AnnualReport2025-SMDR-att2.pdf

P-ESILIENGE IN GLOBAL DUR-R-ENTS

Reflecting the Company's ability to remain resilient and adaptive in sustaining its performance amid
global dynamics and uncertainties, the Company has successfully maintained performance stability
while capturing opportunities within a rapidly evolving environment. This resilience serves
as a foundation for ensuring sustainable growth, long-term value creation, and positive contributions
to all stakeholders.

Theme Continutty

2014

EXPANDING HORIZONS

The journey toward limitless new
possibilities, opening pathways
to broader and more innovative
opportunities. Through mutually
supportive collaborations, the
Company has been able to
overcome challenges and achieve
higher goals, while creating a
positive impact at every step. The
Company remains committed

to continuous growth, adapting
to transformation, and exploring
new horizons leading to greater
achievements.

1015

SET TO THRIVE

Reflects the Company's
commitment to moving forward
with resilience in facing ever-
Changing challenges. The Company
proactively adapts its strategies
and operations not only to survive,
but also to thrive amid fluctuating
market conditions. With over
seven decades of experience, the
Company remains optimistic about
leading the shipping and logistics
industry.

2011

THOSE WHO CAN STEER, CAN
SAIL IN ANY WIND

Like a ship navigating a vast ocean
and amid crashing waves, the
Company faces new challenges
every year. As in sailing, while we
cannot control the wavesorthe
direction of the wind, we must be
able to steer the ship towards its
destination. With its experience and
expertise, in the midst of significant
Challenges, the Company managed
to achieve encouraging results in
2022.

Table ok Contents

Table of Contents
Disciaimer & Limitation of Liability
Motto

.. Highlight of 2025 Samudera

Kajgpto
. Financial Highlights
.. Sustainability Performance Highlights

.. Sukuk Highlights
Stock Highlights

Stock Trading Charts
Sanctions on Stock Trading
- Corporate Action

- Awards & Certifications

. Important Events 2025

Management F-eport
.. Board of Commissioners' Report
.. Board of Directors' Report

bompany Prokile

33

Vision, Mission and Values of the Company
Samudera Milestones
Business Lines
Operational Areas
Integrated Solutions
.. Share Listing Chronology
.. Shareholding Composition
. Shareholders Categories
.. Shareholders Structure

.. Capital Market Supporting Institutions and
Professionals

.. Association Membership

.. Organizational Structure

-. Board of Commissioners Profile
- Members of Audit Committee
«. Board of Directors Profile

Key Executive

Structure Group

.. Subsidiaries & Associations

sanga saree Discussion # Analysis

« Economic Review

Industry Overview

Operations and Segment Review

Financial Review

Debt-Paying Ability (Solvency)

Account Receivable Collectability

.. Capital Structure and Capital Structure Policy
.. Material Commitments For Capital Expenditures
.. Capital Expenditure Realization

.. Realization of the Use of Sukuk Ijarah

.. Marketing Aspects

. Dividend Realization

.. Material Information and Facts Post Auditor's Report
Date

140.
141.

-. Business Outlook For 2026
-. Financial Projections For 2026

borporate Governance

146....... Corporate Governance Structure

148 ....... General Meeting of Shareholders

152 ....... Board of Commissioners

153....... Board of Directors

157 ....... Audit Committee

160....... Nomination and Remuneration Committee
181. .. Corporate Secretary

164. Internal Audit Unit

169. Risk Management

.. - Engagement of Public Accountant and Public

Accountant Firm
Significant Legal Matters
Code of Ethics

-. Anti Bribery, Gratifications, and Money Laundering
Policy

-. Violation Reporting System (Whistleblowing System)
Results of Complaint Handling

... Implementation of The Code of Good Corporate
Governance of Public Listed Companies

172.

173.
174.
175.

Sustamability P-eport

180. -. Reporting Scope

181.. .. Sustainability Strategy

184. .. Sustainability Governance

186. -. Sustainability-Based Risk Management

187 ....... Stakeholder Engagement

188. Collaborative Initiatives for Sustainability

189. Challenges to Sustainability Implementation

189. Sustainable Economic Performance

». Indirect Economic Impact

A. Sustainable Procurement Practices

192. . Commitment to Environmental Sustainability

ND o care. Climate Action: Transition Toward Low-Carbon
Logistics Services

Wc awovan Environment & Ecosystem: Ensuring Environmental
Preservation

UP Loc... Better Workplace: Strengthening Talent
Empowerment Commitment

. Strengthening Information Technology Systems and

Digitalization

- Workforce

Talent Training and Development

Guality, Health, Safety, and Environment

- Community Empowerment: Fostering Harmonious
Relationships with The Community

- Social and Environmental Responsibility Program

.. Recountability and Ethical Governance -—

Maintaining Business Ethics and Customer

Satisfaction

-. Uistof Address

- Aecountability Statement of Annual & Sustainability
Report 2025

- Feedback Form

-. Reference of OJK Circular No. 16/SEOJK.04/2021
-. Reference of OJK Regulation No. 51/POJK.03/2017
-. GRI Standard 2021 Content Index

230.

Annual & Sustainability Report 2025

“Dabitky

The Establishment of the Annual and Sustainability
Report of the Company for the year 2025 uses
standards as stipulated in Financial Services
Authority Regulation No. 29/POJK.04/2016
concerning Annual Reports of Issuers or

Public Companies, as well as Circular Letter of
Financial Services Authority Regulation No. 16/
SEOJK.04/2021 regardingthe Form and Contents
of Annual Report of Issuers or Public Companies,
and Financial Services Authority Regulation No.
S1/POJK.03/2017 concerning the Implementation
of Sustainable Finance for Financial Services
Institutions, Issuers, and Public Companies.

This annual report contains statements of
financial condition, operational results, policies,
projections, plans, strategies, and objectives of
the Company.

The prospective statements in this Annual Report
are subject to multiple assumptions on the

most current and future conditions as well as

the environment where Samudera conducts its
business activities.

The financial data presented in this Annual and
Sustainability Report are consolidated. Certain
sustainability data presented may not yet cover
all entities, however, it has already reflected the
actual data.

This Annual and Sustainability Report contains the
words “Samudera” and “the Company”, which are
the definition of PT Samudera Indonesia Tbk. This
report is presented in bothindonesian and English
version, presented in separate publications. The
Annual and Sustainability Report can be read and
downloaded on the official website of Samudera
at www.samudera.id.

KN
Na

nga

——

1 TAI) Pupugenyuyn
| Hi LINI n

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ja.
(

MI
Mu

|

Danpa

KW 11

1015

Achievements

PER-FOR-MANGE

Net profit increased

5

FINANGIKL

reaching
USD52.1
million

sia Tbk

PT Samudera Indone:

OkPITkL MAR-LET
KOHIEVEMENT

Obtained

Single x

rating for the issuance
of Sukuk Ijarah Phase II
to support shipyard
development in Madura

#
2 busiNEss #

sTRekTeao OPER-ATONAL

EXPANSION EXOELLENOE

. Launched anew Operates vessels eguipped
international shipping with green technology
route India

moto linen @ sa Peres

3 Development .ofshipyard Received ESG Risk Rating
at Madura

- Established joint venture
to develop and operate hb
Patimban Port e (Modium P-isk)

- Collaboration with
Eng kong Holdings Pte Ltd from Morningstar Sustainalytics

Annual & Sustainability Report 2025 Gg

MTI NI
TNI INN |

ajang Wi
ILK

TI i :
2in3 TI
an

FINANGIKL HigHLiaHTs

Gonsolidatod Statement ok Prokik

245 And Okhor

mprohonsive Income (in USD)

Service Revenue 801,694,731 737,405,211 772.404.229
Gross Profit 147.289,403 149.408.207 153.765.562
Profit for the Year 79,084,613 76979,315 109.996.540

Owners of the Parent Entity

52,050,752

50,702,939

74,588,339

Non-Controling Interests

27.033.861

26,276,376

35.408.201

Owners of the Parent Entity 43.245,669 43551,414 78,698.710
Non-Controlfing Interests 26,702,986 26.074.933 35,391,742
Basic Earnings per Share 0.003 0.003 0.005
EBITDA 200.330.753 169.194,656 246.122.991
onsohdatod Statomont ok Funancwl Position lin USD)
Investment in Associates and Joint Ventures 44613655 36725558 45.687.881
Total Assets 1,426,303,962 1,288,689.755 1,256,963,375
Total Liablities 652.815.246 5611476710 571.449.588
Total Eouity 773.488.716 727.213.045 685.513.787

Financial Price (in 9)

Return on Assets (ROA) Ratio 5S 60 88
Return on Eguity (ROE) Ratio 102 106 161
Gross Profit to Revenue Ratio 99 104 142
Current Ratio 2160 213 2401
Liabilities to Total Assets Ratio 458 436 455
Liabilities to Eguity Ratio sad 72 83.4

PT Samudera Indonesia Tbk

SERNILE P-ENENUES

(in USD)

2013 772.404.229
2014 737.405.211
2015 - 801,694731

RSS PROFIT

(in USD)

2013 153.765.562
2014 149,408,207

1015 147,289,403

kssE6ts
(in USD)

2023 E 1.256,963,375
2014 1,288,689,755
1,426,303,962

SUSTMNABILITY PER-FOR-MANGE HiaHLiaHTS

Feonomis Portormance

Economic Value Distributed

767.427.733

702,712,248 TTAAS7 169

Local Supplier Engagement

» 958

822 899

Environmental Pertormance

Energy Consumption 6.570.542 5,256,313 5,328,371
Energy Intensity G./Unit Vessel 177,582 117.029 121100
Total Emissions 1,2 & 3 Ton CO2eg 858,262 705,337 620.544
Ton CO2eg/Unit Vessel 20,435 17.203 14,775

Emissions Intensity
Ton CO2eg/MUSD 1070.6 9565 803.4
Water Consumption ML 1009 371 327
Waste Generated Ton sa2a 11426 1,886.7

Annual & Sustainability Report 2025

Social Performance
4,895 472

Total Employees Person 5.079
Ratio of Female Employee x 169 73 za
Employee Turnover x 44 48 47
Training Hours/Employee 225 142 95

Corporate Social Responsibility (CSR)

Bpanta IDR 13.367.258,405 24,523,238.153 20.126,829,428
re

sukuk HigiLiaHTs

Type Principal

ok Securities kemount (1D)

Continuity Sukuk
Ijarah Samudera
Indonesia Phase |
Year 2023 Series A

210,825.000,000 695 14,652.337.500 12/08/2024 Pefindo idAslsy)

Continuity Sukuk
Ijarah! Samudera
Indonesia Phase |
Year 2023 Series B

339175,000,000 9-5 32,052.037.500 02/08/2028 Pefindo idAsay)

Continuity Sukuk Ijarah
1 Samudera Indonesia 500,000,000.000 285 44250,000.000 | 0410712030 Pefindo idAslsy)
Phase II Year 2025

STOK HiaHLiaHTs

@UARTERLY STOCK TRADING SUMMARY

Prices
te 322 308 298 400 2051952500 | 16375400,000 51010,933,600.000
02 2 324 252 325 ms710.000 | 16375.600,000 5305.694,400,000
03 324 342 302 396 2689735500 | 1637500000 5.922967,200,000
ca 32 z8 258 38 864960200 | 16375.00,000 4.388,660,800,000

PT Samudera Indonesia Tbk

STOOW- HigHLiaHTS

@UARTERLY STOCK TRADING SUMMARY

@a 270 230 n6 292 536.708.200 16.375,600,000 3.766,388,000.000
@2 212 312 192 368 1,841,575,200 16,375,600,000 5,109.187.200,000
@3 34 318 296 370 1.934.118,200 16.375,600,000 5.207.440.800.000
aa 36 392 292 “16 3.237.558.200 16.375,600,000 6,419.235,200,000

STOK TE-dING CHAR-T

STOCK PRICE MOVEMENT 2024-2025
PT SAMUDERA INDONESIA TBK

B251FE8.200
450 isa ia 3S 3.000,000,000
Highest Stock
Price W2 2100
400 $
1 2,500,000,000
350 soKtlessuo
300 2.000,000,000
250
1,500,000,000
200
150 1,000,000,000
100 :
5
8 500.000.000 3
& s0 | | 2
8 WA N IN 8

012024 @22024 32024 @42024 @12025 @22025 @32025 @42025
Tiki Closing Price mama Transaction Volume

Annual & Sustainability Report 2025 (

Sanctuons..

subject to a suspension of trading
Trading and/or delisting of its shares.

The Company issued Continuity Sukuk Ijarah |
Phase II Year 2025 amounting to IDR500 billion
D V D YA 6 for 5 year tenor. The Sukuk was officially listed on
the Indonesia Stock Exchange (IDX) on 7 July 2025.

Action (

kwards £
berhhcarwns

Certificate Id Certificate
—

arar

ISO 45001:2018 ISO 27001:2022
obtained in 2022 obtained in 2023
recertified in 2025 recertified in 2025

Singapore Corporate Awards-Best Managed Board
Mid-Cap catergory

Fortune Southeast Asia 500
Fortune Indonesia 100

Innovation for Social Impact-Future Initiative Forum 2025

00 0 0

CSA Awards-Outstanding Company
Sector Transportation & Logistics (Main Board)

Best Industry Marketing Champion 2025
Logistics Sector, Markplus Conference 2026

tg PT Samudera Indonesia Tbk

Certificate Certificate

ISO 37001:2016 ISO 14001:2015 ISO 9001:2015
obtained in 2021 obtained in 2022 obtained in 2022
recertified in 2025 recertified in 2025 recertified in 2025

Certificate H Certificate
aan

———

—

"ta

ISO 22301:2019 ISO 37301:2021
obtained in 2023 obtained in 2025

recertified in 2025

SI—
Sa

Annual & Sustainability Report 2025

«

Certificates issued by TUV NORD valid until 2026

Significant Events

201

February June

30
Collaborated with Bina Held the Annual
Nusantara University (BINUS) General Meeting
in the fields of education, of Shareholders
research, and community for Fiscal Year
engagement 2024

&

kpni July

Established Announced the
PT Korea Marine Cargo Services Jakarta distribution of

the 2025 interim
18 dividend

Received 1 container vessel
with a capacity of 701 TEUs named
Sinar Pangkalan Brandan

September

Established
Samudera Ship Holdings Pte Ltd

12
Collaborated with Noovoleum
under the Samudera Green Movement by

providing UCOllect Boxes to collect used
cooking oil for value-added reuse DVEM BN

29 13

Received 1 container vessel Celebrated
with a capacity of 2,684 TEUs 76" Anniversary
named Sinar Carita of Samudera

O- &

October

Established Samudera Japan KK

25

Collaborated with the Darmawan Mangunkusumo
Foundation in a cataract surgery social program for
fishermen and residents Cikakak Village, Sukabumi

10) Dian
tu |
LK Uu

SEN
SEA

an Di jan Mun Ka
MIT MJN Ma IN! —— TAN

Wi Ae

: Ar imam Gi

FDA

FG

"The Company demonstratod
resihence amid global uncertanty,

supported by disciplned
trxecution, prudent oversight
by he Board ok Commissioners,

And A continued kocus on
sustainable long-kerm growth,"

SHANTI

Lasminingsih Poesposoetjipto

Annual & Sustainability Report 2025 Gg

Oeimmis con

Hoesen & Ken Narotama Hidayatullah « Masli Mulia « Shanti Lasminingsih Poesposoetjipto
Amir Abadi Jusuf « Anugerah Pekerti

aa PT Samudera Indonesia Tbk

Annual & Sustainability Report 2025 ,

The Board of Commissioners
observed that the maritime and
logistics industry faced significant
economic and geopolitical
uncertainty in 2025. This was
driven by escalating trade
tensions, particularly the United
States" imposition of reciprocal
import tariffs on a range of
countries, including China.
While the tariff increases were
announced in the first guarter
of 2025, their implementation
was temporarily paused until
the third guarter, during which
front-loading activities and
shifts in trade routes supported
an'increase in container freight
rates. The Company recognized
the need for operational agility
in response to uncertainty and
prioritized strengthening business
resilience.

To navigate geopolitical
complexities, the Company
implemented an adaptive
strategy, enhancing flexibility
and resilience while maintaining
disciplined cost management. The
Board of Commissioners notes
that the Company's ability to
balance vigilance toward global
risks with the pursuit of strategic
Opportunities was instrumental to
delivering improved performance
in2025 compared to the previous
year.

Shifting trade patterns, which
increasingly necessitated
efficiency, have underscored the
importance for responsive and
measured leadership. The Board
of Commissioners recognizes
that Management has not
treated operational challenges
as obstacles, but as catalysts

for accelerating transformation

PT Samudera Indonesia Tbk

across the Company's business
lines. The strong synergy between
supervisory and executive
functions has reinforced the
Company's resilience amid
Challenges and has been critical
to sustaining long-term growth.

As the shipping industry
continues its transition toward
digital and sustainability-oriented
business processes, the Board

of Commissioners has provided
strategic direction to ensure
that the Company's business

development remains firmly
grounded in the principles of
Good Corporate Governance.
The foundations strengthened
throughout 2025 reinforced the
Company's position as a trusted
integrated logistics solutions
provider and one that creates
enduring, sustainable value for its
stakeholders.

This report presents the Board
of Commissioners' assessment
of the Board of Directors'

performance, together with its

oversight of the formulation
and implementation of the
Company's strategy, as a form
of accountability in guiding
Samudera's journey toward
sustainable growth with lasting
impact.

KkSSESSMENT IF THE
BOARD OF DIK-EOTIR-S'
PER-FOR-MANGE

The Board of Commissioners
Ccommends the Board of
Directors for its leadership in

managing the Company amid
global market fluctuations and
industry pressures throughout
2025. Despite volatility in freight
rates and exchange rates, the
Board of Directors demonstrated
adaptability and maintained
optimal fleet utilization. This
reflected the Company's strong
operational resilience.

From both financial and
operational perspectives, the
Board of Commissioners assesses
that the Board of Directors

maintained cost discipline,
managed cash flow prudentiy,
and consistently executed risk
mitigation measures. The Board of
Directors has pursued strategic
partnerships and explored new
business opportunities with
careful deliberation to reinforce
the Company's business
fundamentals and its commitment
to financial health and long-term
sustainability.

Annual & Sustainability Report 2025

donesia Tbk

On governance and risk
management, the internal control
system is assessed to be effective
and continues to be strengthened
through standardization and
digitalization. This is evidenced
by the Company's achievement
of Integrated Management
System ISO certification in

2025, which attested to the
Board of Directors' success

in ensuring operational and
compliance excellence in line
with international standards.
These efforts have also enabled
the Company to once again
receive an ungualified opinion in
all material respects from 2025
External Audit. The impact of the
Company's social initiatives also
improved in 2025 compared to
the previous year, and the Board
of Commissioners recognizes the
comprehensive environmental
improvements undertaken by

the Board of Directors, including
the deployment of integrated
digital systems for monitoring
environmental performance.

ONEE-SIGHT OF
Abad @) F0 al
D IMPLEMENTATION
The Board of Commissioners
@exercises consistent oversight
over the formulation and
implementation of corporate
strategy by the Board of
Directors through sound
governance frameworks.
Through joint meetings and
sustained communications
with the Board of Directors,
the Board of Commissioners
conducts through evaluations
of each investment plan and
business expansion initiative
prior to strategic approval.
These evaluations consider
market potential, operational
efficiency, cost of funds,
Environment, Social, Governance
(ESG) considerations, and the

robustness of risk mitigation
frameworks.

This oversight ensures that
business model development
remains relevant and that
strategic partnerships are
effective and mutually beneficial.
In 2025, these included
partnerships that will position the
Company to grow its Ports and
Logistics businesses. Investments
in productive assets—including
fleet expansion, maritime
Infrastructure development and
corporate actions such as the
issuance of Sukuk Ijarah Phase

Il in 2025—are evaluated for
appropriateness in supporting
long-term value creation.
Strategy implementation is
further supported by Human
Capital transformation and the
digitalization of management
systems, which collectively
strengthen operational control.

The Board of Commissioners
also supports the Company's
procurement of low-emission
vessels, the digitizing of ESG
data and adoption of global ISO
Standards as proactive responses
to evolving international
maritime regulations, including
the Carbon Intensity Indicator
issued by the International
Maritime Organization. The
selective allocation of resources
toward low-carbon technology
investments remains a key
priority.

Nun, ON busINEss
0s PEoTs

The Board of Commissioners
has reviewed and approved
the 2026 business outlook

and targets prepared by the
Board of Directors, taking into
account prevailing geopolitical
dynamics and global economic
developments. In line with the

International Monetary Fund's
projections of stable global
growth in 2026, the Board of
Commissioners assesses that
the Company's fundamentals
are sufficiently strong to support
positive growth.

This outlook is underpinned

by the Company's continued
success in retaining customers,
as well as the planned realization
of certain investments and new
business initiatives scheduled to
commence operations in 2026.
Nevertheless, the Company
remains cautious and well-
prepared to address ongoing
global uncertainties.

The Board of Commissioners
emphasizes the importance of
sustainable finance practices
and will ensure that all capital
expenditure allocations for
2026—primarily for fleet
renewal—are subject to
environmental impact verification.
Practical measures, such as the
procurement of low-emission
vessels, the electrification

of port eguipment, and the
development of Green & Smart
Ports, are considered strategic
steps toward maintaining long-
term competitiveness in a rapidly
evolving global market.

The Board of Commissioners

also highlights the importance

of vigilance regarding exchange
rate volatility and constraints in
domestic green infrastructure,
accompanied by continued cost
discipline. The strengthening of
the Company's ESG risk profile to
the Medium Risk category in 2025
— as assessed by Sustainanalytics
— provides a solid foundation
from which the Company can
build in 2026. The Board of
Commissioners is committed to
overseeing fleet revitalization
and business expansion with

Annual & Sustainability Report 2025

precision and purpose, to ensure
that Samudera remains resilient
and delivers high-guality returns
to all stakeholders through the
transition to a green economy.

In closing, the Board of
Commissioners recommends that
the Board of Directors further
deepens the implementation

of Enterprise Risk Management

in 2026, particularly across
strategic business units. By
integrating key risk indicators

into budgeting processes, the
Board of Commissioners believes
that the Company will be better
positioned to withstand market
volatility while continuing to
deliver professional and reliable
services.

The Board of Commissioners
notes that the implementation

of Good Corporate Governance
throughout 2025 has grown
increasingly effective, not only in
meeting compliance reguirements
but also in strengthening
stakeholder trust. The Board of
Commissioners appreciates the
Board of Directors' commitment
to transparency and integrity in
decision-making, supported by
an accurate and reliable financial
reporting system. Through
constructive synergy, all strategic

MA... .&» “Ba

PT Samudera Indonesia Tbk

"..7.-— aw

policies are implemented within
a framework of prudence and
sound governance.

The advancement of the
Company's risk management
maturity to the Strong Practice
category is recognized by the
Board of Commissioners as a

significant positive achievement.

The integration of Governance,
Risk, and Compliance with ESG
pillars, along with adherence
to international standards,

demonstrates that internal
control mechanisms have been
standardized in line with global
best practices, enabling the
Company to proactively mitigate
various risks.

To support these efforts, the
Board of Commissioners has
further reinforced its oversight
through the Audit Committee,
and assesses that the Company
is well-eguipped to identify and
mitigate both key corporate

risks and risks associated with
strategic projects.

lur kPPE-S0kTON

On behalf of the Board of
Commissioners, we extend our
deepest appreciation to the Board
of Directors, the management
team, and all employees for

their professionalism, integrity,
and extraordinary dedication
throughout 2025—a year that

was as challenging as there have
been opportunities. The resilience
and collaboration of everyone
have been essential in maintaining
stability while advancing

the Company's sustainable
transformation and growth.

We also express our sincere
gratitude to our shareholders,
customers, business partners, and
government authorities for their
continued trust and support. The
Board of Commissioners remains
steadfast in its commitment

to providing objective and
independent oversight, to ensure
the creation of sustainable long-
term value for all stakeholders.

On behalf of the Board
of Commissioners

SHAAMI

LASMINNGSIH
Pore Posoe TPT

President Commissioner

Annual & Sustainability Report 2025

"kmid economic uncertanty and
global market volakility n 2025,
Samudera strongthened its
realence Fhrough partnership
expAnsion And strategic
nvestments, while mantawing cost
diseiplne to suskam stable business
perkormance."

BAN

M. Mulia

1» PT Samudera Indonesia Tbk

sustainability Report 2025 “9

TO Juk- ES TEEMED
SHkR-EHOLDER-S AND
STKLEHOLDEE-S,

We are grateful for the blessings
of God, which have enabled

the Company to navigate

the challenging year of 2025

and deliver performance that
exceeded our targets. Drawing on
more than 75 years of experience
in the shipping industry, the Board
of Directors remains committed
to capturing the best available
opportunities while driving
continuous transformation and
innovation across all business
lines as a foundation for long-
term growth.

Throughout 2025, geopolitical
developments, evolving trade
policies, and supply chain
realignments reshaped shipping
routes and increased industry
complexity. Disruptions in key
strategic corridors, notably

the Red Sea, led to longer
voyage times and effectively
tightened vessel capacity.
Structurally, this has increased
as demand patterns evolved and
opportunities emerged.

At the same time, economic
slowdowns in several key markets
and rising trade protectionism
weighed on demand in certain
segments. In response,
Samudera adapted nimbly.

We strengthened our network
connectivity in an integrated
manner, optimized operational
efficiency, and maintained
disciplined cost management to
preserve competitiveness and
performance resilience. This was
complemented by a selective
approach to asset deployment
based on demand visibility, which

PT Samudera Indonesia Tbk

ensured that capacity expansion
remained aligned with market
fundamentals.

To maintain stability while
advancing our transformation
agenda, the Company
concentrated resources on
three key pillars: value-driven
route optimization, sustainable
cost efficiency, and accelerated
digitalization. Agility in fleet
management was continuously
improved, alongside measured
strategic expansion to enable
swift and effective responses to
market changes.

Against this backdrop, Samudera
delivered stable performance
while progressing its long-term
strategy to remain resilient

and competitive in a dynamic
environment. The Company
maintained strong operational
discipline, prudent capital
allocation, and an expanding
global market presence, while
also positioning ourself to capture
opportunities from ongoing
realignments of global trade
patterns.

COMPANY STE-KTEA
POLIOY

In 2025, Samudera's primary
strategic direction centered

on the strengthening of its
international presence and
expansion into global markets.
This growth agenda was pursued
in alignment with the Company's
sustainability commitment,
integrating environmental, social,
and governance (ESG) principles
across all business operations.

The strategy is anchored on
five key aspects: fostering an
inclusive work environment,
protecting marine ecosystems,

strengthening ethical governance,
empowering communities,

and advancing climate action
through energy efficiency.
Through this framework, our
business expansion not only
drives growth but also generates
responsible and lasting value for
all stakeholders.

Execution of this strategy

took place within an evolving
regulatory landscape, including
tighter international maritime
regulations such as the Carbon
Intensity Indicator (CII) issued

by the International Maritime
Organization , rising investment
reguirements for low-carbon
technologies, and limited green
infrastructure in domestic
markets. In response, the
Company incorporated low-
emission technologies in new
fleet acguisitions, digitized

ESG data to improve reporting
transparency, and adopted
international ISO standards

to ensure compliance with
global best practices across
areas spanning environmental
management to information

security. Strategic collaborations
were also deepened to enhance
the Company's adaptability ina
dynamic global market

As an organization, the
effectiveness of this strategy is
supported by internal structures
that integrate sustainability
considerations and oversight into
strategic decision-making. Human
Capital development is focused
on building competencies and
digitizing talent management
systems to cultivate a skilled and
agile workforce.

BOKR-D OF DIR-EOTIR-S
IN FORMULAMNG
COMPANY STEKTEGN

AND STRATEGI POLIOY

The Board of Directors exercises
its leadership through four
integrated pillars. First, it sets the
long-term strategic direction,
providing the compass for the
Company's growth. Second, it
ensures disciplined execution
through consistent and adaptive
Operational oversight. Third, it
proactively manages industry
risks to maintain performance
stability and resilience across
industry cycles. Fourth, it
Captures strategic opportunities
through measured investment
and business development
decisions, guided by sound
financial principles.

Through ongoing performance
evaluation across all business
lines, the Management ensures
that policies are effectively
implemented and relevant.
These four pillars underpin the
Company's competitiveness
and ability to deliver sustainable
growth.

2025

ty Report

Annual & Sustainabill

#SAMUDERA

PT Samudera Indonesia Tbk

PA yA Lil
IMPLEMENTATION 6y THE
BOKE-D OF DIR-E0TOR-S

A cornerstone of the Company's
growth strategy is the pursuit

of partnerships that foster
complementary and collaborative
synergies.

In 2025, the Company, through
its subsidiary Samudera Japan,
established a collaboration with
Imoto Lines, one of Japan's
leading domestic operators

and a company with deep local
expertise. This partnership is
designed to build a solid working
relationship through the exchange
of operational knowledge while
opening avenues for areas of
collaboration.

The Company also strengthened
its ecosystem through strategic
investments and infrastructure
development initiatives. As part
of its regional expansion, the
Company is developing Galangan
Samudera Madura (GSM), a
5.5-hectare shipyard with over
40,000 DWT capacity and
comprehensive maritime facilities,
targeted for completion in 2027.
This development reflects the
Company's strategic intent to
Capture growth opportunities

in Eastern Indonesian waters,
addressing the current
concentration of large graving
dock facilities in the western
region of Indonesia.

In parallel, the Company,
together with its partners, has
established a joint venture,

PT Patimban Global Gateway
Terminal, to develop and operate
a container terminal at Patimban
Port, West Java. Positioned as

a complementary gateway to
Tanjung Priok, the terminal is

expected to enhance national
port capacity and improve
logistics efficiency. The project
remains on track, with eguipment
procurement targeted for
completion by August 2026.

Further reinforcing its integrated
logistics ecosystem, the Company
also collaborated with Eng Kong,
a Singapore-based leading
provider of container depot and
supporting logistics infrastructure
services, operating a network

of 20 fully integrated and
technologically advanced depots
across Asia. This collaboration
underscores the importance of
Container depot and logistics
infrastructure as a critical
component of the shipping value
chain.

sustainable Finance
Implementation

The Company integrated

ESG considerations into all
investment decisions through a
structured, data-driven approach.
Capital expenditure proposal
are vigorously evaluated not
only on financial returns but
also environmental and social
impact. The procurement of
low-emission vessels, together
with the development of Green
& Smart Ports through the
electrification of operational
eguipment, represents a
concrete commitment to long-
term, sustainability-oriented
operational transformation.

The Company's sustainable
finance initiatives also contribute
to strengthening the national
supply chain through the
engagement of domestic
suppliers, while enhancing
transparency for investors
through strategically integrated

Annual & Sustainability Report 2025

sia Tbk

Indone:

Kg PT Samudera

investor relations and ESG
reporting. The Company reports
its sustainability performance in
accordance with POJK Regulation
No. S1/POJK.03/2017 and the
Global Reporting Initiative (GRI)
standards. This commitment

is reflected by continued
improvement in its ESG risk rating
from Sustainalytics.

Landa Ta ti and
Operational Me
ranskormation

To ensure the effective execution,
the Company applies a structured
strategic cascading approach
that aligns Human Capital (HC)
strategies with the Company's
Vision and Mission. HC operates
as a strategic business

partner that plays a central

role in building organizational
resilience, facilitating business
expansion, and enabling long-
term sustainability through
precise talent planning and
financial support. The Human
Capital Management System
has grown increasingly mature
and integrated, underpinned by
the consistent implementation
of transparent and accurate HC
procedures and standards that
reduce the risk of human error.

GOMPAFASON. BETWEEN
OHEVED R-ESuLTs AND
COMPAN Y TAR-GETS

Throughout 2025, the Company
successfully delivered on

its strategic targets while
maintaining resilience ina
challenging industry environment.

Economic and Industry
Overview

Despite facing a correction in
global container freight rates of
2476, the Company's strategy is

focusing to capture opportunities
on intra-Asia and Asia-Europe
routes where still recording
positive container volume growth
of 64 and 8.14 year-on-year
(YoY), respectively. This strategy
resulted in the Company's cargo
volume growth increasing by

856 YoY, outperforming global
container shipping volume growth
of 54. Operational cost efficiency
benefited from a 224 decline in
the average price of Singapore
Very Low Sulphur Fuel Oil, which
fell to USD493 per metric ton.

Domestically, the Company's
performance grew in line with
Indonesia's economic expansion
of 5.118, driven by the strong
growth in the national sea and
land transportation sectors of
10.254 and 9.754 respectively
and further supported by a

5.295 YoY increase in domestic
container throughput. These
figures underscore the strategic
importance of role of sea, land,
and port transportation within the
national supply chain amid global
market fluctuations.

Financial Perkormance
Overview

The Company recorded service
revenue of USD801.7 million, an
increase of 8.746 from USD737.4
million in 2024. Profits attributable
to owners of the parent entity
grew 2.84 to USD52.1 million,
from USD50.7 million in the
previous year. Service costs
rose 11.396 to USD654.4 million,
exerting pressure on margins
and resulting in gross profit to
USD147.3 million.

Capital expenditure in 2025
totaled USD82.8 million, with the
largest allocation for Shipping
business line. Financing activities
included dividend payments

to shareholders, reflecting the
Company's commitment to
delivering value.

PT Samudera Indonesia Tbk

Business Segment
Overview

@ Shipping is the Company's
primary segment, contributed
76,44 of total revenue at
USD640.3 million, a 12,34
increase YoY, largely driven by
the container shipping
sub-segment, which recorded
anet profit of USD84.8 million.

@ Logistics generated revenue of
USD101.7 million. Whereas main
contributed from sub-segment
Container Depo, Warehouse
and Forwarding.

@ Ports recorded revenue of
USD68.5 million, up 2,94 YoY,
with net profit of USD8.5
million. Growth was supported
by market expansion to third
parties and continuously
optimized cost discipline
strategy.

@ Services recorded revenue of
USD27.8 million, 6.24 increase
YOY, with continued service
diversification to support
future business expansion.

ramabilit-
enlomapahl

The Company achieved its
efficiency targets through fuel
Optimization and effective
foreign exchange risk
management, as well as sustained
investments in low-emission
technologies. These efforts
contributed to an improved ESG
risk score within the Medium Risk
category, demonstrating that
the Company not only met its
guantitative operational targets
but also maintained the guality of
sustainable growth trajectory.

OHKLLENGES FKOED

The Company operated ina
complex external environment
Characterized by global trade
restrictions, geopolitical
uncertainty, and currency
volatility. These conditions
contributed to declining freight
rates and industry pressure.

In response, the Company
strengthened operational
efficiency, optimized strategic
partnerships, and maintained
strict cost discipline to ensure
stable business performance,
while recognizing the inherently
cyclical nature of the shipping
industry.

The transition towards more
sustainable business practices
presents structural challenges,
including the need for investment
in low-carbon technologies

and the varying levels of green
infrastructure readiness across
markets. The Company addresses
these dynamics through a highly
selective approach to resource
allocation approach to maintain a
balance between business growth
and environmental responsibility.

At the same time, tighter
international maritime regulations,
including the implementation

of the CII by global regulators,

are accelerating technological
adaptation and raising operational
efficiency standards across

the maritime supply chain.

The Company has responded

by strengthening operational
discipline and financial risk
management to maintain
performance stability amid the
transition toward a lower-carbon
economy.

From a strategic standpoint,

the Management is prioritizing
the gradual revitalization and
strengthening of the Company's
fleet to manage operational costs
and enhance service guality,
alongside selective business
expansion in several potential
markets as part of efforts to
diversify risk and strengthen the
Company's international service
network.

Long-term decarbonization
strategies continue to be
embedded in the Company's
investment policies, including
through the procurement

of more environmentally
responsible assets and adherence
to applicable international
certification standards. This
ensures that the Company's
Operational transformation
remains aligned with sustainability

Annual & Sustainability Report 2025 Ti

principles while strengthening
its long-term competitiveness.
Through a combination of
cost discipline, targeted green
technology investments, and
enhanced internal capabilities,
Samudera remains confident
in its ability to navigate this
transition while preserving
business resilience and delivering
sustainable value.

DuTLO0k FOR 2014

The Board of Directors expects
the shipping, port, and logistics
industries—both domestically and
globaliy—to remain on a positive
growth trajectory. This optimism
is underpinned by strong

industry growth, the continued
expansion of intra-Asia markets,
and the rising prominence of
e-commerce, which demands

PT Samudera Indonesia Tbk

increasingly integrated global
supply chains. While freight
rates are expected to normalize,
opportunities for volume growth
remain, in line with projections of
positive global trade growth.

In this evolving landscape, the
ability to adapt to geopolitical
shifts, capitalize on resilient
regional demand, and accelerate
the adoption of new technologies
will be a key differentiator. The
Management has established
strategic initiatives focused

on sustainable growth through
partnership expansion and
targeted investments.

Operationally, the Company's
performance is projected to
continue improving through
volume growth and optimized
asset utilization. Fleet

revitalization and vessel renewal
will be carried out on an ongoing
basis to enhance cost efficiency
and margins in the shipping
segment. The Company will

also proactively expand fleet
and warehouse capacity to
strengthen land-based service
capabilities, while upgrading
port eguipment and IT systems
through Green and Smart Port
initiatives.

Geographical expansion remains
a priority, with continued
development of routes and
Operations in markets with strong
economic growth potential.
Through inter-segment synergies,
efficient fleet management,

and disciplined cost control,

the Company is confident in its
position as an integrated logistics

solutions provider capable of
delivering sustainable value for all
stakeholders.

For 2026, the Company targets
healthy revenue and profit
growth, while maintaining a
prudent capital structure.
Dividend policy will continue to
strike the right balance between
supporting business expansion
and delivering shareholder value.

D0R-POR-ATE
GOVNEE-NANGE
IMPLEMENTATION

For Samudera, corporate
governance is not a compliance
exercise, it is the foundation
for long-term trust and
sustainability. Throughout 2025,
the Board of Directors has
strengthened Good Corporate

Governance (GCG) practices
by enhancing transparency,
accountability, and integrity
across all decision-making
process. The timely delivery of
accurate financial statements,
supported by improved non-
financial disclosure, reflects
the Company's commitment to
transparency and integrated risk
management.

Governance structures are
maintained through a clear
division of authority and collective
decision-making mechanisms
that incorporate risk, compliance,
and sustainability principles.
Constructive engagement
between the Board of Directors,
the Board of Commissioners, and
the Committees ensures that all
strategic policies are executed

within a prudent framework
conducive to healthy long-term
growth.

The integration of Governance,
Risk, and Compliance (GRC)

with ESG principles has been
strengthened through the
implementation of Tone at the
Top approach that embeds

risk management into the
organizational culture. The Three
Lines of Defence and the Audit
Risk Management System support
comprehensive investment
evaluation and risk oversight,
including climate-related risks,
which are now integrated

into strategic and operational
planning across all business units.
The adoption of international
standards—spanning compliance

Annual & Sustainability Report 2025

SESA

.A
#5 PT Samudera Indonesia Tbk

and anti-bribery to information
security—underscores the
Company's commitment to global
best practices.

In 2025, the Company achieved

a risk management maturity

level of Strong Practice, scoring
3.57 based on the Risk Maturity
Assessment across priority
business units. This is supported
by real-time monitoring using risk
dashboards and the integration of
risk indicators into management
KPIs, ensuring swift, measurable,
and data-driven responses.
Climate-related risks are also
proactively managed through the
identification of transition and
physical risks, addressed through
concrete actions including the
electrification of port eguipment
and the use of solar energy.

In 2026, the Board of Directors
will continue to deepen the
implementation of integrated
Enterprise Risk Management

to ensure service continuity,
while reinforcing the Company's
resilience and its reputation as
a professionally managed and
sustainable organization.

due KPPE-Sok TON

In closing, the Management
wishes to express its sincere
appreciation to all employees
across the Company. The
dedication, professionalism, and
collaborative spirit demonstrated
throughout 2025 have been the
cornerstone of our resilience
and performance achievements
and the driving force behind

the consistent execution of

the Company's strategies and
transformation initiatives.

We also extend our appreciation
to the Board of Commissioners
for their constructive guidance
and strategic oversight, and

to our shareholders and all
stakeholders for their continued
trust. This support is what
enables the Company to expand
international connectivity, deepen
service integration, and advance
its sustainability agenda with
discipline and purpose.

We move forward in 2026 with
unity and conviction. Samudera
will continue to strengthen

its position as an adaptive,
innovative, and responsible
integrated logistics solutions
provider committed to creating
sustainable long-term value for all
stakeholders.

