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Accelerating Sustainable Port and Maritime
Connectivity Across the Value Chain
PENJELASAN TEMA
Theme Explanation
2 Sustainability Report 2025
PT Pelabuhan Indonesia (Persero)
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Accelerating Sustainable
Port and Maritime Connectivity
Across the Value Chain
Akselerasi Pelabuhan Berkelanjutan dan
Konektivitas Maritim pada Seluruh Rantai Nilai
Mengakselerasi pelabuhan berkelanjutan dan Strengthening port infrastructure and integrated
konektivitas maritim menjadi langkah strategis dalam maritime networks is a strategic priority in reinforcing
memperkuat peran pelabuhan sebagai simpul utama ports as critical nodes within national and global supply
dalam rantai pasok nasional maupun global. Upaya chains, realized through the integration of port networks,
ini diwujudkan melalui integrasi jaringan pelabuhan, enhanced connectivity with hinterland areas, and the
peningkatan konektivitas dengan hinterland, serta strengthening of an end-to-end logistics ecosystem
penguatan ekosistem logistik yang terhubung dari hulu spanning upstream to downstream.
hingga hilir.
Transformasi digital, standardisasi layanan, dan Digital transformation, service standardization, and
peningkatan efisiensi operasional terus didorong untuk operational efficiency improvements are improved,
mempercepat arus barang dan informasi, sekaligus expediting the flow of goods and information, as well
menciptakan nilai tambah di seluruh rantai nilai. Sejalan as generating added value across the value chain. The
dengan itu, penerapan prinsip keberlanjutan menjadi adoption of sustainability principles also serves as a
fondasi dalam setiap aktivitas untuk mendukung fundamental foundation in all supporting green port
terciptanya pelabuhan hijau. development.
Dengan mengintegrasikan aspek ekonomi, lingkungan, By integrating economic, environmental, social, and
sosial serta tata kelola ke dalam model bisnis, governance aspects into the business model, port
pengembangan pelabuhan tidak hanya berorientasi development is not solely focused on performance
pada pertumbuhan kinerja, tetapi juga memastikan growth, but ensures long-term sustainability that is
keberlanjutan jangka panjang yang inklusif, tangguh, inclusive, resilient, and delivers value for all stakeholders.
dan memberikan manfaat bagi seluruh pemangku
kepentingan.
Laporan Keberlanjutan 2025 3
PT Pelabuhan Indonesia (Persero)
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Accelerating Sustainable Port and Maritime
Connectivity Across the Value Chain
DAFTAR ISI
Table of Content
2 PENJELASAN TEMA 16 REKOGNISI ESG DAN PENGHARGAAN
Theme Explanation ESG Recognition and Awards
4 DAFTAR ISI 20 PENCAPAIAN ESG MILESTONE PELINDO
Table of Content Pelindo’s ESG Milestones
6 SAMBUTAN DIREKTUR UTAMA 22 TENTANG LAPORAN
Message from the President Director About the Report
12 IKHTISAR KINERJA KEBERLANJUTAN 32 STRATEGI KEBERLANJUTAN
Sustainability Performance Overview Sustainability Strategy
TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
01 About Pelindo 02 Sustainability Governance
42 Profil Pelindo 58 Tata Kelola Perusahaan
Pelindo Profile Corporate Governance
52 Kinerja Ekonomi 71 Tata Kelola Keberlanjutan
Economic Performance Sustainability Governance
87 Keterlibatan Pemangku Kepentingan
Stakeholder Engagement
88 Etika Bisnis
Business Ethics
99 Pengadaan Berkelanjutan
Sustainable Procurement
103 Keamanan Informasi dan Transformasi Digital
Information Security and Digital Transformation
4 Sustainability Report 2025
PT Pelabuhan Indonesia (Persero)
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MENCIPTAKAN NILAI SOSIAL
03 BERKELANJUTAN
194 REFERENSI OTORITAS JASA KEUANGAN (OJK)
Financial Services Authority (OJK) References
Creating Sustainable Social Value
197 INDEKS ISI STANDAR GRI
GRI Standard Content Index
114 Kesehatan dan Keselamatan Kerja
Occupational Health and Safety
209 SUSTAINABILITY ACCOUNTING STANDARDS
127 Manajemen Ketenagakerjaan BOARD (SASB) MARINE TRANSPORTATION
Employment Management
144 Hubungan dengan Masyarakat 210 SUSTAINABILITY ACCOUNTING STANDARDS
Community Relations BOARD (SASB) PROFESSIONAL AND
159 Tanggung Jawab Kepada Pelanggan
COMMERCIAL SERVICES
Responsibility to Customers
211 INDEPENDENT ASSURANCE
STATEMENT
TRANSFORMASI 216 LEMBAR UMPAN BALIK
04 LINGKUNGAN HIJAU Feedback Form
Green Environmental Transformation
171 Pelabuhan Hijau Ramah Lingkungan
Environmentally Sustainable Green Ports
173 Ketahanan Iklim
Climate Resilience
181 Pengelolaan Lingkungan Hidup
Environmental Management
Laporan Keberlanjutan 2025 5
PT Pelabuhan Indonesia (Persero)
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Accelerating Sustainable Port and Maritime
Connectivity Across the Value Chain
SAMBUTAN DIREKTUR UTAMA
Message from the President Director [SEOJK D.1] [GRI 2-22]
Achmad Muchtasyar
Direktur Utama
President Director
6 Sustainability Report 2025
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Pemangku Kepentingan yang Terhormat,
Dear Respected Stakeholders,
Tahun 2025 menjadi periode reflektif sekaligus 2025 marked both a reflective and an accelerative
akseleratif bagi kami untuk menegaskan peran sebagai phase, reaffirming the Company’s role as a key enabler
penggerak utama konektivitas maritim nasional serta of national maritime connectivity while strengthening the
memperkuat fondasi transformasi pascamerger. foundations of the post-merger transformation. Amid an
Dalam lanskap rantai pasok global yang dinamis, increasingly dynamic global supply chain landscape, this
momentum ini kami manfaatkan untuk mengevaluasi momentum has been leveraged to allow performance
kinerja, memperkuat sinergi dengan para pemangku evaluation, deeper collaboration with stakeholders,
kepentingan, serta menajamkan strategi operasional and a sharpening of operational strategies to address
guna menghadapi tantangan dan menangkap peluang emerging challenges and capture future opportunities
industri kepelabuhanan ke depan. within the port industry.
Dalam rangka mendukung pencapaian tersebut, kami To support these objectives, the Environmental, Social,
mengesahkan Peta Jalan Lingkungan, Sosial dan Tata and Governance (ESG) Roadmap 2024–2029 reinforces
Kelola (LST) 2024-2029 sebagai kerangka strategis untuk the building of a responsible and resilient maritime
memperkuat posisi kami dalam membangun ekosistem ecosystem. Within the 2024–2026 pillar, the acceleration
maritim yang bertanggung jawab dan tangguh. Dalam of the transition toward responsible port practices is
kerangka pilar 2024-2026, percepatan transisi menuju driven by the integration of risk and impact management,
praktik kepelabuhanan yang bertanggung jawab the strengthening of operational resilience, and the
difokuskan melalui integrasi pengelolaan risiko dan implementation of measurable ESG initiatives aligned
dampak, penguatan ketahanan operasional, serta with Pelindo’s ESG milestones.
implementasi LST yang terukur dan selaras dengan
target ESG Milestone Pelindo.
Eksekusi strategi dipercepat dengan menetapkan Strategy execution was accelerated by positioning
transformasi operasional sebagai pendorong utama operational transformation as the primary driver of
peningkatan kinerja layanan kepelabuhanan. Kami enhanced port service performance, accelerating
mengakselerasi standardisasi proses, mempercepat process standardization, expediting digitalization, and
digitalisasi, dan meningkatkan efisiensi waktu sandar improving vessel turnaround times. In parallel, the
kapal. Secara paralel, model pengelolaan berbasis region-based management model was transformed
wilayah telah ditransformasikan menjadi berbasis lini into a business line-based structure to strengthen
bisnis guna memperjelas akuntabilitas, memperkuat accountability, improve core competencies, and ensure
fokus kompetensi inti, dan memastikan setiap keputusan that every operational decision delivers optimal value
operasional memberikan nilai tambah yang optimal. creation.
Penciptaan nilai jangka panjang tidak lagi dipandang Long-term value creation is no longer regarded as
sebagai konsekuensi, melainkan sebagai tujuan an outcome, but as a deliberately designed core
utama yang secara sadar kami rancang. Dalam forum objective. At the Conference of the Parties (COP) 30,
Conference of the Parties (COP) 30, kami menyampaikan we showcased a range of key initiatives, including
berbagai inisiatif utama, antara lain pengembangan the development of green ports, the strengthening of
green port, penguatan pengelolaan lingkungan, environmental management, support for mangrove
dukungan terhadap restorasi mangrove dan ketahanan restoration and coastal resilience, and the advancement
pesisir, serta pengembangan teknologi ramah of environmentally-friendly technologies to accelerate
lingkungan yang mendorong percepatan transformasi the green transition.
hijau.
Integrasi LST dalam kegiatan operasional menghasilkan Integrating ESG into operations has delivered measurable
capaian yang terukur. Kami berhasil menurunkan emisi outcomes, such as a 6.5% reduction in Scope 1 and 2
GRK Cakupan 1 dan 2 sebesar 6,5% dari baseline 2023. GHG emissions from the 2023 baseline. In addition,
Selain itu, cakupan perhitungan emisi GRK Cakupan 3 the scope of Scope 3 GHG emissions accounting was
diperluas dengan menambahkan kategori emisi dari expanded to include emissions from partner vessels,
kegiatan kapal mitra, sehingga transparansi dan akurasi further strengthening transparency and accuracy in
pelaporan dalam rantai nilai semakin diperkuat. value chain reporting.
Laporan Keberlanjutan 2025 7
PT Pelabuhan Indonesia (Persero)
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Accelerating Sustainable Port and Maritime
Connectivity Across the Value Chain
Keberlanjutan lingkungan juga ditopang oleh Environmental sustainability has been further supported
pengelolaan sumber daya air yang bertanggung jawab. by responsible water resource management, reflected
Upaya ini dibuktikan dengan keberhasilan menurunkan in an 18.75% reduction in water withdrawal intensity
intensitas pengambilan air sebesar 18,75% dibandingkan compared to the previous year. In addition, a significant
tahun lalu. Selain itu, kami juga mencatatkan peningkatan increase in the use of recycled water was recorded,
signifikan pada pemanfaatan air daur ulang yang which more than doubled compared to the prior period.
mencapai lebih dari dua kali lipat dibandingkan periode
sebelumnya.
Pada aspek sosial, keselamatan dan kesehatan kerja Regarding social aspects, occupational health and
akan selalu menjadi nilai dan prioritas utama yang kami safety remains a core value and top priority embedded
tanamkan dalam budaya K3 di seluruh lini organisasi. across the organization. This commitment is reflected in
Komitmen ini tecermin dari pencapaian target Lost the achievement of the Lost Time Injury Frequency Rate
Time Injury Frequency Rate (LTIFR) di seluruh lokasi (LTIFR) target across all operational locations. Looking
operasional. Ke depan, kami juga terus memperkuat ahead, improvement initiatives will continued to be
berbagai upaya perbaikan untuk mewujudkan komitmen strengthened to uphold Pelindo’s long-term commitment
jangka panjang menuju zero fatality. toward zero fatalities.
Kesetaraan gender terus kami dorong melalui penyediaan Gender equality continues to be advanced through the
kesempatan yang setara dalam pengembangan karier provision of equal opportunities in career development
dan kepemimpinan. Komposisi karyawan perempuan and leadership, with female employees representing
mencapai 19,11% dan tahun 2025 menjadi momentum 19.11% and 2025 marking a significant milestone with
penting dengan ditunjuknya seorang Direktur perempuan the appointment of a female Director to the Board of
di jajaran Direksi. Keberagaman perspektif tersebut Directors. This diversity of perspectives enhances the
memperkaya kualitas pengambilan keputusan dan quality of decision-making and strengthens corporate
memperkuat tata kelola perusahaan. governance.
Penghormatan terhadap hak asasi manusia (HAM) Respect for human rights is upheld through fair and equal
ditegaskan melalui perlakuan setara, bebas dari treatment, a zero-tolerance approach to discrimination,
diskriminasi, dan perlindungan atas hak dasar karyawan. and the protection of employees’ fundamental rights.
Sepanjang periode pelaporan, tidak terdapat insiden Throughout the reporting period, no incidents of human
pelanggaran HAM maupun diskriminasi yang dilaporkan. rights violations or discrimination were reported.
Kami juga terus memperkuat pelibatan masyarakat, Community engagement continues to be a high focus
guna membangun kepercayaan dan mendorong agenda area, building trust and advancing a positive social
yang positif. Pada tahun 2025, kami mendampingi agenda. In 2025, we supported the implementation of
pelaksanaan Gerakan Peduli dan Berbudaya Lingkungan the Environmental Awareness and Culture Movement in
Hidup di Sekolah (PBLHS) pada Sekolah Barunawati Schools (PBLHS) at Barunawati Schools in Jakarta and
di Jakarta dan Surabaya hingga meraih penghargaan Surabaya, culminating in the achievement of the city-level
Adiwiyata tingkat kota. Pendampingan difokuskan pada Adiwiyata award. We support focused on maintaining
menjaga kebersihan lingkungan sekolah, pengelolaan school cleanliness, improving waste management and
sampah dan ruang hijau, serta pemupukan budaya green spaces, and fostering environmentally responsible
ramah lingkungan dalam aktivitas sehari-hari. behaviors in daily activities.
Selain itu, pada aspek sosial, kepuasan pelanggan Customer satisfaction also remains a key pillar in building
memegang peranan penting dalam membangun public trust and strengthening customer loyalty. This
kepercayaan publik dan memperkuat loyalitas pelanggan. results of an externally conducted customer satisfaction
Hal ini tercermin dari hasil pengukuran kepuasan survey recorded a Customer Satisfaction Index (CSI)
pelanggan oleh pihak eksternal yang menunjukkan nilai score of 4.43 based on feedback from 4,149 respondents,
Customer Satisfaction Index (CSI) sebesar 4,43 dari indicating a positive perception of service quality.
partisipasi 4.149 responden, mencerminkan persepsi
positif atas kualitas layanan yang diberikan.
8 Sustainability Report 2025
PT Pelabuhan Indonesia (Persero)
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Dari aspek taat kelola, kami telah mengesahkan From a governance perspective, we have adopted
Pedoman Kode Etik Bisnis Pelindo sebagai pedoman Pelindo’s Business Code of Ethics as a guideline for
dalam menyikapi isu etika serta menegaskan komitmen addressing ethical issues and reaffirming our zero-
tanpa toleransi terhadap setiap pelanggaran. Kami tolerance commitment toward any violations. We believe
memandang bahwa tata kelola yang kuat tidak hanya that strong governance relies not only on systems but
bertumpu pada sistem, tetapi juga pada integritas yang also on the integrity that must be present in every process
harus hadir dalam setiap proses dan keputusan. Oleh and decision. Therefore, we continue to strengthen a
karena itu, penguatan budaya etika, kepatuhan, dan culture of ethics, compliance, and accountability as part
akuntabilitas terus dilakukan sebagai bagian dari upaya of our efforts to achieve corporate sustainability.
mewujudkan keberlanjutan perusahaan.
Rantai pasok menjadi bagian penting dalam keberlanjutan The supply chain remains a critical component of
bisnis. Sejumlah persyaratan LST diwajibkan kepada sustainable business, with ESG requirements integrated
calon pemasok saat tahap seleksi, dan evaluasi dilakukan into the supplier selection process, and annual
secara berkala setiap tahun. Hingga akhir periode evaluations. At the end of the reporting period, 100%
pelaporan, sebanyak 100% pemasok telah melalui of suppliers were selected based on ESG criteria,
proses seleksi berdasarkan kriteria LST, memperkuat reinforcing the integrity of our value chain.
integritas rantai nilai.
Keberhasilan kami pada tahun-tahun mendatang Success in the years ahead will be defined by the
akan ditentukan oleh konsistensi pelaksanaan pilar- consistent execution of the strategic pillars set out in the
pilar strategis pada Peta Jalan LST 2024-2029 yang ESG Roadmap 2024–2029, which aligns sustainability
menyelaraskan keberlanjutan dengan tujuan bisnis. Kami with business objectives. We firmly believes that with
percaya bahwa dukungan penuh dari seluruh pemangku the full support of all stakeholders, the established
kepentingan, fondasi keberlanjutan yang telah dibangun sustainability foundation we have established will
akan terus meningkatkan akselerasi keberlanjutan continue to accelerate Pelindo’s sustainability journey.
Pelindo. Dengan disiplin eksekusi, integritas tata kelola, With disciplined execution, strong governance integrity,
serta komitmen terhadap keselamatan dan lingkungan, and an unwavering commitment to safety and the
kami optimistis mengantarkan Perseroan menjadi environment, we will advance as a world-class integrated
pemimpin ekosistem maritim terintegrasi yang berkelas maritime ecosystem leader that not only grows, but also
dunia, yang tidak hanya tumbuh, tetapi juga memberi delivers a meaningful impact for Indonesia.
dampak nyata bagi Indonesia.
Jakarta, 29 April 2026
Jakarta, April 29, 2026
Atas Nama Direksi
On behalf of the Board of Directors
Achmad Muchtasyar
Direktur Utama
President Director
Laporan Keberlanjutan 2025 9
PT Pelabuhan Indonesia (Persero)
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Accelerating Sustainable Port and Maritime
Connectivity Across the Value Chain
Surat Pernyataan Anggota Direksi tentang
Tanggung Jawab atas Laporan Keberlanjutan 2025
PT Pelabuhan Indonesia (Persero)
Statement of the Board of Directors on Responsibility for the 2025
Sustainability Report of PT Pelabuhan Indonesia (Persero)
Kami yang bertanda tangan di bawah ini menyatakan We, the undersigned, hereby declare that all information
bahwa semua informasi dalam Laporan Keberlanjutan PT contained in the 2025 Sustainability Report of PT
Pelabuhan Indonesia (Persero) tahun 2025 telah dimuat Pelabuhan Indonesia (Persero) has been fully disclosed,
secara lengkap dan bertanggung jawab penuh atas and we assume full responsibility for the accuracy of the
kebenaran isi Laporan Keberlanjutan Perseroan. contents of the Company’s Sustainability Report.
Demikian pernyataan ini dibuat dengan sebenarnya. This statement is made truthfully.
Jakarta, 29 April 2026 | April 29, 2026
Achmad Muchtasyar
Direktur Utama
President Director
Drajat Sulistyo Boy Robyanto Dwi Fatan Lilyana
Wakil Direktur Utama Direktur Manajemen Risiko Direktur Sumber Daya Manusia dan Umum
Vice President Director Director of Risk Management Director of Human Resources and General Affairs
Bachtiar Soeria Atmadja Muhammad Suriawan Wakan Farid Padang
Direktur Keuangan Direktur Teknik Direktur Komersial
Director of Finance Director of Engineering Director of Commercial
Prasetyo Hendri Ginting Prasetyadi
Direktur Pengembangan Usaha Direktur Hubungan Kelembagaan Direktur Operasi
Director of Business Development Director of Institutional Relations Director of Operations
10 Sustainability Report 2025
PT Pelabuhan Indonesia (Persero)
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Surat Pernyataan Anggota Dewan Komisaris tentang
Tanggung Jawab atas Laporan Keberlanjutan 2025
PT Pelabuhan Indonesia (Persero)
Statement of the Board of Commissioners on Responsibility for the 2025
Sustainability Report of PT Pelabuhan Indonesia (Persero)
Kami yang bertanda tangan di bawah ini menyatakan We, the undersigned, hereby declare that all information
bahwa semua informasi dalam Laporan Keberlanjutan PT contained in the 2025 Sustainability Report of PT
Pelabuhan Indonesia (Persero) tahun 2025 telah dimuat Pelabuhan Indonesia (Persero) has been fully disclosed,
secara lengkap dan bertanggung jawab penuh atas and we assume full responsibility for the accuracy of the
kebenaran isi Laporan Keberlanjutan Perseroan. contents of the Company’s Sustainability Report.
Demikian pernyataan ini dibuat dengan sebenarnya. This statement is made truthfully.
Jakarta, 29 April 2026 | April 29, 2026
Agus Suhartono
Komisaris Utama/Independen
President/Independent Commissioner
Suntana Jodi Mahardi Elwi Danil
Wakil Komisaris Utama Komisaris Komisaris
Vice President Commissioner Commissioner Commissioner
Rakhman Fuady Kurniawan Maximianus Puguh Djiwanto
Komisaris Independen Komisaris Independen
Independent Commissioner Independent Commissioner
Arief Poyuono Ilhamsyah
Komisaris Komisaris Independen
Commissioner Independent Commissioner
Laporan Keberlanjutan 2025 11
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Accelerating Sustainable Port and Maritime
Connectivity Across the Value Chain
IKHTISAR KINERJA KEBERLANJUTAN
Sustainability Performance Highlights
Ikhtisar Ekonomi [SEOJK B.1]
Economic Highlights
Jumlah Pendapatan Usaha Laba Tahun Berjalan
Business Revenue Profit for the Year
2025 2025
36.728 4.363
5% Rp Miliar | Rp Billion 13% Rp Miliar | Rp Billion
33.916 2023 34.833 2024 4.013 2023 3.803 2024
Jumlah Pemasok Lokal Nilai Kontrak Pemasok
Total Local Suppliers Supplier Contract Value
2025 2025
535 8.751
3% Total | Total 26% Rp Miliar | Rp Billion
528 2023 521 2024 3.195 2023 6.965 2024
Produk Ramah Lingkungan
Environmentally Friendly Products
Alat Bongkar Muat Terelektrifikasi Titik Anjungan Listrik Mandiri (ALMA)
Electrified Cargo Handling Equipment Independent Electric Platform (ALMA)
262 2025 5 2025
245 2024 5 2024
236 2023 2 2023
Lokasi Pembangkit Listrik Tenaga Titik Fasilitas Onshore
Surya (PLTS) Power Supply (OPS)
Solar Power Plant (PLTS) Locations Onshore Power Supply (OPS) Facilities
10 2025 58 2025
2 2024 55 2024
1 2023 52 2023
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Kuantitas Produk/Jasa
Products/Services Quantity
Klaster Peti Kemas Klaster Non-Peti Kemas Klaster Logistik dan Klaster Marine &
Container Cluster Non-Container Cluster Hinterland Equipment
Logistics and Hinterland Marine & Equipment
Cluster Cluster
Ikhtisar Lingkungan [SEOJK B.2]
Environmental Highlights
Konsumsi Bahan Bakar Konsumsi Listrik
Fuel Consumption Electricity Consumption
(GJ) (GJ)
1.523.583
3.445.248
1.068.926
908.031
2.357.780
829.084
20232 20244 20251 20232 20243 2025
Keterangan: Notes:
1
Data mencakup Holding, Subholding Group, Regional dan Cabang, dan 1
Includes Holding, Group’s Sub-holdings, Regional and Branch, and Non-
Anak Perusahaan Non Klaster. Cluster Subsidiaries.
2
Data mencakup Pelindo Subholding. 2
Includes Pelindo Sub-holding.
3
Data mencakup semua entitas kecuali sub-regional SPMT hanya mencakup 3
Includes all entities except SPMT sub-regional includes Head Office only.
gedung HO.
4
Data mencakup Holding, Subholding (standalone), Regional dan Cabang. 4
Includes Holding, Sub-holding (standalone), Regional and Branch.
Timbulan Limbah non-B3 Timbulan Limbah B3 yang Diangkut
Non-Hazardous Waste Generation Hazardous Waste Transported
(Ton) (Ton)
55.397
141.182
127.986
40.760
37.282
71.189
20233 20242 20251 20233 20242 20251
Keterangan: Notes:
1
Data mencakup Holding, Subholding, Regional, dan Anak Perusahaan Non- 1
Includes Holding, Sub-holding, Regional, and Non-Cluster Subsidiaries
Klaster. 2
Excludes Pelindo Sub-holding
2
Data tidak termasuk Pelindo Subholding. 3
Includes Pelindo Sub-holding
3
Data meliputi Pelindo Subholding.
Laporan Keberlanjutan 2025 13
PT Pelabuhan Indonesia (Persero)
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Emisi Gas Rumah Kaca (GRK)
(ton CO2eq)
Greenhouse Gas (GHG) Emissions
12.141.812
Cakupan 3
Scope 3
Cakupan 2
Scope 2
Cakupan 1
173.709
168.918
213.240
418,05
199.262
116.986
Scope 1
181.039
7,45
20233 20242 20251
Keterangan: Notes:
1
Data pada 2025 mencakup Holding, Subholding Group, Regional dan 1
2025 data includes Holding, Group’s Sub-holdings, Regional and Branch,
Cabang, dan Anak Perusahaan Non Klaster. and Non-Cluster Subsidiaries.
2
Data pada tahun 2024 mencakup Holding, Subholding (standalone), 2
2024 data includes Holding, Sub-holding (standalone), Regional and
Regional dan Cabang. Branch.
3
Data pada 2023 mencakup Pelindo Subholding dan data disajikan kembali 3
2023 data includes Pelindo Sub-holding and has been restated due to
karena terdapat perubahan cakupan perhitungan. changes in calculation scope.
Pengambilan Air Biaya Lingkungan
Water Withdrawal Environmental Costs
(Megaliter) (Rp Miliar | Rp Billion)
5.420,72
4.647,07
85,49
33,37
8.736,17
55,23
20232 2024 20251 2023 2024 2025
Keterangan | Notes:
1
Data mencakup Holding, Subholding Group, Regional, dan Anak Perusahaan Non-Klaster.
2
Data mencakup Pelindo Subholding dan data disajikan ulang karena ada perubahan cakupan perhitungan
1
Includes Holding, Group’s Sub-holdings, Regional, and Non-Cluster Subsidiaries
2
Data includes Pelindo Sub-holding and has been restated due to changes in calculation scope
Keanekaragaman Hayati
Biodiversity
Jumlah pohon yang ditanam
Number of Trees Planted
Penanaman Penyulaman
Mangrove Mangrove
pada 2025 pada 2025
42.470
Mangrove Planting Mangrove
in 2025 Replanting in 2025
13.065
35.930
156,30
(hektar|hectares)
62
(hektar|hectares)
2023 2024 2025
14 Sustainability Report 2025
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Ikhtisar Sosial [SEOJK B.3]
Social Highlights
Keberagaman Karyawan
Total Pegawai Organik Perempuan
Total Employees Female Organic Employees Diversity
2025 2025
29% 28.504 5% 19,94
Orang | People %
22.989 2023 22.070 2024 17,82 2023 18,86 2024
Dana TJSL BUMN
SOE CSR Fund Nihil|Zero
2025 Kasus Fatality pada
Karyawan pada tahun 2025
4% 126,18 Fatality among
(Rp Miliar | Rp Billion)
Employees in 2025
151,72 2023 131,56 2024 1 2023 1 2024
Survey
Kepuasan
4,42
Pelanggan
Customer
Satisfaction 4,26 4,37
Survey
2025 2024 2023
(Skala 1-5| Scale1-5)
Ikhtisar Tata Kelola [SEOJK B.3]
Governance Highlights
Keberagaman Dewan Komisaris dan Direksi
Board of Commissioners and Directors Diversity
1 out of 7
dari
4 out of 8
dari
adalah Direksi adalah Komisaris
Perempuan Independen
Directors is female Commissioners are
Independent
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REKOGNISI ESG DAN PENGHARGAAN
ESG Recognition and Awards
Berbagai apresiasi dari pihak eksternal telah Pelindo Pelindo has received various accolades from external
terima sebagai bentuk pengakuan atas segala parties as recognition of the achievements it has
pencapaian yang berhasil diraih. Seluruh penghargaan attained. These awards serve as tangible evidence of
tersebut menjadi bukti nyata dari dedikasi dalam the Company’s dedication to maintaining high standards
mempertahankan standar kualitas yang tinggi serta of quality and upholding sustainability principles across
prinsip keberlanjutan di setiap lini operasional. Rincian all lines of operation. Further details regarding the list of
lebih lanjut mengenai daftar penghargaan ini dapat awards can be accessed transparently through the 2025
diakses secara transparan melalui Laporan Tahunan Annual Report and the organisation’s official website.
2025 maupun situs resmi organisasi.
Rekognisi ESG
ESG Recognition
Skor C-
Kenaikan skor dari D+ menjadi C-
menandakan fondasi sistem ESG
inti semakin terbentuk, mendorong
peningkatan kinerja yang terukur.
ESG Rating B The improvement in score from D+ to
C- indicates that the core ESG system
Berhasil meraih peringkat foundation is becoming increasingly
B dengan skor 3,8. established, driving measurable
Successfully achieved a B rating performance improvements.
with a score of 3.8.
Medali Bronze
Bronze Medal
Menempati 35% perusahaan teratas dari
perusahaan dalam seluruh sektor industri.
Ranked among the top 35% of companies
across all industry sectors.
16 Sustainability Report 2025
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Penghargaan
Awards
Gold Category Asia Sustainability Leadership A- Indonesia’s
Reporting Rating (ASRRAT) 2025 Leader in ESG Transparency
National Center for
Corporate Reporting (NCCR) Bumi Global Karbon Foundation
Juara 2 – Small Medium Lencana Committed INSTAR 2025
Enterprises (SME) Development Committed Badge INSTAR 2025
2nd Place – Small Medium Enterprises
(SME) Development Tempo Data Science bersama TII dan ISI
Tempo Data Science in
Indonesia Corporate Communication collaboration with TII and ISI
and Sustainability Summit 2025
The Best Overall for GRC Juara 1 BUMN Type B Ajang PaDi UMKM
Performance Excellence 2025 Hybrid Expo & Conference 2025
BusinessNews Indonesia 1st Place – BUMN Type B at the PaDi UMKM
Hybrid Expo & Conference 2025
Kementrian BUMN | Ministry of SOEs
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Penghargaan
Awards
The Most Trusted Company Corporate Juara 2 – Community Involvement &
Governance Perception Index (CGPI) Development (CID) Kesehatan
2nd Place – Community Involvement &
The Indonesian Institute for Development (CID) Health
Corporate Governance (IICG)
Indonesia Corporate Communication and
Sustainability Summit 2025
Juara 2 – Community Involement & Juara 2 – Created
Development (CID) Lingkungan Shared Value (CSV)
2nd Place – Community Involvement & 2nd Place – Created Shared Value (CSV)
Development (CID) Environment
Indonesia Corporate Communication and
Indonesia Corporate Communication and Sustainability Summit 2025
Sustainability Summit 2025
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Laporan Keberlanjutan 2025 19 PT Pelabuhan Indonesia (Persero)
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PENCAPAIAN ESG MILESTONE PELINDO
Pelindo’s ESG Milestone Achievements [SEOJK A.1] [GRI 2-24]
Pelindo telah menetapkan ESG Milestone yang Pelindo has established ESG milestones whose
kinerjanya dipantau secara berkala untuk memastikan performance is monitored periodically to ensure that
setiap target tercapai secara optimal. Berikut progres each target is achieved optimally. The following outlines
pencapaian ESG Milestone yang menjadi bagian dari the progress of the ESG milestones as part of the
komitmen keberlanjutan Perseroan. Company’s sustainability commitment.
Lingkungan
Implementasi Environment
Elektrifikasi
Peralatan
Pelabuhan* Rata-rata
Implementation of ALMA Pengurangan
Electrification of Port (OPS untuk Tahunan
Equipment* Pelayaran dari Emisi
Rakyat/ Business as
Target 2029 Pencapaian 2025 Perahu Usual
2029 Target 2025 Achievement Nelayan)*
Average Annual
ALMA (OPS for Traditional Reduction from Business
398 Peralatan
Equipments 262 Peralatan
Equipments
Shipping/Fisherman Boat)* as Usual Emissions
Target 2029
2029 Target
22 Target 2029
2029 Target 21%
Titik | Points
Pemanfaatan
Tenaga Surya Pencapaian 2025
2025 Achievement
5 Pencapaian 2025
2025 Achievement 3,6%
untuk Penerangan Titik | Points
Pelabuhan*
Utilization of Solar Power
for Port Lighting*
Hasil Penanaman
Target 2029 Pencapaian 2025 Penilaian dan
2029 Target 2025 Achievement PROPER Restorasi
Mangrove*
55 Cabang
Branches 6 Cabang
Branches
PROPER Mangrove Planting
Assessment and Restoration*
Result
Target 2029 Target 2029
2029 Target 2029 Target
1.400 ha
Pasokan Daya
32 16 2
Darat (OPS)* Pencapaian 2025
Biru Hijau Emas 2025 Achievement 990,95 ha
Onshore Power Blue Green Gold
Supply (OPS)*
Pencapaian 2025
2025 Achievement
Target 2029 Pencapaian 2025
2029 Target 2025 Achievement 12 1
Biru Hijau
71 Titik
Points 58 Titik
Points Blue Green
*Data terakumulasi. | Accumulated data.
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Sosial
Kecelakaan Social Return of Social
Besar/ Investment
Fatality (SROI)*
Major Accident/ Social Return of
Fatality Investment
(SROI)*
Target 2029 Target 2029
2029 Target 0 2029 Target >1
Kinerja 2025 Pencapaian 2025
2025 Performance 7 2025 Achievement 1,2*
Implementasi Persentase
Sistem Nominasi
Manajemen K3 Pemimpin
OHS Perempuan
Management Percentage of
System Women Leader
Implementation Nomination
Target 2029 Target 2029
2029 Target 100% 2029 Target 20%
Pencapaian 2025 Pencapaian 2025
2025 Achievement 100% 2025 Achievement 17% * Program Kampung Bahari Marunda.
Kampung Bahari Marunda Program.
Tata Kelola
Governance
Jumlah Kasus
Korupsi dan Jumlah Kasus Standarisasi
Suap, serta Diskriminasi dan Digitalisasi
Benturan Number of Layanan
Kepentingan Discrimination Pelabuhan
Cases Standardization and
Number of
Corruption and Bribery Cases, Digitalization of Port Services
and Conflict of Interest Cases
Target 2029 Target 2029 Target 2029
2029 Target 0 2029 Target 0 2029 Target 100%
Pencapaian 2025 Pencapaian 2025 Pencapaian 2025
2025 Achievement 0 2025 Achievement 0 2025 Achievement 100%
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TENTANG LAPORAN
About the Report
Pernyataan Umum PT Pelabuhan Indonesia (Persero) selanjutnya disebut “Pelindo”, “Perseroan”, dan “Kami”. Laporan
General Statement ini mengandung data dan informasi yang bersifat pandangan ke depan yang memuat risiko dan
ketidakpastian atas hasil dan kejadian yang mungkin berbeda dari yang diperkirakan.
PT Pelabuhan Indonesia (Persero), hereinafter referred to as “Pelindo”, the “Company”, and “we”, presents
this report, which contains forward-looking information subject to risks and uncertainties that may cause
actual results and events to differ from those anticipated.
Siklus dan Periode Diterbitkan untuk periode 1 Januari-31 Desember 2025, sesuai dengan tahun buku Laporan Tahunan.
Pelaporan Published for the period January 1–December 31, 2025, in accordance with the fiscal year of the Annual
Reporting Cycle and Report.
Period [GRI 2-3, 2-4]
[SEOJK C.6]
Batasan Pelaporan Mencakup Holding, Subholding Group, Regional, dan Anak Perusahaan Non-Klaster atau sebagaimana
Reporting Boundaries keterangan pada setiap data yang dilaporkan.
[GRI 2-2, 3-1] Covers the Holding, Group’s Sub-holdings, Regional, and Non-Cluster Subsidiaries, unless otherwise
specified in the reported data.
Standar Pelaporan • Peraturan OJK (POJK) No. 51/POJK.03/2017 tentang Penerapan Keuangan Berkelanjutan bagi
Reporting Standards Lembaga Jasa Keuangan, Emiten, dan Perusahaan Publik.
[SEOJK G.4] Financial Services Authority Regulation (POJK) No. 51/POJK.03/2017 on the Implementation of
Sustainable Finance for Financial Services Institutions, Issuers, and Public Companies.
• Surat Edaran Otoritas Jasa Keuangan (SEOJK) No. 16/SEOJK.04/2021 tentang Bentuk dan Isi
Laporan Tahunan.
Financial Services Authority Circular Letter (SEOJK) No. 16/SEOJK.04/2021 on the Form and
Content of Annual Reports.
• Standar Global Reporting Initiative (GRI) 2021 dengan opsi “in accordance”
Global Reporting Initiative (GRI) Standards 2021, “in accordance” option.
• Standar Sustainability Accounting Standards Board (SASB) Marine Transportation.
Sustainability Accounting Standards Board (SASB) Standard Marine Transportation.
• Standar Sustainability Accounting Standards Board (SASB) Professional and Commercial Services.
Sustainability Accounting Standards Board (SASB) Standard Professional and Commercial
Services.
Penentuan Isi dan Memastikan kualitas isi laporan dengan menerapkan prinsip akurasi, keseimbangan, kejelasan,
Kualitas Laporan perbandingan, kelengkapan, konteks keberlanjutan, ketepatan waktu, dan dapat diverifikasi.
Determination of Report Ensures the quality of the report content by applying the principles of accuracy, balance, clarity,
Content and Quality comparability, completeness, sustainability context, timeliness, and verifiability.
[GRI 3-1]
Format Penulisan Angka pada tabel dan grafik menggunakan kaidah Bahasa Indonesia, sedangkan angka pada teks
Writing Format menggunakan standar kaidah Bahasa Inggris dan Bahasa Indonesia, sesuai konteksnya.
Figures in tables and charts follow Indonesian numerical conventions, while figures in the text use
English and Indonesian conventions as appropriate to the context.
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Penyajian Kembali Terdapat perubahan dan penyajian kembali (restatement) mengenai data nilai kontrak pemasok nonlokal,
Informasi nilai beban operasi lainnya pada data keuangan, intensitas emisi GRK, penggunaan air, dan biaya
Restatement of konsumsi air. Penyajian kembali dilakukan disebabkan sejumlah alasan, di antaranya perluasan cakupan
Information data, perubahan metodologi perhitungan, dan perubahan sumber yang digunakan dalam menghitung
[GRI 2-4] data. Informasi lebih rinci mengenai penyajian kembali dan alasannya dapat dilihat pada catatan di bawah
tabel atau infografis.
There were changes and restatements in the data on the value of non-local supplier contracts, other
operating expenses in the financial data, GHG emissions intensity, water usage, and water consumption
costs. These restatements were made for several reasons, including the expansion of data scope,
changes in calculation methodologies, and revisions to data sources used in the calculations. More
detailed information on the restatements and their underlying reasons is provided in the notes below the
tables or infographics.
Perubahan Terdapat perubahan signifikan yang memengaruhi berbagai aspek operasional dan strategi Pelindo, di
Signifikan pada antaranya perubahan struktur korporasi Pelindo Group.
Organisasi dan There were significant changes affecting various aspects of Pelindo’s operations and strategy, including
Rantai Pasokan changes to the Pelindo Group’s corporate structure.
Significant Changes in
the Organization and
Supply Chain
[SEOJK C.6]
Penjaminan Laporan ini telah diverifikasi oleh pihak eksternal independen, yaitu CBC Global Indonesia yang telah
Eksternal External tersertifikasi standar penjamin tingkat internasional AA1000AS v3 (lisensi 000-310). Pihak penjamin
Assurance eksternal yang dipilih telah melalui proses seleksi dan mendapatkan persetujuan dari Direksi.
[GRI 2-5, 2-14, 3-2] This report has been externally assured by an independent party, CBC Global Indonesia, which is
[SEOJK G.1] certified under the international assurance standard AA1000AS v3 (license 000-310). The selected
external assurer has undergone a selection process and received approval from the Board of Directors.
Tanggapan Tidak terdapat masukan Kontak atas Sekretaris Perusahaan
Terhadap Umpan terhadap Laporan Keberlanjutan Laporan Corporate Secretary
Balik Laporan 2024 yang diterima oleh Keberlanjutan
Keberlanjutan Perseroan. Contact for the PT Pelabuhan Indonesia
Tahun Sebelumnya The Company did not receive Sustainability Report (Persero)
Response to any feedback on the 2024 [GRI 2-3] Pelindo Tower, Jl. Yos Sudarso
Feedback on Sustainability Report. No. 9 Jakarta Utara, Indonesia,
the Previous 14230
Sustainability Report Email: corp-sec@pelindo.co.id
[SEOJK G.3] Web: www.pelindo.co.id
Penilaian Materialitas [GRI 3-1] Materiality Assessment [GRI 3-1]
Pada tahun 2025, Pelindo menyempurnakan metodologi In 2025, Pelindo refined its materiality assessment
penilaian materialitas dengan menggunakan penilaian methodology by adopting a Double Materiality
Materialitas Ganda (Double Materiality Assessment/ Assessment (DMA) approach and reviewing the material
DMA) dan meninjau kembali topik material tahun 2024. topics identified in 2024. This was undertaken to ensure
Hal ini untuk memastikan seluruh topik, mencakup that all relevant environmental, social, and governance
topik lingkungan, sosial, dan tata kelola, yang relevan topics are comprehensively captured and aligned with
telah tercakup dan selaras dengan tren industri dan industry trends and stakeholder perspectives.
pandangan pemangku kepentingan.
Penilaian Materialitas Ganda Double Materiality Assessment
Pelindo menggunakan Materialitas Ganda (Double Pelindo applies a Double Materiality Assessment (DMA)
Materiality Assessment/DMA) bertujuan untuk to enhance its understanding of the environmental and
memperdalam pemahaman mengenai implikasi financial implications of sustainability issues. Through
lingkungan dan keuangan terhadap isu keberlanjutan. this approach, materiality is assessed comprehensively
Dengan pendekatan ini, materialitas dinilai secara from two perspectives, namely:
komprehensif dari dua perspektif, yaitu:
Laporan Keberlanjutan 2025 23
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Mengevaluasi dampak isu keberlanjutan
terhadap lingkungan dan masyarakat di Menilai materialitas keuangan melalui
seluruh rantai nilai perusahaan, termasuk analisis potensi risiko dan peluang
mengidentifikasi kontribusi kegiatan Perspektif yang bersumber dari faktor-faktor
operasional dan aktivitas bisnis terhadap Inside-Out
keberlanjutan yang dapat memengaruhi
tantangan sosial dan lingkungan yang lebih Inside-Out
kinerja keuangan serta posisi strategis
luas. Perspective
Perseroan.
Evaluates the impact of sustainability issues Assesses financial materiality through the
on the environment and communities Perspektif analysis of potential risks and opportunities
across the Company’s value chain, including Outside-In arising from sustainability factors that
identifying the contribution of operational Outside-In
may affect the Company’s financial
and business activities to broader social and Perspective
performance and strategic position.
environmental challenges.
Untuk mendukung pendekatan tersebut, Perseroan To support this approach, the Company developed an
menyusun matriks penilaian serta proses penetapan assessment matrix and a prioritization process aligned
prioritas yang mengacu pada kerangka GRI. Kerangka ini with the GRI framework. This framework serves as the
digunakan sebagai dasar untuk menentukan peringkat basis for ranking sustainability issues according to their
isu-isu keberlanjutan berdasarkan tingkat signifikansinya. level of significance.
Peninjauan dan Identifikasi Topik
1
Review and Identification of Topics
Meninjau dan mengidentifikasi topik material berdasarkan Material topics were reviewed and identified based on
benchmarking, perkembangan terkini, dan keselarasan dengan benchmarking, recent developments, and alignment with ESG
standar dan ESG rating. standards and ratings.
Berdasarkan hasil identifikasi, Perseroan memetakan 10 topik Based on this process, the Company identified 10 relevant topics.
yang relevan.
Penentuan Topik yang Prioritas
2
Determination of Priority Topics
Penilaian materialitas dilakukan menggunakan pendekatan The materiality assessment was conducted using a dual
materialitas ganda. materiality approach.
Pada tahap ini, sebanyak 239 pemangku kepentingan internal At this stage, 239 internal stakeholders (internal to the
(internal perusahaan) dan 88 pemangku kepentingan eksternal company) and 88 external stakeholders (high-ranking state
(lembaga tinggi negara, pemerintah provinsi, akademisi, institutions, provincial governments, academics, customers
pelanggan dan asosiasi, mitra kerja/rekanan, masyarakat, dan and associations, partners/associates, community, and non-
lembaga swadaya masyarakat (LSM)) terlibat dalam pengisian governmental organizations (NGOs)) participated in completing
kuesioner. the questionnaire.
Penyusunan Matriks Materialitas dan Penetapan Prioritas
3
Development of the Materiality Matrix and Prioritization
Hasil penilaian selanjutnya dituangkan dalam matriks materialitas The assessment results were subsequently mapped into a
berdasarkan skor yang diperoleh untuk mengidentifikasi topik- materiality matrix based on the scores obtained to identify priority
topik prioritas. topics.
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Validasi dan Persetujuan
4
Validation and Approval
Hasil matriks materialitas ditinjau dan disetujui oleh Direksi. The results of the materiality matrix were reviewed and approved
Seluruh informasi dan data pada laporan yang disajikan telah by the Board of Directors. All information and data presented
diperiksa dan memiliki kualitas serta materialitas dari informasi in this report have been verified and are considered to be
yang berasal dari pihak-pihak berwenang di Perseroan. of appropriate quality and materiality, based on inputs from
authorized parties within the Company.
Matriks Materialitas Ganda [GRI 3-2] Double Materiality Assessment [GRI 3-2]
Melalui proses penilaian yang menyeluruh, Pelindo Through a comprehensive assessment process, Pelindo
menetapkan 10 topik material yang menjadi fokus utama has identified 10 material topics as the primary focus
strategi keberlanjutan Perseroan. Topik-topik tersebut of the Company's sustainability strategy. These topics
mencerminkan perhatian Pelindo terhadap penerapan reflect Pelindo's commitment to the implementation of
praktik bisnis yang bertanggung jawab. responsible business practices.
Matriks Materialitas
Materiality Matrix
Higher
Rantai Pasok
Air dan Air Limbah (Efluen)
Supply Chain
Water and Wastewater (Effluent)
Ketenagakerjaan
Employement
Masyarakat Lokal
Local Communities
Kesehatan dan
Impact Materiality
Keselamatan Kerja
Occupational Health
and Safety
Hak Asasi Manusia
Human Rights Kepuasan Pelanggan
Customer Satisfaction
Mitigasi dan Adaptasi
Perubahan Iklim
Climate Change Mitigation Etika Bisnis
and Adaptation Business Ethics
Emisi dan Energi
Emmission and Energy
Financial Materiality Higher
Lingkungan | Environment Sosial | Social Tata Kelola | Governance
Pelindo melakukan pemetaan topik-topik material Pelindo maps material topics in accordance with
dengan mengacu pada standar pengungkapan serta disclosure standards and identifies impacts and
mengidentifikasi dampak dan langkah mitigasi sebagai mitigation measures as part of its sustainability reporting
bagian dari pendekatan pelaporan keberlanjutan. approach.
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No Topik Material Indikator GRI Dampak Mitigasi dan Pengelolaan Dampak
Material Topics GRI Indicators Impacts Mitigation and Impact Management
1 Ketenagakerjaan 201-3, 401-2, Dampak terhadap Bisnis • Program pelatihan, sertifikasi, dan
Employment 401-3, 404-1, (+) Karyawan yang sejahtera dan seminar.
404-2, 404-3, kompeten meningkatkan efisiensi dan • Program prapensiun.
405-1, 405-2 inovasi secara signifikan. • Memberikan manfaat dan fasilitas
(+) Retensi karyawan yang tinggi bagi karyawan organik, nonorganik,
mengurangi biaya rekrutmen. dan alih daya.
(-) Ketidakpuasan karyawan berpotensi • Prinsip kesetaraan yang diatur
memicu aksi mogok kerja yang dapat dalam Peraturan Direksi tentang
menghentikan aktivitas operasi. Manajemen Talenta dan Suksesi.
Dampak terhadap Pemangku • Training, certification, and seminar
Kepentingan programs.
(+) Terjaminnya kesetaraan dan • Pre-retirement programs.
pengembangan karier. • Providing benefits and facilities for
(-) Kelelahan kerja akibat pola kerja shift. permanent, non-permanent, and
contract employees.
Impact on Business • The principle of equality as stipulated
(+) Well-being and competent employees in the Board of Directors’ Regulation
significantly boost efficiency and on Talent Management and
innovation. Succession.
(+) High employee retention reduces
recruitment costs.
(-) Employee dissatisfaction could
potentially trigger strikes that could
halt operations.
Impact on Stakeholders
(+) Guaranteed equality and career
development.
(-) Work-related fatigue due to shift work
schedules.
2 Kesehatan dan 403-1, 403-2, Dampak terhadap Bisnis • Pembentukan Panitia Pembina
Keselamatan 403-3, 403-4, (+) Peningkatan produktivitas dan Keselamatan dan Kesehatan Kerja
Kerja (K3) 403-5, 403-6, efektivitas kerja. (P2K3).
Occupational 403-7, 403-8, (-) Kehilangan pendapatan akibat • Mengimplementasikan SMK3
Health and 403-9, 403-10 gangguan operasional. dan SMT, serta mengadopsi ISO
Safety (OHS) 45001:2018.
Dampak terhadap Pemangku • Sembilan Elemen Corporate Life
Kepentingan Saving Rules Pelindo.
(+) Meminimalkan risiko kecelakaan kerja
dan penyakit akibat kerja. • Establishment of the Occupational
(+) Menciptakan lingkungan kerja yang Safety and Health Steering
aman dan sehat. Committee (OHS Committee).
(-) Kecelakaan kerja yang berdampak • Implementing the Occupational
pada lingkungan dan komunitas Safety and Health Management
sekitar. System (SMK3) and the
Environmental Management
Impact on Business System (SMT), and adopting ISO
(+) Increased productivity and work 45001:2018.
efficiency. • Pelindo’s Nine Elements of Corporate
(-) Loss of revenue due to operational Life-Saving Rules.
disruptions.
Impact on Stakeholders
(+) Minimizing the risk of workplace
accidents and occupational illnesses.
(+) Creating a safe and healthy work
environment.
(-) Workplace accidents that impact
the environment and surrounding
communities.
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No Topik Material Indikator GRI Dampak Mitigasi dan Pengelolaan Dampak
Material Topics GRI Indicators Impacts Mitigation and Impact Management
3 Kepuasan 416-1, 416-2 Dampak terhadap Bisnis • Pengembangan PTOS-M.
Pelanggan (+) Tingkat kepuasan yang tinggi • Program Bina Pelanggan.
Customer memperkuat posisi perusahaan. • Customer Care Pelindo 102.
Satisfaction (-) Peningkatan biaya kompensasi dan • Survei Kepuasan Pelanggan.
asuransi akibat kerusakan kargo atau
keterlambatan operasional. • Development of PTOS-M.
• Customer Development Program.
Dampak terhadap Pemangku • Pelindo 102 Customer Care.
Kepentingan • Customer Satisfaction Survey.
(+) Distribusi barang lebih cepat dan
murah.
(-) Peningkatan biaya sewa kapal
dan bahan bakar bagi perusahaan
pelayaran akibat layanan yang lambat.
Impact on Stakeholders
(+) High satisfaction levels strengthen the
company’s position.
(-) Increased compensation and
insurance costs due to cargo damage
or operational delays.
Impact on Stakeholders
(+) Faster and more cost-effective
distribution of goods.
(-) Increased vessel charter and fuel
costs for shipping companies due to
slow service.
4 Etika Bisnis 205-1, 205-2, Dampak terhadap Bisnis • Kode Etik Bisnis
Business Ethics 205-3, 206-1 (+) Meningkatkan kepercayaan investor. • Kebijakan Gratifikasi, Antikorupsi, dan
(+) Menciptakan lingkungan kerja yang Antisuap.
sehat. • Whistleblowing system.
(-) Risiko penghentian dana dan
penurunan kepercayaan publik. • Code of Business Ethics
• Gratuity, Anti-Corruption, and Anti-
Dampak terhadap Pemangku Bribery Policy
Kepentingan • Whistleblowing System
(+) Terciptanya persaingan usaha yang
sehat dan transparan.
(-) Ketidakpastian biaya logistik
akibat praktik pungli berpotensi
meningkatkan biaya logistik bagi
pelanggan.
Impact on Business
(+) Boosts investor confidence.
(+) Creates a healthy work environment.
(-) Risk of funding withdrawal and a
decline in public trust.
Impact on Stakeholders
(+) Fosters healthy and transparent
business competition.
(-) Uncertainty regarding logistics costs
due to extortion practices could
potentially increase logistics costs for
customers.
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No Topik Material Indikator GRI Dampak Mitigasi dan Pengelolaan Dampak
Material Topics GRI Indicators Impacts Mitigation and Impact Management
5 Emisi dan 302-1, 302-2, Dampak terhadap Bisnis • Program efisiensi energi dan
Energi 302-3, 302-4, (+) Mengurangi ketergantungan pada penurunan emisi GRK.
Emission and 305-1, 305-2, fluktuasi harga energi fosil dan • Peta jalan dekarbonisasi.
Energy 305-3, 305-4, penurunan emisi GRK perusahaan. • Pemantauan kualitas udara.
305-5, 305-6, (-) Biaya investasi awal (CapEx) tinggi.
305-7 • Energy efficiency and GHG emissions
Dampak terhadap Pemangku reduction programs.
Kepentingan • Decarbonization roadmap.
(+) Peningkatan kualitas udara di sekitar • Air quality monitoring.
pelabuhan.
(-) Peningkatan beban yang signifikan
pada infrastruktur listrik lokal dapat
memengaruhi stabilitas pasokan listrik
daerah.
Impact on Business
(+) Reduces reliance on fluctuations
in fossil fuel prices and lowers the
company’s GHG emissions.
(-) High initial investment costs (CapEx).
Impact on Stakeholders
(+) Improved air quality around the port.
(-) A significant increase in the load on
local electrical infrastructure could
affect the stability of the regional
power supply.
6 Mitigasi dan 201-2 Dampak terhadap Bisnis • Penerapan green port dan
Adaptasi (+) Menekan biaya operasional dan electrification.
Perubahan Iklim meningkatkan efisiensi operasional. • Penilaian risiko fisik terkait iklim pada
Climate Change (+) Membangun keyakinan dan lokasi operasional.
Mitigation kepercayaan pemangku kepentingan.
and Adaptation (-) Biaya investasi awal (CapEx) tinggi. • Implementation of green ports and
electrification.
Dampak terhadap Pemangku • Assessment of climate-related
Kepentingan physical risks at operational sites.
(+) Peningkatan kualitas lingkungan
melalui program inovasi pelabuhan
ramah lingkungan (green port).
(-) Peningkatan risiko bencana akibat
perubahan iklim.
Impact on Business
(+) Reduces operational costs and
improves operational efficiency.
(+) Builds stakeholder confidence and
trust.
(-) High initial investment costs (CapEx).
Impact on Stakeholders
(+) Improved environmental quality
through green port innovation
programs.
(-) Increased risk of disasters due to
climate change.
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No Topik Material Indikator GRI Dampak Mitigasi dan Pengelolaan Dampak
Material Topics GRI Indicators Impacts Mitigation and Impact Management
7 Hak Asasi 406-1, 408-1, Dampak terhadap Bisnis • Memiliki PKB dan serikat pekerja.
Manusia 409-1 (+) Lingkungan kerja yang sehat dan • Penetapan usia minimum bekerja
Human Rights menjunjung tinggi HAM. dan pengaturan jam kerja.
(-) Penerapan yang tidak konsisten • Kriteria LST dalam seleksi pemasok.
berpotensi meningkatkan kasus HAM.
• Having a collective bargaining
Dampak terhadap Pemangku agreement and a labor union.
Kepentingan • Establishing a minimum working age
(+) Terjaminnya hak-hak dasar, and regulating working hours.
kebebasan berserikat, serta • LST criteria in supplier selection.
lingkungan kerja yang bebas dari
pelecehan dan diskriminasi.
(-) Risiko terjadinya ketidakadilan jam
kerja pada operasional 24 jam.
Impact on Business
(+) A healthy work environment that
upholds human rights.
(-) Inconsistent implementation could
potentially lead to an increase in
human rights violations.
Impact on Stakeholders
(+) Guaranteed basic rights, freedom of
association, and a work environment
free from harassment and
discrimination.
(-) Risk of unfair working hours in 24-hour
operations.
8 Masyarakat 413-1, 413-2, Dampak terhadap Bisnis • Pemetaan sosial.
Lokal 203-1, 203-2 (+) Mengurangi risiko konflik sosial. • Forum Group Discussion.
Local (+) Meningkatkan reputasi dan citra • Pelibatan pemangku kepentingan.
Communities perusahaan. • Program pengembangan
(-) Risiko ketidaktepatan program. masyarakat.
Dampak terhadap Pemangku • Social mapping.
Kepentingan • Focus group discussion.
(+) Peningkatan kesejahteraan • Stakeholder engagement.
masyarakat. • Community development programs.
(-) Ketergantungan terhadap bantuan
perusahaan.
Impact on Stakeholders
(+) Reduces the risk of social conflict.
(+) Enhances the company’s reputation
and image.
(-) Risk of program ineffectiveness.
Impact on Stakeholders
(+) Improved community well-being.
(-) Dependence on corporate assistance.
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No Topik Material Indikator GRI Dampak Mitigasi dan Pengelolaan Dampak
Material Topics GRI Indicators Impacts Mitigation and Impact Management
9 Air dan Air 303-1, 303-2, Dampak terhadap Bisnis • Pemanfaatan teknologi SWRO.
Limbah (Efluen) 303-3, 303-4, (-) Risiko kerugian finansial karena • Penggunaan air daur ulang.
Water and 303-5 ketidakpatuhan terhadap peraturan. • Pemantauan kualitas air limbah.
Wastewater
(Effluent) Dampak terhadap Pemangku • Use of SWRO technology.
Kepentingan • Use of recycled water.
(+) Meningkatkan kualitas hidup • Monitoring of wastewater quality.
masyarakat.
(-) Potensi dampak kesehatan akibat
paparan polutan.
Impact on Business
(-) Risk of financial loss due to non-
compliance with regulations.
Impact on Stakeholders
(+) Improving the quality of life for the
community.
(-) Potential health impacts resulting from
exposure to pollutants.
10 Rantai Pasok 204-1, 308-1, Dampak terhadap Bisnis • Kebijakan Pengadaan Hijau.
Supply Chain 308-2, 414-1, (+) Integrasi sistem rantai pasok digital • Memprioritaskan pemasok lokal yang
414-2 meningkatkan upaya mitigasi terhadap berdomisili di Indonesia.
gangguan logistik.
(-) Penurunan kualitas infrastruktur • Green Procurement Policy.
pelabuhan. • Prioritizing local suppliers based in
Indonesia.
Dampak terhadap Pemangku
Kepentingan
(+) Efisiensi rantai pasok berdampak pada
kecepatan layanan bongkar muat.
(-) Peningkatan polusi suara dan debu
akibat aktivitas rantai pasok yang
intensif.
Impact on Business
(+) The integration of digital supply chain
systems enhances efforts to mitigate
logistics disruptions.
(-) Deterioration of port infrastructure
quality.
Impact on Stakeholders
(+) Supply chain efficiency impacts the
speed of loading and unloading
services.
(-) Increased noise and dust pollution
due to intensive supply chain activities.
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Perubahan Topik Material dari Tahun 2024 Changes in Material Topics from 2024
Berdasarkan hasil penilaian materialitas, Pelindo Based on the outcomes of the materiality assessment,
melakukan pembaruan melalui penambahan topik baru Pelindo updated through the introduction of new topics
serta penyempurnaan terminologi pada sejumlah topik and the refinement of terminology across several material
material. Penambahan topik meliputi Ketenagakerjaan, topics. The newly introduced topics include Employment,
Etika Bisnis, Hak Asasi Manusia, Keanekaragaman Business Ethics, Human Rights, Biodiversity, and Climate
Hayati, serta Mitigasi dan Adaptasi Perubahan Iklim. Change Mitigation and Adaptation.
Pada topik Masyarakat Lokal, cakupan diperluas dengan For the Local Communities topic, the scope was
menekankan pelibatan masyarakat yang terdampak expanded to emphasize engagement with communities
aktivitas operasional, yang sebelumnya dikategorikan affected by operational activities, which had previously
sebagai Dampak Ekonomi Tidak Langsung. Selain itu, been categorized under Indirect Economic Impacts.
topik Emisi dan Energi digabungkan menjadi satu topik In addition, the Emissions and Energy topics were
terpadu, sementara topik Rantai Pasok mengalami consolidated into a single integrated topic, while
penyesuaian terminologi dari sebelumnya Praktik the Supply Chain topic underwent a terminology
Pengadaan atau Manajemen Rantai Pasok. Pembaruan refinement from Procurement Practices or Supply Chain
ini mencerminkan penyelarasan fokus keberlanjutan Management. These updates reflect the alignment of
dengan dinamika operasional dan ekspektasi pemangku sustainability priorities with operational dynamics and
kepentingan. stakeholder expectations.
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STRATEGI KEBERLANJUTAN
Sustainability Strategy [SEOJK A.1] [GRI 2-24]
Pelindo menempatkan keseimbangan aspek ekonomi Pelindo places a balanced integration of economic,
dan lingkungan, sosial, dan tata kelola (LST) sebagai environmental, social, and governance (ESG) aspects
dasar dalam menciptakan dampak positif jangka at the core of its efforts to create long-term value. This
panjang. Pendekatan ini diterjemahkan ke dalam approach is reflected in a range of strategic initiatives,
berbagai inisiatif strategis, mulai dari transformasi including the transformation of ports to meet global
pelabuhan berstandar global, penguatan ekosistem standards, the strengthening of the national logistics
logistik nasional, peningkatan efisiensi rantai pasok ecosystem, the improvement of maritime supply chain
maritim, hingga optimalisasi nilai perusahaan secara efficiency, and the overall optimization of corporate value.
menyeluruh.
Agar pelaksanaan inisiatif berjalan efektif, Pelindo To ensure the effective implementation of these
merumuskan langkah-langkah yang terukur serta initiatives, Pelindo formulated measurable actions and
menetapkan target ESG Milestone hingga tahun 2029. defined ESG milestones through 2029. These targets
Perumusan ini didukung oleh benchmarking terhadap were formulated through benchmarking against global
praktik keberlanjutan global, sekaligus identifikasi sustainability practices, alongside the identification
potensi pengembangan inisiatif di setiap pelabuhan of potential initiatives across ports in line with their
sesuai karakteristik operasional masing-masing. respective operational characteristics.
Dalam kerangka tersebut, strategi iklim menjadi bagian Within this framework, the climate strategy forms a key
penting dari arah keberlanjutan Pelindo. Fokus utama component of Pelindo’s sustainability direction. The
diarahkan pada peningkatan standar operasional untuk primary focus is on enhancing operational standards to
meminimalkan dampak lingkungan. Melalui penerapan minimize environmental impact. Through the adoption
praktik terbaik di industri kepelabuhanan, Pelindo of best practices in the port industry, Pelindo has
mampu meningkatkan efisiensi waktu operasional improved the efficiency of cargo-handling equipment
peralatan bongkar muat, waktu tunggu, dan waktu operations, reduced waiting times, and optimized overall
operasional di pelabuhan. Peningkatan efisiensi ini port operational time. These efficiency improvements
berkontribusi pada penurunan emisi gas rumah kaca contribute to reduce greenhouse gas (GHG) emissions
(GRK) serta memperkuat upaya transisi menuju and support the transition toward more environmentally
pelabuhan yang ramah lingkungan. friendly ports.
Sebagai landasan implementasi, Pelindo mengesahkan As a foundation for implementation, Pelindo has
Peta Jalan LST yang berfungsi sebagai panduan established an ESG Roadmap that serves as a
pengelolaan kinerja perusahaan secara berkelanjutan. guideline for managing the Company’s performance
Kerangka kerja ini telah disosialisasikan kepada in a sustainable manner. This framework has
pemangku kepentingan internal dan eksternal untuk been communicated to both internal and external
mendorong kolaborasi yang lebih solid dan terarah. stakeholders to foster stronger and more coordinated
collaboration.
Guna mendukung implementasi Peta Jalan LST, Pelindo To support the implementation of the ESG Roadmap,
mengembangkan empat pilar strategis yang dirancang Pelindo has developed four strategic pillars designed
untuk menjaga keberlangsungan bisnis sekaligus to sustain business continuity while advancing the
mendukung pencapaian visi dan misi Perseroan. Pilar- Company’s vision and mission. These pillars are
pilar tersebut ditopang oleh pendukung utama (key supported by key enablers that help ensure effective
enablers) yang berperan dalam memastikan strategi strategy execution and strengthen the Company’s
berjalan efektif serta memperkokoh fondasi Perseroan. overall foundation. Together, these elements serve as an
Selanjutnya, seluruh elemen tersebut dijadikan pedoman integrated and continuous guide for achieving long-term
utama yang berkesinambungan dalam mencapai tujuan objectives in a structured manner.
jangka panjang secara terstruktur.
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Peta Jalan LST
ESG Roadmap
Visi | Vision
Menjadi Pemimpin Ekosistem Maritim
Terintegrasi dan Berkelas Dunia
To Become a Leading, Integrated, and World-
Class Maritime Ecosystem Leader
Level Strategis
Strategic Level
Misi | Mission
Mewujudkan Jaringan Ekosistem Maritim Nasional Melalui Peningkatan Konektivitas Jaringan
dan Integrasi Pelayanan Guna Mendukung Pertumbuhan Ekonomi Indonesia
To Establish a National Maritime Ecosystem Network by Enhancing Network Connectivity and
Service Integration to Support Indonesia’s Economic Growth
Tujuan Keberlanjutan | Sustainability Goals
Menyeimbangkan Keberlanjutan dan Keunggulan Operasional dengan Implementasi ESG
untuk mendukung Ekosistem Maritim Nasional
Balancing Sustainability and Operational Excellence through ESG Implementation to Support
the National Maritime Ecosystem
Lingkungan Sosial Tata Kelola
Environment Social Governance
Pemberdayaan Sumber Daya Manusia
untuk Operasional yang Berkelanjutan
Empowering Human Resources for
Fokus Keberlanjutan
Sustainability Focus
Sustainable Operations
Mendorong Transisi Emisi Nol Bersih Menegakkan Standar Etika untuk
(NZE) untuk Masa Depan Berkelanjutan Integritas Berkelanjutan
Promoting a Net Zero Emissions (NZE) Menggalakkan Kesehatan dan Upholding Ethical Standards for
Transition for a Sustainable Future Keselamatan Kerja untuk Produktivitas Sustainable Integrity
yang Lebih Baik
Promoting Occupational Health and
Safety for Improved Productivity
Menegakkan Hak Asasi Manusia untuk
Operasi yang Adil dan Berkelanjutan
Upholding Human Rights for Fair and
Melestarikan Ekosistem Alam melalui Sustainable Operations Mencapai Keunggulan melalui
Konservasi Aktif Standardisasi dan Digitalisasi
Preserving Natural Ecosystems through Membangun Hubungan Komunitas yang Achieving Excellence through
Active Conservation Kuat untuk Keberlanjutan Bersama Standardization and Digitalization
Building Strong Community Relationships
for Shared Sustainability
Transformasi Bisnis Pelindo Standar dan Kepatuhan atas Peraturan Inovasi dan Kolaborasi
Pendukung
Pelindo Business Transformation Standards and Regulatory Compliance Innovation and Collaboration
Enablers
» Transformasi Metode/Proses Kerja » Standardisasi Sistem dan Proses Kerja
» Transformasi Budaya Kerja » Standardization of Systems and Work
» Transformation of Work Methods/ Processes
Processes
» Transformation of Work Culture
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Pilar I Pillar I
Transformasi Pelabuhan Kelas Dunia World-Class Port Transformation
Pilar strategi pertama diarahkan untuk memperkuat The first strategic pillar is aimed at strengthening Pelindo’s
kapabilitas Pelindo sebagai penyedia jasa capabilities as an international-standard port service
kepelabuhanan berstandar internasional. Fokus utama provider. The main focus of this pillar is to enhance
pilar ini adalah peningkatan efisiensi kinerja operasional operational efficiency and improve the quality of port
dan kualitas pelayanan pelabuhan melalui pemanfaatan services throh the utilization of digital technologies. These
teknologi digital. Upaya tersebut dilakukan dengan efforts are carried out by prioritizing a customer-oriented
mengedepankan pendekatan yang berorientasi pada approach. In line with improving operational performance,
kebutuhan pelanggan. Sejalan dengan peningkatan Pelindo has also begun developing sustainable ports as
kinerja operasional, Pelindo juga mulai mengembangkan part of its efforts to promote environmentally responsible
pelabuhan berkelanjutan (sustainable ports) sebagai and sustainable operations. Going forward, this pillar will
bagian dari upaya mendorong aktivitas operasional serve as a foundation for Pelindo’s regional expansion
yang ramah lingkungan dan bertanggung jawab. Ke across Southeast Asia, with the objective of broadening
depan, pilar ini menjadi fondasi dalam mempersiapkan its service reach while strengthening the Company’s
ekspansi regional Pelindo di kawasan Asia Tenggara, position in the global market.
dengan tujuan memperluas jangkauan layanan sekaligus
memperkuat posisi perusahaan di pasar global.
Pilar II Pillar II
Penguatan Ekosistem Logistik Logistics Ecosystem Strengthening
Pilar strategi kedua berfokus pada pembangunan The second strategic pillar focuses on building strategic
kemitraan strategis dengan pelaku ekosistem logistik partnerships with stakeholders across the maritime and
laut dan darat guna mendukung upaya optimalisasi biaya land logistics ecosystem to support efforts in optimizing
logistik nasional. Kemitraan dengan kawasan industri national logistics costs. Partnerships with industrial
dan pusat logistik menjadi elemen penting dalam estates and logistics hubs play a key role in strengthening
memperkuat konektivitas dengan wilayah pedalaman connectivity with hinterland areas. Through these
(hinterland). Melalui kemitraan ini, Pelindo dapat collaborations, Pelindo is able to facilitate the provision of
mempermudah penyediaan layanan logistik end-to- end-to-end logistics services for industry players. Close
end bagi pelaku industri. Hubungan yang erat dengan relationships with businesses located around the ports
pelaku usaha yang berlokasi di sekitar pelabuhan also contribute to improving the speed and convenience
juga berkontribusi pada peningkatan kecepatan dan of services for customers.
kenyamanan layanan bagi pelanggan.
Di sisi lain, kerja sama dengan pelaku logistik darat On the other hand, collaboration with land logistics
memiliki peran strategis dalam mendukung kelancaran providers plays a strategic role in supporting the smooth
distribusi barang dari pelabuhan ke konsumen akhir. distribution of goods from ports to end customers.
Kemitraan ini berpotensi meningkatkan kinerja These partnerships have the potential to enhance port
operasional pelabuhan melalui perbaikan aliran operational performance through improved cargo
barang (throughput). Selain angkutan truk, dukungan throughput. In addition to truck transportation, rail
transportasi kereta api turut dikembangkan sebagai transport is also being developed as a land transportation
moda transportasi darat untuk mempercepat proses mode to accelerate the distribution of goods to their final
distribusi barang ke tujuan akhir. destinations.
Pilar III Pillar III
Efisiensi Supply Chain Maritim Maritime Supply Chain Efficiency
Pilar strategi ketiga bertujuan untuk meningkatkan The third strategic pillar aims to enhance the efficiency
efisiensi rantai pasok maritim di Indonesia melalui of Indonesia’s maritime supply chain by expanding and
perluasan dan penguatan jaringan pelabuhan di strengthening the port network across the archipelago.
seluruh Nusantara. Meskipun berperan sebagai tulang While serves as the backbone of the national port
punggung sistem kepelabuhanan nasional, Pelindo system, Pelindo manages only a portion of the total ports
hanya mengelola sebagian dari total pelabuhan yang operating in the country. Therefore, efforts to improve
ada. Oleh karena itu, upaya-upaya pengembangan inter-port connectivity through collaboration with ports
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konektivitas antarpelabuhan melalui kolaborasi managed by private and government entities remain
dengan pelabuhan yang dikelola pihak swasta maupun important to pursue. This pillar also focuses on integrating
pemerintah penting untuk didorong. Pilar ini juga port networks with transportation modes and supporting
berfokus pada integrasi antara jaringan pelabuhan, areas, such as industrial estates and logistics hubs. The
moda transportasi, dan kawasan pendukung, seperti integration is intended to establish a more connected,
kawasan industri atau logistik. Integrasi tersebut reliable, and efficient logistics system.
ditujukan untuk membentuk sistem logistik yang lebih
terhubung, andal, dan efisien.
Pilar IV Pillar IV
Peningkatan Nilai Perusahaan Corporate Value Optimization
Pilar strategi keempat diarahkan untuk meningkatkan The fourth strategic pillar is aimed at enhancing corporate
nilai perusahaan melalui penguatan struktur keuangan value through the strengthening of a sound and well-
yang sehat dan terkelola dengan baik. Fokus pilar managed financial structure. The focus of this pillar
ini mencakup optimalisasi pengelolaan aset serta includes optimizing asset management and pursuing
pengembangan bisnis secara vertikal dan horizontal. both vertical and horizontal business development.
Seluruh upaya tersebut didorong oleh peningkatan These efforts are supported by strengthening capabilities
kapabilitas dan kompetensi inti guna meningkatkan and core competencies to drive sustainable growth while
pertumbuhan yang berkelanjutan sekaligus memperkuat reinforcing the company’s competitiveness.
daya saing perusahaan.
Enablers Enablers
Seluruh pilar strategis Pelindo ditopang oleh sejumlah All of Pelindo’s strategic pillars are supported by several
enabler yang diimplementasikan secara terintegrasi enablers that are implemented in an integrated manner
untuk memastikan pencapaian strategi Pelindo. to ensure the effective execution of Pelindo’s strategy.
Enabler tersebut mencakup berbagai subpilar yang These enablers consist of various sub-pillars that help
berperan menjaga keberlanjutan dan kelancaran bisnis sustain and support the continuity of core business
utama, antara lain pengembangan organisasi guna operations, including organizational development to
meningkatkan efisiensi operasional, penguatan inovasi, improve operational efficiency, the strengthening of
serta peningkatan kapabilitas dan kualitas sumber daya innovation, and the enhancement of human capital
manusia. Sejalan dengan hal tersebut, Perseroan juga capabilities and quality. In line with this, the Company
memfokuskan perhatian pada penguatan pemanfaatan also places strong emphasis on strengthening the
teknologi dan sistem informasi. Upaya ini dilakukan utilization of technology and information systems.
melalui pengembangan integrasi sistem perusahaan, This effort is carried out through the development of
baik untuk fungsi operasional maupun nonoperasional, integrated corporate systems for both operational and
sekaligus memperkuat keterhubungan dengan sistem non-operational functions, while also strengthening
eksternal dan para pemangku kepentingan, termasuk connectivity with external systems and stakeholders,
ekosistem logistik nasional (National Logistics including the National Logistics Ecosystem (NLE).
Ecosystem/NLE).
Selain Peta Jalan LST, Pelindo menerapkan Sistem In addition to the ESG Roadmap, Pelindo consistently
Manajemen Terpadu (SMT) secara konsisten melalui implements an Integrated Management System (IMS)
pengelolaan dan pengendalian implementasi yang through structured management and control of its
terstruktur. Komitmen ini ditujukan untuk mencapai implementation. This commitment is aimed at achieving
sasaran peningkatan yang berkelanjutan pada berbagai continuous improvement across various aspects,
aspek, meliputi kinerja mutu, keselamatan dan kesehatan including quality performance, occupational health and
kerja, lingkungan, keamanan pelabuhan, antipenyuapan, safety, environmental management, port security, anti-
layanan teknologi informasi, keamanan teknologi bribery, information technology services, information
informasi, keberlangsungan bisnis, dan energi. [SEOJK F.1] security, business continuity, and energy. [SEOJK F.1]
Seluruh upaya tersebut dilaksanakan secara terpadu All of these efforts are implemented in an integrated
melalui berbagai langkah, di antaranya: manner through various measures, including:
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1 Mematuhi peraturan perundang-undangan dan persyaratan
lainnya, kode etik, tata nilai dan budaya Perseroan, tata kelola
perusahaan yang baik (good corporate governance/GCG),
8Mengamankan aset Perseroan termasuk keamanan kapal
dan fasilitas pelabuhan dengan menerapkan pengamanan
berbasis teknologi informasi.
dan manajemen risiko dalam menjalankan proses bisnis di Safeguarding the Company’s assets, including vessel
lingkungan Perseroan. and port facility security, through the implementation of
Complying with applicable laws and regulations and other information technology-based security systems.
requirements, as well as the Company’s code of ethics,
values and culture, good corporate governance (GCG), and
risk management in conducting business processes within
the Company.
