101 Segment liabilities
2024
Pabrikasi aspal
dan beton,
operasi dan
pemeliharaan,
dan rest area
jalan tol/
Hotmix and
precast
manufacture,
Badan usaha Pengembang operation and
jalan tol/ properti/ maintenance,
Konstruksi/ Toll roads Property and rest area Eliminasi/ Jumlah/
Construction business entity developer of toll road Elimination Total
Aset Assets
Aset segmen 18,219,030 199,738,559 4,792,138 3,721,593 (29,955,160) 196,516,160 Segment assets
Liabilitas Liabilities
Liabilitas segmen 17,810,204 46,465,146 3,700,796 1,870,426 (11,804,560) 58,042,012 Segment liabilities
40. PERIKATAN DAN KOMITMEN YANG SIGNIFIKAN 40. SIGNIFICANT AGREEMENTS AND
COMMITMENTS
a. Perikatan kontrak konstruksi a. Construction contract agreements
Grup melakukan perikatan kontrak konstruksi Group entered into a construction, contract with
dengan berbagai pihak. Kontrak-kontrak yang other parties. Significant contracts as at
signifikan pada tanggal pelaporan, diantaranya reporting date, among others are as follows:
adalah sebagai berikut:
Masa pelaksanaan/
Nama proyek/ Pemberi kerja/ Nilai kontrak/ Contact period
No. Project name Owner Contract value Mulai/start Akhir/End
1 LL. Coal Fired Stream Power
Plant Project, Suralaya PT Indo Raya Tenaga Rp 4,499,777 16/10/2020 21/08/2025*)
2 Pembangunan Jalan Trans
Papua Segmen Kementerian Pekerjaan
Mamberamo Elelim Umum Rp 2,684,981 03/07/2024 30/05/2026
3 LL. Muara Tawar CCPP,
Bekasi Jawa Barat PT PLN Nusantara Power Rp 2,043,959 21/12/2017 20/06/2020*)
4 LL. Lawe-Lawe Facilities PT Kilang Pertamina
Balikpapan Internasional Rp 1,418,560 15/10/2019 31/12/2025*)
5 EPC Tuban Jetty PT Solusi Bangun
Indonesia Tbk Rp 1,118,500 17/01/2022 11/08/2023*)
6 GD. Integrated Building, PT Angkasa Pura
Bandara Soekarno Hatta Indonesia Rp 628,829 16/02/2019 30/07/2026
7 GD. SPPG 1 TA 2025 Kementerian Pekerjaan Umum Rp 603,613 21/11/2015 09/02/2026
8 Proving Ground Bekasi Kementerian
(Stage 3) Perhubungan Rp 528,104 26/03/2024 15/08/2025*)
9 Pantai Candidasa Fase II Kementerian Pekerjaan
Paket I Umum Rp 471,163 04/11/2024 03/11/2027
10 PLTM Harjosari & Lambur PT PLN Indonesia Power Rp 428,414 20/10/2015 04/12/2024*)
*)
Sampai dengan tanggal penerbitan laporan keuangan konsolidasian ini, pembuatan amandemen kontrak masih dalam proses/
As of the issuance date of these consolidated financial statement, the amandement contracts is still in process.
Page 800
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/114 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
40. PERIKATAN DAN KOMITMEN YANG SIGNIFIKAN 40. SIGNIFICANT AGREEMENTS AND
(lanjutan) COMMITMENTS (continued)
b. Perjanjian Pengusahaan Jalan Tol b. Toll Road Concession Agreements
Perusahaan memiliki beberapa Perjanjian The Company owned several toll road
Pengusahaan Jalan Tol (“PPJT”) dengan concession agreement with government
pemerintah (melalui Kementerian Pekerjaan (through Ministry of Public Works and Housing
Umum dan Perumahan Rakyat dan Badan and Toll Road Regulatory Agency) with details
Pengatur Jalan Tol) dengan rincian sebagai as follows:
berikut:
Masa konsesi/
Dasar penugasan/ Isi perjanjian/ Concession
No Ruas tol/Toll section Legal standing Scope of contract period
1. Jalan Tol Trans Sumatera:
- Ruas/ Section Medan – Binjai*) 1. Perpres No. 100 tahun Pengusahaan jalan tol 50 tahun/
- Ruas/ Section Palembang – 2014 tanggal 18 September yang meliputi years
Simpang Indralaya 2014/ Presidential Decree pendanaan,
- Ruas/ Section Pekanbaru – Dumai No. 100 year 2014, dated perencanaan teknis,
- Ruas/ Section Bakauheni – 18 September 2014 pelaksanaan,
Terbanggi Besar*) konstruksi,
- Ruas/ Section Terbanggi Besar – 2. Perpres No. 42 tahun 2024 pengoperasioan, dan
Pematang Panggang tanggal 25 Maret 2024/ pemeliharaan/
- Ruas/ Section Pematang Panggang – Presidential Decree No. 42 Toll road concession
Kayu Agung year 2024, dated 25 March which include
- Ruas/ Section Indrapura – Kisaran 2024 financing, planning
- Ruas/ Section Pekanbaru – construction,
Bangkinang – Payakumbuh – 3. PPJT yang dikeluarkan dari operation and,
Bukit Tinggi – Padang Panjang – Lubuk September 2015 – September maintenance.
Alung – Padang 2024/PPJT issued from
- Ruas/ Section Sigli – Banda Aceh September 2015 - September
- Ruas/ Section Simpang Indralaya – 2024
Muara Enim
- Ruas/ Section Muara Enim –
Lahat – Lubuk Linggau
- Ruas/ Section Lubuk Linggau –
Curup – Bengkulu
- Ruas/ Section Binjai – Langsa
- Ruas/ Section Kuala Tanjung –
Indrapura – Tebing Tinggi – Parapat
- Ruas/ Section Rengat – Pekanbaru
(Junction Pekanbaru – Bypass
Pekanbaru)
- Ruas/ Section Betung (Sp. Sekayu) -
Tempino – Jambi
- Ruas/ Section Palembang – Betung
Berdasarkan Perpres No. 42 tahun 2024, Grup juga telah Based on Presidential Decree No. 42 year 2024, the
mendapatkan penugasan untuk mengerjakan ruas JTTS Group has also received assignment to construct the
berikut, namun PPJT atas ruas tersebut masih dalam following JTTS segments, however the PPJT is still in the
proses, yaitu: process:
- Ruas/ Section Jambi – Rengat
- Ruas/ Section Rengat – Pekanbaru (Rengat – Junction Pekanbaru)
- Ruas/ Section Dumai – Sp. Sigambal – Rantau Prapat
- Ruas/ Section Rantau Prapat – Kisaran
- Ruas/ Section Langsa – Lhokseumawe
- Ruas/ Section Parapat – Tarutung – Sibolga
- Ruas/ Section Lhokseumawe – Sigli
- Ruas/ Section Batu Ampar – Muka Kuning – Bandara Hang Nadim
- Ruas/ Section Pelabuhan Panjang – Lematang
*) Pada Juni 2023, Perusahaan telah melakukan divestasi atas *) In June 2023, the Company has divested both sections
2 ruas tersebut kepada PT Indonesia Investment Authority to Indonesia Investment Authority
(lihat Catatan 40g). (refer to Note 40g).