On behalf of
the Board of Directors

BAN M Mulik

President Director

Annual & Sustainability Report 2025

are

Pr
Uk

"xp

co
G0
an)

Head Office Address

Samudera Indonesia

Jl. Letjen S. Parman Kav. 35
Jakarta, 11480 - INDONESIA

Phone:
162 21-5480088

Email:
Corporate.secretary@samudera.id
investor.relations@samudera.id

Website:
samudera.id

Udera Indonesia Tbk

Company
Name

H4
2001

PT samudera
Indonesia Tbk

pono Date of
DODOf Establishment
Du

I3 November 1144

@
la sg

SMDE-

Main Business
Activity

Integrated Shipping
and Logistics Services

@

8 Juli

Listing Date
on The Stock
Exchange

1911

9 m9

Office
Networks

84 Domestic Oktices
11 Iversuas Okkices

Number of
Employees

5,011

As ok 31 December 2015

2 tesuod and Fully
— Pard-up vapital

amounted to 27.294, eguivalent to 16,375,600,000 shares
with a total nominal value of IDR81,878,000,000.

rn
200|

e- 000)
Totaling IDR300,000,000,000 consisting of

60,000,000,000 shares with a nominal value of IDRS
per share.

Legal basis ok
Establishment

Notarial Deed No. 33 of 1964 executed

before Notary Soeleman Ardjasasmita, S.H.,

with the Company's latest Articles of Association based
on Deed No. 66 of 2024, executed

before Notary Jessy Darmawan, S.H., M.Kn.

kuthorized capital

Annual & Sustainability Report 2025 G

Soedarpo was born in Pangkalan Susu, North Sumatera on 30 June 1920.

In October 1952, he established his first company, NVPD Soedarpo Corporation, which operated in trading,
import, and distribution.

On 1 March 1953, Soedarpo took over NV ISTA (Internationale Scheepvaart Transport Agenturen) and assumed
the role of Managing Director. In November of the same year, he established Indonesia Stevedoring Ltd (INSTEL)
which later acguired Stroohoeden Veem in 1956 (later known as PT Sinar Harapan Veem Indonesia - SHVI), the
largest stevedoring and warehousing company in Surabaya at the time.

On 13 November 1964, through ISTA, INSTEL, and SHVI, he founded PT Perusahaan Pelayaran Samudera
"Samudera Indonesia”. He served as President Director until 2000, and subseguently as President Commissioner
until his passing on 22 October 2007.

Throughout his career, he was actively involved in numerous professional and social organizations, including
serving as Chairman of INSA (Indonesian National Shipowners' Association), District Governor of Rotary
International in Indonesia, as well as the Founder and Chairman of the Rotary Indonesia Foundation.

In recognition of his contributions, he was awarded the "Orde van Oranje-Nassau" by the Kingdom of the
TN Netherlands in 1985. In 1995, he received the “Bintang Mahaputra Pratama"
N from the President of the Republic of Indonesia, and on 28 September 2000,
he was inducted into the “Maritime Asia Hall of Fame" in recognition of his
role in building Samudera Indonesia into one of Asia's respected maritime
companies.

Vislon
Connecting Indonesia
nd Beyond

Mi 4 h @ Provide transportation services to meet
149 lo the demand of distribution activities.
@ Positively contribute to Indonesia's economic growth
by providing efficient logistics solutions.

#@ Ensure sustainable business growth and deliver additional
value to shareholders.

@ Actively contribute to job creation and the development
of human capital in Indonesia.

@ Ensure Occupational Health and Safety (OHS)
and environment protection in all actions.

borporate Values

Integrity

and

Professionalism

Annual & Sustainability Report 2025 G

Milestones

PT Samudera Indonesia Tbk

1141-1161

& Established NV ISTA (Internationale
Scheepvaart Transport Agenturen)

1140-1M0-

@ Established PT Perusahaan
Pelayaran Samudera
(Samudera Indonesia)

@ Started bulk cargo shipping
services

AMI

@ Established land transportation
Operations

@ Introduced project logistics
services

1182-1112

& Established a stevedoring company
as the foundation of terminal
Operations

@ Commenced container feeder
shipping services

@ Established container depot
business

@ Established warehousing business
unit

1115-1003

@ Established an international
container shipping business unit in
Singapore

@ Listed Samudera Shipping Line Ltd
on the Singapore Exchange (SGX)
through an IPO

@ Listed PT Samudera Indonesia
Tbk shares on the Jakarta Stock
Exchange

@ Commenced operations
at Dermaga Serbaguna Nusantara

1004-2014

@ Entered the liguefied natural gas
(LNG) transportation business

@ Commenced operations of Palaran
Container Terminal in Samarinda

&@ Managed LNG terminal operations

2015-1015

@ Provided port management
support services

@ Provided shipping agency services

@ Conducted a stock split with a
ratio of 1:20

@ Entered the cold storage business

@ Entered cruise ship crewing
services

& Commenced land transportation
services
in Malaysia

@ Acguired the Samudera Kirana
building

@ Conducted astock split with a
ratio of 1:5

@ Issued Sustainable Sukuk Ijarah

@ Entered the food and beverage
business

@ Commenced the shipyard
business

@ Entered the vessel ownership
business
in Japan

Annual & Sustainability Report 2025 Gi

business

Lines
« Shipowning “ Portand Terminal Developer
“Container Shipping Operator « Port Operator
“ Bulk Carrierand Tanker “ Container Terminal Operator
“ Ship Management “ Bulk Terminal Operator
“ Crewing and Manning « Eguipment Provider
“ Shipping Agencies “Port Egulpment Maintenance
“ Shipyard and Repair

a (J

Foromost Mantimo Pro Ltd

Samudera Trakks Co Ltd

1

SAmuderA Line linda) PT Perusahaan Pe Mm PT samudera Pelabuhan
Ltd

La Enak
Company (Snappore:
Samudera Ship t

Oecan Siips nveshmont
& Pte Ltd

Samudera Ships Investment

Pte Lrd

PT Samudera Indonesia Tbk

Logisties SUNkLes

«Logistic Services Provider » Consulting Services
« Integrated Logistics Services » Employment Services
"Project Logistics “General Support Services
“ Warehousing & Distribution Center » ITSarvices
# Container Depot Services “ MICE (Meetings, Incentives,
# Inland Transportation Conferences, Exhibition)
# Cold Chain Logistics # Property Investment
“ Property Developer & Management
.
“sakarap bagan, (Sirpporo) PT samudera Fordama PT Samudera Properti ndonesin
: » Ltd : 5
Samudera Lagiskies Due Ll PT Idi Cold Lagutie Samudera Proporty Liwikod
PT SamudorA Lagiskios Sorvees PT Masnji Kargpsontra Tama 2 PT Samudera Daya Mitra
PT Maruzen Samudera PT Masi PrapisA Garap PT Prawoda Sarana informatika
PT Masaji Tatanan Kontanor
FT Samudera bah Lajtes pasa Bg menamai
Desan Technobujes Pte Ltd
“hal Wu Sikarap Sdn Ohd PT Sakaryp dpnosin . 5
en | KA 15
Sdn bd Servees Jakarta
PT Mie Tai Kantaror £r Samubrn Gaon MTA tema |
Indonesa - —
PT samudera Sarana Logahk PT samudera Mitra Dogo 5
Samudera Darap Sorvoes Ll

PT samudera Laksana Perdana

Annual & Sustainability Report 2025

tg PT Samudera Indonesia Tbk

SUMKTER-K

Bandar Lampung
Batam
Bengkulu
Dumai

Jambi
Kepulauan Riau
Kuala Tanjung
Medan

Padang
Palembang
Pekanbaru

Bandung
Batang
Bekasi
Cikampek
Cikarang
Cilacap
Cilegon
Cirebon
Gresik
Jakarta
Jember
Jepara
Lamongan
Madura
Patimban
Semarang
Solo
Subang
Surabaya
Yogyakarta

Badung

WEST Nusk
TrNgake-k

Mataram

KALIMANTAN

Balikpapan
Banjarmasin
Bontang
Palaran
Pontianak
Samarinda
Tarakan

SuLhWEsI
Bitung
Kendari
Makassar
Palu

MALuku
PkPuk

Biak

Sorong
Teluk Bintuni
Timika

eraFional

Areas

, | d
N| ! 3
TO MN ii
|
| |
w

4 ,
Annual & yg Report 2025 tg

Integrated

Solutions

Samudera's commitment is realized
through the provision

of fully integrated transportation
and lagistics services within a unified
system, designed to deliver optimal
solutions and comprehensive
services tailored to customer needs.

These services are intended to
simplify the process for customers
in transporting goods to and from
various destinations, utilizing
integrated modas of transportation
inan effective. efficient, and timely
manner.

Annual & Sustainability Report 2025

. -
Chronology
L, The Company's shares were listed L, The Company conducted a stock split
on the Indonesia Stock Exchange 1) with a ratio of 1:5, reducing the nominal
totalling 163,756,000 shares value per share from IDR25 to IDR5.

with a nominal value
of IDR81,878,000,000.

A4 Iugust 201

The Company conducted a stock split
with a ratio of 1:20, reducing the nominal
value per share from IDR500 to IDR25.

x)

—.o

Shareholding bomposikion

| January 2025 | January 2025
andi Helo ea
'A Major Shareholders (ownership above 546)
PT Samudera Indonesia Tangguh 9,494,000,000 5798 9.497,848,000 58.00
PT Ngrumat Bondo Utomo. 2,586,021,800 15.79 2,622,571,800 16.02
( Minor Shareholders (ownership less than 586) )

Masli Mulia (Commissioner) 65,850.000| — 040 65250.000| — 040
Bani M. Mulia (President Director) 48.249.900 029 55.078.800 034
F Helianti Sastrosatomo (Compliance Director) 1,732,000 00 1,850,000 0.01
Public 4179746300) 25.53 4132401500| 2523
Tokal 16,375,600,000 100 16,375,600,000 100

Shareholder Gategories

Tokal investors al Shares aan

(G)

( Domestic Investors )
Individuals 31,682 3102,484.049 18.95
Companies 48 12,479.263704 7621
'Cooperatives 2 28.000 0.00
Pension Funds 5 203,831700 124
Mutual Funds. 9 125.649.074 07
Subtotal 31,766 15,911,256,527 97

( Foreign Investors )
Individuals 32 5.123.700 0.03
Companies | 83 459219773 280
Subtotal 1s 464,343,473 283
Tokal | 3ne81 16,375,600,000 100

Ohronology ok Other Securities Listings
The Company issued Phase II of its 2025 Continuity Sukuk Ijarah | (Sukuk), at the amount of IDR500 billion

with a 5 year tenor. This Sukuk was officially listed on the Indonesia Stock Exchange (IDX) on 7 July 2025.
No other securities were issued in the 2025 reporting year.

Annual & Sustainability Report 2025

KMR GailiaMG Par | |
MP tp KAT | PU LATIN

SHANTI LASMININGSIH RATNA DJUWITA CHANDRALEIKA

POESPOSOETJIPTO HATMA MASLI MULIA
27,320) 27,324) (27,320)

The Company's controlling shareholders are PT Samudera Indonesia Tangguh with 58.001 PT NGRUMAT
of shares, and PT Ngrumat Bondo Utomo with 16.025 of shares. BONDO UTOMO

The owners and controllers of PT Samudera Indonesia Tangguh are
PT Ngrumat Bondo Utomo with 37.854 of shares and PT NBU Indonesia Utama with 26.094 N
of shares.

The owners and shareholders of PT NBU Indonesia Utama are Shanti Lasminingsih Poesposoetjipto,
Ratna Djuwita Hatma, and Chandraleika Masli Mulia, each holding 27.324 of shares,
while PT Ngrumat Bondo Utomo holds 18.034 of shares.

The owners and shareholders of PT Ngrumat Bondo Utomo are Shanti Lasminingsih Poesposoetjipto, Len
Ratna Djuwita Hatma, and Chandraleika Masli Mulia, each holding 33.334 of shares.

The only member of the Board of Commissioners with indirect ownership of the Company's shares
is Shanti Lasminingsih Poesposoetjipto. No members of the Board of Directors hold any indirect ownership
of the Company's shares.

PT NBU
INDONESIA

PT SAMUDERA
INDONESIA
TANGGUH

MASLI MULIA

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Name PT BIMA REGISTRA
kddross Jl. Prof. Dr. Satrio Kav. C4, Kuningan, Setiabudi, South Jakarta 12950
bustodian
Name Kustodian Sentral Efek Indonesia (KSEI)
Indonesia Stock Exchange Building, Tower 1, Sth Floor
Ikddross at 21515
Jl. Jend. Sudirman Kav. 52-53, Jakarta 12190. Indonesia, Tek 462 21 515 2855
Notary
( Senerai Meeting of Shareholders (GMS) )
Name Jessy Darmawan, S.H.. M.Kn.
Kddroas Jl. Melawai VII No. 1, South Jakarta, DKI Jakarta 12160
(suku )
Name Fathiah Helmi, S.H
kddross Graha Irama, 6th Floor, Room C, Jl. HR. Rasuna Said Blok X-1 Kav. 1 & 2, Kuningan, South Jakarta 129

PT Samudera Indonesia Tbk

Name

PT BURSA EFEK INDO

ESIA

Kddross

Indonesia Stock Exchange Building. Tower I, &th Floor, JL Jend. Sudirman Kav. 52-53, Jakarta 12190, Indonesia

Febio kooounting Firm

Name

KAP PURWANTO SUSANTI & SURJA - Member of Ernst & Young Global Limited

Kddross

Indonesia St Jl. Jend. Sudirman Kav. 52-53, Jakarta 12190

k Exchange Building, Tower 2, 7th FI

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Name

BANK SYARIAH IND A

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Name

The Tower Building, 25th Floor, Jl. Gatot Subroto No. 27, South Jakarta 12930

PTP

INGKAS

INDONESIA (PEFINDO)

Kddross
Logal Consultant

Name

Panin Tower, Senayan City. 17th Floor, JL Asia Afrika Lot 19, Jakarta 10270, Indonesia

ALI, BUDIARDJO, NUGROHO, REKSODIPUTRO COUNSELLORS AT LAW

Address

Graha CIMB Niaga, Jl. Jenderal Sudirman Kav. 58, Senayan, Kebayoran Baru, South Jakarta 12190

Annual & Sustain

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— kesosidfion Memberships

—.—. ee

@& Indonesian National Shipowners' Association (INSA)
& Kamar Dagang dan Industri Indonesia (Kadin Indonesia)
- & Indonesia Corporate Secretary Association (ICSA)

& United Nations Global Compact (UNGC)

& Asosiasi Emiten Indonesia (AEI)

& Indonesia Business Council (IBC)

DIRECTOR/CEO

EXECUTIVE COMMITTEE
«Investment

PRESIDENT SE nt
. Yr n & Talent

Business Continuity Management

CEO OFFICE DIVISION HEAD:

CORPORATE
INTERNAL
AUDIT

COMPLIANCE

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FINANCE
DIRECTOR

HUMAN
CAPITAL

DIRECTOR

BUSINESS UNIT & FOUNDATION

Annual & Sustainability Report 2025

Lasmwngah
Povsposoetjip

Date and Legal Basis of Appointment:
Deed No. 58 dated 28 June 2023

Date of Birth and Nationality:
Born in 1948, Indonesian citizen

Educational Background:
Diplom-Ingenieur (Dipl.Ing.)
Technische Universitaet Muenchen (TUM)
majoring in Electronics with specialization
in Computer Science (1974)

Current Positions:
President Commissioner of
PT Samudera Indonesia Tbk (2008-present)
President Commissioner of
PT Samudera Indonesia Tangguh (2019- present)
Member of Nomination & Remuneration Committee of
PT Samudera Indonesia Tbk (2018- present)
Independent Commissioner of
PT Adi Sarana Armada Tbk (2022- present)
Member of Non-Executive Board of Commissioners of
PT Inter Pariwara Global (2022- present)
President Director of
PT NBU Indonesia Utama (2014- present)
President Director of
PT Ngrumat Bondo Utomo (2008- present)

Organizational Activities:
Chairman of the Board
Konservasi Alam Nusantara (YKAN) Foundation
Chairman of Board
Fitrah Bisnis Keluarga Nusantara (YFBN) Foundation
Executive Director
Bung Hatta Anti-Corruption Award Association
(BHACA)
Founder & Member of the Governing Board
Singapore Chamber of Commerce Indonesia (SCCI)
Founder & Ambassador
Family Business Network Asia (FBN-Asia)
Member of the Honorary Council
German-indonesian Chamber of Commerce (EKONID)
Member of Board of Trustee
'UUS-Indonesia Society (USINDO)
Member of Asia Pacific Council
The Nature Conservancy (APC-1

9 Ce .

Educational Activities:

Chairman of the Board

Pendidikan dan Pembinaan Manajemen (YPPM)
Foundation

Chairman of the Board

Indonesia International Education Foundation (IIEF)
Member of the Advisory Board
AlESEC-Indonesia

Member of School Council

School of Business & Management of Institut
Teknologi Bandung (SBM-ITB)

Member of the Advisory Board

IPMI International Business School

Founder of Wharton e-fellow

Wharton Business School

University of Pennsylvania, USA

Awards:

“Conservation Champion Award 2024”

The Nature Conservation, Asia Pacific

"The Most Powerful Women 2023”

Fortune Magazine, June 2023 edition

"IE CENTURY MEDAL"

Institute of International Education, USA
December 2022

"Certificate of Appreciation for Ethical Culture
Persons”, Pusat Etika & Budaya Organisasi Soedarpo
Sastrosatomo (PPM-PEBOSS), July 2020

"Woman Inspire Award 2002”

Information Technology, organized by

Singaswiss Event Services Pte Ltd, Singapore
"Conservation Guardian Awards"

15" Anniversary of The Nature Conservancy's
Indonesia Program, December 2006

"Woman Entrepreneur of the Year 2009"

Asia Pacific Entrepreneurship Award 2009
organized by Enterprise Asia

"Ganesa Wirya Jasa Utama”

Bandung Institute of Technology (ITB), July 2013
“The Order of the Crown”

Kingdom of Belgium, March 2016

"Women of the Year”

Outstanding achievement in responsible leadership
Asia Corporate Excellence & Sustainability Awards

She is affillated with the Board of Commissioners (Masli Mulia & Ken Narotama Hidayatullah), President Director (Bani Maulana Mulia)
“ & Controlling Shareholders (Ratna Djuwita Hatma & Chandraleika Masli Mulia).

Annual & Sustainability Report 2025

PT Samudera Indonesia Tbk

Date & Legal Basis of Appointment:
Deed No. 58 dated 28 June 2023

Date of Birth & Nationality:
Born in 1951, Indonesian citizen

Educational Background:
Master of Accounting, University of Hawaii
Manoa, United States of America

Bachelor of Economics Accounting
Universitas Indonesia

Current Positions:
Commissioner of PT Samudera Indonesia Tbk
(2010- present)
Member of Nomination & Remuneration Committee
PT Samudera Indonesia Tbk (2018- present)
Chairman & Chief Executive Partner
RSM Indonesia (1985- present)
Lecturer at the Department of Accounting
Faculty of Economics, Universitas Indonesia
(1975- present)
Member of the Steering Committee
Development of Financial Accounting Policy
Bank Indonesia (2012- present)

Work Experience:
Member of Audit Committee
PT Bank Danamon Tbk (2008-2014)
Member of Audit Committee
PT HM Sampoerna Tbk (2002-2011)
President Commissioner
PT Asuransi Bintang Tbk (1999-2008)
Member of Initial Public Offering (IPO) Committee
The Jakarta Stock Exchange (1999-2006)
Independent Commissioner & Audit Committee
PT Bank Universal Tbk (1999-2001)
Commissioner
PT Bank Tiara Tbk (1998-2000)
Vice Head of Accounting Department
Faculty of Economics, Universitas Indonesia
Head of Accounting Department
Faculty of Economics, Universitas Andalas
Lecturer of Master of Accounting & Professional
Accounting Programs, Universitas Indonesia

Organizational Activities:
Member of the Honorary Council
Indonesian Institute of Accountants (2018-2022)
Chairman of Professional Division & Chairman
of CPA Examination Board
Indonesian Institute of Accountants (IAI)
Chairman of Public Accountants Compartment &
Chairman of the Certification Board
Indonesian Institute of Public Accountants (IAPI)
Founder & First Vice Chairman.
Indonesian Curators & Trustees Association (AKPI)
Board of Member en

Date & Legal Basis of Appointmer
Deed No. 78 dated 30 June 2025

Date of Birth & Nationality:
Born in 1946, Indonesian citizen

Educational Background:
Indonesian Maritime Academy (

Current Positions:

@ Commission
PT Samudera Ine 2 . nt)
& Commission
PT Samudera Indonesia Tangguh (2020- present)

& Non-independei

Samudera Shipping Line Ltd (2022- present)
& Commissioner

PT Samudera Wadah Mitra (2019- sent)
& President Commissioner

PT Ngrumat Bondo Utomo (2016- present)
& President Commissioner

PT NBU Indonesia Utama ( present

Work Expe
@ Executive Chairman

Samudera Shipping Line Ltd (2018-20:
@ President Director

10-2020)

9 President Di

PT Samudera Indonesia Tangguh (2019-2021
& President Commissioner

PT Samudera Indonesia Tangguh (2009-2019)
@& Corporate Managing Director of Logistics Group

PT Samudera Indonesia Tbk (1990-2010)

& Chairman of Intermodal & Logistics Executive Committee
n Chamber of Commerce & Industry (KADIN)

Ionesian
(2015-2019)

He is affilated with the President Commissioner Commissioner

(Shanti Lasminingsih Poesposoetjipto), Commissioner
(Ken Narotama Hidayatullah), President Director

(Bani Maulana Mulia), & Controlling Shareholders

(Ratna Djuwita Hatma & Chandraleika Masli Mulia).

Muha

Annual & Sustainability Report 2025

Independent Com

PT Samudera Indonesia Tbk

-

Date and Legal Basis of Appointment:
Deed No. 58 dated 28 June 2023

Date of Birth and Nationality:
Born in 1966, Indonesian citizen

Educational Background:
Master of Financial Management
Universitas Pelita Harapan (2005)
Bachelor's Degree, Faculty of Agriculture
Universitas Padjadjaran (1990)

Current Positions:
Independent Commissioner
PT Samudera Indonesia Tbk (2023- present)
Commissioner
PT Central Finansial X (2024- present)
President Commissioner & Independent Commissioner
PT Mandiri Sekuritas (2023- present)
President Commissioner
PT Kliring Penjaminan Efek Indonesia (2023- present)
Independent Commissioner & Audit Committee Member
PT Sawit Sumbermas Sarana Tbk (2022- present)

Work Experience:
Chief Executive of Capital Market Supervision &
Board of Commissioners Member
Financial Services Authority (OJK)
(2017-2022)
Director
PT Danareksa (Persero)
(2015-2017)
Commissioner
PT Danareksa Investment Management
(2015-2017)
Commissioner
PT Danareksa Capital
(2015-2017)
Director of Company Valuation (Listing)
PT Bursa Efek Indonesia (Indonesia Stock Exchange)
(2012-2015)
President Director
PT Kliring Penjaminan Efek Indonesia (KPEI)
(2009-2012)
Director
PT Kliring Penjaminan Efek Indonesia (KPEI)
(2005-2009)

He has no affiliation with the management or owners
of the Company.

Date and Legal Basis of Appointment:
Deed No. 58 dated 28 June 2023

Date of Birth and Nationality:
Born in 1938, Indonesian citizen

Educational Background:

Doctor of Philosophy, Business Administration
University of Southern California (1985)

Bachelor of Psychology
Universitas Indonesia (1967)

Current Position:

Independent Commissioner
PT Samudera Indonesia Tbk (2021- present)

Work Experience:
Chairman of Audit Committee
PT Samudera Indonesia Tbk (2013-2023)
Independent Commissioner
PT Samudera Indonesia Tbk (2020-2021)

Advisory Council
National Commission on Human Rights (2012-2017)

Independent Commissioner
PT Astra Agro Lestari Tbk (2011-2017)
Independent Commissioner

PT United Tractors Tbk (2007-2017)
Member of Board of Wali Amanat
Universitas Indonesia (2012-2014)

Independent Director
Samudera Shipping Line Ltd (2002-2010)

Organizational Activities:
Member of the International Board of Directors
Habitat for Humanity International (2004-2012)

Member of the International Board of Directors
World Vision International (1995-2004)

He has no affiliation with the management or owners
of the Company.

Date and Legal Basis of Appointment:
Deed No. 58 dated 28 June 2023

Date of Birth and Nationality:
Born in 1976, Indonesian citizen

Educational Background:
Bachelor of Engineering in Industrial Engineering
Universitas Indonesia (1999)

Current Positions:
Commissioner
PT Samudera Indonesia Tbk (2016- present)
Commissioner
PT Samudera Indonesia Tangguh (2009- present)
President Commissioner
PT Praweda Sarana Informatika (2016- present)
President Commissioner
PT Praweda Ciptakarsa Informatika (2009- present)
Commissioner
PT NBU Mitra Manajemen (2014- present)
Commissioner
PT NBU Investama Indonesia (2017- present)
Commissioner
Soedarpo Informatika Indonesia (2014- present)
Director
PT Ngrumat Bondo Utomo (2008- present)
Director
PT NBU Indonesia Utama (2014-present)

Work Experience:
President Director
PT Bayu Buana Gemilang (2008-2014)
IT Consulting Service Director
Soedarpo Informatika (2005-2006)
Business Process Analyst & Business Representative
Soedarpo Informatika in San Diego, USA (1990-2001)

Organizational Activity:
Judge of "TOT Indonesian Innovations” program
Ministry of Research & Technology
Republic of Indonesia (2009 & 2010)

Award:

“50 Inspiring Figures" Award
Faculty of Engineering, Universitas Indonesia (2014)

He is affiliated with the President Commissioner
(Shanti Lasminingsih Poesposoetjipto), Commissioner
(Masli Mulia), President Director (Bani Maulana Mulia) &
Controlling Shareholders (Ratna Djuwita Hatma &
Chandraleika Masli Mulia).

Membersof «

Dommtt tees
Herwan Ng

Member of Audit Committee

Basis of Appointment:
Board of Commissioners Decree No. SR.21.05.003/SLP/KOMUTI/SITBK dated 1 July 2021

Date of Birth & Nationality:
Born in 1972, Indonesian citizen

Educational Background:

Diploma in Environmental, Social & Governance (2025)

Diploma in Corporate Governance from Corporate Governance Institute (2023)
Master of Business Administration (MBA) from Edinburgh Business School,
Heriot-Watt University (2010)

Bachelor of Economics from Universitas Tarumanagara (1995)

0 000

Current Positions:

& Member of Audit Committee
PT Samudera Indonesia Tbk
(2021- present)

& Independent Commissioner
PT Goodyear Indonesia Tbk
(2025- present)

& Independent Commissioner

& Member of Audit Committee
PT Industri Jamu &
Farmasi Sido Muncul Tbk (2021- present)

& Member of Audit Committee
PT Archi Indonesia Tbk (2021- present)

Work Experience:
& Independent Commissioner

PT FKS Food Sejahtera Tbk
(2025- present)

& Independent Commissioner

PT Asuransi Bina Dana Arta Tbk
(2022-2025).

Independent Commissioner

PT FKS Multi Agro Tbk (2024- present) Hewlett Packard Finance Indonesia

& Member of Audit Committee (2016-2022)
PT Global Digital Niaga Tbk @& Managing Director
(2024- present) AWR Lloyd (2019-2020)
& Member of Audit Committee & Finance Director & Chief Financial Officer

PT GoTo, Gojek Tokopedia Tbk Rio Tinto Indonesia (2005-2019)
(2021- present) & Senior Manager
PWC Indonesia & Netherlands
(1995-2005)

He has no affilation with the management or owners of the Company.

pera parahmta

Member of Audit Committee

Basis of Appointment:
Board of Commissioners Decree of PT Samudera Indonesia Tbk
No.SR.21.05.002/SLP/KOMUT/SITBK dated 1 July 2021

Date of Birth and Nationality:
Born in 1978, Indonesia citizen

Educational Background:

@& Doctorate in Accounting
Faculty of Economics and Business, Universitas Indonesia
(2015)

@ Master of Management Science
Faculty of Economics and Business, Universitas Indonesia
(2009)

Bachelor of Economics
Faculty of Economics and Business, Universitas
Indonesia (1999)

Current Positions:

Member of Audit Committee
PT Samudera Indonesia Tbk

(2021- present)

Member of Audit Committee

PT PP Tbk

Member of Risk Committee

PT Asuransi Tugu Pratama Indonesia Tbk
Permanent Lecturer

Faculty Economics & Business
Universitas Indonesia

Work Experience:

Assistant Director of Finance

Universitas Indonesia (2019)

Member of Audit Committee

PT Perusahaan Perdagangan Indonesia (2017-2020)
IFRS Specialist

RSM Indonesia (2016-2021)

Member of Audit Committee

PT Phapros (2016-2017)

Member of Audit Committee

PT Bank Jabar Banten Tbk (2010-2011)

She has no affilation with the management orthe owners of the

Company.

Date and Legal Basis of Appointment:
Deed No. 78 dated 30 June 2025

Date of Birth and Nationality:
Born in 1980, Indonesian citizen

Educational Background:
Majoring in Finance
Deakin University, Australia
Majoring in Management
Faculty of Economics, Universitas
Indonesia

Current Positions:
President Director
PT Samudera Indonesia Tbk
(2020- present)
President Director
PT Samudera Indonesia Tangguh
(2020- present)
Chief Executive Officer (CEO)
Samudera Shipping Line Ltd
Managing Director
PT Ngrumat Bondo Utomo
President Commissioner
in various subsidiaries of the Company

Work Experience:
Managing Director
PT Samudera Indonesia Tbk (2016-2020)
Commissioner Representative
PT Samudera Indonesia Tbk (2013-2016)
Secretary of the Board of Commissioners
PT Samudera Indonesia Tbk (2009-2013)

He is affiliated with the President
Commissioner (Shanti Lasminingsih
Poesposoetjipto), Commissioners (Masli
Mulia & Ken Narotama Hidayatullah) &
Controlling Shareholders

(Ratna Djuwita Hatma & Chandraleika Masli
Mulia).

Annual & Sustainability Report 2025 Ig
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Date & Legal Basis of Appointment:
Deed No. 78 dated 30 June 2025

Date of Birth & Nationality:
Born in 1963, Indonesian citizen

Educational Background:
Bachelor of Economics
Management, Universitas Indonesia (1988)

Current Positions:
Human Capital Director
PT Samudera Indonesia Tbk (2020- present)
Human Capital Director
PT Samudera Indonesia Tangguh
(2020- present)
Commissioner
PT Satuan Harapan Indonesia (2020- present)
Chairman of the Supervisory Board
Samudera Indonesia Utama Pension Fund
(2020- present)

Work Experience:
Human Resources Director
PT Jakarta International Container Terminal
(2017-2019)
Organizational & Talent Development Director
PT Pelabuhan Tanjung Priok (2015-2017)
Deputy IV for Strategic Initiatives & International
Relations, Presidential Working Unit
for Development Supervision & Control (UKP4)
(2009-2014)
President Director
Korn/Ferry International Indonesia (2007-2009)
Country Leader & Partner
IBM Global Services (IBM Indonesia)
(2002-2006)
Associate Partner
Accenture Indonesia (1988-2002)

She has no affiliation with the management
or owners of the Company.

Annual & Sustainability Report 2025

Date and Legal Basis of Appointment:
Deed No. 59 dated 28 June 2023

Date of Birth and Nationality:
Born in 1963, Indonesian citizen

Educational Background:
Bachelor of Economics
Finance & Accounting
Universitas Padjadjaran (1987)

Current Positions:
Finance Director
PT Samudera Indonesia Tbk (2014- present)
Executive Director of Group Business Support
Samudera Shipping Line Ltd (2022- present)
Commissioner
in various subsidiaries of the Company

Work Experience:
Chief Executive Officer & President Director
Anglo Eastern Plantations Group
including 17 palm oil plantation companies &
CPO factories, Indonesia (2011-2014)
International Port Executive Committee
(2010-2011)
President Director
Hutchison Port (2008-2010)
Chief Finance Officer (CFO)
Hutchison Port (2005-2008)
Coca-Cola Amatil Indonesia (1992-2005)
Prasetio Utomo & SGV-Arthur Andersen
(1987-1992)

He has no affiliation with the management
or owners of the Company.

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Annual & Sustainability Report 2025 &

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Direstor Prokile

Date & Legal Basis of Appointment:
Deed No. 65 dated 26 June 2024

Date of Birth & Nationality:
Born in 1962, Indonesian citizen

Educational Background:
Bachelor of Law from Universitas Indonesia (1986)

Current Positions:
@ Compliance Director
PT Samudera Indonesia Tbk (2019- present)
@ Compliance Director
PT Samudera Indonesia Tangguh
(2019- present)
@ Lecturer at Master's Program
School of Business Management
Institut Teknologi Bandung (2019- present)

Work Experience:

@ Member of Board Directors
PT Holcim Indonesia Tbk (2014-2019)

@ Temporary HR Director
PT Holcim Indonesia Tbk (2017-2019)

@ Commissioner
PT Holcim Beton, PT Lafarge Indonesia & & other
subsidiaries of PT Holcim Indonesia (2014-2019)

@ Independent Director
Holcim Sdn Bhd, Malaysia (2014-2015)

@ Director & Member of Executive Committee
PT Carrefour Indonesia (2007-2014)

@ Member of Board Commissioners
PT Danareksa Investment Management
(2003-2005)

@ Member of Board Directors, Executive Director
& Executive Vice President
PT Danareksa (1995-2005)

@ General Counsel for Indonesia (GCO)
American Express Bank Ltd, Jakarta
(1990-1995)

@ Associate at Ali Budiardjo, Nugroho,
Reksodiputro, Counsellors at Law (1987-1990)

@ PT Bormindo Nusantara (1986-1987)

She has no affiliation with the management
or owners of the Company.

Annual & Sustainability Report 2025

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Martadinata Sekiawan @rndra Wardhana Mirdal Adya Pu Yeo

Managing Director Director Director Director Finance Director
Ports & Logistics Project Logistics Shipowning Container Shipping Shipping
Indonesia, Singapore Indonesia Indonesia, Singapore Indonesia Singapore

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Corporate Seri Trucking Cold Storage, Warehouse, Logistics Technology, Services
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Finance Director Senior Managing Director Managing Director Managing Director Managing Director
Investor Relations & ESG, Corporate University, CSR Ports Logistics Services Provider Ports
Renewables Indonesia Indonesia Indonesia Indonesia
Indonesia

PT Samudera Indonesia Tbk

OAR-LES OHPASTINA — OYPRHANUS DEDDY DHANY

Paulnus M Sitanggang Enika Hernawati Andriyanto Ony Setiawan — Yudha bintang Perdana
Commercial Director Managing Director Managing Director Finance Director Senior Managing Director
Trucking Shipping Agencies Shipping Shipping
Indonesia Indonesia Thailand Indonesia

Annual & Sustainability Report 2025 MJ

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Singapore

TIME
Mahendra Nuansyah

Managing Director
Logistics
Malaysia

P PT Samudera Indonesia Tbk

TEHSNADI TE WAHYU WIDYANINGE-UM Yudi

Sukur Musim Mulia Prasetya Widodo Surya Nugraha Riyadi
Senior Managing Director Director r nior Ing Director
Shipping, Crew Management Ports, Shipyard ui 8
Singapore. Indonesia Indonesia Indonesia

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Annual & Sustainability Report 2025 |

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MASLI MULIA

PT NGRUMAT
BONDO UTOMO

PT NBU
INDONESIA UTAMA

PT SAMUDERA
INDONESIA
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PT MASAJI
PRAYASA CARGO

PT SAMUDERA
LOGISTICS
SERVICES

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PT SAMUDERA
INDONESIA SHIP
MANAGEMENT

PT SATUAN
HARAPAN
INDONESIA

PT SAMUDERA
INDONESIA MITRA
MANAJEMEN

PT SAMUDERA
DAYA MITRA

PT SAMUDERA
AGENCIES
INDONESIA

PT GALANGAN
SAMUDERA
MADURA

PT SAMUDERA

SARANA LOGISTIK

PT MARUZEN
SAMUDERA
TAIHEYO

aa

PT SAMUDERA PT PRAWEDA
PELABUHAN SARANA
INDONESIA INFORMATIKA

PT SILKARGO
INDONESIA

PTISTA
INDONESIA

PT SAMUDERA

PROPERTI
INDONESIA

PT SAMUDERA
PERKAPALAN
INDONESIA

PT ASTA RIKA
STUWARINDO

SAMUDERA
SHIPS INVESTMENT
PTELID

FOREMOST
MARITIME PTE LTD

PT SAMUDERA
SHIPPING
SERVICES

SAMUDERA
TRAFFIC CO LTD

OCEAN SHIPS
INVESTMENT

PTELJD

LNG EAST-WEST

SHIPPING COMPANY
(SINGAPORE) PTE LTD

SILKARGO SAMUDERA
LOGISTIGS SHIPPING
(SINGAPORE) PTE LTD: LINE (INDIA) PVT LTD

SHAL HAWK
SILKARGO
SDN BHD

SAMUDERA SHIP

MANAGEMENT
PTELID

SAMUDERA

INTERMODAL
SDN BHD

SAMUDERA
LOGISTIES
DWCLLC

SAMUDERA SHIP
HOLDINGS PTE LTD

SAMUDERA
CARGO
SERVICES LLC

PT Samudera Indonesia Tbk

SAMUDERA
TANKERS PTE LTD

SAMUDERA
JAPAN KK

PT SAMUDERA SAMUDERA
SHIPPING PROPERTY
INDONESIA LIMITED

OCEAN
TECHNOLOGIES
PTELTD

DWC LLC

SAMUDERA
AUSTRALIA
PTYLID

PRIME MARITIME

SAMUDERA SHIP
BROKERS PTE LTD

PT MASAJI
TATANAN KONTAINER
INDONESIA

PT MASAJI
KARGOSENTRA
TAMA

PT KOREA MARINE
CARGO SERVICES
JAKARTA

PT SAMUDERA
JWD LOGISTICS

PT SAMUDERA

PERDANA

PT SAMUDERA
LAKSANA
PERDANA

PT TANGGUH
SAMUDERA JAYA

PT ISTA RASA

INDONESIA

PT MITRA
TANKI KONTAINER
INDONESIA

PT PELABUHAN
SAMUDERA
PALARAN

PT PRIMA NUR
PANURJWAN

PT SAMUDERA
SARANA TERMINAL
INDONESIA

PT ADIB COLD
LOGISTIC

PT SAMUDERA
GOLDEN MITRA

PT PATIMBAN
4 GLOBAL GATEWAY
TERMINAL

SAMUDERA LAUTAN
EMAS SDN BHD

PT SAMUDERA
MITRA DEPO

Annual & Sustainability Report 2025 ,

PT SAMUDERA
NUSANTARA
INDONESIA

PT SAMUDERA
ASAHI SHIPPING

PT PERUSAHAAN
PELAYARAN
NUSANTARA
PANURJWAN

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SINAR BAJO
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subadunes

5 SAMUDERA

Samudera Shipping is a core pillar of the Company's business operations. This shipping business provides fully
integrated end-to-end shipping services across upstream and downstream operations. Its business segments
include dry bulk, containers, and tanker shipping: agency services: ship and crew management: as well as

offshore support and salvage services.

PT Perusahaan Pelayaran Nusantara Panurjwan

This business unit provides container shipping services in Indonesia.

This business unit provides feeder services for container

Samudera Shipping Line Ltd transport, covering Southeast Asia, the Middle East, and the Indian
subcontinent.
PT Samudera Agencdes Indonesia This business unit operates in ship agency services in Indonesia, with

all of the Company's agency activities managed through this unit.

PT Samudera Indonesia Ship Management

This business unit was established to manage all of the Companys
vessels and to provide ship management services to third parties.

PT Samudera Perkapalan Indonesia

This business unit operates in domestic and international shipping for
dry bulk cargo and general cargo transport.

PT Samudera Shipping Services

This business unit provides maritime transport services that
support the chemical, oil and gas Industries, as well as bulk cargo
ransportation.

PT Samudera Shipping Indonesia

This business unit focuses on providing maritime transportation
services in bulk shipping, oil and gas, mining, smelter industries, and
other marine-related projects.

PT Samudera Asahi Shipping

This business unit operates in vessel ownership and domestic
maritime transport for speciakzed cargo.

Samudera Tankers Pte Ltd

This business unit operates in maritime transport services for the
chemical, ol. and gas industries.

Ocean Ships Investment Pte Ltd

This business unit operates in vessel ownership.

Samudera Intermodal Sdn Bhd

This business unit handles agency activities at various portsin
Malaysia.

Samudera Shipping Line (India) Pvt Ltd

This business unit provides container shipping services connecting
India with the Micidle East, Southeast Asia. and East Asia.