9Meningkatkan pengendalian dan pengawasan terhadap
potensi terjadinya penyimpangan, kecurangan, dan
2
penipuan di lingkungan Perseroan.
Menjamin kepuasan pelanggan melalui pelayanan prima Strengthening control and supervision over potential
dan peningkatan berkelanjutan guna memenuhi harapan irregularities, fraud, and misconduct within the Company.
pelanggan.
10
Ensuring customer satisfaction through excellent service and
continuous improvement to meet customer expectations. Menjamin keberlangsungan usaha dengan menerapkan
Business Continuity Plan dan Disaster Recovery Plan.
3
Ensuring business continuity by implementing a Business
Memberikan manfaat bagi pembangunan ekonomi, sosial, Continuity Plan and Disaster Recovery Plan.
dan lingkungan masyarakat di sekitar pelabuhan melalui
11
program Tanggung Jawab Sosial dan Lingkungan (TJSL).
Providing benefits to the economic, social, and environmental Mengoptimalkan penggunaan teknologi informasi (TI)
development of communities surrounding the ports through berbasis green dan smart port dengan tata kelola dan
the Corporate Social Responsibility (CSR) program. layanan TI yang efektif.
Optimizing the use of information technology (IT) based
4
on green and smart port concepts through effective IT
Mencegah terjadinya kecelakaan kerja, penyakit akibat governance and services.
hubungan kerja, dan kebakaran dengan pengendalian risiko
12
dan penerapan budaya K3 menuju tercapainya kondisi zero
fatality. Menumbuhkan kesadaran kerja yang mengutamakan mutu,
Preventing work accidents, work-related illnesses, and fires pelayanan, K3, keamanan, antipenyuapan, lingkungan,
through risk control and the implementation of an OHS culture keberlangsungan usaha, dan pengamanan energi guna
aimed at achieving a zero-fatality condition. mendukung pengembangan bisnis Perseroan yang
berkelanjutan.
5
Promoting a work culture that prioritizes quality, service
Melarang keras tindakan membeli, menjual, memiliki, dan excellence, OHS, security, anti-bribery practices,
mengonsumsi alkohol serta narkoba di lingkungan kerja environmental, business continuity, and energy security to
Perseroan dan menerapkan kebijakan pencegahan dan support the Company’s sustainable business development.
13
pengendalian HIV-AIDS di lingkungan Perseroan.
Strictly prohibiting the purchase, sale, possession, and
consumption of alcohol and narcotics within the Company’s Melibatkan seluruh Insan Perseroan dan pihak terkait untuk
work environment and implementing policies for the aktif mengikuti kebijakan dan pedoman yang ditetapkan oleh
prevention and control of HIV/AIDS within the Company. Perseroan.
Engaging all employees and relevant stakeholders to actively
6
comply with the policies and guidelines established by the
Company.
Mendukung pelestarian lingkungan keanekaragaman hayati
14
dan mencegah terjadinya pencemaran melalui pengelolaan
dampak lingkungan dan pemanfaatan sumber daya energi Menyediakan sumber daya dan informasi yang memadai
ramah lingkungan serta rantai pasok. dalam penerapan, evaluasi, serta peningkatan SMT.
Supporting environmental and biodiversity and preventing Providing adequate resources and information for the
pollution through the management of environmental impacts implementation, evaluation, and improvement of the IMS.
and the use of environmentally friendly energy resources
15
and supply chains.
7
Menetapkan, memelihara, mengevaluasi, dan
mengembangkan SMT yang efektif guna mencapai kinerja
Mewujudkan lingkungan bisnis yang aman melalui sistem
optimal.
keamanan secara efektif dan efisien serta peningkatan
Establishing, maintaining, evaluating, and continuously
kualitas pelayanan jasa.
developing an effective IMS to achieve optimal performance.
Establishing a secure business environment through effective
and efficient security systems while enhancing the quality of
service delivery.
36 Sustainability Report 2025
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Page 37
SMT berlaku bagi seluruh karyawan, mitra, vendor, The IMS applies to all employees, partners, vendors, and
serta pemangku kepentingan lainnya yang berada di other stakeholders within the Company’s operational
wilayah operasional. Sistem ini telah disosialisasikan areas. The system has been communicated to 100% of
kepada seluruh karyawan (100%) yang bertugas di employees assigned to operational locations, as well as
lokasi operasional, serta kepada pihak-pihak terkait to other relevant parties. The IMS has been socialized
lainnya. Sosialisasi SMT dilakukan melalui penyampaian through the dissemination of policies displayed openly in
kebijakan yang dipasang secara terbuka di setiap ruang employee workspaces and service areas. This approach
kerja karyawan dan area layanan. Dengan demikian, ensures that the provisions of the IMS are accessible and
ketentuan dalam SMT dapat diakses dan dipahami oleh understood by all employees, as well as by visitors to the
seluruh karyawan, sekaligus tamu yang berkunjung ke Company’s work environment.
lingkungan kerja Perseroan.
Kegiatan Membangun Budaya Activities to Foster a Sustainability
Keberlanjutan [SEOJK F.1] Culture [SEOJK F.1]
Keberlanjutan tidak lagi sekadar agenda strategis, Sustainability is no longer merely a strategic agenda but
melainkan menjadi bagian dari identitas dan cara kerja has become part of the Company’s identity and way of
Perseroan. Melalui berbagai inisiatif internal, Perseroan working. Through various internal initiatives, the Company
membangun budaya keberlanjutan yang hidup dengan fosters a living sustainability culture by encouraging
mendorong setiap karyawan untuk memahami perannya every employee to understand their role in creating
dalam menciptakan dampak positif bagi lingkungan dan positive impacts for the environment and community.
masyarakat. Upaya ini diwujudkan melalui kampanye These efforts are realized through internal campaigns,
internal, sharing session, dan integrasi nilai-nilai LST sharing sessions, and the integration of ESG values
dalam aktivitas sehari-hari, sehingga keberlanjutan into daily activities, ensuring that sustainability extends
tidak berhenti pada tataran kebijakan, tetapi tumbuh beyond policy and develops into a shared practice and
sebagai kebiasaan dan komitmen bersama di seluruh lini commitment across all levels of the organization.
organisasi.
Kampanye Internal
Internal Campaign
Mari Beralih ke Kebiasaan Mencegah Banjir dan Melindungi
Ramah Lingkungan Bumi Dimulai dari Aksi Bersama
Let’s Adopt Environmentally Preventing Floods and Protecting the
Friendly Habits Earth Starts with Collective Action
1. Gunakan tas belanja yang dapat dipakai berulang kali 1. Jaga kebersihan lingkungan untuk cegah penyakit saat
untuk mengurangi penggunaan tas sekali pakai. musim hujan.
2. Kurangi pemakaian sedotan plastik dengan memilih 2. Bersihkan selokan dan saluran air di lingkungan sekitar.
alternatif yang ramah lingkungan atau membawa 3. Kelola sampah dengan benar, pilah, daur ulang, dan
sedotan pribadi. komposkan.
3. Membawa botol minum pribadi dapat mengurangi 4. Buat lubang biopori dan tanam pohon untuk serapan air.
penggunaan botol plastik sekali pakai dan mendukung 5. Stop buang sampah sembarangan.
gaya hidup yang berkelanjutan.
4. Membawa kotak makan pribadi untuk mengurangi
sampah kemasan makanan sekali pakai. 1. Maintain environmental cleanliness to help prevent
disease during the rainy season.
1. Use reusable shopping bags to reduce the use of single- 2. Clean drains and water channels in the surrounding
use plastic bags. area.
2. Reduce the use of plastic straws by choosing 3. Manage waste responsibly by separating, recycling, and
environmentally friendly alternatives or bringing your composting.
own straw. 4. Create biopore holes and plant trees to improve water
3. Bring a personal reusable water bottle to reduce single- absorption.
use plastic bottles and support a more sustainable 5. Stop littering.
lifestyle.
4. Bring your own lunch box to minimize single-use food
packaging waste.
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Accelerating Sustainable Port and Maritime
Connectivity Across the Value Chain
Hindari Rokok dan Membuang Ketangguhan Operasional Dimulai
Puntung Sembarangan dari Kewaspadaan Dini
Avoid Cigarettes and Discard Operational Resilience Begins with Early
Cigarette Butts Carelessly Vigilance
Puntung rokok yang dibuang sembarang pada hari ini baru 1. Zona Kantor: fokus pada aset dan data digital.
dapat terurai pada tahun 2035 2. Zona Lapangan: fokus pada operasional dan lingkungan.
A cigarette butt discarded carelessly today may only fully 3. Zona Keluarga: fokus pada pantauan cuaca dan rumah.
decompose by 2035
1. Office Zone: focus on assets and digital data.
2. Field Zone: focus on operational and the environment.
3. Family Zone: focus on monitoring weather and
household.
Selain itu, Perseroan juga menyelenggarakan sharing In addition, the Company organized sharing sessions
session bersama jajaran manajemen untuk memperkuat with management to strengthen strategic alignment,
strategi, membangun inspirasi kepemimpinan, serta foster leadership inspiration, and promote a culture of
mendorong budaya kinerja berkelanjutan. Berbagai sustainable performance. Various strategic topics were
topik strategis dibahas, antara lain “Human Energy as discussed, including “Human Energy as the Engine of
The Engine of Business Growth”, “Begin with Ambition, Business Growth,” “Begin with Ambition, Strengthen
Strengthen through Collaboration”, “Transforming through Collaboration,” and “Transforming Ideas
Ideas to Impact”, dan lain sebagainya. Dalam agenda into Impact,” and others. During these sessions, the
tersebut, Perseroan juga menghimbau karyawan untuk Company also encouraged employees to bring reusable
membawa botol minum pribadi sebagai langkah konkret water bottles as a practical step to reduce single-use
dalam mengurangi penggunaan plastik sekali pakai dan plastic consumption and raise awareness of sustainable
menumbuhkan kesadaran akan praktik keberlanjutan. practices.
Dukungan terhadap Tujuan Support for the Sustainable
Pembangunan Berkelanjutan [GRI 2-22] Development Goals [GRI 2-22]
Pelindo berkomitmen untuk mendukung pencapaian Pelindo is committed to supporting the achievement
Tujuan Pembangunan Berkelanjutan (Sustainable of the Sustainable Development Goals (SDGs) as an
Development Goals/SDGs) sebagai bagian integral integral part of its corporate sustainability strategy. This
dari strategi keberlanjutan perusahaan. Komitmen ini commitment is reflected in the integration of sustainable
diwujudkan melalui integrasi prinsip pembangunan development principles into operational activities,
berkelanjutan ke dalam kegiatan operasional, business decision-making, and the management of
pengambilan keputusan bisnis, serta pengelolaan ESG impacts. Through its strategic role in the port and
dampak LST. Melalui peran strategisnya dalam logistics sector, Pelindo seeks to contribute meaningfully
sektor kepelabuhanan dan logistik, Pelindo berupaya to the achievement of the SDGs.
memberikan kontribusi nyata terhadap pencapaian
SDGs.
38 Sustainability Report 2025
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Indikator SDG Dukungan Pelindo
SDG
SDGs Indicator Support from Pelindo
1.4.1 Proporsi penduduk/rumah tangga dengan akses terhadap Program Tanggung Jawab Sosial Lingkungan
pelayanan dasar. (TJSL) Pilar Sosial (hlm. 150-151)
Proportion of population living in households with access to basic Social and Environmental Responsibility
services. Program – Social Pillar (page 150-151)
2.2.1 Program Tanggung Jawab Sosial Lingkungan
Prevalensi stunting pada anak di bawah lima tahun/balita. (TJSL) Pilar Sosial (hlm. 150-151)
Prevalence of stunting amoing children under 5 years of age. Social and Environmental Responsibility
Program – Social Pillar (page 150-151)
5.5.2 Keberagaman Gender Direksi (hlm. 61)
Proporsi perempuan yang berada di posisi managerial. Diversity of Board of Directors (page 61)
Proportion of women in managerial positions.
6.3.1 Total Pembuangan Air (hlm. 185)
Proporsi limbah cair yang diolah secara aman. Total Water Disposal (page 185)
Proportion of wastewater flows safely treated.
7.2.1 • Total Konsumsi Energi Terbarukan (hlm.
Bauran energi terbarukan. 174)
Renewable energy. • Intensitas Konsumsi Energi (hlm. 174)
• Total Renewable Energy Consumption
7.3.1 (page 174)
Intensitas energi primer. • Energy Consumption Intensity (page 174)
Primary energy intensity.
8.8.2 Hak Asasi Manusia (hlm. 143-144)
Peningkatan kepatuhan atas hak-hak pekerja (kebebasan berserikat Human Rights (page 143-144)
dan perundingan kolektif) berdasarkan sumber tekstual ILO dan
peraturan perundang-undangan negara terkait.
Level of compliance with labour rights (freedom of association and
collective bargaining) based on International Labour Organization
(ILO) textual sources and national legislation.
9.1.2 Data Operasional (hlm. 53)
Jumlah penumpang dan volume pengangkutan, menurut jenis Operational Datas (page 53)
transportasi.
Passenger and freight volumes, by mode of transport.
12.5.1 Timbulan Limbah (hlm. 187)
Tingkat daur ulang Nasional, ton bahan daur ulang. Waste Generated (page 187)
National recycling rate, tons of material recycled.
13.2.2 • Emisi GRK Cakupan 1 dan 2 (hlm. 178)
Total emisi gas rumah kaca per tahun. • Emisi GRK Cakupan 3 (hlm. 179)
Total greenhouse gas emissions per year. • GHG Emission Scope 1 and 2 (page 178)
• GHG Emission Scope 3 (page 179)
14.5.1 Inisiatif Keanekaragaman Hayati (hlm. 189-193)
Jumlah luas kawasan konservasi perairan. Biodiversity Initiatives (page 189-193)
Total area of marine conservation areas.
16.6.2 • Survei Kepuasan Pelanggan (hlm. 164-
Proporsi penduduk yang puas terhadap pengalaman terakhir atas 167)
layanan publik. • Hak Asasi Manusia (hlm. 143-144)
Proportion of population satisfied with their last experience of public • Custoemr Satisfaction Survey (page 164-
services. 167)
• Human Rights (page 143-144)
16.b.1
Proporsi penduduk yang melaporkan mengalami diskriminasi
dan pelecehan dalam 12 bulan lalu berdasarkan pada pelarangan
diskriminasi menurut hukum HAM Internasional.
Proportion of population reporting having personally felt
discriminated against or harassed in the previous 12 months on the
basis of a ground of discrimination prohibited under international
human rights law.
Laporan Keberlanjutan 2025 39
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1 Tentang
Pelindo
About Pelindo
Page 41
Page 42
Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustainability Governance
PROFIL PELINDO
Pelindo Profile
Informasi Umum Perseroan [GRI 2-1, 2-6]
Company General Information
Nama Perusahaan
Company Name
PT Pelabuhan Indonesia
(Persero)
Nama Panggilan
Trade Name
Pelindo
Kepemilikan [SEOJK C.3] Tanggal Pendirian
Ownership Date of Establishment
100% Pemerintah Republik Indonesia 5 Februari 1960 | February 5, 1960
100% Government of the Republic of Indonesia
Bidang Usaha Modal Ditempatkan dan Disetor Penuh
Business Activities Issued and Fully Paid Capital
Penyelenggaraan dan Pengusahaan Rp40.575.584.000.000
Jasa Kepelabuhan
Provision and Management of Port Modal Dasar
Services Authorized Capital
Rp156.000.000.000.000
Status [SEOJK C.3]
Status
Lokasi Operasi
Badan Usaha Milik Negara (Persero) Operational Area
State-Owned Enterprise (Persero)
Indonesia
Dasar Hukum Pendirian
Legal Basis of Establishment Jumlah Pekerja* [GRI 2-7]
Number of Employees*
Akta Pendirian No. 3 Tanggal
1 Desember 1992 28.504 pekerja per 31 Desember 2025
Deed of Establishment No. 3 28,504 employees as of December 31, 2025
dated December 1, 1992 Keterangan | Notes:
*Mencakup karyawan organik, nonorganik, PKWT, TAD, dan pemborongan.
*Includes organic employees, non-organic employees, PKWT, TAD, and contracted workers.
42 Sustainability Report 2025
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Daftar Jaringan Kantor [SEOJK C.4]
Office Network
1 Kantor Pusat 13 Pelabuhan Regional I 12 Pelabuhan Regional II
Head Office Region Ports I Region Ports II
20 Pelabuhan Regional III 22 Pelabuhan Regional IV 4 Subholding
Regional Ports III Region Ports IV Subholdings
Keanggotaan dalam Asosiasi [GRI 2-28] [SEOJK C.5]
Membership in Associations
International Association of Ports and Harbors (IAPH)
Sebagai perwakilan anggota dari Indonesia pada aliansi pelabuhan global dengan 168
pelabuhan dan 134 bisnis terkait pelabuhan di 84 negara yang berkedudukan di Jepang.
Indonesia’s representative member in a global port alliance comprising 168 ports and
134 port-related businesses across 84 countries, headquartered in Japan.
ASEAN Port Association (APA)
Pelindo menjadi perwakilan keanggotaan indonesia dalam asosiasi perusahaan
pelabuhan di Asia Tenggara.
Pelindo represents Indonesia in this regional association of port companies in Southeast
Asia.
Alamat Kantor [SEOJK C.2]
Office Address
Kantor Pusat | Head Office Sekretariat Perseroan | Corporate Secretary
Pelindo Tower Ali Sodikin
Jl. Yos Sudarso No. 9, RT.6/RW13 Rawabadak Surel | E-mail : corp_sec@pelindo.co.id
Utara, Kec. Koja, Jakarta Utara (North Jakarta)
14230, Indonesia
Telepon | Telp : 102 Media Sosial | Social Media
WhatsApp : 0811-1552-102
Surel | E-mail : customer.care@pelindo.co.id
Situs Web @pelindo
Website : www.pelindo.co.id BUMN Pelabuhan Indonesia
Pelindo
@indonesiaport
Pelindo_official
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustainability Governance
Produk dan Jasa
Products and Services [SEOJK C.4]
Pascaintegrasi, Pelindo menjadi perusahaan induk Following the integration, Pelindo operates as a port
(holding) kepelabuhanan yang memiliki empat klaster holding company with four business clusters, namely:
bidang usaha, yaitu:
Container Cluster
Subholding PT Pelindo Terminal Petikemas (SPTP) berfokus 32 7
pada pengelolaan terminal peti kemas di seluruh Indonesia. Pelabuhan Anak Perusahaan
Ports Subsidiaries
PT Pelindo Terminal Petikemas (SPTP) Subholding focuses on
managing container terminals across Indonesia.
15 12,4
Cabang Juta TEUs
Branches Million TEUs
Non-Container Cluster
Subholding PT Pelindo Multi Terminal (SPMT) berfokus pada pengelolaan operasional 3
terminal non-peti kemas atau multipurpose. SPMT, dalam kegiatan operasionalnya, Anak Perusahaan
Subsidiaries
mengelola cabang yang tersebar di wilayah Sumatera, Jawa, Kalimantan, dan Sulawesi.
PT Pelindo Multi Terminal (SPMT) Sub-holding manages non-container or multipurpose 37
terminal operations. SPMT manages branches across Sumatra, Java, Kalimantan, and Cabang
Branches
Sulawesi.
Logistic & Hinterland Cluster
Subholding PT Pelindo Solusi Logistik (SPSL) berfokus pada building capability 40
and partnership, expanding connectivity, and beyond end-to-end integration untuk Area pelayanan
Service Areas
memaksimalkan penciptaan nilai sebagai “Integrated Logistics Ecosystem Player”.
Pelindo Sinergi Lokaseva (SPSL) Subholding focuses on building capabilities and 5
partnerships, expanding connectivity, and advancing beyond end-to-end integration to Anak Perusahaan
Subsidiaries
maximize value creation as an “Integrated Logistics Ecosystem Player.”
Marine Equipment and Port Service Cluster
Subholding PT Pelindo Jasa Maritim (SPJM) bergerak di berbagai layanan maritim 4
terintegrasi, termasuk jasa marine, jasa peralatan, pengerukan, galangan kapal, serta Area pelayanan
Service Areas
utilitas kepelabuhanan untuk mendukung operasional pelabuhan di seluruh Indonesia.
Pelindo Jasa Maritim (SPJM) Subholding operates across a range of integrated maritime 9
services, including marine services, equipment services, dredging, shipyard operations, Anak Perusahaan
Subsidiaries
and port utilities to support port operations across Indonesia.
44 Sustainability Report 2025
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Visi, Misi, dan Nilai-Nilai Perusahaan
Vision, Mission, and Company Value [SEOJK C.1]
Menjadi pemimpin ekosistem
maritim terintegrasi dan berkelas
dunia
Visi To be a world-class integrated maritime
Vision ecosystem leader
Mewujudkan jaringan ekosistem maritim
nasional melalui peningkatan konektivitas
jaringan dan integrasi pelayanan guna
Misi mendukung pertumbuhan ekonomi
Mission Indonesia
Realizing a national maritime ecosystem
network through increased network
connectivity and service integration to
support Indonesia’s economic growth
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustainability Governance
Implementasi nilai-nilai utama bernama AKHLAK telah The implementation of the core values known as
menjadi kewajiban bagi seluruh Badan Usaha Milik AKHLAK has been mandatory for all State-Owned
Negara sejak tahun 2020. Landasan hukum penerapan Enterprises since 2020. The legal basis for this is outlined
ini berpijak pada Surat Edaran Menteri BUMN Nomor: SE in the Circular Letter of the Minister of State-Owned
7/MB/07/2020 yang dirilis pada 1 Juli 2020 mengenai Enterprises No. SE-7/MBU/07/2020, issued on July
nilai-nilai inti bagi sumber daya manusia di lingkungan 1, 2020, concerning the core values for human capital
tersebut. Melalui mandat ini, setiap insan di dalam within SOEs. Through this mandate, all personnel across
organisasi diarahkan untuk mengadopsi standar perilaku the organization are guided to adopt a standardized set
yang seragam demi memperkuat budaya kerja yang of behaviors to strengthen a professional work culture.
profesional.
A
Amanah | Trustworthy
Memegang teguh kepercayaan yang diberikan
Upholding the trust that is given
K
Kompeten | Competent
Terus belajar dan mengembangkan kapabilitas
Learning and developing capabilities continuously
H
Harmonis | Harmonious
Saling peduli dan menghargai perbedaan
Caring for each other and respecting differences
L
Loyal | Loyal
Berdedikasi dan mengutamakan kepentingan bangsa dan negara
Being dedicated and prioritizing the interests of the Nation and the State
A
Adaptive | Adaptive
Terus berinovasi dan antusias menggerakkan ataupun menghadapi perubahan
Continuing innovations and being enthusiastic in driving or facing changes
K
Kolaboratif | Collaborative
Membangun kerja sama yang sinergis
Establishing synergy and collaboration
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Skala Perseroan
Company Scale [GRI 2-6] [SEOJK C.3]
Jumlah Jumlah
Karyawan Organik Pendapatan Usaha
Total Organic Employees Total Business Revenue
2023 6.988 2023 33,92 **
2024 6.754 2024 34,83 *
2025 2025
6.515 36,73
Karyawan | Employees Rp Triliun | Rp Trillion
Jumlah Liabilitas Jumlah Ekuitas
Total Liabilities Total Equity
2023 71,50 2023 46,84
2024 77,32* 2024 50,19 *
2025 2025
75,70 51,10
Rp Triliun | Rp Trillion Rp Triliun | Rp Trillion
Jumlah Aset Laba
Total Assets Tahun Berjalan
Profit for the Year
2023 118,34 2023 4,01
2024 127,51* 2024 3,80 *
2025 2025
126,05 4,36
Rp Triliun | Rp Trillion Rp Triliun | Rp Trillion
Keterangan: Notes:
* Penyajian kembali data pada tahun 2024 menyesuaikan Laporan Keuangan. * Restatement of data in 2024 adjusts the Financial Statements.
** Penyajian kembali data pada tahun 2023 menyesuaikan Laporan ** Restatement of data in 2023 adjusts the Financial Statements.
Keuangan.
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustainability Governance
Wilayah Operasional
Operational Area [GRI 2-1, 2-6] [SEOJK C.3]
REGIONAL I
Malahyati
Lhoksuemawe
Belawan REGI
Kuala Tanjung
Nunukan
Sibolga Tanjung balai Asahan
Tarakan
Batam Tanjung Radep Tolitoli
Tanjung Pinang Sagatta
Gunungsitoli Dumai Kijing
Tanjung Balai Karimun Bontang
Samarinda
Pontianak
Pekanbaru Pantoloan
Tembilahan
Balik
Teluk Jambi Pulau Pisau Papan
Bayur Pangkal Balam
Sukaraja Bumiharjo Kuala
Kapuas
Palembang
Bengkulu Tanjung Banjar
Kumai Mekar Pare-
Pandan Masin
Samuda Batu Putih Pare
Salui licin
Panjang Tanjung Priok
Tanjung Perak
Banten
Tegal Gresik
Banten Cirebon
REGIONAL II Tanjung Emas Kalianget
Tanjung Wangi Bima Labuan
Badas Bajo Kalaba
Tanjung
Tembaga Pasuruan Maumere
Sanur Benda Lembar Ende
REGIONAL
Panunukan III Waingapu
Ten
Ku
Regional I Regional II
Region I Region II
Alamat | Address : Alamat | Address:
Jl. Lingkar Pelabuhan No. 1 Jl. Raya Pelabuhan No. 9
Belawan, Medan 20411 Tanjung Priok, Jakarta Utara
14310
13 cabang | branches 12 cabang | branches
15 kawasan | areas 20 kawasan | areas
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
REGIONAL IV
Nunukan
Tarakan Likupang
Tanjung Radep Tolitoli Manado
Sagatta Bitung
Bontang
Samarinda Gorontalo Sorong
Pantoloan Manowari Biak
Balik
Papan
Ambon New
uala Jayapura
Port
puas
Faktak
Mekar Pare- Kendari Ambon
Batu Putih Pare
icin
ng Wangi Bima Labuan
Badas Bajo Kalabahi
da Maumere
Lembar Ende
Waingapu
Tenau
Kupang
Regional III Regional IV
Region III Region IV
Alamat | Address: Alamat | Address:
Jl. Perak Timur No. 620 Jl. Soekarno No. 1 Makassar
Surabaya 90173
20 cabang | branches 22 cabang | branches
25 kawasan | areas 35 kawasan | areas
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustainability Governance
Struktur Grup Pelindo
Pelindo Group Structure
PT Pelabuhan Indonesia (Persero)
MKO MTKI
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
RUKINDO DREDGIG SOLUTION
Klaster Petikemas | Container Cluster
Klaster Non-Peti Kemas | Non-Container Cluster
Klaster Logistik | Logistic Cluster
Klaster Marine | Marine Cluster
Bisnis Lain/Nonklaster | Other Business/Non-Cluster
Perusahaan Terafiliasi | Affiliated Companies
Laporan Keberlanjutan 2025 51
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustainability Governance
KINERJA EKONOMI
Economic Performance
Pencapaian Ekonomi [SEOJK F.2] Economic Achievement [SEOJK F.2]
Pertumbuhan ekonomi yang menguntungkan telah Strong economic growth was achieved throughout 2025
berhasil diraih selama tahun 2025 sebagai hasil dari as a result of optimal operational performance, with the
kinerja operasional yang optimal. Perbandingan antara comparison between established targets and actual
target yang ditetapkan dengan realisasi di lapangan realization exceeding 80%, reflecting the effectiveness of
berada di atas 80%, yang menggambarkan efektivitas Pelindo’s strategic initiatives.
strategi yang dilakukan Pelindo.
Target dan Kinerja Ekonomi (Rp Miliar)
Economic Targets and Performance (Rp Billion)
2025 2024 2023
Indikator
Indicator Target Kinerja Kinerja Kinerja
% Target % Target %
Target Performance Performance Performance
Laba Rugi
Profit or Loss
Pendapatan Usaha
33.623 36.728 109,23 32.294 34.833 107,87 31.819 33.916 106,59
Operating Revenue
Beban Usaha
(26.573) (28.589) 107,59 (25.575) (28.356) 110,87 (25.436) (27.241) 107,10
Operating Expenses
Laba (Rugi) Usaha
Operating Profit 7.050 7.456 105,75 6.718 6.287 93,58 6.384 6.986 109,43
(Loss)
Laba (Rugi) Sebelum
Pajak
4.737 5.825 122,97 4.086 4.611* 114,07* 4.966 5.123* 103.16*
Profit (Loss) Before
Tax
Laba (Rugi) Bersih
4.018 4.363 108,59 3.500 3.803 108,66 3.820 4.013 105,05
Net Profit (Loss)
Posisi Keuangan
Financial Position
Total Liabilitas
69.434 75.697 109,02 62.916 77.321* 122,90* 64.786 71.500 110,36
Total Liabilities
Total Ekuitas
52.915 50.357 95,17 50.064 50.187 100,25 47.290 46.841 99,05
Total Equity
Total Aset
122.349 126.055 103,03 112.981 127.507* 112,86* 112.077 118.341 105,59
Total Assets
Keterangan: Notes:
* Penyajian kembali data pada tahun 2023 dan 2024 menyesuaikan Laporan * Restatement of data in 2023 and 2024 adjusts the Financial Statements.
Keuangan.
52 Sustainability Report 2025
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Data Operasional
Operational Data
Kecenderungan
Jenis 2025 2024 2023
Satuan Tendency
Kegiatan
Unit RKAP Realisasi RKAP Realisasi RKAP Realisasi RKAP Realisasi
Activity Type
CWPB Realization CWPB Realization CWPB Realization CWPB Realization
1 2 3 4 5 6 7 8 91 102
Call 329.951 369.813 310.880 318.623 3
301.941 303.107 112 116
Arus Kapal3
Ship Traffic
GT 1.418.693.782 1.422.887.719 1.382.150.789 1.402.921.7003 1.248.499.373 1.283.561.176 100 101
Box 14.328.944 14.875.783 13.676.893 14.298.480 13.730.728 13.573.959 104 104
Peti Kemas4
Container
TEUs 18.809.458 19.785.539 17.778.740 18.807.089 17.664.908 17.657.327 105 105
Ton 191.308.318 195.168.554 174.921.068 201.182.095 161.463.719 169.853.408 102 97
Barang Non- m3 7.004.316 6.461.240 6.127.295 6.927.648 5.240.976 6.575.384 92 93
Peti Kemas
Non- Unit 2.853.324 3.069.156 2.812.954 2.873.887 2.305.341 2.648.979 108 107
Containerized
Goods MMBTU 13.445.033 15.943.575 12.760.000 13.971.183 8.760.000 13.188.848 119 114
Ekor 645.277 787.682 721.430 739.717 533.205 563.244 122 106
Penumpang Orang
19.807.428 20.434.569 18.053.456 19.443.897 13.466.830 18.050.932 103 105
Passenger People
Keterangan: Notes:
1
Angka didapat dengan menggunakan perhitungan kolom 4 (realisasi tahun 1
The figure is obtained by dividing column 4 (2025 actual) by column 3 (RKAP/
2025) dibagi dengan kolom 3 (RKAP). Budget).
2
Angka didapat dengan menggunakan perhitungan kolom 4 (realisasi tahun 2
The figure is obtained by dividing column 4 (2025 actual) by column 9.
2025) dibagi dengan kolom 9.
3
Terdapat penyajian data kembali pada realisasi 2024 dikarenakan adanya 3
Data for the 2024 actual has been restated due to changes in ship traffic
perubahan standarisasi pencatatan arus kapal pada tahun 2025. Realisasi recording standards in 2025. Ship traffic in Units increased by 16.07% and
arus kapal dalam satuan Unit mengalami peningkatan sebesar 16,07% dan in GT (Gross Tonnage) increased by 1.42% compared to the previous year.
dalam satuan GT mengalami peningkatan sebesar 1,42% dibandingkan This growth was driven by an increase in coal-carrying vessel calls at Special
tahun sebelumnya. Peningkatan ini dikarenakan meningkatnya kunjungan Terminals and Ship-to-Ship (STS) locations in Balikpapan and Samarinda, as
kapal bermuatan batu bara pada lokasi Terminal Khusus dan Ship to Ship well as a partnership in Pekanbaru for pilotage services in the Siak Bridge
(STS) di Balikpapan dan Samarinda, serta adanya kerjasama di Pekanbaru area and Futong Special Terminal. Additionally, the increase was supported
untuk layanan pemanduan kapal di wilayah Jembatan Siak dan Terminal Khusus by higher container vessel calls at Tanjung Priok, Tanjung Perak, and Tanjung
Futong. Peningkatan ini juga disebabkan oleh peningkatan kunjungan kapal peti Emas following extra calls and new route additions by shipping lines.
kemas di Tanjung Priok, Tanjung Perak, dan Tanjung Emas akibat adanya extra
call dan penambahan rute dari perusahaan pelayaran.
4
Realisasi arus peti kemas dalam satuan Box mengalami peningkatan 4
Container traffic in Boxes increased by 4.04% and in TEUs increased by
sebesar 4,04% dan dalam satuan TEUs mengalami peningkatan sebesar 5.20% compared to the previous year, resulting from extra calls and new
5,20% dibandingkan tahun sebelumnya akibat adanya extra call maupun container vessel routes at Tanjung Priok, Tanjung Perak, and Tanjung Emas.
penambahan rute kapal peti kemas di Tanjung Priok, Tanjung Perak, dan
Tanjung Emas.
Target dan Kinerja Proyek Keuangan Berkelanjutan [SEOJK F.3]
Targets and Performance of Sustainable Finance Projects
2025*** 2024** 2023*
Jenis Kegiatan
Type of Activity RKAP Realisasi RKAP Realisasi RKAP Realisasi
CWPB Realization CWPB Realization CWPB Realization
Sustainability Budget Tagging (Rp Miliar)
4.516 2.202 3.964 2.848 3.722 1.431
Sustainability Budget Tagging (Rp Billion)
Keterangan : Notes:
* Investasi pada tahun 2023 melingkupi 116 investasi di seluruh anak * Investment in 2023 comprised 116 investments across all Pelindo
perusahaan Pelindo. subsidiaries.
** Investasi pada tahun 2024 melingkupi 251 investasi di seluruh anak ** Investment in 2024 comprised 251 investments across all Pelindo
perusahaan Pelindo. subsidiaries.
*** Investasi pada tahun 2025 melingkupi 271 investasi di seluruh anak *** Investment in 2025 comprised 271 investments across all Pelindo
perusahaan Pelindo. subsidiaries.
Peningkatan kinerja proyek keuangan berkelanjutan The 110% increase in sustainable finance project
sebesar 110% menunjukkan penguatan komitmen performance highlights Pelindo’s commitment to
Pelindo terhadap integrasi prinsip LST ke dalam integrating environment, social, and environment (ESG)
strategi pendanaan jangka panjang guna mendukung principles into its long-term financing strategy, supporting
pengelolaan portofolio investasi yang bertanggung responsible investment portfolio management.
jawab.
Laporan Keberlanjutan 2025 53
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustainability Governance
Nilai Ekonomi yang Dihasilkan dan Didistribusikan (Rp Miliar) [GRI 201-1]
Economic Value Generated and Distributed (Rp Billion)
Uraian
2025 2024 2023
Description
Nilai Ekonomi yang Dihasilkan
Economic Value Generated
Pendapatan Operasi | Operating Revenue 35.483 32.527* 31.018
Pendapatan Konstruksi | Construction Revenue 1.225 2.153 2.898
Pendapatan (Beban Operasi Lainnya)
(681) (191)* 311
Revenue (Other Operating Expenses)
Pendapatan Keuangan | Finance Income 900 839 627
Bagian Laba Entitas Asosiasi | Share of Profit from
433 541 370
Associates
Total Nilai Ekonomi yang Dihasilkan
37.380 36.023* 335.224
Total Economic Value Generated
Nilai Ekonomi yang Didistribusikan
Economic Value Distributed
Beban Operasi | Operating Expenses 20.882 19.762* 18.542**
Gaji dan Remunerasi Karyawan | Employee Salaries and
9.242 8.136 7.571
Remuneration
Beban Konstruksi | Construction Expenses 1.241 2.234* 2.898
Beban Keuangan | Finance Expenses 2.966 3.005 2.860
Beban Pajak Final | Final Tax Expenses 731 680 515
Manfaat (Beban) Pajak Penghasilan Badan | Corporate
731 178 595
Income Tax Benefit (Expense)
Dividen | Dividends 1.788 1.152* 1.454**
Investasi Sosial TJSL BUMN
126 150 152
Social Investment SOEs CSR
Total Nilai Ekonomi yang Didistribusikan
37.707 35.297* 34.587**
Total Economic Value Distributed
Nilai Ekonomi yang Ditahan***
(347) 726* 637**
Economic Value Retained
Keterangan Notes:
* Penyajian kembali data pada tahun 2024 menyesuaikan Laporan Keuangan. * Restatement of 2024 data to align with the Financial Statements.
** Penyajian kembali data pada tahun 2023 menyesuaikan Laporan Keuangan. ** Restatement of 2023 data to align with the Financial Statements.
*** Angka ini tidak berkaitan dengan laba rugi pada laporan keuangan *** This figure does not relate to the profit or loss in the Company’s financial
Perseroan. statements.
Selama periode tahun 2025, Pelindo tidak menerima During 2025, Pelindo did not receive any financial
bantuan finansial, insentif pajak, maupun bentuk assistance, tax incentives, or other forms of government
dukungan subsidi lainnya dari pemerintah. Seluruh subsidies. All operational activities and financing were
kegiatan operasional dan pendanaan dijalankan managed independently, without any allocation of public
secara mandiri tanpa melibatkan alokasi dana publik funds or fiscal relief facilities from state authorities. This
atau fasilitas keringanan fiskal dari otoritas negara. Hal reflects the Company's full financial independence
ini menunjukkan kemandirian finansial yang terjaga maintained throughout the reporting year. [GRI 3-3, 201-4]
sepenuhnya sepanjang tahun pelaporan tersebut.
[GRI 3-3, 201-4]
54 Sustainability Report 2025
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Pengelolaan Perpajakan [GRI 207-1, 207-2, Tax Management [GRI 207-1, 207-2, 207-3]
207-3]
Strategi perpajakan telah ditetapkan sebagai fondasi The tax strategy is a fundamental framework that ensures
utama untuk memastikan seluruh kewajiban dijalankan all obligations are fulfilled in compliance with applicable
memenuhi standar dan transparansi terhadap regulasi regulations and transparency standards. This strategic
yang berlaku. Dokumen strategi tersebut ditinjau serta document is reviewed and approved periodically by the
disetujui secara berkala oleh Direktur Keuangan setiap Director of Finance to establish its continued relevance
tahunnya guna menjamin relevansi pengelolaan pajak in line with business dynamics and changing government
terhadap dinamika bisnis dan perubahan kebijakan policies. [GRI 3-3]
pemerintah. [GRI 3-3]
Kepatuhan Pelindo terhadap pajak diperkuat melalui Pelindo’s tax compliance is strengthened through a
kerangka tata kelola di bawah pengawasan Group governance framework under the supervision of the
Layanan Keuangan dan Perpajakan yang secara Group Financial Services and Tax Division, which routinely
rutin mengidentifikasi, merencanakan, menghitung, performs tax identification, planning, calculation, and
melaporkan pajak, hingga memitigasi risiko fiskal melalui reporting, while mitigating fiscal risks through internal
audit internal maupun sistem pelaporan pelanggaran. audits and whistleblowing system.
Acuan utama dalam menetapkan objek pajak Perseroan The determination of the Company’s tax objects refers
merujuk sepenuhnya pada peraturan perundang- to prevailing tax laws and other relevant regulatory
undangan perpajakan serta ketentuan regulasi relevan provisions, with coordination maintained with the Ministry
lainnya yang berlaku. Koordinasi secara aktif juga of SOEs, the Ministry of Transportation, Tax Service
dilakukan bersama Kementerian BUMN, Kementerian Offices, and Regional Tax and Retribution Agencies
Perhubungan, Kantor Pelayanan Pajak, hingga Badan to ensure the accuracy of state contributions and the
Pengelolaan Pajak dan Retribusi Daerah guna menjamin consistent implementation of fiscal compliance across
ketepatan besaran kontribusi negara sekaligus Pelindo.
memastikan implementasi kepatuhan fiskal di seluruh
lingkungan Pelindo berjalan sesuai standar regulasi.
Pembayaran Pajak dan PNBP (Rp Miliar)
Tax and Non-Tax State Revenue Payments (Rp Billion)
Jenis Pajak
2025 2024 2023
Type of Tax
Pajak | Taxes
Pajak Penghasilan (PPh) | Income Tax (PPh) 2.296,34 2.933,24 2.706,85
Pajak Pertambahan Nilai (PPN) dan Pajak Penjualan atas
Barang Mewah (PPnBM) 2.456,25 2.327,24 2.145,69
Value Added Tax (VAT) and Luxury Goods Sales Tax (PPnBM)
Bea Masuk/Keluar, Bea dan Cukai, Bea Materai
4,51 4,92 4,41
Import/Export Duties, Excise, and Stamp Duty
Pajak Daerah dan Retribusi Daerah (PDRD), termasuk
Perkotaan dan Pedesaan (PBB P2)
306,88 254,16 197,42
Regional Taxes and Levies (PDRD), including Urban and
Rural Land and Building Tax (PBB-P2)
Total Kontribusi Pajak | Total Tax Contribution 5.063,98 5.519,56 5.054,37
Penerimaan Negara Bukan Pajak (PNBP)
Non-Tax State Revenue (PNBP)
Dividen | Dividends 1.700,77 1.038,47 1.377,20
PNBP Lainnya | Non-Tax State Revenue (PNBP) and Others 1.042,97 910,18* 838,13*
Total Kontribusi kepada Negara (Pajak dan PNBP)
7.807,71 7.468,21 7.269,70
Total Contribution to the State (Taxes and PNBP)
Keterangan: Notes:
* Penyajian kembali data menyesuaikan Laporan Keuangan 2025 * Restatement of data adjust the 2025 Financial Report
Laporan Keberlanjutan 2025 55
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2 Tata Kelola
Keberlanjutan
Sustainability Governance
Page 57
Page 58
Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustianability Governance
TATA KELOLA PERUSAHAAN
Corporate Governance
Pelindo berkomitmen untuk membangun fondasi tata Pelindo is committed to strengthening a robust
kelola yang kuat dalam menjalankan bisnis dengan governance foundation in conducting its business
menerapkan prinsip tata kelola yang baik (good operations by upholding the principles of good corporate
corporate governance/GCG) serta kepatuhan terhadap governance (GCG) and ensuring compliance with
hukum. Komitmen ini menjadi pilar bagi Perseroan dalam applicable laws and regulations. This commitment
menjalankan kegiatan operasional dan mengambil serves as a key pillar guiding the Company’s operational
keputusan strategis perusahaan. Penerapan GCG yang activities and strategic decision-making processes.
dilakukan secara konsisten diyakini mampu menciptakan The consistent implementation of GCG is expected to
nilai tambah bagi seluruh pemangku kepentingan, baik enhance value creation for all stakeholders, both in the
dalam jangka pendek maupun jangka panjang. short and long term
Pedoman Penerapan Tata Kelola Governance Framework
Dalam penerapan GCG, Pelindo berpedoman pada In implementing GCG, Pelindo refers to various applicable
berbagai peraturan yang relevan, di antaranya: laws and regulations, including:
1. Undang-Undang No. 40 Tahun 2007 tentang 1. Law No. 40 of 2007 on Limited Liability Companies.
Perseroan Terbatas. 2. Regulation of the Minister of SOEs No. PER-2/
2. Peraturan Menteri BUMN No. PER-2/MBU/03/2023 MBU/03/2023 on Guidelines for Governance and
tentang Pedoman Tata Kelola dan Kegiatan Korporasi Significant Corporate Actions of State-Owned
Signifikan Badan Usaha Milik Negara. Enterprises.
3. Anggaran Dasar Perusahaan beserta seluruh 3. The Company’s Articles of Association and all
perubahannya. amendments thereto.
4. Peraturan internal yang berlaku di Perseroan, 4. Internal regulations applicable within the Company,
mencakup: including:
a. Peraturan Direksi PT Pelabuhan Indonesia a. Board of Directors Regulation of PT Pelabuhan
(Persero) No. HK.01/27/11/2/TKPT/UTMA/ Indonesia (Persero) No. HK.01/27/11/2/TKPT/
PLND-23 tentang Pedoman Tata Laksana Kerja UTMA/PLND-23 on the Board Manual governing
Hubungan Dewan Komisaris dan Direksi (Board the working procedures and relationship between
Manual) PT Pelabuhan Indonesia (Persero). the Board of Commissioners and the Board of
Directors.
b. Peraturan Direksi PT Pelabuhan Indonesia b. Board of Directors Regulation of PT Pelabuhan
(Persero) No. SK.01.01/13/12/4/TKPT/UTMA/ Indonesia (Persero) No. SK.01.01/13/12/4/TKPT/
PLND-23 tentang Pedoman Good Corporate UTMA/PLND-23 on Good Corporate Governance
Governance di Lingkungan PT Pelabuhan Guidelines within PT Pelabuhan Indonesia
Indonesia (Persero). (Persero).
c. Peraturan Direksi PT Pelabuhan Indonesia c. Board of Directors Regulation of PT Pelabuhan
(Persero) No. HK/01/5/2/1/TKPT/UTMA/PLND- Indonesia (Persero) No. HK/01/5/2/1/TKPT/
24 tentang Penerapan Tata Kelola Terintegrasi di UTMA/PLND-24 on the Implementation of
Lingkungan PT Pelabuhan Indonesia (Persero). Integrated Governance within PT Pelabuhan
Indonesia (Persero).
Seluruh pemangku kepentingan, termasuk Dewan All stakeholders, including the Board of Commissioners,
Komisaris, Direksi, pejabat perusahaan, karyawan, serta Board of Directors, company officials, employees, and
pihak terkait lainnya, diwajibkan untuk mematuhi seluruh other relevant parties, are required to comply with these
pedoman tersebut dan menjunjung tinggi etika bisnis. guidelines and uphold the highest standards of business
Keberhasilan dalam menerapkan GCG pada tahun 2025 ethics. The effective implementation of GCG in 2025 is
dibuktikan dengan tidak terdapat denda atau sanksi reflected in the absence of any fines or legal sanctions
hukum terkait pelanggaran kepatuhan yang diterima oleh related to compliance violations incurred by Pelindo.
Pelindo.
58 Sustainability Report 2025
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Struktur Tata Kelola Perusahaan Corporate Governance Structure
[GRI 2-9] [GRI 2-9]
Struktur tata kelola Pelindo terdiri atas tiga organ utama, Pelindo’s governance structure comprises three main
yaitu Rapat Umum Pemegang Saham (RUPS), Dewan governing bodies, namely the General Meeting of
Komisaris, dan Direksi. Sistem kepengurusan Perseroan Shareholders (GMS), the Board of Commissioners,
berdasarkan pada sistem dua tingkat (two-tier system), and the Board of Directors. The Company adopts a
yang menetapkan pembagian tugas yang jelas sesuai two-tier system, which establishes a clear delineation
fungsinya masing-masing sebagaimana diamanatkan dalam of roles and responsibilities in accordance with
Anggaran Dasar dan peraturan perundang-undangan guna its Articles of Association and prevailing laws and
optimalisasi kinerja dan akuntabilitas. regulations, to support optimal performance and
accountability.
Struktur tata kelola yang disampaikan pada bagian ini The governance structure presented in this section
didasarkan pada struktur tata kelola yang menjabat secara reflects the composition effectively serving as of
efektif hingga akhir periode 2025 guna menjaga konsistensi the end of the 2025 reporting period to ensure
data kinerja tahunan, kecuali pada bagian Sambutan consistency of annual performance data, except
Direktur Utama yang telah menggunakan struktur jabatan for Message from the President Director, which
terbaru yang ditetapkan pada Februari 2026. has adopted the latest organizational structure
established in February 2026.
Struktur Organ Perusahaan
Corporate Governance Structure
Direktur Utama Direksi
President Director Board of Director
Direktur SDM & Umum Direktur Manajemen Direktur Pengembangan
Direktur Komersial
Director of Human Direktur Operasi Risiko Direktur Keuangan Usaha Direktur Teknik
Director of
Resources and Director of Operations Director of Risk Director of Finance Director of Business Director of Engineering
Commercial
General Affairs Management Development
Executive Director
Regional 1, 2, 3, 4
Executive Director of
Group Head Region 1, 2, 3, 4
Group Head Strategi Group Head Pelayanan Group Head Fasilitas
Group Head Satuan Manajemen Risiko, Tata Group Head Akuntansi Group Head Group Head Strategi
SDM Terminal Pelabuhan
Pengawasan Intern Kelola & Kepatuhan & Perpajakan Pemasaran Korporasi &
Group Head of Human Group Head of Terminal Group Head of Port
Group Head of Internal Group Head of Risk Group Head of Group Head of Pengembangan Bisnis
Resources Strategy Services Facilities
Audit Management, Accounting & Taxation Marketing Group Head of
Governance & Corporate Strategy &
Compliance Business Development
Group Head
Pengelolaan SDM Group Head Pelayanan Group Head Aliansi
Group Head Sekretariat Group Head Group Head Peralatan
Group Head of Human Kapal Bisnis
Perusahaan Pengelolaan Group Head Pelabuhan
Resources Group Head of Vessel Group Head of
Group Head of Corporate Group Head Hukum Keuangan Manajemen Investasi Group Head of Port
Management Services Business Alliances
Secretariat Group Head of Legal Group Head of Group Head of Equipment
Financial Investment
Group Head Layanan Management Management
Group Head Monitoring SDM Group Head Teknologi
Group Head
Evaluasi Perusahaan & Group Head of Human Informasi Group Head Group Head Group Head
Manajemen Aset
Inovasi Resources Services Group Head of Group Head K3 dan Perencanaan dan Manajemen Portofolio Pengendalian Proyek
Group Head of Asset
Group Head of Corporate Information Technology Sistem Manajemen Performa Keuangan Anak Perusahaan Group Head of Project
Management
Evaluation Monitoring & Group Head of HSE and Group Head of Group Head of Control
Innovation Management System Financial Planning and Subsidiary Portfolio
Group Head Performance Management
Pengadaan
Group Head of
Procurement Group Head
Pengembangan SSC
Group Head of SSC
Development
Subholding
Anak
Perusahaan/Afiliasi
Bisnis Lainnya
Subsidiaries/Other
Business Affiliates
Keterangan | Notes:
Garis putus-putus | Dashed line : Garis Konfirmasi dan Penyampaian Informasi | Reporting and Information Flow
Garis lurus | Solid line : Garis Koordinasi dan Supervisi | Coordination and Supervisory Line
Laporan Keberlanjutan 2025 59
PT Pelabuhan Indonesia (Persero)
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustianability Governance
Rapat Umum Pemegang Saham (RUPS) [GRI 2-11] General Meeting of Shareholders (GMS) [GRI 2-11]
RUPS berperan sebagai organ tertinggi dan wadah bagi GMS serves as the highest governing body and a forum
Pemegang Saham untuk mengambil keputusan penting for Shareholders to make key decisions on matters whose
yang hak dan kewenangannya tidak diberikan kepada authority is not delegated to the Board of Commissioners
Dewan Komisaris dan Direksi sesuai yang ditentukan or the Board of Directors, in accordance with the
dalam Anggaran Dasar dan peraturan perundang- Company’s Articles of Association and prevailing laws
undangan yang berlaku. RUPS terdiri dari RUPS Tahunan and regulations. The GMS consists of the Annual General
(RUPST) yang diadakan setiap tahun dan RUPS Luar Meeting of Shareholders (AGMS), which is held annually,
Biasa (RUPSLB) yang dilakukan setiap waktu sesuai and the Extraordinary General Meeting of Shareholders
dengan kebutuhan Perseroan. (EGMS), which may be hold at any time as required by
the Company.
Hak Pemegang Saham Shareholder Rights
Dalam struktur kepemilikan saham, Pemerintah Within the Company’s shareholding structure, the
Republik Indonesia merupakan pemegang saham Government of the Republic of Indonesia is the sole
mayoritas dengan kepemilikan sebesar 100%, terdiri and majority shareholder, holding 100% ownership,
dari 1% Saham Seri A Dwiwarna dan 99% Saham Seri comprising 1% Series A Dwiwarna Shares and 99% Series
B. Kepemilikan saham Seri A Dwiwarna memberikan hak B Shares. The ownership of Series A Dwiwarna Shares
dan kewenangan khusus, seperti menyetujui keputusan confers special rights and authorities, including approving
dalam RUPS, mengusulkan calon anggota Direksi dan resolutions at the GMS, proposing candidates for the
Dewan Komisaris, mengajukan agenda RUPS, meminta Board of Directors and the Board of Commissioners,
dan mengakses data dan dokumen perusahaan sesuai submitting GMS agenda items, requesting and accessing
peraturan perundang-undangan, dan mengangkat dan the Company’s data and documents in accordance with
memberhentikan Direksi dan Dewan Komisaris. prevailing laws and regulations, as well as appointing and
dismissing members of the Board of Directors and the
Board of Commissioners.
Dewan Komisaris [GRI 2-9] Board of Commissioners [GRI 2-9]
Dewan Komisaris bertanggung jawab mengawasi The Board of Commissioners is responsible for
kebijakan kepengurusan dan memberi nasihat kepada overseeing management policies and providing advice to
Direksi. Dalam melaksanakan tugas, Dewan Komisaris the Board of Directors. In carrying out its duties, the Board
dibantu oleh organ pendukung, yaitu Sekretaris Dewan of Commissioners is supported by several supporting
Komisaris, Komite Audit, Komite Pemantau Manajemen organs, namely the Board of Commissioners Secretary,
Risiko, dan Komite Nominasi dan Remunerasi. Komite the Audit Committee, the Risk Management Monitoring
Audit terdiri dari satu ketua independen, satu wakil ketua Committee, and the Nomination and Remuneration
independen, dan dua anggota, dengan komposisi 50% Committee. The Audit Committee comprises one
anggota bersifat independen dan memiliki keahlian di independent Chair, one independent Vice Chair, and two
industri perbankan, utilitas air, dan pertahanan negara. members, with 50% of its members being independent
and possessing expertise in the banking, water utilities,
and national defense sectors.
Direksi [GRI 2-9, 2-11, 2-12, 2-13, 2-14] Board of Directors [GRI 2-9, 2-11, 2-12, 2-13, 2-14]
Direksi bertanggung jawab untuk memastikan The Board of Directors is responsible for ensuring the
seluruh aktivitas pengelolaan Pelindo dan mengelola overall management of Pelindo’s activities and overseeing
kinerja operasional Perseroan, termasuk mengelola the Company’s operational performance, including the
dampak LST, serta mengembangkan, menyetujui, management of ESG impacts, as well as developing,
dan memperbarui strategi ataupun tujuan terkait approving, and updating strategies and objectives
pembangunan berkelanjutan. Selain itu, Direksi juga related to sustainable development. In addition, the
meninjau dan menyetujui informasi yang dilaporkan di Board of Directors reviews and approves the information
dalam laporan keberlanjutan, termasuk topik material disclosed in the Sustainability Report, including
yang dipilih. Dalam struktur tata kelola Perseroan, the selected material topics. Within the Company’s
60 Sustainability Report 2025
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Direktur Utama berperan sebagai senior executive/ governance structure, the President Director serves
highest governance body dalam pengambilan keputusan as the senior executive and the highest governance
strategis dan operasional. body in strategic and operational decision-making.
Keberagaman dalam Komposisi Diversity in the Composition of
Dewan Komisaris dan Direksi [GRI 405-1] the Board of Commissioners and
Board of Directors [GRI 405-1]
Pelindo mendorong keberagaman dalam komposisi Pelindo promotes diversity within its governance
badan tata kelola sebagai upaya untuk meningkatkan bodies as an effort to enhance objectivity, broaden
objektivitas, keluasan perspektif, dan kualitas perspectives, and strengthen the quality of decision-
pengambilan keputusan. Dengan komposisi Dewan making. With a diverse composition of the Board
Komisaris dan Direksi yang beragam, proses of Commissioners and the Board of Directors,
pengambilan keputusan diharapkan menjadi lebih decision-making processes are expected to become
komprehensif sehingga mampu menciptakan nilai more comprehensive, thereby contributing to value
tambah bagi kinerja operasional dan manajemen creation in the Company’s operational performance
Perseroan. and management.
Keberagaman Gender Direksi Independensi Dewan Komisaris
Gender Diversity of the Board of Independence of the Board of
Directors Commissioners
14,3% (1 dari
out of 7) 50% (4 dari
out of 6)
Direksi Perempuan Komisaris Independen
Female Director Independent Commissioners
Komposisi Dewan Komisaris Perseroan
Composition of the Company's Board of Commissioners
Jenis
Nama Jabatan Dasar Pengangkatan Keahlian
Kelamin
Name Position Basis of Appointment Expertise
Gender
Agus Komisaris Utama/ Keputusan Menteri Badan Usaha Milik Negara Nomor: SK-2/ Laki-laki Ekonomi
Suhartono Independen MBU/01/2024 tanggal 3 Januari 2024 Male Economics
President Decree of the Minister of State-Owned Enterprises No. SK-2/
Commissioner / MBU/01/2024 dated January 3, 2024
Independent
Suntana Wakil Komisaris Keputusan Menteri Badan Usaha Milik Negara Nomor: SK-308/ Laki-laki Ilmu kepolisian
Utama MBU/12/2024 tanggal 17 Desember 2024 Male dan perhubungan
Vice President Decree of the Minister of State-Owned Enterprises No. SK-308/ Police Science
Commissioner MBU/12/2024 dated December 17, 2024 and Transportation
Andus Komisaris Keputusan Menteri Badan Usaha Milik Negara Nomor: SK-2/ Laki-laki Ekonomi dan Ilmu
Winarnono Commissioner MBU/01/2024 tanggal 3 Januari 2024 Male Hukum
Decree of the Minister of State-Owned Enterprises No. SK-2/ Economics and
MBU/01/2024 dated January 3, 2024 Law
Elwi Danil Komisaris Keputusan Menteri Badan Usaha Milik Negara Nomor: SK-308/ Laki-laki Hukum
Commissioner MBU/12/2024 tanggal 17 Desember 2024 Male Law
Decree of the Minister of State-Owned Enterprises No. SK-308/
MBU/12/2024 dated December 17, 2024
Laporan Keberlanjutan 2025 61
PT Pelabuhan Indonesia (Persero)
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustianability Governance
Jenis
Nama Jabatan Dasar Pengangkatan Keahlian
Kelamin
Name Position Basis of Appointment Expertise
Gender
Rakhman Komisaris Keputusan Menteri Badan Usaha Milik Negara Nomor: SK-308/ Laki-laki Teknik Elektro dan
Fuady Independen MBU/12/2024 tanggal 17 Desember 2024 Male Teknik Mesin
Kurniawan Independent Decree of the Minister of State-Owned Enterprises No. SK-308/ Electrical
Commissioner MBU/12/2024 dated December 17, 2024 Engineering
and Mechanical
Engineering
Maximianus Komisaris Keputusan Menteri Badan Usaha Milik Negara Nomor: SK-169/ Laki-laki Akuntansi
Puguh Independen MBU/06/2025 dan Direktur Utama Perusahaan Perseroan Male Accounting
Djiwanto Independent (Persero) PT Danantara Asset Management Nomor: SK.025/
Commissioner DI-DAM/DO/2025 tanggal 25 Juni 2025
Decree of the Minister of State-Owned Enterprises No. SK-
169/MBU/06/2025 and Decree of the President Director of PT
Danantara Asset Management (Persero) No. SK.025/DI-DAM/
DO/2025 dated June 25, 2025
Arief Poyuono Komisaris Keputusan Menteri Badan Usaha Milik Negara Nomor: SK- Laki-laki Ekonomi dan Ilmu
Commissioner 265/MBU/09/2025 dan Direktur Utama Perusahaan Perseroan Male Komunikasi
(Persero) PT Danantara Asset Management Nomor: SK.060/ Economics and
DI-DAM/DO/2025 tanggal 19 September 2025 Communication
Decree of the Minister of State-Owned Enterprises No. SK- Science
265/MBU/09/2025 and Decree of the President Director of PT
Danantara Asset Management (Persero) No. SK.060/DI-DAM/
DO/2025 dated September 19, 2025
Ilhamsyah Komisaris Keputusan Menteri Badan Usaha Milik Negara Nomor: SK- Laki-laki Akuntansi
Independen 265/MBU/09/2025 dan Direktur Utama Perusahaan Perseroan Male Accounting
Independent (Persero) PT Danantara Asset Management Nomor: SK.060/
Commissioner DI-DAM/DO/2025 tanggal 19 September 2025
Decree of the Minister of State-Owned Enterprises No. SK-
265/MBU/09/2025 and Decree of the President Director of PT
Danantara Asset Management (Persero) No. SK.060/DI-DAM/
DO/2025 dated September 19, 2025
Komposisi Direksi Perseroan
Composition of the Board of Directors
Jenis
Nama Jabatan Dasar Pengangkatan Keahlian
Kelamin
Name Position Basis of Appointmen Expertise
Gender
Arif Direktur Utama Keputusan Menteri Badan Usaha Milik Negara Nomor: SK-39/ Laki-laki Teknik Sipil,
Suhartono President Director MBU/02/2024 tanggal 16 Februari 2024 Male Infrastructure
Decree of the Minister of State-Owned Enterprises No. SK-39/ Management,
MBU/02/2024 dated February 16, 2024 dan Business
Administration
Civil Engineering,
Infrastructure
Management,
and Business
Administration
Dwi Fatan Direktur Sumber Keputusan Menteri Badan Usaha Milik Negara Nomor: SK-168/ Perempuan Akuntansi
Lilyana Daya Manusia dan MBU/06/2025 dan Direktur Utama Perusahaan Perseroan Female Accounting
Umum (Persero) PT Danantara Asset Management Nomor: SK.024/DI-
Director of Human DAM/DO/2025 tanggal 25 Juni 2025
Resources and Decree of the Minister of State-Owned Enterprises No. SK-
General Affairs 168/MBU/06/2025 and Decree of the President Director of PT
Danantara Asset Management (Persero) No. SK.024/DI-DAM/
DO/2025 dated June 25, 2025
62 Sustainability Report 2025
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Jenis
Nama Jabatan Dasar Pengangkatan Keahlian
Kelamin
Name Position Basis of Appointmen Expertise
Gender
Putut Sri Direktur Operasi Keputusan Menteri Badan Usaha Milik Negara Nomor: SK- Laki-laki Ekonomi
Muljanto (merangkap 264/MBU/09/2025 dan Direktur Utama Perusahaan Perseroan Male Manajemen dan
Plt. Direktur (Persero) PT Danantara Asset Management Nomor: SK.059/DI- Manajemen
Pengembangan DAM/DO/2025 tanggal 19 September 2025 Economic
Usaha) Decree of the Minister of State-Owned Enterprises No. SK- Management and
Director of 264/MBU/09/2025 and Decree of the President Director of PT Management
Operations Danantara Asset Management (Persero) No. SK.059/DI-DAM/
(concurrently DO/2025 dated September 19, 2025
serving as
Acting Director
of Business
Development)
Boy Direktur Keputusan Menteri Badan Usaha Milik Negara Nomor: SK- Laki-laki Teknik Sipil dan
Robyanto Manajemen Risiko 264/MBU/09/2025 dan Direktur Utama Perusahaan Perseroan Male Manajemen
Director of Risk (Persero) PT Danantara Asset Management Nomor: SK.059/DI- Civil Engineering
Management DAM/DO/2025 tanggal 19 September 2025 and Managemen
Decree of the Minister of State-Owned Enterprises No. SK-
264/MBU/09/2025 and Decree of the President Director of PT
Danantara Asset Management (Persero) No. SK.059/DI-DAM/
DO/2025 dated September 19, 2025
Drajat Direktur Komersial Keputusan Menteri Badan Usaha Milik Negara Nomor: SK-168/ Laki-laki Teknik Sipil dan
Sulistyo Director of MBU/06/2025 dan Direktur Utama Perusahaan Perseroan Male Logistik
Commercial (Persero) PT Danantara Asset Management Nomor: SK.024/DI- Civil Engineering
DAM/DO/2025 tanggal 25 Juni 2025 and Logistics
Decree of the Minister of State-Owned Enterprises No. SK-
168/MBU/06/2025 and Decree of the President Director of PT
Danantara Asset Management (Persero) No. SK.024/DI-DAM/
DO/2025 dated June 25, 2025
Bachtiar Direktur Keuangan Keputusan Menteri Badan Usaha Milik Negara Nomor: SK- Laki-laki Teknik
Soeria Director of 264/MBU/09/2025 dan Direktur Utama Perusahaan Perseroan Male Perminyakan
Atmadja Finance (Persero) PT Danantara Asset Management Nomor: SK.059/DI- Petroleum
DAM/DO/2025 tanggal 19 September 2025 Engineering
Decree of the Minister of State-Owned Enterprises No. SK-
264/MBU/09/2025 and Decree of the President Director of PT
Danantara Asset Management (Persero) No. SK.059/DI-DAM/
DO/2025 dated September 19, 2025
Muhammad Direktur Teknik Keputusan Menteri Badan Usaha Milik Negara Nomor: SK- Laki-laki Teknik Elektro
Suriawan Director of 264/MBU/09/2025 dan Direktur Utama Perusahaan Perseroan Male dan Manajemen
Wakan Engineering (Persero) PT Danantara Asset Management Nomor: SK.059/DI- Keuangan
DAM/DO/2025 tanggal 19 September 2025 Electrical
Decree of the Minister of State-Owned Enterprises No. SK- Engineering
264/MBU/09/2025 and Decree of the President Director of PT and Financial
Danantara Asset Management (Persero) No. SK.059/DI-DAM/ Management
DO/2025 dated September 19, 2025
Pengembangan Kompetensi Sustainability-Related
Terkait Keberlanjutan [SEOJK E.2, F.1] [GRI 2-17] Competency Development [SEOJK E.2, F.1]
[GRI 2-17]
Pengembangan kompetensi menjadi salah satu upaya Competency development represents a key strategic
strategis Perseroan dalam meningkatkan kinerja effort by the Company to enhance its sustainability
keberlanjutan. Pelindo menugaskan Dewan Komisaris, performance. Pelindo assigns the Board of
Direksi, dan Departemen Corporate Sustainability Commissioners, the Board of Directors, and the Corporate
untuk berpartisipasi aktif dalam berbagai kegiatan Sustainability Department to actively participate in
yang berkaitan dengan keberlanjutan. Pada tahun various sustainability-related initiatives. In 2025, a total of
2025, sebanyak delapan (8) Dewan Komisaris dan eight (8) members of the Board of Commissioners and
enam (6) Direksi telah mengikuti pelatihan di bidang six (6) members of the Board of Directors participated in
keberlanjutan. Selain itu, karyawan juga dibekali sustainability training programs. In addition, employees
pelatihan yang mencakup berbagai aspek keberlanjutan, are equipped with training covering various sustainability
Laporan Keberlanjutan 2025 63
PT Pelabuhan Indonesia (Persero)
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustianability Governance
antara lain lingkungan, manajemen risiko, K3, keuangan aspects, including environmental management, risk
berkelanjutan, serta LST, yang diselenggarakan secara management, OHS, sustainable finance, and ESG. These
luring maupun daring. programs are delivered through both offline and online
formats.
Dewan Komisaris
Board of Commissioners
Name Jabatan Materi Pelatihan Tanggal Pelatihan
Name Position Training Topic Training Date
Agus Suhartono Komisaris Utama/Independen Certified Anti-Fraud Governance 18-19 September 2025
President Commissioner/Independent Certified Anti-Fraud Governance September 18–19, 2025
Suntana Wakil Komisaris Utama Certified Anti-Fraud Governance 18-19 September 2025
Vice President Commissioner Certified Anti-Fraud Governance September 18–19, 2025
Executive Program for Commissioners 30-31 Oktober 2025
Executive Program for Commissioners October 30–31, 2025
Rakhman Fuady Komisaris Independen Komisaris Profesional 11-12 Juni 2025
Kurniawan Independent Commissioner Professional Commissioner June 11–12, 2025
Certified Anti-Fraud Governance 18-19 September 2025
Certified Anti-Fraud Governance September 18–19, 2025
Executive Program for Commissioners 30-31 Oktober 2025
Executive Program for Commissioners October 30–31, 2025
Arief Poyuono Komisaris Executive Program for Commissioners 30-31 Oktober 2025
Commissioner Executive Program for Commissioners October 30–31, 2025
Ilhamsyah Komisaris Independen Executive Program for Commissioners 30-31 Oktober 2025
Independent Commissioner Executive Program for Commissioners October 30–31, 2025
Elwi Danil Komisaris Certified Anti-Fraud Governance 18-19 September 2025
Commissioner Certified Anti-Fraud Governance September 18–19, 2025
Maximianus Puguh Komisaris Independen Certified Anti-Fraud Governance 18-19 September 2025
Djiwanto Independent Commissioner Certified Anti-Fraud Governance September 18–19, 2025
Executive Program for Commissioners 30-31 Oktober 2025
Executive Program for Commissioners October 30–31, 2025
Direksi
Board of Directors
Nama Jabatan Materi Pelatihan Tanggal Pelatihan
Name Position Training Topic Training Date
Arif Suhartono Direktur Utama Certified Anti-Fraud Governance 18-19 September 2025
President Director Certified Anti-Fraud Governance September 18–19, 2025
Putut Sri Muljanto Direktur Operasi/Plt Direktur Certified Anti-Fraud Governance 18-19 September 2025
Pengembangan Usaha Certified Anti-Fraud Governance September 18–19, 2025
Director of Operations/Acting
Director of Business Development
Dwi Fatan Lilyana Direktur SDM & Umum IAF Asia Conference 2025 3-4 September 2025
Director of Human Resources and IAF Asia Conference 2025 September 3–4, 2025
General Affairs
Boy Robyanto Direktur Manajemen Risiko Certified Anti-Fraud Governance 18-19 September 2025
Director of Risk Management Certified Anti-Fraud Governance September 18–19, 2025
Drajat Sulistyo Direktur Komersial Certified Anti-Fraud Governance 18-19 September 2025
Director of Commercial Certified Anti-Fraud Governance September 18–19, 2025
Muhammad Suriawan Direktur Teknik Profesional Tata Kelola Risiko Berkualifikasi 21-22 November 2025
Wakan Director of Engineering Certified Risk Governance Professional November 21–22, 2025
64 Sustainability Report 2025
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Departemen Corporate Sustainability
Corporate Sustainability Department
Nama Jabatan Materi Pelatihan Tanggal Pelatihan
Name Position Training Topic Training Date
Nosep Kristoro Department GRI Certified Sustainability Reporting Specialist (CSRS) 11-13 Februari 2025
Head Corporate GRI Certified Sustainability Reporting Specialist (CSRS) February 11–13, 2025
Sustainability
Department Shaping the Future of ESG Disclosure: Emerging Trends and Best 18 Maret 2025
Head Corporate Practices March 18, 2025
Sustainability Shaping the Future of ESG Disclosure: Emerging Trends and Best
Practices
Green Skilling: Dari Sustainability Report ke ESG Excellence: Peran 19 Maret 2025
Assurance AA1000 dalam ESG Rating March 19, 2025
Green Skilling: From Sustainability Reporting to ESG Excellence: The
Role of AccountAbility AA1000 Assurance in ESG Ratings
Indonesia Online Training on Ecological Mangrove Rehabilitation 27 Mei 2025
Indonesia Online Training on Ecological Mangrove Rehabilitation May 27, 2025
IFRS S1&S2: Preparation for IFRS-based Sustainability Reporting 30 Juni 2025
Workshop batch II June 30, 2025
IFRS S1&S2: Preparation for IFRS-based Sustainability Reporting
Workshop batch II
International Seminar Sustainable Digital Economies: Innovation, 24 Juli 2025
Ethics, and Environmental Impact July 24, 2025
International Seminar Sustainable Digital Economies: Innovation,
Ethics, and Environmental Impact
Port Without Fraud: Integrity-Driven Breakthroughs for Global 13 September 2025
Competitiveness September 13, 2025
Port Without Fraud: "Integrity-Driven Breakthroughs for Global
Competitiveness
A Guide the Essentials of Effective Sustainability Reporting 16 Oktober 2025
A Guide the Essentials of Effective Sustainability Reporting October 16, 2025
Certified Sustainability Officer (CSO) Professional Training Programme 21-24 Oktober 2025
Certified Sustainability Officer (CSO) Professional Training Programme October 21–24, 2025
Leadership Forum Vol. 10 : Beyond Survival : Leadership Resilience for 19 November 2025
Sustainable Growth November 19, 2025
Leadership Forum Vol. 10 : Beyond Survival : Leadership Resilience for
Sustainable Growth
Ahmad Asyrafi Senior Officer III Pelatihan Laporan Keuangan Berkelanjutan Berbasiskan Environmental, 19 November 2025
Senior Officer III Social, Governance (ESG) November 19, 2025
Training on Sustainability Financial Reporting Based on Environmental,
Social, and Governance (ESG)
Ali Makmuri Junior Officer II Penerapan Standar Pengungkapan Keberlanjutan (SPK) PSPK 1 dan 27-28 September 2025
Junior Officer II PSPK 2 dalam Praktik Laporan ESG September 27–28, 2025
Implementation of Sustainability Disclosure Standards (SPK) – PSPK 1
and PSPK 2 in ESG Reporting Practices
A Guide the Essentials of Effective Sustainability Reporting 16 Oktober 2025
A Guide the Essentials of Effective Sustainability Reporting October 16, 2025
Awareness Sistem Manajemen Terpadu 27 Oktober 2025
Integrated Management System Awareness October 27, 2025
Pelatihan Laporan Keuangan Berkelanjutan Berbasiskan Environmental, 19 November 2025
Social, Governance (ESG) November 19, 2025
Training on Sustainability Financial Reporting Based on Environmental,
Social, and Governance (ESG)
Konservasi Lingkungan dan Keberlanjutan Pelabuhan 21 Desember 2025
Environmental Conservation and Port Sustainability December 21, 2025
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustianability Governance
Nama Jabatan Materi Pelatihan Tanggal Pelatihan
Name Position Training Topic Training Date
Aurel Sustainability IFRS S1&S2: Preparation for IFRS-based Sustainability Reporting 30 Juni 2025
Satyaning Ati Analyst Workshop batch II June 30, 2025
Sustainability IFRS S1&S2: Preparation for IFRS-based Sustainability Reporting
Analyst Workshop batch II
Penerapan Standar Pengungkapan Keberlanjutan (SPK) PSPK 1 dan 27-28 September 2025
PSPK 2 dalam Praktik Laporan ESG September 27–28, 2025
Implementation of Sustainability Disclosure Standards (SPK) – PSPK 1
and PSPK 2 in ESG Reporting Practices
Pelatihan Laporan Keuangan Berkelanjutan Berbasiskan Environmental, 19 November 2025
Social, Governance (ESG) November 19, 2025
Training on Sustainability Financial Reporting Based on Environmental,
Social, and Governance (ESG)
Awareness Sistem Manajemen Terpadu 27 Oktober 2025
Integrated Management System Awareness October 27, 2025
Selain itu, pada tahun 2025, seluruh Dewan Komisaris In addition, in 2025, all members of the Board of
dan/atau Direksi mengadakan pertemuan khusus Commissioners and/or the Board of Directors held
untuk membahas topik LST, di antaranya energi, inovasi dedicated meetings to discuss ESG-related topics,
dan teknologi, mitigasi dan adaptasi perubahan iklim, including energy, innovation and technology, climate
kesehatan dan keselamatan kerja, ketenagakerjaan, change mitigation and adaptation, occupational health
hubungan dan pengembangan masyarakat, dan tata and safety, labor practices, community relations and
kelola pengadaan keberlanjutan. development, as well as sustainable procurement
governance.
Kebijakan dan Prosedur Nominasi Nomination and Remuneration
dan Remunerasi Dewan Komisaris Policies and Procedures for the
dan Direksi [GRI 2-10, 2-19, 2-20, 2-21] Board of Commissioners and Board
of Directors [GRI 2-10, 2-19, 2-20, 2-21]
Dewan Komisaris membentuk Komite Remunerasi The Board of Commissioners established the Nomination
dan Nominasi untuk mendukung pelaksanaan and Remuneration Committee to support the execution
tugas di bidang remunerasi dan nominasi anggota of its duties related to the nomination and remuneration
Dewan Komisaris dan Direksi. Komite ini melakukan of members of the Board of Commissioners and the
pemantauan, pengawasan, dan penilaian atas Board of Directors. The Committee conducts monitoring,
kebijakan dan pelaksanaan nominasi dan remunerasi, oversight, and evaluation of nomination and remuneration
serta memberikan masukan kepada Dewan Komisaris policies and their implementation, and provides
mengenai pelaksanaan proses nominasi dan recommendations to the Board of Commissioners
remunerasi. regarding the nomination and remuneration processes.