Page 801
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/115 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
40. PERIKATAN DAN KOMITMEN YANG SIGNIFIKAN 40. SIGNIFICANT AGREEMENTS AND
(lanjutan) COMMITMENTS (continued)
b. Perjanjian Pengusahaan Jalan Tol (lanjutan) b. Toll Road Concession Agreements
(continued)
Masa konsesi/
Dasar penugasan/ Isi perjanjian/ Concession
No Ruas tol/Toll section Legal standing Scope of contract period
2. Jalan Tol Lingkar Luar Jakarta Seksi Keputusan Menteri PUPR No. Pengusahaan jalan tol 36 tahun/
Pondok Pinang – Jagorawi (“JORR S”)/ JL.03.04-Mn/1274 tanggal 15 meliputi pengoperasian years
Jakarta Outer Ring Section Pondok November 2017/ Decree of the dan pemeliharaan/
Pinang – Jagorawi (“JORR S”) Minister of Public Works and Toll road concession
Housing No.JL03.04-Mn/1274 which includes
Dated 15 November 2017 operation and
maintenance
PPJT berdasarkan Akta Notaris
No.23 tanggal 29 November
2017/ PPJT based on Notarial
Deed No.23 dated 29 November
2017
3. Jalan Tol Akses Tanjung Priok/ Tanjung Keputusan Menteri PUPR No. Pengusahaan jalan tol 40 tahun/
Priok Access Toll Road JL.03.04-Mn/1274 tanggal 15 meliputi pengoperasian years
November 2017/ Decree of the dan pemeliharaan/
Minister of Public Works and Toll road concession
Housing No.JL03.04-Mn/1274 which includes
Dated 15 November 2017 operation and
maintenance
PPJT berdasarkan Akta Notaris
No.23 tanggal 29 November
2017/ PPJT based on Notarial
Deed No.23 dated 29 November
2017
Pada tanggal 31 Desember 2025, Grup As at 31 December 2025, the Group had
mempunyai komitmen kontraktual atas contractual capital commitments related to JTTS
pembelian barang modal sehubungan dengan property development amounting to
pembangunan JTTS sebesar Rp 15.361.687 Rp 15,361,687 (2024: Rp 28,296,255).
(2024: Rp 28.296.255).
c. Perjanjian Ventura dan Operasi Bersama c. Joint Venture and Operations Agreements
Grup juga memiliki komitmen untuk The Group has commitments to carry out
melaksanakan pekerjaan konstruksi melalui construction contracts through its joint ventures
entitas ventura atau operasi bersama yang or operations set up with partners, among others
dibentuk dengan perusahaan mitra, diantaranya are as follows:
sebagai berikut:
Porsi Perusahaan/ Jangka waktu/
The Company’s portion Contract period
Nama proyek/ Nama KSO/ Nilai Kontrak/ Mulai/ Akhir/
No Project name JO Name % Contract value Starting Completion
1. Jalan KSPP Wanam-Muting
Segmen II KSO HK-NK-BBA-MWA 47.5% 2,057,678 05/11/2025 26/10/2027
2. Tol IKN P. Balang - Sp. Riko KSO HK-Modern-BCK 65% 2,046,832 28/11/2023 15/11/2026
3. New Priok Eastern Access KSO HK-Adhi-Brantas 55% 1,252,900 26/05/2025 01/05/2027
4. Jalan Tol IKN Seksi 3A-2 KSO HK-Adhi-Nindya
Karangjoang-KKT Brantas
Kariangau 33% 1,216,793 25/12/2023 31/12/2026
5. Gedung Kawasan MA
dan Plaza Keadilan IKN KSO HK-Jaya Konstruksi 68% 858,270 04/12/2025 24/12/2027
6. Gedung Kawasan MPR IKN KSO HK-Wika-Brantas 50% 766,323 04/12/2025 24/12/2027
7. Bendungan Tigadihaji KSO HK-BRP 75% 728,095 17/10/2018 31/12/2028
8. Bendungan Cijurey KSO HK-SAC Nusantara 70% 665,252 31/08/2023 03/10/2028
9. Bendungan Way Apu KSO HK-Jaya Konstruksi 70% 659,038 28/12/2017 30/06/2026
10. Tol Serang - Panimbang
Paket 3 KSO HK-JAKON-BRANTAS 40% 606,696 04/10/2024 07/03/2026
Page 802
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/116 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
40. PERIKATAN DAN KOMITMEN YANG SIGNIFIKAN 40. SIGNIFICANT AGREEMENTS AND
(lanjutan) COMMITMENTS (continued)
d. Investasi saham pada PT Cempaka Surya d. Investment in share of PT Cempaka Surya
Kencana Kencana
Pada Februari 2019, PT HK Realtindo (“HKR”), In February 2019, the PT HK Realtindo (“HKR”),
anak perusahaan, menandatangani perjanjian a subsidiary, signed an agreement with PT
dengan PT Cempaka Surya Kencana (“CSK”), Cempaka Surya Kencana (“CSK”), together with
beserta PT Azbindo Nusantara (“Azbindo”) dan PT Azbindo Nusantara (“Azbindo”) and Aziz
Aziz Mochdar (“Aziz”) yang merupakan Mochdar (“Aziz”), the shareholders of CSK.
pemegang saham CSK. Sesuai dengan Pursuant to the agreement, the signing parties
perjanjian tersebut, para pihak menyetujui agreed on the preliminary plan of the Company
rencana awal Perusahaan untuk melakukan to acquire the shares of CSK subject to certain
pembelian saham CSK dengan beberapa syarat terms and conditions precedent to develop the
dan ketentuan yang harus dipenuhi untuk Technopark project located in Mampang
mengembangkan proyek Technopark yang Prapatan, South Jakarta, Indonesia.
berlokasi di Mampang Prapatan, Jakarta
Selatan, Indonesia.
Pada Maret 2019, HKR melakukan pembayaran In March 2019, HKR paid Rp 200 billion for the
komitmen pembelian saham sebesar Rp 200 commitment of shares acquisition. In June and
miliar. Pada bulan Juni dan Agustus 2019, August 2019, as part of the negotiated terms,
sebagai bagian dari kesepakatan, HKR HKR provided Rp 1 trillion loan to CSK with
memberikan pinjaman kepada CSK sebesar interest at 10% per annum that would be due for
Rp 1 triliun dengan bunga 10% per tahun yang repayment on 17 January 2021. Regarding this
akan jatuh tempo pada 17 Januari 2021. Atas loan, HKR obtained a guarantee in the form of
pinjaman tersebut, HKR memperoleh jaminan lands owned by CSK with a total area of 18,056
dalam bentuk tanah milik CSK seluas 18.056 m2 m2 located in Mampang Prapatan, South
yang berlokasi di Mampang Prapatan, Jakarta Jakarta. The source of funds for the payment of
Selatan. Sumber dana untuk pembayaran commitment advances and loan provided to CSK
komitmen dan pemberian pinjaman kepada CSK came from the company.
berasal dari Perusahaan.
Kesepakatan pembelian saham CSK The shares acquisition arrangement has
mengalami beberapa kali perubahan. changed several times. The latest change took
Perubahan terakhir terjadi pada Februari 2020 effect in February 2020, when HKR and Azbindo
saat HKR dan Azbindo menandatangani akta signed a deed for sale and purchase of 242,000
jual beli pembelian 242.000 (nilai penuh) lembar (full amount) shares of CSK with purchase
saham CSK dengan harga pembelian sebesar consideration of Rp 2.2 trillion. Pursuant to the
Rp 2,2 triliun. Sesuai dengan akta tersebut, HKR deed, HKR is required to pay Rp 2 trillion, the
diwajibkan untuk membayar Rp 2 triliun, yang remaining purchase consideration net of
merupakan sisa harga pembelian setelah commitment advance, on 17 January 2021 at the
dikurangi uang muka, paling lambat pada 17 latest. Through this deed, HKR obtained 55%
Januari 2021. Melalui akta tersebut, HKR ownership of CSK. HKR and Azbindo also signed
memperoleh kepemilikan CSK sebesar 55%. an agreement to novate the Rp 1 trillion loan
HKR dan Azbindo juga menandatangani received by CSK to Azbindo.
perjanjian untuk menovasikan pinjaman sebesar
Rp 1 triliun dari CSK ke Azbindo.