This business unit acts as an agent of Samudera Shipping Line Ltd,

Samudera Traffic Co Ltd ling agency activities in Thaik
PT Cumawis This business unit operates in offshore support services.
Foremoat itime Pte Ltd This business unit serves a range of destinations, both domestic and

international.

LNG East-West Shipping Company (Singapore) Pte Ltd

This business unit is a joint venture with NYK. operating iguefied
natural gas (LNG) tanker vessels.

Prime Maritime DWC LLC

This business unit acts as an agent of Samudera Shipping Line Ltd,
handling agency activities in the Middle East.

31 PT Samudera Indonesia Tbk

Namo Deseription
Samudera Ship Management Pte Ltd This business unit operates in vessel management services.
Samudera Ship Investment Pte Ltd This business unit operates in vessel investment.

This business unit's scope of activities includes the construction

PT Galangan Samudera Madura of motorized ships from steel and wood, shipyard repair and
maintenance, and the fabrication of floating eguipment.

Samudera Australia Pty Ltd This business unit operates in investment activities.

Samudera Ship Brokers Pte Ltd This business unit operates to provides ship brokering services.

Semusara Jepan Kit ae aa

Samudera Ship Hokdings Pte Ltd This business unit operates in vessel ownership.

"Se SAMUDERA

Perta

Samudera Ports was established from the development of port services, covering the management of bulk,
container, and multipurpose terminals, as well as the provision of port support eguipment.

Namo

Dosorigkion

PT Samudera Pelabuhan Indonesia

This business unit serves to sccommodate and manage terminal and
port operations.

PT Samudera Sarana Terminal Indonesia

This business unit isa joint venture with SEIC Resources (M) Sdn Bhd.
It provides maintenance and repair services, troubleshooting. and the
supply of spare parts for cargo handling eguipment at ports.

This business unit provides container handIing and stacking services

lela akn at the Palaran Container Terminal in Samarinda, East Kalimantan.
Ana man This business unit operates in cargo handling and project cargo

services.

PT Patimban Global Gateway Terminal

This business unit is a joint venture estabiished to manage terminal
Operations at Patimban Port.

Annual & Sustainability Report 2025

subadunes

5 SAMUDERA

Samudera Logistics is a business line that provides integrated logistics services, from warehousing to
transportation across multiple modes, delivering goods to their final destinations.

Namo

Dosorigkion

This business unit operates in multimodal transportation and

PT Samudera Sarana Logistik supporting activities, including container depots, warehousing,
transportation management services, and customs services.

PT Samudera Laksana Perdana This business unit operates in land transportation support services.
This business unit provides land transportation services for container

PT Samudera Perdana cargo, bulk cargo, container repositioning. cargo distribution, project
cargo transport, and port transportation.

. Ts business uritoperates in cold loss ieluingrefrigerated
PT Adib Cold Logistic #lolkopberdeun
: This business unit provides services in Container Freight Station
PT Masaj Kargosentra Tama (CFS) operations and warehouse management.
Ag This business urit specializes in freight forwarding services for

project logistics.

PT Masaj Tatanan Kontainer Indonesia

This business unit provides container depot services.

PT Silkargo Indonesia

This business unit provides integrated logistics services to
customers, including third-party logistics, international and domestic
freight forwarding, project logistics. as well as customs and
administrative handling.

Silkargo Logistics (Singapore) Pte Ltd

This business unit provides comprehensive logistics and freight
forwarding services, including air and sea transportation, Customs
processing, warehousing, and land transportation.

Samudera Logistics DWC LLC

This business unit provides end-to-end logistics services worldwide
fora diverse range of end users, including manufacturers, buyers,
@exporters, and importers.

PT Samudera Logistics Services

This business unit primary provides warehousing and distribution
center services, particularly for the Fast Moving Consumer Goods
(FMCG) sector, and also serves asa third-party logistics provider

by Offering multimodal transportation. supply chain management,
warehouse insurance, and other value-added services for customers.

PT Maruzen Samudera Taiheyo

This business unit provides project logistics services and is a joint
venture between the Company, Maruzen Showa Unyu Co Ltd, and
Taiheiyo Kisen Kaisha Ltd.

PT Samudera JWD Logistics

This business unit isa joint venture with JWD Asia Holding Pvt Ltd,
operating in multimodal transportation and its supporting activities.

Shal Hawk Silkargo Sdn Bnd

This business unit provides warehouse management services at the
Port Klang Free Trade Zone. Malaysia.

Samudera Lautan Emas Sdn Bhd

This business unit is a joint venture with Golden Sea Haulage Sdn
Bhd, operating in land transportation in Malaysia.

r PT Samudera Indonesia Tbk

Namo

Deseription

PT Mitra Tanki Kontainer Indonesia

This business unit provides warehouse management services and isa
joint venture with Mitra Bintang Samudera in the Belawan area.

PT Korea Marine Cargo Services Jakarta

This business unit operates in multimodal transportation and
supporting activities is a joint venture between KMTC Co Ltd.

Established asa joint venture with a local business group, this
business unit provides container stacking, stuffing and stripping, and

Pa oa Maan haulage services to support cargo handling activities at the Palaran
Container Terminal.
PT Samudera Mitra Depo Not yet operational.
This business unit provides shipping agency, customs and
Samudera Cargo Services LLC administrative services, warehousing, distribution, and shipping to,

from, and within the United Arab Emirates.

"Se SAMUDERA
Senices

Samudera Services is a business line that provides operational support to all of the Company's business units.
Italso serves as a platform to integrate and synergize the business group and to drive the development of

the Company's business units.

Namo

Dosorigkion

PT Samudera Properti Indonesia

This business unit aims to oversee the ownership and management
of Samudera property assets.

This business unit manages the Company property assets in Dubai,

BN United Arab Emirates.
PI is Dia ae Tris business urit operasi human resource management servces
PT Praweda Sarana Informatika to the Company, its subsidiaries, financial insttutons, govemment:

aagencies, and private companies.

PT ISTA Indonesia

This business unit provides travel document management. domestic
and international ticketing, Meeting, Incentive, Convention, and
Exhibition (MICE) services and tours, as well as operational vehicie
procurement.

Ocean Technologies Pte Ltd

This business unit operates in data analytics, processes, and related
activities.

PT Samudera Indonesia Mitra Manajemen

This business unit provides services and consulting related to
finance, legal, procurement. risk management, and other areas for
the Company business group.

PT Satuan Harapan Indonesia

This business unit provides workforce services in security. cleaning,
.and drivers for the Company and all of its subsidiaries.

PTISTA Rasa Indonesia

This business unit operates in the food and beverage sector as well
as product management.

Annual & Sustainability Report 2025

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EOONOMIO P-EVIEW

The global economy in 2025
demonstrated resilience amid
geopolitical fluctuations and a
structural transformation of the
international trade landscape,
primarily driven by shifting trade
policies between the United
States (U.S) and China. Escalating
tensions in the first half of 2025,
marked by U.S. reciprocal tariff
threats of up to 2454 on Chinese
imports and significant tariff
pressures on Asian and ASEAN
countries, triggered a massive
front-loading phenomenon
across major global logistics
routes. However, a strategic
"tariff pause” and subseguent
diplomatic negotiations led to

a substantial reduction in
effective tariffs by August 2025.
This de-escalation structurally
rerouted global trade flows
through a spillover effect,

while Chinese exports to the

U.S. contracted by 2056, they
recorded robust growth in ASEAN
(13.496), India (12.896), and the
European Union (8.44).

These dynamics catalyzed global
trade volume, prompting the
WTO to upwardly revise its 2025
global merchandise trade growth
forecast to 2.44 YoY. Despite
contractionary pressures in
North America, where exports
and imports declined by -3.194
and -4.94 respectively, Asia
remained the primary growth
engine, recording a 5.74 increase
in import volumes and a 5.34
rise in exports. This trend aligned
with Container Trade Statistics
(CTS) data, which shows a 54
YoY growth in global container
shipment volumes. The strongest
performance was observed on
the Asia-Europe (896) and
Intra-Asia (696) routes, whereas

Asia-North America volumes
slowed by -44 due to prevailing
geopolitical shifts.

From a maritime fundamental
perspective, the container
segment faced capacity
Challenges as new vessel orders
surged to 33X of active capacity,
the highest ratio since 2008.

The growth of fleet supply by
6.996, which exceeded demand
growth, has put pressure on
global container freight rates.
This is reflected in the China
Containerized Freight Index
(CCFI) which decreased by 244
YOY. Similarly, the refined product
tanker market (BCTI) saw a 1796
decline due toa 54 expansion
infleet capacity. In contrast, the
crude tanker market (BDTI) grew
by 5& to 1,099 points, supported
by limited fleet additions and
heightened geopolitical risks

in the Strait of Hormuz.

$250.000

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Annual & Sustainability Report 2025

In the energy and commodity (BDI) rising marginally by 196 to
1,702 points, primarily driven by

sectors, Brent crude prices

corrected by 1196 to an average weakening coal demand from ineguality between the wave of
of USD65.5/bbl, asa 24 increase China, which contributed to a 214 new vessel operations and global
in global production outpaced correction in global coal prices gas demand growth that remains
demand growth. Stagnation was to USD107.5/MT. Meanwhile, weak below the 14 level
also observed in the dry bulk the LNG transportation market
market, with the Baltic Dry Index is facing pressure to reduce

Enorgy Free Source: Bloomberg Intelligence, March 2026

time charter rates in 4 2025
by -5X YoY, triggered by the

Liborakon

Bront Orude Ol Prioe #bit

'udera Indonesia Tbk

NYMEK Coal Pro HIMT UE)
—

Una Prse (IMMOTu

In 2025, the global inflation trend
continued to ease, prompting
more accommodative monetary
policies. According to the IMF,
global inflation was projected

to decline significantly to 4.24
YoY, down from 5.84 YoY in the
previous year. A similar trend was
observed in the United States,
where inflation fell to 2.646 YoY
from 2.996 YoY in the same period
Price stability encouraged the
Federal Reserve to implement
monetary easing by cutting the
benchmark interest rate by 75
basis points, from a range of
4.254-4.50# to 3.504-3.754

by the end of the year.

Based on the January 2026
edition of the World Economic
Outlook, the IMF estimated global
economic growth at 3.396 YoY

in 2025. This figure represents

a significant upward revision
from the initial April estimate

of 2.846 YoY and remains stable
compared to 2024. The projection
reflects the resilience of the
global economy amid ongoing

geopolitical dynamics. Key major
economies contributed to this
stability, with China's growth
expected to remain stable
at 5.09. Japan recorded an
acceleration in growth to 1.196
from -0.25 in the previous year.
while India showed an improved
growth trend at 7.34 YoY,
up from 6.54 the prior year.
Europe also emerged from a
stagnation period, growing by
1.296 YoY in 2025, exceeding its
2024 growth of 0.996 YoY. Within
ASEAN, Vietnam recorded robust
growth of 8.024 YoY in 2025,
higher than 7.094 in the previous
year. Conversely, the United
tates experienced a slowdown,
with growth moderating to 2.14
from 2.84 in the previous year.

Asia as a region achieved
economic growth above the
global average, and even higher
than in the previous year. The IMF
recorded Asia's economy growing
5.44 YoY in 2025, compared to
5.396 YoY in 2024. Meanwhile, the
ASEAN economy grew 4.24 YoY,

slightly slower than 4.69 YoY
in 2024, yet still exceeding global
growth rate of 3.3 YoY.

Indonesia's economy, as reported
by BPS-Statistics Indonesia,
expanded by 5.196 in 2025,
slightly higher than 5.034 in
2024. By sector, manufacturing
contributed the most to
economic growth, accounting

for 19.204 of the national
economy with 5.404 YoY growth.

Other significant contributors
included trade and automotive
repair at 13.244 with 6.0794
growth, agriculture, forestry,

and fisheries at 11.564 with
growth of 5.149 YoY growth

and construction at 10.164

with 3.899 growth. Meanwhile,
mining and guarrying contributed
8.93”6 to GDP but recorded a
negative growth of -1.314 YoY.
On the expenditure side,
household consumption remained
dominant, contributing 53.634
and growing by 5.119 YoY

Annual & Sustainability Report 2025

The manufacturing sector in
Indonesia and Southeast Asia
showed resilience despite global
fluctuations in 2025. This was
reflected in the Purchasing
Managers' Index (PMI) for
manufacturing in Indonesia and
Southeast Asia, which generally
returned to expansionary levels
in the second half of the year.
Although Indonesia experienced
a contraction in manufacturing

for four consecutive months from
April to July, reaching a low of
46.7 points in April due to sharp
declines in output and new orders
from both domestic and export
markets. However, the sector
recovered, with the PMI returning
to expansionary territory at 51.2
points by December 2025. This
recovery trend contributed to
ASEAN's PMI, which reached

52.7 points, keeping Indonesia

in the expansionary territory.
This stands in contrast to global
manufacturing, which remained
below 50.0 throughout 2025.
The strong manufacturing
conditions in Asia supported
consistent demand for logistics
services both in Indonesia and
Southeast Asia, despite ongoing
global volatility.

Jan 2023
Feb 2023
Mar 2023
Apr 2023
May 2023
Jun 2023

Jul 2023
hug 2023
5ep2023
0ct2023
Nov 2023
Dec 2023

To manage inflation and the
Rupiah exchange rate, Bank
Indonesia (BI) adjusted the

BI-7 Day Repo Rate four times

in 2025, with a total change
eguivalent to 100 basis points.
The adjustments included

a25 bps increase in May to 5.54,

f PT Samudera Indonesia Tbk

Jan 2024
Feb 2028
Mar 2024
'Apr 2024
May 2024
Jun 2024

ui2024
hug 2024
Sep 2024
Oct 2028
Now 2024

Dec 2024

|

Asean ori
am —

followed by a 25 bps reduction

in July to 5.254, another 25 bps
reduction in August to 5.004,
anda final 25 bps cutin
September to 4.754. This
accommodative monetary policy,
implemented amid a low-inflation
environment, was intended

to stimulate household

Jan 2025
(Feb 2025
Mar 2025
Apr 2025
May 2025
Jun 2025

Jul 2025
Aug 2025
Sep 2025
Oct 2025
Nov 2025
Dec 2025

consumption. Inflation reached

a low of -0.90x in February 2025,
reflecting a brief deflationary
period, before gradually
increasing and closing at 2.924
by the end of December 2025.
This level represents an increase
compared to 1.574 in 2024.

The Rupiah exchange rate also
experienced volatility in 2025.
It weakened to its lowest point
of the year on 9 April 2025,

at IDR16,943/USD, while
reaching its strongest level on

14 August 2025, at IDR16,/109/USD.

According to BPS-Statistics
Indonesia, Indonesia's total
exports in 2025 amounted to
USD282.91 billion, up 6.159 YoY,
while imports reached USD241.86
billion, an increase of 2.834 YoY.
As aresult, Indonesia recorded

a trade surplus of USD41.05
billion for the year. This surplus
comprised a non-oil and gas
surplus of USD60.75 billion

and an oil and gas deficit of
USD19.71 billion, marking the 6"
Consecutive years of annual trade
surpluses since 2020.

Non-oil and gas exports remained
the main contributor, accounting
for 95.389c of total exports, or
USD269.84 billion, up 7.669 YoY.
The sectors with the highest
export growth were the fats

and oils sector, which grew
27.94? YOY, followed by the
machinery and electrical
eguipment sector with 26.554
YoY growth. In contrast, exports
from the mining sector declined
by 23.005 YoY.

The increase in imports was
driven by a 5.119 YoY rise in non-
oil and gas imports, while oil and
gas imports fell by 9.679c YoY.
Among imported goods, capital
goods saw the largest increase of
20.064, whereas raw materials
and consumption goods declined
by 0.834 and 1.354 YoY.

INDUSTE-Y OVEF-VIEW

The Government of Indonesia
Continued to strengthen
economic fundamentals to
ensure positive growth and
enhance resilience against global
economic volatility. In line with
this, the Company successfully
navigated challenges and seized
opportunities throughout 2025,
resulting in positive performance.
The following is an overview of
the Company's business sector
developments during 2025.

SHIPPING INDUSTRY in global
experienced volume growth that
was lower than the expansion of
fleet capacity. This oversupply
pressured freight rates, however,
Continued volume growth along
Asia trade routes supported
container segment performance
in 2025.

According to Bloomberg,
container shipment volumes

on major global trade

routes continued to grow
despite ongoing geopolitical
developments and route
adjustments. Global container
shipment volume increased

by 586 YOY, rising from 184 million
TEUs in 2024 to 192 million TEUS

in 2025. For major routes,
Intra-Asia shipments reached
50.2 million TEUs, up 5.94 YoY,
while Asia-Europe shipments
expanded by 8.196 YoY,
reaching 19.6 million TEUS

in 2025. However, two other
major routes experienced
declines, with Europe-Asia
shipments declining by 59 YoY
and Asia-US shipments falling
by 4.54 YoY.

Inline with that, the container
shipping industry in Indonesia in
2025 will also experience positive
growth at the level of 6.874

YoY. PT Pelabuhan Indonesia
noted that container flows on
domestic routes between islands
and export-import flows grew

by 5.24 and 10, respectively,
compared to the previous year.
Container ship visits at 7 major
ports grew by 7.24 YoY with a
volume increase of 296 YoY. Ship
visits at Tanjung Priok and Tanjung
Perak Ports increased by 6?

YoY and 114 YoY, respectively.

In line with that, container ship
transportation volume at Tanjung
Priok Port grew 1.296 YoY, while
ship cargo volumes at Tanjung
Perak Port increased by 4.996 YoY.

Annual & Sustainability Report 2025

Global tanker shipping activity
recorded a44 YoY increase in
port call freguency in 2025, up
from 34 in 2024. This growth
trend was also reflected in

the domestic market, which
demonstrated significant
performance. Specifically, tanker
vessel visits at the seven main
ports increased by 94 in 2025
compared to the previous year.

In contrast, the global bulk carrier
market remained relatively
stable, with port visit growth of
34, similar to 2024. However,
domestic conditions diverged,

as bulk carrier vessel calls at
Indonesian ports declined by

24 YOY.

PORT INDUSTRY container
throughput at several major
global ports showed an increase
in 2025.

The Marine Port Authority
(MPA) of Singapore noted that
port throughput in Singapore
recorded an increase of 8.64
YoY in 2025 with a volume of

PT Samudera Indonesia Tbk

44.66 million TEUs. Similarly, the
Jawaharlal Nehru Port Authority
(JNPA) recorded a growth in the
throughput of the port of Nava
Sheva by 12.696 YoY with a volume
of 7.94 million TEUS.

In line with global developments,
port performance in Indonesia
also recorded an increase.

BPS noted that the volume

of loading and unloading at S
main ports in Indonesia in the
January-December period in
2025 will grow positively at 796
YOY. In addition, Bloomberg also
recorded that the number of ship
visits at the 5 main ports grew by
8.14 YoY.

LOGISTICS INDUSTRY covering
transportation and warehousing,
recorded growth of 6.169 YoY

in 2025, with land transportation
contributing 48? to the sector.
During 2025, several subsectors
within the logistics industry
demonstrated solid growth,
including rail transportation,
which grew by 696 YoY, land
transportation, which increased
by 1096 YoY, and river, lake, and
ferry transportation, expanded by
8? YoY, as well as warehousing
and supporting transport services

(including postal and courier
services) also grew by 1086 YoY.
Meanmhile, the sea transportation
subsector recorded asignificant
increase of 1096 YoY, a marked
improvement compared to

its 296 YoY growth in 2024. This
growth highlights the increasingly
strategic role of maritime
transportation as the primary
mode in the national supply chain,
particularly for large-scale and
long-distance cargo shipments.

In contrast, air transportation
contracted slightly, declining

by 0.296 YoY.

SERVICE INDUSTRY commercial
property performance in 04
2025 remained positive in terms
of demand, supply, and prices,
although growth was more
moderate. Bank Indonesia's
survey reported that the
commercial property demand
index increased 0.796 YoY, slowing
from 196 YoY in 03. The slowdown
in demand was primarily due to

a high office vacancy rate of
around 34.396, according to JLL,
limiting occupancy recovery

and office space expansion.

The warehousing and logistics
segment, in contrast, maintained
a relatively low vacancy rate of
approximately 5.696. Meanwhile,
the commercial property supply
index grew 2.319 YoY, exceeding
demand, which pressured rental
growth to a modest 1.394 YoY.

Annual & Sustainability Report 2025 Aksi)

OPER-AMONS AND
SEGMENTS P-EVIEW

As discussed earlier, the global
shipping business was affected
by the dynamics of international
trade conflicts and an oversupply
of vessels, which put pressure

on freight rates. Nevertheless,
strong demand and trade growth

SAMUDER-k SHiPPING

Throughout 2025, the Shipping
business line recorded revenue
of USD640.3 million, representing
an increase of 12.34 compared to
USD 570.2 million in the previous
year. This segment remained

the Company's primary revenue
contributor, accounting for
76.44 of total revenue in 2025.
Meanmhile, net profit generated
by this segment amounted to
USD84.8 million.

In year 2025, the container
shipping segment operated

30 vessels with a total capacity
of 48.405 TEUs. In addition, the
Shipping business line managed
8 tanker vessels and 5 dry bulk
vessels, with a combined carrying

ad PT Samudera Indonesia Tbk

in the Asian region helped
support stable economic growth.
These factors also influenced the
Company's financial performance
in 2025.

During 2025, total revenue

from the Company's 4 business
lines reached USD801.7 million,
representing an increase of 8.74
compared to the previous year,

Capacity of 574,673 DWT. Of
the 8 tankers, 2 were deployed
for domestic routes, while the
remaining 6 served international
routes.

In year 2025, the Shipping
business line sought to maximize
new opportunities arising from
the strong growth of intra-Asia
trade volumes on global routes.
Robust demand from India and
Japan encouraged Samudera to
open new routes, initiate new
Operations, and increase the
number of vessels in operation.
In line with this, the Company's
international container volume
reached 2.1 million TEUs,
growing by 8.19 compared

to the previous year.

while gross profit amounted
to USD147.3. Revenue from
the Shipping business

line remained dominant
contributing 76.44

of total revenue in 2025,
followed by Logistics at
12.146, Ports at 8.24, and
Services at 3.34.

Samudera Lagshus
Samudera Portd

Samudera Services

On the other hand, the tanker
segment recorded a slight decline
in cargo volume. This was mainly
due to the expiration of several
partnership contracts, as well as
route adjustments in response to
market dynamics. Nevertheless,
the Company strengthened its
portfolio by securing 2 (two) new
vessel charter agreements with
strategic partners during 2025.

Inline with the increase in both
international trade volumes and
domestic inter-island cargo
movements, the agency segment
recorded a 9.84 increase in
revenue in 2025, reaching
USD26.6 million compared to
the previous year. Meanwhile,
ship services revenue declined
by USD2.4 million, or 45.84
compared to the previous year.

SAMUDER-A Logisnus

The Logistics business line was
the second-largest contributor,
accounting for 12.14 of the

Company's total revenue in 2025.

Total revenue for the Logistics
business line reached
USD101.7 million.

Profit in the Logistics business
line was contributed by the
warehouse subsegment in

the domestic market through
increased volume and the
implementation of operational

INN una am

TN Ta

cost discipline in the
trucking business.

In the warehousing segment,

the Company recorded
significant profit growth of 589,
supported by the addition of new
customers.

In the container depot segment,
the Company managed a total
land area of 40.5 hectares in
2025. This segment recorded
revenue of USD26.0 million,
representing a decline compared
to the previous year.

The Company continues to
enhance revenue from the
container depot segment by
expanding non-depot activities,
such as portacamp development
and project-based services,
while strengthening strategic
partnerships with key partners.

In the forwarding segment,
the Company recorded
revenue of USD26.8 million.
This was mainly due to
a decline in revenue
from logistics
partners. However,
the Company
implemented service
expansion strategies
and established new
partnerships, resulting
in higher domestic
forwarding volumes
compared
to the previous year.

In the trucking segment,
the Company operated a

total of 342 trucks serving

the Company, its subsidiaries,
and third parties. In 2025, the

Company recorded

a 33.94 increase in trips, in line

with strong manufacturing and

trade activity.

To anticipate future growth in
cargo volumes, the Company
invested in operational support
vehicles for the Logistics business
line, including the procurement

of operational eguipment and
container trucks.

Annual & Sustainability Report 2025

SkMuDER-k PoR-Ts

The Ports business line recorded
revenue of USD68.5 million,
contributing 8.24 to the
Company's total revenue. With
this performance, the Company
recorded operating profit

of USD8.8 million. Despite
prevailing challenges, the
Company successfully secured

PT Samudera Indonesia Tbk

new partnerships, resulting in
port throughput of 960.000 TEUs.

The Ports business line also
includes port support services,
which provide maintenance

and spare parts procurement
for port eguipment used by its
subsidiaries and third parties,
ensuring that eguipment
remains in optimal condition and

supporting operational efficiency.

To enhance future port service
performance, the Company
realized various infrastructure
investments and additional
supporting eguipment for port
Operations in 2025, with a total
value of USD5.7 million.

SkMuDER-k SER-IvES

The Services business line
operates through 2 main
activities:

1. Property Segment:
This segment develops its
business activities in the
management and maintenance
of strategic property assets,
construction supervision,
property assets development,
and the exploration of
various opportunities in the
construction sector.

2. Services Segment:
This segment is established
to strengthen and support
business units within the
Company by providing
operational support services.
Through these services, each
business unit can focus more
effectively on its core business
development and operations.

In 2025, the Services business
line recorded revenue of USD27.8
million, representing an increase
of 6.295 from USD26.2 million in
the previous year. The Company
will continue to expand this
business line by diversifying its
service offerings in line with
developments in the shipping and
transportation industries, while
supporting the future scaling

of the Services business line.

FINANGIAL P-EVIEW

The analysis and discussion of the
Company's financial performance
are based on the consolidated
financial statements for the
period ended 31 December 2025.
These financial statements have
been audited by Purwanto Susanti
dan Surja Public Accounting Firm,
a member of the global Ernst &
Young Limited network.

Based on the audit results, the
consolidated financial statements
have been fairly presented,

in all material respects, reflecting
the consolidated financial position
of PT Samudera Indonesia Tbk
and its Subsidiaries as of

31 December 2025. This includes
the consolidated statements of
financial performance and cash
flows for the financial year ended
on that date, in accordance with

Indonesian Financial Accounting
Standards (SAK).

In reviewing this financial
Overview, readers are advised

to refer to the disclosures in

the Notes to the Consolidated
Financial Statements, which form
an integral and inseparable part
of this Annual Report.

SUMMKE-Y OF THE COMPANY'S STATEMENT OF PE-IFIT OR- LIss

Table of Summary of the Company's Statement of Profit or Loss

Servoe Fovenues 8017 7374 87
Cost of Services tesa.a) (588.0) 13
Gross Prokik 1473 1494 ta)
General and Administrative Expenses (538) (521 (13)
Other Income (Expenses) 73 na Gan
Probit bekore Income Tax 864 847 20
Income Tax Expenses G3 &n 62
Probit or the Year 794 70 27
Total Okher Gomprehensive Income (Lose) Nok ok Tax 1 GA) 230
Total Comprebensive nzome tor the Year 70.0 69.6 06
et rar Mel ta
Owners ok the Parent Entity 521 50.7 28
Non-Controling Intorests 20 263 27
Total 74 7.0 27

In 2025, the Company recorded
service revenue of USD801.7
million, representing an increase
of 8.7 compared to the previous
year's achievement of USD737.4
million. The increase in average
freight rates was a key factor

driving the growth in service
revenue throughout 2025.
Correspondingly, the Company's
service costs increased by 11.34,
bringing total service costs

to USD654.4 million, up from
USD588.0 million in the previous

year. Asa result, the Company
maintained a gross profit of
USD147.3 million, a decrease of
only 1.44 from USD149.4 million
in the prior year.

Annual & Sustainability Report 2025

The Company continued to
improve efficiency in General and
Administrative Expenses, which
amounted to USD53.6 million from
USD52.9 million in the previous
year. In addition, other expenses
were recorded at USD7.3 million,
reflecting a significant decrease
of 38.146 from USD11.8 million

in the prior year.

In 2025, the Company's finance
costs increased to USD28.4

million, while interest income
amounted to USD14.4 million.

On the other hand, the Company
recognized share of profit from
associates and joint ventures

of USD3.9 million, as well as net
other profit of USD1.5 million.

Asa result, profit before income
tax for 2025 increased slightly
by 1.94 to USD86.4 million,
compared to USD84.7 million

in the previous year.

In line with this performance,
net profit after tax attributable
to owners of the parent entity
was recorded at USDS2.1 million,
representing a 2.84 increase from
the previous year. Furthermore,
the Company recognized

other comprehensive losses

of USD9.1 million, primarily due
to translation adjustment. As

a result, total comprehensive
income for the year rose slightly
by 0.696 to USD70.0 million.

OHKNGES IN CONSOLIDATED STATEMENT OF FINANDIAL POSITION

Assets

Cash and Cash Eguivalents 377 3332 tan
Other Current Financial Assets 1190 10.0 82
Trade Receivables 1424 128.4 10.98
Other Current Financial Assets 445 390 141
Total burtont keset 623.6 610.6 21
Investments in Associates and Joint Venture 46 367 215
kari Teovaslopnesrelasagi Depreciation 5012 4595 94
Right of Use Assets 2259 1544 463
Other Non-Current Assets 310 25 127
Total ok Non-Gurront Kssets 802.7 6781 18.4
Tokek kasots 14263 10.7

As of 31 December 2025, the
Company's total assets increased
by 10.746 to USD1,426.3 million,
up from USD1,288.7 million in

the previous year. The primary
contributors to this growth were
anincrease in property, plant,

PT Samudera Indonesia Tbk

and eguipment and right of

use assets, by 9.195 and 46.396,
respectively, to USD501.2 million
and USD225.9 million.

The Company's asset composition
is dominated by non-current

assets, which accounted for
56.34 of total assets. Although
cash decreased by 4.74 in 2025,
the Company maintained

a strong cash position,

totaling USD317.7 million.

LIkBILITES

Short-Term Bank Loans 16 13 27
Trade Payables 552 541 20
Accrued Expenses 667 579 152

Loans 307 289 62
Lease Liablities Right-of-Use Asset 869 351 147.6
Other Current Liabilities 37.74 374 08

Non-Ourtont Liabilitiss 2888 247 285

Lang-Term Liabihkies, Net ok Current Perhon

Loans 160.5 1838 27
Lease Liabilties Right-of-Use Asset 146.0 1246 172
Sukuk ljarah 497 208 138.9
Post-Employment Benefit Liabilities 84 s8 103
Other Non-Current Liabilities 14 18 (222)

Tekal Non-Current Liabihkies 364.0 336.8 8

Tebal Liabiities 6528 5615 13

As of 31 December 2025,

the Company's total liabilities
increased by 16.34 to USD652.8
million, up from USD561.5 million
in the previous year.

This increase was primarily
driven by higher balances of
long-term Sukuk Ijarah and lease
liabilities for right-of-use assets,
partially offset by a decrease

in the Company's long-term
borrowings.

With the growth in current
liabilities, the Company's liability
structure in 2025 remained
dominated by non-current
liabilities, which accounted for
55.89 of total liabilities.

Annual & Sustainability Report 2025

Baut

Issued and Fully Paid Share Capital

Retained Eamings

Tokal Gguity Kekribubabio to the Owners ek the Company

Total Eguity Attributable to Non-Controling Interests

Toket Ggaity

TOTAL Eau

As of 31 December 2025, the
Company's total eguity increased
by 6.446 to USD 773.5 million,

up from USD 727.2 million in the
previous year. This growth was
primarily driven by an increase in
the Company's retained earnings

in 2025, as wellas an increase
in eguity attributable to non-
controlling interests.

OkSH FLOwS

At the end of 2025, the
Company's cash and cash
eguivalents stood at USD 317.7

million, representing a decrease
of 5.64 from USD 333.2 million
at the end of the previous year.
This decline was mainly due to

a reduction in net cash inflows
from financing activities. The
table below provides a summary
and explanation of the factors
contributing to this decrease.

OkSH FLOWS
Net Cash Provided by Operating Activities 1516 187.2 105
Net Cash Used for Investing Activities (052) (1485) (359)
Net Cash Used for Financing Activities 720) (43.6) 651
Net Decrease in Cash and Cash Eguivalents (59) (0 ae)
Cash and Cash Eguivalents at the Beginning of Year 3332 3878 at
Effect of Foreign Exchange Rate Changes oa 03 (667)
Dash and Dash Eguvwalents ak the End ok Year 3177 333.2 (5.6)

PT Samudera Indonesia Tbk

Cash Flows from Operating
Activities

In2025, net cash generated
from operating activities
amounted to USD151.6 million
representing an increase of
10.59 compared to USD137.2
million in the previous year
The primary source of
operating cash inflows was
customer receipts totaling
USD786.9 million. Meanwhile,
cash outflows were primarily
allocated to payments to
suppliers, employees, income
taxes, and interest expenses,
totaling USD635.3 million

Cash Flows from/Used
in Investing Activities

In 2025, investing activities
recorded net cash outflows
of USD95.2million, a decrease
of 35.996 from USD148.5
million in the previous year.
Cash inflows in this segment
were derived from proceeds
from the sale of fixed assets,
totaling USDO.5 million. On
the other hand, cash outflows
were primarily allocated to
the acguisition of new fixed
assets of USD80.3 million and
placement of other financial
assets of USD8.7 million

Cash Flows from/Used
in Financing Activities

Net cash used in financing
activities in 2025 was
USD72.0 million, an increase
compared to USD43.6 million
In the previous year.

The Company received cash

nflows from loans , short-term

bank loans and sukuk ijarah
totaling USD49.2 million. Cash
outflows of USD121.2 million

were utilized for the repayment

of loans, short-term bank
loans, lease liabilities, and
dividend distributions.

The Company's ability to meet
its obligations can be assessed
through the debt-to-eauity ratio
and cash ratio analysis. In 2025,
the debt-to-eguity ratio stood
at 84.49c, an increase from 77.296
in the previous year

Annual & Sustainability Report 2025

In addition, the Company
maintained ample cash availability
to settle all obligations due

in the near term. This strong
liguidity position is reflected ina
current ratio of 21686, indicating
that current assets are more
than sufficient to cover current
liabilities with a wide margin
Management considers the
Company's capacity to meet its

financial commitments to remain
ata healthy level, posing no
pressure on operational financial
stability.

pe

ko00UNTS P-E0ENKBLE
DOLLEOTEILITY

The Company's ability to collect
receivables (collection period)
improved in 2025, as indicated by
an increase in the percentage of
receivables not yet due.

As of the end of 2025, the
Company's total trade receivables
amounted to USD142.4 million,

up from USD128.4 million

OKPITAL STR-UOTUR-E

Lompononts

in the previous year. The majority
of these receivables, or 75.84,
were not yet due. Overall, the
average collection period in 2025
showed improvement compared
to the prior period.

To maintain a healthy collection
period, the Company consistently
monitors the collectibility of each
customer and applies a more
selective credit policy.

aa 2 add
STR-UOTI la PoLUY
Capital structure represents

a combination of debt and
eguity. In 2025, the Company's
eguity contributed a larger
portion to the capital structure,
amounting to 54.24. Compared
to the previous year, the eguity
proportion increased, as shown
in the following table.

Current Liabilities

Non-Current Liabiiities

Total Liabihties

Total Eguity (Capital)

Total Liaiities and Egaty

Dapikal Structure Policy

The Company's primary focus

in capital management is to
ensure the maintenance of an
Optimal capital ratio to support
Operational continuity and
maximize value for stakeholders.
In managing its capital structure,
the Company actively adapts to
changing economic conditions
while ensuring the fulfillment of
its obligations to creditors.

PT Samudera Indonesia Tbk

The main instrument used by
the Company to monitor its
Capital structure is the net
gearing ratio, calculated by
comparing net debt to total
eguity (debt to eguity ratio/
DER). In addition, the Company
is committed to maintaining the
net gearing ratio at a safe level,
thereby ensuring that flexibility
in raising funds can be optimally
utilized to support business
expansion.

The Company is committed to
maintaining an optimal capital
structure to achieve its business
objectives by preserving a healthy
Capital ratio, maintaining strong
credit ratings, and maximizing
returns to shareholders.

jg pet, O0MMITMENTS
AAN AAA

Throughout 2025, the Company
established material capital
expenditure commitments,
primarily allocated for the
acguisition of new vessel fleets.

OKPITKL Ex PENDITUR-E
REKLiZAMON

Throughout 2025, the Company
and its subsidiaries realized
Capital expenditures in the
form of fixed asset acguisitions
amounting to USD82.3 million
to support operational needs.
The largest portion of the
investment was allocated to fleet
management and rejuvenation
programs, totaling USD67.5
million.

In addition, the Company
allocated USD4.9 million for the
procurement of vehicles and
operational eguipment, followed
by building construction and
renovation costs amounting to
USD3.3 million. The remaining
USD1.O million was used for office
eguipment purchases, while
USD6.1 million was allocated for
various other expenditures.

TKBLE OF CAPITAL EXPENDITUR-E P-EALIZATMON BY INVESTMENT OKTEGOR-Y

Investmont Cakegory

Vessels and Barges (including vessel improvements) 85 738
Wnarf, Building. and Bulkding Improvements 33 22
Operational Eguipment and Vehicles 29 &
Office Furniture. Fixtures and Eguipment 10 1
Land 0 03
Construction in Progress 64 “4
Total 828 879

TABLE OF OKPITAL EXPENDITUR-E REKLIZATON BY busINESS LINE

Investment Dakogpry

Annual & Sustainability Report 2025

PEKLIZAMON or TE,

As part of its commitment to
transparency and compliance
with POJK No. 30/POJK.04/2015,
the Company hereby discloses
the realization of the use of
proceeds from the Public
Offering of Sustainable Sukuk
Ijarah | Phase | (2023) and Phase II
(2025), as follows:

(ea PT Samudera Indonesia Tbk

Kg Mma drin

| 1 (2025
Based on the effective date
of 25 July 2023, the Company
raised total proceeds of
IDR550,000,000,000. After
deducting issuance costs

of IDR6,273,801,487, the

net proceeds amounted to
IDR543,726,198,513.

As of 31 December 2023, the
entire proceeds (1004) had been
fully utilized, with the following
details:

the Company's fleet.

& Debt Repayment:
Rp96,000,000,000 (17.666)
was paid to HSBC and
IDR46,733,000,000 (8.594)
to OCBC to optimize the
Company's capital structure.

'Accordingly, as of 31 December
2023, there was no remaining
balance from the proceeds of
Phase I.

Depag Sukuk jarah

l IN (2015.

Continuing its sustainable
financing program, the Company
issued Phase Il with an effective
date of 1 July 2025, amounting

to IDR500,000,000,000. Issuance
costs totaled IDR4,024,000,000,

resulting in net proceeds of
IDR495,976,000,000.

As of 31 December 2025, the
Company had fully utilized the
entire net proceeds (1004) for

the development of productive
assets and infrastructure,
as follows:

& Strategic Facilities:

Financing for shipyard, jetty,
and floating area facilities.

& Supporting Infrastructure:
Development of operational
support facilities, including
offices, workshops, hangars,
and Waste Management
systems.

The realization is in line with
the planned use of proceeds

as statedin the Prospectus.
Accordingly, as of 31 December
2025, there was no remaining
balance from the proceeds of
Phase II.

Annual & Sustainability Report 2025

MARKETING ks PET

As part of Indonesia's shipping
industry, the Company continues
to demonstrate resilience by
closely monitoring global and
domestic economic dynamics,
including supply and demand
fluctuations affecting freight
rates, as well as geopolitical
factors. Amid these challenges,
the Company has successfully
maintained its competitive
position through stable
operational performance,

reflected in volume growth across

major routes and effective fleet
management.

To strengthen and expand its
market share, the Company
implements a comprehensive
marketing strategy, both
externally and internally, as
follows:

PT Samudera Indonesia Tbk

@ Market Expansion and

Penetration

The Company consistently
participates in international
exhibitions such as the
Indonesia International
Furniture Expo, Coaltrans
Exhibition in Bali, and SEA
Indonesia to enhance brand
awareness and strengthen its
positioning within the shipping
industry.

@ Strengthening Synergies and

Human Capital Capa' ies
Internally, the Company fosters
alignment and collaboration
across business units through
knowledge-sharing sessions
and the Commercial Summit
Class. These initiatives aim to
enhance strategic alignment
and strengthen cross-
functional collaboration to
support sustainable target
achievement.

@ Digitalization and Efficiency

In addition to optimizing routes
and leveraging data analysis

to ensure efficient and safe
Operations, the Company
introduces digital innovations
such as Samudera Connect
platform and chatbot services.

@ Enhancing Customer Service

Customer complaint
management remains a

top priority, with dedicated
teams in each business unit to
provide prompt and effective
solutions. In 2025, all customer
complaints were successfully
resolved within a reasonable
timeframe.