Komposisi Anggota Independen Komite
Nominasi dan Remunerasi
Composition of Independent Members of the
Nomination and Remuneration Committee
50% (2 dari
out of 4)
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Posisi di Komite
Nama Posisi di Pelindo Keahlian
Position in the
Name Position at Pelindo Expertise
Committee
Suntana Ketua Wakil Komisaris Utama Kepolisian dan Transportasi
Chairman Vice President Commissioner Police Science and Transportation
Arief Poyuono Wakil Ketua Komisaris Ekonomi dan Ilmu Komunikasi
Vice Chairman Commissioner Economics and Communication Science
Mahbub Junaedi Anggota Anggota Komite Nominasi dan Akuntansi, Hukum Bisnis, dan Hukum Perdagangan
Member Remunerasi Internasional
Member of the Nomination and Accounting, Business Law, and International Trade
Remuneration Committee Law
Agus Pambagio Anggota Anggota Komite Nominasi dan Teknologi Kimia Tekstil dan Manajemen Teknik
Member Remunerasi Textile Chemical Technology and Engineering
Member of the Nomination and Management
Remuneration Committee
Kebijakan dan Prosedur Nominasi Nomination Policies and Procedures
Pengangkatan anggota Dewan Komisaris dan Direksi The appointment of members of the Board of
dilakukan melalui keputusan RUPS. Proses pengusulan Commissioners and the Board of Directors is carried out
bakal calon dilakukan oleh Dewan Komisaris yang through resolutions of the GMS. The nomination process
dibantu oleh Komite Remunerasi dan Nominasi. Seluruh is initiated by the Board of Commissioners, supported
calon Dewan Komisaris dan Direksi telah dinyatakan by the Nomination and Remuneration Committee. All
memenuhi persyaratan materil, persyaratan formal, serta candidates for the Board of Commissioners and the
dinyatakan lulus Uji Kelayakan dan Kepatutan (UKK). Board of Directors are required to meet the substantive,
formal, and other applicable requirements, and to have
successfully passed the Fit and Proper Test.
Kriteria Calon Anggota Direksi
Criteria for Candidates for the Board of Directors
1. Persyaratan Materil 1. Substantive Requirements
Mencakup keahlian, integritas, kepemimpinan, Include expertise, integrity, leadership, experience, honesty,
pengalaman, jujur, perilaku yang baik, dan dedikasi yang good conduct, and a strong commitment to advancing and
tinggi untuk memajukan dan mengembangkan perusahaan. developing the company.
2. Persyaratan Formal 2. Formal Requirements
a. Cakap melakukan perbuatan hukum. a. Legally competent.
b. Dalam lima tahun sebelum pengangkatan: b. Within the five years prior to appointment:
• Tidak pernah dinyatakan pailit. • Has never been declared bankrupt.
• Tidak pernah menjadi anggota Direksi atau Dewan • Has never been a member of the Board of Directors
Komisaris yang dinyatakan bersalah menyebabkan or Board of Commissioners found guilty of causing
perusahaan mengalami pailit. the company to go bankrupt.
• Tidak pernah dihukum karena melakukan tindak • Has never been convicted of a criminal offense that
pidana yang merugikan keuangan negara dan/atau harmed state finances and/or was related to the
yang berkaitan dengan sektor keuangan. financial sector.
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Kriteria Calon Anggota Direksi
Criteria for Candidates for the Board of Directors
3. Persyaratan Lainnya 3. Other Requirements
a. Bukan pengurus partai politik dan calon anggota a. Is not an official of a political party or a candidate for
legislatif. the legislature.
b. Tidak menjabat sebagai anggota Direksi pada BUMN b. Has not served as a member of the Board of Directors
atau Anak Perusahaan yang bersangkutan selama dua at the relevant SOE or Subsidiary for two consecutive
periode. terms.
c. Tidak sedang menduduki jabatan yang berdasarkan c. Is not currently holding a position that, under applicable
peraturan perundang-undangan dilarang untuk laws and regulations, is prohibited from being held
dirangkap dengan jabatan anggota Direksi. concurrently with the position of Board member.
d. Memiliki dedikasi dan menyediakan waktu sepenuhnya. d. Is dedicated and able to commit full-time.
e. Sehat jasmani dan rohani.
f. Memiliki NPWP dan telah melaksanakan kewajiban e. Is in good physical and mental health.
membayar pajak selama dua tahun terakhir. f. Holds a Taxpayer Identification Number (NPWP) and
has fulfilled tax payment obligations for the past two
years.
Kriteria Calon Anggota Dewan Komisaris
Criteria for Candidates for the Board of Commissioners
1. Persyaratan Materil 1. Substantive Requirements
Mencakup integritas, dedikasi, memahami masalah include integrity, dedication, an understanding of corporate
manajemen perusahaan, memiliki pengetahuan yang management issues, sufficient knowledge of the business
memadai di bidang usaha, dan menyediakan waktu yang sector, and the ability to devote sufficient time to performing
cukup untuk melaksanakan tugas. duties.
2. Persyaratan Formal 3. Formal Requirements
a. Cakap melakukan perbuatan hukum. a. Legally competent.
b. Dalam lima tahun sebelum pengangkatan: b. Within the five years prior to appointment:
• Tidak pernah dinyatakan pailit. • Has never been declared bankrupt.
• Tidak pernah menjadi anggota Direksi atau Dewan • Has never been a member of the Board of Directors
Komisaris yang dinyatakan bersalah menyebabkan or Board of Commissioners found guilty of causing
perusahaan mengalami pailit. the company to go bankrupt.
• Tidak pernah dihukum karena melakukan tindak • Has never been convicted of a criminal offense that
pidana yang merugikan keuangan negara dan/atau harmed state finances and/or was related to the
yang berkaitan dengan sektor keuangan. financial sector.
4. Persyaratan Lainnya 5. Other Requirements
a. Bukan pengurus partai politik dan calon anggota a. Is not an official of a political party or a candidate for
legislatif. legislative office.
b. Tidak sedang menduduki jabatan yang berpotensi b. Is not currently holding a position that could potentially
menimbulkan benturan kepentingan. create a conflict of interest.
c. Tidak menjawab sebagai anggota Dewan Komisaris/ c. Has not served as a member of the Board of
Dewan Pengawas pada BUMN atau Dewan Komisaris Commissioners/Supervisory Board of a state-owned
pada Anak Perusahaan yang bersangkutan selama dua enterprise (BUMN) or the Board of Commissioners of
periode. the relevant subsidiary for two consecutive terms.
d. Is not currently holding a position that, under applicable
d. Tidak sedang menduduki jabatan yang berdasarkan laws and regulations, is prohibited from being held
peraturan perundang-undangan dilarang untuk concurrently with the position of a member of the Board
dirangkap dengan jabatan anggota Dewan Komisaris. of Commissioners.
e. Sehat jasmani dan rohani. e. Is in good physical and mental health.
f. Memiliki NPWP dan telah melaksanakan kewajiban f. Possesses a Taxpayer Identification Number (NPWP)
membayar pajak selama dua tahun terakhir. and has fulfilled tax payment obligations for the past
two years.
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Creating Sustainable Social Value Green Environmental Transformation
Masa jabatan Dewan Komisaris dan Direksi selama 5 The term of office for members of the Board of
(lima) tahun terhitung sejak tanggal pengangkatan yang Commissioners and the Board of Directors is 5 (five)
ditetapkan dan tidak mengurangi hak dari RUPS untuk years from the date of appointment, without prejudice to
memberhentikan sewaktu-waktu. the right of the GMS to dismiss them at any time.
Kebijakan dan Prosedur Penetapan Remunerasi Remuneration Policies and Procedures
Pelindo memiliki prosedur penetapan remunerasi untuk Pelindo’s remuneration procedures to provide
memberikan penghargaan sesuai dengan jabatan dan compensation in line with roles and to incentivize the
insentif untuk mendorong pencapaian hasil kinerja yang achievement of strong performance. The remuneration of
baik. Besaran remunerasi Dewan Komisaris dan Direksi the Board of Commissioners and the Board of Directors
dilakukan dengan mempertimbangkan faktor skala is determined by taking into account factors such as the
usaha, faktor kompleksitas usaha, tingkat inflasi, kondisi scale of operations, business complexity, inflation rate,
dan kemampuan keuangan Perseroan, dan faktor-faktor the Company’s financial condition and capability, as well
lain yang relevan. as other relevant considerations.
Dewan Komisaris dibantu
Pihak Ketiga oleh Komite Nominasi dan
Direksi (Konsultan Independen) Remunerasi RUPS
The Board of Commissioners is
Board of Directors Third Party
assisted by the Nomination and GMS
(Independent Consultant) Remuneration Committee
1 2 3 4
Pengusulan remunerasi Meninjau remunerasi Menelaah dan Menyetujui dan
berdasarkan studi Direktur Utama mengevaluasi kebijakan menetapkan remunerasi
kelayakan dan hasil Reviewing the remunerasi berdasarkan Dewan Komisaris dan
kinerja remuneration of the hasil telaah dari konsultan Direksi
Proposing remuneration President Director Reviewing and evaluating Approving and
based on feasibility study the remuneration determining the
and performance results policy based on the remuneration for the
review results from the Board of Commissioners
consultant and the Board of Director
Pelindo memberikan remunerasi kepada Dewan Pelindo provides remuneration to the Board of
Komisaris dan Direksi dengan memperhatikan ketentuan Commissioners and the Board of Directors in accordance
remunerasi yang berlaku. Struktur remunerasi Dewan with applicable remuneration regulations. The
Komisaris dan Direksi terdiri dari Honorarium/Gaji, remuneration structure for the Board of Commissioners
Tunjangan, dan Fasilitas. Perseroan juga mengatur and the Board of Directors consists of honoraria/
pencapaian aspek LST/keberlanjutan sebagai salaries, allowances, and benefits. The Company also
indikator dalam penentuan remunerasi. Indikator yang incorporates the achievement of ESG/sustainability
diperhitungkan mencakup implementasi teknologi aspects as indicators in determining remuneration. The
ramah lingkungan di pelabuhan, peningkatan TKDN, indicators considered include the implementation of
relaisasi PMN, rasio talenta muda dan wanita, environmentally friendly technology at ports, an increase
penyehatan dana pensiun, serta pemerolehan ESG in the Local Content Ratio (TKDN), the realization of State
Rating. Dengan struktur remunerasi tersebut, Direktur Capital Injections (PMN), the ratio of young and female
Utama menerima remunerasi sebesar Rp5,5 miliar, talent, the strengthening of pension funds, and the
anggota Direksi menerima rata-rata remunerasi sebesar attainment of an ESG Rating. Under this remuneration
Rp3,3 miliar, serta rata-rata remunerasi Dewan Komisaris structure, the President Director receives remuneration
sebesar Rp2,5 miliar. Sehingga, nilai tengah remunerasi of Rp5.5 billion, members of the Board of Directors
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Connectivity Across the Value Chain About Pelindo Sustianability Governance
karyawan selama setahun dibandingkan individu dengan receive an average remuneration of Rp3.3 billion, and the
remunerasi tertinggi (Direktur Utama) mencapai rasio average remuneration for the Board of Commissioners
1:16. is Rp2.5 billion. Consequently, the median employee
remuneration over a year compared to the individual
with the highest remuneration (the President Director)
reaches a ratio of 1:16.
Informasi lebih rinci mengenai struktur, jumlah nominal, More detailed information regarding the structure, total
dan komponen remunerasi Dewan Komisaris dan Direksi, amount, and components of the remuneration for the Board
termasuk pengungkapan remunerasi individual Direksi of Commissioners and the Board of Directors, including
dapat dilihat pada Laporan Tahunan PT Pelabuhan disclosures of individual Directors’ remuneration, can be
Indonesia (Persero). Sebagai bagian dari konsistensi found in the Annual Report of PT Pelabuhan Indonesia
keterbukaan informasi, Laporan Keberlanjutan ini (Persero). As part of our commitment to consistent
merujuk dan selaras dengan pengungkapan tersebut. transparency, this Sustainability Report references and
[GRI 2-21] aligns with those disclosures. [GRI 2-21]
Evaluasi Kinerja [GRI 2-18] Performance Evaluation [GRI 2-18]
Pelindo menetapkan mekanisme evaluasi kinerja Dewan Pelindo has established a performance evaluation
Komisaris dan Direksi untuk memastikan efektivitas tata mechanism for the Board of Commissioners and
kelola perusahaan. Proses evaluasi Dewan Komisaris the Board of Directors to ensure the effectiveness of
dilakukan melalui mekanisme self-assessment corporate governance. The evaluation process for the
berdasarkan kriteria yang telah ditetapkan. Evaluasi ini Board of Commissioners is conducted through a self-
ditujukan untuk mengukur kapasitas Dewan Komisaris assessment mechanism based on established criteria.
dalam mempertahankan kinerja tinggi, memastikan This evaluation is intended to measure the Board of
kepatuhan terhadap regulasi, serta menjaga relevansi Commissioners’ capacity to maintain high performance,
fungsi pengawasan terhadap kebutuhan Perseroan yang ensure regulatory compliance, and ensure that its
terus berkembang. oversight functions remain relevant to the Company’s
evolving needs.
Evaluasi kinerja Direksi dilaksanakan oleh Dewan The evaluation of the Board of Directors’ performance
Komisaris dan laporan kinerja Direksi kemudian is conducted by the Board of Commissioners, and the
disampaikan kepada pemegang saham melalui RUPS. Board of Directors’ performance report is subsequently
Selain itu, penilaian KPI Direksi secara kolegial turut presented to shareholders through the General Meeting
diselaraskan dengan hasil audit atas Laporan Keuangan of Shareholders (GMS). Additionally, the collective
Perseroan yang dilakukan oleh auditor eksternal. assessment of the Board of Directors’ KPIs is aligned
with the results of the audit of the Company’s Financial
Statements conducted by external auditors.
Sejumlah KPI yang berkaitan dengan aspek Several KPI incorporate sustainability aspects,
keberlanjutan, antara lain implementasi teknologi including the implementation of environmentally friendly
ramah lingkungan di pelabuhan, peningkatan Tingkat technologies at ports, the increase in the Domestic
Komponen Dalam Negeri (TKDN), realisasi Penyertaan Component Level, the realization of State Capital
Modal Negara (PMN), rasio talenta muda dan wanita, Injection, the proportion of young talent and women,
penyehatan Dana Pensiun, serta pemerolehan ESG the improvement of pension fund performance, and the
Rating yang mencakup emisi GRK. achievement of ESG ratings, including GHG emissions.
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
TATA KELOLA KEBERLANJUTAN [GRI 2-24]
Sustainability Governance
Di tengah industri kepelabuhanan yang makin Amid the increasing complexity of the port industry,
kompleks, Pelindo menghadapi berbagai tantangan Pelindo encounters a range of sustainability challenges,
keberlanjutan, termasuk adaptasi terhadap perubahan including adapting to climate change, managing
iklim, pengelolaan dampak lingkungan di kawasan environmental impacts in coastal areas, and advancing
pesisir, serta kebutuhan akan inovasi dalam praktik innovation in environmentally friendly and competitive
operasional yang ramah lingkungan dan berdaya operational practices. In response, Pelindo established
saing. Untuk menjawab tantangan tersebut, Pelindo a sustainability governance structure that involves
membentuk struktur tata kelola keberlanjutan dengan various strategic units and functions. This structure is
melibatkan berbagai unit dan fungsi strategis. Struktur designed to ensure that ESG aspects are managed
ini dirancang untuk memastikan pengelolaan aspek effectively, in a coordinated manner, and aligned with the
LST berjalan secara efektif, terkoordinasi, dan selaras Company’s policy direction. At the same time, significant
dengan arah kebijakan perusahaan. Pada saat yang sustainability opportunities continue to emerge through
sama, berbagai peluang keberlanjutan terbuka the development of inclusive initiatives that support
lebar melalui pengembangan inisiatif inklusif yang sustainable business growth and enhance value for
mendukung pertumbuhan bisnis berkelanjutan dan stakeholders.
peningkatan nilai bagi pemangku kepentingan.
Direksi Komite Pengarah
Board of Directors (Associate) Steering Committee
Pimpinan Komite
Board Wakil Direktur Utama
Direktur Keuangan
Chairman Direktur Pengelola
Direktur SDM dan Umum
Committee Direktur Strategi Direktur Utama Direktur Investasi
Vice President Director President Director Managing Director
Director of Finance Director of HR and General Affairs
Director of Strategy Director of Investment
Sekretariat Komite | Committee Secretariat
Dept. Head Corporate Sustainability | Dept. Head of Corporate Sustainability
Sustainability, ESG, and CSR Committee
Anggota Inti (Core Member)
Core Members
Ketua Tim (Team Leader)
Anggota Utama (Principal Member) • GH Strategi Korporasi & Inovasi
Team Leader
Principal Members • GH Teknologi, Informasi & Komunikasi
• GH Layanan SDM
• Executive Director 1–4
• GH Pengelolaan SDM
• Direktur Utama SPTP
• Sekretaris Perusahaan • GH Strategi SDM
• Direktur Utama SPMT
• GH K3 & Sistem Manajemen • GH Transformasi Korporasi dan Man.
• Direktur Utama SPJM
• GH Manajemen Risiko, Tata Program
• Direktur Utama RPLM
Kelola dan Kepatuhan • GH Akuntansi
• Direktur Utama JICT
• GH Peralatan Pelabuhan • GH Pelayanan Terminal
• GM Koja
• GH Fasilitas Pelabuhan • GH for Corporate Strategy & Innovation
• Executive Director 1–4
• Corporate Secretary • GH for Technology, Information &
• President Director of SPT
• GH for Occupational Health & Safety Communication
• President Director of SPMT
and Management Systems • GH for HR Services
• President Director of SPJM
• GH for Risk Management, • GH for HR Management
• President Director of RPLM
• GH for Port Equipment • GH for HR Strategy
• President Director of JICT
• GH for Port Facilities • GH for Corporate Transformation and
• GM of Koja
Program Management
• GH for Accounting
• GH for Terminal Services
Sustainability, ESG, and CSR Working Group
K3
Emisi HAM Etika & Kepatuhan Konsumen
Occupational Health
Emissions Human Rights Ethics & Compliance Consumers
& Safety
Hubungan Operasional yang
Konservasi SDM Standardisasi & IT
Pemangku Kepentingan Adil
Conservation Human Resources Standardization & IT
Stakeholder Engagement Fair Operations
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Connectivity Across the Value Chain About Pelindo Sustianability Governance
Dalam mengelola kinerja keberlanjutan, Direksi In managing sustainability performance, the Board of
bertanggung jawab mengawasi isu perubahan iklim Directors is responsible for overseeing climate change
dan keberlanjutan dari proses perumusan kebijakan and sustainability matters, from policy formulation
hingga evaluasi kinerja. Pengawasan dan evaluasi kinerja through to performance evaluation. Oversight and
dilakukan secara berkala melalui forum internal, seperti performance reviews are conducted on a regular basis
rapat rutin, Pelindo Forum, dan General Manager Forum. through internal forums, including routine meetings, the
Hasil evaluasi tersebut selanjutnya digunakan sebagai Pelindo Forum, and the General Manager Forum. The
acuan dalam penetapan KPI Direksi. results of these evaluations are subsequently used as a
reference in determining the Board of Directors’ KPI.
Dalam menjalankan tanggung jawabnya, Direksi dibantu In carrying out its responsibilities, the Board of Directors
oleh Departemen Corporate Sustainability. Selanjutnya, is assisted by the Corporate Sustainability Department.
Departemen Corporate Sustainability menyampaikan Furthermore, the Corporate Sustainability Department
laporan kinerja keberlanjutan kepada Direksi pada submits sustainability performance reports to the Board
Business Performance Review setiap triwulan dan of Directors during the quarterly Business Performance
rapat tinjauan manajemen setiap setahun sekali untuk Review and the annual management review meeting to
mengawasi pengelolaan dampak dan mengevaluasi monitor the management of impacts and evaluate its
efektivitasnya. Adapun tugas dan wewenang Departemen effectiveness. The duties and authorities of the Corporate
Corporate Sustainability, di antaranya: [SEOJK E.1] [GRI 2-12, Sustainability Department include: [SEOJK E.1] [GRI 2-12,
2-13] 2-13]
1. Menyusun usulan konsep dan strategi yang terkait 1. Developing proposed concepts and strategies
dengan keberlanjutan untuk dikoordinasikan dengan related to sustainability, to be coordinated with
fungsi-fungsi terkait. relevant functions.
2. Menyusun usulan program kerja terkait LST. 2. Formulating proposed ESG-related work programs.
3. Menyusun kebijakan, prosedur, dan kerangka kerja 3. Establishing policies, procedures, and frameworks
yang terkait keberlanjutan. related to sustainability.
4. Melakukan pengawasan terhadap pelaksanaan 4. Monitoring the implementation of sustainability-
strategi terkait keberlanjutan. related strategies.
5. Menyusun konsep dan strategi, termasuk kebijakan, 5. Developing sustainability concepts and strategies,
kerangka kerja, dan prosedur terkait keberlanjutan, including policies, frameworks, and procedures,
termasuk usulan program kerja terkait dengan as well as proposed work programs for ESG
implementasi LST dan melakukan cascading strategi implementation, and cascading these strategies to
kepada fungsi terkait. relevant functions.
6. Melakukan konsolidasi terkait rencana program kerja 6. Consolidating ESG work program plans developed by
LST yang telah disusun oleh fungsi-fungsi terkait. relevant functions.
7. Melakukan sosialisasi dan pembinaan terkait 7. Conducting socialization and capacity building related
dengan program kerja, kebijakan, dan prosedur yang to ESG work programs, policies, and procedures.
berkaitan dengan LST.
8. Melakukan pengawasan terhadap pencapaian fungsi 8. Monitoring the performance of relevant functions
terkait untuk seluruh aspek LST. across all ESG aspects.
9. Melakukan inspeksi dan evaluasi dengan standar LST 9. Conducting inspections and evaluations based on
yang sudah ditetapkan. established ESG standards.
10. Melakukan penyusunan laporan keberlanjutan. 10. Preparing the sustainability report.
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Pengelolaan Isu Keberlanjutan dan Management of Sustainability and
Perubahan Iklim [SEOJK E.3, E.5] [GRI 2-23, 2-25, Climate Change Issues [SEOJK E.3, E.5] [GRI
3-3, 201-2] 2-23, 2-25, 3-3, 201-2]
Sejak tahun 2023, Pelindo mulai mengidentifikasi, Since 2023, Pelindo has begun identifying, assessing,
menilai, dan mengelola risiko serta peluang and managing sustainability-related risks and
keberlanjutan yang berpotensi memengaruhi kinerja opportunities that may affect its financial performance,
keuangan, posisi keuangan, dan prospek jangka financial position, and long-term prospects, in alignment
panjang, sejalan dengan standar International Financial with the International Financial Reporting Standards
Reporting Standards (IFRS) Sustainability. (IFRS) Sustainability.
Ikhtisar IFRS S1: Isu Keberlanjutan Overview of IFRS S1: Sustainability Issues
Pelindo mengidentifikasi risiko terkait keberlanjutan Pelindo periodically identifies sustainability-related
di setiap aktivitas bisnis secara berkala. Risiko yang risks across its business activities. Identified risks are
telah diidentifikasi akan diukur, dipantau, dan dikelola measured, monitored, and managed by each Division
oleh masing-masing Kepala Divisi. Selanjutnya, Dewan Head. Subsequently, the Board of Commissioners and
Komisaris dan Direksi akan mengevaluasi untuk menilai the Board of Directors evaluate these risks to assess the
efektivitas proses manajemen risiko yang dilakukan. effectiveness of the risk management processes in place.
Kesehatan dan Keselamatan Kerja
Occupational Health and Safety
Tata Kelola
1 Governance
Pelindo membentuk Panitia Pembina Keselamatan dan Kesehatan Kerja (P2K3) di kantor pusat, regional, dan cabang. P2K3 berperan
memberi masukan kepada manajemen, mengoordinasikan program K3, mengidentifikasi dan mengevaluasi bahaya, memperkuat
sosialisasi dan pelatihan, serta memantau kepatuhan melalui inspeksi/audit, rekomendasi perbaikan, dan melaksanakan pertemuan
rutin untuk membahas penerapan K3 setiap triwulan.
Pelindo has established Occupational Safety and Health Committees (OHS Committee) at the head office, regional, and branch levels.
These committees provide input to management, coordinate OHS programs, identify and evaluate hazards, strengthen awareness and
training, and monitor compliance through inspections and audits. They also issue recommendations for improvement and conduct
regular quarterly meetings to review the implementation of OHS practices.
Strategi
2 Strategy
Faktor Risiko Potensi Dampak Mitigasi
Risk Factor Potential Impact Mitigation
Kegagalan Memicu kecelakaan kerja dan • Menerapkan sistem kesehatan dan keselamatan kerja sesuai
memenuhi standar penyakit akibat kerja sehingga dengan standar dan praktik terbaik;
K3 penghentian sementara • Melakukan identifikasi bahaya potensi dan risiko ditempat kerja
Failure to comply aktivitas sehingga memengaruhi • Implementasi Contract Safety Management System (CSMS)
with OHS standards produktivitas dan kinerja Perseroan • Pelaksanaan MCU secara rutin (tahunan)
May lead to workplace accidents • Implementing occupational health and safety systems in
and occupational illnesses, accordance with applicable standards and best practices
resulting in temporary suspension of • Conducting hazard identification and risk assessments in the
operations and adversely affecting workplace
the Company’s productivity and • Implementing a Contract Safety Management System (CSMS)
performance • Conducting routine (annual) MCU
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Connectivity Across the Value Chain About Pelindo Sustianability Governance
Manajemen Risiko
3 Risk Management
Pelindo memastikan penerapan standar K3 di seluruh unit kerja dikelola secara sistematis melalui Sistem Manajemen Keselamatan dan
Kesehatan Kerja (SMK3) dan Sistem Manajemen Terpadu (SMT) yang berlaku bagi seluruh karyawan, mitra, vendor, dan pemangku
kepentingan lainnya yang berada di wilayah operasional. Perseroan juga memperkuat penerapan sistem manajemen K3 dengan
melaksanakan sertifikasi ISO 45001:2018 melalui badan sertifikasi independen dan audit internal SMK3 yang dilaksanakan secara
berkala. Selain itu, Perseroan menerapkan beberapa prosedur, di antaranya SOP Prosedur Izin Kerja dan Pengawasan untuk aktivitas
berisiko tinggi, SOP Manajemen Insiden untuk mengelola insiden, dan Panduan Teknis mengenai Alat Pelindung Diri (APD).
Risiko K3 dikelola melalui Identifikasi Bahaya dan Pengendalian Risiko (IBPR) yang dipetakan per lokasi menggunakan matriks tingkat
keparahan dan intensitas. Proses IBPR dilengkapi dengan Corporate Life Saving Rules (CLSR) sebagai rujukan kategorisasi Risiko
kritikal dan standar perilaku yang aman.
Pelindo ensures that OHS standards are systematically implemented across all work units through the Occupational Safety and Health
Management System (OHSMS) and the Integrated Management System (IMS), which apply to all employees, partners, vendors, and
other stakeholders within its operational areas. The Company further strengthens its OHS management system through ISO 45001:2018
certification by an independent certification body, as well as periodic internal SMK3 audits. In addition, the Company implements
several procedures, including the Work Permit and Supervision SOP for high-risk activities, the Incident Management SOP to manage
incidents, and Technical Guidelines on Personal Protective Equipment (PPE).
OHS risks are managed through Hazard Identification and Risk Control, which is mapped by location using severity and intensity
matrices. The IBPR process is complemented by the Corporate Life Saving Rules (CLSR) as a reference for categorizing critical risks
and establishing safe behavior standards.
Metrik dan Target
4 Metrics and Targets
Metrik | Metrics Target | Targets
• Kecelakaan besar/fatality • Tidak ada kasus fatality
• Implementasi Sistem Manajemen K3 • 100% implementasi Sistem Manajemen K3
• Major accidents/fatalities • Zero fatality
• Implementation of the OHS Management System • 100% implementation of the OHS Management System
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Hak Asasi Manusia
Human Rights
Tata Kelola
1 Governance
Dalam kerangka penguatan tata kelola perusahaan, aspek Hak Asasi Manusia (HAM) diintegrasikan ke dalam struktur pengawasan
melalui peran strategis Komite GCG dan Pemantau Manajemen Risiko. Komite ini terdiri dari ketua, wakil ketua, dua anggota, serta
didukung oleh satu anggota Komisi. Dengan dukungan fungsional dari Komite ini, Perseroan secara berkala melakukan evaluasi
terhadap efektivitas mekanisme pengaduan dan standar etika bisnis.
Within the framework of strengthening corporate governance, human rights aspects are integrated into the oversight structure through
the strategic role of the GCG and Risk Management Oversight Committee. This committee consists of a chairperson, a vice chairperson,
two members, and is supported by one commission member. With the functional support of this committee, the Company periodically
evaluates the effectiveness of grievance mechanisms and business ethics standards.
Strategi
2 Strategy
Faktor Risiko Potensi Dampak Mitigasi
Risk Factor Potential Impact Mitigation
Pelanggaran HAM di Memicu sanksi regulator, gugatan 1. Menyediakan WBS yang dapat diakses oleh karyawan
dalam pelaksanaan hukum, dan tekanan publik yang untuk melaporkan apabila ada indikasi pelanggaran
aktivitas operasional dapat memengaruhi produktivitas HAM maupun tindakan diskriminasi.
dan rantai pasok. operasional dan menurunnya citra 2. Menetapkan batas usia minimum bagi pekerja, termasuk
Human rights Perseroan di mata publik. menjadi kriteria LST pemasok.
violations in May trigger regulatory sanctions, 1. Providing a WBS accessible to employees to report any
operations and legal claims, and public pressure, indications of human rights violations or discriminatory
supply chain which can disrupt operational practices.
productivity and adversely affect the 2. Establishing a minimum working age requirement,
Company’s reputation. including its incorporation as part of ESG criteria for
suppliers.
Manajemen Risiko
3 Risk Management
Pelindo menjunjung penghormatan HAM di lingkungan kerja melalui Kebijakan Ketenagakerjaan yang memastikan perlakuan
setara, bebas diskriminasi, serta perlindungan hak dasar karyawan, serta mencakup batas minimum bekerja dan pengaturan jam
kerja. Hal tersebut juga wajib dipatuhi oleh pemasok, di mana diatur dalam Kriteria LST dalam Seleksi Pemasok. Selain itu, Perseroan
menyediakan kanal pelaporan yaitu Whistleblowing System (WBS) sebagai mekanisme pengaduan yang dapat diakses oleh karyawan.
Pelindo upholds respect for human rights in the workplace through its Employment Policy, which ensures equal treatment, non-
discrimination, and the protection of employees’ fundamental rights, including minimum working age requirements and working hours
arrangements. These principles are also required to be observed by suppliers, as stipulated in the ESG Criteria in Supplier Selection.
In addition, the Company provides a reporting channel through the Whistleblowing System (WBS), which serves as an accessible
grievance mechanism for employees.
Metrik dan Target
4 Metrics and Targets
Metrik | Metrics Target | Targets
Jumlah kasus diskriminasi Tidak ada kasus diskriminasi
Number of discrimination cases No cases of discrimination
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustianability Governance
Masyarakat Lokal
Local Community
Tata Kelola
1 Governance
Pelindo melaksanakan Program Tanggung Jawab Sosial Lingkungan (TJSL) yang dilaksanakan di bawah tanggung jawab Department
Tanggung Jawab Sosial dan Lingkungan. Department tersebut bertanggung jawab dalam malaksanakan Bantuan/Program TJSL
sebagai bentuk komitmen perusahaan terhadap pembangunan yang berkelanjutan dengan memberikan manfaat pada ekonomi,
sosial, lingkungan serta hukum dan tata kelola dengan prinsip yang lebih terintegrasi, terarah, terukur dampaknya serta dapat
dipertanggungjawabkan dan merupakan bagian dari pendekatan bisnis Perusahaan.
Pelindo implements its Corporate Social Responsibility (CSR) Program under the responsibility of the Corporate Social Responsibility
Department. This department is responsible for delivering TJSL initiatives as part of the Company’s commitment to sustainable
development, generating benefits across economic, social, environmental, as well as legal and governance aspects. These programs
are carried out through a more integrated, targeted, and impact-driven approach, ensuring accountability and alignment with the
Company’s overall business strategy.
Strategi
2 Strategy
Faktor Risiko Potensi Dampak Mitigasi
Risk Factor Potential Impact Mitigation
Keluhan dari Berpotensi mengganggu aktivitas 1. Sosialisasi pelaksanaan proyek yang berdampak pada
masyarakat, operasional dan memengaruhi masyarakat/fasilitas masyarakat
konflik sosial, atau citra Perseroan di mata pemangku 2. Penyediaan anggaran mitigasi dampak sosial dan
ketidakselarasan kepentingan. lingkungan pembangunan Proyek Strategis Nasional
kepentingan May disrupt operational activities 3. Pelibatan/rekrutmen masyarakat lokal sebagai tenaga
Community and affect the Company’s kerja dalam pembangunan Proyek Strategis Nasional
complaints, reputation among stakeholders. 1. Socialization and public communication on project
social conflicts, or implementation that may impact communities and public
misalignment of facilities
interests 2. Allocating budgets for mitigating social and environmental
impacts related to National Strategic Projects
3. Engaging/recruiting local communities as part of the
workforce in the development of National Strategic
Projects.
Manajemen Risiko
3 Risk Management
Pelindo melakukan dialog, pemetaan sosial, dan diskusi kelompok terpumpun (DKT) untuk memahami kebutuhan aspirasi, dan isu
prioritas di masyarakat. Pelindo juga mengidentifikasi aktivitas operasional yang secara aktual dan/atau berpotensi menimbulkan
dampak negatif signifikan bagi masyarakat setempat. Selain itu, Perseroan menyediakan mekanisme pengaduan formal bagi
masyarakat untuk menyampaikan masukan atau keluhan terkait operasional dan program pelibatan masyarakat.
Pelindo conducts dialogue, social mapping, and focus group discussions (FGDs) to understand community needs, aspirations, and
priority issues. The Company also identifies operational activities that have actual and/or potential significant negative impacts on local
communities. In addition, the Company provides a formal grievance mechanism for communities to submit feedback or complaints
related to its operations and community engagement programs.
Metrik dan Target
4 Metrics and Targets
Metrik | Metrics
Target | Targets
Social Return of Investment (SROI)
Meraih nilai SROI sebesar >1
Social Return of Investment (SROI)
Achieved an SROI score of >1
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Etika Bisnis
Business Ethics
Tata Kelola
1 Governance
Dalam kerangka penguatan integritas korporasi, Komite GCG dan Pemantau Manajemen Risiko memegang peranan dalam mengawasi
implementasi standar etika bisnis di seluruh lini organisasi. Melalui pengawasan yang terstruktur, komite ini berfungsi sebagai instrumen
mitigasi terhadap risiko pelanggaran etika, termasuk pelanggaran etika profesional dan etika kerja, serta tindakan yang tidak sejalan
dengan nilai-nilai Perseroan.
Within the framework of strengthening corporate integrity, the GCG and Risk Management Oversight Committee plays a role in
overseeing the implementation of business ethics standards across all levels of the organization. Through structured oversight, this
committee serves as a mechanism to mitigate the risk of ethical violations, including breaches of professional and workplace ethics, as
well as actions that are not aligned with the Company’s values.
Strategi
2 Strategy
Faktor Risiko Potensi Dampak Mitigasi
Risk Factor Potential Impact Mitigation
Pelanggaran etika Memicu sanksi regulator, gangguan Penerapan, pemantauan, sosialisasi, dan evaluasi atas
dalam menjalankan kerja sama dengan pihak lain, serta pelaksanaan pengelolaan whistleblowing system (WBS),
bisnis merusak reputasi dan kredibilitas kinerja gratifikasi, benturan kepentingan, dan anti-fraud.
Ethical violations in tata kelola Perseroan. Implementation, monitoring, socialization, and evaluation of the
business conduct May trigger regulatory sanctions, disrupt management of the whistleblowing system (WBS), gratification,
partnerships with external parties, and conflicts of interest, and anti-fraud measures.
undermine the Company’s governance
performance, reputation, and credibility.
Manajemen Risiko
3 Risk Management
Pelindo mengesahkan Pedoman Kode Etik Bisnis yang mencakup Etika Profesional dan Etika Kerja bagi seluruh karyawan. Pedoman
ini memuat Panduan Perilaku untuk membentuk, mengarahkan, dan memengaruhi setiap tindakan agar selaras dengan nilai-nilai
serta budaya Perseroan. Selain itu, Perseroan juga menerapkan komitmen tanpa toleransi terhadap seluruh bentuk pelanggaran yang
berkaitan dengan kode etik melalui pengesahan Kebijakan Gratifikasi, Antikorupsi, dan Antisuap.
Pelindo memperkuat budaya antikorupsi dan kode etik dengan menyelenggarakan sosialisasi secara berkala kepada seluruh karyawan.
Dalam memastikan kepatuhannya, seluruh karyawan wajib menandatangani Pakta Integritas dan Janji Pedoman Kode Etik Bisnis setiap
tahun. Selain itu, Pelindo memiliki kanal khusus, yaitu Pelindo Bersih untuk memberikan ruang bagi seuruh pemangku kepentingan
yang ingin menyampaikan pengaduan maupun melaporkan indikasi pelanggaran terhadap nilai-nilai etika yang berlaku.
Pelindo formalized a Code of Business Ethics Guidelines covering Professional Ethics and Work Ethics applicable to all employees. This
guideline includes a Code of Conduct designed to shape, guide, and influence behavior to align with the Company’s values and culture.
In addition, the Company enforces a zero-tolerance commitment toward all forms of violations related to the code of ethics through the
implementation of its Gratification, Anti-Corruption, and Anti-Bribery Policies.
Pelindo further strengthens its anti-corruption culture and ethical standards by conducting regular socialization programs for all
employees. To ensure compliance, all employees are required to sign an Integrity Pact and a Declaration of Compliance with the Code
of Business Ethics annually. In addition, Pelindo provides a dedicated channel, namely Pelindo Bersih, which enables all stakeholders
to submit complaints or report any suspected violations of applicable ethical standards.
Metrik dan Target
4 Metrics and Targets
Metrik | Metrics Target | Targets
Jumlah kasus korupsi dan suap, serta benturan kepentingan Tidak ada kasus korupsi dan suap, serta benturan kepentingan
Number of corruption, bribery, and conflict of interest cases Zero cases of corruption, bribery, and conflicts of interest
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustianability Governance
Ikhtisar IFRS S2: Isu Perubahan Iklim Overview of IFRS S2: Climate Change Issues
Pelindo juga mengidentifikasi risiko perubahan iklim Pelindo also identifies climate-related risks and
dan menetapkan langkah-langkah mitigasi untuk establishes mitigation measures to minimize their
menekan potensi dampaknya terhadap kondisi potential impact on the Company’s financial condition.
keuangan Perseroan. Pada tahun 2025, Pelindo telah In 2025, Pelindo allocated a budget of Rp4.51 trillion,
mengalokasikan anggaran sebesar Rp4,51 triliun dan with Rp2.20 trillion realized, for the improvement and
terealisasi sebesar Rp2,20 triliun, untuk perbaikan development of infrastructure and superstructure across
dan pengembangan infrastruktur dan suprastruktur di its operational areas. [GRI 201-2]
berbagai wilayah kerja Pelindo. [GRI 201-2]
Selain itu, Perseroan juga melakukan investasi In addition, the Company undertakes environmentally
berwawasan ramah lingkungan sebagai bagian oriented investments as part of its climate change
dari strategi mitigasi perubahan iklim. Investasi ini mitigation strategy. These investments include the use
meliputi pemanfaatan peralatan ramah lingkungan, of environmentally friendly equipment, the development
pengembangan layanan terminal berkelanjutan di PT of sustainable terminal services at PT Pelindo Terminal
Pelindo Terminal Petikemas (SPTP), dan penyediaan Petikemas (SPTP), and the provision of efficient
utilitas yang efisien oleh PT Energi Pelabuhan Indonesia utilities by PT Energi Pelabuhan Indonesia (EPI). These
(EPI). Investasi pada program keberlanjutan tersebut sustainability-related investments contribute positively
memberikan dampak finansial positif melalui optimalisasi to financial performance through cost optimization,
biaya, peningkatan produktivitas, dan penguatan kinerja improved productivity, and the strengthening of the
jangka panjang Perseroan. Company’s long-term performance.
Investasi pada program keberlanjutan tersebut Investments in these sustainability programs generate
memberikan dampak finansial positif bagi bisnis positive financial impacts for the business through
melalui optimalisasi biaya operasional dan peningkatan the optimization of operating costs and long-term
produktivitas jangka panjang. Meskipun memerlukan productivity gains. Although they require significant
CapEx yang cukup tinggi, langkah ini secara signifikan capital expenditures (CapEx), these initiatives significantly
membangun keyakinan serta kepercayaan pemangku build stakeholder confidence and trust in the business’s
kepentingan terhadap ketahanan bisnis. Dari sisi resilience. Externally, these green port initiatives directly
eksternal, inisiatif pelabuhan ramah lingkungan (green contribute to improving the quality of the surrounding
port) ini berkontribusi langsung pada peningkatan environment. At the same time, the mitigation measures
kualitas lingkungan sekitar. Di saat yang sama, langkah- implemented by the Company are crucial in mitigating
langkah mitigasi yang dijalankan Perseroan menjadi the risk of disasters caused by climate change that could
krusial dalam menekan risiko bencana akibat perubahan disrupt the stability of the national maritime ecosystem.
iklim yang dapat mengganggu stabilitas ekosistem [GRI 3-3]
maritim nasional. [GRI 3-3]
Risiko dan Rencana Mitigasi Perubahan Iklim
Climate Change Risks and Mitigation Plans
Jenis Risiko Rencana Mitigasi
Risk Type Mitigation Plan
Risiko Fisik
Physical Risks
Banjir Rob | Tidal Flooding 1. Implementasi peringatan dini untuk memantau kondisi cuaca ekstrem.
2. Pengembangan rencana darurat dan pelatihan staf untuk menghadapi situasi
Pelabuhan di pesisir dapat mengalami gangguan darurat terkait cuaca ekstrem.
operasional akibat peningkatan frekuensi dan 1. Implement early warning systems to monitor extreme weather conditions.
intensitas banjir. 2. Develop emergency response plans and conduct safety training to handle
Ports in coastal areas may experience operational extreme weather situations.
disruptions due to increased frequency and intensity
of flooding.
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Jenis Risiko Rencana Mitigasi
Risk Type Mitigation Plan
Badai dan Angin Kencang 1. Implementasi sistem peringatan dini.
Storms and Strong Winds 2. Bekerja sama dengan pihak terkait, seperti Badan Meteorologi, Klimatologi,
dan Geofisika (BMKG) serta lembaga pemerintah setempat untuk
Dapat merusak infrastruktur pelabuhan seperti crane, mendapatkan informasi dan bantuan saat cuaca ekstrem.
gudang, dan peralatan lainnya, serta mengganggu 1. Implement early warning systems.
layanan pelayaran atau layanan pelatihan. 2. Collaborate with relevant parties, such as the Meteorology, Climatology, and
May damage port infrastructure such as cranes, Geophysics Agency (BMKG) and local government institutions, to obtain
warehouses, and other equipment, and disrupt information and assistance during extreme weather events.
shipping or port services.
Kenaikan Permukaan Air Laut 1. Meningkatkan elevasi infrastruktur pelabuhan secara berkala meningkatkan
Sea Level Rise infrastruktur pelabuhan Pelindo untuk memitigasi kenaikan permukaan air
laut.
Dapat mengakibatkan kerusakan atau kerugian 2. Memastikan pompa air bekerja dengan baik saat terjadinya kenaikan
infrastruktur dan memerlukan peningkatan elevasi permukaan air laut.
dermaga. 3. Melakukan pemeliharaan tanggul dan saluran air sehingga meminimalkan
May cause damage or losses to infrastructure and potensi gangguan operasional akibat banjir rob.
require increased elevation of port facilities. 4. Melakukan penyesuaian pada desain pelabuhan, seperti pembangunan
dinding laut dan peninggian elevasi dermaga maupun lapangan penumpukan.
1. Gradually increase the elevation of port infrastructure to mitigate sea level
rise.
2. Ensure water pumps operate effectively during rising sea levels.
3. Maintain embankments and drainage systems to minimize potential
operational disruptions caused by tidal flooding.
4. Adjust port design, including the construction of seawalls and increasing the
elevation of docks and stacking yards.
Erosi Pantai dan Sedimentasi Melakukan pengerukan secara berkala sebagai bagian dari aktivitas pemeliharaan
Coastal Erosion and Sedimentation alur dan kolam pelabuhan.
Conduct periodic dredging as part of the maintenance of port channels and
Pengurangan area pelabuhan dan gangguan pada basins.
jalur akses kapal.
Reduction of port area and disruption to shipping
access channels.
Panas Ekstrem (Gelombang Panas) Penyediaan tempat perlindungan dan air minum bagi pekerja di lokasi yang
Coastal Erosion and Sedimentation terpapar panas ekstrem.
Provide shelter and drinking water for workers in areas exposed to extreme heat.
Potensi risiko terhadap logistik dan keselamatan kerja
akibat panas ekstrem (heat stress) yang memengaruhi
kinerja serta keselamatan pekerja.
Reduction of port area and disruption to shipping
access channels.
Kekeringan | Drought 1. Menggunakan road sweeper dan unit mobil penyiram air untuk jalan dan
area taman di pelabuhan, khususnya di musim kemarau untuk mengurangi
Potensi terganggunya operasi logistik akibat polutan debu dan memastikan tetap hijau dan dapat tumbuh dengan baik.
kekeringan yang menyebabkan berkurangnya 2. Penggunaan teknologi seawater reverse osmosis (SWRO), seperti yang
pasokan air, khususnya pasokan air untuk kebutuhan sudah diterapkan di Pelabuhan Tanjung Priok.
kapal yang dilayani oleh pelabuhan-pelabuhan 3. Kerja sama dengan mitra penyedia air bersih untuk memastikan keandalan
Pelindo. pasokan air, khususnya untuk kebutuhan kapal.
Potential disruption to logistics operations due to 1. Using road sweepers and water spraying trucks for roads and landscaped
drought, which may reduce water supply, particularly areas in the port, particularly during the dry season, to reduce dust pollutants
for meeting the needs of vessels served at Pelindo’s and maintain greenery growth.
ports. 2. Utilizing seawater reverse osmosis (SWRO) technology, as implemented at
Tanjung Priok Port.
3. Collaborating with clean water supply partners to ensure reliable water
availability, particularly for vessel needs.
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustianability Governance
Jenis Risiko Rencana Mitigasi
Risk Type Mitigation Plan
Risiko Transisi
Transition Risks
Regulasi | Regulation Bersinergi dengan Kementerian Perhubungan untuk melaksanakan aksi mitigasi
perubahan iklim pada sektor transportasi sesuai dengan Keputusan Menteri
Risiko terkait dengan perubahan kebijakan regulasi Perhubungan No. KM 8 Tahun 2023 tentang Penetapan Aksi Mitigasi Perubahan
yang dapat memengaruhi biaya operasional dan Iklim Sektor Transportasi untuk Pencapaian Target Kontribusi yang Ditetapkan
persyaratan lingkungan yang lebih ketat. Secara Nasional dengan mengembangkan proyek elektrifikasi, pembangunan
Risks related to changes in regulatory policies that panel surya, dan sistem komunikasi terkait informasi cuaca.
may affect operational costs and impose stricter Collaborating with the Ministry of Transportation to implement climate change
environmental requirements. mitigation actions in the transportation sector in accordance with Minister of
Transportation Decree No. KM 8 of 2023 on Climate Change Mitigation Actions
in the Transportation Sector for Achieving Nationally Determined Contribution
(NDC) Targets, including the development of electrification projects, solar panel
installations, and communication systems related to weather information.
Reputasi | Reputation 1. Menerapkan praktik manajemen lingkungan yang ketat dan melakukan
pemantauan terhadap operasi logistik secara berkala.
Ancaman terhadap citra Perseroan akibat terlibat 2. Menerbitkan laporan keberlanjutan dan laporan LST secara berkala untuk
dalam isu lingkungan, seperti polusi air atau kegiatan mengomunikasikan upaya Pelindo pada aspek LST.
logistik lainnya. 3. Bagi masyarakat atau pemangku kepentingan lain yang lingkungannya
Threats to the Company’s reputation due to terdampak negatif bisa menghubungi Sekretariat Perusahaan melalui email:
involvement in environmental issues, such as water corp_sec@pelindo.co.id.
pollution or other logistics-related activities. 1. Implementing stringent environmental management practices and
conducting regular monitoring of logistics operations.
2. Publishing sustainability and ESG reports periodically to communicate
Pelindo’s efforts in ESG aspects.
3. Communities or other stakeholders affected by environmental impacts can
contact the Corporate Secretariat via email: corp_sec@pelindo.co.id
Teknologi | Technology Mengadopsi teknologi dengan menggunakan remote crane, seperti di Terminal
Teluk Lamong. Penerapan remote crane ini telah meningkatkan efisiensi
Risiko terkait dengan perubahan teknologi dan inovasi operasional di area tersebut.
dalam logistik yang dapat memengaruhi keberlanjutan Adopting technology such as remote crane operations, as implemented at
operasional dan investasi dalam teknologi baru. Terminal Teluk Lamong. The use of remote cranes has improved operational
Risks related to technological changes and innovation efficiency in the area.
in logistics that may affect operational sustainability
and investment in new technologies.
Pasar | Market 1. Mengembangkan Integrated Port Services yang dapat mengurangi waktu
tempuh, biaya logistik, dan juga emisi karbon dari penggunaan truk.
Risiko terkait dengan penurunan permintaan pasar 2. Mengintegrasikan konektivitas dengan moda transportasi lain, seperti kereta
terhadap layanan atau produk yang dianggap tidak api.
ramah lingkungan atau tidak berkelanjutan. Pasar juga 1. Developing Integrated Port Services that can reduce transit time, logistics
menunjukkan makin naiknya tren yang meminta biaya costs, and carbon emissions from truck usage.
logistik yang lebih terjangkau. Tren ini sejalan dengan 2. Integrating connectivity with other modes of transportation, such as railways.
target pemerintah Indonesia untuk menekan biaya
logistik nasional.
Risks related to declining market demand for services
or products perceived as not environmentally friendly
or unsustainable. The market is also showing an
increasing trend toward demanding more affordable
logistics costs, in line with the Indonesian government’s
target to reduce national logistics costs.
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Pendekatan dalam Mengelola Risiko terkait Iklim
Approaches to Managing Climate-Related Risks
Risiko Lingkungan, Sosial, dan Tata Kelola Gangguan Layanan
Risk Environmental, Social, and Governance Service Disruption
Deskripsi Risiko 1. Dampak dari perubahan kondisi cuaca dan iklim Penurunan jumlah pelanggan atau mitra bisnis yang
Risk Description yang ekstrem, seperti banjir atau badai, yang dapat dapat memengaruhi pendapatan Perseroan.
mengganggu operasi pelabuhan dan merusak Decrease in the number of customers or business
infrastruktur. partners, which may affect the Company’s revenue.
2. Terdapat keluhan atau tuntutan dari masyarakat
sekitar pelabuhan terkait dampak lingkungan,
kebisingan, atau masalah lain yang berkaitan dengan
operasi pelabuhan.
1. Impacts of changes in weather conditions and extreme
climate events, such as floods or storms, which may
disrupt port operations and damage infrastructure.
2. Complaints or claims from communities surrounding
the port related to environmental impacts, noise, or
other issues associated with port operations.
Penyebab Risiko 1. Terdapat emisi karbon yang dihasilkan dari kegiatan 1. Belum terstandarisasinya pola operasional yang
Risk Drivers operasional di kawasan pelabuhan. berpotensi menyebabkan kinerja kurang optimal.
2. Masyarakat di sekitar pelabuhan memandang 2. Ketidaksiapan fasilitas saat akan digunakan
adanya potensi dampak negatif terhadap aset, oleh pelanggan, seperti keterbatasan jumlah
fasilitas, maupun aktivitas yang berlangsung. Di sisi kapal tunda, kekurangan peralatan, maupun
lain, masyarakat juga memiliki harapan terhadap terbatasnya area penumpukan.
peningkatan kesejahteraan dan peluang ekonomi 1. Lack of standardized operational processes that
sebagai bagian dari komunitas di sekitar pelabuhan. may lead to suboptimal performance.
3. Terdapat potensi ketidaksesuaian standar dalam 2. Insufficient readiness of facilities when required
proses bongkar muat curah, keterbatasan by customers, such as limited number of berthed
pengawasan serta pemantauan pengelolaan vessels, lack of equipment, or limited stacking
lingkungan, dan belum optimalnya ketersediaan yard capacity.
fasilitas penyimpanan limbah B3.
1. Carbon emissions generated from operational
activities in port areas.
2. Communities around the port perceive potential
negative impacts on assets, facilities, and ongoing
activities. At the same time, communities also have
expectations for improved welfare and economic
opportunities as part of the surrounding port
ecosystem.
3. Potential non-compliance with standards in bulk
cargo loading processes, limitations in supervision
and environmental management monitoring, and
suboptimal availability of hazardous and toxic (B3)
waste storage facilities.
Kategori Dampak Dampak Kualitatif Dampak Kualitatif
Impact Category Qualitative Impact Qualitative Impact
Deskripsi Dampak 1. Emisi karbon yang dihasilkan dari aktivitas di Kehilangan pelanggan berpotensi menurunkan
Impact pelabuhan berpotensi menjadi salah satu kontributor pangsa pasar sekitar 5% hingga 10%.
Description perubahan iklim bersama emisi GRK lainnya. Dampak Loss of customers may potentially reduce market
lingkungannya dinilai relatif minor, bersifat jangka share by around 5% to 10%.
pendek (sekitar 1-2 tahun), dan tidak memengaruhi
fungsi ekosistem secara signifikan.
2. Berpotensi munculnya pemberitaan negatif di
lingkungan eksternal perusahaan.
1. Carbon emissions generated from port activities have
the potential to become one of the contributors to
climate change alongside other GHG emissions. The
environmental impact is assessed as relatively minor,
short-term in nature (approximately 1–2 years), and
does not significantly affect ecosystem functions.
2. Potential emergence of negative publicity in the
Company’s external environment.
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustianability Governance
Risiko Lingkungan, Sosial, dan Tata Kelola Gangguan Layanan
Risk Environmental, Social, and Governance Service Disruption
Rencana 1. Implementasi dan integrasi fungsi Corporate 1. Pelaksanaan pemantauan terhadap tingkat
Perlakuan Risiko Sustainability berbasis aspek LST di Anak Perusahaan. ketersediaan (availability) serta pemeliharaan
Risk Treatment 2. Implementasi LST dengan pengembangan sistem fasilitas sipil pelabuhan.
Plan pelaporan dan praktik pengungkapan kinerja 2. Penerapan Business Continuity Management
keberlanjutan. (BCM) di lingkungan Grup Pelindo.
3. Pemantauan tingkat pemenuhan terhadap peraturan 1. Monitoring facility availability levels and
perundang-undangan di bidang lingkungan hidup. maintaining port civil infrastructure.
4. Pemantauan pengurusan persetujuan lingkungan dan 2. Implementing Business Continuity Management
DELH/DPLH. (BCM) across Pelindo Group.
5. Implementasi energi ramah lingkungan.
6. Implementasi green technology alat bongkar muat.
7. Pengelolaan keterbukaan informasi publik.
8. Implementasi program/bantuan TJSL pada Proyek
Strategis Perusahaan.
1. Implementing and integrating the Corporate
Sustainability function based on ESG aspects within
subsidiaries.
2. Implementing ESG practices through the development
of reporting systems and sustainability performance
disclosure practices.
3. Monitoring compliance with environmental laws and
regulations.
4. Monitoring the management of environmental
approvals and DELH/DPLH.
5. Implementing environmentally friendly energy.
6. Implementing green technology in cargo handling
equipment.
7. Managing public information disclosure.
8. Implementing CSR programs within the Company’s
Strategic Projects.
Implikasi Perseroan berpotensi menghadapi denda yang signifikan Gangguan pada rantai pasok atau distribusi
Keuangan apabila tidak patuh terhadap regulasi lingkungan. Selain akibat perubahan iklim berpotensi menyebabkan
Financial itu, terdapat risiko penurunan permintaan atau kehilangan kehilangan pendapatan yang signifikan, khususnya
Implications pangsa pasar apabila dinilai belum menerapkan praktik pada sektor yang sensitif terhadap kondisi cuaca.
yang ramah lingkungan secara memadai. Selain itu, Perseroan perlu menyediakan biaya untuk
The Company may encounter significant fines if it fails to perbaikan kerusakan akibat bencana serta investasi
comply with environmental regulations. In addition, there dalam penyesuaian infrastruktur agar lebih adaptif
is a risk of declining demand or loss of market share if the terhadap perubahan iklim.
Company is perceived as not adequately implementing Disruptions to supply chains or distribution due to
environmentally friendly practices. climate change may result in significant revenue
losses, particularly in sectors that are sensitive to
weather conditions. In addition, the Company may
incur costs for repairing damage caused by disasters
and for investing in infrastructure adjustments to
enhance resilience to climate change.
Biaya Pengelolaan Pengelolaan risiko memerlukan investasi untuk Biaya pengelolaan mencakup investasi untuk
Risiko pengembangan sistem pemantauan dan pengurangan memperbarui atau memperkuat infrastruktur
Risk Management dampak lingkungan, termasuk pembangunan infrastruktur guna meminimalkan kerusakan akibat perubahan
Costs hijau dan penerapan teknologi lingkungan. Selain itu, iklim, serta pengeluaran untuk penyusunan dan
terdapat biaya untuk pelaporan LST dan pemenuhan implementasi rencana kontinjensi, termasuk
regulasi, seperti audit eksternal dan sertifikasi pelatihan personel dan pengembangan prosedur
keberlanjutan. operasional yang mendukung kesiapan menghadapi
kondisi darurat.
Risk management requires investments in the Management costs include investments to upgrade
development of environmental monitoring systems and or strengthen infrastructure to minimize damage
impact reduction, including the development of green caused by climate change, as well as expenditures for
infrastructure and the implementation of environmental the preparation and implementation of contingency
technologies. In addition, there are costs associated plans, including personnel training and the
with ESG reporting and regulatory compliance, such as development of operational procedures to support
external audits and sustainability certifications. emergency preparedness.
Estimasi biaya perlakuan risiko sebesar Rp24 miliar. Estimasi biaya perlakuan risiko sebesar Rp80
Estimated cost of risk treatment: Rp24 billion. juta.
Estimated cost of risk treatment: Rp80 million.
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Hasil Penilaian Risiko Fisik terkait Iklim pada Lokasi Operasional
Results of Climate-Related Physical Risk Assessment at Operational Locations
Risiko Fisik
Physical Risk
Wilayah
Region Gelombang Tinggi/
Banjir Rob Sedimentasi Erosi
Badai
Coastal Flood Sedimentation Erosion
High Wave/Hurricane
Batam
Belawan
Dumai
Gunung Sitoli
Kuala Tanjung
Lhokseumawe
Malahayati
Pekanbaru
Sibolga
Tanjung Balai Asahan
Tanjung Balai Karimun
Tanjung Pinang
Tembilahan
Banten
Bengkulu
Cirebon
Jambi
Palembang
Pangkal Balam
Panjang
Pontianak
Sunda Kelapa
Tanjung Pandan
Tanjung Priok
Teluk Bayur
Badas
Bagendang
Batulicin
Benoa
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustianability Governance
Risiko Fisik
Physical Risk
Wilayah
Region Gelombang Tinggi/
Banjir Rob Sedimentasi Erosi
Badai
Coastal Flood Sedimentation Erosion
High Wave/Hurricane
Bumiharjo
Celukan Bawang
Ende
Gresik
Kalianget
Kotabaru
Kumai
Lembar
Maumere
Pulau Pisau
Sampit
Tanjung Emas
Tanjung Intan
Tanjung Perak
Tegal
Trisakti
Subregional Kalimantan:
Cabang Satui
Terminal GSN
Subregional Bali Nusra:
Cabang Lembar
Subregional Bali Nusra:
Cabang Bima
Subregional Bali Nusra:
Cabang Benoa
Subregional Bali Nusra:
Cabang Kupang
Subregional Bali Nusra:
Cabang Waingapu
Subregional Bali Nusra:
Cabang Labuan Bajo
Subregional Bali Nusra:
Cabang Kumai
Tanjung Tembaga
Kalabahi
Banjarmasin
Ambon
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Risiko Fisik
Physical Risk
Wilayah
Region Gelombang Tinggi/
Banjir Rob Sedimentasi Erosi
Badai
Coastal Flood Sedimentation Erosion
High Wave/Hurricane
Balikpapan
Biak
Bontang
Bitung
Fakfak
Gorontalo
Jayapura
Kendari
Makassar
Manado
Manokwari
Merauke
Nunukan
Parepare
Samarinda
Sorong
Tanjung Redeb
Tarakan
Ternate
Toli-toli
Baik (Risiko Rendah/Kesiapan Sangat Baik) l Good (Low Risk/Very Good Preparedness)
Cukup Baik (Risiko Sedang/Kesiapan Memadai) l Fairly Good (Moderate Risk/Adequate Preparedness)
Buruk (Risiko Tinggi/Kesiapan Kurang) l Poor (High Risk/Insufficient Preparedness)
Buruk Sekali (Risiko Kritis/Kesiapan Sangat Rendah) l Very Poor (Critical Risk/Very Low Preparedness)
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustianability Governance
Tantangan dalam Penerapan Challenges in Sustainability
Keberlanjutan Implementation
Dalam penerapan keberlanjutan, Pelindo menghadapi In implementing sustainability, Pelindo encounters
sejumlah tantangan yang memerlukan pengelolaan dan several challenges that require ongoing management
penguatan internal, antara lain: and internal strengthening, including:
1. Tingkat pemahaman karyawan terhadap prinsip LST 1. Employees’ level of understanding of ESG principles
yang belum merata, baik dari sisi konsep maupun remains uneven, both in terms of conceptual
implementasi dalam aktivitas operasional sehari- knowledge and practical implementation in daily
hari, berdampak pada penerapan LST yang belum operations, resulting in suboptimal ESG application
maksimal di seluruh lini perusahaan. across all business lines.
2. Proses perhitungan jejak karbon masih perlu 2. The carbon footprint calculation process still requires
ditingkatkan, terutama dalam mengatasi keterbatasan improvement, particularly in addressing data
data. Selain itu, perbedaan standar perhitungan dan limitations. In addition, differences in calculation
cakupan emisi memerlukan kompetensi teknis yang standards and emission scopes necessitate adequate
memadai agar hasil pengukuran akurat. technical expertise to ensure accurate measurement
results.
3. Standar dan regulasi terkait LST terus berkembang 3. ESG-related standards and regulations continue to
dan makin kompleks, baik di tingkat nasional evolve and become increasingly complex, both at
maupun internasional. Keberagaman kerangka kerja, the national and international levels. The diversity of
pedoman pelaporan, serta ketentuan kepatuhan frameworks, reporting guidelines, and compliance
membutuhkan penyesuaian berkelanjutan, koordinasi requirements calls for continuous adaptation, cross-
lintas fungsi, dan penyelarasan kebijakan internal. functional coordination, and alignment of internal
policies.
Untuk merespons berbagai tantangan tersebut, In response to these challenges, the Company continues
Perseroan secara adaptif melakukan penyesuaian, to take an adaptive approach by making necessary
mengoptimalkan peluang yang ada, serta memperkuat adjustments, optimizing available opportunities, and
kolaborasi dengan mitra strategis guna mendukung strengthening collaboration with strategic partners to
implementasi keberlanjutan secara efektif. support the effective implementation of sustainability.
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
KETERLIBATAN PEMANGKU KEPENTINGAN
Stakeholder Engagement [SEOJK E.4] [GRI 2-29]
Pelindo menyadari pentingnya keterlibatan pemangku Pelindo recognises the importance of stakeholder
kepentingan dalam menjalankan inisiatif strategis, engagement in implementing strategic initiatives,
sebagaimana diatur dalam Peraturan Direksi tentang as stipulated in the Board of Directors Regulation
Tata Kelola Keterlibatan Pemangku Kepentingan. on Stakeholder Engagement Governance. Through
Melalui komunikasi yang konstruktif, Perseroan berupaya constructive communication, the Company strives to
membangun hubungan yang harmonis dan memastikan build harmonious relationships and ensure that all input
bahwa setiap masukan dapat menjadi pertimbangan can be considered in the decision-making process.
dalam proses pengambilan keputusan.
Perseroan mengacu pada AA1000 Stakeholder The Company refers to the AA1000 Stakeholder
Engagement Standard (SES) 2015 yang diterbitkan oleh Engagement Standard (SES) 2015, issued by a global
konsultan global sebagai pedoman dalam penetapan consulting organisation, as a guideline for stakeholder
pemangku kepentingan. Standar diharapkan mampu identification and determination. This standard is
mendukung proses penilaian, perancangan, dan expected to support the process of assessment, design,
penerapan pendekatan yang terpadu dalam pelibatan and implementation of an integrated approach to
pemangku kepentingan, sekaligus memastikan stakeholder engagement, while also ensuring fair and
terwujudnya komunikasi yang adil dan akurat. accurate communication.
Pemangku Kepentingan Level Pelibatan
Metode Pelibatan Engagement Methods
Stakeholders Engagement Level
Mitra Kerja Keterlibatan • Forum multipihak • Multi-stakeholder forums
Business Partners Involve • Proses pembangunan konsensus • Consensus building processes
• Panel penasihat • Advisory panels
• Proses pengambilan keputusan • Participatory decision-making
partisipatif processes
Konsultasi • Survei • Surveys
Consult • Rapat dengan pemangku • Meeting with selected stakeholder
kepentingan tertentu
Negosiasi • Perundingan bersama • Collective bargaining
Negotiate • Negosiasi perjanjian kerja • Contract negotiations
Lembaga Tinggi Negara Negosiasi • Perundingan bersama • Collective bargaining
High State Institutions Negotiate • Negosiasi perjanjian kerja • Contract negotiations
Keterlibatan • Forum multipihak • Multi-stakeholder forums
Involve • Proses pembangunan konsensus • Consensus building processes
• Panel penasihat • Advisory panels
• Program umpan balik daring • Online feedback schemes
• Workshops • Workshops
Konsultasi • Kelompok fokus • Focus groups
Consult • Pertemuan dengan pemangku • Meeting with selected stakeholder
kepentingan tertentu
• Komite penasihat • Advisory committees
• Dialog individu • Individual dialogue
Pemerintah Provinsi/Kota Keterlibatan • Forum multipihak • Multi-stakeholder forums
Provincial/Municipal Involve • Proses pembangunan konsensus • Consensus building processes
Government • Panel penasihat • Advisory panels
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustianability Governance
ETIKA BISNIS
Business Ethics
Etika bisnis menjadi landasan utama dalam setiap Business ethics serve as the cornerstone of all
aktivitas operasional Pelindo untuk mendukung Pelindo’s operational activities to support national
konektivitas dan logistik nasional. Perseroan connectivity and logistics. The Company is committed to
berkomitmen menjunjung tinggi integritas, transparansi, upholding integrity, transparency, and accountability in
dan akuntabilitas dalam seluruh proses bisnis, serta all business processes, as well as ensuring compliance
memastikan kepatuhan terhadap peraturan yang with applicable regulations. By strengthening an
berlaku. Melalui penguatan budaya etis, Pelindo ethical culture, Pelindo aims to create a healthy work
bertujuan menciptakan lingkungan kerja yang sehat environment while enhancing investor and public trust.
sekaligus meningkatkan kepercayaan investor dan This commitment proactively mitigates both reputational
publik. Komitmen ini secara proaktif memitigasi and operational risks, including the risk of funding
risiko reputasi maupun operasional, termasuk risiko cessation that may arise in the event of a violation.
penghentian pendanaan yang dapat timbul apabila
terjadi pelanggaran.
Implementasi etika bisnis yang konsisten juga The consistent implementation of business ethics
memberikan dampak positif bagi pemangku kepentingan also has a positive impact on stakeholders through
melalui terciptanya ekosistem persaingan usaha yang the creation of a healthy and transparent business
sehat dan transparan. Dengan mengedepankan nilai- competition ecosystem. By prioritizing the values of
nilai integritas, Perseroan berupaya meminimalkan integrity, the Company strives to minimize the uncertainty
ketidakpastian biaya logistik yang disebabkan oleh of logistics costs caused by unofficial practices, such as
praktik tidak resmi, seperti pungutan liar. Hal ini illegal levies. This is crucial in maintaining the stability
menjadi krusial dalam menjaga stabilitas biaya logistik of logistics costs for customers and ensuring that port
bagi pelanggan dan memastikan bahwa layanan services remain competitive, accountable, and free from
kepelabuhanan tetap kompetitif, akuntabel, serta practices that undermine the efficiency of the national
bebas dari praktik yang merugikan efisiensi rantai pasok supply chain. [GRI 3-3]
nasional. [GRI 3-3]
Kode Etik Bisnis [GRI 2-15, 2-23, 2-27] [SV-PS-510a.1] Code of Business Conduct [GRI 2-15, 2-23,
2-27] [SV-PS-510a.1]
Pelindo telah mengesahkan Pedoman Kode Etik The Pelindo Code of Business Conduct is a commitment,
Bisnis Pelindo sebagai sebagai wujud komitmen yang encompassing both professional conduct and work
mencakup Etika Profesional dan Etika Kerja bagi seluruh ethics for all employees, outlining expected behaviors
Insan Pelindo. Pedoman ini memuat Panduan Perilaku that guide and influence actions in alignment with the
yang berfungsi untuk membentuk, mengarahkan, dan Company’s values and culture. It also serves as a key
memengaruhi setiap tindakan agar selaras dengan nilai- reference for addressing ethical issues and potential
nilai serta budaya Perseroan. Keberadaan pedoman dilemmas that may arise in the course of duties and
tersebut juga menjadi acuan bagi Insan Pelindo dalam responsibilities.
menyikapi berbagai isu etika maupun dilema yang
berpotensi muncul dalam melaksanakan tugas dan
tanggung jawab pekerjaan.
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Etika Profesional
Professional Conduct
8
Hubungan dengan Investor dan Lembaga Keuangan
Relationship with investors and financial institutions
memberikan informasi mengenai keadaan perusahaan secara
1
Hubungan dengan Pekerja terbuka kepada pihak investor dan lembaga keuangan.
Relationship with employees providing transparent information regarding the company’s
condition to investors and financial institutions.
memperlakukan Insan Pelindo secara adil, dengan tidak membedakan
suku, agama, ras, dan jenis kelamin dalam segala aspek dan
9
memberikan kesempatan yang sama dalam pelatihan, pendidikan, Hubungan dengan Pesaing
dan pengembangan kompetensi. Relationship with competitors
treating Pelindo employees fairly, without discrimination based on
ethnicity, religion, race, or gender in all aspects, and providing equal sebagai mitra strategis Pelindo dalam mencapai tujuan untuk
opportunities for training, education, and competency development. terciptanya hubungan industrial yang dinamis dan harmonis.
complying with business competition laws, both written and
2
Hubungan dengan Pemegang Saham unwritten.
Relationship with shareholders
10
memberikan kontribusi yang optimal dan berkesinambungan, serta Hubungan dengan Masyarakat, Komunitas,
pertumbuhan bisnis yang positif. dan Lingkungan
delivering optimal and sustainable contributions, as well as achieving Relationship with communities, society, and the
positive business growth. environment
3
mendukung kelangsungan ekonomi, lingkungan, dan
Hubungan dengan Serikat Pekerja sosial melalui partisipasi dalam kegiatan masyarakat,
Relationship with labor unions mengembangkan potensi daerah sekitar operasi Pelindo, serta
menjaga lingkungan dan mengurangi dampak lingkungan.
sebagai mitra strategis Pelindo dalam mencapai tujuan untuk supporting economic, environmental, and social sustainability
terciptanya hubungan industrial yang dinamis dan harmonis. through participation in community activities, developing
acting as Pelindo’s strategic partner in achieving dynamic and the potential of areas surrounding Pelindo’s operations, and
harmonious industrial relations. preserving the environment while minimizing environmental
impacts.
4 11
Hubungan dengan Pelanggan
Hubungan dengan Regulator dan Aparatur Pemerintah
Relationship with customers
Relationship with regulators and government authorities
memberikan perhatian, tarif, kualitas, waktu, dan keamanan yang
setara melalui pemberian layanan dengan standar kualitas yang baik membangun hubungan yang harmonis serta memastikan
kepada pelanggan, serta memastikan kepuasan pelanggan. kelancaran fungsi bisnis dengan mematuhi ketentuan peraturan
providing equal attention in terms of pricing, quality, timeliness, and perundang-undangan dan peraturan perusahaan yang berlaku.
safety through the delivery of high-quality services, while ensuring building harmonious relationships and ensuring smooth business
customer satisfaction. operations by complying with applicable laws, regulations, and
company policies.
5Hubungan dengan Serikat Pekerja
Relationship with vendors
membangun hubungan kepercayaan dengan para vendor,
12
Hubungan dengan Subholding dan/atau Anak
Perusahaan
Relationship with sub-holding and/or subsidiaries
berdasarkan hukum yang berlaku. membangun sinergi dan citra yang lebih baik demi meningkatkan
building trust-based relationships with vendors in accordance with kinerja Pelindo, serta memastikan subholding dan/atau anak
applicable laws. perusahaan mengimplementasikan GCG dan menaati ketentuan
perundang-undangan.
6
building synergy and enhancing corporate reputations to improve
Hubungan dengan Kreditur Pelindo’s performance, while ensuring sub-holdings and/or
Relationship with creditors subsidiaries implement GCG and comply with applicable laws
and regulations.
memenuhi kewajiban sesuai perjanjian, serta mengungkapkan
informasi yang dibutuhkan secara transparan, akurat dan tepat waktu.
13
fulfilling obligations in accordance with agreements and disclosing Hubungan dengan Pemangku Kepentingan Lain
required information in a transparent, accurate, and timely manner. Relationship with other stakeholders
7
Hubungan dengan Debitur membangun dan mengembangkan komunikasi yang baik dan
Relationship with debtors berlandaskan pada profesionalisme dan saling menghormati
dengan pemangku kepentingan lain yang memiliki hubungan
memberikan sumber dana kepada mitra kerja di lingkungan Pelindo hukum dengan Pelindo.
yang bertujuan memajukan dan mengembangkan usaha kecil dan building and maintaining effective communication based on
menengah. professionalism and mutual respect with other stakeholders that
providing funding support to partners within the Pelindo ecosystem to have legal relationships with Pelindo.
promote and develop small and medium enterprises.
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustianability Governance
Etika Kerja
Work Conduct
1 6
Kepatuhan terhadap Hukum, Peraturan Perundang- Pencucian Uang
Undangan, dan Ketentuan Lainnya Money Laundering
Compliance with Laws, Regulations, and
Other Provisions tindakan yang dilakukan dengan tujuan menyembunyikan atau
menyamarkan asal usul harta kekayaan.
penerapan standar etika mengacu pada prinsip GCG yang prohibiting acts carried out with the intention of concealing or
melandasi segenap aktivitas Pelindo dalam menjalankan disguising the origin of assets.
usahanya.
applying ethical standards that refer to GCG principles that
7
underpin all of Pelindo’s business activities. Gratifikasi (Pemberian dan Penerimaan Hadiah atau
Imbalan, Jamuan, Hiburan, dan Donasi)
Gratification (Giving and Receiving Gifts or Benefits,
2
Benturan Kepentingan Hospitality, Entertainment, and Donations)
Conflict of Interest
pemberian dan/atau penerimaan hadiah/cendera mata dan
menghindari hubungan, aktivitas, atau perkumpulan yang akan
hubungan, baik yang diterima di dalam negeri maupun di
memengaruhi kemampuan Insan Pelindo untuk membuat
luar negeri, yang dapat menimbulkan benturan kepentingan
keputusan yang adil dan objektif dalam menjalankan tugas dan
dan/atau memengaruhi independensi dalam bekerja serta
tanggung jawab.
berlawanan dengan kewajiban atau tugasnya.
avoiding relationships, activities, or affiliations that may affect
giving and/or receiving of gifts, tokens, or benefits, whether
the ability of Pelindo employees to make fair and objective
domestically or internationally, that may create conflicts of
decisions in carrying out their duties and responsibilities.
interest and/or influence independence in work and contradict
duties or responsibilities.