Page 803
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/117 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
40. PERIKATAN DAN KOMITMEN YANG SIGNIFIKAN 40. SIGNIFICANT AGREEMENTS AND
(lanjutan) COMMITMENTS (continued)
d. Investasi saham pada PT Cempaka Surya d. Investment in share of PT Cempaka Surya
Kencana (lanjutan) Kencana (continued)
Pada bulan Juli 2023, CSK, Aziz Mochdar dan In July 2023, CSK, Aziz Mochdar and Azbindo
Azbindo (“Para Penggugat”) telah mengajukan (“the Plaintiffs”) submitted a lawsuit to East
gugatan ke Pengadilan Negeri Jakarta Timur Jakarta District Court to sue the Company and
dan menggugat Perusahaan dan HKR dengan HKR, claiming that the Company and HKR have
dalil bahwa Perusahaan dan HKR telah committed unlawful acts with a series of deceit
melakukan perbuatan melawan hukum dengan acts to control Azbindo and Aziz Mochdar shares
serangkaian tipu daya untuk menguasai saham in CSK. Therefore, the Plaintiffs requested to
Azbindo dan Aziz Mochdar di CSK. Atas hal cancel all of the agreements related to the
tersebut, Para Penggugat meminta agar transaction and requested the Company and
keseluruhan transaksi dibatalkan serta meminta HKR to compensate the Plaintiffs jointly and
Perusahaan dan HKR untuk secara tanggung severally for material and immaterial losses
renteng mengganti rugi material dan immaterial amounting to Rp 14.7 trillion, plus 6% interest
kepada para Penggugat. CSK, Azbindo dan Aziz since the lawsuit was registered.
menggugat Perusahaan dan HKR atas kerugian
materil dan immateriil sebesar Rp 14,7 triliun
ditambah bunga 6% sejak perkara didaftarkan.
Setelah persidangan atas kasus hukum yang After various trials on the legal cases that have
telah dijalani, pada tanggal 3 Februari 2025, been undertaken, on 3 February 2025, the
Perusahaan dan HKR menandatangani Company and HKR signed a settlement
perjanjian perdamaian dengan CSK, Azbindo, agreement with CSK, Azbindo, and Aziz before
dan Aziz di hadapan Notaris Putut Mahendra, Notary Putut Mahendra, S.H., with deed
S.H., dengan nomor akta: 03. Dalam perjanjian number: 03. Under this agreement, CSK,
tersebut, CSK, Azbindo, dan Aziz sepakat untuk Azbindo, and Aziz agreed to settle their debt of
melunasi utang sebesar Rp 1,2 triliun, dengan Rp 1.2 trillion, with the first payment of Rp200
pembayaran pertama sebesar Rp200 miliar billion to be made no later than 21 February
yang harus dilakukan paling lambat pada 2025. The remaining debt of Rp 1 trillion is to be
tanggal 21 Februari 2025. Sisa utang sebesar paid no later than 6 months after the date of
Rp 1 triliun akan dibayarkan paling lambat 6 signing this settlement agreement.
bulan setelah tanggal penandatanganan
perjanjian perdamaian ini.
Perjanjian perdamaian telah dilaporkan dan The settlement agreement has been reported
didaftarkan kepada Mahkamah Agung Republik and registered with the Supreme Court of the
Indonesia melalui Pengadilan Negeri Jakarta Republic of Indonesia through the East Jakarta
Timur serta telah dikukuhkan dan dituangkan District Court, which has been ratified in the
dalam bentuk Putusan Akta Perdamaian (Acte form of a Peace Deed Decision (Acte Van
Van Dading) pada tanggal 20 Maret 2025. Dading) on 20 March 2025.
Pada tanggal 3 Februari 2025 dan 1 Agustus On 3 February 2025 and 1 August 2025, HKR
2025, HKR menerima pembayaran senilai received a payment of Rp 200 billion and Rp 1
masing-masing Rp 200 miliar dan Rp 1 triliun trilion, respectively, related other receivable from
atas piutang lain-lain dari CSK. Sebagai hasil CSK. As the result of the settlement, the
dari penyelesaian tersebut, HKR mengakui Company recognized a reversal of impairment of
pembalikan penurunan nilai piutang lain-lain other receivables amounting to Rp 543 billion
dengan jumlah sebesar Rp 543 miliar pada during 2025. As at 31 December 2025, other
tahun 2025. Pada tanggal 31 Desember 2025, receivables amounting to Rp 150,102 represents
saldo piutang lain-lain sebesar Rp 150.102 interest receivable.
merupakan piutang atas bunga.
Page 804
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/118 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
40. PERIKATAN DAN KOMITMEN YANG SIGNIFIKAN 40. SIGNIFICANT AGREEMENTS AND
(lanjutan) COMMITMENTS (continued)
e. Fasilitas kredit yang belum digunakan e. Unused credit facilities
Grup memiliki fasilitas kredit yang belum The Group has unused credit facilities, including
digunakan, termasuk fasilitas kredit non-kas, non-cash facilities, from banks and non-bank
dari bank dan lembaga keuangan non-bank institutions as at 31 December 2025 amounted
pada tanggal 31 Desember 2025 sebesar to Rp 26,763,505 (2024: Rp 22,419,147).
Rp 26.763.505 (2024: Rp 22.419.147).
f. Fasilitas kredit pemasok f. Supplier credit facilities
Grup memiliki kredit pembiayaan pemasok dari The Group has outstanding supplier financing
bank pada tanggal 31 Desember 2025 sebesar credit from banks as at 31 December 2025
Rp 2.132.886 (2024: Rp 2.285.087). amounted to Rp 2,132,886 (2024: Rp
2,285,087).
Pada tanggal 31 Desember 2025, Grup As at 31 December 2025, The Group entered
menandatangani perjanjian pembiayaan into supplier finance agreements with several
pemasok dengan beberapa bank. Syarat dan banks. The terms and conditions of the
ketentuan perjanjian tersebut tidak berubah dari agreements are unchanged from the trade
utang dagang dari pemasok ini, kecuali tanggal payables from these suppliers, other than the
jatuh tempo telah diperpanjang menjadi due date has been extended to 90 – 180 days
90 – 180 hari dari yang sebelumnya 0 – 90 hari after the invoice date from the original 0 – 90
setelah tanggal faktur. days.
Nilai tercatat liabilitas dalam pengaturan Carrying amount of liabilities under supplier
pembiayaan pemasok yang dicatat sebagai finance arrangement presented within trade
utang usaha sebesar Rp 1.606.856 dengan nilai payable is amounting Rp 1,606,856 of which the
yang vendor telah terima dari penyedia supplier has received payment from the finance
pembiayaan sebesar Rp 1.249.428. Rentang provider amounting Rp 1,249,428. The range of
tanggal jatuh tempo pembayaran utang usaha payment due dates for trade payables under
yang merupakan bagian dari pembiayaan supplier finance arrangement is 90 – 180 days
pemasok adalah 90 – 180 hari setelah tanggal after invoice date, while for trade payable that
faktur, sedangkan utang usaha yang bukan are not part of the supplier financing
bagian dari pembiayaan pemasok adalah 0 – 90 arrangement, the range is 0 – 90 days after
hari setelah tanggal faktur. invoice date.