Through these strategic
initiatives, the Company is
committed to continuous growth
and reinforcing its position as a
key player in the shipping industry
by leveraging opportunities in the
domestic market and expanding
its network in regional markets,
particularly within the Intra-Asia

area.

Promotion Program

Samudera Indonesia consistently
implements promotion programs
across all business units to
strengthen market presence. At
the Corporate Commercial level,
brand positioning is reinforced
through active participation in
international events such as the
Indonesia International Furniture
Expo, Coaltrans Bali, and SEA
Indonesia. In addition to external
market penetration, the Company
focuses on internal strengthening
through knowledge-sharing
sessions across business units.
Initiatives such as the Commercial
Summit Class are held to create
strategic synergy and alignment,
ensuring that all marketing

teams are able to achieve the
Company's targets collectively
and sustainably.

bustomor Complaint
Services

To maintain customer trust, the
Company ensures that each
business unit has a dedicated
rapid response team to
investigate and resolve issues
in accordance with applicable
policies. This commitment is
reflected in the successful

resolution of all complaints in
2025 within a short time manner.
Beyond providing solutions, the
Company leverages customer
feedback as abasis for
Continuous service improvement.
Digital innovations such as
Samudera Connect and chatbot
features have been introduced
to facilitate seamless customer
interaction at any time.

Market share

Stable inter-island distribution
demand has supported solid
growth in the Company's
operational volume. This
success is driven by effective
fleet management and precise
route planning. All major routes
recorded volume growth,
reflecting the Company's
competitiveness in a dynamic
market environment. As part

of sustainability efforts, route
efficiency and data analytics are
prioritized to ensure profitability
and operational safety across all
business lines.

DIVIDEND #-EALizAmoN

The Company is committed

to delivering added value to
shareholders through dividend
distribution as a form of return on

Payment mn the Year

net income. Dividend payments
are always carried out in
accordance with the resolutions
adopted at the Annual General
Meeting of Shareholders (AGMS)
or Extraordinary General Meeting
of Shareholders (EGMS).

In line with the Company's
Articles of Association, interim
dividends may also be distributed
before the end of the financial
year. The determination of interim
dividends is made by the Board of
Directors with the approval of the
Board of Commissioners, and will
subseguently be submitted for
ratification at the next AGMS.

In determining the dividend
amount, the Company
consistently adheres to the
principle of fairness, taking into
account various fundamental
parameters, including:

1. Net profit recorded.

2. Overall stability and financial
health of the Company.

3. Adeguacy of funds for
Operational reguirements.

4. Funding needs for future
business development and
expansion plans.

The dividend distribution realized
isas follows:

Cash Dividend Distributed (Rp Million) 40.939.0 147,380.4 327512 196.507.0
Dividend per Share (IDR) 25 9 2 12

Payout Ratio (2) 2 2 9 an
Announcement Date 30 July 2025 30 July 2025 29 July 2025 26 June 2025
Payment Date 29 August 2025 27 August 2025 127 Agustus 2025 26 July 2025

Annual & Sustainability Report 2025

MATERIL INFORMATION
AND EkOTS POST
kubitoe-'s P-EPOR-T
DATE

To date, no material facts or
information have emerged
following the issuance of the
auditor's report.

MBNKGEMENT RNP
Pure AA OP TON

Mar Bagas

As of the close of the 2025
financial year, the Company has
not implemented any stock option
program for management or
employees (MESOP).

Bae konons
R-ELATE

P-LI
YES TMBNT, CXPANSION,
AND RESTE-UCTuPuNG
Throughout 2025, there were
no material corporate actions
involving significant investments,
business expansion, divestments,
acguisitions, or debt and eguity
restructuring.

MATERIAL
TE-ANS AO TIONS
Kwang OONFLIOT OF

The Company confirms that there
were no transactions involving
conflicts of interest during 2025.
While certain transactions were
conducted with affiliated parties
in the course of operational
activities, all such arrangements
were carried out on an arm's
length basis and on commercial
terms eguivalent to those with
third parties.

PT Samudera Indonesia Tbk

RELATED-PKETY
TE-ANSAOTIONS

In all business interactions

with related parties, whether
involving sales, purchases, or
lease agreements, the Company
applies terms eguivalent to
those used with external parties.
This ensures service guality

and cost efficiency for mutual
benefit. Details regarding
related entities and transaction
amounts are disclosed in Note
33 of the Consolidated Financial
Statements.

Denga IN
Papa kToR-Y
FR-MEWOR-K

During the reporting period,
there were several significant
changes in legislation, particularly
in taxation, which affected the
Company's strategic policies and
financial statement presentation,
as outlined below:

haglo mentAkon ok
Hen at Ar Tap
IK 15y/2024)

As part of alignment with global
standards, the Government of
Indonesia issued Minister of
Finance Regulation (PMK) No. 136
of 2024 on the implementation of
the Global Minimum Tax (GMT),
adopting the OECD Global
Anti-Base Erosion (GIOBE) Pillar

2 framework, as disclosed in

the Company's Consolidated
Financial Statements as of

31 December 2025. Under

the regulation, if the Company's

ETR in an operational jurisdiction
falls below 1596, it is reguired to
pay additional top-up tax. For
Indonesia, GMT obligations apply
from the 2025 fiscal year, with
payment due by December 2026.
Accordingly, any material increase
in Current Tax Expense will only
be reflected in the 2026 Financial
Statements. Management
remains committed to monitoring
regulatory developments and
coordinating with professional
tax consultants to ensure full
compliance while maintaining
financial efficiency.

Regarding electric vehicle tax
incentives under PMK No. 8

of 2024 on VAT borne by the
Government (PPN DTP), the
Company considers the impact
on overall performance to be
immaterial, as the use of electric
vehicles in current operations
remains limited.

OHANGES IN KOOOUNTIN
Panda si

During 2025, there were no
modifications to accounting
policies that had a material

or significant impact on the
presentation of the Company's
financial statements.

:
3 1
Annual & Sustainability Report 2025 ts

According to the IMF's April

2026 World Economic Outlook
(WEO), the global economy is
projected to experience a slight
deceleration in 2026, with growth
easing to 3.19 from the previously
estimated 3.39c. This forecast
reflects moderate optimism,
although it remains tempered

by vigilance regarding ongoing
geopolitical risks. Meanwhile,

the WTO anticipates a sharp
correction in global merchandise
trade volume, decelerating from

PT Samudera Indonesia Tbk

2.4 in 2025 to 1.446 in 2026.
This decline is driven by the
conclusion of the front-loading
phenomenon and intensifying

geopolitical conflicts in the Middle

East, which have surged global
crude oil and bunker prices
Conseguently, rising inflationary
pressures across various nations
are expected to delay planned
monetary easing by the Federal
Reserve and other major central
banks.

Nevertheless, economic and
trade growth within the intra-Asia
region—including ASEAN, India,

and China—is projected to remain
higher than the global average. At
the national level, the Indonesian
Government and Bank Indonesia
forecast improved economic
growth within the range of 5.096
to 5.396, underpinned by external
stability and a robust financial
system.

Shipping Business Line:

The Company will focus on
maximizing revenue potential
through fleet expansion and
rejuvenation to maintain
operational cost efficiency and
service guality. This strategy
includes the divestiture of
non-performing vessels and
expansion into broader market
segments. Growth will also be
driven by the opening of new
container shipping routes and
strategic cooperation with
Imoto Line to strengthen the
Company's presence in the
Japanese market. Furthermore,
new shipyard operations are
scheduled to commence ina
newly established area by the
end of 2026

Ports Business Line
Throughput volume is
expected to increase
significantly in 2026 with the
effective commencement of
Operations at Patimban Port
The Company also continues to
invest in operational eguipment
and infrastructure, including
port eguipment, electrification,
and guay enhancements, to
improve operational efficiency.

Logistics & Services

Business Line

Volume growth is expected
to continue with a focus on
strengthening integrated
logistics services. This is
supported by the optimization

of the warehousing business,
which currently manages

15 warehouses, as wellas
increased volumes from

4PL (Fourth-Party Logistics)
activities. Additionally,
container depot operations
will be optimized by expanding
into new operational areas

in Singapore and developing
non-depo activities, such

as portacamp projects, to
diversify revenue streams.

@ Organizational
Resilience and GCG:
To ensure long-term
business sustainability
amid market volatility, the
Company prioritizes cost
efficiency, digitalization
through the Human Capital
Management System
(HCMS), and strengthening
strategic partnerships. ESG
pillars are also integrated
into governance and risk
management structures
to mitigate climate change
impacts and create long-term
value for shareholders.

By optimizing service integration
and operational efficiency
strategies, the Board of Directors
is confident that performance

in 2026 will continue the growth

trend and deliver positive returns.

EINANGIAL PEONECNONS
FOR 2014

Entering the 2026 fiscal year,
the Company views its financial
prospects as favorable and
resilient amid global economic
dynamics. The Company
projects healthy and sustainable
financial performance through
asset optimization and the
strengthening of integrated
services across all business lines.

The Company targets revenue
growth driven primarily by
the Shipping segment, which
contributed approximately
76.446 of total revenue in the
previous year. This growth
will be supported by plans for
fleet expansion and vessel
rejuvenation to maintain
Operational cost efficiency.

In addition, optimization of
throughput volume in the
Ports segment, particularly
with the operationalization

of Patimban Port, as well as

expansion of 4PL logistics
services and warehousing
business, is expected to serve
as new revenue growth drivers
in 2026. Profitability is projected
to remain stable through strict
cost discipline and effective
operational efficiency strategies.

The Company is committed to
managing its capital structure
prudenttly to maintain financial
flexibility in support of business
expansion plans. The main focus
will be on maintaining healthy

AA

NI bebas IMT

Annual & Sustainability Report 2025

(3 PT Samudera Indonesia Tbk

financial ratios and strong cash
flow to fund strategic capital
expenditures. The Company will
continue monitoring debt profiles
and financing costs to ensure
financial resilience against global
interest rate fluctuations.

In line with positive performance
expectations, the 2026

dividend policy will continue to
balance the need for business
development with providing
value to shareholders. Dividend
determination will be based

on net income while ensuring
adeguate capital reserves for
future investments.

As part of its long-term strategy,
the Company continues

to integrate sustainability
considerations into its financial
strategy. More comprehensive
ESG risk management, as
reflected in risk ratings from
international agencies, is
expected to enhance investor
confidence and provide access
to more efficient financing
Instruments in the future.

Through business line synergies
and strengthened governance,
the Company is confident

in delivering solid financial
performance and generating
sustainable value for all
stakeholders in 2026.

STAN

To navigate global maritime
market dynamics and sustain
growth, the Company has
established a comprehensive
strategy based on four key pillars:

1. Business Expansion and Fleet
Optimization

The Company focuses

On international business
development, prioritizing
Overseas expansion. This is
implemented through a fleet
rejuvenation program and the
addition of new vessels to
ensure operational efficiency
and service excellence.

The strategy also includes
entry into new routes and
strengthening strategic
partnerships with global
players to expand the reach of
container shipping and other
Cargo services.

. Integration of Logistics and

Port Services

The Company is committed to
strengthening synergies across
business lines to provide
integrated end-to-end logistics
services. Focus is placed

on increasing throughput
volume in the Ports segment
through the operation of new
terminals and infrastructure
modernization. In the Logistics
segment, the strategy is
directed toward developing
warehousing business,
enhancing 4PL (Fourth-Party
Logistics) service capacity, and
Optimizing container depots to
expand the customer base.

3. Digital Transformation and

Cost Efficiency

To enhance competitiveness,
the Company is implementing
digital transformation through
the development of the Human
Capital Management System
(HCMS) and digitization

of operational processes
across all business units. This
initiative aims to improve
productivity, accelerate data-
driven decision-making, and
enforce strict cost discipline to
mitigate fluctuations in service
costs and global operational
expenses.

4. Sustainability and Governance
(ESG)

The Company integrates
Environmental, Social, and
Governance (ESG) aspects
into its core corporate
strategy. Through alignment
between the Corporate
Investor Relations Division

and Corporate ESG Division,
the Company ensures
transparent communication of
sustainability performance to
stakeholders. This commitment
is demonstrated through
compliance with international
standards (GRI) and local
regulations (POJK 51/2017),

as well as ongoing efforts to
improve ESG risk scores from
international rating agencies.

Through a combination of
measured expansion, strong
service integration, and
commitment to good governance,
the Company is confident in
maintaining its position as an
industry leader and creating long-
term value for all shareholders.

Annual & Sustainability Report 2025

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DIN URUT MITTEM KAN RI
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The Company is committed to implementing best practices in Good Corporate Governance (GCG) and
Environmental, Social, and Governance (ESG) based on the principles of Transparency, Accountability,
Responsibility, Independence, and Fairness. These practices are not merely intended to ensure compliance with
prevailing laws and regulations, but also reflect the Company's commitment to upholding integrity in conducting
its business and managing the Company responsibly, while considering environmental and social impacts in order
to create long-term value for all stakeholders.

COR-POR-KTE GOVER-NANOE STE-uoTUR-6

In accordance with the prevailing law and regulations, the Company adopts a two-tier Board system that
ensures a clear separation of duties and authority between the supervisory function performed by the Board of
Commissioners and the executive function carried out by the Board of Directors.

In carrying out its supervisory function, the Board of Commissioners is supported by the Audit Committee as

well as the Nomination and Remuneration Committee. In alignment with this governance structure, the Board of
Directors is supported by the Corporate Secretary in implementing corporate governance practices and ensuring
information disclosure. The President Director, in performing his or her strategic and operational responsibilities,
is supported by the Executive Committee and the CEO Office, as well as the Corporate Internal Audit, which
reports directly to the President Director in accordance with prevailing laws and regulations.

1. Audit Committee

2. Nomination and Remuneration
Committee“ —

3. Corporate Ddfelopment
Committee

1 Investment
2 Procurement
3. Organization & Talerit
—4. Business Continuitf
Management

1. Special Assistant to CEO:
Shipowning
2, Special Assistant to CEO:
Overseas Business Development —
“3. Special Assistantto CEO:
Employee Satisfaction & —
Happiness

PT Samudera Indonesia Tbk

/
DOMPANY G04 PoLivirs

To ensure transparent and accountable Corporate Governance, the Company has established guidelines and
policies based on prevailing regulations that serve as the primary references within the Company, as follows:

@ Guidelines and Code of Ethics for the Board of @ Code of Ethics and Business Conduct
Commissioners & Anti-Bribery, Gratification, and Money Laundering
@ Guidelines and Code of Ethics for the Board of Policy
Directors & Anti-Monopoly Practices and Unfair Business
@ Audit Committee Charter Competition Policy
@& Guidelines and Code of Ethics for the Nomination @ Whistleblowing System
and Remuneration Committee @& Sustainable Development and Environmentally
@ Internal Audit Charter Friendly Business Policy
@& Company Regulations @ Risk Management Policy

As a commitment to transparency, these guidelines and policies are publicly available and fully accessible
through the Company's official website.

kovo LITY FOR CONTINUITY BUSINESS IMPLEMENTAMON AND Sus TANAbILiTY
GONEE-NANGE STR-UOTUR-E

The Company upholds a strong commitment in accordance with the Sustainable Finance Guidelines issued by
the Financial Services Authority (Otoritas Jasa Keuangan or “OJK"). The Board of Directors plays a central role

in determining ESG direction, strategy, and policies. The Board of Directors is fully responsible for ensuring that
ESG implementation is carried out comprehensively across all business lines in order to deliver maximum positive
impact for stakeholders.

Responsibility for regulatory compliance and optimal implementation is delegated to the Compliance Director,
who oversees the following divisions: Corporate Legal, Corporate Secretary & Communications, Corporate
Investor Relations & ESG, Corporate Compliance, Corporate Risk Management, and Corporate Procurement.

In particular, the Corporate Investor Relations & ESG Division was established to ensure that the Company
complies with applicable standards, manages risks, and leverages sustainability opportunities, thereby
supporting the achievement of the Company's long-term objectives in a sustainable manner.

This division focuses on strengthening ESG awareness among employees, leading initiative development in

each business unit, and collaborating across all divisions to ensure the optimal implementation of sustainability
practices.

Annual & Sustainability Report 2025

GUNER-KL MEETING OF SHKE-EHOLDER-S (GMS)

The Annual GMS for Fiscal Year 2024 was held on Monday, 30 June 2025, at Samudera Kirana, 2” Floor, Amanah
Kirana Room, Jalan Yos Sudarso No. 88, Sunter Jaya, North Jakarta 14350.

Shareholders participation in the Annual GMS for Fiscal Year 2024 was very high, as evidenced by the presence
of 13,744,715,243 shares, representing 83.934116884 of the Company's issued and fully paid-up shares.

The Annual GMS for Fiscal Year 2024 was also attended by independent parties, namely:

1. Notary : Jessy Darmawan, S.H., M.Kn.

2. Securities Administration Bureau : PT Bima Registra

3. Public Accounting Firm : Purwantono, Sungkoro & Surja (a member firm of Ernst & Young
Global Limited).

The agenda and resolutions of the Annual General Meeting of Shareholders for Fiscal Year 2024 were as follows:

1. Approval of the Board of Directors' Annual Report, including the Supervisory Report of the Board of
Commissioners for the fiscal year ended 31 December 2024, and ratification of the Company's Financial
Statements for the fiscal year ended 31 December 2024

a. Approved the report of the Board of Directors on the conduct of the Company's business, including the
supervisory report of the Board of Commissioners for Fiscal Year 2024:
b. Ratified the Company's Consolidated Financial Statements for Fiscal Year 2024: and
. Granted full release and discharge (acguit et de charge) to the members of the Board of Directors and the
Board of Commissioners of the Company for their management and supervisory actions performed during
Fiscal Year 2024.

»

Dootsion-Making by Voting

534,008,623 1,223,300 13,209,483,320 13,743,491.943
sharesor shares or shares or shares or
3.885192331 0.008900154 961059075216 99INOPIBSK

2. Determination of Allocation of the Company's Profit for the Fiscal Year Ended 31 December 2024

a. Approved the allocation of the Company's profit for Fiscal Year 2024 with the details as follows:

@& Total cash dividends of Rp180,131,600,000 (one hundred eighty billion, one hundred thirty-one million, six
hundred thousand Rupiah), eguivalent to a dividend of Rp11 (eleven Rupiah) per share, consisting of the
following components:

- An interim dividend of Rp32,751,200,000 (thirty-two billion, seven hundred fifty-one million, two
hundred thousand Rupiah), eguivalent to Rp2 (two Rupiah) per share, which has been paid and
distributed to the Company's shareholders on 28 August 2024 based on the Circular Resolution of the
Board of Commissioners dated 29 July 2024: and

- The remaining amount will be distributed as the final dividend of Rp147,380,400,000 (one hundred
forty-seven billion, three hundred eighty million, four hundred thousand Rupiah), or Rp9 (nine Rupiah)
per share, to be distributed in accordance with applicable regulations.

PT Samudera Indonesia Tbk

& Recorded the remaining net profit for Fiscal Year 2024 as retained earnings to be used for working
Capital and investments,

& The Company did not allocate funds for the statutory reserve, as it has already met the minimum
statutory reserve reguirement as stipulated in Law No. 40 of 2007 concerning Limited Liability
Companies.

b. Granted the Board of Directors, with substitution rights, the authority to further manage the
implementation of the final dividend for the fiscal year ended 31 December 2024 in accordance with
applicable regulations.

Dootsion-Making by Voting

1,332,755 12,973,595,500 13,743,382,488
shares or shares or shares or
0.00969649X 94.3897001246 99990303514

3. Appointment of Public Accountant/s) and/or Public Accounting Firm(s) to Audit the Company's Financial
Statements for the Fiscal Year Ended 31 December 2025

Delegated the authority to the Company's Board of Commissioners to appoint the Public Accountant(s) and/or
Public Accounting Firm(s), as well as to determine the amount of professional audit service fees for the fiscal
year.

Dosiswn-Making by Voting

725,776,765 45,301,878 13,699, 413,365
shares or shares or shares or
5.280405984 0.329594884 99.6704051215

4. Determination of the Salaries and Allowances of the Company's Board of Directors and the Remuneration of
the Board of Commissioners

a. Approved the maximum remuneration of the Board of Commissioners for 2025 at Rp16,000,000,000
(sixteen billion Rupiah) before tax: and

b. Granted the Board of Commissioners the authority to determine the salaries and allowances of the
Company's Board of Directors for Fiscal Year 2025.

Dosisin-Making by Voting

726,017.665 45,345,078 12,973,352,500 13,699,370165
sharesor sharesor shares or shares or
5.282158654 0.329901184 94.3879321746 99.6700908215

Annual & Sustainability Report 2025

5. Approval of the Reappointment of Company's Management

a. Approved the reappointment of the members of the Board of Directors and Board of Commissioners,
as follows:
1) Mr. Bani Maulana Mulia as President Director:
2) Mrs. Tara Hidayat as Human Capital Director,
3) Mr. Masli Mulia as Commissioner,
The appointments shall be effective from the closing of this meeting until the closing of the Annual General
Meeting of Shareholders to be held in 2030, without prejudice to the right of the GMS to dismiss at any
time.

b. Approved the composition of the Company's management as follows:

c. Granted the Board of Directors, with substitution rights, the authority to restate the resolutions of this Fifth
Agenda in a separate notarial deed.

Prosidont Indopondont
bommissione: Dommissoner
mean Memsiipa Setan
Henna HN Bt HN
Indopondont Human Cagikal
DommisSoner Direetor

REALIZAMON OF THE PESOLUNONS OF THE ANNUAL GMS FOR FIsOkL YEKE- 2013

388,031,807 383,485,136 12,973.198,300 13,361.230.107
shares or shares or Sharesor sharesor
2.8231345716 2790055154 94386810284 97.209944854

The resolutions of the Annual GMS for Fiscal Year 2023 have been fully implemented (1004)

as of 31 December 2023, as documented in the deed titled “Minutes of the Annual General Meeting of
Shareholders of PT SAMUDERA INDONESIA Tbk" dated 26 June 2024, Number 64, drawn up before Jessy
Darmawan, S.H., M.Kn., a Notary in Jakarta.

REkLIZAMON OF THE PESOLUNONS OF THE ANNUkL GMS FOR FisokL YEKE 2014

The resolutions of the Annual GMS for Fiscal Year 2024 have been fully implemented (1004) as

of 31 December 2024, as documented in the deed titled “Minutes of the Annual General Meeting of Shareholders
of PT SAMUDERA INDONESIA Tbk" dated 30 June 2025, Number 77, drawn up before Jessy Darmawan, S.H.,
M.Kn., a Notary in Jakarta.

PT Samudera Indonesia Tbk

BOIKE-D OF COMMISSIONER-S

The Board of Commissioners, as the Company's governing body responsible for supervisory and advisory
functions, has fulfilled the reguirements and criteria as stipulated in Financial Services Authority Regulation

(“POJK") No. 33/POJK.04/2014.

DOMPOSITION OF THE BOKR-D OF DOMMISSIONEE-S

The Company's Board of Commissioners consists of 6 (six) members, 2 (two) of whom serve as Independent

Commissioners, with the details as follows:

Term ok Okiso

bass ok kppontmont

shanti Lasmnngsih Poesposeetjipto

President Commissioner

'Approval of the GMS on 28 June 2023 2023-2028

Mash Maha Commissioner

Approwal of the GMS on 30 June 2025 2025-2030

Lon Narokama Midayatulah

Commissioner

Approval of the GMS on 28 June 2023 2023-2028

Pemur ebadi Jusuk Commissioner

Approval of the GMS on 28 June 2023 2023-2028

bnuaprah Pekerti

Approval of the GMS on 28 June 2023 2023-2028

Hbeson

Approval of the GMS on 28 June 2023 2023-2028

DuNEs AND RESPINSIBILINES OF THE BOKE-D OF CIMMISSIONGR-S

The Board of Commissioners carries out its duties and responsibilities in accordance with the Board of

Commissioners' Guidelines and Code of Ethics, as follows:

1. To supervise and be responsible for overseeing
management policies and the general management
of the Company, both in relation to the Company
and its business activities, and to provide advice to
the Board of Directors.

2. To convene a GMS under certain circumstances
in accordance with its authority.

3. To perform its duties and responsibilities in good
faith, with full responsibility and due care.

4. To undertake management actions of the
Company under certain circumstances and
for specific periods, based on the Articles of
Association or resolutions of the GMS.

PT Samudera Indonesia Tbk

. To be jointly and severally liable for any losses

incurred by the Company due to errors or
negligence of members of the Board of
Commissioners in performing their duties.

. To jointly formulate, together with the Board of

Directors, a code of ethics applicable to all Board
of Directors, Board of Commissioners, employees,
and Company's supporting organs.

. To approve the annual work plan, including the

annual budget for the forthcoming fiscal year, as
prepared by the Board of Directors.

. To conduct performance evaluations in relation to

the remuneration received by each member of the
Board of Directors and/or Board of Commissioners.

BOKE-D OF COMMISSIONEE-S MEETINGS

The Board of Commissioners has conducted meetings in accordance with the provisions of POJK No. 33/
POJK.04/2014, with the attendance freguency for 2025 as follows:

Number ot kkkondancos Persentase
Shanti Lasminingsih Poespesootjipto President Commissioner s 100
Mash Muha Commissioner s 100
Ken Narokama #hdayatuliah Commissioner s 100
Amir ebadi dusuk Commissioner s 100
Anugerah Pokorki Independent Commissioner s 100
Hoosan Independent Commissioner 4 80

TE-KINING AND COMPETENOY DEVELOPMENT OF THE BOKE-D OF COMMISSIONEE-S

During 2025, the Board of Commissioners participated in training programs aimed at strengthening their
oversight capabilities and providing strategic guidance to support the sustainable achievement of the
Company's objectives.

PERFOEMANGE APPEMSAL OF THE BOKE-D OF DOMMISSIONEE-S

In accordance with the provisions set forth in the Board of Commissioners' Guidelines and Code of Ethics, the
performance appraisal of the Board of Commissioners for Fiscal Year 2025 was conducted through a self-
assessment method based on criteria recommended by the Nomination and Remuneration Committee.

PERFORMANGE KPPEISAL OF COMMITTEES SuPPORTNG THE 6OkR-D OF
O0MMISSIONEE-S

The Board of Commissioners has conducted a positive appraisal of the committees supporting the Board
of Commissioners for Fiscal Year 2025, using a self-assessment method in accordance with the Board of
Commissioners' Guidelines and Code of Ethics.

R-EMUNEE-ATION OF THE BOKE-D OF CIMMISSIINER-S

The remuneration of the Board of Commissioners is determined through resolutions of the GMS, which consider
the recommendations of the Nomination and Remuneration Committee based on the Company's financial
performance and operational efficiency.

BOIKP-D OF DIR-EOTOR-S
The Board of Directors is the governing body of the Company fully responsible for the management of the

Company in accordance with its purposes and objectives, and for representing the Company both inside and
outside the court, in compliance with the Company's Articles of Association and POJK No. 33/POJK.04/2014.

Annual & Sustainability Report 2025 G

COMPOSITION OF THE BIKP-D OF DIR-60TOR-S

The Company's Board of Directors consists of 4 (four) members, with the details as follows:

basis ok kppontmont

President Director

Approval of the GMS on 30 June 2025 2025-2030

Finance Director

'Approval of the GMS on 30 June 2023 2023-2028

Compliance Director

Approval of the GMS on 28 June 2024 2024-2029

Human Capital Director

'Approval of the GMS on 30 June 2025 2025-2030

DUNES AND PESPONSIBILINES OF THE BOKE-D OF DIR-E0TOR-S

The Board of Directors carries out its duties and responsibilities in accordance with Board of Directors'
Guidelines and Code of Ethics, as follows:

1.

To hold full authority and responsibility for
managing the Company in the best interest of the
Company, and to represent the Company both
inside and outside of court.

. To prepare the annual report in accordance with

the applicable laws and regulations, to be signed
by all members of the Board of Directors and the
Board of Commissioners.

. To convene the GMS in accordance with the

prevailing laws and the Company's Articles of
Association.

. To perform its duties and responsibilities in good

faith, with full responsibility and due care.

BOKEP OF DIPLEOTOR-S MEETINGS

The Board of Directors has conducted meetings in accordance with the provision POJK No. 33/POJK.04/2014,
as wellas the Board of Directors' Guidelines and Code of Ethics. The meetings are held at least once (1) every

month, with the attendance freguency for 2025 as follows:

Posikion

5. To bearjoint and several liability for any losses
incurred by the Company resulting from errors or
negligence of the Board of Directors in performing
their duties.

6. To maintain the register of shareholders, special
registers, minutes of the GMS, and Board of
Directors' meetings.

7. To prepare the annual work plan, including the
Company's annual budget for the upcoming fiscal
year.

8. To submit the annual report to the GMS following
review and signing by the Board of Commissioners,
no later than 6 (six) months after the end of the
Company's fiscal year.

Bani M. Mula President Director

Ridwan Hamid Finance Director

£ Lohan Sashrosakomo Compliance Director

Tara Hidayat

Human Capital Director

PT Samudera Indonesia Tbk

1 MEETINGS OF THE BOARD OF DOMMISSIONEE-S AND
CE BIKE-D OF DIK-EOTOR-S

Shanti Lasminingsih Poesposoetjipto President Commissioner 5 100
Mash Muha Commissioner 5 100
en Harotama Idayatuliah Commissioner 5 100
Amir Pebadi dusuk Commissioner 5s 100
Knugorah Pokorki Independent Commissioner 5 100
Hooson Independent Commissioner 4 80
bani M Muha President Director 5 100
Rudwan Hamid Finance Director 5 100
£ Holik Sashrosakomo Compliance Director s 100

Tara Hidayat

Human Capital Director

100

KTTENDANGE OF THE BOkP-D OF Lang Aa, AND THE BOKE-D OF VOMMISSIONER-S

KT THE GENGP-KL MEETING OF si

Number ok Kttondances

IKR-EHOLDEE-S FOR- FISOKL YEKR- 2015

Persentase

Name Position mma
Shanti Lasminingsih Poesposootjipto President Commissioner 1 100
Mash Muha Commissioner 1 100
en Narokama thdayatuliah Commissioner 1 100
Kwir kebadi dusuk Commissioner 1 100
Knugorah Pekerti Independent Commissioner 1 100
Hooson Independent Commissioner 1 80
Bari M Maha President Director 1 100
Fidwan Hamid Finance Director 1 100
£ Uolimh Sashrosakomo Compliance Director 1 100
Tara Hidayat Human Capital Director 1 100

Annual & Sustainability Report 2025 (ri

PER-LFOR-MANGG APPE-ISAL OF THE BOKE-D OF DIR-EOTOR-S

In accordance with the provisions set forth in the Board of Directors' Guidelines and Code of Ethics, the
performance appraisal of the Board of Directors for Fiscal Year 2025 was conducted through a self-assessment
method, based on criteria recommended by the Nomination and Remuneration Committee, followed by further
evaluation by the Board of Commissioners

PER-FORMANGE KPPRMSAL OF BOIKED OF DIR-EOTIR- SuPPORTING OR-GANS

When necessary, the President Director and other members of the Board of Directors conduct performance
appraisals of the Executive Committee and CEO Office based on the Key Performance Indicators (KPI) of each
organ.

TE-KINING AND COMPETENGY DEVELOPMENT OF THE BOKE-D OF DIR-E0TOR-S

In 2025, the Board of Directors participated in training programs aimed at enhancing their technical expertise and
strategic insight.

REMUNGE-ATON OF THE BOKAD OF DIR-COTOR-S

The remuneration of the Board of Directors is determined through resolutions of the GMS, based on the
Company's financial performance and operational efficiency.

SuPPOR-TING OR-GANS OF THE BOKE-D OF COMMISSIONEE-S

In Carrying out its duties, the Board of Commissioners is assisted by its supporting organs, namely the Audit
Committee and the Nomination and Remuneration Committee.

kuDIT COMMITTEE

The Audit Committee was established by the Company based on the Board of Commissioners' Decree
No. SR.02/KOM/SP/VI/2009 dated 2 June 2009.

kudit Oommittee Charter

The Audit Committee has prepared an Audit Committee Charter as a guideline for the implementation of its
duties and responsibilities, which was ratified on 27 October 2017.

20215 kuDIT COMMITTEE C0OMPISITION

Term ok Okkice Basis ok kppoutmont

Independent Commissioner 2023-2028 SK-23.08.018/DEKOMISI TBK

Independent Party 2021-2026 SR.21.06.007/SK/SP/DK

2021-2026 SR.21.06.007/SK/SP/DK

Annual & Sustainability Report 2025

DuNES AND RESPINSIBILINES OF THE kuDiT COMMITTEE

1. Financial Reports and Information
a. To review financial information to be disclosed

by the Company, including financial statements,

projections, and other financial information.

b. To obtain assurance from the Board of Directors
regarding the accuracy of information disclosed

by the Company to regulators and the public.

2. Corporate Governance

c. To safeguard the confidentiality of the
Company's documents, data, and information.

d. To review complaints related to the Company's
accounting processes and financial reporting.

a. To assess the Company's compliance with prevailing laws and regulations relevant to its operations.
b. To review and provide recommendations to the Board of Commissioners regarding potential conflicts of

interest.

3. Risk Management

To ensure that the Company has established and implemented effective risk management systems and

procedures.

4. External Audit
a. To provide recommendations to the Board of
Commissioners regarding the appointment of
a Public Accountant, taking into consideration
independence, scope of engagement, and
service fees.

b. To review the performance, independence, and

objectivity of the Public Accountant.

5. Internal Audit
a. To review the implementations of audit
activities conducted by the Internal Audit
Division.

b. To evaluate the performance and independence

of the Internal Audit Department.

IkuDiT COMMITTEE MEETINGS

C. To communicate with the Public Accountant in
accordance with the applicable Audit Standard
(SA 260).

d. To provide an independent opinion in the event
of disagreements between management and
the Public Accountant.

c. To oversee the implementation of follow-
up actions on audit findings by the Board of
Directors.

d. To review and update the Internal Audit Charter
annually or as necessary.

The Audit Committee has conducted meetings at least once every three (3) months in accordance with the
provision of POJK No. 55/POJK.04/2015, with the attendance rate for 2025 as follows:

INTERNAL MEETNGS OF THE kuDiT COMMITTEE

Position

Number ok kktondances

PT Samudera Indonesia Tbk

INTERNAL kuDiT COMMITTEE MEETINGS WITH THE BOKE-D OF CIMMISSIINEE-S

Posikion

IMPLEMENTATION OF kuDiT COMMITTEE DuNES

During Fiscal Year 2025, the Audit Committee carried out its duties and responsibilities in accordance with the
Audit Committee Charter, as follows:

1. Reviewed the Company's annual and guarterly financial statements.

2. Held discussions with the Corporate Internal Audit Division regarding internal audit findings.

3. Coordinated and conducted discussions with management, Corporate Divisions, and Subsidiaries.
4. Formally submitted review reports and recommendations to the Board of Commissioners.

5. Prepared and planned audits in coordination with the External Auditors.

IkuDiT COMMITTEE INDEPENDENDE

To maintain objectivity and integrity in exercising its oversight function, the Company ensures the independence
of the Audit Committee through a solid membership structure. The Committee is chaired by an Independent
Commissioner, supported by two (2) independent professional members, as stipulated in POJK No. 55/
POJK.04/2015.

TE-KINING AND COMPETENCY DEVELOPMENT OF THE kuDiT COMMITTEE

In 2025, the Audit Committee participated in training programs that were relevant and strategically aligned with
the Company's needs.

Annual & Sustainability Report 2025

NOMINATION AND P-EMUNEF-ATION COMMITTEE

The Nomination and Remuneration Committee was established by the Company based on Board of
Commissioners' Decree No. SK.18.09.01/SLP/DK dated 12 September 2018.

Nomination and Remuneration Committee Charter The Nomination and Remuneration Committee carries
out its duties and responsibilities in accordance with the Guidelines and Code of Ethics of the Nomination and
Remuneration Committee.

COMPOSITION OF THE NOMINATION AND P-EMUNGE-ATON OOMMITTEE

Position | Term ok Ikkico Basis ok kppontmont

President

# 2023-2028 SK-18.09.01/SLP/DK
Commissioner

Commissioner 2023-2028 SK.18.09.01/SLP/DK

Note:
Following the passing of the late Kuntoro Mangkusubroto, who served as Chairman of the Nomination and Remuneration Committee, the Company is
currentiy in the process of identifying a suitable replacement for this position.

COMPOSITION OF THE NOMINATON AND P-EMUNGE-ATON OOMMITTEE

1. Nomination Function:

a. To provide recommendations to the Board of Commissioners regarding (i) the composition of members of
the Board of Directors and/or Board of Commissioners: (li) policies and criteria reguired in the nomination
process, and (iii) performance evaluation policies for members of the Board of Directors and/or Board of
Commissioners.

b. To provide recommendations to the Board of Commissioners regarding competency development
programs for members of the Board of Directors and/or Board of Commissioners.

c. To propose gualified candidates for members of the Board of Directors and/or the Board of Commissioners
to the Board of Commissioners for approval at the GMS.

2. Remuneration Function:
a. To provide recommendations to the Board of Commissioners regarding (i) the remuneration structure: (ii)
remuneration policies: and (iii) the amount of remuneration.
b. To assist the Board of Commissioners in conducting performance appraisals by considering the alignment
between the remuneration received and the responsibilities and performance of each member of the
Board of Directors and/or Board of Commissioners.

MEETINGS OF THE NOMINATION AND P-EMUNEP-ATON COMMITTEE

The Nomination and Remuneration Committee held meetings once every 4 (four) months in accordance with the
provisions of the POJK Number 34/POJK.04/2014, with attendance rate during 2025 as follows:

INTERNAL MEETNGS OF THE NOMINATON AND P-LEMUNEP-ATON COMMITTEE

Shanti Lasmunngsih Peesposeotjigto
Doni Iebadi dusuk

PT Samudera Indonesia Tbk

INTERNAL MEETNGS OF THE NOMINATON AND P-EMUNER-ATION COMMITTEE WITH
THE BOKR-D OF COMMISSIONEE-S

Shanti Lasmmngah Poesposeetjigto
Jie Pebadi dusuk

IMPLEMENTATION OF DuNES OF THE NOMINATON AND P-EMUNGE-AMON OOMMITTEE

Throughout 2025, the Nomination and Remuneration Committee carried out its duties and responsibilities, which
can be summarized as follows:

1. Discussed the performance criteria for the Board of Directors.

2. Discussed the remuneration of the Board of Directors and the Board of Commissioners.
3. Reviewed candidates for Independent Commissioners.

4. Discussed on the change of the Chairman of the Audit Committee.

INDEPENDENGE OF THE NOMINATON AND P-EMUNGE-AMON COMMITTEE

To maintain objectivity and oversight in integrity, the Company ensures a solid membership structure for the
Committee. This composition is fully aligned with the provisions of the POJK No. 55/POJK.04/2015.

TE-KINING AND COMPETENGY DEVELOPMENT OF THE NOMINATON AND
P-EMUNGE-ATON COMMITTEE

Throughout 2025, the Nomination and Remuneration Committee participated in training programs that were
relevant and strategically aligned with the Company's needs.

COR-POR-KTE DEVELOPMENT COMMITTEE

Corporate Development Committee established by the Company by virtue of the Decree of the Board of
Commissioners No. SK.13.06.017e/SK/SP/DK dated 1 June 2013.

COMPOSITION OF THE OOR-POR-ATE DEVELOPMENT COMMITTEE

Posikion Desorigkion Basis ok kppontmont

pttorbily | Chairperson | Commissioner | 2018-2026 SK17.08.002/SLPIDK

THE DUNES OF THE COR-POR-ATE DEVELOPMENT COMMITTEE

Corporate Development Committee discussed on Investment and Financing Plan, also the Company Work Plan
and Budgeting for year 2026.

Annual & Sustainability Report 2025 tg

INDEPENDENOY OF THE C0R-POR-KTE DEVELOPMENT COMMITTEC

The Chairperson of the Corporate Development Committee is a Commissioner of the Company, which
Concurrent position is allowed by considering based on the criteria such as independency, confidentiality, code
of ethics, duties and responsibilities according to their capacities in accordance with the applicable laws and
regulations.

Tekan AND OOMPETENOY DEVELOPMENT OF DOR-POR-ATE DEVELOPMENT
OOMMITTEE

During 2025 the Corporate Development Committee has participated in strategic training programs with the
Company's objectives.

SUPPOR-TING OR-GANS OF THE BOKE-D OF DIR-EOTOR-S
In carrying out its duties, the Board of Directors is assisted by the Corporate Secretary and Internal Audit.

DOP-POR-KTE SECE-ETKE-Y

Referring to the POJK No. 35/POJK.04/2014, the Company has appointed a Corporate Secretary who is
responsible for ensuring the Company's compliance with capital market laws and regulations, as well as other
relevant legislation.