3
Korupsi dan Suap
8
Corruption and Bribery Kesempatan yang Sama untuk Mendapatkan
Pekerjaan dan Promosi
secara tegas melarang segala bentuk korupsi dan suap. Equal Opportunity for Employment and Promotion
strictly prohibiting all forms of corruption and bribery.
Pelindo menjunjung kesetaraan kerja serta memberikan
kesempatan yang sama dan setara dan perlakuan yang adil
4
Anti Kecurangan (Anti-Fraud) kepada seluruh pekerja.
Anti-Fraud ensuring Pelindo upholds workplace equality and provides
equal opportunities and fair treatment to all workers.
menghindari dan tidak melakukan tindakan penyimpangan dan/
9
atau kecurangan pada transaksi bisnis demi mengamankan
keuntungan pribadi atau bisnis. Pendokumentasian dan Pencatatan Perusahaan
avoiding and refraining from any misconduct and/or fraudulent Company Documentation and Recordkeeping
actions in business transactions for personal or business gain.
mematuhi standar dalam pendokumentasian dan pencatatan,
melaporkan semua informasi secara akurat dan tepat waktu.
complying with documentation and recordkeeping standards
5
Pencurian dan Penyelewengan Sejenisnya and reporting all information accurately and in a timely manner.
Theft and Misappropriation
10
melarang setiap bentuk tindakan pencurian dan penyelewengan
Integritas Laporan Keuangan
serta menerapkan prosedur yang wajib diikuti berkaitan dengan
Integrity of Financial Reporting
temuan, pengakuan, pelaporan, penyelidikan, dan penyidikan
terhadap kecurigaan adanya penyelewengan.
tidak memberikan toleransi terhadap setiap kesalahan
prohibiting all forms of theft and misappropriation and
yang disengaja ataupun kegiatan yang menyesatkan dalam
implementing mandatory procedures related to the detection,
melakukan pembukuan Perseroan.
acknowledgment, reporting, investigation, and examination of
having zero tolerance for any intentional errors or misleading
suspected misconduct.
activities in the Company’s bookkeeping.
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
11 16
Kerahasiaan Data dan/atau Informasi Perjalanan Dinas
Data and/or Information Confidentiality Business Travel
melindungi informasi bisnis dan pribadi serta menjamin memberikan fasilitas dan pendukungnya untuk menjamin
kerahasiaannya. kelancaran dalam pelaksanaan tugas tersebut.
protecting business and personal information and ensuring providing facilities and support to ensure the smooth
its confidentiality. execution of official duties.
12 17
Media, Komunikasi, dan Penyebaran Informasi Hak atas Kekayaan Intelektual (HAKI)
Media, Communication, and Information Disclosure Intellectual Property Rights (IPR)
menciptakan hubungan kepercayaan dan transparan yang menghargai karya seseorang atau institusi dan memberikan
saling menguntungkan dengan para pemangku kepentingan penghormatan terhadap hak intelektual seseorang atau
melalui penyediaan akses informasi yang mudah diakses. institusi.
building mutually beneficial, trust-based, and transparent respecting the work of individuals or institutions and
relationships with stakeholders through the provision of upholding their intellectual property rights.
accessible information.
13 18
Pengelolaan Arsip Aktivitas Politik dan Sosial
Records Management Political and Social Activities
prinsip penyimpanan dan pemeliharaan dokumen mempertahankan sikap netral atau tidak terlibat dalam
berdasarkan nilai guna dan lamanya usia simpan dokumen, aktivitas politik serta tindakan pendanaan terorisme.
serta dokumen/arsip Perseroan tidak boleh diberikan maintaining neutrality and refraining from involvement in
kepada pihak yang tidak mempunyai hak dan kepentingan. political activities and acts related to terrorism financing.
applying principles of document storage and maintenance
based on usefulness and retention period; Company
19
documents/records must not be disclosed to unauthorized
parties. Perilaku Etis terhadap Sesama Pekerja
Ethical Conduct Toward Fellow Employees
14
Hubungan Harta Perusahaan menjaga perilaku sopan dan santun, menghargai orang lain,
Company Asset Management serta menerima setiap masukan dan saran yang diberikan.
maintaining courteous behavior, respecting others, and
bertanggung jawab menjaga dan memelihara keutuhan being open to feedback and suggestions.
serta keselamatan harta benda sesuai dengan fungsi, tugas,
dan tanggung jawab masing-masing berdasarkan aturan
20
dan kebijakan Pelindo. Pelanggaran Insider Trading
being responsible for safeguarding and maintaining the Insider Trading Violations
integrity and security of assets in accordance with respective
functions, duties, and responsibilities based on Pelindo’s dilakukan seseorang dan/atau sekelompok orang dengan
rules and policies. dasar informasi atau fakta material yang telah diketahuinya
terlebih dahulu sebelum informasi tersebut diinformasikan
15
kepada publik, dengan tujuan mendapatkan keuntungan
Pengendalian Intern jalan pintas di pasar modal.
Internal Control prohibiting actions carried out by individuals and/or groups
based on material information or facts known in advance
memiliki pengawasan intern yang kuat untuk mematuhi before being disclosed to the public, with the aim of gaining
hukum dan prosedur yang berlaku. unfair advantage in the capital market.
maintaining strong internal controls to ensure compliance
with applicable laws and procedures.
Informasi lebih rinci mengenai Pedoman Etika Bisnis Further details on the Pelindo Code of Business Conduct
Pelindo dapat diakses melalui situs web resmi PT can be accessed through the official website of PT
Pelabuhan Indonesia (Persero). Pelabuhan Indonesia (Persero).
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustianability Governance
Pengawasan Kode Etik Oversight of Code of Conduct
Pengawasan pelaksanaan Pedoman Kode Etik Bisnis Pelindo’s Code of Conduct is regularly monitored to
Pelindo dilakukan secara berkala untuk memastikan ensure that, the highest governing body, all employees
bahwa badan tata kelola tertinggi, seluruh karyawan dan and stakeholders adhere to established ethical principles
pemangku kepentingan telah menjalankan aturan bisnis and business standards, with oversight supervised by the
berdasarkan etika dan standar yang telah ditetapkan. Director of Risk Management. In addition, the Code of
Pengawasan ini berada di bawah pengawasan Direktur Conduct is reviewed and updated every three years and/
Manajemen Risiko. Selain itu, Pedoman Kode Etik or whenever there are amendments to the Articles of
Bisnis Pelindo secara berkala akan diperbarui dan Association and/or applicable laws and regulations that
dimutakhirkan dalam tiga tahun sekali dan/atau jika affect the content of the guidelines.
terdapat perubahan Anggaran Dasar dan/atau ketentuan
peraturan perundang-undangan yang memengaruhi isi
pedoman ini.
Pelatihan dan Audit Kode Etik Training and Audit of Code of Conduct
Dalam upaya menumbuhkan buaya etika bisnis, In an effort to foster a culture of business ethics, regular
Perseroan menyelenggarakan sosialisasi Pedoman Kode socialization of the Code of Conduct Guidelines covers
Etik Bisnis yang mencakup standar etika kepada seluruh ethical standards for all employees (100%) (permanent,
karyawan (100%) (karyawan organik, nonorganik, non-permanent, and part-time employees), including
dan paruh waktu), termasuk kontraktor, mitra bisnis, contractors, business partners, and vendors. To ensure
dan vendor. Dalam memastikan kepatuhan terhadap compliance, all Pelindo employees are required to
Pedoman Kode Etik Bisnis, seluruh Insan Pelindo wajib sign an annual Integrity Pact and a Code of Conduct
menandatangani Pakta Integritas dan Janji Pedoman Commitment.
Kode Etik Bisnis setiap tahun.
Untuk mengevaluasi dan meningkatkan praktik bisnis To evaluate and enhance ethical business practices
etis di seluruh operasi, Perseroan melakukan audit across operations, the Company conducts audits of
standar etika di seluruh operasional, termasuk evaluasi ethical standards, including evaluations of the anti-bribery
sistem manajemen antipenyuapan (SMAP), fraud, dan management system (ABMS), fraud, and integrated
sistem manajemen terpadu (SMT). Audit standar etika management systems at least once a year. The results
dilakukan minimal satu tahun sekali. Hasil audit ini akan of these audits serve as a basis for determining relevant
digunakan Perseroan sebagai dasar untuk menetapkan corrective actions to drive continuous improvement.
tindakan perbaikan yang relevan guna perbaikan lebih
lanjut.
Pelanggaran Kode Etik Code of Conduct Violations
Sepanjang periode pelaporan, Perseroan mencatat Throughout the reporting period, the Company recorded
sebanyak 131 laporan pelanggaran Pedoman Kode 131 reported violations of the Code of Conduct by
Etik Bisnis oleh karyawan dan telah menerima sanksi employees, all of which have been subject to sanctions
sesuai dengan ketentuan yang berlaku. Meskipun in accordance with applicable provisions. No conflicts
demikian, tidak ditemukan adanya benturan kepentingan of interest were identified among the Board of Directors,
antara Direksi, Dewan Komisaris, maupun Pemegang Board of Commissioners, or shareholders that could
Saham yang dapat memengaruhi independensi dalam affect the independence of decision-making.
pengambilan setiap keputusan yang dibuat.
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Jumlah Pelanggaran pada Tahun 2025
Number of Violations in 2025
28
26 Ringan
24
Minor
Sedang
Moderate
12 Berat
Severe
8
7 7 Berat-PHK
6 Severe-
2 Termination
1 1 1 0 0 0 0 0 0 0 0 1 1 1 0 0 0 1 2 0 2
0 0 0 0 0
0
Kantor Pusat Regional 1 Regional 2 Regional 3 Regional 4 SPMT SPTP SPJM SPSL
Head Office Region 1 Region 2 Region 3 Region 4
Hingga akhir tahun 2025, Pelindo belum melakukan As of the end of 2025, Pelindo had not conducted a
audit khusus mengenai kode etik bisnis Perseroan oleh specific audit of the Company’s Code of Conduct by a
lembaga profesional. Meskipun demikian, Perseroan professional institution. The Company did, however,
mendapatkan penghargaan Corporate Governance receive the Corporate Governance Perception Index
Perception Index (CGPI), sebuah program riset dan (CGPI) award, a research and rating program on
pemeringkatan praktik tata kelola perusahaan yang corporate governance practices managed by The
dikelola oleh The Indonesian Institute for Corporate Indonesian Institute for Corporate Governance.
Governance.
Skor CGPI CGPI Score
85,45 2025 84,66 2024 84,05 2023
Perseroan menjaga kepatuhan terhadap seluruh The Company maintains compliance with all regulations
peraturan yang berkaitan dengan operasional dan tidak related to its operations, and there were no instances
terdapat catatan ketidakpatuhan terhadap hukum dan of non-compliance with laws and regulations resulting
peraturan yang mengakibatkan denda moneter maupun in monetary fines or non-monetary sanctions in 2025.
sanksi nonmoneter pada tahun 2025. [GRI 2-27] [SV-PS- [GRI 2-27] [SV-PS-510a.2]
510a.2]
Kebijakan Perilaku Antipersaingan, Anti-Competitive Behavior,
Gratifikasi, Antikorupsi, dan Gratuities, Anti-Corruption, and
Antisuap [GRI 3-3, 205-1, 205-2, 205-3, 206-1] Anti-Bribery Policy [GRI 3-3, 205-1, 205-2, 205-3,
[TR-MT-510a.2] 206-1] [TR-MT-510a.2]
Pelindo menerapkan komitmen tanpa toleransi (zero Pelindo operates a zero-tolerance commitment in regard
tolerance) terhadap seluruh bentuk pelanggaran yang to all forms of violations related to the Code of Conduct,
berkaitan dengan kode etik. Komitmen ini diperkuat reinforced through the Anti-Competitive Behavior,
melalui penerapan Kebijakan Perilaku Antipersaingan, Gratuities, Anti-Corruption, and Anti-Bribery policies as
Gratifikasi, Antikorupsi, dan Antisuap yang diatur dalam: stipulated in:
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustianability Governance
1. Peraturan Direksi Pedoman Pengendalian Gratifikasi 1. Board of Directors Regulation on Gratification Control
PT Pelabuhan Indonesia (Persero) No. HK.01/9/11/3/ Guidelines of PT Pelabuhan Indonesia (Persero)
TKPT/UTMA/PLND-23 Tanggal 9 November 2023. No. HK.01/9/11/3/TKPT/UTMA/PLND-23 dated
November 9, 2023.
2. Peraturan Direksi Pedoman Anti Fraud PT Pelabuhan 2. Board of Directors Regulation on Anti-Fraud
Indonesia (Persero) No. HK.01/15/3/2/TKPT/UTMA/ Guidelines of PT Pelabuhan Indonesia (Persero) No.
PLND-24 Tanggal 15 Maret 2024. HK.01/15/3/2/TKPT/UTMA/PLND-24 dated March
15, 2024.
3. Peraturan Direksi Pedoman Tata Kelola Sistem 3. Board of Directors Regulation on Governance
Manajemen Anti Penyuapan (SMAP) PT Pelabuhan Guidelines for the Anti-Bribery Management System
Indonesia (Persero) No. HK.01/2/9/2/TKPT/UTMA/ (ABMS) of PT Pelabuhan Indonesia (Persero)
PLND-24 Tanggal 2 September 2024. No. HK.01/2/9/2/TKPT/UTMA/PLND-24 dated
September 2, 2024.
4. Peraturan Direksi Pedoman Benturan Kepentingan 4. Board of Directors Regulation on Integrated Conflict
Terintegrasi PT Pelabuhan Indonesia (Persero) No. of Interest Guidelines of PT Pelabuhan Indonesia
HK.01/26/8/2/TKPT/UTMA/PLND-24 Tanggal 26 (Persero) No. HK.01/26/8/2/TKPT/UTMA/PLND-24
Agustus 2024. dated August 26, 2024.
Dari 29 risiko tertinggi yang telah diidentifikasi oleh Among the 29 highest risks identified by Pelindo, those
Pelindo, risiko yang berkaitan dengan fraud, penyuapan, related to fraud, bribery, gratification, and other Code
gratifikasi, dan pelanggaran kode etik lainnya tidak of Conduct violations are not included in the top risk
termasuk dalam kelompok risiko tertinggi. Meskipun categories. Nevertheless, Pelindo has identified three
demikian, Pelindo mengidentifikasi tiga area operasional operational areas with potential exposure to corruption
yang berpotensi terjadinya korupsi, yaitu fungsi risks, namely procurement functions, projects/
pengadaan, proyek/operasional, dan keuangan (23% operations, and finance (23% of all functions within
dari seluruh fungsi organisasi Pelindo). Oleh karena itu, the Pelindo organization). Therefore, these risks are
risiko-risiko tersebut dipantau secara berkala setiap monitored regularly on a monthly basis across all Pelindo
bulan di seluruh unit kerja Grup Pelindo. Group work units.
Salah satu upaya yang dilakukan oleh Pelindo One of Pelindo’s mitigation efforts is the implementation
dalam memitigasi risiko adalah penerapan sistem of a web-based e-procurement system accessible via
e-procurement berbasis web yang dapat diakses melalui https://p-eproc.pelindo.co.id/, reflecting the Company’s
https://p-eproc.pelindo.co.id/. Inisiatif ini merupakan commitment to enhancing transparency in procurement
bagian dari komitmen Pelindo dalam meningkatkan and contract management. In addition, Pelindo
transparansi pengelolaan pengadaan dan manajemen incorporates anti-bribery and anti-corruption clauses
kontrak. Selain itu, Pelindo mencantumkan klausul in all agreements or contracts with third parties, and
antisuap dan antikorupsi dalam setiap perjanjian provides various reporting channels for stakeholders to
atau kontrak dengan pihak ketiga. Perseroan juga submit information, complaints, and reports of suspected
menyediakan berbagai saluran pelaporan bagi violations or indications of corruption.
pemangku kepentingan untuk menyampaikan informasi,
pengaduan, maupun melaporkan dugaan pelanggaran
serta indikasi tindak korupsi.
50 Menyelenggarakan yang mencakup materi antikorupsi, benturan
kepentingan, GCG, WBS, antigratifikasi, dan SMAP
sosialisasi covering topics such as anti-corruption, conflicts
Conducted awareness-raising of interest, GCG, WBS, anti-gratification, and anti-
sessions bribery management system
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Mengadakan pelatihan “E-Learning Penguatan
Pemahaman Gratifikasi” yang dihadiri oleh
Conducted an “E-Learning Training on Enhancing 100%
Understanding of Gratuities” attended by badan tata kelola dan karyawan telah menerima
informasi dan pemahaman memadai terkait
99 Karyawan Kantor Pusat Kebijakan Antikorupsi Pelindo
Employees from the Head Office of the management and employees have received
adequate information and understanding
20 Karyawan Regional regarding Pelindo’s Anti-Corruption Policy
Employees from Regional Offices
81 Karyawan Subholding dan Anak Perusahaan
Employees from Subholdings and Subsidiaries
Pengukuran Efektivitas
Pengendalian Korupsi (EPK)
Measurement of the Effectiveness of
Corruption Control
Pada tahun 2025, Pelindo untuk pertama kalinya melaksanakan Pengukuran Efektivitas Pengendalian Korupsi (EPK)
Badan Usaha yang dilakukan oleh Badan Pengawasan Keuangan dan Pembangunan (BPKP) RI pada periode
1-19 Desember 2025. Inisiatif ini menjadi langkah penting Perseroan dalam memperkuat sistem pencegahan dan
pengendalian korupsi secara terstruktur dan terukur.
Hasil pengukuran menunjukkan bahwa Perseroan memperoleh skor 82,78% dengan predikat “Berubah”, yang
menandakan bahwa risiko korupsi telah cukup terkelola melalui penerapan kebijakan dan prosedur berbasis pencegahan,
deteksi, dan respons. Mekanisme pengendalian tersebut secara umum telah berjalan, menjangkau kegiatan utama
perusahaan, serta diterapkan dengan tingkat konsistensi yang memadai.
Selain itu, karyawan berpartisipasi aktif dalam sistem pencegahan dan deteksi korupsi, sementara komitmen antikorupsi
tercermin dalam kebijakan dan prosedur yang mengatur upaya pencegahan, pendeteksian, hingga penanganan insiden
korupsi.
In 2025, for the first time, a Measurement of the Effectiveness of Corruption Control for Enterprises was carried out by the
Financial and Development Supervisory Agency of the Republic of Indonesia from December 1–19, 2025. This marked an
important step by the Company in strengthening a structured and measurable corruption prevention and control system.
The assessment results achieved a score of 82.78% with the predicate “Developing,” signifying that corruption risks have
been adequately managed through the implementation of policies and procedures based on prevention, detection, and
response. These control mechanisms have generally been implemented, covering the Company’s key activities and
applied with a sufficient level of consistency.
In addition, employees actively participated in corruption prevention and detection systems, while the anti-corruption
commitment was reflected in policies and procedures governing prevention, detection, and the handling of corruption
incidents.
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Connectivity Across the Value Chain About Pelindo Sustianability Governance
Sepanjang periode pelaporan, sebanyak 20 pengaduan During the reporting period, employees filed a total of 20
terkait pelanggaran persaingan, antipakat, monopoli, complaints regarding violations of competition laws, anti-
maupun penyalahgunaan wewenang dilakukan oleh trust laws, monopolies, and abuse of authority. However,
karyawan. Namun demikian, tidak terdapat pelanggaran no proven violations related to corruption were identified.
terkait kasus korupsi yang terbukti. Selain itu, Perseroan In addition, the Company did not face any public legal
tidak menghadapi kasus hukum publik yang berkaitan cases related to alleged corruption. Accordingly, there
dengan dugaan tindak korupsi yang melibatkan were no fines or non-monetary sanctions imposed due
Perseroan. Dengan demikian, tidak terdapat denda to non-compliance with laws and/or regulations in the
maupun sanksi nonmoneter yang dikenakan akibat social and economic fields.
ketidakpatuhan terhadap undang-undang dan/atau
peraturan di bidang sosial dan ekonomi.
Whistleblowing System [GRI 2-16, 2-25, 2-26] Whistleblowing System [GRI 2-16, 2-25, 2-26]
Pelindo memiliki whistleblowing system (WBS), atau The Pelindo whistleblowing system (WBS), known as
yang dikenal sebagai Pelindo Bersih, untuk memberikan Pelindo Bersih, to provide a channel for all stakeholders,
ruang bagi seluruh pemangku kepentingan, baik both internal and external, to submit complaints or report
internal maupun eksternal, yang ingin menyampaikan indications of violations of applicable ethical values
pengaduan maupun melaporkan indikasi pelanggaran supported by accountable evidence. The Pelindo Bersih
terhadap nilai-nilai etika yang berlaku dengan bukti yang system has been certified with ISO 37002:2021 and
dapat dipertanggungjawabkan. Sistem Pelindo Bersih is integrated with the WBS channel of the Corruption
telah tersertifikasi ISO 37002:2021 dan terintegrasi Eradication Commission of the Republic of Indonesia,
dengan saluran WBS Komisi Pemberantasan Korupsi namely the Whistleblowing Application for Internal Parties
Republik Indonesia (KPK RI), yaitu Aplikasi Pelaporan and the Public.
Orang Dalam dan Masyarakat (AROMA).
Perseroan menjamin kerahasiaan identitas pelapor dan The Company guarantees the confidentiality of the
terlapor serta substansi laporan yang diterima melalui identities of both the reporter and the reported party, as
WBS, kecuali apabila pengungkapan diperlukan dalam well as the substance of the reports received through the
rangka proses pelaporan atau penyidikan oleh aparat WBS, except where disclosure is required for reporting
penegak hukum. Pelapor dapat menyampaikan laporan or investigation purposes by law enforcement authorities.
secara anonim dengan jaminan penuh atas kerahasiaan Reporters may submit reports anonymously with full
identitas diri. Selain itu, Perseroan memberikan assurance that their identity will remain confidential.
perlindungan kepada pelapor dan terlapor dari potensi In addition, the Company provides protection to both
tindakan yang merugikan, termasuk pemutusan reporters and reported parties from potential adverse
hubungan kerja secara tidak adil, penurunan jabatan actions, including unfair termination of employment,
tanpa dasar yang jelas, serta pencatatan negatif yang unjustified demotion, and improper negative records in
tidak semestinya dalam data pribadi yang bersangkutan. personal data.
Program Pelindo Bersih disosialisasikan secara berkala The Pelindo Bersih program is regularly socialized to
kepada seluruh pekerja dan pemangku kepentingan, all employees and stakeholders, including suppliers,
termasuk pemasok, melalui berbagai sarana, baik secara through various channels, both through face-to-face
tatap muka maupun melalui kanal media sosial resmi sessions and the Company’s official social media
Perseroan. Pengelolaan WBS Pelindo Bersih dikelola platforms. The management of the Pelindo Bersih WBS
oleh pihak ketiga independen yang bertugas menerima is handled by an independent third party responsible
laporan, mengelola administrasi, serat mengkonfirmasi for receiving reports, managing administration, and
kelengkapan laporan. Selanjutnya, pihak ketiga confirming the completeness of reports. Subsequently,
independen tersebut meneruskan laporan yang diterima the independent third party forwards the reports to the
kepada Komite Pelindo Bersih untuk dilakukan verifikasi Pelindo Bersih Committee for verification and assessment
dan penilaian terhadap pemenuhan syarat dan kriteria of compliance with reporting requirements and criteria.
pengaduan.
Pemangku kepentingan dapat menyampaikan laporan Stakeholders may submit reports both in writing and
secara tertulis maupun lisan melalui berbagai kanal verbally through various accessible communication
komunikasi yang mudah diakses. channels.
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Saluran WBS Pelindo Bersih Tersedia 24 Jam
Pelindo Bersih WBS Channels Available 24 Hours
Situs web | Website : https://pelindobersih.pelindo.co.id
Telepon | Phone : +62 21 2782 2345
Faksimile | Faximile : +62 21 2782 3456
WhatsApp : +62 811 933 2345 l +62 811 9511 665
Surel | Email : pelindobersih@whistleblowing.link
Alamat | Address : Pelindo Bersih, PO BOX 1074, JKS 12010
Saluran WBS Pelindo Bersih tersedia dalam bahasa Indonesia dan bahasa Inggris.
Pelindo Bersih WBS channels are available in Indonesian and English.
Alur Tindak Lanjut Whistleblowing System
Whistleblowing System Follow-Up Process Flow
Dilakukan melalui sistem Jika laporan termasuk
Conducted Through the System kategori berikut, maka ditutup:
If the report falls into the
following categories, it is closed:
Pihak Independen
Komite Pelindo
(Pengelola WBS)
Pelapor Saluran WBS Bersih
Independent • Hoax
Whistleblower WBS Channel Pelindo Bersih
Party - • Tidak Cukup
Committee
(Manager WBS) Informasi & Bukti
• DHI
• Hoax
• Not Enough
Information &
PIC WBS REGIONAL Evidence
SUBHOLDING AMPER • DHI
Melanggar dan
Closed tidak Cukup Bukti
Violating and not 14 Hari kerja
Melaporkan Hasil Sufficient Evidence 14 Working days
Investigasi Sipil/
Investigasi
Eksternal Laporan Diteruskan
Reporting the
Civil Investigation/ Berjenjang
Investigation Tidak Cukup Bukti
External Report Forwarded
Results Not Enough Evidence
Tiered
30 Hari kerja
30 Working days
Closed
Melaporkan Dijelaskan
Putusan, Banding/
Penetapan Kemudian
Tidak Banding Tim Discipline Melanggar dan
Hukuman Explained Later
Judgement, Team Discipline tidak Cukup Bukti
Reporting on
Appeal/No Appeal Violating and not
Sentencing
Sufficient Evidence
Pada tahun 2025, Pelindo menerima 828 pengaduan In 2025, Pelindo received 828 complaints submitted
yang disampaikan melalui WBS dan seluruh pengaduan through the WBS, all of which were followed up in
telah ditindaklanjuti sesuai dengan prosedur dan accordance with applicable procedures and mechanisms.
mekanisme yang berlaku. Dari total pengaduan yang From the total complaints received, 23 reports were
diterima, sebanyak 23 laporan dikategorikan sebagai categorized as violations, while the remaining 805 reports
pelanggaran, sedangkan 805 laporan lainnya dinyatakan were deemed outside the scope of complaint handling.
di luar lingkup penanganan pengaduan.
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Connectivity Across the Value Chain About Pelindo Sustianability Governance
Laporan yang dikategorikan tidak sesuai lingkup Reports categorized as outside the reporting scope were
pelaporan telah direkomendasikan oleh pengelola recommended by the Independent WBS administrator to
WBS Independen untuk disampaikan melalui saluran be submitted through relevant complaint channels and/or
pengaduan yang relevan dan/atau customer service Pelindo Group customer service. In 2025, no complaints
Grup Pelindo. Sepanjang tahun 2025, Pelindo tidak or sanctions were received related to environmental
menerima pengaduan atau sanksi terkait pelanggaran violations. [SEOJK F.16, F.24]
terhadap lingkungan hidup. [SEOJK F.16, F.24]
Keterlibatan Politik [GRI 3-3, 415-1] Political Involvement [GRI 3-3, 415-1]
Pelindo senantiasa menjaga sikap netral atau tidak In 2025, the Company, which takes a neutral stance,
terlibat dalam aktivitas politik. Sejalan dengan komitmen was not involved in any political activities. In line with
tersebut, Perseroan mewajibkan Direksi dan seluruh this commitment, the Company requires the Board of
pekerja untuk mematuhi ketentuan peraturan perundang- Directors and all employees to comply with applicable
undangan yang mengatur keterlibatan Pelindo dalam laws and regulations governing Pelindo’s involvement
keterlibatan politik. Seluruh Dewan Komisaris dan Direksi in political activities with all members of the Board
telah menandatangani komitmen larangan melakukan of Commissioners and Board of Directors signing a
aktivitas politik. Pada tahun 2025, Perseroan tidak terlibat commitment to refrain from engaging in political activities.
dalam kegiatan politik apa pun.
Untuk memastikan implementasi tersebut, Perseroan To ensure effective implementation, the Company has
menetapkan sejumlah ketentuan guna mencegah several provisions that prevent potential violations,
potensi pelanggaran, antara lain: including:
1. Insan Pelindo dilarang untuk menjadi pengurus partai 1. Pelindo employees are prohibited from serving as
politik dan/atau calon/anggota legislatif atau calon/ officials of political parties and/or as candidates/
pemimpin daerah/pemerintahan sebagaimana members of legislative bodies or candidates/
ketentuan perundang-undangan yang berlaku dan regional leaders/government officials, in accordance
Insan Pelindo dilarang untuk keterlibatan dalam with applicable laws and regulations, and are
organisasi terlarang. also prohibited from involvement in prohibited
organizations.
2. Insan Pelindo dilarang untuk ikut serta dalam 2. Pelindo employees are prohibited from participating
keterlibatan tindakan pendanaan terorisme. in any form of terrorism financing activities.
3. Tidak seorang pun boleh melakukan pemaksaan 3. No individual may coerce others in a way that restricts
kepada orang lain sehingga membatasi hak individu their individual rights to choose a political party.
yang bersangkutan untuk memutuskan kepada partai
politik mana pilihannya ditujukan.
4. Tidak akan ada kontribusi yang berasal dari dana 4. No contributions from Company funds, assets, or
Perseroan, barang-barang dan fasilitas milik facilities shall be used to support any political party
Perseroan, yang ditujukan untuk mendukung partai or candidate, whether at the national or international
politik atau kandidat manapun, baik nasional maupun level, including for terrorism financing.
internasional termasuk pendanaan terorisme.
5. Dilarang untuk membawa, memasang, 5. It is prohibited to bring, display, exhibit, or wear
mempertontonkan, serta mengenakan simbol, symbols, images, and/or attributes of political parties
gambar, dan/atau ornamen Partai Politik (termasuk (including politicians) within office premises or other
politisi) di lingkungan kantor tempat kerja/fasilitas public facilities owned by Pelindo.
umum lain milik Pelindo.
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Creating Sustainable Social Value Green Environmental Transformation
PENGADAAN BERKELANJUTAN
Sustainable Procurement [GRI 3-3, 308-1, 308-2, 407-1, 408-1, 409-1, 414-1, 414-2]
Pelindo memiliki Kebijakan Pengadaan Hijau yang Pelindo has established a Green Procurement Policy
tertuang dalam Peraturan Direksi PT Pelabuhan as stipulated in the Board of Directors Regulation of
Indonesia (Persero) Nomor HK.01/22/9/2/SPGD/ PT Pelabuhan Indonesia (Persero) No. HK.01/22/9/2/
UTMA/PLND-23 yang diterbitkan pada 22 September SPGD/UTMA/PLND-23, issued on September 22,
2023. Melalui kebijakan tersebut, Perseroan memastikan 2023. Through this policy, the Company ensures that all
bahwa setiap proses pengadaan barang dan jasa tidak procurement processes for goods and services consider
hanya mempertimbangkan aspek ekonomi, tetapi not only economic aspects but also environmental
juga memperhatikan dampak lingkungan dan sosial. and social impacts. The Company conducts training
Perseroan mengadakan pelatihan bagi karyawan terkait for employees on ESG-related supplier criteria in
kriteria LST pemasok dalam melakukan pengadaan procurement activities.
barang dan jasa.
Langkah strategis ini memberikan dampak positif This strategic has had a positive impact on the integration
dalam integrasi sistem rantai pasok digital yang secara of digital supply chain systems, significantly enhancing
signifikan meningkatkan kemampuan perusahaan the company’s ability to mitigate the risk of logistics
dalam memitigasi risiko gangguan logistik, sekaligus disruptions while preventing potential deterioration of
mencegah potensi penurunan kualitas infrastruktur port infrastructure through the selection of sustainable
pelabuhan melalui pemilihan material dan jasa yang materials and services.
berkelanjutan.
Penerapan pengadaan yang bertanggung jawab The implementation of responsible procurement has a
ini memberikan dampak positif bagi pemangku positive impact on stakeholders, particularly through
kepentingan, terutama melalui terciptanya efisiensi the creation of supply chain efficiencies that accelerate
rantai pasok yang mempercepat layanan bongkar cargo handling services at the port. This process
muat di pelabuhan. Optimalisasi proses ini diharapkan optimization is expected to support the smooth flow of
mampu mendukung kelancaran distribusi logistik national logistics distribution. On the other hand, the
secara nasional. Di sisi lain, Perseroan secara proaktif Company proactively manages the operational impacts
mengelola dampak operasional yang timbul akibat arising from intensive supply chain activities, such as
aktivitas rantai pasok yang intensif, seperti peningkatan increased noise and dust pollution in the surrounding
polusi suara dan debu di area sekitar. Dengan tetap areas. By continuing to prioritize green procurement
mengedepankan standar pengadaan hijau, Pelindo standards, Pelindo is committed to minimizing its
berkomitmen untuk meminimalkan jejak lingkungan operational environmental footprint to maintain a
operasionalnya demi menjaga keseimbangan antara balance between port productivity and the comfort of
produktivitas pelabuhan dan kenyamanan masyarakat the community and the environment in the surrounding
serta lingkungan di sekitar wilayah kerja. [GRI 3-3] work areas. [GRI 3-3]
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Kriteria LST dalam Seleksi Pemasok
ESG Criteria in Supplier Selection
Pelindo telah menetapkan sejumlah persyaratan yang wajib dipatuhi oleh pemasok, antara lain penggunaan
material dengan spesifikasi yang memenuhi standar lingkungan, pemberdayaan tenaga kerja lokal,
penerapan ketentuan Kesehatan, Keselamatan, Keamanan, dan Lingkungan (K3L), dan kepemilikan
dokumen hazard and risk assessment K3L bagi pekerjaan dengan tingkat risiko tinggi.
Selain itu, Perseroan mewajibkan pemasok untuk menerapkan praktik ketenagakerjaan yang bertanggung
jawab, termasuk kepatuhan terhadap ketentuan jam kerja maksimum, menjunjung tinggi hak asasi manusia,
menghormati hak untuk berserikat dan melakukan perundingan bersama serta memastikan lingkungan
kerja yang aman bagi pekerja, tidak mempekerjakan anak di bawah umur, tidak memberlakukan kerja paksa,
tidak memberlakukan hukuman fisik dalam kebijakan disiplin dan tindakan diskriminasi, dan menjamin
keselamatan serta kesehatan kerja. Perseroan juga mewajibkan pemasok memiliki dan menerapkan
kebijakan dan program antikorupsi untuk memverifikasi kepatuhannya.
Pelindo has established a set of requirements that must be complied with by suppliers, including the use of
materials that meet environmental standards, the empowerment of local workforce, the implementation of
Health, Safety, Security, and Environment (HSSE) provisions, and the possession of HSSE hazard and risk
assessment documentation for high-risk activities.
In addition, the Company requires suppliers to implement responsible labor practices, including compliance
with maximum working hours, upholding human rights, respecting the right to freedom of association
and collective bargaining, and ensuring a safe working environment. Suppliers are also prohibited from
employing underage workers, engaging in forced labor, or imposing physical punishment and discriminatory
practices in disciplinary policies, and ensuring occupational health and safety. The Company also requires
suppliers to establish and implement anti-corruption policies and programs to verify the compliance.
Selain proses seleksi, Pelindo juga mengevaluasi dan In addition to the selection process, Pelindo also
mengaudit kinerja pemasok setiap tahun menggunakan evaluates and audits supplier performance annually
metode pengisian form evaluasi setelah proyek through an evaluation form completed upon the
kerjasama selesai. Evaluasi kinerja pemasok dilakukan completion of each project. Supplier performance
oleh pengguna dengan menilai mutu/kualitas pekerjaan, is assessed by the users by assessing work quality,
waktu penyelesaian pekerjaan, teknis pelaksanaan timeliness of completion, and technical execution
pekerjaan seperti komunikasi, respons, integritas dalam aspects, including communication, responsiveness,
Sistem Manajemen Anti Penyuapan, mitigasi risiko K3L, integrity within the Anti-Bribery Management System,
koordinasi antartim, serta value added service yang HSSE risk mitigation, inter-team coordination, and the
diberikan. Evaluasi kinerja pemasok dilakukan melalui value-added services provided. Supplier performance
dua tahapan, yaitu: evaluation is conducted in two stages, namely:
1. Tahap pertama, evaluasi kinerja dilakukan pada saat 1. First stage, performance evaluation is carried out
proses pemilihan penyedia, evaluasi dilakukan oleh during the supplier selection process, evaluation is
penyelenggara terkait partisipasi pemasok, respons, conducted by the procurement organizer, focusing on
dan keaktifan pemasok selama proses pemilihan the supplier’s participation, responsiveness, and level
penyedia. of engagement throughout the selection process.
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
2. Tahap kedua, kinerja pemasok dievaluasi oleh 2. Second stage, supplier performance is evaluated by
pengguna/unit fungsi selama proses pelaksanaan the user/functional unit during project implementation
pekerjaan dan serah terima. and handover.
Hingga akhir periode pelaporan, sebanyak 100% atau By the end of the reporting period, 100% of suppliers,
setara dengan 535 pemasok telah melalui proses equivalent to 535 suppliers, had undergone a selection
seleksi berdasarkan kriteria lingkungan dan sosial, process based on environmental and social criteria,
dengan nilai kontrak Rp8,91 triliun. Dari jumlah pemasok with a total contract value of Rp8.91 trillion. Among
yang diseleksi tersebut, sebanyak 44% (238 dari 535 the selected suppliers, 44% (238 out of 535 suppliers)
pemasok) merupakan pemasok baru pada tahun 2025. were new suppliers in 2025. Based on the evaluation
Berdasarkan hasil evaluasi yang dilakukan, tidak terdapat results, no suppliers were identified as having significant
pemasok yang teridentifikasi memiliki dampak negatif negative environmental or social impacts.
signifikan terhadap lingkungan dan sosial.
Pemasok Lokal [GRI 3-3, 204-1] Local Suppliers [GRI 3-3, 204-1]
Dalam pelaksanaan pengadaan barang dan jasa, Pelindo In the procurement of goods and services, Pelindo
memprioritaskan penggunaan pemasok lokal yang prioritizes the use of local suppliers domiciled in
berdomisili di Indonesia. Secara khusus, sejak tahun Indonesia. Since 2022, the Company has consistently
2022 Perseroan selalu menggunakan pemasok jasa lokal engaged local service providers in its operational
dalam kegiatan operasionalnya. Komitmen ini merupakan activities. This commitment reflects the Company’s
bagian dari upaya Perseroan memperkuat perekonomian efforts to strengthen the national economy while
nasional serta mendorong terciptanya dampak positif contributing to positive economic development at the
terhadap pembangunan ekonomi di tingkat lokal. Proses local level. The procurement process is conducted
pengadaan barang dan jasa dilakukan melalui aplikasi through a web-based e-procurement platform
e-procurement berbasis web https://p-eproc.pelindo. https://p-eproc.pelindo.co.id/ to support transparent,
co.id/ untuk mendukung pengadaan yang transparan, competitive, and accountable procurement practices.
kompetitif, dan akuntabel.
Pemasok
Suppliers
Keterangan Satuan
2025 2024 2023
Description Unit
Lokal Pemasok
Jumlah Pemasok Barang 7 13 35
Local Suppliers
Number of Goods
Suppliers Nonlokal Pemasok
0 3 2
Non-Local Suppliers
Lokal Pemasok
Jumlah Pemasok Jasa 528 508 493
Local Suppliers
Number of Service
Suppliers Nonlokal Pemasok
0 0 0
Non-Local Suppliers
Pemasok
Lokal 535 521 528
Suppliers
Local
Jumlah Pemasok % 100,00 99,43 99,62
Total Suppliers Pemasok
Nonlokal 0 3 2
Suppliers
Non-Local
% 0,00 0,57 0,38
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Nilai Kontrak
Contract Value
Keterangan Satuan
2025 2024 2023
Description Unit
Lokal Rp Juta
Jumlah Pemasok Barang 161.396,42 329.911,83 589.940,04
Local Rp Million
Number of Goods
Suppliers Nonlokal Rp Juta
0 1.965.550,14* 1.308.914,28
Non-Local Rp Million
Lokal Rp Juta
Jumlah Pemasok Jasa 8.751.408,92 6.635.575,36 2.605.426,15
Local Rp Million
Number of Service
Suppliers Nonlokal Rp Juta
0 0 0
Non-Local Rp Million
Rp Juta
Lokal 8.912.805,34 6.965.487,19 3.195.366,19
Rp Million
Local
Jumlah Pemasok % 100,00 77,99 70,94
Total Suppliers Rp Juta
Nonlokal 0 1.965.550,14* 1.308.914,28
Rp Million
Non-Local
% 0,00 22,01 29,06
Keterangan: Note:
*Terdapat pernyataan informasi kembali data nilai kontrak pemasok barang *There is a restatement of the 2024 data on the contract value of non-local
nonlokal dan nilai kontrak pemasok nonlokal tahun 2024. goods suppliers and the contract value of non-local suppliers.
102
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
KEAMANAN INFORMASI DAN
TRANSFORMASI Digital
Information Security and Digital Transformation
Keamanan Informasi [SV-PS-230a.1] Information Security [SV-PS-230a.1]
Pelindo menegaskan komitmen terhadap keamanan Pelindo reaffirms its commitment to information
informasi melalui penerapan Kebijakan Keamanan security through the implementation of an Information
Informasi yang merujuk pada standar dan kerangka Security Policy aligned with international standards
kerja internasional, antara lain ISO/IEC 27001 Sistem and frameworks, including ISO/IEC 27001 Information
Manajemen Keamanan Informasi, NIST (National Institute Security Management System, National Institute
of Standards and Technology), dan CIS (Computer of Standards and Technology (NIST), and Center
for Information Service) Control. Kebijakan tersebut for Internet Security (CIS) Controls. This policy is
diterjemahkan ke dalam operasional melalui pengelolaan operationalized through systematic information security
risiko keamanan informasi yang sistematis serta penguatan risk management, alongside strengthening information
pada sistem dan perangkat teknologi informasi yang technology systems and infrastructure that support
mendukung proses bisnis krusial. Pendekatan ini untuk critical business processes. This approach ensures that
memastikan seluruh aktivitas operasional berlangsung all operational activities are conducted securely, reliably,
secara aman, andal, dan berkesinambungan, sekaligus and sustainably, while maintaining service continuity.
menjaga kontinuitas layanan.
Dalam memperkuat keamanan informasi, Perseroan To further strengthen information security, the Company
mengukur tingkat kematangan keamanan informasi yang assessed its information security maturity level, which was
diverifikasi oleh Badan Siber dan Sandi Negara (BSSN). verified by National Cyber and Crypto Agency (BSSN).
Pengukuran ini tidak hanya menilai kesiapan dan This assessment not only evaluated the readiness and
efektivitas pengamanan, tetapi juga menguji konsistensi effectiveness of security measures but also tested
penerapan melindungi aset informasi serta sistem the consistency of implementation in safeguarding
teknologi informasi Perseroan. the Company’s information assets and information
technology systems.
Skor Kematangan Siber
Cybersecurity Maturity Score
4,13 (Level 4 – Terkelola)
(Level 4 – Managed)
Di saat yang sama, Perseroan menjalankan roadmap At the same time, the Company is implementing a
peningkatan kapabilitas keamanan informasi secara phased roadmap to enhance its information security
bertahap untuk periode 2024-2026. Pada tahun 2025, capabilities for the 2024–2026 period. In 2025, the focus
penguatan difokuskan pada infrastruktur teknologi is on strengthening IT infrastructure and implementing
informasi dan penerapan kontrol keamanan utama, key security controls, including Security Information and
antara lain Security Information and Event Management Event Management (SIEM), Endpoint Detection and
(SIEM), Endpoint Detection and Response (EDR), Multi- Response (EDR), Multi-Factor Authentication (MFA),
Factor Authentication (MFA), Web Application Firewall Web Application Firewall (WAF), and Privileged Access
(WAF), serta Privileged Access Management (PAM). Management (PAM). These initiatives are designed to
Berbagai inisiatif tersebut dirancang untuk memperkuat strengthen cyber resilience and enhance visibility into
ketahanan siber dan meningkatkan visibilitas terhadap potential threats.
potensi ancaman.
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Teknologi Informasi Information Technology
Dalam penerapan tata kelola teknologi informasi (TI), In implementing IT governance, Pelindo adopts the
Pelindo mengadopsi kerangka kerja internasional COBIT COBIT 2019 framework as its primary reference. This
2019 sebagai acuan utama. Kerangka ini menyediakan framework provides a structured and manageable control
struktur pengendalian yang sistematis dan mudah system, serving as a tool to direct, monitor, and evaluate
dikelola, serta berfungsi sebagai perangkat untuk IT activities to ensure alignment with business needs.
mengarahkan, memantau, dan mengevaluasi aktivitas TI
agar selaras dengan kebutuhan bisnis.
Pelindo juga menetapkan roadmap TI periode 2022-2026 Pelindo also established an IT roadmap for the 2022–
yang memuat 12 inisiatif strategis yang dikelompokkan ke 2026 period, comprising 12 strategic initiatives grouped
dalam empat tema utama. Peta jalan ini menjadi panduan into four main themes. This roadmap serves as a guide
dalam memperkuat fondasi digital, meningkatkan to strengthen the digital foundation, enhance system
integrasi sistem, serta memastikan pengembangan TI integration, and ensure that IT development is carried out
berjalankan secara adaptif. in an adaptive manner.
2022 2023 2024 2025 2026
Reinforce Infrastructure Consolidated
Foundation Consolidation System Growth and Sustain
8 Inisiatif 28 Inisiatif 21 Inisiatif 8 Inisiatif
Penguatan tingkat kematangan pengelolaan TI Strengthening the maturity level of IT governance serves
menjadi fondasi utama yang memengaruhi efektivitas as a key foundation influencing the effectiveness of
penerapan prinsip keberlanjutan di Pelindo. Melalui sustainability implementation at Pelindo. Through well-
proses, kontrol, dan mekanisme pengukuran yang structured processes, controls, and measurement
tertata, Perseroan dapat mengelola risiko secara lebih mechanisms, the Company is able to manage risks in a
terukur, mengoptimalkan pemanfaatan teknologi, more measurable manner, optimize the use of technology,
serta menghadirkan data yang andal untuk menopang and provide reliable data to support the achievement of
pencapaian kinerja LST. Capaian tingkat kematangan TI ESG performance. The level of IT maturity also reflects
juga menjadi cerminan sejauh mana praktik keberlanjutan the extent to which sustainability practices have been
telah dijalankan secara sistematis. implemented in a systematic manner.
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Creating Sustainable Social Value Green Environmental Transformation
Skor Kematangan IT
IT Maturity Score
2,39 (Level 2 Terkelola)
(Level 2 Managed)
Pelindungan Data Pribadi Personal Data Protection
Dalam aspek privasi, Pelindo memastikan pengelolaan In terms of privacy, Pelindo ensures that personal data
data pribadi dilakukan secara aman dan sesuai ketentuan is managed securely and in compliance with applicable
yang berlaku. Dalam menjalankan kegiatan usahanya, regulations. In the course of its business activities,
Perseroan menyimpan dan mengelola data pribadi the Company collects and processes personal data,
sehingga penerapan Pelindungan Data Pribadi (PDP) therefore the implementation of Personal Data Protection
menjadi kebutuhan yang tidak terpisahkan dari proses (PDP) has become an integral part of its business
bisnis. (Level 2 Managed) processes.
Landasan penerapan tersebut mengacu pada Undang- The implementation is guided by Law No. 27 of 2022 on
Undang No. 27 Tahun 2022 tentang Pelindungan Data Personal Data Protection, enacted by the Government of
Pribadi yang ditetapkan Pemerintah Indonesia. Komitmen Indonesia. Management’s commitment to implementing
manajemen terhadap implementasi Pelindungan Data personal data protection is demonstrated through the
Pribadi diwujudkan melalui pengesahan Peraturan adoption of the Board of Directors’ Regulation on the
Direksi mengenai Kebijakan Pelindungan Data Pribadi Personal Data Protection Policy and the implementation
serta penerapan ISO 27001 terkait Sistem Manajemen of ISO 27001 regarding the Information Security
Keamanan Informasi. Seluruh rangkaian kebijakan ini Management System. This comprehensive set of policies
berfungsi sebagai pedoman strategis untuk menjamin serves as a strategic framework to ensure that all personal
bahwa setiap proses pengelolaan data pribadi dilakukan data management processes are conducted in a lawful,
secara legal, aman, dan akuntabel. secure, and accountable manner.
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Kebijakan Pelindungan Data Pribadi
Personal Data Protection Policy
Bab I Bab II Bab III Bab IV Bab V Bab VI Bab VII
Chapter I Chapter II Chapter III Chapter IV Chapter V Chapter VI Chapter VII
Ketentuan Pelaksanaan Kewajiban dan Tahapan Ketentuan Persetujuan Batasan
Umum Pelindungan Hak Subjek Pemrosesan Kerja Sama Data Pribadi Penggunaan
General Data Pribadi Data Pribadi Data Pribadi Bagi Pemakai Persetujuan Data Pribadi
Provisions Implementation Rights and Stages of Data Pribadi Personal Data Limitations
of Personal Obligations of Personal Data Cooperation Consent on the Use of
Data Protection Personal Data Processing Provisions Personal Data
Subjects for the Use of
Personal Data
Menjelaskan Menjelaskan Menjelaskan Menjelaskan Menjelaskan Menjelaskan Menjelaskan
pengertian, mengenai mengenai Hak mengenai mengenai ketentuan terkait mengenai
maksud dan kategorisasi dan Kewajiban ketentuan dalam pengelolaan permintaan larangan dan
tujuan, 8 prinsip Data Pribadi, Subjek Data pemrosesan perjanjian kerja persetujuan data konsekuensi
PDP, serta penunjukkan Pribadi, Data Data Pribadi. sama bagi pribadi. dalam
ruang lingkup Data Protection Owners, dan Data Outlines the penggunaan Outlines the pemrosesan
Kebijakan PDP. Officer (DPO), Custodian yang provisions data pribadi provisions Data Pribadi.
Defines the key dan peran pihak harus dipenuhi governing the yang dikelola related to Outlines the
terms, objectives dalam PDP. oleh Pelindo. processing of Pelindo. obtaining prohibitions and
and purposes, 8 Outlines the Outlines the rights personal data. Outlines the consent for the consequences
PDP principles, categorization and obligations management processing of related to the
as well as the of personal of Personal Data of cooperation personal data. processing of
scope of the data, the Subjects, Data agreements personal data.
Personal Data appointment of a Owners, and Data governing the
Protection Policy. Data Protection Custodians that use of personal
Officer (DPO), must be fulfilled data managed
and the roles of by Pelindo. by Pelindo.
relevant parties
in PDP.
Lampiran I : Data Pribadi Umum dan Data Pribadi Spesifik
Appendix I : General Personal Data and Specific Personal Data
Lampiran II : Data Protection Officer
Appendix II : Data Protection Officer
Pelindo melakukan berbagai inisiatif untuk memastikan Pelindo has undertaken various initiatives to ensure that
Pelindungan Data Pribadi telah diimplementasikan Personal Data Protection is implemented holistically,
secara holistik, antara lain: including:
1. Pengembangan Kapabilitas SDM Pendukung 1. Development of Supporting Human Capital
dan Awareness terkait Pelindungan Data Pribadi Capabilities and Awareness on Personal Data
Protection
a. Penunjukan dan pengembangan kapabilitas Data a. Appointment and capability development of the
Protection Officer Data Protection Officer
b. Pengembangan konten pelatihan dan campaign b. Development of training content and awareness
awareness PDP campaigns on PDP
c. Pelaksanaan workshop pelatihan Pelindungan c. Implementation of Personal Data Protection
Data Pribadi training workshops
2. Implementasi Teknologi Pendukung Pelindungan 2. Implementation of Supporting Technologies for
Data Pribadi Personal Data Protection
a. Pengembangan kapabilitas consent management a. Development of PDP consent management
PDP dalam aplikasi terkait capabilities within related applications
b. Implementasi teknologi Data Loss Prevention b. Implementation of Data Loss Prevention (DLP)
(DLP) untuk Data Pribadi Digital Terstruktur technology for Structured Digital Personal Data
c. Implementasi teknologi data masking untuk c. Implementation of data masking technology to
proteksi Data Pribadi Digital Terstruktur protect Structured Digital Personal Data
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Creating Sustainable Social Value Green Environmental Transformation
Transformasi Digital Digital Transformation
Pengembangan digitalisasi, termasuk inovasi dan adopsi The advancement of digitalization, including innovation
tren teknologi, menjadi bagian dari Pedoman Penerapan and the adoption of emerging technology trends, forms
dan Penyelenggaraan Teknologi Informasi Tahun 2022- part of the Information Technology Implementation
2026. Group Teknologi Informasi bertanggung jawab and Governance Guidelines for the 2022–2026 period.
atas kinerja inovasi digitalisasi dan pengembangan The Information Technology Group is responsible for
layanan TI, serta melaporkan kinerja secara berkala the performance of digital innovation and IT service
kepada Direktur Strategi untuk dievaluasi. [SEOJK F.26] development, and reports its performance periodically
to the Director of Strategy for evaluation. [SEOJK F.26]
Program digitalisasi yang dilakukan oleh Pelindo pada Digitalization programs implemented by Pelindo in 2025
tahun 2025, antara lain: include:
1. Pengembangan dan Implementasi Aplikasi 1. Application Development and Implementation
a. Dukungan Digitalisasi Proses Bisnis Non a. Support for Digitalization of Non-Operational
Operasional (Back End) (Back-End) Business Processes
• Peluncuran layanan Single ERP di 34 entitas di • Launch of the Single ERP system across 34
lingkungan Grup Pelindo. entities within the Pelindo Group.
• Implementasi aplikasi Portaverse meliputi • Implementation of the Portaverse application,
talent and performance, learning, dan covering talent and performance, learning,
knowledge management system. and knowledge management systems.
• Peningkatan dan peluncuran aplikasi • Enhancement and rollout of Surrounding
Surrounding Single ERP Grup Pelindo, seperti Single ERP Group applications, including the
aplikasi portal pegawai (MyPelindo), aplikasi employee portal (MyPelindo), attendance
pengelolaan absensi pegawai (P-CiCo), management system (P-CiCo), business
aplikasi pengelolaan perjalanan dinas pekerja travel management system (Pelindo Travel),
(Pelindo Travel), aplikasi pengelolaan proses e-procurement system (Pelindo E-Proc),
e-procurement (Pelindo E-proc), aplikasi operational cash management system
pengelolaan kas operasional (BIOS), aplikasi (BIOS), corporate investment management
pengelolaan investasi korporat (Peluit), dan system (Peluit), and official correspondence
aplikasi pengelolaan surat dinas (Pelindo management system (Pelindo E-Office).
E-Office).
• Implementasi sistem call center keluhan • Implementation of customer complaint call
pelanggan, terdiri dari channel call center center system, including an omni-channel
keluhan pelanggan dengan teknologi platform, a complaint logging system using
omni channel, sistem pencatatan keluhan IT Service Management (ITSM) tools, and
pelanggan dengan menggunakan tools IT supporting IT infrastructure for complaint
Service Management (ITSM), dan penyediaan handling processes.
fasilitas IT pendukung dalam pelaksanaan
proses keluhan pelanggan.
• Peningkatan sistem project management. • Enhancement of the project management
system.
• Simplifikasi proses bisnis korporat (non- • Simplification of corporate (non-operational)
operasional), terdiri dari sentralisasi proses business processes, including the
persetujuan di portal Pekerja My Pelindo dan centralization of approval processes in
otomatisasi proses revenue sharing. the MyPelindo employee portal and the
automation of revenue-sharing processes.
• Digitalisasi dan peningkatan proses • Digitalization and enhancement of tax
perpajakan, terdiri dari integrasi dengan Dirjen processes, including integration with the
Pajak untuk proses pengecekan keaslian Directorate General of Taxes for customer
NPWP pelanggan (SimTax), implementasi NPWP verification (SimTax), implementation
dan digitalisasi PSAK 71, dan pengiriman data and digitalization of PSAK 71, and submission
pajak ke Aplikasi Coretax. of tax data to the Coretax application.
• Standarisasi aplikasi back office, termasuk • Standardization of back-office applications,
aplikasi pengelolaan meeting koordinasi including applications for managing top
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Connectivity Across the Value Chain About Pelindo Sustianability Governance
Top Management (P-BOSS), aplikasi management coordination meetings
pengelolaan peralatan pelabuhan (P-BOSS), port equipment management
(SIGAP), aplikasi pengelolaan aset tetap (SIGAP), fixed asset management (SIAP),
(SIAP), aplikasi pengelolaan Rencana management work plan (P-RKM), corporate
Kerja Management (P-RKM), aplikasi Key Performance Indicators (P-KPI), Good
pengelolaan Key Performance Indicator Corporate Governance (P-GOOD), Internal
korporat (P-KPI), aplikasi pengelolaan Control Over Financial Reporting processes
Good Corporate Governance (P-GOOD), (PICO), operational cash management
aplikasi pengelolaan proses Internal Control (BIOS), management system processes,
Over Financial Reporting (PICO), aplikasi corporate risk management (Prima), customer
pengelolaan kas operasional (BIOS), aplikasi engagement (P-Connect), procurement of
pengelolaan proses sistem manajemen, goods and services (Pelindo E-Procurement),
aplikasi pengelolaan risiko korporat (Prima), enhancement of the Contract Management
aplikasi pengelolaan customer engagement System feature within the procurement
(P-Connect), aplikasi pengelolaan pengadaan application (Pelindo E-Procurement),
barang dan jasa (Pelindo E-Procurement), digitalization of vendor payment processes
pengembangan fitur Contract Management within the procurement application (Pelindo
System pada aplikasi pengadaan (Pelindo E-Procurement), implementation of
E-Procurement), digitalisasi proses vendor e-signature and e-stamp for signing and
payment pada aplikasi pengadaan (Pelindo stamping documents with external parties,
E-Procurement), penerapan e-sign corporate records and archives management
dan e-materai untuk tanda tangan dan (P-Ercent), corporate investment management
pembubuhan materai bersama dengan (Peluit), and the Audit Management System
pihak di luar Pelindo, aplikasi pengelolaan/ (AMS).
manajemen arsip perusahaan (P-Ercent),
aplikasi pengelolaan investasi korporat
(Peluit), dan aplikasi Audit Management
System (AMS).
• Maritime connectivity hub yaitu portal layanan • Maritime connectivity hub, a port service
pelabuhan yang mengintegrasikan ekosistem portal that integrates the maritime ecosystem,
maritim seperti shipping line, cargo owner, including shipping lines, cargo owners, freight
freight forwarder, trucking company. forwarders, and trucking companies.
• Penyusunan desain standarisasi customer • Development of a standardized design for the
portal. customer portal.
• Adopsi teknologi AI untuk proses back office. • Adoption of AI technology for back-office
processes.
•Peningkatan Single Master Data Management • Enhancement of Single Master Data
(MDM). Management (MDM).
• Implementasi big data analytics, yaitu • Implementation of big data analytics, including
pembentukan integrasi data, data warehouse, the development of the SSC Procurement
dan visualisasi data yang informatif, termasuk Dashboard, Investment Management
pekerjaan Dashboard SSC Pengadaan, Dashboard, Operational Performance
pekerjaan Dashboard Management Investasi, Dashboard, Planning Control Monitoring
pekerjaan Dashboard Kinerja Operasi, Center (PCMC) Dashboard, Commercial
pekerjaan Dashboard Planning Control Dashboard, and Finance Dashboard.
Monitoring Center (PCMC), pekerjaan
Dashboard Komersial, dan pekerjaan
Dashboard Keuangan.
b. Dukungan Digitalisasi Proses Bisnis b. Support for Digitalization of Operational
Operasional (Layanan Aplikasi Front End) Business Processes (Front-End Application
Services)
• Konsolidasi dan peningkatan aplikasi • Consolidation and enhancement of the
Integrated Billing System (IBS). Integrated Billing System (IBS).
• Pengembangan aplikasi pengelolaan aset • Development of an application for land asset
lahan serta fasilitas komersialisasi (Aplikasi management and commercialization facilities
Promote). (Promote Application).
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Creating Sustainable Social Value Green Environmental Transformation
• Standarisasi aplikasi layanan operasional untuk • Standardization of operational service
layanan kapal, petikemas, dan barang, dengan applications for vessel, container, and cargo
pencapaian standarisasi pelayanan kapal services, with achievements including vessel
(Phinisi) telah diimplementasi pada 87 atau service standardization (Phinisi) implemented
100% dari cabang pelabuhan Grup Pelindo, in 87 or 100% of Pelindo Group port branches;
standarisasi pelayanan non petikemas melalui non-container service standardization through
implementasi aplikasi PTOS-M pada 78 atau the implementation of the PTOS-M application
90% dari terminal Grup Pelindo, standarisasi in 78 or 90% of Pelindo Group terminals,
pelayanan petikemas melalui implementasi container service standardization through the
aplikasi PTOS-PK telah diimplementasikan implementation of the PTOS-PK application
pada 41 atau 90% dari terminal Grup Pelindo, in 41 or 90% of Pelindo Group terminals, and
dan standarisasi pelayanan Ro-Ro dan Ro-Ro and passenger service standardization
penumpang melalui implementasi aplikasi through the implementation of the PTOS-R
PTOS-R telah diimplementasikan pada 49 application in 49 or 100% of Pelindo Group
atau 100% dari terminal Grup Pelindo. terminals.
2. Peningkatan Infrastruktur dan Keamanan 2. Enhancement of Information System
Sistem Informasi Infrastructure and Security
a. Transformasi infrastruktur On Premise ke Cloud. a. Transformation of On-Premise infrastructure to
cloud.
b. Pertukaran data terintegrasi melalui Pelindo Hub. b. Integrated data exchange through Pelindo Hub.
c. Standarisasi layanan corporate email. c. Standardization of corporate email services.
d. Integrasi layanan CCTV. d. Integration of CCTV services.
e. Peningkatan kapabilitas SOC (Security Operation e. Enhancement of Security Operations Center
Center). (SOC) capabilities.
f. Pengesahan Kebijakan Keamanan Sistem f. Establishment of Information System Security
Informasi. Policy.
g. Pengukuran maturitas keamanan sistem informasi g. Measurement of information system security
oleh BSSN. maturity by BSSN.
h. Standardisasi dan implementasi Secure Access h. Standardization and implementation of Secure
Service Edge (SASE). Access Service Edge (SASE).
i. Penentuan objek infrastruktur informasi vital (IIV). i. Identification of vital information infrastructure
objects (IIV).
j. Implementasi Security Information & Event j. Implementation of Security Information & Event
Management (SIEM). Management (SIEM).
k. Pembentukan Cyber Security Incident Response k. Establishment of a Cyber Security Incident
Team (CSIRT). Response Team (CSIRT).
l. Sertifikasi personel yang menangani Keamanan l. Certification of personnel responsible for
Sistem Informasi. Information System Security.
3. Penyusunan IT Strategic Management and 3. Development of IT Strategic Management and
Governance Governance
a. Kajian implementasi Data Loss Prevention (DLP). a. Data Loss Prevention (DLP) implementation study.
b. Penilaian dan peningkatan maturitas kapabilitas b. Evaluation and enhancement of IT capability
TI. maturity.
c. Desain implementasi enterprise architecture c. Design of enterprise architecture tools
tools. implementation.
d. Penyusunan IT Service Catalogue. d. Development of an IT Service Catalogue.
e. Pemantauan dan evaluasi IT General Control. e. Monitoring and evaluation of IT General Controls.
f. Pengesahan Kebijakan Pelindungan Data Pribadi f. Issuance of Personal Data Protection (PDP)
(PDP). Policy.
g. Implementasi pemantauan dan evaluasi Internal g. Implementation of monitoring and evaluation
Control Over Financial Report (ICOFR). of Internal Control Over Financial Reporting
(ICOFR).
h. Pelaksanaan Disaster Recovery Plan (SRP) dan h. Execution of Disaster Recovery Plan (DRP) and
penyusunan Business Continuity Plan (BCP) development of Business Continuity Plan (BCP)
untuk proses IT. for IT processes.
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustianability Governance
4. Digitalisasi Pelindo untuk Mendukung Program 4. Digitalization of Pelindo to Support Government
Pemerintah Programs
a. Implementasi integrasi Pemberitahuan a. Implementation of integration of Inter-Island Trade
Perdagangan Antarpulau Barang (PAB) dengan Notification of Goods (PAB) with the Ministry of
Kementerian Dalam Negeri di 23 pelabuhan. Home Affairs across 23 ports.
b. Integrasi dengan INAPORTNET untuk mendukung b. Integration with INAPORTNET to support ship
kegiatan pelayanan kapal (ship clearance) pada clearance services at 87 ports.
87 pelabuhan.
c. Pertukraran data dengan platform National c. Data exchange with the National Logistic
Logistic Ecosystem (NLE) dan Indonesia National Ecosystem (NLE) and Indonesia National Single
Single Window (INSW) melalui Pelindo Hub. Window (INSW) platforms through Pelindo Hub.
d. Implementasi auto gate system di Pelabuhan yang d. Implementation of an auto gate system at ports
terintegrasi dengan Bea Cukai untuk kegiatan integrated with Customs for gate line 1 and port
gate lini 1 dan gate pelabuhan (gatepass) pada gate (gatepass) operations at 25 ports.
25 pelabuhan.
e. Simplifikasi proses bisnis pelayanan kapal, e. Simplification of vessel service business
Single Submission SSM Pengangkut dan SSM processes through Single Submission SSM
Quarantine & Customs, yaitu mengkonsolidasikan Carrier and SSM Quarantine & Customs,
order management yang dilakukan oleh shipping consolidating order management by shipping
agent ke dalam satu portal. Pada tahun 2025, agents into a single portal. In 2025, SSM Carrier
SSM Pengangkut sudah diimplementasikan di 87 has been implemented in 87 ports and SSM QC
pelabuhan dan SSM QC di enam pelabuhan. in six ports.
f. Implementasi single truck identification (STID) f. Implementation of Single Truck Identification
pada 29 pelabuhan sebagai standar identitas truk (STID) at 29 ports as a standardized truck
yang beroperasi di seluruh Indonesia. identification system operating nationwide.
g. Implementasi Truck Booking System (TBS) di g. Implementation of the Truck Booking System
enam pelabuhan atau 100% dari target tercapai. (TBS) at six ports, achieving 100% of the target.
h. Pertukaran data pelaporan data traffic produksi h. Data exchange for traffic production reporting
dengan Badan Pusat Statistik. with Statistics Indonesia.
5. Digitalisasi Infrastruktur 5. Infrastructure Digitalization
a. Pekerjaan virtualisasi server. a. Server virtualization.
b. Pekerjaan penyediaan infrastruktur gate terminal b. Provision of infrastructure for multipurpose
multipurpose. terminal gate systems.
c. Pekerjaan implementasi privileged-access c. Implementation of privileged access management
management di lingkungan Perseroan. within the Company’s environment.
d. Pekerjaan peremajaan infrastruktur dan jaringan d. Modernization of infrastructure and network
di lingkungan Perseroan. systems within the Company’s environment.
e. Pengelolaan sistem keamanan informasi, meliputi e. Management of information security systems,
penguatan kapabilitas security operation center, including strengthening security operations center
digitalisasi forensics & incident response (DFIR), capabilities, digital forensics & incident response
domain name system security extensions, end (DFIR), domain name system security extensions,
point security, database, dan perangkat peripheral endpoint security, databases, peripheral devices,
dan beberapa perangkat pendukung keamanan and other supporting information security tools.
informasi lainnya.
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
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Menciptakan
Nilai Sosial
Berkelanjutan
Creating Sustainable
Social Value
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustainability Governance
KESEHATAN DAN KESELAMATAN KERJA
Occupational Health and Safety
Pelindo membangun kontribusi sosial jangka panjang Reflected in the structured implementation of OHS to
dengan memastikan setiap aktivitas kerja terlaksana create a safe and conducive working environment for
secara aman, sehat, dan bertanggung jawab. Komitmen all employees, and in line with increasing work intensity
ini diwujudkan melalui penerapan K3 yang terstruktur and the growing complexity of operational equipment,
untuk menciptakan lingkungan kerja yang layak dan aman Pelindo has built long-term social value by ensuring that
bagi seluruh karyawan, sejalan dengan meningkatnya all work activities are carried out safely, healthily, and
intensitas kerja dan kompleksitas peralatan operasional. responsibly. Guided by the principle of prevention, the
Dengan berlandaskan pada prinsip pencegahan, Company consistently identifies hazards, strengthens
Perseroan secara konsisten melakukan identifikasi its occupational safety and health (OSH) culture, and
bahaya, penguatan budaya K3, serta evaluasi berkala conducts periodic evaluations through audits to achieve
melalui audit untuk mencapai target zero accident the goal of zero accidents and the elimination of work-
dan peniadaan penyakit akibat kerja (PAK), baik bagi related illnesses, for both employees and third parties.
karyawan maupun pihak ketiga. [SEOJK F.21] [SEOJK F.21]
Implementasi K3 yang komprehensif memberikan Comprehensive OSH implementation has a positive
dampak positif bagi Perseroan melalui peningkatan impact on the Company through significant improvements
produktivitas dan efisiensi kerja yang signfikan. Di sisi in productivity and work efficiency. On the other hand,
lain, tata kelola K3 yang ketat berfungsi sebagai langkah strict OSH management serves as a preventive measure
preventif untuk memitigasi risiko gangguan operasional to mitigate the risk of operational disruptions that could
yang berpotensi menyebabkan kehilangan pendapatan. potentially lead to revenue loss. For stakeholders, the
Bagi pemangku kepentingan, keberhasilan pengelolaan success of this management not only minimizes the risk of
ini tidak hanya meminimalkan risiko kecelakaan kerja workplace accidents and creates a healthy environment
dan menciptakan lingkungan yang sehat, tetapi juga but also prevents the negative impact of operational
mencegah dampak negatif insiden operasional terhadap incidents on the environment and communities
lingkungan serta komunitas di sekitar wilayah kerja. surrounding the work area. [GRI 3-3]
[GRI 3-3]
Tata Kelola K3 OHS Governance
Pelindo mengarahkan penerapan K3 dengan mengacu OHS operates with applicable policies, standards,
pada kebijakan, standar, dan regulasi yang berlaku, serta and regulations, ensuring consistent coordination,
memastikan koordinasi, pengawasan, dan pelibatan supervision, and employee engagement down to the
karyawan berjalan konsisten hingga tingkat operasional. operational level. The legal basis for a safe and conducive
Dasar hukum penerapan lingkungan kerja yang layak working environment refers to: [GRI 3-3, 403-1]
dan aman berpedoman pada: [GRI 3-3, 403-1]
1. Peraturan Direksi PT Pelabuhan Indonesia (Persero) 1. Board of Directors Regulation of PT Pelabuhan
Nomor HK.01/21/10/1/HSSE/UTMA/PLND-22 Indonesia (Persero) No. HK.01/21/10/1/HSSE/UTMA/
tentang Keselamatan dan Kesehatan Kerja (K3) di PLND-22 concerning Occupational Health and Safety
Lingkungan PT Pelabuhan Indonesia (Persero). (OHS) within PT Pelabuhan Indonesia (Persero).
2. Peraturan Direksi PT Pelabuhan Indonesia (Persero) 2. Board of Directors Regulation of PT Pelabuhan
Nomor HK.01/17/4/2/SKKK/UTMA/PLND-24 Indonesia (Persero) No. HK.01/17/4/2/SKKK/UTMA/
tentang Program Keselamatan Hidup Perusahaan PLND-24 concerning the Corporate Life Saving Rules
(Corporate Life Saving Rules) PT Pelabuhan Program of PT Pelabuhan Indonesia (Persero).
Indonesia (Persero).
3. Peraturan Direksi PT Pelabuhan Indonesia (Persero) 3. Board of Directors Regulation of PT Pelabuhan
Nomor HK.01/12/1/2/KBDK/UTMA/PLND-24 Indonesia (Persero) No. HK.01/12/1/2/KBDK/UTMA/
tentang Pedoman Saling Menghargai di Tempat PLND-24 concerning the Respectful Workplace
Kerja (Respectful Workplace Policy) di Lingkungan Policy within PT Pelabuhan Indonesia (Persero).
PT Pelabuhan Indonesia (Persero).
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Creating Sustainable Social Value Green Environmental Transformation
Sebagai mekanisme pelaksanaan kebijakan dan As a mechanism for implementing OHS policies and
pengendalian K3 di lapangan, Perseroan membentuk controls in the field, the Occupational Health and
Panitia Pembina Keselamatan dan Kesehatan Safety Advisory Committee (OHS Committee) operates
Kerja (P2K3) di kantor pusat, regional, dan cabang. at the head office, region, and branch levels. This
Pembentukan ini secara resmi dituangkan melalui Surat establishment is formally stipulated through the Board of
Keputusan Direksi PT Pelabuhan Indonesia (Persero) Directors Decree of PT Pelabuhan Indonesia (Persero)
Nomor KL.01.01/8/11/2/SKKK/PGLA/PLND-24 Tanggal No. KL.01.01/8/11/2/SKKK/PGLA/PLND-24 dated
8 November 2024 tentang Pembentukan Panitia Pembina November 8, 2024, concerning the Establishment of the
Keselamatan dan Kesehatan Kerja (P2K3) Kantor Pusat Occupational Health and Safety Advisory Committee
PT Pelabuhan Indonesia (Persero). (OHS Committee) at the Head Office of PT Pelabuhan
Indonesia (Persero).
P2K3 berperan memberi masukan kepada manajemen, The OHS Committee provides input to management,
mengoordinasikan program K3, mengidentifikasi dan coordinates OHS programs, identifyies and evaluates
mengevaluasi bahaya, memperkuat sosialisasi dan hazards, strengthens awareness and training initiatives,
pelatihan, serta memantau kepatuhan melalui inspeksi/ and monitors compliance through inspections and audits,
audit, rekomendasi perbaikan, dan melaksanakan recommending corrective actions, and conducting
pertemuan rutin untuk membahas penerapan K3 setiap regular meetings to review OHS implementation on a
triwulan. Keanggotaan P2K3 mengacu pada ketentuan quarterly basis. The composition of the OHS Committee
yang berlaku, dengan susunan sebagai berikut: [GRI 3-3, refers to applicable regulations, with the following
403-4] structure: [GRI 3-3, 403-4]
Struktur P2K3 Pelindo
Pelindo OHS Committee Structure
Pembina P2K3
OHS Committee
Advisor
Ketua P2K3
OHS Committee
Chairperson
Wakil Ketua P2K3
OHS Committee
Vice Chairperson
Sekretaris P2K3
OHS Committee
Secretary
Anggota Anggota Anggota Anggota Anggota
Members Members Members Members Members
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustainability Governance
Keanggotaan P2K3 Pelindo
Pelindo OHS Committee Membership
Jabatan P2K3
OHS Committee Jabatan Position
Positions
Pembina • Direktur Utama • President Director
Advisor • Wakil Direktur Utama • Vice President Director
• Direktur Pengelola • Director of Operations
• Direktur SDM dan Umum • Director of Human Resources and General
Affairs
• Direktur Investasi • Director of Investment
• Direktur Keuangan • Director of Finance
• Direktur Strategi • Director of Strategy
Ketua Group Head K3 dan Sistem Manajemen Group OHS and Management System
Chairperson
Wakil Ketua I Group Head Manajemen Risiko, Tata Group Head of Risk Management, Governance,
Vice Chairperson I Kelola, dan Kepatuhan and Compliance
Wakil Ketua II Group Head Sekretaris Perusahaan Group Head of Corporate Secretary
Vice Chairperson II
Wakil Ketua III Department Head Keselamatan dan Department Head of Occupational Health and
Vice Chairperson III Kesehatan Kerja Safety
Sekretaris Senior Officer I Keselamatan dan Senior Officer I of Occupational Health and
Secretary Kesehatan Kerja Safety
Anggota • Pejabat struktural yang mengelola • Structural officials responsible for managing
Member aktivitas kritikal Perseroan yang the Company’s critical activities, including:
meliputi:
a. Group Head; a. Group Head;
b. Department Head di kantor pusat; b. Department Head at the Head Office;
c. Executive Director Regional; c. Region Executive Director;
d. Regional Division Head; d. Region Division Head;
e. General Manager; dan e. General Manager; and
f. Manager Bidang di cabang. f. Branch Functional Manager.
• Pengurus serikat pekerja dan • Labor union representatives and employee
perwakilan pekerja. representatives.