Grup menandatangani perjanjian pinjaman The Group entered into Letter of Credit
untuk fasilitas Letter of Credit dengan PT Bank arrangement as bank loan facility with PT Bank
Rakyat Indonesia (Persero) Tbk. Berdasarkan Rakyat Indonesia (Persero) Tbk. Under the
perjanjian tersebut, bank memperoleh hak arrangement, a bank acquires the rights to
penagihan atas utang Perusahaan dengan collect the Company’s debt with the terms and
syarat dan ketentuan perjanjian tersebut tidak conditions of the arrangement are unchanged
berubah dari utang dagang dari pemasok ini, from the trade payables from this supplier, other
kecuali tanggal jatuh tempo yang telah than the due date which has been extended to
diperpanjang menjadi 180 – 210 hari setelah 180 – 210 days after the invoice date from the
tanggal faktur dari 21 hari sebelumnya. original 21 days.
Nilai tercatat liabilitas dalam pengaturan Letter of Carrying amount of liabilities under Letter of
Credit yang dicatat sebagai utang bank sebesar Credit arrangement presented within bank loan
Rp 526.030 dengan nilai yang vendor telah amounting Rp 526,030 of which the supplier has
terima dari penyedia pembiayaan pemasok received payment from the finance provider
sebesar Rp 526.030. amounting Rp 526,030.
Page 805
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/119 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
40. PERIKATAN DAN KOMITMEN YANG SIGNIFIKAN 40. SIGNIFICANT AGREEMENTS AND
(lanjutan) COMMITMENTS (continued)
g. Perjanjian dengan Lembaga Pengelola g. Agreement with Indonesia Investment
Investasi dan Anak Usahanya Authority and Its Subsidiaries
Pada tanggal 10 Maret 2023, Perusahaan dan On 10 March 2023, the Company and Yayasan
Yayasan Kesejahteraan Karyawan PT Hutama Kesejahteraan Karyawan PT Hutama Karya
Karya (Persero), masing-masing sebagai (Persero), each as a seller, has signed
penjual, menandatangani Perjanjian Jual Beli Conditional Sale and Purchase Agreement
Bersyarat (PJBB) dengan PT Swarna Investasi (CSPA) with PT Swarna Investasi Indonesia and
Indonesia dan PT Abhinaya Investasi Indonesia, PT Abhinaya Investasi Indonesia, each as a
masing-masing sebagai pembeli, sehubungan purchaser, in relation to transfer of all of the
dengan jual beli atas seluruh saham di dalam PT shares in PT Bakauheni – Terbanggi Besar Toll
Bakauheni – Terbanggi Besar Toll (PTBTB) dan (PTBTB) and PT Medan Binjai Toll (PTMB).
PT Medan Binjai Toll (PTMB). PT Abhinaya PT Abhinaya Investasi dan PT Swarna Investasi
Investasi dan PT Swarna Investasi Indonesia Indonesia are 100% owned and controlled
merupakan Anak Perusahaan Lembaga directly and indirectly by Indonesia Investment
Pengelola Investasi (LPI) yang sahamnya 100% Authority (INA).
dimiliki secara langsung dan tidak langsung, dan
dikendalikan oleh LPI.
Sebelum melakukan jual beli atas saham yang Before carrying out the sale and purchase of
ada di PTBTB dan PTMB, Perusahaan shares in PTBTB and PTMB, the Company
melaksanakan restrukturisasi atas pengalihan carried out a restructuring of the transfer of the
hak pengusahaan jalan tol BTB kepada PTBTB toll road concession rights BTB to PTBTB and
dan hak pengusahaan jalan tol MB kepada the toll road concession rights MB to PTMB.
PTMB.
Pada tanggal 27 Juni 2023, Perusahaan dan On 27 June 2023, the Company and Yayasan
Yayasan Kesejahteraan Karyawan PT Hutama Kesejahteraan Karyawan PT Hutama Karya
Karya (Persero), menandatangani Akta (Persero) has signed Sale and Purchase
Perjanjian Jual Beli (AJB) dengan PT Swarna Agreement (SPA) with PT Swarna Investasi
Investasi Indonesia dan PT Abhinaya Investasi Indonesia and PT Abhinaya Investasi Indonesia
Indonesia sehubungan dengan jual beli saham in relation to the transfer of shares in accordance
yang diatur di dalam PPJB. with the CSPA.
Tabel berikut in merangkum harga perolehan The following table summarises the
dari penjualan PTBTB dan PTMB, jumlah aset consideration paid for the sales of PTBTB and
teridentifikasi neto yang diasumsikan pada PTMB, the indentifiable net assets assumed at
tanggal pelepasan: the disposal date:
27 Juni/ June 2023
Imbalan pembelian Purchase consideration
Imbalan kas yang dibayar 6,942,200 Cash consideration paid
Imbalan kas yang belum dibayar Discounted unpaid
setelah diskonto 4,885,634 cash consideration
Jumlah imbalan pembelian 11,827,834 Total purchase consideration
Aset takberwujud 16,706,848 Intangible assets
Novasi pinjaman (8,215,800) Loan novation
Lain-lain (306,459) Others
Jumlah aset teridentifikasi neto 8,184,589 Total identified net assets
Keuntungan dari penjualan hak Gain on sales of toll road
pengusahaan jalan tol 3,643,245 concession rights
Page 806
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/120 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
40. PERIKATAN DAN KOMITMEN YANG SIGNIFIKAN 40. SIGNIFICANT AGREEMENTS AND
(lanjutan) COMMITMENTS (continued)
g. Perjanjian dengan Lembaga Pengelola g. Agreement with Indonesia Investment
Investasi dan Anak Usahanya (lanjutan) Authority and Its Subsidiaries (continued)
Sampai dengan 31 Desember 2025, As of 31 December 2025, the Company
Perusahaan mengakui amortisasi diskonto recognised unwinding of discount of Rp 188,603
sebesar Rp 188.603 (2024: Rp 430.399). Pada (2024: Rp 430,399). In June 2025, the Company
bulan Juni 2025, Perusahaan telah menerima received full payment from PT Swarna Investasi
pembayaran lunas dari PT Swarna Investasi Indonesia amounting to Rp 5,505 billion.
Indonesia sejumlah Rp 5.505 milliar.
41. KONTINJENSI HUKUM 41. LEGAL CONTINGENCIES
Perkara perdata Civil case
Perkara terkait Transaksi Saham PT Cempaka Surya Case Related to the Share Transactions of PT
Kencana Cempaka Surya Kencana
Pada tanggal 17 Juli 2023, Perusahaan dan HKR On 17 July 2023, the Company and HKR received a
menerima Gugatan yang diajukan oleh PT Azbindo lawsuit filed by PT Azbindo Nusantara, PT Cempaka
Nusantara, PT Cempaka Surya Kencana, dan Aziz Surya Kencana, and Aziz Mochdar (the Plaintiffs)
Mochdar (Para Pengugat) melalui Pengadilan Negeri through the East Jakarta District Court, Case Number
Jakarta Timur Nomor 379/Pdt.G/2023/PN Jkt. Tim. 379/Pdt.G/2023/PN Jkt. Tim.