Based on the Board of Directors' Decree No. SK.19.07.039/MM/DIR dated 10 July 2019, the Company appointed
Mrs. Farida Helianti Sastrosatomo as Corporate Secretary. The profile of Mrs. Farida Helianti Sastrosatomo can

be found in the Board of Directors' profile section, in connection with her role as the Company's Compliance
Director.

DuNEs AND RESPINSIBILINES OF THE COR-PORATE SEORETAAY

During 2025, the Corporate Secretary carried out the following duties and responsibilities:

1. To keep abreast of developments in the Capital Market, particularly applicable laws and regulations in the
Capital Market sector.

2. To provide input to the Board of Directors and Board of Commissioners to ensure compliance with prevailing
Capital Market laws and regulations.

3. To assist the Board of Directors and the Board of Commissioners in the implementation of Corporate
Governance, including:

a. Ensuring transparency of information to the d. Organizing and documenting meetings
public, including the availability of information of the Board of Directors and/or Board of
on the Company's website: Commissioners: and
b. Submitting reports to the Financial Services e. Conducting the Company orientation programs
Authority (OJK) in a timely manner: for members of the Board of Directors and/or
c. Organizing and documenting the GMS: Board of Commissioners.

4. Toactas a liaison between the Public Company and its shareholders, the Financial Services Authority, and
other stakeholders.

PT Samudera Indonesia Tbk

. Ensured the implementation of GCG and ESG in accordance with regulatory developments, particularly in the
capital market sector, including supporting the Corporate Actions undertaken by the Company.

. Managed information disclosure and routine as well as incidental reporting to the OJK, Indonesia Stock
Exchange (IDX), the Indonesian Central Securities Depository (KSEI), and the public, including ensuring the
availability of information on the Company's website.

Organized meetings of the Board of Directors and/or Board of Commissioners, including the GMS.
. Maintained communication with shareholders, as the liaison between the Company and its shareholders.
. Prepared the Annual Report and Sustainability Report for the year 2025 period

COR-POP-KTE SE0R

AINING AND DEVELOPMENT OF TH

. Professional Standards for Corporate Secretary, organized by the Indonesian Corporate Secretary Association
(ICSA).

. In-Depth Discussion on Financial Services Authority Regulation Number 42 Year 2020 concerning Affiliated
Transactions and Conflict of Interest Transactions, organized by the Indonesian Corporate Secretary
Association (ICSA) and the Financial Services Authority (Otoritas Jasa Keuangan or OJK)

. In-Depth Discussion on Financial Services Authority Regulation Number 9 Year 2025 concerning the
Dematerialization of Eguity Securities and the Management of Unclaimed Assets in the Capital Market,
organized by the Indonesian Corporate Secretary Association (ICSA) and the Financial Services Authority
(Otoritas Jasa Keuangan or OJK).

. From Policy to Impact: Best Practices in the ESG Journey, organized by the Indonesian Corporate Secretary
Association (ICSA) and PT Bukit Asam Tbk.

. Corporate Readiness in Facing Global Market Volatility: Investor Relations and Corporate Secretary
Perspectives, organized by the Indonesia Corporate Secretary Association (ICSA).

. Obligations for Annual GMS Reporting and Financial Statements following Regulation of the Minister of Law
Number 49 Year 2025, organized by Legalo X BP Lawyers.

Socialization of the Obligation to Submit Share Ownership Reports and Any Changes Thereof, as well as
Electronic Share Pledge Activity Reports, organized by the Financial Services Authority (Otoritas Jasa
Keuangan or OJK) and the Indonesian Central Securities Depository (Kustodian Sentral Efek Indonesia or KSEI).

Annual & Sustainability Report 2025 #' Ag

INTERNAL kuDiT uNiT

Guided by the principles of GCG, the Internal Audit Unit plays a strategic role in enhancing the effectiveness of
the Company's internal control systems and ensuring that all resources are managed efficiently to support the
achievement of the Company's long-term objectives.

The Company has established the Corporate Internal Audit to perform the functions of the Internal Audit Unit in

accordance with the POJK No. 56/POJK.04/2015.

INTERNAL KubiT cHKR-TER-

The Company has established an Internal Audit Charter as a guideline for the implementation of the Corporate
Internal Audit Division's duties, which was formally approved on 4 January 2021.

DuNES AND RESPINSIBILINES OF THE INTERNAL kuDiT uNiT

The Corporate Internal Audit Division carries out the duties and responsibilities as outlined in the Internal Audit

Charter, as follows:

. To develop and implement the Annual Audit Plan.

b. To examine and evaluate the effectiveness of
internal controls and risk management systems in
accordance with Company's policies.

Cc. To conduct audits and assessments of the
efficiency and effectiveness of all Company
activities.

d. To provide recommendations for improvement
and objective information regarding audited
activities to all levels of management.

e. To prepare Internal Audit Reports and submit such

reports to the Board of Directors and the Board of

The Corporate Internal Audit Division has the following authorities:

a. Corporate Internal Audit Division has unrestricted access to relevant data, assets,

and employees within the Company.

b. To communicate directly, including holding meetings with the Board of Directors, the

Board of Commissioners, and/or the Audit Committee.

c. Coordinate the activities of Corporate Internal Audit Division with external auditor.

SThkTus OF THE INTERNAL kuDiT uNiT

Corporate Internal Audit is led by the Head of Corporate Internal Audit, who is
appointed and dismissed by the Board of Directors with the approval of the Board of
Commissioners. Within the organizational structure, the Head of Corporate Internal
Audit reports directly to the President Director while coordinating closely with the Audit

Committee.

PT Samudera Indonesia Tbk

. To develop programs aimed at

i. To conduct special audits when

Commissioners.

. To monitor, analyze, and report on the

implementation of recommended corrective
actions.

. To collaborate with the Audit

Committee.

evaluating the guality of internal
audit activities.

necessary.

SE samubra II “GEN

STRUKTUR ORGANISASI
NO. DCIA/R-05/04/21

)

PELOFILE OF THE HEAD OF O0R-POR-ATE INTERNAL AuDiT DIVISION

AN — DA ——
sesar FPV Lara jan 3

Work Expononee

With over 35 years of experience in finance and shipping, he began his career as an external auditor at KAP KPMG Hanadi
Sudjendro from 1989 to 1992.

He joined Samudera in 1992 and has since held various strategic positions both domestically and internationally, including
Group Finance & Accounting Manager at PT Samudera Indonesia Tbk, Finance & Support General Manager at Samudera
Indonesia Singapore Pte. Ltd., and Finance Director (CFO) at Samudera Shipping Line Ltd., for more than two decades.

He also servedas President Director of PT Samudera Energi Tangguh, PT Samudera Shipping Indonesia, and PT Samudera
Indonesia Ship Management, companies engaged in the maritime transportation of oil and chemicals, as well as vessel
management and maintenance.

Since August 2025, he has served as Head of the Internal Audit Division of PT Samudera Indonesia Tbk, with a focus on
strengthening corporate governance and risk management.

Annual & Sustainability Report 2025

DOR-PORATE INTERNAL KuDiT DIVISION STR-UCTUR-E

Hond ok Gorgorate Internal kudik Division
Gorgorate internal Kudik Department Hond

Guahity Kssuranoe

Devolopwont
Intornal kuditor Spociahst

PROFESSIONAL CERTFICAMON OF INTERNAL kuDiT uNIT
No berkiheakion Total

' Gortitiod Forensio Kuditor (GErk) 1

2 @unliiod Wkornal kuditor (nk) 7
3 Indonesia Internal kudik Prackihonor (UAP) 1
4 borkited F-isk Management Ukicer (LP-MI) 1
8 berkihed Data Prokechen Okhcer (GPPU) 1
8 Geriod intormation System hrudiror (oisk) 1
7 borkitod Payment Security Comphance Manager (GPSCM) 1

IMPLEMENTATION OF INTERNAL KkubdiT DuNES

During Fiscal Year 2025, the Corporate Internal Audit Division carried out the following duties:

1. Prepared the Annual Audit Plan. 3. Developed and implemented an integrated audit
2. Developed the Corporate Internal Audit training management system.
and development program. 4. Conducted audits of 28 (twenty-eight) subsidiaries

both domestically and internationally.

Corporate Internal Audit maintained continuous communication and prepared comprehensive reports for each
audit finding, along with corrective recommendations for improvement and strategic follow-up action plans.
These reports were submitted periodically to the Audit Committee and the Board of Directors to ensure that
identified areas for improvement were addressed in a timely manner, thereby strengthening the Company's
Corporate Governance.

In accordance with the mandate set forth in the Internal Audit Charter, the Corporate Internal Audit Division

is committed to maintaining close coordination through regular and incidental meetings with the Board of
Directors, the Board of Commissioners, and the Audit Committee.

PT Samudera Indonesia Tbk

INTERNAL KkuDiT uNiT MEETNGS

As part of promoting transparency and strengthening its supervisory function, Corporate Internal Audit held 16
(sixteen) meetings throughout 2025, with details as follows:

Internal

Corporate mternal hudit Meotings with the Board ok Direotors

Corporate internal hudit Meotings wikh the hudit Committee

TE-AINING AND DEVELOPMENT OF THE INTERNAL kuDiT uNiT

To ensure the adeguacy of competence and professionalism of internal auditors, throughout Fiscal Year 2025 the
Company facilitated the Corporate Internal Audit's participation in 79 (seventy nine) training and development
programs relevant to internal audit, risk management, internal controls, and corporate governance.

INTERNAL DONTE-OL SYSTEM

In order to ensure business continuity, the Company implements an Internal Control System in a continuous

and integrated manner across all operational activities, enabling management and all employees to work
synergistically to provide reasonable assurance that the Company's objectives are achieved. The internal control
system is designed to support the Company's primary objectives, namely:

1. Effective and efficient operational activities,
2. Accuracy and reliability of reporting:
3. Compliance with applicable laws and regulations.

In developing and enhancing the Internal Control System, the Company adopts internationally recognized
global standards, specifically the COSO framework (Committee of Sponsoring Organizations of the Treadway
Commission).

REVIEW OF THE CFFCOTVENESS OF THE INTERNAL CONTROL SYSTEM

As part of this commitment, the Company has established strategic policies supported by a comprehensive Risk
Register and ensures that operational procedures are periodically updated in line with business dynamics and
operational developments. To ensure effectiveness and efficiency, the Corporate Internal Audit conducts regular
oversight to ensure compliance with established policies, procedures, regulations, and the Internal Control
System.

Throughout 2025, this oversight process ensured that the Company's organizational control mechanisms
operated optimally in accordance with established standards.

Annual & Sustainability Report 2025

STKTEMENT 8y THE BOKE-D OF DIR-EOTOR-S AND THE BOKR-D OF DIMMISSIONEE-S
ON THE kpEaukoy OF THE INTERNAL DONTE-OL SYSTEM

The Board of Directors and the Board of Commissioners declare that the Internal Control System currently
implemented by the Company meets the minimum standard reguired to provide reasonable assurance regarding
operational effectiveness and efficiency, the accuracy of reporting, and compliance with applicable laws and
regulations. Nevertheless, the Company recognizes that continuous improvement is necessary in response to
changes in the business environment, whether arising from internal or external factors. The Company remains
Committed to continuously enhancing and adapting its internal control system to ensure that it remains effective
and relevant in supporting the achievement of its objectives.

PT Samudera Indonesia Tbk

RISE MANAGEMENT SYSTEM

Risk management is carried out through a proactive approach to changes in both the external and internal
business environments. Since 2017, the Company has implemented the Enterprise Risk Management (ERM)
framework as the foundation of its risk management policies, strengthening the methodologies and procedures
for risk identification, analysis, evaluation, and mitigation. This strategic initiative aims to provide stakeholders
with assurance and confidence that the Company's objectives can be achieved effectively.

The Company adopts the Three Lines of Defence to ensure layered oversight through continuous coordination
among the Corporate Risk Management, Corporate Compliance, and Corporate Internal Audit Divisions. Risk
Management responsibilities lie with the Corporate Risk Management Division, which operates structurally

under the Compliance Directorate and is involved in the evaluation of strategic risks. Leaders of Subsidiaries and
Corporate Divisions actively assess risks specific to their respective business units, while the overall risk profile is
monitored regularly to ensure that risk responses remain adeguate and effective.

The Audit Risk Management System (ARMS) platform is used to manage corporate risks systematically and to
record risk events accurately. The Company promotes transparency and accountability by reguiring consistent
reporting of all risk incidents through this platform, ensuring that each event is properly documented for
management evaluation. This digitalization strategy is further enhanced through the implementation of a risk
management dashboard, which provides real-time information, along with the implementation of information
security policies aligned with ISO 27001 standards and Personal Data Protection regulations.

A culture of continuous improvement is reflected in the 2025 Risk Maturity Assessment (RMA) which covered

47 priority business units and achieved a score of 3.57 (Strong Practice). To sustain this level of maturity, the
Company has established strategic priorities for 2026, focusing on the implementation of Top Risks and Key Risk
Indicators (KRI), the integration of risk considerations into budget meetings, and the development of KPIs and
mandatory training programs for Risk Champions.

RISE MANAGEMENT PE-00ESs

To Audit Committea, Risk Control Self Assessment Control Testing

Directors, Stakeholders,
Subsidiary Top Risk Key Risk Indicator

Investment Review - Post Investment Review

Operational Risk Assessment Action Plan Monitoring

Business Contipuity Management: Business Continuity
2 - Exercise 2

|
|
KLEMOR-DING £ FEPOR-TING

Audit Risk Management System (ARMS), Dashboard, Risk Event Report

Annual & Sustainability Report 2025

TYPES OF Risks AND THEIR. MANAGEMENT

Typo ok ask Exglanation Migation Ekkorts
Strakogio Fisks (Challenges arising from global and regional Monitoring market dynamics and political
economic and political trends. developments at both the national and regional levels.
'A decline in contributions from the core business | Maintaining and expanding the business network.
lines. improving cost efficiency, and maximizing eguipment
utilization.
Imbalances in the primary market and shifts in Strengthening the focus on continuously improving
market trends. commercial and operational gualty, while reinforcing
the organizational structure through restructuring
initiatives and implementing strict investments
selection.
OperAtional sk 'Accidents and pollution involving the vessels and | Optimizing occupational safety programs, protecting
'eguipment operated by the Company. company assets and employees, implementing
relevant ISO certification programs acrass business
units, and conducting strict selection. appointment,
jand evaluation processes for suppliers.
Logal Kise Non-compilance with applicable laws and Regularly updating the Standard Operating
regulations. Procedures (SOP) and periodicaly reviewing and
standardizing contracts.
Comphanco sk Non-compiiance with the Companys Codeof | na
Inkormation Technolgy And Disruptions to operational systems, IT Ensuring the avallabifty of a Disaster Recovery Plan.
infrastructure failures, and cyberattacks that may
Systoms Fisk affect the Company's financial performance and
Operations.
Enancual Pi. PN Implementing hedging and currency conversion
aa Puctuationg in cachango rates. (processes for all foreign currency obiigations.
Moana noona Ten Jalk. Condurting credit assesemant to eraluata Gstomer
Competition Fisk Pressure ontariffs and deciining asset utilization | Developing strategic partnerships with other
due toiincreased competition. principals based on mutualy benefcial rincples,
improving cost efficiency, and expanding into new
service areas.

PLEVIEW OF THE CFFEOTNENESS OF THE RIsK MANAGEMENT SYSTEM

The Risk Management System consistently adds value to the Company's strategic planning and decision-making
processes based on GRC (Governance, Risk, and Compliance). This achievement is reflected in the results of the
Risk Maturity Assessment (RMA), which confirms the maturity level and capability of the Company's business
units to independentiy and effectively identify and mitigate risks.

STKTEMENT OF THE BOKE-D OF DIK-EOTIR-S, BIKE-D OF CN LS NNGE-S, kNp
KubiT COMMITTEE ON TUE KEaUkoY OF THE Elsk MANAGEMENT SYSTEM

Based on a comprehensive review, the Risk Management System currently implemented by the Company
is considered adeguate and capable of safeguarding the continuity of the Company's operations amid the
challenges of a dynamic market environment.

PT Samudera Indonesia Tbk

ENGKGEMENT OF PubLio kOOOUNTANT AND PubLis kovouNTNG FIRM

As part of its commitment to transparency and the provision of accountable financial information, the Company
engages independent parties to audit its financial statements in accordance with the applicable Financial

Accounting Standards (SAK) for the fiscal year ended 31 December 2025.

The Company has appointed Purwanto Susanti and Surja (a member firm of Ernst & Young Global Limited) as
the Public Accounting Firm, and Mr. Said Amru as the Public Accountant responsible for auditing the Company's
Consolidated Financial Statements.

Pubhis Kkecoun'
Fisoal Toar kudit Services
| Farm (PE)

2025 Purwanto Susanti and Surja Said Amru Annual Consolidated Financial
Un momber rm ok Emma & Young Setara
Global Limited)

ia Furwantono, Sungkoro & Surja Said Amru Annual Consolidated Financial
Un membor bim ok Emak 4 Young ala
@ebal Limited)

bana Furwantona, Sungkoro t Surja Said Amru Annual Consolidated Financial
la member Grm ok Ernsk & Young Tea
dobal Limited)

2022 Furwantona, Sungkoro 4 Surja Said Amru Annual Consolidated Financial
Un membor birm ok Gemsk 4 Young Hanana
Global Limited)

20 Furwantona, Sungkoro 4 Surja Sinarta Annual Consolidated Financial
LA member bm ok Enak & Young bela
dobal Limited)

an Furwantona, Sungkoro  Surja Sinarta Annual Consolidated Financial
Un member irm ok Erat & Young sstasud
dobal Limited)

2019 Purwantoro, Sungkoro t surja Sinarta Annual Consolidated Financial
Un member tirm ok Emma & Young Sensemanga
dobal Limited)

The professional fee for audit services for the year ended 31 December 2025, amounted to IDR873,000,000,
excluding Value Added Tax (VAT).

Annual & Sustainability Report 2025

SIGNIFICANT LEGkL MATTER-S

As of the date of this Annual & Sustainability Report, the Company's significant legal matter concerns a case
between PT Pelabuhan Samudera Palaran and Koperasi Tenaga Kerja Bongkar Muat Samudera Sejahtera (TKBM
Komura) regarding claims on container handling fees. The Judicial Review Decision of the Supreme Court of the
Republic of Indonesia Number 697 PK/PDT/2025 dated 28 July 2025 was ruled in favor of PT Pelabuhan Samudera
Palaran.

KOMINISTE-ATNE SANGTONS

During the 2025 Fiscal Year, neither the Company, the Board of Directors, nor the Board of Commissioners was
subject to any administrative sanctions imposed by the Financial Services Authority (OJK) or any other relevant
authorities and/or institutions that could have a material impact on the Company.

CODE OF Etios

The Company reaffirms its commitment to implementing GCG principles through its Code of Ethics and Code of
Conduct, which serve as guidelines for every individual within the Company to uphold integrity, professionalism,
and compliance with applicable laws and regulations in conducting business activities and achieving the
Company's objectives.

Sa naiplan ok the bodo ok

The Company's Code of Ethics and
Code of Conduct consist of 20
strategic articles that established
standards of professional
conduct based on the principle
of good faith, responsibility, and
prudence, while also setting out
Clear policies to prevent and
mitigate conflicts of interest in
order to safeguard objectivity,
Independence, and integrity in all
business decision-making.

Ba on it the
HA de ok Ekhics

The provisions of this Code of
Ethics and Code of Conduct are binding and must be complied
with by the Board of Commissioners, the Board of Directors, and all
employees, whether permanent or contract-based.

SIWKLIZAMON OF THE CODE OF ETHivs

The Company continuously conducts socialization of its Code of Ethics and Code
of Conduct, including the implementation of commitments through an Integrity
Pact, in order to build a comprehensive understanding across all levels of
the organizational structure. The program includes the socialization of
policies related to anti-bribery, anti-gratuities, anti-money laundering, and

PT Samudera Indonesia Tbk

fair business competition. These activities are conducted through face-to-face meetings every three (3) years,
annual online sessions, periodic email communications, and special orientation programs for new employees.

ENFOR-OEMENT AND P-EVIEW OF THE 00DE OF ETHios

Any violations of the Code of Ethics and Code of Conduct will be addressed firmly in accordance with the
applicable Company Regulations.

Sanctions for Lode ok Ekhies Violations

For the fiscal year 2025, the Company reported that there were no violations of the Code of Ethics nor any
incidents of conflicts of interest involving members of the Board of Commissioners or the Board of Directors.
This reflects the Company's commitment to upholding integrity and the principles of GCG.

LONG-TER-M COMPENSATON POLI0y FOR- MANAGEMENT AND EMPLOYEES

As of the fiscal year 2025, the Company has not implemented any long-term share-based compensation policies,
such as a Management Stock Option Plan (MSOP) or an Employee Stock Ownership Plan (ESOP).

INFOR-MATION DISOLOSUR-E Policy

To uphold transparency in line with GCG principles and regulations issued by the Financial Services Authority,
every member of the Board of Commissioners and the Board of Directors consistently reports any changes in
their share ownership in the Company to the regulator in a timely manner and discloses such information to the
public in accordance with applicable laws and regulations.

ANTI-BRABERY, GR-AMEIATMON, AND MONEY LAUNDEPHING

The Company continues to strengthen its commitment to preventing anti-bribery, gratification, and money
laundering by maintaining and updating ISO 37001:2016 certification for the Anti-Bribery Management System.

The system is implemented consistently through several strategic measures, including:

1. Risk Area Mitigation
Conducting thorough evaluations and strengthening policies and procedures in operational areas with high
anti-bribery, gratification, and money laundering risk profiles.
2. Integrity Culture
Conducting regular socialization programs for employees to internalize the values of transparency and
integrity.
3. Partner Engagement
Reguiring all suppliers and business partners to sign the Anti-Bribery, Gratification, and Money Laundering
Integrity Pact as a condition for collaboration.

MIOLATON P-EPOR TING SYSTEM (WHISTLEBLOWING SYSTEM)

The Company provides a Violation Reporting System, also known as the Whistleblowing System
(WBS), as an official channel for all stakeholders to report suspected violations or irregularities in a
secure and confidential manner. The WBS serves as a preventive control mechanism that promotes a
culture of transparency and integrity within the Company.

To ensure accountability, every report received is reviewed objectively and followed up in accordance
with the applicable procedures. Effective communication is maintained up to the highest corporate
bodies of the Company, including through meetings of the Board of Directors, meetings of the Board
of Commissioners, and joint meetings of the Board of Directors and Board of Commissioners to
ensure that each case is resolved appropriately, transparently, and responsibly.

Annual & Sustainability Report 2025

Pe
Mechanism for sybmission of alleged violation reports, investigation, and whistleblower
Pro tuan in the. Company is outlined in the Whistleblowing Poneyang. Lusing ths thefollowin:

: kode.etik@samudera.id
: 081515540000
@ Mail, addressedto : Samudera Indonesia Compliance Committee
Samudera Indonesia, 8" Floor
Jl. Letjen. S. Parman Kav. 35 Jakarta 11480, Indonesia

With the following eporting mechanism: 2

& Reporting can be done anonymously, but must attach supporting documents to the report.

@ The reporter provides information about the incident along with proof(s).

&@ The reporter informs whether he/she is willing to be contacted for confirmation and follow
up reporting purposes.

The designated reporting entity, in accordance with its authority to receiv ports,
will issue a complaint reference number that can be used by the whistleblowertc
track the status of their report follow-up process.

Number ok Tan Ai

The Company ensures that every report received through the WBS is handled objectively

and thoroughly in accordance with the applicable policies and procedures. During the r ITN TT |
fiscal year 2025, the Company received a total of 20 complaints alleged violations of the IT. 1! TUM
Code of Ethics and Conduct Guidelines in Subsidiaries. Pi Fi 4)

Follow-up on Complaints

Out of the 20 reports received, 16 have been verified and followed up, consisting of
8 reports that are still under review and 8 reports that have been confirmed as valid
For the confirmed reports, the Company has imposed sanctions on 21 personnel in
accordance with the applicable internal regulations

PT Samudera Indonesia Tbk

IMPLEMENTATION OF THE D0DE OF GOOD COR-POR-TE GOVEE-NANGE OF Public
LISTED COMPANIES

The Company refers to the POJK No. 21/POJK.04/2015 as further elaborated in the SEOJK No. 30/
SEOJK.04/2016, consisting of the code covers 5 aspects, 8 principles, and 25 recommendations,

detailed as follows:

Explanation ok
Implomontation at

Samudera

Prineiple 1 The Public Listed Company The Company has established
PALA # has implemented technical formal decision-making
ing the Valuo (procedures for voting, whether procedures as outlined in the
the GMS conducted openiy or secret ballot, | Rules of Procedure forthe
that emphasize Independence Implementation of the General
and protect the interests of its Meeting of Shareholders.
shareholders.
All members of the Board of The attendance information of the
Directors and the Board of Board of Directors and the Board
Commissioners of the Public of Commissioners at the Annual
Listed Company attended the General Meeting of Sharehoklers
Annual General Meeting of is presented on page 155.
Sharehoiders.
Asummaryofthe minutesofthe | Summaries of the minutes
General Meeting of Sharehoiders | of the General Meeting of
is available on the Public Listed Shareholders are consistentiy
Company's website fora minimum | uploaded and made available
oft (one) year. on the Company website
(https:www.samudera.id).
Prineiple » The Public Listed Companyhas — | The Company has Policy
panina Fhe Aunitu sk #stabisheda communication of Communication with
Enbancing the awahty policy with its shareholders or Shareholders. Investors, and
GommunisAton between investors. Analysts.
Hae Pes Laskod Company Ta pub Lite Company has The Company has Policy
and its Shireboldors or | estabisheda communication of Communication with
Iwoekara policy with its shareholders or Shareholders. Investors, and
investors. Anatyats.

Prnotgle 5
Sirongkhenng tho
Membership and
Gompesikan ok khe Board

ok bommissisners

The determinationof the number | The current Board of

of Board of Commissioners Commissioners consists of

takesintoaccountthe condition | 6(six) members, takinginto

and needs of the Public Listed consideration the scope of the

Company. Company business Ines and the
number of subsidiaries.

The composition of the Boardof — | The Company considers diversity

Commissioners takes into account | when selecting and appointing

dversity of skills, knowledge, and
experience reguired.

members of the Board of
Commissioners, as reflected

in the profiles of the Board of
Commissioners available on page
73

Annual & Sustainability Report 2025

Gxplanation ot
Implomontation at
Samudera

Dosorigtion

Prnorlo 4
Enhancing Fho naity
ok Fhe Implomontatian
ok Fhe Dukios and
Rosponsiblitiss ok khe
Board ok Commissionors

The Board of Commissioners has
established a self-assessment
policy to evaluate its performance.

The self-assessment of the
performance of the Board of
Commissioners as a collegial
body is conducted annually based
(on criteria established by the
Nomination and Remuneration
Committee.

The self-assessment policy for
evaluating the performance of
the Board of Commissioners is
disclosed in the Public Listed
Company Annual Report.

(An explanation of the setf-
'assessment policy for the Board
'of Commissioners is presented on
page 153.

The Board of Commissioners has
policy regarding the resignation of
its members if they are involved in
financial crimes.

The policy regarding the handling
of members of the Board of'
Commissioners who are involved
infinancisl crimes is outlined in
the Board of Commissioners"
Guidelines and Code of Ethics.

The Board of Commissioners
or the Committee performing.
Nomination and Remuneration
functions establishes a succession
policyas part of the nomination
(process for members of the Board
of Directors.

The Nomination and Remuneration
Committee has estabiished
asuccession policy, which is
presented on page 160.

'evaluating the performance of the
Board of Directors is disclosed

Frnsiple « The determinationofthe number | The current Board of Direetors
ct te of Board of Directors members consists of 4 (four) members,
ongtton takesinto account the condition | whichis considered adeguate
Momberskip and of the Public Listed Company given the Company's condition
aswellas the effectiveness of and the objective of effective
at Za «£ Fhe board | Accision-making. decision-making
Dirootors
The composition af the Board The Company considers diversity
Of Directors is determined by when selecting and appointing
consideringthe diversityofskils, | Board of Directors members, as
knowledge, and experience refiected In the Board of Directors'
reguired. profiles available on page 82.
Members of the Board of The Company's Finance Director
Directors responsible for has expertise and knowledge in
accounting or finance possess accounting, as reflected in his
expertise andior knowledge in profile on page 86
accounting.
Prnople 4 The Boardof Directorshasaself- | The self-assessment policy for
Ikan Vio tadi assessmentpolicytoevaluateits | the performance of the Board of
ing 1 performance. Directors is outlined in the Board
ok he Dukws and af Directors' Guidelines and Code
£ ok Emo of Ethics.
Board ok Direetors. The self-assessment policy for An explanation of the seif-

assessment policy for the Board
of Directorsis presented on page

inthe Public Listed Companys 157.

Annual Report.

The Board of Director hasa The policy for handling the Board
polcyregardingtheresignation — | of Directors member impicated in
of membersif theyareinvovedin | financial crimesis outlined in the

financial crimes.

Board of Directors' Guidelines and
Code of Ethics.

PT Samudera Indonesia Tbk

Explanafion ok
Implomontation at

Samudera

Desoription

Prnople 4
embancing the

implowontakon ok
Information Diselosure

The Public Listed Companyhasa | The Companyhas apolicy v
policy to prevent Insider trading. regarding insider trading stipulated
inthe Company's Code of Ethics
and Conduct Guidelines.
The Public Listed Company has The Company maintains anti- “
anti-bribery, gratification. and bribery, gratification, and money
money laundering. laundering obtained ISO 37001
AAnti-Bribery Management System
The Public Listed Company has The Company's procurement vV
a policy regarding the selection policies and regulations cover
and capabiity development of the selection and capabiity
suppliers or vendors. development of suppliers or
business partners.
The Public Listed Companyhasa | The Companyensures the v
policy on the fuffilment of creditor | fulfilment of creditor rights in
rights. very Iban agreement.
ThePublic Listed Companyhasa | The Companyhasimplemented — | vV
whistieblowing system pokcy. awhistlebiowing system as
reviewed on page 173.
The Public Listed Company has The Company has not yet With an expianation
a policy on providing long- implemented such aprogram.
termincentives to the Board of
Directors and employees.

The Public Listed Company The Company also uses various v
leverages information technology | social media platforms as public

more broadly, beyond Its information channels, including X,
corporate website, asa medium — | instagram, Facebook, Youtube,

for information disclosure. and LinkedIn.

The Public Listed Company's Information regarding share v
Annual Report discloses the ownership of at least Sx (five

ultimate beneficial ovmers of percent), as well as the principal
shareholdings of at least 596 “nd controling sharehoidings, is

(five percent), in addition to the presented on page 66.

disclosure of ultimate beneficial
awnership through the principal
and controlling shareholders.

Annual & Sustainability Report 2025

ana eat nata
SAN Nna (ie nia! «
AA Milan ——-

jm AH
”
—

—

u
Ta

P-EPOR-TING SooPE

The preparation of this report refers to POJK No. 51/POJK.03/2017 concerning the Implementation

of Sustainable Finance, as well as the Global Reporting Initiative (GRI) Standards. This report presents

the sustainability performance of PT Samudera Indonesia Tbk and all of its subsidiaries for the reporting period
from 1 January 2025 to 31 December 2025, covering social, environmental, and economic impact aspects.
Certain data restatements have been made from the previous report, particularly related to updates

in references and corrections to emission factors. Regarding communication with stakeholders, no formal
feedback or suggestions were received concerning the previous year's report.

Although this report has not yet undergone a comprehensive external assurance process, the Company affirms
that the operational data and governance systems presented have been validated through integrated and
periodic external audit mechanisms. As part of its commitment to enhancing the guality of disclosures,

the Company is strategically assessing the implementation of independent verification in future reporting
periods to provide a higher level of assurance to all stakeholders.

SUSTMNABILITY STT AN

As a pioneer in Indonesia's shipping industry with a continuously expanding global presence,

the Company faces a range of challenges, including increasingly stringent global emissions regulations,

fuel price volatility, and physical risks arising from climate change that may disrupt operational efficiency.

The Company recognizes that the future of the logistics industry is highly dependent on supply chain resilience
and astrong commitment to sustainability.

To navigate its transformation toward a sustainable logistics value chain, in 2025 the Company established
the BEACON framework as its strategic guideline.

The BEACON strategy serves as a lighthouse for the Company -not only it provides clear direction amid
regulatory uncertainty and industry dynamics, but also drives responsible business growth for all stakeholders.
Through this strategic framework, Samudera:is committed'to building long-term resilience and creating

a competitive advantage aligned with global sustainability standards.

Annual & Sustainability Repo

PT Samudera Indonesia Tbk

Ensuring diversity & inclusivity,
employees safety and wali-being

Environment
And Coosystom

Enhancing environmental
stewardship and sustainable
Operations

kocountability and
Ekhisal Governance

Ensuring business accountabllity
and good corporate governance
practices

Community
Empowermont

Empowering communities through
impactful Initiatives and partnerships

Climate
kkotion
Strengthening climate commitments

through low-emissions technology
and renewable energy initiatives

To ensure that its strategies remain relevant and materiality. Based on the results of this evaluation,

responsive to emerging issues, the Company the Company identified 7 topics as strategic priorities:
conducted a review of its materiality assessment

by referring to topics identified in the previous year. “  Occupational Health and Safety (OHS)

Through this review process, the Company refined “ Business ethics and anti-corruption

the scope from 16 topics to 13 material topics. “ Regulatory compliance

This assessment was carried out comprehensively « Data protection and cybersecurity

by engaging business units, suppliers, customers, » Energy usage and efficiency

partners, investors, and government institutions «Innovation and sustainable products/services

to evaluate both financial materiality and impact “ Sustainable procurement practices

Impact Materiality (Y)

Water consumption —3
— Climate change and
'GHG emissions
Waste
management
Workforce diversity,
eguity, and inclusion
(DEI) Community
engagement and
social impact
Biodiversity and
ecosystems
Financial Materiality 09
@ Environment @ Social @ Governance
Loworimpact-MontredTopcs ” Medumimpact-Acivo Hanaed | Mghatimpast Siange Foam |

g

Annual & Sustainability Report 2025 5

SUSTMNABILITY GOVEE-NANGE
ENVIRONMENTAL, SOCIAL, AND GOVERNANCE (ESG) IMPLEMENTATION POLICY

The Company has established an Environmental, Social, and Governance (ESG) Implementation Policy as a strategic
guideline to integrate sustainability aspects into all operational activities of the Company and its Subsidiaries.
This policy aims to promote responsible business practices and support sustainable development.

The implementation of this policy is carried out comprehensively across all business units, and its performance

is reported regularly as part of the Company's commitment to accountability and transparency. In its implementation,
the Company is committed to integrating ESG principles into strategic decision-making, risk management, as well as
performance monitoring and measurement, covering the following areas:

1. Environment
a. Energyuse
b. Reduction of generated emissions
Cc. Reductionof waste and effluents
d. Biodiversity conservation
2. Social
a. Employee demographics by gender, position, age, education, and employment status
b. Employee training and skill development
c. Operational impact on surrounding communities and management of community complaints
d. Environmental and Social Responsibility Activities (CSR)
3. Governance and Economic
Code of Ethics and Code of Conduct for the Company, management, and employees
Anti-Bribery, Anti-Gratuity, and Anti-Money Laundering Policies
Anti-Monopoly and Fair Competition Policies
|. Whistleblowing System
Data and Information Privacy Policies
Company Economic Performance
Engagement with local stakeholders relevant to business processes

Om0apgu

Through the implementation of this Policy, the Company is committed to strengthening business resilience, enhancing
stakeholders" trust, and contributing sustainably to economic, social, and environmental development.

kuToRaTy STE-UOTUR-E

At the top level, the Board of Commissioners plays a role in the strategic oversight of the Company's sustainability
initiatives. The Board of Directors holds primary responsibility for determining the Company's sustainability direction
and the Compliance Director leads the implementation of sustainability initiatives in alignment with ESG principles.
These responsibilities are delegated to the Corporate Investor Relations & ESG Division, along with other relevant
divisions, to coordinate the implementation of established sustainability initiatives across all corporate functions and
business units.

PT Samudera Indonesia Tbk

3: - Providing approval and determining,
GNERAL MEETING .... lbroad direction of the Company's
FF MAPAN OEP-S strategic policies, including those

2 related to sustainability aspects.

Determining the direction and strategy
of the Companys sustainability,
where the Compliance Director

leads the execution of sustainability
implementation, aligned with ESG
principles.

Formulating policies, managing, and
coordinating the implementation of
the Company's sustainability initiatives,
as welas communicating them to

Executing technical ESG operational
initiatives on the ground and collecting
sustainability performance data from.
each business line activity.

The Company has established an organizational structure with a dedicated mandate for ESG oversight. This initiative
is supported by a comprehensive capacity-building program for all internal stakeholders, ranging from strategic
briefings for the Board of Commissioners and the Board of Directors as the highest authorities, the appointment
and training of Risk Champions in each business unit to integrate ESG risks into enterprise risk management, to the
internalization of ESG values across all employees. These measures ensure that the implementation of sustainability
initiatives are implemented in astructured and systematic manner, with clear accountability at every level of the
organization.

Annual & Sustainability Report 2025

SUSTMNKBILITI-BASED PSK MANAGEMENT

The Company's risk management practices have proactively transformed by integrating ESG risk principles into its
enterprise risk management system. The Company remains committed to continuously strengthening operational

governance, particularly in environmental aspects and climate change mitigation.

As of July 2025, the Company received an ESG Risk Rating of 20.5 from Morningstar Sustainalytics, placing it in

the “Medium Risk" category. This rating is an improvement compared to the previous year. Given that the rating scale
ranges from 0-100, where lower scores indicate lower risk, the Company is positioned near the threshold of

the "Low Risk” category, which is defined as below 20.0. The Company currently ranks in the 30" percentile of the
Global Universe and the 43" percentile within the Shipping subsector, positioning it competitively among its peers.

The Company systematically manages ESG risks through the Audit Risk Management System (ARMS) platform
to document an accurate record of risk-related events, including climate-related risks.

In addition, the Company applies gualitative scenario analysis to assess the potential impact of climate-related risks
on the Company's operations.

OLIMKTE-R-ELATED Risk kssESsSMENT

Physical Risk

an Na AA

Dowknpai Risiko Jenis Risiko 4 Dampak
Acute Risk: Supply Chain Disruptions (Operational: | Develop & mplement earty warning.
Increased intensity & freausncy | Delaysin docking schedules, damage monitoring, & weather forecasting systems
f extreme weather events to port facilties, & other operational to support routing decision.
(6g. ayphoone storm, 8 interruptions. ne mam ane
Increased Operational Costs (Financial): | analyze & measure potential flood-related
Time Horizon: Increased operational costs duetoroute — | risks, including identifying vulnerabie areas
Short to Medium-Term @versions, potential asset damage. as wel | across business units.
@-10 years) as higherinsurance premiums.
Update & regularly test Emergency
Employees Safety (Operational): Response Plans & best practices to ensure
Increased riskof workplace sccidentsfor — | personnel safety
employees & vessel crews.
Acute Risk: Employees Health (Operational): Establish & implement Occupational
Increase in average Heatstressamongworkers mayleadto — | Health & Safety (OHS) protocois, including
temperatures reduced productivity. adjustments to work & rest schedules to
LA Energy Costs (Financial): Sa Pe ra:
hat tolhatw Tara “Cooling costs for specialized cargo & Evaluate the temperature tolerance of
@-10 years). temperature-controled warehouses existing eguipment £ operational tools
facilities are expected to increase. against projected extreme temperature
conditions.
Egulpment Maintenance (Financial):
The risk of eguipment & machinery damage | Agjust energy efficiency measures &
due to overheatingis expected toincrease. | anti-fouling management strategies.
In addition, increased marine fouling on: aceordingy.
vessel huls may affect fuel efficiency &
reguire more freguent cleaning.
Chronic Risk: Infrastructure Damage (Operational Conduct further studies on cimate-
Sea Level Rise & Financial): Rising sealevels mayleadto | resitent infrastructure & assess financial
Tni mi coastal erosion, flooding in low-lying port preparedness for potential relocation,

Long-Term (s10 years)

areas, & potential damage to critical port
infrastructure.

Route Adjustment (Operational):
Changes in ocean currents & coastal
conditions may affect shipping routes.

redesign, or business model adjustments.

Implement strategic adaptation measures,
including updating navigation charts &
identifying alternative port locations in
response to changes in coastal geography
& shipping routes.