Hingga akhir periode pelaporan, P2K3 di kantor pusat At the end of the reporting period, the OHS Committee
terdiri dari 56 anggota. Fungsi HSSE (Health, Safety, at the Head Office consisted of 56 members. The HSSE
Security, and Environment) Kantor Pusat menjalankan (Health, Safety, Security, and Environment) function at
peran pembinaan melalui pengarahan pembentukan the Head Office is supervisory, providing guidance on
P2K3 di masing-masing regional beserta wilayah kerja the establishment of OHS Committee in each region
di areanya guna mengoptimalkan partisipasi, konsultasi, and across their respective operational areas to optimize
dan komunikasi terkait keselamatan dan kesehatan participation, consultation, and communication related
kerja. [GRI 403-4] to OHS. [GRI 403-4]
Penerapan P2K3 telah berjalan di berbagai unit kerja OHS Committee has been implemented in various
pada Regional 1, Regional 2, Regional 3, dan Regional work units in Region 1, Region 2, Region 3, and Region
4, mencakup kantor regional dan beberapa cabang 4, covering region offices and several port branches.
pelabuhan. Adapun beberapa cabang pada Regional Several branches in Region 3 and Region 4 are still in the
3 dan Regional 4 masih dalam tahap pemenuhan, process of completion, particularly in terms of developing
terutama terkait pengembangan kompetensi karyawan employee competencies to be appointed as General OHS
yang dipersiapkan sebagai Ahli K3 Umum sekaligus Experts as well as OHS Committee Secretaries, ensuring
Sekretaris P2K3 sehingga pembentukan P2K3 dapat OHS Committee can be completed in accordance with
dilakukan sesuai persyaratan. the required standards.
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Sistem Manajemen K3 [GRI 403-2] OHS Management System [GRI 403-2]
Penerapan standar K3 di seluruh unit kerja Pelindo Implementation of OHS standards across all Pelindo
dikelola secara sistematis melalui SMK3 dan menjadi work units is managed through the OHSMS which forms
bagian dari Sistem Manajemen Terpadu (SMT) yang part of the Integrated Management System (IMS), and
berlaku bagi seluruh karyawan, mitra, vendor, serta applies to all employees, partners, vendors, and other
pemangku kepentingan lain di wilayah operasional stakeholders within the Company’s operational areas.
Perseroan. SMT disosialisasikan kepada seluruh The IMS is communicated to all (100%) employees at
(100%) karyawan di lokasi operasional maupun pihak operational sites as well as relevant parties through the
terkait melalui penyampaian kebijakan yang dipasang dissemination of policies displayed in workspaces and
pada ruang kerja dan ruang layanan sehingga mudah service areas, ensuring they are easily accessible and
diakses dan dibaca oleh karyawan maupun tamu yang visible to both employees and visiting guests. [GRI 403-4]
berkunjung. [GRI 403-4]
SMK3 diterapkan secara holistik dan mencakup seluruh The OHSMS is implemented holistically and covers all
aktivitas operasional Perseroan, termasuk seluruh (100%) of the Company’s operational activities, including all
karyawan, baik karyawan organik maupun karyawan (100%) employees, both organic and non-organic, as
nonorganik, serta seluruh (100%) kontraktor dan mitra well as all (100%) contractors and business partners
kerja yang aktivitas operasionalnya dikendalikan oleh whose operational activities are controlled by the
Perseroan. Pelindo berkomitmen untuk memastikan Company. Pelindo is committed to ensuring that the
implementasi SMK3 dijalankan secara komprehensif. implementation of SMK3 is carried out comprehensively.
[GRI 403-1, 403-8] [GRI 403-1, 403-8]
Selain mengacu pada ketentuan nasional yang berlaku, In addition to complying with applicable national
Perseroan memperkuat penerapan sistem manajemen regulations, OHS management system is strengthened
K3 di kantor pusat dan regional dengan mengadopsi at both the Head Office and region levels by adopting
ISO 45001:2018. Implementasi tersebut dievaluasi ISO 45001:2018, periodically evaluated through OHSMS
secara berkala melalui audit SMK3 yang dilaksanakan audits conducted by independent third parties and
oleh pihak ketiga dan dilaporkan kepada Kementerian reported to the Ministry of Manpower of the Republic
Ketenagakerjaan RI. Audit ini mengacu pada ISO of Indonesia. The audits refer to ISO 45001:2018 and
45001:2018 dan PP No. 50 Tahun 2012, serta mencakup Government Regulation No. 50 of 2012, and cover 76
76 wilayah kerja yang terdiri atas Kantor Pusat, Kantor operational areas, including the Head Office, Region
Regional, Cabang Pelabuhan, dan Subholding. Hasil audit Offices, Port Branches, and Sub-holdings. The audit
digunakan sebagai dasar perbaikan dan penyempurnaan results serve as a basis for continuous improvement and
implementasi K3 di masing-masing unit kerja. enhancement of OHS implementation across each work
unit.
Selain pelaksanaan audit internal, Perseroan juga In addition to conducting internal audits, the Company
melaksanakan sertifikasi SMK3 PP No. 50 Tahun 2012 also carries out OHSMS certification in accordance
sebagai bentuk pemenuhan kepatuhan terhadap with Government Regulation No. 50 of 2012 as a form of
peraturan perundang-undangan, serta sertifikasi ISO compliance with applicable laws and regulations, as well
45001:2018 melalui badan sertifikasi independen. as ISO 45001:2018 certification through independent
Sertifikasi ini dilakukan sesuai kebutuhan masing-masing certification bodies. These are undertaken based on the
wilayah kerja operasional untuk memastikan kesesuaian specific needs of each operational area to ensure that
penerapan sistem manajemen K3 dengan standar yang the OHS management system aligns with the applicable
berlaku. standards.
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Connectivity Across the Value Chain About Pelindo Sustainability Governance
Cakupan Sertifikasi pada Sistem Manajemen K3 Pelindo
Certification Scope of Pelindo’s OHS Management System
77,63% 90,78%
59 Wilayah dari 76 wilayah 69 Wilayah dari 76 wilayah
(cabang dan kawasan) (cabang dan kawasan)
59 Regions out of 76 regions 69 Regions out of 76 regions
(branches and areas) (branches and areas)
Sebagai bagian dari penerapan SMK3, Perseroan As part of the implementation of SMK3, the Company
menjalankan mekanisme manajemen risiko K3 yang implements a standardized OSH risk management
terstandarisasi untuk memastikan pengidentifikasian mechanism to ensure the consistent identification of
bahaya, penilaian risiko, dan penetapan tindakan hazards, risk assessment, and establishment of control
pengendalian secara konsisten di seluruh unit kerja. measures across all work units. This mechanism is further
Mekanisme ini kemudian diperkuat melalui pengendalian reinforced through operational controls on high-risk
operasional pada aktivitas berisiko tinggi dengan activities via the implementation of Procedure No. SMK3/
penerapan Prosedur Nomor SMK3/PI0/PD.04.00.00/00- PI0/PD.04.00.00/00- 2024 regarding the Work Permit
2024 tentang SOP Prosedur Izin Kerja (Work Permit) dan (WP) SOP and Supervision. Through these procedures,
Pengawasan (Supervision). Melalui prosedur tersebut, high-risk work may only be performed and/or ceased
pekerjaan berisiko tinggi hanya dapat dilakukan dan/atau after obtaining supervisor approval, ensuring equipment
ditinggalkan setelah memperoleh persetujuan atasan, is in a non-operational state/turned off and placed in a
memastikan peralatan dalam kondisi tidak beroperasi/ safe area, and completing verification that surrounding
dimatikan dan menempatkannya pada area aman, serta conditions do not pose a hazard.
menyelesaikan verifikasi bahwa kondisi sekitar tidak
membahayakan.
Pelindo juga mengatur mekanisme pengelolaan insiden An incident management mechanism through Procedure
melalui Prosedur Nomor SMK3/PI0/PD.18.00.00/00-2024 No. SMK3/PI0/PD.18.00.00/00-2024 on Incident
tentang SOP Manajemen Insiden. Investigasi dilakukan Management SOP means that investigations are
oleh Tim Investigator Gabungan yang tersertifikasi dan conducted by a certified Joint Investigation Team involving
melibatkan lintas unit kerja untuk menjaga independensi, cross-functional work units to ensure independence, as
sebagaimana ditetapkan pada Berita Acara Direksi dan stipulated in the Board of Directors’ Minutes and related
panduan teknis terkait. Pelaporan kondisi kedaruratan technical guidelines. Emergency conditions can be
dapat dilakukan melalui kanal “informasi kontak darurat” reported through the “emergency contact information”
yang tersedia di tempat kerja untuk mendukung respons channels available at the workplace to support a swift
yang cepat dan terkoordinasi. and coordinated response.
Agar respons tersebut didukung kesiapan organisasi To ensure that such responses are supported by
dan perlindungan karyawan di lapangan, Pelindo organizational readiness and the protection of
meningkatkan kesiapsiagaan dan tanggap darurat employees in the field, emergency preparedness and
melalui penetapan prosedur penanganan, pembentukan response is enhanced through handling procedures,
tim tanggap darurat, serta pelaksanaan pelatihan dan the formation of emergency response teams, and the
drill secara berkala sesuai kebutuhan operasional. regular implementation of training and drills in line
Pemenuhan penggunaan alat pelindung diri (APD) with operational needs. The use of personal protective
juga diatur melalui Panduan Teknis Nomor 001.1/PDT/ equipment (PPE) is also governed by Technical Guideline
SKKK/PLND-24 tentang Alat Pelindung Diri (APD) guna No. 001.1/PDT/SKKK/PLND-24 on Personal Protective
menjamin perlindungan karyawan sesuai jenis pekerjaan Equipment (PPE), ensuring employee protection in
dan potensi paparannya. accordance with job types and exposure risks.
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Creating Sustainable Social Value Green Environmental Transformation
Selain itu, Pelindo senantiasa menjaga konsistensi In addition, Pelindo consistently maintains OHS
penerapan K3 dan memperkuat kontrol sistemik bagi implementation and strengthens systemic controls
pihak internal maupun eksternal melalui safety induction for both internal and external parties through safety
di aplikasi Portaverse sebelum memasuki dan/atau induction via the Portaverse application prior to entering
bekerja di area operasional. Seluruh elemen tersebut and/or working in operational areas. All elements
menjadi bagian dari penerapan SMK3 yang terintegrasi form part of the SMK3 implementation integrated into
dalam pengelolaan operasional, dengan evaluasi dan operational management, with continuous evaluation and
perbaikan berkelanjutan sebagai dasar peningkatan improvement serving as the foundation for enhancing
kinerja K3. OHS performance.
Manajemen Risiko K3 [GRI 403-2] OHS Risk Management [GRI 403-2]
Dalam kerangka SMK3, Pelindo mengelola risiko K3 Within the OHSMS framework, OHS risks are managed
melalui Identifikasi Bahaya dan Pengendalian Risiko through Hazard Identification and Risk Control (HIRAC).
(IBPR). Risiko dipetakan per lokasi menggunakan matriks Risks are mapped by location using a severity and
tingkat keparahan dan intensitas, kemudian ditetapkan likelihood matrix, followed by the determination of
pengendalian yang relevan. Proses IBPR dijalankan appropriate control measures. The HIRAC process
melalui aplikasi MyHSSE sesuai format serta ketentuan is implemented through the MyHSSE application in
pada prosedur dan panduan teknis terkait. accordance with the formats and provisions set out in the
relevant procedures and technical guidelines.
Untuk memastikan risiko dengan konsekuensi paling To ensure that risks with the most severe consequences
serius dikelola secara konsisten di seluruh lokasi, are managed across all locations, the HIRAC process is
Perseroan melengkapi proses IBPR dengan Corporate complemented by Corporate Life Saving Rules (CLSR) as
Life Saving Rules (CLSR) sebagai rujukan kategorisasi a reference for critical risk categorization and safe work
risiko kritikal dan standar perilaku kerja aman. CLSR behavior standards. CLSR serves as a framework that
merupakan kerangka aturan keselamatan yang reinforces safety as the top priority across all Company
menegaskan keselamatan sebagai prioritas utama activities and provides guidance for employees,
dalam seluruh kegiatan Perseroan dan menjadi pedoman contractors, and stakeholders in implementing safe work
bagi karyawan, mitra kerja, serta pemangku kepentingan practices. The implementation of CLSR strengthens risk
untuk menerapkan praktik kerja aman. Penerapan CLSR control discipline and operational reliability, which is
memperkuat disiplin pengendalian risiko dan keandalan outlined in the following nine key elements.
operasi, yang dijabarkan ke dalam sembilan elemen
utama sebagai berikut.
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustainability Governance
Sembilan Elemen Corporate Life Saving Rules Pelindo
Nine Elements of Pelindo’s Corporate Life Saving Rules
Pemberlakuan Area Terbatas Bekerja di Ketinggian
1 Restricted Area 6 Working at Height
Setiap pihak wajib memahami dan Setiap pihak wajib memastikan penggunaan alat
mengikuti aturan terkait pemberlakuan area pelindung diri (APD) yang tidak terbatas pada
terbatas di lingkungan pelabuhan. pelindung kepala, pelindung mata dan muka,
All parties are required to understand pelindung telinga, pelindung pernapasan beserta
and comply with regulations governing perlengkapannya, pelindung tangan, pelindung
restricted areas within the port kaki, pakaian pelindung, alat pelindung jatuh
environment. perorangan, dan pelampung serta alat pelindung
jatuh (APJ) yang tidak terbatas pada sabuk tubuh
Bekerja pada Posisi Zona Aman (full body harness) dan tali pembatas gerak (work
2 Working at Safe Zone Position restraint) secara layak dan tepat.
All parties must ensure the proper and appropriate
Setiap pihak wajib memahami dan
use of personal protective equipment (PPE),
mengikuti aturan terkait bagaimana
including but not limited to head, eye and face,
memosisikan diri untuk berada pada zona
hearing, respiratory along with its accessories, hand
yang aman saat bekerja.
protection, foot protection, protective clothing,
All parties must understand and follow
personal fall protection equipment, life jackets, and
guidelines on positioning themselves within
fall protection systems such as full body harnesses
safe zones while working.
and work restraint systems.
Sehat saat Bekerja
3 Fit to Work Bekerja di Dekat Barang Berbahaya
7 Working Near Hazardous or Dangerous
Setiap pihak wajib memastikan kesehatan Goods
dan kebugaran pekerja sebelum
melaksanakan pekerjaannya. Setiap pihak wajib memastikan prosedur dan
All parties must ensure workers are standar keselamatan, APD yang layak dan sesuai,
physically fit and in good health prior to serta mitigasi risiko ketika bekerja di dekat barang
performing their duties. berbahaya.
All parties must ensure adherence to safety
procedures and standards, appropriate and
Bekerja di Sekitar Perairan
4 Working Near Water adequate PPE, and the implementation of risk
mitigation measures when working near hazardous
Seluruh pihak wajib memastikan kesediaan materials.
dan kelaikan APD, sarana prasarana
evakuasi, serta rambu K3 di sekitar wilayah Bekerja saat Perbaikan Peralatan dan
perairan.
8 Sistem Instalasi
All parties must ensure the availability and Working During Maintenance and
adequacy of PPE, evacuation facilities, and Installation System
OHS signage in areas near water. Setiap pihak wajib memastikan arus energi telah
diisolasi saat melakukan perbaikan peralatan dan
Bekerja dengan Peralatan Pelabuhan sistem instalasi.
5 Working with Port Equipment All parties must ensure that all energy sources have
been isolated when performing maintenance on
Seluruh pihak wajib memastikan kelayakan equipment and installation systems.
dan izin peralatan pelabuhan sebelum
digunakan. Bekerja di Ruang Terbatas
All parties must ensure that port equipment 9 Working in Confined Space
is fit for use and properly authorized before
Seluruh pihak wajib memastikan perizinan dan
operation.
standar keselamatan sebelum bekerja di ruang
terbatas.
All parties must ensure proper authorization and
compliance with safety standards prior to working in
confined spaces.
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Pengendalian di tingkat operasional diperkuat melalui Operational-level controls are strengthened
mitigasi yang mencakup penilaian lokasi kerja, through mitigation measures that include workplace
pemasangan rambu K3, serta penyediaan sarana- assessments, the installation of OHS signage, and the
prasarana keselamatan seperti alat pemadam api ringan provision of safety facilities such as fire extinguishers and
(APAR) dan kotak P3K di area kerja. Dukungan mobil first aid kits in work areas, with fire trucks and automatic
pemadam kebakaran dan proteksi kebakaran otomatis fire protection systems available at selected locations.
juga disediakan pada sejumlah lokasi. Kesiapsiagaan Emergency preparedness is implemented through
darurat dilaksanakan melalui prosedur pelaporan dan reporting and response procedures, the support of
penanganan, dukungan tim tanggap darurat, serta emergency response teams, as well as regular training
pelatihan dan pengujian rutin rencana tanggap darurat. and testing of emergency response plans.
Untuk menjaga efektivitas pengendalian, Perseroan To maintain the effectiveness of controls, a hazard
menerapkan mekanisme pelaporan kondisi berbahaya reporting mechanism ensures timely follow-ups and
agar dapat segera ditindaklanjuti, sekaligus memastikan the provision of PPE, in accordance with applicable
pemenuhan alat pelindung diri (APD) yang diperlukan requirements. The Company also conducts investigations
sesuai ketentuan. Perseroan juga melakukan investigasi and identifies the root causes of workplace incidents, and
dan pemetaan penyebab kecelakaan kerja, serta establishes mitigation measures to prevent recurrence.
menetapkan tindakan mitigasi guna mencegah kejadian
berulang.
Seluruh temuan dan insiden K3 yang dilaporkan serta All reported OHS findings and incidents, along with
hasil investigasi kemudian diintegrasikan ke mekanisme investigation results, are integrated into the CLSR
pemantauan CLSR. Perseroan memantau penerapan monitoring mechanism which compiles data on the follow-
CLSR dengan mengompilasi data monitoring tindak up of major incident investigation recommendations for
lanjut rekomendasi investigasi major incident Perseroan the 2025 period across all Pelindo entities. Each OHS
untuk periode 2025 pada cakupan seluruh entitas incident and finding is mapped to CLSR categories based
Pelindo. Setiap insiden dan temuan K3 dipetakan on the investigation methodology, resulting in a root
ke kategori CLSR, berdasarkan metode investigasi cause analysis (RCA), with results serving as the basis
sehingga menghasilkan root cause analysis (RCA). Hasil for determining follow-up priorities within the respective
persebaran tersebut menjadi dasar penetapan prioritas work units. [GRI 403-7, 403-10]
tindak lanjut pada unit kerja terkait. [GRI 403-7, 403-10]
Penerapan manajemen risiko K3 pada aspek kesehatan OHS risk management is carried out through periodic
kerja diwujudkan melalui peninjauan kesehatan secara health reviews to identify potential work-related illnesses
berkala untuk mengidentifikasi potensi penyakit and optimize preventive measures. These reviews are
akibat pekerjaan dan mengoptimalkan langkah conducted through annual Medical Check-Ups (MCU) to
pencegahan. Peninjauan dilakukan melalui Medical assess health history and its relation to workload, as well
Check Up (MCU) tahunan untuk menilai riwayat as through the development of Health Risk Assessments
kesehatan dan keterkaitannya dengan beban kerja, (HRA), which have been implemented across all
serta penyusunan Health Risk Assessment (HRA) yang operational areas. [GRI 403-7]
telah diimplementasikan di seluruh wilayah operasional
Perseroan. [GRI 403-7]
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustainability Governance
Identifikasi Bahaya, Risiko K3, dan Mitigasi
Hazard Identification, OHS Risks, and Mitigation
Bahaya Risiko Keselamatan Kerja Risiko Kesehatan Mitigasi dan Pengelolaan Risiko
Hazards Occupational Safety Risks Health Risks Risk Mitigation and Management
Debu Kecelakaan akibat Iritasi saluran pernapasan, gangguan Penggunaan masker dan safety googles
Dust terganggunya pandangan paru-paru, dan iritasi mata Use of masks and safety goggles
Accidents caused by impaired Respiratory tract irritation, lung
vision problems, and eye irritation
Kebisingan Kecelakaan akibat Gangguan pendengaran Penggunaan earmuff/earplug,
Noise ketidakmampuan mendengar Hearing loss pembatasan waktu kerja, dan pengukuran
peringatan bahaya lingkungan kerja kebisingan
Accidents caused by an inability Use of earmuffs/earplugs, work time limits,
to hear danger warnings and workplace noise measurements
Suhu Panas Kecelakaan akibat penurunan Heat exhaustion dan dehidrasi Penggunaan baju lengan panjang,
High kewaspadaan Heat exhaustion and dehydration helm, rompi, dan safety shoes, serta
Temperature Accidents caused by a loss of pembatasan waktu kerja
alertness Use of long-sleeved shirts, helmets, vests,
and safety shoes, as well as work time
limits
Perseroan melaksanakan penguatan K3 yang dituangkan An Annual OHS Program Plan is developed each year
dalam Rencana Program K3 Tahunan yang disusun with the involvement of both internal and external parties,
setiap tahun dengan melibatkan pihak internal dan including OHS experts/academics, OHS Committee,
eksternal, termasuk akademisi/ahli K3, P2K3, perwakilan employee representatives, and other relevant
karyawan, serta pemangku kepentingan terkait lainnya. stakeholders. The plan outlines objectives and targets,
Rencana ini memuat tujuan dan sasaran, skala prioritas, priority levels, hazard control measures, resource
upaya pengendalian bahaya, penetapan sumber daya, allocation, implementation timelines, performance
jangka waktu pelaksanaan, indikator pencapaian, dan indicators, and accountability mechanisms.
sistem pertanggungjawaban.
Strategi K3 OHS Strategy
Strategi K3 Pelindo disusun sebagai tindak lanjut dari Pelindo’s OHS strategy is a follow-up to OHS risk
penerapan manajemen risiko K3 untuk memastikan management implementation to ensure that control
prioritas pengendalian dijalankan secara terarah priorities are carried out in a structured and consistent
dan konsisten di seluruh wilayah kerja. Pendekatan manner across all operational areas. This approach is
ini diterjemahkan ke dalam program peningkatan delivered into competency enhancement programs
kompetensi melalui pelatihan dan sertifikasi, pelatihan through training and certification, emergency
dan simulasi kesiapsiagaan, serta penguatan induksi preparedness training and simulations, as well as stronger
keamanan (safety induction) dan kesadaran keamanan safety induction and safety awareness for employees,
(safety awareness) bagi karyawan, tenaga kerja stevedoring workers, and stakeholders. These efforts are
bongkar muat, dan pemangku kepentingan. Upaya supported by the provision of health and safety facilities,
tersebut didukung pemenuhan sarana kesehatan dan along with coordination with relevant parties to enhance
keselamatan, serta berkoordinasi dengan pihak terkait on-site response readiness.
guna meningkatkan kesiapan respons di lapangan.
Pelatihan K3 OHS Training
Pelindo mengimplementasikan fokus peningkatan Regular implementation of OHS training and certification
kompetensi dalam Strategi K3 melalui penyelenggaraan programs enhance awareness of potential workplace
pelatihan dan sertifikasi K3 secara rutin. Program ini risks and hazards, reduce the likelihood of incidents, and
meningkatkan kesadaran terhadap potensi risiko dan ensure that employees are equipped with the necessary
bahaya di lingkungan kerja, menekan risiko kecelakaan, competencies to work safely in accordance with OHS
serta memastikan karyawan memiliki kompetensi untuk procedures.
bekerja secara aman sesuai prosedur K3.
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Perseroan juga menjaga kepatuhan dan kesiapsiagaan The Company also maintains compliance and
melalui kegiatan pelatihan dan simulasi yang dilaksanakan preparedness through annual training and simulation
setiap tahun, meliputi tanggap darurat, pelatihan programs, including emergency response, onshore
kebakaran di darat, dan tanggap darurat kelautan. firefighting training, and marine emergency response.
Pada tahun pelaporan, Perseroan menyelenggarakan During the reporting year, the Company conducted First
Pelatihan dan Sertifikasi Pertolongan Pertama pada Aid Training and Certification on February 12–13, 2025,
Kecelakaan. Program ini dilaksanakan pada tanggal 12-13 attended by 33 employees from the Head Office. [GRI 403-5]
Februari 2025 yang diikuti oleh 33 karyawan Kantor Pusat.
[GRI 403-5]
Kesadaran Keamanan dan Induksi Keamanan Safety Awareness and Safety Induction
Pelindo juga menjalankan rangkaian kegiatan yang Pelindo also conducts a series of initiatives to instill
menanamkan disiplin K3 dalam praktik kerja sehari-hari. OHS discipline in daily work practices. These initiatives
Kegiatan ini diarahkan untuk memperluas pemahaman aim to enhance understanding of OHS procedures
prosedur K3 dan membangun kepedulian terhadap and strengthen awareness of potential hazards in
potensi bahaya di area kerja. Pencegahan kecelakaan the workplace. Workplace accident prevention is
kerja dilaksanakan melalui: [GRI 403-4] implemented through: [GRI 403-4]
• Safety leader forum; • Safety leader forum;
• Standardisasi K3; • OHS standardization;
• Sinergi HSSE; • HSSE synergy;
• MyHSSE; dan • MyHSSE; and
• Safety Building. • Safety Building.
Sebelum memasuki dan/atau bekerja di area operasional, Prior to entering and/or working in operational areas,
Pelindo menyelenggarakan induksi keamanan K3 bagi OHS safety induction for both internal and external
pihak internal maupun eksternal sebagai bagian dari parties is part of safeguarding measures to support
tindakan pengamanan atas rencana peningkatan aspek management’s plan to enhance stakeholder safety.
keselamatan pemangku kepentingan oleh manajemen. The safety induction is mandatory for all Company
Induksi keamanan wajib diikuti oleh seluruh karyawan employees and is completed through self-paced online
Perseroan dengan belajar mandiri secara daring melalui learning via the Portaverse application. Meanwhile,
aplikasi Portaverse. Sementara itu, karyawan mutasi dan transferred employees and external parties are required
pihak eksternal mengikuti induksi keamanan melalui to undergo safety induction through the respective local
departemen HSSE setempat, mengacu pada Nota HSSE department, in accordance with Internal Memo
Dinas Nomor KL.04/3/6/1/SKKK/PGLA-24 Tanggal 3 No. KL.04/3/6/1/SKKK/PGLA-24 dated June 3, 2024
Juni 2024 serta Surat Dinas Nomor KL.04/3/6/2/SKKK/ and Official Letter No. KL.04/3/6/2/SKKK/PGLA/PLND-
PGLA/PLND-24 Tanggal 3 Juni 2024. [GRI 403-7] 24 dated June 3, 2024. [GRI 403-7]
Selain itu, Pelindo secara rutin menyelenggarakan In addition, Pelindo regularly conducts safety awareness
kegiatan peningkatan kesadaran keamanan bagi programs for employees, stevedoring workers, and
karyawan, tenaga kerja bongkar muat, dan pemangku stakeholders to deepen understanding of OHS, enhance
kepentingan untuk memperdalam pemahaman K3, the ability to identify potential hazards, and promote safe
meningkatkan kemampuan mengenali risiko bahaya, work behaviors to prevent unsafe conditions.
serta mendorong perilaku kerja aman agar kondisi tidak
aman dapat dihindari.
Dukungan dan Pelayanan Kesehatan Karyawan Employee Health Support and Services
Pelindo menyediakan dukungan dan pelayanan kesehatan Pelindo provides health support and services to
bagi karyawan organik, nonorganik, dan alihdaya sesuai permanent, non-permanent, and contract employees in
dengan Peraturan Direksi No. HK.01/21/10/1/HSSE/ accordance with Board Regulation No. HK.01/21/10/1/
UTMA/PLND-22 sebagai bagian dari pelaksanaan K3. HSSE/UTMA/PLND-22 as part of its occupational health
Program dan kebijakan yang dijalankan berpedoman and safety (OHS) implementation. The programs and
pada Undang-Undang No. 13 Tahun 2003 tentang policies implemented are guided by Law No. 13 of 2003
Ketenagakerjaan dan Undang-Undang No. 24 Tahun on Manpower and Law No. 24 of 2011 on the Social
2011 tentang Badan Penyelenggara Jaminan Sosial. Security Administration Agency. Occupational health
Layanan kesehatan kerja ditujukan untuk mendukung services are designed to support hazard identification
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identifikasi bahaya dan pengendalian risiko kesehatan/ and health risk control/Health Risk Assessment (HRA)
Health Risk Assessment (HRA) melalui peninjauan through periodic reviews, health communication, and
berkala, komunikasi kesehatan, serta penanganan medis integrated medical care. This health support covers
yang terintegrasi. Dukungan kesehatan ini mencakup both work-related and non-work-related health services,
layanan kesehatan akibat kerja dan bukan akibat kerja, delivered through the following programs and facilities:
dilaksanakan melalui program dan fasilitas berikut: [GRI [GRI 403-3, 403-6]
403-3, 403-6]
1. Health Risk Assessment (HRA) untuk mencegah 1. Health Risk Assessment (HRA) to prevent work-
penyakit akibat kerja (PAK); related illnesses;
2. Medical Check Up (MCU) yang dilakukan rutin setiap 2. Annual Medical Check-Ups (MCU);
tahun;
3. Health Talk; 3. Health Talks;
4. Kepesertaan Program BPJS Kesehatan dan BPJS 4. Participation in BPJS Kesehatan and BPJS
Ketenagakerjaan; Ketenagakerjaan programs;
5. Klinik kesehatan, terdiri dari dua jenis yaitu klinik rawat 5. Health clinics, consisting of outpatient clinics and
jalan dan klinik gawat darurat; dan emergency clinics; and
6. Kotak P3K di area kerja sebagai dukungan 6. First aid kits in work areas to support initial medical
pertolongan pertama. response.
MCU dan HRA dimanfaatkan untuk deteksi dini dan MCU and HRA offer early detection and mapping of
pemetaan faktor risiko kesehatan kerja, sekaligus menjadi occupational health risk factors, while also serving as
dasar rekomendasi tindak lanjut pencegahan PAK. Kotak the basis for follow-up recommendations to prevent
P3K dan klinik kesehatan mendukung respons awal work-related illnesses. First aid kits and health clinics
terhadap keluhan kesehatan maupun kejadian di tempat support initial responses to health complaints and
kerja, termasuk pemberian pertolongan pertama dan workplace incidents, including first aid treatment and
rujukan sesuai kebutuhan. Layanan klinik kesehatan yang referrals as needed. The Company’s health clinic
disediakan Perseroan terdiri dari dua tipe, yaitu layanan services consist of outpatient and emergency care. The
rawat jalan dan gawat darurat. Perseroan menjamin Company guarantees comprehensive protection of the
perlindungan menyeluruh terhadap kerasahasiaan data confidentiality of personal data and medical records of
pribadi dan rekam medis pengguna layanan kesehatan. healthcare service users. [GRI 403-3]
[GRI 403-3]
Akses karyawan terhadap layanan difasilitasi melalui Employee access to these services is facilitated through
ketersediaan P3K dan klinik di wilayah operasional, the availability of first aid kits and clinics, as well as through
serta pemanfaatan jejaring fasilitas kesehatan BPJS the BPJS Kesehatan healthcare network for advanced
Kesehatan untuk layanan lanjutan. Mutu layanan dikelola treatment. Service quality is managed through the
melalui penerapan standar dan prosedur layanan, implementation of service standards and procedures, the
pemenuhan kualifikasi tenaga medis tersertifikasi, serta fulfillment of certified medical personnel qualifications,
evaluasi berkala berbasis pencatatan layanan dan tindak and periodic evaluations based on service records and
lanjut perbaikan bersama fungsi terkait. Health Talk dan coordinated improvement actions with relevant functions.
Sharing Session turut mendorong literasi kesehatan dan Health Talks and Sharing Sessions also promote health
pembiasaan perilaku hidup sehat. literacy and encourage healthy lifestyle practices.
Dalam konteks kesiapsiagaan darurat, Pelindo juga In the context of emergency preparedness, Pelindo also
menyediakan sarana pendukung kesehatan dan provides supporting health and safety facilities, including
keselamatan kerja berupa mobil ambulans dan ambulances and fire trucks, for operational needs
mobil pemadam kebakaran (PMK) untuk kebutuhan such as spraying activities in port areas, particularly at
operasional, antara lain kegiatan penyemprotan di area non-container terminals following dry and liquid bulk
dermaga, khususnya terminal non-petikemas setelah handling. In areas where ambulances are not available,
bongkar muat curah kering dan curah cair. Pada area the Company collaborates with nearby community health
yang belum memiliki ambulans, Perseroan bekerja sama centers to support healthcare services, and also partners
dengan puskesmas terdekat untuk menunjang pelayanan with local government fire departments to enable fire
kesehatan. Perseroan juga menjalin kerja sama dengan trucks to be utilized by the community in the event of a
satuan damkar pemerintah daerah setempat sehingga fire. [GRI 403-7]
fasilitas mobil PMK dapat dimanfaatkan masyarakat
apabila terjadi kebakaran. [GRI 403-7]
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Metrik dan Kinerja K3 OHS Metrics and Performance
Pelindo menempatkan keselamatan kerja sebagai Workplace safety is a priority for both employees and
prioritas bagi karyawan maupun pemangku kepentingan stakeholders. In 2025, no fatalities were recorded among
yang berada di lokasi operasional Perseroan. Sepanjang employees, however 7 fatalities occurred within external
2025, tidak terdapat kasus fatalitas di ruang lingkup workers. During the reporting year, the Company did
karyawan tetapi terdapat 7 fatalitas di ruang lingkup not record any cases of work-related illnesses or work-
pekerja eksternal. Pada tahun pelaporan, Perseroan related fatalities due to illness, for both employees and
tidak mencatat adanya kasus penyakit akibat kerja non-employees. [GRI 403-9, 403-10]
maupun kasus kematian akibat sakit yang berhubungan
dengan pekerjaan, baik karyawan maupun nonkaryawan
Perseroan. [GRI 403-9, 403-10]
Perseroan menyadari bahwa capaian K3 tidak hanya The Company recognizes that OHS performance is
diukur dari kekuatan sistem, tetapi juga dari hasil nyata measured not only by the strength of the system, but
di lapangan. Sehubungan dengan masih terjadinya primarily by tangible results on the site. In light of the
insiden fatal pada periode pelaporan, Perseroan occurrence of fatal incidents during the reporting period,
telah melakukan evaluasi menyeluruh terhadap akar the Company has conducted a comprehensive evaluation
penyebab insiden serta memperkuat langkah korektif of the root causes of these incidents and is continuously
dan preventif secara berkelanjutan, termasuk melalui strengthening corrective and preventive measures,
penguatan kepemimpinan keselamatan, peningkatan including through enhanced safety leadership, improved
disiplin operasional, dan penyempurnaan implementasi operational discipline, and the refinement of the
Corporate Life Saving Rules di seluruh wilayah kerja. implementation of Corporate Life Saving Rules across all
[GRI 403-9] [TR-MT-320a.1] operational areas. [GRI 403-9] [TR-MT-320a.1]
Kematian/ Kerusakan Kerusakan
Tahun Kategori Kecelakaan Cedera Properti Lingkungan Isu Keamanan
Total
Year Category Fatal Injury Property Environmental Security Issue
Fatality Damage Damage
Karyawan
0 14
Employee
2025 135 12 2 207
Pekerja Eksternal
7 37
External Workers
Karyawan
1 23
Employee
2024 224 8 3 312
Pekerja Eksternal
5 48
External Workers
Karyawan
1 15
Employee
2023 277 13 4 382
Pekerja Eksternal
17 55
External Workers
Berdasarkan hasil evaluasi atas kejadian kecelakaan Based on the results of an evaluation of fatal workplace
kerja fatal (fatality) di lingkungan Perseroan, mayoritas accidents within the Company, the majority were caused
disebabkan oleh benturan yang terjadi di daerah by collisions that occurred in the dock area. To further
dermaga. Untuk mendalami tindak lanjut terhadap assess follow-up actions on workplace incidents, Pelindo
insiden kecelakaan kerja, Pelindo menggunakan uses the Lost Time Injury Frequency Rate (LTIFR) to
Lost Time Injury Frequency Rate (LTIFR) untuk reflect the frequency of work-related injuries resulting in
menggambarkan tingkat frekuensi kecelakaan kerja lost working time during the reporting period. The LTIFR
yang mengakibatkan kehilangan waktu kerja (lost time) is calculated based on a standard of 1,000,000 working
pada periode pelaporan. Perhitungan LTIR mengacu hours, allowing for consistent comparison across
pada standar 1.000.000 jam kerja sebagai dasar locations. Details of LTIFR and other OHS performance
penghitungan sehingga hasilnya dapat dibandingkan indicators are presented as follows: [GRI 403-9]
secara konsisten antara satu lokasi dengan yang lain.
Rincian LTIFR dan indikator kinerja K3 lainnya disajikan
sebagai berikut: [GRI 403-9]
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Rekapitulasi LTFIR Berdasarkan Lokasi
LTIFR Summary by Location
Lagging Indicator (LTIFR)
Lokasi Lagging Indicator (LTIFR) Target
Realisasi Nilai
Operasional Jumlah Jam Nilai LTIFR Capaian
Jumlah Insiden LTIFR
Operational Kerja Target Achievement
Number of Actual LTIFR Value
Locations Total Working LTIFR Value
Incidents
Hours
Kantor Pusat
0 1.760.804 0,00 0,93 110%
Head Office
Regional 1
0 1.171.040 0,00 0,90 110%
Region1
Regional 2
0 4.615.127 0,00 0,90 110%
Region 2
Regional 3
0 7.831.384 0,00 0,90 110%
Region 3
Regional 4
1 2.307.413 0,43 0,90 110%
Region 4
SPTP 2 19.953.889 0,10 0,90 110%
SPMT 0 9.513.504 0,00 0,90 110%
SPSL 3 3.409.120 0,88 0,90 102%
SPJM 0 15.154.311 0,00 0,90 110%
Distribusi Insiden Fatality Berdasarkan Lokasi
Distribution of Fatality Incidents by Location
Distribusi Insiden Fatality Distribusi Insiden Fatality
Berdasarkan Lokasi Berdasarkan Penyebab
Distribution of Fatality Incidents by Location Distribution of Fatality Incidents by Cause
Dermaga Bongkar Muat
Wharf 85,71% Cargo Handling 14,29%
Lokasi Lapangan Bekerja di Ketinggian
Penumpukan Kontainer
14,29% Working at Height 28,57%
Container Stacking Yard
Location
Benturan
Collision
57,14%
Galangan
Shipyard
0,00%
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Realisasi Biaya Pemenuhan Sarana dan Prasarana K3 (Rp Juta)
Realization of OHS Facilities and Infrastructure Costs (Rp Million)
APAR/ Kotak Sarana dan
Entitas APD Hydrant P3K Rambu Pagar Prasarana Lainnya Total
Entity PPE Fire Extinguishers First Aid Signage Fencing Other Facilities and Total
/ Hydrants Kits Infrastructure
Regional 1
30,87 13,67 20,47 166,99 173,97 196,87 602,84
Region 1
Regional 2
1.718,00 785,12 249,87 611,16 1.044,88 2.182,39 6.591,42
Region 2
Regional 3
431,50 404,16 289,62 542,48 200,00 957,45 2.825,21
Region 3
Regional 4
221,87 72,75 19,55 96,66 401,51 14,25 826,59
Region 4
SPTP 204,02 939,78 8,00 861,13 1.023,00 3.224,75 6.260,68
SPMT 5.500,00 225,00 75,00 335,00 110,00 - 6.245,00
SPSL 738,69 432,46 82,75 606,94 105,00 - 1.860,84
SPJM 7.710,94 191,28 29,58 161,72 - 544,01 8.742,53
MANAJEMEN KETENAGAKERJAAN
Employment Management
Manajemen ketenagakerjaan Perseroan diarahkan The Company’s workforce management is designed to
untuk memaksimalkan kualitas layanan dan ketahanan maximize service quality and organizational resilience
organisasi di tengah dinamika operasional pelabuhan. amid the dynamic nature of port operations. Employees
Karyawan dikelola agar senantiasa berpedoman pada are managed to ensure they consistently adhere to labor
regulasi pelindungan tenaga kerja serta praktik terbaik, protection regulations and best practices, both at the
baik di tingkat nasional maupun global. Hal ini dilakukan national and global levels. This is done to foster a fair, safe,
demi membangun lingkungan kerja yang adil, aman, dan and conducive work environment for the development
kondusif bagi pengembangan potensi setiap individu of each individual’s potential through the principles
melalui prinsip kesetaraan, keberagaman, serta sistem of equality, diversity, and an objective performance
penilaian kinerja yang objektif. evaluation system.
Pendekatan strategis tersebut membawa dampak positif This strategic approach yields positive business
bagi bisnis, di mana kesejahteraan dan kompetensi outcomes, as the well-being and competence of
karyawan yang terjada mampu meningkatkan efisiensi employees significantly enhance efficiency and
serta inovasi secara signifikan. Tingkat retensi yang innovation. High retention rates also provide financial
tinggi juga memberikan keuntungan finansial dengan benefits by continuously reducing recruitment costs.
menekan biaya rekrutmen secara berkelanjutan. Namun, However, the Company remains vigilant regarding the
Perseroan tetap mengantisipasi risiko ketidakpuasan risk of employee dissatisfaction to mitigate potential
karyawan guna memitigasi potensi gangguan industrial, industrial disruptions, such as strikes, which could impact
seperti aksi mogok kerja, yang dapat memengaruhi operational activities.
aktivitas operasi.
Di sisi pemangku kepentingan, komitmen Perseroan Regarding stakeholders, the Company’s commitment
terwujud melalui prinsip kesetaraan serta penyediaan is manifested through the principle of equality and
jalur pengembangan karier bagi seluruh karyawan. Di the provision of career development pathways for all
sisi lain, Perseroan juga menaruh perhatian khusus pada employees. Additionally, the Company pays special
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tantangan fisik dan mental, terutama risiko kelelahan attention to physical and mental challenges, particularly
kerja yang muncul akibat pemberlakuan pola kerja shift. the risk of work-related fatigue arising from shift work
Upaya mitigasi terus dilakukan untuk menyeimbangkan schedules. Mitigation efforts are continuously undertaken
tuntutan operasional dengan kesehatan karyawan guna to balance operational demands with employee well-
menciptakan ekosistem kerja yang produktif. [GRI 3-3] being, thereby fostering a productive work ecosystem.
[GRI 3-3]
Kesetaraan dan Keberagaman Equality and Diversity
Sejalan dengan komitmen penciptaan nilai sosial In line with its commitment to creating sustainable social
berkelanjutan, Pelindo berkomitmen menerapkan prinsip value, Pelindo upholds the principles of equality and
kesetaraan dan keberagaman dalam pengelolaan diversity in managing its human capital. This approach is
sumber daya manusia. Pendekatan ini diarahkan untuk aimed at fostering an inclusive and equitable workplace
membangun lingkungan kerja yang inklusif, setara, that encourages active participation from all employees,
dan mendorong partisipasi aktif seluruh karyawan, while cultivating a collaborative culture built on mutual
sekaligus menumbuhkan budaya kolaboratif yang respect. The implementation of these principles forms an
saling menghargai. Penerapan prinsip tersebut menjadi integral part of the Company’s sustainability strategy to
bagian dari strategi keberlanjutan Perseroan dalam strengthen the role of human capital as a foundation for
memperkuat peran SDM sebagai fondasi pertumbuhan long-term growth. [SEOJK F.18]
jangka panjang. [SEOJK F.18]
Prinsip kesetaraan dan nondiskriminasi diterapkan secara The principles of equality and non-discrimination are
konsisten di seluruh siklus ketenagakerjaan, mulai dari consistently applied throughout the entire employment
proses rekrutmen, pengembangan kompetensi dan karier, lifecycle, from recruitment, competency and career
penilaian kinerja, hingga penetapan remunerasi. Dalam development, and performance evaluation to
implementasinya, Perseroan menjamin perlindungan dari remuneration determination. In practice, the Company
segala bentuk diskriminasi berdasarkan umur, disabilitas, guarantees protection against all forms of discrimination
ras, etnis, gender, agama, pandangan politik, status based on age, disability, race, ethnicity, gender, religion,
perkawinan, kewarganegaraan, maupun latar belakang political opinion, marital status, nationality, and social
sosial. Kesempatan kerja serta penempatan jabatan origin. Employment opportunities and job placements
ditentukan berdasarkan kapasitas dan kompetensi are based on individual capacity and competencies.
individu. Kebijakan ini diatur dalam Peraturan Direksi These policies are governed under the Board of Directors
Nomor HK.01/27/6/1/RKTK/UTMA/PLND-23 tentang Regulation No. HK.01/27/6/1/RKTK/UTMA/PLND-23 on
Manajemen Talenta dan Suksesi. [GRI 3-3] Talent and Succession Management. [GRI 3-3]
Selaras dengan itu, Pelindo mendorong keterlibatan In line with this, Pelindo promotes the inclusion of local
masyarakat setempat dalam struktur manajemen senior communities within senior management structures at
pada lokasi operasional yang signifikan. Pada tahun significant operational locations. During the reporting
pelaporan, sebesar 49,31% manajemen senior berasal year, 49.31% of senior management originated from local
dari masyarakat setempat. Dalam pengungkapan ini, communities. In this disclosure, senior management
manajemen senior didefinisikan sebagai karyawan yang refers to employees holding structural positions, while
berada pada jabatan struktural, sedangkan definisi local communities refer to employees whose work
masyarakat setempat merujuk pada karyawan yang locations are in the same city or regency as their place
lokasi kerjanya berada pada kota/kabupaten yang sama of residence. This reflects the Company’s commitment
dengan domisili tempat tinggalnya. Hal ini mencerminkan to ensuring leadership continuity, local context
komitmen Perseroan dalam memastikan kesinambungan understanding, and economic contribution within its
kepemimpinan, pemahaman konteks lokal, serta operational areas. [GRI 202-2]
kontribusi ekonomi di wilayah operasional. [GRI 202-2]
Dalam struktur kepegawaian, Pelindo mengelompokkan Within its workforce structure, Pelindo classifies
karyawan ke dalam karyawan organik dan nonorganik. employees into organic and non-organic categories.
Karyawan organik merupakan karyawan yang memiliki Organic employees are those who hold a Port Employee
Nomor Induk Pekerja Pelabuhan (NIPP), termasuk Identification Number (NIPP), including employees in
karyawan dalam masa percobaan yang telah diangkat probation who have been formally appointed by the
oleh Perseroan. Per 31 Desember 2025, jumlah karyawan Company. As of December 31, 2025, the number of
organik tercatat sebanyak 6.515 orang. [GRI 2-7, 405-1] organic employees reached 6,515.[GRI 2-7, 405-1] [S EOJK
[SEOJK C.3] [SV-PS-330a.1] C.3] [SV-PS-330a.1]
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Creating Sustainable Social Value Green Environmental Transformation
22.989 22.070 28.504
21.989**
Jumlah Karyawan 16.001 15.316
Berdasarkan Status 6.515*
Number of Employees by 6.988 6.754 Nonorganik
Non-Organic
Status
Organik
Organic
2023 2024 2025
Keterangan: Notes:
*) Tahun 2025 mencakup Organik Pelindo dan Anak Perusahaan, sedangkan *) The 2025 figures include Pelindo and subsidiary organic employee, while the
tahun tahun 2023 dan 2024 hanya tercatat Organik Pelindo. 2023 and 2024 figures include only Pelindo organic employees.
**) Tahun 2025, Nonorganik mencakup BOD Non Pelindo, PKWT, TAD, dan **) In 2025, non-permanent employees include non-Pelindo BOD, fixed-term
pemborongan, sedangkan tahun 2023 dan 2024 tidak mecakup pemborongan contract workers, temporary workers, and contract workers, whereas in 2023
sehingga menyebabkan peningkatan pada karyawan nonorganik sebesar and 2024, contract workers were not included, resulting in a 31.34% increase in
31,34% pada tahun 2025. non-permanent employees in 2025.
Jumlah Karyawan Berdasarkan Status dan Wilayah Kerja
Number of Employees by Status and Work Location
Status 2025 2024 2023
Status KP KD Total KP KD Total KP KD Total
Organik
848 5.667 6.515* 861 5.893 6.754 733 6.255 6.988
Organic
Nonorganik
211 21.778 21.989** 132 15.184 15.316 123 15.878 16.001
Nonorganic
Total
1.059 27.445 28.504 993 21.077 22.07 856 22.133 22.989
Total
Keterangan: Notes:
KP: Kantor Pusat, KD: Kantor di Daerah (Regional) KP: Head Office, KD: Regional Offices
*) Tahun 2025 mencakup Organik Pelindo dan Organik Anak Perusahaan, *) The 2025 figures include Pelindo organic employees and subsidiary organic
sedangkan tahun tahun 2023 dan 2024 hanya tercatat Organik Pelindo. employees, while the 2023 and 2024 figures include only Pelindo organic
employees.
**) Tahun 2025, Non-Organik mencakup BOD Non Pelindo, PKWT, TAD, dan **) In 2025, non-organic employees include Non-Pelindo BOD, PKWT, TAD,
pemborongan, sedangkan tahun 2023 dan 2024 tidak mecakup pemborongan. and contracted workers, while in 2023 and 2024 do not include contracted
workers.
6.988 6.754 6.515*
Jumlah Karyawan
5.689
Organik Berdasarkan 5.480 5.270 Pria
Jenis Kelamin Male
Number of Organic
Employees by Gender Wanita
1.274 1.299 Female
1.245
2023 2024 2025
Keterangan: Notes:
*) Tahun 2025 mencakup Organik Pelindo dan Organik Anak Perusahaan, *) The 2025 figures include Pelindo organic employees and subsidiary organic
sedangkan tahun tahun 2023 dan 2024 hanya tercatat Organik Pelindo. employees, while the 2023 and 2024 figures include only Pelindo organic
employees.
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Jumlah Karyawan Organik Berdasarkan Usia dan Jenis Kelamin
Number of Organic Employees by Age Group and Gender
2025 2024 2023
Usia
Age Pria Wanita Total Pria Wanita Total Pria Wanita Total
Male Female Total Male Female Total Male Female Total
<26 Tahun
4 3 7 5 4 9 12 4 16
<26 Years old
26–35 Tahun
749 332 1.081 1.008 436 1.444 1.305 535 1.84
26-35 Years old
36–45 Tahun
2.246 636 2.882 2.224 546 2.77 2.166 478 2.644
36-45 Years old
46–51 Tahun
1.148 123 1.271 1.191 145 1.336 1.214 155 1.369
46-51 Years old
51–55 Tahun
929 126 1.055 884 114 998 807 106 913
51-55 Years old
>55 Tahun
194 25 219 168 29 197 185 21 206
>55 Years old
Total
5.27 1.245 6.515* 5.48 1.274 6.754 5.689 1.299 6.988
Total
Keterangan: Notes:
*) Tahun 2025 mencakup Organik Pelindo dan Organik Anak Perusahaan, *) The 2025 figures include Pelindo organic employees and subsidiary organic
sedangkan tahun tahun 2023 dan 2024 hanya tercatat Organik Pelindo. employees, while the 2023 and 2024 figures include only Pelindo organic
employees.
Jumlah Karyawan Organik Berdasarkan Tingkat Pendidikan dan Jenis Kelamin
Number of Organic Employees by Education Level and Gender
2025 2024 2023
Tingkat Pendidikan
Education Level Pria Wanita Total Pria Wanita Total Pria Wanita Total
Male Female Total Male Female Total Male Female Total
Pascasarjana
1.025 227 1.252 1.026 230 1.256 953 220 1.173
Postgraduate
Sarjana
2.418 754 3.172 2.524 762 3.286 2.579 770 3.349
Bachelor’s Degree
Sarjana Muda
616 191 807 665 203 868 694 205 899
Diploma
SMA
1.211 73 1.284 1.265 79 1.344 1.462 110 1.566
Senior High School
SMP
0 0 0 0 0 0 1 0 1
Junior High School
Total
5.27 1.245 6.515* 5.48 1.274 6.754 5.689 1.299 6.988
Total
Keterangan: Notes:
*) Tahun 2025 mencakup Organik Pelindo dan Organik Anak Perusahaan, *) The 2025 figures include Pelindo organic employees and subsidiary organic
sedangkan tahun tahun 2023 dan 2024 hanya tercatat Organik Pelindo. employees, while the 2023 and 2024 figures include only Pelindo organic
employees.
Selain karyawan organik dan nonorganik, Pelindo juga In addition to organic and non-organic employees,
melibatkan tenaga kerja pihak ketiga yang tidak memiliki Pelindo also engages third-party personnel who do
hubungan kerja langsung dengan Perseroan guna not have a direct employment relationship with the
mendukung kegiatan Perseroan. Kelompok ini terdiri Company to support its operations. This group consists
atas karyawan alih daya dan peserta magang, dengan of outsourced employees and interns, primarily assigned
penugasan terutama pada fungsi operasional dan to operational and administrative functions. The following
administrasi. Berikut rincian mengenai karyawan yang presents the details of personnel who are not directly
bukan pekerja langsung pada Perseroan. [GRI 2-8] employed by the Company. [GRI 2-8]
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
14.547 13.605 20.327
20.104* Karyawan
Jumlah Karyawan yang 14.071 Alih Daya
13.435 Outsourced
Bukan Pekerja Langsung Employees
Number of Non-
Karyawan
Employee Workers Magang
476 223
170 Interns
2023 2024 2025
Keterangan: Notes:
*) Karyawan alih daya mengalami peningkatan sebesar 49,64% dikarena *) The number of outsourced employees increased by 49.64% due
penambahan lingkup data yang mencakup TAD dan pemborongan. to the expansion of the data scope to include TAD and contracting.
Perputaran Karyawan Employee Turnover
Perputaran karyawan menjadi salah satu indikator yang Employee turnover is one of the indicators used by the
digunakan Perseroan untuk menilai dinamika pengelolaan Company to assess the dynamics of human capital
sumber daya manusia serta kesinambungan kompetensi management and the continuity of organizational
organisasi. Perputaran karyawan dianalisis dengan competencies. Turnover is analyzed by considering the
mempertimbangkan keseimbangan antara karyawan balance between employees leaving and those recruited
yang keluar dan karyawan yang direkrut selama periode during the reporting period, in line with employment
pelaporan, sejalan dengan kebijakan ketenagakerjaan yang policies that uphold principles of equality and equal
menjunjung prinsip kesetaraan dan kesempatan yang sama. opportunity. [GRI 3-3]
[GRI 3-3]
Pada tahun 2025, Pelindo hanya melakukan perekrutan In 2025, Pelindo conducted recruitment only for non-
untuk karyawan Nonorganik atau Perjanjian Kerja Waktu organic employees under Fixed-Term Employment
Tertentu (PKWT) sebanyak 92 orang, sehingga tidak Agreements (PKWT), totaling 92 people, with no
terdapat perekrutan karyawan organik. Proses rekrutmen recruitment of organic employees. The recruitment
dilaksanakan dengan memberikan kesempatan yang setara process was carried out by providing equal opportunities
bagi seluruh calon tenaga kerja, termasuk masyarakat lokal for all candidates, including local communities and
dan masyarakat adat setempat. Selain itu, Perseroan juga indigenous peoples. In addition, the Company provides
membuka kesempatan kerja bagi penyandang disabilitas employment opportunities for persons with disabilities by
dengan memastikan tersedianya lingkungan kerja yang ensuring an inclusive and supportive work environment,
inklusif dan mendukung, sebagaimana diatur dalam as stipulated in the Collective Labor Agreement (CLA)
Peraturan Kerja Bersama (PKB) antara Pelindo dan Serikat between Pelindo and the Pelabuhan Indonesia Bersatu
Pekerja Pelabuhan Indonesia Bersatu Periode 2023–2025. Labor Union for the 2023–2025 period.
Hingga 31 Desember 2025, Perseroan mencatat tingkat As of December 31, 2025, the Company recorded an
perputaran karyawan organik sebesar 3,60%. Melalui organic employee turnover rate of 3.60%. Through this
tingkat perputaran ini, Perseroan senantiasa mengawasi metric, the Company continuously monitors changes
perubahan komposisi tenaga kerja selama periode in workforce composition during the reporting period
pelaporan dan menjadi bagian dari evaluasi berkelanjutan and uses it as part of its ongoing evaluation to maintain
Perseroan dalam menjaga stabilitas organisasi, efektivitas organizational stability, operational effectiveness, and
operasional, serta keselarasan kebutuhan tenaga kerja alignment between workforce needs and long-term
dengan arah pengembangan bisnis jangka panjang. [GRI business development. [GRI 401-1][SV-PS-330a.2]
401-1] [SV-PS-330a.2]
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustainability Governance
Jumlah Perputaran Karyawan Organik Berdasarkan Lokasi Operasional
Number of Organic Employee Turnover by Operational Locations
2025 2024 2023
Lokasi Operasional
Operational Locations Total Persentase Total Persentase Total Persentase
Total Percentage Total Percentage Total Percentage
Kantor Pusat
16 1,03% 10 0,71% 10 1,01%
Head Office
Regional 1
9 2,01% 13 2,52% 16 1,99%
Region1
Regional 2
25 2,09% 27 2,11% 28 1,81%
Region 2
Regional 3
25 2,66% 12 1,22% 27 1,97%
Region 3
Regional 4
17 2,40% 21 2,72% 19 1,79%
Region 4
SPTP 54 1,78% 63 1,88% 52 1,44%
SPMT 32 1,52% 38 1,79% 24 1,20%
SPSL 2 0,80% 6 2,26% 4 1,29%
SPJM 55 1,97% 40 1,38% 35 1,66%
KSO Terminal Petikemas Koja 2 14,29% 2 15,38% 0 0,00%
PT Pendidikan Maritim
2 4,08% 0 0,00% 0 0,00%
Logistik Indonesia
PT ILCS 0 0,00% 2 1,75% 0 0,00%
PT PHC Medan 0 0,00% 0 0,00% 1 6,25%
Jumlah Perputaran Karyawan Organik Berdasarkan Jenis Kelamin
Number of Organic Employee Turnover by Gender
2025 2024 2023
Jenis Kelamin
Gender Total Persentase Total Persentase Total Persentase
Total Percentage Total Percentage Total Percentage
Pria
210 2,0% 203 1,8% 190 1,6%
Male
Wanita
29 1,2% 31 1,2% 26 1,0%
Female
Jumlah Perputaran Karyawan Organik Berdasarkan Kelompok Usia
Number of Organic Employee Turnover by Age Group
2025 2024 2023
Kelompok Usia
Age Group Total Persentase Total Persentase Total Persentase
Total Percentage Total Percentage Total Percentage
<30 Tahun
0 0,0% 1 0,4% 1 0,4%
<30 Years old
31–40 Tahun
20 0,4% 20 0,4% 13 0,2%
31-40 Years old
41–50 Tahun
23 0,5% 8 0,2% 14 0,3%
41-50 Years old
51–60 Tahun
196 6,8% 204 6,2% 186 5,1%
30 Years old
>60 Tahun
0 0,0% 0 0,0% 2 100,0%
30 Years old
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Sepanjang tahun 2025, Perseroan mencatat 239 Throughout 2025, the Company recorded 239 employee
karyawan berhenti bekerja. Penghentian hubungan kerja separations. These separations occurred for various
tersebut terjadi karena beberapa alasan, antara lain reasons, including death, normal retirement and early
meninggal dunia, memasuki pensiun normal maupun retirement, voluntary resignation, as well as terminations
pensiun dini, mengundurkan diri atas inisiatif pribadi, in accordance with applicable regulations. [SV-PS-330a.2]
serta pemberhentian sesuai ketentuan yang berlaku.
[SV-PS-330a.2]
Perputaran Karyawan Berdasarkan Alasan
Employee Turnover by Reason
Tidak Cukup Jasmani/Rohani Mengundurkan Diri
11 6 Voluntary Resignation
Not Physically/Spiritually Sufficient
2 Pensiun Dini atas
Diberhentikan Permintaan Sendiri
dengan Tidak 18
Early Retirement at Own
Hormat Request
Dishonorable
Termination
Pensiun Normal
179 Normal Retirement
Meninggal Dunia
Death 23
Pengelolaan Pembelajaran Learning Management
Pelindo menempatkan pengembangan sumber daya Pelindo places human capital development as a strategic
manusia sebagai prioritas strategis untuk mendorong priority to drive the Company’s sustainable performance.
pertumbuhan kinerja keberlanjutan Perseroan. Melalui Through structured training and competency
pelatihan dan pengembangan kompetensi yang development programs, employees are equipped
terstruktur, karyawan dibekali keterampilan teknis (hard with technical skills, soft skills, leadership capabilities,
skills), nonteknis (soft skills), kepemimpinan, kemampuan managerial competencies, and certifications aligned with
manajerial, serta sertifikasi yang diselaraskan dengan regulatory requirements, business needs, and industry
regulasi, kebutuhan bisnis, dan dinamika industri. Upaya dynamics. These efforts serve as a key enabler to enhance
ini menjadi faktor kunci untuk meningkatkan kompetensi relevant competencies, strengthen competitiveness,
yang relevan, mendorong daya saing, serta mendukung and support career development, thereby contributing
pengembangan karier sehingga berkontribusi langsung directly to performance targets and the implementation
pada pencapaian target kinerja dan penerapan prinsip of sustainability principles. This initiative is also part of the
keberlanjutan. Hal ini juga menjadi upaya Perseroan Company’s efforts to enhance career opportunities for
dalam meningkatkan pengembanga karier bagi karyawan female and disabled employees. [GRI 3-3]
perempuan dan karyawan penyandang disabilitas. [GRI 3-3]
Sepanjang tahun 2025, Perseroan terus memperkuat Throughout 2025, the Company continues to strengthen
pengembangan kompetensi pekerja melalui sistem employee competency development through a
pembelajaran yang terstruktur, terukur, dan selaras structured, measurable learning system aligned with
dengan kebutuhan bisnis. Sebagai bagian dari komitmen business needs. As part of its commitment to fostering
dalam membangun budaya belajar berkelanjutan, a culture of continuous learning, the Company has set a
Perseroan menetapkan target minimum 50 jam pelatihan minimum target of 50 training hours per employee per
per pekerja per tahun. Target tersebut dirancang year. This target is designed to ensure that every Pelindo
untuk memastikan setiap Insan Pelindo memperoleh employee has ongoing opportunities to develop their
kesempatan kompetensi secara berkelanjutan, baik competencies, whether through in-person or online
melalui pelatihan dan sertifikasi yang dilaksanakan training and certification programs, or through academy-
secara luring maupun daring, maupun melalui program based learning programs.
pembelajaran berbasis akademi.
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustainability Governance
Perseroan menyelenggarakan 917 program pelatihan, The Company conducted 917 training programs,
sertifikasi, dan seminar secara luring, daring, maupun certifications, and seminars delivered through offline,
kombinasi luring dan daring melalui berbagai platform, online, and hybrid formats via various platforms,
salah satunya aplikasi Portaverse. Program tersebut including the Portaverse application. These programs
diikuti oleh 6.716 karyawan, mencakup organik, were attended by 6,716 employees, covering organic
nonorganik, dan tenaga ahli daya. Hingga akhir 2025, employees, non-organic employees, and outsourced
Pelindo telah mengalokasikan anggaran pelatihan dan experts. By the end of 2025, Pelindo had allocated
pengembangan karyawan sebesar Rp45,4 miliar. [GRI Rp45.4 billion for employee training and development.
404-1] [SEOJK F.22] [GRI 404-1] [SEOJK F.22]
Program Pengembangan Karyawan [GRI 404-2]
Employee Development Program
Sepanjang tahun 2025, Perseroan secara konsisten Throughout 2025, the Company consistently
melaksanakan berbagai inisiatif pengembangan implemented various competency development
kompetensi yang dirancang untuk memperkuat initiatives designed to strengthen the leadership
kapabilitas kepemimpinan dan keahlian teknis capabilities and technical expertise of employees
karyawan di seluruh lini organisasi. Program across all levels of the organization. This
pengelolaan pembelajaran ini merupakan bagian learning management program is part of a talent
dari strategi transformasi talenta yang bertujuan transformation strategy aimed at ensuring the
untuk memastikan kesiapan sumber daya manusia readiness of human resources to face the dynamics
dalam menghadapi dinamika industri kepelabuhanan of the global port industry. Details of the programs
global. Rincian program yang dilaksanakan adalah implemented are as follows:
sebagai berikut:
Accelerated Leadership Program for Pelabuhan Indonesia (ALPI) Cycle 2:
program pengembangan kepemimpinan intensif dengan durasi total 10 bulan.
• 30 peserta pada tingkat manajerial madya dengan total 183,5 jam pelatihan.
• 31 peserta pada tingkat manajerial muda dengan total 181 jam pelatihan.
Accelerated Leadership Program for Pelabuhan Indonesia (ALPI) Cycle 2: an intensive leadership
development program with a total duration of 10 months.
• 30 participants at the mid-management level with a total of 183.5 training hours.
• 31 participants at the junior management level with a total of 181 training hours.
Scholarship Helpdesk: program pembekalan bahasa dan persiapan beasiswa, termasuk pemberian
rekomendasi bidang studi dan universitas yang selaras dengan kebutuhan strategis Perseroan.
• 12 pekerja melanjutkan studi pascasarjana di luar negeri.
Scholarship Helpdesk: a language training and scholarship preparation program, including
recommendations for fields of study and universities aligned with the Company’s strategic needs.
• 12 employees are pursuing graduate studies abroad.
Core Business Academies: penguatan operasional inti melalui Training SDM Operasional Pelayanan
Terminal Non-Petikemas serta Training SDM Operasional Pelayanan Roro dan Penumpang, yang
diselenggarakan di berbagai Cabang Pelabuhan di wilayah Timur dan Barat.
Core Business Academies: strengthening core operations through Operational Staff Training for Non-
Container Terminal Services and Operational Staff Training for Ro-Ro and Passenger Services, held at
various Port Branches in the Eastern and Western regions.
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Supporting Academies: Program pendukung ini mencakup pelaksanaan GM Academy, Legal Academy,
dan Commercial Academy yang bertujuan untuk memperkuat aspek tata kelola, kepatuhan, serta
penajaman strategi komersial perusahaan.
Supporting Academies: These support programs include the GM Academy, Legal Academy, and
Commercial Academy, which aim to strengthen governance and compliance and refine the company’s
commercial strategies.
Sertifikasi Kompetensi Teknis: Pelaksanaan sertifikasi di berbagai bidang krusial guna memastikan
kepatuhan terhadap standar profesional, meliputi bidang HSSE, manajemen risiko, sistem manajemen,
keberlanjutan, lingkungan, internal audit, sumber daya manusia, project management, pengadaan
(procurement), hingga tata kelola (governance).
Technical Competency Certification: The implementation of certifications across various critical fields
to ensure compliance with professional standards, including HSSE, risk management, management
systems, sustainability, environment, internal audit, human resources, project management, procurement,
and governance.
Rekapitulasi Rata-rata Jam Pelatihan
Average Training Hours Recapitulation
Jumlah Karyawan yang
Memperoleh Pelatihan Jumlah Jam Pelatihan Rata-rata Jam Pelatihan
Uraian Number of Employees Received Total Training Hours Average Training Hours
Description Trainings
2025** 2024 2023* 2025 2024 2023* 2025 2024 2023*
Berdasarkan Gender
Based on Gender
Pria
5.409 216.07 72.481 372.971 458.85 298.129 68 70 56
Male
Wanita
1.307 51.726 20.869 118.416 123.883 78.514 90 83 61
Female
Berdasarkan Kategori Karyawan
Based on Employee Category
Struktural
2.907 69.384 40.351 220.255 179.365 185.764 75 90 52
Structural
Nonstruktural
3.809 198.412 52.999 271.131 403.368 190.879 71 67 64
Non-structural
Keterangan: Note:
*) Data mencakup perhitungan Regional 1–4 dan holding. *) Data includes Region 1–4 and holding calculations.
**) Pada tahun 2025, metodologi perhitungan karyawan yang mengikuti **) In 2025, the methodology for calculating the number of employees
pelatihan mengalami penyempurnaan yaitu menggunakan pendekatan jumlah participating in training was refined to use a “unique employee count”
karyawan unik (unique employee count), sedangkan data tahun 2024 dan 2023 approach, whereas data for 2024 and 2023 were calculated cumulatively
dihitung secara kumulatif berdasarkan jumlah keikutsertaan pelatihan sehingga based on the number of training sessions attended, meaning that a single
satu karyawan dapat terhitung lebih dari satu kali. Penyesuaian ini dilakukan employee could be counted more than once. This adjustment was made to
untuk memberikan representasi yang lebih akurat atas tingkat partisipasi provide a more accurate representation of individual employee participation
pekerja dalam program pengembangan kompetensi secara individu. rates in competency development programs.
Innovation Engagement Circle
Innovation Engagement Circle
Perseroan melaksanakan program Innovation Engagement The Company implements the Innovation Engagement Circle
Circle sebagai sarana untuk memperkenalkan pengembangan program as a means to introduce innovation development and
serta portofolio produk inovasi kepada seluruh pekerja the portfolio of innovative products to all Pelindo employees.
Pelindo. Inisiatif ini mencakup inovasi yang dihasilkan melalui This initiative encompasses innovations generated through
mekanisme inkubasi di kantor pusat maupun pengembangan incubation mechanisms at the headquarters as well as
di masing-masing entitas grup, yang selaras dengan target development within each group entity, in line with the annual
kinerja tahunan berupa implementasi minimal satu inovasi. performance target of implementing at least one innovation.
Selain berasal dari internal, inovasi juga dikembangkan In addition to internal sources, innovations are also developed
melalui kolaborasi dengan pihak eksternal guna memperkaya through collaboration with external parties to enrich
kapabilitas dan perspektif. capabilities and perspectives.
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustainability Governance
Pelaksanaan program ini diwujudkan melalui penyusunan The program is implemented through the production of
newsletter dan video publikasi yang didistribusikan melalui newsletters and video publications distributed via various
berbagai kanal komunikasi internal, antara lain Peo, Portaverse, internal communication channels, including Peo, Portaverse, the
Community of Practice (CoP) Inovasi, surel, serta grup WhatsApp. Innovation Community of Practice (CoP), email, and WhatsApp
Sepanjang tahun 2025, Perseroan menerbitkan delapan groups. Throughout 2025, the Company published eight
publikasi produk inovasi yang menjadi media pembelajaran dan innovation product publications that serve as learning resources
diseminasi pengetahuan, sekaligus mendorong peningkatan and knowledge dissemination tools, while simultaneously
kompetensi dan budaya inovasi secara berkelanjutan di fostering continuous improvement in competencies and an
lingkungan kerja. Berikut judul newsletter dan video publikasi innovation culture within the workplace. Below are the titles of the
yang disampaikan sepanjang tahun 2025. newsletters and video publications released throughout 2025.
7. Innovation Booth at Pelindo Forum 2025 19. Innovation Booth at Pelindo Forum 2025
8. Digital Maritime Development Center (DMDC) 20. Digital Maritime Development Center (DMDC)
9. I-CON 2.0 Innovation Challenge of Excellence by ILCS 21. I-CON 2.0 Innovation Challenge of Excellence by ILCS
10. Implementasi Inovasi Pemanfaatan Radar Microwave pada 22. Implementation of Microwave Radar Technology in the
Blok ARTG ARTG Block
11. Pelindo Innovation Award 2024–2025 23. Pelindo Innovation Award 2024–2025
12. Sistem Monitoring APD Berbasis Artificial Intelligence 24. Artificial Intelligence-Based PPE Monitoring System
13. Virtu-VR Pelindo Future Learning Experience (by INCUBE 25. Virtu-VR Pelindo Future Learning Experience (by INCUBE
2024) 2024)
14. FGD EXCUBE 26. EXCUBE Focus Group Discussion
15. Sistem Delivery Best Pick dalam Mendukung Efisiensi Biaya 27. Best Pick Delivery System to Support Logistics Cost
Logistik Efficiency
16. EBBI (Efisiensi BBM Berbasis Inverter) 28. EBBI (Inverter-Based Fuel Efficiency)
17. PANDA (Pelindo Akuntansi Digital) 29. PANDA (Pelindo Digital Accounting)
18. Port Safe (P-Safe) 100% Commitment Zero Accidents 30. Port Safe (P-Safe) 100% Commitment to Zero Accidents
Program Prapensiun [GRI 404-2] [SEOJK F.22] Pre-Retirement Program [GRI 404-2] [SEOJK F.22]
Pelindo memperluas pengembangan SDM tidak hanya Pelindo extends its human capital development efforts
pada peningkatan kompetensi selama masa kerja, beyond competency enhancement during employment
tetapi juga pada persiapan karyawan memasuki masa to include preparation for employees entering retirement.
pensiun. Untuk memastikan kepastian kesejahteraan To ensure post-employment welfare, the Company has
pascakerja, Perseroan menetapkan Kebijakan formalized an Employee Retirement Welfare Policy as
Pengaturan Kesejahteraan Karyawan Purnabakti yang stipulated in the Collective Labor Agreement (CLA) No.
diatur dalam Perjanjian Kerja Bersama (PKB) Nomor KP.08.03/10/11/2/HBUP/UTMA/PLND-24 between
KP.08.03/10/11/2/HBUP/UTMA/PLND-24 antara PT PT Pelabuhan Indonesia (Persero) and the Pelabuhan
Pelabuhan Indonesia (Persero) dan Serikat Pekerja Indonesia Bersatu Labor Union for the 2023–2025 period.
Pelabuhan Indonesia Bersatu Periode 2023–2025.
Sebagai bentuk dukungan yang lebih terarah, Perseroan As a more targeted support measure, the Company
menyelenggarakan program prapensiun bagi karyawan implements a pre-retirement program for employees
yang akan memasuki usia pensiun 56 tahun. Program approaching the retirement age of 56. This program
ini dapat diikuti sejak karyawan berusia 51 tahun atau is available to employees starting at the age of 51, or
5 tahun sebelum pensiun. Pada tahun 2025, program five years prior to retirement. In 2025, the program was
tersebut diikuti oleh 209 karyawan beserta pasangan. attended by 209 employees along with their spouses.
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Pelatihan Menjelang Pensiun/Program Bantuan Peralihan Tahun 2025
Pre-Retirement Training/Transition Assistance Program 2025
Judul Pelatihan Jumlah Batch
Training Title Number of Batches
Perencanaan Keuangan dan Literasi Finansial
Financial Planning and Financial Literacy
Investasi dan Instrumen Keuangan
24
Investment and Financial Instruments
Perencanaan Keuangan untuk Hari Tua
24
Retirement Financial Planning
Financial Freedom Blueprint: Merancang Hidup di Usia Muda
9
Financial Freedom Blueprint: Designing Life at a Young Age
Wealth & Wellness: Perencanaan Keuangan untuk Gaya Hidup Berkelanjutan
9
Wealth & Wellness: Financial Planning for a Sustainable Lifestyle
Money by Design
7
Money by Design
Smart Capital Allocation for Long-Term Value
1
Smart Capital Allocation for Long-Term Value
Persiapan Pensiun dan Transisi Pasca-Kerja
Retirement Preparation and Post-Retirement Transition
ESQ Masa Persiapan Pensiun
6
ESQ Pre-Retirement Program
Pelatihan Ready to Retire
4
Ready to Retire Training
Tenang di Hari Tua: Siapkan Dana Pensiun dari Sekarang
1
Peaceful Retirement: Start Preparing Your Pension Fund Today
Kewirausahaan dan Pengembangan Karier Alternatif
Entrepreneurship and Alternative Career Development
Merintis Bisnis UMKM Menjelang Pensiun
24
Starting an MSME Business Ahead of Retirement
Dasar-dasar Kewirausahaan yang Sukses
23
Fundamentals of Successful Entrepreneurship
Sociopreneur: Berkarya di Masa Pensiun
22
Sociopreneurship: Creating Impact in Retirement
Side Hustle Mastery: Membangun Bisnis Sampingan
1
Side Hustle Mastery: Building a Secondary Income Stream
Kompetensi Teknis Keuangan dan Aktuaria
Technical Competencies in Finance and Actuarial
Perhitungan Aktuaria Imbalan Pasca Kerja & PSAK 24
9
Actuarial Calculation of Post-Employment Benefits & PSAK 24
Kesejahteraan Karyawan Employee Welfare
Kesejahteraan karyawan merupakan bagian dari prioritas Employee welfare is a key priority for Pelindo in managing
Pelindo dalam mengelola SDM. Hal tersebut diwujudkan its human capital. This is reflected in the provision of
dengan pemenuhan imbalan kerja sesuai kebijakan yang employee compensation in accordance with applicable
berlaku, yang mencakup remunerasi, manfaat, dan upah policies, covering remuneration, benefits, and wages
sebagai hak normatif. Remunerasi dan manfaat diberikan as normative rights. Remuneration and benefits are
sesuai ketentuan serta kebijakan yang berlaku dengan provided based on prevailing regulations and policies,
prinsip keadilan dan tingkat yang kompetitif dibandingkan guided by principles of fairness and competitiveness
industri atau segmen bisnis sejenis. relative to industry standards or comparable business
segments.