Atas Gugatan tersebut, Perusahaan dan HKR telah In response to the lawsuit, the Company and HKR
melakukan Gugatan balik (rekonvensi) dan has filed a counterclaim (reconvention) and agreed to
menyetujui untuk dilakukan pembatalan dokumen- annul the share transaction documents of PT
dokumen transaksi saham PT Cempaka Surya Cempaka Surya Kencana, but with the condition of
Kencana namun dengan pengembalian pinjaman PT returning the loan from PT Azbindo Nusantara to
Azbindo Nusantara kepada HKR senilai Rp 1 triliun HKR amounting to Rp 1 trillion plus interest and a
beserta bunga dan uang minat senilai Rp 200 miliar. penalty amounting to Rp 200 billion.
Putusan Nomor 379/Pdt.G/2023/PN Jkt. Tim. tanggal The Decision of Case Number 379/Pdt.G/2023/PN
22 Agustus 2024 menyatakan Perusahaan dan HKR Jkt. Tim. dated 22 August 2024, stated that the
telah melakukan Perbuatan Melawan Hukum dan Company and HKR have committed unlawful acts
menghukum secara tanggung renteng untuk and sentenced them jointly to pay damages of IDR
membayar ganti kerugian sebesar Rp 11,5 triliun. 11.5 trillion. In response to this Decision, the
Atas Putusan tersebut Perusahaan dan HKR telah Company and HKR has filed an appeal represented
mengajukan upaya hukum banding diwakili oleh Tim by the State Attorney General's Office (JPN) at the
Jaksa Pengacara Negara (JPN) pada Jamdatun Jamdatun of the Attorney General's Office of the
Kejagung RI pada tanggal 3 September 2024 dengan Republic of Indonesia on 3 September 2024,
menguraikan kekeliruan Majelis Hakim Pengadilan outlining the errors of the East Jakarta District Court
Negeri Jakarta Timur yang telah mengabaikan bukti- judges who disregarded evidence, legal facts,
bukti, fakta hukum, ketentuan dalam HIR, provisions in HIR, Civil Code, and jurisprudence, and
KUHPerdata dan Yurisprudensi serta tidak did not provide adequate legal reasoning
memberikan pertimbangan hukum yang cukup (onvoldoende gemotiveerd) in stating that the
(onvoldoende gemotiveerd) dalam menyatakan Company and HKR committed unlawful acts and in
Perusahaan dan HKR telah melakukan Perbuatan granting compensation for material and immaterial
Melawan Hukum dan dalam mengabulkan ganti damages.
kerugian materil dan immateril.
Page 807
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/121 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
41. KONTINJENSI HUKUM (lanjutan) 41. LEGAL CONTINGENCIES (continued)
Perkara perdata (lanjutan) Civil case (continued)
Perkara terkait Transaksi Saham PT Cempaka Surya Case Related to the Share Transactions of PT
Kencana (lanjutan) Cempaka Surya Kencana (continued)
Putusan Pengadilan Tinggi DKI Jakarta Nomor The Decision of the DKI Jakarta High Court Number
1293/Pdt/2024/PT DKI telah terbit tanggal 7 1293/Pdt/2024/PT DKI was issued on 7 November
November 2024 yang pada pokoknya menolak 2024, which in principle rejected the Plaintiffs'
Gugatan Para Penggugat, menyatakan bahwa Lawsuit, stating that the Company and HKR did not
Perusahaan dan HKR tidak melakukan Perbuatan commit an Unlawful Act and the Company was not
Melawan Hukum dan Perusahaan tidak dihukum sentenced to pay IDR 11.5 trillion. However, the
untuk membayar Rp 11,5 triliun. Namun Gugatan Counterclaim filed by the Company and HKR was
Rekonvensi yang diajukan Perusahaan dan HKR declared unacceptable (niet ontvankelijk verklaard).
dinyatakan tidak dapat diterima (niet ontvankelijk The Company and HKR has filed a Cassation
verklaard). Atas Putusan tersebut Perusahaan dan Memorandum on 6 December 2024, based on the
HKR telah mengajukan Memori Kasasi pada tanggal Decision. PT Azbindo Nusantara and Aziz Mochdar
6 Desember 2024. PT Azbindo Nusantara dan Aziz also filed a Cassation Memorandum dated 21
Mochdar juga mengajukan Memori Kasasi tanggal 21 November 2024. Based on the Cassation
November 2024. Atas Memori Kasasi tersebut, Memorandum, the Company and HKR has filed a
Perusahaan dan HKR telah mengajukan Kontra Counter Cassation Memorandum dated 6 December
Memori Kasasi tanggal 6 Desember 2024. 2024.
Perseroan telah menandatangani Perjanjian The Company has signed a Settlement Agreement
Perdamaian tanggal 3 Februari 2025 untuk dated 3 February 2025 to cancel the development
membatalkan kerja sama pengembangan atas cooperation on the technopark project and PT
proyek technopark dan PT Azbindo Nusantara, PT Azbindo Nusantara, PT Cempaka Surya Kencana
Cempaka Surya Kencana dan/atau Aziz Mochdar and/or Aziz Mochdar have returned a loan to HKR
melakukan pengembalian pinjaman kepada HKR worth Rp 1 trillion along with interest and earnest
senilai Rp 1 triliun beserta bunga dan uang minat money worth Rp 200 billion.
senilai Rp 200 miliar.
Sebagai pelaksanaan perjanjian perdamaian, PT As the implementation of the peace agreement, PT
Azbindo Nusantara telah melakukan pengembalian Azbindo Nusantara has returned the purchase
uang pembelian 22.000 lembar saham sebesar Rp money of 22,000 shares amounting to Rp 200 billion
200 Miliar kepada HKR dan HKR telah memindahkan to HKR and HKR has transferred the rights of 22,000
hak atas 22.000 lembar saham yang mewakili 5% shares representing 5% of all shares issued by CSK
dari seluruh saham yang diterbitkan oleh CSK to AN through a Deed of Transfer of Share Rights on
tersebut kepada AN melalui Akta Pemindahan Hak 3 February 2025.
Atas Saham pada tanggal 3 Februari 2025.
Perjanjian perdamaian telah didaftarkan melalui The settlement agreement has been registered
Pengadilan Negeri Jakarta Timur dengan nomor through the East Jakarta District Court with case
register perkara 79/Pdt.G/2025/PN Jkt Tim. tanggal registration number 79/Pdt.G/2025/PN Jkt Tim. dated
13 Februari 2025. Akta Perdamaian Nomor 13 February 2025. Deed of Settlement Number
79/Pdt.G/2025/PN Jkt Tim. telah terbit tanggal 20 79/Pdt.G/2025/PN Jkt Tim. was issued on 20 March
Maret 2025. 2025.
Berdasarkan Perjanjian Perdamaian, PT Azbindo Based on the Settlement Agreement, PT Azbindo
Nusantara wajib melakukan pengembalian pinjaman Nusantara is obliged to repay the loan to PT HK
kepada PT HK Realtindo senilai Rp 1 triliun paling Realtindo amounting to Rp 1 trillion no later than
lambat pada bulan Agustus 2025. August 2025.
Pada bulan Februari dan Agustus 2025, PT HK In February and August 2025, PT HK Realtindo has
Realtindo telah menerima pengembalian sebesar Rp received refund amounting to Rp 200 billion and Rp
200 miliar dan Rp 1 triliun. 1 trillion, respectively.