PT Samudera Indonesia Tbk

Dowkngai P-tsiko

Jenis Fisiko 4 Dampak

Market Risk:
Shiftiin customer preferences
toward low-carbon logistics

Revenue Decline
(Financial & Competition):
Potential loss of market share if the

Develop sustainable logistics initiatives,
communicate sustainability strategies
comprehensively, & algn services with

Stricter emissions regulations
leg. CII, EEXI, & Carbon Tax)

Time Horizon:
Medium to Long-Term
(3to»10 years)

Increased operational costs due to
carbon taxes & the need for retrofitting or
upgrading vessels & eguipment.

Reputational Impact (Competition):
Non-compiiance may harm the Company's
reputation among investors & lead to

services. Company is unable to compete with evohing market expectations.
Aa taon reener alternatives.
Short to Medium-Term
(3-10 years)
Market Riski Operational Costs (Financial): Monitor developments in alternative fuel
High costs limited avallabilty | Increased operationalcosts due torising — | bunkering Infrastructure, dual-fuel vessels
of alternative fusls. prices oflow-carbon fuels &challenges — | adoption, & carbon capture technologees.
ENG in securing a stabie S adeguate supplyof — | Conductintemal studies to track pricing &

Ime Horizon: Komnas pembiayaan

Medium to Long-Term banned Lnasaneal td Lngene
(3to» 10 years)

Transition Risk | polley & Reputation Risk: Compliance Costs (Legal): Proactively monitor regulatory

developments, prioritize the aeguisition
of high-efficiency vessels,& conduct
feasibility studies on low-carbon
technologies for eguipment.

Develop effective emissions monitoring
systems & transparentiy communicate
sustainability initiatives & performance.

higher financing costs.
Technology Risk: Technology Obsolescence (Financial):
Uncertainty of emerging Significant capital investment reguired
technologiesthat mayleadto | to upgrade or replace outdated vessels &
asset obsolescence. eguipment.

Time Horizon:

Medium-Term (3-10 years)

ie aa EA

Conduct continuous research &
development, alsoimplement phased
investments in commercially proven

environmentally friendly technologies.

STKKEHOLDER-S ENGKGEMENT

The Company engages relevant stakeholders at every stage of planning, implementation, monitoring, and evaluation
of sustainability-related programs. This engagement ensures that all the initiatives deliver optimal benefits and positive
impacts for stakeholders. The following are the stakeholders identified by the Company, along with the methods of
engagement conducted:

stakeholders Engagomont

TN an, General Meeting of Shareholders, Public Exposes, Annual & Sustainability Reports, face-to-face
Communication, website, & other social media channels
Customers Meetings & customer satisfaction surveys
Ma Training programs. email communications, employee-management meetings, induction programs,
Jana Sa employee satisfaction surveys, & company events
Periodic & ad-hoc reports, provision of reguired information, submission of regulatory approvals
Menanam 5 Polos In accordance with applicable regulations, & meetings with policymakers
Diana Pirina  Bupglora uninoes pariner mastinga, Cooperation agreement. operadonal coordination,& dissaminatonofthe
ma les
Communities & Local Residents Public feedback channels & CSR activities
Associations Membership, meetings, & industry gatherings/forums

Annual & Sustainability Report 2025

DOLLABOR-ATINE INTANVES FOR SusTMNABILITY

The Company views collaboration as a key element in strengthening the implementation of sustainabllity principles
across its entire value chain. Through active participation in strategic partnerships, the Company expands its positive
business impact by promoting responsible, inclusive, and long-term oriented practices.

2 Filantropi

"DONL8

. plum Dompact 5. Indonesian

The Company has beena
member of the UN Global
Compact Network since 2023.
Through this membership,
the Company Implements

the UN Global Compact
Principles, which encompass
respect for human rights,
responsible labor practices,
environmental protection, and
the adoption of ethical business
practices within the Indonesia
Global Compact Network
(GCN).

Philanthrop:
Kessoeration

Asa member of the Indonesian
Philanthropy Association,

the Company reinforces Its
commitment to supporting

the sustainable development
agenda in Indonesia. Through
this network, the Company
collaborates to enhance

the affactiveness of social

and humanitarian programs,
strengthen synergies among
philanthropic organizations, and
optimize the contribution of
corporate resources to achleve
broader and more sustainable
social Impact for communities.

nan

| (WI Iv) UN Wae AT Teu

MN Sus TMNASILI
MELEMETATON 5!

1. Shipping Industry Readiness
Awareness of sustainability within the domestic
market remains uneven, making the comprehensive
adoption of ESG practices dependent on intensive
collaboration with all stakeholders.

2. Investment & Green Infrastructure Constraints
The transition to low-carbon technologies reguires
significant capital expenditure (CAPEX), while
supporting infrastructure—such as low-emission
fuel facilities—remains limited.

3. Evolving Regulations
The Company faces increasing pressure from
stricter international regulations, such as the
IMO Carbon Intensity Indicator (CII) Rating and
the potential implementation of carbon taxes or
Emission Trading Systems (ETS).

To address these challenges, the Board of Directors
has established strategic measures, beginning with
strengthening internal capabilities through intensive
human capital development and strengthening the
ESG function to improve organizational readiness.
Operational efficiency is further supported by

the digitalization of ESG data to ensure accurate
performance disclosure, complemented by
investments in environmentally friendly, low-carbon
technology assets as part of the Company's long-term
decarbonization strategy.

To ensure compliance with global best practices,

the Company has adopted integrated ISO standards
covering guality, environment, Occupational Health
and Safety, anti-bribery, compliance, business
continuity, and information security (ISO 9001, 14001,
45001, 37001, 37301, 22301, and 27001). These efforts
are further reinforced through active stakeholders
collaboration, including membership in the Indonesia
Global Compact Network (IGCN), ensuring that

the Company remains aligned with evolving regulatory
reguirements and sustainability trends in the shipping
industry.

SUSTAINABLE INTEGP-KTED LOais os

Despite operating amid the challenging dynamics of
Indonesia's shipping industry, including the impact of
global geopolitical tensions, declining logistics tariffs,
and asset impairment in certain fleet segments,

the Company continues to demonstrate strong
resilience. Through a commitment of continuous
innovation and adaptation, the Company ensures
that its activities remain aligned with market needs
while delivering tangible benefits for environmental
sustainability and social well-being.

By upholding effective and efficient governance,

the Company is fully committed to creating long-term
value for all stakeholders. These efforts aim to maintain
the competitiveness within the industry while also
servingas a key pillar in supporting the achievement
of national sustainable development goals.

SUSTAINABLE EOONOMIO PER-FOP-MANGE

Economic Value Distribution

For Stakeholders

Throughout the 2025 fiscal year, the Company
recorded an incline in its financial performance due to
freight rates adjustment in the market. This resulted
inan increase in service revenue, which amounted to
USD801.7 million compared to USD737.4 million in the
previous year.

In strengthening its commitment to sustainability
principles, the Company realized several strategic
investments focused on the modernization of
environmentally friendly fleet and infrastructure.
These initiatives include the procurement of a new
vessel eguipped with the newest pollution control
technology, IMO NO, Tier III, as well as the addition

of electric container cranes in the port business line.

In addition to fleet reinforcement, the Company also
had a strategic expansion through the development
of the environmentally sustainable Patimban Port. This
initiative was taken to ensure that all of the Company's
Operational activities contribute significantly to
strengthening long-term sustainable economic growth.

In terms of economic value performance, in 2025

the Company recorded direct economic value
generated of USD822.8 million, representing an increase
of 9.596 compared to USD751.8 million in the previous
year. In line with this, the economic value distributed

by the Company amounted to USD767.4 million. Details
of the distributed economic value are presented

in the table below.

For a more comprehensive review of the Company's
financial position and detailed business performance,
further information is available in the Management
Discussion and Analysis section of this report.

TU gO Tg

EOONOMIO CONTRHBUTUN TO STALEHOLDER-S

Dosoriphion

EGoonomie Value luSD Milkon)

Revenue from Services 2017 7374 7724
Interest Income 14 166 140
Net Foreign Exchange Gains 43 s2 41
Impairment Losses & Gains on Disposal of Fixed Assets 0s 10 os
Share of Profit from Associates & Joint Ventures 40 an 81
Other Net Gains/Losses (20) to7) 123

Tokal Direok Boenomio Value Gonerated (Kk) 8228 751.8 809.4

Service Costs (Excluding Salaries, Bonuses. & Benefits) 595.2 530.8 568.3
General & Administrative 252 1a6 133
(Exclucing Salaries, Bonuses, Benefits, & CSR Expenses)
Distribution to Employees
Salaries, Bonuses, & Benefits (Include in Service Costs) 592 572 so
aan ema txpenses) 278 mm ae2
Distribution to Capital Providers
Financial Costs (to Creditors) 285 21 za
Dividends (to Company Sharehoider) ne 10 370
Dividends (to Non-Controling Interests in Subsitaries) 121 ng 31
Distribution to Government
Income Tax Expense 73 77 86
Distribution to Community
CSR Expenses 08 15 13
Tobal Gaonomis Value Diskributed (8) 7614 7027 mas

PT Samudera Indonesia Tbk

INDIP-ECT EOONOMIC IMPACT

In fulfilling its sustainability commitments, the Company
actively contributes to strengthening infrastructure and
empowering communities within its operational areas.
The primary focus of these indirect impact initiatives
isimproving the guality of education, which is regarded
as a fundamental foundation for the long-term
socio-economic development of local communities.

Community Infrastructure & Educational Facilities
Development

The Company supports essential community services
and infrastructure through Samudera Peduli Programs,
including the provision of 7 Samudera School Boats,

as well as supporting infrastructures such as 2 Taman
Baca Samudera (Library) located in several areas

across Indonesia. Further details of these initiatives are
presented in the Social and Environmental Responsibility
Programs section.

Social Aid and Community Empowerment

The company strives to create an empowered and self-
reliant communities through various social assistance
initiatives and sustainable development programs. Social
assistance is primarily focused on natural disaster relief
and improving access to healthcare services, such as
Cataract surgeries, eyeglasses donations, and regular
blood donations.

Meanmwhile, community empowerment programs are
directed toward strengthening local economic capacity,

including capacity-building for seaweed farmers and
MSME, the establishment of community-based
waste banks, and support for healthcare facilities
through floating hospitals. Further details on the
implementation of these initiatives are provided

in the Social and Environmental Responsibility
Programs section.

SUSTMINABLE PE-OCUR-EMENT PR-komoes

The Company is committed to creating economic
value for domestic suppliers by prioritizing mutually
beneficial strategic partnerships. By emphasizing local
suppliers, the Company not only aims to build a more
efficient and market-responsive supply chain, but also
actively contributes to enhancing the capacity and
competitiveness of local businesses.

The Company is also committed to ensuring that its
collaboration with suppliers and third parties remains
free from corruption, gratuities, and conflicts of interest
through the implementation of an Integrity Pact. Under
this commitment, all suppliers are reguired to comply
with applicable laws and regulations, as well as the
Company's Code of Ethics.

As part of the implementation of this policy, in 2025
the Company collaborated with 9,568 local suppliers
(95.84 of the Company's total supplier), underscoring
the significant use of domestic resources in supporting
Operational continuity and reflecting the Company's
commitment to strengthening the local economy.

Desonighion unik 2011 2014 1013
Local Suppliers 953 2344 4565
Overseas Suppliers Supplier 416 509 512
Total Local & Overseas Suppliers 9.984 2853 5,077
Poreontaap && Local Supphors » 95.8 822 89.9
Local Supplier Transaction Value 244,311536 176.490.476 359801119
Overseas Suppiler Transaction Value usD 366,664,031 306,969,046 365,950,274
Total Trans@okion Valus
Las £ Merana Sapphora 610,975,567 483,459,522 725,751,393

Annual & Sustainability Report 2025

COMMITMENT TO ENVIE-ONMENTAL
SUSTAANBILITY

The Company has implemented environmental
sustainability through the Environment & Ecosystem and
Climate Action initiatives under the BEACON strategy.
This commitment is demonstrated by the adoption of
an ISO 14001-certified Environmental Management
System. As part of its ongoing efforts to maintain system
@effectiveness, the Company conducts integrated
external ISO audits on a periodic basis, including annual
ISO 14001 surveillance audits and comprehensive
re-certification every 3 years. In addition, internal
environmental audits are carried out across all business
units at least once a year. The positive outcomes of
these initiatives were reflected throughout the 2025
fiscal year, with no legal or administrative incidents
related to environmental regulations.

To ensure effective information dissemination,

all Company policies, including those related to
environmental management, are communicated
internally to employees through Media Samudera

and official corporate emails from the Corporate
Communications function. Externally, the Company
maintains transparency by disclosing policies,
performance achievements, and sustainability programs
through its Annual and Sustainability Report.

Support for sustainability is also reflected in the
company's investment of USD49 million in the purchase
of the Sinar Carita vessel, which is eguipped with

the newest pollution control technology, IMO Tier III.
The Company also added 3 electric container cranes
operating at the Dermaga Serbaguna Nusantara under
PT Prima Nur Panurjwan, with an investment value of

Desoription

USD1.3 million. This year, the Company also conducted
pilot trials of an electric truck fleet within its Logistics
business line. As a result, the total environmental impact
management costs in 2025 amounted to USD50.3
million.

OLIMATE KONON: Transition Toward
Low-barbon Logisties Services

The Company has adopted environmentally friendly
energy practices in compliance with International
Maritime Organization (IMO) regulations. As a
demonstration of its commitment to managing

the environmental impact of its logistics operations,
the Company has set decarbonization targets and
timelines aligned with the IMO GHG Strategy 2023,
including a 404 reduction in greenhouse gas (GHG)
emissions intensity per shipping operations across
the entire fleet and logistics activities by 2030.
Through technological transformation and the adoption
of alternative energy sources, the Company aims to
achieve net-zero emissions by 2050.

The Company has established comprehensive
operational boundaries for calculating energy
consumption and carbon footprint. Direct energy

use and emissions (Scope 1) are monitored across all
vessels operated under the Company's operational
control, including owned and chartered-in vessels, while
chartered-out vessels are classified as indirect emissions
(Scope 3). The detailed distribution of the fleets covered
under the Company's energy and emissions calculations
is presented in the following table:

Owned Vessels

Chartered-in Vessels

Tokal Vessels under Operational Control

The Company's commitment to Climate Action is

strengthened through 3 key strategic initiatives:

1. Transition to low-emission fuels
The Company has utilized low-sulfur fuels for its
shipping operations. The use of Very Low Sulfur Fuel
Oil (VLSFO) across the fleet complies with the IMO

PT Samudera Indonesia Tbk

sulfur limit of no more than 0.196, making a significant
contribution to the reduction of SO, and NO,
emissions in maritime areas. In addition, the use of
biodiesel (B30 and B35) across various port and land
logistics operations, along with the implementation
of LPG-based dual-fuel technology on the Sinar

Toraja vessel, has significantly contributed to carbon
emission reductions of up to 411.8 ton CO,eg.

2. Energy efficiency and route optimization
A key decarbonization initiative is the implementation
of the Ship Energy Efficiency Management Plan
(SEEMP), a systematic effort to reduce emissions
while improving fuel efficiency. Shipping route
Optimization is also carried out to reduce energy
intensity per unit of activity, which positively
impacts operational efficiency and environmental
performance.

3. Green Port transformation and supporting
facilities
The Company has also undertaken a green
transition in other business line, including the use
of solar panels as alternative energy sources,
the electrification of port mechanical handling

eguipment (such as cranes, RTGs, forklifts, and
motorcycles), and the digitalization of processes
aimed at minimizing environmental impact,
reducing the carbon footprint, and enhancing
operational efficiency. In addition, the Company has
implemented various energy-efficient technologies
in warehouse and depot facilities, including the use
of LED lighting and solar-powered lamps.

In 2025, the Company recorded a total energy
consumption of 6,570,542 GJ, representing a decrease
compared to the previous year, in line with increased
shipping activities. In support of its decarbonization
efforts, the Company also recorded asignificant
increase in renewable energy usage, rising from 90,256
GJ to 124,019 GJin 2025.

ENERGI CONSUMPTION AND ENEP-GY INTENSITY WITHIN THE COMPANY!

Corwentional Energy Consumption

Renewable Energy Consumption

6446.523 5176057 5.282.102

124,019 90.256 16,289

Energy mtonsiky

Notes:

1. Restatement 2023 and 2024 data: Adjustments have been made to the conversion factors used in calculating energy consumption
and emissions, as well as to the defined operational boundaries in accordance with BIMCO (Baltic and International Maritime

Council) guidelines for ship emissions accounting.

2. Energy intensity Is calculated based on total energy consumption divided by the number of vessels under the Company's

operational control.

During 2025, the Company's operations generated
Scope 1 emissions from fuel consumption in vessels and
vehicles, as well as Scope 2 emissions from electricity
usage.

Compared to the previous year, greenhouse gas (GHG)
mission intensity in 2025 increased in line with changes
in energy intensity, from 17,203 tons CO,eg/unit to
20,435 tons CO,egunit. This change was influenced by
an increase in the number of vessels under operational
Control, as well as adjustments to emission factors.

Inline with its decarbonization targets, the Company
recorded a decrease in emissions intensity per shipping
activity from 14.36 gCO,eg/nm.ton in 2024 to

10.48 gCO,eg/nm.ton in 2025, driven by improved

vessels efficiency despite increasing shipping activities.

In calculating emissions, the Company uses the following

conversion factor sources:

“UK Department for Environment, Food & Rural Affairs
(DEFRA)/Department for Energy Security and Net
Zero (DESNZ), 2025

“ Ministry of Energy and Mineral Resources (ESDM),
Indonesia - Emission Factors for Fuel Oil and Coal,
2023

“ GHG emission factors for electricity grid: Indonesia
Ministry of Energy and Mineral Resources (ESDM),
2023 and Singapore Energy Market Authority Grid
Emission Factor (GEF), 2025

Annual & Sustainability Report 2025

GENGRKTED EMISSIONS BY TNE COMPANY!

Scope 1 kmisunng 22004 Wp 294 Ap
Scope 2 Emissiuns 19.260 13.073 18645
Scope 3 Emissiun sig00e 12IN 187492
Mespistsgamai |
Ervesan Ners net Weaan Ton CO/egiList Vwssei 201435 1203 W775
Erviasian Masesety 2 Fian Tan COXG/USD Mitian 19702 as 0034
Notes:

1 Restatement 2023 and 2024 data: Adjustmants have been made to the conarsian factors used In caloukating energy consumptiani
and emissions, as wall as to the defined operational boundarles in accordance with BIMCO (Baitic and International Maritime

Gouncill guldelnes tor shio emissions accounthg

2. Embsion ntensity: Cakulated as the total emissions divided by the number of vessals under egeratanal control

ENMIE-ONMENT 3 E00SYS TEM ,
Ensuring Environmental Preservation

Sustainable Water Management

The Company has taken proactive strategic measures
through the implementation of Ballast Water Treatment
Systerns (BWTS) across Its entire fiset, achleving
completion in accordance with the established

timeline. The integration of this system forms part

of the Company's systematic efforts to ensure safe
bailast water management and mitigate risks to

aguatic ecosystems. In addition to supporting marine
biodiversity preservation. the successful implementation
of these intiatives demonstrates tne Company
complance with International maritime regulations.
Through this Initiative, the Company actively contributes
to the achievement of the Sustamable Development
Goals (SDGs).

specificaly SDG -
12 on Responsible k
Consumption and

Praduction and SDG

14 on Life Below

Water.

MN

PT Samudera Indonesia Tbk

The Company recorded an increase In water
sonsumption in 2025 compared to the prewious.

year, rising from 37.1 megaliters to 100.9 magaliters.
Significant fluctuations cccur In the Intake and discharge
Of seawater due to operational dynamics. When the
vessets operate under ballast conditions (empty load),
balast water is regulred to maintaln the vessel stabdity
during navigation. As for the groundwater. the Company
@nsures that the sources are not drawm from the water-
stressed areas.

aa AA

Da—a O

Seawater

Surface Water

Groundwater ML

Water from Third Parties

Tokal wWakor Withdrawal

18840 244 815
20 0.0 00
645 26 81
1920 999 493

21694 153.9 138.9

Water from Third Parties

Recycled Water

Tokal Water Disehnrgod

18030 169 815
1981 899 183
38 0.0 00
&7 10.0 64
19 00 0.0

2,068.5 16.8 106.2

Tokal Wakor Consumod ML

100,9 371 327

Marine Environment Protection

and Biodiversity Conservation

In line with global IMO reguirements, the Company
ensures that all shipping procedures prioritize both

biodiversity and the sustainability of marine ecosystems.

The Company implements various preventive measures,
including controlling underwater noise pollution,
preventing the spread of invasive alien species, and
protecting marine habitats from contamination.
Furthermore, the Company manages ballast water
responsibly, as described in the “Sustainable Water
Management” section. To further reduce negative
impacts on biodiversity, the Company avoids shipping
routes that pass through areas of high biodiversity or
protected zones and uses environmentally friendly hull
coatings.

The Company's commitment to environmental integrity
is reflected not only in preventive measures but also

in ongoing conservation and restoration initiatives.
Ballast water management programs are aligned with
field-based conservation activities, including mangrove
rehabilitation and coral reef preservation along
Indonesia's coastal areas.

Through the Samudera Peduli, the Company and

its subsidiaries have expanded mangrove planting
programs that help seguester carbon dioxide, prevent
Coastal erosion, and provide habitats for marine life.
The Company also collaborates with non-governmental
organizations and local communities to support
mangrove restoration and raise awareness on marine
pollution prevention.

Throughout the 2025 reporting period, the effectiveness
of the Company's environmental management system
proved highly reliable, as evidenced by the absence

of violations or incidents that adversely affected
biodiversity, reaffirming the Company's position as

a responsible maritime entity.

Waste Management

The Company implements a strict waste management
system to ensure compliance with the International
Convention for the Prevention of Pollution from Ships
(MARPOL) under IMO, specifically Annexes I, II, and

V. In carrying out these procedures, the Company

is committed to disposing of waste exclusively at
certified port facilities while complying with applicable

Annual & Sustainability Report 2025

local regulations. Special attention is given to the
management of Hazardous and Toxic Waste, which is
stored in Temporary Storage Facilities at ports eguipped
with official reception facilities.

The waste management process—from recording,
storage, transfer, to final disposal—is conducted
according to established procedures. The Company's
compliance in ship waste management aligns with
broader principles to ensure responsible and sustainable
waste handling both at sea and on land. This is reflected
in the implementation of the 4R principle (Reduce,
Reuse, Recycle, and Recovery), which serves as the
foundation for comprehensive waste management
across all operational areas.

In office environments, waste reduction is pursued by
minimizing paper usage, for example by utilizing reusable
paper, which has proven effective in significantly
reducing paper consumption. For plastic and electronic
waste management, the Company collaborates with
certified third-party service providers.

The waste management cycle, encompassing
administrative documentation, technical storage,

and coordination of final disposal, is systematically
implemented in accordance with applicable regulations.
The Company's integrity in waste management reflects
a broader strategic commitment to ensure operational
residues are managed effectively, transparently,

and in a manner contributes positively to biodiversity
protection.

In 2025, the Company generated a total of 221.2 tons

of hazardous waste, representing a 4.89 decrease from
the previous year, and 321.3 tons of non-hazardous
waste, marking a 73.04 reduction compared to the prior
year. This decrease was primarily driven by reduced
waste from depot and warehouse activities. Throughout
the reporting period, there were no significant waste
spills or violations of waste handling and disposal
procedures, underscoring the Company's commitment
to maintaining marine environmental cleanliness and
protecting marine ecosystems from potential negative
impacts of operational waste and effluents.

Hazardous & Toxic Waste

Non-Hazardous & Toric Waste Ton

Tokal Waste Genorakod

2212 2322 sat.2
321.3 11914 13455
5424 1,423.6 1,886.7

Hazardous & Toxic Waste

Non-Hazardous & ToricWaste Ton

Tokal Waske Divorkod rom Final Disposal

1826 248 2942
1283 2736 11351
310.9 298.4 1,429.3

Hazardous & Toxic Waste

Non-Hazardous & Toxic Waste Ton

Tokal Waste Somb ko Final Disposal

38.6 2074 553
1930 9178 11132
231.6 11252 11790

PT Samudera Indonesia Tbk

BETTER- WOR-KPLAGG: Strepathasing
Talent Empowermont Commitmont

The Company is committed to continuously
strengthening an inclusive work environment and
accelerating talent empowerment to drive productivity
as a primary pillar of long-term business sustainability.
The Company has gone further in creating a workplace
that is not only supportive but also fosters a sense of
pride among all employees.

As part of our diversity and inclusion programs,

the Company facilitates the formation of employee
affinity groups and networks through a dedicated
platform known as Samudera Indonesia Sports and
Community (SISCO). SISCO is designed to unite
employees from diverse organizational backgrounds,
enabling them to build professional and social networks
through various interest-based and hobby-driven
activities. Managed under the Corporate Sports and
Community function, SISCO coordinates various internal
clubs, ranging from sports to arts, facilitating the
exchange of ideas and cross-departmental collaboration
within an inclusive and supportive atmosphere.

The Company also believes that significant growth
reguires the fulfillment of hygiene factors as an absolute
organizational foundation. Conseguently, in the aspects
of industrial relations, compensation, and the provision
of work facilities, the Company ensures full compliance
with prevailing regulations and upholds the principles

of fairness as a representation of our core corporate
values: Integrity and Professionalism. Moving beyond
mere regulatory compliance, the Company continually
strives to provide strategic value-add to ensure that

our talent is not only high-performing but also deeply
engaged with the organizational vision.

The harmony between regulatory compliance and the
provision of added value for employees serves as the
launchpad for the Company in executing the current
year's strategic roadmap. This ensures that every
development initiative delivers optimal impact for both
organizational growth and the career advancement

of all our talent.

Annual & Sustainability Report 2025

2025-2018 Human bapital R-oadmap

Building Adaptive and Continuously Growing Workforce

Objective
Top Ok Mind Adaptive Talont bontinwus Growth Gonnoctod Experience
tp md Lomordkip and mebusvity md aji
Employer Value Skils Taronomy « Inclusivity Policy - Unified Performance
Proposition Development Design Management
Flagship en Talent Mapping » Knowtedge « Employee Journey
Posing Human Capital 0-18D-2 Management System Optimization
CT) Semur Bea " Succession Planning Denga » Alintegration &
2 (0-18D-2 « HC Center Adoption
5 pads Jenneps Leadership Principles! Sal sa) - » Talent Marketplace
Pesta batal Role Model Implementation
Tae Development » Global Executive
i Education Program
2 Merbau HC Business Partner
Coaching Framework Development
Development

Throughout 2025, the Company entered a phase driven
by the aspiration to becorne a top-of-mind employer,
particularly for our internal talent. This represents a
crucial stage in the Human Capital Roadmap, “Building
an Adaptive and Continuously Growing Workforce."
This phase integrates the entire employee lifecycle
end-to-end to build a positive perception and
experience of the Company's employer brand,
accelerate engagement levels, and strengthen
sustainable career development pathways.

To support these objectives, the Company ensures that
every initiative is grounded in the philosophy: “People
are our business, and people are at the center of what
we do." Key flagship programs during this phase include:

“  Employer Value Proposition (EVP) Development
Redefining the Company's unigue value as
an employer to strengthen competitiveness in
attracting top talent and boosting internal pride,
which directly impacts talent retention.

« Human Capital Management System (HCMS)
Deepening
Enhancing the functionality of the HCMS to integrate
administrative processes into a seamless digital

PT Samudera Indonesia Tbk

workflow. The primary focus is on standardizing
system controls to minimize manual intervention,
ensure compliance, and provide accurate real-time
data for strategic decision-making.

«Strategic Training Needs Analysis (TNA)
Conducting comprehensive skill gap identifications
for all employee levels. The results of the TNA serve
as the foundation for competency development
plans that are aligned with the Company's
Operational needs and strategy.

“ Mentoring & Coaching Framework Development
Building an ecosystem of learning and empowerment
through astructured guidance framework. This
program aims to secure leadership succession
through effective knowledge transfer and
accelerates the readiness of internal talent for more
complex roles.

The achievement of the “top-of-mind employer"
target in 2025 is reflected in an employee engagement
index that exceeded targets, with the majority of

the workforce falling within the “engaged” category.
This success provides a fundamental foundation for
the Company to progress to the next phase in 2026,
Adaptive Talent and Leadership.

STE-LENGTH INFOP-MAMON TEOHNOLOG
SYSTEMS Ra DGTALIZ TON j

Inline with the Company's commitment to advancing
sustainable digital transformation, the modernization
of information technology infrastructure remains

a top priority. This initiative aims to ensure that business
processes run more efficiently and adaptively, while
providing faster and easier access to services for
customers across the Company's ecosystem.

To support the enhancement of its digital service
ecosystem, the Company has upgraded Samudera
Connect as an integrated platform serving as

a comprehensive customer communication and service
hub. The platform is designed to consolidate multiple

interaction channels into a single, unified access point,
while also strengthening cross-business unit service
synergy.

Beyond serving as a communication tool, this innovation
enables customers to access a wide range of key
services more easily —from operational information

and real-time shipment tracking to integrated logistics
solutions, including terminal, trucking, warehousing,
specialized project delivery services, and rapid-response
support through Al-powered chatbots.

This initiative demonstrates the Company's commitment
to delivering modern, connected, and value-added
logistics services for all customers and business
partners.

2014-2014 Digital # IT Fondmap

Empowering Data Driven Business Innovation

Objective
Entorprise Digital Entergnse Digital Digital Intoliaonce #
Orehestration Orebestration business Innovation
(Prase-1) (Phase-2)
Flagship » Big Data Management » Samudera Compass » Cloud Data Science
Programs Framework Paman Cook Management
-— » Operational Data » Cloud-based Data - Enterprise Asset Management
Consolidation Pata Improvement
» DigitalIncubator « Application Unification » Customer Engagement
» PDP Regulatory Compliance Program Program
. ESG Data & Reporting « SOCK Cybersecurity
Framework Advancement
e : » GHSE Data & Reporting
Cybersecurity Improvement Hattndpoard

Inresponse to the increasing industry dynamics

and growing complexity of business operations,

the Company continues to strengthen its digital
transformation agenda as a core foundation

for building a more adaptive and responsive
organization. Since the launch of the Digital Roadmap

in 2023, the Company's digitalization journey has

now entered the strategic phase of Enterprise Digital
Orchestration, focusing on system alignment, integrated

data utilization, and comprehensive cross-functional
business process management within a cohesive digital
ecosystem.

This approach enables the Company to accelerate
innovation, enhance operational efficiency sustainably,
and create more competitive value for customers

and all stakeholders.

Annual & Sustainability Report 2025

In 2025, the Company implemented several key digital
initiatives, including:

1. The addition of Samudera Compass feature in SISI
Mobile, which is based on Al and Machine Learning,
toincrease ease of information navigation in
supporting productivity through a comprehensive
and integrated digital experience.

2. Samudera Cockpit - the Samudera performance
dashboard portal providing real-time data visibility
toserveasa basis for strategic decision-making.

3. Cybersecurity SOC (Security Operations Center)
Strengthening - enhancing the Company's readiness
to monitor, detect, analyze, and respond to security
threats in real-time and proactively.

4. The strengthening of ESG data management
is carried out through the development of an
integrated and standardized reporting framework
across all business lines. This enhances the guality
of sustainability reporting, ensures alignment with
global standards, and supports transparency,
Compliance, and informed decision-making toward
long-term sustainability.

2 4P PT Samudera Indonesia Tbk

To ensure information system stability and reliability,

the Company consistently implements a Disaster
Recovery Plan (DRP) as part of its operational risk
mitigation strategy. These efforts aim to minimize
service disruptions, reduce downtime, and maintain
business continuity in the face of potential technological
disruptions.

The Company's commitment to data security and
protection has been further strengthened through

the achievement of ISO 27001 certification since 2023,
affirming that its information security governance aligns
with international standards.

Moreover, the Company proactively builds resilience
inits digital ecosystem through various supporting
initiatives, including employee cybersecurity awareness
programs, the implementation of Multi-Factor
Authentication (MFA) for critical system access, and the
operation of a Security Operations Center (SOC) that
monitors threats in real-time to ensure fast, accurate,
and measured incident response.

Together, these measures reflect the Company's
commitment to safeguarding customer data and
employee privacy while maintaining a record of
zero cyber-security incidents impacting operations
throughout the year.

WOR-K FOE-O6

The Company views integrity and professionalism as
the primary foundation of every Human Capital policy.
This commitment is realized through the adoption of
global standards in fulfilling Human Rights, creating a
work environment defined by absolute eguality, the
protection of freedom of association, and harmonious
industrial coexistence.

The Company guarantees that every individual has

an egual right to grow without discrimination, in
alignment with recognized international principles.

As a concrete manifestation of this commitment, the
Company formally regulates the establishment of the
Bipartite Cooperation Institution, within the Company
Regulations. This institution is an inclusive forum for
communication, consultation, and deliberation, with

a balanced membership of management and employee
representatives. Through this standardized mechanism,
the Company ensures that every aspiration is managed
professionally to maintain the balance of rights and
obligations across all operational units.

As part of its commitment to fulfiling employee
rights and creating a productive work environment,

the Company continuously ensures that working

hour arrangements are conducted transparently and
eguitably. The Company has established working hour
provisions in the Company Regulations, fully referencing
prevailing Indonesian laws and aligning them with
international standards adopted from the International
Labour Organization (ILO) principles. The Company

is committed to maintaining employee well-being
through healthy working hour arrangements.

In practice, maximum working days and hours are set

at 8 hours per day and 40 hours per week for a 5-day
workweek scheme. This standardization ensures that
every employee has sufficient rest to maintain work-life
balance, which ultimately supports optimal productivity
and occupational safety across all operational units.

Supporting modern work dynamics, the Company also
implements a Work from Anywhere (WFA) policy for
eligible roles. Supported by digital system integration,
this flexibility aims to provide employees with autonomy
in managing their work rhythm without compromising
organizational productivity standards.

The Company reinforces operational accountability
through a strict zero-tolerance policy against all forms
of forced labor or child labor, extending across all
business lines without exception. The success of this
governance system is validated by the zero reported
incidents of discrimination across all operational lines
throughout 2025.

TALENT MANAGEMENT

Asa form of social investment and to strengthen

the future talent pipeline, the Company continuously
opens opportunities for high-potential young talent
to join through internship programs. In this regard,
the Company reinforces its synergy with the
Government through the Magang Berdampak
Samudera Indonesia (MBSI) program. This program

is strategically designed to bridge the gap between
academia and industry, while providing a platform for
professional competency acceleration for students
directly within the Company's business growth centers.

By the close of the reporting period, the Company's
total workforce stood at 5,079 individuals. In line with
strategic business expansion, the Company successfully
recruited 492 new talents through a rigorous,

transparent, and objective merit-based recruitment
mechanism. In its execution, the Company is fully
committed to conducting all recruitment processes
professionally and free from any form of discrimination
by adopting Diversity, Eguity, and Inclusion (DEI)
principles as a core foundation, as formally stipulated in
the Employee Recruitment and Selection Policy, which is
authorized and signed directly by the Board of Directors.
Of this total talent acguisition, 21.14 were female
candidates selected based on superior competency.

Annual & Sustainability Report 2025 f

This inclusive cultural transformation has yielded results,
maintaining female representation at 16.99 of the total
workforce, or 858 individuals. Female leadership is also
being further strengthened at the strategic level, with
the proportion within the Board of Directors and Board
of Commissioners consistently maintained at 16.49.

This diverse leadership structure ensures the formulation
of more comprehensive and balanced strategic
decisions.

EMPLOYEE DEMIAR-KPlis

Regarding organizational dynamics, the Company
recorded 221 employees concluding their tenure,
comprising retirements, passings, and voluntary
resignations, with the turnover rate successfully
maintained at 4.44. This stable retention rate reflects
the effectiveness of the Company's employee
engagement strategy. Moving forward, the Company

is committed to further expanding professional
development opportunities, ensuring every individual
has an egual chance to grow alongside the organization.

4.221

831 4.050 827 3912 829

lbyee Gomposition by Position

Dosongkion

Board of Directors" 0 12 82 17 83 18
Board of Commissioners" 13 03 10 02 1 03
General Manager s8 14 83 13 7 15
Manager/Supervisor 862 170 834 170 80s 174
Staff 2.307 454 2156 440 2123 450
Non-Staff 1273 251 1.222 250 1125 238
Crew" 506 10.0 538 1.0 513 10.9

“Includes Board of Directors and Board of Commissioners at subsidiaries

“Only covers Crew on Samudera vessels

, PT Samudera Indonesia Tbk

Komposisi Pekerja berdasarkan usia

Dosongtu

an Gn Gn
Number £3 Number » Number £3

«25 Years Old 540 106 530 10,8 549 16
26 - 35 Years Old 1762 347 1.634 334 1.486 315
36 - 45 Years Old 1.503 296 1.417 289 1.395 295
46 - 55 Years Old 1.134 223 1139 2,3 1.139 174
255 Years Old 140 28 175 36 152 45.0
Toral 5.079 100 4.895 100 4727 100

Te Nae Gen Gn
Doso
Number 2 Number K Number »

Doctorate 2 0.0 2 0.0 1 0.0
Master's Degree 112 22 108 21 98 21
Bachelor's Degree 1,481 292 1464 299 1,418 30.0
Diploma 620 122 607 124 592 125
High School & Below 2.864 644 277 553 2,613 55.3
Total 5,079 100.0 4,895 100.0 472 100.0

Employoe Domposition by Employment Status

Dose n
Number t Number » Number &

Permanent Employees 2556 50.3 2540 519 2450 s9
Contract Employees (PWT) 756 149 595 122 633 13.4
Outsourced 1.261 248 1222 250 1122 238
Crew 506 10.0 538 m0 516 109
Tebal 5.079 100.0 4,895 100.0 47 100.0

Annual & Sustainability Report 2025 4

PERENEMMNYE AND
£ MANAGEMENT

Inline with efforts to drive operational excellence,

the Company implements an accountable performance
management system using the Key Performance
Indicators (KPI) methodology. This system serves as

a strategic instrument to align individual contributions
with the organization's broader vision in a measurable
and systematic manner. The performance evaluation
process within the Company transcends mere numerical
measurement, it is a formal mechanism
for providing constructive feedback,
identifying capability development
needs, and serving as
the primary basis for
establishing objective
recognition

for high-performing
talent. Throughout
2025,

the Company
recorded a full
Compliance rate

in evaluations,
where all
employees

across all
operational

units underwent
comprehensive
performance
assessments. This
achievement validates
the effectiveness

of Human Capital
governance

in ensuring every organizational
line moves synergistically toward
established growth targets.

The Company believes that proper appreciation of
individual contributions is the cornerstone of maintaining
talent engagement and driving superior organizational
performance. This commitment is realized through

the provision of compensation and benefit packages
designed to remain relevant and competitive within
industrial market dynamics. In formulating remuneration
policies, the Company applies

a principle of prudence that integrates various strategic
aspects, ranging from job structures and operational

PT Samudera Indonesia Tbk

regions to full compliance with nationally applicable
minimum wage regulations.

The principle of fairness is the bedrock of
the Company's compensation management, which is
tangibly reflected in the implementation of gender-
based pay eguity (egual pay for egual work). The
Company guarantees a fully proportional remuneration
ratio without bias between male and female
employees at all organizational levels.
Furthermore, the Company's
dedication to providing a
decent standard of living
is evidenced by payroll
policies where
the entry-level
wage standards
consistently exceed
the established
Regional
Minimum
Wage (UMP)
regulations.
Through this
approach,
the Company not
only meets legal
mandates but also
strives to enhance
the organization's
attractiveness as
aworkplace that
prioritizes
the well-being and fairness
of its talent.

The Company is committed to building a

culture
of transparent, two-way communication by providing
various formal feedback channels for all employees.
Periodically, the Company conducts the Employee
Well-being Survey as an instrument to map satisfaction
levels and employee aspirations regarding the work
environment and welfare. Additionally, Human Capital
digitalization is reinforced through the “Give Feedback”
feature on the HCMS, which allows every individual
to provide direct and documented input within
a professional ecosystem.

Employee Kllowances by Employmont Status

Romunerahon
Component

Permanent Employoes
(Para)

Dontraot Employoes
(Put)

Position Allowance

Yes

Yes

Attendance Alowance

Yes

Yes

Regional Allowance

Car'Transportation Allowance/COP Yes No
Housing Alowance/HOP No
Communication Allowance Yes No
Leave Pay Yes Yes
Religious Holiday Alowance (THR) Yes Yes
Overtime Pay Yes
Occupational Risk Allowance No No
Regional Cost-of-Living Alowance Yes Yes

Healthcare Services (In-kind) Yes Yes
BPJS Health Insurance Yes Yes
Pa Bean including Work-Related Disability Yes Yes
Pension Healthcare Services (In-kind) No No
Pension (Severance & Defined Contribution/Defined Yes No
Benefit)

End-of-Contract Compensation No Yes
Life Insurance No No
Accident Insurance Yes Yes
Health Insurance (Benefits) Yes Yes
Parental Leave Yes Yes
Employee Housing No No

Annual & Sustainability Report 2025

EMPLONEE WELL- AND RENEEMENT
BENEGFITS sii

The Company believes that optimal productivity stems
from a balance between professional responsibilities
and the mental health of our talent. Asa concrete
manifestation of this belief, the Company provides
Employee Mental Health Counseling and routinely
monitors welfare through the Employee Well-being
Survey. To foster a supportive work ecosystem,

the Company consistently implements leave entitlement
policies that go beyond mere regulatory compliance,
serving as an effort to protect human rights and fulfill
social responsibility.