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustainability Governance
Selaras dengan komitmen tersebut, Perseroan In line with this commitment, the Company ensures that
memastikan remunerasi karyawan pemula berada di atas entry-level employee remuneration is above the Provincial
Upah Minimum Provinsi (UMP) bagi pria maupun wanita, Minimum Wage (UMP) for both male and female, while
serta menerapkan prinsip nondiskriminasi berdasarkan applying a non-discriminatory approach based on
jenis kelamin. Rasio gaji pokok dan remunerasi wanita gender. The ratio of basic salary and remuneration
terhadap pria ditetapkan 1:1 pada seluruh kelas jabatan between female and male employees is maintained at
dan kualifikasi yang setara. Perseroan juga memastikan 1:1 across all equivalent job levels and qualifications. The
remunerasi karyawan alih daya berada di atas UMP di Company also ensures that remuneration for outsourced
masing-masing wilayah. [GRI 202-1, 405-2] [SEOJK F.20] employees is above the applicable UMP in each region.
[GRI 202-1, 405-2] [SEOJK F.20]
Remunerasi Karyawan Organik Tingkat Terendah dengan UMP Tahun 2025
Lowest Organic Employee Remuneration Compared to the 2025 UMP
Remunerasi Karyawan
Lokasi/Wilayah Upah Minimum Provinsi
Provinsi/Daerah Organik Tingkat Terendah Persentase
Kerja Provincial Minimum Wage
Province/Region Lowest Organic Employee Percentage
Work Location/Area (Rp)
Remuneration (Rp)
Kantor Pusat DKI Jakarta
5.396.791 12.095.000 224%
Head Office DKI Jakarta
Regional 1 Sumatera Utara
2.992.559 7.992.000 267%
Region1 North Sumatra
Regional 2 DKI Jakarta
5.396.791 12.095.000 224%
Region 2 DKI Jakarta
Regional 3 Jawa Timur
2.305.985 9.935.000 431%
Region 3 East Java
Regional 4 Sulawesi Selatan
3.657.527 6.130.000 168%
Region 4 South Sulawesi
Jawa Timur
SPTP 2.305.985 9.935.000 431%
East Java
Sumatera Utara
SPMT 2.992.559 7.992.000 267%
North Sumatra
DKI Jakarta
SPSL 5.396.791 12.095.000 224%
DKI Jakarta
Sulawesi Selatan
SPJM 3.657.527 6.130.000 168%
South Sulawesi
Selain pengaturan remunerasi, Perseroan menyediakan In addition to remuneration arrangements, the Company
manfaat kesejahteraan bagi karyawan organik serta provides welfare benefits to organic employees as well as
karyawan nonorganik dan alih daya sesuai ketentuan non-organic and outsourced employees in accordance
yang berlaku. [GRI 401-2] with applicable regulations. [GRI 401-2]
Manfaat dan Fasilitas yang Diterima Karyawan
Employee Benefits and Facilities
Karyawan Nonorganik dan Alih Daya
Uraian Karyawan Organik
Non-Organic and Outsourced
Description Organic Employees
Employees
Asuransi Kecacatan dan Kecelakaan Kerja
Occupational Disability and Work Accident Insurance
✔ ✔
Asuransi Meninggal Dunia Karena Karyawan
Work-related Death Insurance
✔ ✔
Asuransi Meninggal Dunia Bukan Karena Karyawan
Non-Work-Related Death Insurance
✔ ✔
Asuransi Kecacatan dan Kecelakaan di Luar Kecelakaan Kerja
Disability and Accident Insurance Outside Work Activities
✔ ✔
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Karyawan Nonorganik dan Alih Daya
Uraian Karyawan Organik
Non-Organic and Outsourced
Description Organic Employees
Employees
Jaminan Kesehatan bagi Karyawan
Health Insurance for Employees
✔ ✔
Jaminan Kesehatan bagi Pasangan Karyawan
Health Insurance for Employees’ Spouses
✔ ✔
Jaminan Kesehatan bagi Anak Karyawan
Health Insurance for Employees’ Children
✔ ✔
Cuti Melahirkan | Maternity Leave ✔ ✔
Cuti Haid | Menstrual Leave ✔ ✔
Cuti Menunaikan Haji atau Ziarah Keagamaan
Hajj or Religious Pilgrimage Leave
✔ ✔
Tunjangan Hari Raya | Religious Holiday Allowance ✔ ✔
Dana Pensiun | Pension Fund ✔ -
Pesangon | Severance Pay ✔ -
Uang Kompensasi | Compensation Benefits ✔ ✔
Keterangan: Notes:
* Berlaku untuk seluruh wilayah operasi. * Applies to all operational areas.
** Tidak ada tunjangan kepemilikan saham. ** No stock ownership benefits.
Cuti dengan alasan penting disediakan oleh Perseroan The Company provides leave for important reasons
untuk mendukung kesejahteraan pekerja dalam kondisi to support the well-being of employees under special
khusus, yang mencakup pernikahan pertama, serta circumstances, including a first marriage, as well as the
musibah sakit atau meninggal dunia pada orang tua illness or death of a parent or other immediate family
dan anggota keluarga inti lainnya, dengan ketentuan member, with the terms and procedures for granting
dan prosedur pemberian izin yang dilaksanakan sesuai such leave carried out in accordance with the provisions
dengan aturan yang tercantum dalam Perjanjian Kerja set forth in the Collective Labor Agreement (CLA).
Bersama (PKB).
Di samping pemenuhan remunerasi, Pelindo menata In addition to providing remuneration, Pelindo enhances
kesejahteraan jangka panjang melalui perlindungan masa long-term employee welfare through retirement
pensiun dengan mengikutsertakan seluruh karyawan protection by enrolling all employees in the Old-Age
dalam program Jaminan Hari Tua (JHT). Perseroan Security (JHT) program. The Company contributes
membayarkan iuran sebesar 3,7% dari total iuran yang 3.7% of the total required contribution, while employees
ditetapkan, sedangkan karyawan berkontribusi melalui contribute 2% through monthly salary deductions, in
potongan gaji bulanan sebesar 2% sesuai ketentuan accordance with BPJS Ketenagakerjaan regulations.
BPJS Ketenagakerjaan. Sepanjang tahun 2025, Pelindo Throughout 2025, Pelindo has disbursed a total of
telah menyalurkan total manfaat penisun senilai Rp138,50 Rp138.50 billion in pension benefits, including monthly
miliar yang mencakup pembayaran Manfaat Pensiun pension payments and lump-sum benefits, with a total of
Bulanan dan Manfaat Sekaligus, dengan total peserta 11,715 participants on record. [GRI 201-3]
yang tercatat mencapai 11.715 orang. [GRI 201-3]
Selain itu, Perseroan berkomitmen mendukung In addition, the Company is committed to supporting
keseimbangan kehidupan kerja melalui penerapan work-life balance through the implementation of
fleksibilitas kerja yang adaptif, di mana karyawan adaptive workplace flexibility, whereby employees are
diberikan opsi remote working dengan ketentuan khusus given the option of remote work under specific Work
Work From Anywhere (WFA) pada periode Hari Raya From Anywhere (WFA) provisions during the Eid al-Fitr,
Idul Fitri, Natal dan Tahun Baru, serta kebijakan flexitime Christmas, and New Year holidays, as well as a flexitime
yang memungkinkan penyesuaian durasi waktu kerja policy that allows for adjustments to working hours of up
hingga 30 menit sebelum atau sesudah jam operasional to 30 minutes before or after standard operating hours
standar di pagi dan sore hari, sebagaimana diatur dalam in the morning and afternoon, as stipulated in Board
Peraturan Direksi Nomor HK.01/5/3/2/KIRF/UTMA/ Regulation No. HK.01/5/3/2/KIRF/UTMA/PLND-24
PLND-24 tentang Hari dan Jam Kerja bagi Pekerja PT regarding Working Days and Hours for Employees of PT
Pelabuhan Indonesia (Persero). Pelabuhan Indonesia (Persero).
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustainability Governance
Cuti Melahirkan [GRI 401-3] Maternity Leave [GRI 401-3]
Pelindo memberikan hak cuti melahirkan (maternity Pelindo provides maternity leave and paternity leave
leave) dan cuti pendampingan (paternity leave) sesuai entitlements in accordance with applicable regulations
ketentuan perundang-undangan dan kebijakan internal. and internal policies. Female employees are entitled
Karyawan wanita memperoleh cuti melahirkan selama to 90 days of maternity leave based on Law No. 13 of
90 hari berdasarkan Undang-Undang No. 13 Tahun 2003 on Manpower, as well as provisions set out in the
2003 tentang Ketenagakerjaan, serta diatur dalam Collective Labor Agreement for the 2023–2025 period
Perjanjian Kerja Bersama Periode 2023–2025 Nomor No. KP.08.03/10/11/2/HBUP/UTMA/PLND-23 and No.
KP.08.03/10/11/2/HBUP/UTMA/PLND-23 dan Nomor 01/XI/SKEP/SPPI-B/2023, and the Board of Directors
01/XI/SKEP/SPPI-B/2023, serta Peraturan Direksi Regulation No. HK.01/1/3/2/KIRF/UTM/PLND-24 on
Nomor HK.01/1/3/2/KIRF/UTM/PLND-24 tentang Leave and Permits for Employees within PT Pelabuhan
Cuti dan Izin bagi Pekerja di Lingkungan PT Pelabuhan Indonesia (Persero).
Indonesia (Persero).
Perseroan memastikan karyawan wanita yang The Company ensures that female employees taking
menjalankan cuti melahirkan dapat kembali bekerja maternity leave are able to return to work after the leave
setelah masa cuti berakhir, dengan tetap memperoleh period ends, while continuing to receive their salary/
hak gaji/tunjangan, jaminan kesehatan, dan manfaat allowances, health insurance, and other welfare benefits.
kesejahteraan lainnya. Selain itu, karyawan pria diberikan In addition, male employees are granted three working
cuti tiga hari kerja untuk mendampingi istri sah yang days of leave to accompany their legally married spouse
melahirkan atau mengalami keguguran kandungan. during childbirth or miscarriage. Throughout 2025, a total
Sepanjang tahun 2025, sebanyak 87 karyawan wanita of 87 female employees took maternity leave and 230
menggunakan cuti melahirkan dan 230 karyawan pria male employees took paternity leave, with a 100% return-
menggunakan cuti pendampingan, dengan persentase to-work rate upon completion of the leave period.
karyawan yang kembali bekerja setelah cuti berakhir
sebesar 100%.
Penggunaan Hak Cuti Melahirkan [GRI 401-3]
Utilization of Maternity Leave Entitlements
2025 2024 2023
Uraian
Description Pria Wanita Pria Wanita Pria Wanita
Male Female Male Female Male Female
Jumlah Karyawan yang Berhak atas Cuti Melahirkan
230 87 77 73 9 89
Number of Employees Eligible for Maternity Leave
Jumlah | Total 317 150 98
Jumlah Karyawan yang Mengambil Cuti Melahirkan
230 87 77 73 9 89
Number of Employees Who Took Maternity Leave
Jumlah | Total 317 150 98
Jumlah Karyawan yang Kembali Bekerja Setelah Melahirkan/
Setelah Mengambil Cuti untuk Kelahiran Anaknya
96 74 9 89 9 49
Number of Employees Who Returned to Work After Giving
Birth or Taking Maternity Leave
Jumlah | Total 170 98 58
Jumlah Karyawan yang Masih Bekerja 12 Bulan Setelah
Kembali Bekerja
96 74 9 89 9 49
Number of Employees Still Employed 12 Months After
Returning to Work
Jumlah | Total 170 98 58
Tingkat Retensi Setelah Melahirkan
100% 97% 100% 100% 100% 91%
Post-Maternity Retention Rate
Sebagai bentuk dukungan nyata terhadap keseimbangan As a concrete demonstration of its commitment to work-
kehidupan kerja dan kesejahteraan pekerja perempuan, life balance and the well-being of female employees, the
Perseroan tidak hanya memberikan hak cuti melahirkan Company not only provides maternity leave in accordance
sesuai dengan ketentuan yang berlaku, tetapi juga with applicable regulations but also offers safe and
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
menyediakan fasilitas pengasuhan anak yang aman comfortable childcare facilities through the Marinerito
dan nyaman melalui Marinerito Club Daycare di Jakarta, Club Daycare in Jakarta, enabling employees to return to
sehingga para pekerja dapat kembali bekerja dengan work with peace of mind while staying connected to their
tenang dan tetap terhubung dengan perkembangan children’s development.
buah hati mereka.
Penilaian Kinerja Performance Evaluation
Pelindo menerapkan penilaian kinerja secara Pelindo implements periodic performance evaluations as
berkala sebagai bagian dari pengelolaan talenta part of its talent management and career development
dan pengembangan karier. Proses ini tidak hanya processes. This process not only assesses individual
mengevaluasi capaian individu, tetapi juga menjadi achievements but also serves as a tool to enhance work
instrumen untuk meningkatkan efektivitas kerja dan effectiveness and team productivity, while ensuring
produktivitas tim, sekaligus memastikan kinerja selaras alignment with the Company’s goals and strategy.
dengan sasaran dan strategi Perseroan. Dengan Guided by the principles of objectivity and transparency,
prinsip objektivitas dan transparansi, penilaian kinerja performance evaluations foster a professional,
mendorong budaya kerja profesional, kompetitif, dan competitive, and results-oriented work culture.
berorientasi hasil.
Penilaian kinerja diterapkan kepada seluruh (100%) Performance evaluations are applied to all (100%) organic
karyawan organik tanpa diskriminasi, dan dilakukan employees without discrimination and are conducted
melalui kombinasi pencapaian KPI serta penilaian through a combination of KPI achievement and behavioral
perilaku yang terintegrasi dalam platform internal assessments integrated within the internal Portaverse
Portaverse. Proses ini memastikan evaluasi yang objektif platform. This process ensures a comprehensive and
dan menyeluruh sebagai dasar pengambilan keputusan objective evaluation, forming the basis for decision-making
terkait pengembangan karier, termasuk promosi, rotasi, related to career development, including promotions,
maupun demosi, sekaligus menjadi instrumen untuk rotations, and demotions, as well as serves as a tool to
menilai efektivitas pengelolaan SDM dan merancang assess the effectiveness of human capital management
tindak lanjut pengembangan yang lebih terarah. Rincian and to design more targeted development actions. Details
jumlah karyawan yang memperoleh promosi disajikan of employees receiving promotions are presented in the
pada bagian berikut. [GRI 404-3] [SV-PS-330a.3] following section. [GRI 404-3] [SV-PS-330a.3]
Rekapitulasi Promosi Berdasarkan Hasil Penilaian Kinerja
Promotion Recapitulation Based on Performance Evaluation Results
2025 2024
Uraian
Description Jumlah Persentase Jumlah Persentase
Total Percentage Total Percentage
Total Karyawan yang Mendapatkan Promosi
Total Employees Receiving Promotions
Karyawan Organik yang Mendapatkan Promosi
235 4% 390 6%
Organic Employees Receiving Promotions
Total Karyawan Organik | Total Organic Employees 6.497 100% 6.754 100%
Karyawan yang Mendapatkan Promosi Berdasarkan Jenis Kelamin
Employees Receiving Promotions by Gender
Pria | Male 193 82% 61 15,6%
Wanita | Female 42 18% 329 84,4%
Total | Total 235 100% 390 100%
Karyawan yang Mendapatkan Promosi Berdasarkan Jenjang Jabatan
Employees Receiving Promotions by Job Level
Eksekutif | Executive 72 31% 31 8%
Manajer | Manager 100 43% 226 58%
Staff | Staff 63 27% 133 34%
Total | Total 235 100% 390 100%
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Connectivity Across the Value Chain About Pelindo Sustainability Governance
Sebagai bagian dari pengembangan karier yang As part of a structured and sustainable career
terstruktur dan berkelanjutan, Perusahaan juga development approach, the Company also implements
menyelenggarakan program Event Talent yang the Event Talent program, which provides employees with
memberikan kesempatan kepada karyawan untuk the opportunity to select up to three positions aligned
memilih hingga tiga posisi sesuai jalur kariernya. Program with their career paths. This program aims to capture
ini bertujuan menjaring aspirasi karier, menyusun career aspirations, develop individual development
rencana pengembangan individu, serta memastikan plans, and ensure alignment between organizational
keselarasan antara kebutuhan organisasi dan potensi needs and employee potential through the completion of
pekerja melalui pengisian Commitment Letter, Employee a Commitment Letter, Employee Career Aspiration (ECA),
Career Aspiration (ECA), Management Career Aspiration Management Career Aspiration (MACA), Succession
(MACA), Succession Career Aspiration (SUCA), dan Career Aspiration (SUCA), and Individual Development
Individual Development Plan (IDP). Pendekatan ini Plan (IDP). This approach supports systematic talent
mendukung pengembangan talenta secara sistematis development while strengthening the organization’s
sekaligus memperkuat kesiapan organisasi dalam readiness to fulfill future strategic roles.
memenuhi kebutuhan peran strategis di masa depan.
Hubungan Industrial Industrial Relations
Pelindo menjaga hubungan industrial yang kondusif Pelindo maintains conducive industrial relations through
melalui komunikasi yang terbuka, transparan, dan open, transparent, and constructive communication,
konstruktif, termasuk dalam penyelesaian isu-isu including in addressing employment-related issues.
ketenagakerjaan. Dalam kerangka tersebut, Perseroan Within this framework, the Company respects the rights
menghormati hak kebebasan berserikat dan perundingan to freedom of association and collective bargaining, and
kolektif, serta menempatkan serikat pekerja sebagai positions labor unions as dialogue partners to maintain
mitra dialog untuk menjaga keseimbangan kepentingan a balance between the interests of the Company and
Perseroan dan karyawan. Perseroan melakukan its employees. The Company assesses compliance of
pengukuran pemenuhan kebebasan berserikat melalui freedom of association through employee surveys to
survei karyawan untuk memastikan kepatuhan terhadap ensure adherence to standards. [GRI 3-3]
standar. [GRI 3-3]
Pelindo memiliki dua serikat pekerja yang telah resmi Pelindo has two officially registered labor unions with
tercatat pada instansi ketenagakerjaan terkait, yaitu the relevant labor authorities, namely the Pelabuhan
Serikat Pekerja Pelabuhan Indonesia Bersatu dan Serikat Indonesia Bersatu Labor Union and the Pelabuhan
Pekerja Pelabuhan Indonesia (SPPI). Serikat pekerja Indonesia Labor Union (SPPI). These unions represent
mewakili anggotanya dalam perundingan dengan their members in negotiations with management to
manajemen untuk menyusun dan menyepakati Perjanjian formulate and agree on the Collective Labor Agreement
Kerja Bersama (PKB) sehingga seluruh karyawan (100%) (CLA), ensuring that all employees (100%) are covered
tercakup dalam PKB. [GRI 2-30] under the CLA. [GRI 2-30]
Untuk menjaga transparansi hubungan kerja, Perseroan To maintain transparency in employment relations, the
memastikan karyawan memperoleh informasi Company ensures that employees are informed of any
apabila terdapat perubahan operasi yang berpotensi operational changes that may affect employment status,
memengaruhi status pekerjaan, khususnya terkait particularly in relation to mergers, consolidations, or
penggabungan, peleburan, atau pengambilalihan. acquisitions. In accordance with Law No. 40 of 2007
Mengacu pada UU Nomor 40 Tahun 2007 tentang on Limited Liability Companies, such information is
Perseroan Terbatas, informasi disampaikan minimal communicated at least 30 days prior to the decision
30 hari sebelum keputusan ditetapkan melalui RUPS, being finalized through the GMS, accompanied by
disertai ruang klarifikasi dan pemenuhan hak karyawan, opportunities for clarification and the fulfillment of
termasuk kompensasi, sesuai ketentuan yang berlaku. employee rights, including compensation, in line with
[GRI 402-1] applicable regulations. [GRI 402-1]
Sebagai wadah penyampaian aspirasi terkait kondisi kerja, As a platform for expressing concerns regarding working
Pelindo menyediakan kanal Keluh Kesah Pekerja melalui conditions, Pelindo provides the Employee Grievance
chatbot WhatsApp Pelindo Kekeku dan portal P-Talk. Channel through the Pelindo Kekeku WhatsApp chatbot
Melalui kanal tersebut, pekerja dapat menyampaikan and the P-Talk portal. Through these channels, employees
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
keluhan mengenai hak dan kewajiban, sarana prasarana, can submit complaints regarding rights and obligations,
serta hubungan antarpekerja, sesuai dengan ketentuan facilities and infrastructure, as well as inter-employee
Peraturan Direksi Nomor HK.0V/12./4/1/HBUP/UTMA/ relations, in accordance with the provisions of Board
PLND-23. Regulation No. HK.0V/12./4/1/HBUP/UTMA/PLND-23.
Alur Penanganan Keluh Kesah Pekerja
Worker Grievance Handling Process
1 2 3 4
Pengajuan Verifikasi Admin Keputusan Notifikasi
Submission Admin Verification Decision Notification
Pekerja menyampaikan Tim Admin melakukan - Jika sesuai: keluhan Tim Admin memberikan
keluhan melalui chatbot verifikasi untuk diteruskan ke unit pemberitahuan kepada
WhatsApp Pelindo memastikan kelengkapan kerja terkait untuk pekerja (via email/
Kekeku atau portal data, kategori keluhan, ditindaklanjuti. aplikasi) mengenai
P-Talk. dan penentuan unit kerja - Jika tidak sesuai: status keluhan yang tidak
Workers submit yang berwenang. keluhan dinyatakan dapat diproses beserta
complaints via the The Admin Team verifies tidak dapat diproses. alasannya.
Pelindo Kekeku the complaint to ensure - If valid: the complaint The Admin Team notifies
WhatsApp chatbot or the data completeness, is forwarded to the the employee (via email/
P-Talk portal. complaint category, and relevant department for app) regarding the status
determination of the follow-up. of the unprocessable
responsible department. - If not applicable: the complaint along with the
complaint is deemed reason.
unprocessable.
Hak Asasi Manusia [GRI 408-1, 409-1] Human Rights [GRI 408-1, 409-1]
Pelindo menjunjung penghormatan hak asasi manusia Pelindo upholds respect for human rights in the workplace
di lingkungan kerja melalui kebijakan ketenagakerjaan through its employment policies, which ensure equal
yang memastikan perlakuan setara, bebas diskriminasi, treatment, non-discrimination, free from all forms of
bebas dari segala bentuk kekerasan apa pun, serta violence, and the protection of employees’ fundamental
perlindungan hak dasar karyawan. Komitmen tersebut rights. This commitment is reflected in the establishment
tecermin dengan ditetapkannya usia minimum bekerja, of a minimum working age of 18, in accordance with
yaitu 18 tahun sesuai UU No. 35 Tahun 2014. Ketentuan ini Law No. 35 of 2014. This requirement is fulfilled by all
dipenuhi oleh seluruh karyawan sehingga tidak terdapat employees, and therefore no instances of child labor or
praktik pekerja anak maupun pekerja di bawah umur di underage workers across all operational lines. The strong
seluruh lini operasional. Pengintegrasian prinsip HAM integration of human rights principles fosters a healthy
yang kuat ini menciptakan lingkungan kerja yang sehat and dignified workplace, which in turn strengthens the
dan bermartabat, yang secara strategis memperkuat Company’s ethical credibility among the public and
kredibilitas etis Perseroan di mata publik maupun investor. investors.
Bagi pemangku kepentingan, kebijakan ini memberikan For stakeholders, this policy provides assurance of the
jaminan atas pemuhan hak-hak dasar, kebebasan fulfillment of fundamental rights, freedom of association,
berserikat, serta perwujudan ruang kerja yang bebas dari and a work environment free from all forms of harassment
segala bentuk pelecehan dan diskriminasi. Perseroan and discrimination. The Company recognizes that
senantiasa menyadari bahwa penerapan kebijakan yang inconsistent policy implementation may lead to human
tidak konsisten dapat memicu risiko pelanggaran HAM, rights risks, including potential inequities in work hour
termasuk potensi ketidakadilan pembagian jam kerja allocation within 24-hour port operations. Therefore,
pada operasional pelabuhan yang berlangsung 24 jam. Pelindo proactively strengthens operational oversight to
Oleh karena itu, Pelindo secara proaktif memperkuat balance productivity demands with respect for employee
pengawasan operasional guna menyeimbangkan well-being, while mitigating social risks that may affect
tuntutan produktivitas dengan penghormatan terhadap business sustainability. [GRI 2-23, 3-3] [SEOJK F.18]
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Connectivity Across the Value Chain About Pelindo Sustainability Governance
kesejahteraan karyawan, sekaligus memitigasi risiko
sosial yang dapat memengaruhi keberlanjutan bisnis.
[GRI 2-23, 3-3] [SEOJK F.18]
Pelindo berkomitmen penuh untuk menjaga integritas Pelindo is fully committed to maintaining operational
operasional dengan tidak membiarkan segala bentuk integrity by preventing any form of human rights violations,
pelanggaran hak asasi manusia terjadi, baik secara whether direct or indirect. This commitment is carried out
langsung maupun tidak langsung. Komitmen ini through the implementation of policies, control systems,
diwujudkan melalui penerapan kebijakan, sistem and strict oversight mechanisms that must be adhered to
pengendalian, dan mekanisme pengawasan ketat yang by all employees, strategic partners, suppliers, and third
wajib dipatuhi oleh seluruh karyawan, mitra strategis, parties with whom the company conducts business.
pemasok, dan pihak ketiga yang menjalin hubungan
bisnis dengan perusahaan.
Perseroan juga menegaskan tidak terdapat tenaga kerja The Company also affirms the absence of forced labor
paksa melalui pengaturan jam kerja yang disepakati dan through the regulation of working hours, which are agreed
diterapkan sesuai ketentuan, yaitu 40 jam per minggu. upon and implemented in accordance with applicable
Pada unit kerja dan level tertentu, Perseroan menerapkan provisions, namely 40 hours per week. In certain units
sistem kerja giliran (shift work) sesuai kondisi pekerjaan, and positions, the Company applies a shift work system
dengan kelebihan waktu kerja dihitung sebagai lembur based on operational needs, with additional working
berikut kompensasinya, serta pengaturan waktu istirahat. hours treated as overtime and compensated accordingly,
[SEOJK F.19] along with regulated rest periods. [SEOJK F.19]
Selain pencegahan, Perseroan memastikan tersedianya In addition to preventive measures, the Company
kanal pelaporan apabila terdapat dugaan pelanggaran ensures the availability of reporting channels for any
hak karyawan, termasuk hak kebebasan berserikat. alleged violations of employee rights, including the
Hingga akhir periode pelaporan, Perseroan tidak right to freedom of association. As of the end of the
mencatat adanya insiden pelanggaran HAM dan reporting period, the Company recorded no incidents of
diskriminasi. Meski demikian, Perseroan tetap human rights violations or discrimination. Nevertheless,
menyediakan Whistleblowing System (WBS) sebagai the Company continues to provide a Whistleblowing
mekanisme pengaduan yang dapat diakses karyawan. System (WBS) as an accessible grievance mechanism
Sejalan dengan hal tersebut, seluruh petugas keamanan for employees. In line with this, all security personnel
telah memiliki pengetahuan mendasar tentang hak asasi have received basic knowledge of human rights through
manusia (HAM) melalui pendidikan dan sertifikasi satuan training and certification in accordance with National
pengamanan (satpam) sesuai dengan Peraturan Kapolri Police Regulation No. 18 of 2006. [GRI 406-1, 410-1]
No.Pol.18 Tahun 2006. [GRI 406-1, 410-1]
HUBUNGAN DENGAN MASYARAKAT
Community Relations
Pelindo berkomitmen untuk memperluas dampak sosial Pelindo is committed to expanding its social impact
melalui pengelolaan hubungan dengan masyarakat through the management of community relations in the
dalam pelaksanaan program tanggung jawab sosial implementation of Corporate Social Responsibility (CSR)
dan lingkungan (TJSL) untuk menciptakan nilai sosial programs, with the aim of creating sustainable social
berkelanjutan bagi komunitas di sekitar wilayah kerja value for communities surrounding its port operational
pelabuhan. Kerangka pelaksanaannya mengacu pada areas. The implementation framework refers to ISO 26000
ISO 26000 yang terintegrasi dengan prinsip Tujuan and is integrated with the principles of the Sustainable
Pembangunan Berkelanjutan (TPB). Di samping Development Goals (SDGs). In addition, Pelindo’s CSR
itu, program TJSL Pelindo juga berpedoman pada programs are guided by SOE CSR regulations to ensure
ketentuan TJSL BUMN agar program kemasyarakatan that community programs are relevant, well-directed,
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
yang dirancang relevan, terarah, dan akuntabel. Melalui and Through a structured approach, the Company strives
pendekatan yang terstruktur, Perseroan berupaya to create sustainable social value for communities in the
menciptakan nilai sosial berkelanjutan bagi komunitas areas surrounding its port operations, which strategically
di sekitar wilayah kerja pelabuhan, yang secara strategis has a positive impact on strengthening the Company’s
berdampak positif pada penguatan reputasi serta reputation and enhancing its public image.
peningkatan citra perusahaan di mata publik.
Pengelolaan hubungan masyarakat yang efektif ini This effective public relations management makes
memberikan kontribusi nyata dalam mengurangi risiko a tangible contribution to reducing the risk of social
konflik sosial serta mendukung stabilitas operasional di conflict and supporting operational stability in the areas
sekitar pelabuhan. Bagi pemangku kepentingan, inisiatif surrounding the port. For stakeholders, this initiative
ini berperan penting dalam meningkatkan kesejahteraan plays a crucial role in improving the collective well-
masyarakat secara kolektif. Namun, Perseroan juga being of the community. However, the Company also
secara proaktif memitigasi risiko ketidaktepatan proactively mitigates the risk of programs missing their
sasaran program serta berupaya meminimalkan mark and works to minimize the potential for community
potensi ketergantungan masyarakat terhadap bantuan dependence on corporate assistance. With a focus
perusahaan. Dengan fokus pada pemberdayaan yang on self-reliant empowerment, Pelindo is committed to
mandiri, Pelindo berkomitmen untuk terus menyelaraskan continuously aligning business growth with the social
pertumbuhan bisnis dengan kemajuan sosial komunitas progress of local communities in a harmonious manner.
lokal secara harmonis. [GRI 3-3] [GRI 3-3]
Keterlibatan Masyarakat Community Engagement
Pelindo mewujudkan dukungannya terhadap keterlibatan Pelindo demonstrates its commitment to engaging
masyarakat setempat melalui berbagai inisiatif local communities through various CSR initiatives and
dan program TJSL yang disusun dengan berbasis programs developed using a participatory approach.
proses partisipatif. Sebelum menjalankan program Prior to implementing community development programs,
pengembangan masyarakat, Pelindo melakukan dialog, Pelindo conducts dialogue, social mapping, and focus
pemetaan sosial, dan diskusi kelompok terpumpun (DKT) group discussions (FGDs) with local residents and
bersama warga sekitar serta pemangku kepentingan relevant stakeholders to understand needs, aspirations,
terkait untuk memahami kebutuhan, aspirasi, dan isu and priority issues within its operational areas. [GRI 3-3]
prioritas di wilayah kerja. [GRI 3-3]
Hasil dari proses tersebut menjadi pijakan untuk menyusun The outcomes of this process serve as the foundation
program yang tepat sasaran dan benar-benar menjawab for designing targeted programs that effectively address
kebutuhan masyarakat. Pelindo mencatat 100% wilayah community needs. Pelindo recorded that 100% of its
operasi yang telah menerapkan keterlibatan masyarakat operational areas have implemented local community
setempat, penilaian dampak, dan/atau program engagement, impact assessments, and/or community
pengembangan masyarakat, serta menyampaikan hasil development programs, and communicates the results of
penilaian dampak dan tindak lanjutnya melalui Laporan these assessments along with follow-up actions through
Social Mapping dan Forum Group Discussion (FGD) Social Mapping Reports and Focus Group Discussions
untuk dievaluasi penerapannya. Selain itu, Perseroan (FGDs) for evaluation. In addition, the Company provides
juga menyediakan mekanisme pengaduan formal bagi a formal grievance mechanism for communities to
masyarakat untuk menyampaikan keluhan atau masukan submit complaints or feedback related to operations
terkait operasional dan program pelibatan masyarakat, and engagement programs, namely through the WBS
yaitu melalui mekanisme WBS. [GRI 2-26, 413-1] [SEOJK F.24] mechanism. [GRI 2-26, 413-1] [SEOJK F.24]
Melalui mekanisme pengaduan formal yang disediakan, Through the formal grievance mechanism provided,
sepanjang 2025 Pelindo tidak menerima pengaduan throughout 2025 Pelindo did not receive any complaints
dari masyarakat di sekitar wilayah operasional terkait from communities surrounding its operational areas
kegiatan operasional pelabuhan. Pada periode yang related to port operations. During the same period, the
sama, Perseroan juga tidak mencatat adanya insiden Company also recorded no incidents involving violations
pelanggaran yang melibatkan hak-hak masyarakat adat. of the rights of indigenous peoples. [GRI 411-1]
[GRI 411-1]
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustainability Governance
Selain mengelola umpan balik masyarakat, Pelindo juga In addition to managing community feedback, Pelindo
melakukan identifikasi atas aktivitas operasional yang also identifies operational activities that may actually or
secara aktual dan/atau berpotensi menimbulkan dampak potentially cause significant negative impacts on local
negatif signifikan bagi masyarakat setempat. Identifikasi communities. This identification serves as the basis
ini menjadi dasar penetapan langkah pencegahan dan for determining preventive and mitigation measures to
mitigasi agar dampak dapat dikelola secara bertanggung ensure that impacts are managed responsibly. [GRI 413-2]
jawab. [GRI 413-2] [SEOJK F.23, F.28] [SEOJK F.23, F.28]
Identifikasi Dampak Sosial dan Pengelolaannya
Identification and Management of Social Impacts
Lokasi Potensi Dampak
Sumber
Operasional Sosial Langkah Mitigasi
Dampak
Operational Potential Social Mitigation Measures
Source of Impac
Location Impacts
Kawasan Kegiatan Keterbatasan 1. Prioritas rekrutmen tenaga kerja lokal sesuai kebutuhan operasional
pelabuhan operasional akses masyarakat 2. Penyediaan peluang usaha bagi masyarakat sekitar melalui UMKM
dan area dan kebutuhan lokal terhadap 3. Kerja sama dengan pemerintah daerah dalam penyerapan tenaga kerja
operasional tenaga kerja serta kesempatan kerja 4. Pelaksanaan program pemberdayaan masyarakat
pendukung aktivitas ekonomi dan peluang usaha 1. Prioritizing the recruitment of local workforce in accordance with
Port areas and Operational Limited access of operational needs
supporting activities, local communities 2. Providing business opportunities for surrounding communities through
operational workforce to employment MSMEs
areas requirements, and opportunities 3. Collaborating with local governments in workforce absorption
related economic and business 4. Implementing community empowerment programs
activities opportunities
Kawasan Aktivitas Kebisingan dan 1. Koordinasi dengan instansi terkait dalam pengaturan lalu lintas di sekitar
pelabuhan dan operasional kemacetan yang pelabuhan
permukiman pelabuhan dapat mengganggu 2. Pemantauan persepsi masyarakat secara berkala melalui survei dan FGD
sekitar dan mobilitas kenyamanan 3. Pelaksanaan komunikasi dan pelibatan masyarakat secara berkelanjutan
Port areas and kendaraan masyarakat sekitar 1. Coordinating with relevant authorities in managing traffic around port
surrounding Port operational Noise and traffic areas
residential activities and congestion that may 2. Periodically monitoring community perceptions through surveys and
communities vehicle mobility disrupt the comfort FGDs
of surrounding 3. Conducting continuous communication and community engagement
communities
Kawasan Timbulan sampah Potensi gangguan 1. Penyediaan dan pengelolaan TPS sampah dan fasilitas penyimpanan
pelabuhan dan dan limbah B3 kesehatan dan limbah B3 berizin
lingkungan dari aktivitas kenyamanan 2. Kerja sama dengan pihak ketiga berizin untuk pengangkutan dan
sekitar operasional masyarakat akibat pengolahan limbah
Port areas and pelabuhan pengelolaan limbah 3. Pemilahan, pemantauan, dan pencatatan volume limbah secara berkala
surrounding Waste generation yang tidak optimal 4. Penerapan pengelolaan limbah sesuai ketentuan peraturan yang berlaku
environment and hazardous Potential health 1. Providing and managing TPS and licensed hazardous waste storage
waste (B3) from and comfort facilities
port operational disturbances due to 2. Collaborating with licensed third parties for waste transportation and
activities suboptimal waste treatment
management 3. Segregation, monitoring, and periodic recording of waste volumes.
4. Implementing waste management in accordance with applicable
regulations
Program Pengembangan Community Development
Masyarakat Programs
Pelindo menindaklanjuti pendekatan pengelolaan Pelindo follows up its community engagement approach
hubungan dengan masyarakat tersebut melalui through the implementation of SOE CSR programs,
pelaksanaan program TJSL BUMN, yaitu Program namely the Micro and Small Business Funding Program
Pendanaan Usaha Mikro dan Kecil (PUMK) serta (PUMK) and the Assistance and/or Other Activities
Program Bantuan dan/atau Kegiatan Lainnya, yang Program, which include capacity-building initiatives.
meliputi kegiatan berbentuk pembinaan. Pelaksanaan CSR implementation is structured into four pillars,
TJSL dikelompokkan dalam empat pilar, yaitu Pilar Sosial, namely Social, Economic, Environmental, and Legal &
Pilar Ekonomi, Pilar Lingkungan, serta Pilar Hukum dan Governance. This categorization is intended to ensure
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Tata Kelola. Pengategorian ini dilakukan agar manfaat that program benefits are more targeted and able to
program lebih terarah dan dapat menjangkau berbagai address the diverse needs of communities surrounding
kebutuhan masyarakat di sekitar wilayah kerja. operational areas.
Ruang lingkup pengembangan masyarakat juga The scope of community development also includes
mencakup Program Barunawati sebagai bentuk the Barunawati Program as a demonstration of the
kepedulian Perseroan terhadap pendidikan generasi Company’s commitment to supporting youth education
muda melalui dukungan sarana dan prasarana, edukasi, through the provision of facilities and infrastructure,
serta beasiswa. Selain itu, Pelindo menjalankan Program educational programs, and scholarships. In addition,
Pembiayaan dan Investasi Kegiatan Berkelanjutan sesuai Pelindo implements Sustainable Financing and
POJK No. 51/POJK.03/2017 yang selaras dengan target Investment Programs in accordance with POJK No.
TPB, serta kegiatan lingkungan seperti rehabilitasi 51/POJK.03/2017, aligned with the SDGs, as well as
mangrove dan penanaman pohon yang melibatkan environmental initiatives such as mangrove rehabilitation
masyarakat dalam pengelolaan dan pemanfaatannya. and tree planting that involve communities in their
Implementasi program di seluruh Indonesia dikelola management and utilization. The implementation of
melalui 4 Regional oleh unit kerja di bawah Group Head programs across Indonesia is managed through 4
Sekretariat Perusahaan. [GRI 3-3] Regions by working units under the Group Head of
Corporate Secretariat. [GRI 3-3]
Program Pendanaan Usaha Mikro dan Kecil Micro and Small Business Funding Program
(PUMK) [GRI 203-2, 413-1] [SEOJK F.3, F.23, F.25] (PUMK) [GRI 203-2, 413-1] [SEOJK F.3, F.23, F.25]
Pelindo melaksanakan Program Pendanaan Usaha Pelindo implements the Micro and Small Business
Mikro dan Kecil (PUMK) sebagai bagian dari Program Funding Program (PUMK) as part of its Economic
Pengembangan Ekonomi dan UMK untuk mendorong Development and MSME Program to promote the
kemandirian ekonomi pelaku usaha, khususnya di economic independence of entrepreneurs, particularly
sekitar wilayah kerja Perseroan. Program ini tidak those in areas surrounding the Company’s operations.
hanya menyediakan akses permodalan melalui skema This program not only provides access to capital through
pendanaan bergulir, tetapi juga diperkuat dengan a revolving funding scheme but is also supported by
subprogram pendukung, antara lain pelatihan dan complementary subprograms, including business
sertifikasi usaha, keikutsertaan pameran, serta bantuan training and certification, participation in exhibitions,
peningkatan kapasitas usaha dan masyarakat. Seluruh as well as assistance for business and community
rangkaian kegiatan didanai melalui anggaran perusahaan capacity development. All activities are funded through
dan dijalankan dalam kerangka Program TJSL Bantuan the Company’s budget and carried out under the CSR
dan/atau Kegiatan Lainnya, dengan pengelolaan Assistance and/or Other Activities Program, with loan
penyaluran dan kualitas pinjaman yang tertib, akuntabel, disbursement and quality management conducted in
dan berorientasi pada kesinambungan manfaat. an orderly, accountable manner and oriented toward
sustainable benefits.
Pada 2025, Pelindo menyalurkan dana Program PUMK In 2025, Pelindo disbursed Rp13.44 billion under the
sebesar Rp13,44 miliar atau 73,15% dari Rencana PUMK Program, equivalent to 73.15% of the 2025
Kerja dan Anggaran (RKA) Tahun 2025. Sumber Work Plan and Budget (RKA). The program is funded
pendanaan program ini berasal dari dana bergulir yang through previously allocated revolving funds, with total
telah dialokasikan sebelumnya, dengan total dana available funds reaching Rp20.28 billion as of 2025.
tersedia hingga 2025 mencapai Rp20,28 miliar. Untuk To ensure accountability in disbursement, PUMK loan
menjaga akuntabilitas penyaluran, kualitas pinjaman quality is classified into four categories, namely Current,
PUMK diklasifikasikan menjadi empat kategori, yaitu Substandard, Doubtful, and Loss, in accordance with the
Lancar, Kurang Lancar, Diragukan, dan Macet, sesuai Regulation of the Minister of State-Owned Enterprises
Peraturan Menteri BUMN Republik Indonesia No. PER-1/ of the Republic of Indonesia No. PER-1/MBU/03/2023
MBU/03/2023 tentang Penugasan Khusus dan Program on Special Assignments and Corporate Social and
Tanggung Jawab Sosial dan Lingkungan (TJSL) BUMN. Environmental Responsibility (CSR) Programs for SOEs.
Hingga 2025, sebanyak 0,21% piutang/pinjaman PUMK As of 2025, 0.21% of Pelindo’s PUMK receivables/loans
Pelindo tercatat berkualitas lancar. were classified as current.
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustainability Governance
Penyaluran Dana Program PUMK (Rp Miliar)
Disbursement of PUMK Program Funds (Rp Billion)
Program PUMK Persentase Capaian 2025
PUMK Program 2025 Achievement Percentage
Uraian Terhadap Audit Terhadap RKA
Description Audit 2025
Audit 2023 Audit 2024 RKA 2025 2024 2025
2025 Audit
2023 Audit 2024 Audit 2025 RKA Compared to 2024 Compared to
Audit 2025 RKA
(1) (2) (3) (4=3/1) (4=3/2)
PUMK 23,88 18,38 79,78 13,44 73,15% 16,85%
Rincian Dana PUMK Tahun 2025 (Rp Miliar)
Details of PUMK Funds in 2025 (Rp Billion)
Program PUMK Persentase Capaian Terhadap
Uraian Program PUMK Tahun Sebelumnya
Description Audit 2023 Audit 2024 Audit 2025 Achievement Percentage
2023 Audit 2024 Audit 2025 Audit Compared to the Previous Year
Saldo Awal
30,28 25,03 17,30 69,12%
Opening Balance
Pengembalian Pinjaman Mitra Binaan
13,82 3,30 2,63 79,70%
Loan Repayments from Fostered Partners
Pendapatan Jasa Administrasi Pinjaman
0,98 0,21 0,15 71,73%
Loan Administrative Service Income
Penerimaan Jasa Administrasi Bank
0,34 (0,17) 0,20 (4,32)%
Bank Administrative Service Income
Kelebihan Pembayaran Angsuran
0,43 0,24 2 0,70%
Excess Installment Payments
Pendapatan Lain
3,07 3,24 2 0,06%
Other Income
Jumlah Dana yang Tersedia
48,91 35,68 20,28 56,85%
Total Available Funds
Program Tanggung Jawab Sosial Lingkungan Corporate Social Responsibility (CSR) Program [GRI
(TJSL) [GRI 203-2, 413-1] [SEOJK F.25] 203-2, 413-1] [SEOJK F.25]
Sebagai salah satu program pengembangan masyarakat, As part of its community development initiatives, Pelindo
Pelindo melaksanakan Program TJSL Bantuan dan/atau implemented the CSR Program for Assistance and/or
Kegiatan Lainnya yang mencakup pembinaan untuk Other Activities, which includes capacity-building efforts
menjawab kebutuhan sosial, ekonomi, lingkungan, to address social, economic, environmental, as well as
serta aspek hukum dan tata kelola di sekitar wilayah legal and governance aspects in areas surrounding its
operasional. Program ini dikelompokkan ke dalam empat operational regions. The program is structured into four
pilar agar perencanaan dan penyaluran bantuan lebih pillars to ensure that planning and distribution are more
terarah serta selaras dengan kebutuhan masyarakat targeted and aligned with local community needs.
setempat.
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Pelaksanaan Program TJSL Bantuan dan/atau Kegiatan The implementation of the CSR Program for Assistance
Lainnya dilakukan melalui mekanisme penetapan and/or Other Activities follows a priority-setting
prioritas program berdasarkan Tanggung Jawab Sosial mechanism based on Corporate Social Responsibility
dan Lingkungan. Program ini dilaksanakan di bawah considerations. The program is managed under the
tanggung jawab Departemen Tanggung Jawab Sosial dan Corporate Social Responsibility Department, which is
Lingkungan, yang memiliki peran dalam merencanakan, responsible for planning, coordinating, and ensuring that
mengoordinasikan, serta memastikan pelaksanaan CSR initiatives are carried out in an integrated, structured,
program TJSL berjalan secara terintegrasi, terarah, dan and measurable manner. This approach aims to deliver
terukur, sehingga memberikan manfaat pada aspek tangible economic, social, and environmental benefits
ekonomi, sosial, dan lingkungan serta selaras dengan while upholding accountable governance practices.
prinsip tata kelola yang dapat dipertanggungjawabkan.
Pada tahun 2025, Pelindo mengalokasikan anggaran In 2025, Pelindo allocated the CSR Program budget
Program TJSL Bantuan dan/atau Kegiatan Lainnya based on community needs and program priorities
berdasarkan prioritas kebutuhan masyarakat dan fokus across each operational area. The largest allocation was
program di masing-masing wilayah kerja. Alokasi terbesar directed to the Environmental pillar, with a 2025 RKA of
tercatat pada pilar Lingkungan dengan RKA 2025 Rp48.56 billion, followed by the Social pillar at Rp45.71
sebesar Rp48,56 miliar, diikuti pilar Sosial dengan RKA billion. The total 2025 RKA amounted to Rp122.04 billion,
2025 sebesar Rp45,71 miliar. Total RKA 2025 tercatat while program realization reached Rp126.18 billion, or
Rp122,04 miliar, sedangkan realisasi program mencapai 103.39%, based on the Company’s audited results.
Rp126,18 miliar atau 103,39% berdasarkan hasil audit
yang telah dilaksanakan oleh Perseroan.
Program TJSL Bantuan dan Kegiatan Lainnya (Rp Miliar)
CSR Program for Assistance and Other Activities Activities (Rp Billion)
Sosial Ekonomi Lingkungan
Social Economic Environmental
25,21
58,36
19,09
48,56
45,51
45,71
127,67 75,74 93,71
Hukum dan Tata Kelola Jumlah
126,18
Legal and Governance Total RKA Tahun 2025
122,04
2025 RKA
Audit Tahun 2025
2025 Audit
Persentase Capaian
125,72 103,39 Achievement Percentage
3,22
2,56
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustainability Governance
Pilar Sosial
Social Pillars
Pilar Sosial merupakan bentuk dukungan dan kontribusi Pelindo dalam memperkuat pemenuhan hak dasar dan
meningkatkan kualitas hidup masyarakat secara inklusif di wilayah operasional Perseroan. Pilar ini berfokus pada
pengurangan kemiskinan, pemenuhan kebutuhan pangan, kesehatan, pendidikan, serta kesetaraan gender,
dengan indikator terukur dan keberpihakan pada kelompok rentan.
Social pillar reflects Pelindo’s support and contribution to strengthening the fulfillment of basic rights and
improving the quality of life of communities in an inclusive manner across the Company’s operational areas.
This pillar focuses on poverty reduction, access to food, healthcare, education, and gender equality, with
measurable indicators and a strong emphasis on vulnerable groups.
Ketangguhan Komunitas
Community Resilience
Kategori program TJSL ini diarahkan untuk memperkuat ketangguhan
komunitas di sekitar pelabuhan melalui pemberdayaan ekonomi
masyarakat pesisir dan respons cepat terhadap kondisi kedaruratan.
This CSR category is aimed at strengthening the resilience of
communities surrounding port areas through the economic
empowerment of coastal communities and rapid response to
emergency situations.
• Program Teman Nelayan: 11 kota/ • Program Tanggap Bencana dan
kabupaten Musibah: 22 kota/kabupaten
Teman Nelayan Program: 11 cities/ Disaster and Emergency Response
regencies Program: 22 cities/regencies
Kesehatan & Pelindungan Kelompok Rentan
Health & Protection of Vulnerable Groups
Program TJSL pada kategori ini berfokus pada peningkatan kualitas
kesehatan masyarakat dan penguatan pelindungan bagi kelompok
rentan melalui intervensi kesehatan dan program inklusi. Program TJSL
pada kategori ini dilaksanakan diberbagai wilayah sekitar Perseroan
beroperasi.
CSR programs in this category focus on improving community
health and strengthening protection for vulnerable groups through
health interventions and inclusion programs. CSR programs in this
category were implemented across various areas surrounding the
Company’s operations.
• Program Pelindo Sehat (stunting ibu • Program SIP (Sahabat Inspiratif
dan bayi): 48 kota/kabupaten Pelindo): 11 kota/kabupaten
Pelindo Sehat Program (maternal SIP Program (Sahabat Inspiratif
and child stunting): 48 cities/ Pelindo): 11 cities/regencies
regencies
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Pemenuhan Kebutuhan Dasar & Layanan Sosial
Fulfillment of Basic Needs & Social Services
Pelaksanaan TJSL pada kategori ini berfokus pada pemenuhan
kebutuhan dasar serta penguatan layanan sosial masyarakat di sekitar
wilayah operasional Perseroan melalui bantuan sosial dan dukungan
infrastruktur sosial. Program TJSL pada Kategori ini menjangkau
beberapa kota/kabupaten tempat Perseroan beroperasi.
CSR implementation in this category focuses on meeting basic
needs and strengthening community social services in areas
surrounding the Company’s operational areas through social
assistance and support for social infrastructure. CSR programs in
this category reached several cities/regencies where the Company
operates.
• Program Pelindo Berbagi dan • Bantuan Fasilitas Umum: 41 kota/
Peduli: 97 kota/kabupaten kabupaten
Pelindo Sharing and Care Program: Public Facilities Assistance: 41
97 cities/regencies cities/regencies
• Dukungan Pembangunan Nasional
• Bantuan Sarana Ibadah: 49 kota/
Sosial: 31 kota/kabupaten
kabupaten
National Social Development
Places of Worship Assistance: 49
Support: 31 cities/regencies
cities/regencies
Pendidikan dan Pengembangan Kapasitas
Education and capacity development
Program TJSL pada kategori ini berfokus pada peningkatan akses dan
kualitas pembelajaran melalui bantuan sarana pendidikan, beasiswa
dan dukungan riset, serta penguatan pendidikan nonformal dan
pelatihan keterampilan. Program dilaksanakan di berbagai wilayah
operasional Perseroan.
CSR programs in this category focus on improving access to and
the quality of learning through support for educational facilities,
scholarships and research, as well as strengthening non-formal
education and skills training. The programs were implemented
across various operational areas of the Company.
• Program Bantuan Sarana • Program Dukungan Pembangunan
Pendidikan: 39 kota/kabupaten Nasional Pendidikan: 12 kota/
Education Facilities Assistance kabupaten
Program: 39 cities/regencies National Education Development
Support Program: 12 cities/
• Program Penunjang Pendidikan: • Program Beasiswa dan Riset Pelindo regencies
25 kota/kabupaten Juara: 21 kota/kabupaten
Education Support Program: Pelindo Juara Scholarship and • Program Pelindo Mengajar:
25 cities/regencies Research Program: 21 cities/ 34 kota/kabupaten
regencies Pelindo Mengajar Program:
34 cities/regencies
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Connectivity Across the Value Chain About Pelindo Sustainability Governance
Pilar Lingkungan
Environmental Pillar
Pilar lingkungan menjadi fondasi bagi Pelindo dalam menjaga kualitas ekosistem melalui pengelolaan sumber daya
alam secara bertanggung jawab, konservasi keanekaragaman hayati, serta penguatan ketahanan iklim. Pilar ini
sejalan dengan penerapan konsep green port melalui pengendalian polusi, peningkatan kualitas air, udara, dan
lahan, serta mitigasi dan adaptasi perubahan iklim di kawasan pelabuhan.
Environmental pillar serves as a foundation for Pelindo in maintaining ecosystem quality through responsible
natural resource management, biodiversity conservation, and strengthening climate resilience. This pillar is
aligned with the implementation of the green port concept through pollution control, improvement of water, air,
and land quality, as well as climate change mitigation and adaptation within port areas.
Pengelolaan Sampah & Penghijauan
Waste Management & Greening
Pelaksanaan TJSL pada kategori ini mencakup pengelolaan sampah
terpadu berbasis komunitas serta program penghijauan dan reboisasi
melalui penanaman pohon untuk mendukung konsep green port dan
peningkatan kualitas lingkungan di wilayah operasional Perseroan.
CSR implementation in this category includes community-based
integrated waste management and greening and reforestation
programs through tree planting to support the green port concept
and improve environmental quality in the Company’s operational
areas.
• Program Pengelolaan Sampah • Program Pelindo Communitree:
Terpadu: 32 kota/kabupaten 21 kota/kabupaten
Integrated Waste Management Pelindo Communitree Program:
Program: 32 cities/regencies 21 cities/regencies
Konservasi Lingkungan dan Rehabilitasi Pesisir
Environmental Conservation and Coastal Rehabilitation
Kategori ini berfokus pada pemberdayaan desa binaan untuk
konservasi lingkungan dan penghitungan karbon, serta rehabilitasi
wilayah pesisir guna mendukung green port dan blue carbon sebagai
bagian dari kontribusi terhadap mitigasi perubahan iklim.
This category focuses on empowering assisted villages for
environmental conservation and carbon accounting, as well as
coastal rehabilitation to support green port and blue carbon
initiatives as part of climate change mitigation efforts.
• Program Carbon Village: 19 kota/ • Program Pelindo Lestari : 43 kota/
kabupaten kabupaten
Carbon Village Program: 19 cities/ Pelindo Lestari Program: 43 cities/
regencies regencies
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Pilar Ekonomi
Economic Pillar
Pelindo mengarahkan pelaksanaan TJSL pilar ekonomi untuk mendorong pertumbuhan yang berkualitas dan
inklusif melalui penciptaan kesempatan kerja produktif, penguatan industri dan inovasi, serta dukungan infrastruktur
yang andal. Pilar ini menekankan perluasan akses energi bersih dan terjangkau, pengurangan kesenjangan, dan
kemitraan strategis yang memperkuat ekosistem usaha.
Pelindo directs the implementation of the CSR economic pillar to promote quality and inclusive growth through
the creation of productive employment opportunities, strengthening industry and innovation, and supporting
reliable infrastructure. This pillar emphasizes expanding access to clean and affordable energy, reducing
inequality, and fostering strategic partnerships that strengthen the business ecosystem.
Akselerasi UMK Berorientasi Ekspor
Export-Oriented MSME Acceleration
Kategori program TJSL ini berfokus pada penguatan kapasitas dan
daya saing UMK agar mampu menembus pasar global melalui inkubasi
khusus, pemenuhan persyaratan ekspor, serta kurasi untuk mencetak
UMK Champion yang berdaya saing internasional.
This CSR program category focuses on strengthening the capacity
and competitiveness of MSMEs to access global markets through
dedicated incubation, fulfillment of export requirements, and
curation to develop internationally competitive MSME champions.
• Program Gedor Ekspor: 10 kota/ Gedor Ekspor Program: 10 cities/
kabupaten regencies
Inkubasi & Pengembangan Kewirausahaan
Incubation & Entrepreneurship Development
Program TJSL pada kategori ini diarahkan pada pengembangan
kualitas produk dan kapasitas usaha UMK melalui proses seleksi dan
kurasi, inkubasi dan akselerasi bisnis, penyediaan akses pemasaran
melalui Local Pride Spot, serta fasilitasi partisipasi dalam pameran dan
dukungan kewirausahaan.
CSR programs in this category are aimed at enhancing product
quality and business capacity of MSMEs through selection and
curation processes, business incubation and acceleration, provision
of market access through Local Pride Spot, as well as facilitation of
participation in exhibitions and entrepreneurship support.
• Program Maritimpreneur: 21 kota/ • Program UMK Akselerator: 23 kota/
kabupaten kabupaten
Maritimpreneur Program: 21 cities/ MSME Accelerator Program: 23
regencies cities/regencies
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustainability Governance
Dukungan Infrastruktur Ekonomi Daerah
Regional Economic Infrastructure Support
Pelaksanaan program TJSL pada kategori ini diarahkan untuk
memperkuat ketangguhan komunitas di sekitar pelabuhan melalui
pemberdayaan ekonomi masyarakat pesisir dan respons cepat
terhadap kondisi kedaruratan.
CSR program implementation in this category is directed at
strengthening the resilience of communities surrounding port areas
through the economic empowerment of coastal communities and
rapid response to emergency situations.
• Dukungan Pembangunan Nasional National Economic Development
Ekonomi: 11 kota/kabupaten Support Program: 11 cities/
regencies
Pilar Hukum dan Tata Kelola
Legal and Governance Pillar
Pilar Hukum dan Tata Kelola memastikan pengelolaan TJSL yang akuntabel, transparan, dan terukur. Fokusnya
mencakup penguatan kapasitas pengelola melalui peningkatan kompetensi dan standardisasi pelaksanaan,
pemantauan kinerja melalui pengukuran dampak dan publikasi capaian sebagai bentuk pertanggungjawaban, serta
integrasi TJSL dalam proyek strategis agar selaras dengan prinsip tata kelola yang baik.
Legal and Governance pillar ensures that CSR is managed in an accountable, transparent, and measurable
manner. Its focus includes strengthening the capacity of program managers through competency development
and standardized implementation, monitoring performance through impact measurement and the disclosure
of results as a form of accountability, as well as integrating CSR into strategic projects in alignment with good
governance principles.
Peningkatan Kapasitas & Kompetensi Pengelola TJSL
Capacity & Competency Development of CSR Program Managers
Pelaksanaan TJSL pada kategori ini berfokus pada penguatan
kapasitas, kompetensi, dan profesionalisme pengelola TJSL melalui
pelatihan, sertifikasi, serta forum berbagi pengetahuan guna
memastikan tata kelola program yang lebih terstruktur dan akuntabel.
CSR implementation in this category focuses on strengthening
the capacity, competence, and professionalism of CSR program
managers through training, certification, and knowledge-sharing
forums to ensure more structured and accountable program
governance.
• Pelatihan dan Sertifikasi TJSL: • Penyelenggaraan Seminar dan
3 kota Workshop TJSL: 4 kota
CSR Training and Certification: CSR Seminars and Workshops:
3 cities 4 cities
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Pengukuran Dampak & Integrasi Program Strategis
Impact Measurement & Strategic Program Integration
Kategori program TJSL ini diarahkan pada penguatan akuntabilitas
dan transparansi pelaksanaan TJSL melalui perhitungan dampak dan
publikasi kinerja program, serta integrasi TJSL pada proyek strategis
dengan pendekatan creating shared value (CSV) untuk memastikan
kontribusi yang terukur dan selaras dengan prioritas Perseroan.
This CSR program category is aimed at strengthening accountability
and transparency in CSR implementation through impact
measurement and program performance disclosure, as well as
integrating CSR into strategic projects using a creating shared value
(CSV) approach to ensure measurable contributions aligned with
the Company’s priorities.
• Perhitungan Dampak dan Publikasi • Program TJSL pada Proyek
TJSL: 6 kota/kabupaten Strategis: 6 kota/kabupaten
CSR Impact Measurement and CSR Programs in Strategic Projects:
Publication: 6 cities/regencies 6 cities/regencies
Program Barunawati [GRI 203-2, 413-1] [SEOJK F.25]
Barunawati Program
Program Barunawati merupakan wujud kepedulian Perseroan, baik di lingkup holding maupun subholding, terhadap
peningkatan kualitas pendidikan generasi muda Indonesia. Program ini diarahkan untuk membantu sekolah
meningkatkan akses dan kualitas pembelajaran melalui dukungan sarana-prasarana, edukasi, dan beasiswa,
dengan fokus pada kebutuhan yang paling relevan di tiap-tiap wilayah penerima manfaat. pada tahun 2025,
Program ini berfokus pada kesejahteraan guru dan tenaga kependidikan di Yayasan Barunawati Nusantara dengan
mengalokasikan anggaran sebesar Rp864.000.000. Bantuan penunjang kesejahteraan ini ditujukan untuk 153 tenaga
pendidik yang bertujuan untuk meningkatkan motivasi dan semangat mengajar, serta mendorong peningkatan
kualitas kegiatan belajar mengajar di sekolah-sekolah yang dikelola oleh Yayasan Barunawati Nusantara.
The Barunawati Program reflects the Company’s commitment, both at the holding and sub-holding levels, to
improving the quality of education for Indonesia’s younger generation. The program is designed to support
schools in enhancing access to and the quality of learning through the provision of facilities and infrastructure,
educational initiatives, and scholarships, with a focus on the most relevant needs in each beneficiary area.
In 2025, the program focused on improving the welfare of teachers and education personnel under the
Barunawati Nusantara Foundation, with a budget allocation of Rp864,000,000. This support was provided to
153 educators, aiming to enhance motivation and teaching enthusiasm, as well as to improve the quality of
teaching and learning activities in schools managed by the Barunawati Nusantara Foundation.
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustainability Governance
Program Pembiayaan dan Investasi Kegiatan
Berkelanjutan [GRI 203-1, 203-2, 413-1] [SEOJK F.3, F.23, F.25]
Sustainable Financing and Investment Program
Pelindo menerapkan ketentuan Otoritas Jasa Keuangan (OJK) dalam POJK No. 51/POJK.03/2017 tentang
Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten, dan Perusahaan Publik. Kepatuhan
ini menegaskan kewajiban emiten untuk menyelenggarakan program pembiayaan atau investasi yang selaras
dengan prinsip keuangan dan kegiatan berkelanjutan. Komitmen tersebut menjadi acuan dalam penyusunan kriteria
pembiayaan dan investasi Perseroan. Setiap penyaluran dana yang dilakukan oleh Perseroan akan ditinjau dan dinilai
berdasarkan kesesuaiannya terhadap prinsip keberlanjutan serta pengelolaan dampak lingkungan dan sosial.
1. Pembiayaan atau investasi Pelindo sesuai dengan kriteria keuangan berkelanjutan, yaitu:
2. Mengutamakan efisiensi dan efektivitas penggunaan sumber daya alam secara berkelanjutan untuk mengurangi
pemborosan dan menjaga ketersediaannya bagi generasi mendatang.
3. Mencegah, membatasi, mengurangi, atau memperbaiki kerusakan lingkungan hidup, termasuk penurunan
polusi, pengelolaan limbah, pelestarian ekosistem, serta upaya mengurangi ketidakadilan sosial dan
kesenjangan.
4. Memberikan solusi konkret bagi masyarakat terdampak perubahan iklim melalui penciptaan peluang dan
pemberdayaan untuk meningkatkan kapasitas adaptasi.
Sejalan dengan komitmen tersebut, Pelindo pada tahun 2025 mengembangkan investasi berkelanjutan melalui
penerapan Green Port and Electrification, Rehabilitasi Ekosistem Pesisir, Revitalisasi Infrastruktur Pelabuhan,
Proteksi Pesisir dan Talud, serta Pemberdayaan Masyarakat Pesisir guna meningkatkan efisiensi sumber daya,
mengurangi dampak lingkungan, dan memperkuat ketahanan sosial serta ekonomi wilayah operasional.
Pelindo applies the provisions set by the Financial Services Authority (OJK) under POJK No. 51/POJK.03/2017
on the Implementation of Sustainable Finance for Financial Services Institutions, Issuers, and Public
Companies. This compliance underscores the obligation of issuers to implement financing and investment
programs aligned with sustainable finance principles and activities. This commitment serves as a reference
in establishing the Company’s financing and investment criteria. All fund disbursements undertaken by the
Company are reviewed and assessed based on their alignment with sustainability principles, as well as the
management of environmental and social impacts.
1. Pelindo’s financing and investment activities are aligned with sustainable finance criteria, as follows:
2. Prioritizing the efficient and effective use of natural resources in a sustainable manner to reduce waste and
ensure their availability for future generations.
3. Preventing, limiting, reducing, or remediating environmental damage, including pollution reduction, waste
management, ecosystem conservation, as well as efforts to address social inequality and disparities.
4. Providing concrete solutions for communities affected by climate change through the creation of
opportunities and empowerment to enhance adaptive capacity.
In line with this commitment, in 2025 Pelindo advanced sustainable investments through the implementation
of Green Port and Electrification, Coastal Ecosystem Rehabilitation, Port Infrastructure Revitalization, Coastal
Protection and Seawall Development, as well as Coastal Community Empowerment to enhance resource
efficiency, reduce environmental impacts, and strengthen the social and economic resilience of its operational
areas.
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Rehabilitasi Mangrove dan Penanaman Pohon [SEOJK F.10]
Mangrove Rehabilitation and Tree Planting
Pelindo mengimplementasikan tanggung jawab terhadap kelestarian lingkungan melalui program rehabilitasi
mangrove dan penanaman pohon, yang pelaksanaannya melibatkan kelompok tani setempat. Pada tahun 2025,
kegiatan penanaman mangrove mencakup lebih dari 156,30 hektare, sedangkan penyulaman mangrove yang
dilakukan pada tahun 2025 mencapai 62 hektare.
Pelaksanaan program tersebar di sejumlah wilayah regional, antara lain Indramayu, Makassar, Kabupaten Batu Bara,
Kabupaten Serang, Kabupaten Tangerang, Belitung Bangkalan, Kabupaten Bone, Kabupaten Wajo, Kabupaten
Demak, Kabupaten Deli Serdang, Kabupaten Maros, Medan, dan daerah lainnya. Program ini ditujukan untuk
menjaga kelestarian ekosistem pesisir serta mengurangi risiko abrasi dan dampak perubahan iklim.
Selain mangrove, Pelindo melaksanakan penanaman sebanyak 4.180 pohon pada tahun 2025 sebagai bagian dari
komitmen pelestarian lingkungan. Kegiatan ini diarahkan untuk meningkatkan kualitas udara, menjaga ekosistem
lokal, dan menurunkan jejak karbon. Ke depan, Pelindo akan terus mengidentifikasi peluang kontribusi lainnya untuk
mendukung upaya pelestarian lingkungan secara berkelanjutan. Berikut rincian dari program rehabilitasi mangrove
dan penanaman pohon yang dilaksanakan oleh Perseroan.
Pelindo implements its environmental responsibility through mangrove rehabilitation and tree planting
programs, involving local farmer groups in their execution. In 2025, mangrove planting activities covered more
than 156.30 hectares, while mangrove replanting carried out during the year reached 62 hectares.
The program is implemented across several regional areas, including Indramayu, Makassar, Batu Bara
Regency, Serang Regency, Tangerang Regency, Belitung Bangkalan, Bone Regency, Wajo Regency, Demak
Regency, Deli Serdang Regency, Maros Regency, Medan, and other regions. The initiative aims to preserve
coastal ecosystems while reducing the risks of abrasion and the impacts of climate change.
In addition to mangrove initiatives, Pelindo planted 4,180 trees in 2025 as part of its commitment to environmental
conservation. These activities are intended to improve air quality, maintain local ecosystems, and reduce
the carbon footprint. Going forward, Pelindo will continue to identify further opportunities to contribute to
environmental preservation efforts on a sustainable basis. The following outlines the details of the mangrove
rehabilitation and tree planting programs implemented by the Company.
Jumlah Bibit Pohon yang Ditanam pada Tahun 2025
Number of Tree Seedlings Planted in 2025
Lokasi Operasional Penanaman Mangrove Penyulaman Mangrove Penanaman Pohon
Operational Location Mangrove Planting Mangrove Replanting Tree Planting
Program pembuatan RTH di Kec.
Kantor Pusat Cilincing
22 16
Head Office Green Open Space Development
Program in Cilincing District
Regional 1
49,5 8 4,5
Region 1
Regional 2
197,6 22,88 9,25
Region 2
Regional 3
127,6 16 5
Region 3
Regional 4
73,15 - 4,9
Region 4
SPTP 69,36 15 5
SPMT 11 - 1,53
SPSL 17,6 7,2 5
SPJM 24,75 - 5
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Connectivity Across the Value Chain About Pelindo Sustainability Governance
Kinerja dan Evaluasi Program Performance and Evaluation
Pengembangan Masyarakat [GRI 203-2, of Community Development
413-1] [SEOJK F.23] Programs [GRI 203-2, 413-1] [SEOJK F.23]
Pemantauan kinerja dan evaluasi secara konsisten Pelindo consistently conducts performance monitoring
dilakukan oleh Pelindo sebagai bagian dari pengelolaan and evaluation as part of accountable community
program pengembangan masyarakat yang akuntabel. development program management. This approach
Langkah ini bertujuan memastikan setiap inisiatif TJSL aims to ensure that each CSR initiative is well-targeted,
tepat sasaran, relevan bagi penerima manfaat, dan relevant to beneficiaries, and delivers measurable value.
menghasilkan nilai yang terukur. Melalui pendekatan Through this process, the Company assesses program
ini, Perseroan meninjau efektivitas program sekaligus effectiveness while identifying areas for continuous
mengidentifikasi ruang perbaikan secara berkelanjutan. improvement. In 2025, the evaluation focused on the
Pada tahun 2025, evaluasi dilakukan terhadap Program Kampung Bahari Marunda Program implemented in
Kampung Bahari Marunda yang dilaksanakan di Cilincing, Cilincing, North Jakarta.
Jakarta Utara.
Dalam melaksanakan proses evaluasi, Pelindo menilai In carrying out the evaluation process, Pelindo assesses
beberapa program TJSL melalui metode Social Return selected CSR programs using the Social Return on
on Investment (SROI) untuk mengukur nilai sosial yang Investment (SROI) method to measure the social value
dihasilkan program sekaligus pengembalian investasi. generated alongside the return on investment. The
Survei SROI dilakukan melalui pendekatan kuantitatif dan SROI survey is conducted using both quantitative and
kualitatif. Pengumpulan data evaluasi dilakukan melalui qualitative approaches. Data collection for the evaluation
wawancara, observasi lapangan, dan analisis perubahan includes interviews, field observations, and analysis
sebelum dan sesudah program dengan melibatkan of changes before and after program implementation,
penerima manfaat dan pemangku kepentingan terkait. involving beneficiaries and relevant stakeholders.
Hasil Penilaian SROI pada Program TJSL 2025 SROI Assessment Results for the 2025 CSR
Program
Program Kampung Bahari Memberdayakan ekonomi masyarakat pesisir di RW 4 dan RW 6
Marunda, Cilincing, Kampung Marunda melalui kolaborasi antara Pelindo dan Rumah Zakat
Jakarta Utara yang berfokus pada pemberdayaan ekonomi masyarakat pesisir melalui
Marunda Coastal Village intervensi Bantuan Kelompok Usaha Bersama (KUBE), Kewirausahaan
Program, Cilincing, North Jakarta UMKM, dan Sentra Kuliner.
Empowering the coastal community economy in RW 4 and RW 6 of
Nilai SROI
SROI Score
Marunda Village through a collaboration between Pelindo and Rumah
Zakat, focusing on coastal community economic empowerment via
1,2 interventions such as the Joint Business Group (KUBE) Assistance,
MSME Entrepreneurship, and Culinary Centers.
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Program Pengolahan
Limbah Jaring di Pesisir Melaksanakan berbagai kegiatan yang berkontribusi dalam membangun
Kalibaru, Jakarta Utara sistem pengelolaan limbah jaring ikan yang dikelola oleh bank limbah
Fishing Net Waste Management berbasis masyarakat melalui pengumpulan dan pengangkutan jaring ikan
bekas serta penguatan kapasitas pengelolaan bank limbah.
Program in the Kalibaru Coastal
Area, North Jakarta Implementing various activities that contribute to building a fishing net
waste management system managed by a community-based waste
Nilai SROI bank through the collection and transportation of used fishing nets as
SROI Score
well as strengthening the capacity of waste bank management.
1,3
Program Desa Binaan
Senteluk, Lombok Barat, Mendukung pengembangan port tourism dengan memberikan pelatihan,
Nusa Tenggara Barat pendampingan, dan bantuan infrastruktur dan sarana prasarana
Senteluk Village Development pendukung kegiatan pariwisata.
Program, West Lombok, West
Supporting the development of port tourism by providing training,
Nusa Tenggara mentoring, and assistance with infrastructure and facilities to support
Nilai SROI tourism activities
SROI Score
2,17
TANGGUNG JAWAB KEPADA
PELANGGAN
Responsibility to Customers
Pelindo menyediakan layanan kepelabuhanan yang Pelindo provides reliable and safe port services with a
andal dan aman dengan orientasi pada kebutuhan strong orientation toward meeting the needs of service
pengguna jasa. Dalam menyediakan layanan, Pelindo users. In delivering these services, Pelindo applies
menerapkan prinsip kesetaraan tanpa membedakan the principle of equality without discriminating against
latar belakang pelanggan, sejalan dengan Undang- customers based on their background, in line with Article
Undang Perlindungan Konsumen Pasal 7 (c) mengenai 7(c) of the Consumer Protection Law, which requires
kewajiban pelaku usaha untuk melayani konsumen business actors to serve consumers properly, honestly,
secara benar, jujur, dan tanpa diskriminasi. Prinsip ini and without discrimination. This principle is also aligned
juga selaras dengan Pedoman Kode Etik Bisnis Pelindo with Pelindo’s Business Code of Conduct, Chapter
Bab II Etika Profesional, Subbab D tentang Hubungan II on Professional Ethics, Subchapter D concerning
dengan Pelanggan. Untuk memperluas akses informasi Relations with Customers. To expand access to service
layanan, Perseroan menyajikan informasi melalui website information, the Company provides information through
resmi Pelindo serta menyediakan e-service untuk Pelindo’s official website and offers e-services to facilitate
pemenuhan kebutuhan layanan dan pembayaran jasa service requests and port service payments, featuring
kepelabuhanan, dengan fitur e-registration, e-booking, e-registration, e-booking, e-tracking/tracing, e-payment,
e-tracking/tracing, e-payment, e-billing, dan e-care. [GRI e-billing, and e-care. [GRI 3-3] [SEOJK F.17, F.26]
3-3] [SEOJK F.17, F.26]
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustainability Governance
Komitmen tersebut dijalankan melalui pengelolaan The commitment is implemented through service
layanan yang mencakup penyediaan jasa yang aman, management practices that include the provision of
komunikasi pemasaran dan pelibatan pelanggan, serta safe services, marketing communication and customer
pengukuran kepuasan pelanggan secara berkala. Pada engagement, as well as the regular measurement of
sisi operasional, Pelindo mengembangkan Pelindo customer satisfaction. On the operational side, Pelindo
Terminal Operating System Multipurpose (PTOS-M) developed the Pelindo Terminal Operating System
sebagai single platform untuk mendukung layanan Multipurpose (PTOS-M) as a single platform to support
operasional kepelabuhanan kargo non-peti kemas. port operational services for non-containerized cargo.
Pelindo juga melanjutkan transformasi digital untuk Pelindo also continues its digital transformation to
mempermudah akses layanan, disertai pengelolaan facilitate easier access to services, accompanied by
keamanan privasi dan informasi guna menjaga the management of privacy and information security to
kepercayaan pelanggan dalam pemanfaatan layanan maintain customer trust in technology-based services.
berbasis teknologi. Untuk menjaga konsistensi kualitas To ensure consistent service quality, the Company
layanan, Perseroan meninjau standar layanan secara periodically reviews its service standards to ensure
berkala agar tetap selaras dengan SOP yang berlaku. alignment with the applicable SOPs.