Page 808
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/122 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
41. KONTINJENSI HUKUM (lanjutan) 41. LEGAL CONTINGENCIES (continued)
Perkara perdata (lanjutan) Civil case (continued)
Perkara Arbitrase Konsorsium Proyek PLTU Jawa 9 Consortium Arbitration Case for the Java 9 & 10
& 10 Power Plant Project
Pada tanggal 19 Agustus 2025, Perusahaan On 19 August 2025, the Company received a Notice
menerima Notice of Arbitration yang diajukan oleh PT of Arbitration filed by PT Doosan Heavy Industries
Doosan Heavy Industries Indonesia (DHII) melalui Indonesia (DHII) through the Singapore International
Singapore International Arbitration Centre (SIAC) Arbitration Centre (SIAC) under Case Registration
dengan Nomor Register Perkara SIAC ARB470- Number SIAC ARB470-471/25/ODO. The dispute
471/25/ODO. Sengketa ini berkaitan dengan concerns the execution of the Java 9 & 10 Coal-Fired
pelaksanaan pembangunan Proyek PLTU Jawa 9 & Power Plant Project (2 x 1000 MW) located in
10 (2 x 1000 MW) yang berlokasi di Suralaya, Suralaya, Banten. The Company acts as the
Banten. Perusahaan bertindak sebagai kontraktor contractor within a consortium formed with DHII, with
dalam sebuah konsorsium bersama DHII, dengan PT PT Indo Raya Tenaga as the project owner. This
Indo Raya Tenaga sebagai pemilik proyek. Perkara matter represents a dispute among consortium
ini merupakan sengketa antara anggota konsorsium members governed by the Consortium Agreement.
sebagaimana diatur dalam Perjanjian Konsorsium.
Perusahaan diwakili oleh Tim Jaksa Pengacara The Company is represented by the State Attorney
Negara pada JAMDATUN Kejaksaan Agung Team at JAMDATUN of the Attorney General’s Office
Republik Indonesia (Tim JPN) serta Kantor Advokat of the Republic of Indonesia (the State Attorney
Frans Winarta & Partners (FWP) dalam menangani Team) and the law firm Frans Winarta & Partners
perkara ini. Pada tanggal 17 September 2025, (FWP) in handling this case. On 17 September 2025,
Perusahaan telah secara resmi menyampaikan the Company formally submitted its Response to the
Response to Notice of Arbitration. Perusahaan telah Notice of Arbitration. The Company has estimated
memperkirakan potensi kerugian yang timbul dari the potential losses resulting from the claim. As at the
klaim tersebut. Sampai dengan tanggal penerbitan date of issuance of these consolidated financial
laporan keuangan konsolidasian ini, hasil dari proses statements, the arbitration proceedings are still
arbitrase tersebut belum ditetapkan. ongoing and no final and binding decision has been
rendered.
42. TRANSAKSI NONKAS 42. NON-CASH TRANSACTION
Informasi pendukung laporan arus kas konsolidasian Financing and investing activities not affecting
sehubungan dengan aktivitas nonkas adalah sebagai consolidated cash flows are as follows:
berikut:
2025 2024
Kenaikan aset takberwujud The increase in intangible assets
- hak konsesi jalan tol - toll road concession right
melalui utang 4,155,667 6,243,287 through payables
Akuisisi aset hak guna melalui Acquisition of right of use assets
liabilitas sewa 103,127 144,019 through lease liabilities
Revaluasi tanah 34,999 - Revaluation on lands
Page 809
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/123 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
43. REKONSILIASI UTANG BERSIH 43. NET DEBT RECONCILIATION
Pinjaman jangka Pinjaman jangka
Kas dan pendek bank panjang bank
setara kas/ dan non-bank/ dan non-bank/ Liabilitas
Cash Short-term Long-term sewa/
and cash loan bank loan bank Obligasi/ Medium terms Sukuk/ Lease Jumlah/
equivalents and non bank and non bank Bonds notes Mudharabah liabilities Total
Utang bersih Net debt as at
1 Januari 2024 39,059,927 (3,454,956) (12,031,636) (7,326,122) (10,670,353) (810,101) (188,058) 4,578,701 1 January 2024
Arus kas (2,324,388) (2,373,337) 221,858 33,500 1,475,000 16,500 161,017 (2,789,850) Cash flows
Akuisisi – liabilitas Acquisition -
sewa - - - - - - (144,019) (144,019) lease liabilities
Penyesuaian nilai tukar Foreign exchange
mata uang asing 33,490 (30,815) - - (447,600) - - (444,925) adjustment
Acquisition of
Akuisisi entitas anak - (62,800) - - - - - (62,800) subsidiary enitty
Perubahan lain - - (22,940) (2,298) (6,362) (863) - (32,463) Other changes
Utang bersih Net debt as at
31 Desember 2024 36,769,029 (5,921,908) (11,832,718) (7,294,920) (9,649,315) (794,464) (171,060) 1,104,644 31 December 2024
Arus kas (16,709,480) 1,728,819 4,164,454 81,000 - 138,250 93,914 (10,503,043) Cash flows
Akuisisi – liabilitas Acquisition -
sewa - - - - - - (103,127) (103,127) lease liabilities
Penyesuaian nilai tukar Foreign exchange
mata uang asing 37,661 (11,570) - - (372,000) - - (345,909) adjustment
Perubahan lain - - (30,936) (2,129) (12,528) (642) - (46,235) Other changes
Utang bersih Net debt as at
31 Desember 2025 20,097,210 (4,204,659) (7,699,200) (7,216,049) (10,033,843) (656,856) (180,273) (9,893,670) 31 December 2025
44. PERISTIWA SETELAH PELAPORAN 44. SUBSEQUENT EVENTS
a. Perubahan Komposisi Pemegang Saham a. Changes on shareholder’s composition
Berdasarkan Keputusan para Pemegang Based on the Resolutions of the Company's
Saham Perseroan No. 22 tahun 2026 dan No. Shareholders No. 22 of 2026 and No. SK.020/DI-
SK.020/DI-DAM/DO/2026 tanggal 5 Januari DAM/DO/2026 dated 5 January 2026 about the
2026 tentang persetujuan pengalihan saham, approval of share transfer, changes in the capital
perubahan struktur permodalan dan perubahan structure and amendments to the article of
anggaran dasar PT Hutama Karya (Persero) association of PT Hutama Karya (Persero), the
diputuskan mengenai persetujuan pengalihan shareholders was decided on the approval of the
1.316.459 saham seri B milik PT Danantara transfer of 1,316,459 series B shares owned by
Asset Management (Persero) senilai Rp PT Danantara Asset Management (Persero)
1.316.459 kepada Pemerintah Republik amounting to Rp 1,316,459 to the Government
Indonesia melalui Badan Pengelola BUMN. of the Republic of Indonesia through Badan
Dengan demikian, struktur pemegang saham Pengelola BUMN. Therefore, details of the
perusahaan menjadi sebagai berikut: Company’s shareholders are as follows:
Jumlah saham
ditempatkan dan
disetor penuh/ Persentase
Number of pemilikan/
shares issued Percentage of Jumlah/
Pemegang saham and fully paid*) ownerships (%) Total Shareholders
Pemerintah Republik The Government of the
Indonesia 1,316,460 1.00% 1,316,460 Republic of Indonesia
PT Danantara Asset PT Danantara Asset
Management (Persero) 130,329,540 99.00% 130,329,540 Management (Persero)
131,646,000 100.00% 131,646,000
Catatan/Note:
*)
Dalam jumlah penuh/In full amount
Page 810
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/124 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
44. PERISTIWA SETELAH PELAPORAN (lanjutan) 44. SUBSEQUENT EVENTS (continued)
b. Perjanjian Pinjaman Baru b. New loan agreement
Perusahaan tengah dalam proses The Company is in the process of signing a
penandatanganan Perjanjian Fasilitas Kredit Syndicated Loan Facility Agreement amounting
Sindikasi sebesar Rp 13.645.000 atas Proyek to Rp 13,645,000 for the Betung (Sp. Sekayu) -
Pengusahaan Jalan Tol Trans Sumatera ruas Tempino - Jambi section of the Trans Sumatra
Betung (Sp. Sekayu) - Tempino - Jambi. Toll Road Project.