The Company upholds work-family balance by providing
maternity leave in accordance with Law No. 13 of 2003
concerning Manpower and Law No. 4 of 2024
concerning Maternal and Child Welfare (UU KIA), which
grants 3 months of leave with a full wage guarantee

for female employees. In alignment with these
regulations, the Company also provides paternity leave
for male employees for 2 days to allow greater space
for them to fulfil their roles. The effectiveness of this
policy is reflected in a 1004 return-to-work rate, proving
that the Company's work culture successfully provides
a sense of security for talent to continue their careers
without neglecting their vital roles within the family.

Asa form of sustainable welfare support, the Company
views retirement benefits as the highest appreciation
for the long-term dedication of its talent. Committed
to well-being in the post-employment years, the
Company manages old-age protection programs that
align with legislative mandates and are reinforced by
accountable internal policies. Upon being confirmed

as permanent employees, all personnel are autornatically
enrolled in the pension fund system, through either
Defined Benefit Pension Plans (PPMP) or Defined
Contribution Pension Plans (PPIP) schemes.

To ensure the mental and financial readiness of

talent approaching retirement, the Company also
facilitates Retirement Preparation Training (MPP) as
comprehensive preparation. Throughout 2025, the
Company successfully maintained a full participation
rate from all employees in the old-age benefit programs.
This achievement reaffirms the Company's dedication
to providing financial certainty and a robust social
safety net, ensuring a decent and dignified post-career
transition for all personnel.

PT Samudera Indonesia Tbk

TALENT TE-ANING AND DEVELOPMENT

Amidst competitive industry dynamics and in alignment
with efforts to strengthen talent empowerment
commitments, the Company focuses on reinforcing
individual capabilities to build talent characterized

by integrity, professionalism, competence, and
productivity. The 2025 learning strategy is driven by the
objective of creating an optimized learning experience,
which is an integrated, personalized, and adaptive
learning ecosystem ensuring every talent has access

to competency development relevant to business
dynamics.

Learning activities consistently refer to the Samudera
Mandatory Training Handbook as the primary guide.
This handbook ensures that talent development

is accurately structured based on specific needs
analyses for each individual according to their role within
the Company. Moving beyond mere foundational and
functional training, the handbook emphasizes

the importance of professional and leadership
development. This approach guarantees that every
investment in competency development not only closes
existing skill gaps but also prepares a leadership pipeline
ready to address future challenges.

To ensure an optimal learning experience,

the implementation of this strategy is supported

by technological capabilities that deeply integrate

the learning platform into the HCMS. This integration
allows for access to learning content within a broader,
self-service, and measurable Human Capital system
for all talent.

The Optimized Learning Experience implemented

by the Company has yielded significant results

in enhancing the employee learning culture. This

is reflected in the average training hours, which
increased sharply from 14.2 to 22.5 hours per employee
per year. As a form of long-term commitment to human
capital development, the Company has set astrategic
guantitative target of 36 learning hours per employee
per year. Through the establishment of this measurable
target, the Company ensures that every individual has
ample opportunity to strengthen core competencies
and adaptability to support future business sustainability.

Doloulation ok Average Traming Hours by Position
MEMANEN

Number of Training Programs

Board of Directors & Board of Commissioners

452 3ag 438

General Manager 2467 2067 1104

Manager/Supervisor 35.402 24,483 10.988
Hours

Staff 62668 34.207 22.629

Others 13.073 8.518 916

Tebal Teaming Hours 114,062 69,723 44,875

Board of Directors & Board of Commissioners

&1 42 ER)

General Manager 425 328 153

Manager/Supervisor PE) 24 136
Hours/Employee

Statt 272 159 107

Others 73 49 59

Kvorago Traming Hours per Employoe 225 142 95

Training Hours Topic A6 3,308 2,388
Total Training Hours for Female Employees 29,836 22.067 11.595
Total Training Hours for Male Employees Hours 84,226 47656 33,280
Tekad Traming Hours 114,062 69,723 44,875
Average Training Hours per Female Employee 348 281 143
Average Training Hours per Male Employee Hours/Employee 20.0 118 85
Kvorago Traming bsurs per Employoe 22.5 142 95
Ata broader level, to support the availability of a skilled not only to meet internal workforce reguirements,
workforce, the Company established the Samudera but also to strengthen the capabilities of the supply
Vocational Training Institute (LPK Samudera) in 2025. The chain ecosystem and other external stakeholders,
Institute focuses on talent development aligned with real contributing to the collective advancement of

industry needs. This initiative is designed

a competent human capital pool for the industry.

Annual & Sustainability Report 2025

HEALTH, SAFETY, AND
HAN At Weni 2

The Company's operational integrity prioritizes
occupational health, safety and environmental
sustainability, implemented in a consistent and
continuous manner. This principle reflects the
Company's vision and mission to achieve targets

of zero workplace accidents and the elimination of
environmental pollution across all business activities.

The Company positions Guality, Health, Safety,

and Environment (@HSE) standards not merely as

a regulatory reguirement, but as a source of competitive
advantage that differentiates the Company

in the global market. This strategy is reinforced through
an ongoing commitment to continuously enhance

the comprehensive implementation of @HSE practices.
At the Holding level, this is evidenced by the successful
maintenance of international certifications, including:

1. ISO 9001:2015 - Guality Management System

2. ISO 14001:2015 - Environmental Management
System

3. ISO 45001:2018 - Occupational Health and Safety
Management System

The Company implements the Samudera GHSE
Management System (SOMS) in a structured and
integrated manner as part of its overall internal AHSE
Management System. This system is aligned with
applicable laws and regulations, as well as national and
international best practices, to create a safe, healthy,
and sustainable working environment.

From a governance perspective, the Company adopts

a HSE Management System guided by the @HSE Policy
(@HSE-SI/01/R.01/2021). Oversight and assurance

of the system's effectiveness fall under the authority

of the Corporate @HSE Division, which is fully
responsible for ensuring that all protocols are
implemented consistently and measurably.

The scope of the Occupational Health, Safety,

and Environment Management System covers all
personnel, activities, and operational areas of

the Company, including employees, outsourced
workers, contractors, and customers. The system
is applied across all operational activities, including
shipping, ports, logistics, warehousing, property,
shipyard operations, and office activities, and

is supported by occupational health services.

AHSE F-ondmap

Objective
Okkootivoness The Program to shrongthen
» HSE Certification - « Bank Hazard - » GHSE Data-Driven « Excellencein
na Surveillance II HIRADC Management Safety. Ouality
rograms 5 . (Data Analytics) & Environmental
- Biweekly Coaching « GHSE Center
-: Clinic of Excellence » OHSE Leadership BIL PN
Pilot Implementati elopmer Technological
SMUN PAaan (Pilot Implementation) Development Program BE
(SOMS Document, » GHSE System » Audit SOMS (Phase-2) Ke Dalam
Audit Protocol, Setf- Integration Training & | Emcioney
Assessment & External Certification Program " Monitoring evaluation
Audit deng brlalbsoratal Collaboration
« 1SO Integration SOMS
8 singer & Competitive
» Baseline Risk Certification A
dvantage Program
Assessment (Phase-2) through OHSE
Integration

The Company has developed a structured framework,
the @HSE Roadmap 2025-2028, under the theme
“Strengthening @HSE as a Competitive Advantage,"

1$ PT Samudera Indonesia Tbk

commencing with a transformation phase. Key flagship
programs implemented include:

1. @HSE Certification - Surveillance Audits
for ISO 9001, ISO 14001, and ISO 45001 Standards
The Company conducted its second surveillance
certification to verify compliance with applicable
HSE standards and to maintain its commitment
to GHSE principles.

2. Coaching Clinic
This activity serves as a platform provided by
the Company to enhance the understanding
and implementation of AHSE principles within
the workspace. The Coaching Clinic is conducted
routinely every 2 weeks and is attended by
the GHSE Persons in Charge (PICs) from all
Samudera business units.

3. Finalization of the SAMS
(Samudera @HSE Management System)
This activity represents the final stage
in the completion of the Samudera OHSE
Management System (SOMS), which encompasses
the preparation of SOMS documentation, audit
protocols, self-assessments/internal audits, and
external audits. Each of these serves as a vital step
in ensuring that the OHSE management system
is ready for effective implementation
and continuous improvement.

4. Baseline Risk Assessment - Phase 2
At this stage, the Company continued the risk
assessment initiated in the first phase, focusing on
the identification of specific operational risks that
may arise across various aspects related
to occupational safety, environmental protection,
Climate change, and business process shifts within
Operations.

The Company has established emergency management
protocols overseen by the Corporate @HSE Division

in collaboration with all subsidiaries. Key initiatives
undertaken include:

1. Establishment and enhancement of emergency
management systems and procedures:

2. Deployment of facilities and infrastructure to support
emergency response:

3. Providing employees with training and knowledge on
emergency response procedures:

4. Conduct regular simulations to assess and ensure
that all employees understand the actions reguired in
emergency situations. Emergency simulations are a
mandatory program carried out at the headguarters
and all subsidiaries at least once a year, covering a
variety of scenarios such as fires, earthguakes, civil
unrest, bomb threats, workplace accidents, and
other potential emergencies.

Risk aa an AND WOP-EPLAOE

Hz KPD F-EPOP-TING

The Company applies a risk-based approach through
the regular processes of hazard identification, risk
assessment, and risk control. Prevention and mitigation
efforts are carried out through the implementation of a
hierarchy of controls, including safe work procedures,

routine inspections and audits, as well as incident
reporting and investigation (when applicable).

Regarding hazard reporting procedures, employees
have access to several digital systems, including HIRADC
Bank, ARMS and @HSE AppSheet for reporting HSE
performance and workplace accidents, as well as other
applications independentiy developed by subsidiaries
according to the characteristics and operational needs
of each entity. In addition, the Company has established
investigation procedures outlined in the following
policies:

»  Policy/@HSE-SI/O1/R.01/2021 - Samudera Guality,
Occupational Health & Safety, and Environmental
Policy

»  Policy/@HSE-SI/O5/R.00/2021 - Occupational Health,
Safety, and Environmental Case Policy

»  MEMO/AHSE-SI/03/IV/2022 - Obligations
for Reporting Workplace Accidents and HSE
Performance

» SOP/@HSE/SIM10/R.01/2021 - Incident Investigation
Procedure

Investigation methods employed include the Root Cause
Analysis (RCA), which aim to identify the root causes of
incidents and develop preventive measures to stimulate
continual improvement in Occupational Health, Safety,
and Environmental performance across the Company's
Operations.

bogaPknmpa, IEMT Sernes AND

Occupational health services play a vital role in
supporting hazard elimination and risk control through
the implementation of employee health screenings,
monitoring of occupational health risk factors, and the
execution of promotive and preventive programs to
maintain fitness and work readiness.

As a concrete manifestation of this commitment. the
Company operates the Medika Department, a unit with
an in-house facility designed to provide responsive
medical care. Beyond basic curative services, the
Medika Department plays an active role in conducting

Annual & Sustainability Report 2025

,

educational campaigns through Health Talks, providing
medical consultations with company physicians,
and performing intensive monitoring of chronic diseases.

To complement these internal facilities, the Company
ensures the guality of occupational health services
through partnerships with competent and licensed
healthcare providers, while facilitating employee access
through clear referral mechanisms and communication
channels.

Tk
At asa

The Company encourages worker participation

and consultation in the development, implementation,
and evaluation of the @HSE Management System
through active involvement in hazard identification
processes, reporting, and occupational safety
communication forums.

The Company maintains a formally established GHSE
Committee comprising management and worker
representatives. This committee serves as a forum

for coordination, performance evaluation, and providing
recommendations regarding Occupational Health,
Safety, and Environment policies and programs.

Traning Program

The implementation of this active engagement was
realized through various strategic initiatives throughout
2025. The Company organized National OHS Month
(Bulan K3 Nasional), involving 1,100 participants across
Indonesia to strengthen the implementation of the OHS
Management System (SMK3). Technical competence
and personnel engagement were further reinforced
through 2 Community of Practice (COP) sessions
focusing on HIRADC formulation and the internalization
of SGMS as operational DNA. Additionally, the Company
conducts monthly Insan @HSE - Samudera Indonesia
(IA-SI) Talks as a discussion forum for representatives
from 70 subsidiaries to consistently respond

to the latest OHSE issues across all business units.

og NGALTI AND SAR
Tea 5

The Company conducts ongoing training and
development in Occupational Health, Safety,

and Environment tailored to job roles and risk levels,
aimed at enhancing competencies, awareness,

and a culture of workplace safety.

The following training programs were conducted during
the reporting year:

Number ok Parkicipants

Basic Safety & Environmental Training 793 9 253
ISO 9001, 14001, & 45001 Awareness Training 20 » 3s
Internal Auditor Training for ISO 9001, 14001, & 45001 18 1" 6

Emergency Response £ Fire Brigade Training 253 24 o

First Aid Training 134 o o

Intermediate-Level Occupational Health & Safety Training Na s8 30
Advanced-Level Occupational Heaith & Safety Training NYA 1" 17

Estabiishment of the Company HSE Management System (SMK3L) Aspects 3s 1 1
Hazard Identification & Risk Assessment Training 348 s8 13
Hazard Analysis Critical Control Point & Good Manufacturing Practice

(HACCP & GMP) Training 2 2 $

Root Cause Analysis (RCA) Faclitator Training 20 32 NA
Samudera OHSE Management System (SOMS) Basic Training 229 40 NIA
Tebal 2467 7as 379

18 PT Samudera Indonesia Tbk

OotuPMONAL SAFETY PER-FOR-MANGE

The Company consistently emphasizes the importance
of occupational safety across all business locations,
diligently complying with applicable laws and regulations
on Occupational Health and Safety, while implementing
relevant environmental management standards.
Throughout 2025, the Company prioritized the
protection of life and environmental sustainability

in all operational activities. This commitment yielded
tangible results, with the Company achieving zero
workplace accidents and zero environmental pollution
incidents across the Holding.

Inline with these achievements, the Company recorded
azero Lost Time Incident Rate (LTIR), reflecting

the effectiveness of occupational safety procedures

in protecting all personnel throughout a total of 144,704
safe man-hours without accidents.

These accomplishments demonstrate the Company's
commitment to creating a safe work environment,
supporting employee well-being, and ensuring

the continuity and sustainability of its operations.

GOMM EMPOWEE-MENT: FOS TEH
IS PELAMINSHIPS WITH Er
COMMuNITY

As part of its strategy, the Company undertakes efforts
to build harmonious relationships with the community to
foster a supportive social environment grounded in

a spirit of togetherness. Through effective
communication and collaboration, coupled with
mutual respect, the Company strives to strengthen
the foundation of harmonious social interactions while
minimizing potential adverse impacts. In doing so,
both the Company and the community can contribute
positively to promoting sustainable growth.

The implementation of the Company's Corporate
Social Responsibility (CSR) programs is carried out

in compliance with all applicable laws and regulations,
including, Law No. 40 of 2007 on Limited Liability
Companies.

Based on this, each CSR program is not only intended

to fulfill legal compliance reguirements but also to build
long-term, sustainable relationships, and deliver benefits
to all stakeholders.

Al CSR programs within the Company are coordinated
and implemented by Samudera Peduli. In general,
the Company focuses its CSR initiatives on 5 key areas:

1. Community Development & Public Infrastructure
Improvement

2. Health, Sports, and Arts & Culture

3. Humanitarian and Religious Activities

4. Education

5. Environmental Conservation

USER budget lip)
9m
Community Development & Public Infrastructure Improvement 4.239075166 329.285,001 9.272.147.859
Health. Sports & Arts & Culture 313,433,548 397.599.298 87,542490
Humanitarian & Religious Activities 51136,660.691 20,139,261.163 5.278,078,535
Education 3.178.089.000 3.605.525.000 3.467,241,996
Environmental Conservation 500.000.000 511567691 2022.798,548
Total 13,367.258,405 24,523,238153 |  20,126,829,428

Annual & Sustainability Report 2025

The Company allocated a total budget
IDR13,367,258,405 for the implementation

of CSR programs in 2025. The Company reaffirms
its commitment to maintaining the effectiveness

of its CSR programs in line with its strategic priorities,

while continuing to deliver meaningful contributions
to social welfare and environmental sustainability.

Public COMPLANTS

The Company provides a dedicated communication
channel for the public to submit reports regarding
alleged violations of integrity and business ethics,
social responsibility, as well as environmental issues.
Complaints can be submitted via email at
kode.etik@samudera.id. Throughout 2025,

no public complaints were received,

PT Samudera Indonesia Tbk

2ngna, aa ENVIP-ONMENTAL
F-ESPONSIBILITY PE-OGP-AMS

All Samudera Peduli programs actively involve local
communities as key partners. Through

the implementation of various Samudera Peduli
initiatives across several regions in Indonesia,

the community strengthens the effectiveness

of the programs and promotes independence and social
impact sustainability. The community has experienced
tangible positive impacts from the implementation

of Samudera Peduli programs.

In addition to these programs, the Company also
engages employees internally through volunteering-
based Samudera Peduli initiatives, such as mangrove
planting, beach clean-ups, and recycling waste
management activities.

TAMAN 6hkok SAMUDER-k
(Lee)

In 2025, Samudera Peduli continued efforts

to enhance literacy among children in coastal
areas through the establishment of Taman Baca
Samudera (Library) in Muara Gembong, West
Java and East Lombok, West Nusa Tenggara.
These facilities provide books focused on
maritime and marine themes to foster children's
reading interest and broaden their knowledge.
The program also engages local volunteers

and youth through various creative activities

to promote a culture of literacy within coastal
communities. As of 2025, the program recorded
4,500 books read and reached 6,200 visitors

as beneficiaries.

SAMUDER-K soHooL
B0kTS

As of 2025, Samudera operates 7 Sinar School
Boats across 5 provinces as follows:
“Sinar Wakatobi School Boat
Telong Elong Village, East Lombok
West Nusa Tenggara
“Sinar Waisai School Boat
Muara Gembong, Bekasi Regency
West Java
“ Sinar Way Kambas School Boat
Loa Kumbar Village, Samarinda
East Kalimantan
“Sinar Wonosobo School Boat
Kampung Laut, Cilacap
Central Java
Sinar Waingapu School Boat
Bertam Island, Batam
Riau Islands
Sinar Watampone School Boat
Kampung Laut, Cilacap
Central Java
“Sinar Waecicu School Boat
Gili Gede, West Lombok
West Nusa Tenggara

All school boats are designed to improve
educational accessibility for students

and teachers in coastal, riverine, and island
areas across Indonesia, while prioritizing safety
and security in accordance with the Company's
vessel operational standards. As of 2025,

the program has benefited a total of 295,864
passengers.

SIMUDER-K GR-EEN MOVEMENT

lolalal.

The Samudera Green Movement is an
environmental program focused on preserving
marine and coastal ecosystems, reflecting

the Company's commitment to creating
sustainable environmental impacts for coastal
communities.

In 2025, the Company planted 20,000 mangrove
seedlings in Muara Gembong, West Java,

with growth and carbon absorption monitored
regularly. Moving forward, the Company is also
Ccommitted to developing sustainable mangrove
Conservation areas in collaboration with Forest
Farmer Groups (Kelompok Tani Hutan - KTH)
and relevant stakeholders.

In addition, the Company carried out coral reef
rehabilitation on Tidung Island, Thousand Islands,
DKI Jakarta, through the planting coral fragments,
which are monitored regularly for up to 1 year.
Asof 2025, a total 4,000 coral fragments have
been planted.

Since 2022, the Waste Management program has
been implemented to manage waste generated by
the Company and surrounding communities

in support of the circular economy. By 2025,

the Company has processed 14.5 tons

of recyclable waste through 53 Recycle Boxes
placed across business units in Jakarta,
Semarang, and Surabaya, in collaboration

with local waste management partners

and community waste banks. Furthermore,

the Samudera Green Movement initiated

the establishment of a 3R Waste Collection Site
(TPS 3R) in Tanjung Anom Village, Tangerang
Regency, Banten, successfully managing 14 tons
of organic and inorganic waste with participation
from 185 households.

Since October 2025, Samudera Peduli has
partnered with Noovoleum by providing UCOllect
Boxes at offices for the collection of used cooking
oil (UCO) from employees and nearby communities
This program has collected 243 liters of used
Cooking oil, which has been recycled into biofuel.

PT Samudera Indonesia Tbk

SEKWEGED FKE-MER-
EMPOWER-MENT

Samudera Peduli, in collaboration with

the Yayasan Konservasi Alam Nusantara,
implemented the Sustainable Seaweed Cultivation
Program in Tasilo Village to enhance the economic
capacity of coastal communities while preserving
marine ecosystems. The program established

2 cultivation groups with a total of 40 members,
providing environmentally friendly cultivation
training, technical assistance, and post-harvest
support.

Through this initiative, sustainable cultivation
practices have been strengthened, as reflected
in an increase in dry seaweed production to

14 tons and a 324 rise in group income compared
to the previous year. This initiative demonstrates
that sustainable seaweed cultivation can improve
Community welfare while reinforcing the village's
commitment to protecting coastal and marine
resources.

NATURAL DISASTER AND
HUMANITARHIAN KkSsisTANGE

As part of its humanitarian commitment,
Samudera Peduli responds to various natural
disasters in Indonesia through emergency
response initiatives, providing assistance to meet
the basic needs of survivors.

The aid provided includes the distribution of basic
food packages, free healthcare services, public
kitchens, and the construction of emergency
infrastructure such as sanitation facilities, clean
water installations, and embankments.

These efforts aim to help alleviate the burden

on affected communities while supporting
recovery during the emergency period.

In 2025, assistance was delivered across

15 locations, benefiting a total of 4,804 recipients,

including:

“  Floods in Bogor and Bekasi (West Java)
Floods in Denpasar (Bali)
Flash floods in Aceh, West Sumatera,
and North Sumatera
Storms in Batam (Riau Islands)

« Fires in North Jakarta (DKI Jakarta)

« The eruption and cold lava flows
of Mount Semeru (East Java)
Landslides in Cilacap (Central Java)

FR-EE OKTKR-OT suR-asR-Y IND
EYEaL ks SES DINATON

Samudera Peduli, in collaboration with

the Darmawan Mangunkusumo Foundation,
organized free cataract surgeries for fishermen
and underprivileged communities in Cikakak
Village, Sukabumi, an area with limited eye
surgery facilities. The program aims to assist
Coastal communities who face a higher risk

of vision impairment due to prolonged exposure
to ultraviolet radiation.

In 2025, the program treated 50 patients,

consisting of:

«47 cataract surgeries using the
Phacoemulsification « Intraocular Lens (IOL)
method
2 Pterygium Avulsion Procedures
1 Hordeolum incision and curettage procedure

Additionally, in October 2025, Samudera Peduli
initiated an Eyeglasses Donation Program,
engaging employees to donate wearable
eyeglasses to coastal communities on

Kelapa Dua Island, Kepulauan Seribu, DKI Jakarta.
The program also provided free eye examinations
and eyeglasses, benefiting a total

of 241 recipients in 2025.

Annual & Sustainability Report 2025

BRMLLE GUR-AN ENDOWMENT BL0OD DONATON

In March 2025, coinciding with Ramadan 1446 Every year, Samudera Peduli regularly organizes
H, Samudera Peduli organized a Braille Gur'an blood donation activities 3 times at Samudera
Endowment Program by raising donations from offices, namely at Samudera Slipi and Samudera
Samudera's business units and employees. Kirana, as wellas through business units in various
Through this program, Samudera Peduli regions.

distributed Braille Gur'ans, worship eguipment,

and basic food packages to 37 beneficiaries The program engages employees, building

in the Greater Bandung and Cirebon areas, occupants, and the surrounding communities
West Java. as a collaborative effort to support blood

availability for those in need. As of 2025,
the program has recorded a total of 651 donors.

OR-PHAN ASSISTANGE

Samudera Peduli regularly provides assistance
to orphans and orphanages in the vicinity of
the Company as part of its social responsibility.
The support includes financial aid, basic food
packages, and school supplies, distributed
through Samudera's annual activities,

such as Ramadan 1446 H, 1 Muharram

1447 H, Samudera's anniversary,

and Christmas 2025.

In 2025, this program reached 721 orphans
and 10 orphanages as beneficiaries.

PT Samudera Indonesia Tbk

KRLENSEWU SugkR- MSMES
EMPOWER-MENT

In 2025, Samudera Peduli continued

the empowerment program for Arensewu Sugar
MSMES by strengthening the institutional capacity
of the Farmers' Group into the Peduli Aren
Nusantara Cooperative, consisting of local palm
sugar farmers in Cisewu. Together with partners,
Samudera Peduli provided education

on Good Manufacturing Practices (GMP),
training on bylaws development (AD/ART),

halal certification, and advocacy with the Garut
Regency Office of MSMEs and Cooperatives

for further development.

With enhanced branding in 2025, Arensewu Sugar
products expanded market access, including visits
to the Garut Export House and meetings with
prospective buyers. In addition to being marketed
in Bandung, the products have also entered
coffee shops in Garut, West Java and West
Jakarta, DKI Jakarta.

The Peduli Aren Nusantara
Cooperative also partnered
with PT ISTA Rasa Indonesia

to supply palm sugar and liguid
sugar for the main beverage
menu at Bar.Ista, as part
of creating a sustainable
market ecosystem
based on fair trade
principles for
farmers.

Throughout the
program period,
farmers' profits
increased by
approximately
374.876, with
productivity rising
by an additional
20,765 kg (2023-
2025). In 2025, the
cooperative added 10 new
members, bringing the total
membership to 21.

SUPPORT FOR KSATRIK
kieLANgak FLOATING HosPiTAL
DOULNG AND DOOTOR-SHKR-E

Samudera Peduli collaborated with the Ksatria
Airlangga Foundation (Ksatria Airlangga Floating
Hospital) and the Dokter Peduli Foundation
(doctorSHARE) to support healthcare services
in remote areas across Indonesia through ship
docking contributions. These include engine
repairs, hull painting, and minor maintenance

of medical facilities to ensure vessel safety and
operational continuity.

Following the maintenance process, the Ksatria
Airlangga Floating Hospital sailed from Surabaya,
East Java, to East Nusa Tenggara and South
Sulawesi in November-December 2025, involving
32 volunteer doctors and providing services
across 8 medical specialties to 1,401 patients.

Furthermore, the dr. Lie Dharmawan II Ship
Hospital conducted healthcare mission from
March to November 2025, covering Waropen,
Nabire, Teluk Wondama, Teluk Bintuni,

and Kei Besar, serving a total of 2,709 patients.

TAHFID2 AL-AUR-AN isLAMIC
BOKE-DING SOHOOL

Samudera Peduli established a Tahfidz
Al-Gur'an Islamic Boarding School as part

of its commitment to supporting education and
student development. Through this initiative,
Samudera Peduli provides adeguate facilities
and infrastructure for Gur'an learning to support
tahfidz activities and deliver long-term benefits
to the surrounding community.

In 2025, construction of the boarding school

was completed, with preparations underway

for operational readiness and the commencement
of teaching and learning activities.

Annual & Sustainability Report 2025

k BILITY, AND ETHicAL
DAN tel Mamtaming Business Erhics
Al Customer Setapratan

The Company continues to enhance sustainable
logistics services through innovation in environmentally
friendly facilities and fleet operations, including the
electrification of port eguipment and pilot testing

of electric trucks. These efforts aim to ensure high
guality services while generating positive environmental
impact, particularly in reducing carbon emissions as part
of climate change mitigation initiatives.

PT Samudera Indonesia Tbk

In its operations, the Company upholds strong business
ethics by ensuring that all services and partnerships are
free from corruption, bribery, and gratuities.

Asa core foundation, the Company has established

an Anti-Bribery, Anti-Gratuity, and Anti-Money
Laundering Policy that is binding on all employees and
business partners. This policy explicitly prohibits all forms
of bribery, unlawful gratuities, and facilitation payments.
This commitment is reinforced through the continuous
implementation of ISO 37001 (Anti-Bribery Management
System) and ISO 37301 (Compliance Management
System). In addition, the Company is committed

to safeguarding information security and protecting
customer data privacy as part of its ethical responsibility
in the digital era, ensuring that all data is safeguarded
against potential misuse.

To maintain customer satisfaction through high-guality
services, every service is designed to meet customer
needs and is supported by clear and transparent
information systems. Furthermore, the Company
@ensures egual treatment of all customers to create

an inclusive and fair business ecosystem.

Annually, the Company conducts periodic assessments,
evaluation, and improvement of service performance.
Based on the results of these evaluations, no significant
negative impacts were identified from the Company's
operational activities.

In addition to routine assessments and evaluations,
the Company provides dedicated channels

for customer inguiries and complaints through
connect.samudera.id and the Samudera Indonesia
Digital Intelligence Assistant (SIDIA) available on its
official website. All inguiries and complaints are handled
promptiy and responsively. Although formal customer
satisfaction surveys have not yet been conducted,

the Company has maintained a high level of customer
satisfaction, as reflected by the absence of complaints
related to ethical violations, integrity, norms, customer
privacy, or environmental harm throughout 2025.

4
Annual & Sustainability Report 2025 #31
pg

Head Okkice

PT Samudera Indonesia
Tangguh

Samudera Indonesia, Lantai 8
JL Letjen S. Parman Kav. 35
Jakarta Barat 11480

P: (021) 5480088
samudera.id

Indonesia Okkice

BALI
PT Samudera Agencies
Indonesia
Gedung PELNI, Lantai 3
Jl. Raya Kuta No. 299
Kel. Tuban, Kec. Kuta
Kab. Badung
Bali 80361

BALIKPAPAN
PT Silkargo Indonesia
Jl. Komplek PU IV No. 46 RT 19
Kel. Prapatan
Balikpapan 75111

PT Samudera Indonesia Tbk

BANDAR LAMPUNG
PT Samudera Agencies
Indonesia
Jl. KH Ahmad Dahlan No. 32
Pahoman, Enggal
Bandar Lampung 35213

PT Masaji Tatanan Kontainer
Indonesia

Jl. Soekarno Hatta KM 11,5
Kel. Srengsem, Kec. Panjang
Bandar Lampung 35242

BANDUNG

PT Samudera Agencies
Indonesia

PT Silkargo Indonesia

Jl. Venus Barat, Kav. 12/12A
Metro Estate

Margahayu Raya Barat
Bandung 40286

BANJARMASIN

PT Samudera Agencies
Indonesia

PT Samudera Perdana
PT Perusahaan Pelayaran
Nusantara Panurjwan

Jl. Cempaka I No. 28 RT 03
Kel. Kertak Baru Ulu

Kec. Banjarmasin Tengah
Banjarmasin 70231

BANGKALAN

PT Galangan Samudera Madura
Jl.Sembilangan

Desa Sembilangan

Bangkalan

Jawa Timur 69118

BANTAENG

PT Samudera Agencies
Indonesia

Dusun Tonrokassi, Desa Rappoa
Kec. Pa'jukukang, Bantaeng
Sulawesi Selatan 92460

BATAM

PT Samudera Agencies
Indonesia

PT Silkargo Indonesia

PT Masaji Tatanan Kontainer
Indonesia

Komplek Union Industrial Park
Blok G No.07

Jl. Yos Sudarso, Batu Ampar
Batam 29432

BATANG
PT Samudera Agencies
Indonesia
Perum Prima Garden Asri
Blok D No. 43
Jl. Sultan Agung
Desa Klidang Wetan
RT 04 RW 04, Batang 51216

BEKASI
PT Masaji Kargosentra Tama
Kawasan Industri & Pergudangan
Marunda Center
Blok E7 No. A& B
Jl. Marunda Makmur
Segara Makmur, Tarumajaya
Bekasi 17211

PT Samudera Logistics Services
Komplek Delta Silicon II

Jl. Waru Blok F2 No. 5

Lippo Cikarang

Bekasi 17:

PT Adib Cold Logistic

Bantargebang
Kota Bekasi 17151

BENGKULU
PT Samudera Agencies
Indonesia
Jl. RE Martadinata No. 16
RT 017 RW 004
Kel. Kandang
Kec. Kampung Melayu
Kota Bengkulu 38216

BITUNG
PT Samudera Agencies
Indonesia

Jl. Lingkungan I RT 004 RW 00

Kel. Paceda Kec. Madidir
Bitung 95541

BONTANG
PT Samudera Agencies
Indonesia
Jl. Pupuk Raya RT 50
Loktuan, Bontang Utara
Bontang 75314

CIKAMPEK
PT Silkargo Indonesia
Jl. Raya Purwasari No. 18
Purwasari

Cikampek 41373

Annual & Sustainability Report 2025 Y

CILEGON
PT Samudera Agencies
Indonesia
PT Silkargo Indonesia
Jl. Raya Cilegon No. 9
Kel. Sukmnajaya, Cilegon
Banten 42421

M0

CIREBON
PT Samudera Agencies
Indonesia
Jl. Angkasa No. 28
Penggung Raya
Cirebon 45144

DUMAI
PT Samudera Agencies
Indonesia
Jl. Jend. Sudirman No. 196
Dumai, Riau 28813

GRESIK
PT Samudera Agencies
Indonesia
Jl. Yos Sudarso Blok IV No. 28
Pulop
Gresik 61113

kan

PT Samudera Indonesia Tbk

JAKARTA

& PT Samudera Indonesia Tbk
Samudera Indonesia, Lantai 8
Jl. Letjen S. Parman Kav. 35
Jakarta Barat 11480

& PT Samudera Indonesia Ship
Management

PT ISTA Indonesia

PT ISTA Rasa Indonesia
Samudera Indonesia, Lantai 2

00

Jl. Letjen S. Parman Kav. 35
Jakarta 11480

@& PT Samudera Agencies
Indonesia

& PT Samudera Properti
Indonesia
Samudera Indonesia, Lantai 3
Jl. Letjen S. Parman Kav. 35
Jakarta Barat 11480

@ PT Samudera Indonesia Mitra
Manajemen
Samudera Indonesia, Lantai 3A
Jl. Letjen S. Parman Kav. 35
Jakarta Barat 11480

@& PT Samudera Shipping
Indonesia

PT Samudera Shipping Services
PT Cumawis

PT Samudera Perkapalan
Indonesia

Samudera Indonesia, Lantai 5

000

JL Letjen S. Parman Kav. 35
Jakarta Barat 11480

@ PT Praweda Sarana Informatika
Samudera Indonesia, Lantai &
Jl. Letjen S Parman Kav. 35
Jakarta Barat 11480

PT Samudera Daya Mitra
PT Samudera Konsultan

00

Indonesia

Samudera Indonesia, Lantai 7
Jl. Letjen S. Parman Kav. 35
Jakarta Barat 11480

& General Agencies Division
Samudera Indonesia, Lantai 3
Jl. Letjen S. Parman Kav. 35
Jakarta Barat 11480

NYK Bulk & Projects Carriers
Division

Soedarpo Informatika, Lantai 3
Jl. Blora No. 32-33, Menteng
Jakarta Pusat 10310

KMTC Division

Lippo Kuningan, Lantai 21

Jl. H.R. Rasuna Said Kav. B-12
Jakarta Selatan 12940

Hapag-Lloyd Division
Cyber 2 Tower Level 3A, E, F
Jl. H.R. Rasuna Said

Blok X-5 No.13

Kuningan, Jakarta 12950

@ PT Perusahaan Pelayaran

Nusantara Panurjwan

& PT Samudera Agencies

Indonesia

Samudera Kirana, Lantai 8

Jl. Yos Sudarso No. 88, Sunter
Jaya, Jakarta Utara 14350

@ Samudera Shipping Line Ltd

Division

@ PT Praweda Sarana Informatika

0 00 00

Samudera Kirana, Lantai 10
Jl. Yos Sudarso No. 88, Sunter
Jaya, Jakarta 14350

PT Masaji Kargosentra Tama
Samudera Kirana, Lantai 11
Jl. Yos Sudarso No. 88, Sunter
Jaya, Jakarta Utara 14350

PT Samudera Sarana Terminal
Indonesia

Samudera Kirana, Lantai 12

Jl. Yos Sudarso No. 88, Sunter
Jaya, Jakarta Utara 14350

PT Samudera Asahi Shipping
PT Samudera Pelabuhan
Indonesia

PT Prima Nur Panurjwan

PT Patimban Global Gateway
Terminal

PT Tangguh Samudera Jaya
Samudera Kirana, Lantai 16

Jl. Yos Sudarso No. 88, Sunter
Jaya, Jakarta Utara 14350

PT Silkargo Indonesia

PT Maruzen Samudera Taeheiyo
Alamanda Tower, Lantai 16

Jl. TB. Simatupang No. 23-24
Jakarta Selatan 12430

@ PT Masaji Tatanan Kontainer
Indonesia

PT Samudera Sarana Logistik
PT Samudera JWD Logistics
Jl. Raya Cakung No. 15
Semper Timur, Cilincing
Jakarta Utara 14130

@ PT Samudera Perdana
Jl. Raya Cilincing No. 17
Jakarta Utara 14120

@ PT Masaji Kargosentra Tama
Jl. Cakung Cilincing Raya No. KM
5, RT 005 RW 010
Kel. Semper Timur, Kec. Cilincing
Jakarta Utara 14130

JAMBI

& PT Samudera Agencies
Indonesia
Jl. Soekarno Hatta, RT O1
Kel. Paal Merah, Kec. Paal Merah
Jambi 36139

@ PT Masaji Tatanan Kontainer
Indonesia
Desa Pudak, KM 06
Kec. Kumpeh Ulu, Muaro Jambi
Jambi 36373

JEMBER

@ PT Silkargo Indonesia
Jl. Gajah Mada No. 279 C
Kel. Jember Kidul
Jember 68131

KENDARI

@& PT Samudera Agencies
Indonesia
Jl. Balai Kelurahan, RT 02 RW 02
Kec. Lapulu, Kab. Abeli
Kendari 93234

KUALA TANJUNG

@& PT Samudera Agencies
Indonesia
Jl. Dusun VI Pandau Palas
Desa Lalang

Kec. Medang Deras, Kab. Batu
Bara, Sumatera Utara 21258

LAMONGAN

@ PT Samudera Agencies
Indonesia
Perum Zamrud Residence
Blok Emerald II No. 05
RT O1 RW OS, Sidokumpul
Lamongan 62213

MAKASSAR

@ PT Samudera Agencies
Indonesia

PT Masaji Kargosentra Tama
PT Silkargo Indonesia

PT Samudera Perdana
Perumahan Bumi Sawita Permai
Blok H1 No.1

Puncak Indah, Malili

Luwu Timur 92981

@ PT Perusahaan Pelayaran
Nusantara Panurjwan
Jl. Sungai Saddang Lama No. 82
Makassar 90142

MEDAN

PT Samudera Agencies
Indonesia

PT Masaji Tatanan Kontainer
Indonesia

PT Silkargo Indonesia

PT Samudera Perdana

PT Masaji Kargosentra Tama
Samudera Logistics Center

Jl. Raya Pelabuhan Gabion
Belawan

Medan 20414

PADANG

& PT Samudera Agencies
Indonesia
Jl. Ratulangi 10, RT 004 RW 008
Kampung Jao, Padang Barat
Padang 25111

@ PT Masaji Tatanan Kontainer
Indonesia
Jl. Raya By Pass
Teluk Bayur No. 27
Parak Laweh Pulau Air Nan XX
Kec. Lubuk Begalung
Padang 25221

Annual & Sustainability Report 2025

PALARAN

@ PT Pelabuhan Samudera
Palaran
Jl. P. Diponegoro, RT 18
Kel. Bukuan, Kec. Palaran
Samarinda 75241

& PT Samudera Golden Mitra
@ PT Samudera Mitra Depo
Jl. P. Diponegoro, RT 22
Kel. Bukuan, Kec. Palaran
Samarinda 75241

PALEMBANG

& PT Samudera Agencies
Indonesia

@ PT Silkargo Indonesia
Jl. Jend. Sudirman
No. 3528/2083 KM 3.5
RT 027 RW 010, 20 Ilir D Ill
Kec. Ilir Timur |
Palembang 30129

@ PT Masaji Tatanan Kontainer
Indonesia

@ PT Samudera Perdana
Depo Intirub MTKI Palembang
Jl. Dr. Ir. Sutarni, RT 13 RW 04
Kel. Sei Selayur, Kec. Kalidoni
Palembang 30119