Perseroan menerapkan kebijakan pengelolaan data The Company implements a customer data management
pelanggan berdasarkan Peraturan Direksi PT Pelabuhan policy based on the Board of Directors Regulation of
Indonesia (Persero) Nomor HK.01/28/12/1/BNPL/ PT Pelabuhan Indonesia (Persero) No. HK.01/28/12/1/
UTMA/PLND-22 tanggal 28 Desember 2022 tentang BNPL/UTMA/PLND-22 dated December 28, 2022
Pedoman Bina Pelanggan untuk menjaga privasi serta concerning Customer Development Guidelines, aimed
mencegah kebocoran, pencurian, dan kehilangan data. at safeguarding privacy and preventing data leakage,
Data pelanggan dihimpun melalui cabang, terminal, theft, and loss. Customer data is collected through
atau pelabuhan dan diinput ke sistem Customer branches, terminals, or ports and entered into the
Relationship Management (CRM), lalu dipantau dan Customer Relationship Management (CRM) system,
dievaluasi berkala. Jika terdapat ketidaksesuaian, unit where it is regularly monitored and evaluated. If any
terkait menghubungi pelanggan untuk pembaruan data. discrepancies are identified, the relevant unit contacts
Sepanjang 2025, tidak terdapat pengaduan maupun customers to update the data. Throughout 2025, there
insiden terkait pengelolaan data pelanggan. [GRI 418-1] were no complaints or incidents related to customer data
[SV-PS-230a.2] [SV-PS-230a.3] management.[GRI 418-1] [SV-PS-230a.2] [SV-PS-230a.3]
Secara strategis, pencapaian tingkat kepuasan Strategically, achieving a high level of customer
pelanggan yang tinggi mampu memperkuat posisi satisfaction strengthens the Company’s competitive
kompetitif Perseroan dalam industri kepelabuhanan. position in the port industry. Consistently maintaining
Keandalan operasi yang terjaga secara konsisten operational reliability aims to mitigate financial risks,
bertujuan untuk memitigasi risiko finansial, terutama particularly those related to potential increases in
terkait potensi peningkatan biaya kompensasi dan compensation and insurance costs resulting from
asuransi akibat kerusakan kargo atau keterlambatan cargo damage or service delays. Stakeholders directly
layanan. Dampak positif ini turut dirasakan langsung oleh benefit from these positive impacts through faster and
para pemangku kepentingan melalui proses distribusi more cost-efficient distribution processes. Conversely,
yang lebih cepat dan efisien secara biaya. Sebaliknya, the effectiveness of operational services is a key factor
efektivitas layanan operasional menjadi faktor kunci for service providers in avoiding inflated vessel charter
bagi perusahaan pelayanan dalam menghindari costs and fuel consumption that may arise in the event of
pembengkakan biaya sewa kapal serta konsumsi bahan disruptions in port services. [GRI 3-3]
bakar yang dapat timbul apabila terjadi hambatan dalam
layanan pelabuhan. [GRI 3-3]
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Standarisasi CRM melalui CONNECT
CRM Standardization through CONNECT
Perseroan menerapkan sistem Single Customer Relationship The Company implements a Single Customer Relationship
Management (CRM) bernama CONNECT (CRM Pelindo Management (CRM) system known as CONNECT (CRM Pelindo
Network) yang digunakan oleh seluruh tim komersial pelanggan Network), which is used by all commercial customer teams
di lingkungan Regional, Cabang, Subholding, Terminal, dan Anak across Regional Offices, Branches, Subholdings, Terminals,
Perusahaan Pelindo. Sistem ini mendukung pengelolaan single and Subsidiaries within the Pelindo Group. This system supports
data pelanggan, pencatatan aktivitas dan keluhan pelanggan, the management of a single customer data, records customer
integrasi penyampaian keluhan dari Customer Care Pelindo 102 activities and complaints, integrates complaint submissions
ke seluruh entitas Pelindo Group, serta memantau pelaksanaan from Pelindo Customer Care 102 across all Pelindo Group
Survei Kepuasan Pelanggan, sehingga memperkuat entities, and monitors the implementation of the Customer
standardisasi pengelolaan data dan hubungan pelanggan, Satisfaction Survey, therefore strengthens the standardization
khususnya pada layanan kepelabuhanan. Hingga tahun 2025, of customer data management and customer relationship
implementasi sistem ini telah mencakup: management, particularly in port service operations. As of
2025, the implementation of this system has covered:
• Seluruh Cabang Pelabuhan Perseroan • All of the Company’s Port Branches
• Subholding SPTP, seluruh terminal di bawah SPTP, serta PT • SPTP Subholding, all terminals under SPTP, and PT IPC
IPC TPK TPK
• Subholding SPMT, seluruh branch di bawah SPMT, serta PT • SPMT Subholding, all branches under SPMT, as well as PT
IKT Tbk dan PT PTP IKT Tbk and PT PTP
• Subholding SPJM beserta seluruh wilayah/area SPJM • SPJM Subholding and all SPJM regions/areas
• Subholding SPSL serta anak perusahaannya, yaitu MTI dan • SPSL Subholding and its subsidiaries, namely MTI and PIL
PIL
*) Perseroan akan melanjutkan implementasi CONNECT pada tahun 2026 yang mencakup PT TPS, PT TTL, PT KKT, PT JAI, PT PMS, PT LEGI, PT EPI, serta
entitas lainnya seperti BMS.
*) The Company will continue the implementation of CONNECT in 2026, which will include PT TPS, PT TTL, PT KKT, PT JAI, PT PMS, PT LEGI, PT EPI, as well
as other entities such as BMS.
Jasa yang Aman Safe Services
Pelindo menjadikan aspek keselamatan dan Pelindo prioritizes safety and security in delivering port
keamanan sebagai prioritas dalam pemberian services to customers. To support service reliability, the
layanan kepelabuhanan kepada pelanggan. Untuk Company has implemented an Occupational Health and
mendukung keandalan layanan, Perseroan telah Safety Management System (SMK3), ISO 45001:2018,
mengimplementasikan Sistem Manajemen K3 (SMK3), and the ISPS Code. Through the integration of these
ISO 45001:2018, dan ISPS Code. Melalui integrasi standards, Pelindo ensures the health and safety of
standar tersebut, Pelindo menjamin kesehatan dan customers within its operational areas. [GRI 416-1]
keselamatan pelanggan di lingkungan operasional.
[GRI 416-1]
Pada aspek keamanan pelabuhan, Pelindo menerapkan In terms of port security, Pelindo applies the International
International Ship and Port Security (ISPS) Code untuk Ship and Port Facility Security (ISPS) Code to identify
mengidentifikasi ancaman keamanan dan menetapkan security threats and establish preventive measures
langkah pencegahan terhadap insiden yang dapat against incidents that may affect ships and port facilities
berdampak pada kapal maupun fasilitas pelabuhan involved in international trade. The implementation of the
dalam perdagangan internasional. Penerapan ISPS ISPS Code refers to the amendments to the International
Code mengacu pada amandemen atas International Convention for the Safety of Life at Sea (SOLAS)
Convention for the Safety of Life at Sea (SOLAS) 1974/1988, which regulates international maritime safety
1974/1988 yang mengatur ketentuan keselamatan and security, including security requirements for ships
dan keamanan pelayaran internasional, termasuk and port facilities. These provisions are also aligned with
persyaratan keamanan kapal dan fasilitas pelabuhan. the Decree of the Minister of Transportation No. KM.33
Ketentuan tersebut juga selaras dengan Keputusan of 2002 and international standards referring to the
Menteri Perhubungan Nomor KM.33 Tahun 2002 serta regulations of the International Maritime Organization
standar internasional yang merujuk pada ketentuan (IMO). [SEOJK F.27]
International Maritime Organization (IMO). [SEOJK F.27]
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustainability Governance
Cakupan Penerapan Keamanan Pelabuhan ISPS Code [SEOJK F.27]
Scope of ISPS Code Implementation in Port Security
ISPS Code
ISPS Code
63
Wilayah
Area
88,73%
Di tengah dinamika operasional dan pengembangan Amid the dynamics of port operations and development,
pelabuhan, Pelindo mengelola risiko potensial maupun Pelindo manages both potential and actual risks through
faktual melalui pemetaan pada aspek LST sebagaimana mapping across ESG aspects, as outlined in this report,
diuraikan dalam laporan ini, guna menjaga konsistensi to maintain consistency and reliability in service delivery.
dan keandalan penyediaan jasa. Sepanjang tahun 2025, Throughout 2025, there were no incidents of non-
tidak terdapat insiden ketidakpatuhan terkait dampak compliance related to the health and safety impacts of
kesehatan dan keselamatan jasa dan tidak terdapat jasa services, and no Pelindo services were withdrawn for any
Pelindo yang ditarik kembali dengan alasan apa pun. [GRI reason. [GRI 416-2] [SEOJK F.28, F.29]
416-2] [SEOJK F.28, F.29]
Komunikasi Pemasaran Marketing Communication
Pelindo membangun hubungan yang berkelanjutan Pelindo builds sustainable relationships with customers
dengan pelanggan melalui program keterlibatan dan through engagement and retention programs that
retensi yang mengacu pada pelanggan utama yang telah focus on identified key customers. These efforts are
ditetapkan. Upaya tersebut diwujudkan dengan program implemented through the Customer Development
Bina Pelanggan yang dilaksanakan melalui kegiatan Program, which is carried out through the following
berikut: [GRI 3-3] activities: [GRI 3-3]
Program Bina Pelanggan
Customer Development Program
Coffee Morning Site Visit Customer Port Visit Customer
Coffee Morning Site Visit Customer Port Visit Customer
Customer Hearing/ Courtesy Call / Direct
Gathering/Events Customer of The Year Mailing Customer
Customer Hearing/ Customer of The Year Courtesy Call / Direct
Gathering/Events Mailing Customer
Strategi atau apresiasi lainnya yang digunakan untuk mendukung kegiatan hubungan
pelanggan utama (Key Account Relationship)
Other strategies or appreciation initiatives to support Key Account Relationship activities
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Pelaksanaan Kegiatan Pelanggan
Customer Engagement Activities
Jumlah Pelaksanaan
Jenis Kegiatan Number of Implementations
Type of activity
2025 2024 2023
Kunjungan Pelanggan
2.112 1.568 322
Customer Visits
Pertemuan Pelanggan (Rapat/ FGD/
Sharing Session/ Port Visit)
151 81 33
Customer Meetings (Meetings/FGDs/
Sharing Sessions/Port Visits)
Sosialisasi
250 318 101
Socialization
Customer Hearing/ Gathering/
117 5 0
Engagement/ Event
Coffee Morning 312 269 145
Customer Award 0 1 0
Jumlah
2.942 2.242 601
Total
Keterangan:
Mencakup data Kantor Pusat, Regional 1–4, dan 4 Subholding. Notes:
Includes data from the Head Office, Regions 1–4, and 4 Subholdings.
Customer Care
Pelindo 102 [GRI 2-16, 2-25]
Pada Mei 2025, Perseroan meluncurkan Customer Care In May 2025, the Company launched Pelindo 102 Customer
Pelindo 102 sebagai kanal tunggal layanan pelanggan Care as a single customer service channel to facilitate the
untuk memudahkan penyampaian pertanyaan, permintaan submission of questions, requests for information, and
informasi, dan pengaduan secara lebih terpusat dan efisien. complaints in a more centralized and efficient manner. This
Layanan ini dapat diakses melalui: service can be accessed via:
• Telepon | Phone : 102
• WhatsApp Chat : 0811-1552-102
• Surel | Email : customer.care@pelindo.co.id
Cakupan Layanan Scope of Services
• Pertanyaan dan permohonan informasi • Inquiries and requests for information
• Penyampaian keluhan pelanggan • Submission of customer complaints
• Penyampaian saran • Submission of suggestions
• Penyampaian apresiasi dari pelanggan dan/atau • Submission of appreciation from customers and/or
stakeholder eksternal kepada Pelindo external stakeholders to Pelindo
Cakupan layanan Customer Care Pelindo 102 meliputi The Customer Care Pelindo 102 service covers all Pelindo
seluruh Cabang Pelabuhan Pelindo serta seluruh Subholding, Port Branches as well as all Subholdings, terminals/
terminal/branch, dan Anak Perusahaan Subholding. Sejalan branches, and subsidiaries under the Subholdings. In line
dengan penerapan kanal tunggal tersebut, Cabang, with the implementation of this single channel, Branches,
Subholding, dan Anak Perusahaan tetap dapat menerima Subholdings, and Subsidiaries may still receive complaints
pengaduan secara langsung melalui walk-in customer, yaitu directly through walk-in customers, namely customers who
pelanggan yang datang langsung ke lokasi pelayanan untuk visit the service locations to submit complaints or request
menyampaikan keluhan atau permintaan informasi, maupun information, as well as through written correspondence
melalui surat kepada entitas terkait. addressed to the relevant entities.
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustainability Governance
Secara keseluruhan, laporan keluhan pelanggan yang Overall, customer complaints recorded in the form
tercatat dalam bentuk tiket, baik melalui kanal layanan of tickets, submitted through the Customer Care 102
Customer Care 102 maupun walk-in customer dan surat service channel, as well as through walk-in customers
pelanggan adalah sebagai berikut: and customer letters are presented as follows:
Standarisasi CRM melalui CONNECT
Standarization CRM through CONNECT
Jumlah Tiket Keluhan pada Tahun 2025 | Number of Complaint Tickets in 2025
Uraian Jumlah Tiket Persentase
Description Total Ticket Percentage
Jumlah tiket pada Customer Care Pelindo 102
6.829 Tiket | Tickets 55%
Number of tickets at Pelindo 102 Customer Care
Jumlah tiket yang dibuat pelanggan di entitas grup
perusahaan
5.618 Tiket | Tickets 45%
Number of tickets created by customers in the company’s
group entities
Total 12.447 Tiket | Tickets 100%
Status Penanganan Tiket Keluhan pada Tahun 2025 | Complaint Ticket Handling Status in 2025
Status Jumlah Tiket Persentase
Status Total Ticket Percentage
Masih dalam proses penanganan
1.288 Tiket | Tickets 10%
Still in process of handling
Selesai ditangani
11.159 Tiket | Tickets 90%
Resolved
Total 12.447 Tiket | Tickets 100%
Perseroan juga memastikan pelanggan memperoleh The Company also ensures that customers receive
penjelasan yang memadai mengenai ketentuan layanan, adequate explanations regarding service provisions, the
penggunaan jasa secara aman, serta informasi relevan safe use of services, and other relevant information in
lainnya sesuai ketentuan yang berlaku. Seluruh (100%) accordance with applicable regulations. All services and
jasa dan aplikasi penunjang layanan telah melalui supporting service applications (100%) have undergone
pengujian dan evaluasi secara menyeluruh sebelum comprehensive testing and evaluation prior to their
diluncurkan. Sejalan dengan hal ini, Perseroan tidak launch. In line with this, the Company did not receive any
menerima sanksi atau denda terkait ketidakpatuhan pada sanctions or fines related to non-compliance with product
aspek pemberian informasi/produk maupun komunikasi and service information or marketing communication
pemasaran sepanjang tahun 2025. [GRI 417-1, 417-2, 417-3] aspects throughout 2025. [GRI 417-1, 417-2, 417-3] [SEOJK F.27]
[SEOJK F.27]
Survei Kepuasan Pelanggan Customer Satisfaction Survey
Pelindo melaksanakan survei kepuasan pelanggan secara Pelindo conducts periodic customer satisfaction surveys
berkala untuk mengukur persepsi atas kualitas layanan to measure perceptions of service quality while ensuring
sekaligus memastikan kesesuaian layanan dengan that services remain aligned with customer expectations.
harapan pelanggan. Kepuasan pelanggan dipandang Customer satisfaction plays an important role in building
berperan penting dalam membangun kepercayaan trust, which in turn encourages customer loyalty and
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
yang mendorong loyalitas dan keterikatan pelanggan engagement, thereby supporting the sustainability of
(customer engagement), sehingga mendukung the port business. To ensure transparency, objectivity,
keberlanjutan bisnis kepelabuhanan. Untuk menjamin and accountability, the surveys are conducted by an
transparansi, objektivitas, dan akuntabilitas, pelaksanaan independent consultant, covering the measurement
survei dilakukan oleh konsultan independen, mencakup of customer satisfaction, customer loyalty, customer
pengukuran kepuasan (customer satisfaction), loyalitas engagement, and the net promoter score.
(customer loyalty), keterikatan (customer engagement),
dan net promotor score.
Dalam survei kepuasan pelanggan tahun 2025, Pelindo In the 2025 Customer Satisfaction Survey, Pelindo
menetapkan cakupan responden yang mencakup defined the respondent scope to include vessel and
pengguna jasa kapal dan barang (cargo owner/agen cargo service users (cargo owners/shipping agents/
pelayaran/EMKL/forwarder), nahkoda kapal dan EMKL/forwarders), ship captains and passengers, as
penumpang, serta pengguna jasa properti, logistik well as users of property, second-line logistics, water, and
lini II, air, dan listrik. Ruang lingkup penilaian meliputi electricity services. The scope of assessment covered
pelayanan kapal di Dermaga Umum dan TUKS, vessel services at Public Wharves and TUKS, cargo
pelayanan barang, pelayanan terminal penumpang, handling services, passenger terminal services, property
jasa properti, car terminal, logistik, serta air dan listrik, services, car terminals, logistics services, as well as water
dengan pengumpulan data secara online melalui tautan and electricity services, with data were collected online
kuesioner dan QR code. through questionnaire links and QR codes.
Selama pelaksanaan survei, Pelindo bersama konsultan During the survey implementation, Pelindo, together with
memantau tingkat partisipasi melalui dashboard the consultant, monitored participation rates through
P-CONNECT, menerapkan cut off pengumpulan data, the P-CONNECT dashboard, applied a data collection
serta melakukan reminder untuk meningkatkan tingkat cut-off period, and conducted reminders to increase
respons, temuan, dan umpan balik yang terkumpul response rates. The findings and feedback collected
selanjutnya diolah dan dikomunikasikan sebagai dasar were subsequently processed and communicated as the
tindak lanjut perbaikan layanan. basis for service improvement follow-ups.
Pengukuran dilakukan menggunakan Customer The measurement used the Customer Satisfaction Index
Satisfaction Index (CSI), Customer Loyalty Index (CLI), (CSI), Customer Loyalty Index (CLI), and Customer
dan Customer Engagement Index (CEI) berbasis Engagement Index (CEI) based on a Likert scale ranging
skala Likert dengan rentang nilai 1 sampai 5, serta from 1 to 5, as well as the Net Promoter Score (NPS) based
Net Promotor Score (NPS) berbasis persentase (%). on percentage (%). Out of 4,149 respondents, Pelindo
Dari 4.149 responden, Pelindo mencatat nilai CSI recorded a consolidated CSI score of 4.42 categorized
konsolidasian sebesar 4,42 dengan kategori sangat as very satisfied, a CLI score of 4.43, and a CEI score
puas, CLI sebesar 4,43, dan CEI sebesar 4,46, yang of 4.46, indicating positive customer perceptions of the
menunjukkan persepsi pelanggan yang positif terhadap Company’s service quality.
kualitas layanan Perseroan.
Dalam dua tahun terakhir, NPS ditetapkan sebagai salah Over the past two years, the Net Promoter Score (NPS)
satu Key Performance Indicator (KPI) Perseroan untuk has been established as one of the Company’s Key
mengukur loyalitas pelanggan. Pada 2025, target NPS Performance Indicators (KPI) to measure customer
ditetapkan sebesar 46%, dengan realisasi mencapai loyalty. In 2025, the NPS target was set at 46%, with actual
60,46% yang mencerminkan tingkat kepuasan dan achievement reaching 60.46%, reflecting a high level of
loyalitas pelanggan yang tinggi. Capaian ini tidak hanya customer satisfaction and loyalty. This achievement not
melampaui target yang telah ditetapkan, tetapi juga only exceeded the established target but also indicates
juga menunjukkan bahwa nilai NPS Perseroan berada that the Company’s NPS is above the global average for
di atas rata-rata global industri transportasi dan logistik. the transportation and logistics industry. The following
Berikut rincian hasil survei kepuasan pelanggan yang presents the details of the customer satisfaction survey
dilaksanakan oleh Perseroan. [SEOJK F.30] results conducted by the Company. [SEOJK F.30]
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustainability Governance
Indeks Kepuasan Pelanggan
2025 2024
Customer Satisfaction Index
Lokasi Operasional | Operational Location
Regional 1 4.25
Region1 4.29
Regional 2 4.62
Region 2 4.39
Regional 3 4.37
Region 3 4.28
Regional 4 4.41
Region 4 4.14
4.34
SPTP 4.21
4.52
SPMT 4.29
4.40
SPSL 4.16
4.39
SPJM 4.26
Pelindo (Konsolidasi) 4.42
Pelindo (Consolidated) 4.26
Indeks Loyalitas Pelanggan
2025 2024
Customer Loyalty Index
Lokasi Operasional | Operational Location
Regional 1 4,29
Region1 4,33
Regional 2 4,62
Region 2 4,43
Regional 3 4,39
Region 3 4,34
Regional 4 4,38
Region 4 4,25
4,37
SPTP 4,31
4,52
SPMT 4,27
4,37
SPSL 4,17
4,42
SPJM 4,41
Pelindo (Konsolidasi) 4,43
Pelindo (Consolidated) 4,32
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Indeks Engagement Pelanggan
2025 2024
Customer Engagement Index
Lokasi Operasional | Operational Location
Regional 1 4.33
Region1 4.32
Regional 2 4.64
Region 2 4.47
Regional 3 4.41
Region 3 4.35
Regional 4 4.44
Region 4 4.23
4.37
SPTP 4.38
4.55
SPMT 4.26
4.45
SPSL 4.25
4.46
SPJM 4.42
Pelindo (Konsolidasi) 4.46
Pelindo (Consolidated) 4.34
Net Promotor Score 2025 2024
Net Promotor Score
Lokasi Operasional | Operational Location
Regional 1 55,79%
Region1 26,93%
Regional 2 72,19%
Region 2 60,24%
Regional 3 59,04%
Region 3 50,46%
Regional 4 57,51%
Region 4 40,22%
49,48%
SPTP 37,70%
60,38%
SPMT 40,17%
50,63%
SPSL 49,25%
55,11%
SPJM 54,41%
Pelindo (Konsolidasi) 60,46%
Pelindo (Consolidated) 47,26%
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4
Transformasi
Lingkungan
Hijau
Green Environmental
Transformation
Page 169
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Accelerating Sustainable Port and Maritime TENTANG PELINDO TATA KELOLA KEBERLANJUTAN
Connectivity Across the Value Chain About Pelindo Sustainability Governance
Kesadaran akan pentingnya daya dukung lingkungan Recognizing the critical importance of environmental
mendorong Pelindo dalam mengintegrasikan prinsip carrying capacity, Pelindo integrates sustainability
keberlanjutan ke dalam inti strategi bisnis guna mencapai principles into the core of its business strategy to achieve
operasi bisnis yang efisien, bertanggung jawab terhadap efficient operations, environmental responsibility, and
lingkungan, dan memberikan dampak positif di sekitar. positive impacts on surrounding communities. To support
Dalam menjalankan hal tersebut, Pelindo membuat this commitment, Pelindo established an Environmental
kebijakan Environmental Management System, Management System policy, a sustainability policy, and
kebijakan keberlanjutan, dan strategi keberlanjutan guna a sustainability strategy to ensure that all operational
memastikan setiap aktivitas operasional berkontribusi activities contribute to environmental preservation for
pada pelestarian lingkungan untuk generasi mendatang. future generations.
Pelindo melakukan pengelolaan lingkungan berkelanjutan
berdasarkan Peraturan Direksi PT Pelabuhan Indonesia (Persero)
Nomor HK.01/2/2/3/PIPP/UTMA/PLND 2024 tentang Pedoman
Penerapan Upaya Keberlanjutan Perusahaan di Lingkungan
PT Pelabuhan Indonesia (Persero).
Pelindo implements sustainable environmental management in
accordance with the Board of Directors Regulation of PT Pelabuhan
Indonesia (Persero) No. HK.01/2/2/3/PIPP/UTMA/PLND 2024 on the
Guidelines for Implementing Corporate Sustainability Initiatives within
PT Pelabuhan Indonesia (Persero).
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
PELABUHAN HIJAU RAMAH LINGKUNGAN
Environmentally Sustainable Green Ports
Seluruh rangkaian layanan pelabuhan dan logistik Pelindo’s port and logistics operations require significant
Pelindo memerlukan konsumsi energi yang signifikan energy consumption, which directly contributes to
yang berdampak langsung terhadap emisi di kawasan emissions within operational areas and may accelerate
operasional dan berpotensi mempercepat perubahan climate change while increasing the risk of higher
iklim serta meningkatkan risiko beban biaya operasional operating costs and environmental remediation in
maupun pemulihan dampak lingkungan di area port areas. The Company is committed to developing
pelabuhan. Perseroan berkomitmen mewujudkan sustainable and environmentally friendly ports (green
pelabuhan yang berkelanjutan dan ramah lingkungan port and smart port), implemented through the
(green port and smart port) yang diimplementasikan modernization of electrically powered cargo handling
melalui modernisasi peralatan bongkar muat bertenaga equipment, optimization of vessel traffic flow to improve
listrik, optimalisasi arus lalu lintas kapal untuk efisiensi fuel efficiency, and the development of green areas as
bahan bakar, serta pengembangan kawasan hijau natural carbon sinks.
sebagai penyerap karbon alami.
Operasionalisasi green port pada empat lokasi The implementation of green port initiatives across
pelabuhan Pelindo telah dievaluasi oleh pihak ketiga four Pelindo port locations has been evaluated by
independen dengan skor rata-rata sebesar 74,02. independent third parties, with an average score of
Di samping evaluasi teknis tersebut, pemantauan 74.02. In addition to these technical assessments, the
kepatuhan lingkungan Perseroan secara rutin dilakukan Company’s environmental compliance is regularly
melalui penilaian PROPER oleh Kementerian Lingkungan monitored through the PROPER evaluation conducted
Hidup. Saat ini, Perseroan sedang mempersiapkan by the Ministry of Environment. The Company is currently
pengembangan cakupan audit internal serta eksternal preparing to expand the scope of both internal and
terkait aspek lingkungan untuk melengkapi evaluasi yang external environmental audits to further strengthen its
sudah berjalan. existing evaluation framework.
1 12
PROPER PROPER
HIJAU | Green BIRU | Blue
Identifikasi dan Mitigasi Dampak Environmental Impact
Lingkungan Identification and Mitigation
Pelindo telah mengidentifikasi dan menyusun rencana Pelindo has identified and developed a monitoring plan for
pemantauan potensi dampak lingkungan yang timbul potential environmental impacts arising from its business
dari aktivitas bisnis dan rantai operasional serta langkah activities and operational chain, along with mitigation
mitigasinya yang dilaporkan secara kontinu kepada KLH. measures, which are reported on an ongoing basis to the
Identifikasi terhadap dampak operasional telah dipetakan Ministry of Environment and Forestry. The identification
secara menyeluruh, mencakup emisi gas rumah kaca dari of operational impacts has been comprehensively
konsumsi BBM dan listrik, risiko tumpahan minyak di area mapped, covering greenhouse gas emissions from fuel
perairan, hingga polusi udara dan suara dari alat berat. and electricity consumption, the risk of oil spills in water
[SEOJK F.23, F.28] bodies, as well as air and noise pollution from heavy
machinery. [SEOJK F.23, F.28]
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Potensi Dampak
Lokasi Operasional Sumber Dampak Lingkungan Langkah Mitigasi
Operational Location Source of Impact Potential Environmental Mitigation Measures
Impact
Perkantoran, lapangan, Penggunaan Bahan Emisi Gas Rumah Kaca 1. Transisi ke alat bongkar muat bertenaga listrik
dan pelabuhan Bakar Minyak (BBM) (GRK) 2. Pemantauan emisi secara berkala
Offices, yards, and port Fuel Consumption Greenhouse Gas (GHG) 3. Penyediaan On-Shore Power Supply untuk
areas Emissions mengurangi emisi kapal
1. Transition to electrically powered cargo
handling equipment
2. Periodic emissions monitoring
3. Provision of On-Shore Power Supply to reduce
vessel emissions
Laut Tumpahan minyak dan Polusi laut 1. Penyediaan Reception Facilities untuk
Sea limbah kapal Marine pollution pengelolaan limbah kapal
Oil spills and vessel 2. Pemantauan terhadap sampah di pelabuhan
waste dan kapal
1. Provision of Reception Facilities for the
management of ship-generated waste
2. Monitoring of waste in port areas and on vessels
Lingkungan sekitar Aktivitas kendaraan dan Polusi udara dan suara 1. Pemantauan kualitas udara dan tingkat
pelabuhan mesin-mesin besar dapat memengaruhi kebisingan secara berkala
Areas surrounding the port Vehicle operations and kualitas lingkungan 1. Periodic monitoring of air quality and noise
heavy machinery Air and noise pollution that levels
may affect environmental
quality
Komitmen Perseroan terhadap pengelolaan lingkungan The Company’s commitment to environmental
hidup diperkuat melalui sertifikasi internasional ISO management is reinforced through ISO 14001:2015
14001:2015 tentang Sistem Manajemen Lingkungan certification on Environmental Management Systems
(SML) pada 90% dari total Grup Pelindo sebagai (EMS), covering 90% of the total Pelindo Group as
perwujudan konsistensi pengendalian dampak a demonstration of consistent environmental impact
lingkungan. Selain itu, sertifikasi Sistem Manajemen control. In addition, Environmental Management System
Lingkungan juga dilaksanakan sesuai dengan kebutuhan certification is implemented in accordance with the
masing-masing wilayah kerja operasional, sebagaimana specific needs of each operational area, in line with the
kebijakan internal perusahaan yang berlaku. Company’s internal policies.
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
KETAHANAN IKLIM
Climate Resilience
Perubahan iklim menjadi tantangan global yang menuntut Climate change presents a global challenge that
perhatian khusus dari Pelindo dalam pengelolaan requires Pelindo to place strong emphasis on energy
energi dan mitigasi emisi gas rumah kaca (GRK) pada management and greenhouse gas (GHG) emissions
seluruh lini operasional. Sebagai bentuk tanggung mitigation across all operational lines. As a form of
jawab lingkungan, Perseroan berkomitmen memperkuat environmental responsibility, the Company is committed
ketahanan iklim melalui penetapan target pengurangan to strengthening climate resilience through the
emisi yang terukur serta implementasi langkah-langkah establishment of measurable emission reduction targets
efisiensi energi yang komprehensif. Upaya ini secara and the implementation of comprehensive energy
strategis bertujuan untuk mengurangi ketergantungan efficiency measures. These strategic efforts aim to
perusahaan terhadap fluktuasi harga energi fosil, reduce the Company's dependence on fossil fuel price
sekaligus memastikan operasional pelabuhan menjadi fluctuations while ensuring that port operations become
lebih ramah lingkungan dan berkelanjutan dalam jangka more environmentally friendly and sustainable in the long
panjang. term.
Meskipun membutuhkan investasi awal (CapEx) Although requiring a substantial initial investment
yang cukupp tinggi, transisi energi ini memberikan (CapEx), this energy transition delivers positive impacts
dampak positif bagi pemangku kepentingan melalui to stakeholders by improving air quality around the port
peningkatan kualitas udara di sekitar area pelabuhan. Di area. On the other hand, the Company carefully mitigates
sisi lain, Perseroan secara saksama memitigasi potensi potential significant burdens on the local electrical
beban signifikan pada infrastruktur listrik lokal guna infrastructure to maintain energy supply stability in
menjaga stabilitas pasokan energi di daerah tersebut. the region. Through an integrated approach, Pelindo
Melalui pendekatan terintegrasi, Pelindo berupaya strives to balance the need for low-carbon technology
menyeimbangkan antara kebutuhan akselerasi teknologi acceleration with infrastructural resilience to realize a
rendah karbon dengan ketahanan infrastruktur untuk maritime ecosystem that is resilient to climate change.
mewujudkan ekosistem maritim yang tangguh terhadap [GRI 3-3]
perubahan iklim. [GRI 3-3]
Pengelolaan Energi Energy Management
Dalam menjalankan kegiatan operasionalnya, Pelindo In its operational activities, Pelindo relies on fuel supply
bergantung pada suplai bahan bakar minyak (BBM) dari from external providers and electricity supply from PT
penyedia eksternal dan suplai listrik dari PT Perusahaan Perusahaan Listrik Negara (PLN), with a smaller portion
Listrik Negara (PLN) dan sebagian kecil dipasok oleh PT supplied by PT Energi Pelabuhan Indonesia (EPI) in
Energi Pelabuhan Indonesia (EPI) bersama PT Haleyora collaboration with PT Haleyora Power. In addition to third-
Power. Selain mengandalkan listrik dari pihak ketiga, party electricity, the Company has integrated renewable
Perseroan mengintegrasikan energi terbarukan melalui energy through the installation of solar power plants
penerapan Pembangkit Listrik Tenaga Surya (PLTS) (PLTS) with a total capacity of 1,268 kilowatts, achieving
dengan total daya mencapai 1.268 kilo watt mencapai emissions reductions of 857.87 tons of CO2 per year as
reduksi emisi 857,87 ton CO2 per tahun sebagai bagian part of its commitment to supporting net zero emission
dari komitmen mendukung target net zero emission. target. [GRI 3-3]
[GRI 3-3]
Hingga tahun pelaporan, Perusahaan telah memperoleh As of the reporting year, the Company has obtained ISO
sertifikasi sistem manajemen energi ISO 50001:2018 50001:2018 Energy Management System certification at
pada PT Terminal Petikemas Surabaya dan PT Terminal PT Terminal Petikemas Surabaya and PT Terminal Teluk
Teluk Lamong sebagai bukti komitmen Perseroan dalam Lamong, demonstrating its commitment to implementing
menerapkan sistem manajemen energi yang berstandar internationally recognized energy management
internasional. Pencapaian ini mencerminkan efektivitas practices. This achievement reflects the effectiveness
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Connectivity Across the Value Chain About Pelindo Sustainability Governance
upaya efisiensi energi yang terukur di seluruh lini bisnis of measurable energy efficiency initiatives across its
guna mendukung target penurunan konsumsi energi business lines in supporting sustained reductions in
secara berkelanjutan. energy consumption.
Intensitas konsumsi energi pada tahun 2025 tercatat Energy consumption intensity in 2025 increased
mengalami peningkatan dibandingkan tahun compared to the previous year, rising from 81.80 to
sebelumnya, yang semula 81,80 menjadi 109,84. 109.84. This increase was driven by the expanded
Kenaikan ini dipengaruhi oleh perluasan cakupan data data scope through the inclusion of Pelindo Multi
melalui penambahan entitas Pelindo Multi Terminal pada Terminal within the Sub-holding Group and Non-
Subholding Group dan Anak Perusahaan Non-Klaster, Cluster Subsidiaries, as well as higher container and
serta peningkatan aktivitas throughput petikemas dan vessel throughput activities, which led to increased fuel
kapal yang berdampak pada volume penggunaan bahan consumption.
bakar.
Konsumsi Energi [GRI 302-1, 302-3] [SEOJK F.6] [TR-MT-110a.3]
Energy Consumption
Jenis Energi Satuan
20251 20242 20233
Energy Type Unit
Energi Terbarukan
Renewable Energy
Pembangkit Listrik Tenaga Surya4
GJ 4.102 3.933 496
Solar Panel4
Total Konsumsi Energi Terbarukan
GJ 4.102 3.933 496
Total Renewable Energy Consumption
Energi Tidak Terbarukan
Non-Renewable Energy
Listrik dari Pihak Ketiga
GJ 829.084 1.068.926 908.031
Electricity from Third Parties
Bahan Bakar5
GJ 3.445.248 1.523.583 2.357.780
Fuel5
Total Konsumsi Energi Tidak Terbarukan
GJ 4.274.332 2.592.509 3.265.811
Total Non-Renewable Energy Consumption
Total Konsumsi Energi
GJ 4.278.434 2.596.443 3.266.307
Total Energy Consumption
Intensitas Konsumsi Energi6 GJ/Rp Miliar
116,49 74,54 96,31
Energy Consumption Intensity6 GJ/Rp Billion
Keterangan: Notes:
1
Data mencakup Kantor Pusat, Subholding Group, Regional dan Cabang, 1
The data includes the Head Office, Group Subholding Companies, Regional
dan Anak Perusahaan Non Klaster sehingga menyebabkan peningkatan Offices and Branches, and Non-Cluster Subsidiaries, resulting in a significant
signifikan pada konsumsi bahan bakar sebesar 126,13%. increase in fuel consumption of 126.13%.
2
Data mencakup Holding, Subholding (standalone), Regional dan Cabang. 2
Data covers the Holding, Sub-holding (standalone), Regional, and Branches.
3
Data pada tahun 2023 meliputi Pelindo Subholding. 3
Data for 2023 includes Pelindo Sub-holding.
4
Data pada 2025 mencakup PLTS dan penerangan jalan umum solar panel, 4
Data for 2025 includes PLTS and solar-powered street lighting, while data for
sedangkan data pada tahun 2024 dan 2023 hanya mencakup PLTS. 2024 and 2023 includes only PLTS
5
Mencakup B40 dan bensin. 5
Includes B40 and gasoline.
6
Data tidak termasuk konsumsi energi dari perjalanan dinas dengan 6
Data excludes energy consumption from business travel by air, and intensity
pesawat dan intensitas dihitung menggunakan pendapatan usaha sebagai is calculated using operating revenue as the denominator.
denominator.
• Faktor konversi liter ke gigajoule berdasarkan hextobinary.com, sedangkan • Conversion factors from liters to gigajoules are based on hextobinary.com,
faktor konversi kWh ke gigajoule berdasarkan convertunits.com while conversion factors from kWh to gigajoules are based on convertunits.
com.
• Tahun dasar 2023. • Base year 2023.
Pelindo telah memperluas pemetaan konsumsi bahan Pelindo has expanded the mapping of fuel consumption
bakar dari perjalanan dinas udara jajaran Dewan from business air travel undertaken by the Board of
Komisaris dan Direksi Pelindo Group sebagai bagian Commissioners and Board of Directors across the
dari pelaporan emisi tidak langsung di luar organisasi. Pelindo Group as part of reporting indirect emissions
Langkah pemetaan ini adalah perwujudan komitmen outside the organization. This mapping initiative reflects
Pelindo dalam memperkuat akurasi data jejak karbon Pelindo’s commitment to enhancing the accuracy of its
dan mendukung strategi dekarbonisasi. carbon footprint data and supporting its decarbonization
strategy.
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Konsumsi Energi dari Perjalanan Dinas [GRI 302-2]
Energy Consumption from Business Travel
Total Jarak
Total Distance 20251
20242
84.020.001
3.311.502
83.937
20233
Keterangan: Notes:
1
Perjalanan dinas pesawat Dewan Komisaris, Direksi, dan seluruh pegawai 1
Business air travel for the Board of Commissioners, Board of Directors,
yang mencakup Holding, Subholding Group, Regional dan Cabang. and all employees, covering the Holding, Subholding Group, Regional, and
Branch offices.
2
Perjalanan dinas pesawat Dewan Komisaris dan Direksi terdiri dari Pelindo 2
Business air travel for the Board of Commissioners and Board of Directors,
Group. consisting of the Pelindo Group.
3
Perjalanan dinas pesawat Dewan Komisaris dan Direksi terdiri hanya Pelindo 3
Business air travel for the Board of Commissioners and Board of Directors,
Holding. consisting only of Pelindo Holding.
• Konsumsi energi di luar organisasi mengacu pada Standar Akuntansi dan • Energy consumption outside of the organization refers to the GHG Protocol
Pelaporan Rantai Nilai Korporat (Cakupan 3) Protokol GRK. Corporate Value Chain (Scope 3) Standard.
• Volume energi atau bahan bakar yang dikonsumsi dalam perjalanan dinas • The volume of energy or fuel consumed in business travel is calculated
dihitung dengan menggunakan kalkulator emisi karbon dari International using the carbon emission calculator from the International Civil Aviation
Civil Aviation Organization (ICAO). Organization (ICAO).
Sepanjang tahun 2025, belum dilakukan perhitungan Throughout 2025, no energy efficiency design
rancangan efisiensi energi untuk kapal baru. Meskipun calculations were conducted for new vessels.
demikian, Pelindo berhasil meningkatkan penggunaan Nevertheless, Pelindo increased its use of renewable
energi terbarukan sebesar 4,28% dibandingkan tahun energy by 4.28% compared to the previous year. The
sebelumnya. Beberapa upaya efisiensi energi yang Company also implemented several energy efficiency
dilakukan Perseroan, antara lain: [GRI 302-4, 302-5, 305-5] initiatives, including: [GRI 302-4, 302-5, 305-5] [SEOJK F.7] [TR-
[SEOJK F.7] [TR-MT-110a.3, TR-MT-110a.4] MT-110a.3, TR-MT-110a.4]
Elektrifikasi Alat Utama
Electrification of Key Equipment
Rubber Tyred Gantry (RTG) Quay Container Crane (QCC)
Efisiensi energi Efisiensi energi
Energy efficiency Energy efficiency
88% 84%
Reduksi emisi operasional Reduksi emisi operasional
Operational emissions reduction Operational emissions reduction
138 tCO2 216 tCO2
per tahun per unit per tahun
per year per unit per year
Lokasi proyek Pelindo IPC TPK dan TPKB memanfaatkan elektrifikasi pada peralatan bongkar buat yang memberikan dampak signifikan
terhadap lingkungan berupa peningkatan efisiensi energi dan pengurangan emisi dengan tingkat produktivitas setara. Elektrifikasi
dilakukan pada QCC dan RTG dari penggerak diesel ke elektrik.
At Pelindo IPC TPK and TPKB project sites, electrification of cargo handling equipment has been implemented, delivering significant
environmental benefits through improved energy efficiency and reduced emissions while maintaining comparable productivity levels.
This transition involves converting QCC and RTG cranes from diesel-powered to electric systems.
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Implementasi On Shore Power Supply
On-Shore Power Supply Implementation
Reduksi emisi hingga
Emissions reduction of up to
19,32% 2.140 tCO2
Per call Per tahun
Per call Per year
Pada Pelabuhan Tanjung Priok, Pelindo menggunakan dua unit On-Shore Power Supply (OPS) bagi shipping line domestik saat sandar
di pelabuhan yang memungkinkan pengurangan konsumsi bahan bakar hingga 30-33% pada tingkat adopsi saat ini. Dari sisi ekonomi,
pelanggan Pelindo dapat menghemat baiya hingga Rp300 juta per bulan.
At Port of Tanjung Priok, Pelindo operates two units of On-Shore Power Supply (OPS) for domestic shipping lines while berthed at the
port, enabling a reduction in fuel consumption of approximately 30–33% at current adoption levels. From an economic perspective,
Pelindo’s customers can achieve cost savings of up to Rp300 million per month.
Implementasi Pembangkit Listrik Tenaga Surya
Solar Panel Implementation
Kapasitas terpasang Potensi reduksi emisi
Installed capacity Potential emissions reduction
1.268 kWp 858 tCO2e
Per tahun
Per year
Hingga tahun 2025, Pelindo telah menggunakan Pembangkit Listrik Tenaga Surya (PLTS) sebagai sumber energi terbarukan yang
tersebar di berbagai pelabuhan dan fasilitas operasional. PLTS dengan mayoritas skema on-grid telah berhasil mengurangi emisi dari
substitusi konsumsi listrik berbasis energi fosil.
As of 2025, Pelindo has deployed solar power plants (PLTS) as a renewable energy source across various ports and operational
facilities. These systems, predominantly operating under an on-grid scheme, have contributed to emissions reductions by substituting
electricity consumption derived from fossil-based energy sources.
Teknologi Hibrida dengan Baterai
Hybrid Technology with Battery Systems
Implementasi teknologi hibrida dengan baterai sebagai sumber energi bantu mesin.
Implementation of hybrid battery technology as an auxiliary power source for machinery.
Biodiesel B40
B40 Biodiesel
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Pengelolaan Emisi Emissions Management
Pelindo menyadari bahwa aktivitas logistik sektor maritim Pelindo recognizes that maritime logistics activities within
dari operasionalnya memengaruhi emisi Gas Rumah its operations contribute to Greenhouse Gas (GHG)
Kaca (GRK). Oleh sebab itu, Perseroan mendorong emissions. Accordingly, the Company promotes the
penerapan strategi dekarbonisasi melalui berbagai implementation of decarbonization strategies across all
upaya di seluruh wilayah kerja. Sebagai salah satu wujud operational areas. As part of its commitment to climate
komitmen mitigasi perubahan iklim dan pencapaian change mitigation and long-term sustainability, the
keberlanjutan jangka panjang, Perseroan menetapkan Company has set a target to reduce emissions by up to
target reduksi emisi hingga 21% pada tahun 2030 21% by 2030, using 2023 as the base year, supported by
dengan tahun dasar 2023 yang diikuti dengan peta jalan a comprehensive GHG emissions reduction roadmap.
reduksi emisi GRK. [GRI 3-3] [GRI 3-3]
Peta Jalan Dekarbonisasi [TR-MT-110a.2]
Decarbonization Roadmap
Tahun Target Capaian Upaya
Year Target Achievement Effort
Penetapan baseline target reduksi emisi hingga 21% pada tahun 2030
2023
Establishment of a baseline for emissions reduction targets of up to 21% by 2030
Reduksi emisi Reduksi emisi • Penggunaan biosolar, yaitu B30 dan B40.
Emissions Reduction Emissions Reduction • Instalasi pembangkit listrik tenaga surya dan
penerangan jalan umum berbasis solar panel.
2025 17% 6,5% • Use of biodiesel, namely B30 and B40
dari baseline 2023 dari baseline 2023 • Installation of solar power plants and solar-powered
from the 2023 baseline from the 2023 baseline street lighting
• Elektrifikasi alat bongkar muat (Quay Container
Crane dan Rubber Tyred Gantry Crane) mencapai
189 unit
• Kapasitas PLTS hingga 2.055,04 kWp
• Menjangkau penyediaan fasilitas On-Shore
Reduksi emisi Power Supply di seluruh dermaga (kapal dapat
Emissions Reduction menggunakan energi listrik saat sandar di dermaga)
sebanyak 65 unit
2026 16%
dari baseline 2023 • Electrification of cargo handling equipment (Quay
from the 2023 baseline Container Cranes and Rubber Tyred Gantry Cranes)
reaching 189 units
• Solar power capacity of up to 2,055.04 kWp
• Expansion of On-Shore Power Supply facilities
across all berths, enabling vessels to use electricity
while docked, totaling 65 units
• Elektrifikasi alat bongkar muat CC dan RTG
Reduksi emisi mencapai 302 unit
Emissions Reduction • Pemanfaatan PLTS dengan kapasitas mencapai
5.200 kWp
2030 21% • Electrification of cargo handling equipment CC and
dari baseline 2023 RTG reaching 302 units
from the 2023 baseline • Utilization of PLTS with a total capacity of up to 5,200
kWp
Strategi ini dikelola melalui pemantauan intensitas emisi This strategy is managed through regular monitoring of
secara teratur dan pelaporan secara transparan pada emissions intensity and transparent reporting of Scope
emisi GRK Cakupan 1 (emisi langsung), Cakupan 2, 1 (direct emissions), Scope 2, and Scope 3 (indirect
dan Cakupan 3 (emisi tidak langsung) untuk mengukur emissions) GHG emissions to assess the effectiveness
efektivitas program dekarbonisasi di semua operasional of decarbonization programs across all business
bisnis. Perseroan telah menerapkan ISO 14064 untuk operations. The Company has implemented ISO 14064
menghitung, melaporkan, dan memverifikasi jejak GRK di to quantify, report, and verify its GHG footprint across
seluruh operasional Pelindo Terminal Petikemas. Pelindo Pelindo Container Terminal operations. Pelindo also
melakukan evaluasi kinerja terhadap target secara conducts periodic performance evaluations against its
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Connectivity Across the Value Chain About Pelindo Sustainability Governance
berkala guna memastikan keselarasan dengan regulasi targets to ensure alignment with national regulations and
nasional dan standar global, sekaligus memitigasi risiko global standards, while mitigating transition risks that
transisi yang dapat berdampak pada efisiensi finansial may impact the organization’s long-term financial and
dan operasional jangka panjang organisasi. [TR-MT-110a.1] operational efficiency. [TR-MT-110a.1]
Emisi GRK Cakupan 1 dan 2 [GRI 305-1, 305-2, 305-4] [SEOJK F.11] [TR-MT-110a.1]
Scope 1 and 2 GHG Emissions
Sumber Emisi Satuan
2025¹ 2024² 2023³
Emission Source Unit
Cakupan 1
Scope 1
Bahan Bakar4
Ton CO2eq 173.709 116.986 181.039
Fuel4
Cakupan 2
Scope 2
Pemakaian Listrik
Ton CO2eq 181.937 213.240 199.262
Electricity Consumption
Total Emisi GRK Cakupan 1 dan 2
Ton CO2eq 355.646 330.226 380.301
Total GHG Emissions Scope 1 and 2
Pengurangan Emisi GRK Cakupan 1 dan 25
Ton CO2eq 24.655 50.075
Reduction of GHG Emissions Scope 1 and 25
Intensitas Emisi GRK6 Ton CO2eq/Rp Miliar
9,68 9,487 11,21
GHG Emissions Intensity6 Ton CO2eq/Rp Billion
Keterangan: Notes:
1
Data mencakup Kantor Pusat, Subholding Group, Regional dan Cabang, dan 1
Data covers the Head Office, Sub-holding Group, Regional and Branches,
Anak Perusahaan Non Klaster. and Non-Cluster Subsidiaries.
2
Data mencakup Holding, Subholding (standalone), Regional dan Cabang. 2
Data covers the Holding, Sub-holding (standalone), Regional, and Branches.
3
Data pada tahun 2023 meliputi Pelindo Subholding. 3
Data for 2023 includes Pelindo Sub-holding.
4
Mencakup B30 dan B40, namun terdapat keterbatasan dalam proses 4
Includes B30 and B40; however, due to calculation limitations, emission
kalkulasi yang menyebabkan pencatatan emisi masih mencakup emisi records still include biogenic emissions.
biogenik.
5
Pengurangan Emisi GRK Cakupan 1 dan 2 mengacu pada base year Emisi 5
GHG Emission Reductions for Scope 1 and 2 refer to the 2023 GHG Emissions
GRK 2023. base year.
6
Intensitas dhitung menggunakan pendapatan usaha sebagai denominator. 6
Intensity is calculated using operating revenue as the denominator.
7
Terdapat penyajian data kembali dikarenakan terdapat perubahan data 7
Data has been restated due to changes in operating revenue figures.
pendapatan usaha.
• Perhitungan emisi dari pemakaian solar mengacu pada Pedoman • Emissions from diesel consumption are calculated based on the
Penyelenggaraan Inventarisasi GRK Nasional Kementerian Lingkungan 2012 National GHG Inventory Guidelines issued by the Ministry of
Hidup 2012. Environment.
• Mengacu pada The Greenhouse Gas Protocol: A Corporate Accounting • Refers to The Greenhouse Gas Protocol: A Corporate Accounting and
and Reporting Standard (GHG Protocol), 2004. Reporting Standard (GHG Protocol), 2004.
• Faktor emisi Cakupan 1 mengacu pada Kalkulator Hijau sebesar 2,63 • Scope 1 emission factors refer to the Green Calculator at 2.63 kg
kg CO2e/liter dan faktor emisi Cakupan 2 mengacu pada Kalkulator CO₂e/liter, while Scope 2 emission factors refer to the Green Calculator
Hijau sebesar 0,79 kg CO2e/kWh. at 0.79 kg CO₂e/kWh.
• Tahun dasar 2023. • Base year 2023.
• Intensitas emisi tidak termasuk perjalanan dinas dengan pesawat, • Emissions intensity excludes business air travel, as available data is
karena data terbatas hanya perjalanan dinas untuk Dewan Komisaris limited to travel undertaken by the Board of Commissioners and Board
dan Direksi. of Directors.
91.044 Emisi Biogenik pada
Tahun 2025
Ton CO2eq Biogenic Emission in 2025
Pada tahun 2025, Pelindo memperluas pengukuran In 2025, Pelindo expanded the measurement of Scope 3
emisi GRK Cakupan 3 dari perjalanan dinas udara dan GHG emissions to include business air travel and vessel
aktivitas kapal selama di pelabuhan. activities at port.
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Creating Sustainable Social Value Green Environmental Transformation
Emisi GRK Cakupan 3 [GRI 305-3] [SEOJK F.11]
Scope 3 GHG Emissions
Sumber Emisi Satuan
20251 20242 20233
Emission Source Unit
Perjalanan Dinas dengan Pesawat km 84.020.001 3.311.502 83.937
Terbang
Business Air Travel by Plane Ton CO2eq 11.316.256,40 418,05 7,45
Kegiatan kapal pada pelabuhan4
Ton CO2eq 825.556
Vessel activities at ports4
Total Emisi Cakupan 3
Ton CO2eq 12.141.812,40 418,05 7,45
Total Scope 3 Emissions
Total Emisi Cakupan 1, 2, dan 3
Ton CO2eq 12.474.558,40 330.664,05 380.308,45
Total Scope 1, 2, and 3 Emissions
Keterangan: Notes:
1
Perjalanan dinas pesawat Dewan Komisaris, Direksi, dan seluruh pegawai 1
Business air travel for the Board of Commissioners, Board of Directors,
yang mencakup Holding, Subholding Group, Regional dan Cabang. and all employees, covering the Holding, Subholding Group, Regional, and
Branch offices.
2
Perjalanan dinas pesawat Dewan Komisaris dan Direksi terdiri dari Pelindo 2
Business air travel for the Board of Commissioners and Board of Directors,
Group. consisting of the Pelindo Group.
3
Perjalanan dinas pesawat Dewan Komisaris dan Direksi terdiri hanya Pelindo 3
Business air travel for the Board of Commissioners and Board of Directors,
Holding. consisting only of Pelindo Holding.
4
Emisi cakupan 3 dari kegiatan kapal pada empat pelabuhan (Belawan, 4
Scope 3 emissions from vessel activities at four ports (Belawan, Tanjung
Tanjung Priok, Tanjung Perak, dan Makassar) dengan tahun 2025 sebagai Priok, Tanjung Perak, and Makassar), with 2025 as the base year for
tahun awal perhitungan. Perhitungan misi cakupan 3 berdasarkan GHG calculation. The Scope 3 emissions calculation is based on the GHG Protocol
Protocol Scope 3 Emissions Guideline Version 1.0 2013 dan Port Emissions Scope 3 Emissions Guideline Version 1.0 2013 and the IMO Port Emissions
Toolkit IMO 2018 Toolkit 2018.
Sepanjang tahun 2025, Pelindo mengimplementasikan Throughout 2025, Pelindo implemented an operational
program standarisasi operasional di seluruh pelabuhan standardization program across all ports and terminals,
dan terminal, elektrifikasi alat bongkar muat (seperti including the electrification of cargo handling equipment
Quay Container Crane dan Rubber Tyred Gantry Crane), (such as Quay Container Cranes and Rubber Tyred Gantry
pengembangan pembangkit listrik tenaga surya (PLTS), cranes), the development of solar power plants (PLTS),
dan penyediaan fasilitas On-Shore Power Supply and the provision of On-Shore Power Supply facilities
(kapal dapat menggunakan energi listrik saat sandar di (enabling vessels to use electricity while berthed).[GRI
dermaga). [GRI 305-5] [SEOJK F.12] [TR-MT-110a.1] 305-5] [SEOJK F.12] [TR-MT-110a.1]
Pelindo juga melakukan pengendalian kualitas udara Pelindo also carried out direct ambient air quality control
ambien secara langsung melalui pemantauan oleh pihak through third-party monitoring of key pollutants, including
ketiga terhadap polutan signifikan seperti nitrogen oksida nitrogen oxides (NOx), sulfur dioxide (SOx), carbon
(NOx), belerang dioksida (SOx), karbon monoksida (CO), monoxide (CO), and particulate matter (PM) generated
dan materi partikulat (PM) yang dihasilkan dari aktivitas from primary machinery and supporting equipment. The
mesin utama serta peralatan pendukung. Perseroan Company consistently ensures compliance with ambient
senantiasa memastikan pemenuhan baku mutu udara air quality standards across its operational areas as
ambien pada lokasi operasional sebagai komitmen part of its commitment to fulfilling environmental permit
pemenuhan izin lingkungan yang dimiliki. requirements.
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Pemantauan Kualitas Udara [TR-MT-120a.1] [GRI 305-7]
Air Quality Monitoring
Emisi Satuan
2025* 2024
Emission Unit
Partikulat debu (TSP)
µg/m³ 64,97 66,89
Total Suspended Particulate (TSP)
PM 10 µg/m³ 28,08 21,26
PM2.5 µg/m³ 18,09 11,96
NO2 µg/m³ 32.65 29,47
SO2 µg/m³ 34,85 40,43
CO µg/m³ 1.564,38 2.910,93
Catatan: Notes:
* Data mencakup Holding dan Regional serta dihitung menggunakan metode * Data covers the Holding and Regional and is calculated using an average
rata-rata berdasarkan hasil pemantauan. method based on monitoring results.
** Data 2023 belum tersedia dikarenakan belum terkonsolidasi. ** 2023 data is not yet available as it has not yet been consolidated.
Aktivitas operasional Pelindo tidak menghasilkan Ozone Pelindo’s operational activities do not produce Ozone-
Depleting Substances (ODS) yang memiliki dampak Depleting Substances (ODS) that have an ecological
ekologis. Meskipun demikian, Pelindo turut berpartisipasi impact. Nevertheless, Pelindo actively participates in the
dalam gerakan Perlindungan Lapisan Ozon (PLO) yang Ozone Layer Protection (OLP) movement by substituting
dijalankan melalui substitusi terhadap penggunaan the use of ODS across all operational facilities. This policy
Bahan Perusak Ozon (BPO) di seluruh fasilitas implementation is intended not only to mitigate ozone
operasional. Implementasi kebijakan ini tidak hanya layer degradation in accordance with Law No. 32 of 2009,
bertujuan untuk menekan dampak degradasi lapisan but also to enhance cooling performance and ensure
ozon sesuai Undang-Undang Nomor 32 Tahun 2009, sustained operational safety. [GRI 305-6]
tetapi juga untuk mengoptimalkan performa pendinginan
dan keamanan operasional secara berkelanjutan.
[GRI 305-6]
Penggunaan Refrigeran Ramah Lingkungan Alat Pemadam Api Ramah Lingkungan
Use of Environmentally Friendly Refrigerants Environmentally Friendly Fire Suppression Equipment
Penerapan dan substitusi bertahap alat Penggantian alat pemadam api berbahan halon
pendingin udara ke refrigerant non-CFC R410 dengan perangkat pemadam yang ramah
Gradual implementation and substitution of air lingkungan
conditioning systems with non-CFC refrigerant Replacement of halon-based fire extinguishers
R410 with environmentally friendly fire suppression
systems
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
PENGELOLAAN LINGKUNGAN HIDUP
Environmental Management
Pengelolaan Bahan Baku dan Raw Materials and Materials
Material Management
Sumber daya alam yang terbatas serta dampak Limited natural resources and the environmental impacts
lingkungan dari rantai pasok mendorong Pelindo untuk of the supply chain have driven Pelindo to implement
menerapkan manajemen material dengan fokus efisiensi material management practices focused on efficiency in
pada peralatan operasional utama. Penilaian daya guna key operational equipment. Assessing material efficiency
material serta substitusi bahan baku ramah lingkungan and substituting with environmentally friendly inputs are
menjadi kunci dalam optimalisasi material yang dilakukan central to Pelindo’s efforts to optimize material use and
Pelindo untuk memperpanjang siklus hidup aset. [GRI 3-3] extend asset life cycles. [GRI 3-3]
Sebagai bagian dari komitmen terhadap keberlanjutan As part of its commitment to sustainability and green port
dan pelabuhan ramah lingkungan (green port), Perseroan development, the Company has gradually implemented
secara bertahap menerapkan kebijakan elektrifikasi electrification policies for cargo handling equipment to
pada alat bongkar muat guna menggantikan sumber replace fossil-based energy with electricity, promoting
energi fosil dengan listrik sebagai bentuk penggunaan more environmentally responsible operational inputs.
material operasional yang lebih ramah lingkungan. This energy transition is supported by strict monitoring of
Transformasi energi ini diikuti dengan pencatatan ketat key operational materials, such as lubricants and spare
terhadap material utama pendukung operasional, parts, whose usage is tracked throughout the reporting
seperti pelumas dan suku cadang, yang penggunaannya year. [SEOJK F.5]
dipantau sepanjang tahun pelaporan. [SEOJK F.5]
262 Elektrifikasi
Electrification
alat bongkar muat
cargo handling equipment units
Pengelolaan Air dan Air Limbah Water and Wastewater
Management
Operasional pelabuhan memiliki kaitan erat dengan Port operations are closely linked to water resources,
sumber daya air, baik dari konsumsi air bersih maupun involving both the consumption of fresh water and
potensi dampak terhadap ekosistem pesisir. Pelindo potential impacts on coastal ecosystems. Pelindo
menyadari bahwa penggunaan air dari yang berlebihan recognizes that excessive water extraction can increase
dapat meningkatkan risiko intrusi air laut, sehingga the risk of seawater intrusion; therefore, the Company
Perseroan melakukan program efisiensi dan penggunaan has implemented efficiency programs and utilized
sumber daya air alternatif. Salah satu sumber air yang alternative water sources. One such source is seawater,
digunakan adalah air laut dengan memanfaatkan processed through Sea Water Reverse Osmosis (SWRO)
teknologi Sea Water Reverse Osmosis (SWRO). Langkah technology. This step serves as a vital instrument for the
ini menjadi instrumen penting bagi Perseroan dalam Company in mitigating the risk of financial loss resulting
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memitigasi risiko kerugian finansial akibat ketidakpatuhan from non-compliance with applicable environmental
terhadap regulasi pengelolaan lingkungan yang berlaku. management regulations.
Dari sisi pemangku kepentingan, pengelolaan sumber From a stakeholder perspective, responsible water
daya air yang bertanggung jawab berkontribusi langsung resource management contributes directly to improving
pada peningkatan kualitas hidup masyarakat di sekitar the quality of life for communities surrounding operational
wilayah operasional. Meskipun demikian, Pelindo tetap areas. Nonetheless, Pelindo remains deeply committed
menaruh perhatian bersar pada pengawasan kualitas air to monitoring wastewater quality to mitigate public health
limbah guna memitigasi dampak kesehatan masyarakat impacts from pollutant exposure. [GRI 3-3]
akibat paparan polutan. [GRI 3-3]
Dengan memanfaatkan air laut sebagai salah satu By utilizing seawater as a primary water source, Pelindo
sumber air, Pelindo berharap dapat mengurangi aims to reduce its reliance on other freshwater sources,
penggunaan air dari sumber air bersih lainnya, yang turut thereby contributing to the preservation of groundwater
berkontribusi dalam pelestarian cadangan air tanah dan and surface water reserves. Pelindo ensures that water
permukaan. Pelindo menjamin bahwa konsumsi dan consumption and treatment within its operational areas
pengolahan air di area operasional dilakukan secara are managed responsibly to maintain the balance of local
bertanggung jawab demi menjaga keseimbangan water resources. [GRI 303-1]
sumber daya air setempat. [GRI 303-1]
Pengambilan Air [GRI 303-3]
Water Withdrawal
Sumber Air Satuan
2025¹ 2024 2023³
Water Source Unit
Air dari Pihak Ketiga
Megaliter 2.759,81 2.152,41 7.745,45
Water from Third Parties
Air Tanah
Megaliter 1.388,57 1.364,89 842,72
Groundwater
Air Permukaan
Megaliter 62,46 44,96 147,99
Surface Water
Air Daur Ulang
Megaliter 11,52 4,451 -
Recycled Water
Sea Water Reverse Osmosis
(SWRO)2
Megaliter 424,70 1.854,01 -
Sea Water Reverse Osmosis
(SWRO)2
Total Pengambilan Air
Megaliter 4.647,07 5.420,72 8.736,17
Total Water Withdrawal
Intensitas Pengambilan Air4 Megaliter/Rp Miliar
0,13 0,16 0,26
Water Withdrawal Intensity4 Megaliter/Rp Billion
Keterangan: Notes:
1
Data mencakup Kantor Pusat, Subholding Group, Regional dan Cabang, dan 1
Data covers the Head Office, Sub-holding Group, Regional and Branches,
Anak Perusahaan Non Klaster. and Non-Cluster Subsidiaries.
2
Data mencakup regional 2 dan 3, data SWRO 2023 tidak tercatat dikarenakan 2
Data covers Regions 2 and 3; SWRO data for 2023 was not recorded due to
alat ukur bermasalah. issues with the measurement equipment.
3
Data mencakup Pelindo Subholding. 3
Data includes Pelindo Sub-holding.
4
Perhitungan intensitas pengambilan air menggunakan pendapatan usaha 4
Water withdrawal intensity is calculated using business revenue as the
sebagai denominator. denominator.
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Creating Sustainable Social Value Green Environmental Transformation
Penggunaan Air Berdasarkan Entitas [GRI 303-5] [SEOJK F.8]
Water Use by Entity
Wilayah Satuan
2025* 2024 2023**
Region Unit
Kantor Pusat
Megaliter 320,48
Head Office
Regional 1 (termasuk Cabang)
Megaliter 658,67 976,10 501,19
Region 1 (includes Branches)
Regional 2 (termasuk Cabang)
Megaliter 675,51 983,79 1.069,87
Regional 2 (includes Branches)
Regional 3 (termasuk Cabang)
Megaliter 590,73 2.269,18 1.005,50
Regional 3 (includes Branches)
Regional 4 (termasuk Cabang)
Megaliter 995,83 687,92 4.801,38
Regional 4 (includes Branches)
Subholding PT Pelindo Multi Terminal (termasuk Cabang
dan Anak Perusahaan)
Megaliter 484,42 11,45 465,57
Sub-holding PT Pelindo Multi Terminal (includes Branches
and Subsidiaries)
Subholding PT Pelindo Solusi Logistik (termasuk Anak
Perusahaan)
Megaliter 146,55 101,19 338,96
Sub-holding PT Pelindo Solusi Logistik (includes
Subsidiaries Anak Perusahaan)
Subholding PT Pelindo Terminal Petikemas (termasuk
Cabang dan Anak Perusahaan)
Megaliter 423,16 391,10 553,70
Sub-holding PT Pelindo Terminal Petikemas (includes
Branches and Subsidiaries)
Subholding PT Pelindo Jasa Maritim (termasuk Anak
Perusahaan)
Megaliter 215,72
Sub-holding PT Pelindo Jasa Maritim (includes
Subsidiaries)
PT Pendidikan Maritim dan Logistik Indonesia Megaliter 24,41
PT Jakarta International Container Terminal Megaliter 75,42
PT Prima Husada Cipta Megaliter 18,62
PT Terminal Petikemas Koja Megaliter 17,54
Total Penggunaan Air
Megaliter 4.647,07 5.420,72 8.736,17
Total Water Consumption
Keterangan: Notes:
* Terdapat perubahan kategorisasi pada tahun 2025, di antaranya * There are changes in categorization were implemented in 2025, including
pemisahan kantor pusat yang sebelumnya tercakup dalam Regional 2 the separation of the Head Office, which was previously included under
dan Pelindo Jasa Maritim yang sebelumnya tercakup dalam Regional 4. Region 2, and Pelindo Jasa Maritim, which was previously included under
Selain itu, terdapat perluasan cakupan dengan menambahkan Pendidikan Region 4. In addition, the reporting scope was expanded to include PT
Maritim dan Logistik Indonesia, Jasa International Container Terminal, Pendidikan Maritim dan Logistik Indonesia, PT Jakarta International
Prima Husada Cipta, dan Terminal Petikemas Koja. Container Terminal, PT Prima Husada Cipta, and PT Terminal Petikemas
Koja.
** Terdapat penyajian data kembali pada Regional 1, Regional 3, dan Pelindo ** There is a restatement of data for Region 1, Region 3, and PT Pelindo Solusi
Solusi Logistik. Logistik.
• Konversi meter kubik ke megaliter berdasarkan unitconverters.net. • Conversion from cubic meters to megaliters is based on unitconverters.
net.
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Biaya Konsumsi Air (Rp Miliar) [SEOJK F.4]
Water Consumption Costs (Rp Billion)
Keterangan
2025* 2024** 2023
Description
Biaya Konsumsi Air
100,57 87,94 53,95
Water Consumption Costs
Keterangan: Notes:
* Data mencakup Holding, Regional, dan Anak Perusahaan. * Data covers the Holding, Regional, and Subsidiaries.
** Terdapat penyajian kembali data pada 2024 karena perluasan cakupan data. ** Data for 2024 has been restated due to the expansion of data coverage.
Inovasi Air Berkelanjutan
Sustainable Water Innovation
SPJM Kurangi Ketergantungan Air Tanah melalui SPJM Reduces Groundwater Dependence through
Teknologi SWRO SWRO Technology
PT Pelindo Jasa Maritim (SPJM) mengimplementasikan PT Pelindo Jasa Maritim (SPJM) has implemented Sea Water
teknologi Sea Water Reverse Osmosis (SWRO) sebagai Reverse Osmosis (SWRO) technology as an innovative
solusi inovatif untuk mengurangi ketergantungan terhadap solution to reduce reliance on groundwater in port areas. This
air tanah di kawasan pelabuhan. Inisiatif ini diarahkan untuk initiative is designed to decrease groundwater dependency
mengurangi ketergantungan terhadap air tanah sekaligus while maintaining environmental balance
menjaga keseimbangan lingkungan
Penggunaan air tanah secara berlebihan berpotensi Excessive groundwater extraction poses risks such as
menimbulkan dampak seperti penurunan muka tanah, intrusi land subsidence, seawater intrusion, and environmental
air laut, serta degradasi kualitas lingkungan. Melalui teknologi degradation. Through SWRO technology, seawater is treated
SWRO, air laut diolah menjadi air tanah dengan proses into freshwater using a high-pressure filtration process,
penyaringan bertekanan tinggi, sehingga menghadirkan providing a more sustainable alternative water source. In
sumber air alternatif yang lebih berkelanjutan. Sepanjang 2025, the SWRO facilities operated by Pelindo contributed
tahun 2025, SWRO yang dioperasikan Pelindo telah 9.14% to the total water consumption.
menyumbang 9,14% dari total penggunaan air.
Fasilitas SWRO telah dioperasikan di tiga pelabuhan strategis SWRO facilities have been deployed across three strategic
dengan kapasitas yang mendukung kebutuhan air bersih. ports, with capacities designed to meet clean water demands.
Pengelolaan fasilitas ini dilakukan secara berkala untuk These facilities are managed and maintained regularly to
menjaga kinerja dan keandalan operasional. ensure optimal performance and operational reliability.
Langkah ini tidak hanya mendukung ketersediaan air This initiative not only supports sustainable water availability
secara berkelanjutan, tetapi juga berkontribusi pada upaya but also contributes to the protection of coastal ecosystems
perlindungan lingkungan pesisir dan pengelolaan sumber and more responsible water resource management.
daya air yang lebih bertanggung jawab.
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Creating Sustainable Social Value Green Environmental Transformation
Pengelolaan Air Limbah Wastewater Management
Air limbah yang dihasilkan dari aktivitas operasional Wastewater generated from operational activities is
secara berkala dipantau dan dikelola sebelum dilepaskan regularly monitored and treated prior to discharge
ke badan air. Sebesar 35% air yang digunakan untuk into water bodies. Approximately 35% of water used in
proses operasional, termasuk air limbah domestik, telah operations, including domestic wastewater, has been
melalui proses pengolahan di instalasi pengolahan air treated through wastewater treatment plants (WWTP) to
limbah (IPAL) hingga memenuhi standar baku mutu meet stringent quality standards before being released
yang ketat sebelum dialirkan kembali ke lingkungan. back into the environment. Monitoring of WWTP treatment
Pemantauan kualitas pengolahan IPAL dilakukan melalui quality is conducted by third parties in accordance with
pihak ketiga dengan standar SNI. Pemantauan dilakukan Indonesian National Standards (SNI). Key parameters
terhadap zat-zat prioritas, antara lain pH, BOD, COD, monitored include pH, BOD, COD, TSS, oil and grease,
TSS, minyak dan lemak, amonia, total coliform, dan debit. ammonia, total coliform, and flow rate. In 2025, all
Pada tahun 2025, air limbah yang dilepas ke badan air discharged wastewater complied with the applicable
telah memenuhi baku mutu yang ditetapkan. [GRI 303-2] regulatory standards. [GRI 303-2]
Pengawasan dan evaluasi berkala terhadap standar Periodic supervision and evaluation of service
pelayanan mencakup pengolahan air limbah guna standards also cover wastewater treatment to ensure
menjamin kesehatan serta keselamatan pelanggan di the health and safety of customers across all port
seluruh wilayah operasional pelabuhan. Langkah ini operational areas. This approach ensures that Pelindo’s
dilakukan untuk memastikan bahwa prosedur operasional operational procedures not only meet the highest safety
yang dijalankan Pelindo tidak hanya memenuhi standar standards for service users but also protect surrounding
keamanan tertinggi bagi pengguna jasa, tetapi juga communities from potential environmental risks. [GRI 3-3]
melindungi masyarakat dari potensi risiko kerusakan
lingkungan. [GRI 3-3]
Melalui penilaian dan pengukuran terhadap aspek Based on these assessments and measurements
kesehatan dan dampak lingkungan tersebut, sepanjang of health and environmental impacts, no significant
tahun 2025, tidak ditemukan dampak signifikan terhadap environmental impacts were identified from water
lingkungan dari proses pengambilan, penggunaan, withdrawal, usage, or discharge throughout 2025.
hingga pembuangan air.
Total Pembuangan Air (Megaliter) [GRI 303-4]
Total Water Discharge (Megaliter)
Keterangan:
Pembuangan Air Efluen*** * Data mencakup Kantor Pusat, Subholding Group, Regional dan
Effluent Discharge*** Cabang, dan Anak Perusahaan Non Klaster.
** Data meliputi Pelindo Subholding
*** Hingga saat ini, Perseroan belum memiliki sistem pendataan
445,90
terperinci mengenai volume pembuangan air yang dikategorikan
berdasarkan tujuan pembuangan (air permukaan, air laut, dan air
pihak ketiga) dan jenis air (air tawar dan air lainnya).
78,74
254,63
Notes:
* Data covers the Head Office, Sub-holding Group, Regional and
Branches, and Non-Cluster Subsidiaries
** Data includes Pelindo Sub-holding
*** Currently, the Company has not established a detailed data
2023** 2024 2025* tracking system for water discharge volumes categorized by
destination (surface water, seawater, and third-party water) and
water type (freshwater and other water).
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Pengelolaan Limbah Waste Management
Pelindo menyadari bahwa aktivitas operasionalnya Pelindo recognizes that its operational activities generate
menghasilkan berbagai jenis limbah yang berpotensi various types of waste that may pose environmental risks.
memberikan dampak lingkungan sehingga manajemen Accordingly, waste management is focused on waste
limbah difokuskan pada pengurangan limbah, pemilahan reduction, strict segregation, and treatment in compliance
yang ketat, serta pengolahan sesuai standar regulasi with applicable regulatory standards. This strategy is
yang berlaku. Strategi ini dievaluasi secara berkelanjutan continuously evaluated to ensure the effectiveness of
guna memastikan efektivitas mitigasi risiko dampak environmental risk mitigation and adherence to waste
lingkungan serta kepatuhan terhadap kebijakan management policies across all operational areas.
pengelolaan limbah di seluruh wilayah operasional. [GRI 3-3]
[GRI 3-3]
Aktivitas operasional pelabuhan menghasilkan timbulan Port operations generate waste with the potential to
limbah dengan potensi pencemaran tanah dan perairan contaminate soil and water if not properly managed.
jika tidak dikelola. Limbah tersebut berupa bahan These include hazardous and toxic waste (B3), such
berbahaya dan beracun (B3) yang meliputi toner, as toner, cartridges, contaminated cloth (rags), used
cartridge, kain majun, oli bekas genset, dan bangkai generator oil, and discarded lamps, as well as non-
lampu, serta limbah non-B3 dari aktivitas perkantoran hazardous waste from office and canteen activities.
dan kantin. Untuk memitigasi risiko limbah B3 dan To mitigate risks associated with hazardous waste and
memastikan seluruh prosesnya telah memenuhi standar ensure full regulatory compliance, Pelindo manages
regulasi, Pelindo melakukan pengelolaan melalui such waste through partnerships with licensed third
kemitraan dengan pihak ketiga yang berlisensi. [GRI 306-1] parties. [GRI 306-1] [SEOJK F.14]
[SEOJK F.14]
Sementara itu, pengolahan limbah non-B3 diterapkan Meanwhile, non-hazardous waste is managed through
melalui prinsip 3R (Reduce, Reuse, Recycle) dengan the 3R principles (Reduce, Reuse, Recycle), supported
melakukan pemilahan ketat antara sampah organik by strict segregation between organic and inorganic
dan anorganik. Limbah organik akan dikonversi menjadi waste. Organic waste is converted into compost for
pupuk kompos untuk kebutuhan internal maupun internal use and community distribution. Meanwhile, the
masyarakat. Sebaliknya, limbah yang tidak dapat didaur Non-recyclable waste is handed over to third-party waste
ulang diserahkan ke pihak ketiga sebagai pengelola handlers for final disposal at designated landfill sites.
untuk kemudian dikirimkan ke tempat pemrosesan akhir [GRI 306-2] [SEOJK F.14]
(TPA). [GRI 306-2] [SEOJK F.14]
Di sektor pelayanan kapal, pengelolaan limbah dilakukan In vessel services, waste management is carried out in an
secara terpadu melalui Reception Facilities (RF) atau integrated manner through Reception Facilities (RF), or
tempat penyimpanan sementara limbah B3 pada 67 temporary storage sites for hazardous waste, across 67
lokasi dan program manajemen limbah kapal terbaru locations, along with the implementation of the following
sebagai berikut. [GRI 306-2] [SEOJK F.14] vessel waste management programs.