Berdasarkan Surat Keterangan Notaris Ir. Based on the Notarial Certificate issued by Ir.
Nanette Cahyanie Handari Adi Warsito S.H. di Nanette Cahyanie Handari Adi Warsito, S.H. in
Jakarta dengan Nomor: 37/HK-SindikasiII/2026 Jakarta, Number: 37/HK-SindikasiII/2026 dated
tanggal 23 Februari 2026 menerangkan PT 23 February 2026, PT Bank Mandiri (Persero)
Bank Mandiri (Persero) Tbk, PT Bank Central Tbk, PT Bank Central Asia Tbk, PT Bank Rakyat
Asia Tbk, PT Bank Rakyat Indonesia (Persero) Indonesia (Persero) Tbk, PT Sarana Multi
Tbk, PT Sarana Multi Infrastruktur (Persero), PT Infrastruktur (Persero), and PT Bank Mega Tbk
Bank Mega Tbk secara bersama-sama disebut are collectively referred to as the Joint Mandated
sebagai Pengatur Bersama Yang Diberikan Lead Arranger and Bookrunner acting as the
Mandat dan Bookrunner untuk bertindak "Lenders", and PT Bank Syariah Indonesia
sebagai "Para Pemberi Fasilitas Pinjaman", dan (Persero) Tbk is referred to as the "Financing
PT Bank Syariah Indonesia (Persero) Tbk Provider", with PT Bank Mandiri (Persero) Tbk
disebut sebagai "Pemberi Fasilitas Pembiayaan acting as the Security Agent and Account Bank.
serta PT Bank Mandiri (Persero) Tbk selaku
Agen Jaminan dan Agen Penampungan.
Informasi ringkasan mengenai Perjanjian The summary information regarding the
Fasilitas Kredit Sindikasi adalah sebagai berikut: Syndicated Loan Agreement is as follows:
Tanggal jatuh Suku bunga
tempo fasilitas/ per tahun/
Para Kreditur (Pemberi Fasilitas)/ Jenis fasilitas/ Jumlah fasilitas/ Maturity date Interest rate per Jaminan/
Lenders (Facility Agent) Facility type Facility amount of facility annum Collateral
Perusahaan/The Company
PT Bank Mandiri (Persero) Tbk Berulang/ Rp 13,645 miliar/ Maksimum 180 bulan sejak Reference Rate Surat Jaminan
PT Bank Rakyat Indonesia (Persero) Tbk Revolving billion penandatanganan Line (Compounded Pemerintah Republik
PT Sarana Multi Infrastruktur (Persero) Facility, termasuk Grace IndONIA 90 hari Indonesia Berdasarkan/
PT Bank Syariah Indonesia (Persero) Tbk Period/ + Margin Government Guarantee
PT Bank Mega Tbk A maximum 18- months Equivalent of the Republic of
PT Bank Central Asia Tbk from the signing of the Government Indonesia based PMK
Line Facility, including the Bond Yield 10 No.142/2019
Grace Period Tahun – 0,1% & PMK 101/2018
c. Perubahan Susunan Dewan Komisaris dan c. Changes of Board of Commissioner and
Direksi Directors
Berdasarkan Keputusan Para Pemegang Based on the Resolutions of the Company's
Saham PT Hutama Karya (Persero) Nomor 124 Shareholders No. 124 of 2026 and No.
Tahun 2026 dan No. SK.053/DI-DAM/DO/2026 SK.053/DI-DAM/DO/2026 about the dismissal,
tentang pemberhentian, pengalihan tugas, dan reassignment, and appointment of members of
pengangkatan anggota-anggota Direksi, serta the Directors, as well as Resolutions of the
Keputusan Para Pemegang Saham PT Hutama Company's Shareholders No. 126 of 2026 and
Karya (Persero) Nomor Nomor 126 Tahun 2026 No. SK.054/DI-DAM/DO/2026 about the
No. SK.054/DI-DAM/DO/2026 tentang dismissal and appointment of members of the
pemberhentian dan pengangkatan anggota- Board of Commissioners dated 13 February
anggota Dewan Komisaris, pada tanggal 2026, the shareholders decided on changes in
13 Februari 2026, diputuskan mengenai the composition of the Directors and Board of
perubahan susunan Dewan Komisaris dan Commissioners.
Direksi.
Page 811
PT HUTAMA KARYA (PERSERO) DAN ENTITAS ANAK/
PT HUTAMA KARYA (PERSERO) AND SUBSIDIARIES
Lampiran 5/125 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENT
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Disajikan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
44. PERISTIWA SETELAH PELAPORAN (lanjutan) 44. SUBSEQUENT EVENTS (continued)
c. Perubahan Susunan Dewan Komisaris dan c. Changes of Board of Commissioner and
Direksi (lanjutan) Directors (continued)
Dengan demikian, susunan terbaru Dewan Therefore, details of the Company’s Directors
Komisaris dan Direksi Perusahaan menjadi and Board of Commissioners are as follows:
sebagai berikut:
Mulai dari/
Starting from
13 Februari/ February 2026
Dewan Komisaris Board of Commisioners
Komisaris Utama Denny Abdi President Commissioner
Komisaris Independen Mudanto Hatta Independent Commissioner
Wahyu Muryadi
Siti Jamalliah
Komisaris Mukri Commissioner
Essy Asiah
Direksi Directors
Direktur Utama Koentjoro President Director
Wakil Direktur Utama Sugeng Rochadi Vice President Director
Direktur Keuangan Eka Setya Adrianto Finance Director
Direktur Manajemen Risiko Fatma Dewi Setyowati Risk Management Director
Direktur Operasi I Gunadi Operations Director I
Direktur Operasi II Mardiansyah Operations Director II
Direktur Operasi III Iwan Hermawan Operations Director III
Direktur Human Capital dan Legal Muhammad Fauzan Human Capital and Legal Director
Page 812
2025
Laporan Tahunan
Annual Report
PT HUTAMA KARYA (Persero)
Jl. Letjen M.T. Haryono Kav. 8
Cawang, Jakarta Timur 13340
Telp : (021) 8193708
Email : pthk@hutamakarya.com
Names mentioned 147 people and organisations named in the text · linked when the evidence is strong
unresolved
person
Kompensasi Jangka Panjang
· Komisaris
p.8
unresolved
—
Nominasi dan Remunerasi
p.8
unresolved
—
Nomination and Remuneration
p.8
unresolved
—
Kebijakan Keberagaman
p.8
unresolved
org
PT HK Realtindo
p.9 ×3
unresolved
org
PT Hakaaston
p.9
unresolved
org
PT Hutama Karya Infrastruktur
p.9 ×5
unresolved
org
PT Indonesia Internasional Automotive Proving Ground
p.9
unresolved
org
PTE. LTD
p.9
unresolved
org
PT Hutama Prima
p.9
unresolved
org
PT Hutama Marga Waskita
p.9 ×4
unresolved
org
PT Takenaka Indonesia
p.9
unresolved
org
PT Terbanggi Besar Kayu Agung Toll
p.9
unresolved
org
PT Jasa Marga Bali Tol
p.9
unresolved
org
PT Hutama Mambelim Trans Papua
p.9
unresolved
org
PT Gorontalo Energy
p.9
unresolved
org
PT Hutama Panorama Sitinjau Lauik
p.9
unresolved
org
PT Anggrek Gorontalo
p.9
unresolved
org
PT Karya Logistik Nusantara
p.9 ×4
unresolved
org
PT Bhirawa Steel
p.9
unresolved
org
PT Nusa Pratama Properti
p.9
unresolved
org
PT Petronesia Benimel
p.9
unresolved
org
PT Semen Indogreen Sentosa Total Aset
p.9
unresolved
person
Dr. Ir. Tjokorda Raka Sukawati.