PEKANBARU

@ PT Samudera Agencies
Indonesia

@ PT Samudera Perdana
Komplek Riau Business Centre
(RBC) Blok F. 23
Jl. Riau, Air Hitam, Payung Sekaki
Kota Pekanbaru, Riau 28292

@ PT Samudera Agencies
Indonesia
Jl. Jend Sudirman Gg. Makdin
RT 002 RW 001
Riau 28761

PONTIANAK

& PT Samudera Agencies
Indonesia

@ PT Perusahaan Pelayaran
Nusantara Panurjwan
Jl. Merdeka No. 6338
Pontianak 78118

PT Samudera Indonesia Tbk

PROBOLINGGO

@ PT Samudera Agencies
Indonesia
Jl. Puyengan, RT 03 RW O2
Kel. Jati, Probolinggo 67217

SAMARINDA

@& PT Samudera Agencies
Indonesia

@ PT Silkargo Indonesia

@ PT Samudera Perdana
Jl. Mulawarman Blok II No. 8
Samarinda 75113

& PT Samudera Agencies

Indonesia

Jl. RA. Kartini RT 05
Benua Baru Ulu
Sangkulirang 75686

SEMARANG
@ PT Silkargo Indonesia
@ PT Galangan Samudera
Semarang
@& PT Samudera Agencies
Indonesia
Samudera Indonesia
Jl. Perkutut No. 02
Kota Lama, Tanjung Mas
Semarang 50174

@ PT Masaji Kargosentra Tama
Kawasan Industri Cipta Kav. 11
Jl. Arteri Yos Sudarso
Kel. Bandarharjo
Kec. Semarang Utara
Semarang 50175

'@ PT Masaji Tatanan Kontainer

Indonesia

Komplek Kawasan Industri Cipta
Kav. 10

Jl. Arteri Yos Sudarso

Kel. Bandarharjo

Kec. Semarang Utara

Semarang 50181

PT Samudera Perdana

PT Samudera Laksana Perdana
Jl. Walisongo No. 60, Tugurejo
Semarang 50151

SOLO

PT Silkargo Indonesia
Hartono Trade Center
Blok GR-A 09

Jl Ir. Soekarno, Grogol
Solo 57552

SUBANG

PT Samudera Agencies
Indonesia

Jl. Raya Sarireja No. 28
RT 15RWO5

Desa Sukareja, Sukasari
Subang 41250

PT Patimban Global Gateway
Terminal

Kompleks Pelabuhan Patimban
Kec. Pusakanagara, Kab. Subang
Jawa Barat 41259

SURABAYA

PT Samudera Agencies
Indonesia

PT Perusahaan Pelayaran
Nusantara Panurjwan

PT Silkargo Indonesia

PT Masaji Prayasa Cargo

PT Galangan Samudera Madura
Jl. Perak Timur 400

Surabaya 60165

PT Asta Rika Stuwarindo
Jl. Perak Timur No. 260
Surabaya 60165

Hapag-Lloyd Division

JAPFA Indoland Center

JAPFA Tower |

Lantai 10, Unit 1010

Jl. Basuki Rahmat No.129-137
Embong Kaliasin, Kec. Genteng
Surabaya 60271

PT Masaji Tatanan Kontainer
Indonesia

Jl. Greges Jaya III No. 2-4-6
Greges, Asemrowo

Surabaya 60183

PT Masaji Kargosentra Tama
Pergudangan Waringin 65
Blok B & C No. B-1

Jl. Margomulyo No. 65B

Kel. Greges, Kec. Asem Rowo
Surabaya 60183

TARAKAN
@ PT Silkargo Indonesia
Mula n RT

ng Anyai
k

Annual & Sustainability Report 2025 t

WOP-LDWIDE
OFFICE

AUSTRALIA
@ Samudera Australia Pty Ltd
Level 1, 8 Beulah Road

BANGLADESH
@ Samudera Shipping Line Ltd

uilding 2” floor

cial Area

CHINA

INDIA
& Samudera Shipping Line (India)
Pvt Ltd

Sion-Wadala Ri

Mumbai 4001

7 PT Samudera Indonesia Tbk

& Samudera Shipping Line (India)
Pvt Ltd

No. 5713, 3

Armeniar

Street, Parrys

Chennai 600001

& Samudera Shipping Line (India)
Pvt Ltd
Ps adia Centrum, 2” Floor
69, Park Street

Kolkata 700016

@ Samudera Shipping Line (India)
Pvt Ltd

Gujarat

@& Samudera Shipping Line (India)
Pvt Ltd
Office No. 311
2”8 Floor Ram Complex

inal 4-Way Main Gate

JAPAN
& Samudera Japan Co Ltd
Juchi Eiraku Building

or

Maru

26” fk

1—4-1 Marunouchi, Chiyoda-ku

Tokyo 100-0005

@ Blue Ocean Shipping
hi Building

59 Naniwamachi, Chuo-ku

MALAYSIA
@ Samudera Intermodal Sdn Bhd

Suite P1. O1A el P1

ntan Millennium

Batai Laut 4

Selangor Darul Ehsan 41300

@& Samudera Intermodal Sdn Bhd
Lorong Balok Pe

man Balok Perdana, Kuantan
Pahang 26100

@& Samudera Intermodal Sdn Bhd
Suite 17.05, 17" Floor MWE Plaza
No. 8, Li

Penang 10206

rguhar

@ Samudera Lautan Emas Sdn
Bhd
PLOT 2, Jalan Persiaran
Kemuning Prima
Shah Alam, Selangor 40460

@ Shal Hawk Silkargo Sdn Bhd
Suite P1. 018, Level P1
Menara Trend Intan
Millennium Sguare
No. 68, Jalan Batai Laut 4
Taman Intan, Klang
Selangor Darul Ehsan 41300

SINGAPORE

@ Samudera Shipping Line Ltd
@ Samudera Tankers Pte Ltd

@ Ocean Ships Investment Pte
Ltd

Samudera Ship Management
Pte Ltd

Ocean Technologies Pte Ltd
Silkargo Logistics Pte Ltd
Foremost Maritime Pte Ltd
Samudera Ship Holdings Pte
Ltd

6 Raffles Duay #25-01 & #24-01
Singapore 048580

o

0000

& LNG East-West Shipping
Company Pte Ltd
Harbourfront Tower One
18 Harbourfront Place #13 -01
Singapore 098633

THAILAND

@ Samudera Traffic Co Ltd
Green Tower, 9" Floor
3656/27-28, Rama IV Road
Klongton-Klong Toey
Bangkok 10110

UNI ARAB EMIRATES (UAE)

@ Prime Maritime DWC LLC

@ Samudera Logistics DWC LLC
Office 416, Building E (A5)
DWC Business Park
Dubai Aviation/Logistics City
Dubai World Central
PO BOX 644269

@ Prime Maritime DWC LLC
Office No. 0-345, Building E (A5)
Business Park
Dubai Aviation/Logistics City
Dubai World Central

@& Samudera Cargo Services LLC

@& Samudera Property Ltd
Office 1108 - 109
The Onyx Tower-1
Sheikh Zayed Road, The Greens
Dubai, United Arab Emirates
PO BOX 644269

VIETNAM

@ Samudera Shipping Line Ltd
17” Floor Unit No.1
Pearl Plaza Building
561A Dien Bien Phu Street
Thanh My Tay Ward
Ho Chi Minh City

Annual & Sustainability Report 2025

. TN &:$ BAN

Accountability Statement of

Annual £ Suskamability
R-oport 2015

P
Pu

an at - |

Titon WN Meaba

Board Ok Commisioners

Masli Mulia Shanti Lasminingsih Poesposoetjipto Amir Abadi Jusuf
Commissioner President Commissioner Commissioner

| za

Ken Narotama Hidayatullah Anugerah Pekerti Hoesen
Commissioner Independent Commissioner Independent Commissioner

asi PT Samudera Indonesia Tbk

An 3
This Annual & Sustainability Report, together witii'the Financial Statements and other relevant information, is

the responsibility of the Management of PT Samudera Indonesia Tbk and has been approved -
by all members of the Board of Commissioners and the Board of Directors.

Jakarta, April 2026

Board ok Directors

Bani M. Mulia
President Director Financial Director

Tara Hidayat F. Helianti Sastrosatomo
Human Capital Director Compliance Director

Annual & Sustainability Re

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Phone 1 (162 21) 5480088

Website : samudera.id

Email : corporate.secretary@samudera.id
investor.relations@samudera.id

48 PT Samudera Indonesia Tbk

(2 Strongiy Agree

“Strongly Agree

(Strongly Agree

“Strongiy Agree

Strongly Agree

Pekerence To NE Circular
Letter No. Ip SE0JL-.04/2021

1.

Highlights of Key Financial Information containing financial information
in comparative form throughout 3 (three) fiscal years or since the
commencement of business if the Issuer or Listed Company has been running
its business activities for less than 3 (three) years, at least contains:
. Sales/revenue:
. Gross profit (loss):
. Profit (loss):
. Net profit attributable to owners of the parent and non-controlling interest:
. Total comprehensive profit (loss):
Net comprehensive profit (loss) attributable to owners of the parent and
non-controlling interest:
. Profit (loss) per share:
. Total assets:
Total liabilities:
Total eguity,
Profit (loss) ratio to total assets:
Profit (loss) ratio to eguity:
. Profit (loss) ratio to revenue:
. Current ratio:
Liabilities-to-eguity ratio:
. Liabilities- to-total assets ratio and
. Other relevant financial ratio and information about the Issuer or Listed
Company or its industry.

moangu

TE NN Mat tea)

Information on Shares (if any) shall include at least:
1.

Shares issued for every guarter (if any) presented in the comparison of the

latest 2 (two) fiscal years (if any), atleast include:

a. Number of issued shares:

b. Market capitalization based on the price on the Stock Exchange where
Shares are listed:

c. Highest, lowest, and closing price based on the price on the Stock
Exchange where shares are listed: and

d. Transaction volume on the Stock Exchange where shares are listed.

. In case of Corporate Actions, such as stock split, reverse stock, shares

dividend, bonus shares, and change in nominal value, issuance of convertible
securities, and capital issuance or withdrawal, the shares information referred to
in point 1 shall have explanations which included at least:

PT Samudera Indonesia Tbk

a. The execution date of corporate action,

b. Ratio of the stock split, reverse stock, share dividend, bonus share, number
of the issued convertible securities, and change in nominal value:

c. Shares volume issued before and after corporate actions: and

d. The number of executed convertible securities (if any): and

e. Shares price before and after corporate actions.

3. In case of suspended stock trading and/or delisting in the fiscal year, the 14
Issuer or Listed Company shall explain the reason for such suspension and/or
delisting.

4. Incase of stock suspension as referred to point 3 and/or delisting process
is still in progress at the end of Annual Report period, the Issuer or Listed
Company shall explain the actions of the Company to resolve such stock
suspension and/or delisting.

The Directors' Report shall include at least: 36
1. The Issuer's or Listed Company's Performance, at least includes:
a. Strategy and strategic policy of Issuer or Listed Company:
b. The Directors' role in establishing strategy and strategic policy of the Issuer
or Listed Company:
C. Process implemented by the Directors to ensure the implementation of the
strategy of the Issuer or Listed Company:
d. Comparison between the achievement of results and targets: and
e. Challenges faced by the Issuer or Listed Company.

2. An overview of Business Prospects. 46
3. Implementation of Good Corporate Governance by the Issuer or Listed 47
Company.

Report of the Board of Commissioner shall include at least: 27

1. Assessment on the Performance of the Directors in managing the
Company, including the Board of Commissioners' supervision in the Directors'
establishing and implementing strategy of the Issuer or Listed Company:

2. View on the Prospects of the Issuer or Listed Company as established by the
Directors. 29

3. View on the Implementation of Issuer's or Listed Company's Governance. 30

Profile of Issuer or Listed Company shall include at least: 52
1 Name of the Issuer or Listed Company, including if there is a change of name,
the reason for the change, and the effective date of the name change in the

Annual & Sustainability Report 2025

fiscal year.

2. Access to the Issuer or Listed Company including branch office or 52
representative office which allows the public to obtain information about the
Issuer or Listed Company, including:

a. Address:

b. Phone number:

c. E-mail address: and
d. Website address,

3. Brief History of Issuer or Listed Company. 57

4. Vision and mission of the Issuer or Listed Company, and corporate culture 55
or values.

5. Business Activities according to the latest articles of association, business 58
activities carried on in the fiscal year, and type of products and/or services
provided.

6. Operating Area of the Issuer or Public Company. Operating areas are areas 60

whereas the Company does its business activities or covered by the activities

7. Organizational Structure of Issuer or Listed Company in the form of a chart, YAI
giving the names and titles and at least up to 1 (one) level below the Directors,
including committees under the Directors (if any) and committees under the
Board of Commissioners.

8. Lists of membership in industry-related associations, national and 70
international, related to the sustainable finance implementation.

9. Profile of the Directors, at least includes: 82
a. Name and position in accordance with the duties and responsibilities:
b. Latest picture:
c. Age:
d. Citizenship:
e. Educational history and/or certification,
f. Work experience, includes:

1. Legal basis for the appointment of Directors' members:

2. Concurrent position: and

3. Work experience as well as the working period both inside or outside
the Issuer or Listed Company:

9. Affiliate relationships with another member of the Directors, Board of
Commissioners' members, and ultimate shareholders (if any) including the
name of affiliated parties:

Changes in the Composition of the Directors" Members and the reason for
such changes. In the event that there is no change in the composition of
the members of the Directors, this matter shall be disclosed':

10. Profile of the Board of Commissioners, at least 72
a. Name and position in accordance with the duties and responsibilities:
b. Latest picture,
c. Age:
d. Citizenship:

PT Samudera Indonesia Tbk

1.

12.

13.

14.

15.

16.

17.

e. Educational history and/or certification,

f. Work experience, includes:

1. Legal basis for the appointment of Board of Commissioners' members:

2. Legal basis for the first appointment of Board of Commissioners'
members as Independent Commissioner in the Issuer or Listed
Company concerned',

3. Concurrent position: and

4. Work experience as well as the working period both inside or outside
the Issuer or Listed Company:

9. Affiliate relationships with another member of the Board of Commissioners'
members, majority and controlling shareholders, both direct and indirectly,
to the individual owners, including names of the affiliates:

h. Statement of Independence of Independent Commissioner in the event
that the Independent Commissioner has served more than 2 (two) periods:
Changes in the Composition of the Board of Commissioners' Members and
the reason for such changes.

In case of a change in the composition of the Directors and/or the Board
of Commissioners that occurred after the fiscal year ends until the deadline
for submission of the Annual Report, then the structure set out in the Annual
Report is the recent and previous composition of the Directors members and/
or the Board of Commissioners' members.

The number of Employees categorized based on gender, position, age,
educational level, and work status (permanent/ contract) in the fiscal year.

The names of Shareholders and percentage of ownership at the start and

end of the financial year, which consists of:

a. Shareholders owning 54 (five percent) or more shares of the Issuer or
Listed Company:

b. Member of the Directors and Board of Commissioners who hold shares of
the Issuer or Listed Company: and

Cc. Public shareholders, a group of shareholders who each own less than 59
(five percent) of the shares of Issuer or Listed Company.

Percentage of indirect ownership of shares of Issuers or Listed Companies
by members of the Directors and the Board of Commissioners at the start and
end of the financial year, including information on shareholders registered in
the shareholder register for the benefit of indirect ownership of members of
the Directors and members of the Board of Commissioners.

The number of Shareholders and the percentage of ownership as of the end
of the fiscal year based on the classification:

a. Local institution ownership:

b. Foreign institution ownership:

Cc. Local individual ownership: and

d. Foreign individual ownership:

Information on the Major and Controlling Shareholders of the Issuer
or Listed Company, either directly or indirectly, to the individual owners,
presented in the form of schemes or charts.

Name of Subsidiaries, Associates, Joint Venture Company in which the

72

53

65

66

65

66

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Annual & Sustainability Report 2025

Issuer or Listed Company has joint controlled entities (if any), along with
shareholding percentage, line of business and status of such subsidiaries,
associates, joint venture company.

For subsidiaries, please add information about the address.

18. Chronology of Share Listing, number of shares, nominal value, and the 64
offering price from the beginning of listing until the end of fiscal year and
name of the stock exchange where the Issuer's or Listed Company's share is
listed, including stock split, reverse stock, stock dividend, stock bonus, and
changes in nominal stock value, executed convertible securities, completed
Capital addition and withdrawal (if any).

19. Information on other Securities listing other than Securities referred to in 65
point 18, that has not been due, which at least includes the name of Securities,
year of issuance, interest/return rate, maturity date, offering value, and
Securities rating (if any).

20. Information on the Service Rendered by Public Accountants (AP) and 69

Public Accounting Firms (KAP) and their networks/associations/allies include:

a. Name and address:

b. Assignment period:

Cc. Information on audit and/or non-audit services rendered:

d. Audit and/or non-audit fees for each assignment given during the financial
year, and

@. In the event that AP and KAP and their network/association/alliance, which
are appointed do not provide non-audit services, then the information is
disclosed.

21. Name and address of Capital Market Institutions and/or Supporting 68
Professions other than AP and KAP.

1. Operational Review per Business Segment in accordance with the type of 124
industry of the Issuer or Listed Company, contains at least:
a. Production,which includes the process, capacity, and development:
b. Revenue/sales: and
c. Profitability.

2. Comprehensive Financial Performance analysis which includes a comparison 127
between the last 2 (two) fiscal year, explanation about the cause of changes
and the impact, among others concerning:

a. Current assets, non-current assets, and total assets:

b. Short-term liabilities, long-term liabilities, and total liabilities:

c. Eguity:

d. Revenue/sales, expense, profit/loss, other comprehensive income, and total
of comprehensive income!loss: and

e. Cash flow.

3. Ability to Pay Debt or Liabilities by presenting relevant ratio calculations. 132

PT Samudera Indonesia Tbk

4. The Collectability level of the Issuer or Listed Company by presenting 132
relevant ratio calculation.

5. Capital Structure and management policy on such capital structure with the
basis for determining such policy.

6. Discussion on Material Ties for the Investment of Capital Goods with 133
description includes at least:
a. The purpose of the ties,
b. Source of funds expected to fulfill the said ties:
c. Currency of denomination: and
d. Steps taken by the Issuer or Listed Company to protect the risk against the
position of related foreign currency.

7. Discussion on Capital Goods Investment Realized in the last fiscal year, at
least includes:
a. Type of capital goods investment:
b. Objective of capital goods investment: and
c. The investment value of capital goods

8. Significant Information and Fact Subseguent to the Accountant's Report 138
Date (if any).
9. Business prospects of the Issuer of Listed Company in connection with the 140

condition of the industry, the economy in general, and the international market
supported by guantitative data from a reliable data source.

10. Comparison between Target/Projection in the beginning of the fiscal year 141
and the achieved result (realization), which includes:
a. Revenue/sales:
b. Profit (loss):
c. Capital structure: or
d. Other issues that are considered important for the Issuer or Listed
Company.

11. Issuer's or Listed Company's Target/Projection in 1 (one) year, which
includes:
a. Revenue/sales:

Profit (loss):

Capital structure:

Dividend policy: or

Other issues that are considered important for the Issuer or Listed

Company.

pang

12. Marketing Aspect for the product and service of Issuer or Listed Company, 136
such as: marketing strategy and market share.

13. Description regarding Dividends for the last 2 (two) fiscal years (if any), which 137
at least includes:
a. Dividend policy,
b. Date of cash dividend payment and/or date of noncash dividend
distribution:
C. Amount of dividend per share (cash/non-cash): and

Annual & Sustainability Report 2025

d. Amount of paid dividend per year.

14. Actual Use of Proceeds from the Public Offering, provided that: 137
a. In the event that during fiscal year, the Issuer has the obligation to report
realization of the use of proceeds, thus the cumulative use of the proceeds
from the Public Offering shall be disclosed until the last fiscal year: and
b. Inthe event of any changes the use of proceeds as stipulated in the
Regulation of Financial Services Authority on Report on Realization of the
Use of Proceeds from Public Offerings, Issuers shall explain such changes.

15. Material Information (if any) regarding investments, expansion, divestment, 138
business merger/takeover, acguisition, debt/eguity restructuring, material
transaction, affiliated transaction, and transaction that contains conflict of
interest occurred in fiscal year, among others includes:

a. Date, value, and object of transaction:

Name of the parties conducting transaction:

Nature of affiliation (if any):

Description about transaction fairness: and

Relevant regulation compliance

In the case of affiliated relations present, the Issuer or Listed Company

shall disclose information other than refered to in pointa to e as follows:

1. The Directors' statement that the affiliated transactions have been
processed through adeguate procedures in accordance to the general
business practices, ie. with armslength principle: and

2. The roles of the Board of Commissioners and audit committee
is adeguate to ensure that the affiliated transactions have been
implemented in accordance to the general business practices, i.e. with
armslength principles.

9. Affiliated transactions and material transactions that generate recurring
and/or sustainable revenues, shall be explained that the transactions are
implemented to generate recurring and/or sustainable revenues.

h. Disclosure on affiliated transactions and/or transaction with conflict of
interest that have been approved by independent shareholders, shall
have explanation on the date of the general meeting of shareholders that
approving the affiliated transactions and/or transaction with conflict of
interest.

i. Inthe absent of affiliated transaction and/or transaction with conflict of
interest, disclose the absence of such transaction.

m9a0g

16. Changes in Regulation which have a significant impact on the Issuer and
Listed Company and the impact on financial statements (if any): and

17. Changes in the Accounting Policy, reason and its impact on financial
statements (if any).

Governance of Issuer or Listed Company shall contain at least a brief description
about: 148
1. GMS
a. Information on GMS resolution in the financial year and 1 (one) year prior to
the financial year

:$ PT Samudera Indonesia Tbk

b. In the event of the Issuer or Public Company uses independent party for
voting count

2. The Directors, include, among others:

a. The duties and responsibilities of each member of the Directors,

b. Astatement that the Directors has the Directors' guidelines or charter:

Cc. Policy and the implementation of the Directors meeting freguency,
including meeting with Board of Commissioners, and attendance of the
Directors in such meeting:

d. Trainings and/or competence development of the members of the
Directors

e. The assessment on the performance of committee which supports the
implementation of the Directors' duties, disclose a situation where there is
no committee under the Directors

3. The Board of Commissioners, include, among others:

a. The duties and responsibilities of each member of the Board of
Commissioners:

b. Statement that the Board of Commissioners has the Board of
Commissioners' guidelines or charter:

Cc. Policy and the implementation of the Board of Commissioners meeting
freguency, including meeting with the Directors, and level of attendance of
the members of the Board of Commissioners in such meeting:

d. Trainings and/or competence development of the members of the Board of
Commissioners

e. Issuer's or Listed Company's policy on the assessment of the performance
of the Directors' and Board of Commissioners' members and its
implementation, which includes at least:

1. Procedure of performance assessment:
2. The criteria used: and
3. The party carrying out the assessment,

f. The assessment on the performance of committee which supports the
implementation of the Board of Commissioners' duties: including:
1. Performance assessment procedure
2. Usable criteria

4. Nomination and Remuneration of the Directors and the Board of
Commissioners
a. The nomination procedure, including a brief description of the policies and
process for nomination of members of the Directors and/or the Board of
Commissioners
b. Procedures and implementation of remuneration for Directors and

Commissioners, among others:

1. Procedures for determining remuneration for the Board of Directors
and the Board of Commissioners.

2. The remuneration structure of the Board of Directors and the Board of
Commissioners, such as salaries, allowances, bonuses/bonuses, and
others.

3. The amount of remuneration for each member of the Board of Directors
and the Board of Commissioners.

5. Sharia Supervisory Board, for Issuer or Listed Company which carries

153

152

153, 157

N/A

Annual & Sustainability Report 2025

out business activity based on sharia principle as stated in the article of
association.

6. Audit Committee, includes, among others: 157
a. Name and position in the committee:

b. Age:

c. Citizenship:

d. Educational history:

@. Work experience, which includes information:

1. Basis for the appointment as member of the committee:

2. Concurrent position, either as member of the Board of Commissioners,
member of the Directors, and/or committee member as well as other
position (if any): and

3. Work experience and working period both inside and outside the Issuer
or Listed Company:

f. Period and tenure of members of the Audit Committee:

9. Statement of Independence of the Audit Committee:

h. Policy and implementation regarding the freguency of Audit Committee
meetings and the attendance of members of the Audit Committee at these
meetings:

i. Training attended in the fiscal year (if any): and

j- Implementation of Audit Committee's activity during the fiscal year in
accordance with the Audit Committee guideline or charter:

7. Nomination and Remuneration Committee, which includes: 160
a. Name and position in the committee:

b. Age:
c. Citizenship:

d. Educational history:

@. Work experience, which includes information:

1. Basis for the appointment as member of the committee:

2. Concurrent position, either as member of the Board of Commissioners,
member of the Directors, and/or committee member as well as other
position (if any): and

3. Work experience and working period both inside and outside the Issuer
or Listed Company:

Period and tenure of member of committee:

. Description of duties and responsibilities:

Statement of the committee's guidelines or charter:

Statement of independence of the committee:

Policy and implementation regarding the freguency of Committee

meetings and the attendance of members of the Committee at these

meetings:

k. Training attended in the fiscal year (if any): and

Il. Brief description of the implementation of committee's activity during the
fiscal year:

m. in the event that no nomination and remuneration committee is formed, it is
sufficient for the Issuer and Public Company to disclose:

1. Reason not formed and
2. Parties carrying out nomination and remuneration functions

OA

s1IP PT Samudera Indonesia Tbk

8. Other Committees that the Issuer or Listed Company have in order to support 161
the function and duties of the Directors and/or Board of Commissioners, which
includes:

a. Name and position in the committee:

Age:

Citizenship:

. Educational history:

. Work experience, which includes information:

1. Basis for the appointment as member of the committee:

2. Concurrent position, either as member of the Board of Commissioners,
member of the Directors, and/or committee member as well as other
position (if any): and

3. Work experience and working period both inside and outside the Issuer
or Listed Company:

Period and tenure of member of committee:

. Description of duties and responsibilities:

. Statement of the committee's guidelines or charter,

Statement of independence of the committee:

Policy and implementation regarding the freguency of Committee

meetings and the attendance of members of the Committee at these

meetings:

k. Training attended in the fiscal year (if any): and

IL. Brief description of the implementation of committee's activity during the
fiscal year:

»905

Trroma

9. Corporate Secretary, among others includes, 162
a. Name:
b. Domicile:
C. Work experience, which includes information:
1. Basis for the appointment as the Corporate Secretary:
2. Work experience and working period both inside and outside the Issuer
or Listed Company:
d. Educational history:
e. Training attended in the fiscal year (if any): and

f. Brief description of the duties implementation of Corporate Secretary in
the fiscal year:
10. Internal Audit Unit, among others includes: 164

a. Name of head of Internal Audit Unit:

b. Work experience, which includes information:
1. Basis for the appointment as the head of Internal Audit Unit: and
2. Work experience and working period both inside and outside the Issuer

or Listed Company:

. @ualification and certification as internal auditor (if any):

Training attended in the fiscal year:

. Structure and position of the Internal Audit Unit:

Description of duties and responsibilities:

Statement of Internal Audit Unit's guidelines or charter: and

. Brief description of the implementation of the duties of the Internal Audit
Unit in the fiscal year:

raman

Annual & Sustainability Report 2025

11. Description about Internal Control System implemented by the Issuer or
Listed Company, at least includes:
a. Financial and operational control, as well as compliance towards other
regulations: and
b. Review of the effectiveness of internal control system:
Cc. statement of the Board of Directors and/or Board of Commissioners on the
adeguacy of the internal control system

12. Risk Management System implemented by the Issuer or Listed Company, at

least includes:

a. General description about the Issuer's or Listed Company's risk
management system:

b. Type of risk and its management, and

C. Review of the effectiveness of Issuer or Listed Company's risk
management:

d. Statement of the Directors and/or Board of Commissioners on the
adeguacy of the risk management

13. Important Cases encountered by Issuer or Listed Company, subsidiary
entities, members of Directors and Board of Commissioners, includes, among
others:

a. Subject of the case/claim:
b. Status of settlement of case/claim: and
Cc. Potential impacts on the condition of the Issuer or Listed Company:

14. Information about Administrative sanctions imposed on the Issuer or Listed
Company, member of the Board of Commissioners and Directors, by the
Capital Market authority and others in the last fiscal year (if any):

15. Information about Issuer's or Listed Company's Code of Conduct which

includes:

a. Principles of the code of conduct:

b. Form of dissemination of code of conduct and its enforcement attempt:
and

C. Statement that the code of conduct is applicable to the members of the
Directors, Board of Commissioners, and employees of the Issuer or Listed
Company:

16. Description of the long-term performance-based compensation policy for
management and/or employees

17. A brief description of the information disclosure policy regarding:
a. Share ownership of members of the Board of Directors and members of
the Board of Commissioners.
b. Implementation of the said policy.

18. Description of Whistleblowing System in the Issuer and Listed Company (if
any), includes, among others:
a. Mechanism of whistleblowing system:
b. Protection for the whistleblower:
c. Complaint handling:
d. Party that manages the complaint, and

167

169

172

173

PT Samudera Indonesia Tbk

e. Result of complaint handling, at least includes:
1. Number of incoming and processed complaints in the fiscal year: and
2. Complaint follow-up:

19. Description of the Anti-Bribery, Gratification, and Money Laundering Policy
of the Issuer or Public Company

20.Implementation Corporate Governance Guidelines for the Issuer or Listed
Company which issues Eguity-type Shares, which includes:
a. Statement regarding the recommendations that have been implemented':
and/or

b. Explanation of recommendations that have not been implemented, as well
as the reason and implementation alternatives (if any):

The annual financial statements contained in the Annual Report are prepared in
accordance with the Financial Accounting Standard in Indonesia and have been
audited by Accountant. The financial report referred to, contains a statement
regarding the accountability for the financial report stipulated in the laws and
regulations in the Capital Market sector that govern the responsibilities of the
Directors for the financial statements or laws and regulations in the Capital
Market sector that regulate the periodic reports of Securities Companies in the
event the Issuer is a Securities Company.

The statement of the members of Board of Commissioners on the responsibility
for the Annual Report are prepared in accordance with the format of the
Statement of the members of the Directors and members of the Board of
Commissioners on Responsibility for the Annual Report as stated in the Appendix
which is an integral part of this Circular Letter of Financial Services Authority.

173

175

Attached in
a separate
document

228

Annual & Sustainability Report 2025

Indeks
No.si/ POL-03/2011

Al About the Sustainability Strategy

B1 Economic Performance Overview
B.2 Environmental Performance Overview

B.3 Social Performance Overview

CA Vision, Mission, and Sustainability Value

C.2 Company Address

C.3 Scale of Business

C.4 Products, Services, and Business Activities Operated
C.S Association Membership

C.& Significant Changes in Listed and Public Companies
D.1 Statement from Board of Directors

E1  Personin Charge of Practicing Sustainable Finance

E2 Capacity Development Related to Sustainable Finance Practice
E.3 Risk Assessment on Practicing Sustainable Finance

E4 Stakeholder Relationship

E.5  Issues Related to Practicing Sustainable Finance

181

1"
"

12

52

60, 65, 107, 202
58
70

13

32-49

147, 184
153, 157, 163, 185
186
187

189

PT Samudera Indonesia Tbk

F4 Developing a Sustainability Culture 184
( Beonomic Pertormance )
F.2 Comparison of Target and Performance on Production, Portofolio, Financing, 189
Investment, Revenue and Profit - Loss
F.3 Comparison of Target and Performance on Portofolio, Financing and 189
Investment on Financial Instruments or Projects Aligned with Sustainable
Finance Practices
Goneral kapoct
F.4 Environmental Cost 192
C "
Material Kepect
F.5 Use of Environmentally Friendly Materials 192
r
Energy kapect
F.6 Volume and Intensity of Energy Use 193
F7  Efforts to Achieve Energy Efficiency and the Use of Renewable Energy 192-193
Wator kapeet
F8  Usageof water 195
Biodivoraity kspoct
A.
F9 Impacts of Operating Near or Within Conservation or Biodiversity Areas 195
F10 Biodiversity Conservation Efforts 195
Emission Kkspeot
F1 Volume and Intensity of Emission Based on Type 194
F.12 Emission Reduction Efforts and Realization 193
(Waste and Cituont kapoet )
F.13 Volume of Waste and Effluent Based on Type 196

Annual & Sustainability Report 2025

Waste and Ektuont kapeok

F.14 Waste and Effluent Management Methods 195-196
F15 Spills (If Any) 196
| #nvironmental Grievance Kapeot
F.16 Number and Topic of Incoming and Resolved Environmental Grievances 219
| Social Perkormance
F17  Commitment to Providing Egual Products and/ or Services to Customers 218

| Employmont Kspoct

F18 Egual Employment Opportunity 197
F.19 Child and Forced Labor 201
F.20 Regional Minimum Wage 204
F.21 Decent and Safe Work Environment 197
F.22 Employee Capacity Training and Development 206
Community Kspoct
F.23 Impact of Operations to Local Communities 21
F.24 Community Grievances 212
F.25 Social and Environmental Corporate Responsibility Program 212
(Responsibility on Sustainable Produekl Service Developwent
F.26 Sustainable Financial Product/Service Innovation and Development 218
F.27 Safety-Evaluated Products/Services for Customers 218
F.28 Impacts from Products/Service Innovation and Development 219
F.29 Number of Recalled Products 219
F.30 Customer Satisfaction Survey on Sustainable Financial Products/Services 219

PT Samudera Indonesia Tbk

Written Verification by Independent Party (if any) 180

Feedback 230
Response on Feedback on the Previous Year's Sustainability Report 180
Disclosure List in Accordance with Financial Services Authority's Regulation 232-247

No. S1/POJK.03/2017 on the Implementation of Sustainable Finance for
financial Service Institutions and Listed Public Companies

Annual & Sustainability Report 2025

Gr Standard zoz!
bontent index

General Diselosure |

GRI 2: General 21 Organization details 52-53

Disclosures 2021
nh Entities included in the organization's sustainability reporting 180
2-3 Reporting period, freguency, and contact point 180
2-4  Restatements of information 180
2-5 External Assurance 180
2-6 Activities, value chain, and other business relationships 189,191
2-7  Employees 200-203
2-8  Workers who are not employees 203
2-9 Governance structure and composition 184-185
2-10 Nomination and selection of the highest governance body 184-185
2-11 Chair of the highest governance body 184-185
2-12 Role of the highest governance body in sustainability reporting 184-185
2-13  Delegation of responsibility for managing impacts 184-185
2-14 Role of the highest governance body in sustainability reporting 184-185
2-15 Conflict of interest N

PT Samudera Indonesia Tbk

| General Disclosure |
2-16 Communication of critical concerns 177
2-17 Collective knowledge of the highest governance body 153,157
2-18 Ea of the performance of the highest governance 153, 157
2-19 Remuneration policies 153, 157, 204
2-20 Process to determine remuneration 153, 157, 204
2-21 Annual total compensation ratio 204
2-22 Statement on sustainable development strategy 181
2-23 Policy commitment 184
2-24 Embedding policy commitment 184
2-25 Processes to remediate negative impacts 212, 219
2-26 Mechanisms for seeking advice and raising concerns 210, 212
2-27 Compliance with laws and regulations 172, 184
2-28 Membership Associations 70,188
2-29 Approach to stakeholder engagement 187
2-30 Collective bargaining agreements 200

Material Topics
R3 : Material Topics 31 Process to determine material topics 183
0 3-2 List of material topics 183
Beonomic Perkormance

Pa :MaterialTopics '— 33 Management of materisltopics 189

GRI 201 : Economic 201-1 Direct economic value generated and distributed 190

Performance 2016
201-2 Financial implications and other risks and opportunities

due to climate change 186-187

201-3 Defined benefit plan obligations and other retirement plans 205, 206
201-4 Financial assistance received from government 190

Annual & Sustainability Report 2025

Managoment ok indireet Geonomic ImpActs |
GRI 3: Material Topics 2021 3-3 Management of material topics 11
GRI 203: Indirect Economic 203-1 Infrastructure investments and services supported 11
kepo 2016 203-2 Significant indirect economic impacts 1
Supply Ohain
GRI 3: Material Topics2021 3.3 Management of material topics N
GRI 204 : Procurement . 4 s,
Practices 2016 204-1 Proportion of spending on local suppliers 11
Anti-borrupHion
GRI3: Material Topics2021 3.3 Management of material topics 173
pari 5 OS: Anti-comuptioni 205-1 Operations assessed for risks related to corruption 731
205-2 Communication and training about anti-corruption 173
policies and procedures
205-3 Confirmed incidents of corruption and actions taken 174
Energy Ekhotonoy
GRI 3: Material Topics2021 3.3 Management of material topics 192
GRI 302: Energy 2016 302-1 Energy consumption within the organization 193
302-2 Energy consumption outside of the organization 193
302-3 Energy intensity 193
302-4 Reduction of energy consumption 193
302-5 Reductions in energy reguirements of products and 193
services
Water and Ekkluent )
GRI 3: Material Topics2021 3.3 Management of material topics 194
GRI 303: Water and Effluents 303-1 Interactions with water as a shared resources 194
2018
303-2 Management of water discharge-related impacts 194

PT Samudera Indonesia Tbk

| wator and Event |
303-3 Water withdrawal 195
303-4 Water discharge 195
303-5 Water consumption 195
Koduction ok Groenhouse Gas (Gila) Emissions )
GRI 3: Topic Material 2021 3-3 Management of material topics 193
GRI 305: Emissions 2016 305-1 Direct (Scope 1) GHG emissions 194
305-2 Energy indirect (Scope 2) GHG emissions 194
305-3 Other indirect (Scope 3) GHG emissions 194
305-4 GHG emissions intensity 194
305-5 Reduction of GHG emissions 193
305-6 Emissions of ozone-depleting substances (ODS) 194
305-7 Nitrogen oxides (NOx), sulfur oxides (SOx), and other 193
significant air emissions
(Waste Management
GRI 3: Material Topics 2021 3-3 Management of material topics 195
GRI 306: Effluents and 306-1 Waste generation and significant waste-related impacts 196
Waste 2016
306-2 Management of significant waste-related impacts 196
306-3 Waste generated 196
306-4 Waste diverted from disposal 196
306-5 Waste directed to disposal 196
| Employment )
GRI 3: Material Topics 2021 3-3 Management of material topics 197,200
GRI 401: Employment 2016  401-1 New employee hires and employee turnover 201
401-2 Benefits provided to full-time employees that are not 205
provided to temporary or part-time employees
401-3 Parental leave 205-206

Annual & Sustainability Report 2025

( oecupational Hontth and satoty |
GRI 3: Material Topics 2021 3-3 Management of material topics 208
GRI 403: Occupational 403-1 Occupational health and safety management system 208
Health and Safety 2018

403-2 Hazard identification, risk assessment, and incident 209
investigation
403-3 Occupational health services 209
403-4 Worker participation, consultation, and communication 20
on occupational health and safety
403-5 Worker training on occupational health and safety 210
403-6 Promotion of worker health 209
403-7 Prevention and mitigation of occupational health and 209
safety impacts directly linked by business relationships
403-8 Workers by an occupational health and safety 208
management
403-9 Workplace accidents 21
403-10 Occupational diseases 21
Competeney Development )
GRI 3: Material Topics 2021 3-3 Management of material topics 206
GRI 404: Training and 404-1 Average hours of training per year per employee 207
Education 2016
404-2 Programs for upgrading employee skills and transition 206-207
assistance programs
404-3 Percentage of employees receiving regular performance
5 206-207
and career development reviews
| Divoraiky, Egual Opportunity, and No Diserimination )
M u . , 197-198,
GRI 3: Material Topics 2021 3-3 Management of material topics 201
GRI 405: Diversity and Egual 405-1 Diversity of governance bodies and employees 201-203
Opportunity
405-2 Ratio of basic salary and remuneration of women to men 204
GRI 406: Non-discrimination 406-1 Incidents of discrimination and corrective actions taken 204
2016

PT Samudera Indonesia Tbk

GR Standard

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( F-olakions wikh Local Gommunities |

GRI 3: Material Topics 2021 3-3 Management of material topics 211-212
GRI 413: Local Communities 413-1 Operations with local community engagement, impact 211-212
2016 assessments, and development programs

413-2 Operations with significant actual and potential negative — 5,3 25,

impacts on local communities
( Data and intormation

GRI 3: Topic Material 2021 3-3 Management of material topics 218
GRI 418: Customer Privacy — 418-1 Substantiated complaints concerning breaches of 219

2016 customer privacy and losses of customer data

Annual & Sustainability Report 2025

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PT SAMUDERA INDONESIA TBK
2025 ANNUAL & SUSTAINABILITY REPORT

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