[GRI 306-2] [SEOJK F.14]
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Proses (Integrasi Sistem
Pelaporan Kapal Inaportnet
dengan Sistem Pengelolaan
Jenis Limbah Limbah Pelabuhan Pelindo)
Waste Type Process (Integration of the Inaportnet
Vessel Reporting System with Pelindo’s
Port Waste Management System)
• Limbah dari pengoperasian permesinan kapal
• Limbah dari pemeliharaan kapal 1 Limbah diklasifikasi berdasarkan jenis dan jumlah
• Limbah dari pembersihan muatan dan ruang muat Waste is classified based on type and quantity
• Limbah dari kegiatan domestik kapal (dapur, cucian,
dan kamar mandi) 2 Operator kapal/agen mengajukan permohonan
• Limbah sisa muatan (cargo residues) rencana penurunan limbah dari kapal melalui sistem
Inaportnet
• Waste from vessel machinery operations Ship operators/agents submit waste discharge plans
• Waste from vessel maintenance activities through the Inaportnet system
• Waste from cargo and cargo hold cleaning
• Waste from onboard domestic activities (galley, 3 Limbah diturunkan dan diolah oleh pihak ketiga
laundry, and bathrooms) Waste is discharged and treated by licensed third
• Cargo residues parties
Timbulan Limbah [GRI 306-3, 306-4, 306-5] [SEOJK F.13]
Waste Generated
Pengolahan Limbah Satuan
2025¹ 2024 2023
Waste Treatment Unit
Limbah B3
Hazardous Waste
Limbah yang Diangkut
Ton 53.731 127.9863 71.1892
Waste Transported
Total Limbah B3
Ton 55.397 176.2793 45.3702
Total Hazardous Waste
Limbah Non-B3
Non-Hazardous Waste
Limbah yang Dikompos
Ton 375 697 1.974
Waste Composted
Limbah yang Didaur Ulang
Ton 240 425 1.522
Waste Recycled
Limbah yang Digunakan Kembali
Ton 103 120 0
Waste Reused
Limbah yang Diangkut ke TPA
Ton 33.478 39.207 137.686
Waste Sent to Landfill
Limbah yang Dibakar
Ton 0 0 0,50
Waste Incinerated
Total Limbah Non-B3
Ton 37.282 40.76 141.182
Total Non-Hazardous Waste
Total Limbah
Ton 92.679 217.039 186.551
Total Waste
Keterangan: Notes:
¹ Data pada tahun 2025 mencakup Holding, Subholding Group, Regional dan ¹ Data for 2025 covers the Holding, Sub-holding Group, Regional and
Cabang, dan Anak Perusahaan Non Klaster. Branches, and Non-Cluster Subsidiaries.
² Data meliputi Pelindo Subholding ² Data includes Pelindo Sub-holding.
³ Data tidak termasuk Pelindo Subholding ³ Data excludes Pelindo Sub-holding.
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Selama tahun 2025, sebanyak 718 ton atau 0,80% limbah Throughout 2025, there are 718 tons, or 0.80% of total
telah berhasil dialihkan dari tempat pembuangan akhir waste, were successfully diverted from landfill. In addition,
(TPA). Selain itu, tidak terjadi tumpahan atau kebocoran no significant waste spills or leakages occurred across all
limbah yang signifikan di seluruh wilayah operasional. operational areas. [TR-MT-160a.3] [SEOJK F.15]
[TR-MT-160a.3] [SEOJK F.15]
Pengelolaan Keanekaragaman Biodiversity Management
Hayati
Dampak aktivitas operasional pelabuhan terhadap The environmental impacts of port operations on
ekosistem di sekitar wilayah kegiatan mendorong Pelindo surrounding ecosystems have led Pelindo to prioritize
turut memprioritaskan pengelolaan keanekaragaman biodiversity management as part of its environmental
hayati dalam strategi manajemen dampak lingkungan. impact management strategy. Through mitigation
Melalui penerapan mitigasi dan program konservasi, measures and conservation programs, particularly
terutama di area pelabuhan, Pelindo berkomitmen within port areas, Pelindo is committed to minimizing
meminimalkan gangguan terhadap keanekaragaman disturbances to biodiversity by ensuring the preservation
hayati dengan memastikan kelestarian flora dan fauna di of flora and fauna around its operational areas. [GRI 3-3]
sekitar wilayah operasional tetap terjaga. [GRI 3-3]
Pelindo menerapkan Kebijakan Sistem Manajemen Pelindo implements an Integrated Management System
Terpadu (SMT) untuk memastikan Perseroan (IMS) policy to ensure that the Company prioritizes
memprioritaskan perlindungan alam dan mengelola environmental protection and manages potential
potensi dampak keanekaragaman hayati dengan biodiversity impacts by supporting conservation efforts.
mendukung pelestarian keanekaragaman hayati. This strategy begins with impact avoidance at the earliest
Strategi ini dimulai dengan penghindaran dampak pada stage, followed by efforts to minimize impacts, restore
tahap awal, diikuti oleh upaya menekan efek seminimal affected areas, and implement necessary measures to
mungkin, melakukan pemulihan area terdampak, serta protect species and habitats. [GRI 101-1]
menjalankan langkah-langkah perlindungan spesies dan
habitat yang diperlukan. [GRI 101-1]
Sesuai dengan komitmen melindungi keanekaragaman In line with its biodiversity protection commitment, the
hayati, Perseroan memastikan pada tahun pelaporan, Company ensures that, during the reporting year, all
seluruh wilayah operasional yang dimiliki maupun operational areas owned or managed by Pelindo are not
dikelola oleh Pelindo tidak berada dalam, atau located within, or directly adjacent to, protected areas or
berdekatan langsung dengan, kawasan lindung maupun areas of high biodiversity value outside protected zones.
area dengan nilai keanekaragaman hayati tinggi di luar In addition, the Company has conducted biodiversity
kawasan lindung. Selain itu, Perseroan telah melakukan assessments through Environmental Impact Assessment
kajian keanekaragaman hayati melalui dokumen Analisis (AMDAL) documents approved by the Ministry of
Mengenai Dampak Lingkungan (AMDAL) yang telah Environment, with results indicating that operational
memperoleh persetujuan dari Kementerian Lingkungan activities do not have significant impacts on biodiversity
Hidup (KLH), dengan hasil yang menunjukkan bahwa in surrounding areas.
kegiatan operasional tidak memberikan dampak
signifikan terhadap keanekaragaman hayati di sekitar
wilayah operasional.
Guna meminimalkan risiko masuknya spesies invasif, To minimize the risk of invasive species introduction, the
Perseroan mewajibkan seluruh armada kapal untuk Company requires all vessels to manage ballast water
melakukan pembuangan air ballast. dengan merujuk discharge in accordance with applicable regulations,
pada ketentuan yang berlaku, khususnya Perpres No. particularly Presidential Regulation No. 132 of 2015.
132 Tahun 2015. Walaupun kalkulasi persentase armada Although data on the percentage of fleets implementing
yang melaksanakan pengelolaan dan pertukaran air ballast water management and exchange is not yet
ballast belum tersedia untuk periode 2024, Perseroan available for the 2024 period, the Company remains fully
tetap memegang komitmen penuh untuk menyelaraskan committed to aligning its operational procedures with
prosedur operasionalnya dengan mandat regulasi these regulatory requirements. [GRI 101-4, 101-5] [SEOJK F.9]
tersebut. [GRI 101-4, 101-5] [SEOJK F.9] [TR-MT-160a.1, TR-MT-160a.2] [TR-MT-160a.1, TR-MT-160a.2]
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Pelaksanaan upaya mitigasi tidak dapat mencegah Despite the implementation of mitigation measures,
dampak tidak terhindarkan dari kegiatan operasional, certain unavoidable impacts may arise from operational
misalnya berupa potensi gangguan kualitas air laut, activities, including potential disturbances to seawater
sedimentasi, kebisingan, serta perubahan ekosistem quality, sedimentation, noise, and changes to coastal
pesisir di sekitar wilayah operasional Pelindo. Pelindo ecosystems surrounding Pelindo’s operational areas.
berupaya mengantisipasi dan memitigasi dampak The Company seeks to anticipate and mitigate these
tersebut melalui penerapan upaya pengelolaan impacts through structured, measurable, and continuous
lingkungan yang terencana, terukur, dan berkelanjutan, environmental management efforts, including the
termasuk penerapan standar operasional ramah adoption of environmentally responsible operational
lingkungan, pemantauan berkala terhadap parameter standards, periodic monitoring of environmental
lingkungan, serta penyesuaian kegiatan operasional parameters, and adjustments to operational activities
apabila teridentifikasi potensi risiko lingkungan yang where significant environmental risks are identified.
signifikan. Selain pengendalian operasional, Perseroan In addition to operational controls, the Company is
berkomitmen mereklamasi habitat di lahan terganggu committed to restoring habitats in disturbed areas across
pada beberapa titik di seluruh lokasi kegiatan Pelindo several operational sites through mangrove rehabilitation,
melalui program rehabilitasi mangrove, penanaman tree planting, development of green spaces within port
pohon, pembuatan taman di area ring 1 Pelabuhan dan buffer zones (ring 1), coral reef conservation, and broader
pelestarian terumbu karang, serta konservasi biodiversity biodiversity conservation initiatives, including species
(keanekaragaman hayati) lainnya, seperti dugong. Selain such as dugongs. In addition, the Nagoya Protocol on
itu, Protokol Nagoya tentang Akses dan Pembagian Access and Benefit Sharing is not applicable to Pelindo’s
Keuntungan tidak berlaku bagi sektor bisnis Pelindo. business sector. [GRI 101-2, 101-3]
[GRI 101-2, 101-3]
Inisiatif Keanekaragaman Hayati [SEOJK F.10] [GRI 101-2]
Biodiversity Initiatives
Regional 1
Region 1
Rehabilitasi Terumbu Karang di Pantai Anio Itam dan Gapang - Sabang
Coral Reef Rehabilitation at Anio Itam Beach and Gapang Beach– Sabang
Penanaman sebanyak Penggunaan rak meja transplantasi
Planting of Use of transplantation table racks
832 17
Fragmen karang Rak meja
Coral fragments Table racks
Tujuan: Objective:
• Memulihkan kesehatan ekosistem terumbu karang di • To restore the health of coral reef ecosystems at Anio
Pantai Anoi Itam dan Gapang untuk meningkatkan kualitas Itam Beach and Gapang Beach, enhancing marine
biodiversitas laut serta mendukung ketahanan ekonomi biodiversity while supporting the economic resilience
masyarakat lokal melalui lingkungan pesisir yang terjaga. of local communities through well-preserved coastal
environments.
Tindakan dan Pelibatan Pemangku Kepentingan Actions and Stakeholder Engagement:
• Rehabilitasi terumbu karang di Pantai Anoi Itam dan • Coral reef rehabilitation at Anio Itam Beach and
Gapang melibatkan partisipasi aktif masyarakat lokal dalam Pantai Beach involves active participation from local
proses penanaman dan perawatan, guna memastikan communities in planting and maintenance activities,
keberlanjutan ekosistem sekaligus memberikan manfaat ensuring ecosystem sustainability while delivering
ekonomi bagi komunitas pesisir. economic benefits to coastal communities.
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Kantor Pusat
Head Office
Konservasi Dugong - Pulau Bintan
Dugong Conservation – Bintan Island
Tujuan:
Melindungi populasi Dugong dari ancaman kepunahan dengan
pemulihan ekosistem habitat alami
Objective:
To protect the dugong population from the threat of extinction
through the restoration of its natural habitat ecosystem.
Tindakan dan Pelibatan Pemangku Kepentingan Actions and Stakeholder Engagement
• Pemetaan habitat Dugong sebagai dasar langkah • Mapping of dugong habitats as a basis for conservation
konservasi. measures.
• Pembangunan Sarana pendukung berupa Dugong • Development of supporting facilities, including a
Information Center sebagai pusat riset dan basis data Dugong Information Center, serving as a research hub
bagi akademisi Universitas Maritim Raja Ali Haji dalam and database for academics from Universitas Maritim
memantau kesehatan dan populasi Dugong. Raja Ali Haji to monitor dugong health and population.
• Penyelenggaraan Sekolah Lapang Perlindungan Dugong • Implementation of Dugong Protection Field Schools
untuk meningkatkan pemahaman konservasi dan melatih to enhance conservation awareness and build the
keterampilan masyarakat lokal Pulau Bintan. capacity of local communities in Bintan Island.
• Pembentukan kelompok Dugong Rangers untuk • Establishment of Dugong Ranger groups to oversee
pengawasan dan perlindungan habitat dari aktivitas and protect habitats from environmentally harmful
merusak lingkungan di kawasan konservasi. activities within conservation areas.
Restorasi Terumbu Karang di Pulau Hanita - Labuan Bajo
Coral Reef Restoration on Hanita Island – Labuan Bajo
Luas area yang telah direstorasi Penanaman sebanyak
Restored area Planting of
0,45 3.750
ha Fragmen karang
Coral fragments
Penanaman pada
Planting at
25
Substrat
Substrates
Tujuan: Objective:
• Memulihkan fungsi ekologis ekosistem bawah laut melalui • To restore the ecological functions of marine ecosystems
rehabilitasi terumbu karang guna menjaga keberlanjutan through coral reef rehabilitation, supporting the
biota laut serta memperkuat ketahanan wilayah pesisir. sustainability of marine biodiversity and strengthening
coastal resilience.
Tindakan dan Pelibatan Pemangku Kepentingan Actions and Stakeholder Engagement:
• Penanaman fragmen karang pada beberapa unit substrat • Coral fragment transplantation on multiple substrate
dengan melibatkan langsung masyarakat Pulau Hanita units, with direct involvement of local communities on
dalam proses transplansi dan pemeliharaan guna Hanita Island in the transplantation and maintenance
memastikan transfer pengetahuan teknis terhadap process, ensuring effective transfer of technical
pemulihan ekosistem laut. knowledge for marine ecosystem restoration.
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Regional 3
Region 3
Rehabilitasi Terumbu Karang di Pantai Mutiara Trenggalek - Sub Regional Jawa
Coral Reef Rehabilitation at Mutiara Trenggalek Beach– Java Sub-Region
Luas area yang telah direstorasi Penanaman sebanyak
Planting of
Restored area
0,008 3.000
Bibit karang
ha Coral seedlings
Penggunaan media inovatif
Use of innovative media
10
Media fish house
fish house units
Tujuan: Objective:
• Mempertahankan kelestarian ekosistem laut dan biota • To preserve marine ecosystems and underwater
bawah laut di perairan Trenggalek melalui kegiatan biodiversity in the waters of Trenggalek through
konservasi berbasis pariwisata guna menjamin tourism-based conservation initiatives, ensuring the
keberlanjutan sumber daya alam bagi masyarakat long-term sustainability of natural resources for local
setempat. communities.
Tindakan dan Pelibatan Pemangku Kepentingan Actions and Stakeholder Engagement:
• Rehabilitasi melalui penanaman bibit karang dengan • Rehabilitation through coral seedling transplantation
berbagai media inovatif berupa 30 unit Biorefter, 10 unit using various innovative media, including 30 bioreef
fish house, dan 11 unit meja tanam guna mempercepat units, 10 fish house units, and 11 planting table units,
pemulihan ekosistem dan penyediaan habitat ikan. to accelerate ecosystem recovery and enhance fish
habitat availability.
Rehabilitasi Terumbu Karang di Desa Adat Bondalem Tejakula
Duleleng - Sub Regional Bali Nusra
Coral Reef Rehabilitation in Adat Bondalem Village, Tejakula,
Buleleng – Bali Nusra Sub-Region
Penanaman sebanyak
Luas area yang telah direstorasi
Planting of
Restored area
0,008 300
Baby coral jenis branching coal
ha
Baby branching corals
Penempatan pada
Placement on
35
Media Fish Dome
Fish Dome units
Tujuan Objective
• Menjaga kehidupan bawah laut di Pantai Desa Bondalem • To preserve marine life along the coast of Bondalem
melalui konservasi dan restorasi terumbu karang berbasis Village through education- and tourism-based coral reef
edukasi dan pariwisata guna menciptakan ekosistem laut conservation and restoration, fostering a healthy and
yang sehat serta berkelanjutan bagi generasi mendatang. sustainable marine ecosystem for future generations.
Tindakan dan Pelibatan Pemangku Kepentingan Actions and Stakeholder Engagement
• Restorasi terumbu karang melalui penanaman baby coral • Coral reef restoration through the transplantation of
yang ditempatkan pada unit media Fish Done dalam lima baby corals placed on Fish Dome media units across
cluster. five clusters.
• Melibatkan kelompok nelayan, Poklahsar, hingga pelaku • Engagement of fisher groups, Poklahsar, and tourism
wisata pada Desa Adat Bondalem melalui kegiatan operators in Bondalem Village through tourism activities
pariwisata dan edukasi bagi siswa pelajar. and educational programs for students.
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Regional 2
Region 2
Rehabilitasi dan Pelestarian Terumbu Karang di Pulau Pramuka - Tanjung Priok
Coral Reef Rehabilitation and Conservation on Pramuka Island – Tanjung Priok
Penanaman sebanyak
Luas area yang telah direstorasi
Planting of
Restored area
0,6 1.500
Baby coral
ha
Peletakan pada
Placement on
150
Media tanam
Planting media units
Tujuan: Objective:
• Menciptakan konservasi ekosistem laut yang selaras • To establish marine ecosystem conservation aligned
dengan pariwisata kelautan berkelanjutan di Pulau with sustainable marine tourism on Panggang Island
Panggang melalui pemulihan terumbu karang guna through coral reef restoration, preserving biodiversity
menjaga keanekaragaman hayati dan meningkatkan while enhancing the livelihoods of coastal communities.
kesejahteraan masyarakat pesisir.
Tindakan dan Pelibatan Pemangku Kepentingan Actions and Stakeholder Engagement:
• Rehabilitasi ekosistem laut dengan penanaman baby • Rehabilitation of marine ecosystems through the
coral bersarma amsyarkat lokal di Kepulauan Seribu untuk planting of baby corals in collaboration with local
menjamin keberlangsungan pertumbuhan karang. communities in Thousand Island, ensuring the sustained
growth and resilience of coral reefs.
Regional 4
Region 4
Konservasi Terumbu Karang - Cabang Makassar
Coral Reef Conservation – Makassar Branch
Penanaman sebanyak
Luas area yang telah direstorasi
Planting of
Restored area
0,015 300
Bibit fragmen karang
ha
coral
Penempatan pada
Placement on
15
Media spider
Spider media units
Tujuan: Objective:
• Memperbaiki kualitas ekosistem laut dan menjaga kelestarian • To improve marine ecosystem quality and preserve
terumbu karang di sekitar Pulau Barrang Lompo melalui coral reefs around Barrang Lompo Island through
kegiatan konservasi berbasis pemberdayaan masyarakat community-based conservation initiatives, fostering a
guna menciptakan lingkungan perairan yang sehat dan lestari. healthy and sustainable marine environment.
Tindakan dan Pelibatan Pemangku Kepentingan Actions and Stakeholder Engagement:
• Restorasi terumbu karang melalui penanaman bibit fragmen • Coral reef restoration through the transplantation of
karang yang dilengkapi sistem pemantauan berkala selama coral fragments, supported by a six-month periodic
6 bulan untuk menjamin tingkat kelangsungan hidup karang. monitoring system to ensure coral survival rates.
• Melibatkan masyarakat Pulau Barrang Lompo dalam edukasi • Engagement of local communities on Barrang Lompo
dan transpalantasi guna meningkatkan kesadaran akan Island through education and transplantation activities
pentingnya kelestarian ekosistem laut bagi wilayah tersebut. to enhance awareness of the importance of marine
ecosystem conservation in the area.
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
SPTP
Restorasi Terumbu Karang di Pulau Karimunjawa - Karimunjawa
Coral Reef Restoration in Karimunjawa - Karimunjawa
Penanaman sebanyak
Luas area yang telah direstorasi
Planting of
Restored area
0,015 720
Fragmen karang
ha
Coral fragments
Penggunaan struktur Artificial Patch Reef (APR)
Use of Artificial Patch Reef (APR) Structures
4
Unit struktur
Structural units
Tujuan: Objective:
• Memulihkan ekosistem laut di Pulau Karimunjawa melalui • To restore marine ecosystems in Karimunjawa
penerapan teknologi terumbu buatan dan program adopsi through the application of artificial reef technology
karang guna mendukung kelestarian biodiversitas serta and coral adoption programs, supporting biodiversity
pemberdayaan ekonomi masyarakat nelayan setempat. conservation while empowering local fishing
communities.
Tindakan dan Pelibatan Pemangku Kepentingan Actions and Stakeholder Engagement
• Implementasi penanaman fragmen karang pada 4 unit • Implementation of coral fragment transplantation on
struktur buatan APR sebagai upaya percepatan pemulihan four APR structures to accelerate marine ecosystem
ekosistem laut. recovery.
Biaya Pengelolaan Lingkungan Environmental Management Costs
Sepanjang tahun 2025, Perseroan menerima satu Throughout 2025, the Company received one
pengaduan terkait lingkungan dari pemangku kepentingan environmental complaint from stakeholders, which
yang telah ditangani secara responsif melalui proses was addressed promptly through verification and
verifikasi serta tindakan perbaikan yang diperlukan sesuai the necessary corrective actions in accordance with
dengan prosedur pengelolaan lingkungan. Hingga akhir environmental management procedures. As of the
periode pelaporan, pengaduan tersebut telah dinyatakan end of the reporting period, the complaint had been
selesai sepenuhnya, hal ini mencerminkan komitmen fully resolved, reflecting the Company’s commitment
Perseroan dalam meminimalkan dampak operasional to minimizing operational impacts while maintaining
serta menjaga hubungan harmonis dengan masyarakat harmonious relationships with surrounding communities
sekitar dan ekosistem lokal. and local ecosystems.
Pelindo juga mengeluarkan biaya lingkungan sebagai Pelindo also incurred environmental cost as part of its
bentuk investasi keberlanjutan dalam pengurusan izin sustainability investment, including costs related to
lingkungan dan pemantauan kualitas lingkungan secara environmental permitting and regular environmental
berkala guna memastikan seluruh aktivitas operasional quality monitoring to ensure that all operational activities
tetap selaras dengan standar ekologi yang berlaku. remain aligned with applicable ecological standards.
Biaya Lingkungan [SEOJK F.4]
Environmental Costs
2024 2023
33,77
2025
55,23 85,49
Rp Miliar | Rp Billion
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REFERENSI OTORITAS JASA
KEUANGAN (OJK) [SEOJK G.4]
Financial Service Authority (OJK) Reference
Pengungkapan Halaman
Disclosure Page
Strategi Keberlanjutan
Sustainability Strategy
Penjelasan Strategi Keberlanjutan
A.1. 20-21, 32-37
Description of Sustainability Strategy
Ikhtisar Kinerja Aspek Keberlanjutan
Sustainability Performance Highlights
Aspek Ekonomi
B.1. 12-13
Economic Aspects
Aspek Lingkungan Hidup
B.2. 13-14
Environmental Aspects
Aspek Sosial
B.3. 15
Social Aspects
Profil Perusahaan
Company Profile
Visi, Misi, dan Nilai Keberlanjutan
C.1. 45-46
Vision, Mission, and Sustainability Values
Alamat Perusahaan
C.2. 43
Company's Adress
Skala Usaha
C.3. 42, 47-49, 128-130
Scale of Business
Produk, Layanan, dan Kegiatan Usaha yang Dijalankan
C.4. 43
Products, Services, and Business Activities Conducted
Keanggotaan pada Asosiasi
C.5. 43
Membership of Associations
Perubahan Emiten dan Perusahaan Publik yang Bersifat Signifikan
C.6. 22-23
Significant Changes in Issuers and Public Companies
Penjelasan Direksi
Directors Statement
Penjelasan Direksi
D.1. 6-9
Explanation from the Board of Directors
Tata Kelola Keberlanjutan
Sustainability Governance
Penanggung Jawab Penerapan Keuangan Berkelanjutan
E.1. 72
Responsibility in the Implementation of Sustainable Finance
Pengembangan Kompetensi Terkait Keuangan Berkelanjutan
E.2. 63-66
Competency Development Related to Sustainable Finance
Penilaian Risiko Atas Penerapan Keuangan Berkelanjutan
E.3. 73-85
Risk Assessment on the Implementation of Sustainable Finance
Hubungan Dengan Pemangku Kepentingan
E.4. 87
Stakeholder Relations
Permasalahan Terhadap Penerapan Keuangan Berkelanjutan
E.5. 73-85
Challenges in Implementing Sustainable Finance
Kinerja Keberlanjutan
Sustainability Performance
Kegiatan Membangun Budaya Keberlanjutan
F.1 35-38, 63-66
Activities in Building a Sustainability Culture
194 Sustainability Report 2025
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Pengungkapan Halaman
Disclosure Page
Kinerja Ekonomi
Economic Performance
Perbandingan Target dan Kinerja Produksi, Portofolio, Target Pembiayaan, atau Investasi,
Pendapatan dan Laba Rugi
F.2. 52-53
Comparison between Production, Portfolio, Financing Target, or Investment, Revenue and
Profit and Loss
Perbandingan Target dan Kinerja Portofolio, Target Pembiayaan, atau Investasi pada
Instrumen Keuangan atau Proyek yang Sejalan dengan Keuangan Berkelanjutan
F.3. 53, 147-148, 156
Comparison between Portfolio Targets and Performance, Financing Targets, or Investments
in Financial Instruments or Projects Compatible with Sustainable Finance
Kinerja Lingkungan Hidup
Environmental Performance
Biaya Lingkungan Hidup
F.4. 184, 193
Environmental Cost
Aspek Material
Material Aspects
Penggunaan Material yang Ramah Lingkungan
F.5. 181
Use of Environmentally Friendly Materials
Aspek Energi
Energy Aspects
Jumlah dan Intensitas Energi yang Digunakan
F.6. 174
Total and Intensity of Energy Used
Upaya dan Pencapaian Efisiensi Energi dan Penggunaan Energi Terbarukan
F.7. 175-176
Efforts and Achievement of Energy Efficiency and Use of Renewable Energy
Aspek Air
Water Aspects
Penggunaan Air
F.8. 183
Water Usage
Aspek Keanekaragaman Hayati
Biodiversity Aspects
Dampak dari Wilayah Operasional yang Dekat atau Berada di Daerah Konservasi atau
Memiliki Keanekaragaman Hayati
F.9. 188
Impact from Operational Areas that are Near or Located in Conservation Areas or Have
Biodiversity
Usaha Konservasi Keanekaragaman Hayati
F.10. 157, 189-193
Biodiversity Conservation
Aspek Emisi
Emission Aspects
Jumlah dan Intensitas Emisi yang Dihasilkan Berdasarkan Jenisnya
F.11. 179
Total and Intensity of Emission Generated by Type
Upaya dan Pencapaian Pengurangan Emisi yang Dilakukan
F.12. 179
Emission Reduction Efforts and Achievements
Aspek Limbah dan Efluen
Waste and Effluent Aspects
Jumlah Limbah dan Efluen yang Dihasilkan Berdasarkan Jenis
F.13. 187
Total Waste and Effluent Generated by Type
Mekanisme Pengelolaan Limbah dan Efluen
F.14. 186
Waste and Effluent Management Mechanism
Tumpahan yang Terjadi (jika ada)
F.15. 188
Spills (if any)
Aspek Pengaduan Terkait Lingkungan Hidup
Environmental-Related Complaints Aspects
Jumlah dan Materi Pengaduan Lingkungan Hidup yang Diterima dan Diselesaikan
F.16. 98, 163
Total and Material of Environmental Complaints Received and Resolved
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Pengungkapan Halaman
Disclosure Page
Kinerja Sosial
Social Performance
Komitmen untuk Memberikan Layanan atas Produk dan/atau Jasa yang Setara kepada
Konsumen
F.17. 159
Commitment of Financial Services Institutions, Issuers, or Public Companies to Provide
Equal Services for Products and/or Services to Customers
Aspek Ketenagakerjaan
Employment Aspects
Kesetaraan Kesempatan Bekerja
F.18. 128, 143-144
Equal Employment Opportunity
Tenaga Kerja Anak dan Tenaga Kerja Paksa
F.19. 144
Child Labor and Forced Labor
Upah Minimum Regional
F.20. 138
Regional Minimum Wage
Lingkungan Bekerja yang Layak dan Aman
F.21. 114
Decent and Safe Working Environment
Pelatihan dan Pengembangan Kemampuan Pegawai
F.22. 134-137
Employee Capability Training and Development
Aspek Masyarakat
Community Aspects
Dampak Operasi Terhadap Masyarakat Sekitar
F.23. 146-148, 156, 171-172
Impact of Operations on Surrounding Communities
Pengaduan Masyarakat
F.24. 98, 145, 171-172
Community Complaints
Kegiatan Tanggung Jawab Sosial Lingkungan (TJSL)
F.25. 147-159, 163
Environmental Social Responsibility Activities (TJSL)
Tanggung Jawab Pengembangan Produk/Jasa Berkelanjutan
Responsibility on the Development of Sustainable Finance Products and/or Services
Inovasi dan Pengembangan Produk/Jasa Keuangan Berkelanjutan
F.26. 107-110, 159
Innovation and Development of Sustainable Financial Products/Services
Produk/Jasa yang Sudah Dievaluasi Keamanannya bagi Pelanggan
F.27. 161-162, 164
Safety Evaluated Products/Services for Customers
Dampak Produk/Jasa
F.28. 146, 162, 171-172
Impact of Products/Services
Jumlah Produk yang Ditarik Kembali
F.29. 162
Number of Products Recalled
Survei Kepuasan Pelanggan Terhadap Produk dan/atau Jasa Keuangan Berkelanjutan
F.30. 165-167
Customer Satisfaction Survey on Sustainable Financial Products and/or Services
Lain-lain
Others
Verifikasi Tertulis dari Pihak Independen (jika ada)
G.1. 23, 211-215
Written Verification from Indepentent Party (if any)
Lembar Umpan Balik 216
G.2.
Feedback Sheet
Tanggapan Terhadap Umpan Balik Laporan Keberlanjutan Tahun Sebelumnya
G.3. 23
Response towards Feedback on Previous Year's Sustainability Report
Daftar Pengungkapan Sesuai Peraturan Otoritas Jasa Keuangan Nomor 51/POJK.03/2017
tentang Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten, dan
Perusahaan Publik
G.4. 194-196
List of Disclosures According to Financial Services Authority Regulation Number 51/
POJK.03/2017 concerning the Implementation of Sustainable Finance for Financial
Services Institutions, Issuers, and Public Companies
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INDEKS ISI STANDARD GRI
GRI Standard Content Index
PT Pelabuhan Indonesia (Persero) telah melaporkan sesuai dengan Standar GRI untuk periode 1
Januari hingga 31 Desember 2025.
Pernyataan Penggunaan
PT Pelabuhan Indonesia (Persero) has reported in accordance with the GRI Standards for the period
Statement of Use
Januari 1 until December 31, 2025.
GRI 1 yang Digunakan GRI 1: Landasan 2021
GRI 1 Used GRI 1: Foundation 2021
Tidak Mencantumkan
Omission
Standar GRI Pengungkapan Halaman Persyaratan
GRI Standard Disclosure Page Tidak
Alasan Penjelasan
Mencantumkan
Reason Explanation
Requirement
Omitted
Pengungkapan Umum
General Disclosures
GRI 2: 2-1 Rincian organisasi 42-43, 48-
Pengungkapan Organizational details 49
Umum 2021
GRI 2: General 2-2 Entitas yang dimasukkan dalam 22
Disclosures 2021 pelaporan keberlanjutan organisasi
Entities included in the organization's
sustainability reporting
2-3 Periode, frekuensi, dan titik kontak 22-23
pelaporan
Reporting period, frequency and
contact point
2-4 Penyajian kembali informasi 22
Restatement of information
2-5 Penjaminan eksternal 23
External assurance
2-6 Aktivitas, rantai nilai, dan hubungan 42-43, 47-
bisnis lainnya 49
Activities, value chain and other
business relationships
2-7 Tenaga kerja 42, 128-130
Employees
2-8 Pekerja yang bukan pekerja langsung 130-131
Workers who are not employees
2-9 Struktur dan komposisi tata kelola 59-61
Governance structure and composition
2-10 Pencalonan dan pemilihan badan tata 66-70
kelola tertinggi
Nomination and selection of the highest
governance body
2-11 Ketua badan tata kelola tertinggi 60
Chair of the highest governance body
2-12 Peran badan tata kelola tertinggi dalam 60, 72
mengawasi manajemen dampak
Role of the highest governance body in
overseeing the management of impacts
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Tidak Mencantumkan
Omission
Standar GRI Pengungkapan Halaman Persyaratan
GRI Standard Disclosure Page Tidak
Alasan Penjelasan
Mencantumkan
Reason Explanation
Requirement
Omitted
2-13 Delegasi tanggung jawab untuk 60, 72
mengelola dampak
Delegation of responsibility for
managing impacts
2-14 Peran badan tata kelola tertinggi dalam 23, 60
pelaporan keberlanjutan
Role of the highest governance body in
sustainability reporting
2-15 Konflik kepentingan 88-91
Conflict of interest
2-16 Komunikasi masalah penting 96-98
Communication of critical concerns
2-17 Pengetahuan kolektif badan tata kelola 63-66
tertinggi
Collective knowledge of the highest
governance body
2-18 Evaluasi kinerja badan tata kelola 70
tertinggi
Evaluation of the performance of the
highest governance body
2-19 Kebijakan remunerasi 66-70
Remuneration policies
2-20 Proses untuk menentukan remunerasi 66-70
Process to determine remuneration
2-21 Rasio kompensasi total tahunan 70
Annual total compensation ratio
2-22 Pernyataan tentang strategi 6-9, 38-39
pembangunan berkelanjutan
Statement of sustainable development
strategy
2-23 Komitmen kebijakan 73-85, 88-
Policy commitments 91, 143-144
2-24 Menanamkan komitmen kebijakan 20-21, 32-
Embedding policy commitments 37, 71-72
2-25 Proses untuk memperbaiki dampak 73-85, 96-
negatif 98
Processes to remediate negative
impacts
2-26 Mekanisme untuk mencari nasihat dan 96-98, 145
mengemukakan masalah
Mechanisms for seeking advice and
raising concerns
2-27 Kepatuhan terhadap hukum dan 88-91, 93
peraturan
Compliance with laws and regulations
2-28 Asosiasi keanggotaan 43
Membership associations
2-29 Pendekatan untuk keterlibatan 87
pemangku kepentingan
Approach to stakeholder engagement
2-30 Perjanjian perundingan kolektif 142
Collective bargaining agreements
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Creating Sustainable Social Value Green Environmental Transformation
Tidak Mencantumkan
Omission
Standar GRI Pengungkapan Halaman Persyaratan
GRI Standard Disclosure Page Tidak
Alasan Penjelasan
Mencantumkan
Reason Explanation
Requirement
Omitted
Topik Material
Material Topics
GRI 3: Topik 3-1 Proses untuk menentukan topik material 22-25
Material 2021 Process to determine material topics
GRI 3: Material
Topics 2021 3-2 Daftar topik material 23, 25-31
List of material topics
Kinerja Ekonomi
Economic Performance
GRI 3: Topik 3-3 Manajemen topik material 54, 78
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 201: Kinerja 201-1 Nilai ekonomi langsung yang dihasilkan 54
Ekonomi 2016 dan didistribusikan
GRI 201: Economic Direct economic value generated and
Performance 2016 distributed
201-2 Implikasi finansial serta risiko dan 73-85
peluang lain akibat dari perubahan iklim
Financial implications and other risks
and opportunities due to climate
changet
201-3 Kewajiban program pensiun manfaat 139
pasti dan program pensiun lainnya
Defined benefit plan obligations and
other retirement plans
201-4 Bantuan finansial yang diterima dari 54
pemerintah
Financial assistance received from
government
Keberadaan Pasar
Market Presence
GRI 3: Topik 3-3 Manajemen topik material 128
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 202: 202-1 Rasio standar upah karyawan pemula 138
Keberadaan Pasar berdasarkan jenis kelamin terhadap
2016 upah minimum regional
GRI 202: Market Ratios of standard entry level wage by
Presence 2016 gender compared to local minimum
wage
202-2 Proporsi manajemen senior yang 128
berasal dari masyarakat setempat
Proportion of senior management hired
from the local community
Dampak Ekonomi Tidak Langsung
Indirect Economic Impacts
GRI 3: Topik 3-3 Manajemen topik material 147
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
Laporan Keberlanjutan 2025 199
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Tidak Mencantumkan
Omission
Standar GRI Pengungkapan Halaman Persyaratan
GRI Standard Disclosure Page Tidak
Alasan Penjelasan
Mencantumkan
Reason Explanation
Requirement
Omitted
GRI 203: Dampak 203-1 Investasi infrastruktur dan dukungan 156
Ekonomi layanan
Tidak Langsung Infrastructure investments and services
2016 supported
GRI 203: Indirect
Economic 203-2 Dampak ekonomi tidak langsung yang 147-157
Impacts 2016 signifikan
Significant indirect economic impacts
Praktik Pengadaan
Procurement Practices
GRI 3: Topik 3-3 Manajemen topik material 99
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 204: Praktik 204-1 Proporsi pengeluaran untuk pemasok 101-102
Pengadaan 2016 lokal
GRI 204: Proportion of spending on local
Procurement suppliers
Practices 2016
Antikorupsi
Anti-corruption
GRI 3: Topik 3-3 Manajemen topik material 94-95
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 205: 205-1 Operasi-operasi yang dinilai memiliki 94
Antikorupsi 2016 risiko terkait korupsi
GRI 205: Anti- Operations assessed for risks related to
corruption 2016 corruption
205-2 Komunikasi dan pelatihan tentang 94-95
kebijakan dan prosedur antikorupsi
Communication and training about anti-
corruption policies and procedures
205-3 Insiden korupsi yang terbukti dan 96
tindakan yang diambil
Confirmed incidents of corruption and
actions taken
Perilaku Anti-persaingan
Anti-competitive Behavior
GRI 3: Topik 3-3 Manajemen topik material 88
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 206: Perilaku 206-1 Langkah-langkah hukum untuk perilaku 93-94
Anti-persaingan antipersaingan, praktik antipakat dan
2016 monopoli
GRI 2016: Anti- Legal actions for anti-competitive
competitive behavior, anti-trust, and monopoly
Behavior 2016 practices
Pajak
Tax
GRI 3: Topik 3-3 Manajemen topik material 55
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
200 Sustainability Report 2025
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Tidak Mencantumkan
Omission
Standar GRI Pengungkapan Halaman Persyaratan
GRI Standard Disclosure Page Tidak
Alasan Penjelasan
Mencantumkan
Reason Explanation
Requirement
Omitted
GRI 207: Pajak 207-1 Pendekatan terhadap pajak 55
2019 Approach to tax
GRI 207: Tax 2019
207-2 Tata kelola, pengontrolan, dan 55
manajemen risiko pajak
Tax governance, control, and risk
management
207-3 Keterlibatan pemangku kepentingan 55
dan pengelolaan kepedulian yang
berkaitan dengan pajak
Stakeholder engagement and
management of concerns related to tax
Energi
Energy
GRI 3: Topik 3-3 Manajemen topik material 173
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 302: Energi 302-1 Konsumsi energi dalam organisasi 174
2016 Energy consumption within the
GRI 302: Energy organization
2016
302-2 Konsumsi energi di luar organisasi 175
Energy consumption outside of the
organization
302-3 Intensitas energi 174
Energy intensity
302-4 Pengurangan konsumsi energi 175-176
Reduction of energy consumption
302-5 Pengurangan pada energi yang 175-176
dibutuhkan untuk produk dan jasa
Reductions in energy requirements of
products and services
Air dan Efluen
Water and Effluents
GRI 3: Topik 3-3 Manajemen topik material 181-182
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 303: Air dan 303-1 Interaksi dengan air sebagai sumber 182
Efluen 2018 daya bersama
GRI 303: Water and Interactions with water as a shared
Effluents 2018 resource
303-2 Manajemen dampak yang berkaitan 185
dengan pembuangan air
Management of water discharge-
related impacts
303-3 Pengambilan air 182
Water withdrawal
303-4 Pembuangan air 185
Water discharge
303-5 Konsumsi air 182
Water consumption
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Tidak Mencantumkan
Omission
Standar GRI Pengungkapan Halaman Persyaratan
GRI Standard Disclosure Page Tidak
Alasan Penjelasan
Mencantumkan
Reason Explanation
Requirement
Omitted
Keanekaragaman Hayati
Biodiversity
GRI 3: Topik 3-3 Manajemen topik material 188
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 101: 101-1 Kebijakan untuk menghentikan 188
Keanekaragaman dan mengembalikan hilangnya
Hayati 2024 keanekaragaman hayati
GRI 101: Policies to halt and reverse biodiversity
Biodiversity 2024 loss
101-2 Manajemen dampak keanekaragaman 189-193
hayati
Management of biodiversity impacts
101-3 Akses dan berbagi manfaat 189
Access and benefit-sharing
101-4 Identifikasi dampak keanekaragaman 188
hayati
Identification of biodiversity impacts
101-5 Lokasi yang memiliki dampak 188
keanekaragaman hayati
Locations with biodiversity impacts
Emisi
Emissions
GRI 3: Topik 3-3 Manajemen topik material 177
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 305: Emisi 305-1 Emisi GRK (Cakupan 1) langsung 178
2016 Direct (Scope 1) GHG emissions
GRI 305: Emissions
2016 305-2 Emisi energi GRK (Cakupan 2) tidak 178
langsung
Energy indirect (Scope 2) GHG
emissions
305-3 Emisi GRK (Cakupan 3) tidak langsung 179
lainnya
Other indirect (Scope 3) GHG
emissions
305-4 Intensitas emisi GRK 178
GHG emissions intensity
305-5 Pengurangan emisi GRK 175-176,
Reduction of GHG emissions 179
305-6 Emisi zat perusak ozon (ODS) 180
Emissions of ozone-depleting
substances (ODS)
305-7 Nitrogen oksida (NOX), belerang oksida 180
(SOX), dan emisi udara signifikan
lainnya
Nitrogen oxides (NOx), sulfur oxides
(SOx), and other significant air
emissions
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Tidak Mencantumkan
Omission
Standar GRI Pengungkapan Halaman Persyaratan
GRI Standard Disclosure Page Tidak
Alasan Penjelasan
Mencantumkan
Reason Explanation
Requirement
Omitted
Limbah
Waste
GRI 3: Topik 3-3 Manajemen topik material 186
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 306: Limbah 306-1 Timbulan limbah dan dampak signifikan 186
2020 terkait limbah
GRI 306: Waste Waste generation and significant waste-
2020 related impacts
306-2 Manajemen dampak signifikan terkait 186
limbah
Management of significant waste-
related impacts
306-3 Timbulan limbah 187
Waste generated
306-4 Limbah yang dialihkan dari 187
pembuangan akhir
Waste diverted from disposal
306-5 Limbah yang dikirimkan ke 187
pembuangan akhir
Waste directed to disposal
Penilaian Lingkungan Pemasok
Supplier Environmental Assessment
GRI 3: Topik 3-3 Manajemen topik material 99
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 308: Penilaian 308-1 Seleksi pemasok baru dengan 99-101
Lingkungan menggunakan kriteria lingkungan
Pemasok 2016 New suppliers that were screened using
GRI 308: Supplier environmental criteria
Environmental
Assessment 2016 308-2 Dampak lingkungan negatif dalam 99-101
rantai pasokan dan tindakan yang telah
diambil
Negative environmental impacts in the
supply chain and actions taken
Kepegawaian
Employment
GRI 3: Topik 3-3 Manajemen topik material 131
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 401: 401-1 Perekrutan pegawai baru dan 131-133
Kepegawaian 2016 pergantian pegawai
GRI 401: New employee hires and employee
Employment 2016 turnover
401-2 Tunjangan yang diberikan kepada 138-139
pegawai purnawaktu yang tidak
diberikan kepada pegawai pada kurun
waktu tertentu atau paruh waktu
Benefits provided to full-time
employees that are not provided to
temporary or part-time employees
401-3 Cuti melahirkan 140-141
Parental leave
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Tidak Mencantumkan
Omission
Standar GRI Pengungkapan Halaman Persyaratan
GRI Standard Disclosure Page Tidak
Alasan Penjelasan
Mencantumkan
Reason Explanation
Requirement
Omitted
Hubungan Tenaga Kerja/Manajemen
Labor/Management Relations
GRI 3: Topik 3-3 Manajemen topik material 142
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 402: 402-1 Periode pemberitahuan minimum 142
Hubungan Tenaga terkait perubahan operasional
Kerja/Manajemen Minimum notice periods regarding
2016 operational changes
GRI 402: Labor/
Management
Relations 2016
Kesehatan dan Keselamatan Kerja
Occupational Health and Safety
GRI 3: Topik 3-3 Manajemen topik material 114
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 403: 403-1 Sistem manajemen kesehatan dan 114-117
Kesehatan dan keselamatan kerja
Keselamatan Kerja Occupational health and safety
2018 management system
GRI 403:
Occupational 403-2 Pengidentifikasian bahaya, penilaian 117-120
Health and Safety risiko, dan investigasi insiden
2018 Hazard identification, risk assessment,
and incident investigation
403-3 Layanan kesehatan kerja 123-124
Occupational health services
403-4 Partisipasi, konsultasi, dan komunikasi 115-117,
pekerja tentang kesehatan dan 123
keselamatan kerja
Worker participation, consultation, and
communication on occupational health
and safety
403-5 Pelatihan pekerja mengenai kesehatan 122-123
dan keselamatan kerja
Worker training on occupational health
and safety
403-6 Peningkatan kualitas kesehatan pekerja 123-124
Promotion of worker health
403-7 Pencegahan dan mitigasi dampak- 121, 123-
dampak kesehatan dan keselamatan 124
kerja yang secara langsung terkait
hubungan bisnis
Prevention and mitigation of
occupational health and safety impacts
directly linked by business relationship
403-8 Pekerja yang tercakup dalam 117
sistem manajemen kesehatan dan
keselamatan kerja
Workers covered by an occupational
health and safety management system
403-9 Kecelakaan kerja 125-126
Work-related injuries
403-10 Penyakit akibat kerja 121, 125
Work-related ill health
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
Tidak Mencantumkan
Omission
Standar GRI Pengungkapan Halaman Persyaratan
GRI Standard Disclosure Page Tidak
Alasan Penjelasan
Mencantumkan
Reason Explanation
Requirement
Omitted
Pelatihan dan Pendidikan
Training and Education
GRI 3: Topik 3-3 Manajemen topik material 133
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 404: Pelatihan 404-1 Rata-rata jam pelatihan per tahun per 133-136
dan Pendidikan karyawan
2016 Average hours of training per year per
GRI 404: Training employee
and Education
2016 404-2 Program untuk meningkatkan 134,
keterampilan karyawan dan program 136-137
bantuan peralihan
Programs for upgrading employee skills
and transition assistance programs
404-3 Persentase karyawan yang menerima 141
tinjauan rutin terhadap kinerja dan
pengembangan karier
Percentage of employees receiving
regular performance and career
development reviews
Keberagaman dan Kesempatan Setara
Diversity and Equal Opportunity
GRI 3: Topik 3-3 Manajemen topik material 128
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 405: 405-1 Keanekaragaman badan tata kelola dan 61, 128-130
Keanekaragaman karyawan
dan Peluang Diversity of governance bodies and
Setara 2016 employees
GRI 405: Diversity
and Equal 405-2 Rasio gaji pokok dan remunerasi 138
Opportunity 2016 perempuan dibandingkan laki-laki
Ratio of basic salary and remuneration
of women to men
Non Diskriminasi
Non-discrimination
GRI 3: Topik 3-3 Manajemen topik material 144
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 406: Non 406-1 Insiden diskriminasi dan tindakan 144
Diskriminasi 2016 perbaikan yang dilakukan
GRI 406: Non- Incidents of discrimination and
discrimination corrective actions taken
2016
Kebebasan Berserikat dan Perundingan Kolektif
Freedom of Association and Collective Bargaining
GRI 3: Topik 3-3 Manajemen topik material 99
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
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Tidak Mencantumkan
Omission
Standar GRI Pengungkapan Halaman Persyaratan
GRI Standard Disclosure Page Tidak
Alasan Penjelasan
Mencantumkan
Reason Explanation
Requirement
Omitted
GRI 407: 407-1 Operasi dan pemasok di mana hak atas 99-101
Kebebasan kebebasan berserikat dan perundingan
Berserikat dan kolektif mungkin berisiko
Perundingan Operations and suppliers in which the
Kolektif 2016 right to freedom of association and
GRI 407: Freedom collective bargaining may be at risk
of Association
and Collective
Bargaining 2016
Pekerja Anak
Child Labor
GRI 3: Topik 3-3 Manajemen topik material 99
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 408: Pekerja 408-1 Operasi dan pemasok yang berisiko 99-101, 143-
Anak 2016 signifikan terhadap insiden pekerja anak 144
GRI 408: Child Operations and suppliers at significant
Labor 2016 risk for incidents of child labor
Kerja Paksa atau Wajib Kerja
Forced or Compulsory Labor
GRI 3: Topik 3-3 Manajemen topik material 144
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 409: Kerja 409-1 Operasi dan pemasok yang berisiko 143-144
Paksa atau Wajib signifikan terhadap insiden kerja paksa
Kerja 2016 atau wajib kerja
Operations and suppliers at significant
risk for incidents of forced or
compulsory labor
Praktik Keamanan
Security Practices
GRI 3: Topik 3-3 Manajemen topik material 144
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 410: Praktik 410-1 Petugas keamanan yang dilatih 144
Keamanan 2016 mengenai kebijakan atau prosedur hak
GRI 410: Security asasi manusia
Practices 2016 Security personnel trained in human
rights policies or procedures
Hak Masyarakat Adat
Rights of Indigenous Peoples
GRI 3: Topik 3-3 Manajemen topik material 145
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 411: Hak 411-1 Insiden pelanggaran yang melibatkan 145
Masyarakat Adat hak-hak masyarakat adat
2016 Incidents of violations involving rights of
GRI 411: Rights indigenous peoples
of Indigenous
Peoples 2016
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Tidak Mencantumkan
Omission
Standar GRI Pengungkapan Halaman Persyaratan
GRI Standard Disclosure Page Tidak
Alasan Penjelasan
Mencantumkan
Reason Explanation
Requirement
Omitted
Masyarakat Setempat
Local Communities
GRI 3: Topik 3-3 Manajemen topik material 145
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 413: 413-1 Operasi dengan keterlibatan 145-158
Masyarakat masyarakat setempat, penilaian
Setempat 2016 dampak, dan program pengembangan
GRI 413: Local Operations with local community
Communities 2016 engagement, impact assessments, and
development programs
413-2 Operasi yang secara aktual dan yang 146
berpotensi memiliki dampak negatif
signifikan terhadap masyarakat
setempat
Operations with significant actual and
potential negative impacts on local
communities
Penilaian Sosial Pemasok
Supplier Social Assessment
GRI 3: Topik 3-3 Manajemen topik material 99
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 414: Penilaian 414-1 Seleksi pemasok baru dengan 101
Sosial Pemasok menggunakan kriteria sosial
2016 New suppliers that were screened using
GRI 414: Supplier social criteria
Social Assessment
2016 414-2 Dampak sosial negatif dalam rantai 99-101
pasokan dan tindakan yang telah
diambil
Negative social impacts in the supply
chain and actions taken
Kebijakan Publik
Public Policy
GRI 3: Topik 3-3 Manajemen topik material 98
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 415: Kebijakan 415-1 Kontribusi politik 98
Publik 2016 Political contributions
GRI 415: Public
Policy 2016
Kesehatan dan Keselamatan Pelanggan
Customer Health and Safety
GRI 3: Topik 3-3 Manajemen topik material 160
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
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Tidak Mencantumkan
Omission
Standar GRI Pengungkapan Halaman Persyaratan
GRI Standard Disclosure Page Tidak
Alasan Penjelasan
Mencantumkan
Reason Explanation
Requirement
Omitted
GRI 416: 416-1 Penilaian dampak kesehatan dan 160
Kesehatan dan keselamatan dari berbagai kategori
Keselamatan produk dan jasa
Pelanggan Assessment of the health and safety
2016 impacts of product and service
GRI 416: Customer categories
Health and Safety
2016 416-2 Insiden ketidakpatuhan sehubungan 161
dengan dampak
kesehatan dan keselamatan dari produk
dan jasa
Incidents of non-compliance
concerning the health and safety
impacts of products and services
Pemasaran dan Pelabelan
Marketing and Labeling
GRI 3: Topik 3-3 Manajemen topik material 161
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 417: 417-1 Persyaratan untuk pelabelan dan 164
Pemasaran dan informasi produk dan jasa
Pelabelan 2016 Requirements for product and service
GRI 417: Marketing information and labeling
and Labeling 2016
417-2 Insiden ketidakpatuhan terkait informasi 164
dan pelabelan produk dan jasa
Incidents of non-compliance
concerning product and service
information and labeling
417-3 Insiden ketidakpatuhan terkait 174
komunikasi pemasaran
Incidents of non-compliance
concerning marketing communications
Privasi Pelanggan
Customer Privacy
GRI 3: Topik 3-3 Manajemen topik material 159
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 418: Privasi 418-1 Pengaduan yang berdasar mengenai 159
Pelanggan 2016 pelanggaran terhadap privasi
GRI 418: Customer pelanggan dan hilangnya data
Privacy 2016 pelanggan
Substantiated complaints concerning
breaches of customer privacy and
losses of customer data
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MENCIPTAKAN NILAI SOSIAL BERKELANJUTAN TRANSFORMASI LINGKUNGAN HIJAU
Creating Sustainable Social Value Green Environmental Transformation
SUSTAINABILITY ACCOUNTING
STANDARDS BOARD (SASB)
MARINE TRANSPORTATION
Topik Pengungkapan Halaman
SASB
Topic Disclosure Page
Emisi Gas Emisi Cakupan 1 global bruto
TR-MT-110a.1 177-179
Rumah Kaca Gross global Scope-1 emissions
Greenhouse
Gas Emissions Pembahasan strategi atau rencana jangka panjang dan jangka pendek untuk
mengelola emisi Cakupan 1, target pengurangan emisi, serta analisis kinerja
terhadap target tersebut
TR-MT-110a.2 177
Discussion of long- and short-term strategy or plan to manage Scope-1
emissions, emissions reduction targets, and an analysis of performance
against those targets
(1) Total energi yang dikonsumsi
(2) Persentase bahan bakar minyak berat
(3) Persentase energi terbarukan
TR-MT-110a.3 174-175
(1) Total energy consumed
(2) Percentage heavy fuel oil
(3) Percentage renewable energy
Indeks Rancangan Efisiensi Energi (EEDI) rata-rata untuk kapal baru
TR-MT-110a.4 175
Average Energy Efficiency Design Index (EEDI) for new ships
Kualitas Udara Emisi udara dari polutan berikut:
Air Quality (1) NOx (tidak termasuk N2O), (2) SOx, dan (3) Partikel materi (PM10)
TR-MT-120a.1 180
Air emissions of the following pollutants:
(1) NOx (excluding N2O), (2) SOx, and (3) Particulate Matter (PM10)
Dampak Durasi pelayaran di kawasan laut yang dilindungi atau area dengan status
Ekologis konservasi yang dilindungi
TR-MT-160a.1 188
Ecological Shipping duration in marine protected areas or areas of protected
Impacts conservation status
Persentase armada yang menerapkan (1) pertukaran dan (2) pengolahan air
TR-MT-160a.2 ballast 188
Percentage of fleet implementing ballast water (1) exchange and (2) treatment
(1) Jumlah dan (2) volume total tumpahan dan pelepasan ke lingkungan
TR-MT-160a.3 (1) Number and (2) aggregate volume of spills and releases to the 187
environment
Kesehatan &
Keselamatan
Tenaga Kerja Tingkat insiden kehilangan waktu kerja (LTIR)
TR-MT-320a.1 125-126
Workforce Lost time incident rate (LTIR)
Health &
Safety
Etika Bisnis Jumlah kunjungan ke pelabuhan di negara-negara dengan 20 peringkat
Business terendah dalam Indeks Persepsi Korupsi Transparency International Tidak releven
TR-MT-510a.1
Ethics Number of calls at ports in countries that have the 20 lowest rankings in Not relevant
Transparency International’s Corruption Perception Index
Total kerugian finansial akibat proses hukum yang terkait dengan suap atau
korupsi
TR-MT-510a.2 93-96
Total amount of monetary losses as a result of legal proceedings associated
with bribery or corruption
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SUSTAINABILITY ACCOUNTING
STANDARDS BOARD (SASB)
PROFESSIONAL AND COMMERCIAL
SERVICES
Topik Pengungkapan Halaman
SASB
Topic Disclosure Page
Keamanan Deskripsi pendekatan dalam mengidentifikasi dan menangani risiko
Data SV-PS-230a.1 keamanan data 103
Data Security Description of approach to identifying and addressing data security risks
Deskripsi kebijakan dan praktik terkait pengumpulan, penggunaan, dan
penyimpanan informasi pelanggan
SV-PS-230a.2 159
Description of policies and practices relating to collection, usage, and
retention of customer information
(1) Jumlah pelanggaran data, (2) persentase yang (a) melibatkan informasi
bisnis rahasia pelanggan dan (b) merupakan pelanggaran data pribadi, (3)
jumlah (a) pelanggan dan (b) individu yang terdampak
SV-PS-230a.3 159
(1) Number of data breaches, (2) percentage that (a) involve customers’
confidential business information and (b) are personal data breaches, (3)
number of (a) customers and (b) individuals affected
Keberagaman
Persentase perwakilan (1) gender dan (2) kelompok keberagaman untuk (a)
dan
manajemen eksekutif, (b) manajemen non-eksekutif, dan (c) seluruh karyawan
Keterlibatan
lainnya
Tenaga Kerja SV-PS-330a.1 128-130
Percentage of (1) gender and (2) diversity group representation for (a)
Workforce
executive management, (b) non-executive management, and (c) all other
Diversity &
employees
Engagement
(1) Tingkat pergantian karyawan secara sukarela dan (2) tidak sukarela
SV-PS-330a.2 131-133
(1) Voluntary and (2) involuntary turnover rate for employees
Keterlibatan karyawan dalam persentase
SV-PS-330a.3 141-142
Employee engagement as a percentage
Integritas
Profesional Deskripsi pendekatan untuk memastikan integritas profesional
SV-PS-510a.1 88-91
Professional Description of approach to ensuring professional integrity
Integrity
Total kerugian finansial akibat proses hukum yang terkait dengan integritas
profesional
SV-PS-510a.2 93
Total amount of monetary losses as a result of legal proceedings associated
with professional integrity
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INDEPENDENT ASSURANCE STATEMENT
PT Pelabuhan Indonesia (Persero)
Sustainability Report 2025
Statement No: 04/IAS/CBC/IV/2026
In-Accordance, Type 2 - Moderate Level
Scope of Engagement in Assurance
CBC Global Indonesia (“CBC Global Indonesia”, “us” or “we”) were commissioned by PT
Pelabuhan Indonesia (Persero) (“Pelindo”) with the objective to provide assurance of
Pelindo’s 2025 Sustainability Report (the “Report”) in accordance to GRI Sustainability
Reporting Universal Standards, POJK No.51/POJK.03/2017, SEOJK No.16/SEOJK.04/2021,
TCFD, SASB, early adoption IFRS S1 S2, and the adherence to AA1000 Accountability
Principles (2018) with assurance over the Subject Matter presented in the Report, for the
reporting year ended 31st December 2025. This statement is intended to be used by
stakeholders & management of Pelindo.
The scope and limitation of our work is restricted to the following areas:
1. Subject Matters
• GRI 2: General Disclosures 2021 • GRI 308: Supplier Environmental
Assessment 2016
• GRI 3: Material Topics 2021 • GRI 401: Employment 2016
• GRI 201: Economic Performance 2016 • GRI 403: Occupational Health and Safety
2018
• GRI 203: Indirect Economic Impacts 2016 • GRI 405: Diversity and Equal Opportunity
2016
• GRI 204: Procurement Practices 2016 • GRI 406: Non-discrimination 2016
• GRI 205: Anti-corruption 2016 • GRI 408: Child Labor 2016
• GRI 206: Anti-competitive Behavior 2016 • GRI 409: Forced or Compulsory Labor 2016
• GRI 302: Energy 2016 • GRI 413: Local Communities 2016
• GRI 303: Water and Effluents 2018 • GRI 414: Supplier Social Assessment 2016
• GRI 305: Emissions 2016 • GRI 416: Customer Health and Safety 2016
• GRI 306: Waste 2020
2. AA1000 Principles (2018)
Our assurance engagement was planned and performed to meet the requirements of a
Type 2 “Moderate Level” of assurance as defined by AA1000 Assurance Standard
(AA1000AS) v3 to evaluate the nature and extent of Pelindo’s adherence to all four
AA1000 AccountAbility Principles (2018): Inclusivity, Materiality, Responsiveness and
Impact, where sufficient evidence has been obtained to support our statement such that
the risk of our conclusion being in error is reduced, but not reduced to very low, but not
zero.
We have not performed any work, and do not express any conclusions, on any other
information outside of the Subject Matter that may be published in the Report or on
Pelindo’s website for the current reporting period or for previous periods and assumed
that the financial data and figures provided by Pelindo has been audited by independent
parties therefore, presentation of financial data and figures in the report NOT within the
scope of assurance.
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Responsibilities of the Management of Pelindo
The Management of Pelindo is responsible for the preparation of the Subject Matter in
accordance with the Reporting Criteria. The responsibility includes designing, implementing
and maintaining internal control relevant to the preparation of Subject Matter information that
is free from material misstatement, whether due to fraud or error.
Responsibilities, Competencies and Independency of CBC Global Indonesia
Our responsibility is to plan and perform our work to obtain assurance over whether the
Subject Matter information has been prepared in accordance with the GRI Universal Standard,
POJK No.51/POJK.03/2017, SEOJK No.16/SEOJK.04/2021, TCFD, SASB, early adoption
IFRS S1 S2 and to report to Pelindo in the form of an independent assurance conclusion,
based on the work performed and the review progress. We must also express a conclusion
over whether the Report adheres to the AA1000 Principles (2018) and comment on the nature
and extent of each Principle individually. All this engagement was carried out by an
independent team of sustainability assurance professionals whose already obtained the
Certified Sustainability Report Assurer (CSRA) or Associate Certified Sustainability
Assurance Practitioner (ACSAP) and any other relevant certifications.
CBC Global Indonesia is bounded by rules of conduct and professional practice relating to
independence and quality overseen by AccountAbility (www.
accountability.org/standards/licensing/ AA1000 as licensed-providers) and has established
policies and procedures that are designed to ensure that our team maintain independence and
integrity. We had no financial interest in the operation of Pelindo other than for the assessment
and assurance of this report. We don’t accept or assume responsibility (legal or otherwise) or
accept liability for or in connection with any other purpose for which it may be used, or to any
person by whom the independent assurance opinion statement may be read.
Methodology
We conduct the following assurance procedures and activities:
• Pre-engagement to ensure the independence and impartiality of the assurance team.
• Kick-off meeting and initial analysis of the report draft.
• Review, assess and evidence the reliability and quality of sustainability performance and
disclosed information as specified in the Report content for the reporting period of 1st of
January up to 31st of December 2025.
• Evaluate the adherence of report content, disclosure and presentation against the
criteria of standard, principles, and indicators using references from AA1000AS
v3,
AA1000AP (2018) (AccountAbility Principles), GRI Universal Standards, POJK
No.51/POJK.03/2017, SEOJK No.16/SEOJK.04/2021,TCFD, SASB and early
adoption S1 S2. Adopt IPCC Guidelines for calculation methodology of energy used
and emission.
• Conduct in-depth on documents compliance, governance, risk management, business
continuity management topics with the representatives of the relevant
functions/divisions of the Pelindo concerning sustainability strategy and policies for
material issues and the implementation of these across the Pelindo’s business.
• Obtained an understanding of how the identified sustainability information is gathered,
collated and aggregated internally and enquiries of management of Pelindo to gain an
understanding of the processes for determining material issues for key stakeholder
groups.
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• Performed limited substantive testing, on a sample basis, of the sustainability
information identified, to verify the assumptions, estimations and computations Pelindo
made and to check that data had been appropriately measured, recorded, collated and
reported.
• Compare the subject matter presented in the report to corresponding information in the
relevant underlying sources on a sample basis.
• Evaluate the subject matter presented in the report to determine whether they are in line
with our overall knowledge of, and experience with, the sustainability performance of the
group.
• Discuss and analysis data and reports with management of Pelindo and data contributor
to determine whether there are any material misstatement of fact or material
inconsistencies based on our understanding obtained as part of our assurance
engagement.
Finding and Conclusions
From the assurance program and the evidence, we have obtained, a detailed review against
the AA1000 AccountAbility Principles of Inclusivity, Materiality, Responsiveness and Impact,
the GRI Universal Standards, POJK No.51/POJK.03/2017, SEOJK No.16/SEOJK.04/2021,
TCFD, SASB and early adoption IFRS S1 S2 is set out below:
INCLUSIVITY
Based on the evidence presented, Pelindo has demonstrated a strong commitment to the
principle of Inclusivity by systematically identifying and engaging stakeholders in accordance
with the AA1000 Stakeholder Engagement Standard (SES) 2015. The Company actively
engaged 239 internal and 88 external stakeholders through a questionnaire mechanism to
ensure that aspirations from across the spectrum, from state institutions to local communities,
have been represented in the company's strategic direction. This commitment is emphasized
through the existence of a stakeholder engagement governance policy that aims to build
harmonious relationships and ensure that every input is considered in the strategic decision-
making process.
MATERIALITY
The application of the Materiality principle in this report has been supported by the use of the
Double Materiality Assessment (DMA) methodology that reviews sustainability issues from both
an inside-out perspective on the impact on the environment and society (inside-out) and a
financial perspective (outside-in). Through a thorough identification and assessment process,
the Company has determined 10 key material topics that reflect the most significant risks and
opportunities for business and stakeholder sustainability. The determination of these topics has
been validated and approved by the Board of Directors, providing confidence that this report
includes the most relevant information for the Company's economic, environmental, and social
performance.
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RESPONSIVENESS
Regarding the Responsiveness principle, Pelindo demonstrated the organization's ability to
respond to material issues through the development of four strategic pillars and an ESG
Framework that serves as operational guidelines. The Company maintains transparent
communication by providing feedback mechanisms through questionnaires and formal
complaint channels such as the Whistleblowing System (Pelindo Bersih), which is integrated
with the Indonesian Corruption Eradication Commission (KPK). Although there was no specific
input regarding the previous year's report, the Company consistently communicated progress
towards achieving ESG Milestone targets and fulfilling regulatory obligations in a timely manner
to all stakeholders.
IMPACT
The Company has fulfilled the Impact principle by implementing measurable ESG performance
monitoring and measurement mechanisms across all operational areas. This is demonstrated
through quantitative impact reporting, such as a 6.5% reduction in GHG emissions, and the use
of the Social Return on Investment (SROI) methodology in certain community empowerment
programs to accurately measure the social value generated. This impact disclosure is supported
by external assessments such as PROPER and ISO certification, which provide an objective
picture of the effectiveness of mitigation measures and the Company's tangible contribution to
creating inclusive long-term value for Indonesia.
GRI STANDARDS PRINCIPLES
The Report has prepared in accordance with GRI Universal Standards, where all disclosure of
each material topic is presented in the Report. The disclosures of management approach for
each material topic in general is fairly disclosed. The Management of Pelindo has applied the
principles for defining the report’s quality (balance, comparability, accuracy, timeliness, clarity,
and reliability) and the principles for defining the report’s content (stakeholder inclusiveness,
sustainability context, materiality, and completeness) and supporting documents were
adequately presented during the assurance program.
Adherence to POJK No.51/POJK.03/2017 and SEOJK No.16/SEOJK.04/2021
The report has followed or complied to all POJK No.51/POJK.03/2017 and SEOJK
No.16/SEOJK.04/2021 reporting guidelines. In terms of the adherence against the regulations,
Pelindo has developed and simplified more policies and initiatives on social and environment
concerns. The Pelindo is advised to improve their risk and impact analysis on sustainability
and also improve the assessment on high-risk lending sectors with negative impacts towards
social and environment issues. In addition, the Pelindo should also update its sustainability
reporting data collection system more comprehensively, integrated, and reliable.
Opinion Statement
Our professional and certified team of sustainability report assurer has assured this report in
accordance with the AA1000AP (2018), AA1000AS v3 and GRI Standards. From the review
progress, we conclude that the Pelindo’s Sustainability Report 2025 provides a fair view of the
all the Pelindo’s programs and performances during 2025. The extent to which the GRI
Standards has been applied in the Report and conclude this report has been prepared in
accordance with GRI Universal Standards.
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We believe that the evidence we have obtained is sufficient and appropriate to provide a basis
for our conclusion. We conclude that the data in 2025 for all material topics performance
indicators are fairly represented and there is nothing has come to our attention that would lead
us to believe that the subject matter in the Report for the year ended 31 December 2025, in all
material respects, is not prepared in accordance with the applicable criteria.
Conclusion & Recommendations
• Develop an integrated impact identification and measurement of those impact by
establishing a sustainability performance monitoring system with a better database
system. The sustainability performance database can be monitored, its accuracy will be
maintained, and target achievement can be more measurable.
• The report notes the absence of feedback on the previous year's report. Moving forward,
the Company can proactively provide a more accessible feedback mechanism
throughout the year to demonstrate transparency in responding to stakeholder concerns
in a timely manner.
• Based on AA1000 Stakeholder Engagement Standard the analysis of stakeholder
engagement should be more varied by stating specific objectives for each relevant
stakeholder.
For and on behalf of:
Jakarta, April 28th, 2026
Dr. Erna Lovita, SE., MSi., Ak., CA., CSRS., CSRA
Engagement Leader
Certified Sustainability Reporting Specialist No. S-UB3-1407-305
Certified Sustainability Reporting Assurer No. A-UB1-1506-146
PT CBC Global Indonesia
The Icon Horizon Broadway Blok M.5 No.3 BSD City, Tangerang, Indonesia 15345
Tel: (62)(21) 87780058
Email: services@cbcglobalindonesia.com
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LEMBAR UMPAN BALIK [OJK G.2]
Feedback Sheet
Terima kasih atas perhatian Anda terhadap Laporan We appreciate your interest in PT Pelabuhan Indonesia
Keberlanjutan PT Pelabuhan Indonesia (Persero) Tahun (Persero)’s 2025 Sustainability Report, which outlines
2025 yang memaparkan kinerja lingkungan, sosial, our environmental, social, governance, and economic
tata kelola, dan ekonomi Perusahaan. Sebagai upaya performance. To help us improve our future reporting, we
peningkatan kualitas laporan di masa mendatang, kami kindly invite you to share your feedback and suggestions
mengharapkan kesediaan Anda untuk memberikan by completing the attached questionnaire.
saran dan kritik melalui kuesioner terlampir.
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Names mentioned 95 people and organisations named in the text · linked when the evidence is strong
unresolved
person
SAMBUTAN
· DIREKTUR UTAMA
p.4 ×2
unresolved
org
Financial Services Authority
p.5 ×3
unresolved
person
Teknik
· Direktur Keuangan
p.10 ×2
unresolved
person
Kelembagaan
· Direktur
p.10
unresolved
person
Keberagaman
· Komisaris
p.15
unresolved
org
Ministry of SOEs
p.17
unresolved
org
Government of the Republic of Indonesia
p.42 ×2
unresolved
org
Milik Negara
p.42 ×2
unresolved
org
PT Pelindo Terminal Petikemas
p.44 ×2
unresolved
org
PT Pelindo Multi Terminal
p.44 ×2
unresolved
org
PT Pelindo Solusi Logistik
p.44
unresolved
org
PT Pelindo Jasa Maritim
p.44
unresolved
org
Milik
p.46
unresolved
org
Menteri BUMN
p.46
unresolved
org
Minister of State-Owned
p.46
unresolved
org
Ministry of Transportation
p.55 ×2
unresolved
org
Kementerian BUMN
p.55
unresolved
org
Minister of SOEs No. PER-
p.58
unresolved
org
Menteri BUMN No. PER-
p.58
unresolved
person
Independensi
· Komisaris
p.61
unresolved
person
Agus
· Komisaris Utama
p.61
unresolved
org
Menteri Badan Usaha Milik Negara
· Komisaris
p.61 ×28
unresolved
org
Minister of State-Owned Enterprises No. SK-
p.61 ×14
unresolved
person
MBU
· Commissioner
p.61 ×6
unresolved
person
Andus
· Komisaris
p.61
unresolved
person
Rakhman
· Komisaris
p.62
unresolved
—
Kurniawan
· Independent
p.62 ×2
unresolved
person
Maximianus
· Komisaris
p.62
unresolved
person
DI-DAM
· Commissioner
p.62 ×2
unresolved
person
Arif
· Direktur Utama
p.62
unresolved
org
Minister of State-Owned Enterprises No. SK- General Affairs
p.62
unresolved
person
Plt.
· Direktur
p.63
unresolved
person
Boy
· Direktur
p.63
unresolved
person
Drajat
· Direktur
p.63
unresolved
person
Bachtiar
· Direktur
p.63
unresolved
—
Atmadja
· Finance
p.63
unresolved
—
Wakan
· Engineering
p.63 ×2
unresolved
org
Departemen Corporate Sustainability
p.63 ×3
unresolved
person
Certified Anti-Fraud Governance
· Wakil Komisaris Utama
p.64 ×13
unresolved
person
Executive Program
· Komisaris
p.64 ×4
unresolved
—
Djiwanto
· Independent Commissioner
p.64
unresolved
person
Tata Kelola Risiko Berkualifikasi
· Direktur Teknik
p.64
unresolved
—
Nosep Kristoro
· Department
p.65
unresolved
person
Ahmad Asyrafi
· Senior Officer III
p.65
unresolved
—
Ali Makmuri
· Junior Officer II
p.65
unresolved
—
Aurel
· Sustainability
p.66
unresolved
—
Satyaning Ati
· Analyst
p.66
unresolved
person
Kepolisian
· Wakil Komisaris Utama
p.67 ×2
unresolved
person
Vice
· Chairman
p.67
unresolved
person
Police Science
· President Commissioner
p.67 ×2
unresolved
person
Economics
· Commissioner
p.67
unresolved
person
Nominasi
· Anggota
p.67 ×2
unresolved
person
Reviewing
· President Director
p.69 ×2
unresolved
org
Capital Injections
· Direktur
p.69
unresolved
person
Pengelola
· Chairman
p.71
unresolved
person
Committee
· Direktur
p.71
unresolved
person
Managing
· President Director
p.71 ×2
unresolved
org
Departemen Corporate Sustainability. Selanjutnya
p.72
unresolved
org
PT Pelindo Terminal Pelindo Terminal Petikemas
p.78
unresolved
org
Meteorologi
p.79
unresolved
org
Kementerian Perhubungan
p.80
unresolved
org
Menteri Risiko
p.80
unresolved
org
Minister of Transportation Decree No. KM
p.80
unresolved
org
PT Pelabuhan Indonesia HK.
p.94
unresolved
org
Penyelenggara Jaminan Sosial.
p.123
unresolved
org
PT Pelabuhan Cuti
p.140
unresolved
org
Kementerian Lingkungan
p.178
unresolved
org
Ministry of Hidup
p.178
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