p.10 ×2
unresolved
org
Government of the Republic of Indonesia
p.11 ×2
unresolved
org
PT Medan Binjai Toll
p.11 ×2
unresolved
org
PT Bakauheni Terbanggi Besar Toll
p.11 ×2
unresolved
org
Bank Non-bank
p.18 ×3
unresolved
org
Menteri Pekerjaan Umum
p.29 ×2
unresolved
org
Minister of Public Works
p.29 ×3
unresolved
org
PT Hutama
p.29 ×4
unresolved
org
Prof. Dr. R. D. Karya
p.29
unresolved
org
H. Hutama Karya Successfully Implemented
p.31
unresolved
person
Prof. Ngoerah
p.33
unresolved
org
PT Hutama Center
p.33
unresolved
person
Prof. Ngoerah Central General Hospital
p.33
unresolved
org
Ministry of Public Works
p.35
unresolved
org
Menteri Koordinator Bidang Infrastruktur dan Pembangunan Kewilayahan
p.35 ×2
unresolved
org
Kementerian Pekerjaan Umum dan Perumahan Rakyat. Tingkat
p.41
unresolved
org
Ministry of Public Works and Housing. Budget
p.41
unresolved
person
Plt.
· Direktur Utama
p.50 ×3
unresolved
person
Vice
· Wakil Direktur Utama
p.50 ×7
unresolved
org
Pengaturan
p.51 ×3
unresolved
org
PT Saham Perusahaan Perseroan (Persero)
p.51
unresolved
org
PT Hutama Anggota Direksi Perusahaan Perseroan (Persero)
p.51
unresolved
—
Appoint Moeharmein Zein Chaniago
· Vice President Director
p.51 ×2
unresolved
org
PT Hutama Karya Perseroan (Persero)
p.52
unresolved
—
Appoint Sugeng Rochadi
· Vice President Director
p.52 ×4
unresolved
org
Kementerian Pekerjaan
p.57
unresolved
org
Ministry of Public Umum dan Perumahan Rakyat
p.57
unresolved
org
Pusat Statistik
p.57
unresolved
org
PT Fitch Ratings Indonesia
p.58
unresolved
org
PT Fitch
p.58
unresolved
person
Appoint Siti Jamaliah Lubis
· Independent Commissioner
p.65 ×13
unresolved
person
Pengangkatan Anggota-Anggota
· Komisaris
p.65
unresolved
—
Appoint Denny Abdi
· President Commissioner
p.65 ×3
unresolved
person
Mukri
· Komisaris
p.66
unresolved
org
Referred as
· Company Name
p.72
unresolved
org
Menteri Kehakiman Republik Indonesia
p.72 ×2
unresolved
org
Minister of Justice
p.72 ×2
unresolved
org
Menteri Hukum dan Hak Asasi Manusia Republik
p.72
unresolved
org
Minister of Law and Human Rights
p.72 ×2
unresolved
person
Yumna Shabrina
p.72
unresolved
org
Menteri Hukum dan Hak Asasi Manusia Republik Indonesia No. AHU-AH.
p.72
unresolved
org
PT Karya (Persero)
p.75 ×2
unresolved
person
Notary Kartini Muljadi
p.75 ×6
unresolved
person
Notary Ashoya Ratam
p.75 ×6
unresolved
org
H. Perusahaan Negara Hutama Karya. In
p.75
unresolved
org
Kementerian Badan Usaha Milik Negara
p.77
unresolved
org
Ministry of State-Owned Enterprises
p.77
unresolved
org
Milik Negara
p.78 ×2
unresolved
org
Menteri BUMN
p.78
unresolved
org
Minister of State-Owned Enterprises
p.78 ×7
unresolved
org
PT Sarana Citranusa Kabil
p.81 ×2
unresolved
org
Bank Indonesia
p.81
unresolved
org
Bank Indonesia Karawang
p.81
unresolved
org
PT Petrokimia Gresik
p.82
unresolved
org
PT Petrokimia Gresik Pengembangan Properti
p.82
unresolved
org
PT Anggrek Gorontalo International Terminal
p.82 ×2
unresolved
org
PT Indonesia International Automotive Proving
p.82
unresolved
org
PT Indonesia International Automotive Proving Ground
p.82
unresolved
org
PT Karya Logistik Nusantara Pemerintah
p.82
unresolved
org
Kota Nusantara
p.82
unresolved
org
PT Brantas Abipraya (Persero)
p.83 ×6
unresolved
org
Nindya Karya (Persero) Tbk
p.83 ×8
unresolved
org
PT Nindya
p.83
unresolved
org
PT Hutama Marga Waskita Pemerintah
p.83
unresolved
org
Menteri Badan Usaha Milik Negara Pengangkatan
p.88 ×3
unresolved
org
Pengaturan Badan Usaha Milik Negara
p.88
unresolved
org
PT Hutama Karya. Appointed
· Vice President Director
p.88 ×3
unresolved
org
Minister of State-Owned Enterprises Number SK-
p.88 ×7
unresolved
org
PT Hutama Karya Nomor Pengangkatan
p.89
unresolved
org
PT Hutama Karya. Appointment
p.89 ×4
unresolved
org
Menteri Badan Pengangkatan
p.90
unresolved
org
Menteri Badan Usaha Milik Negara
p.90
unresolved
org
PT Hutama Legal Basis
p.91
unresolved
org
Menteri Badan Usaha Milik Negara Nomor SK-
p.92 ×2
unresolved
org
PT HK Infrastruktur
p.93 ×4
unresolved
org
PT Hutama Pengangkatan
p.95
unresolved
org
Pengaturan Badan Pengangkatan
p.96
unresolved
org
Menteri Badan Usaha Milik Pengangkatan
p.98
unresolved
org
Menteri BUMN No. SK-
p.100 ×17
unresolved
org
Minister of State-Owned Enterprises No. SK-
p.100 ×4
unresolved
org
Minister of State-Owned Enterprises Human Capital and Legal
p.100 ×2
unresolved
org
Minister of State-Owned Enterprises Operations Director I
p.100 ×2
unresolved
org
Minister of State-Owned Enterprises Operations Director III
p.100
unresolved
org
Minister of State-Owned Enterprises Risk Management
p.100 ×2
unresolved
org
PT Hutama Karya Pengangkatan
p.104
unresolved
org
Kementerian Luar Negeri Republik Indonesia
p.104 ×2
unresolved
org
Ministry of Foreign Affairs
p.104 ×2
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